May 10, 2005

Invisible Web - Where to find 90% of what is out there.

The Invisible Web is easily accessible..that is, if you know where to look. Fortunately there are many sites that are set up to be "gateways" to the many databases and otherwise closed-off content that makes up the Invisible Web.

Deep Web Gateways

  • The University of Michigan has put together OAIster, (pronounced "oyster") and encourages you to "find the pearls" on the Invisible Web. They have millions of records from more than 405 institutions as diverse as African Journals Online and the Library Network of Western Switzerland.
  • LookSmart's Find Articles.com lets you search print publications for articles; anything from popular magazines to scholarly journals. Be sure to check out their Furl tool to organize your search snippets.
  • The Library Spot is a collection of databases, online libraries, references, and other good info. Be sure to check out their "You Asked For It" section, where popular readers' questions are featured.
  • The US Government's official web portal is FirstGov.gov, an extremely deep (as in lots of content) site. You could spend hours here. It's interesting to note how much stuff you can get done online here as well, such as renew your driver's license, shop government auctions, and contact elected officials.
  • Search the vast holding of the UCLA Library online, including their special collections.
  • Check out Infoplease.com and its' searchable databases. Results come from encyclopedias, almanacs, dictionaries, and other online resources.
  • The Central Intelligence Agency has the World Factbook, a searchable directory of flags of the world, reference maps, country profiles, and much, much more. Great for geography buffs or anyone who wants to learn more about their world.
  • University of Idaho has created this Repository of Primary Sources, which contains links to manuscripts, archives, rare books, and much more. Covers not only the United states, but countries all over the world.
  • Lund University Libraries maintains the Directory of Open Access Journals, a collection of searchable scientific and scholarly journals.
  • Looking for scientific information? Go to Scirus.com first. You can search either scholarly sources or Web sources or both.
  • Canada, ay? Then check out the Archival Records of Alberta. This is a gateway to photographs, census records, and other archival records.
  • Want to find a plant that will survive overwatering, lack of sunlight, and general forgetfulness? You can probably find something in the USDA's Plants Database.
  • The Human Genome Database contains anything you would ever want to know..well, about the human genome, at least.
  • If you've got a medical question, check out The Combined Health Information Database, or CHID online. Its' searchable subject directory is very user-friendly, and you can find information on pretty much anything to do with human health here.
  • Nonprofit organizations need searching tools too. The National Database of Nonprofit Organizations is an extensive site provides locations and contact information for nonprofits.

Protect your computer from viruses and spyware.

PROTECTION 101

You should proactively protect your computer from viruses and spyware. The software below has been successfully tested and used by me; however, I do not guarantee or endorse the following products. Usage will be at risk of the user.

AVG Anti-Virus FREE Edition is the well-known anti-virus protection tool. AVG Anti-Virus FREE is available free-of-charge to home users for the life of the product! Rapid virus database updates are available for the lifetime of the product, thereby providing the high-level of detection capability that millions of users around the world trust to protect their computers. AVG Anti-Virus FREE is easy-to-use and will not slow your system down (low system resource requirements). AVG Anti-Virus Free

Trend Micro's free HouseCall service is a no-frills virus scanner. The service loads quickly and lets you clean or delete any infected file it finds. The browser displays a list of drives on your machine, allowing you to select which ones to scan. A separate window displays progress reports and lists infected files for treatment. HouseCall isn't fancy, but this one-trick service gets the job done quickly. PC Magazine, 4 out of 5 Stars House call free online virus scan

Spybot - Search & Destroy can detect and remove a multitude of adware files and modules from your computer. Spybot also can clean program and Web-usage tracks from your system, which is especially useful if you share your computer with other users. Modules chosen for removal can be sent directly to the included file shredder, ensuring complete elimination from your system. For advanced users, it allows you to fix registry inconsistencies related to adware and to malicious program installations. The handy online-update feature ensures that Spybot always has the most current and complete listings of adware, dialers, and other uninvited system residents. Spybot S&D

Microsoft Windows Update - Get the latest updates available for your computer's operating system, software, and hardware. Windows Update scans your computer and provides you with a selection of updates tailored just for you. Microsoft Windows Updates

Mozilla Firefox - the new Firefox Preview Release empowers you to browse faster, more safely, and more efficiently than with any other browser. Join more than 4 million others and make the switch today —Firefox imports your Favorites, settings and other information, so you have nothing to lose.

Beware of spyware. If you can, use the Firefox browser.- USA Today

Better than Internet Explorer by leaps and bounds.- FORBES

Mozilla Firefox

Microsoft Anti-Spyware (WILL NOT WORK WITH 95,98,ME) - Microsoft Windows AntiSpyware (Beta) is a security technology that helps protect Windows users from spyware and other potentially unwanted software. Known spyware on your PC can be detected and removed. This helps reduce negative effects caused by spyware, including slow PC performance, annoying pop-up ads, unwanted changes to Internet settings, and unauthorized use of your private information. Continuous protection improves Internet browsing safety by guarding more than 50 ways spyware can enter your PC. Participants in the worldwide SpyNet™ community play a key role in determining which suspicious programs are classified as spyware. Microsoft researchers quickly develop methods to counteract these threats, and updates are automatically downloaded to your PC so you stay up to date. Microsoft Spyware Tool (beta1)

Spyware - A technology that assists in gathering information about a person or organization without their knowledge. On the Internet, "spyware is programming that is put in someone's computer to secretly gather information about the user and relay it to advertisers or other interested parties." This is also known as "adware".

Virus - a software program capable of reproducing itself and usually capable of causing great harm to files or other programs on the same computer; "a true virus cannot spread to another computer without human assistance" It also can be defined as a piece of programming code inserted into other programming to cause some unexpected and usually undesirable event, such as lost or damaged files. Viruses can be transmitted by downloading programming from other sites or be present on a diskette. The source of the file you're downloading or of a diskette you've received is often unaware of the virus. The virus lies dormant until circumstances cause its code to be executed by the computer.

May 9, 2005

Quest lets Dave Wacker go.... with new leadership comes new ownership.

It is always hard to see anyone of value lose there job.
"We all wish you and Kim well and luck in your future."



MORE RAABE NEWS

Huron Capital and Quest Specialty Chemicals Acquire Raabe Corp.

Detroit, MI – November 30, 2004 // Huron Capital Partners LLC, a Michigan-based private equity firm, announced today that it has funded its specialty chemicals initiative in Quest Specialty Chemicals in order to acquire Raabe Corporation. Raabe fit squarely in Quest’s coatings strategy to acquire companies that have developed unique solutions to the challenges of coatings application, surface protection and the bonding of flexible and rigid substrates. Based in Menomonee Falls, Wisconsin, Raabe is a leading manufacturer of custom matched branded touch-up paint and provider of private label aerosol paint filling services. Raabe’s touch-up products consist of ready-to-apply paints that closely match original equipment coatings and are used to repair the surfaces of industrial & commercial products along all points of the supply chain.

Michael R. Beauregard, a Partner at Huron, stated, “Partnering with Quest is consistent with our investment strategy of working with successful executives who have proven track records of building equity value. Through Quest, we have brought together strong operating and investment expertise to create a substantial player in the specialty chemicals industry. In Raabe, we found a solid core aerosol business serving a niche market with state-of-the-art manufacturing facilities. Raabe’s strong market share and talented management team are critical assets on which Huron and Quest plan to execute a specialty coatings growth strategy. Frederick A. Quinn, Quest’s CEO added “Raabe’s research and manufacturing base made it a unique platform on which to launch our coatings initiative. We expect to make complimentary acquisitions to their core business and to extend their capabilities into new applications. We are also pleased that David Wacker will continue as President of Raabe.”

Quest separately announced today that Gerard A. Loftus, who joined the Quest team in 2003, has been named COO & CFO of Quest. Mr. Quinn stated “Gerry will focus on the operational and financial aspects of our business. He brings a strong financial background and extensive operational experience in running specialty chemical businesses.” Quest also stated that it elected Carol E. Bramson to Quest’s Board of Directors. Ms. Bramson’s professional experience includes leading Banc One Equity Capital’s successful investment in Sovereign Specialty Chemicals.

About Huron Capital Partners LLC

Huron Capital is one of the leading private equity firms investing in lower middle-market companies. The firm typically invests between $5 million and $20 million in equity to sponsor management buyouts, recapitalizations, and corporate spin-offs of well-positioned companies having revenues up to $200 million. Huron’s strategy is to partner with strong management teams at niche manufacturing, specialty service, and value-added distribution companies that can be built through acquisition and organic growth. For further information, please visit Huron’s website at www.huroncapital.com.

About Quest Specialty Chemicals

Quest was founded and led by Mr. Quinn, a 30-year veteran in the specialty chemicals industry who has successfully built, acquired, and divested businesses in the specialty chemical industry. He has served as CEO of K.J. Quinn, President of Pierce & Stevens (a subsidiary of Sovereign Specialty Chemicals), and CEO of Royal Adhesives & Sealants. Mr. Quinn is a Graduate of the University of Southern California where he received both his undergraduate and MBA degrees.

For further information, please visit Quest’s web site at www.questsc.com.

May 9th, 2005
For Immediate Release
Quest lets Dave Wacker go.... with new leadership comes new ownership.

May 4, 2005

Bush administration eyes workplace safety violators

With Little Fanfare, a New Effort to Prosecute Employers That Flout Safety Laws

By DAVID BARSTOW and LOWELL BERGMAN

Published: May 2, 2005

For decades, the most egregious workplace safety violations have routinely escaped prosecution, even when they led directly to deaths or grievous injuries. Safety inspectors hardly ever called in the Justice Department. Congress repeatedly declined to toughen criminal laws for workplace deaths. Employers with extensive records of safety violations often paid insignificant fines and continued to ignore basic safety rules.

Inside the Bush administration, though, a novel effort to end this pattern of leniency has begun to take root.

With little fanfare and some adept bureaucratic maneuvering, a partnership between the Occupational Safety and Health Administration, the Environmental Protection Agency and a select group of Justice Department prosecutors has been forged to identify and single out for prosecution the nation's most flagrant workplace safety violators.

The initiative does not entail new legislation or regulation. Instead, it seeks to marshal a spectrum of existing laws that carry considerably stiffer penalties than those governing workplace safety alone. They include environmental laws, criminal statutes more commonly used in racketeering and white-collar crime cases, and even some provisions of the Sarbanes-Oxley Act, a corporate reform law.

The result, those involved say, should be to increase significantly the number of prosecutions brought against dangerous employers, particularly in cases involving death or injury.

This new approach addresses a chronic weakness in the regulatory system - the failure of federal agencies to take a coordinated approach toward corporations that repeatedly violate the same safety and environmental regulations. The E.P.A. and OSHA in particular have a history of behaving like estranged relatives. Yet the central premise of this unfolding strategy is that shoddy workplace safety often goes hand in hand with shoddy environmental practices.

"If you don't care about protecting your workers, it probably stands to reason that you don't care about protecting the environment either," said David M. Uhlmann, chief of the Justice Department's environmental crimes section, which is charged with bringing these new prosecutions.

The effort is noteworthy in an administration that has generally resisted efforts to increase penalties for safety and environmental violations. It has declined to support such steps as making it a felony for employers to commit willful safety violations that cause a worker's death. Such violations are currently misdemeanors, punishable by up to six months in jail. Instead, the administration has emphasized a more collaborative approach, offering companies increased technical assistance, for instance, on how to comply with regulations.

The new initiative is already at an advanced stage of planning. Hundreds of senior OSHA compliance officers have attended training sessions led by Justice Department prosecutors and criminal investigators from the E.P.A. In several regions of the country, OSHA managers have begun making lists of the worst workplaces and sharing them with E.P.A. investigators and prosecutors, who select the most promising cases for investigation. Several criminal inquiries and prosecutions are under way.

In March, for example, Motiva Enterprises, an oil refining company partly owned by Shell Oil, pleaded guilty to endangering workers negligently and committing environmental crimes in Delaware. The company was ordered to pay a $10 million fine and sentenced to three years' probation.

Even so, it is difficult to gauge the degree of political support for more prosecutions. The initial planning won the blessing of John Ashcroft, then the attorney general. His successor, Alberto R. Gonzales, has been briefed on the initiative and is said to be supportive.

But in March, a news conference to announce the initiative was canceled. The name of the program was also changed. What was to have been called the Worker Endangerment Initiative is now described as a "policy decision" - not an "initiative" - aimed at achieving "environmental protection in the workplace."

Neither Jonathan L. Snare, the acting OSHA administrator, nor Howard Radzely, the Labor Department's top lawyer, would agree to be interviewed about it. But Richard E. Fairfax, OSHA's director of enforcement programs, described the initiative as part of a broader effort by the agency to crack down on companies that persistently flout workplace safety rules.

"This is important to the agency," he said.

If some hesitation exists at the political level, enthusiasm is high in the trenches of OSHA and the E.P.A. Andrew D. Goldsmith, assistant chief of the environmental crimes section, has led most of the OSHA training sessions, in which he describes the many ways criminal and environmental statutes can be brought to bear. It has been a revelation of sorts, he says, to watch agency compliance officers grasp the chance at last to seek significant criminal penalties against defiant employers.

"You see a glint in these people's eyes, and you see them getting very enthusiastic," Mr. Goldsmith said. "You see hands start shooting up. They view us like the cavalry coming over the hill."

If sustained, the enthusiasm would represent an important cultural shift inside OSHA, which has traditionally shied away from referring even the most deliberate of safety violations to prosecutors.

From 1982 to 2002, for example, the agency investigated 1,242 cases in which it concluded that workers died because an employer committed willful safety violations. OSHA declined to seek any prosecution in 93 percent of those cases, The New York Times reported in a 2003 series that described a bureaucracy in which aggressive enforcement was thwarted at every level. But as the series also demonstrated, OSHA's reluctance to seek prosecution had also been fed by an assumption inside the agency that federal prosecutors have little interest in cases that have rarely resulted in prison sentences.

By fusing the technical skills and regulatory powers of the E.P.A. and OSHA with the Justice Department's environmental crimes section, the administration has created a potentially potent means of changing that dynamic.

All federal environmental crimes carry potential prison sentences, including up to 15 years for knowingly endangering workers. And unlike OSHA, the E.P.A. has some 200 criminal investigators with extensive experience building cases for federal prosecutors. In 2001 alone, the agency obtained prison sentences totaling 256 years.

OSHA, meanwhile, has wide jurisdiction over American workplaces, and its inspectors routinely wander the floors of the nation's dirtiest and most dangerous manufacturing operations. Unlike E.P.A. inspectors, they also investigate hundreds of workplace deaths and injuries each year. In short, they are well positioned to spot potential environmental crimes, particularly those that harm workers.

With nearly 40 prosecutors, the environmental crimes section of the Justice Department has a long record of bringing complex criminal cases against major employers. By contrast, before this initiative, only one prosecutor at the Justice Department focused full time on workplace safety crimes. Now, after identifying promising cases from the lists sent by OSHA, prosecutors are also checking for significant records of environmental infractions. If a plant is part of a larger conglomerate, they are checking the records of sister plants, too.

"We can see all the pieces," Mr. Goldsmith said. "We can coordinate."

The value of that coordination became obvious, he and other officials said, during a recent federal investigation into a New Jersey foundry owned by McWane Inc., the nation's largest manufacturer of cast-iron pipe. The investigation was prompted by articles in The Times and a companion documentary on the PBS television program "Frontline" that described McWane as one of the most dangerous employers in America.

Senior officials at OSHA, the E.P.A. and the Justice Department saw a way to produce an indictment that would "tell the whole picture" of how a company could put profit ahead of all other considerations, said Mr. Uhlmann, the chief of the environmental crimes section.

In December 2003, several senior managers at the New Jersey foundry were indicted on charges of conspiring to violate safety and environmental laws and repeatedly obstructing government inquiries by lying and altering accident scenes. The case is pending, but Justice Department officials called it a "pioneering indictment."

The partnership was cemented in a meeting last summer between Thomas L. Sansonetti, then an assistant attorney general, Mr. Radzely, the chief Labor Department lawyer, and John L. Henshaw, then the administrator of OSHA.

In a recent interview before he left the Justice Department to return to private practice, Mr. Sansonetti said he made it clear at the meeting that the Justice Department was prepared to offer training nationwide and a firm commitment to go after the worst cases as a way to send a message of deterrence to other employers. Mr. Henshaw and Mr. Radzely, he said, responded enthusiastically.

"That's where we agreed to take off on this," Mr. Sansonetti said

May 3, 2005

BEST WISHES TO TRIESE HAASE

President’s Message

I regret to report that Triese Haase, after 22 years of dedicated service to FET, is leaving our organization. She will be looking for new opportunities, in a similar position. Her last day as FET Administrator will be June 30, 2005. Triese has played an instrumental role in guiding FET since our organization’s founding in 1983.

Much of the success of our seminars and annual Environment Conference is the result of Triese’s careful planning and attention to detail. She has helped to consistently present FET in a positive light. Her can-do approach and pleasant demeanor will be sorely missed. On behalf of the FET Board and membership, I want to thank Triese for all she has done for FET and wish her every success in her future endeavors.

Daniel Brady
FET President

Apr 29, 2005

CSPA Responds to Criticism of Lawn and Garden Products

Washington, DC, April 13, 2005 -- Statements about the safety of lawn and garden products made in a news release issued today by two environmental organizations are “inaccurate and exaggerated,” according the Consumer Specialty Products Association.

“Lawn and garden products provide important health and quality of life benefits, and do not pose undue risks when used properly,” said CSPA President Chris Cathcart. “These products are among the most highly regulated on the market today, and consumers can use them with confidence while following label instructions.”

CSPA pointed out that lawn and garden products do more than create a lush lawn and beautiful flowers. They also offer protection from allergies by preventing noxious weeds and limit damage to structures and property by controlling insects. Lawn and garden products also eliminate insects and ticks that can spread diseases such as West Nile virus and Lyme disease. By promoting healthy lawns and ornamental plants, these products also prevent soil erosion and reduce dust that can cause respiratory problems.

Cathcart further said that the environmentalists’ news release was inaccurate in stating that the Environmental Protection Agency (EPA) does not evaluate product mixtures which is required under FIFRA. He also said that the release was exaggerated to needlessly influence consumers’ behavior.

“Like all pesticides, lawn and garden products are extensively regulated by the EPA”, said Cathcart. “Manufacturers spend millions of dollars conducting extensive tests prior to submitting data to the EPA.” Before granting a registration, EPA examines the chemistry and toxicity of each product’s active ingredients and the product mixture. The agency also reviews product labels to ensure that they include directions for the proper use and storage of the product.

CSPA said that lawn and garden products are carefully formulated to satisfy specific needs and the criticism of products that kill weeds while fertilizing is unjustified.

Apr 22, 2005

Earth Day is Everyday

Earth Day 2005.

I would personally like to thank all of you for your dedication to helping people and the environment.

You have made a difference in my life and the world around you.

For those of us who believe “Earth Day is Everyday”. Thank you!

Christopher Haase

Environmental, Health and Safety Director

Quick Facts About Earth Day (From About.com)

Earth Day is a great day to spend with your kids and remind them about the environment and how important it is to celebrate Earth Day every day of the year.


Earth Day is always observed on April 22.

Reason We Celebrate Earth Day: To call attention to the environment and the “People Who Protect” it.

History of Earth Day:

  • Former U.S. Senator Gaylord Nelson was Earth Day's co-founder.

  • The first Earth Day was in 1970

Observance of Earth Day:

  • Take notice of the planet Earth

  • Take care of the Environment

Sen. Gaylord NelsonSen. Gaylord Nelson


How the First Earth Day Came About

By Senator Gaylord Nelson, Founder of Earth Day

What was the purpose of Earth Day? How did it start? These are the questions I am most frequently asked.

Actually, the idea for Earth Day evolved over a period of seven years starting in 1962. For several years, it had been troubling me that the state of our environment was simply a non-issue in the politics of the country. Finally, in November 1962, an idea occurred to me that was, I thought, a virtual cinch to put the environment into the political "limelight" once and for all. The idea was to persuade President Kennedy to give visibility to this issue by going on a national conservation tour. I flew to Washington to discuss the proposal with Attorney General Robert Kennedy, who liked the idea. So did the President. The President began his five-day, eleven-state conservation tour in September 1963. For many reasons the tour did not succeed in putting the issue onto the national political agenda. However, it was the germ of the idea that ultimately flowered into Earth Day.

I continued to speak on environmental issues to a variety of audiences in some twenty-five states. All across the country, evidence of environmental degradation was appearing everywhere, and everyone noticed except the political establishment. The environmental issue simply was not to be found on the nation's political agenda. The people were concerned, but the politicians were not.

After President Kennedy's tour, I still hoped for some idea that would thrust the environment into the political mainstream. Six years would pass before the idea that became Earth Day occurred to me while on a conservation speaking tour out West in the summer of 1969. At the time, anti-Vietnam War demonstrations, called "teach-ins," had spread to college campuses all across the nation. Suddenly, the idea occurred to me - why not organize a huge grassroots protest over what was happening to our environment?

I was satisfied that if we could tap into the environmental concerns of the general public and infuse the student anti-war energy into the environmental cause, we could generate a demonstration that would force this issue onto the political agenda. It was a big gamble, but worth a try.

At a conference in Seattle in September 1969, I announced that in the spring of 1970 there would be a nationwide grassroots demonstration on behalf of the environment and invited everyone to participate. The wire services carried the story from coast to coast. The response was electric. It took off like gangbusters. Telegrams, letters, and telephone inquiries poured in from all across the country. The American people finally had a forum to express its concern about what was happening to the land, rivers, lakes, and air - and they did so with spectacular exuberance. For the next four months, two members of my Senate staff, Linda Billings and John Heritage, managed Earth Day affairs out of my Senate office.

Five months before Earth Day, on Sunday, November 30, 1969, The New York Times carried a lengthy article by Gladwin Hill reporting on the astonishing proliferation of environmental events:

"Rising concern about the environmental crisis is sweeping the nation's campuses with an intensity that may be on its way to eclipsing student discontent over the war in Vietnam...a national day of observance of environmental problems...is being planned for next spring...when a nationwide environmental 'teach-in'...coordinated from the office of Senator Gaylord Nelson is planned...."

It was obvious that we were headed for a spectacular success on Earth Day. It was also obvious that grassroots activities had ballooned beyond the capacity of my U.S. Senate office staff to keep up with the telephone calls, paper work, inquiries, etc. In mid-January, three months before Earth Day, John Gardner, Founder of Common Cause, provided temporary space for a Washington, D.C. headquarters. I staffed the office with college students and selected Denis Hayes as coordinator of activities.

Earth Day worked because of the spontaneous response at the grassroots level. We had neither the time nor resources to organize 20 million demonstrators and the thousands of schools and local communities that participated. That was the remarkable thing about Earth Day. It organized itself.

Apr 20, 2005

The Body Heretic: It Scorns Our Efforts

THE promises are everywhere. Sure, you smoked. But you can erase all those years of abusing your lungs if you just throw away the cigarettes. Eating a lot of junk food? Change your diet, lose even 5 or 10 pounds and rid yourself of those extra risks of heart disease and diabetes. Stay out of the sun - who cares if you spent your youth in a state of bronzed bliss? If you protect yourself now, skin cancer will never get you.

Maybe it should be no surprise that America's popular and commercial cultures promote the idea of an inexhaustible capacity for self-rejuvenation and self-repair. After all, if America as an idea has meant anything, it has meant just that - the possibility of continual transformation - becoming wealthier, more spiritual, more beautiful, happier and feeling younger.

That optimism has helped create a society of unmatched vitality - a source of bewilderment, alarm and envy to the rest of the world. But Americans often forget, or aren't aware, of how unusual they are in this respect, notes Dr. Daniel Haber, director of the cancer center at Massachusetts General Hospital.

"I grew up in Europe and I travel in Europe," he said. "And there's an amazing contrast." Europeans are far more fatalistic about their lives, he said. They believe "you need to enjoy life," so they smoke, they bask in a sun, they take pleasure in a leisurely, indulgent meal and they don't feel compelled to go to a gym.

Americans, Dr. Haber says, believe in control - of their bodies, their mental faculties and their futures. So shedding some pounds or some unhealthy habits is not merely sensible. It suggests a new beginning, being born again.

Maybe that is why people may feel betrayed when Peter Jennings explains that he stopped smoking, at least for a while, and still got lung cancer. Or why, two decades after his death, people still talk about Jim Fixx, the running guru who lost weight, stopped smoking, ran every day and dropped dead of a heart attack.

In fact, science is pretty clear on all of this: There are real limits to what can be done to reverse the damage caused by a lifetime of unhealthy living. Other than lung cancer, which is mostly a disease of smokers, there are few diseases that are preventable by changing behavior in midlife.

But that is not what most people think, said Dr. Barnett Kramer, the associate director for disease prevention at the National Institutes of Health. Instead, they believe that if you reform you'll erase the damage, in part because public health messages often give that impression. "It is easy to overestimate based on the strength of the messages," Dr. Kramer said. "But we're not as confident as the messages state."

Eating five servings of vegetables and fruit has not been shown to prevent cancer. Melanoma, the deadly skin cancer, occurs whether or not you go out in the sun. Gobbling calcium pills has not been found to prevent osteoporosis. Switching to a low-fat diet in adulthood does not prevent breast cancer.

At most, Dr. Kramer said, the effect of changing one's diet or lifestyle might amount to "a matter of changing probabilities," slightly improving the odds. But health science is so at odds with the American ethos of self-renewal that it has a hard time being heard. Here, where people believe anything is possible if you really want it, even aging is viewed as a choice.

"It's hard to find an American who doesn't believe that, with enough will, he or she can achieve anything - we've been brought up to believe that," said Dr. Barry Glassner, a sociology professor at the University of Southern California. Health, he emphasized, is no exception: "It's the same whether you're 40, 50 or 80. It doesn't matter whether you are male or female, black or white. "

But in matters of health, the strongest willed person simply cannot wipe the slate of life clean and begin again. This is true even with lung cancer and smoking. Those who quit may greatly reduce their risk of lung cancer. But they cannot eliminate it.

"The best you can be is a former smoker - you can't be a 'never smoker,' " said Dr. Kramer. "It's not all or none. It's a matter of changing probabilities."

In fact, in every area of desired physical self-renewal, the probabilities make it hard to argue that life allows one to start over.

At health clubs, pear-shaped people in their 40's and 50's obsessively lift weights, trying for those defined muscles that, even in youth, come only to those with a certain genetic predisposition. But by middle age, the overweight tend to stay that way, and the body has a harder time increasing muscle mass. So even the greatest personal trainer will not produce rippling abs.

At the cardiologist's office, middle-age men, learning that their arteries are starting to clog, swear they'll never eat chips and hamburgers again, and that they will take up jogging. Some do and a small percentage even stick with it. But no amount of exercise or diet change will make the plaque in their arteries disappear. Despite common public health recommendations, walking for half an hour a day, five days a week probably won't make most people lose weight. And while a regular regimen of walking or running will likely improve your stamina and cardiovascular fitness, there is no guarantee that it will reverse heart disease, prevent or forestall a heart attack or in any way extend your life.

The effects of other measures, like changing lifestyle or switching to a diet rich in raw vegetables, are even less clear when it comes to preventing cancer, said Dr. Kramer. "Even if they do affect the cancer," he said, " it may be that it's over an entire lifetime."

So what are Americans, with their faith in starting over, to do? When it comes to making oneself over, said Dr. Glassner, they have two options. One, he said, "is that you can consider yourself inadequate or inferior" for failing to force the years to melt away. The other is to shift the definition of rejuvenation from a arduous restructuring of the self to a paint job.

"Now, instead of losing the weight you're going to go for cosmetic surgery," Dr. Glassner said.

That is not really an answer. Collagen injections or surgery may give people more youthful looking faces, but only for a while. And liposuction won't help for long if the body restores the fat that was suctioned off the patient's arms or buttocks.

Then there is a third possibility for the resourceful, Dr. Glassner said. An overweight person can simply redefine himself as a "food adventurer."

There is one group, however, for whom a strong sense of control over the future may be an unalloyed good: the sick.

"Protective illusions," says Dr. Shelley Taylor, a psychology professor at the University of California at Los Angeles, can be a good thing. In her research, she found that among people with serious diseases, those who felt they still had control over their lives coped better with their illnesses.

The optimists fared better psychologically even when they became more ill - shattering the illusion of control. "What you often see is people use something like cancer as an opportunity to discover value in their lives, and meaning," Dr. Taylor said. "They reorder their priorities. They focus on relationships more. Control and optimism shift to things that can be dealt with."

For those in good health, there is still another option, though it is decidedly a minority position. This is simply to scale back on one's self-engineering and take more pleasure in simply getting from day to day.

The American essayist Joseph Epstein nicely expressed this view in an essay, written when he hit the age of 60, which he gave the mordant title, "Will You Still Feed Me?" In it, Mr. Epstein expresses the virtue of just enjoying the ride.

"At 60," he writes, "one probably does well not to expect wild changes, at least not for the better. Probably best not even to expect a lot in the way of self-improvement. Not a good idea, I think, at this point to attempt to build the body beautiful. Be happy-immensely happy, in fact-with the body still functional."

Of course, many in midlife will still decide to hit the gym, to eat better, drink less, relax more. And that's a good thing, if only because they will feel better for being fitter. But they shouldn't expect it to erase the effects of all those years that came before.

Apr 14, 2005

MSN's ideas for saving gas

Fuel-Saving Tips

Vehicle Maintenance

by Ann Job

A little advance planning, a less-aggressive driving style and a well-maintained car can help you get the most out of every gallon of fuel.

No matter where you live and what you drive, you can maximize every gallon of fuel. Here's how:

Regular Servicing Is Important Keep your vehicle well maintained with regular servicing to keep it operating at peak efficiency. An inefficient engine—with fouled spark plugs, for example—won't make optimum use of fuel. Be sure the air filter and the fuel filter are clean. Put in new ones if they're not. A new oxygen sensor alone can improve gas mileage by as much as 15 percent, according to AutoZone, a car parts store.

Don't forget little things like the air in your tires. Having tires inflated to the maximum recommended pressure can improve gas mileage by as much as 6 percent, while periodic wheel alignments can help improve fuel economy up to 10 percent, according to the U.S. Environmental Protection Agency.

Clean out that trunk, cargo area or pickup bed. Take out unneeded items that only add weight to your vehicle. Extra weight decreases gas mileage. According to AutoZone, every 200 pounds of unnecessary weight shaves one mile per gallon off your fuel mileage.

Be a Different Driver Change your driving style. Accelerate gradually, drive smoothly and with care and you could see as much as a 20 percent gain in fuel economy compared with what you'd get with an aggressive driving style, the EPA says. Skip those jackrabbit starts and sudden pedal-to-the-metal maneuvers if you want to save gas. Anticipate stops so you avoid sudden braking, and take a long view of the road ahead, coasting safely to an intersection in front of you where you see traffic stopped.

Don't speed. A car or truck moving at 55 miles an hour can get about 15 percent better fuel economy than the same car going 65 mph. Use your vehicle's navigation system, if you have one, in your travels to new locales. This can save you from getting lost and wasting gas.

Drive Smart Don't be idle too long. Don't waste fuel by sitting in that drive-thru lane at McDonald's or Taco Bell. Park and go inside instead. Don't let your vehicle idle as you wait outside the elementary school to pick up your children. Idling uses more fuel than turning the engine off, waiting for your youngsters and then restarting the engine.

When you're in slow city traffic, keep the air conditioner off, if possible. Roll down the windows and open the air vents to keep you and your riders comfortable. That air conditioner is a burden that uses fuel, and if you're tooling around town, you can see a "very slight" improvement in gas mileage by keeping it turned off, a Mercedes-Benz spokesman said.

Plan Ahead Combine your errands into one trip, rather than taking multiple trips from home. Organize your stops so they're near each other and so you don't retrace your path. You may even be able to park in one central spot and walk between some of your stops rather than driving and parking at each one. For large gatherings like family reunions and church picnics, organize a carpool. If the distance to these events is long, Budget Rent a Car Corp. suggests even renting a 15-person van to maximize fuel savings vs. driving a number of separate vehicles in these circumstances.

Plan your trips so you go out during less-congested times of day. When there's less traffic, you're more apt to be able to drive smoothly. Use navigation aids on the Internet or in your vehicle to keep from getting lost—and thus wasting fuel—when you're headed to a new, unknown location.

Weather Effects Note that road and weather conditions have a role, too, in the fuel economy of your vehicle. Driving into a 20-mph headwind can reduce fuel economy by as much as 6 percent. Driving up a mountain road with a 7 percent grade can cut fuel economy by as much as 25 percent. Driving on gravel and in slush and snow requires a bit more fuel, too.

Other Modes of Transport Look at alternative transportation options—even if it's just for one or two days a week. Walk, bicycle, carpool or take public transportation and leave your vehicle at home. The League of American Bicyclists, based in Washington D.C., notes that cycling to work not only saves on gas, it is an excellent cardiovascular workout. And in some cases, the league says, commuters actually arrive at their destination quicker on a bicycle than they would via congested auto roadways.

When you shop for a new vehicle, compare fuel economy. Bear in mind how bigger vehicles, bigger engines, four-wheel drive and lots of optional equipment can add to a vehicle's weight and, as a result, reduce its fuel efficiency. Even larger tires can have an effect. A tire with a larger "footprint" on the road that doesn't have a special rubber compound designed to improve fuel economy has more rolling resistance than a comparable smaller tire, and this can lower fuel economy.

You don't always have to avoid popular vehicles in order to save money at the gas pump. Some smaller trucks and sport-utility vehicles rank better in fuel economy than do some cars. For example, the Ford Ranger 2WD with a 2.3-liter four-cylinder engine and manual transmission is the "most efficient standard pickup truck," according to the U.S. Environmental Protection Agency. It gets an estimated 24 miles a gallon in the city and 29 mpg on the highway, the EPA says, for a combined rating of 26 mpg. This is better than the combined fuel economy rating of 25 mpg for the Chrysler Sebring with automatic transmission.

Watch for New, High-Tech Solutions Check out the newest automotive technology. It's getting more mainstream with each passing year.

In spring 2002, Honda began selling its second gas-electric hybrid car in the U.S. The Civic Hybrid is rated at 48 miles a gallon in combined city/highway fuel economy by the U.S. Environmental Protection Agency. It joins the Insight, the first gas-electric hybrid car available in the United States, and Toyota Prius hybrid car, whose U.S. sales started in the 2001 model year, as very fuel-thrifty vehicles.

In fact, all three vehicles are in the top ten on the EPA's list of fuel-efficient vehicles for the 2005 model year. The manual-tranmission Insight is rated at 60 mpg in the city and 66 mpg on the highway. A two-seater, this hatchback has a small three-cylinder gasoline engine mated to an electric motor that never needs to be plugged in. The Civic Hybrid, with a 1.3-liter 4-cylinder gas engine and electric motor, achieves 45 mpg in the city and 51 mpg at highway speeds, for a combined fuel economy rating of 47 mpg.

The four-door, five-passenger Prius uses a similar hybrid gas-electric combination, but the internal combustion engine is a 1.5-liter four cylinder. The Prius is rated at 60 mpg in the city and 51 mpg on the highway.

Ford Motor Co. introduced the first gas-electric hybrid sport-utility vehicle—the Escape Hybrid—in calendar 2004, and other automakers have hybrid vehicle plans in the works, too.

New technology efforts don't end there. Virtually all automakers are researching ways to build a commercially viable fuel-cell vehicle.

Even if you don't decide on a new-technology vehicle, you should carefully consider whether you really need a V6 or a V8 in your next car or truck. The National Automobile Dealers Association advises consumers to test drive models with various engines in a range of driving conditions to determine what fits them best, and to assess the tradeoffs.

Other Costs Affected Keep in mind you might pay a bit more for that next new car. Higher fuel prices in recent years have prompted many automakers to boost the price of delivering vehicles to dealerships. You see these higher trucking charges on the window sticker, on the "destination and delivery" line.

An Eye to the Future Think about how your fuel conservation efforts benefit the Earth and future generations.

Scientists say global warming and its projected disastrous effects on weather, rising sea levels and heat deaths are due, in part, to the burning of fossil fuels.

So, every gallon of gas you don't use can help ease global warming.

Mar 31, 2005

Quest lets Gary Losey go....

It is always hard to see anyone of value lose there job. "We all wish you well and luck in your future ventures."


MORE RAABE NEWS

Huron Capital and Quest Specialty Chemicals Acquire Raabe Corp.

Detroit, MI – November 30, 2004 // Huron Capital Partners LLC, a Michigan-based private equity firm, announced today that it has funded its specialty chemicals initiative in Quest Specialty Chemicals in order to acquire Raabe Corporation. Raabe fit squarely in Quest’s coatings strategy to acquire companies that have developed unique solutions to the challenges of coatings application, surface protection and the bonding of flexible and rigid substrates. Based in Menomonee Falls, Wisconsin, Raabe is a leading manufacturer of custom matched branded touch-up paint and provider of private label aerosol paint filling services. Raabe’s touch-up products consist of ready-to-apply paints that closely match original equipment coatings and are used to repair the surfaces of industrial & commercial products along all points of the supply chain.

Michael R. Beauregard, a Partner at Huron, stated, “Partnering with Quest is consistent with our investment strategy of working with successful executives who have proven track records of building equity value. Through Quest, we have brought together strong operating and investment expertise to create a substantial player in the specialty chemicals industry. In Raabe, we found a solid core aerosol business serving a niche market with state-of-the-art manufacturing facilities. Raabe’s strong market share and talented management team are critical assets on which Huron and Quest plan to execute a specialty coatings growth strategy. Frederick A. Quinn, Quest’s CEO added “Raabe’s research and manufacturing base made it a unique platform on which to launch our coatings initiative. We expect to make complimentary acquisitions to their core business and to extend their capabilities into new applications. We are also pleased that David Wacker will continue as President of Raabe.”

Quest separately announced today that Gerard A. Loftus, who joined the Quest team in 2003, has been named COO & CFO of Quest. Mr. Quinn stated “Gerry will focus on the operational and financial aspects of our business. He brings a strong financial background and extensive operational experience in running specialty chemical businesses.” Quest also stated that it elected Carol E. Bramson to Quest’s Board of Directors. Ms. Bramson’s professional experience includes leading Banc One Equity Capital’s successful investment in Sovereign Specialty Chemicals.

About Huron Capital Partners LLC

Huron Capital is one of the leading private equity firms investing in lower middle-market companies. The firm typically invests between $5 million and $20 million in equity to sponsor management buyouts, recapitalizations, and corporate spin-offs of well-positioned companies having revenues up to $200 million. Huron’s strategy is to partner with strong management teams at niche manufacturing, specialty service, and value-added distribution companies that can be built through acquisition and organic growth. For further information, please visit Huron’s website at www.huroncapital.com.

About Quest Specialty Chemicals

Quest was founded and led by Mr. Quinn, a 30-year veteran in the specialty chemicals industry who has successfully built, acquired, and divested businesses in the specialty chemical industry. He has served as CEO of K.J. Quinn, President of Pierce & Stevens (a subsidiary of Sovereign Specialty Chemicals), and CEO of Royal Adhesives & Sealants. Mr. Quinn is a Graduate of the University of Southern California where he received both his undergraduate and MBA degrees.

For further information, please visit Quest’s web site at www.questsc.com.

October 4, 2004
For Immediate Release
Quest lets Gary Losey go.... with new ventures comes new leadership.

Mar 29, 2005

Why pay for training if you’re not going to implement it?

You Don’t Make Coffee If Nobody Drinks It

By Allan Mackintosh

I called on a former colleague once to find out what his company policy was toward training for managers. He told me that all managers undergo coaching training and that the model of choice is GROW (growth, reality, options, and will).

“I like this model,” he said. “It gives me a structure for my coaching whereas beforehand it was a bit haphazard.”

I asked him if he didn’t recall that we had been introduced to this coaching model almost seven years ago, and that we actually completed a refresher course three years ago with a another training company. His reply was telling:

“I have a vague recollection, and I believe I have the folders somewhere. But you forget that when I went through these courses I was new to the manager’s role and there was an amazing amount of change about due to restructuring together with changes of personnel and roles. There was no real time to digest the training and certainly no time to implement it! I never got any support anyhow!”

Avoid The Single-Shot Approach

Some companies have a training session for a few weeks and say, “they’re trained,” says Dave Anderson. “That’s crazy. It’s not a one-time payment. It’s an installment plan. Doctors and lawyers have to be continually trained; sales is a serious, high-paying profession.”

Salespeople should be like football players, he says. “They watch drills, study playbooks, practice all the time… and play very little. They’re not getting better on game day. For salespeople, game day is when they’re in front of the customer.”

Philadelphia-based trainer Linda Richardson concurs. “Companies should remember training is not an event. It should be a building block curriculum. One year, a company can do fundamentals, another year, sales presentations, and another year, negotiation. Programs need to be linked and salespeople need continuous reinforcement. When you have that combination, you get results.”

After seven years and three expensive training courses, the GROW model of coaching finally managed to be adopted by this particular manager. And I rate him as one of the better ones I have worked with!

Sales training that’s heavier on theory than practice and contains no sustained follow-up is a waste of time and money. How can lessons be implemented when participants, more often than not, return to their workplace and are immediately thrown back into regular routines and the pressure of quotas and workloads?

Make sure your training providers offer some form of follow-up support. You may pay extra for this, but it truly adds value. It can be face-to-face coaching, telephone coaching or simply an “open door” support line whereby participants can simply telephone or e-mail the provider. Avoid companies that deliver the training, hand over glossy folders and disappear.

Managers, too, are obligated to support salespeople who complete training at the company’s request. Discuss together what you hope they will learn. Once the training is over, a manager should help employees analyze how they fared against the objectives they set.

Most important, pinpoint how each salesperson will implement this learning into their work habits. What support can you provide so that the new skills become sustainable and the salesperson’s capability grows?

Industry spends millions on training (still not enough!) and much of it is wasted because trainers do not provide adequate follow-up support and managers do not make the time to set learning objectives and review these objectives with every intention of effectively implementing the new set of skills.


Allan Mackintosh is a professional management coach living in Scotland and author of The Successful Coaching Manager. Visit his Web site at www.pmcscotland.com, or e-mail him at allan@pmcscotland.com.

Mar 28, 2005

12 steps to better warehouse safety

Follow these guidelines to reduce employee injuries and minimize workplace disruptions.
Safety starts with you." This shopworn slogan often serves as the focal point for warehouse safety programs. Safety consultant and former OSHA manager Rick Kaletsky, however, begs to differ.

"While that's a good catch phrase, I have to respectfully disagree," Kaletsky says. "Safety can't start with the employee—the employer has to set the table first. They have to establish a training program, culture, and environment where employees can work safely."

Unfortunately, employers often fail to put that kind of effort into promoting safety. For some, it's a matter of insufficient time or resources. Others cut corners to save money. In the long run, though, creating a safe environment saves money by minimizing absenteeism, workplace disruptions, and equipment downtime while increasing productivity and employee satisfaction. And it doesn't necessarily mean spending a fortune. Here's a sampling of common-sense—and cost-effective—safety tips.

1. Practice "Ergonomics 101." Given the amount of manual labor that occurs in a warehouse, it's no surprise that OSHA, the federal Occupational Safety and Health Administration, has identified ergonomic injuries as one of the most common hazards for warehouse employees. "In terms of severity, ergonomic injuries are the most expensive and have the longest recovery time," says Todd Currier, health, safety, and environmental manager for Exel, the Columbus, Ohio-based third-party logistics company, and a member of the International Warehouse Logistics Association's ergonomics task force.

One of the simplest steps a warehouse operator can take is to continually preach and practice the principles of safe lifting. That means workers need to keep their backs straight, keep loads close to their bodies, and not lift, pull, or push anything over their shoulders, Kaletsky advises. Nor should they turn their upper torsos without also turning their lower torsos by moving their legs and feet, he adds.

2. Never get into a "closed" truck. Serious accidents can occur after a truck has been loaded, says Ralph Cox, a principal with Charlotte, N.C.-based Tompkins Associates. "That interval of time between when the warehouse has control of the truck for loading and when the driver has control of the truck for departure can be really dangerous," he says.

Cox knows of deaths that have occurred because a warehouse employee stepped into the back of a truck after it had been loaded and the driver had left for the dock office. When the driver, unaware that anyone was inside, returned to the vehicle and pulled away, the employee was thrown out of the vehicle. Two ways to prevent this kind of tragedy: Place a chain or sign across the dock door indicating that the truck is "closed." Or take the driver's keys and return them only after he has picked up the shipping paperwork.

3. Mark your territory. "Striping," or using paint or tape to mark out spaces to be used for different activities, can help prevent dock injuries. "My perception is that you can't do too much floor striping," Cox says. "It brings order and structure to the dock operation." Outlining work areas means everyone will know exactly where to perform certain activities. "The operation works the same way every day," Cox says. "You don't want to have your dock being used like a big work table where people just work wherever they can find space."

4. Make training mandatory. Any good safety program is based on effective education. That's why Exel requires new associates to undergo three to five days of training before they hit the warehouse floor. After that, they are assigned to mentors who show them the proper way to perform activities.

Training isn't just for new hires; it should continue throughout employment. And don't let employees talk their way out of training requirements, Kaletsky says. "Please don't let someone max out of training because they have or are alleged to have experience or knowledge with something. You want them to go to the training so that at least you know that they are not [continuing] bad habits."

How to make training interesting for people who think they've heard it all before? Joe Kelbus, principal consultant for the National Safety Council in Itasca, Ill., suggests that safety training be hands-on, visual, and "facilitated." "With a facilitated lesson, you spend half your time listening to a lecture and half your time in small groups talking, responding, and working hands-on," he explains. He also recommends administering pre- and post-training tests to ensure that a program was effective.

5. Educate everyone. It goes without saying that forklift operators must be trained. More effective is to train them on the same make and model as the truck they will be operating, says Kaletsky.

But drivers aren't the only ones who need education. "You also want to train the people working around them," suggests Kelbus. Sometimes, though, it's not enough to simply make order-pickers and other pedestrians aware of how to work around lift trucks. To minimize the chance of accidents, keep them separated. In cases where the same aisle is used for both picking and replenishment, Cox recommends, schedule the two activities for different times of the day.

Don't neglect to educate upper management about safety. Kelbus points out that many executives have never studied occupational safety and health. Safety, therefore, might not sit at the top of their list of priorities. The way to get it up there, says Currier, is to show management how safety will help achieve business objectives.

"Find out what's the reality of their work and what they're measured on—and it's not always cost," Currier recommends. "And then state your position in a language that your leadership understands."

Warehouse injuries6. Walk the talk. Approximately half of the unsafe acts that Currier has observed have involved workers who were not following existing policies, standards, or procedures. When that happens, it's time to follow up training and communication with action.

Kaletsky recommends applying a progressive disciplinary program if an employee doesn't follow the safety rules. "Once employees understand safety practices, they need to know that compliance is a condition for employment," he says. "This should in no way be merely an authoritarian effort. But you need to make it clear that if you do not wear your eye protection, if you're ripping electrical cords out of the receptacle instead of unplugging them by the plug, if you're driving a forklift too fast through cross aisles and not blowing your horn, you're going to feel it. You're going to feel it, for instance, by a day off."

7. Make safety a success measure. Another way to emphasize a commitment to safety is to measure it. At Exel, safety is considered to be a key performance indicator. "If there is [a safety-related] event during the day, then it was an unsuccessful day regardless of whether the truck went out on time," says Currier.

Exel also has made safety a part of employees' performance reviews. "All of management is measured on our safety objective, and this goes all the way down to the lead operator of the crew," Currier explains.

8. Empower your employees. Encouraging employees to report unsafe working conditions and actions goes hand-in-hand with enforcing and measuring safety compliance. Exel, for example, has empowered associates to stop an activity if they feel it is unsafe. "We've had associates turn off production lines or call me in the middle of night because they have been asked to do something that requires three people and they only have two available," Currier says. "In those cases, we work with the supervisor so that we are still able to service the client while maintaining our associates' ability to operate efficiently and safely."

Cox recommends setting up an anonymous reporting system for employees. In addition, Kaletsky suggests, question workers who are working in or around an unsafe condition. If employees are working around an oil spill on the floor, for example, ask them why they didn't report it (and make sure to remove the hazard).

9. Pay attention to near misses. Kaletsky recommends paying attention not just to accidents that cause injuries or illnesses but also to the "near misses." That will help identify safety trends or property damage that could lead to injury in the future.

Currier maintains that tracking only OSHA "recordables" or lost-time injuries won't provide a complete picture of workplace accidents. For example, he estimates that 7–10 percent of all injuries involve the eye, yet most of them are not severe and don't result in lost time or an OSHA report.

10. Exercise constant vigilance. Experts recommend conducting weekly or monthly safety inspections of the facility and of how employees are doing their jobs. Kaletsky takes this one step further. "You need to be continually monitoring what is going on in your facility," he suggests. "This doesn't have to be a formal system with columns, boxes, and guys' names. This is just keeping an eye on what is happening on the floor." His response to managers who say they don't have time to do that: "Well, you have time to stop and watch how some guy's lifting. You have time to make sure that access to exits and fire extinguishers is not blocked. It doesn't take that much time."

11. Bring in a fresh pair of eyes. When it comes time to conduct a formal safety audit, it can be very helpful to bring in an outsider, Cox suggests. "And I don't necessarily mean a consultant," he says. "It could be someone from another facility in your business. It could also be a peer from a DC just down the street who runs an operation that's similar to yours."

That "fresh pair of eyes" may notice an existing or potential problem that hasn't caught the attention of someone who sees it every day. That can benefit every facility, so managers can agree to reciprocate: "We'll look at yours, if you'll look at ours."

12. Don't just look for fault, look for cause. If an accident does occur, don't focus entirely on assigning fault. Instead, try to identify the cause. Kaletsky offers this example: Suppose a worker slips on a puddle of fluid. Rather than just say the injury was due to carelessness, find out why the fluid was there. "You need to ask, 'Where did that fluid come from?'" he says. "Did it drip from the roof? If so, then just cleaning it up won't be good enough—it will come back again. Did it leak from a forklift? Well, now you not only have that spot on the floor, but you also have one in aisle 7."

Finally, Kaletsky cautions against punishing an employee for getting hurt or sick on the job, without investigating further. "You do want to discipline someone if they broke a safety rule or do something blatantly unsafe, even if no one is injured," he says. "But if someone has four lost-time injuries, don't just discipline him for being accident-prone, find out what caused those accidents."

Profound consequences

Although creating a comprehensive safety program may take a significant amount of time and effort, the consequences of not creating a culture of safety in the warehouse can be profound—even more so than a missed shipment or a lost customer.

"When a major injury occurs, there are all kinds of repercussions," Cox observes. "There is what I can only call an 'emotional violence' that pervades the entire community. It goes through the company, the town, and, of course, the families. And it doesn't go away real quick."


© 2005, Reed Business Information, a division of Reed Elsevier Inc. All Rights Reserved.

Logistics Management - OSHA's new approach to warehousing

OSHA's new approach to warehousing
The federal agency is choosing collaboration over confrontation when it comes to improving warehouse ergonomics.

If you mention "OSHA" to a warehouse manager, you're likely to get a frown in response. That's because relations between warehouse operators and the Occupational Safety and Health Administration, the government's watchdog on industrial safety issues, haven't always been friendly.

In the 1990s, OSHA began to crack down on violations, and in 2000 the agency developed a controversial set of ergonomics standards that met with strong objections from many industries, including warehousing. Congress repealed those standards in 2001, just weeks before they were to take effect. Without standards in place, it became harder for OSHA to issue violation notices—and for warehouse operators to know when they'd done something wrong.

That lack of certainty has prompted OSHA to change the way it works with business, an approach that promises to improve safety and reduce warehouse operating costs.

OSHA's new approach is based on four activities: best practices guidelines, enforcement, outreach and assistance, and a national advisory committee. As part of this initiative, OSHA has been forming cooperative partnerships, or "voluntary protection programs," with companies and has been soliciting advice from industry associations.

OSHA also has targeted warehousing and other industries with above-average rates of ergonomic injuries for participation in its initiative, says Rich Fairfax, director of the agency's enforcement program. One industry group that was very interested in working with OSHA is the International Warehouse Logistics Association (IWLA), an organization for warehouse-based third-party logistics providers. "For most warehouse operators, OSHA is a four-letter word. But we didn't want that to be the case," says Nathan Noy, IWLA director of government and legal services.

Last year the IWLA formed an alliance with OSHA. The alliance's goals are to collaborate on improving warehouse safety, reducing regulatory violations, and developing training and information programs.

Participants quickly decided that they should focus on ergonomics because the majority of warehouse safety incidents are ergonomics-related. IWLA members say they welcome OSHA's assistance in improving ergonomic practices. "What we applaud is that they are really trying to find a practical way to do that," says Ernie Harban, manager for training and loss prevention at third-party logistics provider Saddle Creek Corp.
Concrete Benefits

OSHA's outreach programs aim to produce concrete benefits for participants. Noy, for one, expects the alliance will help his group spread information on ergonomics to its members, which will reduce the likelihood of OSHA inspectors showing up on their doorsteps.

The agency has indeed issued fewer ergonomics citations in recent years than it did in the 1980s and early 1990s, says Prof. Donald Bloswick, an industrial ergonomics and safety specialist at the University of Utah. That's a good thing, he says. "I'd much rather see companies spending their dollars abating hazards than paying OSHA citations."

According to OSHA's Fairfax, participants in voluntary protection programs can indeed expect some breaks. If they do appear on OSHA's inspection list, the agency will defer an inspection and give the company time to develop and implement an improvement program.

It would be foolhardy, though, to put ergonomics on the back burner because OSHA is focusing more on outreach than on enforcement these days. "I think this would be a mistake for two reasons," says Dave Alexander, president of consultants Auburn Engineers. "First, you're still responsible for providing a safe and healthy workplace. And second, if you're having enough injuries to be worried about OSHA, you should really be worrying about your pocketbook. You're probably paying a lot more money than you have to for workers' comp."
Four-Step Program

What type of ergonomics program should you have to make sure that you don't hurt your employees' backs—or your wallet? "The worst level of program is to be completely reactive, to only do something when someone gets hurt," says Tom Albin, an ergonomics specialist at Auburn Engineers.

Instead, many industry experts recommend that warehouse managers adopt the following four-step program for preventing ergonomics problems.

Step 1: Identify existing and potential problems.
Look at injury and illness records. If those costs average a few hundred dollars per person, per year, you probably have a pretty good ergonomics program, says Alexander. If you're spending several thousand dollars, you need to improve your program, he says.

Zack Koustandreas, vice president of consulting firm Ergoworks, recommends asking employees questions such as: Are you tired at the end of the day? Why are you tired? Which muscles are sore? "Is this a comprehensive and thorough analysis? No, but it will give you a hotspot—or two or three—that's a great place to start," he says.

Walk through a facility to see what the risk factors are. How far are people reaching? How much do boxes weigh? How many times are they performing a specific task? You can do this yourself, bring in a consultant or insurance company, or use OSHA's consultation service. Under the OSHA program, inspectors will conduct an inspection at no cost. If they find a hazard, however, you will be obligated to correct it.

Step 2: Train and educate correctly.
Good training is specific to each warehouse's unique operation. If it isn't, employees are likely to respond to recommendations with "yes, buts," according to Kim Monroe, president of Emmons Ergonomics Consulting.

Make sure training is practical and instructions make sense. "I can tell you to lift with your knees bent and your back straight, but if you've got to bend over to go into a slot, how are you going to do that?" says Albin. "If I train you to do something you cannot do, I've wasted your time and my money."

Step 3: Establish an effective injury-response program.
Encourage employees to report injuries and soreness early so you can identify problems before they become serious. It's helpful to work with a medical professional who is certified in occupational medicine and is familiar with your operation. If you don't have someone on staff, find someone who can visit your facility periodically.

Step 4: Earn continuing support for compliance.
Both employee involvement and management buy-in are critical to the success of any ergonomics program. "You really have to make sure that you have all your ducks in a row before you roll out the program, that you have management support and a certain amount of funding. That's the only way you can overcome resistance and skepticism," says Monroe.

And have patience. "You're not going to immediately see an effect on your injury and illness rates," Monroe warns. "In fact, when you first put in an ergonomics program, you might see your numbers go up because you have increased awareness and more people are reporting injuries early."

But stick with the program and you'll see improvements not only in the number of reportable injuries, but also in employee satisfaction.

Tips and Tricks for better warehouse ergonomics

Looking for ways to improve ergonomic practices in your warehouse? Here are some suggestions from warehousing experts:
  1. When building a mixed pallet on a forklift, leave the forks at waist height to avoid having to stoop to put a case down.
  2. Use a spring-loaded pallet holder. As boxes are unloaded and the pallet becomes lighter, the spring will raise the load; as boxes are added to the pallet, the load will be lowered. This will always keep the pallet at waist height.
  3. Design conveyors so they can be adjusted for people of different heights to minimize bending, reaching, and twisting.
  4. Use cushioned mats to relieve pressure on the back, legs, and feet from standing.
  5. Make employees take frequent breaks. "We don't allow people to stay on the job when a break comes. We really want them to leave the job and walk to the break room so that they can change their body posture," says Ernie Harban of warehouse operator Saddle Creek Corp.
  6. Rotate employees through different positions so they're not doing the same job all day long.
  7. Design pallet bays so items can be accessed from more than one side. This reduces reaching and stress on the body, recommends ergonomics expert Donald Bloswick of the University of Utah. This will effectively reduce storage space and thus will raise costs to some degree, but it won't require a lot of mechanization cost, he says.
  8. Educate your employees about workers' compensation rules so they understand how it affects their pay and employment conditions.
  9. Involve employees in improving working conditions. At Ford Motor Co., for example, United Auto Workers members are the plant ergonomists.
  10. If you don't have an ergonomist on staff, train your occupational health nurse, hygienist, or safety manager.
  11. Make containers easier to handle. This could, for example, involve switching to smaller packages or using boxes with handholds.
  12. Link your ergonomics program to other workplace initiatives, such as a Six Sigma quality program, to give ergonomics more visibility (and perhaps encourage more funding).


Ergonomics: Where Can I Turn For Help?

There's no shortage of information about ergonomics best practices, and much of it can be found online. Here are just a few examples:

OSHA's websitecontains excellent resources, including analytical tools, case studies, and operating guidelines. www.osha.gov

The National Institute of Occupational Safety and Health (NIOSH) website contains information about musculoskeletal disorders and a downloadable version of the institute's Elements of Ergonomics Programs. http://www.niosh.gov

Stone Wheel Works provides free, downloadable ergonomics-analysis tools that can help quantify and abate risk. http://hsc.usf.edu/~tbernard/tebstonewheels.html

Washington State's Department of Labor and Industry includes helpful advice and case studies on its website. http://www.lni.wa.gov/Safety/Topics/Ergonomics/default.asp

Bottom Up Vs. Top Down Corporate Blogging

As business blogging becomes more widespread, two main approaches have emerged. There are bottom up bloggers and top-down bloggers ...

... and then there are a scant few companies who are in between. Each approach is vastly different.

Bottom-up blogging can either start organically or with an edict or blessing of the corporation. Famous bottom-up blogging corporations include Microsoft and Sun. Basically, this is blogging at its best. It's real employees dishing out the straight dope from the bowels of a corporation. It's unfiltered, fun and, for many, incredibly risky. However, when done right, bottom-up blogging can change a corporation.

The majority of blogging companies, however, fall into the top-down camp. They devise a blogging strategy with input from execs, communicators, marketers, HR, etc. They deliberately determine who will blog for the company on what subjects at what time and in what place. Famous top-down blogging companies include most major media companies, GM and Cisco.

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By Steve Rubel - Contributing Writer

Corporate Blogging Safety

Corporate Blogging Guidelines

Corporate blogging guidelines are fast becoming a staple (pun intended) of many company employee handbooks.

We keep hearing of more bloggers who have been fired for their on the job blogging activities. As work related blogs become more common, that number of terminated blogging employees is expected to grow.

As a proponent of business blogs, and of employees maintaining job related blogs, I think the concept of employee blogging guidelines is a good one.

Banning work related blogging activity, by members of the organization, actually hurts the business. By failing to take advantage of the blog benefits, including transparency, conversation and community building, and relationship development, a company blogging ban does more harm than good.

Think in terms of being reasonable, and trusting employees to act in the company's best interest, and the blogging regulations and guidelines can help everyone involved.

The organization must keep in mind that the overwhelming majority of company bloggers are helping the business to succeed and achieve its goals.

The employee is able to write relatively freely about the company. The business benefits from the relationships built with current
and future customers and clients.

Toby Bloomberg, of the highly informative Diva Marketing, has compiled a comprehensive list of company blogging guidelines.

By reading the various corporate blogging recommendations, from the list that Toby provides, your business can formulate blogging guidelines that help both the company and the employees.

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From: WebProNews Update - March 26, 2005
By Mark Fleming - Contributing Writer