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COPYRIGHT DEPOSm
PEACTICAL SAFETY METHODS AND DEVICES
MANUFACTURING AND ENGINEP]RING
BY
GEORGE ALVIN COWEE, E.M., S.B.
MANAGER, BUREAU OF SAFETY, UTICA MUTUAL COMPENSATION INSURANCE CORPORATION
128 Illustrations
NEW YORK D. VAX XOSTRAXD COMPAXY
25 Park Place 1916
COPYRIGHT, 191 6, BY D. VAN NOSTRAND COMPANY
t 3:&^
JUL-1 1916
THE-PLI MP TON-PRESS NORWOOD-MASS'U-S-A
ie)-i.Ai:n7i3
PREFACE
Industrial accidents cost this country 35,000 human hvcs and more than $500,000,000 annuall}^ In addition, dismemberments and other serious injuries total about 350,000 yearly, while the annual number of minor accidents, causing loss of time, exceeds 2,000,000. This statement does not include a very large number of cases of occupational diseases in which workers are either wholly or partially incapacitated, or which result in premature death. The annual loss in killed and wounded continues at a steady rate, and is now greater than the combined losses of the Union and Confederate armies during the Civil war.
The prevention of industrial accidents is a subject that is now receiving considerable attention in all sections of the country. Al- though safety methods have been systematically studied for a num- ber of years in Germany, the fallacy has prevailed here that all work accidents were necessarily incident to industry, and that casualties were inevitable. A comparatively few employers and safety engi- neers, and the accident indemnity companies, have clearly demon- strated that this assumption is incorrect; furthermore, that it is possible, practicable, profitable, and eminently humane to prevent a very large proportion of industrial accidents.
This book is intended to provide for employers, superintendents, foremen, underwriters, safety inspectors and engineers generally, a convenient summary of standard safety methods and devices as developed and perfected by those who have specialized in this subject. Tried and proven methods and devices are described and exemplified. The book is a result of careful observations made in hundreds of mills and manufacturing estabhshments, in building and construction work, railroad operation, handling explosives, and mining. It re- flects the experience, methods and ideas of practical men, — manufac- turers, operators, contractors, and engineers who are prominent in varied fields of industrial activity. No attempt has been made to cover the subject in all its branches. An exhaustive treatment, within the limits of a book of this kind, is altogether imposyible.
iv PREFACE
It is believed, however, that general principles are so suggested as to be useful in special and exceptional applications not specifically described in the following pages.
We should recognize that safety methods and devices are in a continuous state of development. What to-day may be considered good practice or an adequate safeguard, may to-morrow be super- seded by a radical improvement. Standardization of safety methods and devices is in its infancy. Each succeeding year will witness important changes. The underlying principles, however, are now fairly well defined.
Acknowledgment is due to many individuals and organizations whose co-operation has been generously provided. Free reference has been made to the bulletins of the United States Bureau of Mines. The chapter on Explosives is adapted from the ^'Manual of Explosives " of Professor Courtenay DeKalb, pubHshed by the Ontario ( Canada ) Bureau of Mines. The safety bulletins and rule books of the United States Steel Corporation have afforded much valuable material. The subject matter of the chapter on Grinding Machinery has been derived largely from the experience of the Norton Company. The bulletins of the National Founders' Association have aided in preparing the chapter on Iron and Steel. The Utica Mu- tual Compensation Insurance Corporation has contributed a number of photographs, and has accorded permission to reprint the safety rules contained in one of its bulletins.
GEORGE ALVIN COWEE Utica, N.Y., April 1, 1916.
CONTENTS
chapter page
1. Introductory 1
II. Organization of Safety Committees 4
III. General Observations 23
IV. Buildings and Fire Hazard 38
V. Exit Fire Drills 54
VI. Organization of Fire Brigades 57
VII. Boilers 60
VIII. Engines 94
IX. Elevators 107
X. Electricity 135
XL Transmission 150
XII. Machine Tools 167
XIII. Grinding Machinery 179
XIV. Woodworking Machinery 189
XV. Common Machines 200
XVI. Iron and Steel 211
XVII. Handling and Storing Material 236
XVIII. Construction Work 259
XIX. Steam and Electric Railroads 271
XX. Mining and Quarrying 297
XXI. Explosives - 326
XXII. Miscellaneous 357
XXIII. Rules for Foremen and General Rules 368
XXIV. Sanitation, Illumination, Heating and Ventilation . . . 374 XXV. Welfare Work 384
XXVI. Occupational Diseases 398
XXVII. First Aid to the Injured 403
Index 431
LIST OF ILLUSTRATIONS
FIGURE PAGE
1. Safety bulletin board 5
2. Safety suggestion box near factory entrance (>
3. Accident prevention score-board 12
4. Vertical and horizontal metal belt guards applied to a vertical drill 24
5. Inclined, vertical and horizontal belt guards applied to a saw grinder 25
6. Inclined belt guards applied to a wood planer and circular rip saw 27
7. Danger and warning signs 28
8. Guard of wire mesh and folded sheet metal for inclined belt and
balance wheel of punch press 29
9. Safe and sanitary clothing 31
10. Properly guarded stairway opening 41
11. Properly marked exit to fireproof stairway tower 44
12. Wireglass watergauge guard 65
13. Metal case for hand-wheel of boiler valve 88
14. Properly guarded fly-wheel 95
15. Bevelled beams and plates 110
16. Platform under sheaves and speed governor Ill
17. 18, 19. Types of accidents prevented by interlocking devices. . . 112
20. Properly equipped passenger elevator 117
21. Properly equipped freight elevator car 119
22. Automatic lock for freight elevator 123
23. Properly guarded motor 141
• 24. Properly protected switchboard 143
25. Enclosed locked switch 144
26. Sheet metal casing for shafting 151
27. "Bull-Dog" shaft coupling 152
28. Sectional view of Fig. 27 153
29. Safety set screw with socket wrench 153
30. Safety, multiple disc, solid friction clutch 154
31. Assembled view of Fig. 30 154
32. Sheet metal guards applied to vertical belts of speeders 157
33. Woven wire guards applied to vertical belts of spinning frames. . . 158
34. Overhead, horizontal, transmission belt guard suspended from beams
above 159
35. Large, horizontal, transmission belt guarded by a standard double-
railed railing KU)
36. Safety belt idler and shifter 165
37. Safety cone belt shifter 168
viii LIST OF ILLUSTRATIONS
38. Chip guard for lathe 169
39. Safety lathe dogs 170
40. Properly safeguarded planer 171
41. Properly safeguarded drill press 172
42. Adjustable guard for milling machine 173
43. Automatic punch press guard 174
44. Punch press with obstruction guards for blanking operation .... 175
45. Duplex punch press guard 176
46. Metal shear with steel tinseled guard at operating point 178
47. Correct and incorrect methods of mounting emery wheels 180
48. Safety stops to prevent use of oversize wheels 182
49. Most approved form of exhaust hood for emery wheels 185
50. Adequate protection for emery wheels 186
51. Strong steel band for emery wheel 187
52. Automatic circular saw guard 190
53. Suspended automatic saw guard 191
54. Push stick for narrow work on circular saw and automatic guard for
saw 192
55. Properly guarded swing cut-off saw 193
56. Properly guarded band saw 194
57. Automatic guard for jointer 195
58. Automatic jointer guard in operation 196
59. 60. Automatic guards for jointer 197
61. Modern safety cutting head of jointer 197
62. Old style, unsafe, square cutting head of jointer 198
63. Push block for short work on jointer 198
64. Guards for cutting heads of shaper 199
65. Boring auger guard 199
66. Wire mesh guard on frame at open end of cylinder printing press. . 201
67. Automatic hand guard for job printing press 202
68. Guard for hand-power paper cutter 203
69. Paper corner cutter guard 204
70. Automatic safety head for corner staying machines 205
71. Guards for roll feed machinery 206
72. Exposed gears at end of spinning frame ". . . . 206
73. Guarded gears at end of spinning frame 207
74. Beater lock appHed to finisher 208
75. Guards for belts and shafting of stitching machines 209
76. Hinged guard for hydro-extractor 210
77. Wrong and right way to pour molten metal 221
78. ''Congress" shoes and canvas leggings for foundrymen 222
79. Congested and dangerous foundry floor 225
80. Safe and well kept foundry floor 227
81. Sheet metal guards for tumbling barrels 229
82. Fixed-tongue switch for monorail track 244
83. Safety crane hook with automatic lock in handle 251
84. Automatic safety clamps 252
85. Automatic hoisting shackle 252
LIST OF ILLUSTRATIONS ix
86. Dangerous j^tracticc of standing under susj^ended load 2')'.i
87. Dangerous ])rac'tice of riding on suspended load 254
88. Unsafe storage of lumber 250
89. "Patent" safety seafTolding 262
90. Knuckle guard for handles of wheelbarrow 266
9L Dangerous practice of attempting to mount foot-board of ap{)roach-
ing engine 272
92. Result of practice in Fig. 91 273
93. Unnecessary to go between cars to coui:)le and uncouple them. . . . 274
94. Viaduct for employees' safety 281
95. Folding car blocker 282
96. Steel foot-block for protecting guard rails and frogs 283
97. Guard gate for track crossing in factory yard 285
98. Unsafe practice of riding on brake rigging 286
99. Many men killed crawling under cars 287
100. Dangerous practice of sitting on hand wheel 288
101. Climbing between cars a short cut to death 289
102. Guard for overhead trolley wires in mines 301
103. Improved steel cage for hoisting men in shaft 321
104. Portable steel refuge house 339
105. Safety goggles with side protectors 358
106. Goggles broken by large chip of steel 358
107. Emerj' dust from grinding wheel covering electric lamp bulb. . . . 359
108. Helmet in use while arc Avelding 360
109. Hood used for sand blasting 361
110. Safe and unsafe hand tools 362
111. Safety handle for shoe die 362
112. Safety hammer with corrugated head 363
113. Safety wrench 363
114. Safet}' shoes and hooks for ladders 364
115. Xickel i)lating tanks for acid fumes and steam 382
116. Physical record form for medical examination of employees 386
117. Rever.se of physical record form 387
118. Notification form to superintendent in case of hernia or rupture. . . 388
119. Major surgical record form 389
120. Medical and minor surgical record form 390
121. Operating room at company hosjntal 391
122. Lunch room for emplo^'ces 392
123. Reading room and library at the Palmerton Xeigh])orhood House. . 393
124. Workman's protective uniform for ammonia tanks 401
125. First aid kit 406
126. Shaefer method of artificial respiration — inspiration 424
127. Expiration 425
PEACTICAL SAFETY METHODS AND DEVICES
CHAPTER I
INTRODUCTORY
The progress of the ''Safety First" movement that is now sweeping over the United States has been remarkably rapid. The ''Safety First" slogan has caught the atten- tion and interest of the entire country. It is seen and heard on all sides; its appeal is world wdde. Humanity demands safety!
Workmen's compensation law^s have been enacted in twenty-nine states within the past few years, and the enactment of similar laws in all other states is certain to follow very shortly. These laws compel employers to insure tneir employees against accidental injuries sustained during hours of employment. This places a serious eco- nomic problem before the people of this country. The prevention of accidents has become of vast importance to employers and employees, and to the public at large, from both the financial and humane points of view.
Safety engineering has become a well established pro- fession. It is, however, a comparatively new field of en- deavor. Nevertheless, its importance is indicated by the millions of dollars that are annually being spent by em- ployers of labor in safeguarding their machinery and work- places, and in educating their employees; also, by the yearly w^aste of at least $500,000,000 w^hich is now^ incurred by preventable accidents. To this monetary factor should be added an untold amount of human suffering and sor- row, the maimed and incapacitated beings which each
2 PRACTICAL SAFETY METHODS AND DEVICES
year's accidents bring forth, and, finally, the death roll of industry.
It is a generally conceded fact that safety is essential to efficiency. No company that has many work accidents is now considered highly efficient. Accidents cause dis- organization and delays. They have a destructive effect on the morale of any working force. Danger breeds con- tempt; whereas, safety promotes co-operation and effi- ciency. Employers are spending a great amount of time and money in teaching safety and efficiency to their em- ployees with the full realization that the one is practically useless without the other, that they are interdependent, and that both are necessary for economy. Thus safety and efficiency go hand in hand.
Education is the keynote to universal safety. The time is not far distant when courses in safety engineering will be embodied in the curriculum of every technical school and college. Safety is already being taught in some of our public schools. If we are to successfully prevent acci- dents, we must begin by teaching and training our school children and students in safety work. The children and students of to-day are the workers and employers of to- morrow. The public school is the logical starting point for this educational campaign, and the work should be extended to, and amplified in, our technical schools and colleges.
Approximately thirty percent of industrial accidents are preventable by means of safeguards, if properly used and maintained in good condition. On the other hand, at least sixty percent of these accidents can be eliminated by the proper education of employees in matters pertaining to safety; in other words, teaching employees to be cautious and thoughtful at all times, instructing them to think of their own safety and that of their fellow-workmen, and training them to refrain from taking unnecessary risks. At least ninety percent of all work accidents are actually preventable. Therefore, if the above methods are used to
INTRODUCTORY 3
check this gigantic waste, employers of labor may expect to ultimately save the entire cost of insurance on these preventable accidents. Employees may also expect to save at least seventy-five percent of the losses in wages now incurred by these casualties.
Accident prevention is unquestionably a paying in- vestment. The most striking proof of this statement is revealed in the experience of the United States Steel Cor- poration. Approximately $5,000,000 was expended during the last eight years ])y the subsidiary companies of the Corporation for the installation of safety devices and the adoption of accident prevention measures. In three years the safety work resulted in the prevention of 6,308 acci- dents which would have otherwise occurred if the accident ratio of preceding years had been maintained. In other w^ords, the accident rate has been reduced approximately forty percent (40%) during the past five years. Likewise, the saving in casualty expense over expenditures for safety, during the past three years, has been over thirty-five per- cent (35 9c)- ^^^len we consider, in connection with this exhibit, that the compensation to injured workmen during this period was materially increased, the emphatic con- clusion is that safety pays.
CHAPTER II
ORGANIZATION OF SAFETY COMMITTEES
As THE education of employees is the most important factor in the elimination of preventable accidents, this should receive first consideration. Education can be most effectively brought about through the organization of safety committees by each company. Manufacturing cor- porations, railroad companies, and mining companies from all sections of the country have testified that efficient safety organizations have, on an average, reduced the num- ber of their accidents by at least fifty percent. Some com- panies have even reduced the number of their accidents by as much as seventy percent. A very large number of representative companies in this country now main- tain their own safety committees. Such an organization is not only of great service in the prevention of accidents, but it increases the efficiency of the workers, and pro- motes universal good will.
In order to make the safety organization a success, it is first necessary to convince employees of the sincerity of the safety work; also, that the prevention of accidents is for the benefit of all employees as well as for the com- pany. Employees should be made to clearly understand that sustaining serious accidents, which may dismember them, will greatly reduce their future earning power. They should also be made to realize that it costs the company a considerable sum of money to educate them to efficiently perform the work for which they are engaged. Their attention should be called to the untold misery and suf- fering which would befall their families, in case they are seriously injured or killed. It is absolutely essential to
ORGANIZATION OF SAFETY COIMMITTEES
secure the hearty co-operation of employees in the safety work.
Many of the large companies interest their employees through motion pictures, and illustrated talks and lectures. Motion pictures, how- ever, can not always be readily obtained for use in educating em- plo3xes of smaller com- panies. Nevertheless, illustrated talks and lectures on accident prevention are feasible, and extremely useful. Also, an average size company can print, or have printed, monthly bulletins or pamphlets containing several pho- tographs or drawings of dangerous machinery, safeguards, unsafe places and dangerous practices, and methods of correct- ing them. The bulletin should also contain in- teresting safety litera- ture and statistics. These can be advanta- geously intermingled with humorous stories,
jokes, and comic drawings, which tend to attract and hold the interest of the employees. This variety gives greater assur- ance that the whole bulletin will be read by each em- ployee. All safety suggestions which are adopted, together with the name of employee making the recommendation, should also be printed in the bulletin. Many companies
Fig. 1
Safety bulletin board.
Courtesy Middletown Car Company.
6
PRACTICAL SAFETY METHODS AND DEVICES
%
have their own books of safety rules which are distributed to all workers. Rule books, warning signs, some of the safety literature, and notices should be printed in as many languages as are spoken by employees.
Bulletin boards are also valuable. (Fig. 1.) These should be located at the entrances to the factory, or in
each department. Every week, safety lit- erature, photographs, and drawings, as above described, should be posted upon these bul- letin boards; also, any new rules or regula- tions which the com- pany may adopt.
'^Safety First" slo- gans may be printed upon the back of pay envelopes — a new slogan for each week. Many of the ideas con- veyed by these maxims vfill permanently fix themselves in the minds of employees.
Suggestion boxes, in which employees may slip memoranda containing their ideas in writing regarding the improve- ment of conditions and efficiency, should be maintained at entrances to the factory. (Fig. 2.) Workmen should be urgently requested to make recommendations. From such a source, many valuable suggestions are received. Suitable forms should be employed to systematize the work. The Eastman Kodak Company uses the following forms in this connection, which are self-explanatory:
Fig. 2
Safety suggestion box near factory entrance.
Courtesy Com?nonweaUh Steel Company.
ORGAXIZATIOX OF SAFETY COMMITTEES
EASTMAN KODAK (T)MPAXY
SuGOESTiox Blank
This Oonipany welcomes suggestions from employees which will t(Mi(l to make working conditions safer, reduce the cost of i)roduction, improve the aj)- Iiearance of the goods, improve the methods of manufacture, and increase the efficiency and general condition of the plant.
\_Take care to clearly define, describe and explain all suggestions. When suggestion is applicable to a machine, give the macldne number and exact location.'^ Remember that all suggestions adopted are of value, and that they will be treated according to their merit.
General Superintendent Date
I respectfully submit the following suggestion:
Signature of Employee Name Number
Dept .
EASTMAN KODAK COMPANY
Suggestion Acknowledgement Mr. Date
We desire to thank you for your suggestion regarding
This has been referred to the Suggestion Committee for action, and will be
known as No. .
You will be advised of final action at a later date.
Manager.
8 PRACTICAL SAFETY METHODS AND DEVICES
EASTMAN KODAK COMPANY
Suggestion Report
Mr. Date
Your suggestion No. relative to
has been finally approved, and an award of $. has been placed to
your credit, which you can secure by calling at the Cashier's office. We wish to thank you for this suggestion. If it is not in operation within a reasonable time, you are requested to notify some member of the Suggestion Committee.
Manager.
EASTMAN KODAK COMPANY
Suggestion Acknowledgement Mr. Date
Regarding your Suggestion No. relative to
It has not been approved for the following reasons:
Manager.
Some suitable distinction or award is necessary to create a spirit of interest and enthusiasm among em- ployees, and to stimulate suggestions. Many companies offer cash prizes to employees making the most valuable suggestions. These awards are made each month. Some companies offer at least one dollar for every unsafe place or dangerous practice which is brought to the attention of their safety departments. Other companies offer novel- ties, such as watch fobs, cigar cutters, pipes, stick pins.
ORGANIZATION OF SAFETY COMMITTEES 9
books and other useful articles. Some companies offer a gold '^Safety First" button, which may be worn in the lapel of the coat. As soon as an employee learns all of the rules adopted by the company, having passed an oral examination by his foreman, he is awarded one of these buttons. His name is then added to the list of ''Safety First" men in the employ of the company.
Workmen's safety committees are especially important. These should consist of several workmen in each depart- ment. Monthly meetings should be held for the discussion of accident prevention. The personnel of these committees should be changed every three months. Where workmen gather in a meeting of their own, to the exclusion of their superiors, they feel much more at ease. They then frankly express their own ideas, whereas, if the meeting were in charge of the superintendent or a foreman, they would be loath to advance their opinions upon any subject. The workmen should be allowed to appoint their own safety inspector, who should serve for a period of one month. Each week, this inspector should be given some printed form of a report to fill out and hand in to the safety de- partment. He should report every unsafe place or un- guarded machine, and also caution workmen against any unsafe practices he may observe. Some companies main- tain a box of red tags in each room. As soon as any dan- gerous unguarded part of a machine or an unsafe place is discovered, a red tag is attached thereto. Every employee in the factory should have the privilege of attaching these tags. They should not be removed until the unsafe con- dition has been eliminated.
Foremen can do much toward securing the interest and support of employees. They can do more than anyone else in the company to make the safety organization a success. If a workman believes that his foreman is sin- cere in his desire to prevent accidents, to promulgate the proper use of safeguards and safety appliances, and to ehminate unsafe practices, he will usually attempt to carry
10 PRACTICAL SAFETY METHODS AXD DEVICES
out his foreman's wishes. It is necessary to secure the co- operation of ever}^ foreman. Those who are not willing to carry on the work of accident prevention in an en- thusiastic manner should not be retained in the employ of any company. No intelligent foreman will dispute the desirability of preventing accidents.
Each company should clearly impress upon the mind of every workman that those who take an active interest in the prevention of accidents, make recommendations for eliminating unsafe conditions and dangerous practices, and that those who abstain from liquor, shall be considered, in preference to others, for promotion and advancement. With a view toward encouraging workmen to report dan- gerous practices, the company should assure all employees that nobody, who is reported for the first time, will be disciplined. A workman who continually indulges in dan- gerous practices is a menace to the safety and welfare of his fellow-workmen. Such men should be discharged.
One of the most important methods of interesting workmen is through the medium of an accident prevention score-board. The Dodge Manufacturing Company has used a score-board of this kind with great success. The method of operation, and experience in the use of their score-board, is given in the following article by W. L. Chandler, Supervisor of Insurance of the Dodge Manu- facturing Company:
''The widespread publicity and enthusiasm that have been attached to the Dodge Accident Prevention Score- Board well justifies an official statement of its worth and success in the minimization of accidents in the plants of the Dodge Manufacturing Company. Since its introduc- tion in 1912, thousands of letters have been addressed to the company asking for more definite particulars regarding its operation than could be gathered from the various channels through which its use has been made public.
''In the first place, the score-board was designed and built as sort of a 'family affair' among the Dodge workers;
OHCJAXIZATIOX OF SAFETY COMIMITTEES 11
its operation was simple; but its scope among our work-a- day lives was almost as far reaching as the daily task itself. Men and employer regard it alike; with the same friendl}^ spirit of competition that would surround a winter tournament of checkers. Little thought was given to the great welfare work it was destined to do; and practically no one regarded it from the humane standpoint; that is, not at first.
^^But just as the spirit of enthusiasm carries a National or American League ball team on its world pennant race; just as the ambitious salesman throw^s every effort into a sales competition; just so that same spirit has invaded the lives of our workers until, from a friendly report board, it has become a hard fought field of contest between, first, whole departments, and second, betw^een the individuals of different departments. To see 1,000 scored for a division is a personal achievement to every man in that division; and woe betide the individual member of these work- platoons who, through carelessness or thoughtlessness is the cause of penalty to his associates. To-day the Dodge score-board is as much a pride to the establishment as a record-breaking pulley or transmission equipment; one representing achievement in human conservation and effi- ciency, just as the other marks a mile-stone in mechanical progress.
''The Dodge Accident Prevention Score-Board stands just inside the main gate of the factory. It is 24 feet long, and on it are shown the departments, foremen, per- centages for month and year, and rank of the various competing divisions. A reproduction of this board is here shown. (Fig. 3.)
''The starting point is 1,000 both for year and for month. Each division is penalized according to its accidents — minor accidents of less than one day's absence not as yet being considered. Each day's absence bears a percentage charge in proportion to the total number of Snen-days' per month per di^'ision.
12
PRACTICAL SAFETY jMETHODS AND DEVICES
''There are 26 divisions in the Dodge competition of various degrees of natural hazard and of wide variation in numbers of men. The degree of hazard is disregarded in our business which covers the same general subject through- out the plant; the differentiation being considered as equal- ized in the choice or selection of men with reference to
ACCIDENT PREVENTION SCORE-BOARD
DODGE MANUFACTURING COMPANV.
Number Dept,
FoREHENS Monthly Competition
All Departments Having a Scon of 1000 ortbe Highest Three Scores, will Receive Special Prizes as per Monthly Prize List.
PrizeIist Fop
HONTH OfSHE^OoOD
*zs.oo
Name Department
Name Foreman
Deduction Percentage | Rank For forAbsence Month lYfartoDatc Month lifeartoDitj
E.(juf,lly c/jvidcd
AmoN6 thm
FQrenifi
A Per^ict Scofe-
Annual Competition General
All Departments Scoring 1000 for ttieYparorttie One fiol(jin$ Rank one inYearly Percentage will Receive Two Days Pay . Extra Second Hi^lid Kill Kfceive One Days Pay Extra.
Head Foreman
WILL PARTICIPATE IN
FIRST PRIZE IF WON
BY A DIVISION IN HIS
DEPARTMENT
Fig. 3
Accident prevention score-board.
Courtesy Dodge Manufacturing Company.
their ability and fitness for their respective class of work. As to the variation in the sizes and groups of workers, we meet this by estabhshing a differential charge per man per day for time off, which is computed by reducing each division to men-days for each month, and using a multi- pher of 10 to raise the figures to a more workable and understandable basis.
''A division working 50 men for 25 days per month amounts to 1,250 men-days; divide 1,000 by 1,250 and
ORGAXIZATIOX OF SAFETY COMMITTEES 13
multiply the result by 10 equals 8 points for each man off one day on account of accident in that division. Wide variations noticed in a year's competition in the different divisions should be the basis of an adjustment of this penalty charge, which adjustment should not have to be made during a month.
^'In this manner, large and small divisions are equal as to their penalties. In the fourth column of the score- board will be noticed the figures which represent the deduc- tions for absence in that division.
''We disregard small accidents that do not entail ap- preciable loss of time, and we do not penalize for the remainder of the day on which the accident occurs. It is possible by this provision to insure the prompt report of all accidents, however small, so that we may be sure of proper attendance, and avoid, as far as possible, such suffering as may be otherwise charged to secrecy on the part of either men or division superintendents.
"At the end of 12 months, the employees of the divi- sions scoring 1,000 receive two days' extra pay, or such part of that amount as their time and employment bear to the full year. If none scores 1,000, then the highest ranking department receives two days' extra pay, and the second highest, one day extra pay. General foremen of any division under them earning these premiums also par- ticipate on the same basis, but may earn but one prize if other divisions under them score perfect.
''The original plan was to distribute $25 in cash each month to all foremen of divisions earning perfect scores, but due to the relative importance, and the efforts of the foremen with a widely varying number of men to deal with, w^e were obliged, in fairness, to change this arrange- ment so that one-half of each prize is paid on a flat basis, and one-half distributed according to the number of men overseen. Thus a foreman in charge of 50 men will get a proportionately larger premium than one in charge of 10 men. It may be noticed that the cash prize is rather
14 PRACTICAL SAFETY METHODS AND DEVICES
small, and to some might be even considered trivial; but to such there has not come the meaning of the spirit back of the Dodge Accident Prevention Board as it prevails in our factory. It is the difference between success and loss that counts, and men who work at the lathe, the forge, or the cupola,, have the same aspirations to participate in the w^inning spirit that inspires any team or organization, however or whenever formed. Several efforts have been made by psychologists, visiting our plant, to analyze the mental attitude which these men must carry, and it has been the unanimous opinion that departmental loyalty is the first stone, the great foundation, upon which stand the success and co-operation of this idea. . It is the aim of each division to head the list, and men must feel that they have a chance of winning throughout the year. This in- terest is fostered by making up the yearly basis out of the monthly average. The great thought is then concentrated on the yearly contest, and the discouragement of any unfavorable monthly showing is avoided because any other division may have a sufficient penalty in some months throughout the year to equalize these unfavorable periodi- cal conditions.
^^We have found that this system is a matter of per- sonal interest to both foremen and employees, and so intense has the competition become, at times, that an unforeseen condition arises which must be met by extreme diplomacy, and that is the ill-feeling that may be occa- sioned against a worker who has been responsible for causes which might have been controlled. Careful investigation and study have shown that the personal interest manifests itself, and the feeling that the loss must be minimized is responsible, to a great extent, toward urging men to get back to work as quickly as possible. The foremen of the various divisions of the factory are members of a safety committee which meets at regular intervals under the direc- tion of the General Superintendent. A board of governors of five looks after the details of inspections, reports, inves-
ORGAXIZATIOX OF SAFETY COMMITTEES 15
tigates complaints, and approves the monthly penalty charges. This has served as an admirable promotion toward the further education of foremen in matters pertain- ing to accident prevention, as well as sanitation, cleanli- ness, and fire prevention, etc.
''For the year closing September, 1913, 10 divisions out of 26 showed perfect scores. The division ranking 16, the lowest, has a penalty of but 51 points. Included in the perfect scores is the South Foundry, the division in which our heaviest work is produced, making single cast- ings up to 50 tons in weight and generally classed as a hazardous occupation. An analysis of the year ending September, 1913, shows 161 accidents — 17 applying on foot, 77 on eye, 45 on hands or fingers, 45 on scalps or face, 6 on burns or scalds, 5 miscellaneous. The total expense of first aid was $308.50; hospital service, $31.50; claims, $50; a total of $390. Time lost was figured at 218 hours, thus the average cost per accident was $2.42.
'^For the 12 months ending September, 1914, 11 depart- ments of the 26 showed an improvement over their record for year ending 1913. Nine departments of the 26 showed a decline. Six departments maintained their averages of the previous year, and five of these six have now presented perfect scores on 1,000 for two years. With one exception, all hazardous departments show a gain."
OUTLINE OF SAFETY COMMITTEES
. A Central Safety Committee should consist of the fol- lowing: General Superintendent (Chairman), a Safety Inspector (Secretary), and three or more department superintendents, foremen or workmen. This committee should hold monthly meetings to discuss safety conditions and efficiency in the plant, and consider all suggestions and recommendations received during the month. Records should be kept, in a book provided for the purpose, of the minutes of all meetings, and of all suggestions and recom- mendations received.
16 PRACTICAL SAFETY METHODS AND DEVICES
The duties of the Central Safety Committee should be:
1. To have charge and supervision over all safety work.
2. To establish standards for safeguards.
3. To formulate rules and regulations.
4. To carry on an educational campaign among employees.
5. To maintain suggestion boxes, into which employees are urged to slip recommendations or ideas in writing, which will improve the safety conditions and efficiency in and about the plant.
6. To maintain bulletin boards upon which safety literature, illustrations, instructions and rules should be posted.
7. To provide and maintain ample "First Aid" equipment.
The duties of the Safety Inspector should be:
1. To inspect for need of safeguards.
2. To see that safeguards are maintained in good condition.
3. To see that safety devices are used.
4. To inspect for congested and unsafe conditions.
5. To inspect for unsafe practices.
6. To inspect for unsanitary conditions.
7. To inspect all fire apparatus.
8. To act as secretary, keep all records, and receive all recommendations and suggestions.
9. To have charge of the details of all safety work.
10. To investigate all accidents.
11. To make weekly inspections and reports of the above conditions in the plant on forms provided for the purpose.
Workmen's Committees, consisting of three or more workmen, appointed and changed periodically, holding weekly meetings, should have the following duties:
1. To make inspections and reports of the safety conditions in and about the plant in their several departments, using forms provided for the purpose.
2. To investigate all accidents; and consider, in each case, methods of preventing a repetition.
3. To caution and warn fellow- workmen against unsafe practices.
4. To send all suggestions and recommendations to the safety department.
The duties of Foremen should be:
1. To enforce all rules and regulations.
2. To investigate and report all accidents.
3. To instruct the men, especially the new men, how to perform their work in a safe and efficient manner.
4. To caution the men against the dangers incident to their work, and the hazards which surround them.
5. To eliminate all unsafe practices.
ORGAXIZATIOX OF SAFETY COMMITTEES 17
6. To make weekly inspections in their (U^partments, and submit reports on forms provided for that purpose.
7. To consider themselves held personally responsil)le for all preventable accidents in their departments.
8. To hold monthly meetings for the discussion of all matters j)ertaining to safety, sanitation, welfare, and efficiency.
The following outline of the safety organization of the United States Steel Corporation will prove of value:
OUTLINE OF SAFETY ORGAXIZATIOX I. United States Steel Corporation. — Committee of Safety.
Casualty managers of all subsidiary companies calle<l togc^ther May, 1906, to discuss accident prevention.
Subsidiary companies actively took up safety work b\' detailing special men for the work.
Committee of Safety organized in March, 1908.
An officer of the Steel Corporation acts as chairman and seven other members represent the larger subsidiary companies.
Meets quarterly, either in Xew York or at one of the plants or mines.
Conducts inspections by ha\dng an inspector from one company inspect another company's operations.
Also makes inspections personally.
Studies all serious accidents and makes recommendations against further occurrences, not alone to the company in whose works the accident happened, but to all companies.
Passes upon safety devices and makes recommendations as to their use.
SUBSIDIARY COMPAXY Safety Committees n. Central Safety Committees.
Organized shortly after the Steel Corporation Committee.
Made up of important officials from each of the plants, mines or railroad divisions.
Meet monthly.
Duties similar to the Steel Corporation Safety Committee, but each with reference to its particular company only.
Conduct inter-mill inspections.
III. Plant Safety Committees.
Organized shortly after Steel Corporation Committee.
Made up of important officials of the plant.
Meet monthly or weekly, and in some cases daily.
Make regular inspections of the plant.
Duties similar to those of the Central Safety Committee, but each with refer- ence to its particular plant only.
18 PRACTICAL SAFETY ^vIETHODS AND DEVICES
IV. Department and Special Committees.
Organized shortly after Steel Corporation Safety Committee.
Made up of foremen, master mechanics and skilled workmen.
Meet weekly or monthly as the case may be.
Make periodical inspections of the plant.
Make special investigations of particular problems.
V. Workmen's Safety Committees.
Organized shortly after Steel Corporation Safety Committee.
Usually consist of three members from the rank and file of the mill.
Members changed periodically so that each man in a plant shall serve upon the committee in due time.
jVleet monthlj^, in some cases weekly.
IVIake regular inspections of the plant or department.
Investigate accidents that have happened, and recommend means of pre- venting similar accidents.
4,678 Men Served