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VPP works for ALC Heat Treatment Shop

  • Published
  • By Howdy Stout
  • Tinker Public Affairs
TINKER AIR FORCE BASE, Okla. --  The furnaces often run at temperatures in excess of 2,000 degrees Fahrenheit, hot enough to temper the metal inside jet engines. And with more than 30 furnaces nestled in a corner of Bldg. 3001, safety is always an issue.

But, the 18-person team in the 548th Propulsion Maintenance Squadron's Heat Treatment Shop doesn't wait for someone else to point out a safety issue. They find it themselves.

"Our ultimate goal is to prevent an injury," explains Danny Driskill, shop supervisor. "But I think we've done better than that."

In less than a year, workers have identified more than 20 safety concerns, ranging from exposed electrical wiring to slick floors, through the Voluntary Protection Program. Under VPP, workers themselves identify safety issues and -- in many cases -- propose solutions.

"I see VPP working all the time," explains Debra Croft, a Heat Treatment Shop worker and co-chair of Tenant Group Three's hazard prevention and control committee.

One of the safety concerns for those working in the Heat Treatment Shop was the hydrogen tanks used by the nearby plasma booths. The exposed cylinders posed a potential hazard to workers in the shop if they were damaged or pierced.

"It's not our shop, but 18 of us work by it every day," Mr. Driskill explained.

Several proposed solutions were tried. Painted lines and notice signs alerted workers to the hazardous hydrogen tanks. Finally, metal frames holding heavy-duty plastic sheeting eventually shielded the cylinders.

"That was a breakthrough for VPP," Ms. Croft said, adding that now workers are empowered to identify safety issues in their work areas regardless of who "owns" the equipment or assets involved.

Another safety issue identified by workers was the number of exposed wires from the numerous structural support beams in the shop. Each exposed wire or conduit had the potential to electrocute someone but there was no way to tell if the wires were live or dead.

"Some of the posts have had wires hanging off of them from the 1940s," Mr. Driskill said. Wes Tison, a long-time worker in the shop, identified the hazard and proposed removing the wires completely and making sure any unused electrical conduits were capped and plugged. It worked, but he wouldn't have said a word just a few years ago.

"I've been here 10 years, but until VPP came along, I never looked at that stuff," Mr. Tison said. The realization that leadership, such as shop leaders and supervisors, would follow-through on addressing safety issues means workers are now reporting hazards. Mr. Tison says he knows that safety concerns are not ignored.

"Bottom line, we have a boss who got this fixed," Mr. Tison said. "If we know it's going to get fixed, it's easier to report it."

Reporting faults and actively reviewing safety issues represents a shift in attitudes toward safety. And everyone, from supervisor to worker, is involved.

"It's a frame of mind," agrees Ms. Croft. "We're looking outside the box."

"Part of VPP is bringing everyone to the table," Mr. Driskill says. "They're looking at things differently. This is the best way to manage the situation."

Another shift in attitudes is that safety takes precedence over production. Although production is important, production will ultimately stop or slow when workers are injured. Mr. Driskill says he makes a point during regular meetings to tell everyone in the shop of any ongoing safety concerns or issues and the plan to remedy faults.

"I make sure everyone in the room is aware of the safety concerns," he says. "Then we follow it up."

Following up on solutions is another link in the chain because the initial fix may not solve the problem or may create new areas of concern. Everyone from the workers to engineers continue to work the problem until a solution is found.

"It can take a lot of patience to get things fixed," Mr. Driskill says. "And we have to do the follow-up. We have to look and see."

Procedures, too, are changed in the interests of safety. In the past, Mr. Driskill says workers would regularly lift heavy objects by themselves to place on the furnace racks. And just as often they would hurt themselves, especially their backs.

"Over time, that's been one of our major injuries," he said.

"But if workers lift more than 25 pounds now, then we use the buddy system," Ms. Croft says. "And I don't think we've had one such injury since then," Mr. Driskill added.

Mr. Tison is also working on a new hoist system that, when complete, should eliminate the dangers associated with lifting and moving heavy or bulky items. It is an example or reviewing an issue until a solution is found.

"If it works," says Ms. Croft, "there will be no risk of injury. It's continual process improvement."

That continual search for safety improvements is important to the VPP process, Mr. Driskill says. To be truly effective, it requires the participation of everyone, from shop supervisor to shop floor worker.

"When you can get everyone's involvement in a group," he adds, "that's the most powerful tool you can have in an organization."