Document zQeM2LZaV8X7XZG3m6Vp1Xz87

1962 National Safety Congress Rubber Section So far. I've been bragping about the pro and corrected 294 unrafe practices like tlie>e The Chairman of the Management Labor so you can circulate it to others who might gram we put on. Now, let me tell you since the D. C. program started. Kclations Committee asked for one of our search their departments for similar situa what this proved to us. The unsafe practiccs reported to us were mostly violations on which the employee positively had a good knowledge even before he came to work for us--such as. in the removal of steel slivers, using a personal knife rather than going to First Aid. Another violation we found too frequently was employees using a transporter to ride like a sidewalk scooter. We found all kinds of employee unsafe acts and horseplay. Far too many reports indi cated that after all these years, foremen found employees in the act of operating revolving spindles while wearing lc*osc sitting clothing. Now, how's that for hanging out yxnir dirty linen? It's a little embarrassing, but in this program, \vc were not only being given the cold, hard facts, but at the same time, we were getting proof that we were doing something about it. By this time, you're probably ready to ask---what has it done for you? As the politicians say. 'Let's look at the record." First, here is a typical example of a com pleted D. C. form: Our foreman recorded. "Observed millwright making adjustments to conveyor without locking power out." Then--just a simple statement of how he corrected this unsafe practice he had detected 2. Wearing gloves and loose fitting cloth ing around revolving machinery. Supervisors have detected and corrected 272 unsafe prac tices like these since the L). C. program started. 3. Making adjustments to machinery with the power on. Supervisors have detected and corrected 925 unsafe practices like these *tnce the I>. C. program started. 4. Unsafe practices involving mobile power equipment. Supervisors have detected and corrected 1.054 unsafe practices like these since the D. C. program started. Since it is always difficult to say con vincing believable things about an accident tliat didn't happen, wc decided to use the following means to illustrate the worth of the D. C. program. Photos were assembled of actual accidents that had occurred, brief copy of the original Safety Bulletins were excerpted and the number of instances was recorded wherein foremen had detected and corrected, since the program began, situa tions identical to those resulting in disabling injuries in the past. This figure was inset in red over the black and white picture. This is called the "Safety Idea Exchange Bulletin." If you locked at the bulletin, you would D. C. tic* bar* for each nemler of the team. When it was learned that some of them hadn't caught up with the meaning of f). C., I-cs Stanley in our office refuse*! to honor their request until all of them reviewed the material and each one was at least conversant with it. We were flattered when some of our management people were in Hawaii visiting a pineapple plant. The safety director there was boasting of their <afcty program to detect and correct unsafe practices which they called "D. C." When rmr medical director said it had a familiar ring and asked where they got the idea, the reply was "Stoic it from Dclco-Rcmy." Now if some of you are convinced, as wc are, that judgment errors must 1< elimi nated and you believe, as wc do. that this approach is effective, here are six funda mental steps we recommend for you to tailor a program suitable for your plant to help detect and correct your "Fernando's Hideaway*." 1. Sell top management--Getting back to joint number one of the seven basic prin ciples of a safety program, set forth by our President oi General Motors, Mr. John F. Gordon. "Provide active tep management support." You simply can't l*e completely successful in any safety program without it. tions. 4. Dramatize--Use all method* available to make the program impressive. Don't over look the effectiveness of jihotos. bulletin loa.rdi and example? that illustrate the worth of the program. Use every means at your disposal. 5. Exercise--There's a lot of good oldfashioned hard work connected with this program, the same as there is in anything else worthwhile. Keep it rolling! 6. Follow up--I don't mention this last l*ccausc it i* the least in importance, f>n the contrary, wc believe this program, j-crhaps even more than the ordinary program of this tyi<, calls for excellent follow up: Follow up on participation, follow up on circulation of ideas from one foreman to another, follow up on all the points it t<mk to get the program started. The program I have outlined here has worked for us through-out our multiple plants in Anderson and each of the battery plants as well. It would work at McKinnon in Canada. Yauxhall Motors in England, r-r any other plant regardless of size, location, *.r tyjHr of ojcrntion as well as it work* in Olathe. Kansas: New Brunswick, New Jer sey; Anaheim. California; or Muncie, Indi ana. I am certain if you take ideas from it --"Pointed out the danger of this, and in agree that the effect of the U. C. program 2. Get the support of all supervision--If and tailor them to suit vour needs, it will structed the employee never to do it again." is stecinc and direct in accident prevention. you have point mimlcr one well covered, it work for you! It will do much to help If this seems like an insignificant thing to It i >jecinc in tliat it deals exclusively will certainly go a l**ng way toward making combat the "human iactor'* and will help ask a foreman to do as a part of a safety program, then I should tell you what a recent review of the corporation's safety bul letins revealed. Even at this late date, after years of emphasizing the importance ot kick ing out the power while working on machin ery. this unsafe act accounts t* r alsuit 2fl per cent of those disabling injuries bulletinized. with a foreman's detecting an unsafe prac tice at the time it recurs; it is direct in that he corrects it with the employee invoked. and all this takes place before on accident occurs. A program this size could never t*e carried out without some humorous sidelights. 1 suppose, and ours was no exception. For instance, in regard to the overlapping I). C. ( 1 tltis ca*y. But. you can do a lot to hcl|* them understand fully the need for such a program and visualize how tltis aj*i*r*c4ch can answer that need. 5. Don't expect too much--every >uj<rvisor today will tell you he's busy. Don't a*k him to write a bc*ok about each tiling lie finds and fixes. Tell him to keep it simple --giving you just enough of an idea in writ round out vour accident jircvcntion program. Such activity will create a mental image among all who know your plant that it is a go.wl place > work because it is a safe place to work. Rcmcmlcr that wc said a satisfac tory company is one that has provided a afe working environment, but that this was only half the picture. New here is the other half of the picture---a careful worker. By the 11th of July. 1962. we had recorded which wc used cn the forms as a trade ing of the j>otcntial accident he discovered Mr. ` D. C." Worker! 40.565 unsafe practices that had been de mark or a symbol of the program, wc had a tected and corrected. The startling discovery number of plays on the meaning of D. C. from the 40.565 that wc had received up to Did it mean direct current or dry charge July 12 was that in many instances the cir cumstance* outlined on the D. C. return* were absolutely identical to those that had actually given us disabling injuries in the past. For example: (this came from the battery plants, of course^ ? Did it stand for a name like Don Coliins (we have a supervisor by that name in one of our plants) ? Did it stand for "darned corny" or did it mean "drunken character" ? Let them call it what they want 1. Wearing jewelry, ring*, watcho*. etc. as long as they keep talking about it and around machinery. Supervisors have detected working at it. 20 21