Document v14yxkwmeKZOwzZGN2zQZ43bE

SAFETY ORGANIZATION AND SAFETY INSPECTION general manager, superintendents, fore men, and such departments as purchas ing, engineering, and personnel 4 Maintaining the accident record system, making necessary reports, personal in vestigation of fatal or senous accidents, investigating accidents through his staff, securing supervisors' accident reports, and checking corrective action token by supervisors to eliminate acadent causes 5 Supervising or closely cooperating with the training supervisor in the safety training of employees 6 Correlating safety work with the work of the medical department to ensure proper selection and placement of em ployees 7 Making personal inspections and super vising inspections by his staff and by special employee committees, for the pur pose of discovering and correcting un safe conditions or unsafe work practices before they cause accidents 8 Maintaining outside professional con tacts to exchange information with oth ers and to keep the program up-to-date 0 Making certain that federal, state or lo cal laws, ordinances, or orders bearing on industrial safety are complied with 10 Securing necessary help or advice from state labor departments or insurance earners on matters pertaining to safety and health 11 Starting activities that will stimulate and maintain employee interest 12 Directing the activities of his staff so that the accident prevention program will be efficiently operated It is ex pected that the safety director may dele gate certain responsibilities to his staff engineers, such as acting as secretary for certain safety committees 13 Controlling or supervising fire preven tion and fire lighting activities where they are not responsibilities of other departments 14 Setting standards for safety equipment to be used by plant personnel 15 Approving designs cf new equipment to be used m plant work areas 16 Recommending provisions for safety in plans and specifications of new building construction and repair or remodeling of existing structures The amount of help needed by the safety director to discharge his responsibilities properly depends upon the degree of re sponsibility, the size and operating policies of the company, and the type of operations (Fig 2-2) More details of the safety direc tor's job are given under the section "Safety Inspectors" further on in this chapter Foremen and other supervisors The foreman is the key man in any safety program To the worker, he is manage ment Most of the thoughts and plans of executives must sift through to the work ers by way of their foremen Safety must be so intimately related to each employee's temperament, his attitude toward his work and toward management, his ideas of obedience and his sense of re sponsibility (even his idea of fun) that the foreman is indispensable to good safety work, for hts is the immediate contact and the immediate control It is seldom feasible to hire foremen solely on the basis of their attitudes toward safety, consequently the problem is one of enlisting the foremen's interest in it Few better methods for creating interest in safety in all ranks of supervision can be found than the one which persuaded the chief executive of the plant to start the pro gram in the first place--the identification of safety with efficiency and production That accident losses hurt the showing of the department and of the foreman should be made clear to him Convincing him that a fine safety record for his department is not only consistent with but necessary to a fine produebon rec ord is only a part of the safety director's task with the foreman The foreman must be readied for the safety job, a process dis cussed later in this chapter Safety committees Safety Committees of various types are found in almost every successful safety or ganization Employees should never be selected for committee work solely on the basis of popu larity, since the man most hked might not be entirely sold on the safety program For that reason, it is best for management to appoint committee representatives rather than to have them elected, at least in the early stages of the program 2-5