Years ago, during a visit to a fairly large label converter, I sat with the management team to watch a video that gave a company overview. The first screen said “Mission Statement.” I hate to say this, but my eyes rolled back into the skull and my inner curmudgeon said, “Oh no. Not another mission statement.”

But this one, to my surprise and relief, contained a list of the company’s specific and measurable objectives. The first was safety. I sat up straight. The fellow doing the talking started with that.

I mean, it’s safety first, isn’t it?

Safety is a subject so gargantuan that it occupies vast segments of industry, government and academia. Not much about it can be said here, but maybe a few notes could foster a second look at the programs already – or allegedly – in place. I have seen safety rules and practices ignored, both by workers and management. Sometimes you have to look for them. Sometimes they’re not there.

The aspects of safety concerns are seemingly without end. Some major areas include health risks, workplace and transport safety, process safety, electricity, fire and explosion, chemical exposure, maintenance and, of course, training.

Within those sections the specifics are addressed. The heart of print manufacturing is the press, and right next to it is post-press machinery. Rollers, anyone? Dies, slitters, rewinders, material rolls, toxic substances, grime, spills, falls, jewelry, voltage, combustion, operator skill, operator health. Throughout the plant are hand and power tools, forklifts, moving workers, transport of parts and equipment, however far and however small: plates, inks, anilox rolls, dies, cleaners, tools, nuts, bolts.

Workers on the production floor have a full plate. They have to remain safe, they have to be trained in safety, and they have to be conscious of safety at all times. Then they have to print the perfect label.

Managers and executives have a full plate, too. They have to be trained in safety, they have to use that knowledge to train employees, and they have to pay attention to every aspect of safety at their companies all the time. They are, after all, responsible for the health, the body parts and the lives of those who work for them. Legally responsible.

Managing safety can be a full-time job. At a small company, safety standards can start with a daily (or more often) checklist, in the hope that its use will engender an automatic response. Are the floors wet? Are there obstacles in the aisles or around the machinery such as cords, waste materials or boxes? Are ladders, stools, brooms, mops and other items in good condition and in their proper places? Are workstations and other surfaces organized and clean? Is the lighting okay? Is there anything, even loose clothing, that can be caught in a machine?

Are exit paths visible and unobstructed? Are fire extinguishers accessible, tagged and serviced? Is the eye-washing station working and properly equipped? Are containers properly labeled and stored? Are the MSDS’s available to read? Is ventilation adequate and functional? Is a hazardous material spill kit available? Is wiring in good condition?

There are two other items. Eye protection: Some converters require it while most don’t. Press guards: These are required and installed on presses in some countries and tend to be kept in place as installed by manufacturers. The US government requires that guards be in place at specific areas of printing operations – power presses, guillotine cutters, ingoing nip points, rotating parts – but sometimes these are either missing or removed by operators. I haven’t been everywhere, but I’ve seen both.

Safety basics
All medium and large companies have good to excellent safety management programs in place. Others have guidelines that are workable. Still others might have a published plan, and good intentions, but only partial follow-through and inspection. Or none.

Very small companies? Some are shining examples of safety, often a part of the Lean Manufacturing principles to which they adhere closely. Some are… Let’s just say I’ve been shocked more than a few times by conditions inside some regional label print shops. The challenges and dangers listed in the paragraphs above? All present in these places. It’s hard to imagine that (a) they invite customers into production, and (b) their workers live long.

For a company of modest size, an existing safety program can be improved, or created, by taking basic steps. The first step starts with the employer. Management must recognize that safety includes health; a good safety record goes hand-in-hand with healthy employees.

Where do you go next?

• Get help: Begin with a competent person to manage the health and safety duties. That person can be a top manager or one or more of the employees. They don’t have to have formal education in the subjects involved, but they should have the skills, knowledge and experience to manage the program.
• Another choice for leadership is an outside consultant, a business whose partners have relevant knowledge, training and practical experience. Background in the print business is ideal. Let them know that your goal and theirs is to help you manage your company’s safety and health. Their advice should be specific to the risks at your place of business, focus on action to control significant risks, and recommend practical control measures.
• Risk assessment: The best way to learn what can cause harm to employees is to ask them. After all, they are the people who face the risks every day. Assign them the task of writing down the risks that they see and encounter, and form a group of supervisors and line workers to come up with a list of challenges to tackle. Then determine how you’re addressing each hazard, or if you are at all, and figure out the best way to do so.
• Laws and regulations: Get to know them. Each country has its worker safety and health arm, and they have an exhaustive collection of enforceable guidelines for you to read and understand. This is another area where professional assistance will help. Larger companies have their own compliance officers, but consultants are available. It also helps to keep up with changes in the regulations. Armed with knowledge of the laws, you can go in one of three directions. You can adhere to the rules as closely as possible, you can go beyond them to benefit your workers and probably reduce your legal and financial risks, or you can opt for the third direction.
• Training: This is where an accomplished safety trainer should be brought in, with the dual goals of putting the policy into action and educating in-house trainers to maintain the program. Training never ends. It’s complex and taxing, but unavoidable to maintain a safe shop.
• Inspection: Strict adherence to safety and health rules is the only way to keep the standard high. Relaxing can lead to relapsing, and that’s bad for business.
• Improvement: Plant improvements, such as those required by government safety institutions, are necessary. So are adjustments and upgrades to manufacturing equipment. If printing or finishing equipment has seen better days, it’s worthwhile to compare the cost of a new machine against the safety and health risks posed by the old one.
• Engagement: This is the hard part for some executives. It’s tempting to put a safety program into place after months of work and then step back to watch it run itself. To succeed it needs attention from the top, strong attention. The workers need that engagement. If you find it difficult to maintain that energy, think of this: It’s a selling point.

The author is president of Jack Kenny Media, a communications firm specializing in the packaging industry, and is the former editor of L&NW magazine. He can be reached at jackjkenny@gmail.com.