Document jNgZr344Zm1gLR9JojKeRK1ZR

FILE NAME: Abex (ABX) DATE: 1947 DOC#: ABX141 DOCUMENT DESCRIPTION: Published Conference Presentation - A Better Place to Work PLAINTIFF'S EXHIBIT A B -36 vtieolnospetso tocodmirpeacntlyy sruecfcleecsts. thTeihreyinddiovidnuoatl wcoannttriabnuy- opurotsdiduecrtiotnry, ianngdtotherreegbuylapteutbay rloimofitoantiothnesirthdeaiyr'sdpaailyy wI hhoopterieosubrymseunchwmileltshtoadnsdtouplimanidt trheeailrlyiunfcioghmteas.nyone * * of IyhoouprenIehwavneebigehenbosru.cceWssafultlerin HgiovfifnmgaynouanadpicItuarree happy to be here. We want your good opinion. We are determined to do whatever we reasonably can to rwaeteiynoteunrdgotoodawnsilwl.eWr "hYenesy"oiuf aistkisusatopodsosisboimliteyt.hiWnge, want you to know that we are as interested in the welfare of Elyria as we are in building Electro-Alloys intWo eonfeeeolf tthhaetctihtyis's noeuwtstpanladnitngiscothmepabnesiets.in its in dustry. We hope Elyria is going to be just a little bit proud of it --as we are proud of being here in Elyria. This talk was given at the Annual Dinner of the Chamber of Commerce, Elyria, Ohio, April 23, m i . The occasion was the completion of the new Electro-Alloys Division foundry in Elyria. [ 34] SPNY 005168 UHOMl A Better Place To Work The retirement systems of today do a lot of things atoromunadnythoef buesn. dWoifththme yrosaidx,tyt-hfierstsixmtyil-efisfttohneseejumsst much too near. Although retirement may not actu ally happen on that birthday, at such an age more and ; ymoourethyoinukthoifnkyoinurtseerlmf ssiottfirnegtirbeemfoernet,thmeorfiereanldoomkoinrge back on the years of your work life, thinking of your | associates of those years, wondering what has hap pened as to this and that plan, feeling what a thrill it would be to go back and be an important part of it all once more. I can see myself sitting at home, walking in the country, lying awake with twinges of gout or bursitis; talking with some old codger who at least seems will ing to listen for a while; reviewing our company's successes, recounting some of our failures. In my case that review will cover thirty-seven years already behind me. The long period behind is now out of reach; and the period of future opportunities seems all too brief. Such thoughts make a man all the more anxious to give the best he has toward making bis company a better place for the people who work in it and for the stockholders who own it. Visualizing your period of looking back, you think even more than before in terms of the people with whom you have worked. You know there are still left endless ways you can contribute toward their welfare. And all of us know none of these is more important [ 35] than making our companies healthier, safer places to woIrnkd.ustrial Hygiene has up to recently been years garnedatylyeasrhspbrteehninedd. mBuetdwiceinien. inTdhuasttrdyisatja-enscteillhlaasggbienegn The organization which is our host today and yon assembled here are continually giving us in industry hneeawlthtoieorlspltaoceus.seOinurmjoabkiinsgtoouprutptlhaenmts taonudseofwficitehs high zeal. I understand little of the technical. I am trying to ftihnedhbuemttaenr wsiadyes. for us in management to emphasize Knowing only one company, I must talk about Brake Shoe experiences. All companies have much in common. I would like to talk about our company's efaaicluhroesf aonudr spulaccnetssseas binettterryinpglactoe ptorowgroersks.inOmneakfiancgt must be admitted at the outset --our failures have been and still are due to management weaknesses, wMheedriecaasl oDuerpsaurctcmesesnets'shsauvcecceossmeseiinn itthsefimghatinfofrropmroptheer recognition of medical facts, the need for medical safOeguurarcdosm. pany is one with many small plants --60 oscfatttheermed.. IFnorottyh-tewrowoarrdesTfothuendmriaens.ageTmheenptlparnotbsleamres are multiplied to an unusual degree. As an example, forty-two foundry superintendents must be made dust conscious, and must sincerely believe that safer work iinnegsccaopnadbitlieo.nsAwlsaor,raanntdhiegvheenr cmosotrs,eifimhipgohretrancot,ststhaerye must be convinced that the bosses all up the line be lievEedjmuustntdhaBt.urke said "no cold relation is a zealous citizen." We recognize that no supervisor who is cold [ 36] SPNY 005169 to the healtli of his men is a good boss. The looks of aindpilfafnert,entchee. types of its accidents, show up "cold" Like most companies we have been carrying on a safety program for years. There was a Safety Depart ment when I was hired. Looking back, I feel that its emsotanbthlilsyhmreesnetrvheafdormaocsctildyentot idnosurwainthce ccoosutsl.d Ibfe trhee dpruocfeidts, icmosptsrowveodu.ldTbheeretdopucemdananagdemtheentprwosapsecint tfeorr ewsatsedininteirtms spoeofppllea,nbtuctostths,endortivine otenrmplsaonft hsuupmearnviistiieosn. Plants were full of unnecessary hazards. The overall record was bad. SAFETY A GOOD INVESTMENT Only in recent years have we realized that any amount of expense which makes a plant safer is a good investment. Only in recent years have we real aizewdiltlhinagtnteossprtoogrsepsesnidn gthenatertohuesrleymfourstsabfeetayt, tahnedtoinp each plant genuine enthusiasm for safety on the part of all supervisors. Today we do not think a superin tendent or foreman who has not that kind of enthu siasm is fully qualified for his job. Ability or know how is no longer the only qualification for boss jobs; oinnteelolifgetnhte caodndcietrionnsfortoththeewreelqfauriereomfetnhtes. wAorlksoe,rswies have time and again found that the kind of person who heads the Safety Department is all important. He mpaunsyt'sbreesapfoinnseibpielirtsyonto witisthpeaophlieg,hansedn, seeveonf mthoerceo, mhe must feel his personal responsibility to them. He mbeupstarhtaovef tthope Pqureasliidtieensto'sf Dleeapdaerrtsmhiepn.t.Also, he should [ 37] In oui company the man happens to be our Trea surer. This extra burden --and it is a big one --obvi jooubs.lyItdiwdasnothteamutaonm, antoictatllhye gpooswitiitohn,twhehiTchredaiscutraeterd's huinslesseslehcitsiotonpsmomane, ytheaercsoamgpo.anBy'ustdohce,,tocra,nhnaostalsluocfcetehde many necessary qualifications. DeApsaratmll eonft yinoua ckonmowpa, ntyheissoenttliyngsteuppnoufmabeMr eodnieca--l and time soon proves it to be about the only easy astveepr.agIenonalyco1m50peamnyplosuycehes,asseloluinrgs, thwehiomsepo6r0tanplcaenotsf the plan to our 600 people in supervision is the really tough part. To succeed here requires toughness all the way up the management line of authority, and oalwsoe iatlltothaell wouayr pdeoowpnletthoatbelinase.touBguht awsenebceelsiseavrey.we Our Hygiene Department --we call it Medical -- started in 1932 with the employment of an experi enced industrial woman doctor. We learned much about Brake Shoe from her. Her reports included such frank items about our various foundries as -- "The salient features of this foundry are its remark ably neat and orderly aspects --and the total ab Ansoetnhceero--f a"nTyhwe atsohiilnegt faancdilitciheas.n"ging facilities in this foundry are adequate --but there are no pro Stivllisiaonnostfhoerrw--as"hOinnge."woman works in the core room and has for many years. There is no Yews,owmeand'isdtoleialertn."about Brake Shoe from our first dpoecotpolre!, aTnhdrdouusgthcothuentrso, umteanoyf npelaendtedX-imrapyrinogveomfeonutrs were uncovered and made. Looking back, I realize that in that period we had little conception of how [ 38] SPNY 005170 far we fell short in giving our people proper working conditions. An earthquake did the trick, and I am swtihllichashwaomkeedusofupth. e fact that it was a money scare The year was 1933. The company was in red ink vfoirsittihnegfitrrstiptimtoe itnhehiPstaocriyfi.c RCeotuasrtn, inag tferloemgraamplawnatshanded to me after the train left Omaha. It read -- "Thirty-four silicosis suits totalling $2,700,000 have beIenhafidleda liont bmeohraelfhoofuCrshoicfagtroaiHneriigdhetstoemthpilnokyetehsa."t overl Visualizing the possibilities on the money side -tanthgiisblweansetonwloyrtohnewaosf uonudrerth$e2n5,30900f,o0u00n.drFiersom--othure human side we in management thought we were doing a job of making our plants proper places to work. But the question on that train was --were we? Then for a while I comforted myself with the racket angle. Some lawyer had spent lots of time building up the group and organizing this suit. On the other side were the questions: Were we really going all-out in eliminating danger? Did we as yet realize just what were the "possibles" in working conditions for our men? The answer to that was a definite "No." On that train trip from Omaha I decided that it was ctiommepwlisehwthenet"tpoossscihboleosl"ainndinredaulslytrilaelarhneeadlthh.ow to ac thoDsuerlianwgstuhietsn. eTxtodpaeryioIdsaoyf tmheoyntwhesrwe eondeidonf otht eenbjeosyt ttohinmges,thaaftaciroluyldnehwavcehhieafp.peFnreodmtothuesnaonnd, eismppecrioavlley mineonutsricnomwoprakniyn.g Icnonrdeicteionnt syebaergsawn etohgaevtetnoepvperriobreietny smatainsfaiegdemfoerntonneevmeromwielnl tb, ea.ndRiIghhtopneowouwr ecoamrepacnoym's pleting the abolishment of five bad foundries. [ 39] YESTERDAY'S FOUNDRIES selAvensdwthhaatttleerardisblme epltaocetaskfeouanmdriineustuesteod rteombien.d Douurr ing vacations while in college, forty years ago, I whaodr,keads otwneo osuf mitms leeraini-ntoas,samnalilromnafcohuinnedrsyhoinp wwhhiicchh tIhaelsaovewraogrek,edbuatt Itiammess.urIet witaws apsrotybpaibclayl owformseantyhaonf the old-time foundries. The pay rates were about the lowest, and the working conditions the poorest in that vouicsinwitoyr.k.11 was hard work. It was extremely hazard torFcohr.. iAlluhmanindasthioankemouotldmeresthhodadmaadsemiotkpyoskseibrolesefnoer them to breathe in the maximum of dust. The metal wthaes malolldcasrorvieedr awfiltohorhaasnudnleavdelnesasfraompastthuerec.upola to There were no wash rooms. In the winter, a piece of hot metal was tossed into a bucket of water when it came time to wash up. The toilet facilities were the greHateaotuitndgooarsf.oundry in winter was unheard of. It was not unusual to build a fire on a heap of sand in the morning, especially after a few days' shutdown, before starting to mold. fouPnadrrtyofjotbhetoidnahyerceonmt ersesoiusttanocfethoifsypoausntghimsteonryt.o Aa foundry was really an awful place to work. This gen emroaltdioenrs sotfillthhoesaeresaorlfy tdhaeyst.erTrihbeletobuugrhnnsesssufnfeecreesdsabryy tfooubnedarifeosuinndtrhyiswcooruknertrwyaws irtehald.isTgrhaecreefualrecosntidllitsioomnse. Wfouenhdarvyecaanbbaed arsehcoeradlthtyo, laisvecledaonwna.plBacuet ttoodwaoyrkthaes , afonryfomuancdhriinees, sbhuotp.it cIatnisbeslodwonien. bMuoilddeirnng,meescpheacniaizlaly- [ 40] j tion has even come close to eliminating the tired backs ofAyensdtertdhaey.modern foundry is clean and healthy, thanks to management's having been awakened to the situation, and to the fine work being carried on by the I! liantdeudsstrtaianldaHrdysgiaennde sFuogugnesdtaedtiomn,ethwohdicshanhdasprfaocrtmicuesby which these standards can be achieved. It has given us practical specifications for "a better place to work," and it will be our shame if our plants fall short. A NEW FOUNDRY CONCEPT We need not only better working conditions but the best possible working conditions. Today, you and we have a new conception of what the foundry ought to be. First, irrespective of expense, we must eliminate the silicosis and lead poison hazards. Every : part of every plant must be better lighted than even the expert says is necessary. Every possible safety haz ard, irrespective of cost, must be eliminated. There must be cleanliness, good air and the best temperature poTsshibelreetommusatinbteaians.little lifting and carrying as pos swibitlhe. vTenhteilraetimonusstobtehaatdmeceenntcwanasshhoawnderloacnkderchroaonmge, clothes in comfort, and not have to put on damp work clothes tomorrow. There must be a clean place to eat. jAosb fiasrtoasgiivseheuamchamnlaynacnodndmiteiocnhas nwiceaslhlyouplodssliikbele, ,woeurer we working in his place. This is not only a human | owbolrigkaintigonf;oricteiss dtheceeonnt,lycowmaypewteenctanyoguantghermiennto--otuher only way we can successfully compete for them with othFeurnidnadmusetnrtiaesls. aie such today that competition as [41 ] SPNY 005171 to wage rates has been largely eliminated. But there is still a basis of keen competition --"A better place toIwf oyroku.""rate" the best people in the trades you need agrffaedcuteadllyanydoupwroilflitsgeitmtphreomv.edA. s Myoaundagoe, mcoesntst Whailsl bale. ways known the importance of right people. In the oyeldardsawyseyhoauvewreenatliozuetdatnhdatlotookgeedt ftohremthewme. mInusrteecaernnt the reputation of being "a better place to work." In othuet afustuucrcee,ssnfoulpmlaendticwailllde"praartetm" ethnet. best people with If we are really sincere in this objective, manage ment will be afraid not to give the Hygiene Depart ment what it requests and needs for the successful oitpehraastimoneaonft iatsndprwogilrlamco.ntFinoruemtoostmoefaonu, rasfomuneddricieasl knowledge advances, large capital expenditures. Re cently I saw the cost of hygiene work last year in our comparatively small company. It seemed a lot --and then I thought back to that train trip from Omaha anIdnwtahseaollidttldeapyslewasheedn. a capital expense was recom mended, directors would ask: "Will this reduce costs?" or "Will it increase capacity?" Today the attitude is different. We know there are many capital expendi tures we cannot afford not to make, although of them selves they neither reduce costs nor increase produc tioFni.rst among these are the plant changes which make healthier working conditions. As an example, we fin ally have reached the point where the purchase of ex mpeonrseiveraapdiddietxiohnaaulsthioeantionfgthueniatsi,r,mhaadvee nceeacseesdsartyo bbye unexpected. In our own new Elyria, Ohio foundry, in addition to exhausting at the source, a complete [ 42] SPNY 005172 tm change of atmosphere occurs every six minutes. On the shore of Lake Erie this does mean lots of heat units are necessary in the winter. That small plant is i equipped witli five hydroclones having a total capacity ' of 85,000 cubic feet of air per minute,. Each week we j vreomluomvee 6o0f cfiunbeidcufestetwohfisclhudinget.hTehoilsdrdepayrseswenotuslad ghraevaet been circulating in the foundry atmosphere, coming to rest mostly on beams, sills and floors to circulate again when the wind changed or such resting places couBlyd annodt hlaorldge,mboures.iness problems are either arith mtheetihcaulmoarnhusimdeang.ivEesvemnoirfeyoouf ainrteergeosotd, mwiotrhe fidgiusareps pointments, but to many of us most satisfaction. KNOWING COMPANY PEOPLE deSnitn'scjeobthheastigmreea1tlystcahratendgeidn. BIrnaktheeSehaorley, ptheerioPdrehsiis most important responsibility, and it took a very large portion of his time, was selling. Today's number one concentration is the problem of company people. It is now more important to concentrate on knowing them than on knowing customers. This human side seems fuller of seemingly unsolvable problems than does sales management. We must build our human relations on the basis of the debt a company owes the people who make its success. This indebtedness is definite. It must and canTbhee mfirestt. requirement is to give men the right kind okfnobwossteos --bedseqcueanrtefeslhlooowtserws.hoSmucthheamboenss uhnadsetrotbheema Tfinheeyhummuasnt bfeeeilngheifwmilelnfiagrhet thoislikoewnanbdosrse,spifectthhaitmis. [43] "*r SPNY 005173 necessary, to better their lot. He must be willing to qstuicaklithiiessnaercekeovuetnfomrohries mimepnowrthaenrte tnoedcaeyssainry.suTpherevsei sorMy apkoisnitgioansctohmanpatneychn"aicablekttneorwp-hlaocwe. to work" in ovnolevetos athreesppoeicnttfoofr btheienigdewaisllainngd tsougtrgyesatnioynssuogfgeesvteiroyn that seems even a fair gamble. Where possible, em wplhoiycehesdisrheocutllyd abffeecctonthsuemlte.dAbegfooorde mexaakminpglecwhaansgaefs fHorydgeiedneinDeopuarrtmDeennvt edresipglnaendt awdhoewrendtrhaeft fIonrdauscthriiapl ping bench. At the suggestion of our Industrial Hy gfoiernhisist,rtehceommmanenwdoartkioinnsgaosntothtihsebheneicghhtwoafs tchoensbuelntecdh and other details. He was pleased. This practice gives the man a very personal stake in the change and he is likely to strive that much harder towards its success. We have had just the opposite experience at many pwlhayntsitwihs eirme pfoorrteaxnatmtopleketehpe mupenpehravweinndootwbseecnlotsoeldd, wwiitnhdotwhse, rthesuusltshtohratt-ctihrceuyitginogatrhoeunedntiorpeevneinngtilathtiensge sysAtemm.anagement habit of treating every suggesti_on, eovfebreyinidgeaa,n wimitphorretaspnetcpt,agrtivoefs heivsedryepmaratnmtehnet -feegliivnegs him something to talk about that night at home. BUILDING INTEREST IN HYGIENE A large portion of my time is spent visiting plants. My average has been fifty such visits each year to an average of thirty-five different plants. Backing the soabfjeetyct,sa.ndIf hthyegiPenreesiddeepnatrhtmimensetslf irsuonnseinotfo tshheorptcroimme- [44] ings, that does help. At each place there is time for a talk with our nurse in the presence of the superin tendent. With him there you get a chance to strengthi en her hand --slip her an ace or two. You can tell i htheirnghsoswheimcapnordtoanfot rtocomthpeacnoymppeaonpyle.arAe sthoeurhpulmanatns afaremislmiesa,llanshdeygoeutsdimscaunsys tohpisp,otrrtyuinnigtietso itnocrheealspe tthhee amount of such help. Before going there you get tips oonwnwh"eproesssihbelees.x"ceIlst aisndimwphoerrteansthetofarlelsmdinowd nheorn thheart we have no better line of communication with com pfraannyklfya.miElievsertyhaonppthorrtouungihtyhsehr.e Tgehtseytotahlkelwp itinh htheer home, makes a closer tie with our people. When you can help a wife or a child in that home you are help ing to build a better future in human relations. When company doctors or nurses help in a super vfoisroerm'safna,mbialyckyoauftesrpeaedtwcooo-ypeearratbioanttlme awniyth-fotldu.beOrcnue losis said, "Except for Dr. Hamlin I would never have worked again." There is a man who will help build ouTr hsaefreetyiasnndohybgeitetenre sruocucteesst.o improving foremen's attitude toward their men than building interest in ] their health and safety, and their line of communica] tion is clearest when they talk with the man about his |i famIfiltyhaatndistyhoeuirr hoebajletcht.ive do not try doing hygiene | work by edict. It can only be done by teaching. Before | yyoouurcsatnuddeontas. gToohde jMobedoicfatleaDcehpianrgt,myeonut mmuusstt kknnooww the men in plant supervision or they'll get nowhere. That is rule number one if you doctors and hygienists aarpepsrionaccehremlyuesat rbneestteiancyhoinugr --woarkm. inTimh eumdepoafrttmelleinntg's. [45] i iRnetemreesmtebde.r,Tyhoaut tmeaackhesaitsuebasjeiecrt. inYowuhkicnhowevyeoryuornseubis ject but in teaching, you will accomplish little unless syuocucressstfuudlleynstoludnodnersthtaenirdsimtphoertfaunncdea. mOenftteanls, taanlkdinigs tinheteirmmpsoortfahnicsefaomf iplyroamndpthaisctfiroine.ndPsrboegsrte'scsryisstableliiznegs mtoatdhee wMheednicoapl eDreaptianrgtmpeenotp.le are making suggestions What really matters is what happens to the men themselves as they work in your plants. Planning safety and health is the simple part. Making it func tion effectively is another story. It is not only hard, it is harder than hard. It is one of the great challenges gtoremssatnhaagteims menatd. eT. here are thrills for you in the pro We know medical research can solve the occupa etifofencatlivehleyalpthut ptorowbloermkst.heWiresuicncesmseas.nagement must The weak hygiene departments of today lack ability tkonobweleedffgeectoivfehymguiecnhe.mIonremsaenryioucasslyestthhains itshbeyecalaucske the head does not understand the human elements involved, and in many more cases it is because he has not the effective backing of company officers. There is no greater waste of material than an able medical head in a company where the tops have the right t"ipvaettwerh"oanisdn'tthdeeweprloynginhteearertsst.edAicntuaellliym, itnhaetinexgecaull hhauzmaradnsrdeolaestionnost qarueaalitfylaostthgeertwtinisge tinhethriescopgenriiotidonwhdeune them. MEDICAL DEPARTMENT HURDLES This brings us to our real problem. How are wc [46] SPNY 005174 mm to make effective today's hygiene knowledge? Let's recite just a few medical department hurdles -- whFeirrestseannidorfoofrfeicmerosstd, oofnotthefseeel coormaecsceipnt caopmeprsaonnieasl resSpeocnonsidb,ilaitnyd faosrsetrhioeuds,eapraertnmotenotn'slyetfhfeecthivuerndelesss.but unjumpable fences made by budget controls in many ctoommoprarnoiwes,. eTxpimenedaitnudreasgawinhibchudfgoerts tahree mdeefnerriinngthtoe company are "musts" today. whTohseusrpeescisttathnecemwehdiicchalcpoemoepslefroofmtroypinegrattoinTgunpetohpelire show. Lots of other things need doing in a hurry; perhaps the new safety change will be forgotten. prAodgurcetaiotneridoepaesratthianng twoilglianmgnbelessonto tghaemnbelwe ovnenntielaw gtiioenne"epnogsisnibeielrit.ies" recommended by an industrial hy ovTerhtehelaccokmpoafneyffmicaiepn.t and effective follow-up all It takes selling ability for this job but so for the family doctor does a "good bedside manner." Should sweellisnagy?in our work "a plant side manner" takes good sarIyn--a ljiaemne, ean"himeapltahr"tiashl oaurblditrraeptoorrtistosotmheethimomese nofefcicees. MEDICAL DEPARTMENT NEEDS There are many needs: All the exhaust equipment in the world will not do tFhoerejmobenumnluessst bite iesdpurcoapteedrl.y and intelligently used. staTtehperueblmicuhsetablteh wdeilplainrgtmceonotps,eration with local and [ 47] There must be a willingness to help neighboring plaInttiss iwniseevetroygpeotswsiobrlkeewrsa'ys.uggestions, for this helps accTehpetarneceisotfhperroetescptoivnesibeqiluitiypmtoenptowolheidreeanseweditehd. hy gsaietinsefaactsosroycicaotirornesc.tivIet ims eththeosdhso, ratnedsttrhoeurteebytopervoovlivdiinngg safTe owtohrekienxgtecnotnwdeiticoanns.afford we must support scien tific research here as we do product research. Again I say it is important that medical men, their industrial engineers and all on their staffs realize that tkhneoywfatcheata tsheelilrinfgirsptronbeeledmi.s Tcuhsetombeesrt'ssacloensfipdeeonpclee. You in the Medical Department need the confidence of Ipnlaonutrscuopmerpvainsiyone.ach plant management has clearly shown an attitude of apparent cooperation. Confi dence in the Medical Department continues to grow, but in many places the end result has been and still ibsepenrocproassttpionnateido--n.imTmimedeiaatnedlytinmeceesasgaariyn cchhaannggeess fhraovme awhhoumisannotstaanfdinpeoihnut.maTnhebreeinigs,n'dteoenpelyoifnttehroessetemd einn his people. But it is sometimes difficult to break down habits of mind, especially with the older men who have worked a long time during periods having other yarLdesttimckes.illustrate. Each fall our Divi.si.ons submi.t .m detail their capital expenditure budgets for the next year. They are classified as "necessary," "advisable awnodrk"inogptcioonndailt."ionFsohravyee,aursndaellr citoemmpsawnyhipcohlicimy,prraotvede the "necessary" classification. In spite of that, last fa I found many such expenditures rated as "advisable or "optional." Again the tendency to postpone. 1l'eY [ 48] were all reclassified to "necessary" by me. I hope this will not occur again. Certainly some of our operating people will not forget last fall's experience. QUALIFICATIONS MEDICAL DIRECTOR NEEDS I should like to say a word about the kind of Medi cal Director it takes to look after industrial health. He must be tops in medical integrity; more jealous ohfishpisossittaionndiinng tahnedcormeppuatnayti;ounnaws iallimngedtiocaclommparnotmhiasne his medical opinion to conform with ill-advised wishes of Hthee mcoumstpainnsyi.st on the adoption by the company of moral standards and ideals in its medical program, and see that these are lived up to - otherwise the em ployees' faith and confidence in the program will comObpvleitoeulys efaxial.mples of this are: (1) Aemcpolmoypeleesteolyf pfrhaynskicaalndcoonpdeitniosnhsardiinscgowveirthedthine health surveys. In Brake Shoe Dr. Hamlin tells (2) Asilicroigtiicds tphraotctehdeuyrehaovef shilaicnodsilsin. g occupational claims solely on the medical factors irrespec tive of personal factors which might point to (3) Adifsfetrriecnttohbasnerdvlainngc.e of the doctor-patient rela tionship. Medical files must be privileged. (4) Physical examinations must not be used for "weeding out." An employee should never be discharged as a result of findings of a physical cchheacnkg-eupin. tHypoewoevfewro, rikf eosfsteenntiaisl itnodhiciasthedea. ltFhu, ra cthoenrs,idaeprerde-eams paloy"mpreenptlaecxeammeinnta"tioenxasmhoinualdtiobne [49] SPNY 005175 jfoobr wthheicehxphreesiss pphuyrspicoasellyofabplleactoinhgaandmlea.n at a lesTs choemmbeadtaicnatl ihneahdis sshtroiufeldfobre baetptaerssiwonorakteinagndcotnirdei tions. He must feel in his soul a responsibility to every mlieasn. , Heveermy uwsitmhaanveinrethale qcoumalpitaiensy,oafnldeatdoetrhsheiirp,faamndi amlseontbies atodsaumccneegdooind itfsigohbtejerctiifveths.e AHsybgieetnweeeDnempaarnt agement and workers, he must visualize his responsi bility to be that of the workers' representative at the management table. He should be the kind a President takes orders from, and gets a thrill out of backing against opposition --and incidentally it is helpful if the whole organization knows just that. In one year I made three special trips on our com pany doctor's "orders" --twice to Chicago, once to St. Louis. Each time it happened to be impossible to leave New York during the week, so I left Friday and winags dbeapckarotnmMenotsndwaeyr.e Oeinthtehresneotthfruelelyocccoaospioenrastoinpge,raotr were not in agreement with Dr. Hamlin's proposals. It happens I do not especially prefer such weekend tMriepds,icaanl dDseopainrtmeaecnht cwasoenarhrainvedds rdaorwinn' ttohogsoe. thTrheee times, and each of our ten divisional operating depart ments heard new proof that top management was beHhionwd ethffeecMtiveedliycaolr Dhoewpabrtamdleynat.medical department functions should be one of the many useful yardsticks for directors when they are wondering whether or not timhepcoortmanptanpyarnt edeidrescatornsewhavheeatdo. pAlafyteirn amlla, ntahgeemmeonstt hisepirsofmoupntldy nroetmuopvitnoghtihsejosben--ioyreso,ffaicnedr wwihthenouotvweraasltl ing time about it. [ 50] SPNY 005176 p By the same token, with today's competition for the most intelligent and efficient workers, stockholders cimanpnoorttalnocnegofaftfooprdhedailrtehcatonrds swafheotydcoonndoittiornesaliinzethtehier cspoemnpdawnyh'astepvlaerntms,onneoyr ims naencaegsseamreynttos gwivheicphladnot pneoot ple the maximum of health and safety assurance. WaIny bWacokrldinWthaer wI,inmtyerpolafc1e9w1a7s-1as91a8n,1intfoaonktrtyhoefcfiocmer. pany for a workout in a French forest near the front wlinaetc.h Fpereolvinedg citomwapsleatlellyrigwhotrtkoedstaoruttbmacyksetlof, oaurwrviislt lage. Soon it developed the new captain had lost the company in that forest. Soon there was no doubt about that. Worse, very soon it would be mess time rbiugthtthdeirreecstitoilnl .wIatswnaos pthreoosfamwee fweeelrienghaealdoetdofinusthine management jobs have today. In the forest there were lots of paths but no signs on any of them. Today, there are many paths to choose from as we try to build better relations within our businesses. Unlike that forest, some of our today's paths have clear signs in unmistakeable English --"To Better Health," "To Greater Safety." There can be no doubt about their leading to better human relations. Let me admit that the "possibles" I have outlined represent high standards --but surely they are not too high. You doctors who practice the profession of In dfiuelsdtr, iaalnHd ytghieeneIn, dyuoustrwiahlo Hreysgeaiernche iFnotuhnisdaimtiopno,rtaanret blazing a trail to greater security and productivity throughout industry. It is our responsibility to follow you, to make every one of our plants "a better place to Iwtowrka.s"said of Edmund Burke that he "loved his country because of what he conceived it ought to be, [ 51] as well as for what he held it to be in fact." For us n management there is a crying need to have you in "inoduugshttriatol bhey"gieanned sient tyhoeurprseisgehntts pheirgihodasketeop whihgaht ywohuart whoepaer,ey"oiunrfaccotu."rage as you see more and more I would like to add just a sentence: We are com pletely satisfied with our Medical Head, Lloyd Ham lin. Don't any of you try to steal him. This talk was the keynote address of the 12th Annual Meeting of the Industrial Hygiene Foundation. It was delivered on November 20,1947 at the Mellon Institute in Pittsburgh, Pa. I 52 ] SPNY 005177 Our Nurses and Their Opportunity During a lot of week-ends, I have sat at my home dneigskhttarybionugt tyoouwrojrokb.ouStuwndhaayt Ia wfeowuwldeeskays atogoy,owuhitloe awwaolkkiengtowtihthe ofaucrt StchoatttiienatnhdeiorufrunWdealmshenTtaelrsr,ieyro,urI jaovbaialanbdlemwinheenaerveearlinkeee.deFdir. stS, ewcoenbdo, twh emmuuststtrcyontocebne tfroartietsopneotpryleinagndtogimveaktheisthefefocrotmalplatnhye eaxtbreatstewrephlaavcee icnonthsteawntalyy oifnimmaignidnawtiohnatanFdraenffcoisrt.BWacoenneseadidtomkaenepy years ago: "Good thoughts are little better than dreams except they be put into action." Your occupa otitohne,rsl,ikderemaminse,wgeivheasveophpaodrftourniotuierssetlovems.ake real for In an effort to be available, I keep my time as free as possible for company people. Away from the office, traveling or on a vacation, our people can always reach mmae.y Ineterdy. toMgyivepaeratchinwhthaetierveprropbarletmof mmoystltyimies htoe rMeylateextpheeriirecnocnesihdaesrabteioenn tsouoffviceireanltllyplaanms aixneddpoolniceiesso. cthaneresuipspallywathysemthewicthhanacdeifsfoemreentthiannggloeuot foafptphreoapcahst. So it seems to me that, like you, my place is to be avIanilacbolme pwahreisnonneweditehd.my job, as a nurse your being on hand is more important. You can in times of [ 53]