Document 7Mz80nqKVn3xVnaOBLmkbd4EB

thejjst: k -i. 12.27--t *227--2 *227--J *227--1 *227--5 *227--6 *227--7 *227--5 *227--9 *227--10 227--It 227--12 227--13 227--H 227--15 227--16 227--17 227--18 227--19 227--20 227--21 227--22 227--23 227--24 227--25 227-/5 227--29 227--30 JRRENT SAFETY TOPICS Volume 12 GLASS AND CERAMICS, RUBBER INDUSTRIES or worr lack 0.17 25 23 AS 20 K 022.17 embers. *1. ILL. 12.27--11 Transactions of the 45th National Safety Congress (October21-25,1957, Chicago, IU.) NATIONAL SAFETY COIT 3 f425 N. MICHIGAN AVENUE, CHICAGO 1 CONTENTS GLASS AND CERAMICS SECTION Inventory of Occupational Accident Prevention Activities.................................................. J. Edwin Croushore 5 Glass Furnace Repairs.................................................... .. .Clinton Ballinger II How To Control Off-the-Job Accidents in the Glass and Ceramics Industries (A Symposium) Off-the-Job Accident Control in a Single Location Company....................................... ........John Nanfeldt 12 Alcoa's Approach to the Off-the-Job Safety Problem. ... .W. R.Gilliland 14 Are Off-the-Job Safety Problems Needed in Industry Today?............................... ................... .... R. P. Hamilton 16 RUBBER SECTION Report of the Statistics Committee................................. ............... Ray Hart 18 Accident--Cause, Investigation and Prevention (Round Table Discussion)........................................... ............... Ed Turner 20 Heart Disease in Industry.......................................W. A. McCausland, M.D. 23 Radiation Exposure in the Rubber Industry and Control Measures.......................................................... Off-the-Job Safety (Round Table Discussion).......... .. Earle R. Gardner 27 Communications in Safety (Round Table Discussion)... The Human Factors in Safety.......................................... ... Robert L Crane 29 Officers of the Glass and Ceramics Section..................... ......................... 31 i 4. Officers of the Rubber Section M 33 oushore 5 illinger 11 snfeldt 12 lliland 14 milton 16 f Hart 18 Ti ) 20 M.D. 23 nning 25 irdner 27 in, Jr. 28 Crane 29 .... 31 .... 33 LEARNING TO LIVE Learning to live--safely--was the drawing card which brought more than 13,000 men and women from the United States and 27 other countries to Chicago for the 45th National Safety Congress. These people gathered to exchange the latest ideas in safe attitudes, safe methods and safe equipment Through speeches, panel discussions and symposiums, they acquired new ideas for helping others--and themselves--to live, work, and play safely. This was the reason the National Safety Council was organized less than half a century' ago, a time when man's thoughts barely kept pace with the industrial revolution. Since then, man has introduced an atomic age which is bringing the continents closer and has made the earth a smaller world. And now man anticipates inter-space travel! Through science and technology, man is progressing to increasing speeds in travel and production, and increasing dangers--new .dangers never before encountered. These, in addition to the everyday hazards of life, occupied the thoughts ot the safety people at the Congress. To encourage more widespread knowledge of the various fields of safety, the National Safety Council publishes the Current Safety Topics--30 volumes of condensations of Congress speeches and exchanges of ideas. Each volume is a handy reference to different phases of accident prevention. The complete set of volumes are listed on the back page of each volume. Since the proceedings have been edited and condensed for reference purposes, the complete original manuscripts with any charts or illustrations used, are available in the National Safety Council files. Views expressed at the Congress or in any volume of Current Safety Topics are those of the Congress participants, and not necessarily those of the National Safety Council. THE GLASS AND CERAMICS, AND RUBBER SECTIONS This volume is a record of sessions held at the 1957 National Safety Congress by the Glass and Ceramics section and the Rubber Section. The conduct of these Congress sessions each year is only one of the many cooperative activities which these sections carry on in behalf of fheir members, and for the benefit of accident prevention work in these industries generally. These sections give guidance in the preparation of a great variety of technical and educational material useful in the day-to-day safety programs of glass and ceramics, and rubber companies. The activities of these sections are under the direction of their executive com mittees, the members of which are listed at the close of this volume. GLASS AND CERAMICS SECTION INVENTORY OF OCCUPATIONAL ACCIDENT PREVENTION ACTIVITIES by J. EDWIN CROUSHORE staff representative, National Safety Council, Chicago, ill. One of the functions of the National Safety Council is to serve as a clearing house for the exchange of information on industrial safety practices and techniques among Council members. This Inventory is designed to facilitate this function. The object of this Inventory is to deter" mine what types of accident prevention tech niques are commonly used among the mem bers of the Glass and Ceramics section. This information is provided for Council mem bers to evaluate their own safety activities by comparing them with safety activities of others in their own field. Experience shows that many managements in the small plant group are interested in learning of safety practices and policies of other plants. The Council feels that the ma terial developed will be useful to small plant management in regard to their activities. Because of the different types of accident prevention activities applicable in small and large plants, the information gathered is clas sified as to whether it originates in a small or large plant. Large plants are those with 1,000 or more employees, and small plants are those with less than 1,000 employees. One thousand was chosen as the dividing point because it is approximately the plant size at which there is a tendency towards designating the safety responsibility to a specific individual, and in beginning to think in terms of a formal safety program and organization. Replies were received from 79 of the 164 questionnaires sent out to the key members and executive committee of the section. By size, the number of plants who returned completed questionnaires is as follows: Un der 1,000 employees, 63 were returned; 1,000 or more employees, 15 were returned; one company sent back a questionnaire which represents 36 city area plants. The Council appreciates cooperation shown by the 79 plants who completed and returned their questionnaires, and thereby made tins report possible. Due to the limited time, only those sec tions of the Inventory will be covered that are deemed to be of most importance to members of the section. All members will receive the completed report on or about January 1, 1958. DEGREE OF SUPERVISION Many phases of industry have been criti cized from time to time because of spreading supervision too thin and not maintaining safe work practices. This spread of super vision has been especially prevalent on sec ond and third shifts. However, from all the plants reporting this information for the section, the supervisory load does not appear to be unduly heavy on any other shifts. In this survey the average number employees per supervisor on each shift is as follows: on the first shift for large plants 20 employees, small plants 15 employees, the average number of employees covered on the second and third shifts are identical with those of the first. It is contended that the supervisor will usually engage in greater safety activity if his employees' accident records are tied into his departmental operation cost This is be ing done in four of the large plants, and in six of the small plants reporting. Another industrial section in which this inventory is being conducted reports 52 per cent of the large plants and 33 per cent of the small plants provide this safety incentive to their supervisory person. In many operations it is important from the standpoint of safety and efficiency that the workers' experience, aptitude, skills, and their mental and physical makeup be matched 5 1957 Xational Safety Congress to requirements o the job. Failure to give this point the attention it deserves can result in serious work injuries. Many organizations have developed job specifications which are used as a standard for hiring and placing workers according to the requirements of the job to accomplish this matching of the individual to the job. JOB DESCRIPTION AND SPECIFICATION Job descriptions are developed to specify the standard method of the job performance for individual jobs. These are used to guide foremen, supervisors, and workers in carry ing out their work safely, and in accord ance with approved standard methods. Many plants recognize the importance of safety as an inherent factor in efficient pro duction, and have their safety department re view and check these job specifications and descriptions. This check insures that the job specification specifies the required character istics of the individuals assigned to the work, and that the job description incorporates safe work methods and necessary safeguards and safety protective equipment for the workers' protection against injury. CONSULTING SAFETY DEPARTMENTS Reports indicate almost three-quarters of the large plants and more than half of the small plants consult the safety department when job requirements are developed. This means that safety considerations are incor porated in job specifications in the majority of the plants reporting. Plants that have the safety department check job requirements give the department an opportunity to rec ommend the use of proper safeguards, clothing, and equipment, as a part of the standard method of performing the job. The safety department can then point out the dangers, toxic, flammable materials, and haz ards peculiar to each particular job, and recommend ways to correct these injury ex posures in accordance with recognized safety practices. The majority of reporting plants in the section realize the importance of written specifications and take advantage of their usefulness. But there still remains the good portion of the section who does not use writ ten specifications. In many plants the insti tution of these practices may be beyond the control of the safety director, but where this is not true it seemed desirable to con sider them as a standard procedure. Once jobs have been studied and job speci fications and descriptions written, it is im portant that they are reviewed from time to time. Further Tensions or safeguards may be necessary, or new developments may have to be placed in effect on jobs and operations where they are applicable. Many organizations hire and place new employees without first consulting the em ployees' foreman or supervisor. In such or ganizations the foreman sometimes complains about the quality of his workers. Foremen usually indicate they feel they could make a better selection of personnel if the)' had an opportunity to pass final judgment before applicants are put to work under their super vision. Complaining foremen say the workers are not cooperative, that they are difficult to get along' with, that they are not reliable, and that even when instructed properly they still fail to cany out their jobs in the manner desired. Although some of these may be an excuse for the supervisor's own failure to give adequate job instruction, or to follow through with adequate supervision, there is often some justification for such complaints. Many plants try to eliminate this situation by sending job applicants to the foreman for an interview, and leaving final acceptances or rejections in his hands. Where the foreman exercises hb prerogative of rejecting the applicant, the latter is often returned to the personnel or employment division for pos sible placement on another job in some other department. A large proportion of both large and small plants do have job applicants interviewed by foremen. This is a good showing for the section as a whole, but there are. still many plants who do not take advantage of the foreman interview. APPLICANTS ATTITUDE Experience shows that work injuries sometimes result from the worker's not be ing properly machined to the requirements of the job, in terms of hb personal attri butes. The employee's attitude b perhaps the most important to the personal attributes he brings to his job. Foremen know that there is a great difference in the way a worker with a constructive attitude accepts 6 rat*' to conH _} ind job speden, it is imfrom time to eguards may nts may have nd operations d place new ting the em- In such orres complains rs. Foremen totild make a they bad an iment before r their super- . .. workers are ifficult to get reliable, and :rly they still the manner e may be an to failure to or to follow lion, there is 1 complaints. this situation foreman for zet' tees or th /reman ejecting the urned to the ion for pos it some other ge and small terviewed by ring for the to still many - ntage of the )E trk injuries leer's not berequirements rsonal attrit is perhaps tal attributes t know that the way a tude accepts Glass and Ceramics, Rubber Industries and follows safety precautions and practices, and the way a person with an indifferent at titude accepts die same precautions and fol lows the same practices. learns during indoctrination that his super visor will teach him safety, and .will expect him to follow the safety precautoins as a regular part of his day to day work. The foreman's interview gives him an op The fact that only seven out of the 63 portunity to evaluate the applicant's expe reporting plants do not have a safety indoc rience, skill, physical qualifications, and espe trination program indicates that this is one cially his attitude. If a foreman feels that phase of our safety program that the seven the man would not make a good and safe plants should, if possible, include in thrir worker, the foreman can reject the man program. As might be expected, the pro before he injures himself, decreases produc portion of plants giving indoctrination singu tion in the department. larly is much greater for small plants than The fact that such a substantial portion for large ones. of both large and small plants are following this policy indicates that they find it defi nitely worthwhile. In view of the advantages that can be gained from a safety' standpoint, as well as from a standpoint of production, this is a practice which would seem to rec ommend itself to those plants not presently "following it When a man is first hired, what he thinks and feels about the work he is doing, his company, his foreman, and the importance of safety in his new job, crystallize into his HANDLING ORIENTATION Single employee indoctrination in the small plant is usually handled by the man's fore man or supervisor without any other assist ance. A few plants report having the safety division handle single employee indoctrina tions, and others have both the foreman and the safety department handle indoctrinations. Small plants usually give employees their indoctrination program at the time of hiring, or during the first day on the job. attitude toward his work. Since these atti In the large plants single employee in tudes influence his actions on the job, and doctrination is handled primarily by the are a basic factor in his cooperation and man's foreman or supervisor, and in a few desire to follow the safe work procedures cases by the employment or personnel de and safety rules, the time to start selling a partment Group indoctrination, in the main, man on safety is when he is hired. is handled by the safety department, the personnel department, and in a few instances SAFETY INDOCTRINATION by specially set up safety training programs Because new employees are especially im for new employees. pressionable many companies include a gen Where the indoctrination combines single eral, but pointed emphasis on safety in thrir and group instruction, the man's foreman or indoctrination of new men. One common . supervisor usually is' assisted by the safety means of doing this is to provide the new department, or by the training or personnel employee with the safety rule book at the department The large plants give indoctri time he is hired, and inform him that com nation either before hire, or within 30 days pliance with the safety rules, and participa after the man starts on his job. In many tion in plant safety programs is-an impor cases the initial safety indoctrination is fol tant part of his hew job. Usually the new lowed up at a lateritime. Follow-up on tfiis" employee is told ..to read and become fa phase is from one week to six months after miliar with the safety rules, and told that hire. the foreman will `review some of the rules An example of an indoctrination program with him. is a large plant that gives new employees If the worker is to wear goggles, safety- indoctrination singularly and in groups. Be shoes, and other protective -equipment, he is fore starting work, a group of new em told about it at the indoctrination, and ar ployees meets with a member of the safety rangements are made to draw this equip division, or a district safety coordinator, for ment He is told that the supervisor will basic instructions on safety and other pro give him job instructions, will instruct him cedures. When the new employee reports to in the safe practices and safety precautions work his foreman gives him single indoc he is expected to follow on the job. He trination showing him the particular hazards. 7 1957 National Safety Congress and ways of avoiding these hazards. At the group meeting a copy of the safety practices handbook is presented to each employee. The foreman then explains various rules to the employee who can question his foreman as they go along. Some examples of plant safety rule books which are used in indoctrination in some plants have been. provided by a number of large and small plant members. In those cases the booklets are devoted exclusively to safety rules and precautions, but sometimes the book incorporates safety and organiza tional material, personnel policies, and a brief company history- Usually such book lets are issued permanently to new employees who are expected to become fairly familiar with the safety rules, and to give the per sonnel department a written statement that they have done so. During the indoctrina tion attention is called to the booklet's im portance, and its principal provisions are reviewed orally with the new employee. Failure to carry out job instruction and good supervisory follow-up has been a caus ative factor in innumerable work injuries. Workers who are not well trained are apt to make mistakes or fail to follow correct safe practices, with the result that accidents occur. Good job safety instruction will point out to the worker what his specific job haz ards are, and show him safe work practices that will help him avoid these hazards. JOB INSTRUCTION. TRAINING Job safety instruction is usually most effective when given to the employee on the job by his foreman, or by the supervisor who gives him his work assignments. The supervisor can evaluate the employee's atti tude toward his job, his aptitude to absorb instruction correctly, and the extent to which he is familiar with the correct method of job performance when the instruction is completed. Since the supervisor is the one who -feives him his work assignments, the supervisor's knowledge of the employee's job competence and know-how assists him in exercising good judgment in giving work assignments to the new employee. A good method of job safety instruction is for the foreman to give individual instruc tion to new employees, and then have the personnel or safety department follow-up to check on the extent to which the new em ployee has absorbed the safety aspects of his instructions. If the employee is not ade quately familiar with and currently follow ing safe work methods and precautions, he will be given further instructions and fol low-up by his supervisor. Such follow-up will disclose any deficiencies in the instruc tion given, or in the employee's absorbtion of the instruction. Many plants in industry' give workers in struction in production procedures, but no instructions on the hazards inherent in their operations, and the safe work methods and safety precautions for avoiding them. Lack ing this specific knowledge, workers often commit acts which result in severe accidents. USE CHECK LISTS Poor job instruction, in many cases, has been traced directly to the instructor's fail ing to organize all the important points of the job clearly in his mind before giving the instruction. Consequently, the instructor overlooks certain safety features or other important points about the job. When this happens the employee being instructed fails to learn all the safe work methods and other safety precautions needed for his job. Train ing specialists recognize the importance of a checklist of safety items to be covered, or the use of a job instruction breakdown which incorporates all the safety features and precautions to be observed in connection with the job. In the latter case the safety instruction is an integral part of the regular job instruction. Before job breakdown for instruction pur poses is prepared, the job must first be re viewed and instructions listed according to safe procedure and standard work methods. The safe work method and safety' precau tions must be determined and these points entered into the breakdown. The result is a written breakdown which incorporates all the safe work methods~and~ precautions which the worker should understand in order to avoid injury in performance of his job. The breakdown provides the supervisor with a standard method of safe job perform ance. When this breakdown is followed each time a man is instructed in performance of his job, it insures that all men are uniformly instructed in the one best safe method of job performance. It also insures that the supervisor does not overlook any of the safety features of the job at the time of instruction. 8 Glass and Ceramics, Rubber Industries s P"* aaeitlf jlow- 3Uiiuiis, he is and fol. follow-up he instrucabsorbtion vorkers ines, but no ait in their ethods and lem. Lackkers often : accidents. cases, has ctor's failt points of giving the.instructor > or other When this uctcd fails > and other job. Trainortance of rovered, or breakdown y features connection the *afety h( jular I iction purirst be re cording to : c methods, ty precauese points ; result is a | orates all recautions, id in order j his job. supervisor performowed each rmance of uniformly nethod of i that the ty of the s time of I The Inventory shows that the precautions of preparing job breakdown or lists the safety items to be covered during job in struction are ignored by a majority of the plants in the section. It seems apparent that this point deserves consideration from a number of plants in this section to make their job safety instruction more effective. Fifteen small plants and four large plants imply, or state definitely that instruction in job hazards and safe work practices is not adequately emphasized. In practically all of these plants all supervisors are not given special training in job safety instruction methods, nor are job breakdowns or check lists of safety items to be covered prepared. The usual practice in general industry is for the supervisor who actually gives job safety instruction to make his own break down on the jobs involved, and to use these as a reminder of the various points to be covered when he gives instruction. To be sure that the breakdowns, or list of safety items which should be covered are complete and effective, it is a good practice to review them with a representative of the safety department Although many supervisors are qualified to do a good job in this respect, with the assistance of the safety department they can do an even better job. The fact that slightly less than 50 per cent of all plants have the safety department check instruction breakdowns and safety checklists indicates that this checking is an important part of preparing job breakdowns^ Any plants who adopt this policy in the fu ture should adopt both parts of the procedure for maximum effectiveness. TRAINING SUPERVISORS' The method of presentation is as impor tant in job safety instruction as are job breakdowns or checklists. An effective in struction technique, such as the "J.I.T." for method of presentation should be used when giving instructions. The instructors should be taught a special technique that is easily understood and effective for the type of instruction they are to give. One small plant indicates the use of otitside help. It states that it sends its super visors to a university extension course train ing. The large plants rely mainly on in-plant training, conducted by a training department, personnel department, or the safety depart ment More important than who conducts the training is that the person doing it is well qualified to give the plant instructors a prac tical, useable knowledge of an effective in struction technique that can be applied to job instruction training. Since good job safety instruction is an important factor in preventing work injuries it would appear that this is an area in which these 19 plants can make an important im provement, and add emphasis to their acci dent prevention efforts. FIRE EQUIPMENT AND TRAINING The fact that 78 per cent of the small and 95 per cent of the large plants reporting recognize the importance of having a wellorganized fire prevention program, is very encouraging. Fire in the plant concerns everyone since it affects not only production but job security and steady income. Among plants reporting, the method of training was almost identical, except that scheduled training periods vary from regu larly' scheduled meetings to periodic or as needed. Training in the larger plants is assigned almost exclusively to either the safety director or plant fire chief, augmented with assistance from the city fire chief or college extension service instructors. Small plants rely almost exclusively upon outside assistance. The personnel instructed varied with the size of the plant, some plants using one department exclusively, others using per sonnel from all departments, while a few plants used only foremen and supervisors. No attempt has been made to consider large or small plants individually in deter mining the use of employee publications for publicizing accident prevention material. Sixty-six per cent or two-thirds of the plants reporting have some type of employee publication, however, only 48 per cent of the plants having publications devote space for safety items. This would indicate that, many plants are not taking advantage of an excellent medium to publicize its activities, reaching not only' the worker but his family as well Companies devoting space to safety vary space allocations to suit their needs on the 9 1957 National Safety Congress subject covered. Space varies from one inch to 20 inches per month. In this section of the report we encoun tered a wide variation of opinions on the most effective types of employee material. The largest percentage favored: written instructions, blackboard talks, films, posters and booklets from outside sources and their own publications. Publications for family distribution were also reported as being advantageous. However, in this category only a small percentage is using family con tacts to improve accident prevention activi ties. Reports all indicated that few plants are' taking advantage of ofF-the-job safety ma terial available through the National Safety Council. Since companies not hating safety awards or award limits are in a vast majority, large and small plants have been considered to gether in interpreting this section of the report. Occasionally some type of personal award is given employees working on safety com mittees as a matter of recognition for a good report. SAFETY AWARDS--LIMITS Many companies feel that good perform ance in safety cannot be bought However, the vast majority did agree that if awards were made they should be small, inexpensive personal items so the company could cover many more employees. Only four per cent of the large and 16 per cent of the small plants include families' of their employees in their safety promotion campaigns. Companies using this family participation report good results and feel that the addi tional effort required for this type of pro motional activity is worthwhile. Mediums used are: house organs, special mailing^ of materia] and personal letters and payroll staffers with safety slogans. A few companies make periodic calls to families, requesting the safety slogan, if known, and giving a small reward. Of the companies not having family participation, less than two per cent anticipate setting up any type of incentive award plan in the future. Since only 12 per cent of the large plants and eight per cent of the small plants in clude any type of supervisory bonus or awards this indicates that such a practice is not general within the industry- Where it is a practice, bonuses are worked into and are a part of the regular department pro duction bonus plan. SUGGESTION PLANS In this category SO per cent of the large plants and 62 per cent of the small plants reported that they had a suggestion.system in effect or just starting. This would indi cate that a vast majority of companies favor this type of employee relations. The num ber of suggestions received during the period covered by this report varied from zero to 3,000 with 50 per cent being adopted. Methods of compensation for suggestions adopted varied extensively, the most pre dominant being cash awards. Such awards in some instances were made arbitrarily, while others pay a set figure upon committee approval and then pay an additional award or bonus after the suggestion has been used for a set period of time. This additional bonus is based upon the elimination of the hazard and reduced production costs. In all instances a management committee passses judgment on all suggestions. In some cases the suggestor is requested to present addi tional facts to clarify his suggestion. Compensation for suggestions ranged from merchandise to $100, with the majority of companies Jasing awards on the percentage of savings over a period of time, usually a the necessary training to alert employees period of one year^dk. 10 \ uif ' few to\ iilies, mown, and companies . less than P any type iture. srge plants plants in bonus or a practice . Where it d into and tment pro- f the large nail plants ion system could indiinies favor The numthe period >ra zero m lopted. uggestions most prech awards arbitrarily, committee na] award bf >ped at onal Ion of the Sts. In all K passses ome cases sent addiion. iged from ajorit>' of xrcentage usually a employees GLASS FURNACE REPAIRS by CLINTON BALLINGER safety director, Owens-Illinois Glass co., Gas Gty, Ind. A glass melting furnace is made of re fractory and steel in different shapes. The area where the melting process takes place is shaped like a huge cave. The walls and floor are made of blocks of various refrac tory material, each block bring 18 inches to 60 inches long and 12 inches thick. The roof is also brick. On each side of the melting area and con nected to it are the checkers which serve as the passage way for the various types of fuel to flow to the tank to melt the batch to make glass. The inside of the checkers are of brick laid to form a honey comb pattern. The checkers may be 30 feet high, 12 feet wide, and 25 feet long. The plans to repair a tank evolve when the tank is built. The first step to repair a tank is to drain the tank of several hundred tons of molten glass. A special block is built in the tank for this purpose. A hole is knocked in this block and the molten glass runs into a stream of cold water which carries it several feet outside the building to a prepared bin for storage. While the draining of the tank, the heat on the glass is about 2700s which insures a free flow of glass. About 12 hours are needed to drain a tank of 250 ton capacity. When empty all fires are turned off; the following day dismounting starts. But even' then the tank proper is still very hot. When a tank is out of operation for re pairs, several men are out of their regular jobs. In our plant this means 20 to 30 men have to be placed on other jobs or laid off. Of course, these men have the least seniority' and therefore are considered green help when put on a tank repair. REASSIGNING CREWS About one week before taking the tank out of operation, the plant engineer asks for 30 or 36 men to work with the regular maintenance crew. About three days before beginning work, we call a meeting to as sign them to a shift and introduce their crew leader. Every type of safety equipment is shown, and when and where to wear it They are also told if they can't wear this safety equipment someone will take their place. One man of the group is designated as the safety and good housekeeping coordi nator and reports directly to the plant engi neer. This man has played a very important roll in our safety record for the past several years by making it an important job to him self. He has the responsibility of checking out all safety equipment and also seeing that it is used properly. When the time comes for dismantling the furnace, the checkers have been opened up. They have had time to cool off but are still pretty warm. The first step is to throw out bricks by passing from one man to another. The first few hours result in a lot of horse play as the bricks are hot and a man only holds a brick long enough to toss it to the next man. Since this can re sult in cracked shins and broken toes, it is one feature that must be watched--for the first day--until the checkers are cleared out or the bricks have cooled down. EARLY DISMANTLING JOBS After about three days of dismantling in which the work is hot, dirty and dangerous, the brick masons are called in and the build ing up process begins. There is still much dismantling done, but `enough is completed for construction to start While this work is going on (on the tank proper), there are several other crews work ing, such as the electricians, plumbers, steel workers, tinners and machine .repair men. Although these craftsmen's work may be in different spots around the tank, they must know of the other work going on above them, below them and on either ride of them. We are not too alarmed that- a man throwing bricks will hurt himself but that someone else will catch the full force of a hastily tossed brick. One of the big items on any repair is this thing called housekeeping. In every plant today it is stressed in many different ways to the employees. Many supervisors feel a ii 4: i ! :.i 1 Blp- i'SU r*-<i It* *4 ite 1957 National Safety Congress good housekeeping program is lots of jani tors and lots of brooms. But it's not It is pride in the worker who wants to work in a dean place, and will do his part to keep his work area dean. This is a job for the supervisor and rally the supervisor. % GOOD HOUSEKEEPING ESSENTIAL Many accidents are caused by poor house keeping and little or nothing is done to correct the condition. When 50 to 75 men work in an area not much larger than a basketball floor, with many types of material and equipment good housekeeping is a must If you have a good housekeeping program you will likewise have a good safety pro gram. Our last lost time accident on a tank repair was caused by poor housekeeping-- a small piece of brick was lying rat the floor (probably had been there for two or three days), a briekmason stepped on it and broke his ankle. To make safety more real to the average man, several methods or approaches can be used. Posters are the largest medium to preach safety. Supplementing the posters we have been using the give-away gimmick. After one full week of work on a tank re pair, the names of all men working on the tank are put in a box. At the 3:00 p.m. coffee break, while the men are congregated in rate area, one name is drawn out and this individual wins a small prize such as a jacket, pair of safety shoes or one of sev eral items costing from $3 to $10 dollars. This gimmick has done more to promote safety on tank repairs in our plant than any other. Since the use of the give-away idea, we have not had a single serious acci dent Proper scaffolds are always a must and should be inspected before being used and very often after that The use of high lift trucks to transport and elevate tank blocks certainly cuts the danger of smashed toes, fingers and back injuries. The payloader- is a real asset in loading trucks of bricks tom out of the furnace. Every safety derice and gimmick avail able should be used on one of the toughest jobs in the glass industry.^. HOW TO CONTROL 0FF-THE-J0B ACCIDENTS IN THE GLASS AND CERAMIC INDUSTRIES (A Symposium) OFF-THE-JOB ACCIDENT CONTROL IN A SINGLE LOCATION COMPANY by JOHN NANFELDT safety director, Harding Glass co., Fort Smith, Art. With the increased cost of group In surance plans and the increased speciali zation among employees, this is one field of accident prevention that is important to all industries regardless of what they manufacture; whether they are large or small, located in one city or spread over the entire nation. I do not propose that we; at Harding Glass company, have the complete answer for controlling off-the-job accidents, but I 12 do feel that our record indicates that we have made some progress in controlling this type accident during the past several years. Before actually considering the features of our program, it might be well for us to describe our company. As you are probably aware, we manufacture flat drawn sheet glass. We are a member of the' Fourco Glass company and are located in Fort Smith, Ark. a city of approximately 60,000. Glass and Ceramics, Rubber Industries y gininuck. a: | re in^ 4 the 3:00 p.m. ongregated a out and such as a ne of sev10 dollars, o promote plant than give-away rious acd- must and used and high lift ink blocks ished toes, lyloader is tricks tom lick availe toughest GLASS r'") \ that we ontrolling .t several features for us to probably wn sheet s'Fourco in Fort ly 60,000. During full production, we employ between we can accomplish two things: (1) Impress 600 and 700 people. Our employees and upon the employees the company's genuine their families number approximately 3,000 concern for their safety away from the job or dose to five per cent of the city's popula as well as on the job. (2) Educate all tion; therefore, it is easy to see the impor employees to recognize and correct hazards tance of an off-the-job safety program to around their own home. our company. Strictly speaking, the off-the-job acddent FAMILY NIGHT PROGRAM control program at Harding Glass company The last feature of our program is what may be divided into three sub-divisions. we call our Family Night Program. This First are the activities of our Safety Coun is a program sponsored by the plant Safety cil, composed of management, all supervisory Counal for all of our employees, thdr personnel and foremen, and elected employee families and guests. This is an idea which representatives from each department This started seven or eight years ago to promote group meets once each month to discuss interest in the plant Safety Council. During safety problems that affect the plant in its the ensuing years, it has come to be one of entirety. the most looked forward to events in our B Guest speakers are invited to discuss safety subjects of various types. The overall program for each month in a given year is set up by a program committee. It has been a policy of this program committee to include three or four monthly meetings of safety program. This Family Night Pro gram is primarily a chance for all employees and their families to get together for an evening of entertainment and safety, educa tion. We have found that early in the spring, this group dealing with off-the-job acddent February or March, is the best time for a control. For example, we have lad meetings program of this type. In our part of the on such subjects as highway safety, at which country! most of the bad weather is over y time, a member of the Arkansas State and it is too early for any vacations to have B Highway Patrol was our guest speaker. started. We have used the auditorium of a grade school located near our plant to 1 COMPANY SAFETY COUNCIL hold this event a The members of the Safety Council are Since most of the employees will bring 8 called upon in their regular monthly depart thdr children, we start our program at mental meetings to report on the subjects 6:30 pan. and try to limit the entire program discussed at the previous Safety Counal to about an hour and a half. We have also meeting. In this wav. this information is found it better to complete the safety edu passed along to all the employees in the cational portion of the program at the first iactory- The second major division of our safety program that deals with off-the-job acddent control is our departmental safety meetings. In my capadty as safety director, I meet once a month with every department in our plant. In these meetings, subjects pertaining to the safety of that particular department are discussed, along with an overall sub ject discussed in the meetings with all de partments. of the program and not make this part any longer than absolutdy necessary. By doing this, we are able to get the safety message across and get into enter tainment features of the program before the children get too noisy or restless. Another way we maintain the interest of the children is by using games or contests involving the children. For example, one year, we had the children put on a pre scribed amount of safety equipment and For the past few years, it has been a blow up a balloon. The first one finished in policy to devote three or four of these each age group won a prize. monthly meetings each year to subjects deal ing with off-the-job safety. For example; subjects such as "Water and Boating Safety," "Home Fire Prevention" and others of* this type have been discussed. Through these meetings and the discussion of sub jects dealing with home safety, we fed that The entertainment we have used in this program has been a variety of local .talent, such as singing groups, dancing and instru mental groups. To stimulate interest and promote attendance, we award door prizes. We fed that our Family Night Program produces desirable results. It provides a 1957 National Safety Congress social contact for all employees and their families while pointing out to our employees' families the company's genuine desire to provide a safe place for the members of their families to work. Through the brief educational portion of this program, we * are able to get ideas across pertaining to the safety, not only of our employees while on the job, but also all the employees and members of their families while they" are off the job. These, then, are the three important fea tures of our off-the-job accident program. The add test of any program is "does it work and what results has it produced?" We feel that our program is beneficial not only in a reducing the number of acddental injuries, but also in producing a savings in the company's group insurance program costs. To illustrate tins, I have compiled the sickness and accident payments for acadental off-the-job injuries for the years of 1955, 1956 and through September, 1957. COSTS OF ACCIDENTS In 1955, employees of Harding Glass company suffered 13 injuries which caused loss of time from work and one acddental death. These injuries indude lacerations, bade injuries and fractures. The acddental death was caused by drowning. The lost time caused by these injuries amounted to 78 weeks and two days in the amount at $2,348.00 in S&A benefits. In 1956, 11 employees lost time from their jobs. The total lost time was 20 weeks and three days for which $612.00 was paid in S&A benefits. For the first nine months of 1957, three employees have lost a total of 22 weeks and three days from their jobs and have been paid $672.00 in sickness and acadent benefits. The life insurance premium rate for our employees since 1948 has shown a decrease of .03c per thousand dollars while the aver age employee age has gone up. This does not represent a great drop, however, con sidering the relatively large number of em ployees involved and the period of time, this decrease represents a considerable sav ing to the company. Similarly', the sickness and accident pre mium rate -has remained constant since 1952, the amount of benefits has increased at no. increase in premium rates. No sum mary of hospitalization costs have been used since there have been a number oi benefit increases and changes of insurance carriers so that no accurate picture could be drawn. In view of the results that have been re flected in the reduction of acddental offthe-job injuries and the reduction in group insurance costs, we feel that our program has been successful.^ ALCOA'S APPROACH To the Off-The-Job Safety Problem by Wi Ri GILLILAND assistant safety director. Aluminum Co. of America, Pittsburgh, Pa. Alcoa has been concerned over this prob lem of off-the-job injuries for several years. However, we lacked concrete facts concern ing the true dimensions of the problem, and didn't know the best way to obtain the necessary information. When the National Safety Coundl an nounced thdr standard reporting form for 14 off-the-job injuries in the fall of 1955, we asked our plants to use this form not only for reporting to the National Safety Coun cil but also to our home office. We do not use the formula for Frequency and Severity rates but complete all other items. Our procedure is generally as follows: All employees are covered by non-occupa- Glass and Ceramics, Rubber Industries he amount of "\ nil im their 20 weeks and > was paid in nine months e lost a total om their jobs i sickness and i rate for our ni a decrease hile the aver- p. This does towever, conxtnber of emiod of time, siderable sav- accfdent pre. instant since has increased es. No sums have been i number of of insurance picture could tave been rerridentai offion in group our program Pa. of 1955, we rm not only afety CounWe do not md Severity ms. as follows: non-occupa- tional disability benefits, medical, and sur As I mentioned before, we do not have gical insurance program. The Insurance De a complete program. As in industrial safety, partment at each location, therefore, serves there are a variety of different approaches as an ideal accumulation point for all in with no single answer as the exclusive surance claims of off-the-job injuries. remedy. Education of employees and their Claims for employees' dependents can be families will undoubtedly be the major ap accumulated in a similar fashion by each proach since supervision and other controls plant and reported to us on the National in industrial safety are absent Safety Council form. This arrangement has simplified the prob lem considerably. We probably miss some minor cases which result only in one or two days' absence from work or other minor incidents for which claims may not be filed. However, such cases constitute only a very small percentage of the total. Considering RALLY LOCAL SUPPORT Our principal approach to date is through locally conceived and sponsored programs hitting one or more phases of the problem at any given time. One example is a traffic safety program sponsored by one of our plants early this year. the foreman's or supervisor's time required to investigate every single absence for com plete data, we believe our procedure is quite adequate for all practical purposes. This plant is located on a stretch of high way with the worst accident rate in the state. A 30-day campaign was launched with the cooperation and assistance of all indus- The data obtained from this reporting procedure during 1956 were: 1219 off-the-job injuries. Of these, 18 were fatalities--17 in traffic accidents and one at home. This amounted to 4.18 in juries off-the-job for every one occurring on the job and 9 off-the-job fatalities for every industrial fatality. trics located on the highway. Comprehen sive publicity through plant and community newspapers and radio stations was arranged. "Back the Attack" bumper stickers and other reminders were distributed to all em ployees. Poster programs were keyed to this theme. Supervisor}-, safety committee, and employee meetings were held to discuss the problem and show traffic safety films. State There were 23,497 days lost as a result police troopers participated in the meetings of these injuries. This does not include and campaign to warn motorists of high any standard time charges for permanent way hazards. Letters were sent to em partial disabilities and fatalities. The time ployees' homes. This same topic is being lost is 3,335 man-weeks or 64 man-years plugged this year to keep the topic fresh in of productive working time lost in a com the minds of employees. pany of 50 thousand employees. While it is still too early to prove that In addition to the loss of manpower and this effort reduced injuries, we believe it skills, the weekly disability benefits paid to has had quite an effect employees for lost time due to off-the-job Another example of this local approach injuries in 1956 was 133,400 dollars plus life is in a small community where Alcoa is insurance benefits of 90,000 dollars for fam the principal employer. Here we use the ilies of 18 deceased employees. This amounts services of all community organizations to approximately $1.40 per employee a year. while the .company acts as sponsor fur- Although the insurance carrier pays these costs, our company pays the insurance premiums and we benefit by any reductions in payments. ~mshitig~materials, lending guidance and sup port Gaining participation by as many peo ple as possible is a major objective of a successful off-the-job safety program the This represents a substantial incentive for same as it is for an in-plant prpgram. the company without including hospital and surgical expenses or any indirect costs. In regard to the program at the home Needless to say, the cost to employees in office, we make available all types of mate lost wages and suffering is a considerable rials and services to the various plants. All item, and should serve as an excellent point plants receive the off-the-job materials pub 'for rallying employee interest and support lished by the National Safety'- Council. The for off-the-job safety programming. Alcoa News, our company house organ sent 15 1957 National Safety Congress to all employees, features articles and items pertaining to the subject. Reading rack booklets on off-the-job safety constitute a large percentage of the materials approved by our home office. In addition, we are considering certain company-wide programs such as the Safe Drivers League as a' continuing effort to superimpose the current one-shot type of campaign devoted to a specific hazard. We feel that by constantly hammering away through the proven techniques of in dustrial safety programs, we can reduce the terrible toll of suffering and expense to our people resulting from accidents at home and on the highways. ^ ARE OFF-THE-JOB SAFETY PROGRAMS NEEDED IN INDUSTRY TODAY? by R. P. HAMILTON superintendent of safety, St. Louis-San Francisco Railway co,, St. Louis, Mo. During the past few years we havebeeri brought face-to-face with startling facts. There has been an increase in school en rollment, in political activity, in the merger of great industries, in wages, in speed, and, according to statistics from the National Safety Council an increase in the number of persons killed and injured. There was an increase of two per cent in the number of persons killed in 1956, or a total of 95,000 killed and 9,500,000 injured. Considering that approximately 81,000 of those 95,000 fatalities during 1956 occurred in off-the-job accidents, we realize that we should have off-the-job safety programs. Although the cost of accidents, injuries and deaths is secondary, it amounted to $11,200,000,000 in 1956. This expense for loss of life, injuries, and destruction of property, would have clothed every man, woman, and child in the nation in 1956. It would have built 1,000,000 single-family homes, or 300,000 school rooms .which are badly needed- It would have provided all three shots of Salk vaccine for eveiy per son in tfie world. The cost exceeded the net income of the nation's 135 largest rail roads, utilities, and corporations. How nice it would have been to be able to spend that $11,200,000,000 for construction rather than destruction. We feel that safety should be a family affair because it reaches through each man's job to his home, his family, his dubs, his schools, and his community. The bastc principles of off-the-job safety programs of railroads can be used in any organization--make safety a family affair. During the latter part of 1947 I felt that we were not making sufficient progress in safety on our railroad and we should try something new. It was decided to hold some family safety meetings. On a cold, wet night in December, 1947, we held our first family group safety meeting with an at tendance of 84--not too many, but at least a start During 1956 we had two such meetings with an attendance of over 1,100 at each meeting. Last year 53 family group safety meetings with more than 29,000 in attendance were held over. During April of this year there were over 5,800 at our Springfield, Mo, meeting. We had to turn away more than 500 people unable to get inside the building because the doors were dosed by the dty firemen for safety's sake. This dearly demonstrates that there is an interest in safety. We have always felt that if you can show the employee you are interested in the safety of his family as well as himself, he`will be more responsive to the on-the-job safety program. If an employee is safety-minded at home and on the highway, he will also be safety-minded on the job. The highlights of our safety program as summarized by "Railway Age" are: "Its ubiquitous energy (because it comes largely from within rather than from the top). 16 0. safety j any affair. t that ss in d try some , wet first n atleast such i,r \ jrc 00 in : over . We eople cause emen trates We v the safety ill be safety inded I also m as tomes from Glass and Ceramics, Rubber Industries ' "Its active--rather than passive--char acter for most employees (Le^ h is widely participated in, not just looked at or listened to). "Its sincerity, as evidenced by its vol ume of non-railroad public safety work. "Its corner-stoning the basic Frisco policy of building management poten tial from within the organization through widespread employee activities. "Its hand-in-glove fitting into Mr. Hungerford's philosophy of building up the individual and respect for his dignity. "Its knitting together the Frisco `fam ily' of 17,000 scattered employees by providing fellowship and a common goal reached through common experi ences. "Its unmeasurable public relations bene fits derived through selfless efforts in community and home safety. ,, _ "Its appeal to even non-railroad fami lies through the continuing work with school children and family groups. "Its ability to save lives and suffering while at the same time boosting morale and pride in the company. "That the program has won over the Frisco rank and file is no better illus trated than in the remarks of a recently retired locomotive engineer. Spotting Mr. Hamilton one recent afternoon, he said: `I thought this safety thing would die out when you first started it It al ways had before. But I wish now that the company had started your program 10 years sooner.' " We are confident that our off-the-job safety program helped save many lives and much needless suffering, and we feel the same way about the various programs car ried on by industry today. The manage ments of a large number of railroads and industries of America feel we do need offthe-job safety programs, and we are con fident that each year will see an increase in those participating in this worthwhile cause^A. RUBBER SECTION REPORT OF THE STATISTICS COMMITTEE by RAY HART safety director, The Dayton Rubber co., Dayton, Ohio The records say that three people will die and 270 will be injured, while I am talking for 15 minutes. Approximately 95,000 are killed each year, accidentally, one, way or another. About 40,000 die in traffic; 28,000 in their homes, and 14,500 on their jobs. When we say 14,500 people died on their jobs and 28,000 in their homes that sounds good, and we hear it said that industry has a good safety record. Personally, I can't agree with this, because the record is not good as long as 14,500 people are losing their lives annually. It only looks good when we compare it with other causes that have a worse record than we do. We are specifically concerned with the rubber industry. You want to know where we are in the standings and how we com pare. (1) First of all let's look at the frequency and severity record for the rubber industry from January I, 1950, to the end of 1956, as reported to the National Safety Council. ` FREQUENCY AND SEVERITY FOR RUBBER INDUSTRY--NATIONAL SAFETY COUNCIL Year 1950 1951 1952 1953 1954 1955 1956 Units 66 107 m 128 133 136 116 Total Injuries 1198 2105 1996 1801 1411 >rz* 879 Perma Fatal nent Temporary Hours Injuries . Partial Total Worked 8 86 1101 390.382.400 4 129 1972 355.637.500 6 143 1817 633.968.7CO 13 147 1641 390.382.400 8 1(6 129S 355.637.500 14 198 2016 633.968.700 2 90 787 267.657.000 Frequency Severity 3.07 700 5.91 360 3.15 420 4.61 490 3.97 390 3.51 390 3.28 328 (2) Now, let's look at the frequency and severity for all industry", as reported to the U. S. Department of Labor for the same period. FREQUENCY AND SEVERITY FOR ALL INDUSTRY--VS. DEPARTMENT OF LABOR Year 1950 Total Disabling Fatal Un-Aits Injuries Injuries 6395 113.273 1.005 Perma nent Partial 6,998 1951 7134 127.559 L210 7.417 1952 7920 126.381 1.178 7.915 1953 8139 117.448 1,148 7,952 1954 8456 107.051 1.170 6.846 1955 9315 111.429 1.302 7.404 1956 9605 98.380 1.082 6.179 Temporary Total 105.270 118.932 117.288 108.348 99.035 102.723 91.119 Hours Worked 12.176.202.0CO 14.086.031.500 15.044.279.400 15.784.164.900 14.820.420.100 16.012.022.300 15.430.729.000 Days Fre Se Charged quency verity 11.503.928 9.30 940 13.599.215 9.06 970 13,311.326 8.40 880 13.064.330 7.44 830 11.826.340 7.22 800 13.046237 6.96 815 11.307.232 6.38 733  d is not mg their trhen we have a vith the v where re corn- industry adl. ` UNC1L Severity 700 360 JT-\_ \ 390 390 328 . to the BOR Se* verity 940 970 880 830 800 815 733 Glass and Ceramics, Rubber Industries (3) ^vow, we have the frequency and severity for all industry, as reported to the National Safety Council for 1936. The 1956 Injury Rates as reported to National Safety Council FREQUENCY SEVERITY RATE Communication ....................................... .99 Aircraft Hfg. .......................................... 1.92 Electrical Equip........................................ 2.01 Automobile .............................................. 2.56 Cement .............................. 3.08 Tobacco..................................................... 3.27 Rubber ..................................................... 3.28 Steel ........................................................... 3.83 Ship Building:.......................................... 4.56 Railroad Equip........................................ 5.89 All Industry............................................ 6.38 Communication ........................................ 58 Tobacco .......... 82 Leather....................................................... 121 Electrical Equip........................................ 156 Aircraft Mfg............................................. 227 Automobile .............................................-. 280 Rubber....................................................... 328 Sheet Metal............................................... 554 Railroad Equip.......................................... 596 Ship Building.......................................... 667 All Industry.............................................. 733 Pulp A Paper............................................ 7.24 Leather ............ 7.56 Meat Padding........................................... 8.00 Iron A Steel Prod..................................... 8.72 Wood Prod............................................... 9.63 Foundry ..................................................... 10.32 Construction .............................................. 19.10 Lumber ..................................... .......... wy> Coal Mining................................................23.07 Iron A Steel............................................... 770 Wood Prod. .............................................. 818 Steel............................................................ 860 Foundry..................................................... 876 Cement.........................................................1588 Construction.............................................. 2375 Lumber....................................................... 2436 Quarry .............................. 3136 (4) Last of all, let's see bow the small plants compare with the large plants, as far as safety is concerned. '---- ' --1-- - - =**- Injury Frequency Rates tar Size of Reporting Units for the Rubber Industry--U.S. Department of labor--1955 Size Less Than 20 Employees 20 to 49 Employees 100 to 249 Employees 250 to 499 Employees 500 to 999 Employees 1000 to 2499 Employees 2S00 and over................. Tires A Tubes ... 14.4 ... 2.6 Rubber Footwear --...M --- ... -- 12.5 6.8 0.8 Mine. Rubber Products 10.12 13.0 21.0 14.3 10.7 5.1 5.0 Injury Frequency for This Year January Thru August Under 300 Employees... 300 to 600 Employees. 500 to 1000 Employees. 1000 to 2000 Employees. Over 2500 Employees... All Divisions 7-31-57. Frequency 6.02 6.46 2.40 2.37 2.10 2.68 We can break down the injuries in the rubber industry and count the toes, fingers and hands that were affected, also the ones that were caused by machines, but what will that tell us? We still must deal with tbetp individually--first find the cause and then the cure. It has been said that more than 95 per cent of our injuries are caused by unguarded minds, and less than five per cent due to unguarded machines. I wish I could tell you exactly how to establish a better safety record, but I am afraid I don't have a sure cure. I am convinced that it is a job for supervision and no one else can do it I can make it sound rather simple, because our work boils down to this--how do you make a supervisor want a good safety rec ord? The desire must be there first It is not too difficult to provide ideas that will get good results, once we get them in the right frame of mind. Safety work re minds me so much of church work. We are all striving to do the same thing, but we use different methods to. get the job done. Perhaps this is a good approach to the problem. We try one idea and it appeals to some; another idea appeals to others, and so we continue on, and some day perhaps we will get everyone safety minded, if we can come up with enough new ideas, dk 19 ACCIDENT--CAUSE, INVESTIGATION AND PREVENTION (Round Table Discussion) ' ED TURNER, Conference Leader I should like to preface my brief intro ductory remarks by establishing two simple propositions: 1. Only by a realistic analysis of the accidents occurring in our plants trill we ever be in position to assess what we have accomplished in accident prevention, and what we hope to accomplish. 2. The objective of accident analysis is to establish the real causative factor, to carry out a thorough, fact finding investiga tion of all history surrounding the case to set up workable preventive measures. The factors of cause and investigation are relative. So as to dear our thinking, we shall look at it this way. ESTABLISHING CAUSE CAUSE is the actual agent, causing the injury. In essence, this may be the briefest part of our discussion; we really seek to establish w;ho and what with the object of establishing fact and dissipating baseless rumor and possible panic In establishing accident cause, in its simplest terms, we merely want to know whether the agent is human or mechanical. Cause should never be confused with blame It is a human failing it seems, that as soon as a tragedy occurs, a sacrificial goat is looked for on whom to pin the blame This resolves nothing, and merely turns the factor of shock and grief into mistrust or bitter recrimination. Until such time as all the facts are established^management must assume full respon sibility to give a full and proper account of what has occurred, and endeavor to offer a measure of calm assurance and reality at a time tempers are delicately triggered. In this section we should consider (I) who should investigate and (2) what to investigate A representative of management is the best person to carry out a thorough investi gation of all accidents or accident produc ing conditions. The main purpose of an investigation is to find the fundamental error which caused the accident and correct it whether the error falls into the human or the engineer ing category. The investigation should be made as soon as possible after an accident--before the conditions or machine can be changed. PREVENTION So long as management assumes the re sponsibility to manage the plant, then it must be the prerogative of management to act as the sole enforcing agency to-- (a) Correct defective working conditions. (b) Put a stop to improper work prac tices. I was much impressed last year when listening to a labor discussion when several workmen were insistent that their bargain ing representatives incorporate into their agreements specific safety regulations, only to be told in no uncertain terms, something to this effect: "Just keep this one thing in mind; that while we mutually subscribe to the need of safety measures in our plants, our local agreements will only deal with the subject in a very genera] manner. "The sole responsibility for the safe wel fare of the man in the plant is manage ment's. Labor does not share in tins respon sibility as a management function; if and when we do that, then we must also expect to share the blame for accidents." I do feel, however, that the management member should promptly inform the union safety representative of the actual history of the accident and the measures recom mended to prevent its recurrence, in order that the union may have confidence in the impartiality and thoroughness of manage ment's investigation. 20 Glass and Ceramics, Rubber Industries Let nie illustrate by two actual case his tories : ACCIDENT NO. 1 Six weeks ago a telephoned report came to my desk of a man having his arm caught in the spreader rolls of a machine at productigation is Xow long since, I have learned this card inal rule--In any serious accident, get on the job immediately to establish as soon as possible (and certainly before rumor gets busy) the accident cause and extent of the injury. ich caused In reaching over the top of a chain drive, lether the : engineer- this operator's sweater sleeve was caught and it pulled his arm up against but not into, a small idler sprocket From the work ie as soon man, who was well enough able to talk, we efore the ascertained that he had followed a standard nged. procedure, and was using a knife to free some loose threads adhering to a smooth | rool. In picking off the threads he had to es the ret, then it gement to reach in further than normally, and came ] into contact with the chain. This operator suffered severe lacerations and contusions to the lower arm. There conditions, ; were no broken bones and he was off the ork prac- job for six to eight weeks. Thus we had established the cause and 'ear when en several r bargain- int-; ' '?eir ion inly something the wham and what of the accident. The investigation in this case,--which is ! always slow and involved--was done care- iullv, and verbal statements were shaken : down from the supervisor, the man's work mate and other parties involved. The supervisor submitted that the man iind; that had violated safety regulations and gone e need of ; into an enclosed area alone when the rules our local specifically stated that he was not to do so. he subject His workmate was somewhat truculant in saving "Ah, I knew someone would be safe wd- caught there someday. I've told 'em a dozen , manage- times the job isn't safe. There should be is respon- i another man on the job."`i~~~"~"`----- a; | and Our investigation showed up two or three Iso expect rather obvious errors. inagement the union al history recom- in order ice in the manage- # In doing the operation, which was quite esseitial, the safety cable was out of reach Iof the operator in an emergency. The safety rules did not specifically exclude him from going into the area alone --merely "that on all such cases a man must be on the platform of the machine, within call." The practice was admittedly hazardous, but no real thought had been given to taking specific preventive measures to meet an emergency. The safety and engineering departments did not even know that such a practice was regularly done. Some recommended prevention measures are: 1. The safety cable is to be extended so it will be well within reach from any position. 2. The request by the union to have a third man placed on the job was partially met An air whistle was in stalled so as to summon the third man whenever entry into the enclosed cabi net was required. 3. The rules were changed to read "in a less ambiguous manner." In other words, no entry into the enclosure is -- permitted unless a standby operator Is first summoned. 4. A platform for easier access to the rolls was installed. 5. We made up a combination high air velocity rod and knife to remove the strips, thus obviating the need of the operator to reach into the rolls. There you have it. The cause--to estab lish the facts and frustrate rumor. The investigation--to establish the weak points of our safety measures. The prevention--to set up the proper measures to eliminate further accidents. ACCIDENT No. 2 The ambulance had called at the front door to remove an unconscious workman to the emergency ward of the hospital. Rumor had it he was killed by poison gas. To add horror to the rumor--he was only one of several who had been exposed to the gas. Quickly then we must establish the cause factor, and dispel wrong impressions. This man was in shock so we could get little help here. We understood the operator had spilled some aniline oil and in attempt ing to clean'-it up had used some burlap bags tb soak it up and had wrung the mate rial out in- a drum. This obviously re sulted in the `inhalation of fumes and in critical skin contact Therefore a serious case of poisoning resulted. Since the actual incident occurred about two hours previously, he was in shock and 1957 National Safety Congress immediate remedial measures were impera tive; thus hts prompt dispatch to the hospi tal. It was all of five days (after complete blood transfusions to save his life) before we could complete the investigations with his help, and he admitted that he was in volved only becausb he had tried to cover up an error. He had left the room to secure a cup of coffee contrary* to regulations and had left a small valve open to fill a drum. CAUSE AND ERROR Our measures for ventilation were faulty and since the material being handled was hazardous, the margin for human error was too obvious. Thus we had to admit that our policy* was as much the cause, as the error of the employee. PREVENTIVE MEASURES for this hazard were: (a)^The liquid transfer was made auto matic, both by a measuring device and by an automatic float shut-off. (b) A retraining on the handling hazard of the chemical was undertaken for all employees of that department In taking corrective action after an acci dent a great deal of skill and sound judg ment needs to be excercised. In accident investigation there is no room for hot heads and unbridled tongues. Even if there is a patent violation of a state code the interpretation as to whether the scope of that code covers the particular situation needs careful deliberation. RECOMMEND CORRECTIONS As mentioned before, corrective action can only assume the status of a strongly worded recommendation, we cannot enact legislation nor can we relegate any such action to the bargaining unit as a subject for negotiation. Accident prevention after allr-Can- never be negotiated, if the safe welfare of any workman is at stake. A dialled investigator will instil! confi dence in the minds of both management and men if he suggests a course of action, which, while not necessarily acceptable to both parties, will in the final analysis present a realistic solution to the accident problem. The conference recorder of our discussion group was Mr. G. A. Miller, safety director of The Gates Rubber company, Denver, Colo. The round table discussion was attended by 40 representatives of management and labor. Two phases of the subject took an the time alloted for discussion, Le:, caus* and investigation. * Q. Should the cause of an injury and re sults of the investigation be posted ok bulletin boards? A. It was generally agreed that it would not be best to publicize this plant-wide on bulletin boards. Workers in the department involved should be fully* in formed by the department head after the investigation was completed. Q. Hots soon should investigation be made after the injuryf A. As much as possible of the investiga tion should be made immediately after the accident, especially* of the machine or whatever other agent was the cause. The injured man may not be in a condi tion for an investigation, but definitely his side of the story should be taken a; soon as possible. FINDING GUILTY PERSON Q. Should investigation be made to fine individual at fault? A. The primary' purpose of an accident in vestigation is to ascertain the unsafe act or condition involved. The onlypurpose served to interrogate an indi vidual would be to get information on these particular aspects of the case. It would definitely never be within the jurisdiction of the investigating man or group to prescribe any course of actios against any one. Q. Is an investigation best undertaken by an individual or a group? A. This would depend entirely* upon cir cumstances. It would seem obvious that the findings of any* large group would have to be submitted or presented by an individual in order to get an accurate estimate of the injury*. Q. Should o joint labor-management safety committee assume the status of the official investigating party? A. Labor feels strongly that this should be the case, or if not the whole com mittee, certainly representatives from both rides should take part in the in vestigation. 22 i was attended *n- sent and atij }took all Jon, it, caust injury and rebe posted ok that it would his plant-wide srkers in the td be fully innt head after ipleted. ation be made Glass and Ceramics, Rubber Industries As a' matter of interest, a poll showed that 50 per cent of the companies repre sented have joint labor-management safety' committees. Local differences of policy were evident as to whether the nominees for the Union should be appointed by management or by the Union. It is to be noted that the whole object of our meetings is merely to observe and rec ord our findings as to the generally ac cepted policies governing these situations. Depending upon the communications within the separate plants, a wide variation of company policy is evident However, we have one common object and that is to prevent acddents and have a workable pro gram for the safe welfare of the workmen on the job. His livelihood must never be jeopardized by what he feels to be reluc tance of management to set up safe working procedures. As one listens to these discussions, one thing is obvious--the sincerity of both labor and management to agree on a commonly acceptable basis of mutual trust for the well being of all concerned.-^. the investigatediately after the machine, vas the cause, be in a condibut definitely !d be taken as HEART DISEASE IN INDUSTRY by W. A. McCAUSLAND, M. D. medical director, The B. F. Goodrich Footwear & Flooring co., a division of the B. F. Goodrich co., Watertown, Mass. SON node to find a accident int the unsafe L The only gate an indifo; Ion on the -.fie. e within the ing man or x of action tdertaken by !y upon drobvious that group would sented by an an accurate matt safety rtus of the this should whole com- i itives from : in the in- It has become increasingly difficult in industry to find employment for people suffering from heart disease. There are 280,000 persons afflicted with some form of heart disease in Massachusetts alone. Some 60 to 70 per cent of these are employable. Many of these are young people with fami lies. Realizing that many of our own em ployees who are now in good health will, as they grow older, develop some form'of heart disease, we are compelled by loyalty to save our medical jobs for our own people. There are various types of heart disease. First, we have the congenital anomalies due to embryonic defects in development during the period when the heart and great vessels are formed from the primitive vascular tube. Briefly by name they are the acyonotic group; the cyanotic-group, the tetralogy of Fallot, Eisenmenger's complex, coarctation of the Aorta, Patent Ductus Arteriosus, ventricular septal defects, auricular septal defects and Valvular Pulmonic stenosis. For some of these congenital conditions we can do nothing; whereas many can be corrected by new forms of heart surgery. We have another big group of heart diseases caused by arteriosclerosis, rheumatic fever, syphilis, thyroid disease, diptheria, certain types of anemia, certain vitamin difficiendes, bacterial infections, aneurysms, ar terial hypertension. This group is the more common of the heart diseases and usually can be treated by the phvsirian over a long period of years. These acute and chronic congestive heart failures occur at any time of life. They may be said to constitute the bulk of the every' day run of the mill heart disease. CORONARY ARTERY DISEASE The most dramatic of the heart diseases is Coronary Artery Disease, which is a narrowing or occlusion of the coronary ar teries usually due to arteriosderosis with the resultant unbalance between blood supply and cardiac muscle demands giving rise to anemia or damage to the heart musde. Arteriosclerosis is the most common cause of coronary artery disease. The etiology of arteriosclerosis is un known but is frequently associated with high blood pressure, sugar diabetes, thyroid dis ease, high blood cholesterol levels, over weight and old age. Arteriosclerosis may be localized to the coronary arteries or may be a part of generalized arteriosclerosis. Coronary artery* disease is essentially a disease of middle life and old age. It is four times as frequent in males as in fe males and has an occasional family tendency. Approximately 90 per cent of cases occur 23 \ : .i. ; -i '-ii > i*: mS-, I'M ni-iM -'-'ii 1957 National Safety Congress in the 60 to 80 year age group. It has been found in infants and children. Coronary artery disease may produce no clinical symptoms. Only when damage be comes severe enough to cause a critical deficit of blood supply in proportion to myocardial demand do Symptoms occur. The clinical picture depends upon the size and location of the myocardial region inade quately supplied with blood, the severity of the deficiency, its rate of development and its duration. Angina pectoris or chest pain results from a short period of relatively mild ischemia. Myocardial infarction results from severe and prolonged ischemia in a more localized portion of the heart muscle often from an occlusion of one of the larger coronary arteries. With coronary insufficiency we try to di late the blood vessels and make them carry more blood--these people may live for 20 years under proper treatment Myocardial infarction may occur with coronary occlu sion and coronary thrombosis or without them. Small vessels may become occluded without myocardial infarction, because of a good collateral circulation. Myocardial infarction is usually produced by thrombotic occlusion of one of the larger branches of the coronary arteries. The thrombus usually occurs in the narrowed channel of a sclerosed vessel often in the bed of an atheromatus ulcer or calcified plaque. It may form slowly or rapidly pro ducing a thrombus which cuts off the blood supply to the area of heart muscle supplied by that particular arterial branch. INDUSTRY'S PROBLEM This may result in sudden death or hos pitalization and slow recovery having various complications. The physician in industry is primarily interested in coronary artery dis ease. Th majority of heart conditions can be easily detected by the stethoscope arid the electrocardiogram. With these people we know just how much of a work load their hearts can sustain. With coronary artery disease, it is a different story--as yet there is no medical test which indicates a man has this type of disease with no apparent symptom. I can take a cardiogram of an apparently healthy individual, find a normal reading, have him walk out of my office, and drop dead from a coronary. Coronary disease is a relative newcomer to the field of medicine. Autopsies done be fore 1910 do not reveal this type of disease of the coronary arteries. We can blame civilization with our higher standards of liv ing. Our full refrigerators containing foods which raise our blood cholesterol play a pan in the whole general picture. Lack of exercise, since we tend to use our automobiles to go to the next block rather than walk, is also part of the picture. Smoking, drinking and worry don't seem to have any effect. Hard work does not play a part unless there is some previously exist ing disease. The real criminals seem to be diet and lack of exercise. One of the most interesting proofs of these facts is that among Detroit automobile workers coronary disease was almost unknown in earlier years. PLAIN FOOD HEALTHIEST With improved working conditions and better pay there has been a tremendous in crease in coronary disease Our plain foods of earlier times seemed to give us protec tion against coronary disease A program for control in industry is rather difficult because we have no tests which will indicate whether arteries are diseased or not. Thorough physical examination including an electrocardiogram should be periodically made If an employee indicates an elevated blood pressure we should make sure that he undergoes treatment Any underlying disease should receive prompt attention. Overweight must be controlled. Plant jobs must be inspected to make sure that the work is not too hard for the individual. Many individuals will keep on working at a job which may be too difficult because of age dr some other underlying disease. The pay check is too good to pass for an easier job with probably less money. These people we never see until the damage is done. The returning coronary patient is always a problem--his physician's note simply states the employee is ready to return to work and we must determine if the job is going to be satisfactory' from a physical standpoint The industrial physician must rely on adequate physical examination to control coronary artery disease.^. 24 *ad,{;tom RADIATION EXPOSURE IN THE RUBBER j lewcomcr INDUSTRY AND CONTROL MEASURES done be- )f disease ui blame by R. A. MANNING ds of liv The Goodyear Tire & Rubber co., Akron, Ohio ing foods ay a pan Man in his search for an ever increasing rate of the past several years, would be only d to use sxt block e picture, t seem to not play sly existera to be the most is that coronary ier years. ions and idous inlin foods s protecprogram difficult 1 indicate ot. inching standard of living resorts to an expanding technology that often advances the boun daries of knowledge and productive capacity, but also generates potential problems and requires adjustment to additional stresses in our environment. One such tool, from which we have not yet realized the full impact or benefits, is nuclear energy. One must not feel that man's exposure to nuclear radiation is a new innovation-- --sommenring=aear the end of World War II or with the formation of the Atomic Energy Commission. Man's environment has included exposure since time began because wherever one goes, there is always a small amount of so-called "background" radiation. This "back ground" radiation arises from naturally radioactive substances; uranium and radium and others found in rocks and soils as well as the radon and thoron that are given off into the atmosphere. In addition, cosmic radiation from space is present everywhere and of course, like 1/40 of the genetically important exposure due to background alone. With respect to weather there has been no evidence that nuclear energy or nuclear explosions have contributed to any changes in weather or climate. In fact, one comment heard recently probably explains the situa tion adequately; the early caveman felt sure that they had never had such strange weather until they started using the bow and arrow. Medical X-ray facilities as used in indus try today are familiar to all of us and everyone will agree that their diagnostic value far outweighs any detrimental effect that might possibly exist. The radiation received from a chest film is higher than any other exposure that might be received under normal operating conditions from other uses of radiation in industrial opera tions. X-RAY INSPECTION TOOLS rio Jiv the natural deposits of ores, the exposure Industrial X-ray facilities and fluoroscopes elevated varies from one location to another, de are generally of higher peak voltages and sure that pending on altitude. For 60 years, man are utilized to examine or inspect equipment nderlving has been exposed to man-made radiation in or manufactured items, such as belts or attention. the form of medical and dental X-rays. In. tires, for internal flaws or specification Iam jobs iact, many U. S. citizens, today receive quality' that cannot be- determined visually that the approximately the same amount of whole or by other conventional inspection methods. idual. body radiation from the average X-ray Exposures with this equipment can be high irking at teause of fluoroscopic examination as from natural unless adequate control procedures are em background. ployed. isc. The Thereferg. it is obvious that the mecha- Radiographic techniques are used for es an easier se people lone. inism of radiation exposure is not new. Only the increase in use and subsequent increase in potential exposure is new. As an illus sentially the same purpose as industrial X-ray facilities, but are usually somewhat more mobile and are moved to the item s always ?Iy states vork and ing to be point tration, on May 31, 1937, the AEC had licensed a total of 4,041 employers to use radioactive isotopes, of which approximately 40 per cent of these licenses are industrial firms. In hopes of dispensing with one of the under inspection rather than mpving the item. These are high energy radioactive, gamma emitting, sources requiring no elec trical power; radium and cobalt-60 being two of the more popular isotopes used. 'Care must be exercised with such usage to pre rely on more controversial issues, it can be stated vent exposure to operating personnel and control that the average exposure to "fall-out" from others in adjacent areas. Distance factors weapons testing, if continued at the average and shielding are usually mandatory- 25 1957 National Safety Congress One of the outstanding applications cur rently in use in the rubber industry is beta gauges for determination of weight of films and thickness of items such as films, treads and calendared stock. Beta gauges usually use carbon-14 or strontium-90 as source materials with a measuring head that detects the scattered radiation and reads directly on a calibrated dial in the units in which inter ested. Through proper circuitry this measure ment may be electronidv coupled with the process to provide control and make neces sary adjustments with better accuracy and less effort on the part of the operator. As customarily used, such devices while operat ing present no hazard to personnel in the area. MAINTENANCE HAZARDS During*-'maintenance procedures on the gauge some consideration must be given to prevent unnecessary exposure. If an emer gency arises, such as a fire, it might be pos sible for the source to be vaporized by the heat and contamination spread over a large area. It is recommended that periodic air samples and area surveys be conducted in the vicinity of such gauges to insure that the integrity of the source container is bring maintained. Tracer techniques are being used exten sively in the research laboratories to study the physical and chemical reactions in rubber chemistry, particularly with regard to ac celerators and anti-oxidants. "Tagged" com pounds are made up containing various radioisotopes of carbon, sulphur and zinc- These materials are handled in laboratory* quantities and have contributed a great deal to understanding some of the basic processes involved in rubber compounding and tech nology. Their use is confined to individual laboratories where stringent cleanliness standards are maintained to prevent the spread of contamination. Waste disposal is monitored* carefully so that radioactive materials are not released into public sewage or water systems. IRRADIATION facilities Various irradiation facilities tor research and development purposes are used in some companies and projects in conjunction with governmental reactors are popular. These facilities are used for testing properties of materials under the stress of high radiation density. Another promising application h to promote polymerization of various monJiners and tires have even been cured by this method. Sources range from multi-currier coboh60 sources to fission products from reactors. Extreme operating precautions are necessary for experimental work of this type including heavy structural shielding, safety interlocks and a full complement of personnel pro tective devices. Anti-static bars employing alpha panicle emitters such as prolomuim are commer cially available, and although not used ex tensively in the Rubber Industry, may have applications in some of the diversified operations conducted bv rubber companies. Future applications are numerous_ and undoubtedly many still beyond our present comprehension. Subsequent applications will necessitate that sufficient thought and plan ning be given during process development, engineering design and production use. In order to receive radioactive materials legally in sufficient quantities to be poten tially hazardous, it is necessary to be li censed by the A EC and meet the health and safety standards as outlined by Federal regulation. Furthermore, nine states at the present time liave additional state registra tion requirements as a further safeguard. This means that an original installation then is a safe installation for the employee. FEDERAL STATE REGULATIONS By the use of design criteria and operat ing procedures, audited by AEC inspection teams, the installation or use is kept safe. Personnel protective devices are utilized extensively, where needed, and include film badges, monitoring chambers, and- dosi meters. Area surveys and air samples are performed by regulation to maintain the license, and at other intervals as indicated by operating difficulties. Radiation exposure to personnel in the rubber industry is not a new environmental condition. The application of nuclear tech niques to product development and process control can be adequately controlled so as not to present a hazard to personnel The employee in this industry is not receiving significant radiation exposures at this time and the knowledge for prevention of undue 26 Glass and Ceramics, Rubber Industries r 'tkm ici J ii ious moncured bv exposure is available so that emergency planning can reduce cr alleviate potential exposures that might arise from catastro phes such as fires or explosions. The benefits to be derived from the use of nuclear energy' techniques are tremen dously greater than the risk of occupational injury with our present standards.^. er cobolt reactors, necessary : including interlocks nnei pro- OFF-THE-JOB SAFETY a particle commerused ex may have sified ojanies. rous and ir present itions will and plani'elopment. n use. materials be potento be li ke health v Federal tes at the registraaf'- -ard. atl )hen loyee. )NS td operatinspection kept safe. : utilized dude film uid dosimples are . ntain the indicated ei in the ronmental lear techd process led so as tnel The receiving this time of undue (Round Table Discussion) EARLE R. GARDNER. Conference Chairman We are having a lot of off the job in juries via the power lawn mower, hunting and home workshop. Statistics have proven "=we'3r~l6smg a rot more production and causing human suffering by off the job injuries than we are by on die job injuries. | It is recommended that those of you who are not keeping records regarding off the j job injuries should do so for you will be amazed at the amount of time your em ployees are losing due to off the job injuries. One question asked was: What civic organizations as safety men or representa tives of your local unions can you obtain help from? Answer: 1. PTA 2. American AutomobileAssociation (AAA) 3. Automobile traffic associations. 4. The garage associations. 5. The mayor s traffic committees. 6. Church groups. __7-_ From the ladies. j 8. House organs, j 9. Newspapers. I 10. State Departments of Safety and [ Hygiene. 11. Union locals Following is one of the suggestions on how to start an effective off the job safety campaign. --An analysis of your experiences for one year. --Disseminate information through your regular line of communications as you do on the job safety campaigns. --Form on off-the-job safety committee. --Form a family safety committee con sisting of the wives and children of your employees. --Hold a family safety mouth in your community and ask all the civic or ganizations to participate. It was brought out that the automobile manufacturers are now putting the emphasis on safety and comfort in their products, rather than on horsepower. The formula for measuring the frequency and severity was the subject of considerable discussion and it was found that there was a wide difference of opinion as to how this should be figured. However, it was gener ally agreed that the National Safety Coun cil's formula was at least basic. Suggestions of ways to reach the home with safety messages were: 1. Post the answers to safety questions on the bulletin boards in the shop and make phone calls to the homes with a cash incentive for the wife having the correct answers. 2. Mail the house organ direct to the homes. 3: Draw a comparison for the em ployees between plant safety and off the job safety, such as in plant trucking and traffic safety, machine shop safety, to the home workshop. "Off the job" safety will keep the pro duction fines rolling and families united and happy!A. 27 COMMUNICATIONS IN SAFETY (Round Table Discussion) T. J. CAIN, JR.t Conference Leader Report on Round Table No. 4--"Com munications in Safety" by T. J. Cain, Jr. Conference Leader: T. I. Cam, Jr., Direc tor of Safety, The B. F. Goodrich Co., Akron, Ohio. Conference Recorder: N. C. Longee, Safety Supervisor, Passaic Plant United States Rubber Co., Passaic, N. J. T. J. Cain pointed out that we get from a conference what we put into it In a few brief words he stressed the importance of effective communications and laid the groundwork for our work. He announced a prize of one dollar to be paid to the first one to utter the "magic word" which he felt was the real key to communications in safety. Each person was asked to stand, identify himself and name one communica tion medium he thought important: --A weekly newsletter. --Word of Mouth. --Messages in the plant publication. --Personal contacts. --Daily memos. --Daily reports of conditions, and fol low up. --Following established lines. --Bulletin boards. --Monthly meetings. --Reports from line supervision to su perintendents. --Weekly meetings--use key men. --Written reports to the top, sent back down the line as directives. --Daily contacts--even by telephone. --Boards showing comparative stand ings. --Five-minute safety meetings. --Post rules in departments, issue rule books. --Contests. --Direct communication with the worker. --Direct communications, but through supervisor. At this point the ideas began to emerge, and the following were added to the list: Safety book racks, slogan contests, letters to homes, cards to homes on special occa sion, visual presentations, such as movies, sound slides, photo projection and safety workshops, a device the Union is begin ning to use. Glenn Gross of Firestone Co. used the magic word when he stressed the impor tance of listening to the other fellow, and getting his ideas. Cain was delighted to hand over the dollar prize. John Kumpel AFL-CIO urged that mate rial be presented in a dear, dignified, force ful and attention-compelling way. Mobile displays and message tapes were suggested. Cain reported briefly a contest that ended in the low man serving as valet for the winner at the Congress. Kumpd said the URW has a film library in great demand. He commended the film, "It's In The Cards." It was noted that the National Safety Coundl is a good source of safety films. Among other visual aids to communications. Cross uses a 16 mm camera and makes his own films; some plants are using Polaroid cameras, equipped to deliver slides; Dale Knox of Dayton Rubber, uses a display of safety shoes that have saved toes. Some plants hold meetings on company time; others have special arrangements. J. M. Papp, of Goodrich, suggests that at any meeting, you will learn more by listen ing while the men talk. Cain noted that an intentional error checks on whether or not a report has been read. Cain also recom mended that symbols used in a report be explained, in casejthe message doesa't jgd.. through. Cain stressed the importance of a plan for use to combat rumors, in case of disaster. Public relation is extremely important. Cain read off a number of ideas repre sented by various displays and recommended we look over the NSC exhibits for more. Although ideas were still coming in, time ran out and Cain closed with the point that "what we do is more important than what we say" when we are trying to communicate with people, and that one of the best things to do is--listen to the other fellow,^ 28 xaal occais movies, ind safety is begin- used the he imporellow, and limited to that mateied, force? Mobile suggested, hat ended t for the lm library I the film, d that the od source isua] aids a 16 mm ns; some , equipped f Dayton shr that company ments. J. s that at by listenri that an er or not so recomreport be oesn't get a plan for : disaster, rtant. as repremmended for more. in, time point that han what amunicate est things THE HUMAN FACTORS IN SAFETY by ROBERT L. CRANE manager, Supervisional Training, The Goodyear Tire & Rubber co., Akron, Ohio Goodyear Tire and Rubber company em phasizes safety through programs in supervisional training conferences, and the safety department A program, entitled "The Human Factors in Safety," was presented to approximately 3.000 supervisors in 15 Goodyear plants. The program consisted of four, one-hour sessions and stressed the importance of supervisors' using good human relations in acddent pre vention. We have had programs on human relations, and many on safety. But this was the first attempt to tie them together in one -program. The three objectives in putting on the program were: 1. To help supervision recognize the types of behavior that frequently lead to accidents. 2. To help supervision analyze daily reports for accident prevention. 3. To emphasize that good human rela tions plays ah important part in ac cident prevention. We started the program with a review of the four foundations for good relations which we and a good many other companies have stressed in human relations programs: Let each person know how he is get ting along. Give credit when due. Tell him in advance about changes that will affect him. Make the best use of each person's ability. LEARN EMPLOYEES' PROGRESS In session one, we concentrated on the first foundation. Let each person know how he is getting along--safety-wise. But first we must know how our people are doing safety-wise. There are two major sources of information that can help supervision find out how their people are doing: 1. REPORTS The reports available to supervision are: 1. Foreman's reports of injury 2. Hospital or first aid reports 3. Attendance reports 4. Production reports 5. Quality reports In our sessions we discussed how each of these reports can help us prevent accidents. For example, foreman's reports point out: acddent repeaters, hazardous operations and violations of safety rules. Attendance reports reveal conditions of health that lead to acddents, or that people are having difficulties at home. Production and quality reports may point out poor^fob conditions or personal problems of the em ployee. These reports can give us a lot of information that will help us to build a road to a better safety record. 2. BEHAVIOR However, reports are not the entire answer to acddent prevention. The other source of information is the behavior of our people. There are. seven types of behavior which are acddent hazards: 1. Anger 2. Indifference 3. Confusion 4. Fatigue 5. Carelessness 6. Daydreaming 7. Worry We ended the first session with a discus sion of what action can be taken when these types of behavior are observed. . Session two was devoted to the 16 safety rules of our company, because to let a person know he is breaking a safety rule we ourselves must know what thq rules are. To give credit to our people for following the safety rules we must know what the rules are. So we attempted to get our supervision thoroughly familiar witli' the rules. We used this technique: We picked the key word out of each safety rule and put it on a three by five inch card. One safety 29 1957 National Safety Congress rule says not to use air hoses to blow off out that this large range of differences was our clothes, so we put the words air hose true in any group of people for any ability on a card. trait or characteristic We distributed these 16 cards to the con ferees, and in discussion asked "Who has the card that says "qir hose?'' when some body raised his hand, we asked what the safety rule was about air hoses. Normally they came pretty close to the rule, and we discussed each rule and its importance. The conferees brought out many examples of accidents that happened because the rules were broken. We discussed the people who would most likely cause problems, and concluded that most problems would come from those at either extreme of the range Then we said that although every one is different, there are distinct and similar types of personalities. Five of the common types of personality that can cause difficulties are: 1. The fellow who is sloppy LOCKING-OUT RULE Session three was devoted to one of the safety rules: "The zone engineer or engi 2. The tough guy 3. The show off 4. The loud mouth neering supervisor is responsible for prop 5. The practical joker erly safeguarding against dangerous condi tions developing during the progress of a repair job." The area of safeguarding ma chines from bring started when bring re paired is potentially very dangerous. The sloppy man is frequently lazy, leaves things lying around. The tough^guyJhMc* safety is for sissies. He's the fdlow who runs the machine with the guard off. He's much too tough to get hurt! The show off In our company some machines are quite large, extending three to five stories high. It would be easy for a worker to start such a machine when someone was working on it, if proper precautions weren't taken. is interested in calling attention to himself. He will take chances to get people to notice him. The loud mouth attracts attention to himself by telling others how to do thrir job. He's the authority on everything. The last To drive home the necessity for `locking one the practical joker can give us a prettyout" a machine every time it is worked on. rough time we showed a film. "It's in die Cards," pro duced by the Abititi Paper co. of Canada. In our conferences we asked the conferees to note the behavior of the people to see if they could pick any of the seven types we discussed in session one. The problem is not how to recognize then but how to handle them. The session ended with a summary of the four sessions and the four foundations for good relations. Any house of safety would have to be built on these four foundations: We concluded the session agreeing that 1. To let each person know how he is it is important to observe the behavior of getting along, supervisors must know the our people to prevent accidents. accident, hospital, attendance; production and PERSONAL TRAITS EMPHASIZED In our last session, we discussed how people are both different and alike. Some times we overlook that people are so dif ferent, one from the other. To demonstrate this the'* conferees participated in -a little experiment We gave them a number and asked them to double the number and then re-double as far as they could go in 60 seconds. After the minute was up, we read correct answers and asked them to mark on their paper how many times they had doubled the number correctly. In every class there was quality reports with an understanding through observation of the behavior of our people. 2. To give credit'-when due, supervisors should have an attitude of fairness and sincerity. 3. To tell people in advance about things that will affect them "safety wise" they must know the safety rules. 4. To make the best use of each person's ability they need skill in leadership remem bering that everybody's different and recog nizing that people must be treated as in dividuals. a terrific range from a low of two or three These are the foundations upon which times up to 20 or 21 times. It was pointed any house of safety must be built^ 30 rer' was an; ilitv 'ould mos: luded that 1 those at m we said ent, there rsonalities. Jersonality izy, leaves my thinks ilow who off. He's : show off o himself. : to notice tendon to their job. The last s a pretty nize them ion ended sitf tad ion. Any : built on ow he is mow the ictioa and TStanding >r of our ipemsors ness and ut things hey most i person's > rememid recogd as in- <n which k. OFFICERS OF THE GLASS AND CERAMICS SECTION NATIONAL SAFETY COUNCIL 1957-58 General Chairman--RUSSELL FRANK, Ferro corp., Cleveland, Ohio. First Vice-Chairman--CLYDE C. RUDDICK, Pittsburgh Plate Glass co., Pittsburgh, Pa. Second Vice-Chairman--JOHN V. SKENDALL, Harbison-Walker Refractories co., Pittsburgh, Pa. Secretary--EDWIN L. WRAY--Ball Brothers co., Inc., Mtincie, Ind. Program Committee Chairman--THOMAS R. DONOGHUE, Pittsburgh Plate Glass co., Pittsburgh, Pa. Membership Committee Chairman--A. H. BURKETT, Owens-Illinois Glass co., Libby Glass div., Toledo, Ohio. Engineering & Health Committee Chairman--W. G. HAZARD, Owens-Illinois Glass co., Toledo, Ohio. Newsletter Editor--RUSSELL FRANK, Ferro corp., Cleveland, Ohio. Safety Promotions Committee Chairman--JAMES L. MORRIS, The Federal Glass Co., Columbus, Ohio. Safety Contest Committee Chairman--JOHN V. SKENDALL, Harbison-Walker Refrac tories co., Pittsburgh, Pa. Associations Committee Chairman--WILLIAM KOPPUT, Owens-Coming Fiberglas co., Newark, Ohio. Off-The-Job Safety Committee Chairman--KARL STEINKRAUS, Owens-Illinois Glass co., Alton, I1L Staff Representative--J. E. CROUSHORE, National Safety Council, Chicago, III. ............. " -- -- -- 31 OFFICERS OF THE RUBBER SECTION NATIONAL SAFETY COUNCIL 1957-58 General Chairman--C. E BECK, St. Clair Rubber co.f Marysville, Mich. Vice-Chairman in Charge of Program--M. R BATCHE, Firestone Tire & Rubber co., Akron, Ohio. Secretary--W. J. DOOLING, B. F. Goodrich Footwear and Flooring co,, A div. of The B. F. Goodrich co., Watertown, Mass. Sezcsletter Editor--A. R POMEROY, The Ohio Rubber co., Willoughby, Ohio. Engineering Committee: Chairman, N. C LONGER U. S. Rubber co., Passaic, N. J.; ED TURNER, The Goodyear Tire & Rubber co. of Canada, Ltd, Toronto, Canada; A. B. MAINES, Republic Rubber div. of the Lee Rubber & Tire corp, Youngstown, Ohio. ~ Health Committee: Chairman, R H. WILSON, M.D., The B. F. Goodrich co., Akron, Ohio; W. L. HOGUE, M.D, The Firestone Tire & Rubber co, Akron, Ohio; W. A. McCAUSLAND, M.D, B. F. Goodrich Footwear and Flooring co, A div. of The B. F. Goodrich co, Watertown, Mass.; F. W. SANDS, U. S. Rubber co. New York, N. Y. Membership Committee: Chairman, K. B. DAVIS, B. F. Goodrich Chemical co, Cleve land Ohio; *W. M. GRAFF, U. S. Rubber co. New York, N. Y.; *J. L. DEAN, The Firestone Tire & Rubber co, Memphis, Term. Poster Committee: Chairman, D. M. CORNELL, The Firestone Tire & Rubber Co, Akron, Ohio; F. J. FRAME, The Goodyear Tire & Rubber co. of Michigan, Jackson, Mich.; G. A MILLER, The Gates Rubber co, Denver, Ohio. Trade Association and Liaison Committee Chairman--D. M. CARSON, U. S. Rubber co, Detroit, Mich. Rules and Regulations Committee Chairman--C. S. KRUGER, Carlisle Tire & Rubber Division of Carlisle corp, Carlisle, Pa. Publicity Committee Chairman--RAY HART, The Dayton Rubber co, Dayton, Ohio. Statistics Committee Chairman--J. C. MILARCH, Corduroy Rubber co. Grand Rapids, Mich. Mechanical Goods Committee: Chairman, C. R COVERT, The Goodyear-Tire &--Rubber~ co, Akron, Ohio; G. E ROSE The Wooster Rubber co, Wooster, Ohio; T. F. DAVIS, B. F. Goodrich Sponge Products, div. of The B. F. Goodrich co, Shelton, Conn. Reclaim Manufacturing Committee: Chairman, *R M. BOYLES, Midwest Rubber Re claiming co. East St. Louis, III; *R W .FICKES, The Goodyear Tire & Rubber co, Akron, Ohio; *T. J. CAIN, JR, The B. F. Goodrich co, Akron, Ohio; P. E DERY, Dominion Rubber co. Ltd, Montreal, Canada; C G. TRAVERS, U. S. Rubber Re claiming co, Inc., Buffalo, N. Y. Rubber Laboratories Committee: Chairman, R A MANNING, The Goodyear Tire & Rubber co, Akron, Ohio; F. B. WILLIAMS, Carlisle Tire & Rubber div. of Carlisle corp, Carlisle, Pa.; E-J. FRANCOIS, United States Rubber co. Research Center, Wayne, N. J. Fire Safety Committee: Chairman, *G. H. BURKHARDT, General Tire and Rubber co, Akron, Ohio; J. J. RAYTKEWICH, U. S. Rubber co, Joliet, IlL; N. R HUNTER, Dunlop Tire & Rubber corp, Buffalo, N. Y. Off-The-Job Safety Committee: Chairman, E R. GARDNER, Akron Chamber of Com merce, Safety Council, Akron, Ohio; S. T. BURROWS, The Mansfield Tire & Rubber co, Mansfield, Ohio; *S. A. WRIGHT, Inland Manufacturing div. General Motors corp, Dayton, Ohio. % International Synthetic Rubber Safety Association: Chairman, G. T. SHUSTER, Texas U. S. Chemical co. Port Ncches, Tex.; H. M. ARCHER, Petro-Tex Chemical corp, Houston, Tex.; E. F. METZ, Copolymer Rubber & Chemical corp-. Baton Rouge, La.; R. I. KELLEY, American Synthetic Rubber corp, Louisville, Ky.; J. A. BROWN, Petroleum Chemicals, Inc, Lake Charles, La.; F. C. STARBIRD, The Firestone Tire & Rubber co. Synthetic Rubber div, Akron, Ohio; N. P. BARKER, General Tire & Rubber co, Odesso, Tex.; L, W. BOULTON, Polymer corp, Sarnia, Ontario, Canada; J. C UTLEY, Firestone Tire & Rubber co. Synthetic Rubber div. Lake Charles, La.: K. K. KETCHEL, United Rubber & Chemicals, Baytown, Tex. Advisory Committee: *FL L. ANDREWS, The Firestone Tire & Rubber co, Pottstown. Pa.; *T. H. BOYD, Manhattan Rubber div. of Reybestos, Manhattan, Inc, Passaic, N. J.; *R A. BULLOCK, Corduroy Rubber co. Grand Rapids, Mich.; *G. D. CROSS, The Firestone Tire & Rubber co, Akron, Ohio; *R. S. FARNUM, U. S. Rubber co, Detroit, Midi.; *ROLAND KASTELL, U. S. Rubber co, Nesr York, N. Y.;-?J. T. KIDNEY, The Goodyear Tire & Rubber co, Akron, Ohio; *J- E- LOVAS, U. S. Rubber co, Passaic, N. J. Staff Representative--JOHN D. GALLAGHER, National Safety Council, Chicago,'111. Past General Chairman 34 Other Volumes in this Series Users of this volume will find much value in its companion volumes. Here is the list: Vol. No. TITLE Stock No. 1 General Sessions and Detailed Index to all Volumes.................................... 022.27--I 2 Aviation: Aeronautical Industries Section & Air Transport Section.............. 022.27--2 3 Basic Steps in Accident Prevention............................................................... 022.27--3 4 Cement enci Quarry Industries....................................................................... 022.27--4 5 Chemical Industries ..................................................................................... 022.27--5 6 Coal Mining Industry..................................................................................... 022.27--6 7 Construction Industry and Public Employment (PublicEmployee Section)-- 02227--7 8 Electrical Equipment Industry and Public Utilities....................................... 02227--8 9 Farm Safety ............................................................................................... 022227--9 10 Fertilizer Industry ........................................................................................ 022227--10 11 Food, Meat Packing & Leather Industries,Trades and Services..................... 022227--II 12 Glass and Ceramics Industry and Rubber Industry...................................... 022227--12 13 Home Safety ................................................................................................ 022227--13 14 Industrial Subject Sessions (Sponsored by ASSE)....................................... 022.27--14 15 Labor ........................................................................................................... 022227--IS 16 Maritime Industries (Marine Section)..tt'.'. rr.... ...............02227--16 17 Metals Industry ............................................... 02227--17 18 Metals Products Industries (Automotive and Machine Shop Section Power Press and Forging Section)............................................................ 02227--18 19 Mining Industry ................................................................................. !.... 02227--19 20 Motor Transportation Industry (Commercial Vehicle Section).................... 02227--20 21 Occupational Health Nursing Section.......................................................... 02227--21 22 Petroleum Industry ....................................................................................... 02227--22 23 Printing and Publishing Industry......... ......................................................... 02227--23 24 Pulp and Paper Industry................................................................................ 02227--24 25 Railroad Industry ........................................................................................ 02227--25 26 School and College Safety.......................................................................... 02227--26 27 Traffic Safety................................................................................................ 02227--27 28 Transit Industry ............................................................................................ 02227--28 29 Wood Products and Textile Industries........................................................ 02227--29 30 Early Morning Sessions, "Human Relationsand Man-Management"............... 02227--30 PRICES OF EXTRA COPIES OF INDIVIDUAL VOLUMES VOLUME SIZE 12 or less pages-- 13 to 24- pages-- 25 to 4 pages-- 49 to 96 pages-- Over 96 pages-- 1 to 9 copies Each $025 .35 .45 .60 .85 10 to 99 copies Each $020 28 27 JO .75 100 to 999 copies Each -- $0.17 23 ,33 ,45 JO 1000 or more Each $0.17 25 .33 .45 JO Complete set of Current Safety Topics (30 vols.)--$950. Stock No. 022.17 All prices shown are subject to a 10 per cent discount to National Safety Council members. NATIONAL SAFETY COUNCIL 425 NORTH MICHIGAN AVE. CHICAGO 11, ILL. 2M15802 friktzd i o.t A 022.27--12 36