Document 8VqgbKY2bnr4L4rKqB4MGGDOK

FILE NAME: PPG (PPG) DATE: 1967 DOC#: PPG017 DOCUMENT DESCRIPTION: Transactions of the National Safety Congress - Glass and Ceramics; Rubber Industries 55th NATIONAL SAFETY CONGRESS Papers Delivered in the GLASS & CERAMICS SESSIONS RUBBER and PLASTICS SESSIONS Five Years of Future Dates for the National Safety Congress......................... 4 G LA SS & CERAM ICS SESSIO N S Computers Can Help Plan a Safety Program...................... .Manuel Spinner 5 How I Train My Employees to Work Safely............................Bernard Petrak 9 How I Motivate My Employees to Work Safely.................James B. Donahue 11 How I Maintain Good Housekeeping................................... Robert B. Fickes 13 The Zero Accidents Program......................................................Jerry B. Lee 15 What's New In Noise.................................................................IV. G. Hazard 17 New Safety Motivation Techniques.......................................... John J. Long 22 RUBBER & PLASTICS SESSIO N S Establishment of a Hearing Conservation Program In a Diversified Rubber Industry.................... L H . Ballou, M.D. 23 Preventive Maintenance of Synthetic Plant Safety Equipment.................................................... David J. Marlanl 29 Designing Safety into Powered Industrial Trucks...................... O. S. Carllss 33 Just Another Day in the Life of a Safety Man (A Skit)........... Roy N. Johnson 38 Officers of the Glass & Ceram ics Section 1967-68 ..................................... 43 Officers of the Rubber & Plastics Section 1967-68....................................... 45 Other Volumes in 1967 National Safety Transactions................ ....... Back Cover 8 ` `S' GLASS & CERAMICS SESSIONS COMPUTERS CAN HELP PLAN A SAFETY PROGRAM '" 'B y MANVEL SPINNER Manager, Plant Engineering Dept., Glass Divirion, Ford Motor Co. You may consider tho computer as the ex clusive property of die "whiz ldd" fresh out of college, who plans to revamp your entire firm with this magic wand. However, if your firm is going to have this "new look," it will not be done singlfihandedly by tho recent college graduate, b u t by men who have practical.training and experience, who can make the computer a most valuable weapon. But you must provide the computer with data that makes sense. How can this b e accomplished? Of course, if you have a new plant to construct, you have a better start; especially when it is gen erally understood that safety is an integral part of a plant and safety requirements must be satisfied before the plant can go "on stream." Too often new plant construction safety programs are given the "stepchild" treat ment as emphasis is placed on those items essential to begin production. Consequently, a plant start-up is usually void of many es sential safety requirements, resulting in tem porary implementation and many times re quiring "crash" projects to complete. A possible deterrent to this condition is the Critical Path method of planning and scheduling which has come into its own in the last five yean and has seen wide accept ance in tho construction field. The first step in using computers to plan a safety program is the knowledge of the Critical Path Pro gram. This technique utilizes computer cal culations which permit die "management by exception" principle, where you can concen trate cn reviewing the status of the critical items only. This technique provides safety engineers with the means to participate more actively in plant construction, expansion, or renovations. CPM Fundamentals. Before proceeding with how this tech nique works, let us discuss briefly the funda mentals. A minimum training effort in this method, which would be die "A-B-Cs," is needed before using it; it is not difficult To understand the fundamentals, several basio terms have spedfio meanings which, in this technique and the literature, differ from gen eral usage. This basic terminology allows for understanding the philosophy of Critic! Path and permits presenting a relatively simp!o training course. PERT and CPM can be considered as having the same results through activity and event orientation. L et us begin tho "mini" course. The Critical' Path method is a new m an agement technique for planning,, scheduling, and controlling projects which consist o f a group of interrelated activities or jobs th at am , directed toward a common goal. The planning phase of a project consists of determining a proposed method of action or procedure. In this technique, planning must be. separated from scheduling; there fore, it is independent of timing. Planning involves making an analysis to determine what specific jobs are to be done, tho se quence of work required in accomplishing tiie project, and the interrelations between jobs. Job 1, 2 "Decide on Computer'' (Fig. 1.) must be completed before any other jobs are started. The job "Procure Computer'' 2, 0 must be completed before Job 6, 11 can be started. AjSt Job 2, 0 "Procure Computer'' can be performed concurrently with tho jobs on three other paths; the path .above Job 2, 6; the path below it; and the path at the bot tom Of the diagram. Drawing the network plan on "arrow dia grams," which, is done in conjunction with the planning analysis, allows for answering questions such as these: 1. W hat other activity(s) must be com pleted befor*4his activity can start? 2. W hat other activity(s) can be done while this activity is being done? 8. What activity(s) cannot start until after this activity is done? 5 1007 National Safety Congre SAM PLE PROBLEM -- ARROW DIAGRAM SOLICIT AWARD -- ESTIMATED JOB TIMES (WEEKS) ri. 1 Alter planning, tho next major phase is scheduling. Scheduling is the development of a timetable from which time estimates are placed on the plan. The schedulo indicates when each activity is to be accomplished. , Tho numbers within the parentheses (Fig. 1) are estimated time requirements for each job. They may be days, weeks, or months. Job 1, 2 has a time estimate of four weeks; Job 2, 6 requires 25 weeks; etc. Tho time es timates must be realistic in order to produce a good schedule for meeting deadlines irnd avoid unnecessary project costs. The next step in scheduling is to deter mine the Critical Path. It is the longest path on the network for the project in terms of timo. The project duration is tho total time required for the jobs on the Critical Path. The Critical Path is determined by adding the time requirements for the jobs in each path: The top path via Jobs 1, 2, 3, 4, 5, 6, 11, 13,14 requires 40 weeks. The next path requires 37 weeks. The third path requires 15 weeks. The next path requires 33 Weeks. The last path requires 28 weeks. 6 Tho 40 weeks required for the tom path is tho longest in duration of any of the paths, and is tho Critical Path. This 40 weeks is, therefore, the estimated time required to complete the project. ' ' Jobs on tho Critical Path have no "float." Float is defined as tho time the performance of a job may be delayed without delaying overall poject completion. On all other paths in the diagram, some flexibility is per missible without delaying the project comple tion. The actual scheduling--establishing the start and finish times for each job--can then be made by management. This includes making decisions on how to use the available float for the best allocation of money, man power, and other resources. For small, proj ects, the calculations can be made man ually; for loirge projects, a computer is re quired. The third major phase of the Critical Path method is controlling tho project. Exercising control of the work in a project consists of coordinating action in such a way that objec tives are accomplished in accord with man agement planning.. With tho Critical Path method, management personnel are provided Glass ir Ceramics Section with periodic reports based on output printed by a computer. These reports kocp management abreast of tho progress of the project. Tho reports show (1 ) Jobs com pleted, (2 ) actual completion time of the completed jobs, (3 ) jobs that ore on sched ule, and (4) jobs that ore behind schcdulo. To summarize, using a different project from the computer installation, wo will com pare this management information system with the conventional bar chart familiar to almost everyone in industry and which has been the traditional approach to planning and scheduling. This chart provides somo valuable information, such ns tho duration of major items and starting and ending times. However, from tho standpoint of effectively planning, scheduling and controlling a proj ect, additional and more accurate information is required. For example, this method will have an exceptionally difficult task to anatfer these questions: 1. Which portions of tho design can be done concurrently with fabricating and pro curing parts? 2. Which parts of tho design must be completed before other parts of the design can begin? 3. Which activities are to be given priority in order not to hold up completing tho proj ect on schedule? Yet, when we note the network, we can answer these questions rather readily. For example: 1. While we aro procuring parts and shop fabrication, we can be preparing the installa tion designs. 2. Tho sequence of designs, design equip ment, detailed equipment design, and instal lation designs are distinctly shown. 3. The path-design equipment, detailed equipment design, procure parts, install equipment and tryout-m ust be given prior ity as this is the critical path. As the Critical Path permits improved methods for controlling projects by tho uso of a computer, substantial time can be saved in decision making. Alternate methods can be evaluated with some degree of thorough ness. CPM Application. Our plant engineering activity has used the Critical Path method on a number of multi-million dollar programs. Since the Mt. Clemens paint plant allowed for rather ac- tivo participation by tho safety personnel through tho use of Critical Path mothod, we can use it as a typical example: Tho M t Clemens paint plant doubles our previous paint production, as well as produc ing rosins heretofore purchased for uso in tho paint formulation. Approval to go ahead was given by the Board of Directors in Oc tober, 1964. Construction ogjts were in the millions, and tho entire program required over two years to complete. As this was a now venture for automotive manufacturing personnel tho complexities th at were expected to bo encountered made the uso of tho Criti cal Path method a mandate. The CPM diagram for tho paint plant shows only major activities. For this size job somo firms would prepare diagrams of 3,000 to 5,000 activities--this diagram contains about 500, Our activity uses CPM to stress planning by monitoring periodically con struction progress against the diagram and with specific reference to the status of tho milestones. Milestones represent the key objectives during the course of a program or project. So that the end completion date is defined properly, milestone dates must bo met: Mile stone-Start Paint Production, Node 246, 3/1/66. All of the activities needed to sup port tho production of paint which lead into tins activity will determine the planning date, A computer run predicts the ability of confirming this date. Tho milestone concept leads into tho safety engineer's participation. Our division safety engineer became one of the astute students in CPM and was quick to learn tho impact of milestones. -Ho used Node 246 to investigate all of his safety items and activi ties essential to the production of paint. Such items as gate security, hose carts, extin guishers, protective safety equipment, and other industrial relations items for which ho also, assumes responsibility arc diagrammed --"keyed" to milestones which have been ori ented to production. Most important is tho means by which he can apply lqgic, as sim ple as it may seem, to develop tho scope of his responsibility. i The timing of these safety items was eval uated from computer-based programs de signed by Ford Motor Company with tho output reports being peculiar to Ford, Motor Company procedure. The information, con tained is the type o f information that our or 7 1007 Notional Safety Congrett ganization believes Is dosirablo and it may not necessarily bo appropriate (or other ac tivities. Information available through the computer outputs include milestono reports, schedule data, and bar charts. In die milestono report tho safety engineer can review a summarized schedulo relating to his particular milestones, of which ho has incorporated the master diagram milestone report Nodo 246, for cxamplo, shows from this report that he is 22 days behind schedule. H ie safety engineer will then look at tho scheduled data report and will note the ac tivities that contribute to the behind-schcdule condition. In this instance, there arc a number of activities that contribute to the delays and the safety engineer is ablo to take each of diese items and act accordingly. Where the responsibility rests with him, ho must contact suppliers and expedite deliver ies. W here the responsibility lies with man agement heading the project, he must notify them of the impact of not having tho various safety innovations on time. Based upon his review, the safety engineer communicates with management personnel citing substantial facts at an early date of the pending problems. Critical Path planning will provide the ability to predict in advanco and avoid crises. Another computer printout is the bar chart At a glance, the Division Safety Engi neer is able to note die pertinent activities with respect to a calendar if a job is behind schedule, being performed on time, or ahead of schedule. This chart is primarly used for reviewing alternatives during tho course of a program. For example, when there is a delay anticipated, some planning activities con be jnggled, based upon their proposed starting times. Conclusion. In conclusion, we can substantiate die usefulness of CPM with these facts: Paint production, which was admittedly complex, was able to start within 15 days of the March 1 planned starting time. When you consider that this dato was determined about two years prior to start-up and the labor climate and equipment delivery conditions causing abrupt changes during this period, tho Critical Path technique did help us meet our commitments. CPM has its share of pitfalls but a great deal of them, ore due to inexperience, and the problems lessen with tho completion of another job. However, there arc still prob lems inherent with tho present method and tho scope of these problems is dependent on the individual. Time and effort is necessary to keep this technique a dynamic part of the project; therefore, for effectiveness this type of work must become a portion of your working routine. Secondly, as th e computer essentially answers only "yes and no" questions, the programming is extensive and input data takes time to prepare. W o at Ford would like to reduce this detail and are pressuring Operations Research to simplify as much as possible tho input requirements. We are get ting encouraging response. Finally, an essential requirement of CPM is personal discipline for thorough analysis and thought. Tho program is as effective as your ability to think and plan, which you diagram. My answer to those who show resistance to this typo of program is this: I know I am "one up" on anyone else in tho planning of my project by using this technique. If there is a better way, I do not know of it. CPM cannot provide 1O0 per cent assur ance of a successful program b u t it most cer tainly will give you a great deal of manage ment information data to deal with potential problems and, therefore, the ability to main tain on orderly direction of your project If I can make any recommendations, it is th at computers are here to stay as tho potential is boundless and wo must learn to use them properly. I f I were asked to offer a sugges tion for a basic training course essential to computer oriented operations for safety engi neers, as well as any other activity, it would be to learn the Critical Path method. Logic is "the name of th e game," and here is a way to "play" i t 8 OFFICERS OF THE GLASS AND CERAMICS SECTION National Safety Council 1967-68 General Chairman-JoHN J.. Long, PPG Industries, Cumberland, Md. First Vice-Chairman--]q iw W. Bloom, Owens-Illinois, Inc., Fairmont, W . Va. Second Vice-Chairman--Andrew O resick, PPG industries, Ford City, Pa. Secretary--H. Clark Underwood, PEG Industries, Pittsburgh, Pa. Newsletter Editor--Richard Reilly, PPG Industries, Ford City, Pa. Program Committco-E. M. T hompson (Chairman), Ford Motor Co., Nashville Glass Plant, Nashville, Tenn.; C. D oan Noce, PPG Industries, Crystal City, Mo.; Andrew J . P avlik, H unt Foods and Industries, Inc., Penysburg, Ohio. Health Committee--J orge Hernandez-Osuna (Chairm an), Accion Social Regiomontana, Monterrey, N. L. Mexico; W. G. Hazard, Owens-Illinois, Inc., Toledo, Ohio; Ralph King, Ford Motor Co., Nashville Glass Plant, Nashville, Tenn.;' J. T. D estefano, PPG Industries, Pittsburgh, Pa. Engineering Comrnittcc-t ] o m V. Skendall (Chairman), Harbison-Walkcr Refractories Co., Pittsburgh, Pa. ` F rank Manning, Ford Motor Co., Glass Div., Dearborn, Mich.; Alan Boder, PPG Industries, Clarksburg, W. Va. Membership Com mittce-Dave Ciiarlesworth (Chairm an), Ball Brothers Company Incor porated, Mundelein, 111.; ` John Rheinheimer, Hunt Foods, Inc., Fullerton, Calif.; Richard H ucke, Owens-Illinois, Inc., Vineland, N. J. Off-the-Job Committee--Charles B. Reagan (Chairman), Ball Brothers Co., Inc., Muncie, Ind.; Donald D. Hodds Anchor Hocking Glass Corp., Lancaster, Ohio Training (Committee-A. D , D avis (Chairman), PPG Industries, Creighton, Pa.; C harles R. H aines, PPG Industries, Mt. Vemon, Ohio; R. E. Sourwine, PPG Industries, Pitts burgh, Pa. Safety Promotion Committee--George W. T eiherly (Chairman), Foster-Forbes Glass Co., Marion, Ind.; C. S. Kraft, PPG Industries, Henryetta, Olda. Research Committcc-jAMES D. Shannon (Chairman), Ford Motor Co., Class Div., Dearborn, Mich., Francis E. L a C hapelle, Owens-Illinois, Inc., Hapeville, Ga. Associations Committee--Rorert A. Sm ith (Chairman), Owens-Illinois, Inc., Toledo, Ohio; W. W . Boxell, Foster-Forbes Glass Co., Marion, Ind. 43 Nominations C om m ute-9F rank M anning (C hairm an), Ford Motor Co., C la n Div., Dearborn, Mich.; John W. Bloom ( 1st Vico Chairm an), Owens-Illinois, Inc., Fairmont, W. Va.; *C. D oan N ock, PPG Industrios, Crystal City, Mo.; John J. L ong, PPG Industries, Cumberland, Md. "Blowers and Fuggers" Com m ittee-(Past General Chairmen)--Fred G. Anderson, Corning, N. Y.; H. V. Gardner, Owens-Illinois, Inc., Toledo, Ohio; John P, Stxphenson, Ball Bros. Co., Inc., Munde, Ind.; James L. M orris, The Federal Glass Co., Columbus, Ohio; J. C. Dittmer, Cranford, N. J.; T. R. D onoghuk (deceased), PPG Industries; W . G. H azard, Owens-Illinois, Inc,, Toledo, Ohio; H arrt A. Jackson, Frigidaire Division Plant # 3 , General Motors Corp., Dayton, Ohio; J. H. G atrkll, American Saint Gobain Corp., Kingsport, Tenn.; John B. F llen, Kopp Glass, Inc., Swissvale, Pa.; R traanx W . F rank, Ferro Corporation, Cleveland, Ohio; Clyde C. Roddick, Bethel Park, Fa.; John V . Skxndall, Harblson-Walker Refractories Co,, Pittsburgh, Pa.; Edwin I,. W hat, Ball Bros. Co., Inc., Muncie, Ind.; Clinton Ballinger, Owens-Illinois, Inc., Gas City, Ind.; J oseph E. M orrison, Houston Chemical Corp., Beaumont, Texas; John Rhein hkimzr, H unt Foods, In a , Fullerton, Calif.; Robert W. Moulton, Ball Brothers Co., In a , M unde, Ind.; C. D oan Nock, PPG Industries, Crystal City, Mo.; F rank M anning, F ord Motor Co., Glass Div., Dearborn, Mich. Staff Reprsentaitpc- G rant Shibley, National Safety Council, 425 N. Michigan Ave., Chicago, 111. 60611 Past General Chairmen o 44