Document vgG2MqyqB9Qvyg3rOjOdL0RR

"." -' ' ' :l Z. '- Sv Z ;--. / ;;: \ > :. ; -.. r. ; . >:-:;-y*?v / 1 ry IN INDUSTRY I NSTRUCTOR, OUTLI N E ' p'irTi--' iMT^fi>iiri^M5lv,i`,`'fTiifirr"T^~' '* U. S. DEPARTMENT OF LABOR SAFETY TRAINING PROGRAMS esponsibility U. S. DEPARTMENT OF LABOR W. Willard Wirtz, Secretary BUREAU OF LABOR STANDARDS Nelson M. B r t * . Director Bulletin 283 ETC 00064 This instructor outline is one of a series devel oped by staff of the Office of Occupational Safety and the International Division, Bureau of Labor Standards. The outline is intended only as a guide to standard presentation of the subject in sequence and basic content. Additional information, ma teria], and illustrations should be included for a complete presentation suitable to the conditions, locality, industry, or occupational group. This outline was revised in the Office of Occu pational Safety by Walter V. Krull. Note: American Standards Association name was changed to United States of America Standards Institute (USASI) August 1966. All American Standards now known as USA Standards.(USAS). For sale by the Superintendent of Documents, U.S. Government Printing Office Washington, D.C., 20402 - Price 25 cents F-0tS804 ETC 00065 s. SAFETY IN INDUSTRY I N STR U CTO R O UT LI N E i i responsibility j ETC 00066 SAFETY TRAINING TECHNIQUES It is of utmost importance that the instructor become acquainted with some of the basic training techniques in order to better prepare himself to conduct the course successfully. Planning 1. The instructor should have such visual aids as are pertinent to the subject matter of the course. These should be set up in proper sequence. An indication or note on the instructor's outline could be very helpful as a guide that a particular visual aid should be used. 2. The course outline as well as the handout material and the visual aids should be checked at regular intervals. This should be done by the instructor in order to revise, improve, and modernize the course presentation. The material should also be checked to make sure that it conforms with policies of labor and management in the country where it will be presented. 3. The instructor's outline should be adapted by him to his particular method of presentation, keeping in mind that this is a discussion conference type of session. 4. The instructor would do well to get an advance list of the students that will participate and their positions and backgrounds. A study of such information could be very helpful to the instructor when he faces his class. Preparation of Classroom Many conferences and courses have failed simply because no preparation was made for the classroom facilities. 1. The classroom should be located in an area where there is the least amount of noise or distraction. 2. Good ventilation, lighting, and sufficient room are important aspects to consider. 3. The seating arrangement and seats should be comfortable as well as informal. A round-table seating arrangement is the most effective for discussion-conference sessions. 4. The room should be equipped with a good blackboard, suffi cient chalk, and a clean eraser. A stand should be available for mounting the charts and visual aids to be used during the conference. A 35-mm. slide projector should be available. iii F-06808 ETC 00067 Teaching 1. An official of the organization should open the first session with a statement regarding the general objectives of the course. He then should introduce the instructor to give him the proper posture in relation to the group he will teach. 2. At the first session, the instructor should open with an ex planation of the course objectives and its method of presentation. At. this time, he should draw upon his experiences to relate an illus trative incident that will bring him in closer relationship with the group and, at the same time, enable him to introduce the theme of the first session. 3. The course should be presented by employing the discussionconference method. 4. The instructor should have the class follow a predetermined schedule and maintain order at all times. Only one participant should be permitted to give his viewpoint at a time. The instructor should keep the class discussion within the subject matter as contained in the instructor's outline. 5. If possible, an official should be asked to speak at the termina tion of the course. Tips for Instructors Learning is actually the acquisition of new ideas, abilities, and skills acquired through the senses of hearing, seeing, and feeling by touch. 1. New ideas are conveyed through the presentation of knowl edge, and thought is stimulated through the student's sense of hearing. Abilities and skills are presented through the media of telling, demonstrating, and having students demonstrate under the super vision of the instructor. Students acquire abilities and skills via the senses of hearing, seeing, and feeling by touch. 2. An important aspect of teaching is to remember that the stu dent absorbs more when he participates in a discussion. The instruc tor therefore strives to get 100-percent class participation. 3. The instructor should become aware of outstanding charac teristics of his students. This could be very helpful when leading discussions. For example: A. Some may be more mature. B. Some may have a knowledge of safety. C. Some may have actual experience to draw on in the discussion. D. Some may have a faster learning speed than others. iv F-08807 ETC 00068 E. Some may be " stallers" who can slow down the discussion. F. Others may be aggressive and want to monopolize the discussion. G. There may be a "know-it-all" in the group who must be properly controlled. H. Some may be constant latecomers who ask questions about previous discussions and delay the class. 4. The teaching process consists of: A. Telling--this means giving background information to introduce a subject. B. Showing--a demonstration of some equipment pertaining to the subject to be discussed is very impressive. C. Illustrating--using charts, blackboard, slide, or films are very helpful to highlight specific points in the discussion. D. Discussion conference--the participation of the students in formulating their thinking about the subject under dis cussion is fundamental to getting the most out of the session. E. Conclusions--the instructor's summation of the session should knit together the points discussed during the ses sion, and should include other important details that may have been overlooked by the group. F. Questions--during the session, the instructor should use questions to stimulate discussion, and also to help bring the discussion back to the subject matter if it has strayed. Guest Instructors It is necessary that the instructor be granted full responsibility for conduct of the class; at times, however, he may wish to call in an expert in a particular field as a guest instructor (or lecturer). In such event, it is essential that the instructor maintain control of the course. The instructor must tie in the work of the guest instructor with the balance of the course; he must outline the phase of the subject to be covered by the guest and satisfy himself that the guest limits him self to the field as outlined; he should summarize the guest's contribu tion, pointing out its relative importance in the field of accident pre vention. While the use of a few guest instructors (properly utilized) can add to the effectiveness of the course, a series of"lecturers" whose topics are not correlated will inevitably result in confusion. It is recommended that "guest experts" be used only for supple mentary training, and not to replace even part of this course which should be taught by one instructor. V F-06808 ETC 00069 RESPONSIBILITY FOR SAFETY Chart Page 1- B SAFETY PROGRAM RESPONSIBILITY........................... 1 TOP MANAGEMENT .......................................................... 2 SAFETY ENGINEER............................................................ 2 SUPERVISOR........................................................................ 3 UNION...................................................... ;............................ 3 EMPLOYEE .......................................................................... 3 ACCEPTANCE OF RESPONSIBILITIES............................ 4 2- B BASIC ELEMENTS OF SAFETY ORGANIZATION......... 8 SAFETY-70, FEDERAL GOVERNMENT............................ 9 3- B BASIC REQUIREMENTS OF SAFETY ORGANIZATION. 11 4~B COOPERATION................................................................... 13 F-0tS809 ETC 00070 Responsibility for Safety SAFITT NOCIM RESPONSIBILITY CHART 1--SERIES B OBJECTIVES WHAT IS RESPONSIBILITY To establish an awareness and an appreciation of the responsibilities for a safety program. To develop the various levels of responsibility and to introduce the organization and administration of a safety program. Responsibility means: 1. Accepting the importance of the job we do. Work we value is the only work that is valuable. 2. Seeing things from a point of view great enough to include the people and the organization around us. 3. Taking criticism as it is intended; an attempt to improve the quality of our efforts without disparaging us. 4. Accepting the little, essential disciplines that go with any team operation--punctuality, neatness, safety. 5. Realizing that the situation at work is like the situation at home--everything we do affects someone. 1 F-0h810 ETC 00071 WHO IS RESPONSIBLE 6. Accepting problems and difficulties as a normal part of the job. If we had no problems we would win no victories; without vic tories, life would be rather drab. For every result there is a man who has borne responsibility. It's easy to say "everybody is responsible." "Everybody" is "people" --people are unpredictable. Everybody's business is nobody's busi ness. Fixing Responsibility On blackboard, lay out one column at a time, as shown below. Draw from the class as many respon sibilities as possible in each category and discuss each item (starting with Top Management through Employee). TOP MANAGEMENT OR HEAD OF ORGANIZATION SAFETY ENGINEER Sets policy. Takes lead in establishing sound safety practices. Provides safe workplace. Provides safe methods. Provides funds for personnel. Provides protective equipment. Makes equipment changes to meet safety standards. Fixes responsibility for safety and defines authority. Sponsors safety campaigns and publicity. Establishes system of reporting. Acts as technical adviser in initiating and maintaining safety program. Helps to develop safety work methods. Helps to promote safety consciousness. Advises management at all levels on safety matters. Makes overall safety inspections. Assists safety committees in programs and in making detailed safety inspections. Assists in determining type of safety equipment to be used. Assists in developing plant layout and proper guarding. Maintains controls to show safety conditions in plant Organizes and gives technical assistance. 2 F-0681. 1 ETC 00072 SUPERVISOR UNION EMPLOYEE Makes safety inspections. Trains workers in safe work habits. Guides attitudes of employees. Enlists cooperation of workers. Prepares accident reports. Conducts investigation of accidents. Takes action where possible to remove cause or refers to higher au thority for action. Conducts group safety meetings. Seeks safe operating conditions on a continuing basis. Makes safety a continuing part of his day-to-day supervisory activities. Corrects or initiates action to correct unsafe working conditions and/or unsafe work habits. Assists by joint committees for cooperation. Recognizes management responsibility for safety and cooperates in accomplishing aim. Furnishes men trained in safety to cooperate. Lends support to safety program. Encourages workmen to conform to established safety rules and safe work practices. Observes safety rules. Reports unsafe conditions. Reports near-misses. Makes safety suggestions. Reports all injuries. Serves on safety committees. Takes new employees under wing. ACCEPTANCE OF RESPONSI BILITIES It becomes clear when you study the chart that each person has a part in program acceptance of responsibilities essential to the success of the program. TEAMWORK REQUIRED No one person or one group can do it alone. Each group must accept and carry out its share. BREAK IN RESPONSIBILITY If any one line of responsibility breaks down, the program fails. RESPONSI BILITIES AFFECTED BY ATTITUDES Attitudes at all levels affect acceptance of responsibilities. MAIN ATTITUDES SHAPED AT TOP Good effective leadership at the top works down the line with delega tion of policy and the goals of management. ESTABLISH AND COMMUNICATE TOP MANAGEMENT'S ATTITUDE For a full acceptance of responsibility, this attitude must be estab lished by and communicated to all levels. TOP MANAGEMENT CONSTANTLY EVALUATES PROGRAM An acceptance of responsibilities where delegated by top management should be constantly evaluated. MUST TAKE ACTION When improvements or a program is not being carried out, manage ment must say so, plainly and effectively. Management should also record all improvements being made. DIRECT APPROACH The direct approach requires direct control and line of communica tion. Foremen, supervisors, plant managers, superintendents should answer directly to top management for the success or failure of the program. LEGAL RESPONSIBILITY Responsibilities have many aspects. One of these is a legal responsi bility shaped by codes, statutes, and laws. 4 F-06813 ETC 00074 STATE LAWS State laws provide for many of the responsibilities, as shown in the chart previously discussed. Legal liabilities sometimes inflict heavy damages which affect the solvency and ability of a business to carry on. MORAL RESPONSIBILITY; HUMAN CONSCIENCE; MORAL, SOCIAL, ETHICAL CONCEPTS RESPONSIBILITY TO PUBLIC Human conscience rebels against needless suffering, sorrow, pain, loss of life, body function. Everyone has responsibility to stop injury be cause of moral, social, ethical concepts. Every person has a responsibility to the public which is inherent in the areas surrounding the work. EXAMPLE: PATRIOTIC RESPONSIBILITY Construction job--sidewalks, streets, pollution of atmosphere. People and their skills are the two greatest natural resources. Acci dents impair these resources. ! Through discussion, establish that for best results, { i top management should accept full responsibility ! | for all programs and should give a good share of its attention to their development, just as it does | j to other undertakings of vital importance. Man- ! ! agement should show a willingness to provide a j safe and healthful place to work. i MANAGEMENT Management must set the policy for an accident prevention program. Supervisors as well as workers should realize that they are responsible for the success of the program. Management should designate a re sponsible person to be in charge of the safety program. The safety program should be a continuing function and should have the active support and backing of management. 5 i | ( |Point out that management should giveparticular [ | ! attention to the following: j | 1. Safegarding machinery. J [ 2. Providing safe methods, tools, and equip- j ! ment | J 3. Providing funds for protective equipment J < 4. Training of supervisors andworkers. L____________ ___ ___________________ ! j SAFETY DIRECTOR SUPERVISORS UNIONS To be effective, the safety director should act as technical advisor in initiating and maintaining a safety program. He should promote safety consciousness and stimulate supervisors and workers to cooperate in reducing accidents. Specifically, he should advise in the develop ment of safe work methods, improvement in plant layout and machine guarding. He should assist in the formation of safety committees and should guide their activities. Probably the most important duty of the foreman is the continuous training and supervision in safe work habits of the workers under his direction. He should always listen to and enlist the cooperation of the workers. He should make safety a continuing part of his dayto-day activities and should make every trip through his department a safety inspection, looking for unsafe conditions and unsafe practices to correct. He should investigate all accidents and should correct all unsafe conditions and unsafe practices possible, referring to higher authority for action all those beyond the scope of his authority. Union members can assist plant safety programs through membership on joint committees. They can also assist by recognizing manage ment's responsibility for safety and lending support to the safety pro gram by encouraging their members to conform to established safety rules and safe work practices. i \i 6 i li- E-06.81. 5 ETC 00076 L EMPLOYEES METHODS OF ORGANIZING ORGANIZING THE SAFETY PROGRAM Employees assist by: Observing rules and regulations. Reporting unsafe conditions. Reporting near-accidents and no-injury accidents. Reporting all injuries, no matter how slight. Serving on safety committees. Making safety suggestions. Taking new employees under their wing. Procedures for setting up a safety organization follow--including the responsibilities of management, the safety group, and the workers. Modifications of this program could be used in small plants and in scattered operations of Government--Federal, State, or local. Safety organization is a method employed by management to assign responsibility for accident prevention and to insure performance under that responsibility. Analysis of successful safety programs invariably shows that they are built around the seven basic elements, as shown in the following two charts. The elements or principles of accident prevention are the same in any industry and in any plant, large or small. Therefore, while there is wide variation in the methods used in individual organi zations, each incorporates most, if not all, of the seven basic elements. F -06816 ETC 00077 BASIC ELEMENTS OF SAFETY ORGANIZATION Management leadership. Assignment of responsibility. Maintenance of safe working conditions. Establishment of safety training. MANAGEMENT ATTITUDE EXECUTIVE CONTROL MANAGEMENT STATEMENT OF POLICY CHART 2--SERIES B Top management's attitude toward accident prevention in an industry or plant is almost invariably reflected in the attitude of the supervisory force. Similarly, the worker's attitude is influenced by that of his supervisor. Thus, if the top executive is not genuinely interested in preventing accidents and injuries, no one else is likely to be. Since this basic fact applies to every level of management and supervision, an accident control program must result from top management's an nounced and demonstrated interest if employee cooperation and par ticipation are to be obtained. The details for carrying out an accident prevention program may be assigned, but the responsibility for the basic policy cannot be dele gated. At the beginning, control of work injuries and accidents re quires close executive attention because it is generally a new activity or procedure with which no one is completely familiar. Conse quently, the overall policy should state clearly the objectives to be achieved. To initiate the program, management should issue a clear-cut state ment of policy for the guidance of officials, supervisors, and em ployees. Such a statement of policy would indicate management's viewpoint in principle and should cover the basic elements. Unless the details of the program are included in the statement of policy, management should announce them to the entire working force through meetings, letters, bulletins, or announcements. 8 1; A----------------------------------------------------- ------------------------------------------- --------- ------------------------------- F -06.8 1 7 ETC 00078 SAFETY-70, FEDERAL GOVERNMENT i l SAFETY POLICY FOR THE FEDERAL SERVICE "It is the policy of the Federal Government to so administer its pro grams that each employee works in safe and healthful conditions, free from accidents. "Americans have always placed the highest value on human life, in accord with our concept of the worth of every individual. As the public repository of our social ideals, government has a direct obliga tion to express our regard for human life in every measure necessary to safeguard and protect it. "Americans also place a high value on efficiency and economy. As this country's largest single employer, the Federal Government has a continuing duty to prevent needless waste. "The policy of this Government, then, is both humanitarian and prac tical. "It safeguards and conserves manpower. "It reduces the cost of injuries and eliminates the waste of ma terials. "It is a basic element in sound and prudent management. "I am not unmindful of the progress achieved by many Federal agen cies in the prevention of accidents. "Yet, while much has been accomplished, much remains to be done. "There remain wide disparities in safety performance among agen cies. This disparity can be eliminated if each agency will administer its safety program in accordance with the needs to be met and the hazards that are encountered. Often the most dangerous occupations have the best safety records. "Further improvement in the safety record of individual agencies as well as of the Federal Government as a whole must be attained. "Accordingly, I request the heads of all departments and agencies to review carefully and critically their safety policies and programs. Constant vigilance, effective action, and sustained effort for improved performance are required. Executive and supervisory leadership must be provided. The cooperation and support of employee organizations is essential. Each Federal worker must likewise seek constantly to avoid accidents to himself and others. "Our objective is the fullest protection for our civilian and military personnel on and off duty and for all who visit Federal buildings, installations, parks, forests and other facilities. To advance these goals the Federal Government will cooperate with State and local gov ernments, management, labor, and safety organizations in developing and applying safety standards responsive to changing conditions and the pace of technological progress. 9 F-06818 ETC 0007 9 MANAGEMENT'S RESPONSIBILITY ASSIGNMENT OF RESPONSI BILITIES MAINTENANCE OF SAFE WORKING CONDITIONS "Each department and agency head shall take appropriate steps to implement this directive on a continuing basis. The Secretary of Labor to the extent feasible will provide assistance through the Fed eral Safety Council and its field councils. He will also keep me ad vised of each agency's progress. "The toll of injuries and the cost of accidents must be reduced again and again." /s/ LYNDON B. JOHNSON Management's responsibility for the safety program does not end with the establishment of the safety organization and approval of its ac tivities. Executives must take the lead in keeping interest alive by: 1. Reviewing and acting upon safety records. 2. Acting on good or bad departmental safety records through personal interviews with department heads. 3. Demonstrating interest through preparing letters for bulletin boards and discussing the accident record with all employees. 4. Setting a good example. 5. Regular attendance at safety meetings. Safety departments or activities, as any other phase of business, must have leadership and guidance. It is of paramount importance, there fore, that management definitely assign full responsibility for the safety activities to one responsible individual. In some instances, safety is placed under the direction of an indi vidual without official status. This shows lack of interest on the part of management. The safety organization has little chance to func tion effectively under such an arrangement. Whatever the title, the head safety man should be responsible for solving two principal problems: 1. How to remove physical hazards. 2. How to substitute sate practices for unsafe practices of em ployees. Accident prevention must deal with these two distinctly separate problems, because accidents involve machines, equipment, and work ing conditions which are hazardous, or they involve personnel who act in an unsafe manner, or both. A fine safety engineering job can be wasted if it is not accompanied by successful training and by persuad ing employees to use safe procedures. Similarly, the most impressive "relations" program will fail if employees feel that the company wants to reduce accidents only if the cost is nominal. Safety person nel should be selected so that both jobs are well handled. 10 c-068\^ ETC 00080 BASIC REQUIRMENTS OF SAFETY ORGANIZATION An accident record system. Medical and first-aid system. Acceptance of personal responsibility by employees. ACCIDENT RECORD SYSTEM MEDICAL AND FIRST AID METHODS FOR CREATING INTEREST CHART 3--SERIES B Maintaining a good accident record system entails making necessary reports, personal investigations of fatal or serious accidents, and staff investigations which include securing supervisors' reports to check corrective action taken by them to eliminate accident causes. Medical and first-aid services include placement examinations, treat ment of injuries, all first-aid services, and periodic health examina tions. Correlating these various factors with the medical department to insure proper selection and placement of employees is an im portant consideration in preventive measures. Maintaining the interest of workers should be the responsibility of the foreman and other supervisors. To the worker, they are management. Most of the thoughts and plans of executives should sift down to the workers through their foreman. Safety should be intimately related to each employee's temperament and attitude toward his work and toward management. The foreman is indispensable to good safety work. Seldom is a foreman hired solely on the basis of his attitude toward safety; consequently, it becomes the problem of enlisting the foreman's interest in it. 11 ^-06820 ETC 00081 IDENTIFY SAFETY WITH PRODUCTION TRAINING EMPLOYEES Few better methods for creating interest in safety in all ranks of super* vision can be found than one which persuades the chief executive of a plant to start a safety program in the first place; the identification of safety with efficiency and production, that accident losses hurt the showing of the department and the foreman, should be made clear to him. No matter how well safety is engineered into a plant or job, much of the employees' safety depends upon their own conduct. Some people work safely in dangerous surroundings, while others have accidents on jobs that seem quite safe. Controlling people, then, is a necessary part of a successful accident prevention program. Employee training begins the day he starts work. Whether or not the agency or company has a formal induction program, the employee starts to learn about his job and to form attitudes about many things, including safety, the first day. 12 F-068?1 ETC 00082 COOPERATION Teamwork is required. Neither management nor workers can accom plish the safety job alone. Each has his responsibility and must ac cept and carry his share. If each pursues his own "interests" without regard for the interests of others, the program will fail. If both "get together" and discuss the problem of accidents and their effect on production, morale, and earnings, each may see the mutual bene fits of willing participation and wholehearted cooperation. Attitudes at all levels affect acceptance of these responsibilities. When understanding has been reached to the mutual interests of everyone in the company, and when they accept responsibility for the success of the accident prevention program, then the program will succeed. The main attitude is formed at the top by management which must show, by it actions, that it is sincere and wants to do something effective about the problem. Good, effective, leadership works down through delegation of policy. 13 F-0fta?2 ETC 00083 1 Summarize by establishing agreement among class ) ! members that "all responsibilities must be fully ! accepted." On blackboard, state: } 1. Accident prevention is an operational funcii tion. 1 2. Accidents are evidence of operational fail ure. ! Distribute occupational safety aid, "Supervisory i Responsibility For Safety," and hand out "Responj sibility For Accident Control." 14 F-06S23 ETC 00084 SUPERVISORY RESPONSIBILITY FOR SAFETY The SUPERVISOR is in a key position in the organizational structure to carry out manage ment's safety policy and to prevent injuries to workers. While the importance of this part of the SUPERVISOR'S job depends upon how much it is stressed by management, a conscientious SU PERVISOR is always aware of his duty to keep the employees under his direction from harm and injury. In order that a SUPERVISOR may be most effective in maintaining safe conditions and pro moting safe work methods, there are a number of details of the safety program which he should know. THE SUPERVISOR SHOULD KNOW 1. What the safety policy is, and what it specifies as to his responsibility and authority. 2. What his total responsibilities are and how he is expected to integrate safety with them: which areas, operations, machines, personnel he directs; what is to be done about main tenance and repairs, working conditions, provision of guards and protective devices. 3. What he is to do about determining qualifications of workers in his area; what discipli nary action is permitted, and under what circumstances. 4. Who is to instruct and train workers in safety, first aid, and fire prevention and protec tion. 5. What the safe work methods are for each job, and where information about them is ob tainable. 6. What safety devices and personal protective equipment are to be used on each job, and procedures for making them available. 7. What his relationship is to be with the safety committee. 8. What commitments he may make to correct unsafe conditions and the cost limit below which he does not need additional authority. 9. What to do in case of accident: first aid, calling doctor, ambulance, hospital--notifying relatives of injured person. 10. What reports are required--inspection, accident, accident investigation, corrective actions taken. IS ETC 00085 HOW TO SUPERVISE FOR SAFETY PLANNING The SUPERVISOR must look ahead to anticipate potential hazards and take pre ventive measures. He should be on the lookout for suggestions from both manage ment and employees. He must plan for safety as for any other part of his job. JOB INSTRUCTION Job safety instruction is one of the most important parts of supervision. Person al, point-by-point demonstrations of the operations of machinery and tools are insurance that money cannot buy. Tell them, show them. . .and keep showing them. Good morale and proper attitudes on the part of employees back up every safety effort, even when the SUPERVISOR is busy with other matters. The SUPER VISOR develops safety attitudes in employees so they will work safely, even in his absence. PRODUCTION Organizing the work makes it many times easier. Safety is a big responsibility, and much of it can be broken down into manageable parts. For example: Efficiency An efficient operation is one which gets out the most production at the lowest cost. Wherever unsafe conditions or unsafe work methods require workers to pay less attention to production because they must spend more time trying not to be injured, or where an accident occurs, the operation is that much less efficient. A safe operation is an efficient operation. The SUPERVISOR should make certain that every employee knows this. Good Housekeeping The SUPERVISOR can maintain safe, good housekeeping only if he enlists the cooperation of all employees. Safe Conditions By discussing safety with the workers, the SUPERVISOR can get their cooperation, ideas, and aid in making conditions safe--and keeping them that way. Safety Attitude One of the most difficult safety activities for the SUPERVISOR is the de velopment and maintenance of a good safety attitude in all employees. This requires tact, psychology, teaching, selling, diplomacy, discipline, and example. A worker without a good safety attitude can have an accident in an "accident proof* operation. The good SUPERVISOR learns all the angles of creating safety attitudes and uses them continually. 16 ^-06825 ETC 00086 SUPERVISOR PROVIDES BALANCE A balanced program of morale building, training, and example on the part of the supervisor, is superior to undue reliance on devices, mottoes, or committees, or any single aspect of the program. To summarize: The supervisor has a dual responsibility to management and employees alike. He coordinates their efforts for safety, and looks to both groups for action as well as suggestions and complaints. He can make his work much easier and effective by: 1. Planning for safety. 5. Regularly checking working conditions 2. Conducting demonstrations of safe job practices. against safety standards. 6. Showing good example himself in safety pre 3. Establishing the proper attitude for cautions and using safety equipment. safety. 4. Organizing his own factfinding efforts, 7. Keeping up with new developments in safety, cooperating with employee committees, and through study of bulletins and publications with supervisory committees. on safety practices. HOW SAFETY PAYS OFF FOR THE SUPERVISOR When the job is completed, there's a cer tain pride in knowing that it's a 'perfect package." No matter what the job is, safe performance is the mark of the professional. _ SAFETY IS A TOP RECOMMENDATION A letter of recommendation: For a promotion to a new job, safety is a good reference! Your employer knows the economic value of safety. Your fellow work ers respect a conscientious supervisor. It all depends on the qualities which your safety record indicates. SAFETY IS MONEY IN THE BANK !$ ft Because safety means less down-time, smoother production, fewer claims, less damage, lower insurance rates, your em ployer makes more money with a safetyminded supervisor. Such a supervisor makes more money af a direct result! ft ft 17 ETC 00087 I EIGHTEEN WAYS A GOOD SUPERVISOR PUTS SAFETY TO WORK 1. Takes the initiative in telling management about ideas for safer layout of equipment, tools, and processes. 2. Is a professional when it comes to taking care of equipment and keeping it safe. 3. Knows the value of machine guards and makes sure that proper guards are provided and used. 4. Takes pride in knowing how to use his equipment safely. 5. Takes charge of operations that are not routine to make certain that safety precautions are deter mined and observed. 6. Arranges for adequate storage and enforces good housekeeping. 7. Knows what materials are hazardous and how to handle them safely. 8. Becomes an expert on waste disposal for good housekeeping and fire protection. 9. Keeps his eyes open for the employee who may be a safer worker in another job. 10. Continues to "talk safety" and impress safety on his men. 11. Works with every man under him without favoritism, and helps them work together. 12. Establishes good relations with union stewards and with the safety committee. 13. Sets the example in safety. 14. Uses judgment in criticizing or praising, and knows the value of public praise. 15. Not only explains how to do a job, but shows how, and observes to insure it continues to be done safely. 16. Studies the seemingly unimportant accidents and takes corrective measures. 17. Keeps everyone informed of the safety policy. 18. Knows what personal protective equipment is necessary on each job and sees that such equipment is used. CHECK YOURSELF! F~^3?7 ETC 00088 Responsibilityfor Accident Control The industrial accident problem is of such proportions as to demand nothing less than an "all-out" or "crash" program to drastically reduce accidents and injuries resulting therefrom. If these injuries were resulting from a disease epidemic or other similar health hazard the hue and cry would create such an uncomfortable situation for the various authorities that it could not long be ignored. As the situation now stands we go along from year to year barely able to keep the problem from becoming worse. Each slight improvement has to be minutely scrutinized to determine if it is indeed progress or merely a minor variation which will disappear with the next reports. In order to make any significant reduction in this large volume of accidents and injuries requires genuine participation at all levels of: (1) Government--Federal, State, and local. (2) Management (3) Labor. (4) The individual worker. Government Various governmental agencies can and should do much more in the nationwide program to reduce industrial injuries. This can be accomplished only by a detailed and coordinated large scale drive. It can be successful only when each group having an interest in the problem fulfills its responsibilities in carrying out a continuous drive. Since governmental functions vary there can be no standard pattern for each level. We shall, therefore, deal with each of the three levels enumerated above. Federal Government It should be the main function of the Federal Government to assist, coordinate and add to the efforts of the State and local governments. It is not the function of the Federal agencies to take over the actual administration of accident prevention in the States. The Federal Govern ment can best serve in the following manner: a. Provide competent safety technicians and technical assistance to the various State and local governments. b. Provide leadership in the field of research; collect and make available information on a national scale. c. Maintain agencies to assist and work with national organizations representing both management and labor to bring about improved production and working con ditions. b. Provide leadership in the field of research; collect and make available information health of this Nation's work force, and assist the States to improve their safety administration. e. Provide for safety and health education services which will be available to the various State agencies and to industry and labor. f. Assist in coordinating the activities of the States so that the experiences and 19 F-06fi?8 ETC 00089 methods developed by the various States are readily available to each other, to industry and to labor and to the public. g. Provide leadership to promote the designing production of safer machines, equip ment, and procedures. h. Cooperate with international safety and health organizations, and with all other agencies engaged in the promotion of accident prevention on a national. State, or local level. i. Carry out its legal responsibilities under the laws designating responsibilites for safety in longshoring and ship repair operations, coal mining, interstate commerce, and certain manufacturing under Federal contracts. State Governments The "enabling acts" of the various States vary, but each has one common denominator. In each, the State has asserted that it has the right to demand that places of employment be safe and healthful environments in which to work. To carry out this mandate certain agencies have been set up with appropriate authority to develop standards and codes and to administer these, to encourage and if necessary enforce com pliance therewith. In this respect a minimum service to be provided for all industrial establish ments of each State by the appropriate department of the State Government would appear to be: a. Establishment of adequate standards and codes for the protection of all workers. b. Provision for a safety and health inspection service by competent persons who will visit industrial establishments frequently to adequately administer the provi sions of the codes and standards of the State. c. Provide an adequate staff of competent safety technicians and engineers to render needed consultative assistance to industry. This is particularly important to the smaller firms. The service must include industrial hygiene, fire protection and protection against disaster producing hazards. d. Educational programs for safety and health; training for supervisors; members of safety committees and employees of the industrial firms of the State. e. Preparation and distribution of educational and technical material for industry. Such materials might consist of posters, statistical information, technical bulle tins, safety codes and regulations and materials for the use of safety committees. It is not envisioned that these would duplicate or supplant those already used by insurance firms, trade associations, or other groups. Local Governments In general, the safety programs under the jurisdiction of local governments are limited. These should be confined to those problems which are peculiar to the city, town or county or to the fact that the problem is created by the congestion of population within that small area. In the main, the activity of local governments should relate the regulations on buildings, boilers, elevators, electrical installations, plumbing, smoke and air pollution, noise, fire and explosion hazards and waste disposal measure. 20 F~068?9 ETC 00090 s o r r r a e o ll- 3. lO 1- ir ie id of ye:s. ad ;d. to ad Management Safety primarily is the legal and moral obligation of the employer. The employer must have a sincere and continuing interest in providing for the safety of his employees. This interest is demonstrated by: a. The initiation of a sound safety program with the policies, procedures and staff necessary to make it effective. b. The provision of safe working conditions, machinery and equipment; providing for protective measures which are adequately maintained. c. The provision of adequate personal protective devices and apparel when necessary. d. The development of effective training programs for their supervisors and for the other employees. e. The setting up of the proper atmosphere which will lead to the encouragement of employee interest and participation by making available channels through which employees may offer suggestions, advice and recommendations for the improve ment of safety and health. Organized Labor The welfare of the employee places upon the labor union a moral obligation to cooperate in accident prevention within the framework of its agreed-upon participation. This is demon strated by: a. Recognizing that management must have the authority necessary to carry out its responsibility. b. Establishing a sound policy and definite program of accident prevention. Nothing must be allowed to stand in the way of effective accident prevention. c. Insisting that management live up to its safety and health obligations. At the same time not using safety as a lever to obtain other objectives at the sacrifice of true safety. d. Taking no steps which would tend to create confusion and uncertainty as to man agement's authority and responsibility for safety and health. e. Using its influence to encourage the employees it represents to work safely. f. Promoting accident prevention through its publications, union meetings and edu cational programs, with emphasis not only on plant safety but also with due regard to safety in the home, on the highway, and in other activities outside the plant g. Preparing competent safety representatives to take part in joint labor-management accident prevention activities through a planned safety training program. The Worker Cooperation in the safety program is the moral obligation of each individual employee. This is demonstrated by: a. Working safely at his job. The conscientious safety-minded worker abides by safety rules and regulations and does not take "shortcuts" or use unsafe practices. 21 ^-06830 ETC 00091 b. Having regard at all times for the safety of his fellow workers and others about him. c. Using his influence and knowledge to prevent accidents. d. Galling prompt attention to unsafe conditions. e. Contributing his ideas, suggestions and recommendations for the improvement of safety to proper agencies. f. Allying himself with the various agencies in his community engaged in promoting safety. Organized Labor Policy Adequate accident prevention programs demand certain definite policy decisions from labor. Among the elements which must be included are: a. Organized labor must show its recognition of its safety responsibility by establish ment of: 1. A Safety and Health Division headed by a full time Safety Engineer with a competent staff and with enough delegated authority to carry out the job assigned. 2. A minimum allowance for this task would seem to dictate a competent Safety Engineer for AFL-CIO as a whole; and one for each international union; the latter to coordinate their activities with AFL-CIO but not be subordinate thereto. 3. Creation of a division for statistical research into the causes of accidents, adequate remedies and to the effects of accidents and injuries on the health and welfare of workers. (At present labor has only the reports of manage ment and government on these matters.) b. A determined campaign for adequate safety and health clauses in all negotiated contracts. These should be made sufficiently specific. Joint Labor-Management Safety and Health Committees should be set as a minimum goal. c. Promotion of effective legislation and administrative bodies both in Federal and State Government as well as familiarity with existing legislation and its weak nesses. d. Promotion of improved apprenticeship programs to include safety as a basis of achievement for graduation. e. Improvement of a cooperative relationship between labor and the safety depart ments of the various governments--municipal, county, and State. 22 U.S. MVCRHMINT RRINTtM ORTIC1 : IM? o--1,3-1 E-06831. V ETC 00092