Safety and a job well done are one and the same at Bassett Mechanical. And while we’d love to say we crafted that pithy phrase ourselves, we actually cribbed it from Bassett’s extensive content on its excellent website.

“Safety is not only a core value for our company,” says Kim Bassett, president and CEO, of the full-service mechanical contractor based in Kaukauna, Wisconsin, that employs nearly 500 people and which celebrated 85 years in business this year, “safety is an integral part of everything we do each day whether it’s in our 268,000-square-foot fabrication facility or on our jobsites across the country. We make sure that everybody has the tools, resources and training that they need to do their job effectively and safely because I want to see everybody at the end of the day, go home the way they arrived in the morning."

The company’s comprehensive and collaborative behavior-based safety program, which began in 2016, is one reason we chose Bassett Mechanical as our magazine’s Contractor of the Year. As of this past February, the mechanical contractor had reached 1.5 million hours without experiencing an OSHA lost time injury. Its EMR currently stands at 0.85 compared with an industry average of 1.0. 

“Safety is all about people and we have great associates at Bassett Mechanical who produce in a way that not only keeps themselves safe, but keeps those around them and our customers safe as well,” says Cory Goldschmidt, director of safety. “Combined with Bassett Mechanical’s engaged, safety-minded leadership team, we have created an environment that puts our associates in a position for success and helps them feel safe. 

Family business 

Bassett provides complete design, engineering, fabrication, installation, and preventative maintenance service solutions for all its customer’s industrial refrigeration, HVAC, plumbing, metal fabricating and service needs. (For much more on the company’s comprehensive capabilities, customer-centric philosophy and long history be sure to check out our sidebars).

For Bassett herself, a strong adherence to safety takes on a personal dimension since she is the latest generation to take charge of the family business her great-uncle founded in 1936. 

“I grew up with many of our associates who are still with us today,” Bassett explains. “I attended company picnics, spent Saturdays in the office with my dad, and worked with our associates during holiday breaks and summer vacations throughout high school and college. I knew everyone’s spouse, children and families.” 

When she returned to the company in 1996, many of the same people were still there, just a little older, but still like a family to her. 

“When I started my career here, I worked in various roles over many years to learn about our business, the inherent risks and saw the business through the lens of our associates,” Bassett adds. “From working in the manufacturing facility to working alongside our field foremen, sales leaders and executives, I experienced firsthand the intricacies and uniqueness of our business, as well as the hurdles that must be overcome every day, from safety planning to successful execution. Having observed a few near misses while in the field and shop, it opened my eyes and motivated me even more than ever to ensure every one of our associates kept safety top of mind 24/7.” So what is BBS? 

First of all, while we hadn’t heard the phrase before, behavior-based safety is a component of a larger science-based field of organizational behavior management that applies the science of behavioral change to actual workplace situations. 

By and large, a BBS program is a process that creates a safety partnership between management and the workforce by continually focusing everyone’s attention and actions on their own personal actions as well as the actions of others.  

In a traditional safety program, a mechanical contractor probably keeps a steady eye on incidents as they happen, and tries its best to prohibit them from happening again.  

But when it comes to the safety of Bassett associates, this typical approach wasn’t good enough. The ultimate goal of a BBS program is to identify and correct risks and potential hazards before they occur.  

Another important distinction of Bassett Mechanical’s BBS program is that it empowers its associates to not only actively identify safety risks, but also halt all work when necessary until they feel a task can be performed safely. 

Along the way, all the data points gathered through the mutual process identifies possible improvements for tools, work environments, training, processes and procedures. 

Finally, to be successful a BBS program must include the buy in of every single associate, from the CEO on down. Comprehensive support is needed to achieve a successful outcome. 

“We empower our associates to make the best choices for themselves and each other,” Bassett adds. “Safety here goes beyond daily planning, toolbox talks and frequent training.” 

To that end, Bassett Mechanical operates on the following four basic safety principles: 

• All injuries are preventable.
• Employee participation in our safety processes is the key to preventing injuries.
• All employees are responsible for safety and for preventing injuries.
• Safety is a condition of employment.

“At Bassett Mechanical, behavior-based safety focuses on what people do, analyzes why they do it and applies an intervention strategy to improve the process,” Goldschmidt explains.  

No blame game 

To accomplish all this, Bassett’s BBS program takes a “no blame” approach and instead relies on direct observation to first set the whole process in place. 

“Only through these peer-to-peer observations and interactions can a BBS program engage associates directly with safety and provide leading indicator safety data points that can help identify risks before safety incidents happen,” Goldschmidt adds. 

Let’s take a look at the company’s first experience with its own customized BBS program: 

Back in 2016, Bassett initially trained 16 observers to conduct safety observations throughout the shop and out in the field. Each observer on the team conducted a minimum of four safety observations each month.  

These observations are designed to be short and included the following: 

• Introduction of 1 minute
• Observation of 10 minutes
• Closing conversation of 2-3 minutes 

From there, the observer completed a form stating all of the safe activities performed, any at-risk items they observed and notes from the conversation with the employee being observed. 

In keeping with the “no blame” approach, only the name of the observer is listed on the observation form, along with the division of the observed associate. In other words, the name of the individual person being observed is never mentioned or documented. 

Afterwards on a monthly basis, a BBS Steering Committee reviewed all observations, discussed any at-risk items identified, tracked any trends in the at-risks category and took the appropriate action to correct the risks. The committee also measured the effectiveness of any action taken to correct at-risks and made adjustments to the program as needed. 

Here are Bassett Mechanical’s first stats from the original program: 

• 547 observations were completed all of which created opportunities for employees to discuss safety in their daily activities and kept safety at top of mind.
• 7,772 safe actions were observed. This equates to 98 percent of the actions/behaviors observed and documented were completed safely. 
• 182 at-risks were observed. These were subsequently tracked, documented and discussed by the committee. As a result, these discussions led to choosing monthly safety focus, discussing any actions needed to pursue an area further, including potential training, and follow-up actions to make sure we use data to make improvements.

“When an organization knows the behaviors of their teams,” Goldschmidt explains, “they can address risks through appropriate means. That often includes training or additional resources, equipment, PPE, etc. It’s also an opportunity to point out and reinforce positive behaviors, decisions and the importance of always taking the necessary safety precautions.” 

Digital observations 

Since its start, Bassett Mechanical’s BBS program has gone on to include a smart phone app to record observations by way of digital means. While many of the observers in the shop or field are department heads or foremen, Bassett and other company executives also make it a routine to regularly visit shop and field crews to discuss risks, ensure accessibility to needed personal protective equipment and training and to share the safety message. 

“As products and technology improve,” Goldschmidt says, “we are always adjusting to provide our associates with the best safety equipment.” 

Several recent changes include providing leading edge retractable lanyards for fall protection; standardizing a minimum cut-level 4 glove for all manufacturing facility and field operations; and providing “lean-to” stepladders for specific applications. 

“Plus, we are always working on improving the types of traction aids for our associates who are working outside and on snow-covered rooftops during the winter months,” Goldschmidt adds. 

Here are the most up-to-date stats from the last fiscal year: 

• 703 Observations were completed. Trained observers detached from their activities to observe others performing work and help ensure they are set up for success. The conversations that are a part of the observations help to reinforce positive behaviors.
• 12,376 safe actions were observed. This means 99 percent of the actions/behaviors observed and documented were completed safely. That percentage has improved over the last several of years as safety knowledge has increased through training and communication, equipment has improved as a result of past observations, and associates understand and meet expectations.
• 845 associates were observed, with many associates being observed multiple times throughout the year. Those being observed span across all business segments and include all levels of experience. 

The 2021 fiscal year also produced 432 of what company calls “Safety Improvement Opportunities.” 

“SIO’s are cards that get filled out by associates for safety improvements and include near miss reporting; hazard recognition and correction; and safety improvement suggestions,” Goldschmidt explains. 

Each SIO is logged and reviewed by a management team and each SIO that is not resolved or completed is assigned an action item and responsible party to ensure corrective actions and feedback loops are complete. 

“SIO’s empower our associates to communicate what they are experiencing from a safety standpoint, directly with management, and management listens,” Goldschmidt adds. 

Training 

New hires begin with safety education that not only includes best practices, but also drums up why safety is the company’s No. 1 value.  

“Bassett Mechanical concentrates heavily on training,” Goldschmidt says. “When we onboard service technicians, we conduct approximately seven hours of safety training spread throughout the first week of employment. On average, the Safety Department conducts approximately eight hours of training per week.” 

And since injuries to the musculoskeletal system are an all-too common occurrence in contracting work, everyone throughout the company starts each workday with a daily stretching routine. 

Bassett herself is an active member of the Steering Committee, which has since established safety participation goals on annual reviews, created proactive metrics, and always encourages safety ideas submitted by company associates. 

The company regularly shares safety stats and observations throughout the company, and Bassett herself also sends out a personalized monthly safety message to all associates.  

Like any other mechanical contractor, Bassett Mechanical also has to keep tabs on the mandatory OSHA incident rate, OSHA recordable incidents and lost-time injuries. 

If an incident happens, the BBS program’s investigative process walks the individual through what took place in order to determine just how the incident could be prevented in the future. This firsthand experience is then shared with others (without identifying the associate by name) across the organization to increase awareness and minimize the risk among others who may be exposed to a similar potential hazard. 

“Our goal is to provide a safe and productive work environment,” Goldschmidt says. “When things do not go as planned, Bassett Mechanical has partnered to offer a 24/7 telephonic triage service. This service gives our associates direct access to medical professionals in assessing injuries and treatment options. This service helps our associates make the best and most informed decisions regarding their health.” 

But keeping track of the number of safety observations, including what is done correctly, is the key to providing the Steering Committee with the data it needs to evaluate follow-up actions and take necessary communications to minimize the risks and help set the stage for quarterly and monthly company-wide safety goals. 

It’s important to note, too, that Bassett’s BBS program extends beyond time spent at jobsites and under the Kaukauna roof. 

For example, the company recently implemented a service on its company smart phones that will not allow texting while behind the wheel of a company vehicle. Depending on the time of year, the company newsletter might also include safety tips for weekend hunting and fishing trips. The company also encourages other healthy behavior through wellness challenges, reimbursements for health club memberships and help with smoking cessation programs. 

Lean approach 

While Bassett’s BBS program may effectively stand alone, it’s important that we note it’s actually an essential aspect of a company-wide Lean approach to continuous quality improvement, which was first put into place in 2006. 

Generally speaking, Lean is a management system that aims to promote a high level of productivity throughout the workplace. Some companies, however, may incorporate an approach tagged “5S plus Safety,” and put more emphasize on the first five components: 

• Sort Out or reduce clutter, making it easier for essential work items to be easily located for improved efficiency.
• Set In Order or put equipment and work materials in their most logical places.
• Scrub or keep a tidy workstation.
• Standardize or identify best practices and putting these into consistent procedures across company.
• Sustain or, in other words, keep doing what you’re doing until it becomes second nature. 

Often lost in the shuffle is the sixth S for Safety. Or, at the very least, many Lean proponents don’t necessarily consider a sixth S its own separate step since it’s already baked into the classic 5S methodology. 

However, making Safety its own distinct step in the Lean process provides extra focus on safety issues, especially for industries that involve high-risk work such as construction and contracting. In these workplaces, it makes much better sense to take the extra step and choose a so-called “6S Approach.” This helps establish Safety as a crucial focal point of the organization, all of which sets the stage for specific safety goals to be taken into account to measure improvement efforts. 

At this point, we’re very sure readers will know that Safety is not only a part of the whole Bassett Mechanical approach to the Lean philosophy, but that it sits at the very top as the first step. 

“When I became president and CEO,” Bassett adds, “we incorporated Lean safety as the platform from which we would run and manage our business. Not only did this methodology support an efficient and value-added business model, it concentrated on safety and respect for people as keys to success.” 

Safety accolades

PHC News certainly isn’t the only one to recognize Bassett Mechanical on its safety bonafides. The company’s safety achievements have also been recognized by a variety of organizations, such as the Mechanical Contractors Association of America; Sheet Metal and Air Conditioning Contractors’ National Association; Associated General Contractors of Wisconsin; National Safety Council; and Wisconsin Department of Workforce Development.

Most recently, Bassett Mechanical received the Associated General Contractors of Wisconsin 2020 Safety Excellence Award for the sixth consecutive year. That same year the National Safety Council’s Health + Safety magazine included Bassett in a feature on “2020 CEO’s Who ‘Get It.’ ” 

Also noteworthy was the 2019 Wisconsin Safety Council’s Corporate Safety Award and the induction of Kim Bassett into the Wisconsin Safety Hall of Fame. Only 13 companies were honored with the council’s award that year, and Bassett Mechanical was just one of three winners in the midsize construction category. Meanwhile, the council’s hall of fame, established in 2001, seeks to highlight the safety record of a single CEO or executive in Wisconsin.  

“The strongest message we can send as a company is that each life is valued and important,” Bassett says, “and, therefore, we will not compromise when it comes to safety. Risking one’s safety is nonnegotiable, even for the betterment of performance, outcomes or timelines. Safety will always be at the forefront of the solutions we provide.”