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108 Tivcnty-fifth National Safety Congress effort on the individual in the interests of safety by supervision, medical and safety departments, should be the modern keynote to the movement; h offers the field of maximum opportunity end return to the worker in safety. ADJOURNMENT Maintaining Interest in Safety WEDNESDAY AFTERNOON SESSION October 7. 1936 The caoses of lagging interest in a safety program and the means of reviving this interest were discussed in the session on Maintaining Interest in Safety, which was held Wednesday afternoon. October 7. C. B. Beulet, Personnel Director, Wisconsin Public Service Corp^ Milwaukee, was chairman of the panel discussion. Panel participants were E. W. Beck. Supervisor of Safety. U. S. Rubber Prod' sets, Inc^ New York City; Roy S. Bonsib, Chief Safety Inspector. Staodand Oil Co. iNew Jersey). New York City: Clayton Braata, Personnel Director. Marathon Paper lilts Co, Rothschild. Wis.; \V. T. Ffltner. Supervisor of Safety, Youngstown Sheet and Tube Co, Youngstown, Ohio; G. A. Kuechenmeistcr, Personnel Manager. Do minion Forge and Stamping Co.,* WaUcerville. Ont,, Canada: T. E. LighifooV, Engr. in Charge of Accident Prevention and Compensation, Koppers Coal Ccl, Pittsburgh: G. E. Sanford. General Electric Co., Schenectady, N. Y.: and H. F. Webb, General Safety Director, West Penn System. Pittsburgh. Chairman Boulct: It is easy to Stan a safety program. With the blare of bands and the Sag waving everyone is tem porarily interested, ` and usually accident frequency will take a sharp drop. How ever, after you hare had a program for several years everyone takes it for granted, and the interest drops. Imme diately your frequency goes up. For this reason it is vitally important to find ways to maintain interest. But first we must find out what causes tack of interest. A. H. Nielan (Crown Cork St Seal, Baltimore): Is it possible that a let-down is due to a part-time safety director? Mr. Ughtfoot: Yes. A safety director's job is an all-time job. 1 feel that if you have a part-time safety director, you can look for a let-down. There may be an exceptional case of an umssual industry, or an unusual part-time safety director, of course. But it is hard to uridersland how any plant can maintain an efficient and defi nite safety program when the safety di rector or the safety engineer may sud denly be called away or directed to do something else. Chairman Boulct: K think that is the right slant for a big plant--a fun-time man; but t disagree on the small plant. 1 don't see how you can bare tL Mr. Titus (National Lock Washer. Newark, Ohio): It seems to me that if you take up these problems with the safety man, and he is not much interested In them because he has a lot of produc tion work to do, he just slips up on the job. Mr. Braata: If your management is thoroughly sold on safety, whether your safety director is part-time or not, your program will be successful. I am laying the blame* for a let-down in the safety program hi management's lap entirely. You men probably have had waste to contend with in the past, and your wastes have been overcome - by action through your management. Accidents are merely another form of waste, and when your management lays some emphasis on waste, you are going to get action, and not until then. Mr. B. Lincoln (Indemnity of North America): A good foreman is recognised as a good example of the part-time safety man. His duties are multiple and impor tant in successful safety management. George Lexaeder (Socony Vacuum): Outside influences have a direct bearing on the let-down of your safety program 109