prevention work. The plan presented herewith aims to aid manufacturers in forming a shop safety organization and in understanding its functions. It confines itself chiefly to the machinery of plant accident prevention work rather than its psychological side. The psychological phase is treated to some extent in the Department's Special Bulletin No. 77, on Accident Prevention.

In addition to circulation for general criticism, the plan was submitted to the Industrial Council which by resolution approved the idea of formulating a standard plan of organization of shop safety committees for submission to the industries of the state for adoption and adaptation to conditions in their various plants, and approves the tentative plan submitted to the Council with such modifications as may hereafter be found to be necessary."

PLAN IS DESIGNED ONLY FOR A GUIDE

The plan has been drafted in detail even at the risk of arousing fear that it is unwieldy and perhaps disproportionately expensive. In reality, only such provisions as plants have by experience found practicable are contained in this plan. It is, however, intended as a guide rather than as an inflexible program. Local conditions, size of the plant and so on will make it necessary to modify the plan and alter its provisions. In general, the plan as it stands should meet the needs of plants employing 150 workers or more. Plants of 1,000 workers or more have secured best results by having a workers' committee for each department or division. In plants employing less than 150 workers the organization would doubtless need to be simplified.

Experience in the field, as well as many of the comments on the plan, indicate that each individual plant may have to decide for itself, on the basis of its particular production problem, at what intervals the various divisions should meet, how often the different committees should make inspections, whether the supervisor and workers' committee should make inspections and the foremen's committee should be relieved of this duty, and so on. The fact that it is not possible to exactly decide these matters in advance should not deter manufacturers from installing a shop safety organization. Since practical knowledge is primarily acquired by the trial and error method, manufacturers may feel confident that

experience will guide them in detecting and discarding such features as do not bring maximum results in their individual plant. In all probability only slight modifications will be sufficient. It is hoped manufacturers will not too hastily brand this method as theoretical experimentation. If they will but reflect upon their methods when the most up-to-date machine or improvement in process is introduced they will recall that they practically follow this procedure in every line of manufacturing activity. In other words, no matter how perfect a machine or process its proper adaptation to a particular plant must be studied at least in the first stages of its use in that plant. The criterion for introducing the new machine or process is that it has brought results elsewhere. This, in all fairness, should be the only test that a safety organization should be put to. As practical manufacturers testify from their personal experience, and statistical evidence corroborates them, that shop safety organizations have aided in reducing accidents and in improving the efficiency of the working force, the fear that slight modifications might be necessary when actually tried in a particular plant should not weigh against it.

THE FUNDAMENTAL SPIRIT OF THE PLAN

Workers are easily skeptical about improvements for their welfare that come solely from the top. Their suspicions can be effectively disarmed by freely giving them a direct voice in the conduct of affairs that affect their welfare. This new spirit, based upon the simple psychological principle that human beings are more responsive and more easily directed when an appeal is made to their self-respect, is rapidly penetrating industry. Some employers have tried to neutralize the old and new methods by consulting with representatives of their employees, but choosing those representatives for them. Undoubtedly this is an improvement, but it lays the employer open to the charge of insincerity. Experience proves, that a lasting coöperation and mutual good will between employer and employees can best be attained through granting a full measure of actual participation, by allowing the workers to choose their representatives and by giving those representatives an equal voice with the management in matters affecting their welfare. This practice is calculated to enlarge their

sense of responsibility. Upon this principle hinges the success of enlisting the unstinted coöperation of the workers.

While this plan presents alternative methods wherever the question of joint, mutual participation arises, it is urged that best results can be obtained by freely consulting and giving the workers a voice in matters affecting their welfare. Employers frequently complain that their employees do not manifest the proper appreciation, nor do they coöperate wholeheartedly in making a success of costly improvements installed for their benefit. This complaint seldom comes from those who have consulted their employees and who have invited them to participate in the management of the welfare work.

ADVANTAGE OF A PRINTED EDITION

Manufacturers having, or desiring to establish a shop safety organization are urged to adapt this plan to their needs and to publish it in pocket size booklet form as the plan of the firm. The advantages to be gained are numerous. In plants where printed copies are made available the serious-minded workers use their spare moments during working hours, and some of their leisure time at home to study and familiarize themselves with the plan. But what is perhaps the most important consideration is, that a printed plan available to all will create greater interest and forestall misunderstandings or malicious attempts to block the organization. Persons hostile toward this activity or ignorant of its true purpose can foment dissatisfaction. by assigning false attributes to the plan. If there is no readily accessible means of ascertaining the true features, those who are credulous are apt to be misled, while the honest upholder is helpless in defending it. With a printed copy in the hands of everyone, dishonest or ignorant criticism can easily be disarmed by reference to the booklet.

ANNOUNCEMENT OF THE PLAN

The imperativeness of giving proper publicity to the new organization cannot be over emphasized. Unless the rank and file workers know that such an organization is in existence, are fairly conversant with its purpose, and feel that it has the management's

unqualified approval, it will be difficult to secure their coöperation. Indeed there is danger that the whole undertaking may turn out to be a farce. The most effective method of publicity is to call a mass meeting of the workers, wherever possible, at which the purpose of the organization and its functions should be explained by some one high in authority. Should this not be practicable, a printed announcement is a fair substitute. (Manufacturers will find it worth while to use both methods.)

The following statement, signed by the firm, is suggested as a sample for a poster or dodger to be distributed or inserted in the pay envelope when the organization is launched. The membership of the workers' committee and the occupation or department that each member represents might be incorporated in the statement: ANNOUNCING THE FORMATION OF A SAFETY, SANITATION AND HEALTH ORGANIZATION OF THE

(Insert firm name.)

The (insert firm name) has always been solicitous for the comfort and safety of its employees. In pursuance of this policy it has done everything practicable to safeguard the life, limb and health of the workers. The New York State Industrial Commission has brought to our attention a method of systematizing plant safety, sanitation and health work so that it will be placed on as business-like a basis as any other phase of plant management. The plan which they recommend is being used by many progressive manufacturing firms in the State, and is bringing excellent results. Its chief merit is that it enlists the mutual coöperation of every one in the plant, from the superintendent to the rank and file worker. We particularly appeal to the rank and file workers in our plant to assist us in this worthy endeavor. You spend the best part of each day in the plant, and some unsafe and unsanitary conditions and practices come to your attention that we may overlook. We want to remedy these shortcomings and invite suggestions from every one.

The organization will consist of three committees —one representing the management, one the foremen and one the workers in the plant. (Indicate here how the workers' committee will be chosen, and, if possible, the members of the first committee, also give the name of the Safety Supervisor.)

The workers' committee has been chosen to work for YOU. The duty of this committee is to study ways of protecting YOU, of promoting YOUR comfort and safeguarding YOUR health while you are in this building. In some cases changes suggested by this committee have to do with machines or equipment. In other cases the committee finds that certain practices among the people in the various departments are not for the best interests of all. If through thoughtlessness or ignorance any one in the building is doing something that endangers YOUR health or safety or comfort, it is the duty of the committee to see that this practice is stopped. If the committee fails to do this, they fail to protect YOUR INTERESTS.

In other words, the committee points out certain unsafe and unsanitary practices and conditions that endanger YOU, and recommends certain unprovements that should be made in YOUR interest. Don't you think that the COMMITTEE in their work for you should have your help and coöperation?

PROMOTION OF SAFETY SENTIMENT

If the Shop Safety, Sanitation and Health Organization plan is issued in pamphlet form, space on the cover or elsewhere might be used for brief matter to promote the safety sentiment. The following is an example of such matter found in safety literature:

THE "SAFETY FIRST" IDEAL

"And the end is that the workman shall live to enjoy the fruits of his labor; that his mother shall have the comfort of his arm in her age; that his wife shall not be untimely a widow; that his children shall have a father; and that cripples and hopeless wrecks who were once strong men, shall no longer be a by-product of industry."- P. B. JUHNKE.

SAFETY LITERATURE

The movement for prevention of accidents and conservation of health of wage workers, like all human movements, depends for its success on the proper mental attitude of those affected by it. This fact assumes greater significance in this phase of industrial betterment, since the best results are attained only when mechanical safeguards and devices are supplemented by the good will and hearty cooperation of the personnel connected with the plant. The proper psychology cannot be maintained without constant contact with the movement. The Safety Supervisor can hardly be expected to imbue others with the "safety first” idea unless he has a continuous source of inspiration which will stimulate his intellect and emotions. Current literature treating all phases of this movement is indispensable.

Without undertaking to specify all that might be desirable the following non-commercial sources are suggested as affording a minimum of literature such as any safety organization should have:

Government Publications

New York State. The Bureau of Statistics and Information of the State Industrial Commission will upon request send regularly the Commission's publications which might be of service, particularly the Proceedings of the Annual State Industrial Safety Con