Document 6wpXxj2krrrkngo4bYwMjqReE

132 Txvcnty^frsi Congress--National Safely Council tnrmg Ccu whose management has not realized the responsibility either from an economic or a humanitarian standpoint. "The sessions today and tomorrow will allow ns to study the affairs oi this company with a view to the steps that will ta ncces&arv to reestablish it on the right side of the ledger. The speakers who will apjicar on the platform have been drawn from diversified Hites of activity. It has Item imjmssiblc. consequently, for them to dovetail jireciscly the talks which we would like to convey. But they will carry our the major objective of these sessions, which is to expound principles, and if we accomplish this effectively, your attendance will not hare been in vain. "We will. then, by way oi introduction, give you a look into the office of the General Manager of the Disc Manufacturing Co. where internal affairs have been anything but good and we find this manager struggling blindly to bring order out of chaos." r - ^~ The delegates were then both entertained and made thoughtin! by the presenta tion of a little playlet entitled "Profit nr Loss: This playlet had the following cast of characters: Genera! Manager. M. J. McCarthy. Safety Dirtrtor. Fisher Body Corp.. Detroit. His Secretary. Helen Whalen. Washington. D. C. Safety Engineer. J. A*. Lyle. Personnel Director. Fisher Body Corp.. Cleveland. Chairman, Hoard of Directors. Marvin A. Heidt Personnel Director. Budd Wheel Corp.. Detroit Hoard of Directors. The audience. During the jirrigress of this playlet tlte cost of accidents and of accident prevention measures was developed in a striking way and the safety lesson was driven home. Chairman Heidt then introduced the first speaker. > Modem Management's View of Safety h By CHAS. T. WINEGAR Director of Personnel, Chrysler Corporation, Detroit, Mich. Iu sultsianrr the sjieaker said that he had Iwen associated with safety work for eighteen years Inn that his lice* *nung safety-minded probably goes back only to f*ur or fire y ears ago. He was leaving the Olympia Boxing Palace in Detroit one rainy everting. There was a very large crowd, and the usual congestion of traffic war so tad that it took him nearly twenty minutes to cross the street He was a witness oi an automobile accident in which a young buy was hadlv injured. The sjieakcr drew a striking picture oi the Ixn's badly lirokm body slumped in the roadway, of the darkness and confusion, and oi a drunken driver who was able to escape without taing anirdtcnded. The fin-aker took this incident to draw a c<impari*on lietween the conditions under which we live day fir day m the outside world as compared with the ortranixed life oi the worker in the averape industrial plant. Nevertheless. lie said. tta jiroblcms of the safety mau are more or less compli cated f*ecausr he is dealing with humans and we know there are all kinds of human ]*np1e. Also, the safely man has to deal with the emotions of human beings. Our errmtiun? make u strangers to each other and make up the difference between lirnftt and loss. Tht* safety man in his profession has !>eeu doing the lest he can to correct man's emotions. One oi the striking things evident m industry today is the fact that the indus trialist who camr up from the ranks wants hi* employees to have something he did not have. He wants his employees to work under safe conditions. Under present conditions, therefore, the safety man has a more important job than be has ever had in his life, and he will have a still more important job in the future. .^tifoHiolnr ami# 3/orbiiir Shop Section 133 This long period ot unstable industrial and economic conditions has affected everyone directly or indirectly. How do you think it has affected the man for merly steadily employed. Init who has recently lieen working only one or two days tier week? And how do you think h will affect the man who lias been out of em ployment for months? In mv plant, we find that a great many of our accidents are occurring to the man who is newly hack on the job. And these circumstances are bound to have an increasing influence upon accident rates m the future. But management has a deeper interest tn the welfare of the employee than it did some years ago. I have been interested in watching eye rases. One day not long ago 1 saw a workman with a tandage over his eve. and 1 stopped him and asked him what was wrong. He stated that two or three day* l*cfrc he had a cinder in his eye and he had not slept ior three nights. I took him dtmn to tlie factory hospital and instructed the man in charge that if this man was not tatter licforr morning, he was to be sent to an eye specialist. The specialist saw him next day. and stated that the man had been properly taken care of m the plant hospital. However, this little personal attention had its effect lioth in the mind of the workmen and of the eye specialist. The word quickly got abroad through our plant that mmerate higher in the management had taken a personal interest in an injured man. T understand that some firms have entirely eliminated their safety program, be cause of the so-called expense in these difficult times. T consider this a. very serious mistake. In one of the Detroit plants where safety work was discontinued, an employer has since been seriously injured, and in this plant it lias proved to he a tremendously costly lesson. The Personnel Department's Place in the Safety Program By DR. JAMES H. GREENE Manager, Cooperative Department, Studebaker Corp,, South Bend, Ind. The speaker said in part: From my point of view, the term "Personnel Depart ment** is an all-inclusive one. It follows, therefore, that a properly constituted personnel department will contain within it. as divisions, all of the various activi ties which deal with relations tatween the employees and the company. By the same token, therefore, the safety deportment or division lircomes a unit in the Iiersonncl department. I would somewhat arbitrarily classify the essential per sonnel activities as follows: 1. Working conditions including safety, health, employee service such as cafe teria. and other employee conveniences. 2. Wages, job stability and financial security, including such items as savings, insurance and pension plans. 3. Promotion possibilities and general morale, including opportunities for train ing. recreation, etc. A thoughtful consideration of these items will show that the element of'safety is an integral irt of each of these phase* ><l industrial relations. Only the safe worker can derive fullest advantage from the personnel activities instituted to make the employee's relations with his employer mutually helpful and profitable. Ill-health makes a man a poor safety risk. The enjoyment of the tienefits of safety, insurance and pension plans t* contingent ujxm the continued safety oi the worker. Only the safety worker can ta considered as a possibility for promotion. In short, the employee's efficiency, his personal well being, and satisfaction with his work, his opportunities tor advancement, ad hinge on whether he continues to carry on his part of the work without injury resulting in temporary or permanent physical impairment The safety program is therefore tlte core of the general personnel program. A safety program, like any other thorough-going educational process, is carried