Beyond Paper: Leveraging Digital Inspections and Data for Safer Construction Sites

Aaron said, my name is Jim Goss. I'm a senior safety consultant with HCSS. Been with them for about fifteen years. How I got my start in the business, is probably similar to a lot of other people. A lot of people got killed and injured. That's what got me started in this. I was a young twenty year old corporal in the First Cav Division in Fort Hood, Texas, and I got voluntold that I was gonna be the new safety NCO for the battalion. So I went to the the, meeting, listened to a warrant officer inform us that we had killed thirty eight people in training accidents in the previous quarter at Fort Hood. All I could think of was that was thirty eight people too late to start this? And, and more I found out that safety is a reactive, not a proactive type of process. I've had roles in in safety for the last forty years. I started out after getting out of the service, going back to school. I became a safety director for a large department store chain in Western New York. I gravitated towards construction because we were building stores and warehouses at the time. I liked it. It was, you know, it was something that ever changed and, made me feel excited about going to work every day. You know, general industry is four walls in a process. What do you define construction as? Organized chaos. I loved it. And, and having the roles that I had in the in the business, I was a safety director for a large general contractor, safety director for an, regional contractor, and, loss prevention manager, vice president for a, risk man for a construction insurance brokerage house. Those thirty seven years I spent in construction safety, unfortunately, I had the opportunity to be involved with a lot of fatalities. In my career, I've been involved in over seventy five fatality investigations. You know, that's the bad side of construction safety. Good side, I saw this business change, grow to a matter of point that I wanted my kids to get into this business. I've been actively involved with the AGC of America for over thirty years. I've been on the National Safety Committee in a leadership role for for twenty eight of those years. Currently, the government affairs chairman of the subcommittee, on the National Safety and Health Committee. Barry? Yeah. Thanks, Jim, and I appreciate the opportunity to be with you all today. I too, like Jim, am a prior service member. Spent number of years as a weapon safety officer in the airport, that's predominantly explosives, missiles, and nuclear surety. But I did have to learn the ground safety side of that in my military service. When I retired in two thousand two, looked at a couple of different industries. One was popular going on. Renewables are starting to go up in my neck of the woods. Went out and started doing construction with a small company of forty one people and, learned in the business basically a ground man. Just anything that needed to be done. And from there, like Jim, unfortunately, we lost a teammate and, due to a tower structure fire. I'll never forget that day. It's a lot of safety professional will if they impact your life. I got a call that, there was a fire and, long story short that we had lost a teammate. Shortly afterwards, the owner of that company called me up and said, hey. I don't get safety experience in the military. I said, yeah. It's got nothing to do with construction. We're building wind turbines. He said, I don't care. Would you be my safety guy? And I didn't tell him yes right away. I'm I had a wife, three children, you know. And so thought about it. It was a good company. It had, you know, a training program. It had a safety program. They taught you how to climb and all deal, the safe things, but I knew there was more we could do. So I said yes. And that was in January of two thousand six. So nineteen years later, I'm sitting on a AGC webinar talking with my good esteemed colleague, Jim Goss, and we're here to talk about, what you can do to help your team and maybe not have to go through one of those things. The other thing is is that as we go through this, you know, there's lots of different things that please ask questions, be engaged. This is for you. It will share some of my success stories with our small team. As that company grew, we ended up, being acquired by our large corporation. I went from a safety manager to a safety director to do a lot of different things. But enough about me. Let's get started. Okay. Streamlining the inspection process and enhancing them will enable timely capture of inspection information. Digitizing this process ensures an efficient data collection To strengthen the safety program and culture, it's essential that leverage data collection from various levels of the company. And I'm gonna reiterate ownership of safety. It's we gotta find out everybody has to own safety at all levels. Obtaining the information from project managers, safety personnel, field foreman allows us to capture critical, crucial information and data that aids in compliance with both regulatory compliance with OSHA. And, also, the inspections are vital to to our integration of our operations and our enhancement of our safety culture. The key to any effective safety culture is to ensure project management at all levels are engaged in the inspection process. Everybody has to be part of it. It is beneficial to share responsibility for safety access across the project management team. Safety should be a collective responsibility to include the inspection process. Barry? Yes. Let's start off with the next slide, and we'll ask the poll question here. So how does your company currently manage safety inspections and documentation? Does your company use fully paper based or is it mostly paper based with some digital tools? Is it a fifty fifty mix? Is it mostly digital? Or is it fully digital and cloud based? We'll give it a minute. Are we able to see the, pooling results? Great. Yeah. So it looks like fully digital and cloud based got the most, votes. And then we have, mostly digital tools, and then we have fifty and fifty mix. And then we have, mostly paper based with some digital tools and then fully paper based. Thanks everyone for voting in this tool pool polling question. No. Basically, one of the things I would ask everybody is do they have access to all the information they've collected, whether it's digital or paper? Can they retrieve this information quickly at a moment's notice? Or can they analyze this information? That's one of the the questions I would ask everybody. I was kinda interested in the response there too, Jim. You know, I kinda took a stab at what we thought we might see as far as responses, and I was thought it'd end up kinda in the middle of that fifty fifty mix. So, you know, innovation is a big part of how we do things day in and day out, and having that in an access and the ability to pull that information up is important. I'm sure not only to to or to our team at TriState, but the the team that's on the the webinar here also. Next slide, Aaron. So the current state of safety. Number one, there is a stigma around inspections. We all know it. Inspection should be seen as punitive, and in a lot of cases, they are. We aim to shift the perceptions by ensuring inspection are thorough and honest, and we're we're hearing what people see and experience, not what we wanna hear as managers, safety directors, etcetera. Superintendents and foremen care about their projects and often hesitate to disclose any issues that happen. We keep everything in house. You know? And I see it a lot because I go through inspections for a lot of clients who will look at it, and I never find a problem. The safety people, they find problems every day, but the superintendent's foreman don't. Why is that? So we have to make sure that people are honest with us. In large projects, unseen problems can arise, and they need correction. Inspection should be used as a tool, learning and improving, not a weapon that can be punitive. We can't be everywhere at once. That's one of the biggest problems that we're facing. Mistakes always are inevitable. We have to we're always told by field managers, foreman, superintendents, and lead men that I won't hold anything against them if they if they look for things that are wrong. I rely on them to be my eyes and ears on the site. I can't be there every day, so their inspections give me a vital snapshot of the site. It's crucial for our team to inspect the projects honestly. The core issue is not merely identifying the problems, but ensuring that they're reported, communicated effectively, and resolved. One of my goals within inspection program is to foster a sense of ownership, which is crucial to all aspects of the safety culture. I want individuals to take responsibilities for their own safety, their own projects, their own teams. I want to make sure that they understand that this is crucial when we're putting together or aligning our safety culture within the company. I wanted individuals to understand they're responsible for their own safety every day. We wanna focus inspections on finding solutions and improving the processes. That's important. By reporting the issues and properly communicating to all relevant parties, we can address the situation to have sound safety decisions and effective solutions made every day. It's not an act of discovering the problem that will be criticized, but rather failure to seek it out, identify, report, or address it, and protect the company from any potential hazards. Safety should be looked at as a proactive versus re a proactive versus reactive. Information gathered from the field should be integrated into leading indicators that improve our overall operational safety. Collective data should be used to be predictive to help reduce injuries and fatalities whenever possible. The current state of safety also includes ongoing OSHA issues. Some people may believe that OSHA is not actively addressing safety concerns, during current administration, but they are. Evidence suggests that they're continuing to work at the same pace they were before, the new administration took over. An OSHA area director that I'm friends with mentioned that he has an increase in inspections. Why? Well, people got called back in the office. They've been out of the office for about four years. They don't like being in the office. So they're out in the field having it doing inspections. We we're gonna see that for the next couple of years. Citations for inspections, such as excavation and trenching by a competent person have increased. We've seen those numbers. We've also seen, a lot of from twenty nine CFR nineteen twenty six excuse me, 1926.2, which maintains that employers have to maintain programs for regular job site, material, and equipment inspections by a competent person. This has entered the top ten citations for two thousand twenty four. Over six hundred and seventy times, they cited this particular standard. They have ongoing or periodic inspections for both job sites and equipment. Compliance officer, I knew, that since passed away, once remarked to me, if it's not documented and if effectively didn't occur. So Yeah. Great points, Jim. You know, one of the things you talk about in there in your flight being everywhere it was. Right? Currently in Tri State, we've got sixteen active job sites between Minnesota, Wisconsin, Iowa, New York, Pennsylvania, and down to Texas, and along into California and and Nevada. So, again, you simply can't be every the more folks that you could get armed with, inspection documents, they can follow and go through, really will help your organization as it, you know the the end result is, you know, compliance is also taking care of the employee. Absolutely. So let's talk a little bit about the paper based dominance. Right? You know, Tri State has been around since nineteen fifty five. Right? It's a great little company. We only got about a hundred and twenty folks, and so everything was paper based. And so carbon copies and triplicate. When I came back on but when I came on board in, May of twenty twenty three, they weren't digitized or much innovation. And so we got onboard with HCSS to help us, with that format. But it also goes into, you know, that those manual forms. Right? The old process is that, hey. I'll give it to a supervisor who will take it off the field, who will get this signed off, and then we'll pass it back. And by the time it got back to, you know, Plymouth, Minnesota, right, the the the the lows were there. Right? And then it got put into a file box, and then somebody had to look at it and decide who it went to internally. So, you know, those manual forms, you know, again, if if it did get documented, it never happened, but there's also a lot of woes with getting lost and, the inefficiency there. Then, of course, those handwritten reports can be difficult and may, lack some critical details. One is the legible. Right? I can't write, but I could type better than I could write. And then usually, then they may have missed something. So when we go in and we look and we're trying to decipher what was written or what was missed, then go back and, it really does, it holds up the safety professional. Right? And from being able to go out and be out in the field if they're going back and then doing the administrato stuff. So, Jim, what else have you seen with Well based on that. One of the things that we have to address, we have to look for it look for inspections. We gotta be proactive so we prevent incidents from happening. We need to identify and address hazards before they harm or kill anybody. This involves thorough inspections, looking beyond checklist, or find the hidden dangers. If everybody's heard about sticky, the stuff that can kill you, we're looking at that issue. Paper based systems off also can lead to compliance, complacency. We don't focus on the real risk that cause the fatalities. Falls make up over thirty nine point two percent of all construction fatalities. We must consider struck buys involving machinery and civil civil work. Addressing these issues proactively can prevent future occurrences and future fatalities. Slow reporting and review process delays imminent action and increases risk on-site. It is important to consider how long it takes us to find field reports reach the destination. Often, we have significant delays. Information generated in the field quickly can reach decision makers, as such as project managers, executives, senior leadership, and safety leadership. To address these issues effectively, they have to be communicated effectively. For instance, if you have a preventive maintenance issue on your equipment, problems are not detected in the shop, but the equipment breaks down in the field. Senior executives have to be aware of that, and senior executives have to take action on that. Effective communication among our upper management is key to making inspections work. K. Next. Let's take another poll. What's the biggest drawback to those paper based safety programs that you've experienced? First one is this loss of incomplete documentation, delayed reporting, inconsistent formats. Does somebody have version a and it's already version c? Is it hard to share info across teams? And did leadership, like Jim say, are they disconnected from that safety? So what's the biggest drawback there? We'll only expect to see what results come in. What do you think, Jim, was gonna come in as the number one? I think lost and incomplete documentation is probably gonna be the first thing. Yeah. I I I thought that would be up there too along with inconsistent formulas. That's been a constant battle throughout my career. Right? There's a version built upon a version built upon a version. Right? And somebody saved it into their file and, you know, they do is they want to get this report, pull it up, and, yeah, it's already three revision goal. So I get it. It looks like we do have lost or incomplete documentation as the most voted here. And then next is, disconnected from safety data. And then we have delayed reporting and hard to share info across teams. And last, we have inconsistent formats. Jim, you nail it. Yep. Okay. So what's the issue lying on paper? Yeah. So every time a piece of paper changes hand, the risk of it being lost goes to about ten percent. So, you know, the simple math, if you hand that off to five different people, the ground man gets it to the foreman and then he moves to the superintendent, the superintendent gets it to the Centimeters or PM, and then it moves over to the safety professional. You can see that that's just brought with dangers throughout there. And then if you look at also that, you know, is there a resistance to going that that digital? You know, it's you know, Tri State struggled a little bit with, like, all this new technology. I don't know where it's gonna work. Can we are we, you know, what about Wi Fi? You know, it what if my iPad locked up? All those different things, you know, kind of had them playing on to the paper based formats. But, we've seen some great success with going in through digital. Next slide. So benefits the benefits of leveraging, leveraging digital inspection data. You know? It provides immediate access to the information. That's critical. Immediate data access is essential for equipment inspections and project reviews, ensuring that all involved parties receive the information as quickly as possible. We must leverage current technology to our advantage. We're doing inspections on equipment. That equipment should not be, you know, laid up for any period of time. Systems are in place right now that if, an operator does an inspection on a piece of equipment, he finds a deficiency, the deficiency automatically gets reported to the shop. He's alerted. The shop is alerted. They can dispatch a mechanic to fix it. We don't have to make phone calls, emails now. Regulatory agencies, the insurance industry, general contractors, and owners have increased compliance reporting requirements for timely inspection reports. A digital tool enables you us to collect and analyze the data effectively. Additionally, it facilitates sharing this information with all relevant parties. And we talk about sharing with the senior management, making them understand the problems that we may be facing. Strong leadership engagement ensures all parties informed about their field situations. Partnering our with our inspection program will gain acceptance. Companies should consider involving senior leadership in the inspections. We have companies that do weekly foreman inspections. They might have weekly safety department inspections. They do monthly inspections by a project manager or a project executive. We have the different levels doing inspections. We cannot conduct, inspections like one for the safety department, another field management. We have to make sure the leadership is involved in the project management is crucial. Executive should should inspect their projects monthly, stay engaged with all the job site activities. Improving safety culture through inspections is a challenge. I know it. We want everybody to take ownership of safety, both field and the office. A CEO once highlighted this during the AGC's construction safety to excellent awards. He was asked by one of the judges, how many safety personnel do you have on your team? He thought about it, and he goes, I have seven hundred and eighty nine safety people, meaning that every employee in his company is responsible for safety and is a safety person. Our our objective, excuse me, is to enhance risk protection by preventing and controlling risk whenever possible. Inspections are a crucial part of this process. Now this is one thing that we have to strive we strive to adopt proactive safety measures aimed to prevent any serious accidents of fatalities. This is proactive safety approach. Our focus on critical issues such as falls, struck lies, caught in between some electrical hazards. We man we manifest our inspection process looking for these things. I have companies sometimes, I call it the broken wear windows theory of safety inspections. They're always focusing on safety hard hats, glasses, vests. They're not looking deep enough at the problems that they're facing. We have to adopt a proactive safety approach to the inspection process. Next. Well said, Jim. You know, just gotta tie into that. You know, Tri State has a hundred and twenty employees, and we've got those sixteen active sites throughout the US. You know, I've got three safety pros, so I cannot be everywhere at once. And so when we get everybody engaged by using those inspections, those audits, we're we're much better off where that's a company. Just in two or twenty twenty four, for example, equipment inspections, we've done four hundred and sixty nine of them. Right? And they get those documented. And when the the operator of that piece of equipment has an issue, it goes right into our equipment department so we can get it corrected and get back onto the job and and keep our customers happy. Out of those, and it's what may, we've had nine field audits. One of the challenges that I put out to our senior leadership this year was that each VP, when they go to a site, I want them to do a safety walk, a site safety audit, and have them looking at the team. Using HCSS, I can design that format so they know what they'll look for, what key things, components should be going on within that project. I get that documented. They can also put pictures on, and, it's it's been a very useful tool for us. And that's we've only been active since January of twenty twenty four. Right? So fifteen months into it, it's been a a tremendous pro helped our program. Right? So now as we move into why is going digital its compliance to the court, you know, Jim mentioned earlier about it. It didn't get documented. It never happened. Right? Unfortunately, when we're reactive, we've had this to that. What are the first things we're gonna look for? Right? Did it get documented? So, you know, it's it's it's not just compliance, but it also reinforces to the customer that we're doing all we should and say what we're doing. Right? So a superintendent oversight, it's easy for them to track. Once you get them on there, they can see if they're forming and they're completing their equipment inspections, you know, if they've done, you know, a field audit, a safety walk, we use safety boxes, so we got a safety box checklist. Those are all important. So we know that, you know, maybe it's a fire extinguisher, something that, you know, need to seal or or need to be taken in and charged. You know, we can get that right away and address it versus, well, if wait three days or I got a piece of paper that's gonna get turned into the safety office and then move to the next person and so on and so forth. So it really keeps them superintendents engaged. You know, compliance, you'll you'll see in here it says that one of OSHA's top ten citations in twenty twenty four was, you know, those periodic inspections. Doing a little research, that really ties into a key program which is lockout and tag out. You need to be doing those audits, and that's a simple and easy way for you to do them and get them documented. And so another great example there, how you can stay out before that compliant. And then, you know, assigning accountability across the team. You know, Tri State, we have two different groups. We have a specialty group and we have a transmission group. Being consistent across those lines, helps, our team It helps those crew members out in the field. Again, bottom line here is you you can make it easier for your field crews. You it's gonna help your safety program and help, build that safety culture. If you make it harder, more paper based and start stacking things on top of each other, they just turn off and then it becomes a checklist compliance thing. We're just doing checklist and move on to the next thing. Next slide. So, again, I just gotta mention all these as we're going through this. It's a simplified daily inspections. What I do like with our team is when we first started kicking it off, if they said, well, we need to change this a little bit. Going in and updating that NAICS HCSS, so, the next time that they load it up, they've got, their input was automatically put in. They're like, this is cool. Right? Because they've got instant act into the change process where before, well, we gotta call the safety person up and the admin person, then they got to pull up the word document, and then it's gotta be, reviewed and updated, and then we've gotta print it out and send it back out in the field. So having that seen almost same day, or next day is a is a real positive for your team. Customer confidence. Oh my gosh. I can talk about that problem half hour. But when a customer comes up and asks you, hey. Have you completed this? And you can go, yep. Here you are. This is what we found. And then also show them that it's not just the safety professional that's completing it. It's the superintendent. It's the field crews, and it's the senior leadership. We'll we'll help you get that engagement that you want from everybody out in the field. And empowering those crews, the right tool, get in in the consistent tool for so we all stay aligned is, important. And then the last one, you know, QR codes are really useful for the simple things that they can go up, scan it, and then they have that piece of equipment right there, and they can go through that checklist. So, yeah, there's no lots of different, positives that you do with it. And your team, once they get it in their hands and use it, I think they'll they'll see that, you know, going digital is, obviously, beneficial for them. Well, we do another poll question. Next slide. Great. Yep. So which of the following safety priorities are top of your mind for this year? Enhancing your field adoption of safety technology, improving compliance documentation, reducing incident rates, and increasing data visibility and insights. I have not. I'm not gonna make a guess on this one because I was I was off on the last one. Jim, you got you got I'm gonna go with the incident rates. I was thinking that all along. Yeah. So reducing incident rates came out on top. Okay? The next in increasing data visibility on insights, followed by enhancing field adaption of safety technology and improving compliance documentation. So one of the things about what's going on right now is I started out, like everybody, as a SAP cop. I was out there to enforce the rules, and I was knew the rules better than any foreman. And I started addressing I started to become a people person. As I progressed in my career, I started after dealing with people on fatalities and, serious accidents. I was getting friendly with these people, and I started seeing it. And that really enhanced what I could do as a safety person. When I'm out inspecting, I'm out inspecting. I'm I'm answering questions. Why am I looking for this this particular issue? And I was stressing them, I wanna keep you safe. But one of the things about safety, it's turned into a business survival issue. AGC of America does a survey every year, and they find out that about eighty nine percent of all companies are lacking personnel. And the last number I saw, we need six hundred thousand people a year for the next five years to compete and do the what we have to do. So keeping people safe, making sure they all go home at night is important to me, and digitizing it can help. So getting into proactive data driven safety, the transition from a reactive culture to a proactive culture, you utilize the digital tools to monitor leading indicators that prevent incidents before they occur. We identify leading incidents on our system on every inspection line item so that we can look at later all these predictable features. It's this is our objective, both our corporate culture and a procedural approach. Inspections are a crucial component of the strategy, ensuring that we maintain all data safety driven across all projects. We gotta provide real time risk insights to to identify trends and inspections, near misses, and hazards immediately. Leading indicators are used to detect these trends and issues and regularly that regularly occur. These situations need to be reported, reviewed, and analyzed to contribute to effectively, manage a proactive safety culture. Empowering your teams is crucial for the productivity and identifying and addressing risk, providing teams the effective tools that's essential for their success. Instant safety access allows quick review of reports, hazards, and near misses for for fast and critical decisions. It's crucial to have these access to these to these decision makers that they can make a prompt decision and address these particular issues right away. We have to engage leadership. Leaders monitor the safety metrics, review reports, and drive accountability. This is what effective leaders do. They constantly stay on top of things and drive an accountability at all levels. That's a critical issue, accountability at all levels of the company. Generate accurate reports quickly and ensure that regulatory compliance is assured. Technology enhances safety and health culture of the company in multiple ways. Can effectively manage it out out of the office. Well, safety managers don't need to be sitting behind a desk crunching numbers. If you're pushing the data in effectively in the field, The safety manager should pull it out in the system that allows him to spend more time in the field and less time doing reports. One of the things that we have to do, we have to keep the important people in the field, and that's the safety guys. Next slide. Absolutely. You know, a couple of things. Just go back with slide real quick here, you know, just to highlight what Jim said there. That proactive versus reactive, you know, it it's easy to say do. But once you get your team, capturing that data and you get instant access, then you can make those real time decisions. But also, it's pointing leadership into what's going on. One thing that we see within TriState is, you know, ATAPE, typical for safety professionals, is when do most accidents happen? Right? And the typical response is on Monday morning and then Friday afternoon. Well, we found out Tri State that it was Thursdays. Right? And looking at that information while we do Thursday is our rotation day. So our Thursday was really our Friday, and so what can we do to get out in front of that so that we are, you know, bringing a increased awareness to the team, and then focus on that. You know, the other thing is is that, you begin you know, I at first when I started my safety career, I was like, ah, the analytics part of it wasn't that big of a deal. It's huge nowadays. And so, being able to use that and whether it's through, you know, your program that you've got through insights or the analytics that's built in that safety module helps you do, you know, make those decisions. So I've worked for a large construction company and and using analytics, we were able to, you know, and we've seen that within small Tristate too, to drive those numbers down. Drive those numbers down and first and foremost, protect the employee. But second, that affects profit, And that also, increases efficiency, customer satisfaction. How can that be a a lose, you know, proposition there? So let's do another poll question, Aaron. If you go to that next slide. Alright. Okay. What kind of support go ahead, Jim. All those. Yeah. What kind of support would help your team adopt new safety tools faster? What is the gonna help your team out in the field, embrace that technology? Is that the in person training? Is it a short video? Is it a step by step onboarding material, ongoing tech support? And then is it, you know, hear from their peers, like, holy crap. This is, you know, the the the cats being our the so what we'll wait a minute for those results and then go from there. I'm thinking in person training. Yeah. It seems to be the one that the field guys like. Right? Things that you can, you know, help them is gonna be, and and they like that one on one. So in person training was the top. And then we had step by step onboarding materials, short videos, and peers success stories, case studies, and ongoing technical logical tech report support. Next slide, Aaron. So this is a critical thing, transitioning from to a digital inspection data. Transitioning from a paper based safety program to a digital platform involves adoption of new software, changing behaviors, workflows, and mindsets. One of the things that's problematic about construction, we don't like change. We probably all have those superintendents and foremen that probably still have a flip phone with the rotary dial. Okay? Success depends on the technology and if your company's appetite for adoption is is a fit. To ensure a successful transition, secure buy in from leadership, senior management, and field management is critical. All immediate acceptance is unlikely. There's gradually adopt new approach. The duration of this transition depends on how well your safety culture is embraced. In my fifteen years implementing software for companies all over North America, I've learned that strategies, and progress hinges on the willingness to adapt, change. That's probably the biggest problem. Key factors in success successful rollout, support, secure support for the field of leadership, keep it simple, offer practical training, implement it in phases. The KISS principle, keep it stupidly simple. That's one big thing I I I stress. Design it to an easy use system to consider the field. As inspection program is not designed for only the safety person. It's designed for the foreman, the field managers to input the data. When implementing software, provide training and field management to ensure that they understand it. Practical training with real world scenarios is is essential. When implementing, it's crucial to understand the field management's capacity for change. Some prefer gradual updates while others wanna handle it all at once. The key is to avoid overwhelming them. To succeed, we need to assess their attitude and readiness for change and provide manageable increments at adding more as they adapt. It's beneficial on any adaption that we wanna mix our older foreman and our newer foreman. Okay? The newer foreman has had this technology in their lives all their lives. The older foreman, like myself, okay, is not going to adapt quickly. When I graduated high school, we had seven computers in the in the whole high school. So when younger foreman assist the older foreman in navigating the platforms, it helps. Peers also also offer and take direction from one another. Seek help later. Our aim is to ensure a seamless and painless transition whenever possible. Yeah. Well said. You know, I'm not believing you're that old, Jim. So but some key things that I've noticed, Will, when we implemented and rolled it out with our company is that, yeah, yeah, there is some role of reluctance. Right? That the older guys are, they, you know, they don't wanna embrace technology. But after you do that slow or I wouldn't say slow, but, you know, a phased rollout, you'll you'll gain momentum. So don't let that be a drawback to to not accepting innovation and and moving on to a digital format. So we'll go on to the next slide. We'll wrap this up and then open it up for questions. Alright. So takeaways, you know, again, we went through four of them. The inspections will replace that paper based process of real time tracking and reducing delays. We talked about real time safety data improving compliance readiness, but also reducing incidents and accidents, before they happen. Third one is integrating digital tools, boost overall project efficiency by streamlining inspections and reporting. They're gonna enhance your quality and also customer satisfaction too. And then last, change is possible. Real world success stories show how even large teams and small teams can overcome, you know, those digital, you know, factors or challenges. So, Jim, you got anything else you wanna add as far as the takeaways, or do we open it up for questions? Let's open it up for questions. We have nine minutes left. Thank you so much. We do have some questions coming in. The first one, and either of you feel free to, provide responses. How have you or others using HCSS addressed this, garbage in, garbage out with inspections? For example, all positives from the safety team members, supers, or inspections only having PPD issues versus others that are more serious hazards. Well, when I deal with this, I usually, use it as a learning tool. We if we have particular problems with them capturing that specific information, we go down and we talk to them. Let them know. But that's the garbage in garbage out. We make we make it simple for them to collect the information, and we have to make sure that they understand why they're doing it. And there's no punitive measures taken. Barry? Yeah. Great point. The thing is the coaching aspect. Right? And going out there and identifying them what good looks like. If you do that and you begin to show them and coach them through it, then you're gonna end up with meaningful, observations or inspections versus they're just filling out the form. And so it's a challenge. Right? And so you just find different ways to do that. You know, what the great aspect is getting an image of it and then going back to go, okay. What's the real hazard here? Versus, you know, the form of the operator standing outside the skid steer eating a sandwich with his glove saw. Well, that's not a risk. Right? But, so that's how to it's good coaching, and then you can help them through that process. Great. Thank you. Next, how does this keep up with and assist with submittals and reporting for our OCIP projects? You can use your inspection process for that. I know that, the insurance industry is always looking for as much inspections as you can provide them, specifically with equipment. You know, to provide them daily inspections of your piece of equipment is critical. Great. Thank you. And this was for Barry. Have you had an opportunity to utilize HCSS AI to help improve the safety programs? Yeah. I have. And so, again, as we go through the different it it's kinda like, you know, unpackaging, the the the information and and how to use it. Right? Insights is I mentioned earlier, I came from a a company that we use analytics quite a bit. And the way I used to compare that is that we can look at hours worked, we can look at dates a week, we can look at experience, crew size, and you could pretty closely predict that where your next event was gonna be. So we would go out in front of that and have a talk with that team, that crew, and find out what's going on there. So getting into insights helps you, digest that data, if you will. Another thing is when you talk to your folks out in the field and sometimes because they they don't understand what the data's being used for. And then so what I always would compare it to is the they don't do it anymore, but baseball is the chef. Right? They knew that a right handed batter, he was gonna hit a curveball at this point in the field, so they would shift the, you know, second baseman over here, the first baseman was over here. That was all based on data. And so when you look at that, and it's the same thing in in industry too, and Insights helps you do that. I can't say I'm starting to come up with the formulas and how they come up with all the calculations, but I am very much like Insights and how that, can help you be proactive versus reactive. Definitely. Next question. How do you find inspections that have things that need to be looked at versus inspections that are looking good? I that's why I get back to the issue about what are you concentrating your your efforts on, the critical areas that you're focusing in on. You're looking for that. And that that's the most important thing. We if we change the mindset of the foreman and the superintendents, we get them to think the right way, we're gonna get those inspections that we wanna get that information from. Okay? You know, the most important thing is to put them in the right frame of mind before they start the process. Fortunately, I think a lot of times when you think of that need, it's it's already happened. Right? That's the lagging indicator thing. Right? And then we're okay. We're gonna go focus over there and on that right now. You know, if we all had crystal balls, we'd be doing something else. But, yeah. Again, looking at what you're seeing, take it away because it it it may change your mind on what actually needs to be happening in in looking at. Great. Thank you for the response. We recently implemented safety along with e three sixty. And how is the design workflow look from inspection to safety to repair, and what roles are addressing those? So when you find it out in equipment inspection, you find a deficiency. It automatically sends it as an alert to the e three sixty, web, page. The shop manager then accepts it, then he can assign a work order or he generates a work order, assigns a work order, work order is corrected, and then he reviews the correction. That's all done in the background. So he corrects everything for you, and then he can correct it on the report. Yeah. For those teams with, you know, you've got sites and locations spread out, right, the the information comes into that equipment department, and then the equipment department might be getting a hold of a mobile mechanic and say, hey. I got this piece of equipment down here. Need to and it helps with the efficiency of dispatching and getting the right people at the right spot when you need them. For sure. And this was, addressed, a little bit, beforehand. But what types of data should contractors prioritize collecting during digital inspections for, maximum safety impact? It really depends on what type of work they are, their exposures. We're looking for, you know, critical issues for them. So if it's a dirt contractor, excavation and trenching is is imperative. Making sure that he's looking for those things, heavy equipment. But if it's a building contractor, maybe he's gonna look at fall projection. He's gonna look at, struck by hazards, those type of things. So it depends on their exposure and depends on what type of work they do. Yep. Thank you. And, yes, and I would just like to read out a shout out, right here. It took, you know, some time for everyone to hop on board, to the, HCSS safety program. The project management team is now using the data to improve the job site safety performances, and Jim is a great mentor to HCSS. So would just like to read out that shout out right here, and thank you for the recognition. Thank you. And next question. Are, customizable safety inspection forms available to non cloud HCSS HCSS users? No. Not available yet. Sounds good. Yeah. Perhaps if there's more specific questions, on, cloud versus bank cloud platform, we'll also be able to send them along and then include them in the post webinar, follow-up. And we are, getting close to our time limit here. I just wanna take a moment to thank everyone again for joining us today at the webinar. And thank you so much, Jim and Barry, for your insights today. We love to have you here. And if we have not gotten to your questions, we'll include them in a response, along with the recording and the presentation today. And as mentioned before, you'll receive a copy of the presentation and the recording of today's webinar in about three to five business days. Thank you again, everyone, for joining us today, and we hope you have a great evening.