Document XRVyD5ZQdpem6q7DVD3oBb5qJ

Fef^ VOLUME 14 c No. 8--1 8--2 B -3 8--4 8--5 8--7 8--8 8--9 8--10 8--11 8--12 8--13 8--~I4 8--15 8--16 8--17 8--18 8--19 8--20 8--21 8--22 8--2* *-- '} 8--2a 8--26 8--27 8--28 1--29 8--30 1--31 8 Jumes, slurries imbcrs. 1. ILL. '.28--13 NATIONAL SAFETY CONGRESS TRANSACTIONS r- smst iiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiimiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiniiiiiiiiiiiiiiiiii! GLASS & CERAMICS Ti LfH ' li and RUBBER * 'Eti liiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiimiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiimiiiiiiiiiiimmiiiiiiiiiiiiiiiiiii i X i i'. v- NATIONAL SAFETY COUNCII 425 N. MICHIGAN AVE CHICAGO 11, IU HiS PLAINTIFFS EXHIBIT PLAINTIFFS EXHIBIT 1*LV-0ZLe$2D Ip&^ofsn. 19, CONTENTS GLASS & CERAMICS Aluminum Heat Reflecting Equipment.....................................R. J. McWilliams 5 Constructive Discipline ................................................................... J. E. Morrison 7 Introducing Safety to New Employees.......................................... D. W. Gibson 11 Glass & Ceramics Safety Ideas............................................................................... 12 RUBBER i Engineering Safety into Manual and Automatic Curing Equipment...........................................L E. Soderquist 16 Safe Operation of Banbury Mixers............................................. Alan S. McLeod 18 New Developments in Safety of Calenders and Tire Test Equipment...........................................................Everett Pet!berg 21 The Problem Drinker and the Safety Program........................... J. E. Laughlin 23 A Coordinated Safety Program from Top to Bottom.................Jean Sonnhalier 27 * Pleasant Ways with Incentives..................................................... H. S. Fryberger 31 "Crusade for Safety.......................... ............................................ Floyd A. Burgner 34 Safety Specifics......................................................................... J. E. DeQuine, Jr. 38 Officers, Glass & Ceramics Section.......................................................................... 43 Officers, Rubber Section.......................................................................................... 45 3 GLASS AND CERAMICS SECTION ALUMINUM HEAT REFLECTING EQUIPMENT By r. j. McWilliams Chief Ceramist, The Pfaudler Co., Elyria, Ohio The manufacture of alloy and glassed steel equipment for corrosive service is a highly specialized industry- As such it fol lows that the problems incurred through the use of heat in the necessary production op erations, require special handling. To this end, protective devices utilizing aluminum have been used with great effect. Most of the published literature on prob lems of decreased worker efficiency due to heat exposure deals with methods of con trolling the velocity, temperature, or mois ture content of the air. Recognized but rele gated to a secondary role has been the influence of the mean radiant temperature of solid surroundings. The use of ventilating systems, fans, water-washed air systems, and air conditioning installations have, as a con sequence, become widely recommended as satisfactory relief measures in most indus tries. In our particular industry' and to a large extent in the metalworking industries, greater benefits are derived through the con trol of radiant heat exposure: In some respects we have been fortunate in that the nature of the operations involved in the manufacture of glassed steel equip ment preclude the use of monitored air sys tems. Realizing this, investigation of such systems has been limited and our efforts di rected towards methods for controlling radi ant heat exposure. A brief look at the oper ations required for the production of this equipment will serve to illustrate this. The glassing operation is closely related to the porcelain enameling of steel. The major differences are that the glass used is considered more of a true glass than is porcelain enamel and that the equipment de sign is considerably' more complex. While porcelain enameling deals "with gauge sized steel and uniform sections, glassed steel equipment utilizes steel plate one quarter inch to two inches thick with wide variances in section thickness. The finished glass thick ness is substantially heavier than that en countered in porcelain enameling. As in porcelain enameling, two basic meth ods of application are used, dry process and wet process. Regardless of the type of ap plication method used, sudden or spot cool ing such as might be introduced by special blowers or man-cooling fans would result in high rejection rates. In wet process methods each individual coat of glass is applied by spraying or other statable method, dried, fired, and cooled to room temperature. With these methods, in dividual operators are seldom required to approach the hot ware for prolonged periods of time. The radiant heat exposure prob lem therefore is not great. Of much greater concern is the degree of radiant heat exposure arising from our dryprocess operations. In this type of opera tion, only the initial coat is sprayed or other wise applied and dried. After firing of this initial coat, all subsequent coats are applied while the ware is at temperatures of 1500 Fahrenheit or higher. In these subsequent application operations, the workers may be required to work within inches of the hot ware. The time required for application may. reach 25 minutes. When not actively engaged in the glassing operations the operators are continually ex posed to radiant heat' from their solid sur roundings. This is generally felt to be of little consequence and is compensated for through the use of normal ventilation. In addition the operators have built up a tol erance for this imposed heat load over a period of years. This heat load is frequently increased due to the close proximity of our furnaces. While one crew may be in between opera tions, that of an adjacent furnace may be engaged in the dry processing of ware. In the dry process method of application, the glass is applied in the form of finely milled particles. If the surrounding air velocity- is too great, application of the glass is made difficult and uniformity- of applica tion is affected. In addition, the temperature 5 1958 Xational Safety Congress of the ware may decrease to the point where it is impossible to complete the glass appli cation. In the fabrication operations preceeding the actual glassing, radiant heat exposure is also a problem. The various hot forming operations are generally such that monitored air systems would reduce their effectiveness. A good share of the alloy equipment pro duced for severe corrosive service requires the use of high temperature annealing fol lowing fabrication. In addition, dependent on the particular alloy used, rapid quenching from these high temperatures is required. In such instances it is frequently necessary for personnel to work in dose proximity to the ware. Since the temperatures encoun tered are considerably higher than those used in the glass lining process, the heat exposure problem isjnore acute. Protective clothing and protective shields for personnel have been the most effective means found to date for reducing discomfort due to radiant heat. Over a period of years the design and choice of materials used for protective clothing have undergone many changes. These revisions are being made continually. As new materials appear on the market, trials are made. Changes in design are frequently made on the advice of the individual operator. At present the bulk of our protective clothing is made up of aluminized asbestos cloth backed up with felt or other insulating material. Each operator is equipped with mitts, leggings, aprons, coats and/or jackets, helmets, and special arm sleeves. The opera tor selects the various items of apparel to be used for a specific operation. There are several factors that must be taken into consideration when designing pro tective clothing for such use. We have iound the following to be of most consequence: 1. The ipaximum amount of protection the base material will afford. The greater the ability to reflect radiant heat the higher the degree of protec tion obtained. 2. The weight of the material. This is extremely important in order to prevent the imposition of an undue fatigue load on the operator. In connection with this we try to cut out or eliminate material in those areas where exposure is not a problem. For instance the back of our coat is open. In place of mate rial, leather straps are used to hold the back together. 3. Flexibility of the material is very im portant. The material must be flexible enough to permit unrestricted move ment of the operator and to reduce the fatigue factor. 4. The equipment must be tailored to fit the operator properly. Ill fitting equip ment affects the performance of the operator. In addition to the above, such factors as initial cost, life expectancy, and maintenance are also considered. As mentioned earlier, we arc continually seeking better materials of construction for our clothing. At present we are investigat ing such materials as aluminized fibreglass, aluminized cotton duck, and aluminum sprayed asbestos. . While protective clothing has been the major area of interest, we have used, with great success, protective shields faced with aluminum. These shields when interposed between areas of high radiant heat emissivitv and personnel, have been highly suc cessful. In addition to their effectiveness, the ease and low cost with which they may be erected has been particularly satisfying. In general these shields have consisted of a wood frame faced with light gauge metal or pit-wood. This facing, in turn, is covered with aluminum foil. In some instances card board has been used for the backing mate rial. The weight of the aluminum foil used is determined by the degree of physical abuse the shield is apt to absorb. If the shield is to be portable or semi-portable, foil having a thickness in the range of .006 to .010 of an inch is used. On permanent shields, foil having a thickness of .004 of an inch is used. These shields were introduced gradually to our personnel and have now gained uni versal acceptance. The proof of their suc cess has been evidenced by the reactions of the workers and their requests for other shields. In past years the men would request blowers or fans whereas they now request aluminum faced shields. A most effective combination, where vision 6 o i.^id :ry >mflexible movercducc I to fit equipof the inuallv on for stigategTass. minum vision Glass and Ceratnics, Rubber Industries is a prerequisite, has been the use of alu minum faced shields equipped with windows of infra-red reflecting glass. At present we have approximately 1,500 square feet of aluminum faced shielding in stalled. Conservatively speaking, this area will have been increased to 3,000 square feet within the next six months. CONSTRUCTIVE DISCIPLINE By J. E. MORRISON Asst Manager, Safety & Plant Protection, Pittsburgh Plate Glass Co., Pittsburgh, Pa. Our discussion today is to be in the area of supervisory safety training. Since this subject is rather broad in scope, we should narrow it to one category and try to be as specific as possible. We shall discuss Con structive Discipline. There is no area of supervisory training more important and which has been more neglected. In all probability discipline is one word in the English language which is greatly mis understood. Not enough has been done to dear up its meaning and its application to the supervisory situation. It is impossible for any supervisory em ployee to fulfill his responsibility' to manage ment without full knowledge of the use of discipline. He cannot be a good leader, hold his costs down, and get maximum production with safety' without a knowledge of the fundamentals of discipline. Perhaps we should define discipline before further discussion. Webster defines it as: A branch of knowledge or learning; train ing that develops self .control, character, or orderliness and efficiency; the result of such training, self control and orderly conduct; acceptance of or submission to .... authority or control; a system of rules or methods for the conduct of a group and treatment that corrects or punishes. Perhaps most of us would think of disci pline as the application of punishment, but you see Webster puts that at the end of his definition. This implies that it should be used only when the member of a group fails to accept training or refuses to behave according to the rules of conduct prescribed for the group. Punishment will, therefore, be discussed less than other aspects of disci pline. The so-called atmosphere or climate we hear so much about is nothing more than a well disciplined situation, where the man agement has made its expectations, rules and policies known to employees and conducts itself accordingly', and where employee un derstanding and acceptance is obtained. There is only one reason for the existence of a business. That reason is to provide a service in order to make money. Where there is poor discipline, profits are likely to be low and the maintenance job, the produc tion job and the safety job cannot be done welL Probably most other jobs will not be done welL The central thought of our discussion is constructive discipline is the greatest need in safety today. Much of the reduction in fre quency' is the result of mechanization or automation. If we expect to prevent acci dents we must have discipline as well as engineering improvement We are lagging in this respect We talk of atmosphere and climate. We should establish a better understanding of the terms. Perhaps one of the best ways to understand them would be to outline the conditions under which we as supervisors ^ do our best work. Do we work better in a confused atmosphere where we are permitted to flounder, make our own rules, follow our own inclinations and to work when we feel like it? Do we do our best where there are no real expectations of us or when there are no reasonable standards set for us? Do we really like a disorderly or confused atmos phere? Do we want to be held to correct attitudes, or do w'e like to continually be making ex cuses for our shortcomings? Do we want 7 4**--IS \? -X" 1958 National Safety Congress to work for a supervisor who is so permis sive as never to give any real professional guidance to us? No well-trained supervisor could answer these questions in the affirmative. All of us know that we work best when we have a definite task, know what is expected of us and are honestly appraised and corrected. We work best when we have a definite goal or task, the achievement of which will give us the satisfaction which comes from accom plishment. We work best and are happiest in an orderly atmosphere with known and accepted standards, rules and policies. We dislike guesswork and uncertainty, and we want a place for everything. If we like these elements as a part of our work climate, then we may safely as sume that our workers would also like them. They cannot work properly without orderly routines, systematic guidance, a warmly co operative emotional climate, and an under standing kind of authority which should be manifested in our personality and our methods of supervising. No one condones lack of discipline in the work situation. When it exists, it may be because of poor understanding of what good discipline is, or changing philosophy or the mistaken belief that good procedures are being followed or we have inadvertently discarded good work discipline. Many highly meritorious methods have been discarded, not because of inherent weakness, but because of misuse. Properly conceived, the modern work sit uation must be a well-regulated, orderly place, that invariably affects good worker adjustment and in which the supervisor con sistently functions as the understanding leader. This is a prerequisite to a maximum effectiveness and ease of operation. The correct kind of atmosphere has al ways included certain essentials concerning the supervisor and the worker. The supervisor should be the mature, ex perienced and professionally trained guide who knows the general objectives of good supervision, has specific objectives for his workers, knows their abilities and needs, plans carefully and suitably, maintains an active and well-organized work climate or atmosphere at all times, recognizes workers as individuals and treats them accordingly. Such a supervisor presents himself by his voice and attitudes and work behavior as a desirable model for his workers, encourages whenever possible the degree of democratic participation consonant with good judgment and within the framework of company pol icy. He knows that what he is doing is for the best interest of the company and its em ployees and transmits his own sense of con fidence and security to his workers. The worker who knows exactly what is expected of him is surrounded by an atmos phere of sincere respect in which he can do his best work. He knows he is expected to work up to his own capacity and is en couraged to develop his own special talents and aptitudes. He receives deserved praise and warranted criticism as constructive con tributions to his own development. He rec ognizes his rights and privileges, obligations and limitations and feels secure about his place in a harmonous group which is work ing effectively with the supervisor toward the achievement of objectives considered to be worthy. The kind of discipline that flourishes in an atmosphere characterized by these essen tials is constructive discipline. Basic to con structive discipline is the systematic develop ment of routines in the work situation wherever possible. Such systematic organi zation of work detail will release the energy oi the supervisor for the best possible cre ative work. He can more efficiently devote his energies toward teaching job skills, com municating with workers, sharing experience and knowledge and developing social con sciousness among his workers. The social value of constructive discipline is of inestimable importance. It helps em ployees learn to work and live together, first in the work situation, then in the commu nity. It teaches self respect, nKitUal respect and social adjustment as necessitated in the work environment. It gives them by repeti tion an understanding and appreciation of certain elements essential to democratic liv ing that we often consider to be so simple as not to warrant listing with other lofty generalizations in this connection. These so-called lofty generalizations are commonly accepted and agreed upon as fun damental characteristics of democracy. Some of them are the sanctity of the individual, respect for variations in the individual, fair 8 by>:* iragu> eratic gment y polis for s emt con- iat is tmosan do tected is enalents praise : coni recitions it his vorfc>ward ed to es in ssencon- elopation ganilergy cr eve com- ience con- pline onfirst unuspect 1 the petin of : livmple lofty are fun- iotne dual, fair t Glass and Ceramics, Rubber Industries and equal treatment, equality of opportunity to develop capacities, concern for happiness and welfare of everyone in the group, self direction rather than by external authority as much as possible and encouragement of self expression. No serious discussion of democracy, its attitudes and processes could be considered to be sound without reference to and inclu sion of most of these fundamentals. In the work situation the so-called simple elements are probably equally significant and important to the understanding of the work ers. Because of their simplicity and their fundamental nature, they are sometimes overlooked. Some of these simple elements are learned much better through work experience than in any other way. Some of them might be listening cautiously to employees, being alert but relaxed to enhance attention, reaching decisions by talking things over, addressing one another by name, using clear and pleas ant speech, making contribution to group rather than to one's self, inviting opinions of others, defending and refuting statements calmly and objectively, challenging another point of view in good faith, using good man ners, accepting criticism graciously, solving real problems of concern to individuals and the group and evaluating what has been done. Many supervisors do not fully realize that in teaching these apparently simple skills ami attitudes they are in fact building in their employees a solid foundation for demo cratic citizenship, rather than merely direct ing the men. Continuing the discussions on systematic procedures and routines, we may consider two areas. One is the so-called management aids area and the other the work procedure or work routine. The number of management aids should be kept to the minimum in order to save time and cut red tape. Some of these can lie self-imposed although much of it can be due to requests from others in the organiza tion. The number of these in use will de pend upon policy. They include records, re ports, ratings, rules of conduct, rules of safety, promotion schedules and other kinds of personnel procedures. Some additional aids may necessarily be developed by the supervisor, such as job plans, instructions, methods, use of time cards, inspection reports, tool checks, requisi tions and even accident investigations. Some of these aids are used as a matter of mate rial control, but this is another form of dis cipline. The use of such aids promote uni formity of conduct among employees. The supervisor can best set the moral tone or atmosphere he desires by proper manage ment of good work procedures and routines. The basis for this is good preparation and a well-planned supervisory program. Many bad habits can be prevented. Patience is one of the supervisor's most important attributes, and much of it may be required for older employees who may be set in their ways or who may be near retirement age. Good supervision or leadership is a process of "pulling'' which requires great stability of character. The development of routine and procedures takes time. More than that, it takes time to get them firmly established and keep them operating effectively. Instead of the original three E's of safety --engineering, education and enforcement-- we should now consider six: engineering, enactment, education, enforcement, enthusi asm and example. In all of these, discipline is involved. We must discipline ourselves to the laws of nature, for nature herself is a stem disci plinarian. To conform with her laws results in satisfaction and positive rewards. When we identify our own best interest with nat-. ural laws and strive to conform, we derive the greatest satisfaction and this is an ex ample of constructive or positive discipline. Failure to conform with natural laws brings about deprivation, want and at times great suffering and even death. If we have to live in a frigid climate, we must dress adequately or freeze, when driving a car around a curve we` have to~tio so with* a speed consistent with safety for we cannot defy the law of gravity without paring for it. Nature's method of discipline for man has but one message, namely certainty and not necessarily severity. Engineering concerns itself with discipline for it cannot defy the laws of physics and nature in the design of tools and machines and equipment The other five E's involve discipline. Rules and policies must be enacted, educational programs must be provided, enforcement 9 1958 National Safety Congress must be sure and certain, fair, firm and consistent, enthusiasm and interest must be evident and the entire management team must set the example for the work force. We cannot expect others to obey the good rules of conduct or laws' of management if we fail to do so ourselves. Most of what is learned on the job comes through the example and coaching of the management team, more especially the immediate super visor. This goes all the uav to the top of the organization. Being a management employee imposes certain duties and standards on a super visor. One of these is self training and self discipline. Everything he does is an example. His attitude and standards on and off the job influence many people. If he is often late to his job. or guilty of wasting time and material, or reflects laziness, un tidiness, if he fails to plan and prepare for his work, or is impatient, unstable or abuses privileges, displays disloyalty to his superior or his company, he is one who could never build positive discipline among his workers for he exerts a moral influence on them through improper guidance and example. The supervisor who finds it necessary to reprimand his men finds himself deeply involved. When using the reprimand there are two principles which have bearing on its effectiveness. First is the knowledge of company policy and second is his own personal emotions. He holds a position of vantage in the situation which he should not allow to become weakened by lack of knowledge or information on policy or the failure to enforce it or by displaying emo tional weaknesses. We should repeat at this time that the supervisor is the example for his men, and he could never expect to accomplish any satisfactory results if he reprimands ineffectively. Positive discipline emphasizes the moti vating factor of incentive; negative disci pline emphasizes the fear of punishment. The positive approach provides clear-cut directions and expectations; negative disci pline tends to confuse. Negative discipline when used, and often times it is necessary, must always be accompanied by an explana tion of desirable behavior. The procedure for penalties to be most effective must be a matter of policy. It must be fair and equitable, and everyone must understand it, including the workers. Let us repeat again that to be effective, discipline must be consistent and certain and without conflicting standards. Nothing is more disturbing than to see a person espouse one set of standards and follow another for himself. And we cannot enforce safety rules one month and ignore them for eleven. There should be no need for the extension of sympathy on the part of the supervisor when applying the reprimand. Positive discipline tends to clarify what is expected of an employee and to establish follow-up procedures to insure it is in voked as prescribed. The merit rating pro cedure. for example, is a tool used to accomplish this. There should be fixed time limits for evaluating progress of an employee. They should be followed by prompt evaluation by the supervisor and the employee .should. Jbe informed of. the results. In conclusion, let me repeat the central thought in-our discussion; constructive dis cipline is the greatest need in safety today. If we expect to continue to make progress in accident prevention we must have con structive discipline as well as engineering improvement. Like begets like. We tend to conform to our supervisor's expectations provided he has told us what they are. We try to figure how our supervisor wants us to be have and modify our behavior accordingly. When the history of our industrial revo lution has been written, much of the credit for better employee relations will be given to safety. It is the basis for all human cooperation in industry because it carries a strong appeal so that management and the workers can be brought closer together. If the safety program works, other em ployee relations programs will follow along with'it Maybe the same could be saidTfor some of the other programs, but safety has enough appeal to make it a leader. The safety program must be vigorous; management must maintain the initiative. It should be aggressive and so sound that one can have the slightest opportunity to criticize it The climate or atmosphere set by super vision and constructive discipline as estab lished by management will promote readiness in the minds of workers for safety on and off the job. er ) >thing >erson follow force them d for irt of mand. what ablish s in: prosi to fixed n an d by ' and f the entral ? disfodav. gress conwring form ed he y to o be ing f rcvu credit given uman irries : and ether. emalong d for y has rous; ative. that ty to uperstabliness i and Glass and Ceramics, Rubber Industries We have to step out in front and lead the way, to set the example for others, to practice what we preach, for this is the basis for constructive discipline. None of this is intended to create the idea that because we are advocating kind ness and consideration on the part of the supervisor that we will make weaklings of them. A good friend once told me that kindness is not a mark of weakness because it can and should always be accompanied by firmness, fairness, consistency and certainty. Safety and accident prevention has only one purpose, and that is the removal of accident causes. Accident causes cannot be removed in an atmosphere of confusion and misunderstanding. They can be removed only when people are disciplined to the work situation. INTRODUCING SAFETY TO NEW EMPLOYEES By D. W. GIBSON Director, Safety & Plant Protection, Columbia-Southern Chemical Corp., Barberton, Ohio -- Creating a good safe working attitude in a new employee is an important under taking. After a man has been hired, he is put through an elaborate system of processing in order to acquaint him with all of the important phases of his new job. Many things are told to the employee at this time, and he usually has to complete a variety of forms and cards, all of which contribute to a state of confusion for a new man. Those of us associated with the safety of employees realize this more than anyone else. Often the new man gets into difficulty on his job, and on many occasions it is the name of the new employee that crosses our desks on an accident report. Realizing that much must be done in training and building the proper attitude in the new man, we at the ColumbiaSouthern Chemical Corporation have taken a new approach in our safety indoctrina tion program, utilizing pictures to rein force the spoken word during lectures and classes. Most programs on safety are concerned with the three "E's"--education, engi neering, and enforcement. We have added two additional factors--enthusiasm and example. We believe that if we do a good job on the positive factors, enforcement will be needed only as a last resort. A scries of 87 slides has been developed at our Barberton plant to give a picture story of our safety program. Before the new employee reports to his foreman, he is shown the slide series. Each slide is narrated by a member of the safety de partment, and ample time is permitted for questions. The slide series covers everything from safety glasses to safety locks, safety meet ings to plank and ladder testing, etc. Actual demonstrations are made with first-aid and fire equipment, and the new man has an opportunity not only to see this equipment, but to handle it himself. Special emphasis Is placed on manage ment's interest in the creation of safe working conditions and the prevention of fires. It is our hope to creat in the minds of new employees a sense of belonging in a group of people-who are interestecL in__ their safety as well as that of their fellow workers. After the series of slides is shown, the new employee is then introduced to his foreman who takes him on a tour of his department At this time the departmen tal operating conditions are discussed and a special check sheet is used by the fore man to make certain that all departmental conditions are covered. The foreman encourages the employee to ask questions and drives home the 11 1958 National Safety Congress point that when he is in doubt, he should ask before proceeding on the job. We feel that the use of our safety slide series and the cooperation of our foremen have been a great assistance in adding to the success of our safety program. The slide series presentation is not ex pensive. The total cost was less than $100, and the time involved to present this in doctrination program is 35 minutes. We feel certain that it will pay for itself many times. GLASS & CERAMICS SAFETY IDEAS (A Panel Discussion) John Fallen, Kopp Glass, asked for dis cussion on the representative companies' disciplinary procedure when a safety rule is violated and an injury occurs. He stated he had not been satisfied with answers he had heard on this subject at previous ses sions, and further that he did not feel that forgiveness was the proper solution. Russ Frank, Ferro Corp., said his com pany's disciplinary procedure becomes effec tive after recovery from the injury- He said his company allows two minor offenses before discharge. If, however, a third minor offense takes place, discharge is automatic. In the event of a major offense, in the company's consideration, immediate discharge follows. Bill Price, Owens-Coming, asked how many of the companies had union contracts which spelled out disciplinary actions and procedure involving safety infractions? Only a few companies present indicated they had such arrangements. The question was then asked how many establish a safety committee from members in the bargaining unit? Again, a few' companies replied in the affirmative. Russ Frank, of Ferro Corp., said his union contract permits management to establish safety rules which may -bechanged at the option of the company and as a result of changes in operations,, pro cedures, etc A union-management commit tee meets once a month at the option of the company. He emphasized strongly that this committee is not permitted to officially in vestigate accidents. P. H. Wickhorst, Owens-Coming, asked, "Does the union have anything to do with the establishment of penalty?" Those who replied, answered in the negative A discussion then ensued on the matter of intoxication. P. H. IVickhorst cited an instance at his plant where a man suspected of being intoxicated was stopped at the gatehouse and the steward and department foreman were called to decide whether or not he was in shape to work.... There then followed discussions from other members of the group during which specific instances of drunkenness and resulting actions were recalled for the benefit of the group. In most instances, drunkenness resulted in dis charge; however, several extenuating cir cumstances involving drunkenness were discussed where discharge was not the out come. Bill Price asked whether, as a lever during negotiations, did any companies offer to wipe the slate clean for violators of safety rules? D. T. Quigley, North American Refrac tories, said his company's policy was that all violations were withdrawn yearly. He explained further, however, that this pre sented no problem to the company as no one took advantage of the fact that they could have several infractions during the course of a year, have them wiped out at the end of the year, and begin again. John Skendatl, Harbison-lVolker Refrac tories Co., said this procedure also was followed at one of his company's locations. Bill Price then asked, with respect to outside contractors coming into the plant, how are they affected by plant safety rules; what action, if any, is taken in the event of violations of plant safety rules, and how do you get a contractor and his men to adhere to plant safety rules? C. Doan Noce, Pittsburgh Plate Glass, said that in his company the first step is to check contractor's compensation insur- 12 ot jex- lis . We many :ed an pected it the rtment ter or t then mbers tances went p. In n dis1 dr- were e out- luring er to safety <yr. > that . He ; preas no : they g the >ut at efrac was itions. xt to plant, rules; event i how en to Glass, :ep is insur Glass and Ceramics, Rubber Industries ance. Secondly, his company has a policy to furnish no materials to the contractor, pointing out that if the contractor furnishes all his own materials, the question never could be raised that something went wrong as a result of faulty material furnished by the employer. If safety violations are not observed, a proper representative of the company immediately goes to the con tractor, requesting that such practices be corrected immediately. He said this approach got very' satisfactory results. The question was raised as to whether any of the companies required "hold harm less" clauses with respect to outside con tracting work. One member said bis com pany's procedure was to require the ac knowledgment of a "hold harmless" clause and furthermore there was a stipulation in the agreement with the outside contractor whereby observance of plant safety rules was made mandatory. Joe Morrison, Pittsburgh Plate, said that in his area there is an industrial rdations group, sponsored by local industry, which lias published a manual of safety procedure: This manual is given to the outside con tractors at the onset of their work in any of the member plants. John Skendall, Harbison-lValter, said a proper compensation check up, a correct legal writeup, that is, contracts with "hold harmless" agreement included, and the selec tion of good contractors should be all chat is necessary toward eliminating the problem of safety violations and accident hazards when work is given to outside contractors. The discussion brought out the fact that most outside contractors have their own safety procedures, which they require their men to follow. John Skendall stated that if the safetydepartment is advised of pending work within a plant, they can immediately get on it and, before it has started, work out any potential problems. Clyde Ruddick, Pittsburgh Plate, said his company has a printed booklet of procedure, relative to safety and accident policies with in his plant, that is given the contractor before he commences work. After tills discussion the consensus was that the problem could best be solved and accidents generally avoided if a procedure was properly set up prior to the use of independent contractors. Bill Price asked what is considered the mandatory area of eye protection? One of the glass representatives answered that in any area where glass was being broken, goggles were required. He was then asked about hot areas; his reply was goggles were only required where constant watching was required of the operator or where a flareup could be expected. Someone asked, where in the ceramic industry are goggles required? Lee Hawthorne, A. P. Green Co., said that in his company goggles were required in machine shop where grinders are used and where crating is being done. Dick Stein replied there was no compul sory program of eye protection at his -company, American Standard. Elwood Knepper, Hasel Atlas, said eye protection at his company was based on statistics. In other words, a survey of the plant indicates where eye protection is most necessary and it is accordingly' required at that point. Russ Frank said that in his organization certain selected personnel in each of the plants are required to wear eye glasses. The question was then raised--how many plants of 100 per cent eye protection are there? It appears that in some instances. everyone in the production area is required to wear glasses. John Skendall stated that at their large machine shop they have prac tically 100 per cent participation, altho the program is voluntary. Does the company defray the cost of pre scription glasses? Discussion developed that in some of the glass companies a subsidy is worked for-fitted safety glaSSesr Eye ex amination costs, however, are borne by the employee, except, stated Frank Russ, at one plant where $3 of the cost is paid by the company. Dick Stein asked for discussion on com pany safety shoe programs and whether or not any of the cost was subsidized by the companies. John Skendall of HarbisonIValker, indicated that in some of their plants they have a stipulation in their local agreement making the use of safety shoes mandatory. 1958 National Safety Congress D. T. Quigley said North American Re Mr. Frank said cases of this kind were fractories Co. has in effect a voluntary considered as part of the medical department program, and that from 70 to SO per cent costs. of the employees do wear safety shoes. It was further pointed out that shoes are made available to the employees at company cost and. in some instances, a store of shoes is kept at the plant. He brought out further, however, the great success of the program was attributed to the fact that safety shoe representatives had been coming to the plants and displaying a large quantity of shoes, answering all questions and had been suc cessful in signing up many employees. Bill Koffert. of Oxvens-Ctiming, said his company had used the mobile safety shoe unit with some success. He said about 40 per cent of the people in his plant were sold safety shoes through the use of the mobile display. John Fallen asked about the use of safety gas cock controls on furnaces. All answers ind'eated that automatic safety cocks were used in all instances and require that de livery of power, fuel and air must be right before the safety cocks can be reactivated. Reactivation of all controls is done manu ally. Dick Stein asked `"How many companies use their own employees as guards and how many use outside agencies?" John Ful- len reported that he had thoroughly investi gated the use of outside agencies and felt that, while he was making no specific recommendation, the outside agency pro gram seemed appealing from a cost stand point. '-- Clyde Ruddick said that, largely through the efforts of John Skendall. a move is under way to get the safety shoe manu facturers or an association of manufacturers to recognize men who have been saved from injury as a result of the use of safety shoes. Then, there was distributed at the table a "golden slipper" certificate. This idea is in the nature of the Owls Club and Turtle Club and is recognition of an indi vidual who. because of his use of safety shoes.'Itas been spared injury. Russ Frank said Ferro uses three sys tems: (1-) night men who are not fully occupied, (and this he recommends); (2) the use of full time regular employees, and (3) the use of outside private agencies. With this latter group he lias had great dissatisfaction because, as he points out. outside men do not comprehend fully the involved nature of operating a plant and. consequently, are of little use in an emer gency involving operations. P. H. Wiekhorst said he had found from experience that /. J. Ilnbaugh. Pittsburgh Plate, asked outside agencies have no personal interest how are shoes fitted? Mr. Adcock said in in what goes on in a plant. John Skendall his plant the storekeeper measures the indi reported that Harbison-li'alker uses both vidual's feet. Mr. Hatfield, of Pittsburgh setups and finds outside people have worked Plate Glass, stated that in his contract there out very well. was a provision citing that safety appliances required for company use would be fur nished "free of charge." He asked what this can lead to. This question was developed Dick Stein asked. "Does anyone have any gimmicks or individual approaches to safety programs, contests, etc.?" along the lines that if safety shoes are D. T. Quigley said his company uses a promoted, will companies-eventually befaced contest figure1 named "Archie Accident," with the problem of bearing the complete depicting a workman, to demonstrate how cost? A -discussion revealed that no one much money is lost in wages through plant felt this would be true until and unless accidents. Each accident is cataloged and there was an absolute mandatory safety at the end of the contest period, that amount program requirement set forth by a com of money attributed to the legs, arms, trunk, pany. hands, etc., is totalled. A contest is then held The question was then proposed, "how are safety shoes handled?" Russ Frank said that where other than normal fitting was whereby the employees attempt to estimate how much total money has been lost as a result of accidents. The three employees involved or required, his company used a coming closest to the correct figure are chiropodist to insure the ltest possible fit. or awarded prizes at a banquet. Quigley said employees may be referred to a foot doctor. he felt this approach had been quite suc- 14 oi safety answers :fcs were that dc~ be right ictivated. e manu- >trtpanics rds and okn Ful investiand felt specific cv pro>t stand- ree svsot fullv s); (2) ees, and igendes. id great nts out. ullv the tnt and. n emerickhorst tee "it ini It iknsitall es both worked ave any d safety- uses a rcident," ite how fh plant ;ed and amount trunk, ten held estimate ist as a tplovees ure are ley said ite sue- I RUBBER SECTION ENGINEERING SAFETY INTO MANUAL AND AUTOMATIC CURING EQUIPMENT By L. E. SODERQUIST Vice President and Director of Engineering, McNeil Machine Engineering Co., Akron, Ohio Tire curing is inherently dangerous! We must work with high mechanical pressures in conjunction with high pressure steam, high pressure water, electricity and compressed air. Prior to the Bag-O-Matic, the first major advance toward safety and efficiency in the curing of tires was the development of the individual curing press. The mold halves were permanently bolted into the vulcanizer and were controlled during opening, dosing, and damping pressure by electric or hy draulic means. Even with the advent of the individual press, possible injuries to operat ing personnel still prevailed. The roost com mon cause was that of an explosion result ing when the presses were allowed to open while internal pressure still remained inside the curing bag. Curing bags were of the same design as a very heavy wall inner tube usually having one small valve stem. To overcome the potential danger of such explosions, a pressure switch was used on the internal line to prevent the press from opening as long as pressure existed at the switch. This device was patented and uni versally adopted. A great deal of engineering time and money was spent in the development of bet ter pressure switches. One of the problems in using this type switch was that it reacted only to tlje pressure at the switch. Of ne cessity, usually the pressure switch was in stalled outside of the press, resulting in a rather long line from the switch to the curing bag containing the pressure The fact that the valve stem was small created a restriction that was subject to being clogged by oxidized rubber from the inside of the curing bag. When this occurred the pressure switch could not operate The press would open with pressure in the curing bag and an explosion would result. This condi tion was so common that it was considered a necessary evil. A strain safety switch was developed to guard against the hazard of explosion. The design of this switch is relatively simple and makes use of two inherent features. First, the clearance between the shaft and the bear ing, and second, the fact that the load on the bearing reverses during normal opera tion. As the press opens, the first slight move ment of the toggle releases the push-down or squeezing pressure of the mold. The con tinued movement of the top link picks up the top half mold and all of the retaining parts. This reverses the load on the bear ing. If pressure exists in the curing bag, the bag itself lifts up the top half mold and retaining parts and there is no reversal of the bearing load. By inserting a sensitive switch at this point, we have an instrument that will stop the press from opening as long as pressure exists in the curing bag regardless of the cause. This switch was very reliable and sensi tive to low pressure, however, its relation to internal pressure was a little beyond the scope of the average mechanic and the switch was not properly set in many cases. In the Bag-O-Matic press, an integral, barrel-shaped diaphragm is used instead of a curing bag. Here it was possible to use two large internal lines with no restriction. The pressure switch could now be used as a reliable safety instrument and the need for the strain gage switch was not as pre dominant. As an added safety feature, two switches could be used, if desired. In tire curing by individual press meth ods, the operators were forced to handle considerable weight during a complete form ing and curing process . . . first, the weight of the unshaped tire plus the weight of the 16 D nsidercd loped to jo. The iple and v. First, he bear load on opcra- t movesh-down "he coniicks up etaining ie bearng bag, U mold reversal lens' " ini. mng as hg lwg 1 sensiition to md the nd the > cases. ntegral. lead of to use iriction. ed as a sed for is prere, two metlihandle i formweight of die * *3 Glass and Ceramics, Rubber Industries curing bag . . . then the combined weight of tire and bag from the shaper to a conveyor . . . also, the combined weight of the tire and bag from the conveyor into the press. Following this, the combined weight of tire and bag from the press to a conveyor, and finally, the tire and bag from a conveyor into a debagging unit where the curing bag was removed from the finished tire. In passenger tire curing, this sequence of operations represented an approximate total of 330 lbs. The weights increased propor tionately as the tire section became larger in passenger and truck tires. This sequence also involved many manual operations in which the operator was in contact with moving liarts, thus increasing the hazards. With the development of the Bag-O-Matic press, the rubber industry was able to bag, cure, debag, and eject a finished tire all within the Bag-O-Matic press. Not only did this machine effect substantial savings in curing time and handling, but it provided a much wider latitude for safety engineering in the process of tire curing. The operator was called upon to lift only the weight of the uncured tire in loading the Bag-O-Matic and the weight of the finished tire in unloading. The complete cycle in weight handled by the operator was reduced from 350 pounds to approximately 52 pounds on passenger tires. Even the 52 pounds has been eliminated in new, fully automatic operations. This reduced the pos sibility of muscular strain, back injury, hernia and other physical injury. The shaping diaphragm, being an integral part of the Bag-O-Matic press, made it unnecessary' tor the operator to make any steam or hot water connection for the cur ing of a tire. This did away with the possi bility of an operator being severely burned when disconnecting the old type steam or hot water connections from the Conventional bag. Another safety feature engineered into the Bag-O-Matic press was the location and placement of steam or high temperature water lines running to the mold area.. In all possible instances these lines were run from the rear of the press to the mold position or in some manner the lines were protected to keep the operator from any possible physical contact. All of our presses, whether manual or automatic, are equipped with safety bars. This bar extends the full length of the press across the mold positions preceding the top half mold during the closing operation of the press. Upon contact with any foreign object the press is immediately stopped and re versed. This bar makes it almost impossible for an operator to close the press on his person or on a foreign object lying in the front mold area. In the interest of safety, all modem presses today should be equipped with a clearly marked, operational switch which reads as follows: "Off -- Mold Change-- Manual -- Automatic." When the switch is placed on any one of these functions, all other functions that are not necessary for the operations are completely disconnected. For example, when the switch is placed at "Mold Change" position, only those functions necessary* for changing a mold are in opera tion. All internal and external pressure lines are electrically disconnected. With the development of the Bag-O-Matic, due to the ease of positioning a green tire, we were able to create auxiliary units to proride for fully automatic loading and un loading of the tires. This development al lows each press to be used to its fullest capacity and efficiency giving the particular tires in that press the minimum allowable curing. The automatic loading feature pre vents operator fatigue as the tires are fed into the mold position by a conveyor and loading chuck assembly. The removal of the finished tire is also fully automatic. The lifting arms remove the tire from the curing bag assembly, elevate it to proper position, and slide the tire out of die rear of the press onto a roller conveyor. The automatic unloading becomes a more important feature in the handling of the large truck tires as the press operators were previously called upon to lift tires weighing 160 pounds or more. A great step in safety lias been accom plished by automatic operation without the presence of an operator. Considerable progress has been made in the design of the electrically operated me chanical goods presses. These presses incor porate many of the features already dis cussed. In addition to these, there are certain other features that affect safety to the operator as well as increase efficiency of 1958 Xatianal Safety Congress operation. The common method of produc ing compression molded mechanical goods products embraced the use of an individual press unit and several individual molds. These molds were manually loaded into the press, manually removed from the press, and then broken open by hand or some mechanical aid which resulted in operator injuries due to mold halves falling dosed, or mold slipping from the conveyor onto the operator's legs or feet. In the new. electrically operated, mechan ical goods presses, the molds are bolted securel}' against the upper and lower platens. The mold remains in the press during all operations including opening, closing, load ing and unloading. This also provides suffi cient access during the loading operation and prevents bums as well as any possible injury caused from molds falling due to gravity. ----- -----'-- " Another safety feature engineered into the mechanical goods line is that of ejection equipment. The manual unloading of me chanical goods pans prior to the ejection equipment necessitated the removal of the hot cured part by the operator and some times required the assistance of compressed air to aid in stripping the part from the mold cavity. I will not attempt to elaborate upon the dangers of using compressed air for such operations as you are all familiar with the eye injuries, etc., that have resulted from debris, surplus material and even fin ished parts being blown into the operator's eyes causing injury or infection. Mechani cally actuated ejection equipment on the new mechanical goods presses actually strips the molded product from the mold cavity so that it can be easily and quickly removed from the press without the use of any auxil iary service, such as compressed air. In engineering curing equipment for use in the rubber industry, we constantly keep uppermost in our minds the fact that the humidity conditions, high pressure steam, water, and othejr services so necessary for vulcanizing operations require moisture-proof and dirt-proof control equipment such as timers, electrical controllers, etc We also attempt to anticipate careless actions of operating personnel in an effort to design the maximum of protection into all of our equipment. SAFE OPERATION OF BANBURY MIXERS By ALAN S. McLEOD Engineering Dept-, U. S. Rubber Co., New York, N. Y. I have been invited by your program com of such type or magnitude. Heretofore, we, mittee to describe work we have done at in common with the rubber industry, had United States Rubber Company to insure not associated the safe operation of Ban the safe operation of our Banbury mixers. bury mixers with the fact that rubber com Our objective is to prevent recurrence of pounds, when worked above specific critical conditions that could result in an accident temperatures, will emit fumes similar in like that which occurred at-Los Angeles_on -- characteristics to natural gas. This is par January 21. 1955 where six men were se ticularly true with respect to synthetic rub verely burned, four of whom died from their bers. bums. At Los Angeles hot gasses erupted from an overheated batch of low temperature GR-S while being mixed in a Size 11 Ban bury. The gases combined to form an in candescent lire ball which escaped up through the Banbury feed hopper opening to bum the six men who were within its path. Investigation following this tragic accident at Los Angeles clearly determined it to have been one of human error. Examination of the mechanical and electrical equipment failed to find any defective parts. The batch temperature recorder was found to be in good operating condition. The stuck dis charge gate functioned properly when the Prior to this accident, the Banbury mixer overheated Banbu*y had cooled. Since those had been considered incapable of a disaster immediately concerned have died we will 18 mp'-^ed N jhe elaborate Essed air familiar : resulted even finiperator's Mechanithe new itrips the avity so removed ny auxilr. for use itly keep that the e steam, sary for ire-proot such as We also tions of 0 design 1 of our fore, we, try, had of Ban ker comr critical nilar in : is paraic rub- accident :d it to mination juipment he hatch o be in jck dishen the ice those we will Glass and Ceramics, Rubber Industries probably never comprehend why they seemed to have neglected reference to their batch temperature recorder even when the instru ment's needle ran off the chart after passing its 400 degree Fahrenheit maximum scale reading. It was further evident that instruction and training of operating and supervisory per sonnel will not, alone, insure against the possibility of human failure. The area super visor and a technical man were present and are among the dead. Study of our findings lead us to the con clusion that the Los Angeles accident could have been averted had there been a single purpose batch temperature monitoring device, capable of acting to stop the Banbury motor when an unsafe temperature was reached. Such a device would remove from the dis cretion .of an operator the decision as to whether danger of fire in a Banbury mixing chamber exists or not. Based on this conclusion and recommen dation the management of United States Rubber Company requested its central en gineering and central safety departments to develop, procure and install batch tempera ture monitoring devices for the over-tem perature protection of all production size Banbury mixers within the company and its affiliates. Firstly, we decided that the Banbury tem perature limiting device should be a thermo couple type pyrometer instrument modified to meet our special requirements. A thermo couple type pyrometer was selected so that we could employ the same method for sens ing mixing chamber batch temperatures most generally used by all Banbury mixers. We proposed to do this by the addition of a second thermocouple in a standard probe so that the operator's recording instrument would be showing the identical'lemperatufe being monitored by the temperature limiting device. We specified that the temperature limiting instrument must be-- 1. Enclosed in dust-resistant and locked case. 2. Transistorized to eliminate need for vacuum tube and with minimum moving parts. 3. Instrument to fail safe in event of com ponent failure by automatical!}' stop ping Banbury. Temperature adjustment possible only by authorized personnel. 5. Instrument to be resistant to impact and vibration. 6. Simple method for manually checking operating condition. 7. Plug-in features for rapid replacement in event of failure. 8. Instrument to require minimum of maintenance attention. A canvass of manufacturers disclosed many thermocouple type pyrometer tempera ture controls, no one of which was designed as a purely safety instrument For instance, adjustments were always on the outside and the instruments were not tamper-proof. While satisfactory for industrial controls such as oven temperatures, and so forth, the devices were definitely unsatisfactory for our specJaTpurposes. '* During November, 1955, the Thermo Elec tric Company, Inc., located in Saddlebrook, New Jersey, offered to work with us to develop and manufacture a thermocouple type pyrometer modified to meet our special requirements. There followed over two years of intensive collaborative engineering effort to develop and test the transistorized thermo couple type pyrometer safety instrument that we have named the "Banbury Temperature Limiter.'' The first of our newly developed safety devices were completed ready for in stallation during the past winter with most of our domestic installations completed dur ing the spring of this year. Not only was it necessary to develop a specialized instrument but also to redesign the conventional Banbury batch temperature sensing thermocouple probe. The special probe required for operating of the temper ature limiter is of the same shape and size as our standard probe, with exception that it carries three thermocouples at its tip. One thermocouple connects directly to the tem perature limiter. The second thermocouple connects directly to the conventional opera tor's batch temperature recording instru ment. The third thermocouple is available for such of our factories that have both indicating temperature instruments for the operators and remotely located instruments in supervisors' offices. To facilitate rapid replacement in case of damage to the new temperature limiter, thermocouple probes are equipped with a 19 & r- /'i ,, - w! 'IS at :-V 1958 National Safety Congress i ti permanently connected link of flexible con as a sort of sprinkler head, a device to stop duit terminating in a quick coupling which the Banbury only when sufficiently elevated correctly separates the three thermocouple temperatures are reached that could cause circuits. danger of fire or explosion. By setting the As I previously mentioned, we decided the temperature limiter should operate from the same point used for the Banbury operator's temperature indicating instrument. By this safe operating temperature where possible at least 30s above maximum operating drop temperatures, interference with production operation can be overcome. means we insured that the temperature lim The standard practice establishes pro iter will always monitor the identical tem cedures for the setting of authorized safe perature being watched by operator. Probes temperatures and for the periodic inspection l placed at different locations within a Ban and testing of each temperature limiter in bury mixing chamber will, in any given'in stallation. We consider it of prime im stant, generally register sometimes over 20 portance that at least once every six weeks difference in temperature. the plant safety supervisor witness a Ban If the temperature limiter is to be relied bury shut-down by running a test batch up upon as a safety device for the protection to the pre-set maximum safe temperature. of Banbury* operating personnel we consider By this means we can be assured the equip it to be essential that temperature limiter . ment is in operating condition in the event setting, inspection,, operating, ,,and.. mainte of emergency. nance procedures be precisely regulated and The standard practice prescribes proce enforced. To accomplish this, we have pre dures following over-temperature shut-down pared a standard practice for the temperature to be followed by the Banbury operator and limiter, copies of which have been issued to the supervisory staff. each factory where temperature limiters are The safety standard practice establishes installed. Copies of this standard practice procedures for emergency maintenance in )t will be available for distribution to those cluding removal of a failed instrument and interested. of failed thermocouple probe. Our standard practice requires that each plant set up and maintain a standing com mittee to be called the Banbury safety committee, this committee to include repre sentatives from production, laboratory, en gineering and safety departments, who are given the responsibility for establishing the maximum safe temperature for the setting of each temperature limiter. We do not recommend hating a specific temperature setting for each compound but rather es tablishing an overall safe temperature to cover all compounds where possible. Excep tions of course are for plants processing radically different compounds ^uch as both rubber and plastics. We like to descrilie the temperature limiter We, currently, in U. S. Rubber Company now have 71 Banbury* temperature limiters installed for the protection of Sizes 3A, 9, 11, and 27 Banbury mixers within our domestic plants and plants of our affiliate. Dominion Rubber Company in Canada. We purposely have delayed installation of temperature limiters at our off-shore facili ties until we were certain the installations would prove satisfactory. We are now ready to recommend use of the Banbury tempera ture limiter on off-shore installations. The average cost of a Banbury tempera ture limiter installation, including necessary equipment and plant installation costs, has ranged from $1,500-$2,000 depending upon local conditions. 20 Glass and Ceramics, Rubber Industries vif 's stop tlj felted :ould cause setting the :re possible rating drop production lishes proorized safe : inspection limiter in prime im six weeks ess a Ban>t batch up emperature. the equipi the event bes proceshut-down terator and establishes enance in- ( ument and J r Company re limiters zes 3A, 9, vitb:- our ( late, anaua. allation of lore facililstallations now ready t temperalions. f temperanecessary costs, has ding upon NEW DEVELOPMENTS IN SAFETY OF CALENDERS AND TIRE TEST EQUIPMENT By EVERETT PERLBERG Technical Representative, Adamson United Co., Akron, Ohio "Speed kills" is a slogan heard throughout pierced the safety glass in the protective the country. It kills in factories as well as fence. The glass was 2*4" thick. After on the highways. passing through the glass, it traveled some Many of us recall airplanes whose take-off 150 feet and embedded itself in a brick wall. and landing speeds were phenomenally fast Incidentally, the fragment of magnesium, when they reached 75 miles per hour. when passing through the safety glass, Even in today's flying, commercial planes melted the glass as easily as if it had been like the DC-3 have take-off speeds of 75 wax. miles per hour, while more modem equip Every major tire producer in the country ment such as DC-T's have take-off speeds has at least one high speed test machine for and landing speeds in excess of 100 miles aircraft tires, and every tire company in per hour, and some military planes are land the country has a test machine for auto- ing at speeds over 200 miles -per- hour. emotive, truck and bus tires. Every mile per hour increase in take-off Yet, in many tire factories either worker or landing speed of an airplane would neces ignorance or laziness of management in sitate longer runways. Longer runways are attention has permitted operation of these expensive, so efforts are made to increase test units with less than maximum safety. the rate of acceleration and deceleration to In one plant recently visited, even- gate permit the planes to get into the air faster, on every test wheel, for passenger car tires and to come to a stop faster. was left open. Gates and doors on aircraft This has led to rates of acceleration for wheel testers were left open. In fact, at aircraft tires which are coming surprisingly some points during the test, operators freely close to overcoming the force of gravity. walked into and out of the test room, des The latest tire test machine built for tne pite the fact that the rooms had heavyWright Field Air Development Center is steel doors with safety glass peep windows. designed to accommodate tire testing at Safety in this plant could have been im rates of acceleration and deceleration of proved by using interlocks between the approximately 24 ft./sec/sec. safety drive motors and the safety doors- By comparison, the acceleration of gravity and gates. Here, actually all of the ad on a free falling body is 32 feet/sec/sec. To vantages of accident protection were being power the test wheel, peak loads of up ignored. to 9,000 horsepower are required. The heat Photographs indicate the destructive force generated by this size motor is enough to of tires and rims, with the tremendous stagger the imagination when one realizes energy stored in them. that its full power is put into a 120* diam The best protection of employees and ex eter steel inertia wheel and a lire. pensive control equipment adjacent to the An example of the energy which can be test wheel can be made by the installation built up in a machine of this type is best of safety fences, interlocks and common explained by what recently happened on an sense. installation in which a 200 mph machine A safety fence to restrain thrown treads was driven by a 400 hp motor. The objec and flying portions of the aircraft wheel tive of this particular test was to run the can be constructed of various combinations tire and brake assembly to destruction. of submarine netting, wire mesh screens The brake had made numerous full emer and baffles. The baffles are usually of the gency stops and had become considerably swinging type, designed to absorb energy overheated, causing the wheel to fail. The and deflect flying pieces downward. rim exploded and a fragment of the rim, If it is desired to reduce the rubber and approximately 8" long and half as wide. brake dust from spreading through the 1958 National Safety Congress laboratory, the safety fence can be covered with sheet metal, but if this is done, hinged panels opening outward must be provided for the release of tire pressures in the event of a blowout. Inspection windows may be provided and bullet proof glass up to thick has been used. All access doors into the main test room should be interlocked with the test motor so that opening any of these doors will not permit the test to start or continue. Further protection can be gained by lo cating the operator's control panel so that the carriages lie between the operator and the tire. Tire inflation or deflation and temperature measurements should be re motely controlled from the exterior of the safety enclosure. On completion of a test, the reduction of pressure in the tire to approximately onehalf test "pressure" i= a' "STeguard before permitting personnel into the test enclosure. The use of closed circuit television to watch the tire test without subjecting per sonnel to the possibility of accident from physical exposure is a safety measure that merits serious consideration. In order to make the tires which can be run at these speeds, we require accuracy in manufacturing. Most firms have installed beta ray gauges to record, measure and help to control the accuracy. Many firms have installed more accurate equipment such as calenders and curing presses to produce better products. Speeds of 80, 90, 100 and 120 mph are putting stresses into the tire that even ac curately- controlled production will not with stand. However, normal speeds are ap proaching the SO mph mark in the East and Midwest, and exceed it in other areas. To get this quality control we have made numerous^ improvements m.calenders. The calender which coats the fabric must be extremely accurate. It should produce a rubber sheet which is uniform in thick ness to a tolerance of only tenths of thousandths variations. It must provide for a wide range of product thicknesses and be able to coat fabric, not only for tires, but also for conveyor and transmission belting, for life rafts and yet be versatile enough to make packings, hospital sheeting and other mechanical goods. These accomplishments we have attained through the use of drilled rolls and circu lating water systems for temperature uni formity, through crown correction by means of roll bending and roll crossing, through floatless rolls in preloaded bearings and im proved lubrication systems, and all of these have been accomplished with speed increases ranging from 500 to 700 per cent Calenders of the 1920's were designed for speeds of 20-30 vpm and had motors of up to 200 hp. Calenders of the 1950's have speed ranges to 150 vpm and motors of up to 700 hp. How much time can a calender operator afford to close his eyes while running at these speeds? Can an operator dare to take time out to reflect on last night's bowling, or the poker game he finished early this morn ing? Can he decide, while working, that he should have answered his wife differ ently in this morning's verbal breakfast battle? With all of the improvements in tech nique, ho significant safety- changes have been made since the introduction of dy namic braking. How advantageous is it to be able to mechanically stop a calender in a tenth of a second if there is no readily available safety means for the injured worker to activate the stopping mechanism. The United States Rubber Company has recently worked with the Adamson United Company in designing a calender with a number of safety features. The calender developed was for a general purpose off shore installation, and was a 3-roll unit capable of frictioning, skim coating and sheeting of gum stock. This calender, unlike most 3-roll units, was fed above the oper ator's head with practically no chance for hands or fingers to be caught in the nips. To eliminate the necessity for pushing the stock into the bite of the top 'and center roll, the top roll was rotated so that it was only 30 off the horizontal plane, or 60 out of the vertical plane. This per mitted gravity- to replace manpower in pushing the stock into the nip. Most existing calenders are designed so that the rubber is applied to the fabric at a point approximately 40 inches from the floor line. This means that to change rolls of fabric and refeed the calender with the new roll, the operator must squat and work with arms and hands extended. In this Glass and Ceramics, Rubber Industries indcircuitvf |niby hits through s and imI of these increases it signed for ors of up 50's have ors of up I | I [ | j | operator [inning at re to take jwling, or his momting, that fe differbreakfast 1 ; j i in techges have i of dv- : able to tenth of available .orker to ipany has n 1 T"'ted r i ja catoider pose offroll unit ting and er, unlike the opertance for the nips, thing the id center > that it plane, or 'his perower in 1 iigned so fabric at from the nge rolls with the uid work In this position, he is off balance and much easier prey to an accident than he would be if he were standing fully erect. In the calender under discussion, the fabric is fed into the nip of the middle and bottom roll at a height of 66 inches from floor level. This eliminates the need for men with eyes where their belly buttons are. To further reduce the possibility of acci dent, the U. S. Rubber Company designed a finger trip safety bar. This bar is so ar ranged that the thickness of a man's hand between it and the calender roll will rotate the bar a sufficient number of degrees to trip a disconnect switch. Unfortunately, calenders and their acces sories are not uniform enough to permit standardization of design for these finger trip bars, but they can be designed especially for each installation.^ Since that ficst--one the U. S. Rubber Company has designed at least three other units for existing calen ders. all of which are now in successful operation. If the operator is dreaming while work ing. the spring pressure of the bar and switch, which is adjustable, might be just enough to awaken him to the realization of danger. Without any great sacrifice in production, the fabric letoff and liner windup roll have been removed from the working side of the calender and floor mounted. This eliminates the necessity of the operator having to lean forward over rolls to get at the work area on the calender. In plastic calenders, operating at even higher speeds than rubber equipment, finger bars are not practical because of the rotat ing banks, unless the calender is used for a coating operation. However, other systems can be used. For example, a rail should be placed around all of the drive motor sections to keep personnel from tripping on the raised concrete bases. Drop gates can be provided at speeds in excess of any reasonable speed, such as 35 yards per minute. Safety cables should and could be made much more ac cessible to the operators. Drums in the cooling train must be pro vided with not less than 3-inch clearances. Gears and chain must be shielded and kept shielded, and windups of the automatic type should cut away from and not towards the operator. Speed is a killer, but there is little doubt that speed, like sex, is here to stay. To make planes and cars and trucks go faster, we must build better tires and rubber products. To make services and products available to the most people, which means greater productivity, we must make our equipment more accurate, more productive and, of course, faster. We cannot afford to give a part of a man every ton of rubber or plastics. To increase safety is the joint responsi bility of the machinery user and machinery builder. We, at Adamson, are willing to go all out and we are always willing to work with safety engineers as well as with production personnel. Copies of the photographs and general arrangement drawings of this calender, or the safety device used on it, are available to any firm upon request, through the cooperation of the U. S. Rubber Company and the Adamson United Company. THE PROBLEM DRINKER AND THE SAFETY PROGRAM By J. E. LAUGHLIN Plant Protection Manager, Firestone Tire & Rubber Co., Akron, Ohio A disturbing factor in any company op eration is the problem employee. His re actions create many situations which affect other employees, supervision, the union, and even the customers. These can be reflected in personal matters, public relations, acci dents and sick absenteeism. Common types of problem employes are 1 1958 National Safety Congress those with uncomplicated nervous conditions, personality disturbances, or drinking prob lems. The employee with a drinking prob lem is the most complex, since the effects of drinking are often hidden and attributed to other causes. Alcoholism is costing industry and busi ness millions of dollars. Its costs can be measured in scrap ma terials, wasted man-hours, lost customers and executive inefficiency. The problem drinker--and there are about two million of them in industry--has become a major in dustrial relations problem. What is a problem drinker? He is a person whose excessive drinking repeatedly interferes with his health or per sonal relations and whose work is thereby reduced in efficiency and dependability. He may be a key executive, an engineer, a foreman or a skilled worker. Problem drinkers~are hot necessarily alcoholics; all alcoholics are problem drinkers. The problem drinker can be helped but, as in any disease, the symptoms must be recognized before help can be given. The steps of an alcoholic's progress show a defi nite pattern of drinking behavior. By recog nizing these steps and taking early action, industry can cut its losses due to problem drinking. Let us look at a profile of the problem drinker as prepared by the Yale Center of Alcoholic Studies under the direction of Mr. Ralph C. Henderson, industrial con sultant. Pre-Alcoholic Stage The first step toward alcoholism begins when drinking is no longer social but psychological--a release from tension and inhibition. Though in reasonable control of his drinking, the problem drinker begins to show a definite behavior pattern. Pre-alco holic. symptomsJhdijd&i----- * - 1. Gross drinking behavior 2. Blackouts 3. Gulping and sneaking 4. Chronic hangover Early-Stage Alcoholism Until now, the problem drinker has been drinking heavily but not always conspicu ously. More important, he is able to stop drinking when he chooses. But beyond this point, he will develop symptoms of eariy-stage alcoholism with rapidity. These include: 5. Loss of control 6. Alibi system 7. Eye openers 8. Changing the pattern 9. Anti-social behavior 10. Loss of job and friends 11. Seeking medical aid increasing Late-Stage Alcoholism Until he reached this point, the alcoholic had a choice: To drink or not to drink, though once he began he had no control of his drinking. In the later stages, there is no choice; he must drink however and wherever he can. Symptoms of this stage are: 12. Benders 13. Tremors 14. Protecting the supply 15. Unreasonable resentments - 16. Nameless fears and anxieties 17. Collapse of the alibi system 18. Surrender process Are these problem drinkers safe? What is the relationship of alcoholism and acci dents? Authorities disagree on this matter. How ever. the consensus seems to be that the accident rate of alcoholics exceeds that of non-alcoholics. It is well known that alcohol slows down the reflexes, interfering with the efficient performance of both mental and physical activities. Let us take a look at a few actual cases. Case No. 1 is 43 years old, married and father of four children. He is a good me chanic and has worked at the same company for 16 years. During this time he has gradually developed into a problem em ployee due to his increased drinking. He has also developed an anti-social attitude toward fellow employees or anvore who tries to discuss Ids problem with him. He has been named about his behavior by his supervisor and the industrial rela tions department. Fellow employees con tinue to cover up for him as do his family and friends. One day he reported for work exceptionally hung over from the night be fore. During the hours of work he was as signed to repair an elevator gate He was in a hurry to finish the work and get out of sight and his mental activities were not up to par. He did not check to see that 24 xdiolic drink, xol of ere is r and stage What acci- Howt the at of cohol with ten' ases. I and I meipany has eniHe itudc who avior relaconimily work t bes aswas . out : not that Glass and Ceramics, Rubber Indttsirics tlte elevator was shut down but climbed up on the gate and stuck his head in the shaft just as the elevator came down. Fortunately, he escaped with a broken jaw and head lacerations. This disabling injur)* would not have happened if he had been in possession of his faculties. Case No. 2. A 28-year employee reported to the medical department that he had fallen against some machinery. He complained of chest pains and an examination showed two fractured ribs. Since he had a record of problem drinking, an investigation was made. It showed that he had been drinking and, while attempting to wash windows at home, had fallen off a stepladder, striking his ribs on the edge of the ladder. A short time after reporting for work he claimed a job injury. But for the investigation his injur>* would have been classified as a lost time case and charged against the record. Many similar cases could be cited. How ever, there is a scarcity of evidence about the problem drinker and industrial accidents. In 1946, Dr. E. M. Jellinek, then director of the Yale School of Alcoholic Studies, stated that: "Surveys made by our research group and by other investigators showed that the 1,370,000 inebriate laborers in the industries accounted for 1,500 fatal accidents at work and 2,850 fatal accidents at home, in pub lic places and in traffic, or a total of 4,350 fatalities. This is a fatal accident rate of 321 per 100,000 men, or more than twice that of alcoholic laborers in the same oc cupation." The figures applied to 1943--a war year. Whether the employee was lulled on or off the job makes no difference; the loss to in dustry is the same in that the services of *Ue employee are lost. A company has an investment in each employee. The loss is serious also from the insurance and hospital angle as well" as fdrlndustrial compensa tion paid for by industry. The 1957 report of the National Council on Alcoholism shows: Alcoholism strikes 4,712,000 Americans. One out of every 13 men age 20 and over is an alcoholic. Three out of four alcoholics are between 35 and 55 years of age. At least 1,650,000 problem drinkers are in industry. Alcoholics lose a total of more than 36,000,000 working days each year. Annual loss in wages alone due to ex cessive drinking is $432,000,000. Alcohol cost to society in one year--more than $1 billion dollars. Firestone's Program In 1955 Firestone decided to recognize the problem drinker as a sick person and a policy was developed to try to help these people rehabilitate themselves. As now con stituted, the policy calls for early recogni tion of the problem and handling as follows: I. Attention is called to the fact that an employee may be drinking excessively by these signs.: 1. He starts missing a lot of time from work. In checking on his absences the investigator from the company finds that he is drinking excessively. 2. Supervision notes a distinct change in the employee's behavior. His attitude may become anti-social. He may have repeated accidents on and off the job. Absenteeism increases. 3. The guard at the plant gate notices that he is under the influence and re fuses him admission. 4. He comes to or is taken to the plant hospital after starting his shift and is found to be under the influence of alcohol. 5. He reports for work under the in fluence and is sent home by his fore man or supervisor. II. Action taken when employee has been found to be drinking excessively: 1. First step: (a) For employees designated in items 1-1 and 1-2, when attendance of an employee is poor, his super visor will take disciplinary action in line with tiiat taken in any case of excessive absenteeism. If the supervisor knows or is reason ably sure that excessive drinking is a primary* cause, he may wish to counsel the employee. (b) For employee designated in items 1-3. T-4 and 1-5, if an employee is refused admission or sent home, as under the influence of alcohol, he must, before return ing to work, report to the person 1958 National Safety Congress in the plant who handles the re habilitation program. In our Akron plants, this person is the head of the plant protection de partment. The staff person se lected for this job may vary from plant to plant, depending on the qualifications of various staff members. The person handling the program dis cusses the drinking problem with the em ployee, stressing the importance of being on the job in a safe condition every' day. the danger to himself and others of being under the influence of alcohol on the job. He also points out that time lost when refused admission or sent home counts as a suspension. Finally, the employee is warned that if he does not straighten him self out, more drastic action will be taken. In reporting the condition of the employee stopped-at the gate or checked in at the plant. The term "under the influence of alco hol" is used rather than "drunk" or "in toxicated." This is a rather technical point but it is often important since the condition of being drunk or intoxicated is often diffi cult to prove. The discussion with the employee is written up and copies go to the industrial relations department, the insurance depart ment and the plant manager. 2. Second step. If the employee continues to drink exces sively to the point of affecting his work and attendance, he is instructed to report to the company person designated for an interview before returning to work. At this time, the action taken depends on the employee's at titude, his sincerity in trying to correct his problem, his willingness to cooperate, his service record with the company, and the period since his last difficulty. The industrial relations department is contacted and agreement reached on disciplinaryaction, The employee may be suspended for three days* unless the time lapse since the previous interview is substantial and his subsequent record has been good. In such a case he may get off with a warning. At the time of this interview, the man agement representative offers to get a rep resentative of Alcoholics Anonymous to help the individual correct his habits if he ad mits he is an alcoholic and wants help. He also offers help through counseling. The employee is warned that unless he corrects his difficulty he can expect more drastic action next time. 3. Third step. If it is necessary to call the employee in again, he is suspended for seven days. At this time, the president of the local union is notified that the employee is on the critical list and that further use of alcohol that affects his work or attendance will be cause for discharge. Again the employee is offered help through A. A., or he may elect to handle his problem by himself. If he chooses the A. A. pro gram, he is instructed to report to the management representative with his sponsor after he completes the treatment If he prefers to handle the problem himself, he must also report at the end of the sevenday suspension period. In either case, before returning to work he is told by the management representative in the presence of the industrial relations department representative, and his sponsor, if he has gone through the A. A. program: (a) He must report off under the regu lar reporting-off procedure any time he is to he absent (2) He is not expected to work when ill but ail illnesses must be supported by a doctor's statement, showing dates he is un able to work, dates treated, and cause of illness. (c) All absences will be investigated by a company representative (d) Any violations of requirements 1 and 2 will be cause for discharge, as will failure to follow through in correcting his drink ing habit As in the case of all interviews, a written record is made and copies sent to persons in the company concerned with the case. Many large corporations have adopted new attitudes toward the problem drinker and set up programs through their medical or industrial relations departments to handle rehabilitation through consulation clinics, community service committees, Alcoholics Anonymous, etc. It is my belief that if industry and the community pull together, the problem drinker can be rehabilitated and be an asset to his community, with tremendous savings to industry', the community and families. 26 unjes^ he pei Jore Glass and Ceramics, Rubber Industries A COORDINATED SAFETY PROGRAM FROM TOP TO BOTTOM jployee in days. At I union is >e critical ohol that be cause ? through problem A. pro- t to the > sponsor - If he nself, he ie seven- to work sentative relations sponsor, rogram: lie reguie he is k when ed by a e is un- ausc of iatev. Is 1 and failure drink- > J written sons in e. idopted irinker nedicai handle clinics, oholics nd the roblem be an mdous y and By JEAN SONNHALTER Editor, Firestone Non-Skid, The Firestone Tire & Rubber Co., Akron, Ohio Right at the outset, I would like to put the plant publication in its proper place within the framework of an overall safety program. There are some people--editors and safety men, even members of management--who feel that there is not very much that can be done to promote industrial safety with the printed word and pictures. I could take violent exception to that idea. Let it suffice, however, for me to say that that idea simply is not so. On the other hand, there is a tendency among,people in-my line, of work to-over emphasize the importance of the plant pub lication. I suppose this feeling is under standable. But, really, the plant publication is not as important as these editors think it is. In my opinion, the plant paper, is a valuable element in a safety program. But it is one of several. In other words, the plant publication is less than the hub of the program and more than an auxiliary which may be used when someone thinks about using it Let's say that of the many elements in any good safety program, a well edited, hard-hitting plant publication that comes out regularly and carries safety features, is as important as any other element in the program. I want to talk about the things we do on the Firestone Non-Skid and our reasons for doing them. And then I want to draw a few conclusions about the results. But first, 1 want to relate--4he-ilant paper to the overall safety program. The program itself is the most important element. Obviously, if a plant publication is part of a poorly developed and poorly executed safety program, its potentially effective work is drastically limited. If, on the other hand, the program is a good one, executed with rigor, enthusiasm and imag ination, then the potential of the plant paper can be fully realized. It can play the vital role it was designed to play--to get man agement's point of view across to the em ployees so forcefully that they will be compelled to act in a safe manner, not only on the job, but off the job as well. Our industrial safety program, as it now exists, dates from late 1944. Judged by results--and they are really the only basis for any judgment--we feel that Firestone has the best safety program in the rubber industry'- That sounds like bragging, doesn't it? Well it is. We are immensely prould of our program and of the results we have obtained. An accident frequency rate of 1.1 in the rubber industry' is something to brag about. But, to get back to 1944, and the beginning of the program which reduced our accident frequency rate from 11.1 in 1945 to 1.1 in 1957. There was a war going on in 1944. Every facility of the company and every' one of its employes were devoted completely to war production. Our safety program, judged by' the standards of 1944, was a good one. And then tee had an accident. This accident, happened on Tuesday, May 16, 1944, on top of Plant One, Akron, in a small pilot plant where experimental work was being done on synthetic rubber. Every known precaution had been taken for the protection of the three scientists who were running the experiments. And still-- there was an explosion. A quantify of butadiene--the principal constituent of syn thetic rubber--blew up. To this day, no one knows why or how. The three men were injured badly by burns and shock. Fortunately, first aid was immediately avail able. And in less than an hour the three scientists were being treated in Akron City Hospital. All of them recovered. The first executive to hear of the accident was our industrial relations director, who, immediately after the injured men were cared for, went to the president of the com pany, Mr. Harvey S. Firestone, Jr., who isnow chairman. Within 30 minutes, the top brass of Fire stone was in a huddle. They were stunned by three obvious facts. One, that three men 1958 National Safety Congress had been seriously injured. Two, that vital research had been brought to a halt when the country' could least afford it And three, the accident happened where every" known precaution had been taken. At that meeting there was one man whom I am sure you all know--J. E. Trainer, our executive vice-president He has been in the forefront of the movement for industrial safety--on the national scene --for years. And there is nothing academic about his attitude on safety. Bade in 1915, before he joined Firestone, when he was a young engineer just out of Pratt Institute, he got it, accidentally--a mashed ankle that put him in the hospital for 27 weeks. Even today he limps a little. Firestone's top executives met for two hours and out of that meeting came a big dedsion. It was a decision to launch the biggest, most intensive safety educational "program ever devised, and then to do the greatest selling job on it that could be done. Mr. Trainer took command of the overall program. And he appointed Glen Cross as the full-time safety director for the com pany, to co-ordinate the program from top to bottom. It may have been symbolic that that appointment was made on June 6, 1944. That was D-Day in Europe. And it certainly was D-Day for safety in Firestone. What has happened since is history--a stoty of unremitting, day-in-day-out pound ing away at the idea of safety from every conceivable angle, and with results which speak for themselves. Our plant papers have played their part in making the idea of safety an ever present, real, living concept in the mind of every man and woman at Firestone. As an illustration of just how safety-minded our people are, let me tell you what happened to me a few months ago. I have to go into, the plants occasionally, f was in Plant One on a picture assignment and one-of the men noticed that I. wasn't wearing safety shoes. He took me to task for it. Well, I don't work in the plants and go into them only once in a while. But that explanation was not enough. About a wedc later, a pair of safety' shoes (the right size too) arrived at my office with the compliments of my friends in Plant One. A card with the shoes admonished me to wear them whenever I went into any plant. I'm wearing them right now. In my opinion, ours is a successful pro gram for several reasons. Probably the most important is the fact that we have the unqualified backing of top management. Next, we have a fine program which in volves everyone in some way. And we have a great many dedicated people working on the program. This co-ordination of effort involves the Non-Skid, frequently, and quite directly. I imagine that the majority of you repre sent companies which have some sort of publication for employees. Today there are about 9,000 such publications with total circulation in the millions. This is really a huge audience. It repre sents a tremendous area in which the country's various plant publications can work effectively for safety, not only on the job, but off it as well. _ Let us consider, for a moment, a new employee coming into a plant His super visor will explain the safety rules. The plant safety engineer will hammer away at die matter day-in and day-out Bulletin boards will yell this and that safety messages at him. And the editor of the plant paper or magazine will--through words and picures--throw a safety article or message at him with almost every issue. In this way. the plant publication contributes its weight in carrying forward the safety education of ever}" employee, new and old. To get an efficient job done, the editor and safety director must first establish a firm, cooperative relationship. The necessity for this relationship is obvious. And I'm quite proud--and happy to say that insofar as the relationship goes between the Non-Skid and its staff with our director, Glen Cross, and our manager of safety, Mike Batche, there is nothing to be desired. They make life easy for us--and we, in turn, try to further the job they are doing with everything we have. The safety man knows better than anyone else the areas which must be approached and covered. He knows specifically where what department is weak; and in what phases of safety particular groups of employees must be educated. When this information is passed along to the editor, the editor then knows what to do and can therefore co operate fully to get the job done. On the other hand, if an editor comes up with a brilliant idea for a safety story or 28 sfu' 'tothi Jst lave the agement. rhich inAnd we working lives the ictly. >u repre sort of here are th totai {] [1 || t repre- ich the ins can only on a new ; supers. The tway at Bulletin icssages t paper nd picsage at is way. weight .don of tor. ) a firm, ity for 4 to say etween rector, safety, eared, we, in doing I inyone aached where phases Joyces don is r then e co tes up iry or Glass and Ceramics, Rubber Industries series of stories, he or she can count on the full co-operation of the safety department in getting, quickly and accurately, the material necessary for an article. With this sort of cooperation, a plant publication is off to a Hying start in accom plishing its mission on safety. Of course, there is no use denying the fact that much safety material is pretty deadly. This sort of thing is not read and even if it is glanced over, it is hardly ever heeded because it carries no punch. The point to be made here is this: that readers of company papers can be stopped in their tracks and made to read if the material is pertinent, interesting and writ presented, with headlines, pictures and stories designed to catch and hold attention. This sort of layout gets attention. And, most important, it leaves a lasting impres sion that has its ultimate result in a declining accident frequency rate. There are two approaches, generally speaking, to presenting safety to employees. One is the intellectual approach which appeals to a man's reason and his innate instinct for selfpreservation. The other ap proach is an emotional one. This is based on the same instinct every man has to preserve himself, bat it is pitched to Jus emotions. In either case, however, the subject matter and its presentation must be directly related to the worker--and the more directly, the better. There are, of course, certain types of stories and presentations which have both the intellectual and emotional approach and appeal already built into them. Let me give you an example: There is the ordinary- news story with a safety angle. Such stories--usually of winning an award locally, statewide or on a national basis; the results of contests; reports on relative safety standings of the various departments or divisions in a plant; these and other news stories have a basic intellectual approach. They merely state the facts: who won and who lost But--and this is important--the reader of such stories relates himself in an emotional way to the facts as they are presented. For instance, if his department comes out on top in a safety contest, he immediately feels a surge of pride in his own contribution to that victory. And he becomes even more determined to win again. If his department came out in the cellar, he feels--we hope--let down--and resolves to put in a better performance the next time around. In either Case, the cause of safety wins. Almost all the straight educational ma terial we use is pitched to the intellect These stories on the proper method of accomplishing certain tasks, others on the proper use of materials and the use of safety equipment, are presented straight-- simple and factual. (Red Tags. Gothing. Glasses. Shoes.) In such maimer we also present material on off-the-job activities such as boating, swimming, safety at home and highway safety. In addition to this approach and the emotional appeal--which I will come to in a moment--there is a humorous way of getting a safety message across to readers. Cartoons are always popular. Generally, they put a point across instantaneously. They are seldom, if ever, passed over. They help to brighten up a publication and they' are also an effective means of brightening up a long piece of copy, both from a visual point of view and from the viewpoint of illustrating or dramatizing a point effec tively. They also serve in place of photo graphs when these are not available. Probably a cartoon's principal function-- and its most important one--is to get across a serious safety message with a laugh. The cartoon is about the only device I know of that can accomplish that And the old Chinese saying about a picture being worth 10,000 words is certainly true in this case. The emotional appeal in our presentations is aimed at one target--with two bull's eyes. The first is that old instinct for self preser vation. And the second is closely related; it involves what the reader holds dear to his heart--or to himself: his wife, children, family, reputation for good sense and intelli gence--and any other tangible or intangible with which the reader, in an emotional way, closely relates himself. Usually, stories and pictures with this appeal are based on imaginary situations that could result in a person's being injured. Basically, self-interest is appealed to. But the angle of the story or picture can drama tize the effect of an injury on someone else. (Can't fill daddy's shoes.) Thus, with a double barreled gun we can hit a double barreled target. 1958 National Safety Congress Moreover, photos of children are especially good attention getters. We use a lot of them--and they are usually pictures of the children of Firestone employees. ("Why I want daddy to work safely.") Each type of story, each approach--news, education, emotion, humor--has a valid place in any company publication. As you have seen, the Non-Skid uses all of them-- and not only for safety on the job. We have used them to promote safety off the job as well. That is a subject I wish I had enough time to discuss. But time runs out. How ever, there is a relationship between on-thejob and off-the-job safety. And I'd like to touch on it for a moment. For some time we have gone at the problem of promoting off-the-job safety in the same way we promote safety in the plant, A survey, made for Mr. Trainer recently, of 100 people who had worked 16 years in a department without a lost-time accident, showed that their off-the-job accidents totaled 14 during the 16-vear period while, according to statistics of the National SafetyCouncil, the average figure was 64 for the same period. The relationship here is obvious. And we therefore plug off-the-job safety not only for itself--which is impor tant--but for its carry-over affect on the job too. Just how effective is all this publicity in reducing accidents? There is no exact way- to measure the effect. You cannot put the results on a scale and say--yes, this weighs ten pounds four ounces, as you might with a Thanks giving turkey. On the other hand, we all know about "The Power of the Press." We know, because we have seen, the effect--evil though it Was--of certain propaganda machines ip Germany and Russia. We know that the printed word has an authority far above the truth or falsity of its contents. These things we know. But we don't know the degree or the extent of the effectiveness of--propaganda, if you wilL A friend of mine--another industrial edi tor--made a survey of one firm and I quote from the results he found: "Speaking of influence, many editors wonder sometimes whether a man reads and forgets, or whether he is influenced bv what he reads. For my answer, I would like to discuss the three-year safety record of an Ohio company. "In January, they started a plant-wide safety program. They held safety meetings, posted bulletins, appealed to employees; but in June, the record had not improved much. With 900 employees, their frequency rate was 46.4 for 175 lost-time accidents in 18 months--one out of every five employees. They felt the program needed something more. They started a campaign in their plant publication. "They listed safety records of each de partment, ran special safety columns, printed articles written by foremen in which they discussed accident prevention, described indi vidual accident cases and explained their causes. " "What were the results? A dramatic drop in lost-time accidents after the employee publication was put on the job. Their frequency rate dropped from 46.4 to 15.06 in t!,ree years. Here is positive proof of the influence of the plant publication during that time." This seems to be an extreme case--but not too extreme. It does, however, prove, it seems to me, the effectiveness of the company publication in promoting safety. The Non-Skid is proud ot its job in promoting safety as an integral part of a big, well co-ordinated safety program. We firmlv believe that the Non-Skid lias been of great value not only in helping to create and further the cause of safety, but also in building and maintaining friendly rela tions and co-operation. We have the wholehearted co-operation and support of Mr. Trainer and the others in the top echelon of the company and-we are slowly but surely gaining the co-opera tion of every employee in the plants. We have a safety program, from top to bottom. But the job has no end--there's no writing "30" to the job of safety promotion as writers do at the end of a story. . . . As long as there are men and women work ing around machinery* ... as long as that human element of carelessness is present-- there will be a job to do in educating for safety. And the Non-Skid and other company publications will be in there pitching. r record int-\vide meetings, ees; but d much, icy rate s in 18 ployees. mething n their tch deprinted :h they :d indiI their ic drop iployee Their 5.06 in of the during e--but prove, >f the :tv- ob \ aL ) firmly at of rreate also rel ation thers d we iera- We tom. no rtion orkthat at-- for ther tere Glass 'and Ceramics; Rubber Industries PLEASANT WAYS WITH INCENTIVES By H. S. FRYBERGER Plant Safety Advisor, The B. F. Goodrich Co., Akron, Ohio Do incentive awards used in accident prevention programs pay off? At the B. F. Goodrich Company our answer is a very definite--yes! A safety program can not succeed with out a careful consideration of the role played by* the individual workman. It is he, or she, who works safely or gets hurt Therefore people are the most important part of our accident prevention approach. Education, engineering and enforcement all have their place in getting production with safety but you must have enthusiasm. In centive awards add enthusiasm and get people into the act. This is a must. To be effective incentive award programs should: First--Be interesting, properly admin istered and varied. Second--Be timed right No program should be allowed to continue until interest and appeal are lost Third--Not be too complicated. Rules must be few and easily understood. Fourth--The only active part the worker must take is that he work safely. If the program meets the first three re quirements you will receive the support of the employees in reporting unsafe acts, practices, procedures, equipment and con ditions. This is one of the pleasant ways with incentives. During the past 11 years, we at B. F. Goodrich have been using employee interestincentive award programs effectively. Dur ing this period our company has reduced our injury rates 90 per cent Our direct costs of injuries show a decline in spite of the inflation which has affected everything including the costs for having our people hurt 1 say this not in the sense of boasting but to have you know that we have made incentives for greater interest pay off. For additional proof that incentive awards create a desire to work safely we were able during this period to complete the following runs free from disabling injury at our Akron plant: 32 runs of 1 million plus manhours 7 runs of 2 million plus manhours 1 run of 3JS million plus manhours As previously stated incentive award pro grams must be varied. To accomplish this our programs are based on plantwide, divi sional, departmental and department shift performance. The method for determining winners is also varied. In our plantwride program we paid off on a schedule of days clear from a disabling injury. Divisionally we used the best frequency rate improve ment and in the departmental and depart ment shift programs it was necessary to complete a predetermined period free from a disabling injury- Consequently our awards had to be varied in value and number. In all programs the cost of the awards was based on 50 to 75 cents per employee per year. We started our incentive award program with a safety-sports contest which provided all-expense trips to three major sports events, the Kentucky Derby, World Series baseball games and Army-Navy football game. This was a divisional contest and winners were decided by showing the best frequency rate improvement by quarters with a drawing in the winning division. The foreman of the winning employee also received a similar trip for two persons. Following that we concluded that incentives should be spread-to cover more people. Merchandise prizes worth about $10.00 re tail value--items such as electric clocks, electric irons, fans, fruit juicers, etc were given to lucky winners on all shifts free* from disabling injuries for a month. As a result of employee suggestion, we used the incentive idea spread still further by giving a candy bar each month to every factory employee free from disabling in juries on their shift .A percentage of the candy bars contained slips entitling the winner to a free pair of safety shoes by turning in the slip to his foreman. Persons who were on shifts having had a disabling injury received a package of .chewing gum with a message "Sorry--no candy. Here's something to chew on--work safely and win $ V il f it "" "4 1958 National Safety Congress a chance on a pair of safety shoes free next month." During 1952 we used U. S. savings bonds on a plant-wide basis--$500 in $25 bonds for 15 days dear; $1,500 for 30 days and $2,500 for 45 days dear. We paid off for four runs of 15 days, each equivalent to over 1,000,000 manhours dear of disabling in juries. In 1953 we combined an interest in spec tator sports with our safety promotion program by prodding all expense trips to Cleveland Indians ball games. The num ber to go on each trip was determined by a schedule of days dear plantwidc. The winning individual was determined by a scheduled drawing and their immediate fore man went along. One of these trips re quired five buses, several bushels of pea nuts, not to mention the hot dogs and drinks.. Letters announcing this plan were mailed to the employees' homes from the town of Accident, Maryland. One of our departmental programs which was quite successful--carried the slogan-- "It's Silver For Safety." This provided a distribution of 500 silver dollars each month in departments free from disabling injury. The incentive program used on a plantwide basis, I will next discuss, was one for promoting the selling and wearing of safety shoes. The purpose of this is not new to most of you. and in some of your plants a condition of work. We at the B. F. Good rich company, Akron plants after a review of all our foot and toe injuries, disabling, or minor, are convinced that employees who wear safety shoes seldom have a foot in jury* A check for a four-year period showed wc had 60 disabling foot and toe injuries-- 50 per cent or 30 of these could have been prevented if safety shoes l>ad been wom. During this period and for years before, safety shoes were available in our em ployees' store but without an incentive pro gram to aid our foremen in selling this much needed toe protection. Starting March 1, 1956, the B. F. Good rich Foremen's Dub Safety Committee, with the support of the safety department, put into effect a new plan for encouraging the wearing of safety shoes: First--Factory employees (male) received a $2 discount slip from lus foreman which could be used as a credit on any pair of safety shoes in the employees' store. Second--As an additional incentive, recog nition was to be given to departmental groups reporting to a floor foreman or foreman engineering, where the wearing of safety shoes met the following re quirements : 40 per cent of male employees wearing safety shoes--free cokes, candy, or coffee as decided by foreman. 60 per cent wearing---Free cigarettes. (1 pack per employee) 80 per cent wearing--distribution of some merchandise item to all em ployees. (50c cost value) 100 per cent wearing--drawing for $25 Series E savings bond. (Based on one bond for each 25 employees or less). During the first 12 months this program was in operation 1,989 pairs of safety shoes were sold.- While this fell 17 per cent short of our target of at least 200 pairs per month we feel that we made ail of our employees more conscious of the need for foot and toe protection. In this same period 3.309 employees re ceived free cokes, 644 free packs of ciga rettes. and three small departments qualified tor the 50c merdiandise item. Many addi tional groups approached the 40 per cent wearing and a number of the 40 per cent groups 60 per cent wearing. Safety shoe posters were placed on all safety bulletin boards once a month and. as a further aid to the program, we had a mobile-type display moving into each de partment on a scheduled basis. This unit had on display- the type o.f shoes available, also the regular price of the shoes ami em ployee price with the $2 credit, slip.,JJ"he display was well-lighted and had a motoriaed "Sammy Safety" for action. The latter can be obtained from National Safety Council. A special and additional incentive award was developed by the general foreman of the Akron tire plant curing room to in crease the wearing of safety shoes. It was quite successful, not only in his depart ment, but also in one of the tire building units and the maintenance group. To get the plan started the mobile unit was moved into the department at a loca- 32 t ''ny *P; Is' e; recog- rtmenial eman or wearing ring re wearing ndy, or u jarettes. :ion of ill cm- 1 ' for S25 on one r less), rogram shoes t short rs per jf our ed for es reriga- alified addi- cr . *c J 1 I m ai! and. had a i de- unit lable. 1 em- Tlc otorlatter afcty s ward n of in- was tartding unit ca Glass and Ceramics, Rubber Industries tion where it could be viewed by the most people with a minimum of effort on their part. A large display board was also placed in the same area advertising the offer which was: In addition to the $2 credit slip, the general foreman offered .to buy the old shoes (of those employees not wearing safety shoes) for 1 per pair for a period of 30 days. In our curing room we sold 57 pairs in 30 days, and 39 pairs the month following withdrawal of the offer. In our tire building room, 60 pairs were sold in 30 days, plus 10 pairs the month following withdrawal of the offer. In the maintenance department, 24 pairs were sold in 30 days, plus 8 pairs the month following withdrawal of the offer. In a period of 90 days we had 141 em ployees wearing safety shoes who pre viously had no toe protection. And the 57 pair of safety shoes sold after the special offer was withdrawn would indicate that the "Buy Your Old Shoes" program induces others to purchase. During the second year we obtained a discontinued line of summer shoes which were offered at a special price and then later for a period of 10 days we allowed an additional $2 discount. Our total sales for the year 2,599 pairs. Even with this progress we have not sold some of our employees who have since suf fered foot and toe injuries, many of which could have been prevented by the wearing of safety shoes. On the other side of the picture, how ever, are a number of employees we know of who, because they were wearing safetyshoes, were saved from a painful injury and toss of wages. I am sure there were prob ably many more of which we did not hear. I just recently learned of an employee who, within a span of seven days, was saved a disabling injury to the toes of both feet because he was wearing toe protection. He told me he had worn safety shoes for 10 years and this was the only time he had ever had anything strike the toes of his shoes. The blow had cut the leather over the steel cap. We have had reports and have seen the safety- shoes of many who were saved from foot and toe injuries off the job--some from power mowers, dropping of heavy objects, cutting of wood with an axe, and, believe it or not, one in which a horse stepped on a man's toe. All of these programs were sponsored on a plantwide basis. Our incentive award program paid off at the Akron tire plant The first was free cokes for everyone for a no disabling in jury month. We paid off twice and failed on the third, next to the last day of the month. On August 1, 1957 we revised the silver dollar program, paying off if employees could answer questions on safety- informa tion posted on a large gate sign and within the departments. By the 16th of the month we had two disabling injuries; however w-e then were able to compile a run of 185 days and 2,833,744 manhours clear of dis abling injuries. The run was broken by- a foreman, riding a "widget," who bumped his ankle on a skid resulting in a fracture. Does all this pay? Remember we have been spending $6,000 to $11,000 every year for these incentive programs. The answer is that the B. F. Goodrich company does not spend money for nothing. And I do want to emphasize that when we have a disabling injury--that's it! We aren't mak ing a paper record to kid ourselves, or think we are fooling you or anyone else about injury records. Are such programs necessary?--It is easyenough to say--accident prevention is the responsibility of our foremen and we don't need a lot of gimmicks to get the job done. Aren't we kidding ourselves with this policy? The foreman is a busy man. He needs assistance in the form of stimulation, in formation and promotion sales help if he is to sell one of the most difficult of com modities--an intangible--safety. ' Maybe you are convinced that we believe in incentives. Yes, we definitely- do--but, and there is a big hut There are many pitfalls; there is no easy road to accident prevention as you well know. Incentives are the advertising and the sales props. All baric ideas in accident prevention should be used before you start asking people to buy a product of utmost importance to them--their own personal safety. In conclusion, incentives are not a short cut or an easy method. These cautions are important: 33 i vt i If' m i ^'%-i 1958 National Safety Congress 1. Incentives aren't the entire answer-- all of the hasic accident prevention know-how must be used. 2. In our opinion, a minor injury should not be penalized in any such program. 3. Design ail programs so as to insure that foremen must make personal safety contacts. We do believe our incentive programs (1) provide an effective tool for foremen to make a tactful approach to dock-card em ployees in securing their participation in accident prevention, and (2) that they are vital in promoting an intangible such as safety. We emphasize that there is no pay-off unless results are produced. CRUSADE FOR SAFETY By FLOYD A. BURGNER Safety Engineer, Firestone Tire & Rubber Co., Los Angeles, Calif. Crusading for a cause is sure to bring results to some of those who hear or read about it. Evangelist Billy Graham is just about the best crowd attractor in his field. Of course his great success is due to the fact that those in his audience want to hear his message; therefore they listen to every word. Some go away unimpressed, some are won over to his cause--but you can be sure that his audience listened to his message. They wanted to hear him. You probably all know about the gang of under-privileged kids in Mexico who won the Little League World's Series last year. They had been overlooked in the every-day scheme of things because they lived in the back country. Then along came a man with a great desire to help the kids. He taught them baseball and they listened. They wanted to plat- the game better than it had ever been played before: As a re sult they practiced the teachings of this fine man, and I am sure you have all read. of their climb to the top. One of^the things they were taught il lustrates well the thoroughness of their teacher. He made sure that the pitcher not only got the ball in the strike zone regularly, but also that there was enough stuff on the ball so that the batter had trouble hitting it. The pitcher was taught to field a bunt, cover first at times, and also to back up a teammate when needed. Each player on the team was taught similar team participation. Each one wanted to do a little more than his share. Some crusades fall flat because the cru sader hasn't reached the audience. We in the crusade for safety are faced with the ready-made audience. They assemble either because they are told to do so; or they are paid for the time they are listening. We are fortunate to have audiences and if we cannot arouse their interest and win a good part of them to our crusade, then we had better take another look at our message: As you all know, a good safety message is not easy to prepare because we have the feeling that just about ever}' angle al ready has been tried. Just about--but not all! We may think that there is no new approach to the selling of safety, but don't you believe it. There are as many new ap proaches as there are individuals with whom to talk. Safety is just about the only field I can think of where there are no axes to grind. We have no secret formulas nor do we- think that if it "isn't our Tdea it won't work. In our crusade we share our ex periences and our programs. One of the most effective approaches we have used is the daily contact between the supervisor and his people. A contact chart goes to each supervisor and he enters on it each of his employee's names. Across the top of the chart a space is provided for each day of the month. At the bottom of the chart are listed sixteen to eighteen subjects to be used as a key for the supervisor in making his daily or weekly contact. Each subject is numbered and as 34 { )) men to rd emtion in tev are uch as pay-off E CTU- ln the a the either ty are ; We if we good e had le. ssage ha- \ le : j t not new don't > aphom id I !$ tO r do ron't ex- : we the hart on ross ided tom :een the :kly as Glass and Ceramics, Rubber industries the supervisor contacts his employee he marks the number of the subject about which he spoke in the proper date column. He then has the employee initial the chart. The initialing is done as a check against the supervisor who may develop - the bad habit of filling in the chart in his office. This had iiabit, in fact, prompted us to start the initialing method. It has reduced the office routine. When the daily contact seemed to be losing its effectiveness, we changed the approach by telling the depart ment heads that we did not care whether they used the contact method or some method of their own just so they were doing something about safety every- day. Of course, every- plant has the right to use any approach they think will work and if their idea brings good results, it is -passed along to the home office for use in other plants. We do not pretend to believe that once a program is in operation the cru sade is won. On the contrary-, we change programs at least once a year--or more often when it is felt to be necessary- We developed a program for the use of red danger tags. Our program calls for even* tradesman to carry a red tag with him at all times to be used on the master switch when it is necessary to work on any part of a machine. The program seemed fool-proof until we found that the pro duction people were not calling the trades man when a production plug-up occurred, and as a result, they were working on the machine to clear the plug-up without the protection of the red tag. Since then we have reissued the tags which have been re printed with the various department names printed across the top of the tag. Now each mechanical trade, as well as production, is spelled out on the tag. The tag is signed by its owner and hung on the master switch or valve. No one except the owner removes his tag. One of our plants uses a red metal tag in conjunction with a yellow metal tag. The yellow tag is used when the job is not completed at shift change. The supervisor places the yellow tag on the machine when the red tag is removed. This yellow tag states that the machine is out of service. We are using a padlock in conjunction with the red tag in some cases and will soon go 100 per cent to the locks. There are several types of red tags and several wordings, one available for each need for the tags. In 1952 we started a program to educate our tractor operators. This was not a driv ing course, but a program to establish' a set of rules whereby every* tractor driver would know what to do under any given circum stance. We assumed that the operator knew how to operate his vehicle or he would not be driving it. We started our series of ses sions by asking each operator to have an eye and ear examination as well as having his reflexes and reaction time checked. Out of 250 operators we found some 25 with poor vision or hearing and several whose reaction time was far too slow for safe operation. Incidentally, the 250 included alternate drivers from each department. The main thought behind the training, program was to have the employees agree that tractors could be operated safely and still get the job done: Prior to the program, the tractor damage to physical property and equipment ran into thousands of dollars a month for repair bills. After the 10-weefc program ended, and for a period of nearly 12 months, the damage was practically elim inated. We issued chrome-plated badges which were numbered. As a follow-up to this program we sent out regular bulletins to each of the tractor drivers. We also in cluded any damage reports as well as acci dents at our plant or any information from the Rubber Section News in which we felt they would be interested. Right now we have several men on the tractor jobs who are new to the program, due to a rash of job transfers resulting from our recent cut back in personnel. We will keep our fingers crossed and hope we km get them in doctrinated before an accident occurs. Each year we have a safety slogan con test which is open* to alP employees; The rules are simple and the first prize is $100 in cash--so we get fine cooperation on this phase of our crusade for safety! The same program cannot be used to best advantage in every' division of our plant so we permit each division to plan and practice their own program. In one division for instance, there is a permanent safety chairman. Under him one super visor acts as safety* captain for a period of three months. This captain may have as many as three or four inspection committees under him and the same area may be in- 35 r- \n\ st 1958 National Safety Congress spected by each o the committees without the others' knowledge. This of course may seem a bit top-heavy, but each committee reports something the other group lias overlooked. They report unsafe conditions and unsafe practices. Evert- committee lias at least one member front the department or section it inspects. The committees are changed every month so that, in due time, every supervisor of every department within the division has inspected every other section of the di vision. I usually go along with each new safety inspection committee on its first tour to make certain its members are on the right track. Xo committee member is permitted to contact an employee while on the tour of inspection. AH contacts must be made with the department suj>ervisors. The entire group meets with the permanent chairman once a month and the division manager, as well as each department manager, is present. This has proved quite satisfactory in our Missile Division. In another division, one supervisor is apj>oimed to be in charge of safety for a jieriod of one month. He, or she. wears a safety-supervisor badge and all unsafe con ditions or practices are reported to that per son. This safety sujiervisor handles all the safety activity for departments which are within a predetermined area. At the end of the month a meeting is held and all of the supervisors in the area attend to discuss the previous month's safety problems. Every department meets once a month and among the subjects discussed are unsafe condi tions which have been found and corrected, accidents or injuries if any, and hospital passes. The safety office provides each depart ment with two charts. One explains the nature and bodily location of each injury', and the otter chart shows the cause. .These charts list the non-industrial injuries as well as those which occur at the plant. Each department investigates each of its industrial first-aid-type cases to determine the cause and to provide the proper means for its correction. The person involved is contacted and the hospital pass is gone over very thoroughly. One division--mechanical--has each super visor bring every hospital pass he has written during the month to the safety meeting. The supervisor explains what hap pened and must tell what he has done to correct the cause. This is one of the best ways we know to get and keep the super visors on the ball. We have mailed jwst cards to each em ployee's home asking them to include safety in their vacation plans. We wished the family a fine vacation and a safe return. This personal approach was well received. The peculiar thing about all of this is that--we still have accidents! Our com munications hold up for just so long; then without warning, the bottom falls out and we are in real trouble with a disabling ac cident. We were in just such a trend early this year when a new safety film was shown in Los Angeles. Well, it wasn't actually new" to everyone I guess, but it was to us. We were invited to see the film, "Knowing's Xot Enough". You may be aware of the film because it lias been in circulation for a year or more. It was made by the United States Steel Corporation and it is a dilly. I practically took the film away from the people who showed it tor ns. We arranged to show it to top management and they were as enthused about it as we were. There was a great deal of promotional material available to be used with the film. A yellow flag played a very important role in the film so we had large yellow flags made which we hung throughout the plant. We had selected one section of the plant which was experiencing a really rough time with accidents in which to promote this program. We left the flags up without ex planation for about 15 days. This was to arouse curiosity and stimulate interest for the program. We paid the employees for time spent in viewing-.the filmand listen ing to a few well-chosen remarks from our plant manager. Immediately after showing the film, cartoon booklets giving the story of the film were sent to each employee's home. Then a follow-up program of posters was begun. Each manager and general foreman had a yellow flag in a holder on his desk which will remain there throughout the entire period of the program. We changed our mechanic's red wipe cloths to yellow, painted the top rail and also the top and bottom risers of each stairway yellow, as well as all 36 Glass and Ceramics, Rubber Industries ic /" sty rha ip- done to the best le super- ach emle safety toed the : return, received. this is ir comtg; then out and Jing ac- ! irly this bown in Hy new. us. We lowing's of the ion for United a dilly. om the rranged d they re. totional ic fi1' nt : j r : plant. : plant h time e this nt exvas to st for a for listenm our owing story oyee's osters C had a which entire I our tinted >ttom as all skids and tractors. We gave each supervisor a pocket protector bearing the yellow-teg emblem and are planning on distributing small yellow-metal lapel flags to each em ployee at some appropriate time, perhaps calling it a yellow flag or tag day. This program was so well received that during the showings of the film, which took several days, we found that employees from other departments were coming in to see the film on their own time. We have not as yet exhausted the possibilities of the pro gram and we intend to milk it for all it's worth. We felt rather good about our efforts when a firm up north sent a plane load of their representatives down to Los Angeles to get some information on the manner in which we were presenting the program. Understand, we are not attempting to take a thing away from the United States Steel Corporation for their fine film--we believe it is the best method of safety communica tion wc have seen to date: To select any one approach to safety as the best and only one to use would be courting trouble. We are utilizing a per sonal-contact program right now winch we feel is one of the best we have used. The contact team is made up of the plant man ager and myself. Each week since May of 1957 wc have met with various members of supervision. We have five divisions in our plant operations, so each week one super visor from each division is invited to at tend the meeting in the manager's office. These meetings are quite informal and no set agenda is followed. They probably could be called "get-acquainted meetings." Mr. Hunnicirtt, our plant manager, starts the meeting off with an explanation of the "why" of the meeting. He explains that he wants to be sure that everyone present un derstands his deep personal interest in safety. As the meeting progresses, those present are encouraged to join in the discussion. The conversation eventually gets around to how the different supervisors present handle the safety programs in their division. As soon as the people understand Mr. Hunnicutt's sin cere interest in safety they begin to relate some of their problems, as well as what they have accomplished. These meetings usually last for about an hour. Mr. Hunnicutt and I try to stagger the meetings so that we reach all of the shifts. We may hold a meeting in the middle of the night, or early evening, or high noon. One of the various approaches we have used to meet with supervision is to take strolls through the plant--either planned tours--or we just start walking. We may stop a supervisor and ask him if he has any safety problems we could help him handle, or what has he done about safety today? We sometimes embarrass a supervisor who has nothing to say, or report, but you know he will be ready the next time we happen to stop him! Chi these jaunts we either work through one department, or make one or two stops in several departments. Our crusade for safety is a never-ending one. If a book could be bought which would show the way to accident and injury-free industry> we would buy a copy for each em ployee and that would take care of-the prob lem. We know that can never be--so our Crusade continues and we go on working in the hope that more and more people will hear the message of freedom from injury and suffering. We continue to have some very serious injuries, but most of these can be traced to human failure. However, armed with a constant, never-ending program of education for our employees--which is our Crusade for Safety'--we hope that the more serious type of injury is on its way out We have a training program to acquaint our guard force and supervision with the handling of portable fire-fighting equipment We also hold first-aid-training programs for our guards and firemen. We have a safetysuggestion program which provides a good outlet for the ideas of our employees. In attempting to summarize our crusade, first we must be cognizant of the fact that every employee is a potential crusader. He must be sold on safety, and that selling can come about only through proper com munications. Our management firmly be lieves that safety-in-indnstry is a program which can only be as good as its chain of communications. Our safety program is limited only by company policy and that is quite broad when it comes to safety. The finest of safety programs can--and will-- fail if the chain of communications is broken at any level before it reaches its ultimate goal--the employee who is doing the job. A successful program, one which will result in a well-rounded and steady im 1958 National Safety Congress provement both In the health level of the work force and m the reduction of acci dents, must focus its emphasis, for the most part, on the personal factor--the in dividual employee himself. And in order to reach that individual, the chain of com munications must be strong from top man agement to the man on the job. This means that top management must be truly sold on our safety programs, and stand firmly with us--their safety directors. They will then see to it that the superintendents and gen eral foremen directly under them join the crusade and transnut the safety program and its messages to their respective shift fore men and supervisors. If this much can be accomplished, these shift foremen and supervisors will in turn transmit the safety program to the in dividual employees with much the same de gree of conscientiousness and enthusiasm which it had when it was given to them. Then--and only then--as the employee be gins to understand how vital it is for him, as an individual, to assume responsibility for his own health and safety, he reduces enormously, not only his own chance of in jury and mishap on the job, but that of his co-workers as well. We believe that our weekly contacts with supervision help keep this vital chain of communications strongly linked together and open at all times for the transmittal of the messages of our crusade for safety. We preach the doctrine, "Don't worry about an unsafe condition, practice, or action -- Do Something About It!" SAFETY SPECIFICS By L. E. DEQUINE, JR. Manufacturing Manager, Chemstrand Corporation, Pensacola, Florida I strongly suspect that safety people are as critical of operating men and some of their methods as operating people are of the safety people and their methods. This probablv is a healthy situation as it serves to promote a practical approach to the common goal--of producing efficiently and safely a high quality product. I have heard safety people say, "If wc could only start from the beginning, we could have a safety program that really works". This is the kind of situation that I would like to describe to you today. I am convinced, however, that the same things could be done in`an existing organization with proper safety leadership and a plant managership that accepts safe operation as one of their prime responsibilities. I would prefer not to discuss generalities such as management backing; engineering for safety; safety rules, regulations and procedures; safety training; inspection; traffic enforcement and motor vehide safety; committees; incentive contests, and all the other things that go to make a well-rounded safety program. This, I am sure, would be an old story to most of you. These arc the things that you all know are necessary in varying degree if plant safety is to be suc cessful. I would rather show you some of the highlights and specific items of our safety program. First, I would like to set the scene. Chem strand is a wholly owned subsidiary of The American Viscose Company and Monsanto Chemical Company. The nylon plant in Pen sacola is entirely concerned with the manu facture of nylon yam and is the only fully integrated*^jylon`-yaMr manufacturing plant m the world--that is, the complete process from raw material to finished product is carried out in one plant location. We are located on a 2,000 acre tract with 200 acres fenced as plant site. The Escambia River borders the east side of our plant and serves as a barge route from the inland waterway for our major raw materials. The manufacture of nylon jam, over simplified in advertising as a combination of coal, air and water, is at the outset a complicated chemical process in which nylon 38 Glass and Ceramics, Rubber Industries e ' \ de ed. Jastn i to them, tployee bes for him, sponsibility re reduces nee of in- it that of tacts with chain of 'ether and tai of the fetv. We about an ion -- Do 7 I arc the >'sarj- in be of the safety Cbemof The msanto n Penxnanuy fully ; plant jroeess fuel is t with axnbia plant inland iais. overtation set a nylon salt is produced from the basic raw ma terial cyclohexane. This material together with ammonia, nitric add, hydrogen and numerous other chemicals are synthesized in what we call our intermediates or chemical section of the plant. The nylon salt solution is processed into nylon yam in the jam plant building produdng various denier sizes from 10 denier (fine hose yam) to 15000 denier as used for rope. Power house, water fadliries, engineering and maintenance services, shipping, labora tories and technical staff and administra tion occupy the remaining buildings. A carefully engineered and controlled waste disposal system assures no water con tamination of the adjoining river. Around 6,000 employees work on a 3shift, 7-day-a-week continuous operation of the plant and we have been in operation about five years. A completely equipped medical section with two full time physicians, nurses on each shift, and medical and X-ray technidans serve our Chemstrand employees in preemployment physicals, periodic re-examina tions and treatment of on-the-job injuries. We feel this service is a vital part of our overall safety program. For the past five years we have had some measure of success with our safety ef forts as illustrated by the fact that for these five years we have received the Na tional Safety Coundl's Award of Honor. Other awards include a commendation from the Governor of Florida for having achieved the best continuing no-injury record in the state and the National Safety Coundl award for setting a new world's record tor textile plants of 17,000,000 safe man-hours. Other awards indude sectional awards and recognition from our insurance carrier. These are mentioned as a justification of some of the things we will discuss later al though I will admit that all our people are very proud of these awards and they do represent recognition of their safety, efforts. Recognition of employee safety effort has been a feature of our whole program. Safety awards are presented to each one of our employees at the time of achieving a significant man-hour record--5,000,000; 10,000,000; 17,000,000 safe man-hours. The value of the awards depended on the par ticular goal reached and each employee was given a. choice of award from a selected group. The start-up of a plant of this kind pre sented a tremendous training job not only in safety but in all phases of job operation, quality, supervisory techniques and manage ment, since for the most our people were recruited with little or no previous industrial experience of any kind. Safety plays a large part in all this training from the first day in induction, through job training, presupervisory training and refresher safety training. A vital item in our safety training pro gram is the six months* personnel perform ance review, during which a supervisor dis cusses various aspects of the job with each employee. Safety, job performance, quality and costs are all thoroughly discussed dur ing these interviews. It was necessary, of course, to provide a basis for this safety education and before the plant went-into operation, safety rules were developed for the plant as a whole and for each one of the operating areas. The collection of these rules and safety pro cedures constitutes our Plant Safety Manual but to make these rules "alive", rather than something filed away in a supervisor's desk, every area has a set of the rules ap plying to their area displayed in a prominent location. 'In order to show the completeness of these rules, we have picked some examples te mention. One safety problem is the amount of yarn buggy traffic through our aisles. This single operation is covered by a number of job rules including one on how to grasp the handles of the buggy with the palms out to avoid knuckle injury'. Another item involves the handling of a brush used to handle thread lines and re move "wraps" from the machinery. The rule states that the hands must be kept behind a red line on the brush. This keeps the hands away from moving machinery or entangling thread lines. In like fashion the handling of a calrod unit, an electrically heated rod used to burn off wraps of yarn from the machine, could be dangerous. One rule involved in handling this tool states that the hot element must be shielded by an asbestos glove at all times 1958 National Safety Congress when the unit is not actual!)' being used to burn wraps. Other rules include the dis tance the operator must maintain from other operators when using the equipment Other rules cover the spotting, blocking and protection of railroad tank cars in cluding the use oi a target D-raiL Maintenance work whether overhead or at working level must be barricaded, using highly visible traffic cones and stripped bar ricade rope. Violation of these barricaded areas is considered a serious safety viola tion. Smoking in the plant is strictly limited to specified areas, for quality, housekeeping and safety reasons. In the yam plant, smoking areas are designated by blue tape floor markings. Smoking areas in the production departments are purposely kept small to discourage congregating. ----- * Another tape floor marking of particular significance in the plant is the "red-lined" eye protection areas. In order to establish rules in chemical operating buildings, "building limits" are established around each building. Beyond these limits the safety rules apply for the wearing of hard hats, eye protection, no smoking and it is necessary for non-building personnel to "sign-in" in the control room and familiarize themselves with the building safety rules. These are of course but a few of the established safety rules which are con sidered and included as standard operating procedures throughout the plant and ex tending to such items as the use of safety belts in company cars. Some items of major potential hazard or importance cannot be adequately covered by safety rules and for those major items, safety procedures were established. A comprehensive injury reporting and investigation procedure uses one form for all injuries including simple, single treat ment first aid cases. An investigation and report is required from the foreman, in cluding corrective measures, and these re ports are reviewed by line supervision before being forwarded to the safety office for review, tabulation and analysis. A hot work permit is required for any flame or spark producing equipment in our chemical areas or any welding or burn ing in any part of tlie plant. A vessel entry procedure must be followed before a man is cleared to enter a tank, pit or manhole in any area at the plant An essential part of both permit proce dures is a gas test--for flammable vapors in either case with an explosimeter and tests for oxygen and CO in the case of tank entry* Other specific tests may be run as necessary. Another rigid procedure is the tag and lock-out procedure. Electrical lock-out for voltages over 440V--requiring the services of an electrician, normal electrical or mechanical tag and lock-out for operating switches, valves, operating levers, etc., and a "caution" tag for restricting operation to specified personnel or under certain stated conditions. You would find multiple lock-out on a disconnect switch where various trades or depaytmaits are involved--each one of which attaches his tag and lock. In addition to the tag and lock on the disconnect switches, danger tags are at tached to operating push buttons, starter switches or other control circuit equipment. Other specific procedures exist for jobs involving misoperation hazards. All these safety rules ard regulations are backed-up by a positive enforcement procedure calling for a final warning em ployee contact for a serious violation. An other infraction within a year's time can result in termination. And now a few words on our personal protective equipment program. A typical woman employee in the yam plant operates a drawtwist machine running nylon yam. She is equipped with a hair net to completely confine her hair. Safety glasses are required equipment also within the machine aisles--a red lined area. Her apron is a comparunented bag for her tools --scissors, hook knife, doffers brush, etc No rings, watches, jewelry or pins are al lowed to be worn. The uniform, short sleeved and with calf length legs is required. On her right knee is a knee pad to allow pressure to be applied to the machine knee brake without injury*- A pair of safety shoes completes the uniform. All these things are requirements of the job, except perhaps the safety shoes. However over 99 per cent of our girls wear safety shoes since, on their first day of employment, they are taken to the storeroom and fitted 40 fof jd tank, pit nt t proce- vapors ter and case of ' be run ag and out for services ical or xrating tc., and ition to stated ock-out > trades one of on the ire at* starter ipment. r jobs ilations cement ig em- L An- e ' ) rrsottal : jam mning i Iiair Safety within Her tools i, etc. re alshort ;uired. allow' knee safety these accept over shoes mem, fitted Glass and Ceramics, Rubber Industries with shoes without involved discussion. Shoes are sold at cost on payroll deduction. Somewhat the same procedure is fol lowed with eye protection although these are provided free. Each new employee who will need eye protection on his job (prac tically all production employees) is fitted with piano glasses on his or her first day, by a registered optometrist If prescription glasses are required the employee brings his prescription on the first day of em ployment and the prescription safety glasses are ordered for fitting within a week by the optometrist Each pair of prescription glasses is checked by the optometrist for correctness of prescription with a lensometer. I have already mentioned the "red-lined" approach to eye protection, btit other jobs are set up for eye protection where the red line is not applicable. For example a man strapping beams would not require eye protection for the major portion of his job, and so wears a face shield only while strapping. A man reconditioning a beam wears eye protection and gloves while deburring and inspecting a returned beam. The Safety Section operates a safety storeroom for stocking, issuing, repairing, maintaining and inspecting various items of safety equipment. All standby gas masks, stretchers, fire blankets, and other emer gency equipment installed throughout the operating areas receive a monthly check and are scaled ready for emergency. The variety of safety equipment is too great to cover in detail. A boatman on the river water-sampling boat must wear his life jacket from the time he leaves the bank until he returns. A large amount of chemical protective clothing is used. One complete add suit has a hood fitted with an air supply con nection for use when the suit is worn for longer periods or in unusually hot and humid conditions. An employee Would wear a chain mail or steel mesh glove on his left hand while cutting yarn off a bobbin with a knife in his right hand. Other equipment and building provisions that affect safety are constantly bring pro dded. A standard safety shower installation is provided in all liquid chemical handling areas. The showers are designated by green and yellow floor and pipe markings and further spotted by a green light located over the shower. The showers are tested daily and a log entry made to that effect. Good plant housekeeping in the plant is considered an important necessity not only for safety reasons but for quality and effi ciency reasons. Much of our safety concern is with in ternal plant traffic We have already spoken of the buggy traffic At blind corners, over head mirrors are provided to assist operators in safely crossing or turning into inter sections. Even pedestrian traffic through double swinging doors presented enough of a problem to require a "keep to the right" marking. Of course all these physical safety features and training would not*do the job without some type of safety publicity. There are over 60 safety bulletin board installations in the plant on which posters are changed weekly. Nearly are the area safety rule posting and the suggestion box. Safety suggestions represent the single great est subject in this program and each one is investigated carefully with an answer sent to the suggester. The bulletin boards are supplemented with jumbo safety posters in strategic locations around the plant This poster program is' shared with the quality control program and employee relations program with one safety poster displayed for a week each month. The posters are home-made in our own paint shop by a silk screen process. The safety section publishes a monthly paper titled_**Safety Information" covering current and interesting safety items, a dis cussion of the safety topic of the month and an accident analysts by departments and areas. The overall accident experience results are summarized on a chart showing the overall plant lost time accident frequency and the comparison of all accident frequency by departments showing the comparison with their own frequency last month and year to date. Each entrance to the plant has an illumi nated safety record board giving the accum 1958 National Safety Congress ulation of safe hours to date. Side panels show green as long as the record continues. When a lost-time accident occurs, the side panels, accident sign and clock face are illuminated in red and remain red for a 24-hour period. A word about safety organization. We have a central safety committee, composed of both hourly and salary employees, which meets once a month under the chairmanship of our manufacturing manager for dis cussion of all and any pertinent safety items. jacket rather than wear it as required by the safety rules. A swerve of the boat tipped him overboard and he was drowned. At 17,000,000 safe man-hours a yard laborer slipped and fell on the swing blade grass cutter he was using and received a serious knee laceration. At almost 5,000,000 man-hours, a me chanic had battery add splashed in his eye while he was showing a fellow employee how he checked his own battery for dead cells. This intident had nothing to do with his job but it did occur on plant property. Due to the variety of operations and con Again at 5,000,000 man-hours a helper in ditions in our plant no absolute pattern is our plant cafeteria, in violation of safety established for departmental organization rules, attempted to clear the hopper on a except that each must have some effective hamburger patty machine while it was in safety program. Some have safety com operation and received a finger tip amputa mittees, some have safety proctor systems, tion. some hold regular_safetv~meetings; others*- I have attempted to give a broad but follow a system of individual employee rather quick picture of our safety program. safety contacts. We in Chemstrand feel that these safety All report regularly on their activities and results to the safety department and keep their central safety committeeman in formed. The injuries which have broken our safety records are of interest in that they demon strate the importance of personal safety thinking, rather than typical chemical or textile industry accidents. efforts return a profit to us in many ways. A good safety record pays off tremen dously in high employee morale and estab lishes our plant as a good place to work, both with our employees and the com munity as a whole. It is a well known fact that safety goes hand in hand with good housekeeping and a high quality product and without any one of the "big three," safety, quality and tcork efficiency, it is im At 2,000,000 safe man-hours, a river possible for any plant to maintain leader water sampler chose to sit on his life ship in its field. 42 *! i- /boat drowned a yard ring blade received a s, a me in his eye employee for dead a do with property, helper in of safety per on a t was in * amputa- road but program, se safety ny ways. tremenid estabto work, he comawn fact ith good product : three," it/ .I OFFICERS OF THE GLASS AND CERAMICS SECTION NATIONAL SAFETY COUNCIL 1958-59 General Chairman--CLYDE C RUDDICK, Pittsburgh Plate Glass Co., One Gateway Center, Pittsburgh, Pa. First Vice-Chairman--}OHN V. SKENDALL, Harbison-Walker Refractories Co., Fanners Bank Bldg., Pittsburgh 22, Pa. Second Vicc-Chainnan--EDWIN L. WRAY, Ball Brothers Co., Inc., Muncie, Ind. Secretary--A. H. BURKETT, Owens-Illinois Glass Co., Libby Glass Division, Toledo, Ohio. Program Committee--BLAINE THOMPSON (Chairman) Kaiser Aluminum & Chemical Corp., Columbiana Refractories--Plant, P.-Ot--Box- 47,- Columbiana, Ohio; *H. V. GARDNER (Vice-Chairman) Owens-Illinois Glass Co., P. O. Box 1035, Toledo 1, Ohio; *HAERY A. JACKSON, Frigidaire Division, General Motors Corp., 300 Taylor Street. Dayton 1, Ohio; JOE E MORRISON, Pittsburgh Plate Glass Co., One Gate way Center, Pittsburgh, Pa.; `JOHN B. FULLEN, Kopp Glass, Inc., Swissvale, Pittsburgh, Pa. Engineering and Health Committee--*\V. G. HAZARD (Chairman) Owens-Illinois Glass Co.. P. O. Box 1035, Toledo 1, Ohio; CHARLES CASEY, Thatcher Glass Mfg. Co., lnc, LawTenceburg, Ind.; EDWIN L. WrRAY, Ball Brothers., Inc, Muncie, Ind.; FRED C ANDERSON, Corning Glass Works, Coming, N. Y. Membership Committee--DALE H. KUHLMAN (Chairman) Libby-Owens Glass Co., Rossford, Ohio; *JAMES L MORRIS--The Federal Glass Co., 515 E. Innis Ave., Columbus 7, Ohio. Safety Promotion Committee--E S. KNEPPER (Chairman) Atlas Division, Continental Can Co., Wheeling, W. Va.; JOHN V. SKENDALL, Harbison-Walker Refractories Co., Farmers Bank Bldg., Pittsburgh 22, Pa.; WILLIAM'H. PRICE Owens-Coming Fiberglas Corp., National Bank Bldg., Toledo 1, Ohio. Safelv Contest Committee--CLINTON BALLINGER, (Chairman) Owens-Illinois Glass Co.. 506 S. First Street, Gas City, Ind.; LEE B. HAWTHORNE JR., A. P. Green Fire Brick Co., Mexico, Mo.; *J. H. GATTRELL, Blue Ridge Glass Corp., Kingsport, Tenn.; JOHN FOSTER, Foster-Forbes Glass Co., Marion, Ind. Off-The-Job Committee--WILLIAM H. PRICE (Chairman) Owens-Coming Fiberglas Corp., National Bank Bldg., Toledo 1', Ohio; DANE F. QUIGLEY--North American Refractories Co., 1012 National City E 6th Bldg., Cleveland 14, Ohio; J. E ED WARDS--Employee Services, Ford Motor Co., 114 Allendale Dr., Nashville, Tenn. Associations Committee--RICHARD STEIN (Chairman) American Radiator & Standard Sanitaty Corp., Tiffin, Ohio; A. H. BURKETT, Owens-Illinois Glass Co., Libby Glass Division, Toledo, Ohio; *JOHN P. STEVENSON, Ball Brothers Co., Inc., Muncie, lnd. 43 r In "M I i Newsletter Committee--WILLIAM H. KOPPERT (Chairman) Owens-Coming Fiberglas Corp., Newark, Ohio; BLAINE THOMPSON, Kaiser Aluminum & Chemical Corp., Colun.biana Refractories Plant, P. O. Box 47, Columbiana, Ohio; *W. G. HAZARD, Owens-Illinois Glass Co., P. O. Box 1035, Toledo 1, Ohio; DALE H. KUHLMAX, Libby-Owens Glass Co., Rossford, Ohio; E. S. KNIPPER, Atlas Division, Continental Can Co, Wheeling, W. Va.; CLINTON BALLINGER, Owens-Illinois Glass Co, 506 S. First St, Gas City, Ind.; WILLIAM H. PRICE, Owens-Coming Fiberglas Corp., National Bank Bldg, Toledo, Ohio; RICHARD STEIN, American Radiator & Stand ard Sanitary Corp, Tiffin, Ohio, Nominating Committee--'RUSSELL W. FRANK (Chairman) Ferro Corp, 4150 E. 56th St, Cleveland 5, Ohio; 'JOHN B. FULLEN, Kopp Glass, Inc, Swissvaie, Pittsburgh, Pa.; *J. H. GATTRELL, Blue Ridge Glass Co, Kingsport, Tenn. "Blowers and Puggcrs" Committee--'FRED C. ANDERSON, Corning Glass Works. Coming, N. Y.; *H. V. GARDNER, Owens-Illinois Glass Co, P. O. Box 1035, Toledo 1, Ohio; 'JOHN P. STEVENSON, Ball Brothers Co, Inc, Muncie, Ind.; 'JAMES L. MORRIS, The Federal Glass Co, 515 E. Ennis Are, Columbus 7, Ohio; 'JAMES C. DITTMER, National Lead Co, 105 York St, Brooklyn, N. Y.; 'W. G. HAZARD, Owens-Illinois Glass Co, P. O. Box 1035, Toledo 1, Ohio; 'HARRY A. JACKSON. Frigidaire Division, General Motors Corp, 300 Taylor St, Dayton 1. Ohio; *J. H. GATTRELL, Blue Ridge Glass Co, Kingsport, Tenn.; 'JOHN B. FULLEN, Kopp Glass Inc.,-Swissvalef-PitfsbUrgltrPa.; *RCSSELL W. FRANK, Ferro Corp, 4150 E. 56th St, Cleveland 5, Ohio. Past General Chairman Staff Representative--J. EDWIN CROUSHORE, National Safety Council, 425 X. Michi gan Are, Chicago 11, 111. \: i ,. 44 OFFICERS OF THE RUBBER SECTION NATIONAL SAFETY COUNCIL 1958-59 General Chairman--M. R. BATCHE, Firestone Tire & Rubber Co., Akron 17, Ohio. Vice-Ckairman in Charge of Program--W. J. DOOLING, B. F. Goodrich Footwear and Flooring Company, Division of The B. F. Goodrich Company, Watertown 72, Mass. Secretary--F. W. SANDS, U. S. Rubber Company, New York 20, N. Y. Xewsletter Editor--C. S. KRUGER, Carlisle Tire & Rubber Division of Carlisle Corpo ration, Carlisle, Px Engineering Committee: EQJCURNER.Xbmnnan, Goodyear-Tire & Rubber Company of Canada, Ltd, Toronto, Canada; A. B. MAINES, Republic Rubber Division of the Lee Rubber & Tire Corp, Youngstown 1, Ohio; C R. COVERT, Goodyear Tire & Rubber Company, Industrial Products Division, Akron 16, Ohio. Health Committee: W. A. McCAUSLAND, M.D., B. F. Goodrich Footwear and Flooring Company, Divirion of The B. F. Goodrich Company, Watertown 72, Mass.; W. L. HOGUE, JR, M.D, Firestone Tire & Rubber Company, Akron 17, Ohio; W. E. McCORMICK, B. F. Goodrich Company, Akron 18, Ohio. Membership Committee: N. C. LONGEE, Co-Chairman, East Division, U. S. Rubber Company, 1 Market Street, Passaic, N. J.; J. J. RAYTKEWICH, Co-Chairman, West Division, U. S. Rubber Cbmpany, P.O. Box 871, Joliet, 111.; *J. L. DEAN, The Fire stone Tire & Rubber Co, Memphis, Term.; *C. E. BECK, St. Clair Rubber Company, Marysville, Mich. v t Poster Committee: F. J. FRAME, Chairman, Goodyear Tire & Rubber Co. of Michigan, Jackson, Michigan; E. E. GOLDSWORTH, Gates Rubber Cbmpany, Denver 17, Colo.; WILLIAM BOLIN, The Ohio Rubber Company, Willoughby, Ohio. I Trade Association and Liaison Committee: E. R GARDNER, Chairman, Akron Chamber of Commerce Safety Council, 228 Ohio Bldg., Akron 8, Ohio. Rules and Regulations Committee: RAY HART, Chairman, The Dayton Rubber Cbmpany, Dayton 1, Ohio. Publicity Committee: D. M. CARSON, Chairman, U. S. Rubber Company, Detroit 32, Mich. Statistics Committee: F. C. STARBIRD, Chairman, Firestone Tire & Rubber Co., Synthetic Rubber Division, Akron 1, Ohio. Mechanical Goods Committee: T. F. DAVIS, Chairman, B. F. Goodrich Sponge Products Division of B. F. Goodrich Co., Shelton, Conn.; G. E. ROSE, The Wooster Company, Wooster, Ohio; F. S. STEVENSON, Firestone Tire & Rubber Co., Noblesville, Ind 45 Reclaim Manufacturing Committee: *R. M. BOYLES, Chairman, Midwest Rubber Re claiming Co, East St Louis, I1L; *T. J. CAIN, JR, B. F. Goodrich Company, Akron 18, Ohio; C G. TRAVERS, U. S. Rubber Reclaiming Co, Inc,, P.O. Box 363, Buffalo 5, N. Y. Rubber Laboratories Committee: E. J. FRANCOIS, Chairman, U. S. Rubber Company, Research Center, Wayne, N. J.; F. B. WILLIAMS, Carlisle Tire & Rubber Division of Carlisle Corporation, Carlisle, Pa.; D. LYDY, Goodrich-Gulf Chemicals, Inc, Port Neches, Texas. Fire Safety Committee: N. R. HUNTER, Chairman, Dunlop Tire & Rubber Corporation, Buffalo 7, N. Y.; P. E. DERY, Dominion Rubber Co, Ltd., P.O. Box 130, Montreal, Canada; W. C SWEARINGEN, Mansfield Tire & Rubber Company, Mansfield, Ohio. Off-the-Job Safety Committee: S. T. BURROWS, Chairman, Mansfield Tire & Rubber Company, Mansfield, Ohio; *G. H. BURKHARDT, General Tire & Rubber Company, Akron 9, Ohio; *S. A. WRIGHT, Inland Manufacturing Division, General Motors Corp, Dayton 1, Ohio. Plastics Committee: R. A. Manning, Chairman, Goodyear Tire & Rubber Co, Akron 16, Ohio; R. G. FOREJT, General Tire & Rubber Co, Pennsylvania Division, Jeannette, Pa.: V. G. CQRK, Mishawaka^PIant, U. S. Rubber, Mishawaka, Ind. International Synthetic Rubber Safety Association: K. K. KETCHEL, Chairman, United Rubber & Chemicals, Baytown, Texas; H. M. ARCHER, Petro-Tex Chemical Corp, Houston, Texas; E. F. METZ, Copolymer Rubber & Chemical Corp, P.O. Box 1029, Baton Rouge, La.; R. L KELLEY, American Synthetic Rubber Corp, P.O. Box 360, Louisville^ Ky.; F. C. STARBIRD, Firestone Tire & Rubber Co, Synthetic Rubber Division, Akron 1, Ohio; M. P. BARKER, General Tire & Rubber Co, P.O. Box 2032, Odessa, Texas; L. W. Boulton, Polymer Corporation, Sarnia, Ontario, Canada; J. C. UTLEY, Firestone Tire & Rubber Co, Orange, Texas. Advisory Committee: *T. H. BOYD, Manhattan Rubber Division of Raybestos Manhattan, Inc, Passaic, N. J.; *R. A. BULLOCK, Corduroy Rubber Company, Grand Rapids 1, Mich.; *G. D. CROSS, Firestone Tire & Rubber Co, Akron 17. Ohio; *R. W. FICKES, Goodyear Tire & Rubber Co, Akron 16, Ohio; *\V. M. GRAFF, U. S. Rubber Companv, New York 20, N. Y.; *ROLAND KASTELL, U. S. Rubber Company, New York 20, N. Y.; R. H. WILSON, M.D, B. F. Goodrich Company*, Akron 18, Ohio. Past General Chairman Other Volumes in this (1958) Series Users of this volume will find much value in Hs companion volumes, which offer fhe complete record of the 46th National Safety Congress! Here is the list: Vol. No. Title Single Copy i General Sessions and Index to all Volumes......... . .... 2 Aeronautical Industries; Air Transport...................... .... 3 Automotive and Machine Shop; Power Press and Forging 4 Cement, Quarry and Mineral Aggregates................ .... 5 Chemical .................................................................. .... 6 Church Activities; Women's Activities; Youth........... .... 7 Coal Mining................. .......................................... 8 Commercial Vehicle................................................. .... 9 Construction; Public Employee................................. .... 10 Electrical Equipment ................................... ......... II Farm ........................................................................ .... 12 Fertilizer ................................................................... .... , Jl--... Food -ond-Eeverage: Meat Packing, Tanning and Leather Products; Trades and Services............................... .... 14 Glass and Ceramics; Rubber.................................... .... 15 Home ...................................................................... .... 16 Industrial Subject Sessions (Sponsored by ASSE)... .... 17 Labor........................................................................ .... 18 Marine...................................................................... .... 19 Metals ...................................................................... .... 20 Mining ..................................................................... .... 21 Occupational Health Nursing.................................. .... 22 Petroleum ................................................................. .... 23 Printing and Publishing............................................. .... 24 Public Utilities.......................................................... 25 Pulp and Paper.......................................................... .... 26 Railroad ................................................................... .... 27 School and College.................................................. .... 28 Traffic ...................................................................... .... 29 Transit ...................................................................... .... 30 Wood Products; Textile.......................................... .... 31 Early Morning Sessions (Getting Results Through Team Play) ........................................................... .... AS AS AS .40 AS AS AS AS .40 AS AS AS AS .90 AS AS A5 AS AS AS .40 .40 .65 AS .90 .90 .65 AS AS COMPLETE SETS (31 Volumes)................................ ..$10.50 Stock No, 022.2&--1 022.28--2 022.28--3 022.28-4 022.28--S 022.28--6 022.28--7 022.28--8 022.28--9 022Jl8--10 022.28--11 022.28--12 02228--13 022.28--14 022Jl8--15 022.28--16 022.28--17 022.28--18 022.28--19 02228--20 02228--21 02228--22 02228--23 02228--24 02228--25 02228--26 02228--27 02228--28 02228--29 02228--30 02228--31 022.18 QUANTITY ORDERS: On purchase of 10 or more copies of individual volumes, those single-copy priced (I to 9) at 40 cents each are .35 each; 65-cent volumes are .55 each, and 90-cent volumes are .80 each. All prices shown are subject to a 10 per cent discount to National Safety Council members. NATIONAL SAFETY COUNCIL 425 NORTH MICHIGAN AYE. CHICAGO II, ILL 170025902 48 rmuneie ..*. 022.28--14