Best Practice Examples
Pipelife employee from sweden, underlines the merits of lean six sigma:
It helps us structure our work. After each milestone, we analyze what we have achieved as a team. Being really frank and open in this process, we quickly identify areas with room for improvement, where Lean Six Sigma should be implemented.
Healthy and fit at work
More exercise and a healthier diet: this was the motto of a very successful health and fitness event offered by our works council free of charge to staff working at the holding company. The services provided on this occasion included a fitness check and individual nutritional counseling at our headquarters. Regular health screenings and vaccinations as well as tests to identify food intolerance were also organized by the works council in the course of this year.
On the way to Number One with the black belt
What do judo and Lean Six Sigma, the world-famous management tool for process optimization in day-to-day business, have in common? In both, you can succeed and earn your black belt through hard work and dedication! Pipelife has practiced the Lean Six Sigma program since 2012 and rolled it out successfully to all its local companies. As a result, numerous products and processes have been optimized. Currently, 16 of our highly motivated colleagues at Pipelife proudly wear their black belts, 88 have earned green belts and over 170 have reached champion level. A recent project in Sweden confirms the success of the Lean Six Sigma program: on-schedule deliveries have increased from 82% to 95%, and delivery performance has been improved significantly.
Safety Alert and Safety Award
CLAY BUILDING MATERIALS EUROPE (CBME)
Wienerberger expects all its managers to do their utmost in matters relating to the occupational safety of their employees. The main focus is on awareness building, so that sources of danger will be more easily identified and eliminated. Unfortunately, a negative trend was nevertheless observed in the Clay Building Materials Europe business unit in 2014, with two fatal accidents, which we deeply regret. To counteract this trend, CBME implemented a number of instruments, such as the Safety Alert, a well-developed, standardized process for dealing with occupational accidents at all CBME production sites. After every accident, the head of engineering of the plant documents the cause of the accident, explains how it happened and which measures were taken and communicates the information to the health and safety officer of the CBME business unit. The Safety Alert records are then transmitted to all other local companies, which enables them to take specific measures in order to avoid similar accidents in their plants. As an additional incentive, the CBME Safety Award was created in 2014 to reward employees for outstanding achievements in the field of occupational safety. 28 production sites in 11 countries participated in the first round.
Cycling to work at Wienerberger
Wienerberger wants to promote cycling as a meaningful way of getting to work and therefore supported the Austrian “Cycling to Work” campaign in 2014. In a first step, a colleague from the Wienerberger holding company, himself a passionate cyclist, put together several teams of four people each to collect mileage. Over the month of May 2014, our Vienna-based colleagues together covered the impressive distance of 1,800 km on their bicycles. The idea was taken up by Corporate Human Resources, “Cycling to Work” was communicated throughout the holding company, bicycle service checks were offered free of charge, and many more employees joined the cycling enthusiasts.
Semmelrock invests in occupational health and safety
For our colleagues at Semmelrock Poland the strategic objective of increasing occupational health and safety at their plants is an issue of high priority. They not only invest a great deal in technical safety measures, but also make an effort to build awareness among employees for their own and their colleagues’ safety. The plant at Kolbiel, which has been operated by Semmelrock Poland for many years, was brought up to the highest possible standard of safety in 2014, and all employees working at the production site underwent intensive safety training. Moreover, occupational safety has been included in the individual target agreements with our employees and counts as a factor determining premium payments. In 2014, our colleagues at Semmelrock Poland succeeded in significantly reducing the accident rate and the number of sick-leave days in their plants.
10 years without a single day lost through an accident
GENERAL SHALE GEORGIA
Our American colleagues have been running the plant in Georgia for ten years without the loss of a single working day through an occupational accident. Two other production sites have been accident-free for more than five years. These outstanding results are due to various initiatives taken to promote safety at the workplace. For example, all people working at these plants, regardless of their employment status, are involved in the monthly safety checks. This means that our staff members contribute significantly to the early identification and elimination of potential hazards at the workplace. We are proud of having achieved such a high level of occupational safety together.