Safety Through Teamwork - Nscorp
SafetyThroughTeamworkVolume 3, Issue 3 May-June 2011
May/Jun ’11161011121416171819BACKCOVERTeaming upfor safetyengineeringraises the baron safetya new focus:the behavioralside of safetySAFETY BELONGSTO THETHOROUGHBREDns' HAMMONDNOMINEEROANOKE SHOPCELEBRATESA SAFETYMILESTONEfRANK hOPKINS:aN ns iRON mANHATS OFF TOTHE 2010 SAFETYPERFORMANCEWINNERSns hEROEStURNING THETABLE AT INMANYARD2012 cALENDARCONTEST IS ON
Teaming UpFor SafetyAcross Norfolk Southern’s system, operations employeesare finding creative ways to turn safety into a team sport.On the Central Division, employees have done so literally.During the past year, they have created a division footballleague and an Iron Railroader Challenge in which the variousterminal and line of road locations compete as teams toachieve the best safety record.At the Bellevue, Ohio, mechanical shop, employeeswho fuel and inspect outbound locomotives now leavea service card in the engine cab for train and engine crews,giving them a checklist of work performed and the nameof the employees who did it. The cards also include asafety reminder.Engineering department track gangs systemwideare reaching out to transportation train and enginecrews to deliver safety messages and offer ahelping hand when needed.The goal of these and many other initiativesacross the railroad is to bring transportation,engineering, and mechanical employeestogether in a united effort to eliminateworkplace injuries.Those efforts are producing results. In 2010,NS achieved an injury ratio of 0.89, the lowestin company history based on number of injuriesper 200,000 employee-hours. The engineeringdepartment recorded a 0.50 injury ratio, establishinganother NS safety record. Such employee performanceearned NS, for the 22nd consecutive year, the E.H. HarrimanGold Award as the rail industry’s safest Class 1 railroad – anunparalleled feat.n Far left: To improve itsworking relationship withtransportation, the Bellevuemechanical shop createda card that is signed byemployees who servicelocomotives for outbound trainand engine crews. The cardincludes safety reminders.n Left: For the 22ndconsecutive year, NSemployees in 2010 won theHarriman Gold Award as theU.S. rail industry’s safestClass 1 railroad.1
What follows is alook at some of thesuccess stories involvinginterdepartmentalcooperation to ensurethat every employee goeshome safely.A team sportThe sports-themedsafety competitions on theCentral Division have sparkedmore communication and cooperationacross departments, said Dave Dixon,superintendent of Debutts Terminal in Chattanooga.Dixon last fall suggested starting a division footballleague, and he developed the Iron Railroader Challengethis year to keep the momentum going.“It’s really worked out,” Dixon said. “I’ve seen morepeople talking across departments, making sure peoplewere double-checking switches and making sure trainmovements were aligned.”In the competitions, each “team” on the division,whether at a terminal or line of road, is comprised oftransportation, engineering, and mechanical employees.An injury, regardless of department, counts againstthe entire team, and having zero reportable injuriesis a minimum requirement for winning. Employeeson winning teams have received ball caps, T-shirts,sweatshirts, and NS watches as prizes.Dixon said more employees are speaking up atinterdepartmental safety meetings about potentialhazards they’ve seen on the job. He’s also noticed thatemployees from different departments are more willingto point out unsafe behavior to each other – a big keyto improving safety, he said.“A transportation employee who sees an unsafeaction while a maintenance-of-way employee isworking on track is more apt today to go up and say,‘Hey, what are you doing?’ ” Dixon said. “The mostimportant thing is getting employees on the groundcommunicating, because that goes a lot further than asupervisor telling them about a safety rule.”2BizNSMay / Jun 2011Reaching outNS rules require that employees in programmaintenance watch passing trains for possibledefects. Last year, engineering department fieldgangs took that a step further. They now routinelymake radio or one-on-one contacts with train crewsand pass along safety messages, saidJeff McCracken, assistant vice presidentengineering maintenance-of-way.“It might be weather related, it might be aboutclimbing on and off equipment, or whatever we thinkmight be applicable to the day,” McCracken said.“It’s not a big thing, but it goes a long way to buildcamaraderie and keep everybody aware.”Members of the S-9 surfacing gang, for example,stay in radio contact with train crews haulingfreight past their work site, said Charlie Mallett,gang supervisor. If a train crew needs a ride or helpmoving equipment, the S-9 gang will assist wheneverpossible, he said. Not long ago, gang members drovea conductor to get a replacement for a broken carknuckle.“One of the train crews asked me one day whywe were talking to them,” Mallett said. “I told him,‘Because we care about your safety, too. We’re notout here to set you guys up. We’re here to help you.’He thought that was amazing.”In the Central Divisioncompetitions, a“team,” whether ata terminal or line ofroad, is comprisedof transportation,engineering, andmechanical employees.n At left: Dave Dixon, terminalsuperintendent, Chattanooga.n At right: Robert Adams ,shop laborer, is chairmanof the Bellevue locomotive shop’ssafety committee.n At right below: A locomotive inthe Bellevue shop is readied foroutbound train service. Among otherthings, the shop cleans and suppliesthe cab; fuels, oils, and servicesthe engine; and pumps and cleansthe toilet.
Happiness is a clean cabThe Bellevue locomotive shopcreated a service card to improve itsworking relationship with train andengine crews, said Robert Adams,a shop laborer and safety committeeco-chairman. The shop’s seniorgeneral foreman, Chuck Bentler,came up with the idea.The card is signed by shopemployees who clean and supplythe locomotive cab, pump andcheck the toilet, and fuel, sand, andservice the engine.“We were getting complaints from transportationthat cabs were not being cleaned properly and thatwe were delaying their trains,” Adams said. “Well,these cards create accountability by the mechanicalshop. When I sign my name to something, I’m goingto make sure it’s done. You’re taking responsibility byputting your name on it.”In addition, the cards have a printed messageto “Think Safety!” as well as a friendly reminder:“Have you had a job briefing yet?” The Bellevue shop,Adams added, takes safety seriously, having gonemore than 1,200 days without a reportable injury.For Adams, the card is a reminder that “it’s allabout helping each other out.”Midway through 2010, Bellevue’s terminal safetycommittee began focusing its monthly safety blitzeson train and engine crews, said committee cochairman Derek Duffield, a union yardmaster. Onone blitz, members handed out trash bags to crewsas a reminder to properly dispose of trash in thelocomotive cab.Trash in the cabs is a safety concern, Duffield said,because discarded bottles and trash are potentialtripping hazards.Transportation, engineering, and mechanicalemployees have representatives on the safetycommittee.“If there’s an issue, we’ve got all these differentdepartments working as one to get it fixed,” Adamssaid. “Diversity to me is pretty much people comingtogether to work as one, and that’s what is amazingat Bellevue.”3
“Teamwork is about making sure all employees are safe,no matter where they work.”– Darnell Wood Sr., terminal superintendent, ConwayTurning conflictinto cooperationExpanding the reachIn Pennsylvania, the Conway Terminal safetycommittee recruits members from territories outsidethe terminal’s operating district, including those whowork on the Mingo, Conway East Road, and ConwayWest Road territories.“They have train and engine employees whocome in here on a frequent basis, and we like tohave their input,” said Darnell Wood Sr., terminalsuperintendent. That has helped the committee expandits reach for safety.One example: After a road crew member fromMingo reported overgrown brush and weeds alongsideNS track near a major steel customer, the Conwaysafety committee arranged to have the potentialhazard removed.“Our committee got the ball rolling and actuallycleared up an item on somebody else’s district,” Woodsaid. “In days long ago, if something didn’t impactConway Terminal, we may not have done anythingabout it. We decided to take care of it because that’swhat teamwork is all about. It’s making sure allemployees are safe, no matter where they work.”4BizNSMay / Jun 2011Because of a changein business conditions,NS in 2000 mergedthe transportationand mechanicaldepartments at NorfolkTerminal into a singledepartment, dubbing it“transmechanical.” Thatconsolidation endedthree years ago, buta lasting benefit hasbeen improved lines ofcommunication, saidJeff Yates, terminalsuperintendent.“Both departmentswork much closer together, and that has resulted in amore productive, efficient, and safe operation,” Yatessaid. “The terminology I use a lot here is that wedon’t have lines drawn in the sand. I know the coalpier can’t run if the equipment doesn’t work, and themechanical guys recognize they won’t have jobs if wedon’t dump coal. We need each other for it to work.”Mike Phillips, a locomotive engineer at PortlockYard, chairs the Norfolk Terminal Pride and SafetyCommittee. Once a transportation-only committee,it now includes all operating departments.“The safety team belongs to everybody, fromthe top man to the person who’s been here forsix months,” said Phillips. “We want everyone tobe heard.”The importance of working together is illustratedby efforts to prevent rule violation derailments, saidJim Spicer, a carman at Portlock and co-chair of thepride and safety committee. Spicer calls derailments“an opportunity that didn’t have to be for someoneto get hurt.”
n At left: Locomotive engineer Mike Phillips and conductorWayne Troester man a locomotive at Norfolk Terminal,where employees have worked hard to improve interdepartmentalcommunication and cooperation.“If we’re working atrack and cars derail,we don’t feel like beingsqueezed by a couplehundred tons of steel,so the transportationguys have got to belooking out for us justlike we have to look outfor them,” said Spicer.Pete Johnson,carman and co-chairof the terminal’s carsafety committee, saidexpanding membershipon the pride and safetycommittee to alloperating departmentshas been a factor inimproving teamwork.“Years ago, transportation and mechanical werealways at each other’s throats looking to blame ifsomething went wrong,” said Johnson, a 30-yearterminal veteran. “Now, everybody gets a largerview of what’s going on, and rather than pointingfingers, we can work together to findsolutions when things aren’t goingthe way they should be.”During 31 years at the terminal,Roy Robinson, gang leadermechanical and chairman ofthe terminal’s coal pier safetycommittee, also has witnessed theturnaround. At a pride and safetycommittee meeting earlier this year,Robinson reported that heavy rainshad washed out a gravel road to thecoal car hump yard.n Below: Safety leaders Roy Robinson, gang leader mechanical,Pete Johnson, carman, and Jim Spicer, carman, are involved inefforts to improve safety by promoting teamwork at Norfolk Terminal.“I didn’t expect it to get fixed for a week, butwithin three hours after that meeting the road wasfinished,” he said. “I was stunned. That was beyondany expectation I had, and that’s what makes thedifference in safety. I’ve got people looking out for mewho I didn’t know were looking out for me, and that’sthe only way you’ll ever accomplish the double zeroes,no incidents, no injuries.”Wayne Troester, a conductor who steppeddown this year as chairman of the pride and safetycommittee after more than a decade, said adherenceto the railroad’s SPIRIT values has been key tointerdepartmental cooperation.“I’ve always said that if you put safety first and leadby example, performance will follow,” he said. “If youuse integrity in all your dealings, you will get respect,and then teamwork will fall into place. When youwork as a team, the innovations will come along to doa better job. They all follow safety, and that’s what Ithink has made Norfolk Terminal a success.” n BizNS5
Engineering Raisesthe Bar on SafetyEngineering employeesin 2010 set a newbenchmark for safety.Their 0.50 injury ratio was the lowest ever recorded by a Norfolk Southernoperating department and set a new rail industry standard.The achievement, based on reportable injuries per 200,000 employee-hours, isnoteworthy because engineering employees are exposed to potential work hazardsdaily as they maintain NS’ rail, track, bridges, signals, and roadway.“This is a major event,” said Tim Drake, vice president engineering. “Years agoa 0.50 would be something nice to dream about, but now it’s a reality. It took everypart of the department to get to that 0.50, and I’m so proud of the people for whatthey’ve done.”The department earned the NS Chairman’s Award for safety, an honor given onlyfor exemplary performance. The department surpassed the previous safety record foran NS operating division, a 0.53 injury ratio set in 2008 by mechanical employees.Many engineering work groups had noteworthy achievements in 2010. For thefirst time, production gangs – the traveling gangs that install rail, crossties, andballast – had zero reportable injuries. In the communications and“With all the new employeessignals department, Group 1 on construction lines north reached 1we’re hiring, you’d think we would million employee-hours with no reportable injuries, while the LakeDivision C&S finished five years with zero reportable injuries andhave more incidents and injuries,incidents. In October, the entire engineering department workedbut it’s the opposite. The injurieswithout a reportable injury.One reason the record is particularly satisfying: About 30 percenthave progressively gone down,of the department’s employees have less than two years on the job.and I’d say the training has been“We’ve been training these new hires not only how to work safelyinstrumental in that.”but also how to do the job correctly,” Drake said, “From the start, we’regetting that buy-in for the high standards that we demand.”– Mike Reid, NS chief engineerSupervision steps upMuch of the success goes to supervisors’ efforts to keep safety at the forefront,Drake said.“I’ve never seen such an insistence to safety awareness and focus and attentionto duty as I saw last year,” he said. “If supervisors show the dedication and spendthe time and the energy, the employees are going to follow.”That effort involves communication, training, and teamwork.6BizNSMay / Jun 2011
n Left: NS communications and signals employees are responsiblefor installing and maintaining train signals, railroad crossings, andswitch machines. Pictured at far left are train signals installed at Howellinterlocking in Atlanta; the signals are remotely controlled by GeorgiaDivision dispatchers. At left is a grade-crossing signal.n Far left: At the railroad’s March safety meeting, CEO Wick Moormanpresents Tim Drake, NS vice president engineering, with the 2010Chairman’s Award. The department achieved a 0.50 injury ratio, setting anew company record in safety.“It’s making sure we get good, quality people whenwe hire them; it’s great training from the day theywalk on the property; and it’s excellent supervisionmaking sure their people do things the right way,”said Jeff McCracken, assistant vice presidentengineering. “We focused stronger on every aspectof our safety process and made sure we stayed on topof it every day. Too often in the past, we would getkind of complacent after getting into the year and startslipping up. We didn’t do that last year.”Structured training pays offThe injury-free performance by the systemmaintenance-of-way gangs proves that all employeescan work injury-free, said Mike Reid, NS chiefengineer. Reid oversees NS’ program maintenance,which includes the system production gangs.“These people are out there every day in the lineof fire, so to speak, performing the work,” Reid said.“They are installing ties, laying and welding rail, andsurfacing track. They have the highest exposure topotential hazards, from weather, to walking conditions,to the work itself. For the entire group to go without anincident is absolutely unprecedented. It’s a deal whereeverybody was pulling in the same direction.”Reid said the department’s introduction of structuredtraining about four years ago – after a notably badyear for injuries – is showing results. Each week,craft employees participate in short training sessionsthat include topics such as roadway protection andequipment operation rules. Gang supervisors train onleadership and management skills. Everybody is testedto make sure they understand the material.“With all the new employees we’re hiring, you’dthink we would have more incidents and injuries,but it’s the opposite,” Reid said. “The injuries haveprogressively gone down, and I’d say the training hasbeen instrumental in that.”Watchful eyesOne of NS’ track surfacing gangs, S-9, has gonemore than 7,800 days without a reportable injury. Thegang, with 12 employees, works across the system tomaintain track ballast, the layer of rocks that providefoundational support for the track.The secret to their success?“We talk about safety all day long,” saidCharlie Mallett, an S-9 supervisor. “In ourmorning meeting, we talk about things that happenedthe day before, including any close calls or thingsthat could have been close calls, and we encourageanybody who has a safety issue to bring it up.”Under an initiative Mallett suggested, the gangnow elects two safety chairmen every quarter. Oneworks near the front of the gang and the other nearthe rear. “That’s been a big help because there’s moreeyes looking at things at each end of the gang,” hesaid. The co-chairmen also help conduct equipmentinspections and field safety audits. “They may seesomething a machine operator doesn’t,” he said.7
The department’s R-3 dual rail gang has had similarsuccess, said Tracy Collier, a gang supervisor. The78 members of R-3 work with ribbons of rail 1,440feet long, and they must guard against rail rollingover onto feet or ankles before it is spiked downon crossties. To enhance safety, R-3 positions asupervisor and a foreman near the front, middle, andrear of the gang, which can be spread more than amile apart from end to end.“We strategically place them in areas that aremore labor intensive and where there are potentiallymore hazards,” Collier said. “That way if we comeacross a situation we can head it off before itbecomes a problem.”R-3 has more than 1,100 days without a reportableinjury. Travis Taylor, a machine operator andchairman of R-3’s safety committee, said supervisionencourages discussion about work issues and is goodabout addressing concerns. That has improved safetyby fostering good work attitudes and morale, he said.“There’s an open-door policy,” Taylor said.“We feel comfortable that we can tell supervisorssomething and it’s going to get done or corrected.Everyone out here wants to work safely so they cango home to their families every weekend.”Talk it throughOn the Northern Region, the two groups comprisingthe C&S construction lines north – Group 1 and Group 2 –together have worked nearly 1.8 million employee-hourswithout a reportable injury. The groups have a total of 17gangs of five to nine members each that travel the regioninstalling railroad crossings, train signals, and switchmachines. A key to their success is a commitment tothorough job briefings.“They talk about what they’re going to do, how they’regoing to do it, and what they’re going to do to do itsafely,” said Jeff Vicari-Baker, superintendent C&SNorthern Region. Employees, he said, are empoweredto question foremen and supervisors if they think safetywould be compromised in any way.8BizNSMay / Jun 2011“Everybody discusses the work,” Vicari-Baker said.“Itboils down to saying, here’s the way we’re going to doit, and then giving everybody the opportunity – I call itan obligation – to speak up if they think there’s a better,safer way. The idea that five heads are better than one istrue in a gang.”C&S assigns new hires to construction gangssystemwide to receive mentoring and training under theguidance of a foreman and experienced signalmen, saidRay Rumsey, assistant vice president C&S.“This gives them the benefit of these experiencedemployees and seeing the work processes and attentionto detail that go into having a real safe operation,”Rumsey said. “As they move on to division maintenancejobs, they’ll know what goes in to making a safetyprocess successful.”Employee buy-inThe Lake Division C&S, which achieved 1 millionemployee-hours of injury-free service in late 2009,has succeeded by letting employees take ownershipof the safety process, said Mick Ireton, divisionC&S general superintendent.“If you can get individuals buying in to what we’retrying to do and correcting and looking after eachother, that’s a big deal,” Ireton said. “Getting peopleto take ownership of their own safety really makes abig difference in the attitudes.”Leading the effort is a safety committee made upof agreement employees from each of the division’s10 territories. Last year, the division launched aninitiative to have the committee representative ineach territory meet with new hires within their firstweek on the job.
nFar left: NS’ system production gangs install and maintaintrack crossties, rail, and ballast. Here, new crossties near atrack switch are ready to be spiked into place.n Left: Employees and machines with the TS-8 timber andsurfacing super gang install new ties along a stretch oftrack in North Carolina.“They have a face-to-face safety meeting, talkingabout what we’ve accomplished in safety, what ourgoals are, and what we expect,” Ireton said. “It getseverybody off on the right foot to start with that kind offocus and emphasis, where it’s not coming from yoursupervisor but from one of your co-workers.”Working as a teamLast year, system gangs that report toJohnny Tharpe, general division engineer,formed a committee that meets every quarter toobserve a different gang in the field. One personfrom each rail, surfacing, and timber and surfacinggang on his area serves on the committee.That has helped strengthen safety practices acrossthe division, said Bill Evans, senior supervisor of theTS-1 timber and surfacing gang.“After they’ve been out with a gang, they’ll meet asa group later in the afternoon and discuss their findingsand go over things the gang might improve on,” Evanssaid. “It’s not something to knock the gang down or tobe critical. It’s something to build from and to help us.”The personal touchIn the field, Evans tries to talk one-on-one every daywith members of his gang – something the engineeringdepartment encourages to build better workingrelationships.“You can often find out if something is on theirmind that might be distracting them to the point theyshouldn’t even be out there,” Evans said. “Or they mighthave an issue with something that I can take care of.”Given the large machines they deal with, the workenvironment that system gangs encounter can beunforgiving. Evans doesn’t let his gang forget that.“The biggest thing I tell my employees on adaily basis is to just stop and think before doingsomething,” he said. “Most times they don’t haveproblems running a machine down the track. It’s whensomething breaks down, or when they get into a littledifferent situation that they can get into trouble. I tellthem to stop and think about what could go wrong,or what the right tool to use is. It’s about making surethat all our people go home safe.” n BizNSFrom September 2009thru mid-May 2011, NS’ tie,rail, and surfacing gangshad worked more than2.9 million employeehours without a reportableinjury. Non-agreementemployees on the gangshad more than 151,900injury-free hours fromOctober 2009 through April,for a combined total ofmore than 3.1 million hourswithout a reportable injury.9
A New Focus: The Behavioral Side of SafetySeven Steps toSafety SuccessJob safety briefingsCommunicationand teamworkMaintain situationalawarenessRecognizeconsequences –manage riskSafety and operatingrules adherencePersonal protectiveequipmentWellNS10BizNSMay / Jun 2011You’ve been taught the safety rules, had a job briefing, and been issuedpersonal protective gear.Now that you’re out on a Norfolk Southern job site, how are you going to usethose tools to ensure that you and your co-workers stay safe? The answer boilsdown to the decisions you make and the actions you take, says David Julian,NS vice president safety and environmental.“Norfolk Southern has always done really well on what I call safety engineering –our job safety briefing process, the creation of operating and safety rules, developingthe right tools and technologies for the job, and our efforts to address unsafeworking conditions,” Julian said. “Our opportunity for improvement is with engagingemployees to understand the behavioral side of safety – how they evaluate andrecognize the consequences of at-risk behavior and make the correct decisions for asafe outcome.”NS this year plans to step up its focus on behavior-based safety, and Julian saidhe is looking to supervisors and local safety committees to spearhead the effort. Theinitiative has two key components: to promote more peer-to-peer employee contactson the job, and to recognize co-workers who display good safety habits.In the past, workplace safety audits primarily were used to spot unsafeconditions, such as tripping hazards. Now, NS wants supervisors and safetycommittees to watch for employee work behaviors that create potential hazards.The purpose is not to embarrass or punish employees but to reinforce andrecognize safe behavior, Julian said. It’s also about making sure that employees –especially the growing number of new hires – understand the consequences: Takingshort cuts or failing to follow NS’ safety process can result in injury or death.“This does not mean we want people to go out and try to find somebody doingsomething wrong,” Julian said. “It’s about making sure all of our employees knowthe right way to do something, and letting them know that if they do it the right way,they will reduce their risk of injury. It is moving toward positive reinforcement andtreating each other with respect, so we have open lines of communication.”Employees will hear more about the initiative during the year, Julian said. As partof the effort, the safety department has created a seven-step checklist that outlinesthe key aspects of NS’ safety process. It is posted in work areas across the system.“When you create a work environment where you’re positively reinforcing safebehaviors,” Julian said, “you really can develop the right attitudes and the safeworking habits. That’s where you get the sustained results.” n BizNS
Safety Belongs to the ThoroughbredScenes from 2011 Safety Expo in Norfolkn NS’ safety expo in March featured operations equipment and creativegame booths promoting safety from divisions across the railroad. Amongthem: (top left) NS’ Rail Test Car 10, used mainly on the Georgia Division totest for rail defects; (above) Ron Tindell, left, senior general foreman, andMike Pandolph, mechanical supervisor, both of Conway locomotive shop,stand beside a safety wheel shop employees created; (left) Latoya Seals ,assistant to VP IT in Atlanta, volunteers at an IT safety booth; (at right) Brainy,the costumed ambassador for the NS public safety campaign "Train YourBrain," greets employees and guests.11
NS’ Hammond NomineeMonk Wilkerson: It’s a matter of attitudeMonty “Monk” Wilkerson has a daughterwho teaches third grade. The first thing studentssee when they walk in her classroom is a signthat hangs from the ceiling and reads:“Smile – Attitude is everything.”That’s a message that Wilkerson, an NS yardlocomotive engineer in Danville, Ky., believesrailroaders should take to heart. Having a positive,winning attitude is the key to working safely, he said,and he should know: He’s just completed 35 injury-freeyears on the railroad.“Whenever you’re not on top of your game youcould get in trouble and open yourself up for possibleinjury or accident,” Wilkerson said. “If you’re carryingaround a bad attitude, you’re certainly not on top ofyour game.”Wilkerson’s commitment to safety – both on thejob and in the community – explains why NS selectedhim as the company’s Harold F. Hammond awardnominee for 2010. The rail industry award goes to a U.S. railroad employee who hasdemonstrated outstanding safety achievement in the workplace and the community.Around Danville, Wilkerson is known as a person who takes the initiative topromote safety – whether it’s coaching co-workers about safe work practices,alerting supervisors to potentially unsafe yard conditions, or talking to childrenabout railroad crossing safety. At the yard, he doesn’t hesitate to pick up trash ortidy things up to make it safer.“No matter what type of circumstances he faces, Monk always has a way tolook at things in a positive light,” said Thomas Dunlap, superintendent DanvilleTerminal. “His co-workers know that when they work with Monk, he’s going to do itaccording to the operating rules. They know he is genuinely concerned about theirsafety and making sure they get home safely. I’m glad he’s on my team.”Wilkerson has served many years on the Danville Yard/2nd District safetycommittee, and currently is chairman. Under his leadership, the yard in Aprilcelebrated 800 days without a reportable injury.12BizNSMay / Jun 2011
Family is a big areaof focus for Wilkerson.He helped organizean annual Family Daycookout for the yard,driving home thatsafety is central to NS’family values. WhenNS introduced W
The Bellevue locomotive shop created a service card to improve its working relationship with train and engine crews, said Robert Adams, a shop laborer and safety committee co-chairman. The shop’s senior general foreman, Chuck Bentler, came up with the idea. The card is signed by shop em
Title: Workskills: Teamwork (geese) Objectives: In this lesson, the participants will: 1. Identify the elements of teamwork. 2. Discuss good teamwork skills. 3. Apply appropriate teamwork strategies. Session Time: 60 minutes Materials: meter stick, stopwatch or clock, marker board (chalkboard), overhead projector, screen, transpar
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influence teamwork orientation, and (2) whether there is a significant relationship between teamwork orientation and personal learning and whether perceived value congruence plays a role in this relationship. Research purpose As noted earlier, an extensive amount of research has been conducted on teamwork orientation, but the question of how
Lesson - Effective Teamwork in the Workplace FOCUS: Benefits of Teamwork 15 - 20 minutes Purpose: A team is defined as a group of people working together to reach a common goal. There are many benefits for team members and for employers. This activity will help students identify the benefits of effects teamwork for all parties involved .
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