Machine safeguarding, hazardous energy, powered industrial trucks, combustible dust, hearing conservation — and the management system that keeps them from being fifteen disconnected binders.
Mid-size manufacturing carries the densest hazard mix in industry: high-energy equipment, material handling on every shift, chemicals in process and in sanitation, and a labor market that keeps experience levels churning. The failure mode isn’t usually a missing program — it’s programs written for an operation that no longer exists, enforced by supervisors who were never taught to own them.
Hazardous energy control, machine safeguarding, and mobile equipment segregation — the exposures that produce life-changing injuries, ranked ahead of everything cosmetic.
Safety performance is set at the front line. I build the standard work, the tiered accountability, and the coaching that makes supervisors the program’s owners instead of its bystanders.
Written programs matched to the actual operation — then verified on the floor, on nights and weekends too, because second shift is where programs go to die.
Line additions, new cells, acquisitions, second shifts — manufacturing operations change faster than their safety documentation. The management system I install includes the change triggers, so the program updates when the plant does, not when the next audit embarrasses someone.
Manufacturing carries the densest environmental portfolio too: state air permits for coating lines, boilers, and dust collection; hazardous waste generator obligations with their accumulation clocks; stormwater coverage for the yard; and the annual reporting calendar. Our environmental practice — led by a systems builder with fifteen years in chemical and heavy manufacturing — owns that file alongside the safety work, which is what makes this an EHS engagement rather than an S engagement with an E on the letterhead.
No — I make that role succeed. The typical structure pairs senior fractional leadership with your existing coordinator or a right-sized hire, with the strategy layer and the daily layer each staffed for what they actually are.
Primarily operations from roughly fifty to a few hundred employees per site — large enough to carry real risk and customer scrutiny, not yet large enough to justify a full-time senior EHS executive.
Yes. Multi-site governance is where fractional leadership outperforms a single stretched hire — one senior standard, site-level execution, and a cadence that keeps every location honest.
Thirty minutes and your last OSHA logs will tell us both more than a proposal would.
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