Document gbMnn0bnY8Q25NRjmv44rwRZN

National Safety Congress Transactions VOL. 21 PULP & PAPER; PRINTING 8c PUBLISHING NATIONAL SAFETY COUNCIL 425 North Michigan Avenue Chicago 11, Illinois CONTENTS PULP AND PAPER SESSIONS A New Challenge for Safety............................................................ H. M. Gray 4 Increased On-the-Job Fire Training.............................. M. M. "Smokey" Batzer 6 Influencing Behavior for Safety..................................................Glenn F. Griffn 12 Radioactive Isotope Systems in the Paper Industry... .Edward J. Amberg, Jr. 16 Safety Is Built Into the Kamyr Continuous Digester.................... O. A. Laakso 22 What Does Top Management Expect from an Industrial Safety Program?........................................................ G. A. Oechsle 27 Safety in Pulpwood Logging................................................ Charles T. Wright 30 The Future of Two-Way Radio in Logging Safety.................. Donald R. Jones 35 PRINTING AND PUBLISHING SESSIONS The Craftsmen's Interest In Safety.......................................... Michael Imperial 38 Safety Looks to Management.......................................................... O. R. Sperry 39 Without Knowing It You May Be Killing Yourself............ .. Alfred A. Jasset 41 Safety Motivation............................................................................ Lari Burkhart 45 Engineering Analysis of Accidents................................................ Uoyd L Lott 51 Officers of the Pulp and Paper Section 1961-62................................................ 57 Officers of the Printing and Publishing Section 1961-62.................................. 59 Other Volumes in 1961 National Safety Congress Transactions Back Cover PULP & PAPER SESSIONS A NEW CHALLENGE FOR SAFETY By H. M. GRAY Vice President, Sealright-Oswego Palls Corp., Fulton, N. Y. A group o individuals whose working to recruit from the crowded areas of Europe. life is devoted to the protection of human These things were not the result of a cruel, life and limb performs a service the im heartless and indifferent attitude; they were portance of which it is difficult or impossible the result of not recognizing the expense of to surpass. We of the Sealright-Oswego replacing the trained workmen who would Falls Corporation are proud of our record become injured or ill, or the good production in this important activity. Therefore, we practice which resulted from insisting upon want to support it in any reasonable way in safe working rules and all that goes with it. which we find it possible to assist There is That condition was the product of the time. another reason, and that is my own personal With the advent of die compensation laws, deep interest in industrial safety, as well as and state and government controls, and with safety in all other activities of human en the development of enlightened management, deavor. safely came into its own as an absolute, in Perhaps I was fortunate. The first day I dispensable part of the modem day indus worked in industry was during my student trial activity. days in 1919. That day I was a member of During the Second World War production a crew of men whose duty it was to unload pressures were very great Accident rates manually rather large pieces of limestone rose in some plants to alarming levels in a from a freight car. These stones were so short period of a few years where industrial heavy that the only way I could get them safety activity was allowed to slip back or nit of the car was to first get them on top was simply ignored. of the side of the gondola and then just In fact our own plants became so busy, push them off. which apparently was the and management became so occupied with practice of the entire group. Before getting the sheer pressure of producing things, that ) one rock out of the car, I was successful in to our great horror and sadness, we discov injuring one finger. There wasn't any one ered we had a frequency rate in the 30's, concerned as to whether or not I injured and then that was that. It was decided that fingers, hands or any other thing. It was never again would that be allowed to occur. assumed that each workman would protect If you work at something intelligently, you himself. can influence it for good or bad. In the Before the first morning's work was over, one of the more reckless of the group was successful in dropping one of the large rocks case of safety, the influence desired was for the good and die objective was a frequency of zero. on his finger, which at that moment was on Zero frequency was not achieved, but a the edge of the top of the gondola and he frequency below two was achieved and an amputated the finger at the second joint. average of about two lias been maintained The only comment made hv the foreman of for many years. the group was, "Get lack to work fellows, there are lots of fingers in the world." That comment made a lasting impression on me. Any problem which has a solution can be brought to a favorable decision if sufficient quantity and quality of the proper thought From the lieginning of the building of the is brought to bear upon the situation. Thus American industrial empire, the importance it is with safety. of safety was not fully recognized. Manage The objective of excellence in this area ment paid a day's wages for a day's work. was zero frequency, which is- not often There was usually an abundance of person adtieved and may not be achieved. Never nel available and if not, it was not difficult theless, the end result was most graifying, 4 along with all of results accruing personnel in gene It was inferred that management deeply interested is at the present about that I do not wan) which I believe v ous, that managei human suffering, been my experien management, at le has been deeply c lems; and the iai aggressive safety be laid at the d< or department he seem to have a t agement's policy and were never i) Enlightened na ognized that no a sincere, has ever healed an injury 1 Anything word safe manner. Oi things that manat of an accident ai were in a hurrynecessary to work But at no time d worker to go at life and limb. With the com boom periods foil greatest progress practices in Amt intelligent, ' Amen refuse to sell his i the working condi he does not kno return home to h working'day free What are the p dustry must face the future? 1. Tt seems at growing competit skilled worker. ' skilled worker w which to work a practices. * Pulp and Paper Sessions along with alt of the concomitant favorable jsults accruing to the workmen, and the personnel in general. It was inferred earlier in these comments that management was not as sincerely <nd deeply interested in safety in the past's it is at the present. Just a word of explanation about that I do not want to leave the impression, which I believe would be completely errone ous, that management was unconcerned with human suffering. On the contrary, it has been my experience that American industrial management, at least during my working life, has been deeply concerned about these prob lems; and the lack of an earlier and more aggressive safety program for plants may be laid at the door of the group foremen, or department heads, or mill managers who seem to have a tendency to read into man agement's policy things which are not there and were never intended to be tolerated. Enlightened management has always rec ognized that no amount of remorse, however sincere, has ever restored life or limb, or healed an injury or alleviated pain. Anything worth doing is worth doing in a safe manner. One of the most depressing things that management can hear is to leam of an accident and then be told "Well, we were in a hurry." Surely sometimes it is necessary to work faster than at other times. But at no time does management expect the Wker to go at a rate which jeopardizes Jit and limb. With the competition for labor in the boom periods following World War II, the greatest progress has been made in safety practices in American industries. A good, intelligent,' American workman will simply refuse to sell his services to a business where the working conditions are so hazardous that he does not know whether or not he will return home to his family at the end of his working day free of injury. What are the present challenges which in dustry must face in its safety program for the future? 1. It seems apparent that there will be growing competition for the service of the skilled worker. The result will be that the skilled worker will demand a safe place in which to work and safe working rules and practices. 2. Labor is going to cost more each year. This probably will eventually lead to serious conditions such as the pricing of a product out of profitable competition with other equally good or satisfactory products. Since labor will constantly increase in cost, the cost of having labor unable to work because of injury will also increase. 3. For some reason or another which I do not understand, it seems to be increasingly unpopular to want American industry to make a profit. Yet, it is only through the American profit system that we have worked ourselves up to the highest standard of liv ing in the history of the world. Let me give you a bit of advice. Never work for a company which does not make a profit Do not plan to continue working for a company which does not make a profit. No employee of a company can for long be more successful than the company for which he works. Now it is certainly easy to under stand that good safe working practices rig idly followed and enforced go a long way toward assisting a company in making a profit Therefore, if not for humane reasons-- and they, of course, are the more important --then for selfish reasons, you in your chosen work in this great pulp and paper industry, which has served us so well, and of winch we can be so proud, must plan to constantly work toward a lower number of man hours lost because of accidents. 4. You must to justify your existence in a world which is constantly demanding more and more of all of ns, develop an attitude of excellence toward this very important work; that there can be an assurance of continuing quality of product with safety. 5. You cannot as safety directors assume the responsibility of management in this im portant field, but your first duty is constantly to inform management of their responsibili ties in seeing that the proper program is set up and enforced. This trill require per sonal attention by the highest members of management, and it .deserves the best at tention. You cannot assume the foreman's responsi bility-for enforcing safe practices in his group, but you can constantly educate him, to a point where he feels that it is a per sonal affront if workmen under his super vision get hurt 5 1961 National Safety Congress 6. Take an uncomprised stand. A practice is safe or it isn't safe. If it isn't safe, it should not be allowed to continue. 7. Have constantly before you as your objective in your working^day life a fre-fluency rating of zero. It will not often be achieved, but that should not keep you from trying. What you will achieve as you per severe is the great goal of making the pulp and paper industry the safest industry in business. Is the pulp and paper industry to be satis fied with a frequency rating of 6.93 and a position of 20th place when it is so easy to get the frequency below two (while we are shooting at zero), and then go from there to lower rates, approaching perfection? Xot only develop and maintain an attitude of excellence toward this important work but also indoctrinate management, the foremen, the rank and file of workmen, so that they display a vigorous attitude of righteous in dignation when any injury occurs, however trivial. You have a good industry in which to demonstrate your ability. You have a rather uniform rate of operation and employment, with a low turnover. You are just as well trained and just as capable as the safety directors in other industries. All of these things being true, can you think of any reason, other than perhaps a lack of continuing vigor and perseverance, which keeps your industry at such a high level? You can do in life almost anything within reason that you think \ou can accom plish. In this your full time work you must recognize but three basic things. 1. Safety is everybody's business. 2. The objective in safety is a frequency of zero. 3. Perhaps this is the most important of all. You must recognize that you arc re sponsible for the program which results in the education of all employees to the fact that safety is everybody's business; and that zero frequency is achieved and maintained at many places, but that it is never the re sult of a haphazard or undirected program. It is never an accident when such a record is achieved. If is the result of hard work and the everlasting drive of the crusader, of the man dedicated to his mission and willing to put forth the energy and courage to achieve the objective, and to refuse to ac cept defeat This I know you can do. I hope that you may dedicate yourself anew to go back to your place of work after learning more, and carry forth your work to success. You have already done much. Indeed, you have done even great things. Therefore, with that experience in hack of you, you are capable of greater achievements. INCREASED ON-THE-JOB FIRE TRAINING (A must In the Pulp and Paper Industry) By M. M. "SMOKEY" BATZER On-the-job Industrial Fire Prevention and damage Control Trainer, Philadelphia, Pa. In probably few other industries is the dreaded cry--Fire!--feared as much as In the pulp and paper industry. In the woodlands, a carelessly dropped match or cigarette butt may start a blaze that in a scant few days can wipe out tens of thousands of acres of prime timber and with it perhaps a mill's chances of expan sion, if not survival. In the miii itself, a collection of rags or oily waste may be the springboard for a fire that will burn the plant to the ground, taking with it millions of dollars in invested capital, years of hard work and the jobs of hundreds of workers. The pulp and paper industry has recog nized this grave danger and thus its fire record, so far, has been a good one. But this is no reason for your industry to rest cm its laurels. Vigilance and on the job training are "musts" if those "small" fires which do occur from time to time 6 are to be kc{ disasters. I'd like to tell size this point Canadian pulp an While we wer protection trainii ployee standing < side of a larg along at usual 1 "Suppose," I s here on the lie enough so that y. it out with you do?" Know whs I guess I'd get not paid for fight That was the i employee. Sure own bacon by j by running, inste and bringing po mem into play, fire a big head That fire--undetc minutes--could 1: oi many other i mill to the groum Now you ma Smoke)', that ha but it wouldn't 1 involved." Want to bet: everywhere and ii Here's a case in a Fire Commi heading: Typical "Ainril 25, Ser lege; loss 1,176 installing a new out in an unsprir of the othenvis 9,500 sq. ft. 5-: building. Welding cause. "The welding c several fire extii was not transmitt saw smoke pourir fire spread throug of the roof spaa operated in certai and in the fifth st Pulp and Paper Sessions -are to be kept from becoming major they had no effect in the unsprinklered jjsasters. areas. I'd like to tell you a true story to empha size this point It happened to me in a Canadian pulp and paper mill. While we were doing some in-plant fire protection training, I went up to an em ployee standing on the uncomfortable back side of a large paper machine, rolling along at usual hoped-for breakneck speed. "Suppose," I said, "you discovered a fire here on the floor, a fire that was big enough so tluit you couldn't positively stamp it out with your foot What would you do?" Know what the reply was? "Well, I guess I'd get the hell out of here. I'm not paid for fighting fires." That was the unfortunate attitude of this employee. Sure he might have saved his own bacon by getting out of there; but by running, instead of turning in the alarm and bringing portable fire fighting equip ment into play, he would liavc given the fire a Kg head start and helping hand. That fire--undetected for even a few more minutes---could have endangered the lives oi many other employees and burned the mill to the ground. Xow you may very well say: "Ah, Smokey, that happened in a practice run, but it wouldn't happen ii a real fire were involved." "Hose streams also were unable to reach the fire raging beneath the roof. Eventually the roof collapsed breaking sprinkler piping in the fifth story and later the bell tower fell in and caused most of the building to collapse." Don't misunderstand me Let's give those welders full credit for doing their duty as they saw it. But the critical point is they attacked the fire with hand extinguishers and the alarm wasn't transmitted until someone outdoors saw the smoke It's a matter of history and record now that by the time smoke was sighted, it was too late If the alarm had been turned immediately, there's a chance the building might have been saved. Think that's an isolated case? Same Report, same year, and I quote: "May 29, restaurant et ah: loss $514,530. Four buildings, housing stores and apart ments. Originating within a nonfire stopped partition in the first floor restaurant, fire was first discovered when heat ignited papers on the floor adjacent to the parti tion. Employees attacked the fire with buckets of water but the fire persisted and when it started to spread along the wooden and combustible fireboard interior finish, they fled and notified the fire department. x Want to bet ? It happens every day, Jerywhere and in every industry. Here's a case almost as bad. It's listed in a Fire Commissioner's Report under the heading: Typical Fires, 1957. "April 25, Seminary and Classical Col lege; loss '1,176,120. While welders were installing a new metal stairway fire broke out in an unsprinklered shallow roof space of the otherwise completely sprinklered 9,500 sq. ft. 5-story brick, tvood-joisted building. Welding sparks were die probable cause. "The welding crew attacked the fire with several fire extinguishers and the alarm was not transmitted until someone outdoors saw smoke pouring from the building. The fire spread through the unsprinklered parts of the roof space and although sprinklers operated in certain parts of the roof space and in the fifth story to protect these areas, "Flames were coming from the roof of the 215 foot by 70 foot three-story wooden building when firemen arrived. Fire spread to two wooden buildings on one side and one on the other.before sufficient fire ap paratus could be assembled to make an effective attack." Gee that? Fire spread to two buildings on one side and one on the other before sufficient fire apparatus could be assmbled. It may be a hard, blunt way to put it, but it boils down to fiddling while Rome bums. I cannot stress too strongly that it is within the first thirty seconds of the life of a fire that the most effective headway can be made, against it--even by people of limited know-how. Even in industries as fire conscious as yours, few people realize the full extent of the terrible toll that fires exact from the nation every year. 7 1961 National Safety Congress In I960, fire claimed the lives of 11,350 men, women and children. That's one life 'every 47 minutes, 31 times a day. In addi tion to that number killed, countless thousands of others were seriously injured, many of them to spend months in hospital, many of them unable to work again. In terms of property loss, last year's toll was 1.5 billion. That's a good deal more than it cost to build the entire St. Lawrence Seaway, the hydro electric power phases of that great project excepted. Frightening, isn't it? Fire is a vicious, wanton thief and killer that respects no one. It is one of the most serious problems that confronts the continued prosperity of the North American economy today. It is a problem that is growing more serious annually. It is one that we are all guilt}' of doing too little about. What makes the terrific annual loss of life and property due to fire even more tragic is the fact that virtually all of it could have been prevented through proper care and proper training. That's why I want to show you what a formidable and frightful enemy fire is. Fire losses are difficult to assess with any accuracy, and they are even harder to pre dict Nevertheless, as far as 1961 fire toll is concerned. 111 stick my neck way out and say this: if fatalities conform to the national ten-year average, more than 11,600 people will be killed by fire in the United States this year. If the pattern of property loss experience established in the last decade is true, then fire losses in 1961 will top the one 1.5 billion mark by a wide margin. This will liappen--and remember it could ltappen to you--unless all of us, starting right now, get out and do something about it. Fire loss figures are apt to be misleading. Virtually every source you look at will give you a different dollar figure for losses sustained in any given year. Claims paid out by fire insurance companies are often taken as a useful yardstick, though bear in mind this presents far from the whole picture. Some companies are self insurers; some insure only part of the risk. Frequently, the actual amount of the physical loss ex ceeds by far the amount of insurance carried. The sad fact is that according to figures compiled by the National Fire Pro tection Association, the dollar value of fire losses has been increasing more rapidly than the number of fires. As I said a moment ago, figures are apt to be misleading and they seldom tell the whole story. Fire does not respect statistical averages, which are computed from hindsite information. If you have a fire in your mill, don't be lulled into the security of thinking that the loss is going to be con fined to your just, proportional share of the industry average. Nor can you forget about the intangible losses that result from major fires--losses that can't be or aren't measured in direct dollars and cents terms; ones that probably can't be covered by insurance are ones which, none the less, are very `real' and which have a direct bearing on the well being of the enterprise. There are many of them. Surveys in the U. S. have disclosed these sobering facts about severe business and industrial fires: 43 per cent of the concerns hit by bad fires were unable to resume operations. 17 per cent of those firms able to furnish financial statements before a fire were unable to do so afterwards. 14 per cent suffered a severe reduction (from 30 per cent to 66 per cent) of their credit rating. 26 per cent, unaffected as to credit rating, nevertheless suffered a severe loss in customer relations. Just think about that for a moment. If you expose yourself to fire risk and loss, priceless records, plans, documents, and the like which took years to produce and as semble and which are the very life, blood of your business may go up in smoke in a very few minutes. I'm thinking, for example of production and test lab reports. You can't insure the true value of these reports, and you can't buy back the information contained in them for any amount of money. Believe me,, if money could reproduce these records, your nearest competitor would have bought him self a set years ago. 8 Then too consi business if a dii of operation for you thought abc tomers who dept If they can't ge you, they'll hav sources of suppl competitors. And once a coi your market, it t him out again. I able to regain af In such a high pulp and paper, it is poor busine your competitor t markets. There's anothe too--your labor from moral and you have to shi you'll probably h able portion of yo As you know, laid off, your wo find alternative < able to get the reopen? It's aim of the work fort good. When you have to take on the added expens of having to trail Bear in mind companies aren't ,< tions. And Til tell yc time I made thi came up to'me an you trying to imj premiums we hav Well, that's ext ance principle is i collected from th< of the few. If record this year, t to compensate fo costs everybody n and you can't be by cutting down tl And there's mu angle than just t bad fire record, I Pulp and Paper Sessions Then too consider what happens to your jisiness if a disastrous fire puts you out of operation for an extended period. Have you thought about the good will of cus tomers who depend on you for materials? If they can't get their requirements from you, they'll have to turn to alternative sources of supply--in all probability your competitors. And once a competitor gets a foothold in your market, it may take you years to get him out again. In fact, you may never be able to regain all of your former markets. In such a highly competitive industry as pulp and paper, I think you will all agree it is poor business indeed to let fire give your competitor the upper hand in your own markets. There's another important consideration too--your labor force team. Quite apart from moral and social considerations, if yon have to shat down for fire repairs, you'll probably have to lay off a consider able portion of your work force. As you know, we all have to eat Once laid off, your workers will probably try to find alternative employment Will you be able to get them back again once you reopen? It's almost a certainty that part of the work force will be lost to you for good. When you re-open, therefore, you'll have to take on new men and will hare the added expense and production set-back c\ having to train them from scratch. /Bear in mind too that fire insurance companies aren't set up as charitable institu tions. to feel it in the size of the insurance premium you pay. As I said a moment ago, insurance com panies aren't charitable institutions. They, like you, are in business to make money. They come in, gauge the risk, and set premiums accordingly. I'd like to turn for a moment to the moral and social implications of the fire problem. You, as members of the pulp and paper industry are the employers--the "jobgivers" to a large number of Americans. As a result, the burden, as well as the responsibility, placed on your shoulders is a very heavy one. In many smaller communities across the nation one pulp and paper mill is the sole industry--virtually the sole source of em ployment--and for all intents and purposes, the only reason for the community's economic existence. On the management of such companies rests the responsibility for the well bring of the entire community. If the mill burns down, shareholders are not the only ones to suffer. The death warrant for an entire community may have been signed. The sad fact is that technology and markets do not stand still in today's fast changing world. If a manufacturing opera tion is burned down, economic conditions may dictate that it remain closed forever. If it is to be rebuilt, it may have to be rebuilt elsewhere. One need only look at the trend towards establishment of pulp and paper plants in the southern states to find proof of the validity of this argument And I'll tell you right now that the last time I made this suggestion, a manager came up to'me and said: "Smokey, who are you trying to impress? You should see the premiums we have to pay each year" Well, that's exactly the point The insur ance principle is very simple. Premiums are collected from the many to cover the losses of the few. If industry has a bad loss record this year, everyone's premiums go up to compensate for it next year. Thus fire costs everybody money. It's a vicious circle, and you can't beat it any other way than by cutting down the fire losses. And there's much more to the insurance angle than just that If your plant has a bad fire record, believe me, you are going There is also the human element to be considered. In North America, business and industry help look after the employee's wel fare in many different ways. Employers contribute to unemployment insurance; many pay part of health, sickness, life insurance, and pension plans. They may even offer a stock purchase plan so that employees can participate to some extent in the profits of the business. Surely the very life of the employee is no less important than the fringe benefits he received! I think everyone in this room would do everything in his power to avoid having to call on the wife of an employee--the mother of five children--to tell her that 9 1961 National Safety Congress she has become a widow. Yet each year in the United States, there are dozens of businessmen on whom this sorrowful duty falls. The real tragedy is that in almost everyinstance death could have been avoided by proper training, proper precautions, taken at the proper time. This will suffice, I think, to show how great and how far-reaching the economic and social implications of fire loss are .Let me just add this: some authorities suggest that the indirect losses due to fire are more than five times greater than the actual damage to any property. To the best of my knowledge, no one has vet been able to contradict this statement. The real problem in industrial fire pre vention today is not one of equipment; it is one of training and attitude. Contrary to widespread opinion, there has been nothing radically new in methods of extinguishing fires for many years. Our basic tools have, for the most part, been in use for the past fifty years, or so. The real deciding factors in whether there will be a fire loss or not are these: Have fire hazards keen recognized and effectively eliminated? Do plant personnel know--instinctively-- what to do if fire breaks out, how to do it, and when to do it ? Has the plant availed itself of all pos sible fire fighting and fire protections serv ices and fatalities that are available to it? Few people realize the speed with which usually small fires get big and uncontrol lable. For example, it is often pointed out that an average fire at the end of two minutes is three times as large as at the end of one minute. At the end of four minutes it can be twenty-five times as large as it was at the end of two minutes. And at the end of ten minutes it may be one hundred times as large or larger than it was at the end of four minutes. These estimates are conservative. Where combustible vapours of petroleum and simi lar products are involved, the acceleration rate is much more rapid. It follows, therefore, that more can be done with less know-how and less equip ment in the first thirty seconds than the best trained and equipped fire department can often accomplish when it arrives on the scene ten or more minutes later. That is why management must accept the challenge of getting the man on the job-level to re alize he must deal with a small blaze in telligently and immediately, whether or not this is part of his particular job. If manage ment doesn't succeed in this mission--it is missing the boat. When dealing with fire protection prob lems, we often hear the term fireproof. Unfortunately, fireproof is one of the most abused adjectives in the English language. There are virtually few substances on earth that won't bum under certain condi tions. If there were, scientists wouldn't have had to spend so much time and effort trying to devise methods to effect re-entry of space rockets into the earth's atmosphere. Probably one of the materials that comes to mind most easily as "one that-supposedly won't bum is water. That's because water is `widely used to extinguish fires. However, we need only recall that during World War II many incendiary or fire bombs were dropped by both sides. To fight the resulting fire with water was soon found to be suicidal. The reason: An incendiary bomb, being made out of a material called thermite, bums at about 8,400 degrees Fahr enheit When water is exposed to a tem perature of 8,400 degrees Fahrenheit, it decomposes into its component elements, oxygen and hydrogen. The former supports combustion, and the latter actually readily bums, given the right conditions. Thus . I leave the result of fighting ther mite fires with water to your imagination. Like water, supposedly fireproof buildings have a nasty habit of burning when they are not supposed to. I'd like to quote again from a Fire Commissioner's Report; deal ing with the destruction of a hardware Company Building at a loss of $700,000.00. "Destruction of a noncombustible -(steel framing, aluminum siding and roof) with noncombustiblc contents (hardware, plumb ing supplies) probably seemed to be a re mote possibility to the owners and may have accounted for their decision not to sprinkler the building. As it turned out, the combustible attic floor, stored papers in the attic, office furniture and combustible crates and cartons of stock provided, adequate fuel to cause total destruction of the building. 10 "The fire ori. a welding tore! fell on papers s burned an estim ployees in the fii lie fire fighting water supplies, 2.000 feet away.' In the past ft ence has created combustible proc a decade ago. j ards, particular!] their properties z To sum up, and in-plant fire ing ' training are trial fire losses. At your respt if you do nothii this: Make a caret see if you can s; Eliminate any' Find ou* whet fighting equipme what you liave ac Find out whet levels have suffid to deal effectivt any fires that maj Satisfy yoursel and your fellow, prevention "orien If you haven) fire fighting agr industries, work c important in srru limited municipal Don't took on tors as the comini On the contrary! your local fire fi. Pulp and Paper Sessions - N "The fire originated when sparks from | welding torch being used on the roof jell on papers stored in the attic. The fire burned an estimated 30 minutes before em ployees in the first story discovered it. Pub lic fire fighting was ineffective due to poor water supplies, the nearest hydrant being 2.000 feet away." In the past few years the march of sci ence has created two or three thousand new, combustible products tliat didn't even exist a decade ago. Ail are potential fire haz-. ards, particularly if you don't know them, their properties and behaviour. To sum up, recognition of fire hazards and in-plant fire prevention and fire fight ing training are the keys to lower indus trial fire losses. At your respective companies or plants, if you do nothing else, I urge you to do this: Make a careful, thorough inspection to see if you can spot any fire hazards. Eliminate any that you find. Find ou* whether you lave sufficient fire fighting equipment and, above all whether what you lave actually works. Find out whether your employees on all levels have sufficient training and know-how to deal effectively and immediately with any fires that may occur. Satisfy yourself that both your employees md your fellows in management are fire Wention "oriented." If you haven't established a mutual-aid fire fighting agreement with neighbouring industries, work one out. This is particularly important in small communities with only limited municipal fire fighting resources. Don't look on plant visits by fire inspec tors as the coming of the seven-year plague. On the contrary, make a point of inviting your local fire fighting authorities into the plant before disaster strikes. If they know the layout and your particular problems, they will be much more effective in deal ing with any blaze that may occur. I cannot impress on you too strongly tliat you can't take too many precautions and that you can't give your employees too much training. Oceangoing vessels, by law, are required to hold a weekly fire and boat drill. Yet ships stilt bum! This is in spite of the fact that they are floating in a sea of water and have much more fire giving equipment built right into diem than the average industrial plant. Recently, Ambrose B. Kelly, general coun sel of the Associated Factor}- Mutual Fire Insurance Co., summed up the fire loss problem very neatly. He said, ". . . experi ence in loss prevention indicates that the attitude of management is just as important as good construction and physical protectionagainst loss. A reinforced concrete building fully protected by automatic sprinklers by Ilaving a management indifferent to loss, an attitude which is reflected in the atti tudes of the employees, is not a good risk. "Fire starts because of carelessness of employees or because of faulty maintenance, and when it comes there is no plant or ganization trained and ready to extinguish it promptly and with a minimum loss. "Automatic sprinklers have proved their worth, but a single shut valve can destroy the effectiveness of the entire system. ``For effective loss prevention, ice must have both proper physical conditions and a Proper management attitude. Given both . . . losses can be substantially reduced." And that is expert opinion. It comes from an insurer who judges you as a fire risk iu the dollars and cents you must pay. As an industrial fire fighting and fire pre vention trainer, I can only add one word: "Amen.'' 11 1961 National Safety Congress INFLUENCING BEHAVIOR FOR SAFETY By GLENN F. GRIFFIN Training and Safety Consultant, Park Ridge, 111. I believe we are not paying as much attention to influencing behavior as we might to. Behavior is the most important factor in safety or in accidents. When I say that behavior is the most important factor I am not thinking of the outmoded concept that 85 per cent of all accidents result from unsafe acts and only 15 per cent from unsafe conditions. If we could take a feuhours and examine a thousand or so acci dent reports I could convince you that un safe conditions probably occur just about as often as unsafe acts. When I say that behavior is the most im portant factor in accidents or in safety, I have in mind that unsafe conditions are the result of somebody's behavior and that any given unsafe condition is really an unsafe act just one step removed. When you look at it that way it is not a case of 85 per cent due to unsafe acts and 15 per cent due to unsafe conditions but rather 100 per cent due to unsafe acts although not necessarily unsafe acts of the injured persons. But whether you follow me in all this reasoning or not, 1 think 1 could get an affirmative vote to the proposition that most accidents result from the way people act. The tiling that worries me is that many of my friends in the safety business tell me that accidents result from unsafe acts of people and in the next breath tell me that after all you can't do much about the waypeople act. Xow when people say that I know they are just discouraged by some instance of unsafe conduct that seems quite inexplicable because, of course, we can do much to in fluence the way people act. Human behavior and how to control it is such a broad subject that I have selected just three factors influencing behavior that seem to me to be very close to the actual point of contact in accident occurrence. They are: Knowledge and skill Attitudes Temporary states, physical, mental and emotional I can't say which of these is the most important factor; in fact, when we investi gate an accident it is often difficult to tell which of the three is predominant One leads to another. A very simple example is that of a man who is assigned to a job that he does not understand. (A lack of knowledge and skill). Because of this he becomes worried and frustrated. (A tem porary state). The continual worry and frustration eventually leads to a feeling that he doesn't like this job and that the whole safety program is a lot of bunk. (An unsafe attitude). If you.really wanuJaumake^a complicated case of it you can say that having arrived at such an attitude he then shuts his ears to further instruction and as a result gets in bad with the boss and as a result of tin's his attitude gets worse and worse. That can go on endlessly and sometimes it does. But we liavc to start somewhere and it seems to me the logical place to start is with the matter of knowledge and skill. Certainly we can't expect that a man will work safely unless he has the required knowledge and skill and certainly we can say that the boss is responsible for seeing tliat he does have that knowledge and skill. I will have to illustrate the importance of this factor by a negative example. A man was told to empty a tank of solvent. Having given the order the foreman walked aw-ay and the next he heard the man had suffered an injury trying to tip the tank over to empty it. The fact of the man's ignorance then came out when it was disclosed that there was a drain cock on the bottom of the tank.... ........ . The obvious remedy for lack of knowl edge and skill is instruction, instruction about safety, yes, but mostly just plain simple thorough job instruction- People need to learn how to do the job as it is done in the place where, they are working and this includes knowing the names- of things, knowing the principles- behind the actions, knowing the why as well as the how. It also includes not only knowing but 12 indudes practic supervisor knov do it right If this kind going to work responsible for amount and kin different people has to be repe others but tlia never-ending pr Job instructio by the responsi the foreman, ai our first and afraid we hav pretty thin. T responsible" Does this me tion up to the blame him for ignorance? Cert If our job as thing at all, it foreman acquiri and skill to tra edge and skill tc vision. And so I am haps, the most which is that v talking about ar they are our jo A foreman ha is being crowd* control, for qua plification and the managemem many of these always alert to fluendng the b< yet if we allow havior to be ne] deteriorates. Gc people is still tl of the foreman for his existence So it is up to training in job your intelligence done because I t it JIT or call i it by any new-f invented, foreme Pulp and Paper Sessions ..includes practice under observation until a supervisor knows that the man is going to ilo it right If this land of an instruction program is going to work it means that the people responsible for instruction know that the amount and kind of instruction varies with different people, that with some people it has to be repeated more often than with others but that with all people it is a never-ending process. Job instruction has to be done on the job by the responsible man on the job who ts the foreman, and here we safety men get our first and biggest alibi, which I am afraid we have used until it has worn pretty thin. That alibi--"the foreman is responsible." Docs this mean that we can leave instruc tion up to the foreman and that we can blame him for accidents that result from ignorance? Certainly not will- not acquire it by absorption. We have to teach that over and above the knowledge and skill needed to do a job, it requires a very special skill to leach the job and we have got to teach people the old JIT maxim that if the student hasn't learned the teacher hasn't taught This job of learning and improving in structional methods has to be continuous. If the instruction dies out good practices become neglected, as many of us can attest from observation. But how to keep teaching the same thing' over and over? That is what so many training men and safety men ask me. Don't people get tired of the same thing and just stop listening? No, people don't get tired of it if we use our imagination and skill in presenting it Here are just two ideas for keeping in struction alive., and keeping,.Jt_ new .and interesting If our job as safety men amounts to any thing at all, it is up to us to see that the foreman acquires the necessary knowledge and skill to transmit the necessary knowl edge and skill to the people under his super vision. And so I am giving away what is, per haps, the most important point of my talk which is that while all the things we are talking about are part of the foreman's job, they are our job, too, and perhaps first. \ A foreman has so many things to dol He as being crowded for production, for cost control, for quality control, for work am plification and methods improvement, and the management people who are pushing many of these other activities are not always alert to the important job of in fluencing the behavior of employees. And yet if we allow the job of influencing be havior to be neglected, the whole operation deteriorates. Controlling the behavior of people is still the most important function of the foreman; in fact, the very reason for his existence. So it is up to us to see that-foremen get training in job instruction. I won't insult your intelligence by telling you how it is done because I think you already know. Call it JIT or call it the Allen Method or call it by any new-fangled name that has been invented, foremen need it and most of them 1. Start a program of getting foremen to work on safe work methods and job breakdowns for the jobs in their de partments. Possibly tie this np with accident investigations. Hold some meetings, discuss with them the best methods and have them tell their ex periences in teaching. 2. Let foremen learn by teaching others how to instruct Practical training men know that job instruction is more often done by other people than by the foremen.- And yet when job instruc tion is taught it is usually taught only to the foremen. If this job instruction by other workmen is to be done right the people who do it have to be taught and the foreman is the one who should do it This is the best possible instruc tion for the foreman who, even as you and I, learns best when he tries to teach others. That's about enough to say about job instruction and I haven't said anything new but if I have started you thinking again about something that you long ago thought was good but that finally fell into disuse it will serve .a useful purpose. Now let's look at attitudes, the way people feel about things. I think when management people talk about attitudes for safety they really think about attitudes for 13 lVol A'ational Safety Congress accidents. A few years ago President Dear struction is consistent. They grow if the born of the National Safety Council made instruction is backed up by firm super _a speech called, "Seven Deadly Beliefs." In vision. They grow if people have a chance this speech he pointed out that all of us to talk about how accidents can be pre run into danger because \vp believe such vented. They grow if the men themselves things as these--that accidents are an act have a part in the whole safety effort and of God, that taking chances is necessary if their part is recognized. in order to get the job done, that safety is for weaklings, that too much safety takes all the fun out of life, that people will think we are afraid if we practice too much safety'. Creating the environment, setting the example, giving the instruction and dis cussing safety with the men is a job lor die foreman to do but again who teaches the foreman? We are the specialists. If we Now that kind of preaching is ail right don't do it it won't get done. and we need some of it but if we are going That is a pretty brief discussion of die to influence people for safety we have to development of safety attitudes but possibly concentrate also on some safe attitudes just mentioning some of these things will rather than on unsafe attitudes. I have asked many in groups of safety men to tell cause you to think about diem and if you think about them I'm sure you will know me some safe attitudes and I And that it is pretty hard to think them up quickly. the answers. This indicates to me that we do concentrate more on the unsafe attitudes than we do Finally let me come to dial very trouble some factor in accident occurrence, lempo- on the safe ones. Let me give you a few - rary stalls, "physical/ mental and emotional. safe attitudes tliat 1 think all of us need This is die toughest of alL In accidents to know and teach. I have observed, in unsafe and harmful An accident can happen to me at any time when I take a chance. Accidents can always be prevented. It is a mark of good sense and skill to work safely. conduct diat pops up every day, in my own persona] life, die bad temper, the forgetful ness, the abstraction due to worry' about real and imaginary troubles, the anger at unfair treatment, die lassitude due to fatigue and boredom and ill health, these We can always take time to work safely. are the states diat I know the leasf about The men i work with will think well of me if 1 practice safety. Many other safety attitudes could le added to this list and I would like to sug gest to you that if you hold safety meetings you make this the subject of a meeting. Let each man tell you what he thinks is the most important safe attitude and then discuss them. In order to build safe altitudes among employees, it is necessary for management people to know what they themselves be lieve about safety. We should have these safe attitudes straight in our own mind, if. we are going to impart them to somebody else We have to make a conscious effort to get people to accept these very attitudes. curing, but we can't pass them up just because they are difficult to handle. We have to do somediing about them. I used to tell foremen that the remedy for these temporary' states is to be alert and to know when men are troubled and to give diem help and advice. I was always pretty satisfied with this solution until I ran into a bunch of foremen who were not properly docile and respectful. In effect what diey said to me ivas, "O yeah? Howdo we know when a man's got trouble: Maybe he doesn't want us to know. If we do know, what can we do about it? Can we say, "Don'tworry now. It isn't as bad as you think." How can we say that? Maybe it's worse. And anyway, the man has to work. Pulling him off the job would only Now how do we get people to accept attitudes? Consider for a moment how at titudes develop. add to his troubles." So I asked these foremen what they thought w-e should do about these men with Attitudes grow in an environment that troubles. And we talked about it for dtree is favorable to them. They grow as a result or four sessions. Here are the best thoughts of example. They grow if the safety in that we could come up with. First, a you get a Beyond troubles a Let's try Let's alw. gripes or to tty to i is botheriti of a nettn You kne bring trot the fellow with them domestic t the-job in job troubl good mar. Do we d: to say got when they gnawing f at them, o plaint or : So muc but there i has troubl cure them enough am develop g< even whet get hurt, can apply men who \ And we lions so f fellow wh> most fam are not n< alert but ; forget Again, 1 of the ser rary states and that y families at same as tl and all should giv prevent th injuries. These ai we can do been discu Pulp and Paper Sessions First, counselling and helping are OK if you get a chance and if it seems called for. 1. Knowledge and skill. 2. Attitudes. Beyond that, remember that many of the 3. Temporary states. troubles and frustrations are job created. Let's try to keep from causing troubles. Let's always be available when men have gripes or a worry, not to soothe them, but to try to do something about the thing that is bothering them, before it gets to the point of a neurosis. I am aware that some of you are saying, "Well OK, but that's pretty elementary stuff. He hasn't told us anything new." But listen to this. I have been talking to people about their safety programs and I find that many of them are giving almost no time to activities consciously and specifically aimed You know we talk a lot about men who at improving behavior. Why? bring troubles to work. Let's think about the fellows who take work troubles home with them. Psychiatrists tell us that much domestic trouble and illness and many offthe-job injuries result from worry about job troubles. We tell the foreman to say good morning when men come to work. Do we think enough about being around to say good night when they leave so that when they go home they won't have that gnawing feeling that maybe the boss is mad at them, or that he has forgotten some com plaint or request made during the day. Here is what they tell me: "Oh, we had some job instruction training once quite a long time ago." I can't refrain, in that connection, from reminding you of the old gentleman in the dub who was talking with a member whom he had just met The member offered him a drink and the old gentleman replied, "No, I tried it once, didn't like it" "Then, bow about a smoke?" "No, tried that-onee,- didn't like it" "Like to play cards?" "No, tried it when I was young, didn't like it" So much for preventing the troubles, but there is more. We know that everyljdy has troubles of many sorts and we can't cure them all But we can teach people well enough and supervise them well enough and develop good enough work habits so that About this time a young man walked in and the old gentleman introduced him as his son. Whereupon the member who had been attempting to cultivate his acquaintance said, "Your only child, I am sure." Let me assure you that training and job even when a man is disturbed he won't instruction tried once, a long time ago, is get hurt. That is not too difficult and we not enough. If it is not done continuously can apply it to ourselves as well as to the it dies, and you and I have seen it die. men who work in the shops. Another thing that safety men tell me is And we can create safe working condi tions so that safeguards will protect the fellow who forgets. Actually, many of the most familiar safety devices and guards are not needed at all when we are fully alert but are there to protect us when we that they tried a program of having their foremen talk regularly to their men about safety. But the foremen got tired of it, couldn't think of anything new to say and .so it just petefed out That is an excellent program. forget Some companies with good safety records Again, I say that a very large number of the serious accidents result from tempo rary states, physical, mental and emotional, and that you and I and our friends and our families are subject to these states just the same as the man on the job. Together, we and all the other management people should give consideration as to how we can prevent these states from resulting in job injuries. say that it is the most important part of their whole safety program, having a fore man talk to two or three men every day about safety. But it won't work unless it is kept alive and promoted by some manage ment person, and that ought to be the safety man or the training man. The companies where it works best have occasional meet ings with their foremen in which the fore men all exchange experiences and tell about tbe things that they have been talking about These are just a few of the things that with their men. But it will die just like job we can do about the three factors we have instruction training will die if you don't been discussing: keep pushing it. IS 1961 National Safety Congress The bottom recorder in the operator's sta fication, filtration, size reduction, materials tion presents the profile of the basis weight handling, and filling operations in industry. -as the gauge scans across the sheet. On the return scan the target weight is shown as II. Blocking of Radiation a straight line. The scale res the recorder shows the position of the slice screws. This enables the machine lender to reference the weight variation to the appropriate slice screws and make the necessary adjustments. Because six to ten profiles per reel are ob tained, more uniform profiles result. In this case we find level measuring de vices in which the mass of liquid or solid material blocks the radiation between the source and detector. This principle can be used for detecting levels in vessels with solid walls, such as steel and concrete, without having any contact with the material within The top recorder, on the Operator's Sta the vessel. By extending the detector, this tion, presents the averaged basis weight of principle can be used to measure continu each scan across the sheet This is presented ously the level of material in a tank or bin. as a straight line on the scale that reads in absolute basis weight The actual weight seen by the gauge is then compared to the target weight If this weight varies from target more than is desired, a signal is fed to the automatic control, contained in a second electronic console. The control opens or closes the stock valve or stuff gate to These level measuring devices are of in terest in pulp mills for level measurement in a number of areas. Digester level spe cifically has received considerable interest. Since this type of measurement system was introduced some three years ago, over 400 dexkeaJj3y& been installed. make the appropriate correction to basis There are some other interesting appli weight cations of 'this device. Since it can "see'' Presently, there are more than 150 AccuRay Basis Weight Systems on Fourdrinier and cylinder paper making machines. More recently, systems have also been installed on off-machine coaters. More than 177 systems are installed on coaters and gummers. Also, more than 140 systems have been installed through solid walls, it can be looked at as a sort of gamma radiation photo cell. It can be made to disregard foam, froth, dust, and other gaseous materials. It will average out turbulence and occasional interrupting matter such as agitators and paddles and will be unaffected by them. on extruders and extruder laminators. Dif There is an installation on a clinker cooler ferent types of source detector units are in a cement plant The source looks through designed to do specific measurement jobs. the walls of the cooler and measures the ) U-Frames are used in a number of appli height of the bed of hot cement clinker. cations, available for sheet widths up to This level is controlled to permit the most 160 in. Source detector units are designed efficient operation of the cooler. for the metals industry. One used on high Another installation uses two level switches speed steel tandem mills weighs in excess on a standpipe feeding powdered coal to a of 2500 pounds, to give you an idea of the boiler in a power station. The radiation ruggedness of design. There also are "O'' passes through the stream of powdered coal. type brackets. If the coal bridges the pipe, the radiation Another application of the absorption prin is cut off and the switches initiate a shaking ciple of radiation is used in the measure action to remove the coal build-up. ment of fluid, slurry, and in some cases, The blocking principle can be used to de solids streams. The signal can be fed to a fect The bright of fill in cans on a canning recorder or recorder controller for manual line and the signal is used to control the or automatic control of the process. filling machine. Underfilled or overfilled These composition analyzer systems are cans can also be automatically rejected from being applied today in pulp and paper mills a conveyor line using a similar system. for black liquor, lime and slurry, white Of course, the one outstanding advantage liquor, calcium hydroxide slurry, clay slurry of these systems is that level, density, weight, and clay-starch slurry measurements. They' or thickness can be accurately measured are also bring used to control evaporation, without contacting or without affecting the absorption, extraction, drying, mixing, classi measured material. 18 What is ittvoi topesf We hav radioisotopes sh us turn for a ir really is. Over simplify radiation. The : radiation. This properties of pf and velocity. ' electrons is an e tion. The second ty in wave form, are examples, spectrum from and ultra high and ultra-violet and finally, thr< which possesses energy level ant energies in the There are aj elements found i that the elemen are disintegrati particle from t radioactive elen When a half li: isotope this mea half of its enei life will vary j seconds to thou Radiation car nature. For ex tassium 40 for body to emit 15 ute with energi 14 is continuou mosphere by th nitrogen in the Radioactive ferred to today since they are element not n bardment in a trons and protc of these elemen There are var used in industry (1) Alpha ra :i helium atom ;>ut two electro: large mass and of air will stoj Pulp and Paper Sessions What is involved in the use of radioiso (2) Beta radiation: This radiation con topesl We have discussed why and where sists of high speed particles, dectrons, with radioisotopes should and can be used. Let little mass. Approxiroatdy .030" of steel us turn for a moment to see what radiation is required to stop these particles. really is. Over simplifying, there are two types of radiation. The first of these is Corpuscular radiation. This type of radiation exhibits the properties of particles such as size, weight (3) Gamma radiation: This is high en ergy wave type radiation, and 0.65 inch oi sted or 4 inches of water is required to cut this radiation in half. A fourth type is X-radiation and Bremstrahlung, both of and velocity. The flow or movement of electrons is an example of corpuscular radia tion. The second type of radiation is exhibited in wave form. Heat, light, and radio waves are examples. Wave radiation covers the spectrum from alternating current, radio and ultra high frequencies, infra-red, white and ultra-violet light, x-ray and gamma ray, and finally, through the cosmic ray region which possesses the highest frequency and energy level and shortest wave length of all energies in the spectrum. which exhibit the same properties as gamma radiation, (a) X-radiation is generated by high voltage acceleration of electrons, gen erated by heating an electron emitter. These electrons are directed to strike a target, generally tungsten, and the X-ray is gen erated (b) A similar technique using a beta radiation emitter (dectron) and strik ing a target will produce higher energyradiation called Bremstrahlung. Except for energy levels and method of generation, these two types are identical. Let us""defitie terms used iii: radiation. There are approximately 50 radioactive Curie: This refers to the quality or amount elements found in nature. Radioactive means of radioactive material present A curie is that the dement is unstable and the atoms defined as the quantity of radioactive ma are _ disintegrating or emitting a charged teria! in which 3.7 X 10" atoms disintegrate partide from the nudeus. Eventually all in each second of time. This term is anal radioactive elements reach a stable form. ogous to power in dectridty. When a half life is mentioned for a radio isotope this means the time required for one half of its energy to be emitted. The half life will vary for every radioisotope from MEV.: Million dectron volts. Refers to the energy levd of the isotope. This is anal ogous to voltage in dectricity. seconds to thousands of years. Roentgen: A roentgen is an energy meas BRadiation can be found all about us in ture. For example, there is enough Posium 40 found in the average human body to emit 150,000 beta particles per min ute -with energies up to 1-5 MEV. Carbon 14 is continuously being formed in the at mosphere by the action of cosmic rays on nitrogen in the air. urement difficult to express, however, this can be done practically by defining energy in terms of the specific effect produced in a specific apparatus. The most convenient method is to collect and measure the number of ions, caused by radiation, produced in a given quantity of air. The roentgen is a unit of dose of total energy exchanged. The intensity of a radiation beam is expressed in Radioactive isotopes are generally re terms of dose per unit tiipe and the com ferred to today as being artificially created mon terms is roentgens per hour, or more since they are produced from a chemical commonly, milliroentgens per hour, abbrevi element not normally radioactive. Bom ated mr/hr. The reading of an ionization bardment in a reactor rearranges the neu survey metfer can be in mr/hr and can be trons and protons in the nucleus of atoms used to determine the radiation intensity of these dements. level around an isotope system. There are various types of radiation being used in industry. These are: (1) Alpha radiation: This is radiation of a helium atom nucleus (helium atom with Dose: Is the quantity of radiation ab sorbed, per unit of mass, by the body or any portion of the body. Total dose will specify an amount over some period of out two dectrons). Alpha particles have a large mass and a slow speed A few inches of air will stop alpha particles. time. Several units of a dose are in current use, however, the most common is the rent. A. E. C. Regulation 10CFR20 gives infor- 19 T 1961 National Safety Congress nation to compare thi*-' measurement to other units if necessary. A rent is defined 'as a measure of dose of any ionizing radia tion to body tissue in terms of its estimated biological effect relative to a dose of one roentgen of X-rays. "Let's now consider the actual construction of the source itself and its housing in a source-detector unit used in an industrial measurement system. The size of this her metically sealed unit is about as big around as a nickle and about Vi to inches high. The source is then placed in the source holder assembly with a shutter assembly. The shutter is power activated and spring closed so that in the event of a power fail ure the shutter will automatically close. It is mounted on a "U" frame, and the access panel contains a lock to prevent unauthor ized entry. An alarm window protecting the source is a printed circuit. Should any one attempt to get into the source from this side the circuit is broken. Once the circuit is broken an alarm horn sounds and the shutter auto matically closes. The horn will continue to sound until the window is replaced or power i removed from the gauge. In the density gauge, the source capsule is sealed in meehanite. The meehanite is welded onto the process pipe, allowing a small air space. This type of gauge has no shutter since it becomes an integral part of the pipe. In a small radium source unit used for level once again we find the source sealed into the unit. Because of low radiation lev els. no shutter is required on such a unit. dcr that the safe nse of isotopes is assured, certain restrictions and precautions govern the use of isotopes. Regulations pertaining to radiation devices are contained in A.E.C. Regulations 10CFR20 "Standards for Protection Against Radia tion" and 1OCFR30 "Licensing of By-prod uct Material." This type of equipment can l>c obtained under cither specific or general license. Specific licenses are granted hy the A.E.C. to cover specific situations such as the distribution of isotope gauges and to cover their use in specific situations or ap plications. The Commission has also attempted to encourage the broad use of isotope radia tion equipment by setting manufacturer's standards compatible to safety requirements of other manufacturers of industrial equip ment. If certain conditions are met by the manufacturer of isotope equipment and other requirements are met by the user, the user can acquire radioisotope systems under a general license covered by 10CFR30. Par. 30.21c. This exempts the user from the conditions of 10CFR20 except for those sec tions dealing with reporting of accidents. I suspect that some of the above has been confusing. If it has. further studies of the A.E.C. regulations is recommended "if von have or contemplate isotopes in your plant. I also suspect that once you are familiar with the subject it will be no more confus ing than vour electrical or building codes. Whether von are licensed generally or spe cifically. there arc some reporting require ments involved; In a larger source unit used in level de vices a center "cannon ball" rotates, focus ing the radiation into the solid meehanite. reducing radiation to low levels. The unit can be locked in this position, thereby per mitting handling or entry into the area of the measuring beam. The largest of the source units will take up to 1 curie of Cobalt 60. The weight of this source assembly is approximately 850 pounds. JChat must be June to get isotopes into the plant T Uses of radioactive isotopes fall under the jurisdiction of the Atomic Energy Commission. This agency has very actively promoted the use of isotopes and has been extremely helpful to potential users. In or- 1. Theft must be reported as explained in 10CFR20. 2. Telephone and telegraph reporting to the A.F..C. on any of the following: a. Exposure of any individual to 25 rems or more of radiation . h. Release of radioactive material, av eraged over a 24-liour period, that could exceed 5000 times the stated limits. c. Loss of one work week due to the operation of facilities d. Damage to property over $100,000. 3. 24-liour notification by telephone or telegraph. a. Individual exposure of 3 rems 20 b. Kele; 24 h times c. One <1. Prop 4. 50-Day This rep accident; where it excess e This rep nlxjve ai; Before lca\ ti*n that nms concerning i< knowledgeable good practice control'group if you use ton dial should a radioisotopes from exposur tamination h; Atomic Encri areas very c are imposed h vice, local a groups. Exposure t< by the manufa the constructi' unit. For c? restricts the i mr/hr at 12 i: is normally ac AccuRav cqtiij below this fig active materia tial hazard w cxjxisurc. to g taken to prevc 11 plant sa concerned wit probably expe and degree t! could affect yo end. two disti volved with tl each. These ; insurance. General liab crage to prop Nucleonics C would cover t General liabilit l Pulp and Paper Sessions b. Release of material, averaged over sion clauses but these clauses do not apply 24 hours, that could exceed 500 to our types of equipment times the stated limits. The second form, fire insurance, covers c. One day loss of facilities loss of property and profits or the loss of 1. Property damage over 1000.00. the use and occupancy. The nuclear exclu 4. 30-Dav report This rei>ort is generally necessary with accidents less serious than the above, where individuals have received some excess of permissable radiation levels. This report would contain notes to the p.Ikjvc ami precautions for the future. sion clause does apply in the case of fire insurance. Having radiation devices does not void fire insurance, but if you want to be cov ered for loss caused by radioactive material you would have to pay a surcharge. This surcharge depends on the type of structure covered and other considerations. It would Before leaving the subject, I must men be determined in the same manner a* stand tion that most states also have regulations ard fire insurance is determined. For ex concerning isotopes. It would be well to be ample. the rate would be higher if the iso knowledgeable in this area also. Another tope wrs located in a frame building rather g'xxl practice is to inform your plant fire than in a brick or concrete structure. control group of the locations of isotopes, or if you use town facilities, the town fire mar shal should also be informed. The use of radioisotopes docs present potential hazard!"' from exposure to radiation fields and con tamination by radioactive material. The Atomic Energy Commission governs both areas very closely. Additional safeguards arc imposed hy the manufacturer of the de These devices have been through fire*, floods, and explosions and no additional loss has been incurred-due to the presence of radioactive material. Because of our rugged construction, as you have seen, we have been able to maintain this record with more than 5.000 installations scattered throughout industry. vice. local authorities, and plant safety Examination of a density gauge after it groups. had l>ccn through an explosion and fire in a Exposure to radiation fields is minimized hy the manufacturer of these devices through the construction and location of the source rocket fuel plant revealed no contamina tion. even though the source detector unit was badly damaged. unit. For example. Industrial Nucleonics Unfortunately, insurance companies do not restricts the maximum radiation field to 5 yet recognize improved encapsulation tech mr/hr at 12 inches from any surface which niques, or other safety techniques. In some is normally accessible to personnel. In most instances, where a gaseous source is used, ArmRay equipment, external radiation is far common in the paper industry, no contami below this figure. Cot....mination by radio nation hazard is present. active material present? the greatest poten Some of our customers pay the additional tial hazard with the possible exception of surcharge for the added protection in their exjiosurc.to gaseous sources. Great care is fire insurance policies. Others do not feel taken to prevent any I'ossible contamination. the risk of loss caused by radioactive ma If plant safety groups are not directly terial contamination is worth the extra concerned with plant insurance, you are charge. In no case has a custonicr decided probably expected to know to what extent not to install the device for insurance rea and degree the use of isotope equipment sons. as very little risk is involved. could affect your insurance coverage. In gen Before, during and after installation it is eral. two distinct types of insurance are in extremely important that all personnel com volved with the ground rules different for ing in contact with .the unit be thoroughly each. These are general liability and fin- instructed in the matter of radiation safety. insurance. The manufacturer of the equipment should General liability provides third party cov be properly equipped to give assistance in erage to property anti persons. Industrial this area. Nucleonics Corporation General Liability If 'hat must be done on a continuing basts would cover the claims of our customers. once isotopes are in the plant f With the General liability policies have nuclear exclu radioactive material in the physical and 21 1961 National Safety Congress chemical state described above, the likelihood of failure of the encapsulation is extremely low. If a failure were to occur it is thought that it would be extremely gradual. The initial indication of such failure would be the presence of radioactive material on the external surface of the source carrier. The presence of such radioactive material would be detectable by wiping its surface with a test swab and inspecting the swab for the presence of radioactive material with high sensitivity radiation detection equipment. The sensitivity of these tests permits detection of the presence of radioactive material in quantities hundreds of times below the amount considered hazardous. Such tests are routinely carried out at six month inter vals, either by the guage supplier or by the user when he has suitable facilities and per sonnel. In closing let me compare the safety as pects of a radiation level device with that of conventional methods of tank level con trol. Suppose the radioactive level device was used to measure level in a 10 foot diameter tank 10 feet high. The device would be used to turn on and off a pump in order to maintain the desired levd. The presently used technique might be a float system. This system would inherently have more failures than a radiation level device. Therefore, someone would be re quired to climb into the tank periodically to check and repair the float system. Certainly climbing a ladder is not a great hazard but it is more of a hazard than standing on the ground. Assume that operating procedures called for cleaning and painting the inside of the tank every three months. Warning signs mounted at the access to the tank would instruct personnel to close the source shutter before entry. With the shutter closed there is no possibility of entering a higher than tolerable radiation field. There is, of course, always the possibility that a negligent person will ignore the warn ing. The danger of this is no greater than that of ignoring a warning sign on a 440 volt electrical line. The results of the neg ligence is a different matter. In the case of radiation received for a limited time, it is unlikely that any damage to the individual would occur. In the case of ignoring a power line warning it is likely the person would be injured, perhaps fatally'. Look upon radiation devices as an ex tremely' useful form of energy offering many industrial benefits. Properly used, they are worth their weight in gold. SAFETY IS BUILT INTO THE KAMYR CONTINUOUS DIGESTER By O. A. LAAKSO Kamyr, Inc., Hudson. Falls, N. Y. There are in operation today a number of distinctly different types of continuous cooking systems, each one custom-designed to handle a particular raw: material, utiliz ing a specific process, producing a particu lar grade of pulp. This paper deals with the subject of how safety is built into a continuous digester. On the North American continent the greatest interest today is in kraft cooking, and so we shall in this paper deal with the continuous kraft digester. In order to discuss the safety aspects of the unit, it becomes necessary for us to go into a gen eral technical explanation of the principles involved in a continuous digester of this type. First, let us examine the basic difference between the familiar batch process and the continuous kraft process. In a batch opera tion a vertical stationary digester shell is filled with chips, along with the required amount of cooking liquor, and spent make up liquor. The vessel is capped, and steam is applied to the system in order to raise the material to cixiking temperature, and is held at temperature for the time required to com plete the reaction. Non-condensable gases are 22 released from the rise to tci in the vessel i: corresponding the cooking ten In this type dency for ove chips, and tind diip, due to tl the wood chip during the ris also lack of and bottom of that the chips a partial press' static head of the top of the i by the liquor. This lack of gester was the signing the equ continuously. Basically, tl digesting syste steps: 1. Metering with a li them for 2. Impregnat 220F to of an hou 3. Uniform 4. Adequate mechanics 5. Cooling : chips prio Referring to ing steps are a Item 1 is th< chips at the h of this bin vs pending on w are available, 20 minutes stoi Item 2 is th the rate of fei has a five-poc delivers its er low pressure f< valve which hi pre-treatment < To avoid ds pressure feedei Pulp and Paper Sessions '.released from the digesting vessel during )thc rise to temperature, and the pressure in the vessel is approximately equal to the corresponding vapor pressure of steam at the cooking temperature. In this type of system there is a ten dency for overcooking the outside of the chips, and undercooking the center of the chip, due to the fact that impregnation of the wood chip with chemical takes place during the rise to temperature. There is also lack of uniformity between the top and bottom of this vessel due to the fact that the chips at the bottom are getting a partial pressure impregnation, due to the static head of liquid, while die chips at the top of the vessel are barely being washed by the liquor. This lack of uniformity in the batch di gester was the initial basic reason for de signing the equipment to conduct the prccess continuously. Basically, the typical kraft continuous digesting system consists of the following steps: 1. Metering of the raw chips together with a light presteaming to prepare them for inpregnation. 2. Impregnation with cooking liquor at 220F to 240F for approximately J4 of an hour. 3. Uniform rise to temperature. \ 4. Adequate time at temperature with no ) mechanical action. 5. Cooling and washing of the cooked chips prior to discharge. Referring to the flow sheet, the forego ing steps are achieved as follows: Item 1 is the surge hopper, which stores chips at the head of the system; the size of this bin varies from mill to mill, de pending on what other storage facilities are available, but in general no less than 20 minutes storage is recommended. Item 2 is the chip meter, which controls the rate of feed to the system. The meter has a five-pocket rotor, and each pocket delivers its entire contents to item 3, a low pressure feeder. This feeder is a steam valve which holds against the 15 psi chip pre-treatment or steaming vessel pressure. To avoid damaging the chips, the low pressure feeder--which like the chip meter has a pocketed rotor--rotates at a faster speed and has larger pockets than the chip meter. The rotor, which is tapered, is equipped with an advancing mechanism tu provide clearance adjustment in the casing which is necessary due to wear caused by sand and grit entering the system with the wood chips. The steaming vessel, item 4, not only acts as the chip pretreatment vessel but also serves as the heat recovery system, since the low pressure steam used for pre-steam ing comes from the flash tank located at the discharge end of the digester vessel- Re lease vapors from the steaming vessel can be piped to a condenser for the produc tion of .hot water for pulp mill use. The vessel itself is about 5 feet 6 inches in di ameter and 24 feet long, and is equipped with a screw conveyor for moving the chips toward the discharge end. The chip level would ue less than one foot high, thus providing the maximum steam volume and opportunity for all chips to become equally pretreated. From the steaming vessel, the chips tail by gravity into the chip chute, item 5, and then are transferred to the 165 psi operat ing pressure of the digester shell by the high pressure feeder, item 6, which is the heart of the system. This feeder, traveling in the order of four to six rpm, does the difficult job of transferring chips at 15 psi to 165 psi without performing any me chanical action on the chip. This is ac complished by two independent liquor cir culation systems, one at 15 psi pressure using the chip chute pump, item 7, which ptpnps liquor into'the chip chute and flushes chips and liquor into the through-type pocket of the feeder when the pocket is in the vertical position. The chips are retained in the pocket by a coarse grid on the cas ing while the liquor passes through to the suction of the pump and is recirculated. When the feeder pocket rotates 90 de grees to the horizontal position, the second circulation system using the top circulation pump, item 8, flushes the chips out and on up to the top of the digester shell. This circulation pump derives its suction from the top of the digester vessel, where the liquor is separated from the chips by means of the top separator, item 9, which con sists of a cylindrical slotted screen equipped 23 1961 National Safety Congress with a cleaning screw to ensure chips mov for the screens without having to reduce ing down into the digester. the diameter of the chip plug moving down The high pressure feeder has been made the shell. Heating can be provided by in a continuous operation by having four direct tubular heat exchangers, or direct through-type jiockets at 45 degrees to each . steam, the heated liquor being returned to other, thus insuring that at all times there the digester by means of two central pipes, will be the equivalent of one full pocket in one inside the other, each ending at the the filling position. The feeder, also hav top of its respective strainer zone. ing equal pressures on both sides of the The upper heating zone will increase the pocket in both the filling and discharge temperature from 240'F to, say, 300F, the I<sitions is completely balanced and requires second zone from, say, 290F to 330F, the. :t minimum of horsepower to operate. blank space between each zone being a dwell The rotor of this feeder is tapered to allow tor wear, and because of the high pressure in the discharge j-osition, a slight flow of liquor takes place from the high pressure side to the low pressure side, thus providing a ea! of lubricant liquor in which the rotor rotate-. As the pocket will be filled with liquor in the discharge position, this liquor in turn provides the flushing medium when turned to the vertical posi tion and an excess is built up and carried away to the liquor supply pump, item 10, to be returned to the digester shell, item 12, along with the make-up cooking liquor and the necessary hulking sjient liquor. This zone or equalization area where the tem]>eratures of each individual chip evens out throughout its mass. Xo further heating takes place, and the chips are retained at cooking temperature according to a cook ing graph until they reach the discharge zone some 90 minutes later. To avoid fibre degradation while still at cooking tempera ture, it has been found most essential to cool the chip mass in the digester shell prior to discharge, before subjection to the action of ilte bottom outlet device, item 18, a slowly rotating paddle required to break up the compressed chip mass prior to actual discharge from the shell. liquor is pumped to the digester at a hy Cooling is performed in a manner similar draulic pressure of 165 psi. to the heating mentioned above, by intro In order to have distinct temperature zones in the digester shell, the liquor is maintained as indicated above at a hy draulic pressure of loa psi. which is higher than the vapor pressure at the highest teml>erature in the shell. All boiling has been eliminated, and due to the faster rate of chip flow downward, the rate of heat con duction upward has no effect in maintain ing a relatively cool zone at the top of the vessel. In the upper portion of the shell, therefore, impregnation takes place with the active alkali at a temperature of 240F, and not until the chips are approximately onethird through the ves.-e! are they subjected to the higher temperatures. The ri-e to cooking temjK-raiure is ac complished by two separate liquor circula tion pumps, items 13 and 14, each deriving liquor suction front headers, nozzles and slotted strainer plates located inside the di gester shell. \ ou will notice that the inside diameter of the strainer plates is the same as the inside diameter of the digester shell in the penetration zone, the shell increasing in diameter to provide the space required ducing spent black liquor at approximate!> 1S0F from the brown stock washing sys tem through a high pressure pump, item 19, and through a small central pipe in side the two heating zone central pipes, and discharging into the chip mass at the top of two further slotted "trainer plate sections. Again, the digester shell diameter is increased to maintain a uniform chip plug diameter. With the addition of the cool liquor, the hot high solids liquor idis'placed and extracted through a set of screen plates, nozzles, and a header to a flash tank, item 20, where the hot liquor is flashed at 15 psi and the resultant flash steam going to the pre-steaming vessel, item 4. Although the one-to-one displacement gives the maximum heat recovery from the sys tem, it does not sufficiently lower the tem perature of the chips to a point where degradation cannot occur, so further cool ing is added and extracted as above to a second flash tank, item 21, where the liquor flashes at 0 psi. Also, the liquor- from the first stage flash tank flows to the second stage flash tank and flashes at 0 psi. This 24 steam can be the steaming ' production of system, now i extraction syst the digester s or less. This system for uniform recovery, also stock washing, solids liquor system before and can be sei evaporators, tl the washing sj introduced a ] digester shell. Relief of tl care ot in tin is a pressure v. orifice blow i paddle to kee; or foreign m is accomplish^ two valves; at already been : the dittuMon-e can be made ir Having cove the system, let tial danger pc steps we have operation. First, with r vessel--it has crating pressu: with a maxim vessel is equip charging to atr overpressure. S chips and steal place a screen point where it mg vessel she) line i= connecte screen. Pcriodii the screen by 1 ing vessel with The lower jx is clad with st: it the surfaceto combat the and the corrosi cooking from t Pulp and Paper Sessions steam can be piped with the relief from \ the steaming vessel to a condenser for the / production of pulp mill hot water. This system, now referred to as the diffusionextraction system enables the stock to leave the digester shell at approximate!}- 200F or less. This system although installed primarily fnr uniform cooling with maximum heat recovery, also results in improved brown stock washing. It is obvious that the high solids liquor is being removed from the system before the pulp goes to the washers and cm be sent directly to the multi-effect evaporators, thereby reducing the load on the washing system. In effect, we have now introduced a partial washing stage in the digester shell. Relief of the digester pressure is taken care of in the blow unit, item 22, which is a pressure vessel equipped with a variable orifice blow valve and a'^rotating wiper paddle to keep the outlets free of knots or foreign materials. The pressure drop is accomplished in the blow line through two valves; and as most of the heat has already been removed from the chips by the diffusion-extraction system, discharge can be made into an atmospheric blow tank. Having covered the general principles of the system, let us now examine the poten tial danger points in the system and the steps we have taken ensure safety of operation. j First, with reference to the pre-steaming vessel--it has been designed for an op erating pressure of approximately 15 psi with a maximum pressure of 30 psi. The vessel is equipped with a relief valve dis charging to atmosphere in order to prevent overpressure. Since the vessel is filled with chips and steam, it has been necessary' to place a screen in the relief line at the point where it is connected to the steam ing vessel shell. A small 40-pound steam line is connected to the relief line behind the screen. Periodically the operator will clean the screen by blowing back into the steam ing vessel with 40-pound steam. The lower portion of the steaming vessel is clad with stainless steel for 180 degrees */f the surface. This cladding is necessary to combat the erosive action of the chips and the corrosive action of the condensate cooking from the chips. The steaming ves sel should be checked at least once a year internally for signs of corrosion. The high pressure feeder also acts as a sealing valve between the digester which is at 165 psi pressure and the steaming vessel which is at 15 psi pressure. You will note from Fig. 2 that the high pres sure feeder is so designed that at no time is the high pressure side of the system con nected to the low pressure side. Thus if there is a power failure, there is no danger of a blow-back of high pressure liquors from the digester to the steaming vessel. The digester shell is designed with ex treme care, from the point of view of safety. The smaller shells up to say, 150 tons per day capacity are shop-fabricated to ASME code specifications and are completely stressrelieved and tested to 280 psi, as compared to the operating pressure of 165 psL Gen erally, digesters with a capacity oi more than 150 tons per day must have field-erected shells. In this case, rolled cans are shipped to the site and the complete shell is erected and welded in place. After welding, all welds are X-rayed. Alter approval of the welding, the exterior of the shell is in sulated and the entire shell is raised to a temperature of 1100F for stress relieving. After stress relieving, the shell is hydro statically tested to a pressure of 280 psi at the top. Since this particular type of continuous digester operates with the vessel 100 per cent of liquor at all times, and since the digester is held at a uniform temperature for months on end, we do not appear to suf fer from the shell corrosion that is so com mon in batch digesters today. The units in operation on this continent today show neg ligible loss of metal on the shell walls due to corrosion. However, as a precautionary meas ure. we still include ap'proximately onequarter inch of shell wall thickness as cor rosion allowance over and above the code requirements. It is advisable to audi-gage the shell wall every year or two during the first five years of operation to determine if your particular combination of liquors and woods is resulting in any corrosion. We have had some history of erosion in the bottom head of the digester at the point where bottom scraper has been dis charging the chips. We today stainless-dad the bottom head to combat this erosion. 25 1961 National Safety Congress We have had some history o corrosion in the top head of the digester due to im. proper relief of the vessel allowing a small vapor pocket to form. We also stainlessdad the top head of the digester shell as a precautionary measure. The digester shdl can be completely iso lated from the feeding and discharge sys tem by dosing valves 51, 52 and 81. This is normally done when stopping operation for short periods of time due to interrup tions in the rest of the mill and in some cases as a regular practice, where mills operate for only six days out of seven in the week. Since the material in the center portion of the digester is at a temperature of approximately 340*F and the material in the top portion of the digester is at only 240F, there will be a gradual rise in temperature of the liquor in the upper portion of the digester. This results in a thermal expan sion and it is necessary for us to provide a relief valve to compensate for this. This relief valve must operate under difficult drcumstances, since the material in the digester is a mixture of super-heated liquid and chips. The relief valve utilized in this case is valve P10 on the flow diagram. This is set to automatically open if the digester pres sure rises to higher than 185 psi. The amount of liquor that has to be extracted from the shell to compensate for expansion is very smalL There is always the possibility that the relief valve would open to compensate for thermal expansion and then would remain open due to bring plugged with a small chip under the seat This could result in draining liquor from the digester shell. In order to combat tins we connect the relief line to the shell behind the cooking circula tion screens. We also provide valve 55 immediately ahead of- the relief line. This is a handoperated shut-oS valve and should be wired open. In the event of valve P10 failing to dose, the operator can close the hand valve to prevent complete drainage of liquor. The piping on this type of digesting sys tem must be designed to take care of rather large expansion problems. All piping con nected between fixed equipment ami the digester shell is provided with expansion loops, and in some cases the pumps and heaters are equipped with spring-loaded foundations to allow them to move upwards and downwards with the digester shell. Special safety switches are provided be tween the digester shut-off valves 51, 52 and 81 and their connecting piping. These valves cannot be opened until the connect ing pipelines have been filled with liquor and brought up to pressure. If it were pos sible to open these valves without the con necting lines being filled with liquor, the high pressure liquor in the digester would be released at such a high velocity that the feeders connected at the other end of the pipelines would probably be tom com pletely from their foundations and the pipefines would most probably rupture. Great care must be taken to see that the pres sure switches on these lines are not by passed. All piping connected to nozzles at the digester shell utilize male and female flanges at the point of connection to the digester. This is done in order to reduce the pos sibility of blowing a gasket at the digester shell We have, in the course of this paper, covered very briefly the general principle of the operation of this type of digester and have enlarged on some of the major facets of the safety features which we do build into the system. .A digesting system such as we have de scribed is simple, and safe to operate so long as the safety features which are. de signed into it are not by-passed. Thus those people connected with safety in the mill should make sure that modifications are not made to the system without investigating to determine how they effect the safety features which have been incorporated into the original design. I sincerely safety prograi The subject Top Managen Safety Progi swered in one a safety prot trial accidentj an absolute m I'm sure ti ably agree w and well sho safety prograi also aware th better versed i than I am--& tions may see tary to you, an idea of wl safety. Although tl contrary, top i beings just lib most, they abh< results from when such an disability, or have had sudi the matter is the highest ei Most states amounts of cc various disabi a price for tl the lost life? to resume ac. that his futu limited due t that all of you which come to making indust a rookie unti two in a calen Another gre a result of an pioyee's famil porary or per Pulp and Paper Sessions WHAT DOES TOP MANAGEMENT EXPECT FROM > AN INDUSTRIAL SAFETY PROGRAM? By G. A. OECHSLE Plant Mgr, Continental Can Co, Elkhart, Ind. I sincerely believe in sound industrial safety programs. The subject assigned to me--"What Does Top Management Expect from an Industrial Safety Program?"--could possibly be an swered in one sentence: Management expects a safety program that will reduce indus trial accidents and their resulting costs to an absolute minimum. I'm sure that each of you could prob ably agree with me that tins sentence is, and well should be; the objective of any safety program worthy of the name. 1 am also aware that"each or you is undoubtedly better versed in the field of industrial safety than I am--so while some of my observa tions may seem somewhat basic or elemen tary to you, at least they will give you an idea of what one manager expects from safely. Although there are some rumors to the contrary, top management people are human beings just like anyone else. First and fore most, they abhor the physical suffering which results from any industrial accident; and when such an accident results in permanent \ disability, or even death, any of you who / have had such an experience will attest that the matter is given the attention of even the highest executives of a corporation. Most states have statutes which fix the amounts of compensation to be awarded for various disabilities, but who can really set a price for the lost limb, the lost eye, or the lost life? Even if the worker is able to resume active employment, chances are that his future earnings may be greatly limited due to-his- disability. I am sure that all of you probably have some examples which come to mind, especially in the papermaking industry where you are considered a rookie until you have lost a finger or two in a calender stack. Another group which may well suffer as a result of an industrial accident is the em ployee's family, not only because of tem porary or permanent loss of income of the bread-winner, or of reduced future income, but also the discomfort and shock of see ing good old Dad laid up, to say the least; or permanently maimed or disfigured, to say the worst No good manager can ignore the suffering which can be brought about as a result of industrial accidents, so no good manager can expect less of his safety program than to keep accidents and injuries to an absolute minimum, Money spent in caring for and compen sating those who have experienced needless industrial injuries is pure waste. It adds nothing to the business, and if permitted to get oiit-of band can well mean the differ ence between making a profit or not. What top manager worthy of the name can fail to realize the economic impact of unreason able compensation costs? This, then--the keeping of cost to an ab solute minimum--is the second great area of what a manager expects, or should ex pect, from a good safety program. I am sure that I do not need to em phasize or even discuss the direct costs associated with any injury. There are how ever, indirect costs which are associated with any injury that I would like to call to your attention. 1. Lost production. This occurs when the injured employee is part of a crew, and, without the injured employee the crew can not function. 2. Repairs and waste.'This is something that each year adds thousands of dollars to our cost of doing business and something which management wants to see reduced. For example, the power truck driver who drives into a retaining wall, or loses a load of cartons or board and a truck off the end of a loading dock. I'm sure this is a familiar area to most of you. 3. Morale effects--Supervisory time lost. The effect on the morale of the employees is another cost item difficult to measure in dollars and cents, but can be substantial 27 1961 National Safety Cauyress For example, a number of years ago %ve had a serious flash fire in our gravure printing operation that left two men critic~nlly burned. "When we speak of an accident prevention program, we mean a definitely planned and organized program, the purpose of which is to enlist and maintain the combined efforts of the entire personnel of a plant in the work of preventing accidents. For a number of weeks it was not cer tain whether these men would survive, and the effect on the other men in the depart ment was very noticeable. Xot only were "Current safety programs have resulted In progress in realizing the goal of an accidentfree operation. Improved future programs tailored to meet local requirements can, with proper direction and support, help us realize our goal. they depressed, but the quantity and qual ity of production slipped badly. Supervisory tints lost can be very costly. When we have our supervisors adjusting work loads and other details associated with an accident, he is not being productive. "Support of tlie safety program by the supervisory group at all levels must be active and continuous. If not already existent, the plant manager should publish a clear and concise policy, outlining the management philosophy as regards employee health and safety: Such policy should reflect the mana ger's personal attitude and should cover the general procedure to be followed within his operation. 4. Partial production. This can occur when the injured employee returns to the job with a bandaged ami, finger, or leg that might affect his effectiveness on the job. 5. Training replacement. We know that itt--all- jobs, whether- skilled or unskilled, there is a definite training period needed. "While staff assistance will be furnished by the head office and division industrial re lations department, the responsibility for the local accident prevention program rests solely with the plant manager. The division super visor of training is responsible for reviewing the progress in safety of each location and reporting to me the status of safety activities throughout the division. "I will follow with personal interest the safety activity progress of each plant within the division." The cost of training a replacement for an injured employee is another hidden cost To get practical and illustrate how an that continually plagues us. active and effective safety program can work These are five important indirect costs of accidents that are not always apparent to our employees, but are of vital interest to management. These are the costs that we expect to -ee reduced under an effective safety program. There can l>e no weak or missing link in a safety program. Management must clearly state its policy toward safety, and then must exhibit in every way that it in tends to carry out the policy. Mere lip -ervicc will he found out at once, and if that be the case, it would be better if no jiolicy were put forth in the first place. We have all heard the slogan "safety is everybody's job"--and it begins at the liighe-t level in the company. To illustrate Con tinental Can's feeling on safety, let me read you a directive from our division vice presi dent vvltich I feel sums up our top manage ment's policy on industrial safety: tor you. I would like to outline an example of what happened at our Elkhart, Indiana plant: We liave had a dramatic lesson in the past few years as to what the cost of serious accidents can be, and also what can be done when an all-out effort is made bv labor and management to correct an in tolerable situation. For the past several years we had ex perienced a gradual increase in our fre quency rate. In 1959 we experienced four teen disabling injuries, four of which were very serious and costly, and our severity rates had gone up accordingly. We as a management group decided that something had to be done to reverse this trend. Being rather practical-minded, we also realized that there is no short-cut to a successful safety program. Gimmicks may add a little spice, but soon lose their ef fectiveness. "It is the established polio' of the Con tinental Can Company to consider safety of its employees as the responsibility of the su pervisory function at every level. physical injuries and loss of earnings suffered by employees as a result of occupa tional accidents, as well as the substantial financial loss of production and equipment, can be reduced to a minimum by a successful accident prevention program. Up to early 1960, safety at our plant had been mostly a unilateral function on the side of management. As some of you may have heard, we were blessed with a strong union, and a labor leader who seemed to be some years behind the times in labormanagement relations. We still derided to invite the unii us in combattii cause it is my area in which 1 seem to have area of industn We found tl agree that sat and so with tl 1960 "Safety b attended by all by all officers We had a q ing, with short the plant mana safety from bo surance carrier, and our progra meeting was to eon. ;... The program., had to do chief isting safety c ing our superv intended to see ried out in all baric organizati meetings: hour foremen and si committee of st; We also hold i per year whic ployees. Without any happy to say i of 283 days v time injury, fo hours. We wer in 1959 to jus; in 1961 have li severity. We ha in our commun Pulp and Paper Sessions invite the union leadership to join with us in combatting our mutual problem, bejcause it is my opinion that if there is one area in which labor and management would seem to have identical goals, it is in the area of industrial safety. We found tliat we and the union could agree that safety was a mutual problem, and so with the union's help we set up a 1960 "Safety Kick-Off Meeting." This was attended by all members of supervision, and by all officers and stewards of the union. We had a quick-moving two-hour meet ing, with short talks by the union president, the plant manager, and several experts on safety from both our company and our in surance carriers. We outlined our problem, and our program for the ensuing year. The meeting was followed with a modest lunch eon. The_prognun we adopted for the year had to'do chiefly with re-vitalizing our ex isting safety organization, and with sell ing our supervisors and the union that we intended to see tliat the program was car ried out in all phases. We have a rather basic organ!zation, with three levels of safety meetings: hourly committee and foremen; foremen and superintendent; and a central committee of staff and line department heads. We also hold approximately three meetings per year which are attended by all em ployees. Without any attempt at modesty, I am happy to say that in 1960 we went a total of 2S3 days without a disabling or losttime injury, for a total of 1,151,506 man hours. We went from 14 lost-time injuries in 1959 to just two in 1960; and to date in 1961 liave liad just two, both of minor severity. We have gained considerable notice in our community wiili onr safety progress. and believe me--that's the kind of pub licity we love! I would like to sum up what I feel that we as management expect from an industrial safety program: 1. Top management must first believe in and forcefully state its policy on industrial safety, and must definitely designate the responsibility down through the line or ganization. 2. Management expects its staff people, safety director, personnel manager, and med ical department to establish and maintain an effective safety program.- 3. Management expects its managers, su perintendents and department heads to be lieve in and actively support the safety program, because they are in the best posi tion to motivate the supervisors. 4. Management expects its line supervisors to be the motivating force behind any pro gram, for they are in the best position to pass on to the employees the policies of management, and are also best able to re port back to management the safety prob lems and suggestions of the hourly workers. 5. Management expects its employees to follow established safety rules and to use safety equipment provided; and it must hold the individual employee responsible for his actions as they affect his safety. Through these efforts we expect a reduc tion in crippling accidents and the tremen dous costs related thereto. There is one underlying message I would like to have you take with you, and that is that management expects and must in sist on "results." And if we use the same insistent, persistent attitude toward safetv as we do our daily production and manu facturing problems, we will attain these "re sults." JOINT SESSION WITH WOOD PRODUCTS SESSION SAFETY IN PULPWOOD LOGGING By CHARLES T. WRIGHT Safety Eng., American Mutual Liability Insurance Co., Raleigh, N. C. Last February, I had the pleasure of meeting with the Safety Section of the American Pulpwood Association in New York at their annual convention; an in formative meeting. Many constructive ideas and plans were developed. However, on several different occasions, I heard the supposition mentioned that a rather wide difference in educational levels exists between worker groups in the woods in different geographical areas of the United States. Somehow, this so-called "ed ucational level" was getting the blame for differences in work methods, types of tools, etc, between different geographical areas. The impression was left that this somehow created an insurmountable problem safetywist Nothing tangible, mind you, just an impression. For instance, one roan gave an opinion that this "educational difference" is the reason the bow-type chain saw is used down South while the blade-type saw is used farther North. I leave it to you to judge whether or not tills is signficant in the measure of accidents. I mention all of this only in making the point that we sometimes use pointless and often unrelated excuses for not having ef fective accident control in our operations. Is it not a fact that when we have a problem to cope with we must take whatever ap proach and action is necessary to an effective solution? You might say that "Teddy" Roosevelt's policy of "walk lightly but cany a big stick" meant that when he had a tough problem he managed to get just a little bit tougher and solve it for a desirable solution. About two years ago the North Carolina Forestry Association decided something had to be done in the logging and lumbering industry in North Carolina, as a whole. Putting their decision into action, as a first step they organized an insurance committee and began doing research analysis to de termine just what the reasons were behind the high cost of insurance in logging op erations. The committee, after much study, found out what insurance companies and the vari ous state labor and compensation depart ments had known for some time. They found that while a number of factors were actually involved, just one major item was visibly responsible. What was this? Just this: The logging industry was having a high frequency of accidents which were, for the most part, of a rather severe nature. That is, they were costing a lot of money in hospital bills, doctor bills, and in many other tangible, directly related ways. All of this cost was in addition to the very high cost of inefficient eperations which resulted from the same basic causes as the accidents. What are these basic causes? The most important, at least the most basic and most in need of immediate attention, were: (a) Lack of adequate top management safety policy. (b) Poor to no enforcement of any ex isting policies. (c) Poor liaison or supervision between management and field. The basic lack of top management policy had resulted in a disparity in equipment, tools, etc, used in the woods. A nearly complete lack of adherence to any safety standards existed. In a nut-shell, everything was wrong. Something had to be done about it On receiving the committee's report, the North Carolina Forestry Association and the North Carolina Department of Labor, who had worked so effectively in develop ment of accident prevention in other indus tries in the state for so many years, called on some of the insurance companies' safety engineering departments to work jointly to ward the attainment of the safety objective dictated by the high accident frequency re ferred to earlier. American Mutual hap pened to be or ing to do evei The over-all and saw log of people have things they do taking time t< by the things The main p here are: First, people wood in its x and use, go ti growth and h timber, but gi to safety, in e and equipment safe work met! Secondly, I same people ar latter by show of effective pis in a contrast weak points missing Workmen's tiers and othei dividuals inter years ago that severity go hat efficiency, and crating costs, principles that will normally { tions as welL Safety in pu efficiency in pu The forest ranking in pri produces appro uct value amu only to textik employment, f total annual { tnately$243,0(X These figuremay estimate t ciency factor, of exposure to industry as a i centage of this majority of se logwoods. The forest, i Pulp and Paper Sessions . pened to be one of those available and will- ful place, that does not readily reveal the J ing to do everything within reason to help. vast number of hazards that lie there waiting The over-all record in both the pulpwood to trap the poorly equipped, the poorly and saw log experience indicates that a lot trained, or the careless pulpwood worker. of people have either forgotten some of the The great progress that has been made in things they do know, or else they just aren't controlling and improving the growth of taking time to plan ahead and be guided forest timber is phenomenal, to say the least. by the things they have learned. Read the story in growth rings. Is there any The main points we are trying to make here are: First, people who are concerned with pulpwood in its various phases of production and use, go to great length to assure full growth and high production of pulpwood timber, but give considerably less attention to safety, in either the use of proper tools and equipment or in training workmen in safe work methods and practices. Secondly, I would like to show that these same people are capable of accomplishing the latter by showing -evidence of certain types of effective planning which they are doing, in a contrast comparison to some of the weak points where planned attention is missing. Workmen's Compensation insurance car riers and other organizations, as well as in dividuals interested in safety, found many years ago that high accident frequency and severity go hand-in-hand with low operating efficiency, and therefore, result in high op erating costs. The same sound engineering principles that can and do control accidents \ will normally produce highly efficient operajtions as welL Safety in pulpwood logging can also mean efficiency in pulpwood logging. doubt that the same brainpower that has developed such control could also develop controls that would prevent accidents and suffering to workmen? No, I'm sure there isn't There are examples of the results of very poor or no attention to planned forestry. Misshapen and damaged sections of trees which_ you often see are proof that many men in the pulpwoods are operating or have operated unsafely and without planned con trol of accidents. An outstanding example of control of timber growth is found when a tight inter section of growth rings indicate the forest was being choked off by too thick growth for the first 15 or 16 years, but after thinrung, the width of the growth rings in creased immediately. Such a tree grew as much in the last six years after thinning, as in the 15 years prior to thinning. When you see planning in action, the for ester marks the butt of a tree; tiring a ydlow dye and a manually operated pressure can. The tree is marked also at a higher point When this tree is harvested, it will be cut because it is marked, and the stump, left in the ground, will show the mark. Trees that are not marked will not be cut This is planned thinning. The forest in North Carolina is thirdranking in product value in the state. It produces approximately $750,000,000 in prod uct value annually. The forest is second only to textiles as a source of industrial employment, furnishing 78,000 jobs. The total annual payroll amounts to approxi mately $243,000,000. These figures give us a basis by which we may estimate the value of safety as an effi ciency factor. They also provide a measure of exposure to accidents and suffering in the industry as a whole. A relatively high per centage of this exposure, and certainly the majority of severity is to be found in the logwoods. . The forester checks height of trees, and measures diameter. Often he takes a boring sample as a means of checking width of growth rings to determine rate or speed of growth. Seedling trees are used in reseeding dear cut land. Certain tools should be available and used by pulpwooders in the woods. Fire control items are a must for a wdl rounded control plan. Unfortunatdy, on many woods opera tions, we do not fin'd these items. Woods workers must learn baric safety precautions. Often you may find a man fill ing a chain saw gasoline tank by using an unsafe type can, perhaps with a spout too short and too large to enter the opening The forest, in most any area, is a beauti in the tank. Gasoline is often spilled on 31 ( ) 1961 National Safety Congress saws with this type of unsafe equipment and causing injury to the man. He should This creates a rather serious burns hazard have properly blocked the tree to prevent its _to the operator, to say nothing of the poten falling. Better yet, proper study of the tree tial for setting fire to the entire woods area. would probably lave dictated foiling the Explosion is also a major accident producing tree in another direction where there would potential. ' have been no blocking limbs. Another unsafe operation is often found When a sawyer is cutting tree into pulp- in starting the saw. On a very still day, the wood lengths without proper support under fumes that have risen from the gasoline neath, his saw will probably hang, creating filling operation are still hovering in the additional hazards in trying to loosen the area. When the saw is started, the fumes saw. It is conceivable that damage could may be ignited. If the unsafe gasoline can be done to the saw causing interruption of is too close, this can, and probably will, work. Need for proper shoring here is start a fin. It isn't necessary to explain the obvious. many heartaches that could result from tins Woodsmen must be always on the lookout unsafe practice. for the "widow maker" (broken limb hang When felling a tree, the men should be properly equipped with safety helmets. When a tree is over 10 inches in diameter, it should be notched before cutting, in order to be ing above men who are preparing to cut a tree below). Any disturbance of this broken limb could drop it on a man's head or shoulders. sure of controlling direction of falL Marry At times you may find a sawyer breaking other things must be taken into considera just about all the rules of safety in felling tion but this is a primary need in direc a tree. You can see that he does not have tional controL on a safety helmet He is pushing the tree Tire men should be warned about felling a tree without first properly clearing or "swamping" on the back ride of the cut, although the opposite area is dear enough to allow' a proper escape route. with his right hand while holding the saw with his left throning himself into a rather awkward position. Then you'll observe the vulnerability of his head to any loose or dead limbs that may be overhead and become dislodged. The brush is so thick that the When you see a man pushing the tree saw could hang and cause it to jump into with his hand, to control direction of fall, the man's leg. Worse, the brush will prob this puts him in a rather awkward position. ably obstruct his escape route. In addition Obviously it is necessary that he push the to creating unnecessary hazards, this is a case tree, because he has not notched it It is in point of complete inefficiency in the woods. all right to push the tree; hut this should be done by another man with a pole long enough to reach well above the man using the saw. After the cut the tree may hang suspended in the air and the men are going to have to cut other trees before they can drop the intended one, This means they will ex When die tree falls through brush that pose themselves to serious "falling objects" was not properly cleared before the cut was hazards. started, the brush could whip bade and strike the eye of the sawyer. A man experienced in this type of occurrence usually will turn his head well away from the potential whip ping brush. However, this does not consti tute proper protection. Certainly the man should have spent just a few seconds clear ing out the area before cutting, thus mini mizing the exposure. Proper pre-planning for direction of fall and good clearing would have allowed a clean fall to ground. This further demon strates what we mean when we say safety and efficiency are one and the same. When a small tree is bent over by the tree that hung, the man cutting it with a hand axe may be setting up a dangerous situation by catting from the top side of When a fdled tree has lodged on the the tree rather than underneath. With his heavy limbs on the underside; the sawyer first cut, a long sliver splits' off and springs may limb the tree by cutting underneath outward. This frequently causes .injury to the log to remove the supporting limb. Tins either the axeman or other personnel. This means a high probability of the tree foiling is a completely unnecessary operation that 32 could be elimii planning is utili Fortunately, woods when yo for safety. The helmets, and an The sawyer wh swampy areas i< in addition to ' protective doth mets are superv ducer who staj particular pulpw You will see e ing the tree; w The sawyer wi termining best d take into conridi of other trees, of wind, most a for limbing, etc Prior to aitti use an axe to or clear the are and safety. Th saw from hangi and also to gh out of the way to falL When the sav properly cleared hands on the sa we referred to can hold onto hi another man n$< that will reach for the purpose propet directior be looKing on. The limbing presents the hm brush mid jumj limbs should be are cut, as a n over this potent - A limbing op be done on the t which the axem also present a that they may b person. In some oper of the woods ini cutting and loai tective cover o Pulp and Paper Sessions could be eliminated or avoided If proper planning is utilized in the first place. * Fortunately, there are occasions in the woods when you see a little more planning for safety. The men are all wearing safety helmets, and are properly dressed otherwise. The sawyer who will be wading out in the swampy areas is wearing snake bite leggings in addition to the safety helmet and good protective clothing. Men with yellow hel mets are supervisors. You may see the pro ducer who stays with and supervises this particular pulpwooding crew. You will see one of the sawyers approach ing the tree; with his foreman looking on. The sawyer will be sizing up the top, de termining best direction of fall, etc He will take into consideration shape of top, location of other trees, direction of wind, velocity of wind, most advantageous point on ground for limbing, etc. Prior to cutting the tree; the sawyer will use an axe to swamp out around the tree or clear the area for freedom of movement and safety. Tins is bring done to prevent saw from hanging and jumping into his legs and also to give him a dear path to get out of the way of the tree when it begins to fall When the sawyer is making a cut, in the properly deared area, he will be using both hands on the saw. This demonstrates what we referred to earlier. That is, the sawyer can hold onto his saw with both hands while another man uses a stick with a sharp point that will reach up some 10 feet on the tree for the purpose of pushing so it foils in the proper direction. And the supervisor will be loosing on. The limbing operation with chain saw presents the hazard of the saw hanging in brush and jumping into the legs. Severed limbs should be moved out of way as they are cut, as a means of improving controls over this potential accident producer. A limbing operation with an axe should be done on the opposite ride of the log from which the axeman is standing. Loose limbs also present a very serious hazard here in that they may be deflecting the axe into the person. In some operations, logs are snaked out of the woods into a dear area for additional cutting and loading. There will be a pro tective cover over the tractor cab. This protection is a must for safety of operators. The hard hat will protect against relatively light limbs, etc. and will give a measure of protection against larger trees. However, the sturdy cab protector is necessary for full protection of the operator. One of the most hazardous situations in logging is found where a man is operating a farm type tractor which shouldn't be in the woods in the first place. In addition to the fact that it does not have any protection overhead tins machine is not designed to,, snake logs. The tow chain is positioned above line of axle. The center of gravity, that is the line of force, is located well above the axle and if the log .hangs, the tractor can turn back wards onto the driver. This frequently hap pens. In a specific accident resulting from one of tiie farm type tractors turning backwards on to the operator occurred recently down near Beaufort; North Carolina. Investiga tion revealed that the operator was 15 years old (violation of the North Carolina Labor Law) and had been placed on the tractor without any previous experience; although he had told the pulpwood producer that he had driven a tractor some place before. At any rate, the log bring towed by the tractor hung against the stump and the youth's foot slipped off the clutch and the automatic drive caused the tractor to turn backwards and crush the young fellow. The details of the investigation of this accident are too numerous to mention here but they did reveal many areas where planning was lacking and apparently absolutely no atten tion was given to safety of workmen. Another major producer of accidents is lifting and handling of heavy materials. This produces serious strains. The safe handling of material requires a thorough knowledge of the correct way to lift; requires putting this knowledge into practice at all times; not just part of the time. It is estimated that manual loading of logs is practiced in ap proximately 90 per cent of the cases. If anyone doubts that loading a trade of pulpwood logs is a big job, just multiply the weight of the log (about 80 to 90 pounds) times the distance it is handled, times the number of logs on the track and yon get a pretty good idea of the foot pounds of en ergy expended during a loading operation. 33 1961 National Safety Congress The man on top doesn't have an easy job either. He faces a number of very serious accident producing potentials. For instance, we could list the strain hazard from the lift ing and handling of the. log; the falling objects hazard in case he drops the log; the hazard of falling off the truck. Spikes should be worn on the shoes of the top loader. Just imagine what would happen if he makes a misstep backwards, or if a foot slips on loose or slick bath. You may often find the wood being loaded by a man much too old to be straining and lifting in the log woods. Better selectiv ity and job placement would control this needless exposure An example of poor planning found re cently was in the elevation plates welded on a truck bed to keep the logs off the tires. They were too small. The man has to cut short timbers to lay lengthwise on the bed to keep the logs up off the rear set of wheels. This lack of effective planning is symptomatic; may be a major cause of woods accidents. Badly worn tires are hazardous. A blow out on the road means, at the very minimum, a spilled load and a reloading operation, (again we have inefficiency). It could mean many more things, such as a severe wreck, death, collision with some other vehicle, and death or permanent disability to several peo ple rather than one. We have found there is some effort under way to reduce the exposures to accidents and to. increase the efficiency of pulpwooding operations. Machines have been designed and built by people who have had many years of experience in pulpwooding. Such a machine can go into the woods and pick up a load of pulpwood, one stick at a time, load it onto a cradle, hook on and drive out to a more convenient pick up point for transport trucks, in an extremely short time. All of tins is done with just one man at the controls. This man controls the pickup arm and does all the driving of the tractor. All of his pick up, handling, loading, etc is done long after the sawyers have dropped the tree and sawed it into pulpwood lengths. This eliminates exposure to others being near by. Obviously, this machine can take a lot of work off the individual and it is not nearly so subject to strains, injuries from falling objects, etc, as a man is. Unfortunately, all pulpwooding operations cannot afford such a machine What they have to do instead, is to properly equip their men with the best available, properly select the men to do the job, outfit them with safe clothing, and teach them the correct way to do the work Sufficient supervisory follow-up is absolutely necessary to see that this is done It is reassuring to find a logging outfit that has taken the trouble, and felt it eco nomically worth while, to construct a good useable road for access into the logging area. Well find the foreman of the wood crew equipped with safety boots and safety helmet He will have the safety devices necessary for topping out trees on the stump, or for setting up derrick rigs for skidder operation where high water is a factor. The man's spikes are sharp and workable Those rubber boots he is wearing have, safety toe-caps. Another safety type shoe shows the proper method of wearing trousers tucked into boots to prevent hanging on snags, etc when try ing to get away from a falling limb or tree. We photographed a work truck with a lot of unsafe features: 1. Gasoline cans were carried on the same truck with workmen. (Unsafe type at that) 2. The safety sides or cover 'over the truck only extended part way bade, cer tainly not enough to fully protect a trade load of men. 3. There was no tailgate to protect men from falling out at the rear. 4. The truck was not equipped with a rear bumper and we doubt seriously if the lighting arrangements on the track met highway standards. 5. Preventive maintenance was obviously lacking. Another better rig for hauling men, not considered completdy safe, did not have proper type seating. The trade did have a tailgate, was equipped with a complete cover and carried fire extinguishers and first aid kits. Additional hazards inherent in log woods operations indude the black widow spider, timber rattler, copperhead and cotton-month moccasin. Yes, the log woods are beautiful, but such a small thing as an axe with blade up can be compared to to strike A si things that ac losses. Many t do and fail to < our most serioi Most any vr. you find beaut; ards, many pla injured or kil TH Mgr Your presenc yon as an exp< tives for your agency, your pr improve safety new tools whid objective. My with infonnatii working tool v efforts for grea How can rai There are man] have successful to improve the lems of safety solve. Each oi Effective use application to ; one of you--wi required or nee Nonetheless, ti applications cat other applicatio I will have ai while if one o of an idea, wh will increase th I diall spend m applications of programs. I h stimulate your tions to your j First, radio < Pulp and Paper Sessions be compared to the copperhead--just waiting Ho. strike A small thing, but it's the small - things that accumulate and result in big losses. Many times it's the small things we do and fail to consider important that create our most serious accident occurrences. Most any way you go in the log woods you find beauty. You also find many haz ards, many places where men can be badly injured or killed. Careless workmen can injure themselves and others, they can start fires that will damage millions of feet of Umber, and destroy wildlife that furnishes sport in hunting and trapping, for people who like the outdoors. Proper planning, proper outfitting, careful selection of employees, training of employ ees, and sufficient supervirion to see that this training program is carried out on a con tinuing basis, can prevent such happenings. THE FUTURE OF TWO-WAY RADIO IN LOGGING SAFETY By DONALD R. JONES Mgr. of Marketing, Mobile & Portable Communications Products Motorola Corp., Chicago Your presence here today marks each of you as an expert in safety. As representa tives for your company or governmental agency, your principal objective is to further improve safety programs and to seek out new tools which will aid you to reach your objective. My purpose is to provide you with information about two-way radio--a working tool which can assist you in your efforts for greater safety. How can radio help you? Many ways! .There are many examples of companies who jbave successfully employed two-way radio to improve their safety record. The prob lems of safety programs are not simple to solve. Each of you has specific problems. Effective use of radio in one particular application to provide improved safety for one of you--will not necessarily be what is required or needed by the man next to you. Nonetheless, the results achieved in some applications can provide insight to possible other applications. I will have accomplished something worth while if one of you rakes away die germ of an idea, which when further developed, will increase the safety in your organizaion. I rirall spend my time exposing some sample applications of radio equipment to safety programs. I hope that the examples will stimulate your thinking and result in solu tions to your particular problems. First; radio can provide you a means of communication which no other medium can provide in your particular working environ ment Practically all operations today re quire a high degree of mobility. Without the application of radio, the person on the move, whether on foot or in a vehicle, is out of contact--unable to be reached until he checks in at various times during his tour. Lack of communications due to the require ment of mobility can make management sub stantially more difficult and operations far less efficient For you, it may make an effective safety program impossible. A good example of the use of radio in a safety program occurs in the trucking in dustry, which has had a substantially bad safety record. Two-way radio bas become a common operating device for truck fleets in various industries. Expanding its use from the usual status as a means to in creased efficiency to a place'in the company's safety program has proven to be rather profitable in. several large fleetjiperation& In one trucking company, for instance, radio is installed in the_ vehicles used by the firm's five very, active safety coordi nators. The radio keeps the inspectors al ways available so that they can be directed to any place their presence is required--at the scene of an accident, for instance. More important, the radio communication allows the supervisors to prevent accidents because they can continually check the drivers. 1961 Rational Safely Congress By monitoring the radio channel, the in crew and everyone is simultaneously alerted. spectors can determine the location of the All personnel on the site are now aware and company trucks, ft is an easy matter, then, alert to girder movements and safety is to follow and watch for poor driving habits. maximized. This procedure allows the .inspectors to pick out those drivers who need to improveFurther, since the drivers do not know when an inspector may be near by. they tend to use safe driving habits all the time. This company has improved its safety program with this procedure. It could not have been accomplished without two-way radio. There are more specific examples of which I am aware and thousands of which I am not aware. The point made is that the ability to communicate alone can sub stantially enhance your safety program. The ability to get the right person to the right place at the right time can prevent accidents. Most of you have operations which require In another industry, ready mix concrete, movement of personnel and equipment so the value of radio is looked at in a different that they cannot use standard wire line way. One company reported that its safety communication. record was in poor shape--so poor that the insurance companies were inquiring about it. Radio is the only answer. In many cases, With the aid of a radio system, this com the increased efficiency obtained through the pany built its safety record to the point that use of radio in your operations can more it was specially honored by the National than cover the cost of equipment purchase. Safety Council. How was this accomplished? In these cases, the increased safety is a In this company, many of the dangerous situations encountered by the drivers occur not on the road but at Job sites. Much of bonus. In other cases, the increased protec tion to life and property will fully justify equipment purchase. the safety supervisor's time is spent travel Let's move to some specific examples closer ing from job site to job site for routine to your interests; namely, the logging in- inspections. Radio has been installed in the dustry- supervisor's vehicle. Now. when a driver encounters an apparent hazard on a job site, he does not proceed. The driver con tacts the safety man, by radio, and he moves to the job site immediately and sees that the hazard is eliminated. This procedure has substantially helped efficient and timely de livery of ready mix concrete and once again the safety record was improved. Portable two-way radio has been success fully applied in the construction business to provide greater safety. A company engaged in the erection of steel frame work in multi story buildings has made good use of radio. The crane operator unfortunately does not always have good visual contact when mov ing a girder into position. This lack of visual contact allows some potentially dan gerous situations to exi't while the beams One of the most modem methods of sig nalling in yarding operations is a radio de vice known as the "Talkie Tooter." With this device, members of the rigging crew can directly control the Yarder whistle. Through the use of a whistling coding sys tem, everyone in the area is kept informed and alert to movements. Keeping the work ing crew alert to movements makes the operation substantially safer. Use of the Yarder whistle as a method of signalling was in use prior to the application of radio. It teas handled by running a wire line from the Yarder to the point where the rigging crew was working. One man was assigned to the job of controlling the whistle from the wire line. This was the man's only function. are moved. The application of radio. Then, did not Thec dangerous situations were elimi improve safety, but it provided a means nated by providing the foreman with a to have equal safety at substantially lower pocket sized transmitter and placing a radio operating cost The man previously assigned receiver equipped with a loud-speaker ac to controlling the whistle is no longer needed cessory in a centra! location. The foreman because the rigging crew chief can control can use the transmitter, no matter where the whistle directly from the small trans he is located in the structure, to talk directly mitter which he can carry on his belt. This over the loud-speaker. He can give instruc allows the crew chief to move about freely tions to the crane operator or the rigging and perform all of his normal functions. Credit for ; requirements this case, goes of Sedro-Wo! pany has take) and added mo signalling funt this: The rigging transmitter wl added. When 1 whistle, he d the belt unit determined cot to a mobile r which is moun is received, dec When a situs the code, a voi> from the belt This is a f it is effective safety requiren cost One log on three sides, per months bee He paid for four months of An extension ciple was outlii ary-February Conservation j John Gruddall Works. The ar combined a ra a Mobile Logg pie loader and to support the movement of t choker lines is ging crew utitiz which I descril fident operatioi cause movemen man who has vi This exampl remote control through the ui in the area of or automation vances in equ to be made: Ai play an import dons link requ control Unfor Pulp and Paper Sessions Credit for applying radio to the specific will not generally be available for this ! requirements of the logging industry, in purpose because each system will have a ' this case, goes to Rotlenbuhler Engineering uniqueness. But standard equipment will of Sedro-Wolley, Washington. This com provide the necessary building blocks for pany has taken this standard radio product our systems engineers to provide workable, and added modifications which perform the reliable control systems to help solve opera signalling function. The system works like tional and safety problems. this: I shall not take your time here today The rigging crew chief carries a small to review the many standard radio products transmitter which has an encoding device which Motorola has available. Many of added. When he wants to actuate the Yard you are already quite familiar with our whistle, he depresses a lever switch on line. I would like to mention two specific the belt unit in accordance with the pre products, however, in our portable line of determined code. This signal is transmitted equipment, since portability is so important to a mobile receiver with a decoder unit to many of your operations. One unit is a which is mounted in the Yarder. The signal fully transistorized pocket transnutter with is received, decoded, and actuates the whistle. an R.K. power output of Vs watt. The When a situation arises not covered by smallest, lightest, most reliable communica the code, a voice message can be transmitted tions class transnutter yet made available. from the belt worn unit to the Yarder. Another unit is a fully transistorized This is a relatively simple system, but pocket receiver with performance equal to-- it is effective and reliable: It satisfies the safety requirement and at substantially lower cost. One logger using "Talkie Tooters" on three sides, reports that he saves $1,200 per months because he needs three less men. He paid for the equipment in less than four months of operation. that of any good mobile communications re ceiver, except for the antenna efficiency. These two units combined can provide easy to carry, two way voice communications never before possible. The ability to com municate with the roving man on foot with out burdening him with a large package An extension of the "Talkie Tooter" prin ciple was outlined in an article in the january-February 1961 issue of the IVestem Conservation Journal. It was written by to carry, has opened up new applications in many industries. Perhaps some of you can already see where equipment of this type can aid in your programs. John Gruddall of the Skagit Steel and Iron Works. The article describes a system which ^combined a radio controlled sky car with a Mobile Logger, equipped both as a grap ple loader and a self-propelled mobile tower to support the sky line. In this system, the movement of the sky line carriage and die choker lines is radio-controlled by the rig ging crew utilizing the same "Talkie Tooter" which I described. The system provides ef ficient operation with maximum safety be cause movements are controlled by the work man who has visual contact In a brief period of time, we can only scratch the surface of the possible applica tion of radio to safety programs and your business in general. I hope that some of the examples and equipment applications discussed may have application in your op erations. As a manufacturer, it is our re sponsibility to learn about your industry and your problems so that we may demon strate to you new systems .which can bene fit and serve you. Our representatives in your area stand ready to assist you in working out. answers to your communica This example represents a case where tions problems. Call turn in on your prob remote control of machinery is provided lems. Motorola has the systems engineering through the use of radio. It is probably department ready and capable to evaluate in the area of remote control of equipment, your problems and recommend solutions. or automation if you will, that great ad Motorola is expert in the communications vances in equipment application are yet business, but no one knows more about to be made. And it is here; that radio will your business and problems than you. With play an important role as the communica our combined knowledge, I know that sys tions link required to provide the remote tems can be evolved which will aid you in control. Unfortunately, standard products your safety program. 37 PRINTING & PUBLISHING SESSIONS THE CRAFTSMEN'S INTEREST IN SAFETY By MICHAEL IMPERIAL Mgr., Finishing Dept., Skinner Kennedy Co., St. Louis, Mo. I have had a very busy schedule the last Communication. Let people understand month traveling practically all over America. what we are trying to say. Reverting back I have visited many, many printing plants to 1958, in our plants we had many acci and I think I can speak from experience, dents. At that time I was chairman of the from visitations, and also from my long policy committee and I knew the advantage experience in actually working at the trade of having a safety program that would with my hands, and I have the hands also work. We didn't want management to run to prove that some 32 years ago I thought the safety program. We wanted their back I was smart but machinery is just a little ing But we supervisors wanted to run' the smarter than we are. program. We have some fifteen supervisors In my opinion, I think that our safety programs are essentially based on good communications. Without communication, all die posters, all the backing up of manage ment, and so forth, is of very little use. Back in 1958 the firm that I work for now had many small accidents in printing plants. in the plants and we delegate three each month, and one person to be chairman. They go through the building and inspect every known hazard there is. We had a report that we would make out But this is the thing that is important Reports are no good unless they have teeth in them. Incidentally, the principal supervisory ca pacity I have at Skinner & Kennedy is with about 80 per cent ladies and about 20 per cent men. If there were violations, the report would go directly into the department that was re sponsible for it If they weren't corrected in ten days, they would go to management We find that in any bindery there is room and then management would see that they for human accidents, made by the human were abided by. That is where we need the being. They are not accidents that ordi support of top level management Without narily would have happened. They happened their support a safety committee is of no because we want them to happen--careless use. ness. I think that we as supervisors--I con sider myself in the supervisory field rather than the top echelon--we carry the ball. We arc the men that make safety worthwhile. My job is production, getting things done, getting them done on time. And many, many time our workers will sacrifice not only production but their limbs and their lives for the sake of doing things easily. It is up to the supei visor to create an image and an attitude, and I like to use the word Then each month you would have three new men that would find some of the haz ards that the other people wouldn't find, particularly in the department that they were working in. They overlook some of the hazards in their own department But when you had a new chairman and new group, they would find the faults in these other departments. The thing we liked about this program, which I believe had the greatest "willingness." If people don't do things amount of benefit, was that some supervisors willingly, then they don't understand them. weren't in favor of safety, but once they It is up to the supervisor to create that were on the committee, they too became image and that attitude of doing things enthusiastic and willing, and once they be willingly, have them understand what safety came willing, you had a safety program that does and what it means. would work. 38 It is importer understands safi say that safety don. It certain selfish, we woul that we have money. It holds s There are nc printing industry comprise well o operations. Ther people for our dependent upon able. So, strict hard-nosed bust the safety of ot is a profitable e I doubt whetl shared by all o pie. If it wei greater interest, all, greater par safety. The big is the top mans this subject? The title th "Safety Looks that if this wei advance notices "How We Can Because Safety most every one t pie would be lacking in indu much tolerance: personal interes: ment What I ject may be me tnp managemen ately be entitle agement For I Upon Manager First, let's di tion and mana phasize particip Now the term * Printing and Publishing Sessions \ It is important that the individual worker jmderstands safety for their own good. We say that safety sometimes holds up produc tion. It certainly does. If we were to be selfish, we would admit that every accident that we have in our printing plant costs money. It holds up production. In a bindery operation, if you take a girl from the street and try to break her in on a given opera tion, it takes from three to six months to become anywhere near proficient If that girl should be hurt and you start a new opera tor, you are holding up production and it costs money. Safety does not cost It pays. SAFETY LOOKS TO MANAGEMENT By O. R. SPERRY Senior Vice Pres., R. R. Donnelley & Sons Co., Chicago There are no unimportant people in the printing industry because wages and salaries comprise well over half of the cost of our operations. Therefore we are dependent upon people for our existence, and when we are dependent upon something, it is not expend able. So, strictly from a cold-blooded and hard-nosed business standpoint to maintain the safety of our people at the highest level is a profitable endeavor. I doubt whether this opinion is generally shared by all of our top management peo ple. If it were, I think we would find greater interest greater concern and, above all, greater participation by these VIP's in safety. The big question is, how interested is the top management of your company in 'this subject? ) The title that was assigned to me is "Safety Looks To Management" I imagine that if this were erroneously printed in the advance notices of this meeting to read-- "How We Can Eliminate Safety Programs Because Safety Programs Cost Money"-- most every one of your top management peo ple would be here. If there is anything lacking in industrial safety today, it is too much tolerance and not enough demonstrated personal interest on the part of top manage ment What I have to suggest on the sub ject may be more properly directed to your top management and may more appropri ately be entitled "Safety Looks To Man agement For Help"--or, "Safety Depends Upon Management" First let's discuss management participa tion and management support and I em phasize participation -- not just approval. Now the term "management" is relative and must include every level of management from the first-line supervisor to the presi dent of the company. Assuming that any first-line supervisor not interested in safety would be replaced, let's tafic"about higher echelons of supervision. Of course we don't expect that the chief executive officer of a corporation will par ticipate in every meeting of a safety com mittee, but we can expect that he will be kept informed, and that he will communi cate to this group in such a manner that they know he is informed, and, above all. that he takes serious interest in their ac complishments (and, conversely, that he is seriously disturbed if there is a lack of accomplishment). People like to know that the big boss is aware of what is going on, and who is involved, in areas of activity other than the bread and butter operation, mainly those in the field of quality, service and production. It is my belief that most of the people in top management have to be pushed, urged, egged and, above all, staffed, on this phase of managerial function and of course that is the responsibility of the* person who is in charge of the safety program. -And it is--a-continuing chore on the part of this person, because if there is anything that can cause this activity of safety to bog down, it is a one-shot program without regularly repeated boosters. Now, -about "management support" I'm not referring to the normal day-in and dayout approval of expenditures for a series of safety posters--meetings on company time --improved first-aid kits and the like. I am referring to the enthusiastic support of safe 39 1961 Rational Safety Congress practices, rules, regulations, ])o!icics, eta; Another basic factor, not specifically re enthusiastic support of always making safety lated to management but in my opinion, one first in the order of importance of any and that may be too often overlooked in safety all company policies. And, included in the promotion, is that of "change." Unlike the term "enthusiastic support," I refer to back philosophy of "let us not change simply for ing up the line management organization in the sake of change/' when it comes to re support of strict enforcement of safety prac taining worker interest in safety, "change tices and rules--most of which are developed for the sake of change" is the life's blood as a result of experience (and sometimes of the program. I'm not in any sense refer sad. bitter and costly experience). 1 happen ring to the development and maintenance to believe that there is no such thing as a of safe practices and procedures, but spe workman being `"accident prone." It is a cifically to the gimmicks, the glamor the worn out cliche. What I do believe is that novelties, the attractions that will keep peo to the extent that management will tolerate ple conscious of and interested in the subject the repeated use of unsafe methods of pro of safety. In this field, today's standards cedure and. of repeated carelessness, a work arc tomorrow's antiquities. man may repeatedly sacrifice safety for pro duction. and consequently be more susceptible to accidents. Have you ever noticed that the com pletely demolished automobile that you oc casionally see m the main circle of a small I.et me give you a case example. A num- town to remind motorists of the terrible lwr of years ago we had one particular man consequences from reckless driving, usually out of a group of several operating similar. impresses the tourist who is driving through machines--and by comparison it was a rela the town, but a week after it is put on dis tively hazardous operation. As a result of play, tlie townspeople walk hv it counties- experience, we had developed a safety pro times without ever seeing it It's old hat cedure for handling the product on this and they are not interested until the display operation that actually reduced the daily out is changed after someone else has been put of the operator. This particular man killed. The same is true in our plants witii was an exceptionally efficient operator but respect to safety posters, safety records, and on the liability side in this case he was other conventional procedures. Let's change allergic to any change that reduced his out for the sake of change Let's. constantly put. Xow this is a most remarkable asset look for something new. something different, except lliat it cannot be tolerated at the ex something novel, and then remember that pense of sacrificing safety. If safety is first when you find it change it -- frequently. in the order of importance, and it well must Safety committees are rotated frequently and be. then there i no choice but to make some each committee should be charged with the thing else second, and since quality was not responsibility of coming up with something involved in the case at point, it was pro new, novel and different to keep up the duction. workers' interest in safety. This man insisted on reverting back to what we had previously determined were un safe practices and the foreman finally had to demote him hecausc he was unable to change his habits. As a result of the change, the unit cost of the operation increased con siderably, because this-man. by-comparison; was ottr highest producer to the extent of some 20 to 30 per cent, under any method. Here was a case where safety looked to management (for supjNirt) and got it---and it i- a good thing that top management did -upport it. because I was the foreman. A reflection on tlie supervisor for not being able to cliange the man's habits--certainly-- but a clear-cut case of safety first, meaning what it implies. Xow. in conclusion, I want to touch upon what you may call a cold-blooded approach, a thought for attaching more significance to the factor of frequency of accidents that wre arc in the habit of attaching to the factor of severity. . If-w-e-are ever to reach perfection and eliminate accidents entirely, we would au tomatically eliminate both of these factors. We of course know that we will never at tain that goal. However, I do believe tliat if we succeed in effectively reducing the frequency of accidents, jve will automatically reduce the severity factor. This same philos ophy worked at one time in- our company when applied to the principle of spoiled work. "Spoilage" we called it, where every 40 item of cost r product had t accounted for We laid so m taking out a a reflection of department ha ployees, the i anyone who c frowned upon result, in one quency wa re w Safety is c\ of the Nation should be awa our industry, our employers spread the wt>j safety. Directors oi are safe work knowledge of correct attitudi tools and equij Practical psj director of sal that one of th trolling humai self preservath That In a ir startling title : hazards in the to bring to yo but definite da of the materi; everyday work. For purpose these hazards ir 1. The dang 2. The dang< 3. Tlie dang The danger caused by igno Printing and Publishing Sessions - Item of cost related to repairing a defective severity, in this instance, the cost, was re I j product bad to be isolated, classified and duced by 90 per cent * 'accounted for separately in each instance. I believe that if we attach enough impor We laid so much stress on frequency, that tance to frequency in our safety programs, taking out a spoilage job number became so that we will take corrective action to a reflection of sin. In one particularly large reduce frequency, we may be saving a per department having almost a thousand em son's life. We need disciplinary action to ployees, the idea took hold so well that reduce frequency and when we get it, we anyone who caused a spoilage was actually will reduce severity. frowned upon by his co-workers and, as a Yes, it's just good plain business sense for result, in one year that I recall, the fre safety to look to management and for man quency wac reduced by 50 per cent and the agement to support safety. WITHOUT KNOWING IT YOU MAY BE KILLING YOURSELF By ALFRED A. JASSER Chief Chemist, Anchor Chemical Co.. Inc., Brooklyn-, N. Y. Safety is everybody's business. Members of the National Safety Council especially should be aware of the hazards present in our industry. We owe it to ourselves, to our employers and to the men under us to spread the word and the habit of practicing safety. Directors of safety know that workers are safe workers if they have the proper knowledge of potential hazards and the correct attitudes toward their jobs and the .tools and equipment with which they work. / Practical psychologists, and I guess every director of safety has to be one. recognize that one of the most powerful forces con trolling human conduct is the desire for self preservation. That in a nutshell, is the reason for the startling title for my talk on the chemical hazards in the graphic arts. Its purpose is to bring to your attention the little known but definite dangers that lurk within some of the materials many' of us ' use irf our everyday work. For purposes of discussion, I classify thc<c hazards into three groups: 1. The danger of fire. 2. The danger of toxic fumes. 3. The danger of skin ailments. The danger of fire is too frequently caused by ignorance as well as carelessness. In my visits to hundreds of plants. I've found men who did not know that the solvents they were using were EXPLO SIVE. In some cases the men were con fused by the words "Inflammable" and "Non-inflammable." Webster says that "in flammable" means "Easily set on fire, that which will bum readily or quickly." "Noninflammable" means, "Not easily set on fire, will not bum," etc In New York Gty. the fire department regulations define an inflammable liquid as one which has a flash point below 100 degrees Fahrenheit The ICC requires a red caution label on materials which have a flash point below 80 degrees F, Some cities have regulations which require red labels only on products which have a flash point below 70 degrees F. It certainly is a contusing situation. Most safety' engineers use the Under writers' Laboratories lists as their guide and usually consider any product that has a flash point below 100 degrees F. as re quiring speical precautions in use The vapors of those inflammable solvents which have a flash point below 25 degrees F. are usually explosive. In this class are such solvents as: ether, acetone, methyl ethyl ketone, benzene (benzol), gasoline, carbon bisulphite, collodion, most lacquer thinners, and paint and ink removers that 41 1961 National Safety Congress contain these. Whenever possible they should be replaced with safer materials _ having higher flash points. You would be surprised to know how much gasoline is still being used to remove ink from type, rollers and blankets. Re cently on one of my trips, I had the op portunity to visit one of our governmental agencies. The duplicating department was a neat dean looking shop. But whenever the men need blanket wash, they would send down to the Division's garage for some "gas." "Of course," the foreman hastened to assure me, "we always send down a safety can." He was aware of the potential dangers. But what precautions had he really taken? Hardly any. For when the safety can was brought upstairs, the men poured a quantity of gas into an open pan which was kept alongside the press. You see, they claimed the safety can was too heavy. The men felt it a nuisance to lift it each time. It was easier to dip the rag into the pan. No one thought of buying small bench cans or quart dis pensers. Thqy never stopped to think about the three hazards involved. The car in which we drive to work each day is powered by a motor designed to use the EXPLOSIVE FORCE of each mole cule of gasoline. On the coldest day, even way up in Alaska, just a faint spark is all that is necessary to explode that drop of gasoline. The chemists of the petroleum industry have added chemicals and changed the octane rating of all gasoline to the highest it has ever been. In the plant, the foreman forgot to think about the spark generated by the electric motor on the press. He forgot about the static electricity generated on the press, about the gas flame on the Kelly Press nearby, about the heat generated by the friction of the rag due to the "elbow grease" needed to loosen the dried inlf because gasoline at best, is a poor solvent Any one of these factors, plus a careless smoker could have turned his plant into a flaming inferno in seconds. A plant in Massachusetts forgot to care for the "gas-soaked" rags and the effect of sjxmtaneous combustion. The semi-headline was, "$25,000 payroll lost" There was no watchman, so nobody was injured, but the plant was damaged, and people were out of work for some time. But even if the plant continued to be lucky', what about the second danger--that of toxic fumes. Most gasolines, including the "regular" and less expensive grades contain tetraethyl lead. This lead salt and other additives make its use as a cleaner prohibitive. Many states now have regula tions which prohibit the use of gasoline as a solvent in order to prevent lead poisoning. Lead poisoning is that same disease which we used to worry about in composing rooms and line-casting shops years ago. Today, there are few cases because we are careful to exhaust all vapors from the melting pot and we wash our hands thoroughly before eating. Then why should we use as a cleaner any liquid which already contains a dis solved lead salt, easily absorbed by the body? It doesn't make sense. Furthermore, the continued use of this poor solvent very often leads to dermatitis. Over 17 per cent of all compensation claims are found to be in the class listed as dermatitis and skin troubles. Maybe gasoline is cheap, but I think it only proves that old adage, "The cheapest things are usually the dearest in the end." Because gasoline and the rest of the petroleum derivatives are such poor solvents tor dried inks, many people have turned to the more powerful coal tar solvents-- benzene--benzol and toluol. Benzene is a darned good solvent and it is fairly inexpensive. It is a colorless liquid with a pleasant but penetrating odor. You may have smelled it when you used your rubber cement thinner or watched the shoe maker apply adhesive to a rubber heel. Not only is benzene highly inflammable with a flash point down near zero degrees Fahrenheit but its vapors arc highly ex plosive. It is one of the most poisonous solvents used in the industry. Safety regu lations require that its vapors be confined and down draft exhaust ventilations be present whenever it is used. Inhalation of its concentrated vapors can lead to death. Pamphlets distributed by the U.S. Department of Labor .warns that "chronic poisoning, due to daily exposure of unsafe concentration of benzene may so 42 reduce the bloc bone marrow a with the skin sh What is an m a pressroom 50 big. Allow to eight hours, on you have reach What size is; department, or size? 50 by 5 evaporated is eij Is your room be safely evap< In the pressroc might use in on! The injurious are usually slov stores up the tc is pronounced, the symptoms a common ailment frequent headat petite and even i Listen to wh Service says in benzol the run poisoning com' amounts of v workers so exp on Song enougl may at least it acute attack. I susceptible to blood poisoning When the path may call it "h< say "Poor Joe, 1 But pressmen only ones' suso know of a boo! illness while t company. Only litho shop drop coroner found which he had 1 before sending i Cases of ben; found in the tipping in art i Benzol degre hands dry, sea! easy marks for While benzet Printing and Publishing Sessions reduce the blood forming functions of the bone marrow as to cause anemia. Contact with the skin should be avoided." What is an unsafe concentration? Imagine a pressroom 50x100 with a ten foot ceil ing. Allow to evaporate over a period of eight hours, only one pint of benzene and you have reached an unsafe concentration. What size is your pressroom, or stripping department, or composing room? Half that size? 50 by 50? Then all that can be evaporated is right ounces. Is your room 25 x 50? Then all that can be safely evaporated is only four ounces. In the pressroom that is as much as you might use in only one wash-up. The injurious effects of benzene poisoning are usually slow in being noticed. The body stores up the toxin until suddenly the effect is pronounced. Very often, unfortunately, the symptoms are easily mistaken for other common ailments, such as that tired feeling, frequent headaches, dizziness, loss of ap petite and even nosebleeds. Listen to what the U.S. Public Health Service says in their booklet, "Clara gives benzol the run around"--"Chronic benzol poisoning comes from breathing small amounts of vapor every day. Not all workers so exposed become ill. If it goes on long enough without bring noticed, it may at least have the same effect as an acute attack. It also makes people more susceptible to infections like pneumonia, blood poisoning and other germ diseases." When the patient drops dead, the doctors may call it "heart failure" or people may say "Poor Joe, he worked hard." But pressmen and compositors are not the only ones* susceptible to this poisoning. I know of a bookkeeper who contracted this illness while he worked for a printing company. Only recently 'a stripper' in a litho shop dropped dead at his desk. The coroner found the cause to be benzene which he had been using to clean the film before sending it to the camera. Cases of benzol poisoning have also been found in the bindery, where girls were tipping in art work with a rubber cement Benzol degreases your skin and makes hands dry, scaly and sore--then they are easy marks for infections. While benzene has its place in many industries where proper safety measures and methods of handling it are part of a con trolled operation, you must agree that it should not be used in the graphic arts field. After many printers took notice of these facts they wanted replacements for benzene. We found that many were supplied with cleaners which were formulated with methanol. Methanol, or wood alcohol, as you may know it, is an excellent solvent for aniline dyes but it too is very poisonous and inflammable. Its flash point is 65 de-. grees F. It is one of the few solvents that the government suggests should carry a skull and cross bones warning label When methanol is absorbed into the body, it affects the central nervous system and does particular damage to the optic nerve. It also has a damaging affect on the kidneys, liver, heart and other organs--irrespective of howJtentersJhe body. The maximum allowable concentration is only 200 parts per million of air. Poisoning from methanol is slow and symptoms may be delayed because it accumulates in the body and is slow in being eliminated. Handling of wet rags can cause very dry slan, sores and dermatitis. But the most common complaint with methanol is the damage it does to the eyes. Many cases of blindness have been due to the use of this dangerous material Here too, it doesn't matter how it gets into the blood stream-- by mouth, through the skin or nose--it is dangerous. Unfortunately, the odor of methanol causes it to be confused with "corn liquor." Many serious accidents have occurred when this solvent was dispensed from unlabeled cans or bottles. Methanol is quite corrosive to lead. This, added to all the other facts outlined above, should make you agree that methanol does not belongin the graphic arts. Because people are aware of the fire hazards of the inflammable solvents, many have switched to those that will not burn-- and thus assumed that they were safe. If these fluids contain carbon tetra chloride, and most non-inflammable cleaners do, then they are dangerously in error. The vapors as well as the liquid itself, are capable of causing serious poisoning and even death. 43 Several years ago. a large tag and label I learned that he was using a blanket printer in the cast, decided to save some wash which I knew contained 80% of - money by buying naphtha and adding carbon tet Not long alter, he followed my carbon tetrachloride to raise its flash point suggestion to stop using that mixture, he The alchemist who decided this, thought wrote me that "he felt good again." that they would surely be protected bv There have been cases in shops where mixing the two--50/50. only some people in the group using carbon Everything went smoothly until one day, tet, became ilL Investigators have reported several of their pressmen became ill. The that those who are most susceptible are doctor discovered that they were suffering those who drink alcoholic beverages, those from carbon tet poisoning. But that's not who are malnourished and all those who all. They suddenly had a fire caused by have had a case of poisoning before. static electricity due to the flow of the Sometime ago I read a news story" about naphtha from the full drum through an a husband who returned from a drinking ungrounded hose. After the plant was out "binge" with his dothes dirty. While he of production for several weeks, the super was lying on the sofa, "sleeping off his visor decided that only safe mixtures, hangover," his good wife attempted to dean bought outside, would be permitted in the his dothes with a carbon tet mixture. The plant windows were dosed. The husband died of Let's get hack to the carbon tet. The poisoning, but his wife was unaffected. maximum allowable concentration of-carbon -- Although carbon tetrachloride is the most tet vapor permitted by safety engineers is deadly of the chlorinated hydrocarbons, 25 parts per million of air. Compare this many others, often found in deaning fluids, to deadly carbon monoxide gas with whidi you are all familiar. Carbon monoxide has a rating of 100 parts per million and you now can see how deadly carbon tet can really be. are also potentially dangerous. These in dude : tricbloreothvlene, perchlorethylene, chloroform, trichiorethane and ethylene dicfaloride. They should all be used with care and only where there is suffident This is what the state of California says ventilation. in Bulletin #125--"This concentration (25 When any solvent acddentlv spills on parts per million) would result from turn your clothes it is important that you `remove ing into vapor one-half a teaspoonful of them at once. The portions of the body carbon tet in a room 10 feet long by 10 which have been touched by any solvent feet wide with a 10 foot ceiling. Don't rely should be washed with plenty of soap and ) <m your nose to detect harmful concentra water immediatdy. tions of carbon tet. It won't detect concen Although mudi of my talk lias been about trations of less titan about SO parts per solvents, there are other dangerous materials million, and when you can smell the odor, found in" our plants. Time prevents my it may have already harmed you." doing more than listing some: Many people liave become ill from expo sure to tills popular solvent without realiz ing the cause. The symptoms of carbon tet poisoning are similar to heart, liver and kidney diseases. In milder attacks, the symptoms are .headaches, nauseau and a tightness in the chest. "1. Among the inks are the yellows and reds whidi contain lead and chromium salts. 2. Rotogravure ink whidi contain coal tar solvents--benzol, toluol, etc. 3. Analine dyes found in flexographic inks and toners. 1 know a man who operated a small offset duplicator in an office. Eadi evening, upon his return home from work, he had to sit on the pordt for at least ten or fifteen minutes to "catch his breath" before going in. He told me that he lost his ap petite and that he didn't feel right, until 4. Spray fluids and powders that contain silicates, carbonates, talc phenol and for maldehyde. 5. Chromic and bichrotnic compounds found in platemaking and fountain solu tions--even spills on shoes should be re moved at once. he had filled his lungs with "good country I know of several cases of platemakers air again." who had severe cases of dermatitis and it 44 was traced to spilled on the take the troubl the shoes. 6. In the bin that contain pi servatives. 7. Care shoi used in finish tridty, built ti] laminates can c handled. 8. Care shou and other adds add can cause toxic lames. 9. Lye, cam potential disable Irene care. Some printej with next adva giving their : weekly lye bail operation of sc bing it with s caused many ai even with glov no longer nea every roller in or benzol or a and do a fastei This area of to safety alow in at the very been exposed I for many years dren browbeat automobiles yoi all this type o motivation. What I am g noon is to spe of motivation, ; specific safety t Printing and Publishing Sessions was traced to the fact that the material Spilled on the shoes, and the people didn't take the trouble to clean it up, to change the shoes, 6. In the bindery may be found adhesives that contain phenol and formaldehyde pre servatives. 7. Care should be taken with thinners used in finishing operations. Static elec tricity, built up on cellophane and plastic laminates can cause explosions when loosely handled. 8. Care should be taken with nitric arid and other adds used in platemaking. Nitric arid can cause explosions as well as give toxic fumes. 9. Lye, caustic soda and other such potential disablers should be used with ex treme care: Some printers, who have not kept up with next advances in chemistry, have been' giving their synthetic rubber rollers a weekly lye bath to get rid of glaze. This operation of soaking the roller and scrub bing it with steel wool and benzene, has caused many an accident. It is a risky job even with gloves, apron and goggles. It is no longer necessary. You can now clean every roller in your plant without using lye or benzol or any of the toxic materials-- and do a faster and better job at that Another risky habit which should be dis couraged is the use of naphtha, turpentine, typedeaner, etc. to remove ink and dirt from the skin. Some of these solvents may be toxic, some highly inflammable, but all have a drastic de-fatting action which can lead to infection. I hope that my remarks have succeeded in making you aware of some of the chemi cal dangers. Unfortunately', time does not permit me to give you more details. In closing, may I repeat this advice: 1. Accept nothing in your plant which is not properly and freely labded. 2. Be sure to read these labels. 3. Replace toxic materials with safer substitutes. 4. Store inflammables in a safe place, away from work rooms. .__ ,,5...Dispense inflammables only from ap proved safety cans. 6. Be sure to label each flammable container correctly. 7. Dispose of waste inflammables care fully. Spent liquids should not be poured down the rink. 8. Know what you are using and handle it properly. 9. See that everyone else in the plant does too! SAFETY MOTIVATION By LARI BURKHART John L. Gwydir Co., Inc., New York City This area of motivation is not peculiar to safety alone. In fact, we are coming in at the very hind aid of it You have been exposed to motivation in advertiring for many years. The cereals that your chil dren browbeat you to buy for them, the automobiles your wife wants you to buy, all this type of indirect stimulation is by motivation. What I am going to try to do this after noon is to speak broadly of the concept of motivation, and then to tie this in with specific safety examples as others and ray- self have been able to apply them to print ing plants and newspapers. Dr. Sonntag states that motivation is nothing more than directed learning. "The basis for all learning is the striving by the individual to lessen anxiety by mastering problems as they arise." Keep this in mind We will be using it a little later. Dr.->Earl Hannaford has developed a se quential definition for motivation, where he takes motivation and then several parts of it and defines them in turn. "Motivation," according to Dr. Hannaford, "is supplying 45 the incentives which impel an individual motives or it can be only partially suc something that to achieve a pre-selected goal and the in cessful. It can be replaced or give way climate for ar centive is anything the individual feels will to a substitute or block inhibition. I am does not in it satisfy a drive or a motive." And he says, afraid too often in safety we find our mo is the incentivi "A drive is a persistent stimulated condi tives blocked or inhibited. From this we that is the ac! tion usually arising out of body tissue needs can see why motives must be strong. In one drive can which demand immediate satisfaction. A the struggle of the survival of the fittest, ditions under w motive is any condition, and it is usually we know from experience that safety has tion. emotional that arouses, sustains and directs an individual's activities toward a pre-se lected goal." strong competition, so it behooves us to know the facts and use them realistically. Let's list some of the motives that we Before we s drives, motives down to som< Obviously, from our definitions it would are talking about: Social appeal; conform case illustratior seem that motivating people for safety would center primarily about proper individual in centives, which is a motive, since safety is not a one shot thing but calls for sus tained persistent, directed activities on a continuing day after day basis. Moreover, it has a high emotional content. ity; security; achievement; belonging; at titude; self expression; interest; and pres tige. Probably many of you are wondering why I haven't included praise, reproof and re ward. That is just the point here. Before we can arrive at the secret of motivation, There is a pivotal concept ford. He has ' we are using a concept is the : termines wheth in the true se Before we make any more conclusions we must be sure of what we mean by to' to prevent, and comparisons with respect- to-drives and -drives, motives and incentives. There is trol, brainwash, motives, let us allude to a few of the basic .a good deal of confusion on this point and you. The pivot: drives and motives: Hunger, sex, explora how they function. All too often incentives two kinds of ir tory instinct, masterliness. All are familiar and motives are interchangeably talked about motives. In tht with the drives which are shown in the and this, of course, is wrong. It leads to spoke of a coir order of dominance. Actual!}', masterliness conflict and confuses the effort to motivate. tioned the posi lies between drives and motives. There has The underlying truth is this: Drives and cussions deal w been recent research which places master motives are the same for every one. They cause precisely liness more as a drive than it does as are broad concepts. Incentives vary with reduce that tei an emotional motive. This is a natural de the individual, for they are the intermedi torted picture. duction because there is new evidence that ate achievements which impel the person We have mo our motives have their own roots in the to achieve the goal. Remember our defini tive and negati' natural drives. The important thing to re tion of motivation: Supplying the incentives meat, discipline member is that drives have an order of which impel an individual to achieve a pre tive discipline, i ) dominance; in other words, a precedence selected goal. Incentives may be anything which operates so that the strongest one which makes an individual feel will satisfy attitude. They pivotal point in that order of precedence gets attention a drive of a motive. Such things as praise, cipline are wha before the others. With motives it is differ reproof, reward, participation, and so forth, bivalence. The.; ent Motives, being emotional, do not have are incentives. It is the incentives we must bate. a natural fixed order of dominance but supply. Far too often we are trying to can vary in strength, depending on the ap supply motives. Motives are universal, human Let's take dii peal to the emotions. Since many motives conditions are the same for every one, the can be and usually do compete for our same as drives are the same for everyone. pline in the ir motivated is po: attention at times, the one that appears to be the greatest--anxiety or fear--usually wins out over the others. Our definition of motives, we said, is any condition, usually emotional, that arouses, sustains and directs an individual's activities in the interest ocularly when motivated, is n this is true of A motive must withstand repeated com to a pre-selected goal Motive is a condi negative, they petition with the other repeated drives and tion, we also said, that drives an individual fear and anxit assaults over a period of time. Drives with but is a different kind of a drive, a per negative motive their tissue order do not have to face sistent, stimulated condition, usually arising the extreme cas such competition. In fact, it is obvious when out of body tissue needs of the individual positive, they a: thirst or hunger are extreme, these over and demands immediate* satisfaction. Here fives. It is uni ride all others. We see that the particular is the important concept that distinguishes are viewed fron motives can face several fates. The motive drives and motives from incentives. Drives the same is ti can be successful in competing with other and motives are conditions. A condition is attitudes differ* 46 Printing and Publishing Sessions something that precedes and sets up the cut be good or bad. We can see further climate for an action and the result, and out from our pivotal point. does not in itself produce that result It is the incentives which produce the result that is the achievement of the goal. Any one drive can provide the necessary con ditions under which the incentives can func tion. Here is an interesting thing about the ambivalent motive. It lias an unconscious added impact on an individual. Wien he senses the intent behind it, the effect cut be intensified and amplified This can be true even when the person is griping about Before we sum up tire key facts about it Why? His ambivalent feelings are as drives, motives and incentives, I will get sociated with an authority figure. When we down to some actual accident situations, iiave confidence and respect for the au case illustrations. thority figure, we get a rdief from tension There is a very important concept, the by assuming the responsibility. pivotal concept. I borrow this from Hanna- Emotional content, impact and positive and ford. He has dug up quite a word which negative nature of this motive are dependent we are using across the nation. This pivotal on the use made by them by the authority concept is the point of departure which de figure. The solely positive motives are ef termines whether we are going to motivate fective. So the negative ones are barriers to in the true sense, or if we are going to goal seeking attainments. Even so, negative try to prevent, divert, practice thought con motives--fear and anxiety--can be strong trol, brainwash, propagandize, or what-have-- motives. -Here is an example of its use in you. The pivotal concept is this: There are a field which requires strong motivation. two kinds of motives--positive and negative This I borrow from Dr. Barnes, who is motives. In the partial list of motives we the psychologist for the National Collection spoke of a couple of minutes ago, we men System. He consults with the collection tioned the positive motive. Too often dis agendes. The basic approach in the collec cussions deal with the positive motives, be tion ol debts is tlie creation of fear and cause precisely only things that give pleasure anxiety in the debtor, whidi he can only reduce that tension. That gives us a dis dispel by paying the debt. He can't get torted picture. away from the use of fear and anxiety _ We have motives that can be both posi tive and negative: Attitude, tension, punish as motives and the collector has to create a certain amount of anxiety and fear. ment, discipline; then going down to nega From Herlock works, in three carefully ) tive discipline; negative tension and negative chosen incentives, where the disdpline is attitude. They appear on both sides of the the startling factor, he used four groups: pivotal point. These four motives of dis A control group whidi was given no in cipline are what we psychologists call am centives ; a group which received high bivalence. They are opposites of love and praise; a group which was given severe hate. reproof in their own interest; and a group Let's take discipline. Understanding disci which was ignored, but heard both the pline in the interest of the person being praise and reproof. motivated is positive. While discipline solely Using the control group's performance as in the interest of the motivator, and par- a percentile figure of 100%, the ignored ticujariy when not in the interest of the group had performance of 1(M; the re motivated, - is negative.-At the same time, proved group had performance of 105.8; and this is true of punishment When both are the praised group a performance of 180. negative, they have a dose kinship with Disdpline of a positive nature is a motive fear and anxiety'. Too highly and solely which is inherent in all of our captive groups. negative motives can disable a person and in It is a condition and dimate which prob the extreme case cause panic. When they are ably cannot be duplicated. The praise group positive, they are among our strongest mo- increased its performance by 80 per cent lives. It is unfortunate these two motives over the controlled group. This is direct are mewed from the negative standpoint, and testimony to the solely, socially approved the same is true of tension. People see motive effectiveness when praise is used attitudes differently. Most people agree it as an incentive. We must keep in mind that 47 1961 National Safety Congress praise was given to a captive group, operated took time to explore just what motivation under a state of discipline, and whenever is and also discuss basic definitions, we can the praise was warranted. This incentive cash in on it. All we have to do is put cm l>e associated with the discipline and the pattern of successful motivation in flow a socially approved motive of this kind is diagrams which I am sure j-ou use for closer to the discipline motive. routing of material. We will use it in dis Please understand why I am dealing with cussing our four cases. ambivalence. It is not because 1 am ranking First, in setting up our flow diagrams discipline above the oilier motives but be and what to do, on this hand, and how to cause of its key position and impact. It do it We selected our goal. We became is all too frequently misunderstood. All acquainted with the objectives. We reiterated the jobs of safely motivation take place frequently what these goals and objectives in a setting where discipline exists as the are: Develop and sustain good safety atti way of life. We don't have free choice, but tudes. On the other hand, personal contact, we do have on off-the-job work. individual and group participation. We test When we motivate, we select a goal, de cide upon what motives are most closely related to the goal, and then proceed to provide the incentives which will appeal to the individual or group as satisfying that motive or motives. Because of the possible mortality or fall-0lir'6f~m6tives, it is"Uest to use several and to choose your incentives accordingly. We don't provide motives but for achievement check for better perform ance, persistence, interest and attitude and goal. As the goal is approached, we inform the people of our progress--again personal contact and mass media. We command, when it is justified, on what to do and how to do it; again personal contact. I work this persona! contact to deatl). It is the only way I know of selling safety. we supply incentives which satisfy a mo The only new term we have introduced tive that already exists for all of us. in talking about the motivation pattern is A couple of simple examples of how we can put this to work. Because of the time element, I will take just one example which we all run into in our composing rooms and stereotype departments--eye in juries. This is our goal--no eye injuries; positive motive, security; positive discipline, dealing with security. These are possible incentives: publicize loss of sight cases; publicize cases of eyes saved by safety glasses; provide safety glasses, and also paying the cost for prescriptions ground into safety glasses, the taking of personal responsibility. Possible incentives were the plus motivation of discipline, enforcement of the rule of wearing safety glasses at a time goal grading. If motivations work, the nearer we get to the goal, the stronger the motivation. It also applies when we proride a continuing long term goal, with inter mediate, successive goals. For instance, if you want to achieve "no amputations" in your pressroom, rather than give the whole setup as to your goals, start with no acci dents for, say, seven days, then for longer periods, until one of these goals is achieved and yon build on each one until your press room will be running without amputations. If we'd analyze these cases in detail, we'd be here for hours but I am describing briefly what was done and some of the factors involved. when on the job. The first group was a group of 900 Apropos to this, when we try to get full use of glasses and are paying for prescrip tions, we achieve 7(1 per cent reduction of women, divided among five newspapers throughout the non-mechanical departments --phone solicitors, clerks, runners, girls in - eye injuries. When we made it mandatoty secretarial positions, editors, and just about to wear glasses all the time on the job and anything you can mention outside of the enforced it, we brought our eye injuries mechanical operation. When we started this, down to virtually nil. we bad a frequency rate of 1.19. This was Talking about how to successfully moti reduced to 0.16 over a twelve-month pe vate people for safety, we have to be re riod. The people I work-for aren't inter alistic. I am going to use four actual cases; ested in frequency figures. They are in two concern group motivation and two deal terested in dollars and cents. We had a with motivation of individuals. Since we figure of $2p95 at the beginning, and the 48 costs for the were running When we s lul and detai all of our sa were basically department ne the men were of our lady the ball in th to do to intert won't stand o cords? The w oriented and d material and a needs, incentiv program activ by the women out of it, mo our managers. Here are s< centives used: incentives--par ten or twelve < Woman's Wo Safe," and ac tirities stated Another me ment--and hei group rivalry, vs. women. Th management h these women i visits to their them. There v dozens of incc were designed cessful motiva they did. Case No. 2 90 mechanics ; ing under stoj quency rate, t lions, is 1.9. no accidents \ from the prect ft has situatic Case 1 didn't I Looking at < tivation, we es defined. When previously dev and training due to this er edition out V Printing and Publishing Sessions costs for the next twelve-month period ment is constantly before them as to the were running $372. progress of their work, and warranted praise When we started out, we made a care ful and detailed field study that showed all of our safety programs and activities is quickly given to them, including word of praise by rival departments--stereotype, composing and editorial. were basically oriented to the mechanical An added incentive arising out of the department needs, objectives and the way situational motive operates to strengthen the the men were thinking. We got a couple pattern of motivation in this case. As for of our lady editors together and tossed these incentives, there is a multitude of the ball in their laps. What are we going them. For some, it means to help in the to do to interest the dolls in safety so they time of need; for others, the reward oi won't stand on chairs or trip over phone overtime; for others, the group effort and cords? The women's safety committee was the esprit de corps; for others, rivalry be oriented and developed objectives, programs, tween the different gangs getting the web material and activities in terms of women's back up and putting in the new roll and needs, incentives, interest and thinking. The putting on the new blanket All these things program activities were given to women came into play. The critical thing about by the women. The men stayed completely situational motivation centers on this one out of it, much to the ire of several of point. Unless the situation impact has been our managers. preceded by good sound safety attitude de Here are some of the motives and in velopment habit formation has nothing to centives used: The motived--Belonging; the -build on and will increase injuries rather incentives--participation in small groups of than reduce them or prevent them. ten or twelve discussing subjects such as "A The third case is one I think most of Woman's World," "It Is Smart To Be you probably run into if you have just one Safe." and actually working on safety ac truck driver or anyone driving for you. tivities stated to women and their needs. This was a situation where we had a man Another motive--challenge and achieve ment--and here we had individual rivalry, group rivalry, women vs, men, and women vs. women. The motive--social approval. Top management had personal interest in what these women were doing and paid frequent rials to their departments and spoke with them. There were many more motives and dozens of incentives and all of these items were designed to follow the pattern of suc cessful motivation. There was evidence that they did. with a very poor driving record, having continual accidents, both personal injuries to himself and damage to equipment, but yet the circulation department wouldn't let him go. He was the one fellow who would get out in the poorest weather and get the paper delivered. In both this case and the last case I am going to talk about, I will limit the discussion to the unique as pect rather than to reiterate the principles we have discussed. This case concerns a driver with a very Case No. 2 was a diversified group of 90 mechanics and pressroom workers, work ing under stop paper conditions. The fre quency rate, under normal working condi tions, is 1.9. Under emergency conditions, no accidents whatsoever. This case differs from the' preceding one in gioup motivation. It has situational motivating factors which Case 1 didn't have. poor accident record, but whose physical and mental qualifications were quite satis factory. The incentives were group and in dividual rivalry, financial, reward, partici pation in the motive of achievement, conformity, identification. The poor per former was put in with three drivers with good records. These rules were ap plied: Each driver was to get $50 bonus at the end of the accident free year. If Looking at our pattern of successful mo all four drivers had an accident free year, tivation, we can see that the goal is clearly all four would receive $150. These three defined. When we got to sheet rolling, the good, drivers really went to work on this previously developed safety attitudes, habits poor one; and he tried to conform and iden and training were all brought into focus tify with the good ones. It worked so well due to this emergency. We had to get the that all the drivers in this particular com edition out Without question, the achieve pany, which is on the coast, are now work- 49 1961 Xalwnal Safely Congress ing in a group of four. A lot of you fed are laid that way. He throws this in, and sure it works if you give him some money, the watchman sees him check out He thinks __ but money wasn't the key. The reward in he went over for a couple of beers. After centive wasn't money. It was the rivalry a spdl, he came back and figured the gaso that did the trick in this case. line soaked down and got the No. 6 loosened Notice how wdl this ties in with the" up, also penetrated enough and got the No. following research done on the value of 6 fud oil so it could be burned a little rivalry as an incentive, where no rewards bit No more chipping. In goes a match. are used. Dr. Sims used three groups in The boiler went up through the third floor. his study. The first, a control group, in which The man himself, because he had all the there was no special motivation. They just ports in the boiler open, escaped with did the job. A group in which only group his life, but not too much more, because rivalry and participation was used. And most of his skin suffered third degree, sc- a group in which only individual rivalry vere burns and he lost an ear. Here is and participation were used. An incentive a case where the man knew the ropes, had score of 100 is the starting base. The con good sound safety motivation for five years, trol group got 108. They had an 8 per and it has been working, and all of a sud cent gain. The rivalry group, 115, repre den it doesn't work. senting a 1 per cent gain. Individual rivalry, But we have one other factor involved 153. The group of four plan combined mo here. The motives that were involved were tivating value of both the group and in- for doing the job right, as he knows how - dividual rivalry 'incentives in We most ef to_ do, or doing the job easy. He doesn't fective manner, and this shows why it think it is easy any more. But the motive worked so wdl. of doing it easy went out, it failed. Also The last case is a case that developed notice the absence of the discipline motive a week ago. In one of our plants we had in this. We didn't have the reinforced value a chief engineer, who had been chief en of the function of this man's mechanical gineer in the boiler room for all mechanical supervisor, who knew he was inclined to repairs for five years. His crew had not take short cuts. He knew this task was a a single lost time accident in this entire tough one. But the supervisor let this chap period of time He was closely supervised go ahead and do this. by a mechanical superintendent that had con I chose this fourth case for another reason trol of three papers, all in the New York besides its aptness in illustrating the con area. This man was known by Iris super flict of motives---the neurotic paradox. As visor to take some short cuts here and a contribution to the new concept of mo there This was all right, the work got tivation, Dr. Gower, research professor at done When they had problems in the other the University of Illinois, has put it this papers, they called this diap to trouble shoot way: `'Why does a person still persist in and he whipped the tiling into shape unrewarded, self-defeating injurious behavior This particular day he liad the job of when he knows and is familiar with the deaning up the checkerboard floor of one safe, rewarding method of behavior?" In of the train boilers in the plant. These boil the last case the employer knew it and ers in N-.v York are fired by No. 6 fud practiced safety procedures for a number oil which is heavier than molasses when cold. When it hardens up it is impossible ,,, to get it off,-The usual method is to chip with a non-flash chip, because we have no known explosive gas in the air. He dapped of years. Recent research indicates that we have not been fully conscious of the high motivating elements in the forced choice of opposition, from forces outside of our own unconscious drive to do things we away for a spell and didn't make much are told not to do. progress. Gasoline penetrates pretty wdl, The commonest of all emotions is the so he goes to the auxiliary generator and pressure to resist anything that may be siphons gas out. And by some means sprays felt to be coercion. This is one of the it in over the checkerboard. The floor of reasons why the mechanical superintendent this particular boiler goes from these dra- didn't want to dictate the exact way the man Iieries, let's say, all the way in this area. is going to do the job, because of this It is called checkerboard because the brides matter of coercion. He didn't want his good 50 ] j ! | \ { i 5 employee feel This is the c since we ha propaganda, which destro; In the four are incorpora cussed before incentives. M tives must be and work thi tive, that is emotional Idc in the safety desired goal i stronger the t of the desired How do yo ing? There s 1. The eff desire'ofJean Z The in achieve the ; gradient effec 3. As the get closer to; EN< Mgr Our compa change and I that section prims books printing worl you are prim perhaps not allied with th about the pri performance there is a gr that. I would li insures all si the average that is, has * less. We do i who have fre Printing and Publishing Sessions employee feeling that he was being coerced. This is the core of the motivation problem, since we have said that we do not use propaganda, brainwashing, and so forth, which destroys the creative incentive. In the fourth case, the general procedures are incorporated in the flow diagram we dis cussed before, the disciplines, motives and incentives. More particularly though, incen tives must be personalized for the individual and work through the proper selected mo tive, that is, conditions which gave the emotional lack to put and keep that person in the safety orbit The more strongly the desired goal is presented and reiterated, the stronger the motivation and the development of the desired motive. How do you tell when motivation is work ing? There are four simple tests: 1. The effectiveness and efficiency of the desire of learaijigis increased. 2. The individual or group effort to achieve the goal are persistent The goal gradient effect is clearly evident 3. As the motive becomes stronger, they get closer to achieving the goal. 4. The individual or group voluntary ex presses interest, satisfaction and interest to achieve the goal. In the first three of the four illustrations it was obvious that these four tests were satisfactorily met and would be observed by anyone making the check. In the fourth case, when the motivation failed, it was and should have been evident to the super visor that these tests were not being met and there was need for immediate action. In winding up, it may be difficult fdlr some to believe what we have discussed today is the key element in our lives. But its effective use spells the difference be tween success and failure in virtually every thing We do, and whether happiness or misery is going to prevail, the whole solution to emotional adjustment in lieu of maladjust ment It contains the key to self-motivation as well as the motivation of others. There can be no continuing safety without motiva tion. Even our conquest of outer space and solving the problem of outer space will be meaningless if we fail in solving these problems of our own personal behavior. ENGINEERING ANALYSIS OF ACCIDENTS By LLOYD L. LOTT Mgr., Loss Prevention Dept, Bruce Dodson & Co* Kansas City, Mo. Our companies. Casualty Reciprocal Ex change and Equity Mutual Insurance; serve that section of the printing industry that prints books and periodicals, magazines, job printing work, but not newspapers. I think you are primarily interested in newspapers, perhaps not interested, but more closely allied with them. I know practically nothing about the printing of newspapers, and their performance and accidents. But I doubt if there is a great deal of difference in it at that. I would like to say that our company insures all sizes of printing companies, but the average company probably is small; that is, has 40 or SO employees, some even less. We do have a few of the larger plants who have from 500 to 700 employees. What the larger insurance companies, such as Liberty' Mutual, Travelers, and Aetna, do in the way of accident prevention might have little relation to what we do, because, as I say, we are a small company. We have a relatively small 'safety engineering force and we are well scattered over about forty states. I wouldn't say that what we do is the best way to do it but it does seem to be the best way for us. We feel that we have had more than a little success at it Last year we returned a savings of $34.82 to every printer in the United States, and we provide workmen's compensation insur ance. For $100 premium we gave them back $34.82, which is very good, we feel. This year, with one more month to go, the pic 51 1961 National Safety Congress ture looks even better. So what we are doing and what we have done works for us fairly well. When our safety engineers call on a printing company, these are the objectives that we have: We try to help the insured; we try to hdp the printer help himself safetywise. We do not attempt to do the safety work for him. We feel that isn't our prov ince, that it is strictly management's job and, frankly, we can't get there often enough. machine in there and every operation, and understands it thoroughly. They understand it far better than we outsiders, even those who make a living in safety work. Now, the question is, do they always make use oi the knowledge they have of that machine? Obviously, they don't Tliat is why there are acddents. Where we put a great deal of our stress, safety-wise, is with the mana ger of that department or tliat area, who is responsible for the people that operate the Falls is the terms of cost, cost per claim I Then other objects struck someone bumf with an average Cuts, foreign skin rash, bun up the others. The one thii If we are able to call on each policy holder various machines, to make sure that they every 30 days, that would be fine. I know make a job study as needed for each some companies do that and do beautifully operation. we have had meat is that t and supervisor at it. I mean, some insurance companies. The printing industry, I believe more than bility for a cei But our aim is to advise with the in sured, to help him plan and set up a plan any industry that I have had any experience with, is geared to production. I mean, that go out and n operation, and that is appropriate for the size and nature of his operation. Obviously, we wouldn't use the same plan for a large plant em- is their bread and butter, their life, that is their life's blood--production--and some times it is such a problem that safety comes mean, the pnx Ford plant, o determining ti jglgvjhg, five , or six hundred people, as you way down the ladder, jtist about the last productivc-and would one that has 35 or 40. place. So we come to the type of acddents 'that we have. I am going to hit the high job. Usually, if we can. \\ We start, of course, with the owner, the lights of 'this and talk about aeddent types, simple rearran top management, and filter down through with just one or two illustrations later. or changing ti the supervisors and foremen, working on them primarily. The thing that we are try ing to get over to them is to make sure tliat they understand dearly the rdation between safety, accident prevention, and efficiency. It it rather difficult to sell safety on its merits alone. It has to have a dollars and cents value, as Mr. Burkhardt men tioned. That is what they are interested in. We try to increase their safety activi ties and stimulate their interest in safety, and finally--I purposdy put this last--we make inspections of the plant, not that that is less important, but we think it is some thing they should do themselves on a regu lar basis--a daily inspection, a weekly in-pection. a monthly inspection, in degrees. We try to show them how to do it most effectively. We will take a small printer with 50 employees, who is mightily concerned with getting business, getting the work out and getting it delivered and collecting the money. Acddents with him arc not a real serious problem as a rule; not that their accident record is better, but they don't have acd dents on the scale that the larger plant d>>es, or where die insurance company is looking at hundreds of plants. The one thing that we have learned is tliat somebody in the plant understands every Machinery icddents. In other words, getting caught in moving machinery is the most serious type of accident that we have encountered. In our analysis by types, we found that 18 per cent of accidents involve some type of machinery. I mean,- getting caught in it, or by it. The average cost-- and this is always important to a printer, the man who pays the policy--the average cost of a compensation claim in this cate gory is $223. Perhaps I should also explain that in figuring cost, for instance, we don't figure frequency, like the National Safety Council, where lost time injuries are in volved. Quite often we don't even have that information. These cost figures are com posed of medical expense and hospital, if any, the adjuster's expense that had to handle the claim, and compensation pay ment, those three things. Out of 100, 93 of the claims did not involve any workmen's compensation payment with medical and adjustment cost; only 7 involved that. So. yon see, we have the total cost here, and that is what the insured is interested in, because that is the bill he is going to pay. Tiie second most expensive kind is mate rial handling, usually lifting and moving materials, resulting in back injuries, muscu lar troubles, hernias. That involved 13%, with an average cost of $206.00. ` ing of the ope between a safe we thoroughly In the small in all plants-- ask the owner employees aboi pointing out t! welfare, he d hurt, and that plant, the close out that invt seriously affec bring, but the! are all vitally the emphasis i As we go h that we are cc all of you ar< Believe it or it is the one acddents. If > over the list o during the pas you are famil you've got pre dent that cost! Due to the puddle of oil by stepped in 52 Printing and Publishing Sessions Falls is the third highest category in fell and sustained a bad injury. This is so terms of cost, being 6%, with $154 average elementary that I feel ashamed even to cost per claim for that type. mention it, but it is the thing that creates Then other types of lesser consequence, really bad accidents. objects struck someone, or vice versa, someone bumped his head, and so forth, with an average cost of $28. Crowded conditions. Sometimes there is not much you can do about it But other times it is the thing that has grown like Cuts, foreign bodies in the eye, dermatitis, Topsy--you haven't become aware of it skin rash, burns, things of that sort, make You have let things be stocked or piled in up the others. an area when they really belong out in the The one thing that we recommend after we have had our discussion with manage ment is that they persuade their foremen and supervisors, whoever has the responsi warehouse or some place apart from the working area. Whenever you have crowded conditions, you have an unusual accidrirt hazard. bility for a certain group, that they actually Hand trucks, dollies and tilings that are go out and make a job study of every left in the aisles, even mops and brooms. operation, and by that we explain what we That .is a frequent violation that we find. mean, the procedure, like time studies in a Obviously, it can be corrected and it should Ford plant, or something like that But be corrected, and the only way to do it is determining the most efficient, the most to make sure that somebody is continuously productive and . the safest-way to do every alert for those things. job. Usually, we work with them on that if we can. We find that oflenUmes very simple rearrangement of material or stock, or changing the floor plan, or the position ing of the operator can mean the difference between a safe and an unsafe operation, and we thoroughly recommend that. One particular hazard that one of my engineers points out is the use of fork trucks, industrial trucks, in the plant. He said, "My experience is that they travel tar too fast for the safety of other people," and he mentioned that they are always difficult to hear because there is a lot of In the smaller plant particularly--we will noise when the presses are running, and in all plants--but in the smaller plant, we they can sneak up on you. It is a thing that ask the owner to talk frequently with his usually grows in proportion to the use of employees about safety, about their welfare, the number of trucks. They really form a pointing out that he is interested in their serious hazard, and accidents will attest to welfare, he doesn't want to sec anybody that hurt, and that is very true. The smaller tire plant, the closer the relations. Also pointing out that involvement in an injury can seriously affect not only their own well bring, but their income as well, which we are all vitally interested in. Once again, the emphasis is on the foreman part of it. Tlie cleaning of the rolls presents a serious accident problem and we have had mighty serious injuries from that It will always be a problem. The one thing that you don't want to use is carbon tetra chloride. But I am sure the method you use, and every man that works at that job As we go into any plant, the first thing knows how he should do it, but too often that we are concerned with, and I am sure takes the short way out They do it the all of you are, is housekeeping conditions. hard way. If they use the rag, the rag is Believe it or not, it is a simple thing but caught while moving and the hand is put it is the one thing that causes so many in and it is a very serious injury'. accidents. If you don't believe it, just look over the list of accidents that you have had during the past year in your plant, or that you are familiar with. You will find that you've got probably one very' serious acci dent that cost $1500 or $3,000. The thing that wc look for as we visit a plant is what the foremen are doing. If we see some workmen doing something that is obviously unsafe, that any school box would know wasn't safe or the best way to do it, if he does it in front of the Due to the fact that there was a little foreman and the foreman ignores it, he puddle of oil or grease, someone hurrying doesn't notice it or passes it off, then we by stepped In it, his heels shot out and he hare a foreman problem, and we talk to 53 1901 Xatumal Safety Congress the foreman rather than to the man that made the violation. We feel that it is the foreman's position to correct that, and we ' think that is the biggest field we could work with--the foremen of management. Last year the safety manual for the ' graphic industry was discussed. It is a fine compensation insurance, is vitally affected by your hiring program. It even affects your hospitalization. Blue Cross, or whatever you may have. So it is extremely important that you give thought to that However, you've already got a houseful of jieople and there is nothing you can do about tliat. If you havi say it simply, that is the b< white space, that anybody < write a good principal ingi publication. It was put out by the National But when you hire new people, that is very something tha Safety Council, but the objection to it was imjxjrtant. attracts your that it dealt mostly with books and periodi Then teaching and training everybody for a good sumi cals and such, and Itad very little newspaper a job. I think it is important tliat you teach practically nol production in it. I believe there was some every man, I don't care if he lias worked what we try t< thought given to revising or making a new twenty years at a particular job and you When we fi one for the industry. I don't believe that are going to place him on one just like it, engineer inqui lias been done yet. Hut it is a fine tiling lie still should be trained and taught. He for anybody that lias time to study it. But should be shown what you want done, not gram. He sa program do y> that is die catch in it--Iiaving time and the way they did it somewhere else, because can work wit! interest to go through it. We bought a lot tliat is not the way. He may have twenty of those and began giving them out to our years of bad experience instead of good very frank an have a safety larger printers, feeling tliat they would be experience behind him. so it is worthwhile in preventing ; interested in it. They had never seen it. -But just like..if somebody had given it to me I would probably turn it around in my liand and say "That looks good and I will read that when I get time." But the joint is I probably would never have gotten time. We liave found that in order to get through to a busy man. a man tliat is running a printing business, we've got to to take the time to train hint. Then sujiervise the working practices of all employees regularly. Then institute a safety education program, a thing that each company has to work out for its own needs, to stimulate employee interest, keep it alive, give them safety tips. .4 _pretty--good . don't have ar very careful \ hire anybody t to us. We v build on and t out an appltca with former c five years. We boil it down to essentials, and that is what Make jtlant insjiections, do that yourself have had, and we have done on our one-page basic safety and don't wail for the insurance comjianv. they thought program, "A Basic Safety Program To and study and analyze Jiast accidents. record was, w Prevent Injuries to Employees." We have listed six principal points, with subheadings under each one. If we can get them to take the time, after we have left their office, to read that and consider doing as much of it as they can, we feel tliat we had made great progress. 1 don't blame them, and I don't blame you folks for not taking time to go through that. It isn't your field. You haven't the time, but if you can try to do a< many of these six Ixtsic points, it would help you. For instance, the proper selection of new employees. Tliat is basic. It eliminates a lot of needless exjiense. If you hire some body tliat has a back injury" or a hernia, weak heart, diabetes, epilepsy, you have hired yourself a workman's compensation \Ye have found that inasmuch as we can only get around to each printing company once, twice, three, maybe tour times a year --I would say that twice a year jierhaps is the average tor our visits--obviously we are not going to do a great deal to improve the safety record of tliat company, unless wliat we do the day we are there carries over. In other words, have we helped them to help themselves? Now we supplement our engineers' visits, maybe two or three a year, with a monthly safety suggestion letter, a simple little letter that w;e write with a certain industry in mind, and we mail tliat to the owner of each company we insure. We try to get over a very simple message about faiety. what about hb it comes up interested in h: Our enginee else do you d nobody withou nation." The better, that is tinued. "Oh, every once in office with the men have littl time permits, have any safe! Our enginee you have a : whether you 1 claim tliat is going to cost from $1,000 to We thus give twelve more shots, and do about accii $10,000. Not only do you save on comjiensa- they are rather painless for the insured. jiens?" The ti tion cost, but you get a more efficient, a They don't break into his working day. cemed when more dejiendable work force by selective They don't tie him up in his office for an try to find c hiring. Your unemployment taxes, an even hour or two hours. He reads it, and I think accident, whai greater cost to you than your workmen's we have accomplished a great deal by that. try to prevent 54 Printing and Publishing Sessions It you have an interesting message and me show you what we do. Here are some say it simply, and leave lots of white space, that recently happened. that is the best part of the message--the white space. You know, somebody has said that anybody could make a good speech, or write a good letter, if they have the three principal ingredients: A good opening, something that catches your attention and attracts your interest, then a good ending, a good summation and summary, then practically nothing in between. So that is what we try' to do. "Every time they have an aeddent of any consequence, or one in which there is a lesson to be learned, particularly, after they have investigated it thoroughly, they go back to the machine on which that accident happened, or wherever it happened, and they take a photo. Then they reproduce that picture. And let me just read what it says: "`Safety is a full time job. Think When we first called on them, the safety safety in every task you undertake. Know engineer inquired about their safety pro your machine and respect it. You will gram. He said, "What sort of a safety never be asked to perform a task which program do you have, if any? Perhaps we doesn't provide you with safe working can work with you on that" The man was conditions.' very frank and said, "Well, we don't really have a safety program. We are interested in preventing accidents and we have done a pretty good job, we think, but we just don't have any formal program. We arc very careful who we hire. I don't want to hire anybody that isn't going to be an asset to us. We want somebody that we can build on and we are very careful. They fill out an application form and we dieck back with former employers for at least four or five years. We check on all of the jobs thev havc had, and wc inquire by tdephone what they thought of the man, what his work record was, what his accident record was, what about his health, and so forth. Unless it comes up to real good, we are not interested in hiring that man." Our engineer said, "That is good. What else do you do?" He said. "Well, we hire nobody without a thorough medical exami nation." The engineer said. "That is even better, that is wonderful." The man con tinued, "Oh, ves, we have little meetings every once in a while. I have them in our office with the foremen and then the fore men have little meetings on the floor when time permits, with his people, but wc don't have any safety program." "Then it says what happened: '"The printing department was shorthanded and all of the pressmen were busy. The operator wanted to help, so she started washing the large impression roller on the 20" priming press. The clean rag got caught and the operator followed a natural tendency to try to pull it out of the press. Instead, her hand was pulled between the two metal rollers. The press was not running, just on jog, but the roll of this press was enough to pull her hand into the press.' "That is what happened. Then it de scribes the nature of the injury, how her hand was hurt. Then it says *How could this accident have been prevented?' All operators should have sufficient knowledge of the equipment they are working on before they undertake such a task. Ex perience in handling this equipment would -have taught licr caution in this operation. She should have waited until a pressman was available before attempting to clean the machine." That is one accident 'and they went to extreme lengths and yet they felt they didn't have a safety program. I just wish we had about 100 per cent of our printers Our engineer said. `It seems to me like that had "no safety program" like that. you have a pretty good safety program, whether you know it or nut. What do you do about aeddents. when an accident hap pens?" The man said, "Well, we are con cerned when somebody gets hurt and we So often we get committee reports, per haps minutes of a safety committee meet ing, where they have been renewing acci dents that happened, and they will describe it thus: "John Brown accident; did so and try to find out exactly what caused the so." Then down at the bottom, they say accident, what went wrong, and then we "We voted guilty." That isn't the point. to* to prevent it ever happening again. Let Wc arc not trying to pin guilt on somebody. 55 1961 National Safety Congress Where we lave safety committees, and lots of your plants probably do have safety committees, I would advise that every man on that safety committee see the National Safety Council safety film- entitled "Cause and Cure." I just wonder how many here have ever seen that film? Do you remember the title? It is an extremely interesting and very informative film, which shows a safety committee in action. It really makes a member aware of what he is trying to <1 and how lie should go about it. Those of j'ou who arc responsible for safety back home, or are interested in it, or have anything to do with it, don't be afraid to repeat a good idea, or every day instructions if they are needed. Believe me. so many tilings can be repeated dozens of times and be just as effective the second time. Perhaps you think you are wearing it out You are wearing the people out by telling them to mop up. clean up, keep the aisles straight and don'i put things in the aisles. If you think that, if you think you are wearing it out, believe me, it isn't true. I was interested in a little article from the National Safety News for October, 1961. It is on page 9 under the heading, "The Safety Valve," by Carmen Fish. I am just going to quote the first part, which applies not only when you are writing a directive, a bulletin, but also when you are doing it verbally. "Old Stuff. One of the shortcomings of most publications is tliat they are so afraid of repeating. Editors kid themselves by thinking every reader has read everything they published. Inevitably, of course, editors do repeat. But they always feel guilty about it. It is an admission of sterility when they dish up old stuff and even dress up well worn out ideas in new dress." Whether you are a supervisor, or whether you are the man in charge of the super visors, or whether you are going direct to your employees, believe me, don't be afraid to repeat the good old fashioned safety rules that make a lot of sense. OFFICERS N General Chaim ton, N. Y. Vice Chairman Eastman Ko Vice Chairman Inc, Hoquis Secretary--Mb Regional Reprt Corp.. Chill: Paper Co., mermill Paj tinental Car Adair. Safe Canada--*A Kenora, On of America, Olin Mathii Webber. Pe Contest Commi III; Richai St. Louis, 1 delphia. Pa. Special Project Mutuals of tainer Corp. Co., Crosset Assn.. Toro Co., Interna Paper Co., 1 Off-Tkc-Job-Sc lations Dir., Corp., Kinj Safety. Inte steist. Safe) Pulpwood Logi Alexander i Paper Safe Hiwassee L Wis.; J. O: Pulp Manufact Safety, Sou OFFICERS OF THE PULP AND PAPER SECTION NATIONAL SAFETY COUNCIL 1961-62 General Chairman--Vincent P. Coulon, Safety Dir., Sealright-Oswego Falls Corp., Ful ton, N. Y. Vice Chairman and Program Chairman--Robert J. Gell, Staff Asst., Paper Mills Div.. Eastman Kodak Co., Rochester, N. Y. I'iee Chairman and Newsletter Editor---Robert M. Gilmore, Gen. Safety Supvr., Rayonier, Inc, Hoquiam, Wash. Secretary--Merlin C Race, Dir. of Safety, St Regis Paper Co-, New York, N. Y. Regional Representatives--*Fraxcis H. Wagner (Chairman), Dir. of Safety, The Mead Corp.. Chiilicothe. Ohio: Lake States--*Arthur Carle, Safety Dir., The Northwest Paper Gx, Cloquet, Minn.: Middle Atlantic--Harry J. Hahn, Safety Coord, Hammermill Paper Co., Erie, Pa.: Southern--`Dallas E. Henry, Safety Supvr., Con tinental Can Cd, Inc, Paperboard & Kraft Div., Hodge, La.: Pacific Coast--Dan Adair. Safety Coord, Pacific Coast Assn, of Pulp & Paper Mfgrs., Portland, Ore: Canada--A. E. Minor, Safety Supvr., The Ontario-Minnesota Pulp & Paper Co., Ltd, Kenora, Ont. Canada: Midwest--*Earl F. Ripstra, Personnel Mgr., Container Corp. of America, Chicago, III.: Central--H. E. Newbury, Safety Supv., Ecusta Paper Die, Olin Mathieson Chemical Corp., Pisgah Forest, N. C.: New England--Orbbie K. Webber, Personnel Mgr., St Regis Paper Co., East Pepperell, Mass. Contest Committee--A. Scott Dowd (Chairman), Pres., Fritz Publications, Inc., Chicago, III; Richard H. Wahlfeld, Co. Safety Coord, Engrg. Dept., Bemis Bro. Bag Co., St Louis, Mo.; Richard Dyer, Corporate Mgr., of Safety, Scott Paper Co., Phila delphia, Pa; *J. Fred Berry, Gen. Ins. Mgr, Alton Box Board Co., Alton, 111. - Special Projects Committee--Gordon B. Lemke (Chairman), Research Engr., Employers | Mutuals of Wausau, Wausau, Wis.; Lambert J. Louy, Indust Relations Mgr., Con' tainer Corp. of America, Chicago, III.; Russell E. Bell, Safety Dir., The Crossett Co., Crossett Ark.; Ross E. Scott, Mgr., The Ontario Pulp & Paper Makers' Safety Assn., Toronto, Ont, Can.; D. L. Eisenach, Safety Dir,, Minnesota & Ontario Paper Co., International Falls, Minn.; G C. MacPike, Safety "Din, Kraft Div., St. Regis Paper Co., Pensacola, Fla. Off-The-Job-Safety Committee--Mrs. Marian Irving (Chairman), Asst, to Indust Re lations Dir., Stone Container Corp., Chicago, III.; *D. V. Hill, Safety Dir., The Mead Corp., Kingsport Div., Kingsport, Tenn.; *George R. Merriman, Coordinator of Safety, International Paper Co., Southern Kraft Div., Mobile, Ala; A. E Hammerstein, Safety Dir., Gaylord Container Div., Crown Zellerbach Corp., St. Louis, Mo. Pulpwood Logging Committee--E. C Cordos (Chairman), Louisiana Forestry Commission, Alexander State Forest, Woodworth, La; E. N. Denison, Mgr., The Quebec Pulp & Paper Safety Assn., Inc, Quebec, P. Q., Canada; A. R. Bentley, Safety Supv., Hiwassee Land Co., Calhoun, Tenn.; J. S. Hensel, American Pulpwood Assn., Wausau. Wis.; J. Omek Lang, Chief, Woods Employment Unit, Brown Co., Berlin, N. H. Pulp Manufacturing Committee--Harris K. Williams (Chairman) Asst. Coordinator of Safety, Southern Kraft Div., International Paper Co., Mobile. Ala.; Robert G. Ison, Mgr. of Safety Services, Kimberly-Clark Corp., Neenah, Wis.; Jack F. Robertson, 57 Gen. Safety Supv., Crown Zcllerbach Corp., Portland, Ore.; H. G. Barrett, Safety Dir., Ontario Paper Co., Ltd., Thorold, Ontario, Canada; John S. Turner, Safety Coordinator, Bowaters Southern Paper Corp, Calhoun, Tenn. Paper Manufacturing Committee--James M. Pinkston, Jr. (Chairman), Personnel & Safety Supv., The Crossett Co., Crossett, Ark.; A. E. Topmhaer, Safety Supv, The Oiampion Paper & Fibre Co., Hamilton, Ohio; R. H. Blunden, Safety Mgr., Scott Paper Co., Marinette, Wis.; Frank G. Harmon, Employment Mgr., Hollingsworth and Voss Co., West Groton, Mass.; George W. Offehjost, Supv., Organization De velopment and Training, Containerboard & Kraft Paper Div, Continental Can Co., Inc., Xcw York. X. Y.; Jame. E. Jones, Dir., Ind. Relations Div., American Paper & Pulp Assn.. Xcw York, X. Y.; Chester W. Matzencer, Safety Dir., International Paper Co., Mobile, Ala. Hag Committee--Harouj Hewitt (Chairman), Asst Personnel Mgr., Bcmis Bro. Bag Co, Pcoria. 111.; Allen H. Watts, Safety Dir, Union Bag-Camp Paper Corp, Savannah, Ga.; Jack A. Kohl. Training Supv, Converting Div, St Regis Paper Co, Pensacola. Fla.: Toxje R. Trim, Safety Dir, Gaylord Container Corp, Bogalusa, La. Hoofing Committee--Harry R. Mesler, Jr. (Chairman), Dir. of Safety, The Ruberoid Co, South Bound Brook. X. J.; M. H. Miller, Dir. of Safety Dominion Tar & Chemi cal Co, Montreal. Quebec, Cainada; Matt F. Fink, Supv. of Safety, Certain-Teed Products Corp, raoli. Pa.; Robert C. Smith, Supv. of Safety, Industrial Health and Plant Protection, Johns-Manvillc and Co, Waukegan, 111. Insulation Committee--Bcdwin J. Lee (Chairman), Safety Dir, Wood Conversion Co, Cloquet. Minn.; M. F. Mattson, Safety Supv, Minnesota & Ontario Paper Co, Inter national Falls, Minn.; William Bigham, Personnel Mgr, Abitibi Corp, Alpena, Mich.: C Hoctel, Jr, Dir. of Safety. The Celotex Corp, Morrero, La. Specialties Committee--Alfred B. Barnes (Chairman), Safety Engr, Fibreboard Paper Product* Corp, San Francisco, Calif.; Edwin D. Lewis, Personnel Mgr, Container Corp. of America. Philadelphia, Pa.; Otto Wacers. Safety Adm, Tiic Champion Pa] kt & Fibre Co, Hamilton, Ohio Shipping Container Committee--Jack Dunman (Chairman), Asst. Mgr, Industrial Re lation-. Container Corp. of America, Louisville, Ky.; Ralph H. Effler, Mgr, Em ployee S: Training. Packaging Corp. of America, Hutchinson, Kan.; William B. Gitti.n*, Dir, Industrial Relations, Fibre Box Assn., Washington, D. C. Folding Carton Committee--Forrest E. Kim mell (Chainnan), Safety-Medical Dir., KVP Sutherland Paper Co, Sutherland Div, Kalamazoo, Midi.; Henry Kvintcs, Personnel Mgr, Weyerhaeuser Co, Boxboard & Folding Carton Div, Chicago, 111.; William W. Johnson. Supv. of Organization Development & Training. Boxboard fc Folding Carton I iv. Continental Can Co, Inc, Xcw York, X. Y. Staff Representative--Robert Cl-rrie. Xational Safety Council, Chicago, HI. *I'a*t General Chairman 5R OFFICERS PRINT N General Chaim Vice Cltairman & Sons, Chit Secretary--Fra: Newsletter Edit Co-Editor--Do: Membership Ci Service Inc, brook. Conn. Associations Cl Washington, Industry Uaisot ing & Lithog Newspaper Lia York Times, Program Chair. Chicago. 111. Co-Chairman--1 Training Chair. Office, Wash Co-Chairman--( Washington, Foundation, Engineering Ch X. Y. SUB-COMMI* Material .Handl Inc, Kingspi Chemicals Choi Canada Co-Chairman--J ing Co, Phil Guarding and ( well, Freepo Co-Chairman--1 Fire ChairmanCo-Chairman--1 Printing, W: Staff Represent OFFICERS OF THE PRINTING AND PUBLISHING SECTION NATIONAL SAFETY COUNCIL 1961-62 General Chairman--Gordon Rosberg, Safety Dir., Richter McCall & Co., Chicago, 111. Vice Chairman and Membership Chairman--Jack Stroube, Safety Dir., R. R. Donnelley & Sons, Chicago. III. Secretary--Fkankux T. Williams, Safety Coord., I. B. M. Corp., Greeneastle, Ind. Newsletter Editor--D. H. Grothaus, Safety Dir., McCall Corp., Dayton, Ohio Co-Editor--Donald Jahxke, Safety Dir., Meredith Printing Co., Des Moines, Iowa Membership Committee--George Macdonald, Vice Pres, and Gen Mgr., Self-Insurer Service Inc, Chicago, 111.; Walter R. Smith, R. R. Donnelley & Sons Co., Old Saybrook, Conn. Associations Chairman--B. J. Taymaxs, Gen. Mgr., Printing Industry of America, Inc., Washington, D. C. Industry Liaison Chairman--G. S. Mansfield, Safety & Emp. Ben. Dir., Western Print ing & Lithographing Co.. Poughkeepsie, N. Y. Newspaper Liaison Chairman--Eugene Zaccor, Plant Protection & Safety Dir., New York Times, New York, N. Y. Program Chainnan--Frank Neidhart, Personnel Mgr., Miehle Printing Press Mfg. Co., Chicago, UL Co-Chairman--P. L. O'Neill, Gen. Safety Dir., Rand McNally & Co., Hammond, Ind. Training Chainnan--Howard K. Codling, Safety Officer, U. S. Government Printing Office, Washington. IX C. Co-Chairman--Carlyle F. Bunn, Corp of Engrs., U. S. Army, Army Map Service, Washington, D. C.; Charles Shapiro, Mgr. Educational Dept, Lithographic Technical Foundation, Inc., New York. N. Y. /Engineering Chairman--Alfred A. Jasser, Pres., Anchor Chemical Co., Inc., Brooklyn, X. Y: SUB-COMMITTEES (Engineering) Material .Handling Chairman--George W. Hawkins, Coord, of Safety, Kingsport Press, Inc.. Kingsport, Tenn. Chemicals Chairman--H. Burt Wallace, Safety Dir., Montreal Star; Montreal, Que., Canada Co-Chairman--John Bradley, Asst to Mgr., Magazine Press Div., The Curtis Publish ing Co., Philadelphia, Pa. Guarding and Controls Chairman--F. X. Burt, Mgr., Trip Control, Minneapolis Honey well, Freeport, 111. Co-Chairman--Robert M. Gorman, Asst Personnel Dir., J. W. Clement Co., Buffalo, N. Y. Fire Chairman--Lawrence G. Burkhart, Risk Control Inc., New York, N. Y. Co-Chairman--Wilbert R. May, Safety Officer, Treasury Dept, Bureau of Engraving & Printing, Washington, D. C Staff Representative--E. E. Koch, National Safety Council, Chicago, 111. 59 Other Volumes in this (1961) Series Users of this volume will find much value in its companion volumes, which offer the complete record of the 49th National Safety Congress! Here is the list: Vol. No. i 2 3 4 5 6 7 8 9 10 II 12 13 14 15 l& C7 18 19 20 21 22 23 24 25 26 Title 1 to 9 10 or Copies more General Sessions and Index to all Volumes.................... . 5 .65 Aero-space; Air Transport............................................... . .65 45 45 Automotive and Machine Shop; Power Press and Forging .65 45 Cement, Quarry and Mineral Aggregates.................... . .40 45 Chemical and Fertilizer................................................... 45 45 Civic Leadership; Church, Home, Women, Youth, Farm. . .90 Coal Mining................................................................... . .65 .80 45 Construction; Public Employee........................................ . .65 45 Electrical Equipment........................................................ . .40 .35 Food and Beverage; Meat PacLing, Tanning and Leather Products; Trades and Services................................... .65 45 Glass and Ceramics; Rubber.......................................... 45 45 Industrial Subjects Sessions (ASSE)............................... . .90 .80 Labor.............................................................................. 45 45 Marine............................................................................. 45 45 Metals ............................................................................. 45 45 Mining............................................................................ . .65 45 Motor Transport; Transit................................................. . .90 40 Occupational Health Nursing.......................................... . .40 45 Petroleum ....................................................................... 45 45 Public Utilities................................................................. 45 45 Pulp and Paper; Printing and Publishing........................ 45 45 Railroad ........................................................................ . .40 45 School end College........................................................ . .90 40 Traffic ............................................................................ . .65 45 Wood Products; and Textile............................................ . 45 45 Early Morning Sessions--"Time Management"............... 45 45 Stock No. 02241--1 02241--2 02241--3 02241--4 02241--5 02241--6 02241--7 02241--8 02241--9 02241--10 02241--11 02241--12 02241--13 02241--14 02241--15 02241--16 02241--17 02241--18 02241--19 02241--20 02241--2102241--22 02241--23 02241--24 02241--25 02241--26 COMPLETE SETS (26 Volumes)...................... ............. .$1040 $1040 022.11 All prices shown are subject to a 10 per cent discount to National Safety Council members. NATIONAL SAFETY COUNCIL 425 NORTH MICHIGAN AYE. CHICAGO II. ILL. J200i6'0: M|T is ... 022.31--21 60