fe preventable. Be determined . Make known than an account- stakes that provoke accidents. reasoning rather than wishful «

nly and regularly to spot haz- york methods. Insist on clean, cilities for efficient workman-

tcauses or might have caused lamage. Learn the underlying y‘related catises, Maintain a guide for constructive preven-

tion on unsafe conditions. Do

‘effort of labour and manage-

st and a responsibility. The ‘ila gratifying compounding ment relations and safety. Be )preciative.

as, and your experiences with ustry.

An address that excited tavor- able comment among delegates attending sessions of the Wood Products Section of the Na- tlonal Safety Council's 42nd Convention at Chicago In Octo- ber, was that given by Jack Dunman, Safety Director for the Mengel Company,{ of which a portion Is reproduced below.

“Let’s look ahead to the lower- ing of what we might call_in- direct costs, All accidents delay work. Every first aid attention for even a minor injury, essen- tial as this may be to prevent infection, causes a certain inter- ruption to production. In a seri- ous accident, time is lost not only by the injured employee but also by other workers in the depart- ment or plant.

Preventive Program

A disabled employee requires replacement. This is costly busi- ness, in many cases resulting in waste of time, material, and machine-down time.

Looking - ahead - engineers can help both safety and effi- ciency by the design of suitable guards, by putting into effect a preventive maintenance program.

Every. accident is a symptom of something wrong in the opera- tion — some fault in design, in equipment, arrangement, or in operating procedures or prac- tices. The basic causes of acci dents are the basic causes of in- efficiency.

Good Engineering

Let’s look at a few examples of good engineering’s improving | safety as well as efficiency. Take, | for instance, pressure vessels and boilers—relief valves are install- ed—good engineering to prevent damage to equipment, also in- creases the safety. factor and improves production or efficiency.

Scheduled inspection of ma- chines and other production equipment most certainly makes for safety and efficiency. And we | could go on and on. | Plant Housekeeping | Plant housekeeping is actually an engineering problem, for a trim and orderly plant must be well engineered. Improve safety? Yes—improve efficiency? Always.

The design of more productive equipment is an engineer’s job— and in this, design safety should and will be built in. To improve efficiency? Yes,

No one will dispute the point that a well-developed exhaust system for removal of fumes and dust not only makes the work | place safer, it improves efficiency. | The substitution of a stairway |for a ladder provides a more | economical and rapid movement

“Every Accident

Is A Symptom Of Something Wrong”

of employees. It also helps safety and efficiency.

A plant that is laid out with wide aisles to provide for move- ment of materials is made more safe and more efficient by mak- ing it possible to move materials with a minimum of interference.

Machine Guards

Power machinery provided with guards and automatic feeds not only increases safety but gives better production.

The replacement of hand lift- ing by mechanical handling equipment not only facilitates the movement of material and finish- ed products, it eliminates the danger of strains and increases efficiency of the plant personnel.

I believe you can see the things I’m hitting for—to improve your safety, you must improve your efficiency, and in doing this you can call on the engineers.

Looking Ahead

So you are a small company— you don’t have engineers. Let's look again at the subject, “Look- ing’ Ahead”.

I like to think of an old saying that goes like this, “The mind is like a parachute—it functions only when open.”

Mental Attitude

The greatest obstacle to meth- ods improvement has not been ereated by technical difficulties. Rather, it is set up by the men- tal attitude of people doing the work who feel they are already | using the best possible methods. | The minute you say that a job jcannot be improved, you are |

|

through, no matter how much you know, even if you are an ex- pert. Someone knowing nothing about it but thinking it can be done is now a better man for the job than you,

In a methods course I had sev- eral years ago, I remember the first step—“Pick the job to be improved.” Each job in our shops is composed of three parts:

1. Make ready. That is the time and effort used in set- ting machinery and equip- ment or getting materials ready to work.

2. Do — is the actual work done.

3. Put away — is the cleanup following the do.

Let’s carry this job method thinking a little further. In our engineering practice, we are arid must be continually trying to improve safety and efficiency.

Look over the job that is caus- ing you trouble — or are you afraid it might cause you trouble.

Study the operation carefully, then—

NOVEMBER DEAD

industry.

1954

ACCIDENT TOLL _

12 \DEAD INJURED 871 VNJURED 8430

Twelve more fatal accidents in the month of November have been reported by the Workmen’s Compensation Board for the B.C. lumber,

Time-loss accidents for the same period were 871. Total fatalities for 1954 are 84, with 8430 injuries.

1954 84

1. List each detail of the job exactly like it’s being done.

2. Be sure to include the make ready, the do, and the put away. In other words, your details should include:

Material Handling Machine Work Hand Work

Then—question every detail.

1. Use these types of ques- tions:

Why is it necessary?

What is its purpose?

When should it be done?

Where should it be done?

Who is best qualified to do it?

How is the best way to do it?

2. Also question the... Materials, machines, equip- ment, tools, product design, lay-out, work place, and housekeeping.

Develop the new method — for safety and efficiency.

1, Eliminate the unnecessary details. Remember the ques- tion “Why” and “What”. Why is it necessary? What purpose does it perform? Many times the answer to job details shows that the job or parts of it can be completely eliminated.

2, Combine details when prac- tical. The answers to where should it be done, when should it.be done, and how should it be done will very often lead to a better way or ‘method,

3. Rearrange for better se-

AGE: 64 Years.

1954 Logging Accidentspy

spn et DIRECTION TREE FetL—y

: Many Years

The bullbucker was warned that a tree was about to fall and commenced to get in the clear.

quence, Again the answers to where, when, and how will allow the engineer. to rearrange the job for better safety and efficiency.

4, Simplify all necessary de- tails. Simplify to make the job easier, safer, and to improye efficiency.

Pre-position materials, tools, and equipment at the” best place in the proper work area.

Use gravity feed hoppers and drop delivery chutes.

N Let both hands do useful *

work. Use jigs and’ fixtures’ for more efficiency and safety. Yes, engineering is important to safety and efficiency. Always remember that even though you think the problem is licked, there are two great problems to be considered; they are of equal importance,

Open Mind Is engineering important to safety and efficiency? Yes, al- ways. To accomplish, you must: Have an open mind. Maintain a questioning atti-

tude,

Work on causes of difficulties

(not on the effect).

Get and use facts (not opin-

ions).

Get rid of fear and resentment

of criticism, -

There is always a better way! Look for it!

Find it!

Use it!

= Lee —> DECEASED

STRUCK HERE

ee: