The midland journal., 1943-02-26
WHAT'S WRONG in WASH
INGTON?
J. e. Jones
]. e. Jones

]. e. Jones
Washington, D. c., February 22--
Congressman are using lurid terms
in discussing what one of the lead
ers describes as the shocking pic
ture of bureaucratic, buck-passing,
incompetent administration" DEM
ocrats and Republicans are starting
Investigations of policies, lend-lease,
manpower, food, agriculture, ex-
travagance. Capitol Hill is disturb
ed by the quarrels between civilian
war production chiefs and the Army
and Navy heads.
The complaints have been multi
plying ever since the new Congress
came into existence at the begin
ming of the year. The President is
not risking new ''crackdowns" on
the legislative branch of the govern
ment
President Roosevelt no longer has
Congress under his thumb" That
was made plain when his own lead
ers in the Senate refused to approve
the appointment of Boss Flyn as
Minister to Australia Congress is
examining into it's own past mistak-
es and trying to correct them. The
military crisis is the big business OF
the day and your Government has a
single and united resolve to win
unconditional surrender" of the
Axis.
Working Safely Speeds Victory
In this critical period when pro-
duction is so greatly needed and
every hour on the job counts in the
plants, American industry is doing
everything possible to train and pro-
tect it's production employees in prop
er shop practices. This is important
both in production for the prosecu-
ton necessary for the functioning of
the civilian economy, but it is a
more urgent problem in war work,
where by far the greater number of
new, unframed workers are being
employed.
Because of the expansion of the
safety problem in war industry oc-
casioned by the great influx of new
employees since Pearl Harbor, the
management and workers of Gen
eral Motors can take considerable
satisfaction in the safety record they
hung up for 1912.
The company has just reported
that last year was the best plant
safety year in its history, despite
the addition of approximately 120,-
900 new employees and the creation
of hundreds of new war jobs.
Time lost last year by workers
due to accidents in the company's S
plants during 1912 was just slightly
over one-half day per thousand
hours worked, a new all-time low,
and per cent under the record of
1941. The company's thru,
accidents rate for 1912 is 66 per
cent lower than the rate for all in
dustry as reported by the National
Safety Council.
"The report of accidents occurring
on streets, highways and in the
home again shows that an employe
Of General Motors is safer at his
job than he is outside the plant
H. W. Anderson, vice president in
charge of personal, points out.
Time actually lost due to accidents
in the plants was about one-fourth
Of the time lost in non-industrial
accidents, and approximately one
fiftieth of time lost as result of
employees being absent for personal
reasons.
1.-THE constantly improved SAT-
ETY. record is due largely to the in
terest of plant management which
maintains supervision of safety
practices and safety devices on ma
chimes, and the cooperation of the
employees. Written procedures have
been adopted in all plants, new
employees are thoroughly instruct
edon shop practices before they
start work, and every effort is made
to see that employees work under the
best conditions possible
The company's safety program,
based on a six-point plan establish
ed by c. E. Wilson president, speaks
for itself:
/. Interest in safety on the part
of top management. 2. A definitely
established safety organization thru
the supervisory organization to each
individual employe. 3. Adequate and
capable full-time safety personnel.
A.. Written safety procedure and in
structions for each occupation. 5.
Thorough safety instruction of new
empolyes. s. Stimulation of interest
in safety on the part of every en-
ploye.