JBT’s safety team also worked with front-line supervisors to instill a culture of safety “servant leadership,” where the supervisors work as much for the employees as employees work for them. This helped to break down the traditional hierarchy and moved employees to a place where feedback and coaching became effective. The team set goals including training, behavior-based observations, near misses, corrective and preventative actions and leadership. They utilized the ProcessMAP platform to capture those evaporative moments and created recognition programs for employee involvement and engagement in employee safety.  

The path to Target Zero began with a thoughtful approach to identifying the leading indicators that work for JBT. The safety team compiled that information and created a scorecard that shows BBO, participation rate, and near-miss scoring based on the participation rate. Scores are based on the site headcount because there are different numbers of employees at each site. The team also uses corrective and preventative actions, the leadership score, and monthly computer-based training, and they weigh their scores, to render an overall site health score. 

The site scores help to define the health of each site and their level of engagement. When identifying leading indicators, the team had to consider what would prevent this type of injury from occurring by looking at some lagging indicators of families of injuries. They considered whether training had increased hazard reporting, or whether it was something else. After identification, the team would place emphasis on that leading indicator. They understood that participation and performance must be transparent, must be communicated and they needed to focus on leading indicators as much as lagging indicators. They knew that accountability and buy-in had to be present at all levels. ProcessMAP’s technology works well for JBT because of the ease of reporting and ease of pulling and compiling these reports in order to develop each scorecard.