ESD champions: coordinator and workplace "champions" help fill the gap between management commitment and effective implementation.

Successful electrostatic discharge (ESD) control programs share a number of common elements. Often, we think in terms of the hardware, such as wrist straps, work surfaces and packaging materials. Or, we think in terms of concepts--personnel grounding, equal potentials and dissipation. However, management commitment and employee training are also key factors in effective static control.

The mere existence of these two elements does not necessarily guarantee success. Sometimes, the gap between program elements and effectiveness can be considerable. The gap, however, can be readily bridged when the concept of an ESD champion comes into play.

A champion is the person who takes on the project and makes it happen; who is fiercely loyal to the project or the idea; who gives the project life; or who has the knowledge and commitment to get the job done. Most significant projects do not happen without a champion. Programs do not remain effective over time without a champion.

To be effective, an ESD coordinator must be more than a manager or an implementer. They must become the program's champion, especially in tough economic times when all programs are viewed with increasing scrutiny. The coordinator develops the procedures and presents the program and budget to management. The coordinator fights for the necessary support to implement the program and trains and motivates employees who need to follow the day-to-day static control procedures.

The coordinator is a visible ESD champion that employees and management can turn to for answers to their questions; a person who attends seminars and tutorials to become a technical expert in static control; and the one who sets an example by always wearing a wrist strap or the correct footwear.

Even champions need help now and then. The task of static control is one of constant vigilance. Products change, requiring new control procedures. Questions arise about the correct packaging. New employees need training. Even a full-time coordinator cannot be a champion everywhere at all times.

Other possible champions on the production line, in the lab and in the warehouse can act as a Robin to the coordinator's Batman. Every company has them--the front line employees who really buy into the program and procedures. They ask questions in the training programs and have earned the respect of their fellow employees.

Workplace champions are valuable assets to the ESD coordinator and should be supported. Because they are in the trenches everyday, they can see problems right away--disconnected wrist straps, monitors that do not work, procedures that are not followed or even procedures that are difficult to follow effectively. They often see ways to improve existing programs.

They can also serve as a communication link between the coordinator and other employees who may be reluctant to bring problems directly to the coordinator, but have no difficulties talking with an equal. The workplace champion can be more effective than the ESD coordinator in setting an example and reminding coworkers to wear wrist straps and follow procedures.

The champion tag is not necessarily a formal designation. Encouraging questions, extending words of praise and soliciting advice often puts the champion on the coordinator's team while still remaining part of the factory workforce. In some environments, a formal process may work as well. The key is to identify potential champions in the workplace and implement an appropriate strategy.

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Michael T. Brandt is marketing consultant to the ESD Association and president of Marketing Resources Ltd., Lakewood, CO; email: [e-mail]. This column is a regular contribution of the ESD Association, Rome, NY; [phone].