Document zVzq85K3EXJmpNLORqK13N66

PLAINTIFFTM exhibit PLAINTIFF'S EXHIBIT I* oS&fc II CONTENTS INDUSTRIAL SUBJECTS SESSIONS Integrating Accident Prevention with Production___ ___ Thomas A. Sullivan 5 Modem Role of the Safety Specialist........................ The Psychology of Accidents........................................ Communications for Safety--How Can We Make our Safety Messages More Effective?............................ Safety Engineering--A Modem Concept...................................... John J. Ahern 18 Dynamic Safety Criteria--an Engineering Approach.. . .William A. McAdams 19 Mechanical Accidents.................................................. Review of Significant Accident Case Histories, Electrical Accidents.................................................. ... .Herbert J. Metzger 27 Safety in Multi-Plant Operations................................ Are There Too Many Safety Rules?.............................. ................ J. E, Nichols 33 ^Achieving and Maintaining Respect for Company Rules.......................................................... . .James F. Van Namee 35 The Constructive Use of Discipline in Safety Violations..Standish C. Riddle 39 Safe Application of Electric Controls on Machine Tools............ F. C. Peregay 43 The ASA Disabling Injury Frequency Rate Is a Good Measure of Safety Performance...................... .............. E.R. Wallace 45 A More Dynamic Approach to the Prevention of Back Injuries in an Industrial Environment................ ___ C. F. Martin, MJ>, 48 Safety's Role in Preventing Back Injury........ r............. Human Engineering and Material Handling Safety.......................................... Willem S. Ftedetik, M.D., PhJ). 54 3 CONTENTS -- Continued Safe Handling of Low Level Radioisotopes....................................E. R. Harris 59 Safety Rule Enforcement--A Key to Accident Prevention.. .Richard R. Wiley 62 Damage Control--A New Horizon in Accident Prevention.. .Frank E. Bird, Jr. 66 Training the Plant Defense Corps............................................. John E. Twomey 70 What Do We Expect of the Safety Engineers?.......................... G. W. Harper 73 Design Specifications for a Safety Engineer..................T. H. Rockwell, Ph.D. 75 Preparing the Safety Engineer and Upgrading Performance. .. .0. A. Weaver 79 The Kintz and Browne Fire and Static Electricity Demonstration............................ G. At. Kintz and H. F. Browne 85 Better Driving for. the Whole Family....................................William F. Sabota 87 Getting People to Understand Law Enforcement.............. Franklin M. Kreml 93 Officers of the Industrial Conference 1961-62 .................................................... 95 Other Volumes in the 1961 National Safety Congress Transactions..........Back Page 4 IN We would li our Granite C the integration production. We have trit not draw conch you clues as tc own plants to your productio that we believe We would be discovered any subject of plant This case st was a new pla Smith Corp. ' nificant, about Prom the beg tor, who is sti and must get a ing people. At the start-i developed whit immediately: Certain autor not ready when made. Our competif duce at all so requirements o few months of As you migl hiring of greet visors and madi insurmountable We have trie this chart. It I will follow alo one step at a ti The chart is The accident Production d ships. Management Safety and hi - Industrial Subjects Sessions INTEGRATING ACCIDENT PREVENTION WITH PRODUCTION By THOMAS A. SULLIVAN A. O. Smith Corporation, Milwaukee, Wis. We would like to offer the experience of our Granite City plant as a case study in the integration of accident prevention with production. We have tried to present facts to you and not draw conclusions. If these facts can give you clues as to steps you can take in your own plants to tie accident prevention into your production processes this is the most that we believe can come from such a study. We would be the last to claim we have discovered any panacea for the complex subject of plant safety . This case study is interesting because it was a new plant in a new area for A. O. Smith Cbrp. The exposure volume is sig nificant, about 3,000,000 manhours per year. From the beginning we had a safety direc tor, who is still there. He is a staff man and must get all action through the operat ing people. At the start-up of the plant two problems developed which complicated our problem immediately: Certain automatic assembly equipment was not ready when product deliveries had to be made. Our competitors were not ready to pro duce at all so we had to carry the entire requirements of our customer for the first few months of our operation. As you might suspect, this required the hiring of green workers and green super visors and made the training problem almost insurmountable at the beginning. We have tried to put our whole story on this chart It looks complicated but if you will follow along with me we will take it one step at a time. The chart is divided into four areas: The accident frequency data. Production demands and union relation ships. Management action. Safety and housekeeping. Accident and frequency data show the number of lost time accidents per month since the plant began production in Sept. 1934. You will note that we have identified injuries to maintenance men separately from production people as the nature of their ex posure is different and may be of some sig nificance. For example, in 1959 and 1960 every.other accident was in maintenance, although the hours of exposure of the pro duction people is 10 times that of the main tenance men. The frequency rate is a 12 month running average. Production demands and union relation ships are grouped together as things over which the management of the plant did not have complete control. The start-up of new models in the summer of each year should have an adverse effect on safety because new equipment is present and men are back from a layoff of 4 to 6 weeks and presumably "out of practice." An examination of the chart does not dis close such a trend. Rather the accidents seem to bunch np in the later months when the heat is on to produce at peak efficiency. However, the data Is not conclusive here either. The effect of union activity on safety, while at first appearing adverse--after the union certification in 1935--does not show any discernable pattern. The accidents oc curring after the major work stoppages in 1936 and 1957 do not seem to be related to the stoppage any more than to the model changes which occurred shortly thereafter. In fact, it looks as though the formation of the Union-Management Safety Commit tee in 1959 had a major favorable effect on accident frequency.- The frequency rate tor the two year period since April 1959 is 0.78 per million manhours of exposure. Management actions--There were four manufacturing superintendents during the period on the chart--identified as A. B, C and D. The frequency rate for each was: A--3.47; B--1.20; C-3.15 and D--1.53. 5 1961 National Safety Congress Making allowance for the start-up problem ing practices. On the chart you will note which seriously affected A's record, it looks that they started back in October 1954 and like Q had the best record and C the poor continue on a regular basis up into 1960. est. 1 would like to venture my opinion It will be interesting to look at Exhibit II here that the attitude of the manufacturing which lists these programs. You will note superintendents toward housekeeping and how the operating supervision are tied into safety had a major effect on the record the program. of this plant. These, then, are the facts that seem to There were three managers during the have some relation to the safety record of ]>eriod on the chart. The frequency rate for this plant which has twice earned the Na each was: 1--3.0S; 2--1.88. and 3--0.00. tional Safety Council's Award of Merit and The Monthly Management Plan of Action Meetings starting in February 1958 have hail important results. The safety director presented safety projects to the manager and has twice earned the A. O. Smith Corp. President's Saietv Award in competition with twenty other divisions of the company. Perhaps by studying this data you can his entire staff and got their backing. A form your own conclusions and find some time tabic and plan of action was set up application to your own problems. for each project and progress compared from meeting to meeting. The need and approval for two engineer ing studies developed as a result of these staff meetings were safety of welding fix EXHIBIT I GRANITE CITY PLANT HEALTH AND SAFETY PROCEDURES Description Date of Original Issue tures and a lighting survey--especially on the second shift. The welding fixture study not only corrected some serious safety haz ards, but also resulted in a corporate-wide manual on "Engineering and Designing for Safety." Safety and housekeeping -- In 1956 the safety director began issuing safety proce dures. These are tabulated in Exhibit I at tached. They also are shown as P on the chart. It is to be noted that there was a flurry of them right after the Management Plant and Fire Brigade................... Peb. 1956 Sickness and on the Job Injuries..Jan. 1957 Receiving Plant Visitors................ Mar. 1957 Cutting and 'Welding Permits....... April 1957 Fire Safety and Prevention...........April 1957 'Safety Eye Protection.....................June 1957 Gate and Bundle Passes..................July 1957 Oxygen and Acetylene Cylinders...Nov. 1957 Press Repeat Control.......................Mar. 1958 Flammable Liquids .........................Mar. 1958 Safety Locks and Tags................Mar. 1958 'Investigation of Near Injuries....... Apr. 1958 Power Truck Maintenance.............. Apr. 1959 Tornado Alert and Evacuation....... Sept. 1959 Portable Grinding Wheels.............. Sept. 1959 Compressed Air ............................ ..Oct. 1959 In-Plant Railroad Safety................ Nov. 1959 L.P.G. Equipped Power Trucks....Jan. 1960 Plan of Action Meetings started and again after the Union-Management Safety Com mittee started. The two most significant procedures were: Eye protection, issued June, 1957, and In OTHER GENERAL BULLETINS BasicWinter Driving Rules.Reissued annually Heat Exhaustion............... Reissued annually Accident Costs ................... Issued as needed Points of Safe Conduct---- Issued as revised Key Programs vestigation of near injuries, issued April EXHIBIT a 1958. GRANITE CITY PLANT HOUSEKEEPING The eye protection procedure eliminated October 1954-- pulicy confusion on border areas such as locker rooms, aisles, yards, etc., and sig naled the beginning of a strict eye protection The first step toward orderly housekeeping was the establishment of safety lines to iden tify aisleways in the production areas of the plant. enforcement campaign. November 1954-- The investigation procedure was an out cropping of the Management Plan of Ac tion Meetings and became an effective com munication derice on hazardous conditions. Housekeeping conditions were reported by Slant patrolmen on their Patrolman Watch reports. These items were occasionally or ganized into a housekeeping action report by the safety supervisor and sent out to alt su pervisors. It is tlie belief of our safety director that good housekeeping is an important factor in developing a safe plant. This belief he dem onstrates in a practical way by continually developing programs to improve housekeep October 1955-- A Housekeeping Committee was formed to make housekeeping inspections, and report their findings to the supervisors Involved. This committee consisted of the safety super visor. plant superintendent plant engineer, and production control supervisor. 6 February 1956The activities tee were steppe scheduled and signed to serve January 1957-- Housekeeping defined by the safety supervisi April 1958-- The Manufact housekeeping ir May 1958-- Our housekee Color slides oi MODI Ge The subject me or to virt it has been poi from the time to understand we have had, safety. But, t it! We're th grown men a "unsafety cons --find oursel intersection, ai green without --neglect to a power tool. --drive at 7< road, two leng of us. Suddenly it ; what `his fivepage program Half spend th structural and make us com) half can spend with posters at complacency. ] it's a good "rac Seriously, I ; biggest problen job, the more c the more we ti When we ta "modern," we Industrial Subjects Sessions (February 1356-- ' The activities of the housekeeping commit tee were stepped up. Regular meetings were scheduled and other staff members were as signed to serve on the committee. January 1357- Housekeeping responsibilities were clearly defined by the Granite City staff and the safety supervisor. April 1358-- The Manufacturing Superintendent assigned housekeeping inspection to area foremen. Stay 1958-- Our housekeeping program was intensified. Color slides of housekeeping conditions in the plant were reviewed by the Granite City staff after each inspection and then by all manufacturing and maintenance supervisors. January 1359-- Management concentrated on improving the switch board area, compressor rooms, the propane farm system, pumphouse, and other isolated areas. January 1360-- Elimination of all homemade employee's conveniences such as benches, shelters, sala manders, etc. July I960-- Repainting all work areas and machinery, aisle lines and storage areas. MODERN ROLE OF THE SAFETY SPECIALIST By CHARLES A. CRAFT George Fry and Associates, Management Consultants, Chicago The subject of safety is not foreign to me or to virtually any layman. In fact, it has been pounded into us at every turn from the time we were able to walk and to understand. With all the exposure we have had, we should know all about safety. But, we certainly don't act like it! We're the ones (calling ourselves grown men and women), who are so ``unsafety conscious" that we place. 1 am sure we will all agree that, in general, our fives and our environment have changed--so much, sometimes, that it is almost frightening. To determine his modern role, a safety specialist is pri marily concerned with changes that have taken place within his own environment, with respect to the specific company for which he works and the people with whom he deals. --find ourselves in the middle of a busy Since as an individual you are, or should intersection, after the light has turned to be, most familiar with the changes that een without having looked either way. r--neglect to connect the ground wire on a power tool. have taken place within your own specific environment, it may be presumptuous for me to talk to you on this subject But, --drive at 70 miles an hour on a toll- in case some of you have not recognized road, two lengths behind the car in front the changes, or have interpreted changes of us. to be more far-reaching than they really Suodenly it all became clear! 1 realized 'are, I will proceed with my analysts. what *his five-day meeting and the 103- Each company, of course, is different page program was about. It's a dire plot! and because of time lintitations, we can Half spend their time plugging up the consider business and industry only in structural and mechanical weaknesses to general. make us complacent so that the other It has been my experience that major half can spend their time bombarding us changes have and are taking place in in with posters and slogans to overcome our dustry- For purposes of my presentation complacency. It may not be modem, but today, I have divided the changes into it's a good "racket." two categories. Seriously, I suspect this is one of your biggest problems. The better you do your job, the more complacent we become, and the more we take you for granted. As the first category, in genera], busi ness has become more sophisticated, larger in size, more diversified, more market oriented, more cost conscious. When we talk about something being The net resuits of these changes is that "modern," we imply a change has taken business is becoming more involved and 7 1961 National Safety Congress more complicated. More time and atten tion are required for areas directly related to the major objective of maintaining a profit for the stockholder. Consequently, there may be a tendency to spend less time in areas not as directly related to the end objective. 1 am including safety as one of these areas. I am sure that there are many who are ready to challenge the assumption that safety is not an important factor in the ultimate profit goal and probably rightly' so. But, remember, I said not as directly related as other areas. 1 am not necessarily defending this condition, but am merely stating it as a situation that at least is understandable -- a situation to which you have contributed personally by the excellent progress in reducing the accident rate. There has been a second category of change in business which is just as natural today as it was when the very small busi ness first grew into long pants--when the owner was unable to maintain a close day-to-day contact with the individual worker because of the company's size. To counteract the tendency to neglect those areas that may' appear to be less directly related to the ultimate profit ob jectives and to better fulfill their objec tives, management is doing more planning and organizing, developing or taking on more staff specialists, and establishing more controls. Yes, we do find major changes have taken place, and are taking place in busi ness in general. It is logical to presume that there have been and will be major changes in the role of the safety' specialist --changes to make him more modern and more up-to-date with the modern business world. I can cite several changes in the techisical 'role of the safety specialist. For example: 1. In a company that has grown to a multiplant operation, the safety specialist may find himself in a different role, be cause he no longer has close contact with the production floor. 2. In some cases, the apparent large increase in the amount of claims has re sulted in more time required of the safety specialist. 5. Also, in sonic cases, opportunities for reduction in insurance rates have be come more apparent and the safety spe cialist is being used more in this respect. 4. Because of these changes, the loca tion of the safety specialist in the organi zational structure may have changed. I am not going to dwell on changes of this type tor several reasons: First, they are not universally appli cable. Second, 1 don't know enough about your business to discuss them intelli gently. And, third, they are, to me, in them selves, relatively unimportant. What I believe is substantially more important is that, regardless of the spe cific change in his role, the saiety special ist must fully understand the ramifica tions of the change. While remembering his basic purpose, objectives, and goals, he must take intelligent and responsible action. For example, he must understand that because of growth, diversification, and more complication in general, it is not surprising that top management Is pay ing less attention to his area of activity. If this is taking place, he must under stand that the good job he and others have done to improve the safety record makes it even less surprising. He must iurther understand the part he play's in the second category of over all change: better planning, better organ izing, and' more and better staff special ists. Top management is doing more of this because it is the logical way to make up for the lessening of specific attention caused by' growth, diversification, and in creased complications. The safety special ist, in this situation, must realize that as a staff specialist, he is expected to see that his function is properly and com pletely fulfilled: this is the reason for being a staff specialist. Furthermore, it he does not feel that his function is receiving the proper rela tive attention in the over-all plan and organization he is expected to say so. To become effective, as in the case of any important function, the function of safety most have a proper definition in the or ganizational plan, and the related respon sibilities, and defined. If this is t tion is to th safety special pected to "sj assume that oughly analy this is their because I hav tion plans fn and, believe i: percentage w the subject 1 was not the One dange change in his ist, like anyor with the gre phistication si to forget the of his func changed, but purpose and one of them, versification, tions in a t machine in t! same. Certair faster, and & much human Some of us, the organizati with its effec than with its objectives. I < cifically to w safety spedali it be to engii the treasurer vant The b: sufficiently d< the operation: contact or by to fulfill the awdd-like to sition m the I am reasoi of most of yoi are common: You, as a s: position rathe Those in tl given either ii inferred, "the of the employ Industrial Subjects Sessions ) sibilities, and authorities must be clearly ' defined. If this is not the case, and the situa tion is to the detriment of results, the safety specialist, as a specialist, is ex pected to "speak his piece" and not to assume that top management has thor oughly analyzed the situation and that this Is their last word. I dwell on this because I have seen some weak organiza tion plans from the viewpoint of safety, and, believe it or not, a surprisingly high percentage with virtually no mention of the subject. I am sure, in most cases, this was not the intent of top management. One danger connected with a major change in his rote is that a safety special ist, like anyone else, may be so impressed with the growth, diversification, and so phistication surrounding him that he tends to forget the basic purpose and objective of his function. Many things have changed, but I am sure that the basic purpose and objective of safety is not one of them. Regardless of the size, di versification, sophistication, or complica tions in a business, the man and the machine in the shop remain basically the same. Certainly the elements are shinier, faster, and sharper, but I wonder how much human nature has changed? Some of us, in considering our place in the organization, become more concerned with its effects on our place in the sun, \ than with its fulfillment of our primary / objectives. I cannot generalize about spe cifically to whom in the organization a safety specialist should report. Whether it be to engineering, to personnel or to the treasurer is, in itself relatively irrele vant. The basic consideration is to be sufficiently close to the employee and to the operations affecting him, whether by contact or by influence, to be effective and to fulfill the basic purpose. However, I mould like to talk about your general po sition in the company organization. I am reasonably su.e that in the case of most of you here today, two conditions are common: You, as a safety specialist, are in a staff position rather than a line position. Those in the line position have been given either in written form, verbally or inferred, "the responsibility for the safety of the employees reporting to them." To a beginner in business, these two conditions appear to be at cross purposes and, unfortunately, many who have been in business for many years still fail to understand them. If you as an individual are having problems getting your mes sages across, this may be your trouble: possibly you have not given the subject enough thought or study. To understand this condition, we must review some of the basic principles of organization. If you remember, I men tioned earlier that one ol the changes that companies are making today to counter act the lessening of top management's attention to specific functions is to im prove on and increase the number of staff specialists. This is one of the reasons for staff specialists, but there is a more basic reason. There is, or should be, in your com pany, a direct line from the top produc tion man down to the employee on the bench: a line of specialists in the field of producing a product. The man at the bench is the real production specialist and as we go up the line, the scope of super vision broadens as does the requirement to co-ordinate the actual production op eration with other areas essential to safe, economical performance. So. basically, we have a production line manned by individuals who are, in vary ing degrees, specialists in producing and in co-ordinating. These men are dealing directly, day in and day out, with equip ment, materials, facilities and people for the fundamental purpose of producing products according to schedule. Tins is their forte, their specialty. And, in order to do their job effectively, they must have both responsibility and authority. Many would go even further and specify the need for full responsibility and authority. Although most production line person nel have a working knowledge of support ing areas such as quality control, engi neering, personnel, accounting, safely, etc., and some are at least semi-specialists in one or more of these areas, it would be impractical to expect them to be special ists' in all of these areas, particularly with respect to the details. Nor could we ex pect them to have the time to perform the details involved. The more basic reason for staff special- 9 I 1961 Motional Safety Congress ists is to supply specialized experience sub-standard performances which were a and time. How must they supply it? As result of lack of education, experience, or 'a service to the line supervision! The line ability. supervisors must retain the responsibility and authority, and too often, herein, lies the rub. Here communications and under standing often fail. Notice that I said "service" to the line supervision and not "servitude." It was suggested that 1 also discuss "how the safety specialist can be of great est value to management." I believe I have touched upon this subject through out my talk so I am going to close with a summary of major points. The staff specialist must function as a se; rice to the over-all company as well. He must have an outlet through which he can recommend those changes impor tant to the company as a whole without undermining the line organization--a large To be of the greatest value to manage ment, I believe the safety specialist should: 1. Be a specialist! Study the field, learn the technical aspects, be creative, develop approaches, and trade ideas. order, but a necessary and reasonable one 2. Analyze the current place of safety if understanding, judgment, initiative, and in his organization, determine the exist ingenuity exist. In my opinion, at least ence or lack of clearly defined responsi half of the staff specialist's job is the bilities and authorities, and suggest neces same regardless of the specialty: namelv sary changes to management. "working effectively tcith people in a serv 3. Re-define the basic purpose and ob ice capacity." jectives of his function. Consider his po I have been discussing a fundamental sition in the organization only as to how and basic phase of business. I apologize the purpose and objectives of his function to you who have found it repetitive, who can best be fulfilled. already have a clear definition of line- 4. Keep management informed of the staff relationships, and who have no major status of the accident records, of the re problems in this respect. To those of you lated cost to the company, of the planned who do have major problems concerning programs for cost reduction, and of the your dealings with the line organization, progress being made. I suggest that you question your under 5. Study and thoroughly comprehend standing of the relationship as it has been line-staff organizational relationship and established and your related attitudes and the reasons for this relationship. Realize actions. that to fulfill the basic purpose and ob ) I am not putting the entire onus on jectives of his function, this relationship the safety specialist. The line supervisor must be effective, and that a large portion has a definite share in the responsibility of his job is to make it effective. To do for making the relationship work, and the so he must: arrangement may be relatively ineffective if top management has not supplied the necessary education, clarification, and co operation. But, I think it is significant that I have encountered a greater number --be a student of human nature. --be understanding of the responsibili ties and problems of those with whom he deals. of sub-standard performances among staff --be humble but responsible, and dedi specialists which were caused by a failure cated. to adjust to this relationship than those --sell himself as well as his programs. 10 1 should iik l have to sa; reference. My dent preventii whole person munity within "life-space." I "no man is a: par: we do n< groups, large industrial grou community--th safe, only rek No one would that we cann occasional triu dent picture in 1 am not o with accidents I want to "ft the psychology cident occurri roughly define which is mori or which "ns psychopatholog which is more or which does It is in pn separate behav other. In thus : rating vast ar tivity which hi reducing the a played by enj and public he; environments s in years past. Let us imag are tens of the try--where grt sums of monej the ultimate g< for child, and : wife and work ddents occur. . frequently thai in clearer and the framework Industrial Subjects Sessions THE PSYCHOLOGY OF ACCIDENTS By JOHN MacIVER, M.D. Asst. Medical Director, U. S. Steel Corp., Pittsburgh, Pa. 1 should like to begin by locating what l have to say within a larger frame of reference. Aly overall philosophy of acci dent prevention is that it involves the whole person living within a total com munity within what has been called his "life-space." I would add the codicil that "no man is an island," that for the most par: we do not live as individuals, but as groups, large and small, family groups, industrial groups, and all the rest This total community--this life-space--may be quite safe, only relatively safe, or quite unsafe. Xo one would disagree with the assertion that we cannot be satisfied, despite our occasional triumphs, with the overall acci dent picture in our communities. 1 am not concerned in this presentation with accidents in this total context Rather, I want to "focus down" on one segment, the psychology and psychopathology of ac cident occurrence. Psychology I would roughly define as the study of behavior which is more or less" normal or healthy or which "makes sense," as opposed to psychopathology, or the study of behavior which is more or less abnormal or unhealthy Ior which does not appear to "make sense." It is in practice oftentimes difficult to separate behavior of the one sort from the other. In thus restricting myself I am elimi nating vast areas of investigation and ac tivity which have played a premier part in reducing the accident toll. This is the part played by engineers, chemists, hygienists, and public health workers in making our environments so much safer than they were in years past. Let us imagine a community--and there are tens of thousands of them in this coun try--where great efforts and equally great sums of money have been directed towards die ultimate goal of a safe life for all-- for child, and adult, and oldster; for house wife and workman alike. And still the ac cidents occur. Even though they occur less frequently' than before; the toll stands out in clearer and more terrible relief within the framework of our healthier communities --communities, where tor example com municable disease mortality is virtually a thing of the past We might conclude that if our results do not quite measure up to our efforts, perhaps we have been neglecting one or more aspects of the problems we face. 1 do indeed think we have been neglecting the human animal--the fellow who gets into accidents despite all our work, energy, teaching, and admonitioa I might add that just about all of the safety specialists 1 have talked with in recent years seem to agree on this point: we must in the future, and beginning now, endeavor to get a clearer understanding of the psychology and psycho pathology of accidents, especially all those accidents that from an engineering and rules and regulation viewpoint have no business happening. I am not in the position to set down the answers to this great problem. The an swers lie first in the recognition of the psychological aspects of accidents and their prevention, and second in the recognition that a great deal of sophisticated and ex pensive individual and team research will be required. All that I should like to do is to suggest a few leads or possible di rections for thought and discussion. A fa vorite word among researchers these days is "heuristic," which means, that a stated point of view is not given with finality, but in the hopes that it will lead to state ments which are more precise and which have higher truth-values; The heuristic ap proach is, of course, as old as Socrates, and it is this approach which I am taking. As a student of human behavior who is a psychiatrist, I might say a few words about mental illness and its relationship to accidents. I am not impressed by any over whelming relationship between mental ill ness and accidents with the dual exception of 'alcoholism and mental illness among the elderly'. By no means do I wish to deny some correlation between accidents and psy chological disease of every type. However, and I want to underline the following as 11 1961 National Safety Congress a most important point, when a task is a special difficulty we face in accident pre hazardous in small measure or large, people vention in the light of normal human psy with psychological handicaps tend to be se chology. Human beings learn many things lected out of these tasks by either formal from repetition. There is a conditioning or informal procedures; and further, it is 'process; habits are formed; and we are my impression that such psychologically thereby enabled to acquire multitudinous handicapped individuals show some tendency patterns of automatic behavior. This is be to select themselves out of hazardous posi havior winch we carry through, as we say, tions. Where superordinate or peer group "without thinking." These habits are posi or self-selection is for one reason or another tively conditioned by actual repetition of only weakly operative, then, of course, the the unit of behavior. There also exists a correlation between psychological handicap negative conditioning process. This is well and accident occurrence becomes stronger illustrated in Marie Twain's witty saying in proportion to the complexity of the task that a cat that sits on a hot store will never and the hazards which the task presents. sit on a cold one. Let me make it dear that 1 If this has validity, another important point follows. If in fact there is a complex and in part hidden selection process which works in favor of minimizing the probability do not want to minimirc unduly the impor tance of revelance of negative conditioning by pain or minor accidents or admonition from any of a number of sanctioning sources. of accidents, why do accidents occur in this Rarely an individual is bom without pain selected population? receptors--that is, there is a neurologically- I would suggest that accidents tend to take place when for any number of reasons, an individual who is usually a safe operator temporarily falls into the psychologically handicapped group, but continues at the same task. It behooves us, then, to bring to light temporary states of stress, to recog nize them in ourselves and others, and to take appropriate steps to withdraw from the task until the stress is dissipated. This, I suggest, is what I believe more or less permanently psychologically handicapped in dividuals tend to do on their own. And now, a few words on "accident-prone ness," so called. Many people in the safety field who have investigated this concept-- I think that I can include myself in this number--have recommended that the term be dropped, at least for research purposes or where terminological precision is re quired. There is little objection on the other liand _ to using the phrase casually in a descriptive sense. T can assure you that "acddent-proneness" as a specific psychological entity becomes pretty elusive when one tries to pin down what it really means. Some have suggested that the term "ac cident susceptibility" be substituted "Acci based inability to fed pain--and opportu nities for negative conditioning from the environment are severely reduced Such in dividuals are severely handicapped and acddental injuries become a serious problem. There are, however, two great difficulties with negative conditioning in accidents. These are 1) Significant aeddents--while in the aggregate they occur in great.num bers--are quite infrequent in the life of the individual And since there are so many things not to be done and to be avoided, even though the deleterious consequence, the accident, may be months or years away, the human psyche does not stay impressed by the negative sanction. 2) Negative condi tioning is not nearly so condudve to psy chological automation as is positive condi tioning and the resultant active habit formation. 1 can illustrate the dilemma by a ficti tious colloquy between a harried mother and her probably male child. Mother: "Jun ior, don't do that" Junior: "Then what shall I do?" And Mother, her patience ex hausted, counters with: "I don't care what you do, but don't do that" The mother in this dialogue, with whom we can all sympathize, has not provided a positive dent susceptibility" takes into account all program for her young hopeful's self-as the factors, not just the psychological, which sertive and exploratory drives. tend to predispose an individual to accidents or to protect him from them. Positive conditioning--not what not to do but what to do--allows for repetition and Let me proceed to what I dunk of as the development of patterns of healthy auto matic behavio ward gratifica and approval a most impoi tion. As betv a knife into out an energy work on it," only far mon generalization, more sense ps This leads r motivation an yearn to mast shrink from 1 death in dial] ing foe--our < in. Perhaps th recreational pi dency goes far Man has had moments whil By the rule thought of as as unworthy.' mother says, that," and the bom of heal can do it," a So with the mi the mountain COM! 1 Mgr., {essentially. Safety Counc are among t organizations tute a regular could almost : On the gene 1 want' to r gleaned recem Reporter. An Industrial Subjects Sessions \ made behavior, for the realization of in! ward gratification, and at times for reward and approval from one's fellows. This is a most important point for safety educa tion. As between the precept "Never put a knife into a toaster" and "Always lode out an energy-producing device before you work on it," the second statement is not only far more powerful and susceptible to generalization, it is positive and makes far more sense psychologically. This leads me to another point on human motivation and mastery- As humans we yearn to mastery, and at times we do not shrink from facing hazard, injury, or even death in challenging an at-times unforgiv ing foe--our environment, the world we live in. Perhaps this is seen most dearly in our recreational pursuits, but I believe the ten dency goes far beyond recreation mid sports. Man has had some of his very greatest moments while wilfully facing danger. By the rule of opposites, safety is often thought of as dull, and safety procedures as unworthy. To invoke the little boy again, mother says, "Junior, be careful, don't do that," and the boy, with a touch of disdain born of healthy self-confidence, says, "I can do it," and does it. This is mastery*. So with the mountain climber who challenges the mountain because "it is there," or the experimental pilot and the spacemen. The drive for mastery, again. What many lose sight of is that there is no one more safety conscious or con servative than the men who are engaged in what might be considered perilous enter prises. As Shakespeare has Hotspur say. "Out of this nettle, danger, we pluck this flower, safety." The result of the popular confusion between mastery and foolhardi ness is the tremendous paradox that it maywell be more hazardous to cross Times Square against the lights than to shoot off into space. Our challenge in safety educa tion is to give free rein to the bent lor mastery while at the same rime to clearly distinguish between being the master and being the fool. I have touched only superficially on a few points in this complex fidd of safety psychology. 1 would not ask you to agree with anything I have said; by the same token I would be immensely gratified if anything I have said perchance leads to further thought and discussion. Let us give more and deeper thought to safety psychology. Our reward for giv ing this subject the attention it deserves, and applying what we learn, will be com munities truly healthier to live in than any the world has yet seen. COMMUNICATIONS FOR SAFETY--HOW CAN WE MAKE OUR SAFETY MESSAGES MORE EFFECTIVE? By LEE W. BAKER Mgr-, Information and Community Services, Allis-Chalmers' Mfg. Co. Milwaukee, Wis. Lessentially, it seems to me, the National Safety Coundl and its auxiliary groups are among the most "communicaringest" organizations that 1 know of. They consti tute a regular communicating machine, you could almost say, on the subject of safety. On the general subject of communication, l want' to mention some information I gleaned recently from the Social Science Reporter. An article in that publication dis cussed a University of Minnesota study of 100 companies regarding the pattern of "dropoff" in communtiation from the top down. Tins pattern was shown:-vice presi dents understand 67 per cent of what-they hear from the board of directors and top management; at the general supervisor level, 36 per cent of the same information sur vives; by the time it reaches the plant manager, the level is down to 40 per cent; Id fa among foremen, it dips to 30 per cent, and with people--to communicate in a way that among individual workers, the level o lias an effect--that leads to a desired action -understanding sinks to 20 tier cent. In other or result. words, one out of five messages front the This means that effective safety cotutop gets through to the men -on the line. . nmnicaiiuii is tliat which has a result in What is the reason for titis heavy loss in people Blinking more safely, in people acting communication? And what can be done about it? According to the Minnesota i>eople, top management does not have a good under standing of the attitudes, opinions, ideas and suggestions of the people at the bottom of the whole business structure. Downward communication is only going to be raised significantly in its efficiency when top management acquires a better understanding of these factors. more safely, in people living more safely. From the standpoint of industrial safety, and that is the concern of most of you, 1 think, your objective is to communicate so effectively that you see a really obvious and practical result through a reduction in sever ity and frequency rates. If we accept this objective: let's think about how we are going to carry on effec tive safety communication to gain the objective. One way to reduce the loss, it is sug gested, is to cultivate good listening habits in everyone in the business--top manage ment, general supervisors, plant managers, foremen and individual workers. The article also pointed out that in verbal communication the mind moves faster than the voice. Most adults think four times as fast as they talk. The average American speaks at a rate of 123 words a minute among his family and friends, 100 words a minute in front of an audience. Yet most of us think at a "cruising speed" of 400 to 50G words a minute. As a result, most speakers have trouble holding their audiences' attention. Most audiences "think circles" around speakers, and many get lost on tangents. Thus learning from listening operates at an average efficiency of only 25 per cent. Two days after a talk, you've forgotten threefourths of what you heard. Well, there are some Interesting facts for you to think about while you're cruising along at 400 to 500 words per minute ahead of my talking speed. From those observations on genera! communication. Jet us move to the more specific subject--and my real topic--com munication for safety. There are a lot of ways to communicate. Media--we usually say, when talking of the various means of communication--are the way to get safety messages, and other mes sages, across to people. These media can be subdivided by the method of communication we use. The first category I call environmental media. This is an unusual name--perhaps. Here I include such things as: 1. The absence of mechanical guards on machines--the lack of adequate warning signs--when needed. 2. Also--in the employee environment --careless, unsafe, behavior on the part of the supervisor. 3. These, of course, are negative as pects of environment communica tions. They can be turned around for the positive effect. Thus, the in stallation of all necessary mechanical safeguards and warning signs indi cate the employee is working in an environment managed by people who believe in safety. Thus, also, the supervisor who acts in a careful and safe manner--avoiding for example, the temptation to temporarily forget safety in the interests of expediency when faced with a rush job--com Briefly, to start off. I'd like to say a word about our objective in this kind of municates the attitude of safety minded management. commundation. What are we trying to ac complish when we communicate tor safety? Primarily I think you'll agree, this is the point of the subtitle: "How can we make our safety messages more effective?" Our real objective is to communicate effectively The other media are less unusual and more commonplace. There are the visuals-- the banners over plant gates or across large shop areas; films, both slide and movie; special exhibits and displays, preferably easily portable, so they may be moved from one location ti items to be w protectors. The next m one--and cert munications c media, the use category are magazines ant companies the folders, used ; --letters to et homes--special annual record of the past y complishmentsvisory manage Finally, the communication mon, occur me And---if there standpoint of that the oral i .---can be the m There is m substantiate thi ence source is organization. When infon in employee c this report, pi for the job . publications, 1 referred to a n themselves to distributed, coi adjusted to me But . . . vr. tive, and certai sideration of s mouth commut Person-to-pers< the individual they meet his provide a dire employee to ex In the oral are safety mes in group meetii by the supers representative, between the st the supervisor a total safety portance, howt Industrial Subjects Sessions i one location to another; then there are the ployee relationship. From the standpoint of 1 items to be worn--buttons, pins and pocket safety messages this is the prime oral com protectors. munication--it follows that the supervisor- The next media category is a very large employee communication is the No. 1 of one--and certainly widely used in com any media. munications on safety'--it is the written All other communications are really a media, the use of printed materials. In this support program, to reinforce this personal category are employee publications -- the safety communication with the supervisor. magazines and newspapers issued by most companies these days -- pamphlets and folders, used as employee handout material --letters to employees and mailed to their homes--special safety reports, such as an annual record of figures telling the story of the past year's accident trends and ac complishments--letters and reports to super visory management Finally, there are the media of oral communications. These are the most com mon, occur more frequently than any other. And--if there can be a rating from the standpoint of importance -- then I suggest that the oral media are the most important .--can be the most effective. Now two quick observations--one favor able to those of you who are interested in more effective safety communications, the other posing an obstacle. On the favorable side,' most managers rank safety a must in employee communica tions. Hus has been reported in a national opinion survey. In my own company, we conducted a communications seminar earlier this year. In advance of this, we sent questionnaires to plant managers on subjects pertinent to the seminar. One portion of the questionnaire asked the plant managers to look over a list of 23 topics for communica tions and rank them as very important, important, not very important We found There is more than one way 1 could the entire group of managers ranked only substantiate this statement One good refer ence source is a leading opinion research organization. three topics as very important for employee communications. One of these topics was safety. Management does want to talk When information is the prime objective safety. in employee communications, according to this report printed media are best suited for the job . . . these are the employee publications, letters, bulletins and others '\ referred to a moment ago. These media lend / themselves to repetition, they can be easily distributed, contents can be controlled and adjusted to meet a specific situation. Now--about the obstacle. Survey reports show that when employees are asked to state their information needs, the majority say, in effect, that they are well enough informed on safety. Yet there has to be constant communications with employees on safety--to keep the subject alive in em ployee minds. A recommended way to over But . . . when motivation is the objec come this obstacle is to find ways to link tive, and certainly this is important in con .safety with other subjects. Instead of sideration of safety messages, the word of straight safety reminders -- such as, for mouth communications better fills the bill. example, "Work Safely" or "Drive Safely" Person-to-person channels are adaptable to --safety information caq be linked with the individual employee's interests -- and useful suggestions on handling materials, they meet his desire for participation . . . operating machine guards, good house provide a direct feedback channel for the keeping--or with suggestions on how -to- employee to express himself. improve driving skills, such as how to drive In the oral or person-to-person category on icy roads, or who has the right of way are safety messages conveyed to employees in traffic circles. in group meetings. These may be conducted In connection with the use of media I by the supervisor or by a staff safety can't refrain from mentioning--and giving representative. The oral communications a high recommendation to--the extremely between the staff safety representative and comprehensive "Everywhere ... all the the supervisor are important in conducting time!" program of the National Safety a total safety program. Uppermost In im CoufidL This program--originally developed portance, however, is the supervisor--em by Allis-Chalmers people following the 15 1961 National Safety Congress inspiration and urging of Mike Biancardi --demonstrates how to use a variety of ~ media to make safety messages effective. We would all like more dependable ways to weigh the effectiveness of the media we use. The search for testing effectiveness goes on constantly by people who work in every field of communication. We're some what in the position that John Wanamaker of department store fame was in . . . you know, he revolutionized merchandising through advertising, but he frequently said. "I know 50 per cent of my advertising budget is wasted, but I can never be sure which 50 per cent of it is." Even though we can't be sure ... we must always keep trying to find out Com ments and reactions of supervisors, em ployee feedbacks, studies and surveys--all can be helpful in determining the effective ness of safety messages. 1 have for your consideration what I've called--and not very originally, IH admit-- ten tips for effective safety communications. The first of these ten tips is-- 1. Know your safety communications ob jectives. Your safety communications ought to be aimed at the main causes of accidents. These causes, I understand--stem from the human elements of the employee and super visor--and from the working conditions. endorsement, your superintendents and supervisors have some assurance that they can communicate with authority on safety matters, just as they can on other matters of management concern. Nothing under mines a foreman's safety efforts more than the uneasy feeling that his boss is going to "chew him out" for spending so much time on safety. 3.Encourage your supervisors to be safety supervisors. A good portion of your safety communica tions should be directed at the line super visor, to assure his alignment on the "safety team." In a well-run operation, the super visor may be running a department which has a lost-time accident as infrequently as once a year or Jess. He may tend to take his employees' safety for granted in these circumstances. Actually, with this type of safety record, the supervisor knows a good deal about the principles of accident pre vention. But be needs constant reminders to keep these principles in application. A good point for him to remember is that safety is a management obligation and he, the supervisor, is the first line of management The Bell Telephone System uses a slogan which has become a way of life for em ployees . . . "No job is so important that we can not take the rime to do it safely." t. Remember, good safety communications is a two-way street. Your objective should be to eliminate all lost-time accidents ... to reach that magic ``zero frequency" figure and hold it, through information, education, motivation and in spiration. The humanitarian aspects of this objective are obvious. The economic aspects, while not so obvious, are equally important . . . not only in the reduction in compensa tion costs, but also in the corollary point that a safe operation is generally a more efficient operation. 2. Establish your safety communications channels all the way from top manage ment down to the individual employee. Your safety communications must come from the lop. Tin's doesn't mean the presi dent or board chairman must sign each piece of literature, but it does require an open endorsement by top management of the objectives espoused in your safety com munications. Once you have this executive Just as other forms of employee com munications require some provision for registering employee reaction and comment, so do your safety communications. Nothing could hnrt your accident prevention efforts more than a "so what?" attitude toward employee suggestions and complaints. The man on the job is often in a better spot to see and analyze hazards, and to recom mend action before he or a fellow employee is injured. He must be convinced that his suggestions, his opinions are important safety communications. 5. Keep your safety communications flex ible. Naturally, any good communications pro gram requires advance planning. And safety communications are usually timed to give vacation safety tips in June, winter driving suggestions in the fall, and so forth. But it would be a mistake to format an in flexible progran justable to fit tl rash of back Iqj should shift to tiling, even thou mitted to electrii scheduling. A si communications for, when it bet efforts are less they would be. 6. Use sound a, message agau Repetition of the key to mat way of life for ; sages may be ' from rime to tin cover a portion does not seem tc But it is not wheels" looking different treatme sages. It is not safety message ; it palatable. Var used only to bi message, or to re you have already Incidentally, I might be in or< tions: We must f proach which coi we are trying t examples of this . . . notably tht which were very and Harry" ca awards from art but they did not tribution to the s the same rule sh mumcations--our ddents, not to in cleverness. One more poin ness: There prob alive who doesn* coin a safety sk appeal of "The 1 own." I'm someti safety efforts tod slogans . . . that slogans as a sub! effective comrotm Industrial Subjects Sessions flexible program which would not be ad 7.Tell the bad with the good. justable to fit the existing conditions. If a rash of bade injuries occurs, the campaign should shift to lifting and material han dling, even though it may have been com mitted to electrical hazards in your original scheduling. A shift in the use of various communications media may also be called for, when it becomes apparent that certain efforts are less effective than it was hoped they would be. 6. Use sound approaches to tell the same message again and again. This, like most of the other points, I've listed, is a basic tenet of employee com munications. We don't like to talk about fatalities; we don't like to show that our frequency or severity rates are on the rise. But we must face these facts of life and communicate with our employees about them. When employees are given a twocolor four-page report of a decreasing fre quency rate, they're entitled to some form of communication when the rate takes a climb. Repetition of sound safety principles is the key to making accident prevention a way of life for your employees. These mes sages may be carried in different ways, from time to time, for variety's sake or to cover a portion of your audience which does not seem to be "getting the message." Some people shy away from comparative listings of frequency and severity rates. They feel that this makes one plant or one department "look bad" if its rates are higher than those of other departments or plants. It's true, it makes one department look bad in comparison with others. But But it is not necessary to "spin your failure to use these listings is failure to wheels" looking for completely new and give credit to those departments or plants different treatment of accepted safety mes which are doing better than your company sages. It is not necessary to disguise a wide average. In order to give credence to safety message as something else to make the good, you must also publish the bad. it palatable. Variety of approach should be used only to broaden the coverage of a message, or to remind the employee of what you have already been telling him. Incidentally, I think a word of caution might he in order ou safety communica tions : We must guard against the clever ap proach which completely obscures the point \e are trying to make. There have been samples of this in television commercials . . . notably the Piel's Beer commercials which were very cleverly done. The "Bert and Harry" commercials won numerous awards from art directors and TV critics, but they did not make an appreciable con tribution to the sale of Piel's Beer. I think S. Get employees into the act. Employees want to feel that they are a part of the company's safety promotion efforts. Poster contests, monthly quizzes, discussion meetings are all part of the employee participation program. At AllisChalmers we've distributed silver dollars to employees who could correctly identity the safety "theme of the month," with addi tional dollars for the employee's supervisor when a correct answer was given, and even dollars for the employees' wives if they correctly answered a telephone quiz on the same theme 9. Localize the message. the same rule should apply to safety com An advantage of monthly safety themes munications--our objective is to prevent ac in multi-plant safety promotion campaigns cidents, not to impress employees with our is the volume printing and the resultant cleverness. lower cost-per-unit of handout -materials, One more point on this subject of clever ness: There probably isn't a safety director alive who doesn't dream of the day he'll coin a safety slogan with the impact and appeal of "The life you save may be your own." Pm sometimes inclined to think our safety efforts today are too wrapped up in posters, etc. This is offset, however, by a big disadvantage--if your monthly theme is electrical safety, the message may be pretty well lost on employees whose work is pri marily concerned with material handling, or machining or any number of non-electrical occupations. slogans . . . that we're too dependent upon To compensate for this flaw, we have slogans as a substitute for a well-rounded, gone to a "library" of employee handouts effective communications program. on a variety of subjects. Some are of a 17 1961 Sational Safsiy Congress general nature. Some are of a very specific promotion campaign at a time when he is nature, of interest only to specialists in bring asked to cut his department's costs. 'certain phases of our operations. But the result is that our supervisors can order the handout folders they think will be of greatest value to them in a given month. On the other hand, it takes money to do an effective job of communicating . . . printed matter, motion pictures, banners and other promotional materials cost money. In They are not saddled with printed materials addition, employees' time costs money, when on electrical safety while trying' to combat it means taking people off the job to view accidents resulting from poor housekeeping a new movie, or to attend meetings and practices. other presentations. 10. Spend money on safely communications, but keep your program under a magni fying glass. Like any other staff function, the safety department is under scrutiny by line people where costs are concerned. An old-line general superintendent is not going to look The best advice I can give you here is to forego the flashy materials and concentrate on good, tested communications devices--the employee publications, the posters, the hand outs, and the other techniques, which your experience has shown to be effective com munications. Be prepared to spend money when you have to, and to justify the ex too kindly on an apparently flossy safetyI. II.pense if it becomes necessary. SAFETY ENGINEERING--A MODERN CONCEPT By JOHN J. AHERN Dir. of Security, General Motors Corp., Detroit, Mich. I. Yen can't steal second with one toot on first A. All progress involves risks B. Engineering and scientific progress have raised our standard of living be yond fondest dreams of our fore fathers C. Each new conquest of nature's secrets accelerates industrial activity and adds to the burden of the safety profession D. Few timid souls 1. Governors on cars 2. Restrictions on reactors E. Safety engineering must be ready to meet the challenge i. Move forward--we can never stand still F. This means a higher degree of techni cal competence II. Approach A. How does safety engineering meet this challenge? 1. Education 18 2. Research 3. Intelligent application of present knowledge B. Education 1. Great impetus by ASSE Commit tee on Cooperation with Engineer ing Colleges in early 1940's a. Joe Stennett, chairman 1) Suggested curriculum--grad uate primarily b. Conferences with engineering administrators c. Schools 1) Illinois Institute of Tech nology a 2) Texas A&M 3) Georgia Tech 2. Phenomenal progress -- very few engineering schools today without some safety instruction 3. Our goal--every* graduating engi neer safety oriented C. Research 1. Weakest part of our approach 2. Some : hasn't 3. Equips a. Saf b. Wii c. Saf 4. Transp a. Sea b. Hig c. Ain 5. Industr a. Ver trial b. Exp c. Exc d. Aut< actii 6. Acddei on stati a. Hov b. Let'be a c. Slat can D. Intelligent: edge 1. First--t 2. Heinric. in whid son wit another sure of stances, tions, o: person Mgr.-Indus With world ten today it may be our attention on Industrial Subjects Sessions 2. Some improvement but the surface ) hasn't been scratched 5. Equipment a. Safety shoes b. Wire rope c. Safety goggles 4. Transportation a. Seat belts b. Highway construction c. Aircraft crash 5. Industrial a. Very little on ordinary indus trial accidents b. Explosion features in ovens c. Exotic fuels d Automatic Sprinkler Co. -- fast acting sprinklers 6. Accident analysis--lengthy reports on statistics a. How many? -- But why? 1>. Let's not be record-keepers but be analysts c. Statistics are only good if they can prevent future accidents D.Intelligent application of present knowl edge 1. First--what is an accident? 2. Heinrich "An accident is an event in which (a) the contact of a per- } son with an object, substance or another person, or (b) the expo sure of a person to objects, sub stances, other persons or condi tions, or (c) the movement of a person causes personal injury or suggests the probability of such in jury." 3. Webster; "An event that takes place without one's foresight or ex pectation, esp. one of an afflictive or unfortunate character; a cas ualty .. 4. Is this modern accident prevention? a. Trim press--new job--old guard --fingers severed? b. Is this an accident? Was it an unexpected event? c. Only unexpected1 feature--tim ing! d Working on machine without locking-out. (same questions above) 1) "Accident" masks our in ability or reluctance to think through all the possibilities in an operation 2) Better term: "predictable event" e. Example: high pressure, airless spray guns 1) Potential there from the be ginning--good manufacturer -- good development -- no safety research 5. Basically we are not doing as good an engineering job as we are ca pable of--nor are we communicat ing what we do know to the people who need the information III. This meeting is an opportunity to take stock and by improving our perform ance to enhance the stature of safety engineering. DYNAMIC SAFETY CRITERIA----AN ENGINEERING APPROACH By WILLIAM A- McADAMS Mgr.-Industry Standards, Industry Standards Service, General Electric Co., Schenectady, N. Y. With world tensions at the peak they are future. But that is what I would like to today it may be a little difficult to focus do. I would like to paint a picture--a picour attention on the dream world of the ture which may seem more like a fantasy 19 1961 National Safety Congress than anything else--hut a picture which I tilizers and growing techniques will permit believe will be a reasonable facsimile of us to harvest huge crops from small areas our world of the next generation. in shorter growing cycles, and with a variety Most of us will be in this picture--prob ably in retirement--and we-will have some trouble recalling just how things were bade in 1961, because our whole pattern of work of substitutes for soiL We may even find a practical biological or biochemical gener ator to produce energy, food, and raw ma terials simultaneously. and play will be completely changed. As we continue to use up our natural Our homes will be masterpieces of con venience with replaceable walls, luminescent ceilings, wireless appliances and completely automatic temperature, humidity and ventila tion control. We will wear disposable lounge and woric dothes and use ultrasonics to resources we will be faced with all lands of shortages in materials. We will solve these problems by new synthetics and, even tually, by modem alchemy in which we change basic elements to others of our choice by transmutation. wash our fancy dothes and dishes. We Maybe these predictions of things to come will have specially processed foods in con seem like delusions, but almost all of them centrated forms which will be cooked in are known to be technically feasible right minutes by electronic ovens. now, and many have already been demon Our morning mail will contain letters strated at least on a small scale: Maybe written only moments before and trans we won't accomplish it all in the next gen mitted electronically to a neighborhood mes-_. eration, but the chances are good that we sage center. Guided missiles will provide will do this and more besides. us with almost instantaneous transport of It would be nice to say this wonderful packages and freight world of the future trill be devoid of safety Guided missiles will also replace our jets for long distance passenger travel We will solve our local transportation problems by personal land-sea-air vehides that can be keyed to automatic routing systems by dial hazards. Much as we would like this to be true, it Is not a very likely prospect Nevertheless, if we make our safety criteria as dynamic as our technology, every year ahead will be safer than the previous one. ing the point of destination. Now, what do we need to do to develop We will be well on the way to con the kind of safety criteria that will enable trolled climate. This will be accomplished us to keep abreast of these rapid changes through the development of methods for in technology? retaining or dispersing the heat of the sun. Few men in the past have had the sagac I / We will harness the winds, the waves, and ity to see the scientific and industrial growth the tides. that was immediately ahead of them. As Atomic energy will become our chief a result, advance planning has rarely been source of energy and we will use if for adequate even for relatively short periods, all forms of transportation. We will have and we have grown accustomed to a con nomena, and uni There will be i new noises, new and new traum; have to identif; have to know i react to each oi ment before we criteria for saf prebend the ha sooner we can pi Safety is no proposition. We tion to hazards Later on it be seek out the ha ways to keep i by these hazard safety program sonal protective programs, and s dlities and equr stalled. There t gineering. Now this situa We have started Consider the ate example. From scientists and enj ard of ionizing into account in a did they design during operation, maintenance equi rices as well T disposal of wasi and processing c and by-products This philosophy compact atomic power plants in our homes stant race to keep up with the times. In continued throug and factories. We will also develop new this respect the performance in safety has atomic energy it sources of energy and methods for direct been no better than in any other field. maty reason wh; conversion of one form of energy into Therefore^ we must be future-minded. We radiation injuries another. must know where science is leading us Advances in medical science will all but ,: and we must understand the fundamental eliminate the major diseases such as cancer principles involved. It is obvious that none and heart disease. Better and more complete of ns can become expert in all of the many medical records plus data processing equip scientific disciplines, but we can learn enough ment will make it possible to diagnose and about the new developments to visualize prescribe treatment for illnesses with greater their future applications. accuracy and more effectiveness. New tech Once we have a basic understanding of niques for handling injuries will reduce the new scientific developments we can then fatality and permanent disability rates. begin to recognize the potential hazards Our progress in plant chemistry and bi of the future. The world I have described ology will be equally spectacular. New fer- will be full of new materials, strange phe Our rapid grot us tremendous oj print" safety. 1 furnish us with niques which we mum as present become obsolete, systems of the fi for built-in safetj This trend ti safety does not continue all of oi 20 I Industrial Subjects Sessions \omena, and unnatural forces of all kinds, ods. We have only to picture the U. S. /here will be new poisons, new irritants, astronauts, Alan Shepard and Virgil Gris new noises, new vibrations, new radiations som, to recognize that the best of built-in and new traumatic hazards which we will safely will not always be enough. Shepard have to identify and deal with. We will and Grissom were provided with quite a have to know how the human body will collection of personal protective equipment react to each of these changes in environ and were given thorough training for every ment before we can prescribe the proper conceivable hazard they might encounter. criteria for safety. The earlier we com There is no question that personal protective prehend the hazards of the future; the equipment and training will continue to be sooner we can prepare for them. important parts of our safety programs, Safety is no longer an "after the fact" hut they will become, more and more, a proposition. We used to pay little atten second line of defense. tion to hazards until someone got hurt As far as protective equipment is con Later on it became common practice to cerned, most of that in use today will have seek out the hazards and to find die best wide application for many years ahead. How ways to keep people from bring injured ever, some items will have to be redesigned by these hazards. Under this kind of a and made more efficient For example, 1 safety program the emphasis was on per can see quite a need for respiratory masks sonal protective equipment safety training in the next generation, but they will un programs, and special devices added to fa doubtedly have to be equipped with can- cilities and equipment after they were in nisters for different kinds of dusts and stalled. There was little real safety en poisons than we have now. gineering. Also if we can believe our space re Now this situation is beginning to change. searchers, face masks may have to be de We have started to "blueprint" our safety. signed for beards, because spacemen may Consider the atomic energy industry as an not be able to shave. According to the example. From the very beginning, the experts, shaving soaps will harm the bac scientists and engineers recognized the haz terial digestion system of the space ship ard of ionizing radiations and took them and whisker fragments from an electric into account in all of their plans. Not only razor will create a major dost problem. did they design the reactors to be safe Of course, there is a good chance that during operation, but they provided built-in our expanding technology will solve this tenance equipment and emergency de- problem with a way to keep whiskers from 2 as welL They also planned for safe growing. sal of wastes and for safe handling There is one great pitfall in all of this and processing of the radioactive productsalk about the novel and unusual hazards and by-products removed from the reactors. of the future. If we are not very careful, This philosophy of engineered safety has we will become so involved with the glam continued throughout the expansion of the orous new problems, that we will overlook atomic energy industry and it is the pri the familiar hazards that have plaqued us mary reason why there have been so few for generations. radiation injuries in the industry. For example, every year 18,000-20,000 per Our rapid growth in technology will give sons in the United States are killed by us tremendous opportunities to have "blue falls. The frequency rate has declined slightly print" safety. The technology itself will over the years but the total deaths from furnish us with unlimited new safety tech this cause is about the same as it was niques which we can exploit to the maxi half a century ago. It is also interesting mum as present facilities and equipment to note that; in the atomic energy industry become obsolete. Furthermore, the automatic which I discussed a moment ago; more peo systems of the future will be ideally suited ple are injured by falls off ladders than for built-in safety devices. by the radiation which has been given so This trend toward blueprint, built-in, much publicity. safety does not mean that we should dis Thousands of other people are killed each continue all of our traditional safety meth year as a result of bums, suffocation, drown- 21 1961 National Safety Congress ing, falling objects and other accidents com mon in everyday living and largely the responsibility of the individual. Life in the future may be more comfortable, but many of these same hazards will continue to exist So in the technological growth ahead, let us be sure to give attention to the common place. are bound to be disagreements as to whether risks in a particular situation are justifiable, but I think we must accept the fact that we will have to take some risks--even some blind risks--to make any substantial amount of progress. After all, our aspirations for the future Ire in our investigations of the things we do not understand now. One of the most difficult problems in es I am not suggesting that we plunge ahead tablishing safety criteria is the determination carelessly without any regard for hazards. of acceptable risk. Some persons will in I think it is rarely necessary to do that sist that we are never justified in tak The first nuclear reactors were built for ing any risk which may result in loss of military purposes at a time when the coun a single life, but it is obvious that a world try was at war and at a time when there predicated on this philosophy would not only was a good chance the enemy might pro be stagnant; but it would be less safe at the duce an atomic bomb before we could. This same time. On the other hand, we are was a case where we had to be first--and not justified in taking a risk if there is we were. But we were first--and safe-- a practical way of avoiding it It requires at the same time. considerable good judgment to deride what I believe that we can achieve most of is practical, and time and cost are probably thewouders of the" future with no more the most important factors involved. risk than we have taken in the atomic Let us consider the hazards of electricity as an example. Every year about 1900 per sons in the United States die as a result of electric shock--a death rate of about 0.5 per 100,000 population as compared to energy field, but there will be situations where it will not be possible to do this without intolerable delays. The promising world of the future will surely be a safer world and we can afford to take a few short about 21 for automobiles, 10.5 for falls, cuts to get there. 3.6 for drownlngs, 1.3 for firearms, and 06 Now I have described a fantastic world for poison gases. This is truly a remark for the next generation and I am convinced able safety record when we consider the that we have an excellent chance to make extent to which electricity is used in the this amount of progress. Several years ago United States. David Saraoff, the well-known chairman But are we willing to accept this death rate as an acceptable risk for the use of electricity? The answer is not a simple yes or no. We are constantly eliminating electrical hazards but we are also constantly expanding the use of electricity with more applications, higher power levels, and greater distribution of electrical equipment. The death rate has been going down, hut we may soon reach a point where a further reduction can be achieved only by a signifi cant increase in cost- of electrical products and sendees, or by a delay in promising of RCA, made the statement that our tech nological achievement during the last 100 years was greater than in all the thousands of years that preceded. Certainly we should expect' an equivalent achievement in the next 20 or 30 years, for knowledge breeds more knowledge and growth in knowledge is a geometric progression or more. In the face of this progress we must reappraise our whole safety effort. In the course of doing this we must be futureminded and comprehend the hazards of the future. new electrical advances. In this case, the We must blueprint our safety, but in do public will consider the alternatives; and ing so, we must not abandon our old-style deride if the risk is worth taking. safety, and we must give attention to the In our pursuit of the invisible and the unknown, the determination of acceptable risk will become extremely complex. We commonplace. Finally, throughout all of this we must develop a proper risk philosophy. will not always be able to perceive the If we do these things, our safety criteria hazards, and we may not even be sure will become as dynamic as pur technology that there are tangible benefits ahead. There and we will be able to survive our progress. 22 We do make war against ind Take for exam fare. It was rig we first startec scientists about annihilate an through pestflen the science pro worse. Yet, des today we are f only one area; vision sets. I have been formation conce Underwood Co believe you will The accidents will all contain tion, but will o triggered by a t act, of an indiv mind that subst industrial aedde and about 11 pe Seal conditions mechanical hazai 11 per cent be into the 88 per acts. For the purpo I would 13% to ddent situations we will discuss accident, then, tb set up and repa sion" accidents, t handling and finally "process Now, as we ta mechanical acek about guarding a many respt-ts 1 "one best metb background knot such thing as t method is the bt one can be fotn* unobtainable in t Industrial Subjects Sessions MECHANICAL ACCIDENTS By ROBERT P. BARROWS Safety Dir., Underwood Corp., Hartford, Conn. We do make progress in the ever-present war against industrial accidents, but slowly! Take for example die case of germ war fare It was right after World War I when we first started bearing reports from the scientists about germ bombs which could annihilate an entire city's population through pestilence. With each passing year, the science prospered and the threat grew worse. Yet, despite all this progress, even today we are faced with germ warfare in only one area; on the screens of our tele vision sets. I have been able to develop some in formation concerning mechanical hazards at Underwood Corp. in Hartford which I believe yon will find helpfnL The accidents we are going to talk about will all contain an unsafe mechanical condi tion, but will often be augmented, or even triggered by a thoughtless action, an unsafe act, of an individual. It is well to keep in mind that substantially 88 per cent of all industrial accidents arise from unsafe acts and about 11 per cent from unsafe mechan ical conditions ... By eliminating the mechanical hazard, we not only prevent the 11 per cent but make important inroads Jto the 88 per cent caused by improper arte For the purpose of our talk this morning, I would like to break down mechanical ac cident situations into five categories. First we will discuss the "point of operation" accident, then, those associated with machine set up and repair; next "power transmis sion" accidents, those arising from materials handling and storage operations, and finally "process control" injuries; -" r Now, as we talk about these five areas of mechanical accidents, we will be talking about guarding a great deal. Guarding is in many respc.ts like the industrial engineer's "one best method." Those with an LE. background know that there is really no such thing as the one best method. Any method is the best one only until a better one can be found. Omniscient perfection is unobtainable in methods work. Hie same is true for mechanical guarding. There is no such thing as a perfect guard, nor is there any guard that cannot be improved upon. In developing any guard, we first look over the work place; watch the operation, study the machine tool, look for the hazards and then determine mechanical means of minimizing,them. But this is only the very first step. Improving that guard means calling on all of the talent available for improvement. The next man that comes along to look at your idea may have Just enough of a different outlook to come up with a substantial improvement So never become over-sold on the ultimate superiority of your own guards. Now let's look at some examples of the five types of accidents and see if we can develop some general rules from the specific solutions offered. Specific Examples As I mentioned, the first examples wilt be concerned with "point of operation" acci dents. Our first case deals with a drill press injury, more specifically, burr removal using free hand methods. In all metal working operations, it is generally necessary to re move the accumulation of flash or excess metal which builds up on the far side of a punched or drilled bole. Such de-burring jobs are usually very fast light operations where only a minimum of effort is required to break the burr. Often it becomes desir able to hand-hold the part as it is brushed against the working surface, rather than going to the cost of locating it in a fixture each time. In this particular injury, howevefraeommon twist drill was being used as a burring took The part caught on the drill, tore out of the operator's hand, spun one revolution and struck the back of her band. Injury in this case resulted in lacerations and contusions to the middle and ring fingers of the left hand. Various solutions are available to prevent reoccurrence. Dial or automatic feeding of the parts or special fixturing of the part might be feasable 23 1961 National Safety Congress depending- on production costs. The cheapest .and easiest way would be to use a safer tool. Use of a sleeved drill, a burr, or a Weldon tool would maintain high produc tion rates and yet protect the operator. The next accident involves nulling cutter guarding and two-hand controls. Actually there was no accident here but a "dose call" incident was reported by a time-study observer. Here the operator was running a two-sided miller. The first piece was loaded on side A, the fixture jaws were dosed mechanically and the milling cut started, thus automatically opening side B where the operation was repeated. Because of the single switch used to activate the machine, it was felt that greater safety was needed. As a result of the investigation, full endosure guards were developed, and two-button control was substituted, requiring that both hands be out of the machine before it could be activated. As a result of this change it was no longer fdt necessary to stop the machine after each cut, and as a bonus for this im provement, an 1100-doIIar per year savings in production cost was realized. The com pany fared wdl here in terms of a reduction in the r st of operations. The operator fared even better, inasmuch as this task was made less fatiguing and also consider ably safer, thus reducing the level of ten sion. The next example concerns non-standard operations of a power brake. This improve ment came as a result, not of an accident, but of a potential accident turned up by an inspection committee. Here the operator was cutting steel strip stock to various pre determined lengths, using the single start button furnished by the manufacturer to activate the shear. Because of the varying nature of the stock in terms of width, thick ness and length of cut, barrier guarding became very difficult. The guarding require ment was for rdatively universal applica tion, easy set-up and low cost Such guard ing requirements are not unusual. Many safety directors find themselves faced with the proposition that 85 per cent of Company profits are derived from about 15 per cent of the tooling. These tools are usually high performance multi-stage tools which can absorb relativdy high costs for proper safeguarding without budgeting diffi culty. The problem arises with the much larger number of low production tools. Some of these tools may make a contribu tion to gross earnings of only five to fifty dollars per year. Yet they must be retained in the line because of customer demand, need within the product, or other reasons. Here guarding becomes a more difficult problem from the financial standpoint It is unprofitable to spend 250 dollars to guard a tool which possibly contributes only 25 cent to net profit This is where the universal guard comes into play. Such a device would be permanently attached to a machine, not a tooL It can be rapidly re adjusted as various tools are placed in the machine. A type of universal guard proved to be the answer to this power brake problem. Attaching a pull-out device to the lever arm of the brake, which was con nected by wristlets to the operator's hands, it was possible to maintain an adequate degree of safety without a profit-cutting in vestment in hardware. Machine Set-Up and Repair Our next area of discussion is machine set-up and repair operations. Here we are getting away from the very repetitive easily guarded operations, but rather a collection of very unrelated tasks. However, by study ing accident trends, we see that injuries here result from rather similar portions of activities. Take for example the screw driver that slips and causes a laceration of the hand. We see this injury cropping up time and time again. Generally, there is no injury or at least no serious injury. But each time; it happens because of the same two causes, first, the screw driver did not properly fit the slot Secondly, the operator was not sufficiently aware of application of pressure and safe placement of his other hand or body part Preventions here can be obtained by: 1) Regular inspection of screw drivers for condition and training of screw driver users in proper fit, and 2) Development of risk awareness in the use of a screw driver. The first goal could be much more easily attained if there were specific standards to work to, but unfortunately, although the screw driver is probably the most common hand tool in daily use by millions of our 24 1 citizens, there i at the present t screw slots or t! blades. The next acti adjustable wren while the open causing his fing In this case the sion and costus necessitating se solutions to the First; special wrenches, rathe eliminate the However multi-; their place. The indoctrinate the meat and main second requirero use of tools, so the direction of wards from the Power Transit Next we com shafts, spindles mitting bardwai cents the guard drill presses. < machines are be volving and rec wdl guarded a marfiiiw tools it bring new. Also require removal Consequently, a : involvement inju I am happy search of our injuries that th protect against. another possible injury, but we quite unpopular.. to maintain 100 find it is easier the Garden of 1 up a sign saying The infeeding veyors always : unguarded. On : removing cartons discovered, folio where a foot ccr and drawn in um Industrial Subjects Sessions dtizens, there is not an accepted standard a steel shield was quick and inexpensive. It it the present time governing the width of did not interfere with operation in any way. screw slots or the dimension of screw driver Yet it meant the elimination of a potentially blades. serious accident which could have occurred The next accident concerns the use of an at any time. adjustable wrench. Here the wrench slipped while the operator was tightening a bolt, Material Handling and Storage causing his finger to strike a sharp edge. Our first example in the area of material In this case the result was a serious abra handling involves the loading of a trailer sion and contusion to the right little finger truck. Here gravity fed sections of a necessitating several days' lost time. The portable conveyor were set up inside the solutions to the problem are several. trailer to facilitate the loading of finished First, special purpose tools, such as end wrenches, rather than adjustables would eliminate the mis-adjustment problem. However multi-purpose tools certainly have their place. The requirement is to properly indoctrinate the need for accurate adjust machines. The operation was. safe in all but one instance. The regular dock board used to bridge the small space between the plat form and the truck had been temporarily removed. A make-shift piece of boiler plate was obtained and used in its place. ment and maintenance of condition. The After completing the loading, the opera second requirement is training in the proper tor forgot the makeshift condition. He use of tools, so that pressure is exerted in . backed, out dragging the last section of the direction of the shank rather than out conveyor with him. Since there was no curb wards from the jaws. on the boiler plate; he missed his footing and stepped off into air between the truck Power Transmission and the platform. The space was only about Next we come into the area of guarding shafts, spindles and other power-trans mitting hardware. The first example con cerns the guarding of powered spindles on drill presses. Currently most of these machines are bang built so that most re volving and reciprocating parts are pretty eight inches wide. His leg slid down its full length and the conveyor landed in his lap. He suffered from very painful strain to the groin and abrasions to the thigh and stomach. A more proper awareness of the danger of make-shifts would have made this trip unnecessary. well guarded at the factory. But many Storage of grinding wheels can become a machine tools in use today are far from delicate problem. At Underwood, many of pug new. Also adaptations to special use our tool grinders like to maintain their owa require removal of the furnished guards. inventory of grits and shapes of wheels Consequently, a potential for hair and scalp dressed to their own particular "feel" or involvement injury is developed. taste. This is socially desirable, since it I am happy to be able to say that a contributes to pride of workmanship. How search of our records showed no recent ever, storage of these wheels at the work injuries that the guard was designed to protect against Hair nets, of course are another possible answer to this type of injury, but we have found that they are place can constitute a problem. If they are not carefully protected against shock, cracks can develop which can cause a wheel to ex plode when it is started up. quite unpopular ami therefore it is difficult Consequently, special storage racks were to maintain 100 per cent enforcement We" developed for each tool grinder so that safe find it is easier to remove the apple from storage could be maintained. These racks, the Garden of Eden, rather than to hang of course, do not reduce in any way the up a sign saying "Do Not Eat.** need for the other grinding safe practices, The infeeding end of power roll con veyors always poses potential hazard if unguarded. On a floor conveyor used for removing cartons of finished machines, we such as the use of front guards, vision shields.^ safety goggles, and the need for "ringing out" a wheel with a wood mallet prior to each installation. discovered, following installation, a point The third item under material handling where a foot could be inadvertantly placed concerns an operator who was checking out and drawn in under the conveyor. Installing an overhead conveyor on a trial run, prior 25 1961 National Safety Congress to installation of the guarding. He moved under a descending section of conveyor to more closely inspect the action of one of the moving carriers. While thus preoc cupied, the next carrier came along and struck this maintenance man lightly on top of the head, causing him to lose his balance, fall against the wall and onto the floor. This was not a serious injury in itself. In fact it was hardly more than an incident But it served to put everyone concerned <m notice of the potential hazard of even temporarily unguarded conveyor. Control-of-Process Type Operations We next come to the area of process type operations, such as electro-plating and heattreating. The first case ,concerns the,.handlingof highly corrosive adds in carboys. For many years, rve have been purchasing our sul phuric and nitric add in wooden cased glass carboys. No unusual inridents had been re ported until one day we heard that a trucker, while setting a carboy down from his hand truck, heard the glass begin to crack. He stepped back away from the add so that the only loss was from parts and equipment damaged by the add and time spent in dean-up. However, a cursory in vestigation of alternate methods turned up a new piece of equipment which could pre vent a repetition with more serious results: a polyethylene liner contained in a steel drum. This new type of carboy makes possible better handling methods and more efiident storage with no added cost and, most important, no potential breakage. Conclusions We have now seen the spedfic examples. What can we develop from these in the way of general rules ? I would like to suggest the following, starting with the,-simplest pos sible rule, and proceeding to the more complex: A. Change the Operation Eliminate the job Alter the part design Change the method of performance Improve the job layout B. Improve the Tooling Automatic parts feeding (ribration, air, etc.) Improved loading devices Better handles on fixtures Easier nesting Reduced cutting surface C Keep the Operator's Hands Out Remote feeding devices (dual, slide, chute, automatic) Barrier guards (covers, duckboards, etc.) Two hand controls D. When Guards are Necessary 1. Make them simple and cheap. The fewer the parts, the fewer the failures. Obvious purpose dis courages misuse. Z Let them help the operator. They should not make the job more difficult or awkward. _... 3. Don't build in booby traps.' Avoid additional pinch points such as machine part that closes on guard when cycled, or hole between truck and platform. 4. Design them to be fail-safe. Plan for one in ten thousand or one in a million failures. Design guards so the operator is still safe when the failure occurs. 5. Plan two independent mechanical or other devices. Require simul taneous failure of both to result in incident 6. Keep up the good work. Use the three "e's" of safety, engineering, education and enforcement Once the guards are developed, (engineering) and the operators are taught their use (education), be sure to take advantage of the third "e" (enforcement). SCummary Safety only starts in the safety office. Desirable follow-through requires effort on the part of everyone. Make sure that you are taking full advantage of all of your allies in the accomplishment of the safety effort Some of your allies will be found in the line, for example the plant manager, the foreman, the set-up man or mechanic and most important, the operator himself. Utilize fully the available 'Staff organization. Such specialists as the time study or methods engineer, the tooling engineer, the ji 1 f | | }; ft H i *% J * j j j 26 tool maker, an even the janitoi gestions to imj terms of bett< twelve Disciple good safety coo: to make operatic You can nevei attitude w'hich : REVIE HI Sa Electrical ac( rieties, some < most are not. made very inte picturing spect dents and their dent and expos to a comparativ ulation, utility with these volta We are here lertaraed but > business of pre We must there accidents most greatest numbei spectacular but The daily us< by practically child in-the co exposure greate mobile. It is a safety of these rate from all < ing high voltagt eth of that cant In spite of tl of appliances ai acteristics of el of accidents. As I do not familiarity with assume that in it will range fr to none at all. Industrial Subjects Sessions jpol maker, and the machine repairman, even the janitor, can make invaluable sug gestions to improve the safety effort in terms of better guarding. Just as the twelve Disciples were fishers of men, a good safety coordinator is a fisher of ideas to make operations safer. You can never afford to have the superior attitude which say, "Joe, with his routine job and low I.Q., sure can't tell me anything about doing this job." Maybe Joe, from his vantage point has made the one observation necessary to turn a good guard into an excellent one. Take the time to listen to the people that want to tell you something. It never hurts to give people recognition, and their advice will help you in avoiding the safety boondoggle. REVIEW OF SIGNIFICANT ACCIDENT CASE HISTORIES. ELECTRICAL ACCIDENTS By HERBERT J. METZGER Safety Dir., Orange & Rockland Utilities, Inc., Nyack, N. Y. Electrical accidents' occur in many va rieties, some of which are soectacular, most are not. This talk could have been made very interesting by describing and picturing spectacular high voltage acci dents and their results. This type of acci dent and exposure is confined principally to a comparatively small part of our pop ulation, utility men and others who deal with these voltages. We are here not to be shocked or en tertained but to learn more about the business of preventing injury and death. AVe must therefore deal with the type of Occidents most likely to occur to the greatest number of people. These are not spectacular but the results can be deadly. The daily use of millions of appliances by practically every man, woman and child in-the country produces a field of exposure greater than that of the auto mobile. It is a compliment to the built-in safety of these appliances that the death rate from all electrical accidents, includ ing high voltage, is only about one "forti eth of that caused by automobiles. In spite of this inherent safety, misuse of appliances and ignorance of the char acteristics of electricity can be the cause of accidents. As I do not know the extent of your familiarity with electrical behavior, I must assume that in an audience of this size, it will range from complete understanding to none at all. I hope therefore that I may be given the liberty of departing from technical accuracy in order to try to make certain points clear. Electricity is a form of energy and as such it will perform work, useful or de structive. A hammer will drive a nail or smash a finger, electricity will drive a motor or cause destructive effects in the human body. It is all a matter of control. Unlike most other forms of energy, it is not perceptible to human senses at a safe distance so we must assume that certain equipment and wires possess an electrical charge or potential. The earth is considered to be at ground potential and we can think of it as a re ceptacle for electricity, with unlimited capability to accept electrical current from any source of higher potential. We should consider any conductor of electrical en ergy to be at higher potential than the earth. Electricity is kept within safe and use ful bounds by insulation or isolation. When insulation fails or contact is made with another conductive body, that body becomes charged or raised to the potential of the conductor. If it is also connected to some body of a different potential, the earth for instance, a current will flow. This is what happens when a fault occurs in an electrical appliance. The frame of the appliance becomes charged and a person holding it, and at the same 27 1961 National Safety Congress time in some manner electrically con nected with the earth, as for example through plumbing will form a conductive path and receive a shock. Let us look at a few such accidents. First, a case history taken from an in surance company file. The victim was en gaged in installing sheet metal covering over the lagging on a pipe at a power station. He had been working from a wooden scaffold but had shifted to a sit ting position on an eight-inch steel pipe. It was a hot day and it is probable that his clothing was damp from perspiration. An electric drill, one-quarter-inch capacity, was handed to him by another workman. He put it in place to drill and pulled the switch trigger. Sparks flew from the drill and the victim stiffened. A co-worker pulled out the extension cord and lifted the victim back to the scaffold. Artificial respiration was started at once but was ineffective. Upon examination after the accident, evidence was found that the bushing which normally took the strain of the cord was broken and had been ineffectively repaired. The strain thus transferred to the binding screws probably pulled one of the power wires loose, causing it to make contact with the drill housing. circuit fuse would have blown, cutting off the current. It was a clear case of safe and proper equipment being made deadly by poor maintenance and makeshift alterations. Case number two, from a newspaper clipping. A young man was electrocuted while operating an electric drill in a church under construction. He was stand ing on the top rung of a ladder, support ing himself by hooking his arm over a small metal I-beam and brought the drill close to his arm. His employer, standing on the floor, said he saw a blue flash and heard the youth scream. He pulled the plug of the drill and the victim fell off the ladder into his arms. The coroner said that the self ground ing device on the drill may have been circumvented by the way the victim was holding it He also said the tool worked perfectly on later examination. I mention the coroner's remarks as typical of uninformed investigation. This tool must have been faulted, and could not have been properly grounded, which is frequently the case on construction jobs. Further, a faulted drill, isolated from the ground, may still operate per fectly. Iwonder if this drill is still in use, waiting for another victim. This drill was fitted with a three-wire cord with the green grounding wire prop erly attached to the case. After the acci dent, this wire was found to have broken off at its connection with the case. This probably occurred when the drill fell after the accident. The three-wire cord was properly con nected to a three-wire grounding type male plug. The three-wire fifty-five foot extension cord was equipped with a threewire female receptacle at one end and a three-wire male plug at the other. It was plugged into a three-wire grounding re ceptacle. Why then did this accident occur? Here is a somewhat similar case. A man was doing some alteration work on his house, in the course of which he was in stalling a four inch sheet metal duct in an attic room. His wife on the lower floor heard his electric drill running and became curious after several minutes as to why the drill should be running so long without any sound of other movement. She investigated and found her husband stretched across the attic beams, the run ning drill still in his hand. She pulled the plug and called for help but her husband was dead. This accident may be reconstructed from the evidence found. Closer examination of the extension cord revealed that it had been lengthened by splicing twenty-nine feet of two-wire cord into its middle, leaving the green ground ing wire op"n for that distance. Had this grounding wire been continuous the po tential on the faulted drill case would have been reduced to a safe level and the On test, the drill was found to have a veiy high resistance fault from the wind ings in the case. There was no third, or ground wire, attached to the frame. It is not known how long this fault had existed as the tool could have been used indefinitely in this condition so long as the case and the user remained isolated 28 from ground, wooden floor, sidered reason faulted conditio There was a the drill and a was grounded, he had attemp duct and a sm him to pull the in a kneeling p balance and grt forming an elei case to the gr in the attic am his skin resist: had a small st palm of his righ The exact nat was not detenr from a loose i breakdown or e in the right plac Another clipi using an electri was found dead Another faulted victim. Illustrative oi accident is this was found in t said that she hi electric razor a hand when she temperature of of the resultant into the bathti dropped the ras electrocuted. We hear one bring electrocut fiance such as ; falls into the b haps wonder h< the water is alr< Is that a bathti and therefore grounds are the tures. An applis of the tub char flow of current other end. If 1 water, part of through his boc deadly. Industrial Subjects Sessions from ground. Working in the attic on a I have one more clipping, this one asso wooden floor, he might have been con ciated with higher voltage. Two accidents, sidered reasonably safe even with the resulting in three fatalities were reported faulted condition of the tool. in this article. Both were crane contacts. There was a slight born on the tip of the drill and another on the duct, which was grounded. This would indicate that he had attempted to drill a hole in the dnct and a small flash occurred causing him to pull the drill back quickly. Being In the one case "authorities reported that both men were tossed from the cab by 2400 volts of electricity." I find this hard to believe as it is rarely that the man on the crane is injured unless he tries to get off. in a kneeling position, he was thrown off The resistance of the machine, upon balance and grasped the duct for support, which the man is riding, is usually so forming an electrical path from the drill low as to form a protective bridge around case to the grounded duct. It was hot him. If he tries to get off-, he will prob in the attic and his perspiration lowered ably become a conductor between the his skin resistance to a minimum. He charged machine and the earth. Even if had a small second degree burn on the he jumps off, which is the safest way to palm of his right hand. leave, there is the possibility, in some The exact nature of the fault in the drill was not determined but could have been from a loose strand of wire, insulation breakdown or even a drop of perspiration in the right place. Another dipping relates that a woman using an electric massager in a bathroom was found dead on the floor near the sink. Another faulted appliance and a grounded victim. Illustrative of a fairly common type of accident is this description. The victim was found in the bathtub. The coroner said that she had probably plugged in an electric razor and was holding it in her Wd when she leaned over to feel the temperature of the bathwater. The force of the resultant shock caused her to fall into the bathtub. She apparently then dropped the razor into the tub and was electrocuted. We hear once in a while of a person bring electrocuted when an electric apliance such as a heater or a small radio falls into the bathwater. You may per haps wonder how this can happen when the water is already grounded. The truth is that a bathtub is a glass-lined vessel and therefore is insulated. The only grounds are the drain and plumbing fix tures. An appliance dropped into one end of the tub charges the water, causing a flow of current to the drain fitting at the cases, of receiving a shock from two points of contact on the earth itself. In the other case, police said DeBotmo jumped into a length of sewer pipe being lowered into an excavation and grabbed a steel cable attached to the crane. "The crane came in contact with an overhead power line and the electric cur rent passed through DeBouno." The information given here is very sketchy and an accurate analysis is not possible. We can only know that all three men in some manner became con ductors between the charged cranes and the earth. Important lessons can be learned from a study of these accidents. A very small current, as low as fifty milliamperes, may IdlL Practically the entire electrical resist ance of the body is in the outer layer of skin. This resistance is very high when the skin is dry and cold and very low when it is warm and moist. Under conditions of low skin resistance, and good contact, a potential as low as fifty volts could cause death. Low voltage contacts resulting in a small current through the heart muscles may result in ventricular fibrillation and almost certain death. The belief that electricity takes only the path of least resistance can be deadly. other end. If there is a person in that Electricity will follow all conductive paths water, part of the current will flow from one potential to another in direct through his body, perhaps enough to be relation to the conductivity of each. deadly. A properly connected protective ground- 29 1961 National Safety Congress tag conductor can reduce the potential of a faulted appliance to a safe level and may cut off the current by blowing a fuse. What protective measures can we take? All electrical equipment should be kept in top condition by frequent inspection and stalled maintenance. Extension cords and makeshift portable lights should receive particular attention. Makeshift wiring and repairs should be avoided not only be cause of the danger of shock, but also because of the lire hazard involved. All non-current carrying pans of fixed elec trical equipment should be grounded through a low resistance grounding con ductor. All portable tools and appliances, par ticularly if used in damp locations, should be equipped with three-wire cords and a grounding-type plug. Extension cords for use with such ap pliances should be three-wire, with ground-type plugs and receptacles. All new installations or replacements of re ceptacle outlets should be the grounding type. In locations where portable tools are likely to be used, such replacements should be made at once. If necessary to use as an adapter to a two-wire receptacle, the grounding pigtail of the adapter should be firmly attached to a good ground. Generally speaking, the bathroom is no place for electrical appliances. When used, bodily contact with plumbing fix tures should be avoided and no electrical appliances should be touched while in the tub. Some appliances such as electric razors cannot readily be grounded. These are usually encased with non conductive materials. This protection may be lost if the appliance becomes wet Isolating transformers with six or twelve volt output are available for port able lights in wet or otherwise hazardous locations and should be used where much work of this sort is done. Never permit your body to make con tact with two electrical conductors or with an electrical conductor and any conduc tive object connected with the earth. Modem electrical appliances and tools are safe when properly used and main tained. SAFETY IN MULTI-PLANT OPERATIONS Presiding: LEWIS R- MORRISON, Corporate Mgr.-Safety, ACF Industries, Inc, New York City MULTI-PLANT SAFETY ADMINISTRATION WORKSHOP ROBERT H. ALBISSER, Safety Mgr, Merck Chemical Div, Merck & Co., Inc, Rahway, N. J. FRANK R. BARNAKO, Mgr, Compensation & Safety Dept, Bethlehem Steel Co, Bethlehem, Pa. JOHN A. O'DONNELL, Mgr.-Ground Safety, American Airlines, Inc, Flashing, DMITRO A. PATRICIAN, Administrator, Accident Prevention & Safety, Radio Corporation of America, Camden, N. J. Morrison: The Multi-plant Program at the National Safety Congress started about 1954. This is either the seventh or eighth sessioa Don't be surprised at the infor mality--panel members sometimes ask their questions of the audience. Mr. Albisser will begin with a discussion of the problems of measurement 30 Albisser: We performance to and how we are Mr. Albisser tu presented figure company's comj peases, indudin loading, fire dan surance comparr injury expense, industry average costs of safety added to one's 01 comparing to the Bamako: A across the board department or o: total result ane have a plan of to size up the erations. Here plan: 1. Safety me 2. Indoctrina 3. Personal < 4. Job safety 5. Personal! 6. Took and 7. Accident i 8. Reports at 9. Signs. 10. Inspection. 11. First aid t 12. Gastrainii 13. Safety cod 14. Safety Iite 15. Equipment 16. Outride co 17. Off-the-jol 18. Forms. 19. Office safe Some of our plants use a cha rating showing "good" to "poor.' Others use a i port They sub what needs atta me to understan behind the frequ O'Donnell: W. ployees from cc Industrial Subjects Sessions ^ Albisser: We must measure our safety Jerformanee to know how much to budget and how we are performing; (At this point Mr. Albisser turned to the blackboard and presented figures showing a hypothetical company's compensation and medical ex penses, including the insurance company loading, fire damage (again showing the in surance company loading), and off-the-job injury expense; This he compared to the industry average He pointed out that the costs of safety administration should be added to one's own company expenses before comparing to the all-industry average. Bamako: A program that is effective across the board is what is wanted--one bad department or one good one can change the torn] result and distort the picture. We have a plan of evaluation which we use to size up the effectiveness of distant op erations. Here are the. main points__of the plan: 1. Safety meetings. 2. Indoctrination of new employees. 3. Personal contact 4. Job safety analyses. 3. Personal protective equipment 6. Tools and equipment 7. Accident investigation. 8. Reports and statistics. 9. Signs. 10. Inspection. \ 11. First aid training. 12. Gas training. 13. Safety codes. 14. Safety literature & posters. 15. Equipment & process developments. 16. Outside contractors. 17. Off-the-job. 18. Forms. 19. Office safety. Some of our men who travel and rate plants use a chart which gives an arbitrary rating showing four grade levels from "good" to "poor." Others use a more subjective type of re port They submit a verbal statement of what needs attention. These reports enable me to understand what is going on and get behind the frequency and severity figures. CDonneii: We have more than 23,000 em ployees from coast to coast who work in a variety of types and sizes of operations. They all claim to be unique. However, we believe there is one thing they have in com mon--safety is a management function. I once heard a manager tell the supervisors under him that he had been refused a raise because his safety record was bad, so no raises were in prospect for the supervisors themselves until their record improved. We use safety contests in the different operations in which the units either com pete against their own previous record or on a point system. We believe our main job is to supply tech nical assistance and a "needle." Ibis is the best way to get local management to do its safety job. Patrician: We sometimes have noticed a breakdown in communications. We have had this situation: a safety man complains that he has no support from management The same management of which he complains asks "what more can we do?" To bridge this gap we require a progress report prepared quarterly. This report shows: 1. Accident trends--a dear and accurate picture. 2. Outstanding aeddent causes--it pro vides target areas and focuses attention where the attention will do the most good. Some reporters have a tendency to list too many causes as "outstanding." 3. Indude aeddent costs--let management know what aeddents are costing. 4. What is being done to control ex posure. 5. Obstades preventing progress. We give these instructions to reporters on how their reports should be prepared: 1. Make it brief. 2. Submit it periodically.' 3. Exdude irrelevant matter. 4. Indude exhibits. 5. Summarize the contents. QUESTIONS Q. to O'Donnell: How is the pay raise withheld from a supervisor who has a bad record? Answer: The manager considers the safety record as part of operating effidency. This is not a company-wide policy. It is not formal. 31 1961 National Safety Congress This questioner then directed the same about their efficiency. We judge what a question to Mr. Albisser. man is trying to do. Sometimes local plant Albisser: Our company has incentives. management can hold back the effectiveness Safety is a factor in the appraisal of per of a potentially good program. formance, and this is a Well known fact Q. to Entire Panel: I look upon ex in the company. tremely low frequencies with suspidon. Q. to Albisser: Are your costs allocated Some of these plants can't possibly have to the branch plant? such records if they experience rain and Answer: Yes. Q. to Albisser: Is equipment (such as sprinklers, etc.) part of your safety ad ministration expense? snow, use parking lots, and their people have to walk on floors. Do you believe the Z-16 has gone too far? Is the frequency rate rdiable? Answer: No. Q. to Albisser: Do you pay the entire cost of off-the-job accidents? Answer: Some of our off-the-job accident victims get full pay and others get % pay. Q. to Entire Panel: What is being done to develop a serious injury index? "Bamako: We are using it Albisser: We are using it Patrician: Severity and frequency are meaningless to us. We have thrown out severity--it is a matter of luck. We con centrate on accident prevention, not lessen ing of injury. We use an "all-injury rate." We base it on injuries per 100 employees. Patrician: One of our plants that had 17 million man-hours without disabling injury, after it went on an all-injury rate, went down near the bottom of the list Albisser: I'm happy about the present method, but we do need some emphasis on severity. Q. to Entire Panel: How do you rdate safety to production? Volunteers from the audience answered: "We relate it to feet of oil well drilled." "The brewing industry relates it to bands of beer" "One company shows it in cents per share of stock. An employee, for this purpose, is 40 hours Q. to Bamako: How long does it take of work a week. An employee, if he should your man from the central office to. evaluate work 60 hours in one week, would count as a plant of, say, 20,000 people? an employee-and-one-half, Mr. Bamako called upon Mr. Nolan, who Bamako: You can get into trouble with was in the audience, to answer the question an all-injury rate. It can be overdone. There since he had recently evaluated such a plant are infections that are reported late, and Mr. Nolan replied that it took approxhnatdy unreported accidents. 3 days the first time, and he now thinks he Morrison: Every injury that requires more can do the job in one day. than two calls to the dispensary is counted Q. to Mr; Bamako: If the evaluation is in our company. unfavorable, what action does the plant man O'Donnell: Yon need a firm measure hi ager take? a scattered operation--it is hard to control Answer: Evaluation is for the safety of otherwise. fice; we talk to the plant manager, but don't Q. to Entire Panel: We had an accident show him the report that apparently had no cause and there was Q. to Entire Panel: How is the best way nothing to correct A woman fell on a to make use of the services of insurance dear, unobstructed floor with good traction. company engineers? How do we charge it? The woman was out Answer: (By member of the audience) for five weeks. Our insurance company engineer discusses Albisser: As a disabling injury. problems with the plant managers, and gives Q. to Bamako: Do your traveling central us a copy of his report office men evaluate the safety men in the Q. to Patrician: If there is more than one fidd? major cause, how do you direct attention to Answer: We don't hire and fire them, but the cure? we can't help making personal judgments Answer: We attack the high-cost areas 32 first There is : go overboard o. We had a broki some pebbles in sum that was sp lot could better electrical hazards Q. to Bamako search and devdc Answer: Very sit on committee on hazardous pre Morrison: We expenditures to devdopment is t Bamako: The tip you off on this ARE When an unsaf position with res of us in safety v will result In th all of us are coi ent kinds of sa different lands o: need to be contrt ever ways we can The unsafe c physical conditiot They are count exist because thi plant was desigt modeled, or they the natural wear are in productiot is easy to becon physiol conditio; through informat the occurrence of caused. They are correct and contn or by engineering There is rare!; "rule" to contrt tions. The prop fumes contamin; which our emplo; Industrial Subjects Sessions first There is an unfortunate tendency to | overboard on isolated serious injuries. We had a broken leg caused by a fall on some pebbles in the parking lot The large sum that was spent resurfacing the parking lot could better have been spent isolating electrical hazards. Q. to Bamako: How close is safety to re search and development? Answer: Very dose. We see reports, and sit on committees that give us information on hazardous projects about to be attempted. Morrison: We ask for reports on capital expenditures to detect where research and development is beginning. Bamako: The purchasing department can tip you off on this. Albisser: In our company the safety de partment meets with die director of the de velopment laboratory once a month. Patrician: Flans are approved by the safety administrator and the plant engineer. Q. to Both Panel and Members of the Audience: Should the safety man be an engineer? Answer: L We will be here all week answering that one. 2. We must take a human approach--I am always pleased to see an author in the NATIONAL SAFETY NEWS advocate a human approach. Albisser: 3. If you phrase the question with the word should, the answer is "no." If you phrase it with the word con, die answer -is "yes." ARE THERE TOO MANY SAFETY RULES? By J. E. NICHOLS Dir. of Safety, Reynolds Metals Co., Richmond, Va. When an unsafe condition gets into proper position with respect to an unsafe act, most of us in safety work know that an accident will result In the course of our daily work all of us are confronted with many differ ent kinds of safety conditions and many different kinds of unsafe acts. All of them 'teed to be controlled or eliminated in what- W ways we can devise. The unsafe conditions are usually the physical conditions of plant and equipment They are countless in number and may exist because they were created when the plant was designed and built or later re modeled, or they may have been created by the natural wear and tear on facilities which are in production. We usually find that it is easy to become aware of these unsafe physical conditions, through inspections, through information from others and from the occurrence of accidents which they have caused. They are usually not too difficult to correct and control by repair or maintenance; or by engineering revision. There is rarely any thought of using a "rule" to control unsafe physical condi tions. Hie proper control of dangerous fumes contaminating the atmosphere in which our employees may have to work is not usually a "rule." It is engineering re vision. Similarly, we do not think of a "rule" as bring the best answer to a stairway with slippery treads. Most of us learn early in our careers as safety^ engineers that people do not always do the expected thing under a given set of circumstances. How to control the unsafe acts of human brings is the question that keeps safety engineers on the payroll. There are many ways of accomplishing the neces sary results in control of unsafe acts of people. One of these ways is by the use of rules. The degree of success which a safety engineer achieves is largely measured by the degree to which he can control the un safe acts of people under conditions which cannot always be predicted. There are safety programs which have been effective using a large number of "rules" and there are others which have been effective with very few rules. There most be some point in between at which the optimum of effective ness is reached with just die right number of rules. Just what is a safety rule and what does it do that cannot be done better by other means? Haven't we all been tempted at 33 1961 National Safety Congress times to devise rules for action which we thought would accomplish something for safety that couldn't be done by other means? And then we called this a "safety rule." Haven't we all sometimes wanted to fire or lay off an employee for a few days when he is caught violating some common sense safety practice? Haven't you felt sometimes that if only you could make a few more safety rules in your plant and be sure of their complete enforcement, it would be easy to produce a zero frequency rate every month? Evidently some safety engineers have be lieved that rules were the answer to accident prevention. In one rule book, of several years ago, which I have in my office, and which came from one of our great corpo rations, here are two examples of safety "rules": ...... "Short cuts must not be taken over dangerous places where other ways are available." And another example from the same course this being their rule No. 4007: "Employees must look in each di rection before stepping upon, cross ing or standing too dose to tracks." This one, from one of our safety rule books originating in one of our plants several years ago, reads: "Do not work with tacks in your shoes." It is evident that the thinking about what a safety rule should do has varied quite a bit in the past. The need for rules is gov erned by different conditions under which accidents could occur. One of these condi tions is the intelligence level of the em ployees with whom you are dealing. For example, a different approach is necessary for the staff of a laboratory doing research than for employees doing underground min ing. The degree and kind of hazard encountered will also affect the number and kind of safety rules that are used. For example, the manufacture of very fine metallic powders can usually be done with safety only when a complete and rigidly enforced set of specific rules of procedure is in effect No such set of rules is necessary for general office employees, however. We would all probably be happy to get along with safety instructions rather than safety rules, but sometimes just plain in structions, no matter how carefully given, do not seem to be quite enough to insure getting the idea across. So we make our instructions more forceful and perhaps call them "rules" and in addition, there is usually a penalty attached for their violation. It is the penalty', apparently, which makes a "rule" out of the instruction by making it painful or costly for the employee to forget or neglect it, all this of course, assuming that he can fce caught if he does not obey the rule, and assuming that the penalty will actually be assessed. It is these two "ifs" that really cause this entire subject to be discussed here at this safety congress. If we could always catch those who violate our safety rules and if they were always punished in accordance with the penalties prescribed in the rules, the problem would be greatly different, and so would the entire profession of safety engineering. Since this matter of enforce ment is to be discussed in a later part of this program, I shall not touch on it now. I would like to discuss further, however, the matter of safety rules and how they apply to human behavior. Have you ever violated a speed law or parked in a no parking zone? Have you ever smoked under a sign reading "No Smoking"? I shall not ask for a showing of hands--I merely ask that each of you examine your own con science in this matter. Our daily lives are circumscribed by such a mass of rules, laws and regulations, both written and unwritten, that it is doubtful if any of us can pursue our ways of ordinary daily existence without breaking some law everyday, either knowingly or unknowingly. It is said of one of our fifty states that there is a law on the books which was designed to prevent train wrecks where one set of tracks crosses another. When two trains meet at such a crossroad, the law prohibits either train from moving until the other shall have moved on 1 We almost seem to be at such a cross roads and facing such a deadlock in some of the safety programs which are in effect today. With a large number of rules, trying to control human behavior, the inevitable result has occurred: We build up more and 34 more resentment put into effect, at ral escape of dis can without gettin In accident pr many safety rult and a substitute more ability and training. Teachinj and selling of sai the best known w the kinds of re emergency arises situation develops, is no good substit that their own s responsibility. There are somi which the needec emphatic and posi ably- be called attached. These ai ACHIEVI There are ma serious consider: be operated sue raent of safety is tant of these ite: quality. We in Westinj safety and well-b dependent upon prevention of a pursued. Succes has an importan of our workers to on the job. Among the xm optimum safety i lishment and apj enforceable safet regulations that in a factory do u those imposed by Industrial Subjects Sessions ^.ore resentment against rules as they are i't into effect, and finally we try the natu- ,jQ escape of disregarding those which we can without getting caught. In accident prevention, the use of too many safety rules is the use of a crutch and a substitute for something that takes more ability and ingenuity--instruction and training. Teaching, convincing, demonstrating and selling of safety to employees is as yet the best known way of securing from them the kinds of reactions wanted when the emergency arises, or when a non-routine situation develops. It is my belief that there is no good substitute for teaching employees that their own safety is largely their own responsibility. There are some situations, of course, in which the needed instructions must be so emphatic and positive that they should prob ably be called rules and have penalties attached These are few in number, probably less than ten altogether and they apply mostly to special situations. On the sturdy and reliable DC-3 airplane there are 15 items on the "check-list" which the pilot and co-pilot must check together before takeoff. On the new all-jet DC-8 there are 76 of these items! You may call them rules if you wish or just safety pre cautions, but few of us would want to see the list decreased in either airplane. The real trick then comes in knowing how to'make your program secure the re sults yon want from it by the use of the fewest possible "rules" rather than by the opposite course of trying to formulate a new rule for each new hazard as it causes an accident or each newly found unsafe act of an employee. The safety engineer who is unable to make safety effective in his plant may be the same safety engineer who is relying too heavily on a long list of "don'ts"--with penalties. ACHIEVING AND MAINTAINING RESPECT FOR COMPANY RULES By JAMES F. VAN NAMEE Administrator, Accident Prevention Sendees Westinghonse Electric Corp., Pittsburgh, Pa. JThere are many things which require .trious consideration if a business is to be operated successfully. The manage ment of safety is one of the most impor tant of these items, along with cost and quality. We in Westinghouse recognize that the safety and well-being of our employees is dependent upon the degree to which the prevention of accidents is aggressively pursued. Success in accomplishing this has an important effect upon the ability of our workers to perform efficiently while on the job. Among the many features essential to optimum safety performance is the estab lishment and application of practical and enforceable safety rales. The rales and regulations that govern orderly conduct in a factory do not differ materially from those imposed by society in general They are merely adapted to the needs of a particular situation. The word "rule"--as we use it in the term safety rule--is defined by Webster as "the usual method or way of doing something; as, it is the rule to rise at seven." As stated previously, rales--safety and otherwise--are essential to the orderly conduct of business. Without them we would operate in a state of utter confu sion. With them we have a roadmap that can be used to guide us down the high way of orderly and safe operating prac tices. In order to generate respect for safety rules--it is essential to recognize that most Americans possess a basic resent ment against rules and regulations. They feel that any regulatory mandate infringes too much upon their freedom to satisfy 35 1 1961 National Safety Congress their immediate motives. Secondly, it must of the cornerstones upon which we build be understood that many safety rules will respect for our rules and regulations. be complied with on a voluntary basis-- while others will require enforcement. Voluntary compliance usually results when the incentive for obeying is strong enough to overcome resistance. When voluntary compliance is not achieved enforcement must be resorted to--and enforcement carries with it a requirement of discipline. We can see from this that there is a vast difference between rules that are However, before we can educate we must backtrack and take a hard look at the rules themselves to determine whether they: 1. Are actually rules--or are state ments of safe practices. 2. Can be adhered to. 3. Tend to arouse resentment. 4. Are really enforceable. respected and rules that are complied frith When making such a review it is de only because of fear of the consequences sirable to sort the rules--and arrange that may befall as a result of failure to them according to: comply with them. 1. Those that apply to all employees, To state an extreme example of creat and those that apply only to employees ing a state of fear--I would like to ate in certain departments or on certain jobs. a recent article that outlined the penalties 2. The relative seriousness of their in that are applied in Saudi Arabia as one fractions. means of controlling highway accidents. The article stated that any Arabian driver involved in a non-fatal accident goes to jail for one year, and has his driver's license revoked for life. Furthermore, one fatal accident is all that anyone in Saudi Arabia is allowed--woe unto the driver that survives a fatal accident--for he is promptly beheaded. Here we have in a nutshell the reason why Arabians might say--'"Drive care fully--for the life you save will be your own!" In the case of Arabian traffic rules and regulations--we can see that compli ance stems from the fear of the conse quences, and not out of true respect for the law. Of course we do not advocate any such stringent measures in dealing with vio lators of our own "rules of the road"-- The items applicable to everyone should - comprise our genera] or basic rules. They are usually the "musts" and therefore are of major importance. The remaining rules are more properly called safe work practices and therefore should be utilized in employee instruction or training. The items that are truly "rules" should be reviewed again to decide if equal penal ties should apply to all infractions. It is quickly obvious that this is not so. Some disciplinary action may be necessary in all instances, but it is obvious that the same type or degree of discipline is not necessary for every infraction. For in stance, take the rule that says that an employee must never throw a switch to which is attached a "Danger" tag. Such a tag usually indicates that men are at although 111 wager that most of us in work on some machine or piece of equip this room have experienced driving prac ment and their lives would be endangered tices of others which might tempt us to should the machine or equipment be momentarily wish for the existence of started. There is no question about the some such penalties. major importance of such a rule. It is Obviously, then, voluntary compliance a "must"--and there can be no compro with our safety rules is to be desired-- mise with its enforcement and the chances of this will be enhanced On the other hand, we find an employee when the benefits to be derived from lifting a crate improperly. This represents compliance are clearly understood by the an infraction that is entirely different from workers affected. Jut as employees must non-compliance with the "Danger" tag be educated to be safety-minded, so must rule. Here a safe work practice--rather they be educated concerning the wisdom than a rule--is involved. .Thus, it is and necessity for the rules that are quickly seen that an infraction of the adopted. Hence, education becomes one "Danger" tag rule might justifiably result 36 in disciplinary of the safe lifti be immediate]) of instruction < This brings i ence between We may say tl and work praci Respect for when they can plied with. On< paring some t among them w "Never att< upon, or ot veyors. Ai over fadlit walk aroun This particul; of the safety ru to determine tl cally located ` provided over t) and warehouse difficult it wot this rule if em quired to walk order to avoid < Let us also o "Do not dean, while the powei is this rule vie controlling the is located at a < the machine in switch also coi or more other p ment Often w< for flagrant vie both from poor! and pressure fre duction which rupted when the are also shutdor These are be that are difficu barricades of ou to obstruct the ance. Undoubt* such similar pi plant's rules. Likewise, rule are sddom re chance of being ample--take th Industrial Subjects Sessions in disciplinary action, while an infraction pi the safe lifting practice could properly be immediately adjusted by a brief bit of instruction on how to lift properly. This brings us to the important differ ence between rules and work practices. We may say that rules are mandatory-- and work practices are advisory. Respect for rules is further enhanced when they can be readily and fairly com plied with. One of our divisions was pre paring some uniform safety rules--and among them was one that stated: "Never attempt to step over, ride upon, or otherwise climb on con veyors. Always use the cross over facilities provided or else walk around." This particular rule held up the release of the safety rules until a check was made to determine that adequate and strategi cally located cross-over facilities were provided over the conveyors at each plant and warehouse. Can you imagine how difficult it would have been to enforce this rule if employees were unfairly re quired to walk a considerable distance in order to avoid climbing over a conveyor? Let us also consider the rule that says, "Do not clean, oil, or adjust machinery while the power is on." How many times is this rule violated because the switch controlling the power for the equipment ;s located at a considerable distance from Jhe machine in question--or maybe the switch also controls the power for one or more other pieces of production equip ment. Often we find that the real reason for flagrant violation of this rule stems both from poorly engineered conditions-- and pressure from the supervisor for pro duction which might otherwise be dis rupted when the other pieces of equipment are also shutdown. These are but two examples of rules that are difficult to enforce because of barricades of our own making which tend to obstruct the orderly flow of compli ance. Undoubtedly, you will find many such similar problems existing in your plant's rules. Likewise, rules that arouse resentment are seldom respected--and have little chance of being complied with. For ex ample--take the plant that decided to institute a universal eye protection pro gram. They established a rule that every one must wear eye protection upon enter ing the plant premises. The truth of the matter was that the universal eye protec tion program was instituted for the sole purpose of assisting a few supervisors who were having a problem in enforcing the use of protective eyewear. In practice --there was no practical need for safety glasses in most areas of that particular plant. Is it any wonder--therefore--that the employees working in areas where no high hazard existed Tesented the new rule --and went to great lengths to violate it? Furthermore, rules that no longer have meaning or application are not enforceable --and their mere existence on a posted order or list of rules tends to diminish the respect that workers have for all the other safety rules. For example--one plant that I visited had "No Smoking" orders posted in rooms where smoking was actually being permitted. Upon ques tioning the management of the plant con cerning this situation, it developed that the room had been used for handling ex plosive materials during World War II --and after the operations were discon tinued no one had bothered to remove the "No Smoking" orders. Further checking of the plant revealed that employees were actually smoking in other areas where a bona fide hazard existed. Most of these workers had pre viously been assigned in the other area and just took it for granted that the rule wouldn't be enforced in their new work area. This'example illustrates how failure to keep old rules current can be an indirect cause of non-compliance with rules--even though a real need for them exists. In other words--failure to rescind rules that no longer apply can be another basic reason why workers disrespect es sential and applicable rules. Last--but certainly not least--the man ner in which management itself complies with safety rules can contribute to respect --or lack of respect--tendered to safety regulations. For example--whenever a rule rails for the use of protective eye- wear, then supervision and management must set the example by wearing protec tive eyewear. For when leaders fail to 37 1961 National Safety Congress follow rules, it is impractical to expect filing of a grievance--or even arbitration. that workers will comply. Two examples will illustrate this point Generally speaking--any rule that can withstand an honest appraisal of its worth is enforceable and is worthy of respect. The comments made concerning some of the shortcomings of safety rules A union local in Trenton, New Jersey, filed a grievance against management's newly inaugurated rule which required 100 per cent compliance with an eye protection program. The following statement is taken directly are intended to point up some of the from a report that the union local made to general areas of fault that contribute to its membership concerning the outcome of workers having a lack of respect for them. action taken on the grievance: Consequently, if you are finding a general disregard for your plant's rules--may I suggest that you take a hard look at them to see if you find similar symptoms of weakness. Another important thing is to acquaint employees with the nature of the rules they are required to observe, in short, these guides to action must be sufficiently publicized to make them part of the "The 100% eye protection program -- the union argued that many areas in the plant did not require safety glasses. Management has agreed and have modified their program accordingly. The areas and jobs not required to wear glasses are--purchased pans cribs, receiving docks, salvage building, main stock cribs, overhead crane operators, steel bay area, yard area, parts checker, tool room aisles, waste material disposal operations, car washing activity and drivers not working in production areas." "Management's unilateral promulgation of a safety rule presents an arbitrable grievance." "working knowledge" of every employee. While the educational approach will lead to the observance by a large segment of the work force, unfortunately, there is always a small minority that will insist upon violating rules. Thus, where edu cation fails, supervision must be prepared to take proper disciplinary action. I believe that the following statement --made by Emile F. du Pont of the Du Pont Company--sums up the whole story concerning enforcement of safety rules. "We believe strongly in the philoso phy of preventive safety rather than after-the-fact correction. We place great stress upon safety violations rather than upon injuries as such. We are tough toward wilful violators, as we are more interested in eliminating the chance for injury by working safely without violations of good practice than in setting records, where we are reasonable but firm on viola tions. a safety consciousness is grad ually developed among the entire work force.'* On a question brought against a company by the Oil. Chemical and Atomic Workers' union an arbitrator said. "The company had Issued a regulation, which the union chal lenged, requiring all employees to wear hard hats and toe guards. The company argued that It had the unquestioned unilateral right to establish reasonable safety regulations-- such as those being challenged. The union contended that safety regulations involving special protective devices, which employees were required to wear, constituted conditions of employment for which the union had been recognized as the sole and exclusive bargain ing agent. The union held that these were matters for joint consultation between the parties in the first instance and subject to review in the grievance procedure in the event that a job was described and classified in a manner with which the union did not agree.- The arbitrator held that although the employer ordinarily has the right to deter mine for Itself rules for protection of em ployees. there are circumstances in which the union may challenge the imposition of cer tain types of rules as well as the reasonable ness of particular rales and that the union's protest in these cases presented an arbitrable grievance under a contract which defined a grievance as any disagreement between the company and union involving interpretation or alleged violation of contract." While I do not wish to invade the subject This brings us to the all important prob of discipline, there are a few precepts con lem of enforcement and discipline. If rules cerning discipline that also may have a bear are to be enforced they must--as has been ing on the respect tendered to safety rules. said before--be clear and known by the em Briefly they are: ployees. They must be fair and undiscrimina- First: Disciplinary action under some la tory--and they must be uniformly applied-- bor-management contracts may be subject to otherwise you may find them contested by arbitration. When such is the case--remem union representatives. ber that an arbitrator may determine whether The need for acceptance of safety rules there was just cause for the discipline, and by union representatives is mentioned be also whether it was overly severe. cause under the terms of some labor-man Second: The burden is usually yours to agement contracts a company may find that prove that your rulings are proper--and that improper rules can become a basis for the the penalty given wasn't too severe. Third: Disc ous matters. ( the answers tc employee knot "Was his viols previous violat Fourth: Dis bargaining and From the fo: principles erne creating and n rules. They are 1. The rule! fault 2. Employee the needs for ' THE < On of the t the world situ interpretations by various per consider the te with a commor its meaning and First, let's lc "Construct (' parts of sometl order mentally, "Discipline--1 Punishment--(t duct Synonym; rise and correct Second, let's concepts: punisl They have no are not runninf operating basin are attempting to perform thei of their ability hazard to them Third, now, 1 left from Webs Industrial Subjects Sessions Third: Discipline and discharge are seri- j ous matters. Consequently, be sure to have the answers to such questions as: "Did the employee know he was violating a rule?"-- "Was his violation intentional?'' and "Were previous violations condoned?" Fourth: Discipline mast be the same or bargaining and non-bargaining employees. From the foregoing discussion, three basic principles emerge as bong the basis for creating and maintaining respect for safety rules. They are: 1. The rules themselves must not be at fault 2. Employees must be educated concerning the needs for the rules--and the benefits to be derived from compliance with them. 3. When all else fails, enforcement and discipline must be resorted to, but on an equitable basis. In summarizing this discussion, I would like to stress that: First--Safety rules are essential to the attainment of both production and safety objectives. Second--Ways must be found to make employees want to abide by safety rules. Third--The rules must not he unreason able or improper--for if they are they won't be respected or accepted by the workers-- and without acceptance they are doomed to failure. THE CONSTRUCTIVE USE OF DISCIPLINE IN SAFETY VIOLATIONS By STANDISH C. RIDDLE Senior Safety Eng., Cleveland Foundry & Engine Plants Ford Motor Co., Cleveland, Ohio On of the too many things aggravating the world situation today is the different interpretations applied to identical words by various persons or cultures. I want to consider the term, "constructive discipline," vwith a common and single interpretation of /its meaning and implication. First, let's look to Webster, who says, "Construct (verb) 1. To put together the parts of something. To build. 2. To set in order mentally, to arrange. "Discipline--I. Training (to train). 2. Punishment--(to punish). 3. Orderly Con duct. Synonyms are--`educate, teach, chas tise and correct' " Second, let's toss out these words and concepts: punishment, to punish and chastise. They have no place in our philosophy. We are not running penal institutions! We are operating business organizations where we are attempting to instruct onr employees to perform their assigned duties to the best of their ability and with the least possible hazard to themselves and their co-workers. Third, now, let's look at what we have left from Webster's definitions: 1. To put together the parts of somethings To build. 2. To set in order mentally. 3. To arrange. 4. To train. 3. Orderly conduct 6. Educate, teach and correct. Fourth, from these concepts, let's con struct our definition of "Constructive disci pline"--to arrange by educating and cor recting to motivate our employees to conduct themselves in an orderly fashion, both men tally and physically. What this means is that we must strive to reach the minds of our employees and. move them to conform to the standards of conduct as represented in the Ford Motor Co. safe practices rule books. This is not always an easy mattia-, for a man is not a simple organism, like some of the lower animals. A man can be very complex. He is vihat he has lived. He is what his ancestors have been. Keeping this in mind, we must consider that, just as no two individuals have idend- 39 n 1961 National Safety Congress cal fingerprints, so too, no two individuals have identical thinking processes. Because this is true, we must remain very flexible in handling this matter or discipline. We must keep in mind that the old days when a "straw boss" kept order in Ins crew by developing the hardest knuckles, the biggest biceps and the loudest mouth, are long gone. Possibly a few cases of straw bosses also developing the widest toothless grins might have had something to do with this. Seriously, though, we do not believe that physical or severe mental or emotional force has any real place in today's application of corrective discipline to industrial employees. The concept of discipline at the Ford Motor Co. is that it must be corrective. This concept also dictates that only as much corrective action be applied as is necessary to result in the desired correction. In other words, it is the expressed philosophy that all personal feelings be divorced from the case and only the facts are to be considered. This is what we mean by the term, "con structive discipline." Discipline that is con structive through reasonable and fair cor rection. between "selling" an idea and using "disci pline?" We think not Remember what Webster says? Discipline is education. Sell ing, too, is education. Therefore, Selling is a form of discipline. Regardless of what we call it, or bow we define it, it means nothing unless it is applied. I am reminded of a story I read some time ago in a magazine. The story told of a rather large company that bad been experiencing numerous serious accidents and injuries to employees with an ever-increas ing frequency. According to the story, this went on for several years. (Hard to be lieve, but that is the story.) Numerous meetings to find causes and remedies were held but always wound up with someone saying that they hoped the "bad luck" would make a turn for the good, soon. Finally it got to the point-that someone at the top derided to bring the thing to a head. He called the managers of the various departments together and told them that it was up to them to find ways of controlling the situation or he would find someone who could. Rather drastic but a very effective form of discipline. We do not mean to imply by what we have said up to this point that jwe do not want our supervisors to maintain con trol over their employees. To the con trary, it is insisted that they do. It is in sisted that they be firm. Point No. 6 of the 14-point Ford Motor Co. Safety Pro gram states, "Maintain firm plant discipline." Please distinguish between firm and harsh. These two words are poles apart in our philosophy'. It turned out to be very constructive, as well. The top man's ultimatum finally made them realize that, far from their running the organization, the organization had actually been running them! Finally jolted out of their false sense of job se curity, each manager passed the jolt on to his subordinate supervisors: Each man was told to tender his resignation right then if he didn't think he could stop his em ployees from injuring themselves. As a matter of fact, if you think of it in the right light, being firm and in sisting on strict adherence to the require ments of safety rules is actually bring kind to an employee. Bring kind to him to the extent that you force him to avoid having an accident He may not appreciate your kindness in applying corrective disci pline when it is merited. It is, neverthe less, kindness of the first water. Speaking of the 14-point Ford Safety Program, points No. 4 and 5 are also worthy of note here. "Sell safety to the new em ployee," and "Re-sell safety repeatedly." It might appear that there is a discrepancy of terms here. Is there really a conflict "Wow! The bosses are really mad now," they all thought, as they started scratching heads in search of ideas. It didn't take much scratching to come up with the idea of opening the safety rule books that for so BBuy years had laid unopened in the desk drawers. One after another got the bright idea of starting to insist that the rules must be adhered to. There were no changes in normal work procedures, no supervisors lost their jobs. The supervisors just started to supervise within the framework which already ex isted in the organization. The foreman started to be the "boss" and exercised his almost forgotten responsibility to discipline 40 employees who v fell off sharply a realized. Morale absenteeism deer ingly, there was in productivity. Let's go back : ber--he says tha teach." Ford Mo ing wholehearted ing and training of its most imp< realize that our for existence is t a top quality pr willing to pay. But, to do thl< disciplined work organization. Foi cussion, however, how this policy prevent accidents on the enforceme In order for < have any meantn, the persons to have a thorough text and meanii through a very ing for both su ployees. These tralninf forms, and indud 1. A six montl supervisors. 2. One-hour i with required att 3. Frequent co and plant safety < 4. Wide distril lets, to both su] ployees. 5. Requirement hourly employees with their employ 6. Indoctrinatic ployees which re go over pertinei new man to ins A check sheet ; ployee signs must office for each ne\ But that is e ) Industrial Subjects Sessions mployees who violated the rules. Accidents you have the idea that the Ford Motor jll off sharply and other benefits were also Co. has an excellent training program and realized. Morale was strikingly improved, does a good job of educating its employees absenteeism decreased and not too surpris on how to do a good job safely. We have ingly, there was also a significant increase given our employees the knowledge, now in productivity. we must see to it that they use that knowl Let's go bade again to Webster. Remem ber--he says that discipline also means "to teach." Ford Motor Co. accepts this mean ing wholeheartedly and considers the teach ing and training of its employees to be one of its most important functions. Sure, we realize that our prime function and reason edge to the best advantage--to the advantage that employees will not suffer accidents and injury from someone's disregard of safe practices established and spelled out in the rule books. Let us take a quick look at how "con structive discipline" of a progressive nature for existence is to serve ottr customers with works in cases which demonstrate the prin a top qualify product at a price they are ciples we have been discussing. willing to pay. First, consider a ample theoretical case. But, to do this we must have a trained, disciplined work force, at all levels of the organization. For the purpose of this dis cussion, however, we are considering only how tins policy affects our program to prevent accidents, with particular emphasis on the enforcement of safety rules. In order for established safety rules to have aqy meaning, it is a prerequisite that the persons to whom they are to apply, have a thorough knowledge of their con text and meaning. Tlus is accomplished through a very thorough system of train ing for both supervisors and hourly em ployees. These training techniques take many forms, and indude: J|l. A six months training period for new pervisors. 2. One-hour weekly training meetings Suppose.that one of the plant safety en gineers observed an employee working at a machine while he was not wearing his safety glasses, as is required of all Ford Motor Co. employees. The safety engineercontacted the employee's foreman and ver bally informed him that the employee was exposing himself to the hazard of a po tential eye injury. Thereupon the foreman, knowing the em ployee has just returned from lunch and merely has forgotten to put safety glasses back on, approached the man and reminded him to do so. The man, being a cooperative individual, did so, with thanks to the fore man for reminding him. (This man knows which side of his bread lots the butter). This man required very little correction since he realized that the eye protection rule was for his benefit Just a word of caution was all the discipline (motivating with required attendance by all supervisors. education and correction) that was needed 3. Frequent contacts between supervisors in this case and that was all that was ap and plant safety engineers. plied. Mission accomplished! 4. Wide distribution of safety rule book lets, to both supervisors and hourly em ployees. Let us now consider a little more com plicated and still theoretical case. Again, the plant safety engineer reported a worker, 5. Requirement that all supervisors of hourly employees hold weekly safety talks with their employees. & Indoctrination program for new em ployees which requires that the supervisor go over pertinent safety rules with the new man to insure he understands them. A check sheet and card which the em ployee signs must be returned to the safety office for each new employee. not wearing the prescribed eye protection, to his foreman. This individual was resent ful and expressed himself fluently, indicat ing he did not want to comply with the rule requiring him to, wear safety glasses. In this case the foreman realized that positive action was needed to change this individual's thinking. The foreman, there fore; called the man into the department office and, explained to the employee that the Ford Motor Co. safety rule requiring But that is enough of detail. I think all employees to wear approved types of 41 1961 National Safety Congress eye protection was established to prevent Foundry Best Record of 3,421,133 man-hours serious eye injuries, himself included. of exposure without a disabling injury. The man was then informed that because We also are sure that this technique of his record did not show any previous cita using discipline for corrective purposes tion for rule violations the disciplinary ac played an important part in the record of tion report resulting; from this case would our two Geveiand engine plants. These two show that he had merely been given a plants have, within the span of less than reprimand and warning without the loss ten years, posted periods of over 3,000,000 of any time. The warning indicated that man-hours of exposure without disabling he had been informed that any subsequent injury on seven separate occasions. violations of the rules might result in in creased corrective action on a progressive scale The use of "constructive discipline" can never be the answer to all problems. It can, however, help in the efforts to create Here again, the case was dispositioned a safety awareness in our employees which with only enough "constructive discipline" we all are striving for. Safety awareness? to arrive at the desired correction of the Now there is a term I like! Turn that over employee's attitude and performance on the tongue of your mind for a minute! This program of scaled action to fit the Get the taste of it? Let me give you an case is carried out through the whole range example. of cases which might occur. Each succeed Recently, while I was walking through ing time that it is necessary to apply dis-. an aisle in our foundry-at Geveiand, an ciplinary action to an individual employee, hourly man walking in the same direction his previous record is taken into considera but some distance ahead, noticed a small tion. In those cases where it is clearly length of pipe lying in the aisle where it evident that the previous actions have not had apparently fallen from a passing scrap resulted in the expected improvement in truck. The man, with scarcely a pause, the employee's attitude and behavior, ad stooped down, picked up the pipe and tossed ditional motivation is applied, each step be it into another scrap truck and continued ing progressively more severe. on his way. It was done in such a casual In a few very serious cases, the end manner it appeared to be an act of habit result may finally be a discharge. I am glad to be able to say that very few cases go to this extreme. The lack of extreme cases indicates that the system of progressive actions takes hold and does the job some where along the line before the final stage is reached. That is what we want! We want safety so ingrained in our employees that they exhibit similar thoughtfulness in all their actions. Thoughtfulness that is a habit! And there is no contradiction of terms in this instance. Here was living proof of the "safety Since a disciplinary penalty is imposed awareness" we are striving for. Here was solely to obtain improvement of future be evidence of one of the factors which helped havior, follow-up is important in determin the foundry set a new record, helped the ing whether it has been effective, or whether foundry exceed the old record, which had further action is necessary- stood for five years* by a margin of well Up to the present time we have dwelt extensively on the techniques utilized in the "constructive use of discipline in safety violations." Now, let's give a little considera over 500,000 hours. Here was evidence that, properly motivated, employees can be moved to consider the "other fellow's" welfare as well as their own. tion to the end results of such actions. This This man's action may well have pre is the meat on the menu. This is the pay vented the next man coming along from off. While we do not, by any means, give taking a bad spill. Such patterns of thought our company program of "constructive dis can cause a man who, in the past, had been cipline" the whole credit, we are sure that guilty of leaving a guard off a machine, it played a very important part of the re to now pause to replace'it upon completion cent accomplishment of the Geveiand of his job. Development of such safe work foundry of the Ford Motor Co. in establish habits can truly make a man become, al ing a new all-time National Gray Iron most unconsciously, his "brother's keeper." 42 We do not ever had occ discipline" appl oi determining tified. We like is the sort of a' by the techniq a corrective se sense. You all knc push a pendulu swings right 1 man a push i tion: he has a you in return, is our thinking be accomplishei right road by constructive m tireless, must 1 understood as i Someone say guys you can't big dub and : be some truth that is a big b far between an trap of acceptii our problem ch of money, to todays complex of money, to h dustrial injuries It is our job the unnecessary rant employees, our employers f SAFE i Supe By definition, power-driven e working of met metal in the fc Association of dassified some under five bask milling, planing Industrial Subjects Sessions I We do not know whether this man had of acddental injury. It is even more our /ever had occasion to have "constructive job to discharge our moral responsibility of discipline" applied to him. We have no way preventing the human misery to the em of determining since the man was not iden ployee and his family which invariably re tified. We like to think, however, that this sults when the bread-winner is laid low is the sort of attitude which can be developed because he or his fellow-employee failed to by the technique of applying discipline in heed the safety rules. a corrective sense, rather than in a punitive sense. You all know what happens when you push a pendulum. You give it a push and it swings right bade at you. If you give a man a push he also has the same reac tion: he has a tendency to take a swing at you in return, in one way or another. It is our thinking at Ford that much more can be accomplished by leading a man onto the right road by correcting his errors in a constructive manner. This leading, never theless, must be firm to avoid being mis understood as weakness. Someone says, "Nuts! There are some guys you can't reach with anything but a big dub and a size 14 boot" There may be some truth in this statement, but, (and that is a big but) these cases are few and tar between and we should not fall into the trap of accepting this as a dump for all of In nearing the condusion of this discus sion, let us remember that the old days of the woodshed as a symbol of disdpline are gone and past More enlightened thinking and the teaching of experience has opened a better door. A wider portal with broader vistas: "constructive disdpline," based on correction, sot punishment It is a prime tenet of psychology that the human animal has a greater tendency to re member pleasure than pain. How many of you can remember the occasions on which your Ma or Pa beat the bejabbers out oi vour little hind-end? Ill bet not one of you can, or, at most very faintly. On the other hand. I'll also wager that many of you can sfill dearly remember the old swimming hole, how much fun you used to have at the County Fair or many other pleasures of your childhood. our problem children. It costs money, a lot Not that we mean to imply that applying of money, to train employees to perform even "constructive disdpline" to our em todays complex jobs. It costs money, a lot ployees will be a pleasure to them. Rather, of money, to have our employees suffer In we should attempt to remove as mudi of dustrial injuries. the pain as possible from our corrective ac It is our job to save our employers from tion to lessen the tendency to forget un e unnecessary expense of discharging er- pleasant experiences. Educate, teach, correct. nt employees. It is also our job to save that's the ticket. Punishment for punish our employers from the unnecessary expense ment's sake belongs to the Dark Ages. SAFE APPLICATION OF ELECTRIC CONTROLS ON MACHINE TOOLS By F. C. PEREGOY Supervisor of Safety, Westinghouse Electric Corp., Baltimore, Md. By definition, machine tools include all power-driven equipment performing cold working of metal by progressively removing metal in the form of chips. The National Association of Machine Tool Builders has dassified some 200 types of machine tools under five basic functions--turning, boring, milling, planing and grinding. Authorities agree that injuries from ma chine operation are lifcdy to be more severe than injuries from other causes; and more likdy-to result in permanent disability. For example; Acddent Facts shows machinery to be the source of 10 per cent of all injuries, but the source of 19 per cent of permanent disabilities. 1961 National Safety Congress Material in reference books emphasizes error--in interpretation of prints, in setup, that although many machine injuries result in process of operation, in misjudgment of - from lack of proper guards, the majority distances, in adjustment to light changes; have their sources in unsafe practices; and and to other variables. Such problems re that, therefore, is the area requiring concen peat themselves for each run. trated attention. However, with the use of tape controls, Safe working procedures--operation, ad decisions and checks are made at the time justment and repair of machines only by the tape is prepared. And so, errors and trained personnel, and supervisory responsi scrap go down; there is no fatigue problem; bility for enforcement of established policies lead time is reduced; tooling is simplified; --are the weighted important factors in such manufacturing time is cub Such control per reviews. mits infinitely repeatable precise machine op Other literature, stressing the soundness of correcting unsafe conditions first, provides lists of safeguards, such as drill vises, springloaded chuck wrenches, chip shields, tool guards, stock tubes, enclosed tanks for cut eration, besides providing the optimum in personal safety. Manufacturing cost savings more than pay for the system: even one-shot parts are accurately and economically pro duced with such controls. ting-compounds, pinch-point guards, enclo Additional accomplishments include the in sures and ventilation. troduction of contactors to replace switches; However, it is most difficult to find in formative material on the subject of provid ing protection against machine-tool injuries the use of volt-meters and indicator lights for machine,control; load meters and over load devices. through use of adequate electrical controls. There is still a problem, that of a high Although progress has been made through incidence of permanent disabilities. Much ef the years in the development of machine tool fort has been devoted to mechanical guarding safety, the incidence of high severity in in and safe procedures. Striving to improve juries dictates the need for closer examina machine tool safety, we must realize the tion of the problem. Perhaps there is no limits of the past approach and the room better place to start than to consider the for human error. feasibility of applying electrical controls for In an age when hospitals can wire patients more efficiency and greater safety. to record pulse, respiration, blood pressure, To prepare this article, many technical temperature and heart action, cannot the in publications were reviewed. Although they dividual safety engineer and organized safety covered the techniques of manufacturing groups probe more deeply into modern tech ) without mentioning safety, safety is inherent nology and demand a wider application to in their operation because the operator is machine tool control? removed from the danger point While safety handbooks serve their purpose adequately, there is an ancillary field ready to be ex plored: the field of technical publications on programming for machine control. However, certain control methods devel oped in recent years mark beginnings in this direction. One of these is programming and control of machine tools by means of mag netic tapes. Manual control of a machine tool means that both the tool and the operator are subject to physical limitations and to human Beferenees Material was developed for the foregoing article by reference to such volumes as the Nations! Safety Council Accident Prevention Manna! and Accident Pacta; Joint Industry Conference Electrical Standards; Machinery (Monthly magazine of engineering and pro duction); the National Electrical Code and its companion Handbook. Also, manufactur ers' descriptive literature including: Westfnghonse Prodae and Cypak Controls; Trieop Company catalog of safety switches: Security Controls, Inc. bulletin 500. Acknowledged is the cooperation of W. RBlewett and E. Roberts. Safety and Manu facturing Engineering and Tooling Depart ments. Air Arm Division. Westinghouse Elec tric Corporation. 44 THE Sr. Shortly aft< Bureau of Ls letin 276, " Accident Stai bulletin was adopted at a 1 trial Accident 1926. The n American Enj tee, which is : revision by m> A sectional c on it were r national assod as well as n international a eluding insui groups, steel ; meats of latx various depari meat, as well industrial grot As a result mittee; the A veloped and 1941. Prior to tl suggested me statistics for The one coma true through calculating fre which, even tl am going to qr "Frequency injuries turn employee hoi There is bai tor or even at formula for f: Since the Standard Z-li compiling acri veloped by on of us in safer Industrial Subjects Sessions THE ASA DISABLING INJURY FREQUENCY RATE IS A GOOD MEASURE OF SAFETY PERFORMANCE By E. R. WALLACE Sr. Safety Engineer, Eastman Kodak Company, Rochester, N. Y. Shortly after World War I, the U. S. Bureau of Labor Statistics published Bul letin 276, "Standardization of Industrial Accident Statistics." A revision of this bulletin was requested by a resolution adopted at a National Conference on Indus trial Accident Prevention in Washington in 1926. The resolution requested that the American Engineering Standards Commit tee, which is now the ASA, undertake this revision by means of a sectional committee. A sectional committee was organized and on it were representatives of the various national associations concerned with safety, as well as representatives of many other international and national organizations in cluding insurance companies petroleum groups steel groups metal groups depart ments of labor, accident commissions and various departments of the U. S. Govern ment, as well as many state agencies. Other industrial groups were represented as well. As a result of the work of this com. mittee, the ASA Standard Z-16 was de(veloped and was originally approved in mi. Prior to this time, there were many suggested methods of compiling accident statistics for use by the safety engineer. The one common denominator that has held true through the years is the method for calculating frequency of industrial accidents which, even though we all know it well, I am going to quote for you: "Frequency is the number of disabling injuries times a million divided by the employee hours of exposure." There is hardly a safety engineer, inspec tor or even neophyte who cannot quote the formula for frequency. Since the establishment of the ASA Standard Z-16, many other methods of compiling accident statistics have been de veloped by one company or another. Most of us in safety have tried to evaluate these other methods in an attempt to determine values from them which might better serve our needs in accident prevention work. However, we have found that our compari sons are made to the established standard with which we are all so thoroughly familiar. The mam point of confusion and the main point of discussion in any appraisal of accident statistics in relation to the Z-16 code are that of"thfe determination of what a disabling injury is. "A disabling injury is a work injury which results in death, permanent dis ability, permanent partial disability, or temporary total disability." (The defini tions of disability are found in Section 12, Page 6, Z-16.1) If one is to use accident statistics as a baas for winning contests, for creating a pseudo-safe atmosphere among the em ployees and management, or to prove on paper that their organization has a better safety program than someone else, it might be possible to interpret the ASA Z-16 code definition of disabling injury in such a way as to give a frequency rate which can ac complish all the previously-mentioned points. However, if the Z-16 code is used as a good measure of safety performance by an industry and the safety organization, and if the evaluations of their injuries are made on a basis which, I am sure, the original ASA Committee felt was just and honest, the Z^16 code could become an effective tool in accident prevention work. There are many safety engineers wbo feel that because they have been associated with their industry and the accidents therein for a number of years, they can make an instant' appraisal of those places where the greatest effort in safety should be placed. This may be true; however, I recall sitting with a safety engineer of a large chemical industry not too long ago who, with a certain degree 45 1961 National Safety Congress of amazement, asked, "Hotv come in a production loss, because we were unable to chemical industry we have more finger in show the potential of increased production juries that we have chemical injuries?" with an adequate safety program, we had If tills question is an indication of what no more than token safety emphasis within is going on in the minds of' many safety the department engineers, it appears that some of us are Today, however, the picture is completely not using our statistical analysis to its best reversed. The management is aware of their advantage. accident record; they are jealous of that The beauty of a standard such as Z-16 u that comparisons can be made by the segments of an industry, even though those segments may vary in employee population from four or five men to units of several thousand. This type of comparison can be shown on a chart. Such a chart, for deparunents of a large industry which vary in size from approxi mately 30 men to approximately 2500 might show department "C" as having a very high frequency rate in the year 1959 and an extremely low frequency rate'in the year 1960-61, the other departments having slight variations over a three-year period. record; they are not using the record in any other way than to increase the morale of the employees within the department; they are concerned with the maintenance of the record on the basis on which it was established. They know that disabling in juries included in their frequency rates are evaluated on the true and honest basis as established by the ASA Code; they know that lost time is calculated as established with the Z-16 code and so do the em ployees; and, this is an important point In orderM,tp use effective^', the statistical in formation of a code such as the Z-16, it is important that the personnel within the department or industry be advised as to As an example of the effectiveness of what the statistics mean. the Z-16 code as a measure of safety per formance, I am going to tell you something about department "C" Department "D" is a department of ap proximately the same number of employees. This department over a period of six years, It is a chemical manufacturing area of has maintained a notoriously bad accident a little over 200 employees. It make pro record. prietary mixes of both dry and liquid chemi It follows without saying that under cals; it fills, packages, blends, mixes, re conditions such as these, this is the next ceives, ships and does everything else a place where greater emphasis shall be placed normal manufacturing plant does, including on safety performance, philosophy, safety its own maintenance In 1959, the frequency engineering, and last but not least accident rate took a bounce upward; the severity prevention. rate traveled up as welL As a result of die statistical analysis made in accordance with the ASA Code, it was readily determined that this area was one in which concentrated efforts should be put by the safety engineer responsible for the area. Such concentrated effort was put to use within the department, using the statistical information as a criteria for discussion with top management. It was established that economically, as well - as from a humanitarian standpoint, increased safety emphasis must be placed. To set an entire safety program on the compiling of statistical information alone and to feel that job is done is a rare, ineffective way of preventing accidents; however, in order to utilize the Z-16 code as a measure of performance, one must evaluate the criteria for determining dis abling injuries -- must evaluate with the -greatest degree of honesty and then, follow ing the analysis, must establish an accident prevention program in keeping with the facts which can be found. In doing this, a In previous years when the frequency safety engineer cannot only utilize his cur rate had risen, attempts had been made to rent figures, but he can also pull from his sell management on the fact that increased records his accident reports, of years past, emphasis should be placed on safety; how evaluate these on the same standard basis, ever, because we did not have the statistical 3nd show by a chart, by graph, or by any backing to be able to show economic justi other known statistical means, the trends fication, because we were unable to prove over a period of years. If this is done, and the' standard be tool, then perfo measured well. In two depa have been mai Standards over easy to see the grams were it gineering was changes in safe personnel are a] the bands of 3 measure of safe performance. I engineer in th management fo within his indti safety performs that we give tl of compensatioi already too far our effectivenes agement team c tion of accident criteria for rep day, week-to-w ress in the pr ASA Codes, of long since been management as their position factoring busii types of mater tices, the purd miscellaneous p It seems log management in stand and know the basis of lonj have stood the t There are th to maintain act show improver employees, that our methods 0 statistics. This cases; however, a standard stat a false sense c fusion on the management as permanent gain. Some years a I am very fam procedure for Industrial Subjects Sessions .the standard becomes established as a useful Wool, then performance can be measured and measured well. In two departments where the records have been maintained according to ASA Standards over a period of six years, it is easy to see those places where safety pro grams were instituted, where safety en gineering was effectively utilized; where changes in safety philosophy on the part of personnel are apparent. Such information in the hands of your boss can be a second measure of safety performance---your safety performance. I am sure that every safety engineer in this room is responsible to management for the reduction of accidents within his industry. Management measures safety performance on the basis of the facts that we give them as well as on the basis of compensation costs with which they are already too familiar. In order to establish our effectiveness as a member of the man agement team doing our job in the preven tion of accidents, we must have established criteria for reporting to them our day-today, week-to-wedc, and year-to-year prog ress in the prevention of accidents. The ASA Codes, of which there are many, have long since been established in the minds of management as the basis for evaluation of their position with others in the manu facturing business or the evaluation of types of material on procedures and prac tices, the purchase of supplies, and other iscellaneous parts of the business world. TIt seems logical to have to present to management in language that they under stand and know, reports of performance on the basis of long-established standards winch have stood the test of time. There are those who feel that in order to maintain active interests or, in order to show improvement to management or to their employees, that it is necessary to change our methods of recording and compiling statistics. This may be necessary in some cases; however, change or modification of a standard statistical system can result in a false sense of security perhaps, in con fusion on the part of the employees, and management as well and can result in no permanent gain. Some years ago, an industry with which I am very familiar, established a statistical procedure for reporting injury experience which was somewhat different from the ASA Standard. This method used weighting factors for average number of employees, for types of injuries, for practically every thing under the sun. The reports were some what unwieldy to prepare; the interpreta tion of those reports was practically impossible for anyone less than a statisti cian. Because in each case, in order to obtain full evaluation of the statistical evidence, one would constantly be required to refer to the weighting factors. The employees could not understand the new system; how ever, they were favorably impressed in the first months or so because the charts pre pared from this statistical evidence with those weighting factors were able to show an improving line on the graph almost con stantly. The accident reports of this in dustry were analyzed according to the baas of the ASA Z-16 Code, and some startling information-resulted. It showed that; by eliminating the factors, both frequency and severity fluctuated greatly over the period checked. It showed that their record was not the constantly improving record, and it showed that there was need of more than a new system chart to improve the safety of that industry. Arthur P. Johnson, Vice President in charge of Engineering, American Mutual Liability and Insurance Company, in the May, 1961 issue of "Standards Magazine," published by ASA very appropriately sum marizes my comments: "Statistically, the total picture is much improved; however, fatalities and serious injuries are continuing as a result of acci dents in which physical factors have not heen brought up to a safe standard. This is of serious concern to employers as well as to employees. More and more, thirdparty suits for very high damages, alleging negligence by failure to make the opera tion safe, are bring filed following industrial" injuries. In these cases, evidence of failure to comply with codes and standards can be very damaging. Accident prevention, it should be remembered, is a process of management aimed to prevent recurrence of accidents. It is urged that management use standards, especially American Safety Stand ards, as criteria for the safe control of work environment and operations." The ASA Disabling Frequency Rate is 47 1961 National Safety Congress a good measure of safety performance; the employees can understand it; management can understand it because it is die kind of information with which they are most fa miliar; the safety engineer can understand it because it establishes standards and limita tions which, if used properly, can be the greatest assistance to him in his accident prevention work. In order to play the game "according to Hoyle," we must have these standards. Devi ation from the standard makes a new game. Z-16.1 is no longer a research project It is a regular code for day-to-day safety evaluation--for active safety engineers. BSFBKBNGBB ASA Z-16-1--1954 ASA Z-16-2--1341, Parts I and II Bulletin 1149--TJ. 8. Department of Labor Injury Rates--New York State Industries Industrial Accident Prevention--Heinrich. 1341 Accident Prevention Manual. 4th Edition--1369 Standards Magazine--May, 1961 Accident Facts--National Safety Council. 1961 A MORE DYNAMIC APPROACH TO THE PREVENTION OF BACK INJURIES IN AN INDUSTRIAL ENVIRONMENT By C. F. MARTIN. M.D. Plant Physician, Electric Typewriter Div., International Business Machines Carp. Lexington, Ky. Under this "wastebasket" term--the sore back--fall many common medical diagnoses and fancy National Safety Council classifica tions. Mark Twain's remark that, "Every body talks about the weather and nobody does anything about it," might seem to apply to this sore back problem. However, as we know, this i; not entirely true. In die field of medicine there is not a single large medical meeting presented anywhere without at least one discussion centering around the mechanisms and treatment of hack com plaints. It is safe to say that almost everyone in this room has had a sore bade. For reasons of understanding, let us define some terms so that we will be better able to understand each other. First, the disabilities in the back--with concern to safety people --can most amply be divided into two classes: ____ ... ... , (1) Those due to injury. (2) Those not due to injury. Those conditions due to injury we speak of as sprains, strains, bruises of ligaments, muscles, and joints. Those not due to in jury can be wear and tear of age, or per haps inflammation of muscles or tendons, best known as rheumatism. From a safely man's standpoint, I flunk it would be important to classify bade com plaint, emphasizing four points: 1. There should be some accident or some unforeseen event which suddenly occurs or produces a definite sprain, strain, or other recognizable injury. For example, a bruise; 2. Such an accident should lead to an immediate, or almost immediate interrup tion of the ability of the bade to perform its usual work. 3. A thorough examination of the bade would reveal some sign, or demonstrate some functional disturbance. 4. This disturbance should bear a logical connection to the accident or event as re ported. The term strain indicates stress greater than that winch the supporting elements of the bade are normally able to withstand. The fleshy tissues of the bade are endowed with strength, elasticity, and vigor accord ing to the development of each individual. Wien an abnormal stress is applied, whether suddenly or slowly, and the tissues are stretched beyond their normal resistance; this gives rise to pain, soreness, and disa bility. Again, from a safety man's standpoint, occupational back strain as a result of fa tigue is not usually classified as an injury. 48 However, a quently seen When we: that an abn than the tin pair of the < sprain is a i t suddenly bee ligaments at f tom or sepai ous conditio: bflity and th linger. One of thi today is the intervertebral for some re bodies of fl its normal p upon the nei there is pai disability. Ti long-termed; Another p upon in the : is the lumbai practical tern ness in the < of the cornei This leads 1 and subseque Most med back conditio --that is, to seif. This i! use of the h port In our kx divided into tl L First, v dented oppor opening of i amine; and cc required for Not only the job, hut, mo on the job work. Observ only one waj hand; not oi peatedly at vs 2. Second ment' collecte Department c bade acdderU Industrial Subjects Sessions However, as a medical entity, it is fre were sorted and studied. Engineering meth quently seen and recognized. ods were used to devise improvements in When we refer to chrome strain we mean that an abnormal state has existed longer than the time estimated for the usual re pair of the damage to the hade. The word the mechanics of the job. Patients with back complaints were instructed individually on proper hack care and advised to tell others of their painful experiences. sprain is a term applied when a joint has These first two phases are completed, and suddenly been twisted or wrenched and the we have learned much from working through ligaments around this joint have become them. tom or separated. Sprains are a more seri ous condition than strains, and the disa bility and time for improvement are much Icoger. hr a third phase, prevention, strong em phasis must be placed on education and group participation; the effects of which will reach beyond the plant and work situ One of the most popular diagnoses made ation. today is the rupture or protrusion of the In an attempt to bring all the medical intervertebral disc This amply means that information and experience into focos un for some reason the padding between the der one study, the medical department did bodies of the vertebra is pushed out of what was called "The Statistical Evalua its normal position, causing some pressure tion of 235 Bach Cases m the Medical De upon the nerve roots. When this happens, partment, Oct. 3951--April 1960." there is pain, musde spasm, disability. Treatment for this and notable^ condition Is ............... TABLE I Total number Industrial eases................... 130 long-termed and quite involved. Total number non-industrial eaaes.............105 Another perplexing term that we come 55 per cent industrial bade Injury 44 per cent non-industrial back injury upon in the medical discussion of the back 61 cases died tor Workmen's Compensation is the lumbosacral instability; which in most practical terms means that there is a weak ness in rite cornerstone and/or the cement of the cornerstone of the base of rite back. This leads to chronic soreness, weakness, and subsequent disability. Most medical forms of treatment for back conditions are (Erected toward one end --that is, to allow the body to repair it self. This is done by restriction of the use of the back, medication, rest, and sup port. lit our location, our experience can be divided into three phases: We see of rite 235 people followed, ap proximately half were industrial injuries; the remainder occurred outside work. Of the 130 people who reported that they injured their baric while at work, 61 (or less than half) were filed on through Workmen's Compensation. It is important to remember, we were able to take care of more than half of the industrial injuries in the first aid area, using simple treatment measures. We trill say a great deal more about the fact that half of our number of cases were injured outside the Plant. 1. First; we were offered an unprece * By listing the 10 departments having the dented opportunity, by the building and largest number of cases, a finger is pointed opening of a new plant, to observe; ex to sore spots. amine; and collect data on the physical work TATtT.ta n required for a perplexing variety of jobs. Not only the physical work required for the job, but, more importantly, how the man on the job was actually performing this work. Observation such as this can be node only one way, and that is to see it first hand; not once for two minutes, but re peatedly at varying intervals. 2. Second phase: the Medical Depart ment'collected patients, while the Safety Department collected the case histories of Ten Departments Having Greatest Number ot Cases 3. Dept 166.......... 2. Dept 365 ............................ 8. Dept 720............................ 4. Dept 093 ............................ 5. Dept 175............................ 6. Dept 145............ 7. Dept 006 ............................ 8. Dept 010............................ 8. Dept 036 ............................ 10. Sept. 823............................ 11 (Assembly) 30 (Machining) 9 (Machining) 8 Ofachlnlng) 7 (Assembly) 6 (Assembly) 5 (Machining) 5 (Machining) 5 (Machining) 5 (Assembly) Totals Assembly................................. 29 Wyhjntng ............... 42 back accidents. Our data and observation n 49 1961 Sational Safety Congress In our pre-employment examination we ask the question in writing, and then again during the examination, "Have you ever experienced a sore back?" If the answer is yes, we ask, "Has this been severe enough to restrict your work activities?" Regard less of the answer, these people have been hired More recently, we have been asked these questions: Do people who have told you, at the time of pre-employment examina tion, that they have already experienced back trouble often hare recurrences? How severe will their recurrences be? Will they demand jobs that are of a restrictive nature? table m Comparison of employees who gave history of back trouble prior to employment as compared with those now ha-ring permanent physical (Class H) restrictions: 235 cases 28 permanently restricted (Class Previous history................67 Permanently restricted................... 10 When we compare the employees who gave us a history of lack trouble with tire total number who have permanent phys ical restrictions, we see that out of the 235 cases, 26 people are permanently re stricted Class IL Of these 235 cases, 57 people said that they had had back trouble. Of this 57 people, 10 people are permanently restricted (Class II)--that is 1 in 5. TABLE rv Comparison between those having previous history of back trouble prior to employment as compared with workmen's compensation cases. Previous history ................... 57 Total number compensation cases due to back complaint 61 Previous history and compensation....................... 13 (21 per cent) In this table, if we compare those hav ing a previous history of back trouble^ prior to employment; with workmen's compensa tion cases, we note: Those giving previous history were 57. Total number of com pensation cases was 61. Those giving a pre vious history and becoming compensation cases later in employment were 13 (or 21 per cent). I think it is logical to say that people with past history did substantially contribute: (1) to permanent restrictions--1 in 5, (2) to compensation cases--1 in 4. TABLE V How Long For Common Conditions Average length of treatment for muscle strain ........................ Average length of treatment for lumbosacral strain................ Average length of treatment for disc (surgical) ...................... Average length of treatment for disc (medical) ........................ 1L6 days 21.9 days 106.6 days 56.5 days In this table you will see the average length of treatment of muscle strain, of lumbosacral strain, of disc disease that de manded surgery, and of disc disease treated medically. A disc that will require surgery can re turn to some type of productive labor in three months, providing rehabilitation hap pens to be popular in your plant If the disc seems to respond to conservative meas ures (that is, without surgery), you can get him back in two months. - table VI Warning of a Pitfall Time for recovery of workmen's compensa tion cases cannot be compared with industrial hack injuries not compensated, nor with non industrial back injuries, because of the factor of severity. Those patients having the most severe, complicated, and protracted back in juries are filed on under Workmen's Com pensation. The more simple, uncomplicated back injuries receive routine supportive treat ment in the plant first aids and are not filed on. Ho comparison should be attempted. At first glance, I thought we could'com pare workmen's compensation cases with home injuries, and draw some conclusions. Safety people, management people, and now medical people must be concerned with the amount of money spent on compensation cases, and the time required for recovery of compensation cases. The time for re covery for workmen's compensation cases cannot be compared with industrial bade injuries not compensation, nor with nonindustrial back injuries, because of the fac tors of severity. Earlier, in the tables, we called your at tention to the fact that we filed on less than half of those people who had in dustrial back injuries--that is, we filed on the severe ones. We took care of the ones that were not severe and would dear up in a logical time anyway. So, those pa tients having the most severe, complicated, and protracted back injuries were filed on under Workmen's Compensation. `Die more simple, uncomplicated back injuries received routine supportive treatment in -the plant 50 i 1 first rids and parison should Average I Ooi Muscle strai Disc ........... Lumbosacral Average I Industrial Bad Muscle strai Disc........... Lumbosacral This table w facts (another not as a comp: ment of compel de strain, disc, for the averag* dustrial back is may give us a of severity. I Industrial . Compensal No compe Non-industri Now to be view our expi refers to some been re-injured at our gentle dustrial is now From experi iiavc come to SAFET1 Safety D: 1 One of tht \ America today an organizatioi members. Thoi join this dub objects too he to lift proper! membership. It than it does : shoe. Admissioi Industrial Subjects Sessions first aids and were not filed on. No com' parison should be attempted. T-ATtr.K VU Average Length of Treatment of Compensation Cases Muscle strain ....................... 21.6 days Disc ........................................ 73.3 days Lumbosacral strain ............. 31.6 days Average Length of Treatment of Industrial Back Injuries Mot Compensation Muscle strain ....................... 7.1 days Disc ........................................ 5.8 days Lumbosacral strain ............. 10.9 days This table we present as a composite of facts (another warning of a pitfall) and not as a comparison: The length of treat ment of compensation cases varies for mus cle strain, disc, and lumbosacral strain, also for the average length of treatment for in dustrial back injuries not compensated. This may give us a picture, or perhaps an index of severity. TABLE VIII Back Coses I960 Recurrent Industrial ............................... Compensation filed............ 15 Mo compensation filed .... 4 Mon-industrial........................ 19 28 47 Now to be up-to-date, let us briefly re view our experiences of 1960. Recurrent refers to some of our old buddies who have been re-injured and need further treatment at our gentle hands. Please note that in dustrial is now 19 and non-industrial 28. From experience and from analysis, I Iiavc come to believe very firmly in the TABLE IX Keto (Acute) Cases Industrial ..................... Compensation filed .. No compensation .... Non-industrial ............ 29 20 Total cases 1960 .......... 132 Industrial ................. 68 Mon-indU3trial.......... 64 49 36 85 third phase. You can see from this presen tation that half of our back injuries hap pened in the plant and half away from work. So if we set about and spent all our time correcting all of 'the conditions in the plant that might cause any back trouble, and if perfection were reached, we would be able to show only 50 per cent improvement Certainly we should--and we have--through individual training and through improved engineering techniques on the job, attempt to help this 50 per cent To achieve real success in the saving of manpower and in the lessening of pain and morbidity, we must have a group col lective action. We propose to do this through an educational program of lectures (berth medical and safety) and through printed material sent out with the plant newspaper and through management conference. We must train these people In groups, teaching them the mechanism of their back and the care of this system, and doing this in such a way that they will carry it from work and into their lives at home. This has been the problem, the analysis, and the proposed answer. SAFETY'S ROLE IN PREVENTING BACK INJURY By CHARLES W. BOGGS Safety Dir., Electric Typwriter Div., International Business Machines Corp. Lexington, Ky. One of the fastest-growing clubs in America today is the "Aching Back Club," an organization with millions of reluctant members. Thousands of industrial workers join this club every week by trying to lift objects too heavy for them or by failing to lift properly. There's no waiting for membership. It takes no longer to qualify than it does to bend over and tie your shoe. Admission is free. Many safety people are of the opinion that back injuries will occur regardless of what they do, so little is done to eliminate the cause of these injuries. There are causes, though, that can be eliminated. In tackling this problem at our plant, the first thing I did was to make a survey of all our compensable back injuries from Jan uary, 1957, through December, 1960. From this survey we found that our assembly 51 1961 National Safety Congress area accounted for the greatest number and operation where the typewriter had to be f that lifting typewriters from the work lifted twice; once to put the cover on and bench to the monorail conveyor or vice then again to be put back on the pallet versa, was our leading cause. The next two after the cover was installed. Because of leading causes, lifting pans of parts and, the design of the new covers it was hard handling machine fixtures, etc. occurred in to get a firm grip on the typewriter when our machining area. After reviewing all the lifting it bade on the pallet facts and figures we decided to concentrate As a result of a suggestion submitted our efforts in these areas. by an employee performing this operation A typical work statical on our assembly the pallet used to transport the typewriter line has the work bench and roller con on the rolled conveyor was changed and veyor the same height with a monorail con locating stops were installed on the bench. veyor directly above the roller conveyor. This eliminated all the lifting, as the pallet The carrier on the monorail is located 45" is now pulled off the roller conveyor to from the floor. When handling, the type the bench, cover installed, and pallet and writer has to be held away from your typewriter are slid bade in the conveyor. body with the heavy part (motor area) away from you. There is a reason for this and it was one of the bad things about our original arrangement. To keep the type- bars in proper alignment the operator .has to keep the keys away from him when han dling. Following the typewriter on through the line we realized that we had one more area that required a lot of lifting, our packing area. Here four people were required to lift all the typewriters that came down the .assembly line. A change was made in the layout of. this area whereby only one per This type of assembly line has been basi son was required to lift but this person cally the same since 1956 when our plant had a lot more lifting to do as he had to was located in Kingston, N. Y. As a result lift each typewriter and place it in a carton. of a study made there by the Liberty Mutual Insurance Co. we lowered the monorail con veyor 3 inches when we set up our new line at Lexington. We also became more conscious of the placement of people in re gard to tlie location of female employees along the line. We realized this was a problem at the time the layout change was made, so a tem porary lifting derice was installed. Now the operator would not have to lift the typewriter. This operation has been changed so that the operator now lifts only the car ton (one pound) instead of lifting the type You will recall that our leading cause of writer, which weighs approximately 50 injury was lifting the typewriter to or from pounds. This device was designed by our the monorail conveyor. engineering department and built by our We found that the main reason for tins apprentice toolmaking school. three feet hi below bis ell the height of materials banc that equipmen baskets. With the operator n to his bench, the parts are the parts ant for tiie next parts on smal line on the rt mg involved basket from 1 moving the < meat can be r to bench heigl Before we would like to Our plant enj department h chairs, so tba and most con tions. In the mad material-handi ing, but we s manually in tl from our sui of trouble hei Although we weight (pan 75 pounds, w< this was ban weighed as m most cases i but because i was that employees were not following good The only other area in our assembly op bring used it lifting practices, such as waiting for the erations that had given us any trouble at to stay withii typewriter to be directly in front of them before removing it, and were not tartung their feet, but only their bodies. all was a sub-assembly operation that re quired an employee to lift power frame baskets weighing approximately 40 pounds We had to naturally tool result of an Realizing that as long as employees had from a skid. Although these baskets aren't I machining-, to lift the typewriter we would continue to have injuries, we took our problem to plant engineering. In the fall of 1960 a "push along line" was installed into one of our three assembly lines. This initial instal lation was put in an area where most of our back injuries were occurring: We haven't had a compensable back injury in this area since the installation of the new line. too heavy, they sometimes stick, and an employee lifting the top basket is lifting above his elbow height One of the recom mendations made by Liberty Mutual In surance Co., in the survey mentioned earlier, was that a person should not have to lift repeatedly above their elbow height (The range of elbow height is given as between 34 inches and 45 inches,' the average being | 1 personnel, a put into use. container full not exceed th up less floor : Lifting pro have been so veyors, and ai In January of 1960 we came out with a new model typewriter called the model C We were soon having injuries at our cover 40 inches.) For this reason, the first thing we did was restrict the height of these baskets to In one ins back pain bee he had to a -52 Industrial Subjects Sessions three feet high. Now the employee lifts operation. Investigation showed that he spent | below his elbow height. After restricting most of his time in a bent position. This ' the height of the baskets we went to our was solved by raising the saw and table materials handling department and requested so he could work more comfortably. that equipment he purchased to handle'these Another source of help that may he over baskets. With the equipment now in use looked is the purchasing department Many the operator moves die skid of three baskets purchased parts remain in their original to his bench, performs one operation while container until the parts are used, so the the parts are in the basket, then removes container has to be handled somewhere along the parts and places them on his bench the line. By having the purchasing depart for the next operation. He then places die ment notify vendors to ship parts in smaller parts on small pallets to be moved up die containers, keeping the total weight around line on the roller conveyor. The only lift 75 pounds, it is posable to handle these ing involved now is removing the empty containers without too much difficulty. basket from the top of the pile. After re* moving the empty top basket the equip ment can be raised bringing the next basket to bench height. Before we leave the assembly area, I would like to mention the chairs used here. Our plant engineering, medical, and safety department investigated several styles of chairs, so that we might select the safest and most comfortable chair for our opera tions. In the machining area, we have the usual material-handling equipment used when lift ing, but we still have to lift many articles manually in the course of a day. We found Here's an example of what I'm talking about We used to receive main springs in cardboard barrels that weighed 300 pounds each. We now receive them in cardboard cartons, weighing 74 pounds. Each carton contains four smaller boxes weighing 18 pounds each. Although the cost of the springs were increased slightly, we eliminated many handling problems in the plant that more than overcame the increased cost In trying to solve our hack injury prob lems we followed three baric steps: 1. Recognized that we had a prob lem. from our survey that the biggest source 2. Analyzed the problem for the of trouble here involved the lifting of pans. how, when and where. Although we have a rule that the total 3. Used one of the Hs of safety-- weight (pan and parts) are not to exceed Engineering. 75 pounds, we found some instances where \ this was bring overlooked, and some pans Now we come to another E of safety ) weighed as much as 150 to 200 pounds. In and one I believe to be the most important most cases the rule was bring followed, but because of the size of the container bring used it could only be filled partly --Education. As I pointed out in the be ginning, people can become members of the "Aching Back Chib" without too much to stay within the 75-pound limit difficulty. We can find out all the statistics, . take care of all the engineering problems, We had to use more containers, which and people will still hurt their hades if they naturally took up more floor space. As a don't understand the problem. Therefore we result of an investigation carried out by have to educate them, and this is what Dr. machining, safety and material handling Martin and I have been working on. We personnel, a smaller container has been have taken small groups of employees from put into use. Now we can fill the smaller the high-injury areas and, by using slides, container full, and with most parts it will we have discussed the baric structure of not exceed the 75-pound limit It also takes the back, how it works, and the importance up less floor space. of good posture when sitting at a work Lifting problems in the machining area bench. We feel that if the employee has a have been solved by the use of belt con chance to see how his back is constructed, veyors, and air lifts. and what it can and cannot do, they 'will In one instance an employee developed be more conscious of good lifting habits. back pain because of the awkward position Education must not stop at the plant gate. he had to assume while performing his We know from experience that if we dimi- 53 ) 1961 National Safety Congress nate ail the problems in the plant we would still be left with 50 per cent of our prob lem because of the back injuries that occur off the joh. Therefore it is important that we extend our education program into the home. Even though many believe that the back problem is here to stay and there is nothing we can do about it, I hope I have been able to give you some idea of what can be done if you really want to lick the problem. HUMAN ENGINEERING AND MATERIAL HANDLING SAFETY By WILLEM S. FREDERIK, M.D,, PH.D., M.S.LH. Director of Research and Development, Research Center, Liberty Mutual Insurance Company, Hopkinton, Mass. Lecturer, Harvard School of Public Health, Boston, Mass. "Human Engineering" in its broadest meaning, or to use the modern term "Ergonomics," aims at the optimum use of the human bring to serve the community and the individual in the best possible way. Ergonomics is the science which studies the "laws of work;" emphasizing the capabilities and limitations of mankind, physically as well as mentally. Technical developments are often so far advanced that the capabilities of the user, rather than the potentialities of his equip ment, limit the performance of the two working together. Disregard for the human limitations results in an alarming number of fatalities and injuries caused by his own inventions. Because accident prevention is our goal, recognition of the pathological man--artificial environment relationship is paramount in order to undertake steps to cure the situation. The industrial hygienist, safety engineer, physiologist, psychologist, industrial physi cian, traffic engineer, law maker, and gadgeteer, just to name a few, have in many instances devoted a lifetime to making the artificial environment a safe place in which to live. However, the magnitude of loss payments prove that much more ought to be done. The problem is basically simple: we have obviously a mismatch between man and environment and we must do something about it to improve the situa tion. Ideally, we first must know man, machine, and environment before we can even try to match them. The modern approach to this problem is basically to adjust the machine or the artificial environment to man and not man to the machine or environment The latter approach may be acceptable to the armed forces where the human criteria, out of necessity, are different from peacetime standards. The artificial environment and the machine are secondary to man. Disregard for this basic human requirement will create a health hazard. Research, as I see It must and can contribute in a significant way by gaining knowledge necessary for the appli cation of the principles of Ergonomics. Ac ceptance of the fact that better understand ing of accident causation will result in better accident prevention, is of extreme impor tance to. our society. The ultimate goal of Ergonomics is the determination of work procedures, machine designs, and cmironmental controls that will result in loss pre vention. It seems to me practical to concentrate safety research activities to a certain degree to those areas which have proven time after time to be significant accident producers. These areas can be selected simply by studying national accident figures, or our own statistics. A recent study made by our loss prevention department over a period of two years reveals e.g. that 23.8 per cent of all high cost workmen's compensation acci dents are rriated to manual materials handl ing and are responsible for about 20 per cent of the total cost These figures indicate the need foi tion of acc pulling, lift! etc The plant engineer, w could supply questions si average raai daily allow woman? Is pulling? \V between the weight of i Many of tl today becau tools are av; It is my demonstrate proven to 1 study -of sc material bar One of th gist interest to measure portance of good deal o. an instrumc efficiency n commercial^ like to disci the "Diffcre us to obtar termination gas mixtur evaluation o dency. Description meter In cqnsid method to c and qualitati logical to characteristic degree, or e gases. Ther combustible flame seems this reaction oxygen in i Furthermore accompany c a variety of uranents. Tl in such a wa Industrial Subjects Sessions , the need for better understanding of causa* of the gas sample is correlated with the | j don of accidents as a result of pushing, chemical or physical characteristics meas pulling, lifting, bending, twisting, carrying, ured. etc. A priori we did not expect satisfactory The plant physician, as well as the safety results from a method in which the heat engineer, would be greatly helped if we production of a flame would be affected by could supply him with answers to numerous minor changes in the oxygen concentration questions such as: How much can the in the environment of the flame. One may average man lift? What is the maximum expect that the limiting factor for the com daily allowable energy expenditure of bustion under these circumstances will be woman? Is pushing more efficient than the rate of supply of combustible material pulling? What is the proper relationship rather than the concentration of oxygen in between the slope of a ramp and the total the sample. weight of the hand truck and the load? Many of these questions can be answered today because the research procedures and tools are available. To make oxygen the limiting factor in the combustion we simply can "reverse" the flame. Because combustion is a physico chemical process in which the combustible It is my privilege to discuss and to component is as essential to the reaction demonstrate a method which has been as the oxygen, it makes no difference proven to be of great importance in the whether a combustible gas bums in an study of some of the human factors in environment of oxygen or whether oxygen material handling and equipment design. burns in an environment of combustible gas. One of the favorite tools of the physiolo* gist interest in ergonomics is his equipment to measure metabolism. Because of the im* portance of this equipment; I have spent a Therefore, if we were living in an atmos phere of hydrogen, we would call oxygen a combustible gas and the gas company would supply our gas ranges with oxygen. good deal of time and effort in developing By utilizing a reversed flame for the de an instrument which will measure work termination of the oxygen content in gas efficiency more satisfactorily than most samples, it will be posable to produce heat commercially available equipment I would in direct proportion to the oxygen content like to discuss this new instrument, called of this sample. In order to obtain this the "Differential Flamoxymeter." It enables direct relationship, one most provide an us to obtain an accurate, continuous de excess of the combustible gas in the environ termination of the oxygen concentration in ment and at the same time one must keep gas mixtures, information basic to the the flow of the sample gas toward the evaluation of metabolism and human effi flame at a constant rate. Under these cir ciency. cumstances, the instrument is specifically Description of the Differential Flamosymeter In considering the development of a method to determine oxygen quantitatively and qualitatively in gas mixtures, it seems logical to utilize chemical or physical characteristics of oxygen, which are in degree, or essentially, different from other gases. Therefore, the fast oxidation of combustible substances as it occurs in a flame seems especially appealing because sensitive to oxygen and not to other gases. Notwithstanding the simplicity of the prin ciple of the reversed flame it was found to be extremely time consuming to develop an accurate, sensitive; and practical instrument for the determination of the oxygen content in gas samples. A differential method, using two flames, was chosen because it bad some advantages over the utilization of a single flame, as will be explained later. this reaction does not take place without As combustible gas, hydrogen was found oxygen in the majority of circumstances. to he the best environmental gas of the Furthermore, the physical phenomena which group tested and has been used without accompany combustion will provide us with experiencing any difficulty. FIGURE 1 pre a variety of choices for quantitative meas sents a sketch of the essential parts of the urements. The instrument must be designed Differential Flamoxymeter. Chamber A is in such a way that the oxygen concentration kept under a constant low vacuum by means 35 1961 National Safety Congress M Figure 1--Schematic drawing of the "Differen tial Flamoxymeter." A. combustion chamber; B. vacuum pump; C. critical orifice; Di. Dx. bornera: Ei. Ex. capillary tubes for air sam ples; F. capillary tubing for hydrogen; G. pressure mease tubing for hydrogen; J. manometer; K. Kx. quartz windows: Zo. Ia, thermistors; M. battery; Nx. Nx. resistors of Wheatstone bridge; P. galvanometer; Xtu Ex. pressure release tubes for air samples. of vacuum pump B. The gas Sow toward pump B is kept constant by utilizing a critical orifice C. Di and D* are the burn ers for the reversed flames. The air flows toward the burners Di and Dr. is mainly a function of the atmspheric pressure P, the pressure within the combus tion chamber A, and the resistance of the capillarj' tubing Ex and E*. A constant flow of hydrogen enters chamber A through the capillary tubing F. Because the instrument is very sensitive to variations in flow, the pressure of the incoming hydrogen and sample air at the entrance to the capillar}' tubes must be constant The hydrogen is taken from a tank of compressed gas. In order to supply this gas at a constant pressure to capillary tubing F, the gas is supplied to an open tubing G. The excess of hydrogen is simply burned at the end of this tubing. A small part of the hydrogen in tubing G is drawn through capillary F towards the combustion cham ber A. The same method is used for the air samples supplied through R> and Rx toward capillaries E> and Ex- The capillary tubes F, E< and Ex, as well as the critical orifice C must be kept at a constant temperature to assure good flow controL Opposite the two flames are two quartz windows Kx and Kx mounted in the wall of the combustion diamber A. The infrared energy radiated from the two flames is measured through the windows by means of two matched thermistors Lx and Lx- The thermistors form two arms of a Wheat stone bridge.* A variation in the oxygen concentration between samples supplied to flame Di and D> will cause an unbalance of the Wheatstone bridge. The signal coming from the bridge is amplified and fed into a chart recorder. Because the degree of unbalance of the bridge is related to the difference in oxygen concentration of the two samples, the mag nitude of the signal coming from the bridge is an indication of the oxygen concentration of the gas fed into die "test" burner If the "reference" burner is supplied with a known gas mixture For the "reference" gas mix ture, we normally use outdoor air. The analysis apparatus described is the most important component of an instrument designed to measure metabolism continu ously. FIGURE 2 presents a schematic drawing of the various additional parts es sential to this kind of measurement A motor driven constant output pump draws outdoor air through tube A, via valve K to mask J. The plastic expansion hag 1 pro vides temporary room for extreme expira tions. The valve K closes if the exhaled air exceeds the capacity of the pump. The dry and wet bulb thermometers E and F enable us to determine the partial water vapor pressure of the air passing through the mask. A calibrated flowmeter D meas ures this air flow. The valve X is used to make corrections in air flow during an experiment An additional low capacity double piston pump Fx and P* samples au dited by means of absorbers N, and Nx. The absorbers are connected with the open tubes Ox and Ox- Thermistors Vi and Vi are ex posed to the radiation from the two flames passing through the quartz windows. The thermistors Vx and V> are brandies The variations in infrared radiation of the flames can be measured in many ways. At the present time, we are experimenting suc cessfully with two matched lead sulfate cells, on which we project, by means of a single quartz lens, the images of the flames. 56 Figure 3--Sch' thu Ftamoxyi as used for 1 metabolism (< door air; K, Ir.esepxirpaatnosryionat wet thermom manometer-flo valve; Pi. Pi sample dryers for air 8am] "reversed" fla hydrogen; V,, able resistors tery; G, D.C. line-sample" r and vacuum p FIGURE S--E of Metabolivn are as follow pump, flownu thermometer, meter (air at corder. D. Tat 1--Baromete Industrial Subjects Sessions of the Wheatstone bridge schematically shown in Fig: 2. The indicating meter G is actually a D.G amplifier and recorder. Resistors Ri and Rj may be varied which enables us to adjust the "zero line" of the recording meter. The amplifier is equipped with a four step-gain control in order to vary the sensitivity range of the analyzer. The valve M supplies the "test" burner Si with outdoor air or with sample air coming from mask J. The "reference" flame Si receives dry outdoor air continuously from pump Pi. With the valve M in the position shown in Fig. 2, the difference in heat production of flame Si and Si is related to the oxygen consumption of the test person. Therefore, the current passing through meter G is proportional to the rate of metabolism of the subject breathing through mask J. The temperature, relative humidity, barometric pressure, and volume of the air pasting through tube A are all factors playing a role in the final calculation of the metabo lism. The latest model of the Differential Flamoxymeter (FIGURE 3) which I am demonstrating today is especially designed for use outside our laboratory. It records the energy expenditure of the worker im mediately and exactly, compensating semiautomatically for variations in the tempera- FIGURB S--Equipment for the Measurement of Metabolism--The four basic components are as follows: A. Analogue computer, air pump, flowmeter, barometer, wet and dry thermometer, and timer. B. Oxy-combusUometer (air analyzer). C. Amplifier and re corder. D. Vacuum pump. 1--Barometer; 2--Bimetal wet thermometer; 3--Bimetal dry thermometer: 4, 5. 6--Manual setting of barometric pressure, wet and dry thermometer for analog computer (computer inputs): 7--Flow correction indicator (com puter output); 8--Flowmeter; 9--Manufsl flow adjustment; 10--Timer and timer indicator: 11--Ignition coil for reversed flames; 12Bridge balancing potentiometer; 13--Vacuum gauge for combustion chamber. 57 1961 National Safety Congress ture, pressure and humidity oi the patient's that his "rest" metabolism is about 75 air. This is accomplished by means of a Calories per hour. This value is somewhat simple analog-computer in which we feed larger than his so-called "basal metabolism." manually three variables: (1) Barometric The basal metabolism is to compare with pressure, (2) Dry bulb temperature and (3) the energy expenditure of an idling engine. Wet bulb temperature. The meter reading It is more realistic to calculate the efficiency of this computer indicates the air flow cor of work after the basal metabolism has rection necessary to compensate for the been deducted from the measured energy deviations from "standard" conditions of expenditure values. the patient's air. (Dry air at a temperature of 0 C and 760 mm Hg). Under these circumstances the patient's air supply is the equivalent of e.g. 3000 liters of air per hour, at 0 C temperature and 760 mm Hg pressure. The fiamoxymeter indicates the percentage changes in oxygen in this standardized air flow, which now becomes an absolute meas ure of the volume of oxygen (under stand ard conditions) consumed by the test person per time-unit. Accepting a fixed respiratory quotient, which is permissible in metabolism determinations, based upon oxygen uptake, we now can express the difference in oxygen concentration of air going towards the patient and of air coming from the patient, in calories per unit of time. We are now ready to start with the actual lifting experiment We will notice that our instrument shows an almost im mediate increase in energy expenditure, but we also will notice that it will take some time before a steady state has been reached. The total energy expenditure reads now a constant value of about 120 calories per hour or about 45 Cal/hr after deductions of the rest metabolism. We previously calculated that the actual output is ap proximately 2.9 Calories per hours: An etticiencv of only -279. x 100=6.4 per cent. 4a We now'will repeat this experiment, varying only one factor and see what will happen to the efficiency of this test person under these circumstances. This a priori correction of air flow makes time consuming calculations after the ex periments are terminated, unnecessary and this is especially advantageous for field trials. In the previous experiment, we placed the box on a table which is about 30" high. The lifting took place, therefore, between 30" and 42", as measured from the floor. As T have mentioned earlier, I would like to demonstrate to you the importance of the evaluation of energy expenditure in the study of materials handling problems. I have chosen, as an illustration, a very simple lifting experiment in which my as sociate will lift a box weighing 10 pounds every 4 seconds over a vertical distance of 1 foot. If he continues to do this work for 1 hour, his total work output will be 60 x 15 x 10 x 1=9000 ft./lbs. or about 2.9 Calories per hour. In the second demonstration, my assistant will lift the same box at the same frequency and over the same distance of 1 foot, but starting the lifting from the height of 18" from the floor. The external work is still as in the first experiment, 9000 ft/lbs. or about 2.9 Calories per hour. The Differential Fiamoxymeter, however, indicates in the second test a higher energy expenditure and we read now a total metabolism of about 170 Cal. per hour. After subtracting the rest metabolism we find that the cost of this work is about 95 Cal. per hour. The efficiency We will see that his energy expenditure (to compare with "input") far exceeds this is now reduced to ^2 9 x 100 = about 3 per output value, because the human engine has cent a relatively low efficiency. The human effi ciency, however, is not a fixed value and its magnitude depends np<m a multitude oi factors, some of which we will discuss today. This simple demonstration reveals the importance of the area in which materials handling takes place. If time permitted also to vary the weight of {he box, we could demonstrate that the efficiency of lifting First we will "hook up" the test person could be made about 8J4 per -cent by in with the Differential Fiamoxymeter while creasing the weight of the box to about 40 he is in sitting position, and we will notice pounds and by starting the lift at approxi- 58 i ; J i \ i < ; , i i = ] | \ ] \ l mately 4 fee such as sex, : are purposely This type human effideti ties has an i stances are sel This means output, certair. factors influer men. One of in which man SAFE H Radioactive increasing a{ modern indut bare radioisc a strong pos the near futi to talk about as safety er with when th The probb topes may be factors: remc ard to lovve: the hazard. Any progran be reviewed > controls in th< A recent n culated mag: lustrates the system. Alai coiitamihatio: laboratories ; contaminatioi by a gradua to calibrate g old physics b to be contai and a decon dian Army v sequent inve labs had beei Industrial Subjects Sessions \ mately 4 feet from the floor. (Variables } such as sex, age, body weight, height, etc., are purposely excluded from this table.) This type of studies reveal that the human efficiency for many industrial activi ties has an optima! value if the circum stances are selected correctly. This means that independent of the work output, certain design-environmental-or other factors influence the energy expenditure of men. One of our goals is to find situations in which man works at this tep physiological efficiency or, in other words, expends the least amount of energy for his daily in dustrial physical work. This approach will reduce fatigue and stress, and consequently, injuries related to fatigue and stress. Much work has to be done in this field before we will notice the full effect of Ergonomics on the reduction of losses. It is my firm belief that ergonomics will be of great help to the army of safety experts in their battle against our mutual enemy--accidents. SAFE HANDLING OF LOW LEVEL RADIOISOTOPES By E. R. HARRIS Safety Eng., Missiles & Vehicles Dept, General Electric Co. Philadelphia, Pa. Radioactive materials continue to find erford and his associates between 1S99 increasing application and acceptance in and 1907. modern industry. If you presently do not have radioisotopes in your plant, there is a strong possibility that at sometime in the near future you will. We are going to talk about some of the problems you, as safety engineers, will be confronted with when that day arrives. Lord Rutherford conducted much early research in radioactivity and is considered to be the father of atomic physics. In those early days little was known of the harmful effects of radiation, and a more relaxed view of laboratory cleanliness and order was permitted than could possibly The problems oi control of radioiso be tolerated today. The legacy of Lord topes may be reduced to essentially three Rutherford's work habits has suddenly factors: removal, or reduction oi the haz been handed down to us; and it points ard to lowest practical levels, guarding out a condition which we will not be per the hazard, and protecting the worker. mitted to pass on to our grandchildren, Any program to use radioisotopes should even accidentally. The law and common be reviewed with the intention of applying .sense now dictate that you maintain strict controls in the above order. control over the use of radioactive ma A recent news note in a nationally cir terials. culated magazine (Life, 9-22-61) best il Radioactive materials, may appear in lustrates the need for an adequate control your plant virtually unannounced. L'sually system. Alarming amounts of radioactive in micro-microcurie amounts incorporated contamination were discovered in a dozen in devices having little, if anything, to do laboratories at a Canadian university. The with radiation work. Certain wave guide contamination was accidently discovered tubes used in radar installations are an by a graduate student while attempting example. Radium 226 is not covered by to calibrate geiger tubes in the university's the Atomic Energy Act of 1954, and de old physics building. Lab after lab proved vices containing this material often only to be contaminated. University officials require registration with the proper state and a decontamination unit of the Cana authority after being received. What con dian Army were rushed to the scene. Sub trol measures do you have which notify sequent investigation disclosed that the you when such materials are received? I labs had been used by Ernest Lord Ruth am not implying that presence alone con- 59 1961 Natiotial Safety Congress stitutes a hazard, but rather that a lack Selection of suitable personnel who will Constant si j of knowledge of intended uses of these work directly with radioisotopes is of the devices; and more important, their ulti utmost importance. Every effort must be list of genera protection is mate disposition may indeed constitute a made to provide for employment of indi be especially hazard. viduals who are mentally and physically pressure from Obviously the need for concern is great est when you become involved in pro grams deliberately designed to utilize radioactive materials. These programs usually require licensing by the Atomic Energy Commission. Meeting the require ments of the A.E.C. at the time of appli cation does not insure the elimination of problems after the actual work has suited for this type of work. The medical department should establish standards for physicals at employment and determine the need for periodic re-examination. A positive system for reporting and clini cally observing actual or suspected overexposures to radiation is indicated. Training programs and information courses are needed which will provide done, you cai worker to alv ciples of radi have as short exposure to : anywhere net true facts in 1 distorted bef learned, or ec started. The Commission, in Washington, personnel with an understanding of the Research la can only act on what it reads, you must hazards associated with handling radio complex ra act on what you observe first hand. The isotopes. All personnel should be trained straight indu forms in which radioactive materials will in emergency procedures, including the j will describe appear, and the uses to which they can use of radiation detection instruments. laboratory. be put are limited only by the imagina Emergency procedures should be clearly The Atomi tion. The amount of control required may written and posted. To reduce the possi 10 -- Part. 3 vary, but one thing is certain, a system bility of misunderstanding concerning the among other must be established which will permit the 'handling of radioisotopes a separate and established " required flexibility to do the job without distinct series of safety standards should prove, in ad' sacrificing safety requirements. Reams of material have been published documenting the potential hazards asso ciated with the handling of radioactive materials. More reams of material--laws --have been published purporting to ef fectively control the use of radioisotopes and reduce hazards to acceptable levels. It is not my intention to discuss these laws, but rather to indicate how, within the framework of the law, an effective radiation control program can be adminis tered. An effective radiation control program requires the issuance of a policy statement of intention to control radiation. The statement should contain nothing which might later be subject to interpretation, and it should fix responsibility for con trol. Of uppermost consideration should be the health and welfare of employees and the public. All else is secondary. be adopted and enforced. No one should be released for isotope work until he has demonstrated an understanding of the established safety requirements. Documentation of all occupational ra diation exposures is necessary. It is of utmost importance that these records be accurate and up to date. Individuals trans ferred from other companies should be required to supply documented previous radiation histories. An alternative to this is to assume that the individual has re ceived the maximum allowable amount according to his age. The importance of always wearing personal monitoring de vices cannot be over-emphasized. Film badge programs are usually best administered by outside concerns who specialize in this field. They are usually prepared to provide rapid, accurate ex posure records and, in addition, provide legal responsibility for their determina tions. ; ) i isotopes, pro] appointed a r will advise oi assistance on. The commi and maintain health stand have absolut matters con isotopes, anc request for t such use wou The committ of the relath The plant representativi and a special members of doctor is res; maintaining his presence adherence to of all probl Effective control of radiation begins in Within the limits of whatever security Safety Engit the design stages of the facility or equip restrictions you may have imposed upon of sound safe ment A knowledge of the type and you, it will be to your advantage to keep short-cut to ; amount of radioisotopes to be used, and the appropriate civil authorities in your This trick is the effects that this will have on location, community posted. If the local fire com radiation as y environmental restrictions, shielding and pany were to respond to an alarm una tives of the handling requirements is necessary. Here ware that it might have to deal with supply speda is the place to provide as much built-in radioactive material, considerably more problems wh: safety as possible. harm than good could be the result. come to light ; 60 i .1 3 r Industrial Subjects Sessions \ Constant surveillance would finish the ) list of general requirements. If radiation protection is to be your responsibility, be especially alert in this area. Under pressure from all directions to get the job done, you can't depend on the individual worker to always adhere to the best prin ciples of radiation safety. Few accidents have as short a reaction time as an over exposure to radiation. Even fewer have anywhere near the publicity value. The true facts in the case can easily be lost or distorted before anything worthwhile is learned, or corrective measures taken. Research laboratories usually have more complex radioisotope programs than straight industrial application users. I will describe the program of one such laboratory. The Atomic Energy Act of 1954, Title 10 -- Part 30, paragraph 30.24 requires among other things, that a committee be established "which will review and ap prove, in advance of purchase of radio isotopes, proposals for such uses and has appointed a radiological safety officer who will advise or be available for advice and assistance on radiological safety problems." The committee's purpose is to establish and maintain accepted radiation safety and health standards. The committee must have absolute authority to pass on all matters concerning the safe use of radio isotopes, and to reject or modify any \ request for their use if, in their opinion, / such use would jeopardize these standards. The committee does not sit in judgment of the relative merits of the work itself. The plant physician, safety engineer, representatives of the various departments and a specialist in radiation protection are members of the committee. The medical doctor is responsible for establishing and maintaining a sound medical program and his presence on the committee insures adherence to strict medical consideration of all problems. The presence of the Safety Engineer prevents the sacrificing of sound safety principles as an expedient short-cut to a fast solution to a problem. This trick is not unique to the field of radiation as you well know. The representa tives of the various departments often supply special knowledge which eliminates problems which otherwise would not have come to light until too late. The work horse of a safety committee is the radiation safety specialist who should be someone technically qualified to give advice in this area. In addition, his duties will include most or all of the fol lowing: 1. Provide initial contact service for in dividuals wishing to use isotopes. 2. Discuss the overall program, evalu ate the potential hazards, and provide necessary information to insure selection of proper isotopes by balancing radiation safety and health requirements against the job to be done. 3. Determine the background and train ing of the requester, with regard to pre vious isotope experience. 4. Provide for instruction as the case may indicate. 5. Examine the area in which the work is to be performed, and evaluate the po tential hazard with regard to area per sonnel, equipment and environment 6. Outline the personal protective equip ment which will be necessary for the job. 7. Outline the work procedures insofar as radiation protection and waste disposal is concerned. 8. Supply necessary guidance for radia tion requirements to be included in the formal request 9. Arrange for full isotope group meet ing to consider the problem, supply copies of request in advance of meeting for ade quate consideration. 10. Record minutes of meetings. 11. Order radioactive materials. This is the only person authorized to do so. 12. Receive materials; again, the only person who can do so. 13. Store materials in a tamper-proof area. Test for leaks. Maintain inventory records. ......... 14. Distribute radioactive materials as needed; label containers, areas, equipment. 15. Perform startup and regular sur veys to insure proper procedures are being followed. 16. Dispose of radioactive waste through government-authorized channels. 17. Maintain correspondence with AEC and state boards. 61 1961 National Safety Congress 18. Keep the full committee informed of all happenings of interest in this area. 19. Maintain radiation exposure records. 20. Conduct environmental surveys as indicated by the type of work performed. 21. Maintain professional contact with experts in the field. 22. Maintain contact with professional societies to insure knowledge of advance ments in the field. The committee's responsibilities cannot be overestimated. A decision to permit the use of isotopes is not lightly made, and cause for concern exists right up to the time that the material is finally dis posed of. In every field of endeavor the problem of dealing with people is important This is especially true where you start talking radiation. The individual requestor often feels that you are being unnecessarily re strictive; you're standing in the way of progress. His associates in adjacent areas feel that you're too liberal and aren't ex ercising sufficient control. The manager is concerned with increased costs. Everyone wonders why so strict medical require ments if every'* f is so darned safe. And finally, if t.**. project gets big enough. the community starts to wonder about ail that radiation floating around. The solution to the problem of radia tion lies in strict control of all sources of radiation and their use, based on current laws, and an understanding of the pres ently accepted theories of effects of radia tion. References A complete list of useful publications would fill a book: however, the following should prove useful to anyone about to become in volved with the use of radioisotopes: Federal Register (reprints) Title 10--Atomic Energy. Chapter i. Farts 20. 30 & 31, DSAEC, Washington 25, D. C. Handbook 48: Control & Removal of Radio active Contamination in laboratories, Na tional Bureau of Standards. Handbook 51: Radiological Monitoring Methods and Instruments. National Bureau of Standards. Handbook 59: Permissible Bose from Ex ternal Sources of Ionising Radiation, National Bureau of Standards. Handbook 73: Protection Against Radiation From Sealed Gamma Sources. National Bu reau of Standards. Safe Handling of Radioisotopes. Safety Se ries No. l (1958). International Atomic Energy Agency, united Nations, New York, N. Y. Safe Handling of Radioisotopes. Safety Se ries No. 2 (I960). International Atomic Energy Agency. United Nations. New York. N. Y. Radiation Hygiene Handbook. Hanson Blatz, McGraw-Hill. SAFETY RULE ENFORCEMENT--A KEY TO ACCIDENT PREVENTION By RICHARD R. WILEY Safety Eng., Bethlehem Plant, Bethlehem Steel Corp., Bethlehem, Pa. In all of the many diversified activities of a large industrial organization like our Beth lehem Plant of the Bethlehem Steel Co., there are certain common baric principles. One of the most important is the principle that work should be done without injury to personnel. And one of the important ele ments in carrying out that principle Is the development and enforcement of safety rules. The rules themselves are necessary, but un less they are followed--and followed con sistently by everyone--they are simply a nice expensive collection of words. Making sure the rules are followed is what is meant by `'enforcement" By definition. "enforcement" is "that which gives force, energy or effect; a putting into execution." Our session is on "The Dynamics of Su pervision." Again, by definition, "dynamics" is "the motive and controlling forces of any kind, and their mode of action." My endeavor, therefore, will be to touch on some aspects of our program relating to modes of action, and those measures which give control, force, energy and effect to our safety rules and accident prevention pro gram. With this preface our stage is set, and the program begins. It must begin--I'm sure you will agree--with education, for education 62 i; the impartatic discipline of chai John Rust'in h and education . . teaching people know. It means they do not. be! tinual and diffic kindness, by wai cept and by pr. ample." At this point everyone was nc hat stuff," becav general concept, employees for v sible? Specifical operations, empl technique for pr oar personnel at make a few stai go on the hope idea that all emi schooled in safe finality, we dm i proclamation, mark on your < agree that our proved. That is You can have to be responsib or none if the you. After an to say, "The i realize. I'm sui swallow our pr the man would been better inst To dodge res cult part is to dodging the re The thought < safety--whethe or whatever--i professor in Er refer to a cert finished Indian 'I oi feathers, bu guilty of that that a maxim tuques and a t ciples is best j In order to quaint you wi let me lay a lit Industrial Subjects Sessions l the impartation of knowledge, skill and discipline of character. John Rust-in had this to say about people and education ... "Education does not mean teaching people to know what they do .not know. It means teaching them to behave as they do not behave It is a painful, con tinual and difficult work; to be done by kindness, by watching, by warning, by pre cept and bv praise, but above all by ex ample" At this point I would be surprised if everyone was not thinking to himself--"old hat stuff," because we should all know this general concept. But is it equally true of our employees for whose safety we are respon sible? Specifically, do we, in our respective operations, employ every possible practical technique for promoting enforcement among our personnel at all levels? Or do we simply make a few standard selling approaches and go on the hopeful, but woefully mistaken, idea that all employees have been adequately schooled in safety? Then, with unjustifiable finality, we dust off our hands with the proclamation, "Well, that's that!" Make a mark on your calendar on the day that we agree that our enforcement cannot be im proved. That is the day we start slipping. You can have as much safety as you care to be responsible for. You can have little or none if the consequences do not bother you. After an accident happens it is easy 'to say, "The man knew better." We all Jrealize, I'm sure, that it more realistic to swallow our pride and accept the fact that the tnan would have known better had he been better instructed. To dodge responsibility is easy; the diffi cult part is to dodge the consequences of dodging the responsibilities. The thought of simplytalking to you about safety--whether principles, modes of action, or whatever--reminded me of the college professor in English composition. He would refer to a certain bit of work as "an un finished Indian arrow"--long, polished, lots of feathers, but no point! To avoid being guilty of that very thing, it seemed to me that a maximum of specific action tech niques and a minimum of theoretical prin ciples is best. In order to better identify and better ac quaint you with our Bethlehem operation, let me lay a little groundwork. The plant attains a force of 22,000 em ployees working 43 million hours a year. The average disabling injury frequency for the past ten years has been 0.64. A successful program in any plant, re gardless of size or nature of work, can re sult only with the unlimited backing of top management and the acceptance of responsi bility by all levels of supervision. Our pro gram begins here. At a regular time each month, a general manager's safety meeting is held. The gen eral manager's staff meets with all superin tendents and their assistants.' For one hour we discuss and illustrate with pictures the overall safety experience of the plant, and superintendents who have had serious acci dents in their departments give an explana tion of these to the group. Projected pic tures of the re-enacted incident add realism and interest, and promote understanding for the responsibility and necessary preventive measures. Within the next three days, 38 departmen tal safety meetings are held according to a fixed schedule. The superintendents meet with all of their foremen and cover all of the material presented at the first meeting. The foremen in turn pass the pertinent in formation on down the line to the men. Here again, to be at all effective, the mes sage must be presented with enthusiasm. It was Emerson who so rightly said that noth ing great was ever accomplished without it. In order to develop in the foreman a keener perception of his operations and the importance of his function of supervisor in preventing accidents to the men, the job safety analysts program was adopted. This three-column worksheet is a detailed study of an operation by the supervisor in con sultation with the workers for the purpose of determining how it is now being (tone, what the associated hazards are and how the operation itself can be improved.to eliminate, minimize or control the hazards. When an analysis has been completed and approved, it becomes a matter of record and is the only acceptable method for performing that particular job. Rules and regulations are very necessary for safe conduct We have 60 different book lets called safety* codes. The green ones rep resent department codes. In addition, many workers are given other codes relating to 63 1961 National Safety Congress their specific jobs within the shop, such as crane operators, welders, and so forth. Vio lators of the provisions of the codes are subject to disciplinary measures up to and including discharge. Our supervisory safety code is designed intentionally on a broad baas as a guide for departmental safety pro grams and codes, and it outlines those things which should be covered by them in detail. Certain other standards or guides are posted on bulletin boards. For example, an eye protection standard is designed to leave nothing to the imagination as regards the required eye protection. It specifies by pic ture the minimum type protection necessary when exposed to any conceivable job with eye hazard. It leaves no room for excuses for anyone. All of us recognize the fact that the most effective way to sell any program is to offer constant reminders in the form of proof of the need and value of an item. We have been highly successful in stimulating interest through the dissemination of information on a variety of incidents. A simple; letter-size "Safety News Bulle tin" is promptly prepared on any incident of significance and interest, and run-off in quantities of about 1200 copies. These are sent out for complete plant coverage so that every foreman has a copy to use as ma terial for his five-minute safety contact with his men. In order to insure that every man is aware of the incident, as well as being a follow-up reminder, copies are also posted on all bulletin boards. The manual or mechanical handling of ma terials exacts a heavy toll in injuries to the fingers and hands and presents an infinitely more difficult problem than that of protecting the eyes. We do, however, provide hand hooks in great quantity and rigidly enforce their use when taking up, guiding, or setting down crane lifts of bars or similar materials subject to shifting. This program, although requiring constant education and enforce ment, has been extremely successful. An illustrated program on the subject of pindipoints is presented at a safety meeting. We have developed a number of programs on a variety of subjects. The presentation consists of about 20 color slides and a pre pared 15-minute commentary. In order to create realism, actual case histories are used. Visual aids, properly presented, are well re ceived and quite effective. It leaves an em ployee well informed and with no excuse for an unsafe act Supervision must recognize the fact that in order for a man to be safe around crane lifts there is considerably more to it than controlling his acts with respect to pinchpoints. The old adage, "A chain is no stronger than its weakest link," is a literal fact In respect for this, we have an extensive chain maintenance program. All chains are sent to a centralized shop for periodic annealing, inspection and repair. In an average year about 8,000 chains are serviced and each one machine proof-tested before being returned to service. Each chain hears its own identifi cation number and has a complete history file card. This chain servicing description is offered only as a typical example of a great number of rigidly enforced procedures em ployed to guarantee maximum safety. . In a typical year about 82,000 respirators are disassembled, washed, disinfected, dried, repaired, reassembled, packaged in cellophane bags, sorted and returned to the departments. The pick-tip and return is done daily. A total of 17,000 pairs of goggles were simi larly processed. The function of tins central servicing is to encourage the willing use of this vita] protective equipment Training of physically qualified- men in symptom recognition, oxygen mask rescue and first aid for men exposed to gas is maintained at a high state of preparedness. Two scheduled two-hour classes per day, five days a week are held at either our central training school or under actual field condi tions. Nearly 4,000 men participate in this training annually. Each trainee undergoes a refresher course every six months. Any program, to be effective; must be policed. Therefore; every six months the school records are carefully reviewed and an appropriate form letter--other "satisfactory" or "unsatisfactory"--is prepared and submit ted to each department superintendent advis ing the status of training. The teaching of first aid is an essential part of our safety program. In addition to its general concept of providing emergency treatment and preparing the injured for transportation, it is also of intangible value by indirectly and subconsciously imparting thoughts of safety to both participants and casual observers as welL 64 Our genera is that 10 pe be qualified fir certification b for the succes course. All 1 have this saa Here again tinually check ing. A super office conduct per month a means that e every other a When an e how slightly, his foreman Four copies pared, two of to the dispens copies areco' ment and imi tern keeps ns incidents, and visors in a p vestigate the pare the repoi to provide ad often requests A safety p or any one pc gate of a gre efforts of ewe a vast numbe were touched devices, contrc cedures--and maintain effec techniques ou care far .less fractions do must be dealt A typical t violation is o which were m placed hand c inch liners to on buggy. Er on safe pract these are for man that he ' left hand whi band. He hac tiring same." In an avera Industrial Subjects Sessions ) Our general plant minimum requirement impose 357 formal written safety disciplines ' is that 10 per cent of the shift personnel against employees' records. Of these, 83-- be qualified first aid trained men. This means or about one-fourth of the total--include certification by the U. S. Bureau of Mines time-off penalty, which in the average case for the successful completion of the 15-hour amounts to slightly less than 10 hours. course. All foremen are also required to Common sense reasoning will convince have this same training. most employees that a safety rule should Here again, as in gas training, we con be followed. There might always be the tinually check on the adequacy of the train small minority who insist upon ignoring the ing. A supervisor from our central safety rules. Experience indicates that with such office conducts test drills at the rate of 28 people disciplinary action must be taken. If per month among the departments. Tins corrective action is not taken, the regulation means that every department is examined soon ceases to exist It is the constant train^ every other month. ing and correction which in the end becomes When an employee is injured, no matter how slightly, we insist that he report to his foreman for referral to a dispensary. Four copies of the form shown are pre pared, two of which accompany the injured to the dispensary. Three times daily all pink copies are collected by the Safety Depart ment and immediately examined. This sys tem keeps us currently informed of most incidents, and puts the departmental super visors in a position whereby they must in vestigate the incident in order first, to pre self-discipline. If the man on the job fails for any rea son to .follow known safe practices, he is taking a chance. If we in management con done his unsafe practices, then we too are taking chances, the only difference being that our chances are more-serious since-by con-- dotting bad practices we are actually teaching disrespect for regulations. Consequently, we cannot excuse a poor accident record by ac cepting unsafe acts if we have failed in our duty to enforce safe procedure. pare the report form, and second, to be able We believe that the many standards and to provide additional information which is procedures in effect at the Bethlehem Plant, often requested. a few of which were presented here, all play A safety program is not any one thing or any one person. Rather, it is an aggre gate of a great many things requiring the a significant part in the difficult role of de veloping proper attitudes on the part of all employees, including supervision. efforts of every person. This is to include The problem is to impress indelibly, ^ a vast number of things, a few of which through enforcement, on the mind of the J were touched on here--protective equipment, individual that there is an approved safe way devices, controls, rules, regulations and pro to cany on most activities. The various cedures--and the enforcement of them to modes of action are limited only by one's maintain effectiveness. Were it not for these imagination and the unrelenting effort of techniques our personnel would, naturally, enforcement to maintain liveliness. care far .less about safety in general. In fractions do occur, however, and violators must be dealt with accordingly. The three essentials to safe practices-- knowledge, skill and desire--can be devel oped through these media. The thorou^i A typical discipline report for a safety preparation of the procedures can give us violation is on the subject of hand hooks knowledge. The faithful application of them which were mentioned earlier. It reads "Man will develop skill. The' rigid enforcement of placed hand on lift of two and one-half- their provisions will create desire. This last inch liners to guide same, while placing lift matter I associate with personal safety con on buggy. Explained to man that we insist tact--those little five-minute discussions be on safe practices being followed, as all of tween the supervisor and the employee. these are for his protection. Pointed out to man that he was holding hand hook in his left hand while gufiding lift with his right band. He bad the proper tool but was not using same." Discipline: "Wanting." Personal safety contact in its conventional form is, to my mind, an artificial and un convincing way to discuss safety unless the material is related to the daily doings of the supervisor or the worker. A supplemental In an average year we have occasion to approach to the general personal contact can 65 I .) 1961 National Safety Congress readily be based on an on-the-spot correction of something that an individual or group is doing incorrectly. This is dynamic enforce ment Simultaneously, to find a theme for a safety contact will be a challenge to the su pervisor to detect a fault---and correct itl To illustrate my point. I'll ask each of you to search your memory for an occasion when you listened to someone's remark or lecture on the subject of driving precautions on the highway. Can you recall such a session? If so, do you remember what was said? If not, I can assume that you were not impressed. Now, another question. Have you ever been personally apprehended by the law? If so, can you ever forget what you did and what was said to you? I can now assume that you were impressed! A personal contact of this type is really personal and is most convincing. To the vast majority of indi viduals it creates a healthy respect for the law while creating a desire to abide by the rules and regulations. The creation of a desire is commonly known as "habit" Horace Mann, an Ameri can educator of a century ago, very aptly described it thus: "Habit is a cable. We weave a thread of it every day and soon it cannot be broken." This, in a nutshell, is what can be achieved through continuous en forcement of required practices. We of Bethlehem wish to exchange ideas with our industrial compatriots. We hope to be helpful; we also hope that we can be helped. The problem of enforcement is a common one. Diversified action is the key. The task is simple, but not easy. There re mains nothing but hard work. In closing, I think it fitting to quote one of our superintendents who, in response to a general survey question on what more we could do to improve our plant safety pro gram, said this: "Fundamentally, our pro gram is complete. Perhaps what we need now is more backbone and less wishbone !" This can be done in the very best Ameri can tradition: enforce the rule, but never rule by force. DAMAGE CONTROL--A NEW HORIZON IN ACCIDENT PREVENTION By FRANK E. BIRD, JR. Supvr, Safety & Plant Protection, Lukens Steel Co., CoatesvQle, Pa. The anticipated goals of the Accident Damage Control program at Lukens Steel Company in its planning stages five years ago were: first, a reduced injury rate and secondly, cost improvement While both of these goals have exceeded all expectations, it is primarily the cost improvement as pects of the program that will be empha sized in this presentation. While safely men can base the complete justification for their safety programming on the injury prevention potential, it is naive to underestimate the influence and role that sound economics can play in the further extension of safety efforts. Cost improvement results were obtained last year at Lukens by the practical applica tion of a very simple concept we have all ascribed to for many years--the fact that injuries can be prevented by controlling ac cidents. The larger portion of this presenta tion will reveal the programming methods involved.' Reference to our Company's Annual Re port for 1960, that was sent to all stock holders and employees, reveals the economic highlights of plant operation. After all other distribution of the Lukens sales dollar was made, $1,430,892.00 was made payable to stockholders in dividends and $3,517,383.00 was retained to be reinvested in our business. Keep these two figures of one and a half million and three and a half million in mind in considering another small paragraph involved with this financial pic ture: "The first year's organized experience with a relatively new industrial safety ap proach to the area of accidental property damage was completed in 1960. The pro gram's contribution to cost improvement 66 was estimated dollars." To avoid con emphasize that produce this om years of carefu This planning a the complete ac< engineering out not they involve result in an in at reduced open The fact ths between persoi damage exists i relationship knoi Statistics have : abling injury, while 300 acc injury) that i property damag Suppose we c dent case to property damagi 1. A moment down while hitc 2. Tire appro striking mule). 3. Resulting volve property wagon, vegetabl 4. Personal i hawing while f. bandages). To more efi objective of r< employees, it w phasis be given dents. In addit that had alway economics invot accident approa< tional time anc more than justi methods to be d< 1) Reporting 2) Investigat 3) Analysis; 4) Remedy. Let's first ex* reporting systei since any aede only as strong true nature oi Industrial Subjects Sessions 'yas estimated to be a lialf a million Jlollars." To avoid confusion at this point, let me emphasize that the program required to produce this one year achievement took five years of careful planning and development This planning and development began with the complete acceptance of the concept that engineering out all accidents, whether or not they involve personal injury, could only result in an improved injury performance at reduced operating costs. The fact that a common denominator between personal injury and property damage exists is borne out by the accident relationship known as the Heindrick Theory. Statistics have indicated that for each dis abling injury, 29 minor injuries occur; while 300 accidents (with no personal injury) that may or may not involve property damage have also resulted. Suppose we consider a hypothetical acci dent case to show this relationship of property damage to persona! injury-- 1. A moment of decision (mule sitting down while hitched to vegetable cart). 2. The approach--an unsafe an (farmer striking mule). 3. Resulting in accident which may in volve property damage (mule kicking wagon, vegetables and farmer into the air). 4. Personal injury or both (mule heehawing while farmer looks on wrapped in bandages). To more effectively achieve our main objective of reduction in injuries to our employees, it was logical that greater em phasis be given to the control of all acci dents. In addition to the humane aspects that had always been a vital concern, the economics involved with the anticipated all accident approach indicated that any addi tional time and effort required would be more than justified. The four basic control methods to be described are: 1) Reporting; 2) Investigation; 3) Analysis; 4) Remedy. Let's first explore the development of our reporting system in all accident control, since any accident prevention program is only as strong as its ability to discern the true nature of its problems. The first method of reporting is through employee compliance with our revised general safety rules. In October 1956, a broad revision was made in our rules to include the report ing by all employees of any accident result ing in personal injury or property damage. General safety rule No. 2 was rewritten to read: "Report immediately to your fore man or supervisor any condition or practice you think might cause injury to employees or damage to equipment." The key to our whole program, general safety rule No. 5, was rewritten to read: "Whenever you or the equipment you operate is involved in any accident that results in personal injury or property damage; regardless of how minor, you must .immediately report it to your foreman or supervisor. Get first aid promptly in a company dispensary." In order to assure the success of the program, known violators of this rule have been equitably disciplined. Approximately six employees have been given time off from work for gross violations (since the adoption of this rule in 1956) while written and verbal warnings have been used more widely. Fully recognizing the natural reluctance on the part of employees and supervisors to report the fact that they were involved in damaging company property, a simple report form maintained by the foreman of each repair shop serves as the same control to our accident damage program as dis pensary records serve our injury prevention efforts. A damaged equipment repair tag was next introduced and required to be used by all employees whenever equipment was sent for replacement or repair as a "reporting" control to further pinpoint ac cident location, time, date and apparent cause. One of the most effective methods of control is the investigation of each accident in order to determine corrective action and prevent recurrence. Mass collection of facts obtained from good accident investigations, properly correlated, formed patterns of common occurrence that were used effec tively Tor further control A new standard practice including personal injury and property damage was adopted as a tool to attain, desired goals in proper accident in vestigation. 67 1961 National Safety Congress Essentially, the supervisor or foreman in whose area of responsibility the accident occurs is responsible for conducting a thorough investigation and submission of this official supervisor's - accident report form. One form is used to cover personal injury, property damage or both. Since identical control' are used to prevent acci dents whether they be personal injury or property damage, no conflict presents itself in the application of this two-purpose form and its broadening effect on the total acci dent control outlook of supervisory per sonnel. Just as the disabling injury provides ammunition for drawing upon more ex tended management effort, so by standard practice any property damage accident of one thousand dollars or more is dealt with in the identical manner of a disabling injury. An immediate notice of serious property damage is delivered to all super intendents and managers. The superintendent concerned is required to hold a formal hearing of all persons involved in order to determine adequate remedial action. The results of this hearing are promptly for warded to the manager, who then calls a final review meeting which includes the superintendent, key supervisors and myself. This opportunity for top management to actively demonstrate its concern for acci dent prevention tends to keep everyone more aware of the aeddent problem and their individual responsibilities to maintain effec tive controls. It might be useful to look at a few typical accidents in order to realize the importance of the remedial action resulting from these investigations. Accident No. 1 involved an Ingot bring lowered into No. 48 pit The crane operator struck the front top of this pit with his ingot dog causing a key section to break off. The direct costs for brick replacement and repair were $200. However, in order to make the necessary repairs .this entire pit had to be shut down. Rehandling of the ingots that remained in the pit, reheating, rescheduling, and four hours of pit delay time added tremendous indirect costs. Aeddent No. 2 involved our 206-inch Mill ingot buggy. The mechanical depart ment personnel were changing rolls in our S & R Mill using a large "C" hook to grab the roll and pull it out Electricians did not tag the pulpit control that operates the ingot buggy. The operator sent the buggy down to service the 206 Mill (this buggy services both of our mills). Because of insufficient clearance between the buggy and the "C" book assembly being used to re move the S & R Mill roll, a collision occurred that bent the main frame of the ingot buggy. Three turns were required for temporary maintenance since permanent repairs would have required eight to 10 days of down time. The direct cost of temporary repair was $1,250. It is interesting, however, that permanent repairs have still not been made because of the extended down time neces sary. The maintenance bills for repair and replacement of wheels, axels, and collector shoes occurring as a result of the bent frame has continued for months, and is tremendous. On.six occasions, two turns have bom required to do this work. Accident No. 3 involved an ingot dropping on our 206-inch steel yard crane scale. Although the replacement scale part cost $175, it was necessary to ship the entire scale back to the factory for repair. During the week required for repair, all slabs formerly weighed on this scale had to be trucked to a scrap supplier's yard outside our plant and then returned for preheating. Delay time was estimated to have cost at least 40 times the direct costs of the acci dent. Aeddent No. 4 involved a load dropping and destruction of a travograph machine. The old machine was originally purchased for $6,000; however, a $25,000 premature capital expenditure for the purchase of a new machine has been proposed. Accident No. 5 involved a plate shears. The shear crew was trimming plates and allowed scrap to accumulate in the scrap trough. This caused the upper knife block to jam on, the downward stroke and frac ture die shear housing. Direct costs for repair were $2,000.00. However, 15 turns of work were lost along with line slowdown and customer delays. The indirect costs were estimated at $12,480. These typical accidents that actually oc curred point out the tremendous cost in volved in accident damage as- well as the importance of an organized preventative program. 68 The more n aware that pe damaged tfarot the greater tl be taken to pr phase of our points specific the agencies cerned are tht I effort on sing' A detailed c to all key m eludes a comp costs this yeas a It helps man of particular items needing eter on the o busy managen of action nece Just as co direct injury pair or replaa costs for pro show the big ] our total cost mated at a costs. The esti property dama one half millio A breakdow flirting damag with well ovei damage acride out as sbarehc of all damage veaied the o damaged. A : unit of hourlj used in our pi trol perfonnas is expressed hourly rated i figures used presentation a understanding The severitj per million ho For all prograi year. The 196 rate of $45,00( previous year's To realize z meat aspects examine more Industrial Subjects Sessions \ The more management is explicitly made rate of $45,060 per million hourly rated ) aware that people will be hurt or properly manhours worked. This was an improve damaged through certain acts or conditions, ment of $17,000 per million manhours the greater the possibility that action will worked over tile 1959 performance. Recog be taken to prerent it The accident analysis nizing these are direct costs we are using, phase of our damage control program pin let's translate this into total cost improve points specific items damaged repetitively and ment for the calendar year. This improve the agencies involved. Supervision con ment per million manhours worked multi cerned are thus equipped to place concerted plied by the millions of hourly rated effort on single specific objectives. manhours worked revealed the direct cost A detailed quarterly analysis is furnished improvement for the year. The value of our to all key management personnel and in cludes a comparison of all accident damage costs this year to date to that of last year. It helps maintain a continued awareness of particular departments, agencies and total effort becomes more evident when we apply the four-to-one ratio to determine indirect costs. By adding both direct and indirect costs, the larger figure of one half million dollars becomes a total estimated items needing attention. A colorful barom cost improvement for 1960. eter on the cover gives flash indication to Here are some new program examples busy management personnel on the degree of acddent repetition highlighted by the of action necessary on the report contents. analysis phase of the program with action Just as compensation is considered a taken that helped , to bring about this-.cost direct injury cost, damaged equipment re improvement: pair or replacement is considered our direct 1. One door was damaged ten tunes in costs for property damage hi order to less than one year. (The door has been show the big potential of cost improvement, widened; piling in the loading area inside our total costs include indirect costs esti the door more effectively controlled.) mated at a four-to-one ratio of direct costs. The estimated total costs of accident property damage for 1960 exceeded cme and one half million dollars. A breakdown by the agency or act in flicting damage revealed crane involvement with well over SO per cent of our property \ damage accidents. Four departments stood ) out as shareholders in the greater majority of all damage costs. Further analysis re vealed the cost of accidents by items damaged. A severity rate in dollars per unit of hourly rated manhours of time is used in our plant to indicate trends in con trol performance. Accident damage severity is expressed as direct costs per million hourly rated manhours worked. (All cost 2. One railroad gate was broken 30 times in 1960. (The gate has been relocated and has not been damaged since.) 3. Better than 75 per cent of all narrow gauge railroad rolling stock maintenance is due to accident damage. (Spuds and ingot dogs have been redesigned, numerous pro cedural changes made.) 4. The guard railing on the top of seven shears were struck and badly damaged by material handling devices 38 times in one year. (Using solid plate guards instead of pipe railings and rounding of railing corners has greatly reduced catch points at these locations, reducing damage at least 50 per cent) figures used in the remainder of this 5. At least 80 per cent of all cable re presentation are rounded off to facilitate placement in the melting department is due understanding and retention.) to accident (Methods have been changed, The severity rate for 1959 was $62,000 guards placed on sheave wheels, practices per million hourly rated manhours worked. altered and inspection methods improved.) For all program purposes this was our base 6. The glass panel in this door was year. The 1960 year end damage severity broken seven times in 1960. (It is now rate of $45,000 was substantially below the standard practice to use plastic in place of previous year's rate. glass in shop doors throughout the plant) To realize more fully the cost improve 7. One thousand six hundred spindles on ment aspects of this comparison, let's hand grinders were replaced in 1960. In examine more closely the 1960 accident vestigation revealed that at least 25 per 1961 Xational Safety Congress cent of this was due to the unsafe practice cation called Safety Facts is distributed of striking the locking nut to loosen It in weekly to all supervisors in our plant The order to remove the wheel (All grinders lower left side of this report gives personal are now provided with a special band injury facts, the low-er right side gives wrench; the knowledge gained through the property damage facts. A total safety per accident investigations also brought about formance rating is given each department improvement in the spindle quality and in the right hand margin. This rating in design, which has also reduced breakage cludes an evaluation of housekeeping, pro substantially.) tective equipment communications, actual & Two thousand one hundred and six injury experience, personal injury and incidents of stators on hand grinders re property damage investigation. quired repair and replacement in 1960. Ac It is the opinion at Ltikens that the addi cident damage investigation revealed that tion of damage control to our injury pre a minimum of 50 per cent of these "burn vention program more truly represents a outs" was due to an unsafe practice of the positive program approach to total safety. operator. When the wall fuse would blow A final reason for the justification of this because of a "heat up," the common prac approach is the fact that a company desir tice was to pull out the hot plug and ing to earn 5 per cent net profit after taxes connect to a cold plug and continue to use would have to sell six and a quarter the grinder until it burned out (We are millions in additional annual sales volume to now supervising better, testing- local heat -compensate for accidents costing $6,000 in warning devices and new grinders.) damage per week. 9. Thirty two oil lines on various pieces of equipment were damaged severely in 1960. (Standard practice is now to place all these lines in hideaway locations.) In closing, I can say with a great deal of pride' that this tremendous economic drain on our company's pocket book from accident property damage is fast coming 10. One water pipe in the pickling de into control. Our safety personnel point partment was damaged four times in one with particular pride to the fact that ground year. (There has beat no repetitive damage trill soon be broken for the construction of in six months since the relocation of the a new electric furnace. pipe.) In addition to the normal rewarding feel To motivate key management personnel ing that comes from any service to fellow even further, an accident damage control man, they now realize how substantially chart is posted in a roost conspicuous posi their staff efforts contribute to the economic tion in our superintendents' conference health and growth of their company through room where the general manager points to this new dimension in accident prevention-- weekly trends each Friday. A weekly publi total safely programming. TRAINING THE PLANT DEFENSE CORPS By JOHN E. TWOMEY Supt., Industrial Defense Planning Western Electric Co., New York, N. Y. With the threat of a nuclear attack, it became evident to the management of our company that a program would have to be established to provide for the protection of personnel, continuity of production and con tinuity of management Although all three are essential to an ef fective industrial defense planning program. it was recognized that planning measures for the protection of personnel should receive primary consideration. This article will therefore focus on the personnel protection phase of our program with the main em phasis being given to emergency and dis aster training. In addition to stimulating a sense of re 70 sponsibility on his self-protec nificant new < ees in activiti would be nece ing effort a decided on--a --create new employees in ! imize blast an Before desc sonnel protect I would like of business a fluenced the 1 were confront is the manufa Bell System, in fifteen meti distributing he major cities. In addition Titan, Dew 1 our protection over a wide gi subsidiaries, n employees. B< of our busice we had a mo; predation for workers in ap The first ar program on w expandcm of c Our major efi partidpation it these people areas of resp then set up to or "stretcher" emergencies. Our objectri our people in been generally some of our per cent of th< area of perso ticularly gratii training is giv teams devote practice exert are conducted serve to train team and also of their skills vironment. Industrial Subjects Sessions " sponsibility on the part o the individual for The fire crew was another protection / his self-protection, it became dear that sig group that was expanded. Where needed, nificant new dimensions in training employ fire auxiliaries were trained to supplement ees in activities essential for their survival existing fire crews. In establishing a pro would be necessary. In organizing the train gram of this nature it must be assumed that ing effort a three-pronged approach was there will be no help from the local fire de decided on--expand existing protective forces partment, since the holocaust following a --create new type protective forces--train nuclear blast will be greater than anything employees in special action required to min ever before anticipated or experienced. imize blast and radiation injuries. The second major phase of our personnel Before describing this three-phased per protection program was the creation of new sonnel protection program in more detail, types of protective forces. In this area res I would like to briefly describe our scope cue squads were established to remove the of business activities, as they greatly in injured from the debris. With the help of fluenced the land of training problems we the Gvil Defense people a group of our were confronted with. Our primary function employees received expert training at Olney, is the manufacturing and supply unit of the MdL, in. the techniques of removing the in Bell System. We have manufacturing plants jured from buildings destroyed or damaged in fifteen metropolitan areas and thirty-three by natural or man-made disasters. These distributing houses located in or adjacent to people returned to their locations and passed major dries. ------ thdr training--along to others who were In addition our defense work on Nike, Titan, Dew Line, etc further complicated our protection problems for employees based over a wide geographic area. Excluding our subsidiaries, we have approximately 140,000 then organized into rescue squads. Special equipment was assembled for training and other equipment normally used in mainte nance work was designated for training and emergency use. employees. Because of the wide dispersion Under this second phase of our program, of our business operations, we realized that we also organized radiological monitoring we had a more difficult job to develop ap and detection squads. In establishing our preciation for self-protection and to train radiological training program, we brought workers in appropriate protective measures. together a small group of employees skilled The first area of our personnel protection in training techniques or with a technical program on which we concentrated was the background These people reviewed the \ expansion of existing plant protective forces. ) Our^major effort was to stimulate increased ' participation in first aid training and to form these people into teams with designated areas of responsibility. These teams were then set up to supplement the existing "cot" or "stretcher" crews that we use in normal problem and prepared an Instructor's Guide and a Problem Book to facilitate training. A Radiological Monitoring and Detection Manual was also prepared for the squad members to be used as a guide and refer ence to aid them in performing their re sponsibilities. emergencies. Originally we purchased several sets of Our objective was to train 10 per cent of our people in first aid. This objective has been generally obtained; as a matter of fact, some of our locations have more than 40 per cent of thdr people trained in this vital instruments and borrowed others from local Gvil Defense units for training purposes. We recently completed the purchase of ra diological instruments for each of our work- ing locations. Each set of instruments, man area of personnel protection. This is par ufactured in accordance with Gvil Defense ticularly gratifying to us because all of the specifications, consists of one geiger counter, training is given out of hours. Hie first aid one medium range survey meter, one high teams devote several hours each year to range survey meter, four dosimeters and practice exercises. These exercises, which one dosimeter charger. These instruments are conducted during regular working hours, will be used to retrain our present monitors serve to train the employees to act as a and train others as the need arises: team and also provide a more realistic test The thud and final component of our per of their stalls in a simulated emergency en sonnel protection program is training our vironment. employees in the special action necessary to 71 1961 National Safety Congress minimize blast and radiation injuries. This The fourth and last item of training em indudes such items as warnings, warden or- ployees in special protective action is the ' ganization, shelter drills and shutdown pro establishment of shutdown procedures. We cedures. have established detailed procedures for shut- We receive our warning primarily by the . ting down operations as quickly as possible bell and light system furnished by the local when a warning is sounded and individuals telephone companies. The warning is dis with the responsibility for taking action seminated by various means--bells, horns, have been trained in the necessary steps that whistles, sirens and in some cases by public are to be taken at that time. Where possible address systems--and is readily recognizable the actual shutdown of equipment takes by the employees. place; however, if this is not feasible we Chir warden organization is generally made up of supervisors to whom people would normally look for direction. Our wardens are trained to see that employees move conduct simulated shutdown procedures by tagging the equipment These drills occur simultaneously with shelter drills for the rest of the employee population. quickly to their assigned shdter areas, check Although we have made progress in our to be sure that prescribed shutdown pro personnel protection program, further work cedures have been carried out, and take any is necessary. We still need additional equip other steps necessary' to minimize blast ment for our various squads and the problem damage. of providing refresher training in all phases -of .the job is a continuing one. We are Shelter drills are conducted periodlSUyT presently reviewing the possibility of ac Drills of this nature are one of the best quiring additional gdger counters to be used means of keeping our employees aware of by our first aid squads in monitoring the the continuous need to prepare themselves injured, to be sure they are relatively free to handle disasters effectively. Workers who of radioactive particles, before bring brought are conditioned to shelter drills will show into the receiving area. Another item that considerably more control when faced with is receiving close attention at this time is the a real disaster than those with little or no creation of decontamination squads to re training. move radioactive fallout particles from our While on the subject of shelter drills, a manufacturing areas, machinery, and equip word about our shelter areas is in order. ment so that we can get back into produc Specific areas in our building have been des tion at the earliest opportunity. ignated by our engineering organization as shelters and are well marked. Providing adequate fallout shelters poses a big problem and at the present time a survey is bring made of our various buildings to determine the amount of protection that they mil af One of the big problems in personnel pro tection training is to have the workers rec ognize thrir responsibility and participate in the training that is made available to them. This requires a continuous educational pro gram of providing them with information on ford against radioactive fallout in the event the threat and the steps that can be taken of a nuclear attack on this country. to counteract it The recurrent international To aid us in this work, the Office of GvH and Defense Mobilization conducted a twoday fallout shelter survey workshop at their crises also have helped to maintain this in terest; however, one of the big problems is to overcome the apathy that is still prevalent operational headquarters in Battle Creek, One of the best ways to be sure that the Mich, for 22 of our building engineers pro individual does what he should about civil viding us with the necessary information, defense while away from the job is for his procedures and techniques for making such employer to demonstrate the awareness of a study. These surveys, when analyzed, will the peril and doing something about it at enable us to determine the most suitable the work place. This is accomplished by shelter areas for our employees. The im conducting shelter drills and other defense portant thing in any shelter program is that activities in which the employees participate some positive action is better than none, as while on the job. There are also many ex more people will be in areas outside the cellent publications that can be passed out to blast zone where fallout will be a major the employees which detail the steps neces problem. sary for survival. 72 If an attack the knowingest interests of err Prof, Sc Before launc discussion, it ! word in the ti this "we" that clarify this pa which we have agement It mi valuable to di standpoint of ' in other words fdlow safety e interesting hide treme might e ever, I believe approach this c we had best expect from u* At this pom you to several 1 and to the fed of Occupations been written ot forty years. W ing in a histor that it would adequate and u Without tak detailed list o: well done sum sponsibilities oi lined in fourte 2 of the NSC lion for Indtti to pick out the ing. In these following: for porting, advisi supervising, tra inspecting, cont and last, but i Now you w Industrial Subjects Sessions \ If an attack comes, it will be "survival of istically face the problem of survival and -'the knowingest;" it is therefore in the best cooperate in an active industrial defense interests of employee and employer to real- program. WHAT DO WE EXPECT OF THE SAFETY ENGINEERS? By G. W. HARPER Prof., School of Mechanical Engineering, University of Illinois, Urbana, I1L Before launching blindly into a detailed discussion, it seems to me that the third word in the title must be defined. Who is this "we" that is asking the question? To clarify this point I suggest that the "we" which we have in mind is that of top man agement It might be both enlightening and valuable to discuss this subject from the standpoint of "we" bring the safety man; in other words what do we expect from our fellow safety engineers. This might be very interesting indeed, and if carried to an ex treme might even lead to bloodshed. How ever, I believe you will agree that we must approach this question keeping in mind that we had best understand what our bosses expect from us. At this point, I could of course, refer you to several textbooks on industrial safety, \and to the federal governments' Dictionary J of Occupational Titles and quote what has been written on the subject during the past forty- years. While this might be enlighten ing in a historical sense, 1 believe sincerely that it would fall short in. providing an adequate mid useful answer for us. Without taking your time to read the detailed list of what I consider to be a well done summary of the .duties and re sponsibilities of the safety director, as out lined in fourteen specific items in Chapter 2 of the NSC Manual of Accident Preven tion for Industrial Organisations, I want to pick out the action words from this list ing. In these fourteen points we find the following: formulating, administering, re porting, advising, recording, investigating, supervising, training, delegating, correlating, inspecting, contracting, complying, initiating, and last, but not least, directing. Now you will note that I have, up to this point, not given any of the objects along with the above words. There are two main reasons for this. In the first place there are several objectives which have been and can be attached to each activity. Let me explain^ what I mean. For example; take the word "recording"--recording of injury cases, recording of unsafe practices, and the recording of the minutes of supervisory safety meetings, are possibilities. But we wiU return to this train of thought in a moment The second reason for not including types of activities is that I should like to pursue another line of thought as a foundation of further discus sion. Before attempting to pin-point what is expected of the safety engineer in detail, I think it would be well to review the areas of knowledge, or the tools of the trade of safety engineering. A good many years ago, Joe Stermett, writing in the National Safety News had an article which was titled "The Double `C of Industrial Safety."* In it he pointed out that the double "C" of indus trial safety included the first "C," control of environment, and the second "C," con trol of behavior. Before a safety engineer can begin to do his job he must have knowl edge of methods and procedures in both of these areas. At this point I should like to refine and clarify these two items. For a number of years I have given a talk and a portion of it has been devoted to this phase of our present discussion. In it I have out lined some areas of information, study, and knowledge essential to accomplish the com- *Tbe Double "C" of Industrial Safety by J. C. Stennett--National Safety Neto, December, 1939. 1961 National Safety Congress plete job o industrial safety engineering. The areas are defined in answer to the ques tion. "What are the tools for the safety job?" To quote a phrase already used, "know ing is not enough." The safety engineer is a doer. This fact was illustrated earlier by the list of action verbs. But this same Item number one states that "A safe environment is obtained through engineer ing." A few of the tools with which we, as safely engineers, must have in our kit, include machine guarding, heating, light, ventilation, material handling, electricity, welding, materials processing, and a host of others. As you can see all of these areas listing covers such a diversity of activities that many safety engineers have jumped on their white chargers and galloped of! in all directions. Many times to the detri ment of their own jobs, and also to the safety movement in general. In all fairness, it must be said that these individuals have been few in number in recent years. concern the engineering background and tools essential to creating, maintaining, and controlling a safe environment. Let us now turn our attention to what management expects of us as safety admin istrators. In approaching this question 1 Item number two covers a part of the second "C" and states "Safe acts and prac tices are obtained through training." Some of the tools in this kit are orientation or would for a moment or two like to dwell on the negative side; that is, a few of the things that they do not expect safety en gineers to do. induction training, plant or general safety I would like to direct your attention to rules, job safety training, job safety rules, a,,i;ecent article in Factory Magazine titled fire training, first-aid training, supervisory. "What's Wrong With Safety Manage training and management conferences. ment?"1. Let me say at the outset that I Item number three, in the talk I referred to previously concerns itself with a supple mentary set to tools to reinforce the sec ond "G" It states that "Safe attitudes are created and enhanced, thru promotional ac tivities." In this area in our kit of tools hope all of you will read this article, and I am sure you will be as angry as I was. Why will you get mad? Because there is so much truth in the article. Let me make just a few quotations to show what I mean. we find such items as posters and bulletin boards, contests, awards, certificates, stunts, campaigns, plant publications, signs, and sug The responsibility tor making safety work must rest with first-line supervision. Safety men must learn to live as stall specialist, nothing else. gestion systems. Let me be very explicit about this kit of tools. Xone of them ever directly prevented an injury but the whole kit contains supplementary and supporting activities. That "attitudes" are important is a fact that 1 am sure cannot be disputed. The management approach needs fewer, but better safety men. Awards are absolutely worthless. Safety function has too often become a hid ing place for `kitties'--men who are neither managers nor experts. Here's where the safety expert comes in-- as a staff specialist. It is evident in U. S. Steel's program, "knowing is not enough." Motivation is essential. May I insert at this point, that some safety programs, I have known about, are made up of such a high proportion of promotional elements, that the other two sets of tools are ail but forgotten. Now, let me summarize. Our top man agements expect the safety engineer to have fundamental knowledge in the three basic tools of safety: engineering to make a safe environment; training, to eliminate unsafe practices; and promotion, to foster safer attitudes. The ways and means, of obtain ing this knowledge through higher educa tion, and as a continuing process, are the topics covered later in this program. There is food for thought in these articles and I trust that you trill ail read it. But notv let us turn to the positive side of the picture. Russ De Reamer, writing in the ASS.E. Journal highlights what has been said be fore. "In the past the industrial safety specialist has been the doer. In the future he trill be the catalyst, the advisor, the teacher who precipitates safety action on the part of live managers."1 ^What's Wrong With Safety Management--by Lawrence F. Mihlen, Factory Magazine, Sep tember, 1961. VLS.S.E. Must Prepare Today. For Tomorrow --by Bussell DeReamer, Journal of the Amer ican Society of Safety Engineers--January, 1960. 74 5 5 Along with activities we job that we Dr. John Grii -tendon when .* First we mi a doctrine of be more appt that safety is concept the pi specialist is in to limit aedde and material, 3 but limitation trol hazards n but not always There is m said on this s of help, but conclusion, I : major points I 1. We musi direct our en higher goal--i control--and S' Z We must effective if we specialists--saf and stay away 3. We mus `Safety Engine! John W. Grin gross--1961. Get Safety out --R. G. 5. An March, 1961. With the gr is always the called "soul se the job done v most humbling we going and there?" Certainly be: sary ingredient engineer we nr. act Doubtless Industrial Subjects Sessions Along with this change in the type of activities we find a new challenge in the job that we must do. Just last Tuesday, Dr. John Grimaldi* called these to our at-lention when said-- First we must convey that safety is not a doctrine of risk avoidance. ... It would be more appropriate instead, to emphasize that safety is controlled risk taking: In this concept the professional work of the safety specialist is implementing risk control so as to limit accidental barm to people, products and material. Prevention is not the key here, but limitation of hazards is. An effort to con trol hazards may produce their eradication, but not always. There is much more that needs to be said on this subject, that I feel would be of help, but time does not permit. So in conclusion, Z should like to summarize the major points I have made. 1. We must change our perspective and direct our energies toward a newer and higher goal--that of accident and hazard' control--and stop becoming "follow-uppers." 2. We must realize that we can be more effective if we accept our role as staff safety specialists--safety consultants, planners, etc.* and stay away from the firing line. 3. We must equip ourselves with the `Safety Engineering in a Changing World--by John W. Grimaldi--at national Safety Con gress--1961. Get Safety out of the Personnel Department --R. G. >. Anderson. Occupational Hazards, March. 1961. basic tools of our trade and know when and how to recommend their correct use in the control of hazards: L&, in the con trol of environment, in the control of be havior, and in the motivation of safe at titudes. 4. Wc must emphasize the planning and control fractions of our work. We must plan the safety programs, provide the nec essary means to measure its application, be alert to the areas of weakness, provide as sistance and technical information when and where needed and give leadership in safety work on the job and in other areas of our daily living. Bibliography L Accident Control--Phase One Administra tion by Francis T. McGowan, Safety Director. The Borden Company Talk given before the National Safety Congress. 2. Can Safety Stand on its Own Feet? by H. W. Heinrich National Safety News, November, 1955. 3. Safety Man: Engineer or Educator Symposium--350 Safety Men Occupational Hazards, June, 1961. 4. Industrial Safety--A Presentation of Indus trial Safety Procedures. by Metropolitan life Insurance Company 1940. 5. Engineering As a Foundation For Opti mum Safety Success, by William E. Tarrents . at National Safety Congress. 1960. 6 Safety Engineering and Production by J. E. Trainer at National Safety Congress. 1954. ) DESIGN SPECIFICATIONS FOR A SAFETY ENGINEER By T. H. ROCKWELL, Ph.D. Associate Professor, Industrial Engineering Dept. Ohio State University, Columbus, Ohio With the growth of any profession'there is always the need ior that introspection called "soul searching." In the rush to get the job done we need to pause and ask the most humbling of all questions, "Where are we going and how are we going to get there?" Certainly before we spell out the neces sary ingredients to concoct the ideal safety engineer we must agree upon the end prod uct Doubtless there are countless versions of the role of the safety engineer in our society. These role images will vary depend ing upon the viewpoint taken. Management labor and the safety engineer himself will have different concepts of safety engineer ing, just as they will view the safety func tion. itself differently. For purposes of delineating this discussion and to pursue the main purpose of this ad dress, namely the basic requirements of the safety engineer and suggestions for his ad 75 1961 Nattonai Safety Congress vanced training, we shall stipulate the safety dent control) must first know the process engineering role, "as the minimization of and operations for which he is responsible. the losses associated with accidents and in This is just as important as the physical dustrial hygiene hazards." To fulfill this role laws upon which engineering is founded. three prime skills--analysis, interpretation The safety specialist must also have knowl and communication--are required in the edge of the vicissitudes of the accident safety engineer. phenomenon and the environments which While knowledge is essentia] as the back bone of any profession we must not confuse knowledge with understanding or the ac cumulation of facts with progress. Posses sion of knowledge is no guarantee of pro precipitate accidents. He must be able to recognize the hazards in an operation be fore they result in accidents. He must be aware of pertinent safety codes and safety regulations. fessional competence. Technical knowledge Since he is a coordinator in many cases, is indispensable to a scientific profession but the safety specialist must have some knowl at the same time detailed knowledge can be edge of cost accounting, compensation laws, worthless without the skills to properly em union contracts, medical aspects of accident ploy it or the ability to convince people that control, etc. These knowledge requirements its fruits are worthwhile. are familiar to you all and as such the We don't want the modem safety engineer proceeding statements are not very pro to be a walking encyclopedia--a roving found. What I do think is often over handbook without the wisdom which must looked is the emphasis in analysis, intermediate knowledge. In fact, the exponen . pretation and communication. tial rate of growth in technology prevents The problem solving skills of the safety anyone from being completely informed. specialists are demanded with every acci This has led to specialization and subspe dent in the plant and, indeed, with every cialization in engineering and still it is vir man-machine operation. Such analytic skills tually impossible to keep abreast of a field. are also required each time a new process The universal safety engineer--competent in all fields perhaps never existed even in early days of the safety movement It is is introduced since the safety specialist must know how to anticipate problems before they occur. certain he does not exist ioday. Ionizing There is an obvious parallel between the radiation, occupational noise, automation, the criminologist and the accident investigator. introduction of bizarre processes and exotic Each must attempt to reconstruct conditions materials have forced the safety engineer to before the occurrence of the crime or acci be concerned not with knowledge per se but dent Proper accident investigation is not with the problem of knowledge acquisition something anyone can do. It requires a relative to a given problem. trained mind--an inquisitive nature and a The challenge of technology in the 60's student of human behavior. This last point has forced engineering educators to put less is one in which more training is needed. emphasis on technical details and more on All of us consider ourselves dilettantes in stalls, creative engineering and professional the behavioral sciences. In understanding attitudes. While one has difficulty teaching accident causation, however, this is not an attitude he can imbue a student with the enough. Too long have we left the psychol responsibilities of his profession and attempt ogist in the laboratory and limited his dis to show him how he appears to others out cipline to research- The 20th century safety side his discipline. The engineer must recog specialist must be familiar with learning, nize that his assignments come from non- motivation, emotion, attitude, fatigue, bore engineers and his results are used bv dom as well as sensory and motor skill "non-engineers." The safety engineer would capacities. These are not erudite subjects do well to remember this in attacking acci for the university climate. They are aspects dent problems. of human behavior which impinge on the In terms of knowledge requirements the accident phenomenon. safety specialist (at this point we should Consider how slow the recognition of hu recognize that an engineering background is man engineering has been in the safety field. not the only preparation for success in acci How many accidents have been ascribed to 76 i i .! operator error the fact that have been des is inevitable. Driving a fo learned respotu rear wheel stee mon for the t* perienced driv situation wher responses. A great per can't apply ti striking the kn unless braking tion. I might have this same try has only s begun to desig and safety and to go. Thus, it specialist stud} chology if he analyze acrider The safety the danger sig environmental evidence to suj slight decrease: frequency of t during early st such as heat, 1 nation, etc. Th direct quality also increased Finally physio tional diseases vironmental str Since safety right but rathe duction, the saf the principles < dent prevention this regard, a trained in met simplification, building safety output. None economy, for e of machine gw safety may de safety on the b tion not on t costly. It is precise Industrial Subjects Sessions I operator error or carelessness instead of to /the fact that certain kinds of equipment have been designed so that operator error is inevitable. Consider forklift accidents. Driving a forklift truck violates man's learned response from the automobile With rear wheel steering, backing errors are com mon for the novice driver and even the ex perienced driver if he is in a stressful situation where he reverts to old learned responses. A great per cent of the male population can't apply the forklift's brakes without striking the knee against the steering wheel unless braking is done with a slanting mo tion. I might add that present day autos have tins same drawback. The auto indus try has only in the last six to eight years begun to design cars for operator comfort and safety and I fear we have a long way to go. Thus, it is imperative that the safety specialist study the fruits of applied psy chology if he really expects to properly analyze accidents. The safety analyst must also recognize the danger signs of employees working in environmental stress. There is considerable evidence to suggest that sub-quality output, slight decreases in total output and a higher frequency of unscheduled breaks will occur during early stages of environmental stress such as heat, light, noises airborne contami nation, etc. This stage is followed by more \ direct quality errors by the operator and ) also increased susceptibility to accidents. Finally physiological damage and occupa tional diseases result with increased en vironmental stress. Since safety is not a criterion in its own right but-rather is intimately tied into pro duction, the safety specialist must understand the principles of work design so that acci dent prevention complements production. In this regard, a safety specialist should be trained in methods improvement .and work simplification. With very few exceptions, building safety into a job should increase output None of the principles of motion economy, for example, contradict a principle of machine guarding. Indeed, the future of safety may depend on the justification of safety on the basis that it facilitates produc tion not on the basis that accidents are costly. It is precisely in the area of problem analysis that the disciplinary training of engineering is useful. In safety, one must be able to organize facts, isolate the con tributing factors, propose hypotheses and test them in the work environment It is here that creative engineering is most perti nent One must be forever curious in acci dent studies, for curiosity as Samuel John son put it, "is the permanent characteristic of a vigorous mind." The fantastic complexity of the accident phenomenon obviates the application of simple homespun accident prevention reme dies, such as the use of the ASA causal classification system. The safety specialist must be alert to new hazards, to new solu tions, and to new ways to safeguard the operator. He can not afford to be straightjacketed in this thinking. Second to the analytic skill requirements of the safety specialist is his role as in terpreter. He must be able to interpret the significance of accident findings to manage ment and the worker. He must be able to interpret accident prevention measures in terms of company savings, better product and increased employee morale. He must be skilled at both descriptive and inferential statistics. The former will permit him to measure his progress and properly evaluate safety effectiveness in the firm. The latter will enable him to differentiate between real and chance changes in the safety level of the organization. As a rule, safety specialists are mired in statistical averages and have little apprecia tion for the pitfalls that averages are prone to supply. How many safety specialists can perform or even interpret a statistical analysis of acddent data; for example, the relationship between first aid and LTA acci dents. Statistics are neither the work of the devil nor a panacea. They simply provide specialized interpretation of data. An interpreter in the language sense is equally fluent in two or more languages. In safety, the specialist must be able to translate management policy into safety pro grams and translate acddent data into man agement action. In addition, because of bis unique position as coordinator in the firm, the specialist must be able to translate en gineering into maintenance terms and vice versa. He most be able to translate medical recommendations into protection for the worker. 17 1961 Xationai Safety Congress Moreover, the constraints as represented by safety codes must be related to the realities of production. Those interpretive skills must be mediated by wisdom and a sense of magnanimity, neither underplaying our work. Rather than emphasize more de tailed knowledge I would like to suggest eight areas of advanced study which will assist the safety specialist in these functions of analysis, interpretation and communica nor overplaying the function that safety must play in the company operations. Finally, Juxtaposed with interpretation is communication. Unless the safety specialist can make his findings and their interpreta tions known to management and the worker his efforts are wasted. To most safety di rectors this is the area of their prime con cern, especially in their communication with management. We often forget, however, that safety communication must be lateral, as well as vertical in the firm. Other staff functions are intimately' bound to the safety functions since accident prevention measures are very likely to. affect quality control production control, methods and time study, sales, and accounting. Communication involves estab lishing channels and organizing the mes sages to be used in these channels. Effective ora! and written communicative skill is one of the real weaknesses in mod em engineering education. Almost without exception our graduates complain that they wish they could have taken more English and speech courses while in college. To the safety specialist, communication is a constant challenge and a difficult art. For example, he must convince his su periors that their support is indispensable tion. These areas of study might involve reading, safety seminars, advanced courses sponsored by local ASSE chapters and topics for ASSE national meetings. I. Work Simplification--including work measurement, principles of motion economy, methods analysis and operational analysis. This ability to analyze elements of work is the foundation of job safety analysis. II. Human Factors Engineering -- The fundamentals of the design or man-machine systems for human use. This involves con sideration of the cognitive, anthropometric, sensory and motor capabilities of man and their effect on equipment design. III. Descriptive Statistics--The ability to organize data in meaningful ways and the subsequent ability to present accident data in clear and concise forms. IV. Inferential Statistics--ability to drawproper inferences about statistical data. Of paramount concern here is the distinction between chance and real changes in acci dent statistics and the testing of hypotheses concerning accident causes and the rela tion between accident prevention efforts and changes in safety effectiveness. V. Environmental Stress and Its Effect on Worker Behavior--included here are those environmental factors which not only and at the same time not inculcate the at accelerate accident producing situations but titude that he does not have control of the those which at the same time undermine situation. To the worker he must establish quality output such as thermal stress, noise, his authority and at the same time solicit lighting, airborne contaminants and toxic from him assistance in combating accidents. chemicals. The safety specialists must above all else establish by means of the written and spoken word a sense of awareness and responsi bility towards safety, from the hourly laborer to the. plant manager. Unless the plant community considers safety a part of each individual job and is aware of acci VL The Psychologically Safe Climate -- This is an area of psychology that has been abandoned in the past for emphasis on accident prone theory. Here we refer to motivational, learning and altitudinal fac- ' tors which facilitate alertness and concern towards safety. dent producing situations it is questionable how much the most capable safety specialist can accomplish. Up to this point we have outlined the general specifications for the ideal safety specialist. While none of us may ever reach perfection we can through self-education better equip ourselves for the challenges of VII. Creative Thinking--one of the lost arts in engineering today. Because no two accident problems are the same we must develop ingenuity and unconventional solu tion methods. Creative thinking is a skill that can be developed as brainstorming ses sions have demonstrated. VIII. Effective Communication -- The 78 ability to expre our findings in s the recommendi terms which th stand. What is neede topical areas bj and outside of iion of tins ma PREf Trainini A hasty revh that we have t this subject for question that fi this recurring ii are the needs t! discuss this ma swers on frequ professional me I believe the sion of them v to review some with preparatio In addition, I s! seven additional paring the safe performance V us begin with th constant stirrinj tion. First, there is tion of whether be an engineer. sue, but merely ,, ature, such as t paring Tomorn Specialist"; or t Engineering Prt by Heimrich, * Own Feet"--a ] the 1955 Congr "What Shall \ gineer of Tomo: was discussed, the Industrial Subjects Sessions ability to express concisely and completely 'Our findings in safety and to spell out clearly the recommended action to management in terms which they can appreciate and under stand. What is needed is the development of these topical areas by talented individuals within and outside of our society and the publica tion of this material so that it is available to the individual safety specialist. Lastly it should be clear that knowledge and skill are no guarantees of success in accident prevention if we fail to be genuinely moti vated in our concern for our fellow man. If we truly possess this concern, face up to our own inadequacies and continually strive for self improvement, we will be a credit to ourselves and to our profession. PREPARING THE SAFETY ENGINEER AND UPGRADING PERFORMANCE By D. A. WEAVER Training Div., Traffic Institute, Northwestern University, Evanston, UL A hasty review'of "the" literature reveals that we have been probing and discussing this subject for at least 10 years, and the question that first occurs to me is, "Why this recurring interest in this theme?" What are the needs that impel us to renew and discuss this material and to seek new an swers on frequent occasions in all of our professional meetings. I believe there are four needs. Discus sion of them will give us an opportunity to review some of the literature concerned N with preparation of the safety engineer. jin addition, I should like to present to you ./seven additional ideas concerned with pre paring the safety engineer and upgrading performance With this brief preview let us begin with the first need which motivates constant stirring and review of this ques tion. First, there is a need to clarify the ques tion of whether a safety engineer must first be an engineer. I shall not discuss this is sue, but merely refer to some of the liter ature, such as the 1956'item entitled "Pre paring Tomorrow's Engineer and Safety Specialist"; or the 1958 item on the "Safety Engineering Profession"; or the fine paper by Heitnrich, "Can Safety Stand On Its Own Feet"--a paper dating from 1955. At the 1955 Congress, there was a paper on "What Shall We Teach the Safety En gineer of Tomorrow"--in 1959 the question was discussed, "What Is A Safety Engi neer"?--or the fine article in the current issue of the Journal entitled "Engineering as a foundation for Optimum Safety Suc cess." One of our needs in our recurring dis cussion of this theme of education of safety personnel has been the need to clarify this question of the role of engineering train ing for safety engineers. A second need has been to develop a uni versity curriculum for preparing safety per sonnel. This has given us a fine paper at the congress in 1958 by Tom Rockwell, "Removing a Blind Spot in Safety Educa tion." Or in 1955, a survey, entitled "The Safety Engineer in Industry-" Or a paper irom 1956, entitled "Recognition of Safety as a Profession.".And dating all the way back to 1952, a fine booklet by Cutter and Elkow, entitled "Training For Industrial Accident Prevention," to which I shall re turn in a few moments. I believe there is still a third reason why safety engineers find a need to consider and reconsider the kind of knowledge and training that goes into their job. I believe by such discussions we seek to avoid be ing swamped, being drowned, by the im mensity of the knowledge and skills that seem to be unavoidably inherent in our job. We sense a need to know all things and yet we are aware of the fallacy of seeking to know all things, and are aware of the fallacy of creating an image of the safety engineer as a man who knows all things. 79 / t) ) 1961 National Safety Congress We have sought the core concepts around ourselves and we harness concepts to the which to integrate our body of knowledge; tasks of safety that surround us. to integrate our work, to integrate our safety personalities. The very vastness of the things we deal with,- in chemistry, in physics, in engineering; in medicine, of plant layout, in industrial engineering pro cedures, in psychology, in teaching, in moti vation, the very vastness of all this sur rounds us with a chaos through which we seek guide posts. The American Society of Safety Engi neers was the first organized group with an expressed belief that safety could be achieved by orderly application of princi ples. We still struggle to define ourselves and our body of knowledge. It is interesting to be aware of the fact that others deal in the same life-preserving and propertyprotecting tasks that we ourselves are in. This need gives us such papers as one But their identity has been different, their in 1953, entitled "What The Safety En specialty has beer different; the pattern of gineer Expects in the Safety Program"; their thinking has been different or one in 1959 seeking guidance on polity, entitled "Safety Management Polity"; or in 1952^ "The Place of Safety Engineering in Industry"; or in 1959, "What A Plant Manager Expects Of A Safety Engineer." Others have found it necessary to organ ize in groups and societies whose patterns of thinking are not satisfied in the things we have identified in the American Society of Safety Engineers. Just hastily there are We have sought guidance in the chaos of the Fire Prevention Engineers, the Insti die knowledge and the skills of our job; tute of Traffic Engineers, the Council of we have sought to avoid being swamped - Safety Supervisors, the Campus Safety As by again and again asking ourselves what sociation, the American Industrial Hygiene should be in our education and training. Association, and I am sure there are others. Fourth, I believe there is another para doxical need which motivates us to look at our training and background--the need to avoid being narrowed to the special as pects of our immediate job--to avoid be coming specialists in one plant, in one in dustry, or perhaps in just one department or phase of safety in a plant or industry. On the one hand, we have the need to avoid intellectual chaos and on the other hand we have the need to avoid intellectual tunnel virion. This has given ns such papers as the 1958 paper on "What is Wrong with Safety Engineers"; or in 1959 a paper en titled "Toward the Profession of Safety Program Management"; or in 1960, "To day's Safety Engineer"; or in 1960 again, "Our Society Must Prepare Today for To morrow." These four thoughts provide a hasty re view, of. some of the literature that exists on these topics. It may be comforting to you to know that whatever yon are seeking here today and whatever you may acquire here today, can be augmented by the de voted efforts of many people extending back oyer many years. I believe we shall con tinue for many years to probe these questions, for by probing them we find per sonal guidance, personal integration, identi fication in our special role. We harness I can perhaps close off this portion of my comments by referring again to the booklet by Dr. Cutter and Dr. Elkow, pub lished in 1952 by the Center for Safety Education at New York University. In this 64 page booklet. Part I is entitled "The Industrial Accident Prevention Specialist and His Functions." Part II, "Training for Safety in Engineering and Technical Schools." Part III, "Training in Accident Prevention in Non-Engineering Colleges, Schools and Departments." Part IV, "Rec ommendations for Training in Industrial Accident Prevention." Those of us who seek for guidance in this field need not seek in vain. Let us then consider some other aspects of preparing the safety engineer and up grading performance. Let ns consider it from the view of the practical safety en gineer doing his job; perhaps aware of tire need to avoid both intellectual chaos and intellectual tunnel vision, and desiring further education and guidance to upgrade perform ance. The following seven ideas may have some merit in your thinking: 1. Build your self-improvement around the specific hazards of your operation. Define what it is you need to do hr order to do your job better and seek opportunities for that kind of education. Do you have lad- 80 ders or flammal ers. an outride c or special hazan give self-directe For example, is the trucking many industries, to be growing a skills and know! out and exert ai your company perhaps spread rected by a sale cent is sales, ani driving passenge little influence? This is what your influence, 1 around the spo operation." This tale told to me" received a phot in a chemistry 1 be hastily thum! data sheets, and explain to the at had happened. ' how to prevent ruefully, for he ing the role of t! ing all things. K tying role when but you seldom i The real poin was prepared to his chemical lab: cal engineer to k to be known a chemicals that i industrial operati I submit that the safety engin baked chemist. 1 don as a safer he contrives prowhenever a ac\ potential is bro gives him the o and preventive i provement can specific hazards 2. Through tl available, a flow our desks frorr mention this jx Industrial Subjects Sessions ders or flammable materials, window washJrs. an outride construction crew, explosives, or special hazards to which you might well give self-directed educational endeavor? For example, one frequently overlooked is the trucking operation, which exists in many industries, and which at present tends to be growing at a rather rapid rate. What skills and knowledge do you need to read) out and exert an influence over that? Does your company have a sales organization, perhaps spread over a very' wide area, di rected by a sales manager whose sole con cern is sales, and all of whose salesmen are driving passenger cars over which you have little influence? This is what 1 mean when 1 say, "Build your influence, build your self-improvement around the specific hazards of your own operation." This I think is illustrated in a tale told to me by a safety, director, who received a phone call about an explosion in a chemistry lab. Before he rushed over, he hastily thumbed through some chemical data sheets, and upon arrival was able to explain to the amazed chemist exactly what had happened, why it had happened, and how to prevent it. He said all of this very ruefully, for he realized that he was play ing the role of the safety engineer as know ing all things. He knew that this is a satis fying role when you can get away with it, but you seldom can. x The real point of the story is that he Vas prepared to deal with the hazards of nis chemical labs. It would require a chemi cal engineer to know all the facets that need to be known about the wide variety of chemicals that exist in most any of our industrial operations. I submit that it would be a fallacy* for the safety engineer to seek to be a halfbaked chemist. He performs his full func tion as a safety engineer, however, when he contrives procedures whereby he knows whenever a new chemical with unknown potential is brought into the plant This gives him the opportunity to exert control and preventive measures. Self-directed im provement can usually be pointed by the ipedfic hazards of our own operation. 2. Through the literature and standards available, a flow of materials should cross our desks from the standard sources. 1 mention this point because so frequently a safety engineer mentions a problem, not knowing that a standard exists that would be helpful to him or that literature on it exists for pass-out materials for his su pervisors. This again does not mean that we become all-knowing in studying all these things, but that we know what is avail able from the American Standards Associa tion, from various insurance companies, from the National Fire Protection Association. National Safety Council, heating and venti lating engineers, industrial hygiene publica tions, chemical data sheets, and special pub lications pertinent to our 'industry, be it trucking, mining, petroleum, utilities, or whatever. I believe it is a fair statement that you do not have a problem, you do not have any need for knowledge, that has not been reduced to writing and expressed in a pam phlet or a book somewhere. My point here is: keep your channels open to a flow of this material, learn to scan it hastily so that you know what is there, learn to read some of it and learn to study certain further choice items. 3. Study your position and the position of safety in your organisation. This idea relates to the next one I am going to men tion. My thought can be illustrated by this situation: A safety man had been attached to the trucking department in an organization be cause that was their problem when they brought him in. He had, however, a siz able background in industrial safety, felt the need to extend his influences further throughout the organization, and found him self strategically in a very poor position to exert influence throughout the organiza tion. It is further illustrated in a company 1 consulted with, in which it became a ques tion of some import as to just where and to whom a potential safety director should report The standard academic answers were there, but for reasons that would be diffi cult to understand . without knowing the internal workings of the company, it just would not work in this case. The idea is illustrated in a situation in which the safety director just Isn't attached anywhere. He literally reports to no one. The person who hired him changed to an other position, the safety director literally 81 1961 National Safety Congress did not know whom he reported to, and no one understood him to be a subordinate. He was a free-floating safety engineer. He was die most advisory safety engineer I have ever seen, and also in a position of least influence. Can you extend your influence throughout die organization? Can you make it reach the sales department, the high-powered brains in die research department, the driver on the highway, the outlying plant in the other city, or die boss's son? We need to under stand our position and the position of safety in the organization, in its total functioning, in order to advance and exert our influence for good. 4. The fourth point is an old cliche of safety, to fix safety as a line responsibility --u'here it belongs. It lias been my observa tion tliat management does not expect this; is quite confused as to the functions of safety', even when they define it in words; is often rather vague in its application and, most importandy, tiiat it is a long and difficult task to really imbue a whole or ganization widi the idea of line responsi bility for safety. I believe the whole philoso phy, theory, and practice is revealed in a little vignette of the safety director who described a scene in which he stood talk ing to the plant manager one morning when the assistant plant manager walked up. As the assistant approached, the plant manager nudged die safety director and pointed at the shoes of die approaching assistant and said, "Look! No safety shoes--give him hell!" The safety director calmly shrugged his shoulders and walked away with the comment, "He doesn't work for me." I believe these last two thoughts--to study your position and the position of safety in your organization, and to fix line responsi bility for safety, are important in the de velopment of the safety engineer. Your success and yor skill in dealing with these last two items, I believe, make the distinc tion between safety management and safety inspection for some other lesser expression >f safety control. 5. Make the safety post a stepping-stone upward. I believe this point has overlooked implications. It applies to you--it applies to your subordinates--and in a large organiza tion it has special meaning for safety super visors assigned in the field. As it applies to you, let me suggest these thoughts: I believe that a man who leaves safety work for some higher responsibility in his com pany is not lost to safety--die is rather in a position of doing more for safety. His higher position, with his safety back ground, makes him highly receptive to the safety needs of the organization; and his higher position puts him in a more influen tial position to accomplish something in it. I do not believe the cause of safety suffers when a safety man moves to a higher responsibility in his company. This idea of making safety a steppingstone has a special pertinence in many organizations which have gone through a rugged phase--a phase of rapid growth, of immaturity and development, of acquisition of other companies, of difficulty in applying good management procedures and hence good safety procedures. I have seen such organi zations influenced by strong, competent safety men, who did a terriffic job in safety and inculcated throughout the organization a deep awareness of safety fundamentals. The more successfully they accomplished this task, the less it needed a man of such high competence and salary- I have seen such men become, shall I say, the victims of management's awareness that their tasks, now so well integrated throughout the company, could be done by somebody at half the salary. I have seen other men in this same situa tion, perhaps more fortunate, who used safety as a stepping-stone. As they did this tremendous job for safety they also de veloped around themselves a set of related tasks--tasks in claims, in insurance and compensation, in wage administration, in pension programs, in any number of re lated tasks which are a developing part of the efficiency of the organization. I talked to one such man this week, who recently gave up the title of safety' director to take* on a higher title that encompasses all the tasks that he developed while still safety director. He now has reporting to him a safety director at perhaps one-half or onethird of his salary. Safety suffers when highly competent men, who have staked their prestige,- their status in the company, on masterful safety' performance, suddenly have the rug slid out from under them. On the other hand. 82 safety gains wlia vanccs himself, e? throughout the ' his influence on s; This idea of t applies to your si a man as you den pan)', or to anoth go; let work in nized as a stcppii the best abilities performance. A special versu organizations wh< at the district supervisors are ; thority. These m< sional safety men they* are not a j staff; they repc organization. In such positior of two things: S competent hiding because he is not he seems to do th desk. Or sometin picture--a capable done a fine job i because he has do promotional oppoi other men. It is and the function safety supervisors These men are working of a w throughout it, to deal with all of wonderful opportt get better. safer: safety supervisory nized that a post i for a step upward 6. Seek out c pdftunities to fit quainted with the able. Just thinkin; radius of Chica] courses, courses courses in plant v< hygiene, in indust vestigation, and I more. Know the ! of the kind of need. This doesn' Industrial Subjects Sessions fely .gains when that safety engineer ad package you want is always available, but duces himself, exerting a stronger influence the opportunities for the precise preparation throughout the whole company, including you desire are available somewhere. his influence on safety. 7. 1 suggest that each ASSE chapter This idea of safety as a stepping-stone should sponsor a professional-level course. applies to your subordinates. You may lose When I mentioned this to George Harper a man as you develop him to another com he suggested two courses: one for safety pany, or to another department, but let him engineers and safety personnel and the other go; let work in safety be seen and recog for front-line supervision. I agree with him. nized as a stepping-stone upward deserving I shall, however, at the moment, speak only the best abilities and the most aggressive of courses for professional safety personnel. performance. Each chapter should seek out and establish A special version of this applies in large university contacts. You will eventually organizations where at the plant level, or find someone or some university or some at the district or division level, safety department of the university that can work supervisors are assigned by the line au with you in putting on a program that will thority. These men are not usually profes be hdpful to you and to your chapter. sional safety men as you and I know them, they are not a part of the central safety staff; they report directly to the line organization. Let me offer four suggestions from my own experience in organizing and putting on these courses: (a) Put them on for yourself; don't develop them as a noble In such positions you are apt to find one service to some other beknighted soul who of two things: Sometimes you find an in needs your help. Serve yourself. Serve your competent hiding behind the desk; left there own chapter. Serve your own industry', and because he is not wanted anywhere else, and you are apt to find in the process that some he seems to do the least harm at the safety other beknighted sou! is interested in what desk. Or sometimes you find an opposite you're doing and will attend in greater picture--a capable, aggressive man who has measure than if you aim at him specifically. done a fine job in safety and is left there because he has done a good job, while other promotional opportunities are passed on to other men. It is well to review the role and the functions and the prospects of fety supervisors in these positions. (b) Put on your courses at the highest professional level. In part, this is an expres sion of the previous point, in. that the greatest need for safety education is in the numerous small plants who have no safety director, who have little awareness of ./These men are in a position to study the safety as an organized activity, who think working of a whole operation, to travel of safety in terms of 5-600 dollars a year throughout it, to know all its people, to as insurance premium. These people we deal with all of its people. It is a most need to reach, but jf you try to reach them wonderful opportunity for growth. We will directly, they will not come. If you put on get better. safety performance in these a "high-level course deserving of your at safety supervisory posts when it is recog tention and your earnest participation and nized that a post in safety is an opportunity attendance, and then promote it among these for a step upward in the organization. lesser folks whom you wish to reach, you 6. Seek out courses and training op will reach a higher perecentage of them. portunities to fit your needs; become ac This has been our experience. quainted with the variety of courses avail (c) Work in fundamentals, even though able. Just thinking out loud--in a 150-mile your program is at a high professional radius of Chicago there are supervisor level, because you wish to serve some 'folks courses, courses in safety fnudamentals, who have less experience than you. Funda courses in plant ventilation and in industrial mentals are really .worked in by the defini hygiene, in industrial security, in arson in tions and instructions given to your teachers vestigation, and I am sure there are many rather than by the selection of titles them more. Know the sources in your own area selves. Regardless of title, safety funda of the kind of further preparation you mentals, with forethought, by instruction to need. This doesn't mean that the precise your speakers, can be worked into the .83 ) if) 1961 National Safety Congress highest professional course, and what's more, can be presented In a way which will absorb the interest of the highest profes Reports and Reporting Procedures, by D. T. Mould, Safety Director. General Motors Corporation, Detroit (1958 NSC Transactions. VoL 16} sional group. (d) Look for an adviser. Somewhere there is a man who will work with you, who knows people in our field, knows the cross-threads of ideas, knows who can hdp to develop a program or present topics. In my work I always had the guidance of the Indianapolis chapter of the American Society of Safety Engineers, and beyond tliat I had phone contact with our longtime friend J. C. Stennett, who is an encyclo pedia of guidance and help, and who I called on frequently. The Safety Engineers' Major Problems, by Myron L. Miller, Supervisor of Safety. Westinghouae Electric Corp., East Pitts burgh. Fa. (1958 NSC Transactions, VoL 16) Problems of Administering Multi-Plant Safety Programs, by D. T. Mould, Safety Director, General Motors Corp., Detroit; Earl H. Stockdale, Accident Prevention Div.. Gulf Oil Corp.. Pittsburgh. Pa.; C. H. Hoopes, Supvr., Safety A Health Services. Continental Can Co.. Inc., Chicago. HL: W. C. Mahlstedt Safety Eng., Continental Baking Co.. Rye. N. Y.; L. R. Morrison. Safety Mgr.. A. C. F. Industries. Inc., New York City; J. E. Nichols. Dir. of Safety. Reynolds Metals Co.. Richmond, Vs.: D. A. Patrician. Staff Administrator, Safety & Accident Prevention. Radio Com. of America. Camden. N. J. (1958 NSC Transactions. Vol. 16) Education for safety personnel--prepara tion of the engineer--upgrading perform ance--I wish 1 could tell you exactly where you can acquire the educational background that fits your particular needs, your particu The Safety Engineer's Responsibility with Management in the For Reaching Aspects of Increasing Workmen's Compensation Bene fits. by Albert I*. Anthony. Service Repre sentative. Doss Prevention Dept.. Liberty Mutual Insurance Co., East Orange, N. J. (1959 NSC Transactions, Vol. 2) lar personality, your particular intellect, your particular company. I cannot do that nor will we ever be able to. We do need constantly to orient ourselves and to seek American Society of Safety Engineers-- Annual Meeting, Standards of Concern to the Safety Engineer, by Arthur S. Johnson. Vice Pres.. Engineering American Mutual Liability Insurance Co.. Boston. (1959 NSC Trans actions. VoL 131 new directions, especially new directions in self-preparation. 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' iadbcater, Safety Director, Todd Shipyards Corporation. (Supervision, January, 1954) Dedication Plus . . . What a Plant Manager Expects of a Safety Engineer, by Lincoln B. Crosby, Director of Manufacturing. Eastern Operations, for the Plastics Division, Mon santo Chemical Company, Springfield. Mass. (National Safety News. September, 1959) Toward the Profession of Safety Program Management, by waiter A. Cutter. Director. Center for Safety Education. New York University, and Thomas H. WUkenson. Direc tor of Safety, Department of the Army. (National Safety Mews, October, 1959) Our Society Must Prepare Today for Tomor row, by CL Russell De Reamer, Safety Man ager. International Business Machines. (Na tional Safety News. May 1960) Safety t,omee of Age, by John B. Dunne. Assistant Sales Manager, Bomgardner Manu facture^ Co. (National Safety News, FBbru- Today's Safety Engineer ... in Industry, Business and Government, by E. Peter Mar coni. Chairman. American Society of Safety Engineers, Special Committee on Membership Services. (National Safety News, August. Can Safety Stand on Its Own Peett by H. W. Heinrich, Superintendent of the Engineering and loss Control Division, Travelers Insurance Company, Hartford, Conn. (National Safety News, November, 1955) Principles of Accident Prevention and Con trols, by George F. Nuernberger. Safety Engineer. A. B. Dick Company, Chicago. (National Safety News, November, 1956) Canons of Ethics for Engineers, prepared by Engineers' Counril for Professional De velopment and adopted by the Executive Committee, American Society of Safety Engineers. (National Safety News, August. Management Safety Policies, Published by the National Safety Council. (National Safety News. November, 1959) The 8afety Engineer in Industry: A Sur vey, by Society for the Advancement of Management. 74 Fifth Avenue, New York U, N. Y. (Management Review, August, 1955) Preparing Tomorroto's Engineer* and Safety Specialists, by H. H. Fawcett, Research Laboratory, General Electric Co.. Schenec tady. N. 7. (National Safety Council. Library, October, 1956) The Place of Safety Engineering in Indus try, by CL EL Weiser, President. American Society of Safety Engineers. (National Safety Council, Library, January. 1951) (1956 NSC Transactions. VoL 24) The Safety Engineer's Relationship With Management In Industry, by E. CL SlcPadden, Vice-President. Texas Employers Insur ance Company. (Engineering for Safety, No. 282. June. 1954) What is Wrong with Safety Engineersf by A. B. Pettit. Supervisor, Industrial Health and Safety. The Davidson Chemical Corpora tion. Baltimore. Md. (National Safety Coun cil. Library. April. 1951) THE K1NTZ AND BROWNE FIRE AND STATIC ELECTRICITY DEMONSTRATION M. KINTZ, District Supvr., Health & ` afety. District G, Bureau of Mines, U. S. Dept of the Interior, Dallas, Tex. H. P. BROWNE, Supervisory Safety Eng. District G, Bureau of Mines, 17. S. Dept of the Interior, Dallas, Tex. The presentations which are designated "Project Igniter" deal primarily with the subjects of: (a) fire and explosion, cause and pre vention, (b) the control of flammable and toxic gases, (c) the hazards of static electricity, (d) safety hazards in electrical equip ment One of the highlights of the presentations is a demonstration entitled the "Magic of Fire)" which has been enthusiastically re ceived by large audiences in Canada, U.S.A. and Mexico. All of the undemoted lecture demonstra tions are authoritative, lively, informative and enjoyable scientific shows utilizing a unique combination of specially designed equipment and lecture demonstrations. The. general technique of presentation is to de scribe an occurrence, a theory, or operating procedure and then by use of specially designed equipment to reproduce the occur rence or apply die theory and show the results. The "first demonstration deals with the chemistry of fire and dust explosions, the fire triangle (fuel, beat and oxygen), ex plosions due to pressures, the extinguish ment of fire by removing individually, fuel, 85 1961 National Safety Congress \ oxygen and the heat legs of the fire tri duced in miniature. Means of control of ) angle. The strengths, limitations of various static electricity and means of preventing BET types of fire fighting equipment are shown serious effects are demonstrated and dis and techniques of use are demonstrated. cussed. It is shown that static electricity a The lecture further deals with the special cannot ignite flammable materials unless and hazardous characteristics of light hydrocarbons including natural gas and gasoline. Factors which act to convert an explosion into a detonation are demon strated. The special effects of different concentrations of gases and oxygen on flammable limits and explosive pressures are seen as is the migration of gases ac cording to specific gravity. Ignition temper atures and various methods of developing three conditions exist simultaneously. Means of preventing fire and explosion from static causes are derived in demonstration from this observation. The effects of discharges of static elec tricity in operations involving such common place substances as gasoline, anaesthetics, natural gas, paint, varnish and commercial alcohol are demonstrated in memorable faction. Traffic acctder cause of accident nation today. Ba; that their princij off-the-job safety cidents. This is taken and the re Refinery in redi traffic accidents, publication prepai these ignition temperatures are demon The final lecture demonstration is of ganizations wishi: strated, as are dust explosions and the special interest to persons who are con program. factors affecting them. Special methods of control of fire and explosion in industry, and in the home are demonstrated at length. Particular attention is given to discussion of individual and local problems. The next lecture demonstration deals with the flammability, toxicity and explosive cerned primarily with electrical problems in areas in which explosive vapours and gases may be containments and particularly in conduits, ducts, and underground-ston? times. It is also of wide interest to many laymen, industrial managers, architects, con tractors, supervisors, and workmen. The need for maintenance of explosion proof and permissible electrical equipment is ex For many year* tained a cotnpr safety program, of off-the-job los their conviction 1 Safe Around the the-job program < in-plant injuries. limits of gases encountered in industry. Ex plained and demonstrated. The success of \ i amination is made of the composition and qualities of normal air and the special effects of the differing specific gravity' of gases as well as detailed consideration of the special qualities of oxygen, nitrogen, carbon dioxide, methane, propane, butane, gasoline, carbon monoxide, hydrogen sul phide, sulphur dioxide and mercury. Diffu sion of gases is demonstrated and respira tory equipment and its choice is discussed Special devices are used to demonstrate the behavior of flammable gases in conduits, and enclosures. The provisions of the Electrical Code dealing with these matters are discussed, explained and demonstrated Flame and explosions are generated and propagated by equipment which permits observation, and study of the phenomena. Comprehensive demonstration is made of the differing performances of various types attributed to the ticipation in the c Some measure oi by the fact that members of their the course, only tend all four se off-the-job traffic this program, ir worth-while. and the affect of gas concentrations on of equipment in explosive and flammable During the pas: living organisms is shown. Permissible atmospheres. considerable prog: limits and the meaning of permissible limits are described and demonstrated. The next lecture demonstration explains and shows the nature of static electricity. Its various manifestations are dramatically presented and specific hazardous occur rences are discussed in detail and repro This series of lectures provides an un usual training opportunity for accident pre vention personnel, supervisory staffs, safety committees in industry', teachers, training personnel, fire department workers, hospital workers, aril defense participants and others. lost-time accident sented the first y to bring off-the-j< control. It was disabling injuries ery plant disable were reduced in 1958. In 1959 we of accidents by year. The problem w the total off-tbe-j reduced, no progi of traffic accident cent of our off-' traffic accidents s cent in 1959. As 86 Industrial Subjects Sessions BETTER DRIVING FOR THE WHOLE FAMILY By WILLIAM F. SABOTA Safety Advisor, Humble Oil & Refining Co., Linden, N. J. Traffic accidents are the number one cause of accidental death and injury in the nation today. Bayway Refinery also learned that their principal problem in the area of off-the-job safety last year was traffic ac cidents. This is the story of the action taken and the results achieved by Bayway Refinery in reducing off-the-job lost-time traffic accidents. My talk is taken from our publication prepared as a guide to other or ganizations wishing to implement a similar program. For many years Bayway Refinery has sus tained a comprehensive and progressive safety program. They attacked the problem of off-the-job lost-time accidents because of their conviction that employees should "Be Safe Around the Clock" and that an offthe-job program contributes toward reducing in-plant injuries. The success of the program was primarily attributed to the enthusiastic employee par ticipation in the off-the-job safety activities. Some measure of its success was indicated by the fact that of the 1200 employees and members of their families who enrolled for the course, only Zy2 per cent failed to at tend all four sessions. The reductions in T-the-job traffic accidents, as a result of Js program, indicate that it was very worth-while. During the past five years. Bayway made considerable progress in reducing off-the-job lost-time accidents. The year 19S6 repre sented the first year that action was taken to bring off-the-job disabling injuries under control. It was found that 20 off-the-job disabling injuries were taking place for ev ery plant disabling injury. Our accidents were reduced from 263 in 1956 to 63 in 1958. In 1959 we reduced the total number of accidents by four from the preceding year. The problem was found to be that while the total off-the-job disabling injuries were reduced, no progress was made in the area of traffic accidents. Accounting for 18 per cent of our off-the-job accidents in 1956, traffic accidents steadily increased to 34 per cent in 1959. As significant was the increase in days lost to 54 per cent of the total due to off-the-job traffic accidents in 1959. These increases offset reductions in other areas, such as home and recreation accidents. Program Development STEP 1: Bayway Safety Division devel oped a defensive driving program based on needs, with the cooperation of the Esso Safety Foundation. STEP 2: Defensive driving program was presented to Bayway Central Safety Com mittee for approval STEP 3: The cooperation of outride agen cies was obtained to participate in the course, such as the New Jersey Division of Motor Vehicles and Division of State Police and the New Jersey Safety Council. STEP 4: A pilot course was presented to a sample group to develop the final pro gram format before it was offered to all Bayway employees and their families. A letter from the Manager of Bayway Refinery accompanied by this filer was sent to employees* homes announcing the pro gram. A second letter from the manager of Bay way Refinery was sent to employees' homes accompanied by an information sheet and a kit of promotional materials, as follows: Information-and Instruction Sheet Who is eligible?--All Bayway employees and members of their immediate families who drive. The initial program will be pre sented to the first 600 who register. At tendance tickets will be sent out for this program. Place--Auditorium, Bayway Office Build-" ing. Time--7 JO p.m. to 9:30 p.m.--4 sessions, 2 hours each. Dinner--Starting at 6 pan., a free dinner will -be served in the Bayway Cafeteria to everyone attending the program. Dales--Tuesdays or Thursdays through May. This program will continue in future 87 I) o 1961 National Safety Congress months until everyone who registered has scheduling guest instructors, resource peo a chance to take part ple, visual aids and physical facilities. In Registration and award card--Enclosed is addition, each session required the following a return address registration and award se staff assignments: lection card. Please print your name, address 1. One attendant at cafeteria door--punch and employee number. Check the box indi ticket stub of persons enrolled in course as cating that you will or will not attend. If dinner guests of management you (the employee) plan to attend, look 2. One attendant at auditorium, door--col over the enclosed list of Employee Awards lect tickets for attendance records. and marie the number of your selection in the box after your name on the card. To register members of your family who drive, print their names on the bottom of the card in the spaces provided. If you register fam ily members, have them look over the en closed list of Family Awards and mark die 3. One guide at ground floor elevators-- direct people to the auditorium. Assist Mo tor Vehicle Inspectors during psycho-physical testing in cafeteria. 4. One guide at first floor elevators--same duties as item 3 above. number of their selection in the box after their name on the card. If yon (the em ployee) cannot attend, you may still register members of your family who drive. If you prefer either Tuesday or Thursday sessions, please indicate your choice at the 5. Two microphone handlers--assist in stopping distance demonstration. Assist Mo tor Vehicle Inspectors during psycho-physica! testing in cafeteria. Usher. Handle traveling microphones daring regular--sessions^ Instructors included Dr. Herbert J. Stack, bottom of the card. Driving skill rodeo prizes--A total of $350 will be awarded to the three best men and women drivers of the Rodeo. Both em ployees mid non-employees who attend all four sessions will be eligible for selection to compete in the Rodeo. The top 15 men and 15 women selected for the Rodeo will com pete for the cash prizes. Department of Safety Education, New York University; Consultant, Esso Safety Foun dation; Dr. Arthur Mabony, Education Su pervisor, Fair Lawn Public Schools System; Dr. Nathaniel O. Schneider, Director, School and College Division, New Jersey State Safety Council; Richard Tossell, Assistant Director, Esso Safety Foundation. Cooperating agency representatives in Women Drivers $100 50 25 First Prize Second Prize Third Prize Men Drivers $100 50 25 cluded George Traver, Executive Vice Pres ident; New Jersey State Safety Council; Capt Daniel Dntm, New Jersey State Safetv Cooncil; Gerald J. Driscoll, Chief, Bureau Traffic Safety, New Jersey Division of Mo tor Vehicles; William J. Ford, Budd Krayer, Employee and family awards--Employees and family members who attend all four sessions will be eligible to receive the award they selected from the two enclosed lists. Certificates--Defensive Driving Certificates wilt be awarded to everyone who awrf all four sessions. Defensive Driving Pens will be given to all who attend. DON'T DELAY--REGISTER TODAY and Richard Steam of the New Jersey Di virion of Motor Vehicles; Enrity Barnett, Traffic Engineer, New Jersey Division of Motor Vehicles; GoL Joseph D. Rutter, Superintendent, New Jersey Division of State Police; Lb Peter Hanscb. New Jersey Division of State Police, and Lb Raymond Moekridgcv New Jersey Division of Motor Vehicles. Instructional Planning Program Coordination Planning for the instructional program in off-the-job traffic safety was based on the Behind every smoothly run program is a purposes of driver education and on other hard-worJdng staff with specific assignments. practical objectives of the learning group. The coordinator for the course was William In determining details, instructors consid F. Sabota, Bayway Refinery Safety Divi ered the needs and interests of the employees sion, who was responsible for all arrange and their families and utilized every good ments. This included publicity, enrollment. resource available. The limitation coarse required c dous use of time ing the Bayway < range of driving e Many family grou enrolled in each c Inasmuch as the were at various 1< and driving expe be structured to needs represented tkmal objectives i the development c ences was the res instructor workmj 1. Develop the and "early recogn conditions. 2. Develop the sponsSNlity" for ] 3. Develop crit can measure their habits. 4. Develop the : violations and the 5. Review effect collisions and neat 6. Personally irr "participation" in to course objectiv Method Little attempt methods closely, ri ing to student nec learning experiem able facilities, ai The methods selec placed learning < and realistic settix the participants. following teaching 1. Class discuss for determining ti and involving a through partidjot 2. Instructor? sential background students for plat Lectures were dist fully organized t! variety of andioonstrations smtab create and mainta Industrial Subjects Sessions /The limitation of eight hours for the 3. Visiting specialists and resource per coarse required careful planning and judi sons (representatives from the State of New cious use of time. The participants attend Jersey Division of Motor Vehicles, Division ing the Bayway course represented a wide of State Policy and State Safety Council) range of driving experience, age and income. backed up the instructor at each session by Many family groups of two to five members answering questions raised by individuals in enrolled in each class of nearly 300 peoph. the audience. The students also wrote their Inasmuch as the individuals in these groups were at various levels of learning readiness and driving experience, the course had to be structured to meet the more common needs represented. The following instruc tional objectives were established; however, the development of specific learning experi ences was the responsibility of the qualified instructor working with the participants: 1. Develop the concept of "anticipation" and "early recognition" of hazardous traffic conditions. Z Develop the concept of "personal re sponsibility" for preventing accidents. questions on the cards which were provided and collected at the end of the session. Ques tions not answered became the basis for tiie panel discussion during the final session. The panel members were representatives from each of the cooperating, state agencies. State Motor Vehide Division Inspectors also participated by administering die psycho physical tests and scoring partidpants in the Driving -Skill Roadeo. Their partidpation gave the program an "official" atmosphere and improved the partidpants' understand ing of the objectives of each of these agendes. ... ___ .------ 3. Develop criteria by which participants can measure their own driving practices and 4. Stopping distance demonstration--a se ries of dramatic stopping trials were run over a roped-off area of asphalt pavement 4 Develop the relationship between traffic at the refinery parking lot Two cars of the exact model and weight were matched violations and the consequences of accidents. against each other--one equipped with 5. Review effective evasive steps to avoid Atlas Bucron tires, the others were factory- collisions and near misses. equipped tires. The measured braking dis 6. Personally involve the individual through tances of the two vehides at 40 mph on "participation" in tearing experiences related both dry and wet pavement impressed the to course objectives. audience with the fact that even with - Methods of Instruction Bucron's added margin of safety--You Can't Stop on a Dime! Volunteers from the audi Little attempt was made to standardize ence were invited to drive the vehides at toetbods closely, since they may vary accord 20 mph and make emergency stops. ing to student needs, size of group, type of learning experience, teacher abilities, avail able facilities, and other local conditions. The methods selected for the Bayway course placed learning experience in meaningful and realistic settings which were familiar to No attempt has been made to present a detailed course of study in this manual. The following outline and sequence was developed as a guide in organizing instructor presen tations to achieve the course objectives. the participants. The instructors used the following teaching methods and techniques: 1. Classdiscussion was an important means for determining the more common problems and involving a large number of people Outline of Course A.--First Session: 1. Informal greeting to group by top man agement through participation. 2. Group orientation-purpose of the course 2. _ Instructors' presentations provided es and seriousness of the traffic aeddents with sential background information and prepared particular emphasis on local problems; in students for planned learning experiences. troduction of guests and instructor by co Lectures were discouraged. Instructors skill ordinator. fully organized their presentations using a 3. Audience interviews to familiarize au variety of audio-visual materials and dem dience with discussion technique and use of onstrations suitable for large audiences to microphones, by instructor, "mike" handlers, create and maintain a high level of interest and audience volunteers. 89 1961 National Safety Congress 4. Discussion on basic causes of traffic accidents and meaning of "defensive driv ing," namely, avoiding mistakes of others by anticipation and early recognition, using transparencies. 5. "Seven-tenths of a Second"--strip film with tape recording. 6. Development of proper seeing habits using transparencies and trapezoidal window demonstration. 7. "Smith System" a motion picture for developing driver alertness. 8. Discussion of film and question and answer period, conducted by instructor, au dience; State Motor Vehicle and Police rep resentatives. 9. "And Then There Were Four," a mo tion picture. (Note: Interest can be stimu lated by not revealing the ending of the film until the next session.) 10. Summary and assignment (You and' Your Driving booklet) by coordinator. B. Second Session: C. Third Session: For 30 minutes previous to this and the fourth sessions, four sets of psycho-physical testing apparatus were operated by Motor Vehicle Division license Examiners and as sistants. 1. Summary of previous session and in troduction of guests and instructor--coordi nator. 2. "Freeway Driving Is Different," a mo tion picture. 3. Discussion of film to emphasize im portant differences. 4. Discuss safe driving practices and spe cific steps in meeting the more common driving emergencies; show transparencies. 5. Improving perception in driving--dis cussion illustrated with color tildes to pro vide practice in "esrfj* recognition" and "an ticipation" prindples, using color slides. 6. Question and answer period, conducted by instructor, audience. State Motor Vdtide and Police representatives. Prior to this session, the group met for 7. Summarization and assignment (pre a demonstration of stopping distances by the pare and mail in questions on "what I want Xew Jersey Safety Council. to know" for panel discussion) . 1. Summary of previous session and in troduction of guests & instructor by coordi nator. 2. Demonstration of psycho-physical test ing and significance of tests by audience vol unteers, using transparencies. 3. Tell Them the Truth--the alcohol story showing physiological function--no warning signs at time drinking becomes dangerous, using transparencies. D. Fourth Session: 1. Things I Would Like to Know--ques tion and answer discussion around questions submitted on cards prior to or during the session, conducted by a panel: State Motor Vehicle Division, Police, Safety Council and Course Instructor. (Transparencies were utilized for illustration.) 2. Summarization of course by the in structor. 4. "And Then There Were Four" (if not 3. Objective Driver Knowledge Test (20 completed prior session)--motion picture. minutes). 3. Discussion of film. 6. "To See Ourselves," a motion picture. 7. Discussion of film. 4. "You and Your Driving," a motion picture. 5. Discussion of film. 8. What Makes Us Tick, by Dr. Arthur Mahoney--discuss how emotions are related to attitude development and show how atti tudes influence our actions in practical situa tions--using transparencies. 9. Questions and answer period--instruc tor, audience. State Motor Vehicle and Po lice representatives. 10. Summary and assignment (vehicle safety checks)--coordinator. 6. Closing remarks by coordinator and management. Instructional Materials There are many audio-visual resources in driver education to aid the instructors to more full}' motivate learning among his stu dents. The following aids were used at Bay way for the purpose of illustration, stimulat ing discussion, and for holding the students' attention and interest: Industrial Subjects Sessions iu Motion pictures especially related to i course content 1. "Smith System"--9 nun. B&W, 16 mm sound--Training film on proper liabits of seeing--Ford Motor Company. 2. "And Then There Were Four"--25 min. B&W, 16 nun sound--Inspirational film showing faulty attitudes--Socony Mobil Oil Company. 3. "To See Ourselves"--15 min. color 16 mm sound--Provocative film on personality factors.--Aetna Casualty and Surety Com pany. 4. "Freeway Driving Is Different"--15 min. color 16 mm sound--Training film show ing how to drive on freeways.--American Automobile Association. 5. "Yon and Your Driving"--14 min. color 16 mm sound--Defensive driving film with a refreshing "positive" approach.--Esso Safety Foundation. b. Transparencies used with overhead projector. Large enough to be easily seen at the rear of the auditorium. Utilized like a blackboard. Allows instructor to face his audience. Stimulates greater degree of stu dent participation. 1. "Driver Safety Education," 7" visual training transparencies suitable for 7" or 10" overhead projector. Shows specific traffic conditions.--Porto-CIinic Instruments, Inc. Transparencies may be made up to the needs of the instructor. c. Slides and strip film were specifically related to course content: A syncronized sound recording also was used with a strip film. 1. "Seven-tenths of a Second"--4 mm. 35 mm color strip film with tape-recorded nar ration and music. Shows the effects of a collision in tenth-second detaiL--Bell Tele phone System. 2. Perception slides--taken with a 35 mm camera in color, showing local traffic situa tions. Individual scenes were flashed on the screen for 3 seconds to improve "early recognition" of traffic hazards and to stimu late discussion.--Center for Safety Educa tion, New York University. 3. Seeing habits--35 mm B&W slides taken from "Observation Perception."--E. I. duPont De Nemours & Co. d. Psycho-physical testing device -- each student was afforded the opportunity of be ing tested on a Porto-Ginic by a uniformed motor vehicle inspector on the following: visual acuity, depth perception, color vision, peripheral vision and stopping reflex. Each of the items were demonstrated and related to safe driving practices during a regular session.--Porto Ginic Instruments, Inc. e. Reading material -- the Esso Safety Foundation You. and Your Driving booklet and tests and the New Jersey Department of Law and Public Safety Driver's Manual were the basic reading materials. Other ap propriate reading materials from various sources were distributed at each session. f. Trapezoidal window demonstration -- particularly effective demonstration to show how we do develop seeing habits that can produce errors in the interpretation of what we see on the road. -__ _-........ (Note: The materials used in the Bayway course are only representative of the many fine educational aids available in the field. Consult your state safety council or other traffic safety agency in your state for as sistance in obtaining these aids.) Driving Skill Roadco Eligibility of contestants in the men's and women's divisions was based on attendance at all four sessions of the Defensive Driving course and placement among the top 15 scores of the Driving Knowledge Test ad ministered at the end of the course: Dr. Nathaniel Schneider, New Jersey State Safety Council, assisted by right New Jersey State Motor Vehicle Inspectors, conducted the contest. The score sheet for the Driving Skill Con test was based on New Jersey State Teen age Road-e-o. Program Evaluation Approximately 1200 employees and mem bers of- thrir -families who drive attended the Defensive Driving Program. Nearly 25 per cent of our employees were in this group. Those employees who did not attend were made aware of the course objectives by favorable newspaper coverage published by the'refinery and local communities. The reactions of employees and relatives participating have been gratifying. On a course evaluation questionnaire completed at the end of the last session, 99 per cent of 91 1961 National Safety Congress l the participants rated the program "excel pants reported that the length of the course lent" or "good" on its educational value was just right. GE and helpfulness. More than 85 per cent of those who attended voluntarily took the Driver Knowledge Test at the end of the course. Scores on the 50 questions based on course material averaged 825. Tins in dicated the participants learned their les 2. The course should be conducted during the spring, summer or early fall months due to the longer daylight hours and warmer weather for outdoor demonstrations, namely the stopping distance demonstration. Dir., Trai sons well. 3. Early planning is essential with regard The benefits derived from this program were not limited to the area of improved traffic accident performance. Bayway is now to obtaining speakers, resource persons, state agency cooperation, facilities and audio visual adds. experiencing its lowest off-the-job and on- 4. Instructors should utilize practical ex the-job disabling injury frequency rates ever amples familiar to the audience along with recorded These results support the belief as many visual aids as feasible. Straight of Bayway management that the course not lectures should be discouraged. only contributed toward malting our em ployees safer drivers but also made safer 5. Discussions around specific points with workers. decisions (voting) or conclusions drawn is Many other benefits were derived from the program which cannot be converted into highly desirable. However, questions or com ments from the audience of a "gripe" na ture and personal experiences not of general frequency rates. The program added to the - interest or directly related to the discussion prestige of Esso in the community and im tend to* waste time and add little to the pressed upon all employees and their fami "learning" process. lies that management was sincere about re ducing accidents. The program contributed 6. Written questions from the audience toward improving employee relations try pro should be encouraged because they contrib viding representatives of management and ute to the sense of "individual participation." their families an opportunity to meet on an Cards for questions can be given to the par equal and continuing basis with wage and ticipants as they arrive. A specific time salary employees and members of their fam should be allowed for answering these ques ilies. It also strengthened management and tions during each session. I am glad that for "tmderstandu None of us real pecially if it is s hope for acceptan forcement Enforcement is clement of traffic essential element for that matter, of life, from th< ganized, effective tng of children. I maintaining an ar ment as supervis is still enforccmer Naturally, the have, the less net forcement. If peoj to see this--in thi: come a long way derstand enforcem In a word, enf union relations by their working together to promote the program. In addition, it reinforced the relationship between Esso and the state agencies that participated, such as the New Jersey Divi 7- Perhaps the most important recom mendation is that only highly qualified and interesting speakers participate as instruc tors and panelists. It is essential that each session be made as interesting as possible that is imposed w causes anyone to the rights of oth under such drear ardhy. sion of State Police, New Jersey Division in order to continue a high level of at This would be of Motor Vehicles and the New Jersey State tendance. we were interests Safety Council. 8. In the Driving Skill Contest a car One of the primary justifications for this should be located at each of the test areas. program is the reduction in off-the-job ac This expedites the completion of the testing, cident costs as a result of a decrease in thereby improving the efficiency of conduct traffic accidents. It is anticipated that the ing the contest savings represented by the reduction of tra- ... fic injuries will pay for the Defensive Driv 9. Tt- is- suggested that incentive awards ing Program in one year. Like any good investment, additional dividends are expected be continued, as they were effective in mo tivating attendance. in the future. (NOTE: Copies of the course manual of enforcement; I pie in life'and p titudes and misun difficulties. We ar a people, in our forcement of our are truculent in th ment action, and sometimes have < routine arrests. Recommendations for Future Sessions may be obtained by writing to Safety De partment, Esso Standard Division of Hum There are max beat the law, vs 1. Continue the four, two-hour sessions, ble Oil and Refining Cd., Bayway Refinery, erasure of chalk inasmuch as a large per cent of the partici P.O. Box 222, Linden, N. J.) overparked vehiclt of having a chi!< of a vehicle "look unfortunate attiti 92 Industrial Subjects Sessions GETTING PEOPLE TO UNDERSTAND LAW ENFORCEMENT By FRANKLIN M. KREML Dir., Transportation Center at Northwestern University, Evanston, III. I am glad that the title of this talk asks for "understanding" instead of "liking." None of us really likes enforcement, es pecially if it is applied to us; but we all hope tor acceptance of and support for en forcement Enforcement is. of course, an essential dement of traffic safety--even as it is an essential element in industrial safety or, for that matter, in virtually every aspect of life, from the maintenance of an or ganized, effective military arm to the rear ing of children. In bringing up children or maintaining an army we speak of enforce ment as supervision or discipline, but it is still enforcement. Naturally, the more self-disdpline we have, the less need there is to impose en forcement. If people generally can be made to see tins--in this light--then we will have come a long way in "getting people to un derstand enforcement." In a word, enforcement is the discipline that is imposed when lack of self-discipline raises anyone to intrude upon or violate \ rights of others. To fail of enforcement Jaer such circumstances, is to invite an archy. This would be the end of my speech if we were interested only in the philosophy of enforcement; but it isn't quite this sim ple in life* and practice because public at titudes and misunderstandings create many difficulties. We are still quite immature, as a people, in our attitudes toward the en forcement of our own laws. Some people are truculent in their resentment of enforce ment action, and with such people officers sometimes have difficulty in making even routine arrests. There are many attempts to evade or beat the law, varying from the childish erasure of chalk marks on the tire of an overparked vehicle to the destructive device of having a child riding in the rear seat of a vehicle "look out for the cops." These unfortunate attitudes -- this immaturity-- spring, in part, from our heritage of free dom; some come from widely held beliefs that are erroneous or from a lack of re spect for the law and its officers. Let us look at these latter two for moment One of the most common public miscon ceptions lies in the statement, "I have a right to. drive!" People think that what they have is a licensed privilege and this concept may be too late to correct. Another misconception is that "the use of radar, unmarked cars, concealed officers, etc is `unfair,' `un-American,' and amounts to a speedtrap." Now the difference between the clearly illegal practice of entrapment and devices such as those just mentioned, which are commonly called "traps," is the difference between the securing of evidence of the violation by reliable though perhaps surreptitious means on the one hand and, on the other, actions on the part of an of ficer which induce the commission of an offense which might not otherwise have beat committed, for the purpose of getting evi dence thereof. The means of securing evidence are un important so long as the devices are accu rate and the officers honest A change of method will not insure honesty. It would, of course, be extremely desirable to have a. far-ranging, all-seeing patrol to insure the proper enforcement of laws, but this is completely unfeasible from the stand point of municipal and state finance. We hear, too, that "policemen enjoy catch ing erring motorists." This may be true in a few isolated cases, but one of the problems in most traffic departments today is the difficulty of getting officers to en force traffic laws with sufficient vigor. These three misconceptions--along with others--lead to a fourth--an attitude which sets tffe law enforcement officer apart from the rest of society. This is dangerous, for the policeman must become a respected mem ber of the community. We cannot over come misconceptions about enforcement if 93 1961 National Safety Congress we do not hare respect for the law and its officers. There is some real basis, in my view, for the lack of respect for the law' and its officers. Traffic law enforcement has not always been carried through with that in tegrity, reasonableness, and intelligence which the public has a right to expect Let us look at each of these. Integrity. The "fixing" of cases by police officers, prosecutors, clerks and judges, while greatly reduced over what it was a decade ago, is still widespread. The effect of this upon the confidence of the public is in calculable and positively dangerous--particu larly among our younger citizens. This is a serious weakness in the moral fabric of our society, reflecting a lack of both de votion and courage on the part of the offi cers and a cynicism on the part of the public which has lost its capacity for right eous indignation wherever these conditions are tolerated. Reasonableness. The use of radar to en force speed laws to within two or three miles of the limit; traffic violation bureau fine schedules and the crowded courts which deny a hearing; the fixed limits in chemi cal testing for intoxication; and the "point system" for drivers' license revocation, while apparently "business-like and efficient" are substituting artificial standardization for judgment and reason and courage in law enforcement. This mechanization and effi ciency are very' handy for the politician, but the public has a deep sense of the un reasonableness of it alL Intelligence. The aim of selective enforce ment is to produce the safest possible con dition with the available resources. It is based upon accident investigation and good records--by time, place and type of viola tion. The public will understand and sup port such enforcement; but it is still not bring done in even a majority of our cities and states; it requires the training of top people, both staff and line. When the public knows that enforcement action truly reflects accident experience, then understanding and acceptance will follow. What does all this add up to? We have seen that we must have enforcement; we cannot have enforcement without public un derstanding and support; the public will not support unless the enforcement is honest, reasonable and intelligent; and for such enforcement we need highly trained, well motivated, adequately supervised police, from top to bottom, to carry on a writ-organized program which, in turn, is supported by an effective court program. The initiative to achieve all this can come either from the official (court and/or po lice) or civic side (safety council, chamber of commerce), but initiative must be taken in the development of enforcement that meets these criteria. Once the enforcement program has begun, then all of the citizenry must be informed by every 'means available, from the police officer writing a selective enforcement ticket, to the statements of the judge to the de fendants, to the use of TV programs. This will be easier to do as the inevitable re sults of an effective traffic law enforcement program evidence themselves in a reduced accident experience; for in this, as in al most all human endeavors, nothing succeeds like success. 94 OFFICERS C I N/ Vice-President fa San Francisco Chairman Sectiot Employers Mu Vice Chairmen--: Chemical Co., Chalmers Mar National Gyps Assn., Chicago Chairman Commit de Nemours at Vice Chairmen--I N. J.; T. A. K Secretary--Pay C COMMITTEE l Audio Visual Ah N. Y. Congress Progran Contests and Aux Executive--Roy I Industrial Safely Telephone & T Mechanical Safegi Nominating--W. 1 Quebec, Canad Nuclear Energy-- Energy Commi Off-The-Job Safe Bureau, Metro] Research Prefects Co., New York Small Business a Columbus, Ohii Standards--W. Bt Technical Publicat m OFFICERS OF THE INDUSTRIAL CONFERENCE NATIONAL SAFETY COUNCIL 1961-62 Vice-President for Industry and Chairman--Roy P. Hamilton', SupL of Safety, St LouisSan Francisco Railway Co., St Louis, Mo. Chairman Sections--Clyde F. Schlueter (Chairman-Elect), Accident Prevention Mgr., Employers Mutuals of Wausau, Wausau, Wis. Vice Chairmen--Sections--G. L. Gorbell, Mgr., Safety & Fire Protection, Monsanto Chemical Co, St Louis, Mo.; M. F. Biancardi, Mgr, Safety Services Dept, AllisChalmers Manufacturing Co, Milwaukee, Wis.; M. G M. Pollard, Dir. of Safety, National Gypsum Co, Buffalo, N. Y.; I. F. LeGore, Safety' Dir, Portland Cement Assn., Chicago, III. Chairman Committees--J. S. Queener, Mgr, Safety & Fire Protection Div, E. I. du Pont de Nemours and Co, Inc, Wilmington, Del. Vice Chairmen--Committees--R. H. Albisser, Safety Mgt,.Merck & Co, Inc, Rahway. N. J.; T. A. Kraklow, Dir. of Safety, Deere and Co, Moline, 111. Secretary--Roy G. Benson, Mgr, Industrial Dept, National Safety Council, Chicago, 111. COMMITTEE CHAIRMEN Audio Visual Aids--R. N. Papich, Safety Consultant American Gas Assn, New York, N. Y. Congress Program--W. M. Kleixmaxn, Safety Dir, Johnson & Johnson, Chicago, 111. Contests and Accords--). Lloyd, Safety Dir, Jersey Central Lines, Jersey City, N. J. Executive--Roy P. Hamilton ^ustrial Safety Training--E. S. Haxnaford, Safety Engr, Long Lines Dept, American Telephone & Telegraph Co, New York, N. Y. Mechanical Safeguarding--K. S. Hedges, Safety Dir, General Motors Corp, Detroit Mich. Nominating--W. E. Montgomery, Safety Dir, Quebec Asbestos Mining Assn, Montreal, Quebec, Canada Nuclear Energy--D. F. Hayes, Chief, Safety and Fire Protection Branch, U. S. Atomic Energy Commission, Washington, D. C. Off-The-Job Safety--T. J. Berk, Safety Consultant Safety and Occupational Health Bureau, Metropolitan Life Insurance Co, New York, N. Y." Research Projects--S. F, Spence, Dir, Safety and Loss Prevention, American Cyanamid Co.. New York, N. Y. Small Business and Associations--F. Laderer, Dir.' of Safety, Nationwide Insurance, Columbus, Ohio Standards--W. Burris, Phillips Petroleum Co, Bartlesville, Olda. Technical Publications--C. Ruddick, Pittsburgh Plate Glass Co, Pittsburgh, Pa. 95c - Other Volumes in this (1961) Series Users of this volume will find much value in its companion volumes, which offer he complete record of the 49th National Safety Congress! Here is the list: Vol. No. Title I to 9 10 or Copies more l General Sessions and Index to all Volumes......... ........... $ AS $ AS 2 Aerospace; Air Transport..................................... .55 3 Automotive and Machine Shop; Power Press and Forging A5 AS 4 Cement, Quarry and Minnral Aggregates......... ............ .40 A5 S Chemical and Fertiliser........................................ AS 6 Civic Leadership; Church. Homa, Women, Youth, Farm.. .90 .80 7 Coal Mining ......................................................... ........... A5 AS 8 Construction; Public Employee............................. A5 9 Electrical Equipment.............................................. ........... .40 AS 10 Food and Beverage; Meat Fading, Tanning and Leather Products; Tradas and Services..........................................65 A5 il Glass and Ceramics; Rubber........... .................. ........... -65 A5 12 Industrial Subjects Sessions (ASSE)................................. .90 A0 13 Labor..................................................................... ........... AS A5 14 Marine................................................................... ........... AS A5 IS Metals ............. .................................................... A5 lb Mining ................................................................... .................. 65 A5 17 Motor Transport; Transit........................................ .......... .90 A0 !8 Occupational Health Nursing................................. AS 19 Petroleum .............................................................. AS 20 Public UiUHias........................................................ A5 21 Pulp and Paper; Printing and Publishing............... .......... A5 A5 22 Railroad ................................................................ AS 23 School and Collage................................................ ......... .90 A0 24 Traffic ............................................................ . -- A5 25 Wood Products; and Textile. ... .. ____ ______ .......... AS A5 26 Early Morning Sessions--'"Tima Management".... ......... AS AS Stock No. 022AI--I 022At--2 022AI--3 022A1--4 022AI--5 022AI--6 022AI--7 022A1--8 022A1--9 022AI--10 022AI--II 022AI--12 022AI--13 022AI--14 022AI--15 022AI--16 022A1--17 022A1--18 022AI--19 022A1--20 022A1--21 022AI--22 022AI--23 022AI--24 022A1--25 022AI--26 COMPLETE SETS (26 Volumes)........................... $1050 022.11 All prices shown am subject to e 10 per cent discount to National Safety Council members. NATIONAL SAFETY COUNCIL 425 NOITH MICHIGAN AYE. CHICAGO II. IU. 16M36202 Mint* is e ... 022.JI--12