ISO and API Quality Certifications

Great quality systems are born from great processes.  EMIT has invested in the tools and systems that deliver work details for every work step, down to the hour.  This includes every action from drafting, material cutting, material processing, assembly steps, coating, and packaging.  Each step is defined per manufacturing order including key measurable quality checks with owners and documentation.  EMIT manufacturing processes include highly repeatable automated operations for plate steel handling, laser cutting, mitered band saw cutting, CNC rolling, breaking, and machining.  Every issue that arises from a missed quality check and/or missed communication of product details at any point in the manufacturing process is addressed.  They are documented and tracked until corrective and preventative actions have been taken and verified.  The process of root cause analysis and continuous improvement through strong quality processes gives EMIT the ability to deliver repeatable and on-time quality to our customers.

In February of 2016 EMIT earned quality management system certifications from ISO and API under ISO 9001:2008 (license ISO-2992), API Q1 (license Q1-2956), and API Monogram (license 12F-0123).  Recognizable quality systems are a testament to the continuous quality improvement that EMIT has made over the last 15 years.

Repeatable quality and delivery are an everyday value that EMIT delivers to customers.

Will Reedy, Director of Operations     5/25/2016

Safety Momentum

As of today, EMIT is 283 days without a recordable.  It’s something to be proud of, but by no means does it mean we have succeeded.  It’s a milestone to our focus and determination on creating a safety culture and the key now is to keep the momentum going.

How did we get to this point?

  • We revamped and implemented new policies and procedures making sure they were easily understandable. Policies and procedures are continually updated to meet the ever-changing demands of our industry and employee training is kept current.
  • We do job related pre-employment testing to ensure that new hires are fully capable of performing the physical requirements of his/her job.
  • New hires spend their first day in orientation and 70% of that day covers safety.
  • A Behavior-Based Safety Program was implemented that includes all employees from senior management to front-line workers.
  • We revamped our incident investigation process. It now includes multiple parties and Root Cause Analysis (RCA) methods.  If gaps exist in our current prevention and control systems, we are quick to correct them and communicate with everyone what has changed.
  • We requested a voluntary OSHA Consultation to help find potential hazards in our business and improve our safety and health management.

How do we keep the ball rolling?

  • Stick with change.  Change is hard, especially if past methods deemed unsafe were successful in accomplishing the tasks at hand.  We must remember the reasoning behind change and trust that the goal is far greater than us individually.
  • Employee engagement.  We must continue to drive participation in our Behavior-Based Safety Program.   Employee’s observations are invaluable in updating our current prevention and control systems.
  • The small things.  When it comes to safety, small things can become very large things in a matter of seconds.  We must keep the focus on disciplining ourselves to take care of the small things to prevent the large things.  It is everyone’s responsibility to prevent unsafe behaviors no matter how small or large.
  • Free flow of information.  Everyone communicates openly and candidly, both up, down and across the organization.
  • Focus on complacency.  Complacency affects anyone who’s environment and tasks don’t change from day-to-day.  It’s especially hard to reduce redundancy in tasks for a manufacturing environment that focuses on quality and reduction in variation.  Therefore, we must constantly challenge each other and ourselves in finding new techniques to diminish complacency.

I am honored to say we have 283 days without a recordable.   However, I am more excited about the forward momentum that we have created.  Our safety culture consists of shared beliefs, well founded practices, and positive attitudes that we all must continue to foster throughout the years.

ONE WAY TO KEEP MOMENTUM GOING IS TO HAVE CONSTANTLY GREATER GOALS.  – Michael Korda

Amy Sweckard, Director of HR & Safety     5/2/2016