Document VR3qJ7zDynYGJVONejnx47mK

FILE NAME: Pennsylvania (PA) DATE: 1949 Jan DOC#: PAO15 DOCUMENT DESCRIPTION: PA Labor & Industry Review J ') - p n n s y LRBOR & m^ > X j d 30 /O ^ en ^ -- co T > BVIW - z-_ O 5?0 L V fi n i fl iriDUSTRy JANUARY- ft f> Governor J ames H . D uff m sm mm ''l l * *! mmm d epartm en t of labor a n d in d u str y EXECUTIVE PERSONNEL WILLIAM H. CHESNUT, Secretary FRANK K. BOAL, Deputy Secretary JO H N J. BURNS, Deputy Secretary Maurice E. Boate ............................................................Comptroller THOMAS J. Q uigley, D ire c to r.......................... Bureau of Inspection W illiam L. Boylan, Director Bureau of Industrial Standards Phillip F. Bolen, Acting Director ..............Bureau of Mediation H elen S. Myers, Director . Bureau of Research and Information Mary Rice Morrow, Director . Bureau of W omen and Children and Hours and M inimum Wages Vacancy, Director .................. Bureau of W orkm en's Compensation George E. Gwilliam, Manager state W orkmen's Insurance Bund IN D U ST R IA L BOARD William H. CHESNUT...........................................................Chairman J oh n B. Backhus W ilbert W ear Mrs. M. J. K eane Rau Elvin W. Overdorff Frank A. H e s s ........................................................................... Secretary W O R K M E N 'S C O M P E N S A T IO N B O A R D Daniel G. M urphy ............................................................... Chairman W illiam R. G allagher........................................................... Secretary Leo G. K n o l l .................... Member W ilmer M. Ja c o b y .......... ..................................................... Member William H. Chesnut ........................................................... Ex-Officio S T A T E W O R K M E N 'S I N S U R A N C E B O A R D W illiam H. Ch e s n u t .......................... .................................Chairman Ramsey Bl a c k ...............................................................State Treasurer James F. Malone, J r................................... Insurance Commissioner P E N N S Y L V A N IA LABO R RELA TIO N S BO ARD Darrell W . Smiley ............................................................... Chairman Leo Abernathy Malcolm B. P etrikin Jacob Br y e r t o n ........................................................................Secretary U N E M P LO Y M E N T C O M P E N SA T IO N BO ARD OF REVIEW H arry A. Engelhart ........................................................... Chairman Clarence E. Blackburn H enry L. Lawrence Melvin L. J acobs ..................................................................... Secretary A. J. CARUSO . . Executive Director, Bureau of Employment Service and Unemployment Compensation T homas J. Do n a g h y ................................ Administrative Assistant SAFE! In This Issue . . . A Safety Council Official Labor's Part in Safety . . Safety and Production . . Safety in Decentralized ( Dust Control in Asbestos Accident Prevention Tra Accident Prevention Pay. Pennsylvania Additional copies of this pu Bureau of Room Harris INDUSTRY :L try , tary tary ..........Comptroller treau of Inspection 'ndustrial Standards urean of Mediation cb and Information omen and Children d Minimum Wages ten's Compensation in's Insurance Fund SAFETY SPECIAL In This Issue . . . PAGE A Safety Council Official S p e a k s..................................... 3 Labor's Part in S a fe ty ................. 9 Safety and P roduction ...................................................... 10 Safety in Decentralized O peration ................................. 13 it W ear w . OVERDORFF i y ..........Secretary JARD .............. Chairman ..........Secretary .................. Member ................ Member ................ Ex-Officio Dust Control in Asbestos Industry ................. ............ 20 0 Accident Prevention Training ........................................ 23 Accident Prevention P a y s ................................................ 27 BOARD ............... Chairman i . . . State Treasurer 'ance Commissioner BOARD --*'. . . . C h a i r m P e t r ik in Secretary \ y OF REVIEW :r r .......... Chairman Lawrence .................. Secretary !'Employment Service ment Compensation inistrative Assistant a n _______________________________________________________ NNSYLVANIA LABOR AND INDUSTRY REVIEW Additional copies if this publication may be obtained by writing to: Bureau of Research & Information Room S07 Feller Building Harrisburg, Pennsylvania FOREWORD O NE OF the principal means of advancement for industrial safety is the safety conference. At these meetings, experts in various fields of industry gather for interchange of new ideas and methods. The cause of industrial safety, in Pennsylvania as well as throughout the Nation, is more important today than ever before, for two reasons. First, these are times when the appalling waste of man power and production caused by industrial accidents must be reduced to a very minimum, because a hungry world needs all America can produce to insure its continued physical existence, and to preserve the ideals of freedom everywhere. Second, with more than 6 millions of workers em ployed in the United States to satisfy this unprecedented demand for goods and services, industrial accident haz ards are at a new all time high. In the cause of humanity, it behooves us to bend every effort toward maximum preservation of life and limb. Pennsylvania, being the Union's second industrial State, finds this problem especially acute. During the annual Pennsylvania State-wide Accident Prevention Conference at Harrisburg recently, the fore most experts in the field of scientific safety gathered for a frontal attack upon their common foe. They repre sented such outstanding and civic-minded groups as the Philadelphia Safety Council, the Western Pennsylvania Safety Council, the Lehigh Valley Safety Council, the Erie Safety Council, and other groups. Their meeting constituted a significant forward stride in industrial safety in Pennsylvania, and every delegate returned home richer in knowledge and firmer in de termination to make Pennsylvania safe. It was an inspir ing meeting of the foremost minds in the field of safety. Therefore, by popular request, in the current issue of the Labor and Industry Review of the Department, of Labor and Industry, the deliberations of the various ex perts constituting the panel are re-printed herewith in full. Together, they constitute a valuable handbook in safety, of interest to every employer and every worker in our Commonwealth. Secretary of Labor and Industry q A SAFETY COUNCIL C HARRY I Mr. Brainerd Is District / S. MA N Y plants, and we are ha to say most of them in W< ern Pennsylvania, have very conspicuous places throu out their offices, plaques < certificates, signifying their gr accomplishments in safety, seems that hardly a week goes that some company in this G monwealth is not honored by sc recognition for its safety recc This is an indication of the thi ing of the President, the C b man of the. Board, the Forer and all your management su[ visors as to the importance t put upon accident prevention. It is interesting to review w has happened over the past qi ter of a century in industrial cident prevention. A ll of you know better the do how we started out with idea that if we could guard i chines, make mechanical chaw we'd cut our losses from accide: After spending many millions dollars, we soon found that a< all we are dealing with peo[ and it is the errors that pec make that are the basis for unnecessary loss as a result accident. W hen we step a ' from the plant, we have a para situation in the community. I after all, the continuity is m< up of people old and young. ^ can tell pretty nearly by rid through any given area what t of people are there, what is tl Jvancemcnt for ?rence. At these Ids of industry methods, sylvania as well 'tant today than g waste of manI accidents must a hungry world ~e its continued eals of freedom r*r workers em^^.precedented al accident hazjse of humanity, r d maximum rid industrial ;-wide Accident ;ently, the fore:ty gathered for ie. They repred groups as the :n Pennsylvania ty Council, the t forward stride 1 every delegate d firmer in de- was an inspir^jeld of safety, current issue of Department of i various exy' herewith in -J handbook in id every worker or and Industry q A SAFETY COUNCIL O F F IC IA L ............. HARRY H. BRAINERD Mr. Brainerd Is District Manager of the Western Pennsylvania Safety Council MA N Y plants, and we are happy to say most of them in W est ern Pennsylvania, have in very conspicuous places through out their offices, plaques and certificates, signifying their great accomplishments in safety. It | seems that hardly a week goes by that some company in this Com monwealth is not honored by some recognition for its safety record. This is an indication of the thinkj ing of the President, the Chair man of the Board, the Foremen and all' your management super visors as to the importance they put upon accident prevention. It is interesting to review what has happened over the past quar! ter of a century in industrial ac cident prevention. All of you know better than I do how we started out with the idea that if we could guard ma chines, make mechanical changes, ! we'd cut our losses from accidents. After spending many millions of dollars, we soon found that after ! all we are dealing with people, j and it is the errors that people make that are the basis for the unnecessary loss as a result of I accident. W hen we step away from the plant, we have a parallel I situation in the community. For, j after all, the commuity is made up of people old and young. You can tell pretty nearly by riding through any given area what type of people are there, what is their earning power, do they have initi ative, ambition, are they trying to better themselves. And if you find that, you'll find a community that has well paved streets, school buildings, new homes. And if you look further you will find they have a minimum of traffic and other hazards that would rob the lives and result in injuries to the citizens in their community. To have a good safe community you have to have leadership. Someone has to spearhead the movement. Someone has to stimu late everyone and make them conscious that their individual actions, whether it be at home, walking on the street or highway, driving an automobile, riding a bicycle or roller skating as our youngsters do, that they have an individual responsibility to the safety and welfare of the com munity in which they live. And I think by and large, that is pretty much the aim of the National Safety Council, the Philadelphia Safety Council, and all the other local safety councils that are working day and night to try to bring about fewer accidents to the people in any community. You have driven through com munities where you find the streets badly in need of repair, houses unpainted, lawns unkept, and you wonder why. Then you look around to see what sort of a business center it has and you 5 usually find that there are one or two, maybe small, but never theless plants of some manufac turing nature that by themselves, just to look at them, indicate that they have not come up to the 1948 standard in thinking. By that I mean they probably pay very close attention to what people are do ing when they are on the job, but they let the whistle blow and for get about those people when they go out int.o the community. I will bet they have trouble within their plants-- unrest and not a very harmonious feeling be tween their employees while they are on the job. Consequently, I think that industry's part in this community safety program is to provide the leadership in these communities to make them a bet ter place in which to live. Over a period of years, industries have done that. Proof of it is written in the history of the National Safety Council. They financed it, they operated it, and so on through the years they have car ried the major burden of accident prevention. Unfortunately,-- and this is en tirely personal-- because some of my directors may not agree: I hope t h e y do-- unfortunately, there has been a tendency in the minds of people that industry ought to pay the bill and conse quently they have been called upon time and time again to dig down in their pockets and finance the community safety programs. I have never found a businessman, an industrialist, that isn't ready and willing to admit that they have a large part in the safety program of a community and that they have a specific responsibility and they admit that it costs money and more money than has ever been given to any agency for that work and as time goes on it seems as though it will need more and more. At the same time they do not believe they should carry the whole burden. And per sonally, I do not believe they should either. The Community Safety problem is what? You can apply every principle that is found in on in dustrial program. It deals with children through the schools, play grounds, etc. It deals with the home, which we all know is the most hazardous place on the face of the earth. It deals with traffic, fire prevention, etc., and you and I as individuals ought to carry the major portion of the community program. W e should be able, as leaders, to impress our employees with their full sense of responsi bility towards the community safety program. If you do that on your job-- with your employees while they are on the job-- you are going to find benefits directly accrued through the development of better safety consciousness on the part of every individual em ployee. That does not cost money. That is effort and that is what I mean by leadership. Let's look at the other side. For sometime, my officers and directors in the Western Pennsyl vania Safety Council believed that our greater task as an organiza tion is to indoctrinate the mem bers of the communities in which we operate with a fuller sense of their individual responsibility, one along with that, to bring about t responsibility of helping to pa) for the program from which the> will benefit. There are several ap proaches that can be taken. Wc decided that the old adage o' trying to teach an old dog nev tricks was in effect right, so w< thought we'd start with the youngsters. If we can start witl the youngsters when they become school age, even pre-school age and continuously impress them a: they grow older that we will even tually have a more safe mindec group of individuals in the com munity. W e started that out-- some o you have probably heard of thi Green Pennant Program which w< operated last year in Alleghen; County as a try-out. Some peoph termed it the Cradle to the Grav. Program. It is no more than thi adaption of an industrial progran that proved to be an outstanding stimulus for the reduction of in dustrial accidents, particular!; prevalent during the war whei everyone was after " E " Awards It is identically the same progran made applicable to school chil dren in a community. We wer< faced with the same problem a every other agency. It cost money. Where are we going to ge the money. W e refused to go bac1 to industry and say "G ive " be cause we believed that you cai have an active program which wil stimulate a desire to participate We went to work, started < program, awarded pennants. In stead of " E " Pennants, we caller them Green Pennants. The young that 'n ponsibility mit that it cost ire money than'hoi n to any agency for i as time goes on hough it will need At the same time jelieve they should s burden. And per- not believe they lity Safety problem i can apply every is found in an intm. It deals with y '"e schools, play^ denls with the 'e all know is the ; njace on the face V, Is with traffic, jc., and you and ought to carry the of the community should be able, as ress our employees sense of responsi- the community i. If you do that ith your employees on the job-- you id benefits directly h the development / consciousness on individual emies not cost money, and that is what r ip. ,jhe other side. Sriy officers and Western Pennsyluncil believed that k as an organizaztrinate the memimunities in which i a fuller sense of their individual responsibility, and along with that, to bring about a responsibility of helping to pay for the program from which they will benefit. There are several ap proaches that can be taken. We decided that the old adage of trying to teach an old dog new tricks was in effect right, so we thought we'd start with the youngsters. If we can start with the youngsters when they become school age, even pre-school age, and continuously impress them as they grow older that we will even tually have a more safe minded group of individuals in the com munity. We started that out-- some of you have probably heard of this Green Pennant Program which we operated last year in Allegheny County as a try-out. Some people termed it the Cradle to the Grave Program. It is no more than the adaption of an industrial program that proved to be an outstanding stimulus for the reduction of in dustrial accidents, particularly prevalent during the war when everyone was after " E " Awards. It is identically the same program made applicable to school chil dren in a community. W e were faced with the same problem as every other agency. It costs money. Where are we going to get the money. W e refused to go back to industry and say "G ive " be cause we believed that you can have an active program which will stimulate a desire to participate. W e went to work, started a program, awarded pennants. In stead of " E " Pennants, we called them Green Pennants. The young sters had to have a thirty-day period free of traffic accidents and they won the pennant, and we continued with monthly awards to keep them stimulated. At the end of the year there was a per manent award. When we got through, we looked back to see what we had done. W hat was the result? How much did it cost? W e knew the bills were paid and we thought we'd check up to see where the money came from. The leadership which industry gave to the start of that program did not cost them money. M y Board of Directors underwrote and said, "make it self-supporting. It is a good program and if you do the job the people in the community will appreciate it and will help." That proved to be the case. We asked the adults to join the children in the Green Pennant Program with a sticker for a dol lar. W e collected not quite enough to pay the whole bill. How could we keep from going back and asking some individual group, business or industry for a hand out? W e staged a benefit baseball game between the Philadelphia A 's and the Pittsburgh Pirates. W hy did they do it? Because they saw a program in operation bene fitin g the children and each of the ball clubs told us they want to be a part of the community. Their welfare and future depend upon a good community. They want to be a part of it. If they can do it by playing a game, they wanted to do it. Without a pro gram they wouldn't have let us in the front door. I am convinced that in all areas of accident pre- 7 vention in your community par ticularly, a good active program will be self-supporting. So, con sequently, I cannot agree with some people who have talked about industry's stake in the com munity as being, as one council manager said, Vitamin C -- CASH. It isn't. It is leadership and it is active leadership. It isn't serv ing on a Board of Directors or being an officer. I think that industry should urge their men to participate in community af fairs. I think if there is a chance for any representative to serve on a traffic committee in a com munity they should be given every opportunity to do it. If they can serve on the school board in any capacity let them do it. Urge them to do it. Some body will say that costs money, they take the time away from the plant. That is true but as the individual in leadership finds, most of those things happen when they aren't on the job any way. They can participate with out too much loss of time. If we'll do that I don't think we will have to subscribe to the cash basis that everyone seems to think in dustry must provide for the safety movement. Sure, they have to help but I would like to re-empha size that it is leadership, active participation in all of the various programs in the community that is the major part for the contri bution of a better community. If you will pardon a personal reference again, we just finished at a county fair what I think is 8 one of the nicest exhibits we ever had. It is called Safety Town. We had streets marked off in a segre gated area where we had police women. In the City of Pittsburgh, we have found police women serv ing as school guards at school crossings are doing 99-44/ 100o better job than the average police officer who is called away for other duties. The children like them. They look pretty snappy in their uniforms. Somebody must be picking them for their looks. But these women came out and directed traffic for these children. W e gave them automobiles to create the traffic, and demon strated what they should do at crossings. Now, how did we put that ex hibit on? It cost somewhere in the neighborhood of $3,000 for a five-day period. M y council isn't any different from any other safety council. We didn't have $3,000, but we had industry will ing to continue to provide the leadership. W e had a program that was acceptable and every body knew what it was. The Americon Cable and Wire, the ittsburgh Plate Glass Company, paint, The County of Allegheny paved the place, the Fitch Con servatory the floral decorations, Gulf Oil, the gasoline stations, Pittsburgh Sun-Telegraph bought the automobiles. I went out and worked with the police women, the nicest part of it. It was in dollars and cents around $3,000. We did an actual prevention job in those five days. g LABOR'S PART IN SAP JAMES ] Mr. McDevitt Is President A S A SPO KESM AN for American Federation of Lo here in P e n n s y i v a n i i thought I'd like to say a few wc to you with respect to our resp sibility in the labor-managem picture and the efforts over yeors to prevent accidents. I tl most of you know the kind work done by the leadership our side of the fence in pron ing safety, and the conduct meetings with shop stewards, t ness agents and other official the labor movement on the : ject of safety, so that they in ' could get to the benches directly to the workers, the la stories we had to deliver with spect to accident prevention I think we have had a g deal of success with the coop tion of the Department of L( and Industry in that direction, as evidence of that I believe report of the Department i cates quite clearly that we I had that kind of cooperation, there is a great deal needed and when it is all boiled d< there are only two factors volved. One is that very important r ter of equipment, and two, < cation. When the equipmen there, it is then alone the q tion of educating the woi making him conscious of dangers involved and the need st exhibits we ever d Safety Town. W e ked off in a segreere we had police City of Pittsburgh, police women servguards at school Joing 99-4 4 /1 0 0% the average police called away for The children like k pretty snappy in Somebody must m for their looks, en came out and for these children.. n automobiles to fr' and demonAt^sshould do at . J '-we put that ex* somewhere in }d of $3,000 for a M y council isn't from any other W e didn't have had industry wille to provide the i had a program itable and everylat it was. The e and Wire, the s Glass Company, int" of Allegheny t^ ^ ie Fitch ConMoral decorations, oasoline stations, ^egraph bought >. I went out and police women, the % It was in dollars id $3,000. W e did sntion job in those q LABOR'S PART IN S A F E T Y ............. .......................................... JAMES L. McDEVITT Mr. McDevitt Is President of the Pennsylvania State Federation of Labor A S A SP O K E SM A N for the American Federation of Labor here in P e n n s y l v a n i a , I thought I'd like to say a few words to you with respect to our respon sibility in the labor-management picture and the efforts over the years to prevent accidents. I think most of you know the kind of I work done by the leadership on our side of the fence in promot' ing safety, and the conduct of meetings with shop stewards, busi ness agents and other officials of the labor movement on the sub ject of safety, so that they in turn could get to the benches and directly to the workers, the latest stories we had to deliver with rc' spect to accident prevention. I think we have had a great deal of success with flic coopero tion of the Department of Labor and Industry in that direction, and as evidence of that I believe the report of the Department indi cates quite clearly that we have had that kind of cooperation. But, there is a great deal needed yet and when it is all boiled down, there are only two factors in volved. One is that very important mat ter of equipment, and two, edu cation. W hen the equipment is there, it is then alone the ques tion of educating the worker, making him conscious of the dangers involved and the need for thinking. That is certainly a dif ficult task, but I believe great strides have been made in that di rection. I don't think any plant in our state is not safety con scious. Maybe a few-- but rela tively so. In looking over the records of the complaints we have had over our desks over the year, the great est number have to do with dust hazards. W e seem to be exper iencing considerable difficulty on that score, and while I am mind ful of the tremendous problem our leaders in industry face with respect to dust hazards, I am also mindful of the tremendous in crease in the number of diseases from dust. As an example, we had one plant in the central part of our Stale just about two y n m ago that didn't have a blower-- no one. O f course, when that was called to the State's attention, the matter was corrected and within a month or five weeks, the reports we now have covering that plant indicate that we haven't had one case develop in the last two years. W hat a saving that represents to that company. But our big headache is with the dust problem. W e are too mindful of the fact that there are some conditions that cannot be overcome. But I refer only to those that can be overcome and those, of course, that can be 9 eased to some extent. So we are calling on industry, particularly those of you who represent com panies engaged in work and fur ther study to that problem. That is the thing that worries us more than anything else. It is a thing on the constant increase and with the perfection of new materials, the hazards of course are in creased. A s for our part in the labor movement, I do want to as sure you we are going to continue with all the resources at our com- mand, to educate our people of the importance of stopping to think when their lives are in jeopardy. I am going to conclude and once again assure all of you of our intense interest in the safety campaign and our desire to be of assistance to you at any time you feel we may be able to lend any effort in our capacity and to as sure the Department of Labor and Industry of our continued coopera tion. SAFETY AND PRODUCTION il W ILLIAM C. LANDIS Air. Landis Is Vice-President joj the Western Union Switch and Signal Company I W O U L D like to re-emphasize some of the things we all know or should know, and have known about the practical effects of safety on production. I am go ing to ignore the human side of safety. W e are all conscious of it. W e are all willing to do our parts to keep lives from being lost and fingers and eyes from be ing lost. But that's another phase of the question, the same as Harry Brainerd's angle having to do with community safety and the respon sibility we have in that respect. I am going to look at safety work from the dollars and cents aspect of the economics of oper ating an industrial establishment. I'd like to say first that I don't think safety is an end to be ac complished in an industrial plant. It is a means to an end. The reason we have a plant, or a com pany, or an enterprise or business of any sort is to produce some thing. W e can't ever lose sight of the fact that production is the objective of our working every day life. So safety in a plant is not a philantrophic venture, or some thing to da for charitable reasons. Safety in an industrial plant is a tool of production, and it is either a good or a bad tool, depending upon how it is set up and ad ministered. The safest plant in the world wouldn't necessarily be a good place to work. It might be bankrupt, it might never get started. The thing that makes that plant and company continue is that continuing flow of business and an organization of good work men and good supervisors and 10 good technicians who keep that business coming in. W e are dealing with other men's money in an organization of that sort, and dealing with other men's money in a way which means we have to continually pro gress in order to keep that money at work and in order to continue to have an operating institution and continue to have jobs both for ourselves and for all of those who are associated with us. Thus, a safety program in an industrial institution is one of the marginal factors that contribute to the production. I say the objective of a manu facturing plant is to Produce. I like to put it that it means put ting into a freight car and freight truck materials that customers will buy, of a quality that is satis factory, at a cost that is reason able. And to do all those things best, we must do them safely. I don't have to go into a lot of detail to remind you that every one of those requirements of a plant's operation are affected by safety or lack of it. The cost most certainly is. Little things like compensation payments rep resent s p e n d i n g somebody's money. The maintenance of the facili ties, the safety equipment, the protective medical facilities and all of the people who have to do with it-- those things represent money. The biggest loss though, I think, of money in safety work in a plant comes with the loss of time. Because, Time represents Money. Every minute of time in a plant is paid for and if that time is lost, it represents an economic ucate our people of nee o f' stopping to their lives are in g to conclude and assure all of you of nterest in the safety :d our desire to be of you at any time you be able to lend any ' capacity and to asartment of Labor and ur continued coopra- iN D IS on Switch and Signal ave a plant, or a cornenterprise or business r is to produce somecan't ever lose sight that production is the : our working every day f in a plant is not a icp venture, or some- .charitable reasons. iV-industrial plant is a Juction, and it is either .. jbad tool, depending it is set up and ad- The safest plant in wouldn't necessarily be ce to work. It might be it might never get The thing that makes end company continue itinuing flow of business ionization of good workgood supervisors and good technicians who keep that business coming in. W e are dealing with other men's money in an organization of that sort, and dealing with other men's money in a way which means we have to continually pro gress in order to keep that money at work and in order to continue to have an operating institution and continue to have jobs both for ourselves and for all of those who are associated with us. Thus, a safety program in an industrial institution is one of the marginal factors that contribute to the production. I say the objective of a manu facturing plant is to Produce. I like to put it that it means put ting into a freight car and freight truck materials that customers will buy, of a quality that is satis factory, at a cost that is reason able. And to do all those things best, we must do them safely. I don't have to go into a lot of detail to remind you that every one of those requirements of a plant's operation are affected by safety or lack of it. The cost most certainly is. Little things like compensation payments rep resent s p e n d i n g somebody's money. The maintenance of the facili ties, the safety equipment, the protective medical facilities and all of the people who have to do with it-- those things represent money. The biggest loss though, I think, of money in safety work in a plant comes with the loss of time. Because, Time represents Money. Every minute of time in a plant is paid for and if that time is lost, it represents an economic waste and a loss of money that can't be replaced, It goes into the final cost of the product and it becomes a very important ele ment in that cost. The supervisor and the plant manager and the plant executive who is interested in costs can't ignore the safety factor. Quality, I think, is affected very materially by whether or not we have a safe place to work. If I'm standing alongside of a pouring track in a foundry, I always find myself wondering how soon some of that metal is going to splatter on to me. If I'm standing by a machine in a shop or walking down the aisle, I'm wondering always which one of those chips is going to land in my eye and I find myself doing that all the time and when I'm thinking about that, I'm not think ing about my job. That must be true of others-- perhaps every one. Because, in ignoring a part of the job that they are supposed to be doing at the time because they are worrying about personal safety, they can't be putting their best into the work, getting the utmost in quality. They must be wasting some time and, therefore, some money. So that to the extent that we can make a plant safe, we make it more economically sound as an operating institution. W e can never hope to make a plant en tirely safe. W e are dealing with people too, as I said before, and no one can predict what one per son will do or another person will do, but we can do our best to make the plant as safe as we can. In order to do that, we must, of course, have a safety department. an organization which keeps up to date on all of the latest de vices, that is aggressive in pro moting them and in encouraging their use, that has enough gogettiveness to persuade the ex ecutive management of the plant to be interested, and to get the supervisors and the workmen and everyone else to work with them. We need that safety department as a spearhead. W e must have it. It is a MUST. But no safety department will make the plant safe. No plant and management can make a plant safe. The plane manage ment must be sympathetic, must encourage safety, must put its weight behind it. But not alone. Everybody has got to be safety conscious-- every supervisor, every workman. They have to think all the time about doing everything in the way that will be the least hazardous. One of the ways in which that can be done is by pro moting good housekeeping, order liness. Things that are stacked properly don't fall over. If there is no rubbish pile, you can't trip over it. Not only do housekeeping and orderliness promote good pro duction and workmanship, but they promote safety. So I would think that the very first move in trying to make a safe place to work would be to do a good job of housekeeping. Then from there on, keep every thing in mind, that anything that can cause an accident is a po tential hazard, not only to the physical well-being but to the economic investment with which we are surrounded. And if we could school ourselves to do that and school everybody in our or ganization to do that, we will probably come as close to the ul timate in having a safe place in which to work as anyone could come. Safety programs are supposed to improve morale. I don't know what morale is. Some people think it is having music with your work, and others have different formu las. But to me morale is mostly made up of being satisfied with the place in which you work, hav ing confidence and respect for the people you work with-- your supervisor having respect for the workman, and workmen having respect for the supervisor. And all of us can have more respect for the other fellow in our organ ization. It is to feel that he has an interest in our welfare and our safety and that he is doing something all the time to try to make our work place a better place in which to work. In talking with our foremen and superintendents, I always try to break down overhead and other abstract things around a manu facturing plant, into terms they can understand. I try to repre sent the lights that are burning, the machines we buy for them to use and it represents all the brass hats and its represents too many brooms when they don't use them in the right way. It represents little things and safety in the same way represents little things. It may mean that you take a side step sometime instead of stepping forward and you step into an un safe position instead of a safe one. 12 It is something that just can' be talked about in big, broa< figures or abstract terms. It i something that is dependent upo every move we make, every direc tion of our walking through plant. It may mean a questio as to whether we come to wot this morning or stay at horn Littte things-- I i 111 e practice things-- are the things that d termine whether or not we ai working safely or not workit safely. And so, if we just try think about it that way, try make ourselves conscious of ti importance of every last thii we do, of every move we make, every thought we have, and try make each moment -as safe moment as we can, we are m< likely to come out at the end the line with an aggregate safe practices rather than unsi practices. <]] SAFETY IN A DECENT! G. E Mr. Morse Is Director of Emj Corporati THE PRACTICE of decentral tion of operations has give at Sylvania a brand new p of view with regard to safety accident prevention. By wa; building the scene, a bit of tory may be helpful. Prior to War, we had two plants in P sylvania-- one at St. Mary's the other at Emporium. I everybody in our orto do that, we will :ome as close to the ulhaving a safe place in work as anyone could programs are supposed e morale. I don't know lie is. Some people think ig music with your work, rs have different formuto me morale is mostly of being satisfied with : in which you work, havidence and respect for i you work with-- your Vrt'aving respect for the i, and workmen having for the supervisor. And an have more respect Other fellow in our organIt is to feel that he has rest in our welfare and ety and that he is doing ng all the time to try to jur work place a better 1 which to work, alking with our foremen perintendents, I always try k down overhead and other :t things around a manung plant, into terms they 'stand. I try to repreK._fights that are burning, ichines we buy for them to id it represents all the brass ... j its represents too many when they don't use them e right way. It represents things and safety in the way represents little things, y mean that you take a side ometime instead of stepping ird and you step into an un position instead of a safe It is something that just can't be talked about in big, broad i figures or abstract terms. It is something that is dependent upon every move we make, every direc tion of our walking through a plant. It may mean a question as to whether we come to work this morning or stay at home. Littte things-- I i 111 e practical things-- are the things that de termine whether or not we are working safely or not working safely. And so, if we just try to think about it that way, try to make ourselves conscious of the importance of every last thing we do, of every move we make, of every thought we have, and try to make each moment as safe a moment as we can, we are most likely to come out at the end of the line with an aggregate of safe practices rather than unsafe practices. To get back to the subject-- W hat a Good Safety Program Can Do for Production-- I'd put it this way: That a good safety program not only can do something for production, you've got to have one in order to have good production. It is a must; it is a production tool that can't be ignored. One of the more important things-- we must have a management which is sympathetic and under standing in that direction, must be given supervisors and work men who have been trained to be safety conscious and have the in telligence to proceed in that man ner. M ust have a safety depart ment that is active and efficient and able to keep everybody else steamed up. Then you are bound to have a relatively safe plant, and if you do you will be making the most of your economic invest ment and will have shown your selves to be good managers. t t t q SAFETY IN A DECENTRALIZED OPERATION G. E. MORSE Air. Morse Is Director of Employe Relations, Sylvania Electric Products Corporation, Emporium, Penna. T HE PR A C T IC E of decentraliza tion of operations has given us at Sylvania a brand new point of view with regard to safety and accident prevention. By way of building the scene, a bit of his tory may be helpful. Prior to the War, we had two plants in Penn sylvania-- one at St. M ary's and the other at Emporium. They were close enough to be operated as a single unit, as far as safety and accident prevention work is concerned. Over the period of years we had been in business, we developed a rather formal, carefully planned, well estab lished, s m o o t h l y functioning safety program. Looking back upon that period, 13 we can understand why that sys tem worked so well. We had two m a j o r products-- incandescent `light bulbs and radio receiving tubes. The simplicity of the prob lem was not the reason our pro gram went so smoothly. Behind it was the fact of an on-the-spot top management with an interest in safety work. In operating with a regard for the hazards to life and limb involved in industrial operations, not only were they onthe-spot, but they knew personally from experience, day to day, week to week, year to year the person nel, equipment, and process, so the program had a personality to it that stemmed from the very top reaches of the organization and helped to make it of importance equal with other aspects of the job. Then came the W ar with its terrific demand for expansion. In fact the W ar experience upset us completely-- especially o u r safety and accident prevention work. First, there was the tremendous influx of new employes. Not only the added ones to meet war-time orders, but the terrific turnover we experienced during that period. The draft and the spreading out of supervision contributed to the break up of our experience pat tern. The threads of the past were gone. The personal know how, the individual familiarity with operations, with possible sources of hazards and accidents were broken and, in many in stances, lost. Top management went on the road or moved away to new locations or jobs. Over crowded conditions increased the problems. New products moved in. W e had a lack of help. We could not hire the people we wanted, even when we scraped the bottom of the barrel. The need for new materials-- the need to be self-sufficient-- the pressure to get out the war production-- all affected the change. It was out of an almost actual breakdown of our operating sys tem that we developed a new point of view and a new plan-- the plan to decentralize opera tions. That plan is of interest be cause, while Sylvania in toto is counted as a large company, the decentralization process broke us down to small operating units, many brand new, many well below 100 employes total, so our ex perience has meaning now for the small or average sized firm. It has meaning for the large firm which, like Sylvania, is decentral ized with regard to its manufac turing facilities. Decentralization of operations forces a centralization of admin istration and service functions. It forced us to centralize our safety and accident prevention work. We were fearful of the change ini tially because, added to 'all the burdens of t h e s e war-time changes, we were a little alarmed that we would be so far removed from any personal contact, with front line management out at the finger tips of the decentralized organization; that our program would be a paper program; that we would talk a good game of accident prevention, but really would fail to have a workable one. We feared that the write-up, the chart, the forms, all the pro cedures would look good, but the accidents would crowd in on us -- people would be hurt, injured, would have their health damaged, because no one was on the spot representing top authority to take a personal interest in this phase of the work-- a phase all too easy to abandon in meeting of the need of a war-time schedule. We made a radical change in the organization set-up of our safety program. Previously it had been part and parcel of manu facturer reporting to the top oper ating executive. With the decen tralization of operations and with the emphasis on centralization of services-- safety and accident pre vention, industrial hygiene, em ploye health-- were grouped to gether under the Personnel or Industrial Relations Department. How could we, in making such a move, still carry the prestige of top management blessing to our safety work? It was decided to give it a try by putting it in the top reaches of our Industrial Re lations Department. Unfortunately it fell to me to head the program. I say unfor tunately because, in spite of the fact of my engineering back ground-- and ten years actual ex perience at that time with the Company, I was not a safety man. I was not even a qualified inspec tor. There was only one way to bridge that gap. The safety pro gram, while normally under the direction of the Industrial Rela tions Department, was given a direct channel to top manage ment, to the President of the Corporation, so he saw a safety problem without delay. An in- had a lack of help. W e it hire the people we 3ven when we scraped the if the barrel. The need naterials-- the need to be cient-- the pressure to the war production-- all the change. ; out of an almost actual #n of our operating sysit we developed a new view and a new plan-- n to decentralize operahat plan is of interest bewhile Sylvania in toto is as a large company, the ( ition process broke us V "sm oll operating units, rand new, many well below 'loyes total, so our ex. lias meaning now for the r average sized firm. It :aning for the large firm like Sylvania, is decentralth regard to its manufacfacilities. ntralization of operations a centralization of adminn and service functions. It us to centralize our safety cident prevention work. W e earful of the change inibecause, added to all the ' o f t h e s e war-time \i . we were a little alarmed e would be so far removed iny personal contact, with -ye management out at the .kips of the decentralized ization; that our program be a paper program; that iuld talk a good game of *nt prevention, but really fail to have a workable one. feared that the write-up, hart, the forms, all the proes would look good, but the accidents would crowd in on us -- people would be hurt, injured, would have their health damaged, because no one was on the spot representing top authority to take a personal interest in this phase of the work-- a phase all too easy to abandon in meeting of the need of a war-time schedule. W e made a radical change in the organization set-up of our safety program. Previously it had been part and parcel of manu facturer reporting to the top oper ating executive. With the decen tralization of operations and with the emphasis on centralization of services-- safety and accident pre vention, industrial hygiene, em ploye health-- were grouped to gether under the Personnel or Industrial Relations Department. How could we, in making such a move, still carry the prestige of top management blessing to our safety work? It was decided to give it a try by putting it in the top reaches of our Industrial Re lations Department. Unfortunately it fell to me to head the program. I say unfor tunately because, in spite of the fact of my engineering back ground-- and ten years actual ex perience at that time with the Company, I was not a safety man. I was not even a qualified inspec tor. There was only one way to bridge that gap. The safety pro gram, while normally under the direction of the Industrial Rela tions Department, was given a direct channel to top manage ment, to the President of the Corporation, so he saw a safety problem without delay. An in spector's report or a recommenda tion from the State of Pennsyl vania, or a suggestion by the insurance company would not be road-blocked, but could if neces sary travel freely and effectively right to the top of our Company. On the other hand, by being tied in with the rest of our personnel program, we had an open door into every nook and cranny of the organization, in spite of war-time security limitations, in spite of accounting niceties which tend to put things in little pockets and not allow a free interchange of information between activities. Under a Service Department, which affected everyone, through top management and every branch of the organization, and with the channel clear to the operating executive for the Company as a whole, we started out. That sounds fine. That's the paper program. But what happened is what counts. The credit for the success of that operation goes to the men in the field, particularly to Jim Lawler, our Area Safety Engineer in Pennsylvania. The success of our program stemmed, not from the top or the bottom, but from an intelligent, experi enced, effective inspection, fol low-up and guidance program, through the hands and mind of our Area Safety Engineer. The problem we faced was a terrific one. W e had new prod ucts; we began to make metal parts for ourselves; we started in the wire business because wire was a critical material and we could not buy it. We made com plicated mechanical equipment, 15 manufactured gases, and trans ported them. Finally we got into a war-time program that almost swept us away-- our part in the manufacture of that wonderful little fuse that was so effective in turning the tides of the W ar-- the variable time fuse which helped win the Battle of the Bulge and proved to be our answer to the Kamikaze suicide raiders in the Pacific. Purchasing agents who ordered parts by the hundred were dizzy when orders came through by the millions. W e had to hire someone-- anyone from the community-- for the job of handling dangerous materials that we knew little or nothing about. Employes operated ma chines who never had done that work before, and yet Jim and the safety men in the plants were able to lick those problems. In attempting to analyze why it worked and to take out of that analysis some hint as to how gov ernmental inspection services or individual industrial safety organ izations can call upon those same sources for day to day effectua tion of safety and accident pro grams in peace time is worth a moment's consideration. First we leaned heavily on the State and Federal agencies at hand, particularly the State. We liked Pennsylvania. While it is true that half of our company had its beginnings hre and some element of nostalgia entered into our selection of Pennsylvania for expansion, it was even more im portant that we had a good indus trial experience here. We found state agencies that were under- 16 standing, helpful and cooperative -- found industrial neighbors will ing to share our problems and give freely of their experience to help us out. In a short period of time, we increased to eighteen plants in eleven cities and towns in this State, with a flock of sub contracting operations acting as feeders to our own operations. In almost every instance, we were employing people untrained, un familiar with industrial work-- the ideal group to get into trouble. Just the group we and you would expect to have a poor accident record. By leaning on the experience-- by calling for the help of the State Inspector's Departments (men already overburdened by the war-time demands placed on them), we nevertheless were able to give those new organization personnel a quick support, a quick indoctrination, a very prompt and helpful sharing of many years of experience and specific know-how. W e called heavily upon the serv ices of our insurance company and there's a clue for many of us -- we pay good money in pre miums and count carefully our compensation costs, the results of our over-all program in loss, or accident prevention, but all too often we let lie dormant the tre mendous resources of the insur ance organizations which are more than willing to be of service if we will only help them to apply their abilities and their facilities to our specific problems-- if we regard them as an aid, an ally-- if we regard their facilities as tools of ours, rather than to treat them or regard them as outsiders -- as a hindrance-- as an annoying interference with our own pro gram. The next thing we did was call upon the State through its edu cational program. We just did not have the man-power or the skill to train first line supervision in the simple elements of safety work or accident prevention. And so we made out of the personnel and the training material of the State enough to get at least the beginnings of an understanding of what constitutes safe practice into the minds of our crop of new supervision. Sounds fine, doesn't it? But looking back at it there is an element we must not forget. To describe a program like that al most makes the task look easy, and you and I who have been close to the problem of maintain ing a safe and sane operation know that it just isn't easy. The hidden factors that helped to make this burden bearable; that helped to make this challenge meetable, were, first, the newness for many of the people involved. Here the very thing we feared, we must recognize was helpful to us. The new employe operating a gigantic machine with open fires, handling glass which might cut him, handling wires that might puncture him, was genuinely scared, and his fright helped to make him more susceptible to routine safety instruction. The appeal to patriotic elements at that time was an effective one. A competitive spirit was de veloped. Jim and his crew, by so simple a device as a sheet of paper, show- Ipful and cooperative jstrial neighbors wille our problems and if their `experience to In a short period of icreased to eighteen iven cities and towns , with a flock of sub operations acting as ur own operations. In y instance, we were people untrained, uni industrial work-- the to get into trouble. iup we and you would tave a poor accident L a the experience-- ' the help of the >ector's Departments I- overburdened by the 'lands placed on nevertheless were able ose new organization quick support, a quick on, a very prompt and ring of many years of and specific know-how. heavily upon the servjr insurance company i a clue for many of us good money in prei count carefully our ion costs, the results of Il'Orogram in loss, or ntion, but all too ef~ e dormant the treesources of the insur- zations which are idling to be of service only help them to apply ties and their facilities ecific problems-- if we 2m as an aid, an ally-- jard their facilities as jrs, rather than to treat egard them as outsiders -- as a hindrance-- as an annoying interference with our own pro gram. The next thing we did was call upon the State through its edu cational program. W e just did not have the man-power or the skill to train first line supervision in the simple elements of safety work or accident prevention. And so we made out of the personnel and the training material of the State enough to get at least the beginnings of an understanding of what constitutes safe practice into the minds of our crop of new supervision. Sounds fine, doesn't it? But looking back at it there is an element we must not forget. To describe a program like that al most makes the task look easy, and you and I who have been close to the problem of maintain ing a safe and sane operation know that it just isn't easy. The hidden factors that helped to make this burden bearable; that helped to make this challenge meetable, were, first, the newness for many of the people involved. Here the very thing we feared, we must recognize was helpful to us. The new employe operating a gigantic machine with open fires, handling glass which might cut him, handling wires that might puncture him, was genuinely scared, and his fright helped to make him more susceptible to routine safety instruction. The appeal to patriotic elements at that time was an effective one. A competitive spirit was de veloped. Jim and his crew, by so simple a device as a sheet of paper, show ing reportable accidents, lost time accidents, frequency, and severity figures, plant by plant, developed an interest in safety that almost approached the en thusiasm for a baseball series or a bowling series. Within the plant itself large accident boards were installed right on the work floor. W e had the advantage in most places of having all our opera tions in a single room, or at least a great part of them, and the safety board was set apart de liberately. Other posters, notices, signs were taken down, so that the safety board would stand out, and on it was kept the score, depart ment by department. That too helped to create and maintain a spirit of competition so that safety became a conscious part of the day to day operation of the indi vidual employe, and not just a program that the inspector was held accountable for. W e found that the in-plant problem was not our only one. Just as we felt we were getting somewhere, we were deluged with a rush of outside accidents. Re member during the war period how difficult it was to get some one to repair the leak in the roof or mend that broken pipe in the cellar, and we found our em ployes, although adequately keyed up to an appreciation of safety on the job, were getting themselves hurt after working hours. Under war-time working hours, employes played hard to offset their hours of working hard, and we suffered through everything from broken legs as a result of skiing in the winter to broken arms as a result of soft ball com- r petitions in the summer. And again, our accident man, Jim, and his crew came through. They tied jn after-hours safety with the necessity of the employes being on the job. In their educational program they worked on the fact that the employe thinks first and foremost of job security. They showed that job security in terms of pay or seniority or work rules has little meaning if it is thrown out the window by a careless acci dent while at play. The plan worked. A remarkable record you will agree, but what does it mean now? When the end of the war came, we in Sylvania breathed a sigh of relief. W e felt we could un cross our fingers. We said, "Now we will go back to our former time-tested program. Now we will have experienced employes. Now we will have adequate depth of supervision-- supervision by men who know the hazards involved, and who have had years of safety experience; they should be better than before the war because of their experience." That was a wrong guess. After V. J. Day, our experience got steadily worse. The pressure was gone. A man down-graded as a result of post war contraction wasn't the safety conscious experienced supervisor of work that we expected. He was careless. Psychologically some thing like this was going on in his mind-- " I have had ten times that many machines. I've su pervised ten times that many people. I've handled much more serious problems than that. These problems are easy." The old buga boo of familiarity breeding con- tempt made our accident experi ence steadily grow worse. We just could not carry on the old way. The old program did not work. When we took a quick look at our status, we found we had not returned to two plants, St. Marys and Emporium-- we were left with fourteen plants in nine different localities in Pennsylvania. We said, " It worked before. Let's go back to the old war-time razzle dazzle." But that failed, too. The money wasn't there for one thing. The patriotic elements were not there for a second. The need for a competitive point of view, rather than a throw-themanpower-in-and-get-it-out-thedoor point of view was another factor that had changed. A quick review of the plan con vinced us there was no easy solu tion and that there is no easy con tinuing solution to operating a safety program. That's true either in a single location or in multiple decentralized location such as we have. Nevertheless, we had to act fast. W e were about to sink our selves with accident losses in one plant. W e were holding our breath for fear employes' would refuse to come to work. W e had a toxicity problem that could break at any time in that com munity and make people say they would give up their jobs at Syl vania; that they could readily get better jobs with less hazards else where. W e had another situation where although guards were avail able and we know the solution to the problem, people were having fingers chopped off because main tenance crews were too busy doing reconversion of machinery and making the changes required by peacetime orders, where instead of Uncle Sam's millions, one cus tomer wanted a hundred, another wanted a dozen, another six. We decided we had only one course of action-- that was to pick the best we had learned from the two prior experiences-- our pre war experience and our actual war-time experience. First we decided that safety and accident prevention work and health work needed to be central ized. We recognized that we gained an advantage by having for that program a free channel to the top of the organization. So today our Central Medical and Safety Department, although it still appears on the organization chart in industrial relations or personnel (so that the door is open to all locations and activities), has a supplemental line direct to the president of the corporation. Second, we reasoned that the use of outside help would be the only answer, that it would be pos sible for us to still meet budget limitations and pressure of com petition on our cost and our over head expense. Therefore, we have attempted and we hope we have succeeded in gaining the very real help the State has to offer. At least that's the direction Sylvania wants to go in-- the direction of closer, effective cooperation with State agents. W e regard a State inspector as an ally, an assistant, a man we cannot afford for our selves. Similarly, we have continued to call upon the resources of our in surance carrier. This is just a little secret between you and me. 18 >ur accident experijrow worse. W e just ry on the old way. am did' not work, ook a quick look at 2 found we had not vo plants, St. Marys i-- we were left with ts in nine different Pennsylvania. W e ted before. Let's go old war-time razzlc t that failed, too. vasn't there for one patriotic elements re for a second. The competitive point of z ' an a throw-thcN*~nd-get-it-out-t hcrf view was another 'd changed. )w of the plan conire was no easy solu- there is no easy contion to operating a ,m. That's true cither >cation or in multiple J location such as we theless, we had to act re about to sink ouriccident losses in one were holding our fear employes would me to work. W e had pfoblem that could - 'ime in that comriTSke people say they up their jobs at Syl- jy could readily get i.rh less hazards elsehad another situation igh guards were avail.- know the solution to i, people were having ped off because mainws were too busy doing i of machinery and making the changes required by peacetime orders, where instead of Uncle Sam's millions, one cus tomer wanted a hundred, another wanted a dozen, another six. W e decided we had only one course of action-- that was to pick the best we had learned from the two prior experiences-- our pre war experience and our actual war-time experience. First we decided that safety and accident prevention work and health work needed to be central ized. W e recognized that we gained an advantage by having | for that program a free channel to the top of the organization. | So today our Central Medical and Safety Department, although it still appears on the organization ! chart in industrial relations or personnel (so that the door is open 1 to all locations and activities), has a supplemental line direct to the president of the corporation. Second, we reasoned that the use of outside help would be the only answer, that it would be pos sible for us to still meet budget limitations and pressure of com petition on our cost and our over head expense. Therefore, we have attempted and we hope we have succeeded in gaining the very real help the State has to offer. At least that's the direction Sylvania wants to go in-- the direction of closer, effective cooperation with State agents. W e regard a State inspector as an ally, an assistant, a man we cannot afford for our selves. Similarly, we have continued to call upon the resources of our in surance carrier. This is just a little secret between you and me. W e almost lost our insurance car rier, not because we weren't using his services, but because we were having such a poor experience. W e are convinced now that the two tie together. A good experi ence cannot be obtained by the trick of trying to lift yourself by your boot straps. Two heads are still better than one, and a good experience comes, I'm sure, in an operation like our own, in calling upon and making use of the facili ties and abilities of our insurance company. Third, and most important of all, is the appeal to the individual. W e just find it impossible to go back to the pre-war circumstances where we had a personal relation ship all up and down the line. On the other hand, we have lost the extras, the excitement of the war time fury, but we recognize that we need a personal interest on the part of every employe if there is to be an effective accident pre vention program. To gain that, we have selected in every plant a safety man. W e can't afford a full-time man, es pecially in those units with less than 100 employes total. But whatever other job a safety man has, first and foremost the amount of time allotted to him for his safety work is absolutely inviolate. If it is only ten per cent of his time, that ten per cent for the accident prevention program must and does come first. Every em ploye in that plant counts the safety man as his friend; also as his team mate in building a com pletely whole job security. Second, we have tried to tie in our acci dent and safety work with our 19 health program. I don't know why it is, but it's a strange quirk of human nature that you and I are much more concerned about the intangible than about the thing we can see. Expressed very crudely, if I were on a trip through the jungles of Africa, I would much rather be attacked by a man-eating tiger and killed in his jaws than to be stung by a tiny little fly and die of sleeping sickness. W hy? I don't know. You and I think there's some justice when we fall off a ladder and break an arm. We understand that. If an infec tion sets in, we don't even know how we got the scratch, and yet we lose a finger or an arm. We don't understand or accept that. O f great importance in getting personal interest in the program is the psychology that surrounds the typical American's interest in his health. W e have attempted to tie our safety and accident prevention work in with the work of our trained nurses in the plant's firstaid room and to tie it in with the work of our part-time consulting doctors in the towns in which we operate, so that the concern for the intangibles of good health is used to create and maintain indi vidual interest in our safety pro gram. We don't pretend to have a per fect record. The remarkable re sults we have shown go to the men on the firing line-- Jim Lawler, our Area Safety Engineer, and the men in our plants throughout the State. W e are glad to share our experiences, both good and bad, with you. If you want to write or visit Jim in Emporium, the name is J. J. Lawler, Sylvania Electric Products, Emporium, Pennsylvania, and that's not a free gift. There's a catch to it. If you talk to Jim, he will get as much from you as you do from our experience. t n DUST CONTROL IN ASBESTOS INDUSTRY............. m j ---------------------------------------------------------------------------------- B. W. LUTTENBERGER Mr. Luttenberger Is Plant Manager, U. S. Asbestos Division, Raybestos-Manbattan, Inc., Manbeim, Penna. W E HAD a job to do in the as bestos industry and we've done a fairly good job, but we are still at it and have been at it for thirty years. Mr. McDevitt has mentioned dust being one of the main com plaints of his organization. It's the biggest hazard we have in our plant, or in any asbestos plant. Asbestos is the only known mineral fiber. Chemically it is silicate of magnesium. Physically it is fibrous, soft and silky, yet is in rock form. The history of its use goes back to Biblical time, in fact it is claimed that the wicks of the lamps of Vestal Virgins were made of asbestos. So also is it claimed that the cloth which Charlemagne threw in the fla to cleanse was made of asbes Commercially asbestos has b in use less than one hunc years. It is found in every St in the Union, but the only sou used commercially in the Un States are found in Arizona Vermont. The main sources supply are from the' Province Quebec, Canada, and in Sc Africa. Asbestos fibers are receivei bags, partially fiberized. processes employed to con these fibers into finished clo tapes, yarns, etc., are substanti the same as used in the wo< textile industry. The fibers opened, fluffed, cleaned, can spun, plied and woven into to products. Asbestos fibers short to spin are used in var building materials-- shingles, mg, mill board, insulation, Short fibers are also used molded products in the electri automotive and other fields. Whenever and wherever as tos is processed it creates d unless it is thoroughly wef Asbestos dust when breathed the lungs is hazardous to the I tissues of employes. This ha; has been recognized for rr years by the manufacturer the medical profession. Long fore asbestosis was declared occupational disease and rr compensable by law January 1938, in Pennsylvania, the im try kept pace with the enginee progress in the control of the d The first attempt at contro that time seemed quite adeqi and modern but looking t thirty years, such systems of < t prevention vork of our plant's.firstt in with the e consulting in which we concern for >od health is laintain indir safety pro- o have a pernarkable re0 to the men -Jim Lawler, leer, and the roughout the hare our fltr'and bad, t to write or the name /a Electric Pennsylvania, gift. There's talk to Jim, from you as erience. ER ion, only known jally it is n. Physically I silky, yet is listory of its lical time, in at the wicks 2stal Virgins is. So also is cloth which Charlemagne threw in the flames to cleanse was made of asbestos. Commercially asbestos has been in use less than one hundred years. It is found in every State in the Union, but the only sources used commercially in the United States are found in Arizona and Vermont. The main sources of supply are from the Province of Quebec, Canada, and in South Africa. Asbestos fibers are received in bags, partially fiberized. The processes employed to conyert these fibers into finished cloths, tapes, yarns, etc., are substantially the same as used in the woolen textile industry. The fibers are opened, fluffed, cleaned, carded, spun, plied and woven into textile products. Asbestos fibers too short to spin are used in various building materials-- shingles, sid ing, mill board, insulation, etc. Short fibers are also used for molded products in the electrical, automotive and other fields. Whenever and wherever asbes tos is processed it creates dust, unless it is thoroughly wetted. Asbestos dust when breathed into the lungs is hazardous to the lung tissues of employes. This hazard has been recognized for many years by the manufacturer and the medical profession. Long be fore asbestosis was declared an occupational disease and made compensable by law January 1, 1938, in Pennsylvania, the indus try kept pace with the engineering progress in the control of the dust. The first attempt at control at that time seemed quite adequate and modern but looking back thirty years, such systems of con trol appear just as they were, crude and inadequate. I can tell you, twenty-five years ago, stand ing in any asbestos plant, twentyfive feet away you wouldn't recog nize an employe due to the con centration of the dust. T h e s e f i r s t installations amounted to little more than a crude means of ventilation. The air was changed and the dust particles reduced, but the dust was allowed to escape into the room and usually the travel of air was directly past the breathing zone of the operator. Crude, un comfortable and ineffective dust masks were supplied but it was almost impossible to get the em ployes to use them. I might say the facilities made available now are very much improved, but we are still up against the problem of nature, of how to fasten these dust masks onto a person's face. Nature put the ears there, or where would you put your glasses? But that is not true of a dust mask. They preferred a piece of gauze or muslin tied over the nose, which medical men declared entirely ineffective. In succession came the open hoods, then en closed burlap houses -- each change tending toward trapping the dust and collecting it at its source before it ever got into the room or the breathing zone of the operator. I have hurriedly skipped over a good many years of headaches, heartaches, trial and error meth ods which cost many thousands of dollars, yet most of the members of the industry were willing to do this to control the dust and re duce the hazard. Today we are proud of the progress made-- I speak mostly for our own two plants-- the , United States Asbestos Division at Manheim with 1,300 employes and the General Asbestos Division at Charleston, South Carolina, with 1.000 employes. I speak also of Johns Manville, Keasby and Mattison. Union Asbestos and Rubber Company, General Electric and many others who have spent much time and expense to control a bad hazard. In every process that can be controlled, something has been done about it. The first approach is to collect the dust at its source -- take it out of the machine and building, filter it or wet it down-- and aur policy is not to return the filtered air to the department. In fact, we are now exhausting from our plant at Manheim about 300.000 cubic feet of air per minute and not one cubic foot is being returned. We agree with our Department of Labor and In dustry that this filtered air is not sufficiently free of dust particles. Another problem is after we get it out of the department-- years ago cyclones were the accepted units for disposal and separation of the dust from the air-- dust laden air was discharged into the atmosphere. Today we use either burlap filters for the textile dusts and wet collectors for the grind ing dust. In certain processes in the manufacture of asbestos, it is almost impossible to collect the dust at its source. I refer to weav ing, spinning, twisting and braid ing. Our solution to weaving and braiding is water sprays to dampen the yarns sufficiently to allay the dust-- eight to ten per cent will do the trick. For years damp weaving was frowned upon by chemists and some customers because it was more difficult to impregnate these damp woven products. Most of these difficul ties have been overcome by new methods of impregnation. Spinning and twisting of as bestos yarns is today our worst problem to control. W e are now working with the engineers of the Morraine Company, a division of General Motors. W e hope this will be our answer. We believe that the designers and builders have a responsibility in the construction of their ma chines so that exhaust equipment is part of that unit. This is just as important as safety guards for moving parts. Over a period of twenty-five years, we have so con trolled the dust that the concen tration of dust has been reduced from a range of 10, 15, 25, 40 up to 75 and more million particles per cubic foot. Today the average is well under five million, which is considered a safe concentra tion. W e are not satisfied that five million is safe, therefore we continue to reduce the count to an absolute minimum. Our efforts have shown results, not only in the cost of the compensation cases, but as a humanitarian reason. We have had no cases of asbestosis develop in any employe who was hired in the last twelve years. W e have our own Medical and First Aid Department. All em ployes are required to take a pre employment medical exxamination, including a chest X-ray. Periodically chest X-rays are taken of the employes and reac by Dr. R. D. Swab, the diagnoses of which are available to the em ployes' family physician. Many of our problems woulc not today be solved were it no! for the help and cooperation oi various organizations. Let m< give credit and thanks to the fol lowing: Dr. A. J. Lanza, Dr. W. J. Me Connell and Mr. J. W. Fehnel Industrial Health Service of the Metropolitan Life Insurance Com pony, and Dr. L. W. Gardner, o Saranac Laboratory, who have worked with us since 1929; Dr. Walmer and Mr. Hemeon of the Industrial Hygiene Founda tion of the Mellon Institute; United States Federal Depart ment of Health; q ACCIDENT PREVENTION WILLIAM Air. Kearns Is Service Supers & Cotnpa, THE subject of Accident Preven tion Training, as discussed here will be in two parts. The firs is a definite packaged training program by that name and th( second phase is a recently in novated "safety clinic," which i: for supervision. Accident prevention traininc has always been a very importanl part of all duPont training sincr one of the first company powdei plant explosions in 1818. The company was willing to assume -eight to ten per trick. For years /as frowned upon ! some `customers more difficult to se damp woven of these difficulovercome by new eg nation, twisting of astoday our worst rol. W e are now engineers of the ny, a division of W e hope this er. rat the designers ,t responsibility of their maxhaust equipment unit. This is just ifety guards for ~ver a period of ;, we have so conthat the concenlas been reduced 10. 15, 25, 40 up million particles 'oday the average ve million, which safe concenfraiot satisfied that afe, therefore we Jce the count to "um. O ur efforts :v_. not only in the npensation cases, tarian reason. W e ses of asbestosis jiploye who was twelve years, own Medical and rtment. All cmed to take a pre dical exxominaa chest X-ray. est X-rays arc taken of the employes and read by Dr. R. D. Swab, the diagnoses of which are available to the em ployes' family physician. Many of our problems would j not today be solved were it not for the help and cooperation of various organizations. Let me give credit and thanks to the fol lowing: Dr. A. J. Lanza, Dr. W. J. M c Connell and Mr. J. W. Fehnel, Industrial Health Service of the Metropolitan Life Insurance Com pany, and Dr. L. W. Gardner, of Saranac Laboratory, who have worked with us since 1929; Dr. Walmer and Mr. Hemeon, of the Industrial Hygiene Founda tion of the Mellon Institute; United States Federal Depart ment of Health; Members of the Asbestos Tex tile Institute; Turner-Newall of Rochdale, England; British Belting and Asbestos Company; and last but not least the cooper ation of the Health Hygiene Bureau of the Pennsylvania De partment of Labor and Industry. I refer particularly to Dr. Shilen, Messrs. Dooley, Koppenhaver, Cole and Draude-- all of these men have been of inestimable value in our efforts to control a serious hazard. And to our own Managers and Board of Directors, many thanks, for they have cer tainly been enthusiastic. Dust can be controlled. It is a continuing job day after day, month after month and year after year. t t ACCIDENT PREVENTION TRAINING W ILLIAM W . KEARNS Mr. Kearns Is Service Superintendent, E. I. duPont de Nemours & Company, Philadelphia T HE subject of Accident Preven tion Training, as discussed here, will be in two parts. The first is a definite packaged training program by that name and the second phase is a recently in novated "safety clinic," which is for supervision. Accident prevention training has always been a very important part of all duPont training since one of the first company powder plant explosions in 1818. The company was willing to assume the responsibility for safeguarding employes from occupational haz ards. Likewise, they assumed the responsibility for occupational in juries. A s a result of this explo sion in 1818, the families of the victims were subsidized with pay ments from the company. Now this was practically one hundred years before a majority of the States had any Workmen's Com pensation Act, but you can realize that with two different explosions -- two officers of the company 23 killed-- it was a very important The government acquired the mine-run, nonoperating duties problem. plant sites; the plants were built; were beginning to be done in a Therefore, you can see that for top skeleton and training super slip-shod, careless manner. Super a very long period of time we have visory forces were recruited from vision became aware of the prob had what we thought was well-de veloped safety thinking. Safety was considered as the first and most important responsibility of all supervision. Therefore, active inspectional and directional safety and fire protection committees were operating in all our loca our own commercial operations; and local personnel were hired for lower supervisory and operator jobs. W e will discuss here one such plant which was in the south western United States. The safety record during the construction and production start lem, but despite good precautions, we started having a series of lost time injuries. Some of these in juries were most extraordinary, and I beg your indulgence in al lowing me to cite one case. On a reservation of several tions. This system seemed to be up phases had been very good, de thousand acres, with many sepa working very well. Our severity spite the fact that the type of rated and isolated operating rates and our frequency rates personnel available had not been buildings, sanitary facilities are were something to be proud of. subject to personal restrictions, sometimes centralized. The Indian In safety competition we had suc ceeded in getting more than our share of the trophies. So, up to the time of the pre paredness program for World W ar II, our program had been very sat isfactory. W hen the United States became interested in assist ing the invaded countries, our company was asked to furnish military goods. Like most com regulations, etc.-- only 35 per cent of them were literate, and the majority were American Indians. Our crew, then, was not natu rally familiar with strict operat ing procedures or used to living a well-regulated life. Over half of the employes lived on an Indian reservation and represented six different Indian nations. Cer people, who were used to the free dom of the prairie, could not see the sense of the white man's cus tom. This careless abandon re sulted in severe burns to an Indian Princess, who unfortu nately came too close to a steam outlet in a French drain. In fol lowing through on the investiga tion of this injury, the decision panies, this meant a very hurried tainly we would not say that life was that supervision had failed to engineering and construction pro in a tepee or wigwam qualifies properly impress on the employes gram. I can say "hurried" be one as an operator on a T N T line. our company's sanitary problems cause I was in one of the M a n Production was started and and the necessary rules. A s a re hattan deals the company was in made very satisfactory progress. sult of similar injuries, we decided volved in and we had a construc A very intensive program of'J. I. T. that something must be done to tion camp of 70,000 people. The products which we were to make -- and for the present we are con fining ourselves to explosive prod instruction and training, plus a very close supervisory follow-up had paid off by our making our production schedules. The largest impress our people with the neces sity of following the established safety procedures. L ucts-- were familiar to us, but we did not have a very large per centage of employes to pass on amount of credit for these attain ments was given to the thorough training of our supervision. They The J. I. T. system had been so successful production-wise that it was decided that all operations their knowledge or experience to had also operated at a good should adopt this method to sell others. safety level. The personnel had safety procedures. It would be Due to the fact that TN T, RD X and other items such as smoke less powder are very unstable, it was necessary that our safety training be of the highest caliber. learned to highly respect the manufacturing processes. They could understand the dangers in volved in fires and explosions. However, many of the ordinary the responsibility of each foreman to make a hazard breakdown analysis, step to step, of each op eration on each job. This whole red the re built; j supered from arations; e hired operator ere one ;e south ing the an start'ood, de type of iot been notions, 35 per ite, and W ican ot natuoperat> living ver half on an resented ns. Certhat life qualifies N T line, ed and arogress. >f J. I.T . plus a allow-up ' `'g our \_^orgest e attainthorough ) They .-J good inel had 'ect the s. They ngers insions. ordinary mine-run, nonoperating duties were beginning to be done in a slip-shod, careless manner. Super, vision became aware of the prob lem, but despite good precautions, we started having a series of lost time injuries. Some of these in juries were most extraordinary, and I beg your indulgence in al lowing me to cite one case. On a reservation of several thousand acres, with many sepa rated and isolated operating buildings, sanitary facilities are sometimes centralized. The Indian people, who were used to the free dom of the prairie, could not see the sense of the white man's cus tom. This careless abandon re sulted in severe burns to an Indian Princess, who unfortu nately came too close to a steam outlet in a French drain. In fol lowing through on the investiga tion of this injury, the decision was that supervision had failed to propei ly impress on the employes our company's sanitary problems and the necessary rules. A s a re sult of similar injuries, we decided that something must be done to impress our people with the neces sity of following the established safety procedures. The J. I. T. system had been so successful production-wise that it was decided that all operations should adopt this method to sell safety procedures. It would be the responsibility of each foreman to make a hazard breakdown analysis, step to step, of each op eration on each job. This whole procedure soon became known as our Accident Prevention Training or A. P. T. program. After every job was analyzed, each operator was briefed on the safety aspects. It was the opera tor's responsibility to see that each helper was briefed on his re sponsibilities, and it was the duty of the foreman to see that the safety aspects of each job were periodically reviewed and that the safety job standards were kept up to date. These write-ups and check lists were in considerable detail as our injuries had been caused by situations which we had not given sufficient emphasis in the face of the most serious hazardous operations, such as T N T lines. W ith each operator and opera tion being reviewed and studied every six months, our safety record immediately improved from a lost-time injury every two hun dred thousand exposure hours in 1944 to one every five and a hall million exposure hours in 1945. When the borrowed supervisory help came back home to the com mercial plants after the war, this A. P. T. procedure, as we call it, was made a part of our commer cial operations. Anyone who had worked with it was thoroughl) sold on it because of the impres sion it made both on the super visory and the operating forces. Our present plan at the Phila delphia plant-- we have 1,300 em ployes there-- is to have each fore man cover the safety aspects of 25 each job with each man under his supervision every six months, twice a year. The procedure is covered by a write-up on a standard check list form which is filed as a follow up for the next safety interview. Each foreman must review and study each job before he discusses it with the operator. Therefore, the job is investigated by the fore man, the operator is interviewed and makes his suggestions, and the foreman follows through on any necessary changes which are agreed upon. W e realize that this is a com plicated, yet a complete proce dure. W e have found that it works. If you have poor safety morale, and an unsatisfactory in jury experience, we recommend it heartily. The second phase of our Acci dent Prevention Training pro gram is what we call our "Safety Clinic." It follows the line of an ordinary medical clinic. W e have found that even supervision can be in error. Sometimes someone may seem a little arbitrary on safety procedures, and the fore man, those overworked, downtrod den and forgotten persons, really appreciate an opportunity to blow off their safety tops. Realizing this, our safety su pervisor devised the novel proce dure of having a clinic to diagnose our current mental safety ills. Advertised as a means to diagnose safety problems, this conference type meeting was put on for all foremen. The result was an in dictment of everyone who had been or now was a bottleneck. If top supervision had not supported the foremen, or safety mainte nance orders did not get proper preference, or not enough safety shoes had been kept in stock, or there was a shortage of proper goggles, all these situations ended up on the conference leader's chart. A s a result, we wound up with many safety problems com ing to the fore, not only in the form of gripes, but also in the form of confessions. Top super vision was presented with the re sults in our monthly Major Safety Committee meeting and in jocular parlance "the foremen had given them something to remember them by." This procedure was done in good humor and good faith. It brought a lot of situations out into the open. But most of all the foremen were so impressed with the success of these clinics in their own foreman groups, that they have asked for help in con ducting such clinical meetings with their workmen. Our foremen have asked for assistance in their own safety program. Our answer is that shortly the experts will start conducting a course for them on Conference Leadership Training. W e do not contend that these procedures are a cure-all for all situations. They did fill a need in our own program. W e recom mend them for your consideration. Cj] ACCIDENT PREVENT1 B. M Mr. Walter Is 1 ACF Brill M THE value of the work of engineers is not measur the saving of man-power, and materials alone. It is ured primarily in the red' and elimination of human and suffering. To place th phasis on the dollar and cent is not to minimize or ignoi human side, but rather then disagreement about the ne< to view any safety program terms of human happiness. Accidents result in loss o and money. They are an < sive waste of production. It waste which any sound safe! gram must strive to eliminat Safety is everybody's bu It affects everyone in a whether the individual wor aware of this fact or not. not enough for the work worry about his welfare, or f foreman to be concerned his workers, or for the cot to plan for the physical being of its employes. Safe combination of all these, is the concern of everyone. W hat should be the aim accident prevention pro W hat objectives should it s attain? How can these objc be achieved? Let me te! briefly about a safety pr which we have found work cessfully. A successful safety progn result was an in'eryone who had s a bottleneck. If had nofsupporfed >r safety mainteid not get proper not enough safety kept in stock, or hortage of proper se situations ended inference leader's suit, we wound up ety problems come, not only in the s, but also in the ssions. Top superr ?d with the reinwfly Major Safety eting and in jocular Bremen had given to remember dure was done in and good faith. It t of situations out But most of all the : so impressed with of these clinics in reman groups, that ked for help in conh clinical meetings rkmen. Our foremen ' issistance in their rugram. Our answer *tly the experts will -*ing a course for .Terence Leadership >t contend that these are a cure-all for all They did fill a need program. W e recomfor your consideration. g ACCIDENT PREVENTION PAYS B. M. WALTER Mr. Walter Is Director of Industrial Relations, ACF Brill Motors Company, Philadelphia T HE value of the work of safety engineers is not measured in the saving of man-power, time and materials alone. It is meas ured primarily in the reduction and elimination of human pain and suffering. To place the em phasis on the dollar and cents side is not to minimize or ignore the human side, but rather there is no disagreement about the necessity to view any safety program in the terms of human happiness. Accidents result in loss of time and money. They are an expen sive waste of production. It is this waste which any sound safety pro gram must strive to eliminate. Safety is everybody's business. It affects everyone in a plant, whether the individual worker is aware of this fact or not. It is not enough for the worker to worry about his welfare, or for the foreman to be concerned about his workers, or for the company to plan for the physical well being of its employes. Safety is a combination of all these. Safety is the concern of everyone. W hat should be the aim of an accident prevention program? W hat objectives should it seek to attain? How can these objectives be achieved? Let me tell you briefly about a safety program which we have found works suc cessfully. A successful safety program we feel must stem from management. The safety policies must be estab lished at the top in the same way as other company policies per taining to sales, engineering, manufacturing and the adminis tration of the company. One person must be charged with the over-all responsibility of the program, and with the coordi nation of the efforts of everyone concerned. W e have found that the committee system works well, because together with the safety engineer as the key man in the program, the committee system brings all persons concerned into an unbroken line of communica tion from top to bottom. W ith the committee system, the function of the accident preven tion program is coordinated by three committees. The Executive Committee which establishes the policies, the Foreman's Committee which enforces the policies, and the W orker's Committee which distributes the safety information to the workers throughout the plant. It is the function of the Execu tive Safety Committee, with the safety engineer as its secretary and the vice-president in charge of manufacturing as its chairman, to formulate the safety policies for the company. Circumstances will alter the arrangement-- for example, the chief inspector, fac- 27 tory manager, or even the presi dent of the company might serve as chairman of the Executive Safety Committee, which estab lishes the rules, determines the penalties for infractions and sets the guide posts in place. When the program has been established, the results are passed on to the Foreman's Safety Com mittee or Supervisory Safety Coun cil. Again the safety engineer serves as secretary with plant foremen or superintendents as ro tating chairmen. The Foreman's Safety Committee is charged with the responsibility of enforcing the safety policies throughout the de partments of the plant. Subcom mittees, composed of supervisors, investigate all accidents and all unsafe practices, conduct the good housekeeping plan, and cor rect any unsafe conditions. The enforcement of safety rules and regulations is specifically the direct responsibility of the em ploye's immediate supervisor. No program should place this respon sibility for enforcement anywhere except with the foremen. To ad minister the policies and estab lish sound safety practices based on these policies throughout the shops must be the heart of any sound safety program. One or two safety engineers in a plant cannot successfully operate the safety program, even though it be the finest program in the world. But several hundred supervisors in all departments believing alike in the value and need for safety can make the program a success. W e have found worker's com mittees effective for the dissemi nation of safety information. W e 28 advocate periodic shewing during working hours of films released by the National Safety Council, and such films as "T h e Eyes Have It," "Grime Does Not Pay" and others on accident prevention which will serve to bring before the worker his part in the program. W e be lieve that Workm en's Safety Com mittees cannot be placed in the dual responsibility of prosecutor and defendant. A t no time should the W orker's Safety Committee be required or expected to enforce safety policies. To fortify a worker with a safety committee badge is not enough. He is not paid to enforce company policy. It is not his job to do so. He should not be required to do so regardless of the situation. It is the coordinated effort of all in harmonious teamwork which will tend to reduce the potential unsafe practices to a minimum and result in a reduction of both minor injuries and lost-time acci dents. Safety is achieved through teamwork. The bulk of industry today recognizes the National Safety Council Standards of Accident Frequency and Severity and mos plants measure their safety in these terms of lost-time injuries. Frankly, I believe that we are kidding ourselves by measuring our accident prevention, our safety records and accident cost computation on the basis of lost time injuries alone. Recently, we reviewed our first aid cases and we found that we have approxi mately two hundred and ninety nonlost-time injuries for every lost-time accident. No doubt your operations are similar to ours. W e require that < a worker report to the dispensary r regardless of-how slight his in- 1 jury may be. W e encourage re- r peat visits and insist that any c serious case must be discharged by the nurse or doctor on duty. ' But as every safety engineer knows, every scratch or cut or < bruise is a potential lost-time in- i jury. Careful attention to the causes of the two hundred and < ninety nonlost-time injuries will i aid the safety engineer in cor- < recting unsafe or hazardous con- i ditions. Always astounding is a com- : parison between the national acci- < dent ratio and the war casualty < totals. All accidents, both indus- l trial and nonindustrial, in the United States during the single > year 1947 reached the staggering total of 49,000 deaths and 2,650,- < 000 injuries. < But these totals become even < more unbelievable when com- I pared with the total killed and < wounded in the American armed ( forces, including the Army, Navy, * Marines and Coast Guard; during the entire period of World W a r ! II from Pearl Harbor to VJ Day, a period of nearly four years. Re- . membering that these figures are for one year-- the national acci- \ dent ratio-- while the war totals ( are for almost four years, you < will note the comparison of p e r-. In the September 1948 Issue of "Labor and lorfal from the "Sunbury Dally News" was quc upon the conscientious worker whose regular ducllons make possible the Unemployment C contribute toward Ihe Unemployment Compen fore was la error. C showing during films released by fety Council, and he Eyes*Have If," r P ay" and others ention which will iefore the worker jrogram. W e belen's Safety Com be placed in the ity of prosecutor At no time should afety Committee :pected to enforce To fortify a safety committee >ough. He is not j mpany policy. W t o do so. He equired to do so e situation. plated effort of s teamwork which uce the potential s to a minimum reduction of both nd lost-time acciachieved through f industry today National Safety irds of Accident Severity and most their safety in 1^st-time injuries. >__that we are res by measuring prevention, our i accident cost the basis of lostone. Recently, we rst aid cases and we have approxindred and ninety ijuries for every jn t. No doubt your operations are similar to ours. W e require that a worker report to the dispensary regardless of how slight his in jury may be. W e encourage re peat visits and insist that any serious case must be discharged by the nurse or doctor on duty. But as every safety engineer knows, every scratch or cut or bruise is a potential lost-time in jury. Careful attention to the causes of the two hundred and ninety nonlost-time injuries will aid the safety engineer in cor recting unsafe or hazardous con ditions. Always astounding is a com parison between the national acci dent ratio and the war casualty totals. All accidents, both indus trial and nonindustrial, in the United States during the single year 1947 reached the staggering total of 49,000 deaths and 2,650,000 injuries. But these totals become even more unbelievable when com pared with the total killed and wounded in the American armed forces, including the Army, Navy, Marines and Coast Guard, during the entire period of World W ar II from Pearl Harbor to VJ Day, a period of nearly four years. Re membering that these figures are for one year-- the national acci dent ratio-- while the war totals are for almost four years, you will note the comparison of per sons killed accidentally in peace time is only slightly less than the number killed in combat, while the number of persons injured in accidents is nearly fifteen times as high as the combat injuries. I realize there is a considerable difference of opinion on how safety campaigns should be in augurated and conducted. In one type the approach is sympathetic and appealing-- an educational campaign to persuade the worker rather than to tell him. This might be considered the indirect method. The second is a mandatory safety program in which rules and regulations are established and rigidly enforced with severe penalties invoked for violations. This we might term the direct method. Companies must be hardboiled in safety matters for the workers' own protection. There can be no compromise with safety. Either a plant has a safety program or it does not have one. Either rules are enforced or they are not en forced, in which case you might as well not have any. The positive approach to accident prevention is by far the better. All the safety rules and regula tions in the book, all the safe guards and mechanical devices ever invented will be of no avail if employes are permitted to disre gard the rules. Accident prevention really pays. In the September 1948 Issue of "labor and Industry Review" on page 33, an edi torial from the "Sunbury Dally New" was quoted as follows: "That Is purely a fraud upon the conscientious worker whose regular contribution In the form of payroll de ductions make possible the Unemployment Compensation Fund." Workers do not contribute toward the Unemployment Compensation Fund and this statement there fore was In error. Departmental Publications Available BUREAU OF RESEARCH AND INFORMATION PERIODIC PUBLICATIONS Changes in Cost oi Living in Pennsylvania (quarterly) Employment Conditions in Pennsylvania Industries (monthly) Industrial Injuries in Pennsylvania (monthly) Industrial Injuries in Pennsylvania (annually) Building Operations in Pennsylvania Municipalities (monthly) MISCELLANEOUS PUBLICATIONS Employment Conditions in Pennsylvania Industries: Part I. Estimates of Total Employment, Payrolls and Man-Hours for Sixty-live Industry Groups, for Each Month From January 193S to December 1944, inc. Part II. Summary of Index Numbers (Base 1935-1939 = 100) ior Sixty-live Indus tries, by Month, From January 1935 to December 1944, inc. Part HI. Average Weekly Earnings, Average Hourly Earnings, and Average Hours Worked per Employe for the Six Year Period, 1935 to 1944, inc. A Minimum Wage Budget ior Employed Women in Pennsylvania--1939. Organization and Functions ot (he Department of Labor and Industry. SAFETY REGULATIONS Abrasive and Polishing Wheels ................................................................ 1944 Afieding Employment of Minors ................................................................ 1946 Affecting Employment of Women............................................................... 1946 Bedding and Upholstery ............................................................................. 1947 Brewing and Bottling ............................................. ..................................... 1943 Canneries ..................................................................................... .............. 1937 Cereal Mills. Malt Houses and Grain Elevators......................................... 1937 Compressed Air Apparatus ............................................................... ......... 1944 Construction and Repairs ........................................................................... 1944 Cranes and Hoists ................................. ..................................................:. 1945 Dry Color Industry ..................................................................................... 1944 Elevators, Escalators. Dumbwaiters and Hoists ........................................ 1943 $.10 Electric Safety ..........................................................................'.................. 1947 .70 Explosives, Storage, Handling, and Use o f ................................................ 1945 Foundries ....__ ................___________ ..._________________________ 1937 Head and Eye Protection ............ ................................ ............................. 1945 Hours Provisions oi Woman's Law ........................................................... Industrial Home Work ................................................. ........................ :.... Industrial Lighting ..................................................................................... Industrial Sanitation ..................................................................... Labor Camps .............................................................................................. Ladders .............................................!........................................................ Laundries ................................................................................................... Lead Corroding and Lead Oxidizing ................. ......................... .;______ 1946 1945 1945 1946* 1945 ig44 ]g37 1937 Logging, Sawmill, Woodworking,Veneer and Cooperage Operations ........ 1947 Machine Tools ............................................................................................ Manufacture of Nitro and Amldo Compounds .............. :........................... 1938 Manufacture, Storage and Transportation of Fireworks ............................. 1938 .10 Mechanical Power TransmissionApparatus ............................................... 1945 Mines Other Than Coal Mines ......... Miscellaneous Hazards and Conditions Paint Grinding ................................... Pits and Quarries .............................. Plants Manufacturing or Using Exploe Plant Railways ................................. Power, Foot and Hand Cold Metal Pre Printing and Allied Industries .......... Railings, Toe Boards, Open-Side Floo: Regulations for Repairs by Welding Vessels ......................................... Safe Practices Recommendations ..... Spray Coating .................................. Stationary Engines ........................... Textile Industries ............................... Trendies and Excavations ......____ Tunnel Construction and Work in Cor Unfired Pressure Vessels ................. Window Cleaning .......................... . PROTECTION F Class I Buildings (Factories. Schools. Class II Buildings (Theatres and Moth Class III Buildings (Places of Public Class IV Buildings (Apartment House Construction, Installation and Malnten Construction, Installation and Maintei Specifications for Standard Fire Esco Fireproofing ..................................... Grandstands ..................................... Operation of Motion Picture Projecto Storage and Handling of Photograph: * Regulations at printery. WORKMEN' Workmen's Compens Volumes m and VT, XI to XVII, Incl Volume XVIII ................................. Volume XIX ...................................... Volume XX ................ ....... ............. Volume XXI ..................................... Volume XXIV, 1941 ......................... Volume XXV. 1942 .......................... Volume XXVI. 1943-1944-1945 ......... Workmen's Compens Volumes IV. VII, VIU to XIV, Incl. ... Volumes XV and XVI ..................... Volume XVII ................................... Volume Xvni ...................... Volume XIX .................................. . Volume XXI ..................................... Volume XXn ................................... Volume XXHI................................... Volume XXIV ................................. Volume XXV, 1944 .......................... PENNSYLVANIA A Manual of Apprenticeship Departmental Publications Available "b u r e a u o f r e s e a r c h a n d in f o r m a t io n PERIODIC PUBLICATIONS Changes in Cost of Living in Pennsylvania (quarterly) Employment Conditions in Pennsylvania Industries (monthly) Industrial Injuries in Pennsylvania (monthly) Industrial Injuries in Pennsylvania (annually) Building Operations in Pennsylvania Municipalities (monthly) MISCELLANEOUS PUBLICATIONS Employment Conditions in Pennsylvania Industries: Part I. Estimates oi Total Employment, Payrolls and Man-Hours for Sixty-live Industry Groups, lor Each Month From January 193S to December 1944, inc. Part II. Summary oi Index Numbers (Base 1935-1939 = 100) ior Sixty-five Indus tries, by Month, From January 1935 to December 1944, inc. Part IIL Average Weekly Earnings, Average Hourly Earnings, and Average Hours Worked per Employe for the Six Year Period, 1935 to 1944, inc. A Minimum Wage Budget for Employed Women in Pennsylvania--1939. Organization and Functions of the Department of Labor and Industry. SAFETY REGULATIONS Abrasive and Polishing Wheels ................................................................ 1944 Affecting Employment of Minors ................................................................ 1946 Affecting Employment of Women ................................................................ 1946 Bedding and Upholstery ............................................................................ 1947 Brewing and Bottling ...........................................................,,.................... 1943 Canneries ................................................................................................... 1937 Cereal Mills. Malt Houses and Grain Elevators ......................................... 1937 Compressed Air Apparatus ............................................................... ....... 1944 Construction and Repairs ........................................................................... 1944 Cranes and Hoists ..................................................................................... 1945 , Dry Color Industry ...................................................................................... 1944 Elevators, Escalators, Dumbwaiters and Hoists ........................................ 1943 S.10 Electric Safety ......................................................... ................................... 1947 .70 Explosives, Storage, Handling, and Useof .................................................. 1945 Foundries .................................... .............................................................. 1937 Head and Eye Protection ........................................................................... 1945 Hours Provisions oi Woman's Law ........................................ -................ 1946 Industrial Home Work ........................................................................1....... 1945 Industrial Lighting ........................................... .......................................... 1945 Industrial Sanitation .................................. ................................................. 1946* Labor Camps .............................................................................................. 1945 Ladders ....................................................................................................... 1944 Laundries ................................................................................................... 1937 Lead Corroding and Lead Oxidizing ......................................................... 1937 Logging. Sawmill, Woodworking, Veneer and Cooperage Operations ...... 1947 Machine Tools ............................................................................................ Manufacture of Nitro and AmidoCompounds ............................................. 1938 Manufacture, Storage and Transportationof Fireworks ............................... 1938 .10 Mechanical Power TransmissionApparatus ............................................... 1945 30 Mines Other Than Coal Mines ....................... Miscellaneous Hazards and Conditions oi EmpI Paint Grinding ................................................. Pits and Quarries ........................................... Plants Manufacturing or Using Explosives ..... Plant Railways ............................................... Power, Foot and Hand Cold Metal Presses ..... Printing and Allied Industries ........................ Railings, Toe Boards. Open-Side Floors. Platlo: Regulations for Repairs by Welding Power Be Vessels ........................................................ Safe Practices Recommendations ................... Spray Coating ................................................. Stationary Engines ........................................... Textile Industries ...... ............................. ........... Trenches and Excavations .............................. Tunnel Construction and Work in Compressed . Unfixed Pressure Vessels ................................ Window Cleaning ............................................ PROTECTION FROM F Class I Buildings (Factories. Schools. Public Bui Class II Buildings (Theatres and Motion Picture Class QI Buildings (Places of Public Assembly Class IV Buildings (Apartment Houses, etc) ... Construction, Installation and Maintenance of E: Construction, Installation and Maintenance of I Spcifications for Standard Fire Escapes ...... ! Fireproofing ..................................................... Grandstands ............................................... ..... Operation of Motion Picture Projectors ........... Storage and Handling of Photographic and X-Ri *Regulations at piintery. WORKMEN'S CO* W orkmen's Compensation Bo Volumes in and VI. XI to XVH. incl................. Volume XVni ................................................... Volume XIX ................................ ..................... Volume XX ..................................................... Volume XXI ...................................................... Volume XXIV. 1941 .......................................... Volume XXV, 1942 ............................................ Volume XXVI, 1943-1944-1945 .......................... W orkmen's Compensation Cc Volumes IV. VTI. V1H to XIV, fnd...................... Volumes XV and XVI ....................................... Volume XVH .................................................... Volume XVin .................................................... Volume XIX .................................................... Volume XXI ...................................................... Volume XXn..................................................... Volume XXIH..................................................... Volume XXTV ................................................... Volume XXV. 1944 ................................ .......... PENNSYLVANIA APPREN Manual of Apprenticeship itions RMATION n-Hours ior Sixty-iive 3 December 1944, inc. V Sixty-five Indus- mings, and Average to 1944. inc. fL -1939. idustry. ............... 1944 ............... 1946 ............... 1945 ............... 1947 ........ ...... 1943 ............... 1937 ............... 1937 ............... 1944 ............... 1944 ............... 1945 ............... 1944 ............... 1943 S.10 .......... 1947 .70 ....... 1945 ....... 1937 ............... 1945 ............... 1946 .......... 1945 < . ....... 1945 .............. 1946* .............. 1945 ............... 1944 .............. 1937 .............. 1937 on* ...... 1947 .............. 1938 .............. 1938 .10 .............. 1945 Mine* Other Than Coal Mines ............ 1940 ,10 Miscellaneous Hazards and Conditions of Employment ................................ 1943 Paint Grinding ....................................................................................... 1937 Pits and Quarries .................... .,......................;............................................ 1939 10 Plants Manufacturing or Using Explosives ..................................... i........... 1942 Plant Railways .................................. 1937 Power, Foot and Hand Cold Metal Presses ............ ............................. . 1945 Printing and Allied Industries ...................................................................... 1944 Railings, Toe Boards, Open-Side Floors, Platforms and Runways ............ 1946 Regulations for Repairs by Welding Power Boilers and Uniired Pressure Vessels ............................... 1944 .05 Safe Practices Recommendations .................................... 1942 Spray Coating ............................................................................................... 1945 Stationary Engines ......................................................................................... 1942 Textile Industries .............................................................. .............................. 1944 Trenches and Excavations ........................................................................... 1945 Tunnel Construction and Work in Compressed A ir..................................... 1944 .15 Unfired Pressure Vessels ............. 1946 .70 Window Cleaning .................................................... .................................... 1945 PROTECTION FROM FIRE AND PANIC Class I Buildings (Factories, Schools, Public Buildings, etc.) ..................... Class II Buildings (Theatres and Motion Picture Theatres) ..................... Class III Buildings (Places of Public Assembly) ...... Class IV Buildings (Apartment Houses, etc.) ............................................... Construction, Installation and Maintenance of Emergency Lightin'q Systems Construction, Installation and Maintenance of Fire Alarm Systems .......... Specifications for Standard Fire Escapes ................. .............. .................... Fireproofing ............................ .......... ............ ............................................... Grandstands ............................................................................ ............ .......... Operation of Motion Picture Projectors ........................................ ............... Storage and Handling of Photographic and X-Ray Nitrocellulose Film ....... 1946 1947* 1947* 1946* 1945 1945 1944 1944 1945 1946 1930 * R egulations at printery. WORKMEN'S COMPENSATION W orkmen's Compensation Board. Decisions (annual) Volumes III and VI. XI to XVII, lncl............................................... ....................... Volume XVIII ........................................................................;................................. Volume XIX ................................ ............................................ ;............................... . Volume XX .............................................................................................................. Volume XXI ..................................................................................*.......................... Volume XXIV, 1941 .................................................................. .............................. Volume XXV, 1942 ......................................................... ,,....................................... Volume XXVI. 1943-1944-1945 ......................................................................;.......... $ .75 1.00 2.15 2.25 1.50 2.50 2.30 5.00 W orkmen's Compensation Court Decisions (annual) Volumes IV. VII,Vm to XIV, incl.....................................................................................75 Volumes XV andXVI ................................................................................... 1.00 Volume XVn ............................................................................................................ 1.50 Volume XVIII .......................................................................................................... 1.65 Volume XIX ....................... 2.25 Volume XXI ............................................................................. 4.00 Volume XXII ................................. 4.30 Volume XXIII............................................................... 5.75 Volume XXIV ....................................................................................................:..... 5.00 Volume XXV, 1944 ........................ 4.25 PENNSYLVANIA APPRENTICESHIP COUNCIL Manual of Apprenticeship M Department of Labor and Industry 1 j