Document gDJrYNXOX3EBj4LdZ7N24Rv59

CURRENT SAFETY TOPICS fe' ] the list: Stock No. ....... 02237--I ....... 02237--2 ----- 02237--3 .... 02237--4 ----- 02237--5 ----- 02237--b <)... 02237--7 .... 02237--B ----- 022-27--9 .... 022-27--10 ----- 022-27--11 ----- 02237--12 .... 022.27--13 .... 02237--14 ----- 022.27--IS ----- 022-27--16 .... 02237--17 Volume 29 ----- 02237--18 ----- 02237--19 ----- 022J27--20 ----- 022J27--2i ----- 02237--22 ----- 02237--23 ----- 02237--24 .... 02237--2S tU27~26 .... 02237--27 .... 02237--28 .... 022.27--29 ----- 022.27--30 WOOD PRODUCTS and TEXTILE INDUSTRIES ! l 1000 or more Each 0.17 35 33 .45 .70 tock No. 022.17 oundl members. CAGO II. ILL 072.27--28 Transactions of the 45th National Safety Congress (October 21-25,1957, Chicago, 111.) :W NATIONAL SAFETY COUNCIL [ill 425 N. MICHIGAN AVENUE, CHICAGO 11, ILLINOIS Hi CONTENTS Safety Needs Communicating, Too.......................................... Herbert E. Ihrig 4 How To Train Loggers................................................................... H. J. Deabay 7 Safety in the Small Sawmill...........................................Frederick B. Malcolm 9 Developing Safe Work Methods....................................... ... .William E. Huie 12 Does Safety Training Pay?............................................................. A. R. Mobbs 14 Training for Safety Attitudes................................................... Glenn F. Griffin 17 Using American Standards in Safety Training.........................Henry G. Lamb 20 JOINT SESSION WITH PULP AND PAPER SECTION Rehabilitation in Ontario, Canada...................................Dr. Bruce H. Young 22 Safety Training For Fire Protection Foresters...........................John F. Shanklin 26 How To Set Up an Industry Safety Training Conference...............W. C Creel 32 Promoting Woods Safety....................................................... J. Kenneth Pearce 34 TEXTILE SECTION Trial by Survival (A Slut).................................................................................... 37 Wood Products Officers........................................................................................ 43 Textile Officers....................................................................................................... 45 y: 2 LEARNING TO LIVE ... Learning to live--safely--was the drawing card which brought more than 13,000 men and -women from the United States and 27 other countries to Chicago for the 45th National Safety Congress. These people gathered to exchange the latest ideas in safe attitudes, safe methods and safe equipment 4 Through speeches, panel discussions and symposiums, they acquired new ideas for helping others--and themselves--to live, work, and play safely. 7 This was the reason the National Safety Council was organized less than half a century ago, a time when man's thoughts barely kept pace with the 9 industrial revolution. Since then, man has introduced an atomic age which is bringing the continents closer and has made the earth a smaller world. 12 And now man anticipates inter-space travel 1 Through science and technology, man is progressing to increasing speeds in 14 travel and production, and increasing dangers--new dangers never before encountered. These, in addition to the everyday hazards of life, occupied the 17 thoughts of the safety people at the Congress. To encourage more widespread knowledge of the various fields of safety, 20 the National Safety Council publishes the Current Safety Topics--30 volumes of condensations of Congress speeches and exchanges of ideas. Each volume is a bandy reference to different phases of accident prevention. The complete set of volumes are listed on the back page of each volume: ' Since the proceedings have been edited and condensed for reference purposes, 22 the complete original manuscripts with any charts or illustrations used, are available in the National Safety Council files. Views expressed at the 26 Congress or in any volume of Current Safety Topics are those of the Congress participants, and not necessarily those of the National Safety Council. 32 h i 4l.'.1*1 i*'i.\ I i J. 1. su 34 THE WOOD PRODUCTS SECTION TEXTILE SECTION This volume is a record of the sessions held at the 1957 National Safety 37 Congress by the Wood Products and Textile Sections. The conduct of these Congress sessions each year is only one of the many cooperative activities 43 which these Sections carry on in behalf of their members, and for the benefit of accident prevention work in the wood products and textile industries 45 generally. The Sections give guidance in the preparation of a great variety of technical and educational material useful in the day-to-day safety programs of wood products and woodworking plants, and textile plants. The activities of the Sections are under the direction of their executive committees, the members of which are listed at the 'dose of this volume. 3 I'd fi IK i}J m THE WOOD PRODUCTS SECTION SAFETY NEEDS COMMUNICATING. TOO by HERBERT E IHRIG staff consultant, Florez, Inc., Detroit, Mich. America has become the greatest tech nocracy in the history of mankind. Aside from our being second best in the business of creating man-made satellites, this great country of ours can probably build anything bigger, better, faster and cheaper than any other nation on the globe. Essentially, we have been, and to a great extent still are, "things" minded. When it comes to the "human" side of the equation, we are still pretty much in swaddling clothes. able to dial to any point of the world with out the benefit of an intermediary operator. We have radio and television, and the newspapers, magazines, pamphlets and books which are produced every 24 hours total up into an unbelievable amount of tonnage. But have these mechanical means really helped us? Or wouldn't a true appraisal indicate that they have merely made it possible for all of us to misunderstand each other faster! To see how "mechanically" minded we are, let's take the subject of automation. The average person will tell you that automation means building an automatic factory where you put the raw materials in one end of the machine, press a button and a packaged product comes out the other end. Peter Drucker, in his book "The Next Twenty Years" says, and I quote, "The automatic factory is the end-product rather than the beginning of automation. Automation properly does not start with production at all, but with an analysis of the business and its re-design on automation principles. The form the automatic produc tion takes in the plant is determined by that analysis and re-design; and mechanization, the replacement of human labor by ma chines, is a detail of automation and not always an essential one." MECHANICAL COMMUNICATION ^Take "communication" as another ex ample. Realizing the need for improved communication, what have we done? Quite naturally, we have attempted to solve the problem of increasing human understanding through mechanical means. Today, we not only have the printing press and the telegraph, but an intricate system of telephones. We can talk to our homes and offices from our cars. We have "ship-to-shore," whether the ship is in the air or on the water. Before long well be FASTER MISUNDERSTANDING Now, let's relate the problem of com munication as it evidences itself within the structure of our business organizations. Here again "mechanics" have led the way --perhaps backwards. For the past 25 years, they have attempted to improve understand ing within business groups through the utilization of such mechanical devices as pamphlets, flannelboards--yes, even elabo rate closed-circuit TV programs. I do not mean to imply that the "gadgetry" and "gimmickry" of communication is not useful. It is indeed. However, due to our mechanistic, intellectual heredity, we are sometimes prone to think of these mechani cal widgets and gadgets as substitutes, rather than as supplements to the creation of better understanding. Tremendous strides have been made in the field of golf, for example. We have easier courses, better greens, greatly im proved golf balls and superlative playing equipment, yet the number of good golfers has not increased perceptibly. There's no doubt about the fact that good equipment will make a good golfer a better golfer. But the finest of equipment will never make a pro out of a dub. What the ma jority of we hackers need is to know how to swing a golf club correctly. Until we know how to do that, any investment in superior equipment can only help us produce marginal results. oo he world withxJiary operator, ision, and the hlets and books hours total up s tonnage. 1 means really true appraisal erely made it mderstand each VNDING Mem of cornself within the organizations, e led the way ; past 23 years, ive understand; through the cal devices as 5, even elabo- ti... iadgetry" nication is not er, due to our editv, we are these mechanias substitutes, :o the creation been made in iple. We have s, greatly itnrlative playing f good golfers y. There's no ;ood equipment itter golfer, ent will never What the ma; to know how ctly. Until we investment in lelp us produce Wood Products and Textile Industries LOST RIGHT ROAD And so it is with communication. Not only have we naturally looked for mechani cal means of solving the problem, but in so doing we have been guilty of taking our eye away from the right road. The problem has probably never been better phrased than by W. H. White, Jr. of Fortune magazine, when he stated, "The greatest enemy of communication is the illusion that we are communicating." And he added--"and the chief reason for the preservation of this illusion is that we con tinue to place undue emphasis on the for mat instead of the context." To put it more briefly in another way --in trying to find short cuts to our com munication problems, we have developed an expensive and elaborate system of short circuits! ........ Allow me to indulge in a "comey" ex ample of what I'm trying to get across. Take some kernels of one of the finest types of seed com developed in our part of the country. It's called K-29 and it comes from Fremont, Ohio. I'm not a farmer, but I'm told that this type of seed corn will guaran tee taller and stronger stalks, a highly de sirable resistance to fungus, and will result in bigger and higher quality yields. SEED REPRESENTS AN IDEA So let's assume, for the moment .that this seed represents an idea, any kind of idea, some idea that you want to put across. After all, an idea is nothing more or less than a mental seed. We know that the idea is good--just like this seed com is good. Now, if I throw some of these kernels out into a meeting room, will they grow? Of course not Let's put ourselves, therefore, in the shoes of the farmer who wants to get" a recordbreaking harvest of corn. What does he do? Doesn't he take a look at the field in which he wants to plant? If he finds rocks, boulders, or stumps, doesn't he arrange to have them blasted and removed? Before going into that expense, wouldn't he send soil samples to determine whether the soil is worth planting, and what ingredients it might lack? Assuming that the effort is worthwhile, doesn't he then plow and prepare the soil and then fertilize it as needed? Doesn't he also have to worry about the amount of moisture the soil will need--maybe irrigate, if necessary? And what about the tempera ture factors? Doesn't he have to plan keep ing them in mind, too? It is only until he has given plenty of thought to each and all of these many and important inter-related factors that he is ready to do the planting. He knows, of course, that the planting operation itself is probably the simplest one of them all. ACCEPT FALSE BELIEFS Most of us have been unthinkingly edu cated into accepting the false concept that it is possible to pound ideas into people's heads. In accordance with this concept, we have been trained as the shock troops of communication to increase our vocabulary, learn about semantics, study grammar and rhetoric, develop our powers of logic to become public speakers, even to become ham actors or participants in some type of a "communicational show." The emphasis has been on improving oin ability to tell other people our ideas better. Our school systems and our business sys tems in following this concept have done two things. They have provided us with different lands of hammers and have taught us how to wield them more effectively. But a hammer is still a hammer, no matter what shape or size or weight And no matter how skillfully used, an idea is still an idea--a bit of mental seed. Probably the greatest lesson that my com pany learned in the past 25 years is that it is impossible to tiansplant an idea as such. All we can do is to stimulate the other person in such a manner as to induce him to recreate for himself a facsimile of the idea we are trying to get across. MUST RE-EVALUATE This, in essence, represents a complete reversal of method--a method which re quires that we make a total re-evaluation of our individual concepts of communication. Can the gimmicks of communication help us as we look upon this problem from an inside-out point of view? Certainly. But only when they are used in the right way and at the right time. These gimmicks can perhaps be compared to the mechanical com planter--a useful bit of farm equipment indeed when used at the right time, in the S 1957 National Safety Congress right way, with the proper seed, and given the proper soil conditions. Since we of Florez Incorporated are primarilj- specializing in sales training, our greatest opportunity to experiment has been in relation to our efforts to help our clients develop greater efficiency of marketing man power, to assist in the marketing personnel development function of marketing. JOB DESCRIPTION Like many other people, we have learned tiie hard way. For example, the simple truth that before you can train a man to do anything, you must have a pretty good idea of exactly what you want this man to do. Out of this kind of thinking comes what is commonly known as job description. The next truth which is equally ample is that a cabbage cannot be trained to climb a trellis---even if it is made of solid gold. Similarly, we have to define generally the kind of man who can do what the job de scription calls for and then go out and get this kind of a man. Now, of course, I'm talking about man specifications and the dements of recruiting and selection. There are some dose similarities between my job in the fidd of sales training and the work of safety personnel. My job is to help devdop more effective sales man power and this really does not differ too much from the fundamental responsibility of devdoping safer employees. I have just said that in applying these principles of communication to the job of devdoping more effective sales manpower, we learned that the beginning point was the job description, the establishment of man specifications, and the proper recruiting and sdection procedures. Is this a starting point for you in devdoping safe employees? PUT SAFETY IN DESCRIPTION It is as important for safety to be written in'hs an integral part of the employee's job description as it is for salesmanship to be written in as an integral part of the sales man's job description? Can the man speci fications for a given job be so drawn up that the safety factor is taken into con sideration? Do the sdection and recruiting processes of your company tend to eliminate the un safe employee in the same way that a good system for recruiting and sdecting sales men will tend to screen out those men who are not readily trainable, to recognize the cabbages that cannot be trained to climb the trdlis? This, you see, is some of the important soil analysis, cultivating, and conditioning which must happen before we plant the first seed. When it comes to actually planting the seed, once again it depends upon the con ditions that exist In actually training the new man, we use all three methods--on the job training, sdf-study, and various types of meetings. Within each of these situations we employ the media which seems to fit best When you go to plant the seeds that will hdp make the new employee a safe employee, do you have a variety of methods and media at your disposal? When the employee is new, you have your greatest opportunity to make your broadest deepest impression and here the devices and gadgets of communi cation take their proper place MUST RE-CHEOC ALWAYS The only way to measure the effectiveness of your communication is the constant checking and re-checking of understanding. In the development of effective salesmen we feel that the close personal supervision and an organized system for performance evalu ation is the only effective way to check understanding. Does this apply in the field of safety?. Do you find the supervisor with his evaluation of an employee's performance to be a vital link in your chain of communications? With this approach to the communications problem, I think perhaps we can see com munications now not as an isolated program or campaign, but we see communications as a concept which applies beginning with the definition of the job to be done through recruiting and selection, training, super vision, and performnce evaluation. There is only one true measure of my effectiveness as a sales trainer and that is the performance of the salesmen I have trained. We also seem to agree that your effectiveness as safety directors could be measured by the safety performance record of your employees. In other words, how good we are is measured by how well other people perform. A few years ago we worked on a safe- 6 10^-Mjen who r< jize the 1 to dunb the the important conditioning plant the first y planting the pon the con* ' training the thods--on the rious types of ns we employ : best When hat will help employee, do Is and media employee is ipportunity to npression and of communi- rAys : effectiveness the constant mderstanding. : salesmen we pervision and tnance evaluray to check f . ..Ity?, Do iis evaluation to be a vital lications? mmunications can see com ated program mmunications inning with done through ining, superon. asure of my r and that is men I have ee that your Drs could be mance record 1 we are is ople perform. 1 on a safe- Wood Products and Textile Industries driving program for the United States Army and one of the points we made in this program was that performance was a combination of skill plus attitude. COMMUNICATIONS GROW ATTITUDES I think it is apparent that the develop-' ment of proper employee attitudes is con tingent On a broad and mature understanding of the communications concept by manage ment If we can understand that no matter how wide the screen is, it is still impossible to transplant an idea as such. Remember, the best farmer with know- how and the finest seed corn mechanical planter cannot make corn grow on the floor of a meeting room Neither can all the mechanical and visual devices in the world do any appreciable good unless a company develops a concept that communication is a process of management which begins prior to the selection of an employee and carries on through the process of recruiting and selection into his everyday contacts with his supervisor. It is this kind of effective communication that I would recommend to help you in your job of developing safe employees-^. HOW TO TRAIN LOGGERS by H. J. DEABAY safety director, Woodlands depL, Great Northern Paper co., Ashland, Maine "How to Train Loggers" covers a broad field and varies because of different hazards caused by terrain features, snow and ice and different sizes of timber being cut How ever, training is basically the same whether you teach a man to fell a tree or operate a drill press. My experience has been in the Northeast so my remarks will be based on cutting and handling small trees as compared to the large Western timber. In the Northeast the one man chain-saw is used exclusively, as in the lake, southern states and Canada. The frequency of the logging industry is twice or three times greater than it should be as is our severity. It is hard to believe some companies still do not have a formal safety program in their woods operations and that others charge the safety work to someone in personnel as a secondary duty. This is certainly not the way to reduce woods accidents. There are several reasons why the log ging industry is more hazardous than roost industries. 1. Work in the bush is seasonal. The lumberjack has lost time during each year. Since most work is done on a piece work basis, the men work at excessive speeds earning as much as possible while the job lasts. 2. Every cutter works with very sharp tools, Le., axe, chain-saw, cantdog, bark spud, and works with either a horse or tractor. The new direct drive chain-saw which turns fast; is used on snow and ice, in brush, steep terrain, all weather condi tions, and by all types of workers regardless of their intelligence. There is no such thing as choosing the right man for the job dur ing the cutting season. EXISTING HAZARDS 3. All types of uneven terrain, rocks, roots, mud, snow and ice, and other hazards cannot be taken care of with 'Non Skid Paint" or "Speedi-Dry Absorbent" These hazards exist, are exposed to all kinds of weather, and have to be accepted as part of the occupation. 4. In most of our Maine forests (and in sections of Canada) there are dead hard wood trees and stubs that are a menace overhead. Some are so rotten that the least jar will cause them to fall. Many are around yards where wood is piled and along twitch trails, but it would be costly to saw them all down and would also be dangerous. 5. Our large labor turnover is another factor that has an adverse effect on our frequency. There is much discussion on how it amid be stabilized, since a lot could be 7 ill 'I: < ;i;: hr : f; >. a. \l ' l 1957 National Safely Congress and should be done. However, it can never be as stable as our mills and factories where people live, own homes, and depend on the work in that town for a living. Several in centives would help stabilize our labor and also help us keep a better caliber of men: 1. Bonuses. 2. Contracts drawn up with employees guaranteeing them a certain number of months work during the year. 3. Sick benefits insurance and retire ment benefits. TRAINING PROCEDURES Indoctrination is one of the most impor tant steps of any training. A new employee is more receptive to instructions before go ing to work. All the instructions possible should be given at this time. A successful .safety program is largely dependent on the attitude of management, supervisors and the worker, but it must start at the top. In an indoctrination program, we must tell new employees what is expected of them and what they can expect of us. They should be briefed on the company rules and policies, who will help them with problems, where the first aid room is and to be sure and get treatment for minor in juries. Men should be told about the safety clothing and equipment available for their use and protection, and of their responsi bility for the safety of their fellow em ployees as well as their own. Make them feel we are interested in their welfare and if time permits find out something of their past and their families. This is not always possible in our woods camps where turnover is sometimes great, but we should do what is most important. The first impression a new employee gets of his boss and the camp he is to live in, plays an important part in how long he stays at that camp and how content he will'lie. FORMAL TRAINING Formal training is given by specially trained instructors or foremen. There are many' stages of training: there may be men who know nothing about the work, others who have some experience, while some may be semi-skilled. These men should be divided into three different groups so the ones with less ex perience would not hinder the progress of the others. However, until labor is stabi lized, this type of training is not feasible. In addition, we may feel some men need training while in their own minds they are experts. If asked to attend a training ses sion and be paid on an hourly basis they would be apt to pack up and go elsewhere. Our company has tried twice to train some of our American youths. In May 1952. we went to all the high schools in the sur rounding areas and talked to boys 18 years old. We explained our planned program telling them they would be paid on an hourly basis until they could produce enough to make more. We showed the earnings of skilled woodsmen and estimated their earn ings in two months. We also advertised our program in the local paper. Few boys showed interest but some said they might try it On the opening day we had one re cruit from the southern part of the state. Our second attempt was in 1955. This session began after our employment manager received letters from college boys who wanted to cut pulpwood during the summer to get in shape for the football season. Eleven boys showed up and the company started its program with a very capable instructor. They were healthy, rugged fel lows with no experience and had to start out with the basic fundamentals of what tools were used and how to prepare and maintain them. They were enthusiastic and started out very well. With the exception of a minor scratch, none of the boys were injured during the summer. This was quite an accomplishment because after the first three weeks the boys were producing in crews of two or three and were on their own because the instructor was with one crew at a time: ON THE JOB TRAINING ~ On-the-job training is the type of train ing our company has concentrated on for the past six or seven years. Most of our employees come from Canada and are skilled to some degree. "On-the-job Training" we make extensive use of visual aids. We show safety movies and slides which em phasize the proper and improper working habits. We also have camp meetings with the men to discuss work hazards during the current season, brief the men on our accident analysis and discuss means of elitni- 8 e * ^ress of i stabi- : not feasible, me men need linds they are training sesly basis they go elsewhere, vice to train In May 1952. ils in the surboys 18 years ined program I on an hourly ce enough to i earnings of id their earnadvertised our . Few boys d they might e had one reof the state. a 1955. This ment manager :e boys who g the summer otball season, the company very capable \ rugged fel- had to start itals of what r Are and thL_ Jtic and the exception he boys were his was quite fter the first producing in vere on their ras with one ING ype of traintrated on for Most of our rnd are skilled >b Training" ual aids. We s which em3per working neetings with izards during men on our cans of elimi- Wood Products and Textile Industries nating reoccurrance by better working prac tices and techniques. Our foremen see their men at least twice a week. Unsafe practices are corrected and any possible unsafe condition eliminated. Here are some of the common unsafe prac tices noted: 't 1. Bucking on cluttered yard (too many logs yarded in). 2. Bucking too close to pile. 3. Starting chain-saw from knee. 4. Failure to clear around tree to be felled. 5. Walking with chain-saw with motor running. 6. Men working too close together. 7. Occasionally a man is found not wearing his hard hat Common unsafe conditions are: 1. Working on yard with a dry stub or tree overhanging. 2. Poorly maintained tools. 3. Working on icy truck bodies. These are only a few of the unsafe prac tices or conditions that may be noted. If an employee needs more attention than the foreman can give him, we could send him home because our Bond Quota calls for SKILLED woodsmen. However, this is a rare case. If the man was willing he could work at our experimental camp where the supervisory force has time to train him properly. When making his rounds in the woods, the foreman talks with each crew three to five minutes about some of the hazards or an accident that happened at another camp. The safety supervisors visit the men in the woods and work with new foremen to assist and encourage them to speak to the men. One important, never ending task is keeping our employees safety* conscious. It is a foreman's obligation to inculcate a sense of individual responsibility in each employee, to himself and his fellow worker. To accomplish this, it must be made a dailytask that is never completed. Should an accident occur, our foremen and clerks are trained in first aid to make a man as com fortable as possible until a doctor arrives or the injured is transported. SUPERVISORY TRAINING Supervisors are not necessarily all good instructors. Therefore if we expect them to do "On-the-job" training, they should attend an instructor training course. Most insurance companies offer this service to their insured. Good instruction is as important as good tools. A man should be told why he should do something, and should be shown in an easy manner, and observed while doing it The supervisor should return frequently at first to make sure the job is done as he taught it An annual refresher training course is almost as important as the initial one. Some supervisors have done a better job of in structing after they had the course for the second or third time. There are steps and techniques that are a MUST for effective instruction. These may not be fully retained by the supervisors until they have taken the course for the second or third time.-A- SAFETY IN THE SMALL SAWMILL by FREDERICK B. MALCOLM technologist. Forest Products Laboratories, U. S. Department of Agriculture, Madison, Wis. The numerous scientists on the staff of the Forest Products laboratory study every property of wood--how strong it is, how it can be made stronger--its chemical nature-- what can be made with the chemicals derived from it--how it can be made more useful. In other words, these men are trying to make a better way of life through the use of wood. Why do I emphasize the small sawmill? A brief sketch of the character 9 i; 1 1957 National Safety Congress of the industry will be helpful. In general, there are 50,000 sawmills that annually pro duce 36 billion board-feet of lumber prod ucts. One-half of this amount, or 18 billion board-feet, is produced by 2,000 large saw mills. The other 18 billion board-feet, are produced by about 48,000 small sawmills, each of which cuts less than 5,000,000 feet of lumber a year. It is this group of small sawmills with which I am primarily con cerned. They are operated by small businessmen-- rugged individuals--and are located in the timbered areas or rural farm areas of every state. On the average, these operators em ploy no more than eight men, although a number employ as many as 30, depending upon the extent of their logging and remanufacturing activities. This is not a large labor force per sawmill, but collectively it is, sizeable In many small communities these mills are an important industry, and most owners have a strong sense of responsibility for every employee These snail units are essential tools in the effective harvesting of our timber supply--one of our most impor tant natural resources. SMALL MILLS AID IN EMERGENCIES About 75 per cent of our private commer cial forest land is in the hands of four mil lion farmers and other owners of small timber lands--in tracts of less than 5,000 acres. In many tracts the small sawmill is the most efficient method to harvest timber. This is another reason why the small saw mills are a highly important part of the lumber industry and why it is important to keep them operating. In times of emer gencies such as disastrous hurricanes that blow down huge areas of timber, these small units can quickly move in and harvest the timber before it spoils. Eew of these small mills operate anywhere near capacity. The large mill, on the other hand, is operated near capacity because the owner, with a large investment, cannot af ford to do otherwise and increased produc tion requires additional equipment and men. Consequently, during World War II the small sawmill was an important source of increased production when lumber was criti cally needed. For the most part this was accomplished not by adding men or equip ment but simply by increasing the operating efficiency of the mills and by operating more days of the year. The unfortunate part of this whole pic ture is that small operators usually work so hard ^they seldom recognize that efficiency is the key to greater profits. Large mills readily recognize the need for efficiency and often hire special engineering firms to solve their problems. The small mill owners gen erally cannot afford such services. Added to the small sawmill operator's difficulties is the fact he has the reputa tion of being a poor financial risk and of producing poorly manufactured lumber. But that picture is changing. Today a large number are efficient, produce accurately made lumber, and are quite successful financially. These usually produce three to five million board-feet annually. Unfortunately,. there are many small mills producing large vol umes of lumber not nearly so efficient be cause they operate close to break-even cost margins. They are so absorbed in keeping out of financial difficulties they fail to see inefficient and unsafe practices which cost them money. As a part of my work, I help small saw mill operators improve their practices. This responsibility is met through research on ways to improve small mill operations and by developing informational literature on improved practices. But one of the best mediums is to work directly with these people showing them their problems and how to overcome them. PERSONAL CONTACT BEST Because it is impractical to visit many mills individually, we work with state for estry agencies, forestry colleges and other organizations, conducting short courses or sawmill clinics. As many as 200 sawmill workers may attend, although small groups of 25 to 35 are best to work with. We cover roost phases of small mill operations and their associated problems. But the suc cessful meetings are those run for more than one day covering problems in more de tail and giving individuals more time to "air" their problems. Prominent among the subjects covered is production efficiency and its relation to re ducing operating costs, and mill setup and alinement Worker fatigue from unneces- 10 theoperating >p; pg more tis whole piciually work so that efficiency . Large mills efficiency and firms to solve II owners gences. fill operator's s the reptitaJ risk and of d lumber. But oday a large rcurately made ful financially, to five million unately, there ing large vol0 efficient bereak-even cost ted in keeping ey fail to see es which cost elp small sawtractices. This 1 research on operations and literature on t Jlhe best ly ..rth these problems and BEST to visit many vith state for ges and other rt courses or s 200 sawmill t small groups jrk with. We nill operations . But the sucrun for more ns in more demore time to sets covered is relation to remill setup and from unneces Wood Products and Textile Industries sary lifting and carrying contributes to pro duction slowdown. Associated with this is that unsafe conditions and practices increase production costs. Workmen's compensation insurance is a direct cost that operators readily recognize. However, few small saw mill operators recognize that unsafe prac tices contribute to his cost of operation. However, the small operator sincerely wants to practice safety but does not know how without interfering with normal pro duction. In the past year I have been em phasizing safety as a factor in production costs, although I spend only about 15 to 30 minutes on safety as it applies to efficiency in sawmill operation. My approach is to show them unsafe operating conditions that contribute to in efficiencies and higher production costs. I use ^pictures of actual conditions taken at various mills to point up my discussion. SLANTED LOG DECK One picture shows the log deck has con siderable slant, and it is obvious the logs are heavy. They are restrained from rolling only by chuck blocks. The question here is, how can the logs be efficiently and safely brought to the carriage? The workers must pull the blocks and run. A badly bent turn-down device is mute evidence of this. The sawmill carriage and track likewise had borne the brunt of pound ing by similar logs. A slip, and a man can be badly injured or killed. The poor design of the mill deck slows production as well as being unsafe. Another picture shows a worker dodging a log overhead. The crane operator was being crowded to unload logging trucks and was swinging the logs directly to the mill deck. The man in the center was supposed to be a spotter, but the crane man could not wait for him, hence the crew was not fore warned. It almost was an accident The mill manager was with me at the time, and measures were taken to correct the situation. Nevertheless, these men were constantly conscious of looking for danger, and their actions--and consequently their production-- were slowed. One picture of a man chopping truck stakes shows a practice sometimes outlawed. Trucks must be equipped with safety trip stakes. However when wooden stakes are used, the truck driver chops the stakes nearly through. If he chops too deep, the entire load will come tumbling down on top of him or his helper. Another hazard is caused when a sawyer reaches for chips alongside saw to remove chips that wedge against the saw. A slip, and the sawyer may lose an arm or his life. Another stunt sawyers sometimes pull is brushing the saw with their hand to find out if it is overheating. In all such cases, the tax cost is only a minor consideration. The really severe cost is the loss of a key man, and possibly one's entire business, because of one careless act. DANGEROUS KICKBACKS The third area extremely dangerous is kickbacks due to jamming saws which are one of the main causes of accidents at the edger. The board through the edger is cut on the bias, because of poor mill layout. But equally as important was the dangerous working situation. Once an edgerman tried to slow down his end by holding it Onehalf slammed back against the end of the mill just missing the sawyer. The mistake was in placing the edger too close to the headsaw. The edgerman did not have room enough to handle long boards. Not only was this a definite hazard, it greatly re duced mill production because the sawyer had to wait until the edgerman was out of the way. A hazard that small sawmill operators do not recognize is failure to shield moving shafts, pulleys, and bdts. The small mill is not die main offender, either, for many larger mills are equally at fault Often the end of the saw mandrel and the driven pulley are practically "ready to reach out and grab" a loose piece of dothing. Even more hazardous are keys, that stick out from pulleys attached to the ends of shafts. AID MILL OWNERS Until this past year practically no con centrated safety' effort has been made to hdp small sawmills. They occasionally re ceived safety literature, and a few operators posted it at their mills; but such cases were the exception rather than the rule. Nor does that material constitute a safety training program. Responsible for safety programs among these small operators is of course, the mill owner. But how can he start a 1957 National Safety Congress safety program when he does not know how* to go about it? He needs help. This past year I asked at each of the 30 sawmill clinics how many had had safety inspections from any organization or agency. In 26 clinics only scattered hands were raised; at a few, there was no show of hands at all. At the last clinic I attended, only 3 of 25 attending raised a hand--and that was in a state with one of the highest accident frequency rates. If safety inspections at such mills are just casual visits, how can you expect them to have a safety training program ? Small operators may well ask whether, if they start a safety training program, they will get their insurance rates reduced. If not, they may not understand how they will benefit. Someone must show them, and there must be concrete evidence that their efforts are being appreciated. Some effort.was made this past year; nothing in the way of a broad safety pro gram, but still a start in the right direction. The Northeastern Logging Congress, spear headed by Fred Simmons, logging and saw milling specialist of the Northeastern Forest Experiment Station of the U. S. Forest Service had a panel discussion on small saw mill safety as a part of its program this spring. Kenneth Compton, professor of wood uti lization at the State University of New York's College of Forestry, devoted a sec tion of his small sawmill short course early this fall to sawmill safety. These are excel lent starts, but unfortunately they are only "a drop in the bucket" compared to the need that exists. SAFETY SAWMILL CLINICS Not only that, but safety is not the pri mary work of other of these men. They are doing this because they recognize the tremendous need. However, there is a great, immediate need for safety men to spearhead some of this work. Possibly this should not be done strictly as safety training sessions but rather as overall sawmill clinics in which good safety practices are given the spot light These small operators are not going to be converted overnight One thing that must be avoided if possible is the manda tory attitude of "do it or we shut you down." Regulatory measures have been with them for years, and to damp down suddenly or to initiate new measures would only hamstring the industry. These operators work on a small profit margin, and if another burden were placed on them, one which they do not understand, many would shut down. These men need to be shown that good safety practices pay off, and helped to accomplish ita^ DEVELOPING SAFE WORK METHODS by WILLIAM E HUIE personnel & safety supervisor, Gossett Lumber co., div. The Gossett co. Gossett, Ark. Regardless of whether or not our plants undertake a methodical job-safety analysis in the near future, we will benefit from a description of something about the techni ques and its purposes and how they are ac complished. Within relatively few years, acddent prevention has progressed from a hit-or-miss proposition to a technique closely approaching the scientific method. The humanitarian appeal to management and workers is not as great today as yester- year. Today, methods are employed which isolate and identify the causes of accidents and which permit direct and positive action to be taken to prevent their recurrence. Accident prevention must be based on facts which clearly identify the problem. The techniques approaching the scientific method work nearly 100 per cent with the exception of lumber industry--I am talking about southern sawmilling. Due to the type of labor employed in our sawmills, it would rsi )f New lei . A a sect course early tese are excelthey are only ipared to the INICS s not the pri men. They recognize the icre is a great, i to spearhead his should not lining sessions links in which ven the spot- ..isot going to te thing that is the mandalut you down.*' en with them suddenly or to mly hamstring a small profit n were placed ot understand, e men need to rtk*s pay off. s iployed which s of accidents positive action ir recurrence. sed on facts tiem. the scientific cent with the -I am talking le to the type nills, it would Wood Products and Textile Industries pose a big problem to get away from the humanitarian appeal to these workers. Al though we as supervisors understand the technical side of our problems, we must, appeal to the humanitarian side of our em ployees. There are four steps in a "Job-cycle": "JOB-STEPS" A "job-cycle" is a unit of work, from the time it begins to the time it is completed. A foreman or supervisor must analyze an operation to some extent before he can come to any sound conclusions about safe work practices, guards, or protective equip ment In some jobs, such as inspections or assembly work; the basic work cycle may be completed in minutes. In others, such as certain milling machine operations, the cycle is quite complex, sometimes involving two or three days time. However simple or complex the cycle, the objective is to list, in logical sequence, every step taken in completing the unit of work you have set out to analyze. Include every single element every action, every inspection, every delay, everything that is involved in accomplishing the job purpose. The more complete the breakdown, the better the chance for improving the opera tion from the safety or health standpoint Once you have the whole pattern down on paper, double check it with the most ex perienced employee performing that par ticular job. By combining your knowledge and observation with his, you should be able to break the job down to its finest details. The next move is to list after each step in the job cycle, every exposure to potential danger, every health hazard that is involved. Indicate the exact cause and its source. Keep looking, questioning, experimenting, imagining, analyzing, until you are positive that you have combed out every potential hazard for every step in the job cycle. "ACCIDENTS CONTROL" 'Looking over the entire job pattern, ask the following of every detail: Is it nec essary? What is the purpose? Can it be eliminated through substitution or change? Can it be combined with other details to re duce exposure, cut down on handling, stor age or transportation? Can any details be re arranged for smoother sequence, to make the job easier and simpler? Can any details be simplified to reduce or eliminate the danger? Searching questions such as these are all important, because in this questioning pro cess ideas for improvement are usually generated. The ideal action, of course, is to wipe out the exposure if at all possible: substituting a safe material or process for an unsafe one; replacing manual with auto matic feed: changing the design or opera tion procedure to eliminate handling, and smooth out a dangerous kink or erase an unnecessary job step. Sometimes the only answer will be to guard an exposure, fencing off a hot spot with a barrier guard, developing some ade quate way of keeping the operator's hands away from danger. For unavoidable ex posure, protective equipment is often the best control: goggles, face shields, safety shoes, ear protectors, aprons and gloves. After you have exhausted all physical controls, there is still the possibility of special instruction, wanting, and retraining as control devices. If the exposure cannot be eliminated or safely walled off, the em ployee must be taught the best possible method to avoid injury, and it will take persistent education and supervision to see that he uses this method. "FOLLOW-THROUGH" When the analysis brings about changes in equipment, arrangement, operating meth ods or work practices, you must thoroughly sell the employee on these revisions. It is important that he clearly understands the reasons for the -change. Those employees who assisted in the analysis and the plan ning of controls will have a natural en thusiasm for seeing that the new method is constantly in effect This is one of the valuable benefits of "job-safety-analysis" work. Finally, remain alert to the necessity of keeping job safety breakdowns up to date. Changes in materials, processes, and equip ment often create new exposures, and the necessity for new controls. There is a need for constant analysis in industrial supervision, for change and progress are the natural laws of our existence. In accident prevention, and in the general business life, we never have the final answers to anything--there will always be a better way and a better result.-A. 13 i nr 1 ;H !* S? DOES SAFETY TRAINING PAY? by A. R. MOBBS manager industrial relations, Abitibi Power & Paper co., Ltd. Toronto, Canada As the largest section of our operations is located in Ontario, I will concentrate my next few remarks on that province. The Ontario Workmen's Compensation Board administers the Workmen's Compen sation Act. The original Act came into force on January 1, 1915. An article en titled "The Workmen's Compensation Act, How It Works," published in ABITIBI, our employee magazine in April 1929, was written by Victor A. Sinclair, K. C, who was then chairman of the Ontario Com pensation Board. "The Act was passed in the year 1914 but came into force on the first of January 1915, and so accustomed have workmen become to the fact that the Act is in force and that they can rely on its provisions that practically all except the older workmen have forgotten the conditions which existed prior to the Act being brought into effect, when the workman in case of being disabled by accident in the course of his employment either had to depend on such voluntary con tributions as were made by his employer to him or had to endeavour to procure damages by an action at law. DIFFICULT VERDICTS "It an action were brought, usually he might be delayed from six months to a year in getting his action tried and having any appeals which might be taken disposed of, accompanied by large legal costs, and in the end. if he were successful, so much would be taken up in costs that the actual amount received by the workman would be small, even in cases of serious injury. "There was also the difficulty of recover ing any verdict in such action because in the first place he had to establish that his em ployer had been guilty of some negligence, either in the plant itself or in the machinery used in it or in his method of carrying on the business, and that there was some care lessness on the employer's part which caused the accident. "Also the employer had a number of de fenses, such as contributory negligence, which would deprive the workman of his verdict if he had in any way contributed by his own carelessness to the accident, or if the accident had been caused by the negli gence of a fellow-workman who was not in the position of superintendent or foreman he would not collect. So that the workman had little real compensation for injuries re ceived in the course of his employment." This was written 28 years ago. The Workmen's Compensation Board en deavours to administer justice to the injured man, speedily and humanely, aud it has-threc main motivations: The prevention of the accident in the ' first place. Failing this, the paring of maximum benefits at the least possible cost to the employers. The return of the injured workman to employment in the shortest possible time and with the minimal permanent dis ability. This of course requires firstclass medical and hospital treatment. Their schedule of benefits to the injured workman is not exceeded anywhere and the administration costs are low; on the average 92 cents of the employer's dollar is spent in one way or another on the injured work man. Maximum weekly compensation is $72.11. The average rate charged in all indutsrv, from mining and heavy logging to the needle trades, is approximately $1.19 per $100 of payroll/ As the Act forbids litigation, there is no wastage on lawyers' fees. PERMIT INDUSTRY SAFETY GROUPS Another important feature of the Art is the provision to allow the Board to assist all Ontario industries in accident prevention by permitting companies in the same indus try to form an association to promote and carry on the work of prevention of acci dents. The Board may make financial grants to assist them. The pulp and paper industry in Ontario has its own, the Ontario Pulp and Paper 14 o, Canada irkman of his av contributed ie accident, or d by the negliwho was not nt or foreman the workman ar injuries remplovment." ago. ion Board ento the injured nd it has, three ccident in the of maximum ale cost to the i workman to t possible time ermanent disrequires first- treatment. to \ injured wV. 'and the m the average lollar is spent injured worknpensation is n ail indutsrv. to the needle > per S100 of ligation, there ' GROUPS of the Act is oard to assist ent prevention e same indus- promote and ation of acdnancial grants ry in Ontario ip and Paper Makers' Safety Association, non-profit and without share capital. This Association is governed by a Board of Directors consisting of 20 top-ranking executives of member companies. Together these companies make up 96 per cent of the total payroll in the industry. A new Board of Directors is elected each year at the annual meeting of members. The directors in turn choose the president and vice-president from their number. The only paid officer is the efficient secretary-engineer, D. B. Chant. STEERS CLEAR OF AUTHORITY This Association believes that accident control in industry is primarily a manage ment function, inseparable from other duties and responsibilities of productive organiza tion and leadership. The Association avoids any attempt to perform that function for its member companies and confines itself to activities designed to encourage, stimulate and assist them to do a good job of con trolling work injuries in their operations in frequency, severity and cost. It employs no inspectors or field men and does not try to maintain a routine inspection service. The Association believes that accident con trol is one of management's responsibilities and should be carried out with the same efficient attention to detail as is given to all other operating functions. We in Abitibi have always been interested in accident prevention. In fact, in our mill labor agreements, one of the clauses reads: "The mutual interest of employer and em ployee is recognized by this agreement for the operation of the entire plant under methods which will promote to the fullest extent: safety to the employee, economy of operation, quality and quantity of output, cleanliness of plant and protection of prop erty." FIGHTING HAZARDS In labor agreements with our woods workers we say: ". . .. and to ensure to the utmost extent possible the safety and physical welfare of the employees, economy of operation, quality and quantity of output and protection of property." In 1953 in most of our mills and woods operations we had safety first committees on which hourly workers and supervisors served with great interest, discovering un safe conditions, pointing out dangerous prac tices, studying accident causes and devising ways to prevent them. We had machinery guarded and encouraged the use of goggles, respirators, masks, hard hats, safety shoes, buoyant vests and gloves. But in spite of everything, our lost-time accidents in 1953 in the mills were 191 and the woods 937. Late in t953, our president, D. W. Ambridge decided that he would concentrate his close attention on accident prevention and safety. Besides the human suffering and loss of earnings to the injured, he was sure that accidents were causing us increased production costs. Authorities on the subject today estimate that the indirect cost of accidents are at least four times the known costs. Indirect cost items are: confusion and loss of pro duction at the time of the accident, training" new workers with loss of production and quality, possible equipment damage at time of accident or in training, cost of safety programs and other miscellaneous items. We have a Quarter Century Club in our company with nearly 1,000 active members. On the occasion of their 1953 annual ban quets in the company, Ambridge in his message to them, said: "The number one problem in our industry is safety and I can think of no better or more challenging one for your group to take on. TARGET FOR THE YEAR "I-et this be your target for the coming year--to eliminate the needless human suf fering caused by accidents. I would like each member of the Quarter Century Club to make a realistic effort to assist wherever and whenever he can in this most humane cause. You set the example for those who do not have your quarter century of ex perience. "Take an active part on safety committees. Form a committee of your own and tell us what we need to do to make safety work. Consider yourselves `commissioned' as of now to point out to individuals haz ards and any unsafe act you see being committed. Make safety a religion and your efforts will have the blessing of all." He also talked to Toronto office officials and to all mill and woods managers, stating that their responsibility for safety was as important as operations. 15 ip ] % vk ;ii 1957 National Safety Congress He also told presidents of the Interna tional Unions with whom we have labor agreements of our campaign. They replied in turn endorsing the work. Copies of their letters went to all the locals. Safety com mittees in the mills and woods were or ganized or improved. They included members of supervision and workmen. For the first time, a safety committee was organized in our Toronto office to keep close tab on the mill and woods activities and to advise and act as a clearing house for all safety information between the mill and woods divisions of the company. So, in 1954, Abitibi Safety Year was launched. MEETING OF DIVISIONS It is our custom each year to hold a labormanagement meeting in Toronto to which we invite a delegate from each of our union locals and their international officers and company representatives from our divisions. At these meetings we have frankly discussed problems of interest to all of us. So in March, shortly after our campaign had started, we held the 1954 Conference. The subjects were "Economics" and "Safety." The principal speaker on safety was A! E. Brown who at that time was vice-president and regional director of the International Brotherhood of Paper Makers, now the United Papermakers and Paperworkers, on the west coast. Brown told us of the good work being done by the industry on the Pacific coast, and following his ad dress there was a challenging question and answer period. As proceedings of our Conferences are printed and distributed to all employees, this conference also played its part in highlight ing safety and accident prevention. Also about that time, after a survey of film libraries, we found that there were not many safety films available in Canada dealingfdirectly with mills and woods operations. So we produced two films--one, the use of hold cards on machinery when shut down for repairs or inspection, which we called "It's In The Cards" and the other, for the woods operations, portraying the use of safety equipment, shoes, hats, buoyant vests and gloves. It is called "Saga of Safety Sam." This film was produced in English and French. The preparation of the scripts and shoot ing of these films all helped to highlight safety and they were well received by our employees. They are still in service--re freshing older employees* memories and in structing new employees. The film "It's In The Cards" was awarded top honors by the National Safety Council's National Commit tee on Films for Safety in the Occupational Field for Non-Theatrical Films on Safety Produced in 1954. NEED POWER SAW FILM Today, if we were making a similar woods film, we would have to include scenes show ing the handling and maintenance of power saws. In our woods operating year 1953-54 when the films were bring made, wood cut by power saws was only 12 per cent but last season it had increased to 82 per cent and I am sure that it will be higher again this season. There is no doubt that the introduction of. power saws to woods operations has created additional hazards and problems and we try to make sure that our employees recognize them. In fact, at one of our divisions, we have had experienced men go through the woods inspecting and ex amining power saws in the same manner as a highway traffic officer inspects auto mobiles for defective brakes. If the saw is in good order, it is so tagged. If not, and if adjustments cannot be made there and then, the man must return to the camp and get his saw fixed. EFFORTS PROVE EFFECTIVE Before 1954, we had trained many of our foremen in job safety. We again gave them and many members of ther crews J.S.T. Courses. We utilized every device we could find to keep safety continuously in front of our employees. We used our employee maga zine, ABITIBI; held snore St. John Am bulance First-Aid Courses and held contests in the mills and woods. In the woods we gave a turkey dinner each month for the camp with the best lost-time accident record in its division. This combined effort by all of us from the president down, ended by reducing the num ber of lost-time accidents in the nulls from 191 in 1953 to 98 in 1954, and in the woods from 937 to 648 the same year. The 1954 results proved what sustained effort can do--and I mean sustained--be- tchighlight *{i )by our i so vice--relories and in film "It's In honors by the onal CommitOccupational ns on Safety 1LM similar woods scenes shownce of power year 1953-54 de, wood cut per cent but > 82 per cent higher again introduction perations has problems and ur employees one of our trienced men ting and ex same manner aspects antoIf the saw is . If not, and de `t,ere and th )np and :tive many of our tin gave them crews J.S.T. .ice we could y in front of iployee magaL John Amheld contests he woods we onth for the xident record [ us from the ing the numte mills from in the woods hat sustained ustained--be Wood Products and Textile Industries cause accident prevention must be everlasting and we in Abitibi are continuing on that basis. Since then we have continued our efforts to eliminate accidents. For instance, last year some men attend a Lateiner method of accident control course and they, in turn, have instructed all mill foremen. Briefly, our record of lost time accidents to date has been: First half 1953 1954 1955 1956 1957 Mills 191 98 101 102 49 Woods 937 648 531 476 237 I have not confined myself entirely to training because we think that our other activities are equally important but we are convinced that the only effective way to approach accident prevention is from the top and all management, from the president down, must consider safety on the same basis as every other important business function. Does safety training pay? We believe that it does and that a good accident experience reflects an efficient operation and both together add up to lower costs-A. TRAINING FOR SAFETY ATTITUDES by GLENN F. GRIFFIN director, industrial Training, National Safety Council, Chicago Attitudes of people are undoubtedly the most important factor in the prevention of accidents. For this reason we should give much serious thought and study to attitudes to understand them and do something about them. There is danger that the term "attitude" will fall into misue, that it will come to cover many unexplained or difficult to ex plain kinds of conduct, something like the word careless which is so carelessly used. For example, a man neglects to lock out an electric switch when he is working on a line. He knows he should lock the switch but he doesn't. So we say, it's his attitude. Another hurries too much to get a job done and doesn't secure a ladder and falls. He has been told. He knew better. Then why did he do it? Attitude. The American Standard Code for Classi fying injury causes lists the several im proper attitudes thus: --Willful disregard of instruction --Violent temper --Absent-mindedness --Willful intent to injure --Nervous, excitable, etc --Failure to understand instruction --Improper attitudes not elsewhere classified "Violent temper, absent-mindedness, nerv ous, excitable, etc"--they are not attitudes. To call them attitudes, to think of them as attitudes is harmful, because we tend to concentrate our efforts on these overt mani festations and miss entirely the real attitudes which underly them. UNSAFE ATTITUDES What is an attitude? Again, I am not searching for a dictionary definition, but for one that most of us accept and use in everyday conversation. An attitude is a belief, a way of thinking or feeling about tilings, a principle, a conviction, a usual way of reacting. Literally, an attitude is a posi tion we take President Dearborn, a few years ago, drew up a list of unsafe attitudes which he called seven deadly beliefs. 1. I'll get it when ray number comes up. 2. It can't happen to me " 3. It's the law of averages. 4. Danger is the price of progress. 5. An accident is an act of God. 6. I'm tough, I don't bruise easily. 7. Safety is sissy stuff. And here are a few I have added: 1. Resentment of authority. 2. I don't like my boss. 3. They can't teach me anything about this job. 4. Practicing safety slows me up. 5. The other fellows will laugh at me. 17 1957 National Safety Congress 6. It looks smart to take a chance. 7. Slogans and posters and contests and safety meetings are for kids. A man who holds any or several of these attitudes is likely to disregard instructions, fail to learn safe practices or to follow them when he does learn them. He may lose his temper and blame bad luck or somebody else for his own mistakes. In short, he is likely to act unsafely and hurt himself and others. SAFE ATTITUDES This paper began by discussing attitudes for safety and now the subject is attitudes for accidents. Let's change that. Here is a list of attitudes for safety. If we expect other people to develop safe attitudes, indeed, if we want to develop them ourselves, we must know what the safe attitudes are. --Accidents can be prevented. --Preventing them is more important than blaming the people who cause them. --The company I work for is sincerely trying to prevent accidents. --The safety regulations are reasonable and important. --The foreman is for safety--The fellows I work with will respect me for practicing safety. --Safetv is a mark of intelligence and skill.' --It's dumb to take chances. --I have a responsibility to correct any hazard I see. Because management attitudes are impor tant too. here are three especially for man agement : 1. Safety is good business. 2. Safety promotes efficiency. 3. We can't afford to have accidents. ACCEPTING THE PRINCIPLES Simple, aren't they? If we could get these attitudes universally accepted, we might have the accident problem licked- How can we do it? Can we give a course in attitudes? Can we tell people how they should fed about things and have it take? For supervisors, there are many good courses, but workers and supervisors, too, we need to think of training as something a good bit broader and deeper than the classroom. Training is forming or shaping, giving direction to, stimulating the growth of a person in the way we want him to go. The first, and possibly the most important influence in training is the environment. New attitudes develop in an environment favorable to them. Many things make up the environment: physical surroundings, the boss and the other employees. By physical surroundings I don't mean new buildings and air conditioning. I do mean that the work area should be dean and orderly. The comfort and safety of the employees should be considered. Unneces sary noise, smells and extremes of tempera ture must be eliminated. Good attitudes can develop in a place like that. They don't stand much chance in the other kind of work place. _____ EMPLOyEES* BEHAVIOR ESSENTIAL The boss is part of the environment And fellow employees are an important part of the environment. Their influence is probably greater than that of the boss, company management or the safety engineer. Think how much time employees spend together, compared to the amount of time the foreman or any management person spends with them. Tell a new man the importance of some safe practice, wearing safety glasses for example. He agrees and looks around to see what the other fellows are doing. If they are not wearing glasses, you know what happens. But if they are wearing glasses, the new man will go along. If you want to build favorable attitudes don't overlook the crew and their influence on one another. Get them into the act. If you have a gang with pretty nice attitudes, treasure that possession, cultivate it. and don't let any person or any incident spoil it. Attitudes are influenced strongly by two kinds of examples. First is the boss who practices what he preaches, who, if he says you should wear safety shoes or a hard hat wears them himself. The second kind of example is that set by the management, the foreman and the safety engineer, who think safety is important If a safety suggestion is made it gets prompt attention. They are willing to spend money for safeguards or safety activities. Never forget that a guard does more than keep hands out of danger. It shows everybody that the boss thinks 18 persqn in the ) nosi important environment, a environment tings make up roundings, the I don't mean ttioning. I do Id be clean and safety of the red. Unneceses of temperad attitudes can t. They don't other kind of ESSENTIAL environment an important Their influence it of the boss, safety engineer, iployees spend mount of time gement person rtance of some tv glasses for >oks around to s', ^oing. If yt>^ .mow what rearing glasses. orable attitudes their influence nto the act. If r nice attitudes, iltivate it and incident spoil it trongly by two ; the boss who who, if he says s or a hard hat second kind of ranagement, the neer, who think tfety suggestion ition. They are : safeguards or ;et that a guard out of danger, he boss thinks Wood Products and Textile Industries keeping hands out of danger is important And that goes a long way toward building good safety attitudes. INSTRUCTION REAPS RESULTS Given a favorable environment, and a good example, the next thing that influences attitudes is instruction. Instruction starts with the first introduction when a man comes to work. He needs to be told what the company believes and practices about safety. You can't assume that he knows and you can't leave it up to a printed book or posters on the bulletin boards. You need to tell him, simply and earnestly, without a lot of phony preachments. The old timers who weren't told this when they came to work, should be told also. Make a project of it You'll be amazed at how much they will appreciate it and how many will tell you they never heard it before. The next kind of instruction is, of course, job instruction on every job and repeated as often as necessary- This is not off the sub ject of attitudes. Knowledge and skill are one thing and good attitudes are another. But we can not have the attitudes without knowledge and skilL If a man knows a job thoroughly, his attitude is likely to be good. Moreover, when a foreman gives good, careful job instruction he gives evidence that he thinks the man and the job are important That's a strong support for a good attitude toward the job, the foreman, and safety. SUPERVISION BENEFICIAL Instruction leads to supervision. If every man has been carefully instructed about every job, the foreman needs to correct any worker who does the job unsafely or in a manner differently from what he was taught And he needs to do it every time he observes it Two great weaknesses of supervirion are reluctance to correct people for wrong work methods and lack of skill in correcting them. I know foremen who get scared or angry because they see things getting out of hand, but more often than not, these situations come from letting wrong work get by be cause the foreman doesn't want always to be griping about something. Bad attitudes develop where supervision is lax and men are never quite sure how much they can get away with. Then, when laxness leads to a serious mistake or a bad accident, comes the big blow-off. Good attitudes develop in a department where supervision is firm and consistent and decent Finally, good attitudes about safety are formed by talk. I don't mean preaching. Irving Lee said that preaching is the gTeat instrument for strengthening beliefs that people already hold, but for changing beliefs, preaching is such a direct assault on the personality that it arouses resistance LETS NOT PREACH No, I don't mean preaching, I mean lots of talk in small meetings and with indi viduals about accidents and safety. Super visors should talk with workers in the .same way we safety people talk among ourselves, the subject being, "How can we prevent these accidents, or this accident" They should consider ing whole -problem, the unsafe condition, the unsafe act the wrong method, and they should agree upon remedies and help to carry them out When they do that every worker tends to become a safety man. When their minds turn to the subject of how we together can prevent accidents, we will have achieved what we have hoped for in their acceptance of good safety' attitudes. SAFETY IS PROFITABLE To build safety attitudes we need to know what the safety attitudes are. It is profitable to spend time discussing them with asso ciates. The first requisite for attitude building is a favorable environment Management and supervisors must set an example of safe practice and an example that they think safety is important Instruction, the great cure-all for social problems is necessary to build attitudes; instruction in management safety policies, instruction in how to do every job. Supervision follows instruction. Bad at titudes grow out of lax supervision. Good attitudes develop where supervision is firm and fair and consistent Finally, taking people into our confidence, talking out our mutual problems with them, giving them something to do for safety, getting them onto the team, is the ultimate goal. When we do that we quit worrying about attitudes for safety. The attitudes will be OIO*, 19 # 7 AA ml I M ' - ?{ 'J ` if 5. |;'s by HENRY G. LAMB safety engineer, American Standards Assn., New York city Training can be simplified by the use of standards. Some people have defined a standard as a solution to a recurring prob lem. A standard solution available for in structors saves him the time and effort of finding a solution of his own, and helps him to get on with the job. In any training program there must first be standard tools, standard processes or procedures for doing the job, and lastly standard procedures for training. American Standards are just one of many working tools for the instructor. Like any other workman with any other tools, he should know their strengths and their weak nesses. American Standards are agreements reached after discussions and consultations between the representatives of the various national organizations which have an interest in the problem. The best experts in an organization meet with the experts of other national organizations. When these repre sentatives come to an agreement, it is ap proved as a standard. It, therefore, seems safe to say that an American Standard on any one subject probably represents the best group thinking of the best experts on that particular subject. HOW STANDARD IS DETERMINED One weak point of an American Standard is that too frequently a standard simply states a specification;-but does* not tell why this is required, or how the committee came to*this conclusion. There are many situations when the com mittee actually bases its final decision upon long and expensive research on the subject, but there are other times when the com mittee just has to use its best judgment in coming to a given figure or value. Whenever a training instructor tells an employee what he should do, he should also explain why it is important for him to take that particular action. To overcome this difficulty, several Ameri can Standards now include an appendix which provides a discussion of the standard, and sometimes includes why a certain value was selected. The latest development on this point is the newly approved American Standard Safety Code for the Use, Care and Protection of Abrasive Wheels, B7.1-1956. Here an entirely new format was used. The left-hand column printed in hold face ^pe-states the specific requirements of the standard. In the right-hand column on the same page, appendix and explanatory material in light face type tell why certain provisions were included or give helpful information on how to achieve the objective of the standard. SAFE PRACTICES IN STANDARDS Much of the American Safety Standards is devoted to specifications for machines and physical conditions. These may not be of too much help to the training program. Even from the very beginning, however, provision has been made to include safe practices in these American Standards. A safe practice included in the standard should be considered as important as physical re quirements, and should be specifically stated to determine easily whether or not the safe practice is observed. B7J-1956 on Abrasive Wheels. ^This*-standard includes special instructions on handling abrasive wheels. These are fragile and therefore, it is important not to drop them or give other sudden impact. This standard also provides for the inspec tion of wheels and instructions concerning their mounting on arbors. For instance, it is important to pick the right wheel for the right job. Accidents have occurred when a slow speed wheel was accidentally mounted on a high speed shaft Needless to say, the wheel exploded. There are also instructions con- 20 f several Amerian appendix f the standard, i certain value evelopment on >ved American the Use; Care ve Wheels, ew format was printed in hold equirements of Old column on id explanatory 11 why certain give helpful e the objective tNDARDS fety Standards * machines and tay not be of ling program, lir however, i Ide safe Standards. A tandard should s physical reidfically stated r not the safe r. ial instructions s. These are iportant not to udden impact, 'or the inspecms concerning or instance, it wheel for the when a slow mounted on a say, the wheel tractions con Wood Products and Textile Industries cerning the flanges and the tightening of the mounting nuts. It is surprising how minor details, such as a sprung flange, can affect the safety of these abrasive wheels. A14.1 and A14.2, Safely Codes for Ladders. A14.1 concerns portable wood ladders, and A14.2 portable metal ladders. The bulk of these standards is devoted to specifications for the ladders themselves. These specifica tions are important to decide whether or not a particular ladder is safe, or may now be defective. In addition, each of these standards in cludes a separate section on the use, care and storage of these ladders. They include suggestions on the proper angle for placing straight ladders. For instance, in the metal ladder standard one specific recommendation warns against using these ladders in loca tions where the ladder may possibly come in contact with electric wires. Several American Standards contain pro visions for minimum age of operators, to protect operators on hazardous machines, and protect other workmen when the actions of the operator might affect other employees, such as in the operation of cranes, derricks, hoists, elevators and industrial power trucks. COOES FOR TRUCKS AND MACHINERY BS6J-1955, American Standard Safety Code for Industrial Power Trucks. In addition to the qualifications of oper ators just mentioned, this standard includes 35 specific safety rules for operators, and provides a firm foundation for any training program for industrial truck operators. 01J.-1954, American Standard Safety Code for Woodworking Machinery. This standard concerns specifications for guarding woodworking machinery, but Sec tion 7 of this standard is devoted to operat ing rules. For instance, it is important to select a suitable tool or machine for the job. There are certain jobs which are far safer on a band saw than on a circular saw. These operating rules also require the removal of cracked saws. This may not be as important a problem with small saws as it is in logging operations or other opera tions where some of the circular saws may be as much as five or six feet in diameter. When one saw costs a large sum of money, it is not practical to discard it as soon as one crack appears in a single gullet There fore, the standard recommends the correct procedure for repairing cracked saws, and it also discusses the causes of saw cracking and how to prevent these. PH-1956, American Safety Standard for Pulp and Paper Mills. This safety standard is one of the latest of interest to the wood products section. It includes safety requirements for piling pulp logs- at- the- mili-'ta-prevent the pilefcom sliding and to provide the proper clearance for cranes, trains, and equipment so em ployees will not be caught between the equipment and log piles. This standard also includes four safety rules which could apply to many operations as well as paper mills: 1--Wearing safety shoes in handling logs or other heavy equipment; 2--Using cranes with booms near over head electric wires; 3--Providing for life lines and the twoman rule where one employee has to enter a tank, a pit or some other space where it is difficult for the employee to climb out by himself; 4--Providing the lock-out practice for both electric motors and pipe lines where an employee has to crawl inside equipment to clean or repair it These are just examples of some of the safe practices contained in American Safety Standards which should be of real help to instructors in training employees-^ 21 REHABILITATION IN ONTARIO, CANADA by DR. BRUCE H. YOUNG superintendent, Hospital & Rehabilitation Center, Malton, Ont., Canada The aim of our program of treating the man by a team. The needs of any given injured workman is to prevent accidents and individual vary. Consequently the services subsequent disability and loss of skill to in offered by the various representatives of this dustry. To accomplish this, the united effort team will vary, depending upon the individ of legislators, management, labor and medi ual patient requirements. Thus, we provide cine is required. a program that may be fitted adequately and The immensity of the problem is seen in suitably to an individual's needs. the statistics of Ontario, where more than 120,000 work accidents occurred resulting in LADIES GUIDE MEN more than 70,000 persons being off work for We do no active surgical care at our more than five days. The answer to this Center. Ours is the care of the patient after problem is sought through the combined the initial medical and surgical therapy. The effort of the legislators, management, labor --members of our team are staff doctors, oc and medicine, with legislation interpreted by cupational therapists, physical therapists, re the Workmen's Compensation Board, con medial gymnasts, rehabilitation officers, psy sisting of three members. It is within this chologists, nurses, recreational officer, part framework that we can accomplish some time teacher and an administrative staff to success in rehabilitation. see that the overall unit functions smoothly I shall discuss our work in cases where an and without delay. In addition, we have the accident has occurred and injured the work various elements of a maintenance staff, man. Our program considers the injured such as cleaners, kitchen and dietary per person as its key. sonnel, making a total of 225. AIM OF PROGRAM A definition of rehabilitation is "the proc ess of returning an injured workman to a normal and healthy position in his commu nity." The basis of our process is rehabili tation, and to be successful it must be con tinuous from the first aid station to the return of the injured workman to suitable and gainful employment. In the majority of injuries the patient's own community is where this program should be carried out Consequently, we strive to utilize the com munity's resources in medicine to their maxi- muni.'--- ----- BBte-- There is a point in the injury when more than ^the supervision of a doctor, physical therapist or any other single person is neces sary. There is also a point in the process of the patient's recovery when the patient's belief in himself begins to wane. To deal with this set of circumstances the Ontario Workmen's Compensation Board provides a Hospital and Rehabilitation Center. At this Center are the various skills to accomplish our objective, and to superim pose leadership towards recovery for the Only male patients are treated at our Center. Therefore, we choose a good per centage of female therapists, since it is my firm belief that we are all notoriously lazy and selfish, and have a natural instinct to exhibit our talents in front of members of the opposite sex. In this way we have an atmosphere which is void of any militant routine and one in which the necessary element of patient co operation is stimulated. The young ladies on our staff are particularly skilled in the approach to our workmen, and in obtaining a maximum performance under a given set of conditions. Our program is basically to gain the maxi mum physical performance which a man will do. Any program under any circum stances, is only an observation what a man will do, not what he can do, for none of us really know what we can do in terms of physical output, but we all are aware of what we will do. We will do best rally what we want to do (the selfish side of our nature), and in our own time (the lazy side of our being). D Canada of any given the sen-ices tatives of this n the individs, we provide dequatdy and is. N care at our : patient after therapy. The f doctors, octherapists, re officers, psyi officer, part ative staff to ions smoothly , we have the :enance staff, dietary per- eated at our a good per- ance it is my tor; '|y larv al finct to ` members of sphere which e and one in >f patient co young ladies skilled in the i in obtaining r a given set ain the maxirhich a man any circumwhat a man >r none of us in terms of .re aware of est only what side of our 'the lazy side Wood Products and Textile Industries Certainly the old adage that "you can lead a horse to water, but you can't make him drink" applies in our work. It must be remembered that the sum total of this pro gram is the assessment of the individual from start to finish, and this assessment is only on the basis of what a man will do, not what he can do. In ascertaining the physical capacity of an individual, we must have the patient's full co-operation. This can only be achieved by gaining his confidence. GAIN MEN'S CONFIDENCE At the outset we attempt to gain the pa tient's confidence by a thorough discussion of his problems with a staff doctor. This discussion is then followed by a complete examination of the injured part. We must remember we are treating an individual, not merely an injured part Therefore, during this interview and ex amination we relate the man to his injury. Our patients frequently remark this is the first time they have had an opportunity to discuss their problems thoroughly with a doctor. This initial period also gives the doctor an opportunity to understand the patient's problem, and from this a program of active treatment, based on physical func tion, is assigned. There is a saying at our Center that if the man remains with us for four days he will remain willingly until his treatment is completed, because he observes the staff's personal interest as well as his own oppor tunities for improvement. He also talks with fellow patients and they impart to him knowledge that we try to assist him in get ting better. PHYSICAL THERAPY Just as it is essential to have the patient's co-operation, it is equally important forthe patient to see the actual benefit from his treatment Host of our patients fed the only form of treatment which benefits them is physical therapy. This is the application of heat to a given part to ease discomfort, the use of massage for relaxation and to ease discomfort the applications of electri cal therapy, or the use of the full length water bath for relaxation. Any one or all of these methods are in terpreted by the patient as bring active and useful treatment These various forms of therapy by easing discomfort facilitate the next step of the rehabilitative treatment-- functional treatment In this treatment various occupations offer the necessary use of muscle co-ordination to increase strength so the patient will gain confidence in his own ability and make progress. The use of these methods prepares the man for the woric he has to do. I try to explain this to my staff by using the analogy of taking a quinine capsule. None of us would take a spoonful of quinine and drink it down with water, even though we knew the results would be beneficial, because of the extreme bitter taste of quinine. However, in a capsule it is easy to take and we obtain the same beneficial results. So, with the passive forms of treatment, these act as a capsule around the next step --obtaining proper tnusde action individually and in a group manner, thereby increasing strength, as well as re-establishing patterns of movement It is in this particular field that our Center has made its unique con tribution. PATIENT SELECTS ACTIVITY We use occupational therapy to develop and re-establish muscle patterns, adapting a craft or activity to a production function. In choosing an activity for the patient we find if a patient chooses to make a product he or his wife or mother might be interested in, then we have the first evidence of good co-operation. We follow this, with direction by the occupational therapist into that ac tivity which will produce the most benefit for his injured part The activities which we use of a lighter nature are arts and crafts, of a moderate nature we use carpentry, handling projects made from wood, and in our heavy program we use gardening, or simulate or duplicate the' maaV^activity. For example, if it were a hand case, we may want a fine movement such as a needle and thread activity. However, we go over a list of projects with the patient to find out what he would like to make for himself, or others. His choice will be guided so that making the article will require proper functional use of his hand. It will have the interest necessary, because our patient is doing something he wishes to do, and he will also be exercising his hand properly, regaining its proper co ordination with other parts of the body. 23 ` f'T 'i. : V. 1957 National Safety Congress. In this way we have rugged lumbermen, tivities graded into classes. These classes miners and construction workers accept are organized on an anatomical bans, for light, unrelated activities with enthusiasm. example, the back class, shoulder class, foot Certainly a few patients are not interested class, hip and knee class and special hand in this project, so we must look further to class. In these classes we have group morale find what will satisfy their desires and our development which stimulates the patient requirements. It is necessary that the patient Here the patient sees those about him who understand his activities. are much worse off physically. It b gener CASE HISTORy ally true that the more severely handicapped put forth a greater effort, and, in truth, I like to mention the case of John, hos pitalized at our Center after an amputation of his right arm above the elbow joint On the first day of his hospitalization, he came to me in my office to say in a very bellig erent manner, "I don't see any reason for staying here at all. That girl in green gave me, if you can imagine it a hall to throw, shame those less severely handicapped into a greater degree of co-operation and per formance. After a patient says he feels he can go back to work if so-and-so, who is much worse off than he, can perform the way he does. He sees no obvious reason why he should not be able to carry on at his former gainful occupation. znd horseshoes to pitch with my left arm." He said. "I certainly see no reason^why l MEN. GARDEN. PAINT. PLASTER should be required to do this, nor am I In tins group of classes we also have an going to stay any longer to find out" obstacle course, which b a means of in After discussing his problem for one hour, creasing physical exertion, as wdl as a lot he was convinced that although we were of friendly competition among our more going to fit him with a prosthesis and that advanced patient groups. As the patient the prosthesis would help him in holding progresses with his program, we try to in and carrying activities, he would have to crease his activities so that he b putting utilize his minor hand and arm to a greater forward an effort as near to the maximum degree than before. The principle behind as possible. To do this we utilize a variety having him throw a ball and play horseshoes of media. was the first step in gaining co-ordination We have 12 acres of grass to cut, and of this part into a new muscle pattern, and purposely do not have power motors. We gradually finer skills could be introduced for have our patients with various types of in this previously little used hand. juries push the lawnmowers in groups, and REMEDIAL GYMNASTS thereby keep the lawns in shape. We have flower gardens prepared, planted and main This patient was the secretary of a local press plant union, and in a week he became one of our staunchest advocates. One's greatest support comes from the opposition tained by patients. We paint the insides of our buildings, not once, but many times by patients who are painters by trade, or re quire shoulder activity on their particular who have been converted, because he has job. By graduating these activities the pa been converted by reason. By the same tient gains confidence in his ability to handle token, men 'with shoalder injtirses work osr his own work. looms, working at the level of the shoulder, which requires increasing range and muscle WORK ON BOXCARS power to hold the arm in its new position, and all the time the arm is exercised in its proper manner. We have the shortest railway in Canada, which b frequently raised and lowered by injured railway personnel. For the plasterer, In this stage, to gain muscle power we we have an area of wall which b continually utilize resistance exercises through the guid being plastered to test the man's skill in ance of male therapists. These therapists plastering; for the bricklayer we use the are called "remedial gymnasts." In this field bricks of his trade and allow him to re we consider the male represents a better establish the fact that he can bend, if he leader than the female. Under the remedial is a back case, or lift and handle bricks, if gymnasts we also have group exercise ac he b an arm or shoulder case. T' classes Ic isis, for Ider class, foot 1 special hand : group morale s the patient ibotrt him who y. It is generly handicapped and, in truth, ndicapped into ition and perys he feels he ind-50, who is i perform the rbvious reason o carry on at PLASTER : also have an means of inwell as a lot ng our more s the patient we try to inhe is potting the maximum ilize a variety is to cut, and rs. We ns of inn groups, and spe. We have ted and mainthe inrides of nany times by trade; or reirir particular ivities the palility to handle RS ay in Canada, id lowered by ' the plasterer, : is continually nan's skill in r we use the w him to ren bend, if he ndle bricks, if He may also carry the hod to gain con fidence in ladder climbing. We also have provided a boxcar for those railway men who have to climb and walk, and otherwise handle a boxcar. All these activities are used on a graduated basis to regain the conditioning of the workman for his previous occupation. If a medical or surgical consultant is re quired on case, we refer these men to spe cialists. In our particular area we utilize the staff of the University of Toronto to assist us in sorting out the difficult problems regarding treatment One year ago we acquired the services of two highly skilled psychologists to evaluate a man's potential for work, to give aptitude tests to those who must change occupations, and assist us in counselling patients who are not responding to the program. We represent as large a , psychological unit as there is in this type of work, because our program stimulates psychological health. A question commonly asked us is, "Do you have out-patients at your Center?" The answer is, "We do not" We can better rehabilitate the patient if he remains for the entire treatment day. By doing this we can control his daily routine. In addition, we provide him with recrea tional facilities during the off hours and evenings. A patient who takes our program is required to maintain a reasonable habit as far as work hours are concerned. He is up at 7:30 am. for breakfast at 8:00, and commences his daily six hour program by 8 JO pm. WALK 2-3 MILES DAILY Every patient is required to walk a mini mum of two to three miles a day. Actually most of our staff cover the same distance This is true without any other-treatments consideration--about five to 10 times the distance he would walk while at home There are no places nearby to obtain food other than that provided at the Center. Consequently', our patients are reasonably prompt at meal hours, and this keeps them in touch with the type of control most are accustomed to in industry. The program is on a timetable basis, which requires their attendance--and their attendance is checked. This, again, is supervision comparable to that in industry. When the patient is sufficiently improved to- return to employment, we arrange his discharge from the Center. Approximately 80 per cent of our patients return immedi ately on discharge. This is arranged through our industrial placement officers during the patient's stay at the Center. They contact the patient's employer and try to give him an idea when the man will be available for work. From the medical side, the original attending doctor is informed by a full med ical report on his particular patient every two weeks. No matter what type of program is set up, we cannot really duplicate all aspects of a man's occupation, and therefore, return to work represents the fourth stage in the man's recovery. . ,, THE REAL TEST . The fourth stage means returning to old friends, to areas where his skill was used before, but where he tests bis real ability in competition, and must not only co-operate, but co-operate and produce at the same time. This is an added factor which is most difficult to duplicate. We, therefore, ask our employers to con sider this fact, and many patients receive some form of work modification. The dura tion of the modification varies with the individual case. The employers in our province assume a moral obligation in the vast majority of cases to take back their injured workmen. This is a purely moral obligation, because no employer is,- by law, forced to accept a workman after injury. We feel that those who do not return to work represent the failure from the Cotter, even though they may have recovered sufficiently to become independent We like to fee! that there is a place back in industry, since each of these men came from industry. Vv'e do not want to see a scrap pile of broken, unproductive bodies, which represents people whose whole aim in life has been shattered by an industrial accident However, some end this way despite all our efforts. The greatest contribution to lessening serious industrial disablement is preventing the accident which has caused the disable ment If it does occur, however, I have 25 i. }i ' :* 1957 National Safety Congress described a program of activity led by a team of dedicated people, from the sweeper to the doctor, whose only interest is locating a solid road to recovery for the injured workman. We do our utmost to abolish disability which can be abolished by treatment But if this is impossible we then assist the patient in accepting his disability, and attempt to motivate him to come out with an accepted disability with which he will meet his future in the industrial world-A. SAFETY TRAINING FOR FIRE PROTECTION FORESTERS by JOHN F. SHANKLIN staff assistant, U. S. Dept, of Interior, Washington, D. C. An official report transmitted by the Bureau of Land Management' to the Sec retary said of the bad fire situation which existed in Alaska this past summer: "As a result of a combination of factors, the Bureau of Land Management is expe riencing a serious fire situation in Alaska. The driest year in the interior since 1906, coupled with the normal difficulties of vast areas, isolation and rough terrain has created a "bust" fire suppression condi tion. To combat this situation the Bureau has expended Emergency Fire Funds at a rate of 15 to 20 thousand dollars per day during the month of June. Such ex penditures are continuing this current fis cal year and will probably continue through July unless normal rainfall oc curs. "Approximately 400 fire fighters have been mobilized and dispatched to going fires, 12 supervisory personnel were drawn from Area 1, Portland, for assistance in directing fire fighting during June, and 12 replacements have been obtained from Area 2 at Salt Lake and Area 3 at Den ver for similar aid during July. Extra tools and equipment have been purchased through GSA at Seattle and flown to Fairbanks. In addition to the six BLM owned and operated aircraft, light planes and helicopters have been chartered from private sources. The military forces have provided excellent cooperation on an emergency basis by providing helicopters and manpower. In addition, the military 26 has assisted the logistic situation by fly ing gasoline and other supplies into air strips being used as fire operations bases. THREE FIRES DAILY "An average of three or four new fires has been and is being reported daily. Most of the fires are lightning caused and appear to have started high on the ridges in spruce timber. During the initial period of the fire fighting season simultaneous lightning fires at great distances apart forced the Bureau immediately to commit its full fire fighting resource to its physi cal limit Continued dry weather, increas ing hours of daylight, and exhaustion of manpower soon created a lag in the num ber of fires reported and the number upon which initial action could be taken. "To meet this continuing demand, the Area Fire Control Officer was forced to establish areas of priority within which initial action could be taken consistent with existing transportation and commu nication facilities. Manpower has not been the critical item. Once a fire crew was committed to action on any one fire, ad ditional demand immediately developed for the air transportation of relief man power, additional tools and supplies. The air transportation of these items thus be came the limiting factor. "Action on all new fires occurring out side of the limits of air service had to be postponed or ruled out. It is for this rea son there has been an average of approxi- atment But if sir Ae patient n; tempt to th an accepted neet his future ration by flyplies into air rations bases. ly bur new fires ported daily, lg caused and on the ridges initial period simultaneous stances apart dy to commit : t: 'g physiith /increasexhaustion of S in the numnumber upon ! taken, demand, the vas forced to within which en consistent and commuhas not been re crew was one fire, adly developed f relief mansupplies. The ems thus be coming outice had to be for this rea,'e of approxi- Wood Products and Textile Industries mately 40 fires burning daily with about Park Service. Wide differences exist be half of them being manned. Complete tween these Bureaus as to their basic ob control action without rainfall on fires in jectives. excess of 40,000 acres appeared to be The National Park Service administers physically impossible. By July 1 an in approximately six million acres of forest creasing smoke pall from the several large lands in the States and approximately fires in excess of this acreage had made one-half million acres in the Territories aerial reconnaissance and regular fire line of Alaska and Hawaii. The obectives of service practically impossible in some management are primarily to maintain the areas." forests as nearly as possible in their nat During that period contact was lost ural undisturbed condition. These forests with fire fighters for as long as three days are cherished for their aesthetic and sci at a time, due to the tremendous volume entific values. Portions of them are heav of smoke. Difficulty was experienced in ily used for recreation. dropping food supplies and additional fire fighting equipment. More than five million CARES FOR WILD LIFE acres were burned over. The tremendous The basic problem of management is to and hazardous operation to bring these devise ways and means of handling the fires under control has a direct relation increased visitor load to the parks safely ship to the training in safety instituted; and at the same time conserve the forests by the Department of the Interior.,.... . in their natural state. A total of 55 mil To understand the problems confront lion people visited our national parks and ing the Department in its safety training monuments in the calendar year 1956. program as related to the forest resources The Bureau of Sport Fisheries and administered by the Department requires Wildlife administers about 34 million first, an understanding of our responsibili acres of forest lands of which million ties. acres are considered as commercial for EXTENT OF RESPONSIBILITY ests. The timber lands found on the na The Department of the Interior has a total of approximately 57 million acres of forest and woodland in the continental United States. In Alaska it is responsible for some 125 million acres of forest and woodland, including 40 million acres cov ered by mature timber and 85 million acres of woodland most of which has been devastated by fire and in various stages of natural revegetation. There is an additional 225 million acres of range, marsh and timber requiring protection. The annual utilization of timber from forests administered by the Department has been averaging approximately bil lion board feet in volume and wiifiTa value tional wildlife refuges are managed to demonstrate practical means of develop ing and maintaining optimum game popu lations, to produce removable surplus wildlife species for restoration projects undertaken by other Federal and state agencies, to determine the practicability of research findings in the management of forest habitat, to explore means of managing wildlife population, for removal of animal increment through regulated public hunting and, consistent with these objectives and in accordance with sound forest management practices, to obtain the maximum timber yield and return from the refuge forests. of nearly 25 million dollars. The average OPERATED FOR INDIANS number of fires for the past 10 years has been slightly less than 2400 and our aver age fire loss for the past 10 years has been slightly more than one million acres. The Indian forests, of which 6J4 million acres are considered commercial, have the distinction of being managed under the first Federal legislation in the United Four Bureaus of this Department are States in which the practice of sustained concerned with land management and yield management was definitely pre especially with forest administration; the scribed. The management of the Indian Bureau of Land Management, the Bureau forests is directed towards the same ob of Indian Affairs, the Bureau of Sport jectives sought in the managament of a Fisheries and Wildlife and the National public forest. However, there are certain 27 t .: :i 1957 National Safety Congress fundamental difficulties which give rise to radically different management prob lems. Indian lands are private property held in trust for the Indians by die United States. As such, the timber resources must be managed for the best benefit of the Indian owners. Moreover, by reason of the fact that the Indian forest property is so closely interrelated w-ith the welfare of the Indians themselves, forest man agement plans must recognize the gen eral Indian problem and be coordinated with the whole program of social and economic betterment for the Indians. This necessitates a far greater flexibility in long-term forest management plans than is ordinarily required or considered ideal from a purely technical viewpoint Generally speaking, the first objective of-Indian forest land management is to obtain high level timber production. The second is to obtain for the Indian owners the highest possible income not- only through the sale of stumpage but also t- rough the direct employment of In i' ans. The forest lands administered by the mreau of Land Management fall into hree major categories. The first, the re vested Oregon and California railroad grant lands and reconveyed Coos Bay Wagon Road grant lands in western Ore gon, commonly referred to as the O & C lands. Second, the public domain forest lands in the continental United States, and third, the public domain forest lands in the Territory of Alaska. TOP AMERICAN FORESTS Forestry on the O & C lands presents one of the most challenging problems in American timber management. On these lands are^sbmeTif "the finest stands of original timber left in this country. Their economic and social importance both lo cally and nationally places them in the front rank of American forests. In ac cordance with basic legislation, it is the policy of the Department to restrict cut ting timber on these lands to their sus tained-yield capabilities. It is the policy of the Department to direct all timber cutting operations under approved rules of forest practice. More over, it is the policy of the Department that these rules of forest practice shall be established only after full consultation with a local advisory board consisting of citizens of the State of Oregon who rep resent the lumber industry, the forestry college, conservation associations, labor unions, grazing mining and agriculture. The management objectives for the ap proximately three million acres of com mercial public domain timber in the West are much the same as for the O & C lands. However, these plans are subject to the establishment of policy determina tions as to whether the lands should be retained under the jurisdiction of the Federal Government or should be dis posed of to public agencies, private citi zens or corporations. In addition to these commercial timber lands there are 25 million acres of wood lands on the public domain. These are found chiefly within the grazing districts and are of considerable importance locally as a source of fence posts and related ma terial for use by the range industry. The management of these lands is definitely keyed to the objectives sought in the man agement of the range lands. FIRE SAFETY MAJOR PROBLEM In the Territory of Alaska a major problem confronts the Department in de termining proper management for the tre mendous extensive areas of forest and woodlands. To date the objective has been to provide something approaching adequacy of protection from fire. This has not been entirely achieved, as refer ence to my opening statement in this paper will show. But the future appears to be much brighter due to a better un derstanding by the citizens of Alaska of the netfd to exclude fire from the Terri tory. To relate safety training for fire fight ers to the fire situation referred to in the opening paragraphs of this paper, let us look at exactly how the Bureau of Land Management provides safety training. The Bureau at the present time does not have either a safety manual or any specific safety instructions issued solely for training in safety' with respect to forest management. General instructions per- thelDepartment ir |e shall be ill consultation rd consisting oi regon who rep ry, the forestry ociations, labor d agriculture, ives for the apacres of com ber in the West or the O & C ans are subject olicy determinaands should be diction of the should be dis cs, private citi- nmercial timber acres of wood- tain. These are prizing districts portance locally and related mae industry. The ds is definitely ght in the man- s. PROBLEM Jaska a major pr ent in delc. or the tre- of forest and objective has lg approaching rom fire. This ieved, as refertement in this future appears to a better un is of Alaska of rom the Terri- | j Z lor fire fightferred to in the is paper, let us lureau of Land sty training, sent time does manual or any Issued solely for :spect to forest structions per Wood Products and Textile Industries taining to the entire work of the Bureau have been prepared by several of their field offices. AH field areas use safety ma terial issued by other agencies. Federal, state and private. The Bureau does not have a safety com mittee functioning at its national level, but each of its major regional offices has a functioning committee. None of these regional, or area offices as they are termed by that Bureau, nor any of its state offices have made any special safetystudies in the field of timber management, and no analyses have been made of acci dents occurring in the timber manage ment field alone. TRAINING SESSIONS However, each year training sessions are held for fire control and timber cruis ing. Such programs always include train ing in first aid and safety'. The Bureau has approximately 300 per manent foresters and 60 temporary for esters. It operated during the past year 18 fire training schools at which approxi mately 250 employees were present. It also operated five timber cruising schools at which approximately 100 employees were present. Furthermore, 24 Bureau employees attended some six training schools supervised by other agencies. All employees are required to follow certain safety practices including those employees concerned with forest man agement. These safety practices include: 1. Equipping all of the Government vehicles with fire extinguishers and first aid kits. 2. All fire fighters are being equipped with hard hats as rapidly as sufficient funds are made available. 3. On all project fires a first aid sta tion is manned by qualified first aid at tendants. 4. All employees are encouraged to take the essential courses in first aid. 5. It is general practice not to permit single persons to work in an isolated area. Two or more are always assigned. 6. Radio communications are being in stalled as a safety measure in fire control. As examples of the exact safety pro gram, two states will be described quite comprehensively. IDAHO SAFETY PROGRAM The Bureau's program in Idaho is fairly well organized. It so happens that the Area Fire Control Officer is also the chairman of the safety committee. Ac cordingly, he also handles the safety pro grams at the fire training schools. All Bureau vehicles in this state are equipped with a safety packet which includes a first aid kit and instructions for first aid treatment together with the necessary forms required for accident reporting. All grazing districts in this state are equipped with a very high frequency radio communications network. A base station is located at strategic high points to in sure communications to mobile units op erating in other parts of the state. From a safety viewpoint, radio communications are very necessary. Second, the Territory of Alaska. In Alaska, as we have already indicated, spe cial problems confront the Bureau in safety training. In Alaska, two foresters serve on the Territorial Safety committee. All permanent and temporary foresters and temporary fire guards are required to take first aid training. This training includes instructions on survival in the Arctic. To insure the safety of employees working on fires, cruising timber or on routine inspection, it is mandatory that the crews consist of two or more. USE CHECK-OFF LIST In order to insure the safety of all em ployees involved in air operations in con nection with 'the fire control and timber sale programs of the Bureau, the Civil Aeronautics regulations are followed ex plicitly. This includes the use of a printed chek-off list before each takeoff. The Bureau has developed picnic areas along the highways in Alaska especially at those points where the highways either cross streams or are close to lakes. This was done essentially as a fire hazard re duction measure. Campers, picnickers and travellers who stopped along the high ways to cook a meal usually found heavy debris and deep organic material. To clear out a place for cooking or warming fire was quite discouraging. Many times fires were built on wet organic material that was in some cases mistaken for 29 1 i; 1957 National Safety Congress mineral soiL Many fires have originated from such a situation. However, with the development of over 30 picnic areas by the Bureau, the incident of man-caused fires along the highways was measurably reduced. Comparable training is given in the Bureau of Indian Affairs. However, there is a very interesting development in the field of fire safety training which involves the Indians under the administration of this Department. We have what is called the Red Hat Program in which several hundred Indians from the Southeastern states are annually trained. These Indians, it has been found, make the finest fire fighters of any personnel in the United States, and their services are utilized by all forest fire services both in this De partment and in the Department of Agri culture as well as by state agencies. LOW ACCIDENT RATE This training program, initiated by the Bureau of Indian Affairs, includes train ing by the Forest Service and the Na tional Park Service. The training afforded these Indians has certainly paid off well, not only in bringing fires under control but in taking care of themselves while on fire lines with the least possible record of accidents of any group of forest fire fighters commonly used in this program. The isolated nature of the installations maintained by the Bureau of Indian Af fairs on each large reservation presents serious problems in protection and safety training. Many of the reservation agen cies are in close proximity to extensive areas of forested land. The protection and training of thou sands of Indian children who attend res ervation schools in programs designed for their, safety-are. of special concern. Fije hazards are high because the agency buildings are generally old. Con sequently the wiring and beating systems are often inadequate by present day stand ards. Occupational hazards are ever pres ent in the numerous garages and other service shops where power tools are in use. In recognition of its special problems the Bureau has a safety committee func tioning at the national level. Similar coro- mittees function at the Area and Agency levels. In all, there are over 100 safety committees. A Safety Director has been appointed to head up the program. Two safety engineers were hired within the year to provide guidance and impetus to it. NATIONAL SAFETY COMMITTEE The enthusiasm created in all ranks of personnel by these developments in the safety field insures that this program will take its rightful place among all the others carried on by this Bureau. The safety training of fire control personnel should benefit under the skilled direction now available. Finally, let us look at a problem in safety training which is allied with our management work. Recreation is consid ered one of the multiple uses within the over-all forest management programs of most land managing agencies. For ex ample, more than 55 million visits were made to the national parks and monu ments last year, and while these visitors are on Department lands every effort is made to insure that the visit includes a safe experience. SAFETY FOR VISITORS Here are some of the activities in health and accident prevention which are applied to visitor activities and also to employees in general by the National Park Service. In order to insure viator health, many types of actions are required including: a. Provision for potable water. b. Provision for sanitary rest rooms. c. Provision for adequate garbage disposal and camp ground cleanli ness. .,, . _ d. Provision for first aid facilities. e. Provision for inspections of eating and lodging facilities in order to insure adequate sanitation. f. Provision for hospitalization and medical care. g. Periodic inspections of bathing and swimming facilities. h. Elimination of noxious insects, plants and animals in public use areas. 30 and Agency x /~"\ safety to. Js been ogram. Two I within the and impetus IMITTEE all ranks of aents in the >rogram will ang all the lureau. The al personnel led direction problem in :d with our n Is consids within the arograms of is. For ex visits were and tnonnlese visitors Sry effort is : includes a ictivities in a which are in; ]so to ie . Jtional sure visitor we required rater. rest rooms, te garbage md deanli- fadlities. is of eating n order to on. zatkm and af bathing tm is insects, public use Wood Products and Textile Industries Many things are done for the safety of vistors. Highway safety practices are in cluded in the design, construction and maintenance of park roads. Hazardous trees such as leaning or dead trees are removed from the public use areas and road sides. Elevators, used principally in those parks with caves, are regularly in spected. All structures within the National Park System are given regular periodic fire hazard inspections. Fire control facilities for all structures are available and build ing fire brigades trained in structural fire control. The Service maintains regulation and inspection of all mountain climbing activities. It maintains regulation and in spection of many water activities. It in spects sld lifts and tows and provides for safe practices for winter use activities. The Service traias and provides "life guards, patrols and rescue teams. It provides for safe walking surfaces, including hand rails and guard rails at hazardous points within the parks. It pro vides. boardwalks in the thermal areas and enforces all visitor activities pertain ing to enjoyment of bear and deer. The Service insists that safety features be fol lowed in the designs of new public use structures. It also has regulations for the installation of automatic sprinklers in multiple story hotels. EMPLOYEE PROCEDURES As employee safety has a direct rela tion to visitor safety, the National Park Service has developed many specific gen eral employee safety procedures. It has safety committees at all field and regional levels and follows the dictates of the De partment requiring Government drivers' licenses. - -...... It provides orientation training and onthe-job training for employees, including training in safe practices. All employees' quarters and working structures have regular periodic structural fire hazard in spections. First aid training is required of all protection personnel. It requires training of all personnel involved in structural fire control, water activity pro tection, and all mountain and winter sports personnel. The Bureau of Sport Fisheries and Wildlife has an over-all safety program which applies to the management of its forest resources as well as all other ac tivities. The program is based on the Bu reau's safety policy which, in essence, states that safety is an integral part of every task. No job is so important or no service so urgent that sufficient time can not be taken to perform them safely. Each employee is directed to give safety the same serious thought and con sideration that he gives other phases of his work. The rules for safe operation of motor vehicles and certain other equip ment and tools as well as safety in con struction work are set forth in a Safety Requirements Handbook and other in structions. EQUIPMBfT STANDARDS The Branch of Engineering is responsi ble for the establishment of standards in respect to the acquisition, operation, main tenance and review of operating methods for all equipment from the standpoint of job adaptability and safety, industrial safety, fire prevention, public and em ployee safety and provides technical as sistance to the regional safety committees in evaluating the causes of accidents and making recommendations for remedial ac tions. Each Regional Office has a safety board and a fire board responsible to the Re gional Director for program development, directed toward improving safety condi tions and reducing fire losses. The fire board is specifically directed to assist the Regional Director in determining respon sibilities, developing programs to prevent fire losses and in improving fire presuppression and suppression. The National Wildlife Refuges and Fish Hatcheries hold monthly safety meetings and on-the-job training in their respective work activities, including timber manage ment and fire suppression. Periodic fire inspections are made on all buildings and facilities. Over-all safety inspections are required of Regional Supervisors on each visit. Public education and active participa tion in fire pre-suppression and suppres sion are sponsored in those areas of high 31 rl 1957 National Safety Congress fire hazard and extensive public utiliza tion. Radio communication facilities are used extensively in the National Wildlife Refuges to facilitate patrol and for di recting fire fighting activities. Controlled burning is practiced as a means of wild life management and to reduce fire haz ards in certain areas. Slash disposal and other fire safety requirements are writ ten into timber cropping contracts. Each National Wildlife Refuge and Fish Hatch ery has a fire plan appropriate to its problems. The Department provides for safe working conditions for employees and where functions are hazardous, provides the necessary training to alert employees how to handle themselves safely-rdh. HOW TO SET UP AN INDUSTRY SAFETY TRAINING CONFERENCE by W. C. CREEL - - - safety director, North Carolina Dept, of Labor, Raleigh, N. C Safety training is one of the greatest needs in accident prevention work. While this need is generally recognized, very little has been done on an industry basis to pro mote safety training. One idea used suc cessfully by one section of the National Safety Council is to use the conference method to promote safety training. The leaders of the fertilizer section of the National Safety Council promote safety training for the fertilizer industry. They believed that the need for safety training was so great that a special committee was set up to promote safety training. The committee further felt the greatest need was on the supervisory level, and there fore. set up the Supervisory' Training com mittee. This committee, with the full as sistance of the entire fertilizer section has conducted two successful industry safety training conferences. ^ MUST TRAIN SUPERVISORS The first objective in setting up an in dustry safety training conference, is to sell the industry on the idea. In the fertilizer section, the selling job started with the en tire executive committee of the section. The proposals of the Supervisory Training com mittee were explained, and suggestions were received at a regular executive committee meeting. After complete plans were ap proved, the executive committee was asked to endorse the plans, and give full coopera tion. Securing this cooperation was probably the most important step in assuring the suc cess of the safety training conferences. The great need for safety training in the fertilizer industry is on the supervisory level as is true in the wood products section and the pulp and paper section. Once the level of the conference was established, emphasis was placed on making the conference as practicable as possible. With these ideas in mind, it was decided the conference should be in the form of a training course--more of a school than a social get-together. The general idea for the meeting was to instruct fertilizer industry supervisors in the latest techniques of accident prevention and to train them in setting up their own plant safety programs. The importance of a supervisor in a plant safety program and the ways fie could reach the worker was stressed throughout the program. The topics on supervisory safety training included "Safety and the Foreman," "Know Your Accident' Problem," "The Human Element," and "Safety Education and Train ing." Besides the topic of supervisory training, basic subjects in a plant safety program were presented. These included "Safety Organization," "Materials Handling and Storage," and "Housekeeping." 32 tracts. Each F Hatch>rk 'to its s for safe ployees and >us, provides rt employees ily-A. full cooperawas probably ring the sucerences. aining in the rvisory level > section and ace the level ed, emphasis wjf 'nee as ae leas in rente should xxirsc--more tether. eting was to visors in the evendon and ir own plant tance of a trogram and worker Was L fety training ran," "Know ."he Human a and Train ary training, sty program led "Safety mdling and A special session on "Practical Problems in Supervisory Safety Training" was held to allow all participants to take part in an open discussion. The course was based on the needs of the industry and followed the suggestions in the National Safety Council's Supervisory Safety Training Manual. In fact, this was one of the two textbooks used for the course. The other was the Safety Subjects, revised 1936, U. S. Department of Labor. The agenda for the meeting was planned so that a wide variety of methods of safety training could be used. The straight lecture was used only in combination with some other method. DISCUSS MAJOR HAZARDS A most important part of the two day program was a planned group discussion on major hazards-in fertilizer plants. Each student was asked to designate on a card the group discussion section he wished to attend. Assignments were made on the basis of these requests and each student attended one of the three group meetings where the leaders presented the problems and lead an open discussion. At the end of one hour the groups met together and a designated person reported for each of the groups. The audience participation plan was used in the "The Accident Problem" presentation. Each student received a series of 12 ques tions to answer. At the end of the period the instructor gave the correct answers. The questions covered baric information on the accident problems in the fertilizer industry. The audience participation method was also used in the presentation of the topic on "Plant Inspection." Each student was given a flow chart showing the steps in the opera tions of a dry mixing plant and asked to mention hazardswith which they were fa miliar. The instructor then summarized likely hazards for the important fertilizer plant operations. MOCK SAFETY MEETING A mock safety meeting was used as one form of panel discussion. The instructors acting as members of a plant safety com mittee actually conducted a plant safety meeting. The instructor briefly gave the fundamental ideas of a safety committee before the mock demonstration, and sum marized the safety committee's part in a plant safety program after the mock demon stration. The instructors for the safety training course were selected to give variety to the sessions. A college professor presented the baric ideas of framing, and an industrial safety engineer with teaching experience gave the basic ideas on accident prevention. Discussion leaders from the industry were selected to give prestige and guidance for the meeting. The idea of balance; as well as variety, was stressed throughout The accepted baric methods of presenta tion were used, including some from our visual aids. In every unit, one of the best received visual aids material was the new National Safety Council series of training films, "Safety and the Foreman." This series is recommended for any safety train ing course. The committee went to great lengths to plan details for the meeting. Besides the usual name badges, banquet and local news paper publicity, two or three different ideas were successfully used for instruction. At the mid-morning and mid-afternoon breaks, cokes were provided saving time and offer ing an opportunity for fellowriiip. In addi tion, all participants were given an oppor tunity to meet with one of the industrial leaders for an individual conference, on their specific problems. The two conferences were attended by 94 people representing 56 plants. Each partici pant received the baric ideas of safety train ing and instructions and materials to set up a safety training program for their individ ual company or plant. Other regional con ferences are being planned for the fertilizer committee. The executive committee of this section has completed a successful project and has done much on an industry wide basis for the cause of accident prevention. I believe the following conclusions will be of interest and benefit to all engaged in industrial safety. There is a real need for supervisory safety training in the fertilizer industry as well as the wood products and pulp and paper industry. The industry recognizes the need for supervisory training and will send plant 33 1957 National Safety Congress representatives to a regional safety training conference: Full cooperation of the National Safety Council, state agencies, and safety leaders can he obtained for conducting supervisory s%afety programs. The fertilizer section of the National Safety Council is comparatively new. The wood products section, and the pulp and paper section are not only much older, but are larger and more influential. It is a real challenge to you as individuals and repre sentatives of your section to do something about the need for safety training in your industry. If you want to make a lasting contribution to the cause of accident pre vention in your industry, urge the executive committee of your section to start immediate plans for safety training.^. PROMOTING WOODS SAFETY by J. KENNETH PEARCE professor of Logging Engineering, College of Forestry, University of Washington, Seattle, Wash. In considering what I, an amateur in safety, could say to you professional safety men who represent firms with ex cellent safety programs and award-win ning safety records, my thoughts wan dered back to my laboring days in the woods. Thirty-seven years ago I was hired as a third rigger on a Lidgerwood skidder out of Union Mills, Washington, now a ghost town. I had worked on ground lead and high-lead yarding crews but had no experience with skylines. My first morning on the job the head rigger handed sledge hammers to me and another green young third rigger and told us to go knock the tail hold on the skyline loose. That was all the instruction we received. We proceeded to the back end where the one and one-half inch diameter wire rope skyline was wrapped around a stump and fastened with rail road spikes. One thousand feet of skyline was suspended 100 feet in the air between head, tree and tail tree shoes. SAFETY ORIENTATION The surplus length of the skyline lay stretched out on the ground to one side of the stump. We started knocking out spikes, and soon the skyline started to run. The wraps sizzled and smoked around the stump and the loose end flailed around like a snake. How we got out of there alive I don't know. 34 That incident typifies the "let him learn the hard way like I did" attitude toward the green hand coming into a logging camp in those days. No one told him how to do the job safely. Great progress has been made in woods safety since those days. In the operations today safety goes hand-in-hand with production and safetyminded foremen keep a watchful eye on the training of the green hand. But are you doing all that could be done to pro mote safety at the time the worker is most receptive, most eager to learn? This time is when a young man first comes to work in the woods, or in your operation. Many of my senior logging engineering students have worked one or more sum mers in logging labor jobs. Some have worked for companies with outstanding safety records. When I asked the students what orientation or safety training they received, all replied that they started* right to work with the whistle the morning they reported. Any orientation they re ceived came from their immediate super visor. They felt it was just luck if they started under a helpful, safety-minded supervisor. (Of course it was good management, but they did not realize it at the time, and no one told them this was part of the safety program.) The concensus of the students said that the weakest part of the safety and labor-relations program of the luch older, but d. is a real ili h. repredo something lining in your take a lasting accident pre: the executive tart immediate let him learn itude toward 0 a logging old him how progress has since those r safety goes 1 and safetychful eye on tnd. But are done to proe \ker is * JL J? This rst comes to it operation. engineering more sum- Some have outstanding the students raining they ^Started right he morning on they rediate super- they started l supervisor, gement, but e time, and part of the isus of the : part of the gram of the Wood Products and Textile Industries employer was how they were handled when they first went to work in the woods. Some executives in the Pacific North west logging industry have felt concern that young men from communities which traditionally furnished woods labor are going instead to aircraft and other indus tries. One deterrent to recruiting the ac tive, intelligent young men is the accident record of the logging industry, well known in woods communities. ACCIDENTS DISCOURAGE WORKERS Not so well known is the fact that log ging accident statistics show the highest accident frequency rate among the young est age class and the group with the least number of months experience. Efforts are being made through Junior Logging Con gresses, vocational talks to high schools, and industry films, to attract young men to the logging industry. A good safety record could be a potent recruiting aid. The book "Safety Subjects" published by the Bureau of Labor Standards, U. S. Department of Labor, used as a textbook in my class "Safety Practices in Forest Industries," makes a distinction between safety education and safety training. Edu cation is defined as broadening of knowl edge and understanding; training as the development of skill in performance. Safety training is usually competently handled by the safety-minded supervisor. But what about the safety education, par ticularly of the new employee? Is this a weak link in the chain of woods safety promotion? University authorities have found it worth while to take the first one, two or even three days at the start of the new academic year for the orientation of the freshman and other new students. If col lege students need orientation, is the man in the same age group entering industry any less in the need of orientation? SAFETY EDUCATION PROGRAM The following program of orientation, and initiation of safety education, is sug gested for groups of new employees of large operations. It embodies suggestions from students as to what they would have liked to have had when they first started to work in the woods, as well as my own ideas, as an ex-logger, foreman and superintendent. 1. Orientation Session. The first morning they reported the new men would be brought together for an orientation ses sion. The Logging Superintendent would tell them of management's interest in safety and other company policies. An organization chart of the operation and authority might be shown. Opportunities for advancement in jobs with the development of skills and learn ing by experience would be explained. The timekeeper would explain pay periods and procedure, deductions and insurance plans. The forester or fire warden would emphasize the importance of fire preven tion and the organization for fire-fighting, since every man in the woods is a po tential fire-fighter. 2. Safety Education Session. Following the orientation session, the safety supervisor would take over, and tell them of the safety program, first aid facilities and the training program. Safety training films are available from the various Loggers Associations, the American Pulpwood As sociation, State Safety Departments and the National Safety Council. REPETITION VALUABLE Booklets or cards covering job safety instructions would be issued and dis cussed. The value of repetition cannot be over-emphasized. Even college students can learn only by the repetition of read ing the textbook, taking notes on the lec ture; and writing the examination. Ample opportunity and encouragement to ask questions should be given. Time for private talks with the personnel man should be made available for men who have a question or problem they do not want to voice in the group sessions. 3. Observation. Opinion among my stu dents was divided as to how the first afternoon should be spent Some thought that a tour of the whole operation, and observation of the various operations, such as yarding and loading, felling and bucking, road construction, and the shop to give the whole picture, would be help ful Others thought that the afternoon might be better spent by observing the particular activity or job in which they 1957 National Safety Congress are to work, in company with their fore man, who would point out the safe and efficient way to do the job. The foregoing orientation and safety education program is obviously not sug gested for boomers or drifters who will hit the road with their first paycheck. Rather it is intended for the "home guards" who can be expected to stay on the job long enough to justify the time and money expended on them. It would be followed up at intervals with evening safety education sessions, using audio visual aids. Since the average 20 to 24 minute film teaches more lessons than can be ab sorbed, combining the running and re running of short sections of a training film with the discussion-conference tech nique, is advocated. As an example, the Rang Motion Picture Company of Seattle reproduces the sound-color film "Hauling Logs" which they made for the British Columbia, Pacific Northwest and Red wood Loggers Associations, in six fourminute sections. They publish a film guide of questions and answers for each section and a "Conference Leaders' Manual" to accompany the films. The small operation, or the one to which new men come singly, presents more of a problem. However the same ob jectives of orientation and safety educa tion, accomplished by individual discus sion, rather than group sessions, would improve labor relations and promote woods safety. This is only a preliminary to the most important on-the-job safety training under a safety-minded super visor.^ 36 ny of Seattle :t and Red in six four. a film guide each section Manual" to the one to :ly, presents the same obafety educadual discus sions, would id promote preliminary e-job safety ided super- TEXTILE SECTION TRIAL BY SURVIVAL (A Skit) WITNESS NO. I Q. Name? A. Don Maynor. Q. Do you work in GullyjumPer Mill? A. No, I was fired. Q. Why were you firedT A. I had an accident Q. What was your jobT A. Baler in cloth room. Q.' When did the accident happen? A. Last Wednesday. Q. How did it happen? A. Tells about falling in oil slick, etc. Q. How long had it been theref A. Ever since I started work. Q. Why didn't you wipe it upT A. Nobody ever told me to. Q. Didn't your second hand ever tell you to clean upf A. No, only to keep it off the cloth. Q. Don't you know that good housekeeping is the first law of safely? A. No. Q. Weren't you instructed in safety when you came to work t A. No. Nobody ever said anything to me. Q. Wasn't your fob explained? A. Yes sir! Q. IFasn't safety also explained? A. No. Q. Don't the inspection committee report things like oil on the floor? A. We don't have any that I know of. Q. Are you really hurt? A. Yes sir, I knocked one of those little things, etc. Q. Who saw you fall? A. Nobody--I guess. Q.. Did you report it to your second hand? A. No. The boys told me I'd get fired if I did. Q. Did you see a doctor? A. Yes sir. Q. When? A. That night I got to hurting, etc Q. Does it still hurt? A. Yes sir. Q. Where? A. Right here I have to walk all bent over like this. (JUDGE: "How did you walk before the accident?" Defendant illustrates--cocky walk across stage and back. JUDGE: "That will be all.") O. Who is your second hand? A. Mr. Ed Dickert Q. Who was the doctor? A. Dr. Cuttem. Q. Show me again how you have to walk since you got hurt. PROSECUTOR: "Your honor--I'd like to call Dr. Cuttem in order to deter mine if this man is really hurt I think he is malingering." WITNESS NO. 2 After being sworn in: O. Now, doctor, give the court your full name. A. Gladly sir. Doctor I. Cuttem, M.D., Ph.D., BVD. Q. Dr. Cuttem, what do those degrees mean and where did you get them? A. Well, sir, the M.D. and Ph.D. I got from medical college and the BVD I got from Sears Roebuck. Q. Doctor, are you what is commonly called a bone doctor? A. Yes, you might say I am a bone doctor. In fact I worked my way through col lege with bones (pulls out some dice and rattles--try to work up a game). (Prosecutor and Doctor get on knees-- Judge breaks it up.) 37 1957 National Safety Congress Q. But, doctor, did you study about the human bonest A. Oh yes, I know all about them things. A. He worked as a baler in the cloth room. Q. You mean he is not there now? A. No. We had to let him go. Q. Now will you tell the jury what you know of the injury of Don Maynort He says you % treated him after he got hurl down at the Gullyjumper Mill. A. Yes, this young fellow came to my house and woke me up about 3 o'clock in the morning the other day and wanted me to treat him--said he got hurt. Well, after I had time to get a credit rating on him, got him to sign over his car to me, promised me his Christmas Savings at the Mill, just a precautionary' measure or two, I decided to look at him--and BOY what a sight--what a wreck--this fellow must have been hit by a train! Q. Doctor, can you tell us exactly what is wrong with him? A. Oh sure, but I'll have to call in my partner for a demonstration, my silent partner. (Pull out skeleton.) (Go through a routine with Ralph holding skeleton for me--using terms--also us ing song, "Dry Bones"). Finally- get ting around to the back and bringing out that the injured has a dislocated intertube in his sacrocrackerjack. Q. Doctor, is this serious? A. Tell about one out of ten gets along fine and this fellow has a good chance since my last nine patients died. Q. Doctor, after getting this man to give you all the security you mentioned and after the examination you made, do you think his present condition is a result of an accident on the job? Q. Why? A. He couln't run his job. Q. Do you know why he can't run a job? A. Yeah--he claims he got hurt. Q. Did he get hurt on the job? A. I dunno whether he did or not. Q. You mean you don't care. Your alti tude is not so good. A. I can't be bothered about guys like that All I ever hear is my overseer on my back about getting out the work. Quality and production and seconds is all I hear around here. What am I do ing here anyhow? I was called off the job and was told to come down _here with no explanation. Q. You arc here to determine if this man had an accident. Now, did he report his accident to you? A. No. Q. Did he go to the nurse? A. We don't have a nurse. Q. How do you give First Aid? A. I just slap a little iodine on 'em. Q. Do you have a department safety com mittee? A. Heck no. We don't have time for that stuff. O. Doesn't your overseer make you keep a safe department? A. Goodness no. All he cares about is pro duction and baseball. A. (Thinking out loud) I'll get more money- from a compensation case. Yes. that's my opinion. O. You mean you don't have any kind of a safety program at Gullyjumper? A. I quess that's right If they've got one ' I never heard of it ~' WITNESS NO. 3 O. It'ho is your overseer? Q. Name? A. Ed Dickard. papers.) (Have a handful of A. Mr. Owens, who is also manager of the Mudhens. 'Cell Overseer" Q. What is your job? A. Second hand--cloth room--Gullyjumper Mill. Q. Do you know that man? A. Yep--I know him. Q. Where did you know him? WITNESS NO. 4 Q. What's your name? A. Red Owens. Q. Where do you work? A. Gullyjumper Mill. 38 f "'th room. t ./ 'un a job? t. not Your atti- lys like that rseeron my the work. i seconds Ls tat am I doalled off the : down here if this man le report his 'em. safety camit ,lr that you keep a bout is pro- my kind of nper? Ye got one ager of the Q. Whafs your job at the mill? A. Goth room boss and manager of Mudhens ball team. What y'all want with me? I was called from the ballfield, etc. Q. Haw many employees do you work? A. 18 working and four ball players. Q. What are your duties? A. My biggest job is getting out produc tion, etc., ball team. Q. Do you know that man--there--who got hurt in your department? A. I've seen him around. Q. Do you have a report of his accident? A. Nope. I didn't even know he got hurt till the super told me to come here. I need to get back to the ballfield. Q. Do you agree with his statementst A. Heck no. They are a pack of lies. Q. Do you have any kind of a departmental safety program in your department? A. No. We don't have time to take people off the job for that stuff, etc. Q. Hasn't your superintendent told you to . start some safety activities in your de partmentf Hasn't he told you what to dor A. He told me what to do all right--not to have any seconds. He says that safety stuff ain't worth a dam. Q. Who is your superintendent? A. Mr. Fred Thackston. "Call Superintendent" WITNESS NO. S Q. What's your name? A. Fred Thackston. Q. What's your fob? A. Superintendent Q. How long have you worked at Gully- jumper? A. 25 years. Q. How many employees do you work? A. About 600. Q. Do you have a personnel department? A. No, it would cost too much money. Q. Well, who hires your help? A. Overseer. Q. Does he explain any safety rules to the employee? A. No, he doesn't have time. Q. Do you have a cost department? A. Yes, we have a cost department Q. Why do you have a cost department? A. Because it is necessary to know what it costs to make a yard of doth. Q. Well, why don't you have a safety pro gram? A. We carry insurance to take care of our accidents. We can't see where it would save us any money. Q. Do you know what your insurance costs you? A. Yes, it costs about $15,000 per year. Q. Has the insurance company ever sent their safety engineer around? A. Yes, some little college engineer came around. He wanted to tell me how to run my plant; wanted me to spend $10,000 to change my elevators, cables, eta; and they have been running for die last 20 years and no one has got ten killed yet He wanted me to put a guard on every motor; even wanted me to change all the electrical outlets; said somebody could get electrocuted. So, I just tc!d him to get his little hand bag mid go back where he came from. I didn't have time to fool with him. Q. Whom do you take your orders from? A. From Mr. Sawyer up in Massachusetts. Q. Has he ever told you anything about having a safety program in this mill? A. No, all he is interested in is how much money I make for him each year. He expects me to make him money and if I don't do-it, he will get somebody that will. Q. Who is in charge of safety? A. Nobody. Q. Who keeps records of accidents? A. Don't keep any. --... . Q. What is your frequency? A. I don't know what you are talking about Q. Do you have a nurse? A. No. Q. Do you have a physical exam when you hire new people? A. No. Q. Do you hold any safety meetings with your overseers? A. No--only production meetings. "Call Owner" 39 i i fi A L! f *. i; m *'! is 1957 National Safety Congress WITNESS NO. 6 any interest in the prevention of acci Q. Could 1 have your name? A J. A. Sawyer. Q. Are you the owner of the Gullyjumper MiU? A. Yes, I own that milL Q. Would you tell us where you livef dents, that the superintendent and all his overseers could easily have the same opinion? A I am afraid that I cannot go along with your reasoning. What I say or do has no connection with an accident that happens at Gullyjumper Mill. People A. I live on Beacon Hill in Boston, Mass. have to look out for themselves. We Q. Now tell me, is it true that everything that is done or goes on in the Gully- can't waste our time worrying about a spot of oil on the floor. jumper Mill is your personal responsi Q. Do you believe in good working condi bility--all decsions, all new machinery, tions for your employeesf all maintenance, etcf A. Yes. We will do anything to get out A. In general that is true. I only get to production and improve our work. the mill about five times a year but in general I do make all the major deci sions. Q. Now in this trial we have been trying to find out who was responsible for the accident to this poor claimant sitting here. All the other persons have told Q. Do you ever discuss safety with super intendent? A. Xo. His job is productioin. Q. Do you ever mention costs of accidents to superintendent? A. Xo. His job is production. this court that they were following their Q. All the testimony you have given shows A orders and they all appear to be doing that no program has been injected in just as they have been told. Is that Gullyjumper Mill for anything but pro about rightf duction and costs. Nothing for the A. That may be true but I've never told safety of your people, which means that them to get anyone hurt you are overlooking the best possible * Q. You personally don't like to sec anyone hurt, do you! way of reducing costs reducing seconds and therapy increasing efficiency and production. A. Xo, of course not! A. Xow wait a minute. I don't see how Q. Do you at this time or have you ever taken any personal interest in the pre vention of accidents at Gullyjumper all this is any business of yours. Drag ging all these witnesses down here etc, etc Mill? A. Xo, that's not part of my job or my responsibility. The people down there have got to look out for themselves. Our job is production--not worrying about who might get hurt Q. Your Honor, I rest my case, as I have proved without a doubt that all super visory personnel are guilty of this man's accidental injury, and I demand a ver dict of guilty and the supreme penalty of conviction. I would now like to put Q. Do you know how muck you are paying my case before the jury. for IF. C. insurance? A. I don't know exactly--I do know it's JUDGE: You may charge the jury. too high. Prosecutor to Jury Q. fiave you ever discussed the cost of accidents or insurance costs with your superintendent? A Xo. Q. Have you ever instructed the superin tendent to install a safety program, or to make sure he runs a safe mill? A. Xo. (Pace Audience) Ladies and Gentlemen of the Jury. You have heard the injured explain how he got hurt. He worked in a mill utterly devoid of feeling for the worker. He was driven to seating medical attention on his own hook because the mill provides nothing in the way of a medical program. For his trouble Q. One last question, don't you agree that he was fired for not being able to run his if you personally have never expressed job. 40 itign of accix ; and all k 'the same go along with ay or do has accident that Mill. People smselves. We rying about a orking condi- g to get out r work (f anth super- r of accidents Wood Products and Textile Industries You have heard the second hand explain that he had no time to operate a safe shift He stated he was driven constantly for production and quality. You have heard that ignorant overseer testify that his only interest was in the base ball team. He hardly knew his own em ployee. Production and baseball was all he cared about. You have heard the superintendent testify that he took no active interest in the wel fare of his employees and that he didn't have time for safety. You finally heard the owner state that his only interest was in money and that he felt no obligation to provide even the rudi ments of good working conditions for his employees. Such a history of buck passing I have never seen. Not one of these men has proven himself fit to run a mill. I ask you to return a verdict of guilty in the first degree. I ask this court to invoke the extreme penalty on all of these men. I demand that they make full restitution to this poor man and that they be required^ to operate in the future according to the strict est Safety Code. I rest my case. Judge charges the jury and finds that they are all guilty and sentences them to one full year of having a safety program in their respective plants. Then asks if they think each individual is guilty and brings them up before the bench to be tied by the bailiff and carried out to jail-A. given shoves n infected in king but proling for the :h means that best possible ucing seconds piciency and on't see how >f -v Drag>v fere etc, sc, as l haz-e iat all superof this man's rmand a verreme penalty v like to put jury. '3 i ;^ ; I e Jury. You . how he got tterly devoid e was driven his own hook thing in the ir his trouble !e to run his . wf K * i 41 OFFICERS OF THE WOOD PRODUCTS SECTION NATIONAL SAFETY COUNCIL 1957.58 General Chairman-- R. C. CHILDRESS, National Distillers Products corp., Cooperage div, Memphis, Tenn. Vice Chairman and Program Chairman--HERBERT A. LADWIG, Employers Mutuals of Wausau, Wausau, Wis. Metes Letter Editor--F. S. PERRY, B. C Lumber Manufacturers Assn, Vancouver, B. C, Canada. Secretary and Membership Chairman--T. E NORTH, Alaska Pine and Cellulose Ltd, Vancouver, B. C, Canada. REGIONAL REPRESENTATIVES Great Lakes-- *ROY E JOHNSON, Kroehler Manufacturing co, Kankakee, III.; East-- SETH JACKSON, safety officer, U. S. Forest Service, Washington, D. C; South-- HARRY LAFFERTY, Nickey Brothers, Inc, Memphis, Tenn.; Canada--*W. M ALLISON, B. C Lumber Manufacturers Assn, Vancouver, B. C, Canada; West-- ROBERT M GILMORE Rayonier Inc, Hoquiam, Wash. Engineering Coordinator--ARNDT SKONNING, woodwork engineer. Western Electric co, Chicago, I1L Sawmilling Committee:--M. H. FELT. (Chairman), Edward Hines Lumber co, Hines, Ore; R. M. DINWIDDLE, branch accident prevention manager. Employers Mutuals \ i of Wausau, Portland, Ore; E A. Roles, Weyerhaeuser Timber co, Longview, Wash.; A. F. REINWART, T. H. Mastin & Co, St Louis, Mo.; Advisor to Committee-- *W. M. ALLISON, B. C Lumber Manufacturers Assn, Vancouver, B. C, Canada. Lt iging Committee: PAT REITEN (Chairman), acting personnel manager, Simpson Logging Co, Portland, Ore; JOHN T. ATKINSON, B. C. District Council No. 1, I.W.A, Vancouver, B. C, Canada; HUGH D. LARKIN, J. R. Simplot Co, Boise, Idaho; W. E LYNN, Hiram Walker & Sons, Inc, Cooperage Div, Peoria, I1L; PROF. J. KENNETH PEARCE College of Forestry, University of Washington, Seattle, Wash.; Advisor to Committee--*JOE T. DUNLOP, Dierks Forests tic, DeQueen, Ark. Veneer and Plywood Committee: GORDON MERCER (Chairman), Algoma Plywood and Veneer co, Algoma, Wis.; H CHANDLER DREW, Medford corp, Medford, Ore.; B. E KELLEY, United States Plywood corp. New York,-N. Y.; H F. MAPSON, Canadian Western Lumber co, Fraser Mills, B. C, Canada; BYRON M. OYSTER, Weyerhaeuser Timber co, Tacoma Bldg, Tacoma, Wash. Furniture and MiUwork Committee: THOMAS H FREDRICKSON (Chairman), Anderson corp, Bayport, Minn.; ROBERT L. RICHARDS, American Seating Co, Grand Rapids, Mich.; V. K. ANDERSON, Kroehler Manufacturing Co, Binghamton, N. Y.; Advisor to Committee--*JACK DUNMAN, The Mengd co, Louisville; Ky. 43 Trade Associations Committee: E H. REEVES (Chairman), Lumbermen's Safety Assel, Toronto, Ontario, Canada; E H. CROSBY, Columbia Basin Loggers Assn, Portland, Ore.; HECTOR J. CRAIG, Western Retail Lumbermen's Assn, Winnipeg, Manitoba, Canada; Advisor to Committee--`LOUIS GLAZER, Dierks Forests, Inc, Kansas City, Mo. Off-The-Job Safety Committee: *WILLARD G BOTTOMS, (Chairman), Farley & Loetscher Mfg. Co, Dubuque, Iowa; WALTER A GUSTAFSON, New York Mutual Casualty Ins. Co, New York, N. Y.; EDWARD BLASER, Dept of Agriculture, U. S. Forest Service; Portland, Ore.; WILLIAM HUIE, The Crossett co, Crossett, Ark. Contest and Statistics Committee: STANLEY J. BUTCHER (Chairman), Bureau of Labor Stds, U. S. Dept of Labor, Washington D. G; ROBERT P. MILLER, Inter national Paper co, Long-Bell Div, Longview, Wash.; JAMES F. VAN NAMEE, Assn of Casualty and Surety Cos, New York, N. Y.; Advisor. to Committee-- *CHAS. R. ZESKEY, JR, T. H. Mastin & Co, Kansas City, Mo. Visual Aids Committee: CHARLES H. JONES (Chairman), Michigan Mutual Liability co, Chicago, UL; L. W. HAGERUP, Lumbermens Mutual Casualty co, Chicago, UL; G R. RUSTEMEYER, Canadian Forest Products Ltd., Vancouver, B. C, Canada; W. B. McSORLEY, JR, Huttig Sash & Door co, St Louis, Mo.; Advisor to Com mittee--*ROY E JOHNSON, Kroehler Manufacturing co, Kankakee, 111. Nominating Committee: `ROY E JOHNSON (Chairman), Kroehler Manufacturing co, Kankakee, 111.; `ROBERT M. GILMORE general safety supervisor, Rayonier Inc, Hoquiaro, Wash.; `CHARLES R. ZESKEY, JR, T. H. Mastin & co, Kansas City, Mo. Staff Representative--ROBERT CURRIE National Safety Council, Chicago, 111. `Past General Chairman of Section 44 Safety Assn., so, Portland, tg, Manitoba, Inc ^|Cansas i) ), Farley & York Mutual rulture, U. S. rossett, Ark. , Bureau of XER, InterN NAMEE, e-- *CHAS. ual Liability Chicago, I1L; C, Canada; sor to Com- 'acturing co., ayonier Inc, fCansas City, I1L OFFICERS OF THE TEXTILE SECTION NATIONAL SAFETY COUNCIL 1957-58 General Chairman--J. A. WINKLER, district engineering manager, American Mutual Liability Insurance co., Atlanta, Ga. Vice-Chairman--E L. PERMENTER, supervising engineer. Loss Prevention department. Liberty Mutual Insurance co., Spartanburg, S. C Secretary--FORREST N. PETTY, director safety and benefits, Dan River Mills, Inc, Danville, Va. Nominating Committee--'CHARLES X TROMMER safety supervisor, Mobasco Indus tries, Inc, Amsterdam, N. Y.; *GLENN G. FLEMING, safety director, Celanese Corp. of America, Charlotte, N. C.; *H. S. BAUCOM, safety director. North Carolina Industrial Commission, Raleigh, N. C Program Committee--MRS. IDA C AYERS, personnel assistant, Collins and Aikman Corp, Norwood, N. C; ALVIN RILEY, safety director. Firestone Textiles, Inc, Gastonia, N. G; ROY F. DEAN, safety supervisor, Courtaulds (Alabama) Inc, Mobile, Ala. Engineering and Health Committee--W. M. KLEINMANN, safety director, Johnson and Johnson, Chicago, I1L; FRANK W. MARCACCIO, chief. Division of Industrial In spection, Rhode Island Department of Labor, Providence, R I.; *H. E. WILLIAMS, safety director, Fiddcrest Mills, Inc, Spray, N. G; JOHN B. SKINNER industrial hygienist, American Mutual Liability Insurance Co, Boston, Mass.; F. G. SMETHURST, district engineering manager, American Mutual Liability Insurance Co, Boston, Mass.; DR WILLIAM D. FALES, dean. Textile Schools, Rhode Island School of Design, Providence, R I.; W. C CREEL, safety director. North Carolina Department of Labor, Raleigh, N. C; RAY B. CREPPS, technical consultant hygiene and safety, Owens-Coming Fiberglas Corp, Newark, Ohio. - Newsletter Committee--JAMES R YOUNG, Tri-State Safety Journal, Anderson, S. C; NOEL WILLIAMS, United States Rubber co, Winnsboro, S. C Education and Training--JOHN W. LANGFORD, safety engineer, Amerotron Corp, Aberdeen, N. C; RALPH HOKE, Cannon Mills co, Kannapolis, N. C. Off-The-Job Safety Boy Scout Program--A. E CONNELLY, safety supervisor, E L du Pont de Nemours & Co, Inc, Martinsville, Va.; C. E HENKEL, safety supervisor, E L du Pont de Nemours & Co, Inc, Kinston, N. G; *MISS FRANCIS BETHUNE Employers Mutual Liability Insurance co. of Wisconsin, Charlotte, N. G Membership Committee--WILLIAM A. HAWN, safety director, Graniteville Mills, Graniteville, S. G; ROBERT A. FOX, safety director. West Point Manufacturing co, Fairfax Mill Div, West Point, Ga.; JOHN McALPINE safety supervisor, Celanese Corp. of America, Rock Hill, S. G 45 ! " Textile Fiber Manufacturing Committee--FRED L. SNODGRASS, safety department, North American Rayon Corp., Elizabethton, Tenn.; R. J. COLLINS, American Viscose Corp., Nitro, West Va.; GUY BOOKER, safety supervisor, Chemstrand Corp., Pensa cola, Fla. Special Advisory Committee--*NEIL NELSON, American Mutual Liability Insurance co, Manchester, N. H.; *HAROLD F. HAYDEN; *JOHN J. BURGER, W. J. Dickey & Sons, Inc., Oella, MA; *H. S. BAUCOM; *W. B. WEAVER, Spray, N. C; MISS FRANCIS BETHUNE; *T. A. WILSON, Textile Insurance co,, High Point, N. C; *GLENN G. FLEMING; *H. E. WILLIAMS; *C. J. HYSLUP, safety director, Chatham Manufacturing co., Elkin, N. C.; CHARLES L. TROMMER, safety supervisor, Mohasco Industries, Inc., Amsterdam, N. Y. Staff Representative--J. E. CROUSHORE, Naticmal Safety Council, Chicago. *Past General Chairman. Other Volumes in this Series Users of this volume will find much value in its companion volumes. Here is the list: Vol. No. TITLE Stock No. 1 General Sessions and Detailed Index to all Volumes.......................................... 02227--I 2 Aviation: Aeronautical Industries Section 4 Air Transport Section....................02227--2 3 Banc* Steps in Accident Prevention.......................................................... ............. 0J227--3 4 Cement and Quarry Industries................................................................................. 02127--4 5 Chemical Industries .................................................... ..........................................02227--5 6 Coal Mining Industry................................................................................................. 02227--4 7 Construction Industry and Public Employment [Public Employee Section) -- 02227--7 8 Electrical Equipment Industry and Public Utilities............................................ 02227--8 9 Farm Safety .............................................................................................................. 02227--9 10 Fertilizer Industry ............................................................. 02227--10 11 Food. Meat Packing & Leather Industries, Trades and Services..........................02227--11 12 Glass and Ceramics Industry and Rubber Industry............................................ 02227--12 13 Home Safety .............................................................................................................. 02227--13 14 Industrial Subject Sessions (Sponsored by ASSEJ.......................................... 02227--14 15 Labor ........................................................................................................................... 02227--15 16 Maritime Industries (Marine Section)................. ..................... ......................... 02227--16 17 Metals Industry .......................................................................................................... 02227--17 18 Metals Products Industries (Automotive and Machine Shop Section Power Press and Forging Section)..................................................................... 02227--18 19 Mining Industry ........................................................................................................ 02227--19 20 Motor Transportation Industry (Commercial Vehicle Section)....................... 02227--20 21 Occupational Health Nursing Section.................................................................. 02227--21 22 Petroleum Industry .................................................................................................... 02227--22 23 Printing and Publishing Industry............................................................................. 02227--23 24 Pulp and Paper Industry............................................................................................ 02227--24 25 Railroad industry ...................................................................................................... 02227--25 26 School and College Safety..................................................................................... 02227--26 27 Traffic Safety.......................... 02227--27 28 Transit Industry ....................... 02227--28 29 Wood Products and Textile Industries................................................................. 02227--29 30 Early Morning Sessions, "Human Relations and Man-Management"............... 02227--30 PRICES OF EXTRA COPIES OF INDIVIDUAL VOLUMES VOLUME SIZE 12 or less pages-- 13 to 24 pages-- 25*to 48 pages-- 49 to 96 pages-- Over 96 pages-- 1 to 9 copies Each $025 .35 .45 .60 .85 10 to 99 copies Each $0.20 28 27 .50 25 100 to 999 copies Each $0.17 25 .33 .45 20 1000 or more Each $0.17 25 23 .45 20 Complete set of Current Safety Topics (30 vols.)--$9.50. Stock No. 022.17 All prices shown are subject to a 10 per cent discount to National Safety Council members. NATIONAL SAFETY COUNCIL 425 NORTH MICHIGAN AVE. CHICAGO 11, ILL 35001S802 48 ranmw t* .*.. 022.27-29