Document 1gR14RrKkMpG19nM9kYLmwD35

aiinnuamiBnnniiiiaminnD SC-ETM-2019 i If & Other Volumes in this Series Users of this volume will rind tnuci value in iis companion volume.6. Here if the I:?:. TITLE VOLUME No. General Sessions and Detailed Index to all Volume?.............................................................. I Aeronautical Industries ................................................................................................................... - Air Transport Industry................................................................................................................... .* Automotive and Machine Shop Industrie?.................................................................................... - Cement and Quarry Industries....................................................................................................... : Chemical Industries ......................................................................................................................... ' Coal Mining Industry ..................................................................................................................... 7 Construction Industry ..................................................................................................................... s Electrical Equipment Industry....................................................................................................... r* Farm Safety................... 10 Fertilizer Industry.......................... 11 Food Industry ........................... ...................................................... ....... -............................. Glass and Ceramic? Industry..................................................................................................... Home Safety ................................................................................................................................... Industrial Nursing .......................................................................................................................... Industrial Suldect Sessions Sj n-r-i!<y .\S>Ki.................................................................... *' Maritime Industrie? fMarine Secti-..................................................................................... 17 Meat Packing. Tanning and Liana rlud::-:r:/*............................................................................ 1* Metals Industry .................................................. ............................................................................. Mining Industry ............................................................................................................................. 3 Motor Tran?i.n;*ti**:i Industry < ' :u:::vtvia: >v.ni-ni........................................... 2'. Petroleum Industry............................................................................................... 22 J'owcr Press and Forging t qi-ran-o* ............................................................................................22 Priming and Fulli*h;:ia Industry..................................................................................................... 2- Fublic Employment rPtiMic h.nspl* ;.tv*Sat'etv t nunittw >.................................................. 2' Fuhlic Utilities Industrie?.............................................................................................................. 2' Pulp and Pai*er Industry................................................................................................................ 27 Railroad Industry .............................................................................................................................. 2r KuMer Industry ............................................................................... *............................................. .... School and College Safety.............................................................................................................. 5 Textile Industry .............................................................................................................................. 2'. Traffic Safety .................................................................................................................................... 22 Transit Industry................................................................................................................. 22 Wood Products Industries............................................................................................................... 3^ Personal Effectiveness .................................................................................................................... 22 PRICES OF EXTRA COPIESOF INDIVIDUAL VOLUMES TO MEMBERS VOLUME SIZE 1 to 9 copies Each JO to 99 copies Each 100 to 999 copies Each 1000 or mart Each Less than 24 pages-- $0.29 $023 $0.17 $0.17 24 to 48 pages-- .35 29 23 49 to 96 pages-- .46 .40 25 25 Over % pages-- .69 .63 .58 .55 Complete set of Transactions (22 v ;!?.)--$h.9n < I t< 9 copies). 6.50 HO to 99 copies . 5.70 (100 or more copies). XOX-MKMI5EK prices arc double member price*, except volumes 10. 14, 30 and 32, NATIONAL SAFETY COUNCIL 425 NORTH MICHIGAN AVE. CHICAGO II. ILL 64 j>ocmo: VOLUME 31 1953 TRANSACTIONS Current Safety Topics in the TEXTILE INDUSTRY as presented in sessions of the Textile Section at the 41st National Safety Congress )iaiiioiiiiuunniBiiiiirniiiniiiiiHrBiwiuiiiiigni A Foreman's Needs in Safety Promotion. 5 What the Safety Engineer Expects in the Safety Program. . 9 Ideas Stop Accidents................ II Fool Health in Industry. . . 13 NATIONAL SAFETY COUNCIL 425 North Michigan Avenue # Chicago II. III. s A Foreman's Needs in Safety Promotion B7 JAMES CRAY Machine Shop Foreman, Carrier Corp.. Syracuse. N. Y. Why should a foreman interested in <ign. apparently aware that the penalty may -afetv? He is a busy ;cr-on with a prnduc- 1< death. :i'*n cliedulc tn mm which take* up his ' You will find many conditions that inter- me. And every minute count-. 'fere with your plans for production which Doe* safety produce anythin::** Would it can l*e overcome bv your own efforts. Ma help to eliminate a backlog ui thr vchedute? terials may arrive Ute on the line, and tools Let's take a ?ook at the foreman*- job .jJ assume tor awhile that wi are a fore* may sometimes be defective. The w.jf diffi cult condition to contend tvitk, however, is that perpetual buglcar--the lost-time acci You are a jsart of an organization whu-c e\i-tenre dcjvtid- .n making a profit. You .:e given machinery. material- and men with which to produce good* and you are , .\lccted to ti*< than etncit-mlv and without wa-tc. Tin- machines and o|tnj>ment in \-ur dejcirtmcnls usually c*-t many thon-and> cf dollars. You are. jerhap*. running a SW.OOft annual cr*-- lns*inc. Heine aware of the*c tact*, you arc always alert : prevent breakdown* which would inter fere "'ith production. I: a machine fail-. w*u see that no time wastesl in getting it going again. dent. The los* of the right man >n the right job will introduce an extremely difficult problem--replacement. With a new man on duty, the job will need closer supervision. .The rate of production will go down, and the chances ot making detective parts will !< greater. In the event .f an accident. people l*-e time not only in caring for the injured |r* -on. but also in investigating and rcj*>rsing the accident. The curiosity m those in the vicinity is a separate safety hazard in itself. During the revent l^il^.r 1 ay week-aid. a mock accidetU \va> set up >n a hit-y higlt- In the maintenance of entnienent yoti arc wav as a wantntg to passing fixztorists. given die -erviccs needed to keep them ojrr- What one curious driver slowed down to aling. thu- preventing machine failure- and g;tj at the wrecked cars and dummies, tour material wa-te. . ears following him cra-hed into lus car and Material- arc checked and handled care each, other. fully to prevent wa*te anil interruption of Although accidents arc difficult t. contaid production schedules Material- are closely with they normally. hap]*cn one at a time. .mariled again-' damage or -j-*il;c during However. etc accident can demoralize your pri<c>*tng. You rcv*gntzc the value of the whole operation: itt v*ttr case, a $40,000 Material- y*u prove*- and act jttickly n, business. correct any wa-te v.u encounter. : What can you. the foreman, d* ul-ait While nutchinvrv and n;ateri:d> can obvi ti-ly !\- controUnL y>u have |ttitc a differ ent problem to contend with in controlling the actions of jw-ple. Furthermore.'. von have need for assistance in controlling a Condition- >uch a? those just mentioned? You will discover tltat except tor the in- jura! ]<rM<n. >ou are the one in the shop who is mst affected and in the lest posi tion t. act in preventing a recurrence. very different t>T*e of waste caused by hu- Questions will present themselves: tiuui failure*, such a* the failure in sicririfine -afety for apjmreui speed. Familiarity breed* contempt tor danger and you will -ometiir.e- find caution l<cing ilirowti to the 1. What tools are available? 2. Wha: set up to make? y What procedure to follow: winds by i**iplc who seem driven by the You will find the most efficient tool to be urge to take a chance. the education of the workers. You know jieoplc who seem to derive Here wc see a need for study. The fore -omc satisfaction from going past a stop man must begin with himself. He must Textile Industry check up <>n hi- mvn attitudes and make any necessary corrections. He must examine his knowledge of accident prevention. He must be sure of the subject he is about to teach. He must look at the tools he is going to use and understand their function and applies* tion. He must follow a plan ot action that fits into the safety program of the organi zation. He must attack the problem vigor ously and efficiently just as he d*<s in cost reduction, efficiency, and quality on a la\ to day basts. A great safety minded industrialist once wliserved that "Safety must lc achieved in the minds of men.*' Wc will never l>c sale unless we want and try to be safe. Safety, Ixdug a -late of mind, can best lie created in an employee when he is new and anxious tb impress liis supervisor. The foreman, due to his close contact with him, is in the lest position to use this tool of education. Instruction of the new employee is excellent insurance against accidents. Then, education should le a continuing process if safety is to he constantly in the minds of men. The set up used will depend on the safety program of the organization. The degree uf interest that exists in the higli levels of management will be reflected in the pro gram. Where the interest is high the pro gram will l*c an active one. Types of pro grams vary hut their success depends on the amount of interest and enthusiasm shown hy all levels of sujtervision. At Carrier Corporation, where 1 liavc leen a tormnn for many years, you find yourself in an ideal position to promote safety. You are a foreman with a voice, in hiring, reprimanding, and discharging. You take in establishing comjany ]dicir and receive all ]>ossible supjort necessary in the promotion of safety from the president, and his executive safety committee consist ing of: The vice presidents of manufactur ing ; the vice president of production serv ices. the vice president of personnel. The safety director, reporting directly tr. the vice president of manufacturing services, is very effecir.e in getting prompt action, and right down the line. The training de partment assists the safety* program hy con ducting a scries of meetings with superin tendents and foreman on safely and accident prevention. In addition, safety is always -tressed a* a key jn.im in all trades training programs. The training detriment al-v conducts an orientation program including safety instruction for new employees. The Carrier Courier, our monthly* maga zine. features articles on safety* and health. Our medical director, a doctor who hat specialized in industrial medicine, devotes hi* full time to the promotion of health an.! accident prevention. Scheduled safety meetings are held hy the ttJlvrinlcndoit with his foremen, safety per xinnel. and employees who might have luti accidents during the month. At this meet ing accidents and near accidents are di*- cussed with a view to preventing a recur rence. Suggestions and recommendation* artmade. shop safety mat arc consulted, an! follow* up is checked. Xational Safely Council materials ani other literature is issued to all line wjicrvi sum and is used by the foremen in their talks, with the employees cither individual!;. r in groups. We find that the Five Stinutr Safety Talks for Foremen and job instruc titm cards are particularly valuable. Kiled records of these talks are recorded and kept available. I am reminded r*f an instance where ikt value of these records was forcibly illus trated: An empli-yee. seeking compend ium for injuries incurred as a result of as. accident, made a statement in court to tht rfteel that iu> in.-miction had given lurr tn prevention of this tyje of accident. Tht foreman, hailed to court, pnduced evidence from the file proving that the claimant ha>! l*een given ample instructi.m in the preven tion of such an accident. Bulletins are issued on contest rating-. our position- nationally. boilIy. and plant- wise arc included. Weekly inspections are conducted by the good housekeeping committee which cot: sists of management and line supervisin'.. Our insurance company rejorts the finding? of their trained personnel. The services f a specialist in hygiene are made available for the study of health hazards which in clude smoke, fumes, gases, noise levels an ! many other factors which may affect tht safety and health of employees. This manifold program contrilrutes much to making Carrier a safe place to work. Many* foremen are not so fortunate in fiauing such a program behind them, but .-f Foreman's Xeeds in Safety Promotion 7 this docs not change their needs in the field ,.f safety*. What the foremen need most ould be hard to define in this technological .-ee because his needs arc t<x> numerous to We all know tliat unles*. the worker is -.veil trained in working safely, accidents -.\ill Iiappen more frequently. The root from ukich mo-t accidents stem in industry is !:ck of pmjter instruction. Approximately n* jer cent <f them arc due to unsafe acts n the jrt of employees. L:nsafe acts comnitted lecause the employee was not intructed projierly* or he ignored the instntcms. The remaining 20 per cent are caused Sv jmor housekeeping, faulty machinery apd,. :mprper safeguards. Statistics like these are -tartling tun they* will do no gol fin the safety director*) led-. The foreman needs io be told. He is die one who is responsible for the conduct r his men. tor accident prevention, houseseeping. etc. He knows this; it is part of his ;--b. He ikies not Iwrsitatc to g< out of the way to work for the Blood Bank. Commu nity Chest Fund. Defense Bond* and many .;her activities for the cumnvsi good. He is ...Id on them, but it you have failed to sell im on safety, he will not go out of his wav to sell it to his men. To get alimg well with frofie you must ike feeble. We foremen like our men: _'i\e u- something to sell tlxat is good for :ir people and we will prove this. Our job > getting |oplc to do things we want done. We do it in production: we can do it in -aiety. In prf*durticm we are provided with many -ervices tn help accomplish the desired rctilts. Likewise, to pr*htre results in acrilent prevention, assistance is needed. To whom should we h<k for assistance: Wc ran look up. away up. to the head of he company where authority is. The interest and enthusiasm at the higher levels will l<e reflected at the lower levels. We need sin cere and continuous interest in accident pre vention from executive management. En couragement--we foremen feel good when commended from above for having a good safety record. We have pride in accom plishment. Our men also arc commended ,.nd encouraged in trying to do l*etter. Examples are important too. We usually :.enr about it when managerial! enters a restricted area without protection. 1 recall hearing a remark to the effect that the dust doesn't know who is boss. Good examples help the foreman by proving to the men that the higher levels of management are als> safety conscious and it gives them assurance that production will not l*c insisted upon at the expense of safety. . We look to you. Mr. Safety Director, for much of the material assistance in acci dent prevention. We hok upon the safety director as a consultant, a specialist, a highly trained man in the field of safety who can assist so tremendously in the pre venting of accidents. We depend on him to keep us. informed and up to date. Let us know what is happening. Wc need him to keep us supplied with teaching material and to help us in locating and eliminating safety- hazards in our department?. Wc need solid, concrete things to build safety with, just as we need the correct material in our production program. Every thing in the safety program should l>e sec ondary to having us foremen fully equipjied to instruct and reinstract our jicople in the right way to do things and in checking to see that instructions are Icing followed. We. too. need instructions in the proper safe way to do things so that wc can pass them on to our people. **5ee Us Ofteg.** You are welcome. Mr. Safety Director, let's look it over together. We may have just the idea v#u are looking for and vice-versa. Your presence in the department will help to show the men that the company has a real interest in making our shop a safe place in which to work. But don't undermine the foreman by con tacting the men directly when y**u observe something unsafe, or likely to he so. Get the foreman. He knows his people lest. They may resent your approach and you may damage the good attitudes that have tecn built uj* in them regarding safety. A man may have troubles at home, like a very sick child in the hospital, and you would not help his distracted mind. The foreman would know these facts and have him on a job he can do safely in his condition. Much more can be accomplished by team work. Coach the foreman well and the score will be good, but don't bawl him out in front of the team. He can take criticism, lots of it. if it is constructive. % Textile industry Help the foreman to keep the respect of his men. He needs it in accident prevention. The foreman needs cooperation of the safety director in getting the necessary ac tion to eliminate a safety hazard once it 1ms been located. A decision which has to be made higher up can best be obtained by the director of safety. Again. I say. keep us informed. If :ui appropriation has to be made which may take time, let the foreman know about it. Now. not weeks later. He likes to know what is going to 1* done al*out it, and can pass it on to his men who wonder al<om such things. The safety director and the foremen need each other and working together makes both of them more effective in the prevention of accidents. . While the foreman needs much assistance from others, he also has a need for certain qualities and characteristics within himscH. He has been referred to as the key man in industry for generations. His ability to 1* a leader is necessary in order to guide men. inspire enthusiasm, get groups to work to gether as a team, and to create the desire for accomplishment. He has to gain and hold the respect and confidence oi his men, use good discipline and be truly concerned with the safety of his men who look to him % for leadership. He, in turn, looks to them t\.r ci>ij*craticn. If a man aspires to le a good foreman, he must realize that he is the axis around which safety revolves, in his department. His responsibilities in safety arc many. They arc not confined to the shop. When an accident occurs in the shop, the employees' families arc involved. They art affected in many ways. Loss of income pro duces hardships; physical disability can 1< life-long in some cases. How can a blinded man provide for his family? We foremen think of thc?c thing? and feel mighty responsible for the enforcement of safety rules. Tins recalls a case to my mind which liappened many years ago when compensa tion for injuries was on a less liberal basis. A highly skilled toolmaker refused to wear eye protection. As a result his eyeright was damaged to the extent that he could no longer apply his skills. He became despondent, and after sometime, a chronic alcoholic. Every lime he saw the foreman, he cursed him and told him that he wa* responsible tor his condition. What toremar. would like to have that on his conscience2 The foreman ha* a large share of tin responsibilities in accident -prevention an'? has need tor help from everyone from t-; -management, in the application of the safen program, and right down the line to the employee whose cooperation is essential tthe success of the program. "The elimination of personal injuritalone." as Lammot du Pont once wrote, "warrants all the time, effort and expend involved" Put quite apart frren this obriou* humanitarian side, industry'* program :* spurred by the realization that safety i* ` simply sound business procedure. Its deter mination to get results is. therefore, inde pendent of external pressures. Rule*, ordinance* and regulations have played their part in setting standards and defining uni form practices, but safety has not betr achieved by the letter of law any more * in industry than n the highway, where vast body of laws and limits have failed t* avert accidents. Safety on-the-job hacnmc Iconic industry well recognizes that in improved morale increased efficiency, and enlarged pn-riuctivity, it ;ay* attrac tive dividend*. Thus in thi* field, as in so many other?, industry has shown that progress stemfront new methods and new technology, applied to human welfare through the simple and direct channel of mutual benefitIt is this process tltat has elevated C. 5. firing standards to present heights and that continually chalks up new gains in social ficticrment. It is a method peculiarly Ameri can in origin: it is a method peculiar!;. American in result*. When the safety enpinerr supplies thr foreman with the necessary ammunition P enable him to do his level best and give* that foreman confidence and sincerity, he can be assured of the foreman's utmost support in the safety program. When management understands that it i as essential to give as close attention to thr prevention of accidents as to problems cf production, inspection. buying, selling and all the other functions of management; and dries it; then, and only then, will manage- U'hat the Safety Engineer Expects in the Safely Program 9 :n<-nt liavc accepted its lull responsibility m accident prevention. N'<. program can be effective without all . i our support. That's old stuff. But if top management and the safety engineer alike <e tiiat interest is kept alive and main tained. then we not only shape our own ic-tiny. Init those of other* as well. -mum arc cii*ci<>u !<>tli of their obligation to industrial safety and of their strategic position in any considered safety program. Effective production under abso lutely safe conditions should be the creed of the foreman and he is dedicated to their dual attainment. We ask safely men, of all categories, to Infitd their industrial safetyprogram* around us as foremen: we shall not--wc cannot--fail that trust. ` What the Safety Engineer Expects in the Safety Program By STANLEY F. SPENCE Dir. of Safety and Fire Prevention. American Cyanamid CoM New York City There i? tv- Mich tiling a* :t <iu-ty en gineer wh. knows all of the answers. The -afety engineer. **r -atvty manager, is a *peciafi?t in a field jammed full of *. many -jvcialtic* that ti- man van l< expert in all : them. ..r. in iact. many of them. lMea?c not cniiridcr me an :\otii<Iast, or a \irctic. or an ordinary-everyday ocnpla- vne\-bu-ter. J not want to give a full `.eat-t resit mm t i, my collcstgues in tlic field f accidemt prevention engineering. All 1 aant t<. do i* to 1h* a /frcr/.rWic-vr for ho*e of th*. ]<rofe-->i>u who ?4<metime? may ;ev! inadequate Uvtoi-e they d< not know aniivr- to many of the technical :r..hU-m* which. day after day. confront `hern. - The *jifety engineer, to my way of think:::g. i- a man who ha* thr-c approximate ahilitie-. aride front character anil spirit of - -ojicmtion: He lm* a g-*-! engineering or technical Ictckgroijnd in academic tniintng .tnd practical ex|*erience. He know* hi* phy-ical platit front A ! He under-tand* tlie tundanirtual? of tlie proves**** and ojit.iiion* c,<iiducicd in the plant. He know? the pLiin *y*tcm* anl procedure*. He kn<w* i.otv to do clop the ?J*erific *y>teiu? and lT.cedure? which are neCe?*ary in his acci dent and fire prevention program, and how -.o integrate them with the existing plant ^rational iuficy. He likes people and ha .i hankering to know wliat make? them liehave a- they do. He ha? the ability to instill iu jieojile the derire to work in such a way a* to avoid accidents. He has imagination. and he can anticipate accident problems. He ha* a nucly-dcvcloj^tl <cti*c of relative values. Now, what ib-es that make of the safety engineer? In a chemical plant, does it make of him a coJU-agtie of the research chemist?. In the wool mill, does it require of him the ?i*eciufi/cd -kill of the dye house superin tendent? In any plant. d<*c it make of him a dc-ign engineer? No, it makes of him a tmttixWHient tu.trt. One who knows more directly :dui "what makes Peter run" than many'iif the others in the plaht man agement. Frotn the engineering standpoint, the ac cident prevention manager should have such a broad knowledge that lie will understand the why? and wherefore* of his plant and it* pri-cc-M.*?. and such a sjiecial knowledge of accidcnt-prcventiun and fire protection engineering tlmt he can satisfy the specific requirement* ,t hi* profesriott. Beyond that, as far as purely technical things are concerned. 1 do not expect him ;* attempt u know all the tinswcrs. But _ I >/. vxjH-ct him to know where lie can get ;he answers -factual, authoritative answers! Tlii? mean- ihai the -aiety engineer must ci.u?tainly Ik- in the process of determining iu>t which (K-Mplc in his own plant, or else where in industry, have highly-developed *pecilized experience or knowledge in which they Mirfcts*. A judiciously-selected 1--*! of -iK'Ctafists. to lie called upon for help needed, cm 1* the most important technical Imcking possible for the industrial safety engineer. -