By: G. Ray Gompf, CD
Having been involved in Fleet Safety Association in Ontario for a lot of years, I have asked myself this exact question for every single one of those years.
I’ve also noticed in my experience resume that it really doesn’t matter whether those successful companies are asset based or non-asset based: success boils down to how each views safety. Trucking companies must remember they are in the service industry selling only the ability to move products from Point A to Point B. That’s it.
Those companies that go from having a safety culture to insisting on safety excellence tend to do best. It’s all well and good to have all the rules and policies in place but unless there is no difference between policy and “the-real-way-we-do-things” mentality, it’s truly not going to work well. Sure, to have all the policies and procedures written down and understood by all concerned to show inspectors and auditors is only part of the operation. Those companies that actually take it from “the safety culture” to “operational excellence” have a much superior chance of success than those that are too casual with safety.
Those that achieve “operational excellence” understand that it’s not just safety; it permeates every aspect of the business. It takes excellent leadership with the vision to do it right the first time. It takes a maintenance program that ensures there is nothing questionable. It takes a hiring program that filters out those who don’t buy into the vision of the leadership. And it takes a policy to accept clients with a similar vision of excellence.
While bottom lines are important, operational excellence is critical. It used to be if your equipment was clean and at least had the appearance of being well maintained, authorities just gave a cursory look. With the inspection programs where authorities examine every detail, the era of a cursory look is long gone, and that level one inspection is more the norm than the exception, especially with those companies that haven’t taken proactive approaches with authorities. Proactive does not mean anything untoward. It simply means that authorities are invited to inspect your facility at any time they wish, which they should be able to.
Now if authorities are well aware of a record of “operation excellence”, the cursory look is prevalent with those trucking companies known for operational excellence.
I used to cross the border into Ogdensburg, NY, sometimes several times a day. There was a DOT inspector that watched every truck coming out of Customs. If he wasn’t busy, and I hadn’t been inspected for a couple of weeks, I would stop and see if he would update my sticker. He got to know me; he got to know my truck was well maintained and that I was meticulous about my truck’s condition and my paperwork was always up to snuff. One day, while crossing the border, he beckoned me to come over for inspection. When he came up to me, he said, “you have a drooping airline on your trailer. Hang on, I’ll fix it for you.” I didn’t even get out of the truck. A few seconds later, he said to me, “you’re good to go.” I thanked him and left.
Now, if I hadn’t been proactive with him to get to know me and my operation, that drooping trailer airline could have cost me a significant fine, considerable downtime, and a decent size service call.
Take the time to get to know those people of authority that can have serious effects on your daily operation. Make sure you’re as close to 100% as possible when you do so. These authorities with whom you come into daily contact are not just there to make it difficult for you to do business. They are there for the public safety and your safety. Include them as much as possible in your operation. Speak kindly and on friendly terms with them, even if they’re providing you with a lecture. Don’t make excuses because they have heard them all.
Operational excellence must be your goal. Operational excellence also has to do with your personal demeanour. If you want to be treated well, treat others well. That safety culture you exude becomes your trademark of operational excellence. In my opinion, operational excellence separates the companies that do well over those that hover around barely getting by.
