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May, 1957 Accident and Fire Information Bulletin SUPERVISOR'S PAGE WHAT MUST A SUPERVISOR DO TO PREVENT ACCIDENTS He must exhibit the proper attitude. He must really want to prevent accidents. He must think right and feel right about his job as respects the prevention of accidents. He mu3t believe that it is important to him. He must believe in the soundness of the philosophy of accident prevention. He must be impartial. He must be patient even when he is tired or burdened with other duties. He must not irritate. He cannot exhibit an attitude of "If he doesn't know any better he should get hurt." Neither can he say, "I can't stand over each man all day." And nothing is to be gained by taking the attitude, "He's Just stubborn How do we know he is stubborn? Perhaps we are stubborn. Is there any difference between stubbornness and perseverance? One dif ference, of course, is that as a rule the other fellow is stubborn while we are merely persevering and determined. A supervisor must also possess certain abilities and if he applies them in his accident prevention effort, the same as he almost automatically does in production problems, he has a good chance of controlling accidents. Ability to influence people and instill enthusiasm. Ability to command self-respect. Ability to lead people to understand. Ability to inspire people to do what is right. To make them see their mistakes. Ability to get ideas from others. MAP 001565 U/W023442 May, 1957 Accident and Fire Information Bulletin SUPERVISOR'S PAGE (cont.) Ability to observe personal characteristics such as evidence of fatigue or improper attitude. Such attitudes do not spring up. There is reason for them. Ability to analyze a situation and get the facts. Ability to question and inquire. Ability to make people like him. Ability to build morale. Ability to anticipate probable troubles. Ability to plan step by step how to accomplish his purpose. A good safety record can be produced by the same methods used to establish a good production record. The supervisor is dealing with the same men, using the same tools and equipment and working in the same places. The prevention of accidents, the safety of men under his super vision is truly the supervisor's responsibility. His success in discharging that responsibility will depend upon how earnestly he applies the methods of corrective action outlined here and to what extent he makes use of his supervisory qualities. MAP 001566 LAM023443 A^n-X; XI y -j. 20^^7( PART OF EVERY JOB Accident and Fire Information Bulletin SUPERVISOR'S PAGE Safety ideals, policies, and attitudes have a way of deteriorating as they are passed along down the line from top management to the employee who got injured. So the big question for foremen is "are you conductors or insulators in the chain of command from top rnan to employee?" t Mr. Foreman, how do you look at that oft repeated admonition "you are the key man;" Your reaction to the statement is highly important, because in no other activity does your attitude play such an important part as it does in injury prevention. Employees are apt to have one or more negative attitudes toward safety. Most common i3 the fatalistic attitude - - that if your number is up, you will be hurt. Another dangerous attitude is the one that the accident will happen, but to someone else. Some people feel that a past record of no-lnjuries is Insurance for the future. Some employees feel that safety precaution is a sign of weakness. Some employees charge every injury to "carelessness" and let it go at that. Foremen are the logical ones to work with and correct such attitudes. A starting point is the setting of the proper example. A foreman with a negative attitude himself is in a poor position to "sell" the idea to those who "take their cue" from his actions and the example he sets. A foreman who is sold on the practical value of making safe thinking a part of everyone's job, will develop a habit pattern for doing some of his routine worx. For example, when he selects and inducts a new employee, he will never forget tc emphasise that safe thinking is as much a part of every job as coming to work or collecting his pay check. He will also always call attention to the hazards when an old worker starts a new job. Foremen who appreciate the soundness of making safe thinking a part of every job, will establish a system of, "across the board" equipment inspections to detect unsafe conditions. When safe methods are "built in", safety dicipline problems are reduced. It is one thing to correct a man for not following instruc tions, and it is quits a different problem to get an employee to follow a safe practice recommended by a safety committee or someone else, sometime after the employee has been hired or placemen new work. MAP 001567 LAM023444 Ten doiiimandments af afetu jfor ^upettrisors Your job in management places you in a unique position of trust. For not only does the company rely on you, as the direct representative of management, to apply its policies wisely and fairly; also entrusted to you is the obligation to safeguard the well-being of the workers in your charge. No responsibility transcends this in importance. In this respect your job is akin to the "stewardship" of Biblical days: As a supervisor, you are indeed your brother's keeper. On-the-job accidents represent a serious threat to the physical well-being of your men. Their prevention calls for your constant vigilance. Therefore, if you would guide your men safely through their daily work, be yourself guided bfr these precepts: 1 You are a supervisor and thus, in a sense, have two families. Care for your people at work | as you would care for your people at home. Be sure each of your men understands and accepts his personal responsibility for safety. Know the rules of safety that apply to the work you supervise. Never let it be said that one 2 of your men was injured because you were not aware of the precautions required on his job. 5. Anticipate the risks that may arise from changes in equipment or methods. Make use of the expert safety advice that is available to help you guard against such new hazards. 1 Encourage your men to discuss with you the hazards of their work. No job should proceed where a question of safety remains unanswered. When you are receptive to the ideas of your workers, you tap a source of first-hand knowledge that will help you prevent needless loss and suffering. 5. Instruct your men to work safely, as you would guide and counsel your family at home -- with persistence and patience. 6. Follow up your instructions consistently. See to it that workers make use of the safeguards provided them. If necessary, enforce safety rules by disciplinary action. Do not fail the company, which has sanctioned these rules--or your workers, who need them. Set a good example. Demonstrate safety in your own work habits and personal conduct. Do 7 not appear as a hypocrite in the eyes of your men. S Investigate and analyze every accident -- however slight --that befalls any of your men. Where minor injuries go unheeded, crippling accidents may later strike. 9 Cooperate fully with those in the organization who are actively concerned with employee safety. Their dedicated purpose is to keep your men fully able and on the job and to cut down the heavy personal toll of accidents. Remember: Not only does accident prevention reduce human suffering and loss; from the practical viewpoint, it is no more than good business. Safety, therefore, is one of your prime obligations--to your company, your fellow managers, and your fellow man. By leading your men into "thinking safety" as well as working safely day by day, you will wir Ow.ir loval support and cooperation. More than that, you will gain in personal stature. Good men do good work for a good leader. MAP 001568 FT5T Copyright 1953, American Management Association LAM023445 See your way to MAKE SUPERVISORS MORE EFFECTIVE -- through TEACHING SAFETY: , [onjman|ments^^aiEtiL INCREASE THEIR INSIGHT . . . r through RAISING THE STANDARDS OF SUPERVISORY LEADERSHIP BUILDING UP THE SUPERVISOK'S JOB Clarifies the problems of foreman compensation, status, and commuxications, with a paper on "Line Man agement's Responsibility for Human Hi lotions." Manufacturing Series 213. SI 25 (AMA members, $1.00). THE SUPERVISOR S o MANAGEMENT GUIDE Details the what and how of efficient supervisory leadership. $3.50 (AMA members. $3.00;. THE DEVELOPMENT OF FOREMEN IN MANAGEMENT Discusses measures for tmpronn^ the foreman's status and morale, with special reference tn foremen's unions --based on the experiences of ii com panies of every type. Research Report 7. $2.25 (AMA members, $1.50;. 0 THE MANAGEMENT LEADER S MANUAL Answers the everyday management problems of supervisors, foremen, and operating executives. $3.00 (AMA members, $2.75). THE FOREMAN'S SASIC READING KIT Guides supervisors to the solution of leadership problems in plant and office. $3.50 (AMA members. $3.00). a - THE AMA HUMAN RELATIONS W HEADING KIT" Spectaf price for items (i), <S), and f6) if purchased together: $7.75 (AMA members. $6.50). through MORE PRODUCTIVE MERIT-RATING ... MORALE-BUILDING ... TECHNIQUES: Basic safety rule# to.bel^'superviaors aiufioieraen lead their men into- wqr,R| Mfdyf-At&ictive format with WIDE rnsriias; 'A Desk sizes 5% * Vw- Two- colors, rod and block on vellwm In* ish white paper; ** - -r- 0 SwRoblt for from- inj: two colors, 'maroon* and prey, on heavy antique white paper, deckle edge Number of 1 Price per copies | copy .................... .........25c -- 2-24 ............... ...............16c.'. 25-49 ............. ............ 13c 50-99 ............. ............10c 100-499 ........ .............. 9c 500 and over ........... 8c / ,. 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V-V* -rr - ^^^^^^^ublications Sales Department ORDER FORM 128 American Management Association 330 West 42nd Street New York City 36 3 To expedite order* at . . rstwssts.remiUantt nruaiyi/dofi, \ M*t he accompanied. toe/ On rsd orders ' postage and AddrJ%~ seles ted isiiom cokradrepr** /MM-mdlokmrk .. MANAGEMENT'S VITAL NEED-- how to put the VISION American Management Association New York 36, N. Y. Return Postage Guaranteed 330 West 42nd Street __ tMtrnxr Sec. 34.66. P. L. k R. U. S. POSTAGE PAID Permit No. 5581 New York, N. Y. . Msrris snto Cne-iical Company . Sox 1311 3 City, Texas map 001569 LAM023446