Document 2jyYJX3KM5RGQmYDy42qgwJgN

TBANSA CTIONS 34th NATIONAL SAFETY CONGRESS CHICAGO Octobar 7-11. 194S VOLUME I Fait. II industrial fjsssi.nrig VOLUME L Part 1, coMbsmi ha Gattojal Sublet Suction. and tejBS lb Saarirma . VOUME 0 tba Traffic. Coromarrirtl VahicJa. TramiL --l an! f-Hiy, Hone. Faun and Wouaa'a ActmBaa Saaaoas. National Safety Council, Inc. 20 Nocfh Wadwf Dziv*. Chicago & Copyright 1947, Naboaal Safety Council. Inc. EXX-MOR-002309 370 34th National Sajcty Congress, 1946 have no medical setup there. lui we do. I Hid they should call the Henry Street acme, sad they will do that. He said they can't do that because the union would ret mad. If vre spent two hours there m tbeday shift, the twilight shift and the midnight shift would want two hours, too. What's the answer to that? ' MISS HARMON: That's a real prob lem. We arc constantly being faced with it It goes back to management's fear that what is given to ooe group of workers, II it is not given to all groups, will cause ox** disruption in labor relations. We hare gone on the premise that when ever possible, and when the individual nurse is willing to work at odd hours, we wifl supply as much nursing service on the other shifts as we do on the daytime shift That a only possible when your parse is willing to do it We have had nurses go out at five o'clock ra the morning, for instance. Right stow we have ooe who works from six-thirty in the morning- until eight, although our regular making hours arc from eight-thirty until five. We have one nurse who has gone out at eleven o'clock itt the evening to cover lbe change of shifts. I don't think that is a solution for the problem at all. It is meidjr an attempt on our part to give as andi service for each group of workers as the group daring the day Is getting- But I am afraid that it will become iocreatibgly dtfeatt for OS to do that,' as time goes ott. aad certainly, where you have only a sbbB gmp Of work er*. on any ooe sfcfift, it ant poorTide to nsphy a fuH-tbnc nme for each shift. The solution to the ptoUa depends upon bow witling your nurse is to sacrifice her work ing hours, Tmi probably very few of than would be. Marine Section Executive Committee 1946-1947 General Chairman-- Oners* Kihhau., Bethlehem Stcd Company, Inc, Bethlehem, Pom. Vice Gewgrof C&asrwww^(Exccntw Comrnitte^ Activities m jVrw York)--WnxAxn F. Advisory Committee (Past General Chairmen)-- W. C. Giuvrr, Pittsburgh Steamship Company, Ckvehaod, Ohio, Caws- E. Wwuts, Marsh nod McLennan, lot. New York, N. Y. Cajtaus Edwa C Home*, Jr, United States P. ic L Agency, Inc, New York, N. Y. Caitux E. W. Pisxe, Ja, Marine Transportation Dept, Socnoy-Vacuum. Oil Com pany, Inc., New York, N. Y. Johx S. Huwixx. The Atlantic Rchnmjc Co,. Philadelphia. Pa. CATTA1M Fxamx. H. Cocax, The Delaware. Iadawiou and Western R- R. Co . Hoboken, N. J. Aktsmc R Toae, Consulting Engineer, New York, N. Y. Assist*tf General Chairman (Programs, Meetings and Conventions)--H. M. Wick, Ameri can Bwrcaa of Shipping; New Yak, N. Y. Assistant General Chairman (Membership)--E.P. Hoges, U. S. Entpluyecs* Compens*tion Commission, WasfeSagtoo, D. C Assistant General Chairman (Ship Construction and Repair)--}obn W. Tkoxsok, Ship- Division, Bethlehem Steel Company, San Francisco, Calif. Assistant General Chairman (Marine Industrial Relations)--T. E. Bucmaxak, Marine Department, The Texas Company. New York, IN. Y. Assistant General Chairmen (Public Relations)--Coomeuds H. Caiaaghak, Maritime Association of the Port of New York; New York, N, Y. Assistant General Chairman (Posters)--ILuwtn J. ShxaVK, Mine Safety Appliance. Company, New York; K. Y. Secretary (Admiralty and Maritime Counsellor)--Hlk*v C. EtneHOAC*. Hagen and Eiilen- bach. New York, N. Y. Editor, Marine News Letter--Caytaxm Hlxiy Blacxstoke, United States P.i t Agency, Inc, Son Francisco, Calif. * Assistant Editor, Marine Mesas Letter--E. F. La*; Bcthkhem-Alaraeda Shipyard, Ala meda, Calif. Regional Activities and Committees Chairman, Coastal Regions--Ajdmixm. J. F. Faeley, V. S. Coast Guard, Washmgtt*. D- C Assistant Chatrmci*, Coastal Regions--Cattas* G. M. PUAHKtuuu*, United States Coast Guard, New York, N. Y. Director Atlantic Region--'Theodore Gexsejc, Federal Shipbuilding and Drydocfc Company, Kearny, N. J. * Assistant Director, Atlantic Region--Hhuau J. Noowmow, Ncwpoq News Shipbuilding and thy Doric Company, Newport New*, Vs. Director, Gulf Region--Iosotc F. ZaiXA, Consolidated Steel Corporation, Orange, Texas. Assistant Director, Gulf Region--E**est Rjchaou, Mistisjjppj Shipping Company, New Orleans, La ' 3SO 34th National Safety Congress, 1946 lot of latitude. Assistant superintendent* and the superintendents themselves, were given the same duties in somewhat more general language. Well, that put the all- unponlnt matter of safety and the enforce ment of safety regulations right up to the supervisors, or rather, they pat it op to themselves. The safety rales and regulations were one tiring, but the supervisors went further titan that. They set up ibeir own rules for enforcement and took oyer the job as their full responsibility. To me, that assures success. At the end of tiie manual this recten* mendation appears: "The Supervisors' Ad* visory Committees recommend that in order to most effectively present this Manual to all supervisors in their departments, that they be required to attend a training course to familiarize thesmcjve* with the contents herein-" _ At the Very cod is this remark: The Safety Department acts in an advisory ca pacity to production. It is production's responsibility to carry out and enforce safe practices. Safely Education--Manual Material Handling By HERVAN J. NORDSTROM Safety let, Newport Non SlapSfUBt at Dry Dock Co. The safety program will crash just as fatally u Humpty Dnmpty's great fall unless there it constant safety educational worl to train the new employee and refrash the ex perienced employee. By dcfinkxm, education means discipline of the mind and character through study or Instruction. Of the three main phases of the safety program which arc, namely; 1. fact finding; 2. creating and rmVnMiraog mlcrest; and 3.'corrective ac tion, education embraces the first two. We c.r. successfully instiB safety tfisdptine in the mW only by coostaot educational effort. Before k is pp^tiMe bo rdneate amplpyees in proper material handling hahiu, it Is necessary to ` know what specific departmoil* and hazards need to be stressed be came safety messages of general nature have proven to be of oaly Irawted usefuldcil Several analysis methods should be used so liar the problem will be cvynincd in complete perspective. Frequency, the number of lost time acci dents per milBoo mas hours worked, is the reliable accident index indicating where acodeats are occurring. Severity, the um ber of days lost from lost time acckknu per thousand boors worked, is of more limited value because each accident can result in any degree of severity--One can not be "choosey" about the kind of acci dent he is going to have. In our shipbuilding operations our Steel Hull Division nor mally realizes the highest frequency index. Wc must now know how many of the above iKHtei involve material handling. It has berv found convenient to use a modified form <of the American Standards Association Cause Code to determine the cause of cadi accident The causes are di vided into the following general riatnfira- tions: - 1. Observing necessary precautions when in nonet potentially dangerous; 2, Material handling; X Safety protective ejaproent; <4. Use of took ami equipment; 5- Dtarimtfniac jokes and horse play; A Giving proper waning signals; 7. Better housekeeping; 8. Better exammauou. placement and su pervision of men with bodily defects; 9. Miscellaneous; . 10. Eaganeeriug revision, inspectioa and tvpernuctt. AimfystS of the accidents an this maimer reveals that oar manual material handling accidents constitoto the following degrees of experience in the various divisions: Store rooms 40 per cent; Foundry 30 per cent; HnQ CM fitting 20 per cent; Machinery Installation 20 per cent; and Steel Hull 10 per cent. Farther study reveals that addi tional accidents Involve material handling but are (Erectly caused by other contribut ing factors such as tamccessary exposure to falling or sliding objects; not wearing safety protective equipment such as gloves Marine Section 381 and goggles, and poor housekeeping. Wkh with the plant and equipment and tlx bal information of this nature it is possible to ance of the time consist, of learning knots, plan a safety educational program dealing rope and chain inspection and rigging. in the specific pmtfrmr of divisions and Other safety considerations are stressed, departments. such as definite order* to never adjust any It is well to consider the importance of common sense psychology m planning the material h--ggnag accident prevention pro- valve* or switches on anyone's orders other than the Immediate supervisor, and oot in* dvlgtng in horseplay. pm Although educated men can be A Jingle cootwt canooa, fur which the nnght by studying the safety rule book, best completed jingle receives twenty-five more jatantlng methods must be devised dollars in cash, is published in (be company to boM tfcc inaorot of the lesser educated magatiue each month. Some specific un men who are more directly involved in safe act is pictured in a manner which is hatxfficg material*. We operate oo the assumption that the supervisors have direct control of and there fore are responsible for safe and healthful working coodmoes. Mamuiotng these safe working conditions and practices which have been brought about by business sad national organirations arc a prodoctioo problem and cannot be delegated to any department, to the exclusion of the pro duction persoaod. The good cxnapks set by supervisors aad leading mou of proper material tandtmg arc the best every dry education media. Our material handling educational pro gram consists of: ^ 1. Supervisors conferences; adaptable *' all divisions. Tbc cartoon is accocnp. / aa. uncompleted jingle and a short discussion of several specific causes of this accident. While ibe employee studies the various causes to complete the jmgtc, be imeouscioosh- becomes safety minded. Families of emp :es are also eligible and the resulting discussion within each family lac been fund to farther encour age a safety state of mind This fact is proven because we arc now receiving over WO per cent more safety suggestions in our wggrstVui system than we did previous to the jingle cootefli. Material handling, whkh costs industry approximately 22 per cent of every dollar. is of such great import, that its problem on best be analysed by considering it* Z Employees iraining classes; and three main phases, namely: 1. plant move X Cartoons and posters. . coasts * when material is moved from one Supervisor* anfermoes are conducted on - place to another; 2. processing operations company time to cmfhatirr the iosportaoce rock as paathg beat treating, etc.; and 3. of safety to the company. FoRzao, Staff subassembly and assembly operations. Supervisors sod Quartcnocn attend these Broadly speaking, manual material han classes. Subjects for study ore selected m dbag is a factor m tbc greatest somber of advance of cadi mcctiog and plans are accidents. This outstanding problem can _ formulated for the leadership of ducustioo only be met ia ppnddbg ctnplojxes alert to * and for encouraging participation by the this source of acodeol danger by coottint sdivitkol members. The conference is bolt safety education which applies psychologi* around: 1. the principle of industrial acci cal methods to forewarn them of causes dent prevention; 2. the causes of depart aod enlighten them on methods of proper mental accidents; aad 3. recommendations handling of materials. These accident for corrective action arc compiled. This causes will vary ia importance m every course is of a refresher nature. plant. If the above methods of analysis Employees material handling training (hues of npprorimnScly 12 hours per per son are conducted for new employees. Three boors are devoted to becoming familiar are used, a constantly changing and interest ing educational program that will properly discipline the mood and character of our employees will be developed. .