CombinedFile DSC_Update_V3I5_final_ppa1

M A R C H 1 0 , 2 0 0 9 E M P L O Y E E I N V O L V E M E N T
V O L U M E 3 , I S S U E 5
D S C U P D A T E
 Around and About
DSC
(page 2)
 Stress Reduction
(page 2)
 Heard about Safety
(page 2)
 Membership Drive
(page 3)
 “Hand” Tools
(page 4)
In this issue
UAW Membership Milestones: by Jason Erwin
February featured a few amazing milestones for four Bell Helicopter employees and long time
members of UAW 218. Receiving awards and recognition for 45 years of employment at Bell Heli-
copter and equal years of service in UAW Local 218 are Mr. Sherman Brown, Plater, Mr. L.R.
Faggett, Finisher, Mr. George Hrisco, Test Stand Operator, and Mr. Albert McDaniel, Janitor. As Mr.
Faggett said, “My best memory at Bell was when I made my trial period and got brought into the
union.”
Got tools? Let’s Calibrate: by Dan Heck
Moe: “My part doesn’t fit. I made it as wide as my thumb.”
Joe: “That’s the trouble. It should be as wide as my thumb!”
When the Egyptians built the pyramids, they used wooden bow calipers to help make
each stone the needed size. More recently, Henry Ford decided the decimal inch was a
better, much more accurate and repeatable standard for his new assembly line work idea.
Today, the aircraft industry has followed suit as well. In fact, the world now follows set
standards all manufacturers use to ensure universal fit for parts.
Bell complies with ANSI/NCSL for M&TE, and ISO9001. ANSI/NCSL stands for the
American National Standards Institute / National Calibration Standards Laboratory stan-
dards for Measuring and Test Equipment, while ISO9001 is a global standard that insures
that we say what we will do; how we will do it, and that we document that we have com-
plied with these standards. Why? So parts fit and perform as intended. Safety and reli-
ability depend on our parts, and the customers demand it. Without tools calibrated to
these standards, customers have no assurance that we are delivering the quality parts
they demand.
Drive Systems Center manages 18,953 calibrated tools. Weekly calibration due totals
can range anywhere from 30 to over 100 tools. 30% of the 18,953 tools (5,748) are em-
ployee personal owned tools, this generates additional workload and places responsibility
on each employee to help us be compliant in this matter.
It is imperative that every employee using tools that require calibration meet the regu-
lar calibration schedule.
Sherman Brown,
Plater
L.R. Faggett,
Finisher M/Parts Prc
Albert McDaniel,
Janitor
George Hrisco,
Test Stand Operator
Editor: Duke Pritchard
Page 2D S C U P D A T E V O L U M E 3 , I S S U E 5
Maintenance Issue?
Create an electronic maintenance ticket form through
ERIC!
1. From the ERIC home page, look in the left column.
2. Under Bell Quick Links, click on
Maintenance Requests
3. Follow the simple step-by-step instructions to create a
maintenance ticket.
Around and About DSC:
Natural Work Group Activities
The Jig Bore Natural Work Group (NWG) recently wel-
comed Gerald Henderson, Director, Operations Strategy, as
the group’s adopting FLT member. At a recent meeting, the
group discussed the planned dedicated tool storage sys-
tem, new inspection equipment, and the development of
metrics charts for the Jig Bore area.
The 5A Natural Work Group is making progress on
hand tool issues and setting up tool boxes in the quill cell.
The group hopes these improvements will increase the de-
partment’s efficiency. Gary Jones, Manager Production
Control and Logistics, visited with the 5A NWG and advised
them regarding the lifting eye issues in their area.
Department 5C1 welcomed four new deburr booths.
Stress Reduction is a learned response: by Lonzo Johnson
Stress reduction is a learned response. Practice one or more of these several times a day
and soon you will respond by relaxing.
Mental Exercises:
Deep Breathing: Inhale deeply, hold your breath for a few seconds then slowly exhale.
Picture the tension leaving your body as the air is let out.
Meditation: Close your eyes and mentally follow your breath as it goes in and out. As you
exhale, mentally repeat a single word with each breath.
Self-Talk: Make a list of things causing you stress and your response to them. If you write
“I can’t” a lot then rewrite the response in a positive way. Such as “I know I can do it”
or “Everything is going to work out” or “I’m the best person for this job”.
Organization: Sometimes having too many things to do can cause stress. Write a list of
them and set priorities so you can do them one at a time.
Laugh: Humor can help you step back and see things from a different perspective.
Feeling stressed by work? Try
practicing a few of the stress
reduction exercises to help!
What “Safety” means to me...
 From personal tragedies I have learned the hard way
that: Distractions can be deadly, be safe, stay alert to
your surroundings to stay alive.
Denny Mott 5-P
 Be safe every day. Keep all your fingers.
Mike Davis 5-L2
 Safety has to be practiced continually. It has to be a
priority with each of us.
Ray Quesenberry 5-A
 Be aware of your surroundings at all times. Eliminate
what hazards you can, be very cautious of those you
must work around. Ron Hunter 5-P
In an effort to help improve communication and provide business information to employees we are soliciting
members for the Joint Business Education and Communication Team at Drive Systems Center. This team is made up
of representatives from the line, supervision, and supporting staffs.
Individuals working this effort will not be directed or chosen; instead we are calling for new volunteers to add to
the team. We are looking for a few people who:
 Have good communication skills,
 Can think outside of the box to create new ideas,
 Are able to lead tasks and meet deadlines, and/or
 Have a passion for communication.
Volunteers should be able to work approximately 2 hours per week (a charge code is provided)
helping gather, produce, and distribute information for newsletters, shift start meetings, and visual
communication boards. Work will also include creating new methods and means to communicate
across the facility.
The foundation of successful operations is good communication; we need your help to increase
Drive System Center communications and turn our facility into a successfully run business.
If you have any questions regarding this opportunity please contact Katie Sterling at 817-280-4638 or email to
ksterling@BellHelicopter.textron.com.
If you are interested, please complete the questions below and return this form to Katie Sterling.
Thank you for your interest!
Name_____________________________ Dept_______________________ Shift _________
Phone Number ____________________ Please do not call during these hours ____________
Why do you want to serve on the joint communication team?
_____________________________________________________________________________________________________
_____________________________________________________________________________________________________
_____________________________________________________________________________________________________
What skills/abilities do you have that would be helpful to the team?
_____________________________________________________________________________________________________
_____________________________________________________________________________________________________
_____________________________________________________________________________________________________
Improved Communication a Priority at Drive Systems Center
Volunteers Needed from All Departments and Work Groups
The DSC Joint Business Education and Communications Team is a group of DSC employees whose main purpose is to provide and
stimulate accurate, credible, and effective two-way communications between Bell Helicopter leadership, Union leadership, and all
employees. This joint effort is to provide informative and consistent communication and to improve understanding of the business.
Word Search Puzzle: Mankind’s First Tool by Curt Noll
Can you imagine any occupation that does not make
use of the hand? Hands are so important because of their
utility. They provide us with the dexterity needed to per-
form most daily activities. In fact, hands, as tools, are so
versatile and can perform many intricate functions—more
than any single known tool developed by mankind.
Hand injuries account for 80% of all occupational inju-
ries. This is because the hands are engaged in almost all
activities on the job.
There are many dangerous conditions on the job to
which the hand is always exposed. Sharp edges, pinch
points, protruding objects, splinters, exposed blades on
unguarded machinery and many more. These conditions
may not always be too obvious to the average person.
Precautions must be taken to reduce the level of dan-
ger hands are exposed to. Hands are subject to cuts,
bruises, burns, and poking. Handling sharp objects, hot
objects, and rough materials, without the necessary hand
protection, becomes an invitation for hand injury.
A necessary precaution to take is to wear approved
work gloves. Not all gloves protect from all hand injuries.
There are specific types of gloves for specific types of
tasks. Check the appropriateness of the glove for the task
before using them.
Locking out machinery and power before reaching into
the machine is another precaution to take. Making sure
machines are properly guarded at all times and not wear-
ing rings or wedding bands when working with machinery
can also save hands and fingers.
Check and clear doorways and aisles and make sure
you have proper hand clearance before moving loads
through. Do not pick up broken glass or sharp needles with
bare hands.
To protect the hands, one should use another vital
tool: the brain. The hands will obey any commands the
brain sends them.
Avoid unnecessary
dangers, take pre-
caution, and pro-
tect the hands.
They must last a
lifetime.
For more infor-
mation, visit the
Environmental
Health & Safety
website on ERIC.
H A N D D K E E Y J S E I T I V I T C A
B S F E E O C D E O S E S I U R B O R R
L H U N S A F E T B R E D U C E O O O A
A A N T O N L D H C N P S S U I I L S E
D R C E P I O S E C G E U A E V A S P W
E P T R X R T P A E E R S E I R U J N I
S S I I E O K P S E V O L G A P A A E R
U N O T G T O A R H S Y S N O H N N I T
R O N Y N S U D A O G E R I L O L N H I
Y I S B I U U S E I P I V L T C G I Y O
R T T U K D W O E O B E E D T S N L R N
E U E R C I R L R P E A R N S A O L E O
N A C N O N I E N E L T N A T R O P M I
I C N S L T Y T A G G U T H N O T O I T
H E A E A T H N G E R N L D S T U C H A
C R R S I E T I I S T O A M R O F R E P
A P R L N B W L I L A R U D I H U H I U
M E I H S R E T N I L P S G E H C N M C
V T U N G U A R D E D S I D H O C I N C
U T C E T N O I T C E T O R P H O C N O
The words for this week’s puzzle were taken from
the article “Mankind’s First Tool, The Hand. As always,
you will find answer words pertaining to the article as
well as words not pertaining to Hand Safety. They may
be hidden backwards, forwards, and diagonally. Good
luck!
OCCUPATION HAND IMPORTANT
UTILITY DEXTERITY PERFORM
ACTIVITIES TOOLS VERSATILE
FUNCTIONS INJURIES JOB
DANGEROUS EXPOSED PINCH
SPLINTERS BLADES UNGUARDED
PRECAUTIONS REDUCE CUTS
BRUISES BURNS HOT
HANDLING SHARP ROUGH
PROTECTION WEAR PROPER
GLOVES RINGS CHECK
LOCKING MACHINERY SAVE
Mankind’s First Tool: The Hand by Lonzo Johnson

Leadership Perspective: Bobby Granger, HR Business Partner
by Curt Noll
F E B R U A R Y 2 4 , 2 0 0 9 E M P L O Y E E I N V O L V E M E N T
D S C U P D A T E
 Bobby Granger, HR
Business Partner
(page 1)
 Teamwork
(page 1)
 Don’t Spread Germs!
(page 2)
In this issue
A parable of teamwork:
by Bobby Granger
A football coach went to practice one day and threw a tug-of-war rope in the
middle of the field. The offensive lineman picked up one end of the rope and the
defensive lineman picked up the other and they proceeded to pull back and forth
for the next several hours. The coach watched patiently without saying a word. At some point late in the afternoon, one
side grew weary and the other side proclaimed victory. One member of the “winning” side approached the coach and
boasted of his victory in the contest. The coach responded by asking all the players to reflect on what victory was gained
by pulling in the opposite direction all afternoon. By now the day was wasted and the team was too tired to prepare for
the real upcoming contest.
The moral of the story is: Make certain everyone understands the objective and get your team to pull the rope in the
same direction.
Bobby Granger recently joined the Bell Helicopter team
as the HR Business Partner at the Drive Systems Center
(DSC.) Although a newcomer to Bell, he is certainly no
stranger to labor and employee relations. In the past, he has
served as Manager of Labor and Employee Relations at Net-
Jets, Inc. in Columbus, Ohio, and Corporate Director of Labor
Relations for PEMCO Aviation Group in Birmingham, Ala-
bama.
As part of a department that is responsible for ensuring
that all employees have the opportunity to excel, Mr. Granger
provides advice and counsel on collective bargaining matters
as well as policy and procedure. He believes the key to em-
ployee success is providing the necessary resources to per-
form their jobs and efficiently meet challenges in an environ-
ment where all are treated with dignity and respect. Mr.
Granger believes that business education and additional job
skills training is essential to sustain growth. “The more we
can prepare employees to address challenges head-on, the
more they can remain focused on producing a superior prod-
uct and meeting our business objectives.”
With his extensive experience with labor and employee relations, Mr. Granger plans to
assist the DSC in meeting and exceeding its objectives. Only through collaboration and ac-
countability by all can this be accomplished. This means challenging each other not to ac-
cept personal mediocrity as the standard.
When asked about the challenges that exist here at Bell, Mr. Granger spoke of the dan-
ger in becoming complacent after coming off a successful year. “This is especially true when
you produce a great product and your reputation in the industry precedes you. However,” he
adds, “the current state of the economy will not allow successful companies, such as Bell, to
rest on its laurels.” In order to remain successful, it is crucial that we help employees over-
come these distractions in order to meet our customer’s needs.
Regarding the future of Bell, Mr. Granger believes that there are three main ingredients
needed to weather the current economic downturn: a superior product, a great reputation,
and a loyal, dedicated, and hardworking workforce. He believes that the latter is the most
critical because without the employee effort, the first two would not be possible.
Bobby Granger,
HR Business Partner
1
2
3
4
5
6
7
8
9 10
11
12
13
14 15
16
Don’t Spread Germs! A health conscious crossword: by Curt Noll
Down:
1. When cleaning your hands to avoid colds or flu, the idea is to be _____.
2. When soap and water are not around, use disposable _____ based wipes.
4. To avoid spreading colds or flu, _____ your hands often.
7. Scientists call spreading viruses by coughing or sneezing “____ spread.”
8. Wash your hands for at least fifteen ______.
9. Remind your children to ____ healthy habits, too.
11. Cough or sneeze into a _____ and then throw it away.
15. ____ can send viruses a long way into a room.
Across:
1. Viruses can live ____ hours or more on tables, desks, and doorknobs.
3. You can spread colds or flu by coughing or sneezing, if you are ______.
5. Stay _____ and stay at work.
6. Colds and flu are spread in ___ in your breath.
8. Wash your hands with ____ and warm water.
10. Coughing or sneezing can send droplets out with great ____.
12. Droplet material from the lungs or mouth may carry _____.
13. Droplets move through the air and are _____ on the mouth or nose.
14. ______ can live for two hours or more on tables, desks, or doorknobs.
16. Droplets are ____ forward in coughs and sneezes.
Flu season is upon us—Don’t Spread Germs!: by Lonzo Johnson
We’re just entering the flu season and the time of year
when we can catch a cold or flu or spread one around.
Here’s some information for you to reduce the spread of the
common cold or flu.
The main way that illnesses like colds and flu are
spread is from person to person in droplets of your breath
thrown forward in coughs and sneezes. Scientists call this
“droplet spread.”
This can happen when droplets from your cough or
sneeze (if you’re infected) move through the air and are de-
posited on the mouth or nose of people nearby.
Sometimes germs spread when someone touches respi-
ratory droplets from an infected person on a surface like a
desk and then touches his or her own eyes, mouth, or nose
before washing their hands. We know that viruses and bacte-
ria can live 2 hours or more on tables, desks, and doorknobs.
How do you stop the spread of germs?
 Cover your mouth and nose
 Cough or sneeze into a tissue, then throw it away. If you
don’t have a tissue, cough into your elbow. Then clean
your hands.
 Clean your hands often
 Wash your hands with soap and warm water. Wash for 15
to 20 seconds. In other words, be thorough.
 When soap and water are not around, use disposable
alcohol-based wipes or gels.
 Remind your children to practice healthy habits, too.
Schlieren photograph of a cough’s ef-
fects. The technique shows different
densities in a gas or a liquid, in this
case a droplet explosion of material
from the lungs and mouth, maybe carry-
ing a possible virus as a person coughs.
Leadership Perspective: Gary Jones by Jason Erwin
Gary Jones is the Production Controls and Logistics manager at the Drive Systems
Center (DSC) and has been with Bell Helicopter for almost five years. Before coming to
DSC he was the Material Manager for the Rotors shop at Hurst. He has worked in the
Material Management and Production Control fields for over 20 years, including time at
American Eurocopter, Gulfstream Aerospace, Galaxy Aerospace and eight years in Navy
Aviation. The Joint Business Education and Communications Team took the opportunity
to learn a little more about him and his role at DSC.
Your organization has changed names, why the name change and will it impact the
facility? The Material Management organization has changed names to the Production
Control and Logistics team. The name was changed to better reflect our true function—
we do not just manage materials, we are production control. My organization consists of
the following groups:
 Dispatching - Ownership of parts and travelers that are released to the floor.
 Material Inventory Clerks – Movement of parts and materials between facili-
ties and Central Distribution Center (CDC)
 Resource Analysis - Provide the Build plan and maintain the factory planner
model
 Operations Planning and Controls (OP&C) - Voice of and voice to the cus-
tomer
 Material Management Requirements Planning- responsible for the transac-
tions in the Material Resource Planning (MRP) system for DSC
What are some of the challenges for DSC in 2009 relating to Production Controls
and Logistics (PC&L)? DSC is going into 2009 with a huge challenge of gearboxes and
details that need to be delivered, our job as PC&L is to provide manufacturing with the
tools needed to help them do their jobs more effectively and efficiently. We must provide
an executable build plan, the material needed to start on time, and help move the mate-
rial through the shop safely and efficiently.
What are the top priorities for the DSC PC&L department? We have several initia-
tives for DSC PC&L this year:
 Safety, we owe it to everyone to provide a safe work environment.
 We are dedicated to delivering and maintaining an executable build plan.
 Delivering the right part to the right place at the right time.
 Reduce the excessive work in progress (WIP). If it is not scheduled to be in
work it does not need to be on the floor.
 Help increase on time delivery and reduce past due by loading the shop
more efficiently.
 Complete the refurbishment of the old carts and buggies and create more of
the new creform buggies.
How can the employees at the DSC help meet those goals? By making communica-
tion a top priority for everyone whether it be about safety, schedule, quality or cost. We
must all agree that for us to succeed we must be able to communicate. If you have ideas
or suggestions we invite and encourage you to speak up.
What is the one thing you would like employees to know about you and PC&L? We
are truly committed to making DSC, Bell Helicopter, and Textron successful. Our organi-
zation is focused on the job ahead and looks forward to the challenge.
F E B R U A R Y 1 0 , 2 0 0 9 E M P L O Y E E I N V O L V E M E N T
D S C U P D A T E
 Natural Work Group
page 2)
 Aetna Rep On-site
(page 2)
 Front Office Updated
(page 3)
 New Dental Plan
Provider
(page 3)
 Safety depends on
your attitude
(page 4)
In this issue
Gary W. Jones, DSC Production
Controls and Logistics Manager
Written by: Duke Pritchard
Page 2
Natural Work Group News: Checking in with 5A by Joel Huck
D S C U P D A T E V O L U M E 3 , I S S U E 2
Cowtown Marathon
Bell will be furnishing about 35 finish line volunteers this
year for the Cowtown events. Race day is Saturday,
February 28. Don’t miss out on the fun. Anyone interested
in volunteering should call or email Dianne Kramer (817-
280-2373). We’ll also have a Bell team of runners for the
Marathon, Half-Marathon, Ultra-Marathon, 10K, Adults 5K,
and Kids 5K. Watch the Community Channel in ERIC for
further details.
Got Aetna? Got Questions?
Carter BloodCare comes to Drive Systems Center: by Curt Noll
Drive Systems Center’s (DSC) newest Natural Work Group (NWG) is well underway solving departmental issues
and improving processes. The group currently has 54 items categorized and prioritized. The team is working the top
issues, agreed upon by consensus, that affect the department the most. First on the list:—hand tools. PAT tools, a
close second, will be addressed within the shop. Members of the group see the formation of the NWG as the team’s
first success and look forward to the challenge presented by the current economic environment.
Carter BloodCare’s mobile unit will be at the Drive Sys-
tems Center Wednesday, February 18, 6 AM to 6 PM.
Here are some donor guidelines taken from the website:
 All potential donors must be at least 17 years old to
give.
 All donors must bring a valid picture I.D.
 Donors must weigh at least 110 pounds
 Donors must be feeling well on the day of donating
How much blood is taken?
A unit (about one pint) of blood is drawn. This procedure
takes about 5 to 10 minutes. The average person has be-
tween 10 to 12 pints of blood in his/her body. The blood
volume lost during donation is replaced by the body within
24 hours. In about a month, the body will have replaced all
of the red cells as well.
How long does it take to donate blood?
The entire donation process, from registration to post-
donation refreshments takes less than an hour. The actual
blood draw takes 5 to 10 minutes. We encourage donors to
make and honor appointments to avoid long delays.
Can I donate if I have a tattoo?
Tattoo, ear and body pierc-
ings: Eligible if done at a Texas
licensed facility. Otherwise you
are deferred for 12 months.
How will I feel after donating
blood?
Most people feel fine after
giving blood. Your body makes new blood constantly, and
the fluid you give will be replaced within hours. Eating a
meal within four hours before giving will help you with
the donation. Drinking water and juices before and after
giving also helps your body replenish lost fluids. You
should avoid alcohol before and after giving. Strenuous
activity should be avoided for 12 hours after giving. If you
have a hazardous or strenuous job, you should give at
the end of your work shift. Smokers should refrain from
smoking 30 minutes after giving.
How often can I donate blood?
Giving whole blood requires a waiting period of 56
days between donations. If you donate plasma (your red
cells are returned to you), you may donate every 28 days.
If you donate platelets (your red cells and most of your
plasma is returned to you), you may donate every 7 days
for a total of 24 times in the prior 12 months.
Aetna Insurance Representative Melissa Burke will be
happy to help you. Every Tuesday, the Aetna Representa-
tive is onsite at Drive Systems Center in the Cafeteria from
7:00 a.m. to 3:15 p.m. Ms. Burke will be happy to educate
Aetna members on how to use the website at
www.aetna.com, and help you find answers to your insur-
ance questions. At the website, Aetna members can print a
new I.D. Cards, view claims and balances, send email to
member services, and find and rate doctors. For a limited
time, members can sign up to receive a complementary
copy of “Navigating Your Health Benefits for Dummies.”

MetLife becomes Dental Plan
Administrator by Katie Sterling
Front Office Update: by Curt Noll
Remodeling the front office area of the Drive Systems
Center (DSC) has been needed for quite some time. Problems
existed with the original structure and flooring that rendered it
unsound and cosmetically unsightly. The main goal, however,
was to make space available for a 30% increase in personnel
in the area.
Remodeling plans were developed with help from several
sources including Facility Layout Specialist David Graves, a
special Mechanical Engineering Employee Involvement Team,
professional consulting resources, and the Bell Management
Team. The new plans included a number of improvements in
addition to achieving the original goal of increased personnel
capacity. Three new air conditioning units increased cooling
capacity by 22 tons. The work cell areas were upgraded to a
configuration that is now a Bell standard. Cell areas were also
carpeted and walkways were covered with matching tile. The
existing block walls were covered with sheetrock and new
ceiling tile was installed. Management offices and conference
rooms were enlarged and upgraded. And finally, the rest-
rooms were given a much needed remodeling, which included
new fixtures and automatic water, soap, and paper towel dis-
pensers.
The foundation slab had significant damage. Upon re-
moval of tile, workers realized that a crack, which was
thought to be located only in the southern half of the building,
actually extended through the entire length of the building.
The crack had completely severed the slab into two separate
sections.
Beginning January 1, the Bell Helicopter Textron Dental
PPO Plan is administered by MetLife instead of Cigna.
Like the previous dental insurance provider, MetLife does
not require an I.D. Card. Simply tell your dentist that you have
coverage provided by Textron through MetLife and provide
them with your social security
number.
To find out more about your den-
tal insurance benefits, go to the
MyBenefits website
(www.metlife.com/mybenefits.)
Or call 1-800-942-0854
The MetLife Group Number is
0307718
Answers from Issue 2 Crossword Puzzle:
S
T
A
N
D
U
P
F
O
R
S
A
F
E
T
Y
V
A S T A N D
P R O B L E M O
U U M
D I F F E R E N C E
A B
C O S
C D U
A U N S A F E Y G
H U R T U P G
T E F F O R T S B E
I D F A A L W A Y S
T K E E P E R B P B T
U P R L P Y I
D E E A R S O
B E G I N S O I N
D V T S
S A
S E R I O U S L Y
Although this problem presented an obstacle
which could not be ignored, it was remedied in a
timely manner and in such a way as to permit other
remodeling tasks to continue. By excavating the
cracked area between the slab sections and then
tying them together using rebar and concrete, the
remodel stayed on schedule.
Despite several unforeseen problems, the project
was completed on time. Employees returned to the
newly remodeled area on December 12th, two weeks
before the deadline. Some construction work still con-
tinues on the extreme north end of the area, concen-
trating on the front lobby, conference, and office ar-
eas. The remodeling effort in this area, which is being
covered by separate funding, is expected to be com-
pleted by February 19.
A view of a new
cube, part of
the recent
Front Office
remodeling.
Protect your hands by Lonzo Johnson
Protect your hands: A word search puzzle by Curt Noll
Hand injuries account
for 80 percent of all occupa-
tional injuries because the
hands are engaged in al-
most all activities on the job.
There are many danger-
ous conditions on the job to
which the hand is always
exposed: Sharp edges, pinch
points, protruding objects,
splinters, exposed blades on unguarded machinery, and
many more.
These conditions may not always be too obvious to em-
ployees. Some precautionary measures include:
 Follow Lockout / Tag out procedures;
 Make sure machines are properly guarded at all
times;
 Don’t wear rings when working with machinery; and
 Check to be sure you have proper hand clearance
before moving loads through doorways.
Use common sense and avoid dangers and protect your
hands. You need them as long as you live. Look for details
on the upcoming hand protection policy coming soon.
HAND CONDITIONS INJURIES
ACTIVITIES SPLINTERS PROTECT
DANGEROUS CLEARANCE EXPOSED
PROTRUDING OCCUPATIONAL BLADES
EMPLOYEES DANGERS PRECAUTIONARY
LOCKOUT PINCH UNGUARDED
TAGOUT PROCEDURES MACHINES
GUARDED WEARING MACHINERY
MEASURES MOVING BRAIN
PROPERLY CHECKING AVOID
This issue’s puzzle is a word search with words taken from
the safety article “Protect your Hands”. The words may be
placed upside down, backwards, or diagonally. You will
also find many other words included, which are not a part
of the answers shown below. Good Luck!
H A N D O S E E Y O L P M E S E D A L B
P B F A V O I D E G F R E O W O O D R P
R E I N S A F E T Y I O A U V T O A O R
O L R G O N L D S C N P S S U I I I S E
C L S E X P O S E D G E U A N N N K P C
E H T R M R C P A E E R R H E L P G R A
D E S O U O K C O X R L E P A P A A E U
U L H U N T O A R H S Y S J O H N N Y T
R I I S O R U H A N G N A I L O L T H I
E C F K Z U T S E I T I V I T C A I Y O
S O T R V D W S R O B N E T T L N L R N
D P E A W I R R B P E A H U S A O L E A
E T C C E N I E N O L L S C T X I I N R
D E N M A G G T A G O U T E N O T O I Y
R R A E R U H N G E R A L D I I A N H R
A B R R I E T I A S T A R S A R P B C O
U I A E N B W L I P A R T A I N U H A T
G E E H G L O P N G N I K C E H C J M O
N D L C S A T S N O I T I D N O C I N R
U T C E T O R P S E N I H C A M O C N I
What does “Safety” mean to you?
 “To have my guys leave as well as they came into
work. To take safety personally, at work, on the road,
and at home.”
Danny Morton, Supervisor, Jig Bore
 “Keep your fingers out of where they don’t belong”
Mike Head, Tool & Die Maker
 “I’ve worked in a shop a lot of years and still have all
ten fingers. I want to retire that way.”
Dan Heck, Tool & Die Maker
Parking Lot Safety a Top Priority
With all of the construction going on and multiple
entrances to the Drive Systems Center the Facility
Leadership Team would like to remind everyone to pay
close attention and slow down when in the parking lots.
As more people are hired on at DSC the more traffic in
and out of the parking lots. It is up to all of us to make
sure we are safe not only at work, but when traveling to
and from work as well.
Leadership Perspective: by Mark Rudeseal, VP Drive Systems Center
I hope each of you enjoyed your holiday break as much as I, and found time to relax
and enjoy the things in life that make you happy. This year is already shaping up to pre-
sent DSC with a new set of challenges but let’s reflect on how we did in 2008.
Drive Systems Center (DSC) should be proud of the progress that has been made
over the past year. We delivered 397 gearboxes (98 V-22, 54 H-1, and 245 Commer-
cial). This was a 30% increase (additional 92 gearboxes) from 2007 year end. We
ended the year on schedule for all of Commercial gearboxes except the 429. However
we were still short of our Military customer needs and expectations. We missed 10 V-
22 (driven by supplier casting flow) and 1 H-1 (internal DSC flow) deliveries. We had a
6% productivity increase – this not only meant more products delivered from DSC, but
also accounted to providing cost out on our V-22, 407 and 412 programs. This is great
news for our business, especially during our current economic environment.
When I spoke with everyone at our All-Hands meetings in December, the commer-
cial market was still growing and holding strong. Since that session, our commercial
sales and orders have softened some. Our military orders remain constant and have
even seen an increase in some spares requests. We must be very flexible and adjust to
the changing Commercial demands but must drive to get on schedule for the V22 pro-
duction and erase the growing Military Spares delinquency. As it stands today we still
have an increase in demand that we must meet. As market conditions change, I will be
providing the updates and communicating to each of you through our DSC Update, Mes-
sage Outs to the facility, and/or individual crew/staff meetings. We must continue to be
safe, improve quality, reduce costs, get on schedule and be flexible to address the
changing markets which are characteristics of a world class team driving to be the best
in the world.
DSC is continuing its transformation path – continuing to grow and develop proc-
esses to increase capacity and enable a premier drive systems facility. First priority and
always at the forefront is Safety – we not only want a good working environment, but we
want a SAFE and productive working environment for not only our employees, but also
for all our visitors and fellow Bell and Textron employees. In 2008 we injured 9 out of
every 100 employees – this is not premier, nor acceptable to know that we have placed
any employee at risk of not returning home in the condition he or she came to work in.
To improve this measure we have instituted an Environmental Health & Safety (EHS)
Steering Committee. This committee is a joint management and union team responsi-
ble for the development and oversight for the DSC EHS Business Plan. They are devel-
oping programs and processes to continuously improve the safety culture within our
facility and communicate those to all. Safety is everyone’s responsibility and I ask that
each of you commit to this action and speak out if you see a potential safety hazard.
I am proud to be a part of this team and I look forward to us continuing our efforts
together to make the right changes, in the right order, at the right time until DSC be-
comes the industry benchmark for drive systems.
J A N U A R Y 2 7 , 2 0 0 9 E M P L O Y E E I N V O L V E M E N T
D S C U P D A T E
In the last issue of the DSC Update, Scott Downey, Jig Bore Operator, was a fea-
tured contributor. Scott passed away December 31, 2008. The DSC JBEC Team wishes
to express condolences to Scott’s friends and family.
A Message from the Drive Systems Center Joint Business Education and
Communication Team:
 New Natural Work
Group in Commercial
Assembly
(page 2)
 Natural Work Group
communication volun-
teers needed
(page 2)
 Facility Leadership
Team Update
(page 3)
 Click on Safety
(page 3)
 Safety depends on
your attitude.
(page 4)
In this issue
Page 2
New Natural Work Group Forms in Commercial Assembly by Jason Erwin
Cowtown Marathon
Bell will be furnishing about 35 finish line volunteers this
year for the Cowtown events. Race day is Saturday,
February 28. Don’t miss out on the fun. Anyone
interested in volunteering should call or email Dianne
Kramer (X-1-2373). We’ll also have a Bell team of runners
for the Marathon, Half-Marathon, Ultra-Marathon, 10 K,
Adults 5K, & kids 5K. Watch the Community Channel in
ERIC for further details.
Blood Drive at DSC
Carter BloodCare’s mobile unit will be at the Drive
Systems Center Wednesday, February 18, 6 AM to 6 PM.
DSC management will be given sign-up sheets to
distribute and fax back to Delores Norris so that
employees may have a firm appointment time.
The Joint Business Education and Communications
Team (JBEC) is looking for a few good volunteers, one from
each natural work group, to keep us informed about the
projects and accomplishments of the individual natural
work groups. These embedded volunteers will have the
responsibility to email the Joint Communications Associate
after the meetings to give a brief update on the group’s
progress.
We are not asking for a full breakdown of the meeting
nor do we require full scale articles for publication. We
need leads about the group to document their successes
and challenges. The information will be used in a future
publication tailored for the natural work groups to keep
them informed of each other’s progress. In the event that a
natural work group has a newsworthy success, a JBEC
team member will be along to document the event for pub-
lication in an upcoming edition of the DSC Update or Platter
Chatter.
The employee involvement process works because it
facilitates communication between employees, shifts, su-
pervision, and management. If you would like to help by
becoming a natural work group embedded communications
volunteer, please contact Katie Sterling, Joint Communica-
tions Associate, at 817-280-4638, or email to
ksterling@bellhelicopter.textron.com.
Joint Business Education and
Communications: embedded in the
employee involvement process
by Katie Sterling
The room was crowded as 19 workers from the Drive
Systems Center’s (DSC) department 5A (Commercial As-
sembly) gathered to kickoff the first, of what will be many,
natural work group meetings in their area. On January 15,
2009, a team of assemblers, supervisors and management
from Department 5A began working together to discuss
how to improve constraints in the department.
Natural work groups (NWG) are made up of representa-
tives from a specific area, who work together to identify and
improve processes in that area. These teams are on-going,
and are designed to stay in place long-term. Several other
natural work groups have been formed throughout Bell Heli-
copter. The formation of the Commercial Assembly team
brings the total number of natural work groups to twelve at
the Drive Systems Center.
“We have had tremendous accomplishments at DSC,
and we need to continue that trend. This is where the natu-
ral work groups come in. By helping identify and provide
solutions for ways to work smarter, not harder; employ-
ees are making a difference. Ensuring there is a more
continuous flow on the floor and our processes are
streamlined,” commented Shannon Massey.
Larry Dowell and Tony Williams are Drive Systems
Center’s resident Joint Process Coordinators, they are in
charge of working with the Facility Leadership Team to
help stand-up and coach natural work groups at the facil-
ity. “Just as other natural work groups have experienced,
the change process is a learning experience and a work
in progress. However, this important process gives the
people closest to the work a voice and a venue to com-
municate their ideas, share concerns, and help provide
solutions for the best way things should get done,” said
Tony Williams, when asked about the new team.
“We are faced with many challenges and opportuni-
ties in the upcoming years at the Drive Systems Center.
We must work together and improve our communication
and our processes to meet these challenges and meet
our customer demands. I am looking forward to strength-
ening our NWG teams and getting them more integrated
into our business and our business decisions. We can
only do this by working as one team.” stated Wayne Sis-
som, the 5A NWG’s FLT mentor, “As these teams mature
and become stronger, DSC becomes stronger.”

Click on Safety… by Katie Sterling
Facility Leadership Team Update by Shannon Massey
As the first order of business for the first meeting in
2009, the Drive Systems Center Facility Leadership Team
(FLT) chose to review their team charter and re-commit to
the principles of employee involvement.
When a new team forms, be it a Joint Leadership
Team, a Facility or Functional Leadership Team, or a
Natural Work Group (NWG), one of the first orders of busi-
ness is to create a Team Charter. Developed by team
members, a charter clearly states the purpose of the
group. This important tool helps assure that everyone on
the team has a shared understanding about what work
they will do and how they will conduct their business.
In addition to a purpose statement, the charter iden-
tifies the primary customers of the team; in other words,
who specifically benefits from the team’s work and sup-
port. The charter also describes the goals to be accom-
plished, the timeframe, and how success will be meas-
ured. Team members use the charter process to create
consensus on how they will work together and what prin-
ciples will be used to guide their process.
“It is very important that each of our twelve NWGs at
DSC develop and maintain their own individual charters,”
states Wayne Sissom, Production Director. “The charter
sets the operating rules and guidelines for each of our
teams. The charters are also an effective way for the FLT
to oversee that the NWGs are on the right path.”
Ideally, teams revisit their charter at regular intervals
to determine how they are doing, and to discuss whether
modifications to the charter are needed as the team ma-
tures.
Drive Systems Center
Facility Leadership Team Charter
Key Customers
All Employees located at DSC, Natural Work Groups and
Communications Team
Purpose
The FLT will strive to make all DSC employees
successful by:
 Addressing critical issues
 Developing and supporting the EI process and structure
 Providing business education and communications
 Creating a work environment that promotes teamwork,
mutual trust and respect, equality, honest and open
communications, job satisfaction, job security,
innovation, growth, rewards and recognition.
Key Results
 Business Results: To win, improving the business
through Natural Work Groups insuring the success of
DSC.
 Communication: Provide vision, strengthen
communications, informed workforce
 Culture Change: Change work culture, provide a better
work environment, improve employee engagement,
improved morale/happy employees and better
teamwork
 Natural Work Groups: Mature self-facilitated NWG and
support NWG needs
Searching for Safety information? If you can’t find your friendly,
neighborhood safety representative, you can always check for the answer
on the Environmental Health and Safety home page.
To access the page from ERIC, click the link on the left side of the
screen that says, “Security, Safety, and Environmental.” On the next page,
click the “Environmental Health and Safety” link. Once you’ve made it to the
EHS Department home page, you have a wealth of information just a click or
two away.
The left side of the page shows links to Reporting, Policies and Regula-
tions, Training, Tools, and much more. The most popular links can be found
on the right side of the page. A single click will take you to ergonomics, Plant
5 monitors, Material Safety Data Sheets, prescription safety glasses, and
the latest organizational chart.
Answers from Issue 1 Word Search:
Don’t be blind to eye protection
The DSC Joint Business Education and Communications Team is a group of DSC employees whose main purpose is to provide
and stimulate accurate, credible, and effective two-way communications between Bell Helicopter leadership, Union leadership,
and all employees. This joint effort is to provide informative and consistent communication and to improve understanding of the
business.
Safety begins with you! by Curt Noll
Down
1. Safety must be a _______.
2. Then I realized I was _______.
4. Walking by an unsafe act without saying something is _________.
6. Go to supervisors and managers with safety __________.
7. Do you speak up when someone has a bad safety _______?
9. Every day people ________ injury because no one spoke up.
12. It’s not my job to ________ him.
13 .Whether you work safe or not ____________ on your attitude.
14. ...your silence signals your ______.
Across
2. Step up, speak out, and _____ up for safety.
3. If you are not a part of the solution, you are part of the _______.
5. Thanks to all who take time to make a __________ concerning safety.
8. Speak up when you see ________ conditions.
10. I have been doing this for 20 years and I haven’t been _____ yet.
11. Make a difference for safety , your ___________ are appreciated.
14. We have _______ done it that way here!
Whether you work Safe or not depends on your Attitude by Lonzo Johnson
To those of you that tell others to put on a face shield
or safety glasses - thank you, you are your brothers’
keeper. To the guys and gals that speak up when they see
an unsafe act or find an unsafe condition – good job,
please keep it up. To those who come to supervisors and
managers with safety ideas and suggestions, you are mak-
ing a difference and your efforts are appreciated. One thing
we don’t say enough is “Thank you”. So, thanks to all of
you who are taking the time to Make a Difference!
 That doesn’t look safe, but it’s not my job to
babysit him.
 Real men don’t need ear plugs, you’ll get used to
the noise…I did!
 It’ll take longer to get the PPE than to do the job…
just do it!
 That’s the way we’ve always done it here!
 I have been doing this for 20 years and I haven’t
been hurt yet.
We have all heard similar comments, but what do
these comments say about safety? Do you speak up when
someone has a bad safety attitude?
Safety begins with ME (and YOU) and it takes all of us
to get everyone home at the end of their shift.
Remember if you are not part of the solution, you are
part of the problem! If you walk by an unsafe act and say
nothing your silence signals approval (and that is unaccept-
able!).
Step Up, Speak Out and Stand Up for Safety! There are
many safe ways to get things done all you have to do is find
one and apply it. Safety must be a VALUE, not a Priority…
Priorities CHANGE!!!!!
Every day in this great country of ours, people suffer
traumatic injury and death because nobody spoke up, no-
body wanted to get involved, or it wasn’t their job!
“I always wondered why somebody doesn't do some-
thing about that. Then I realized I was somebody," Lily
Tomlin.
Take Safety Seriously and Take Care of Each Other out
there…then we can all be successful.
1
2
3
4
5
6
7
8 9
10
11 12
13 14
15
16
17
18
15. To those who tell others about safety, thanks, you are your
brother’s _________.
16. Real men don’t need _____ plugs.
J A N U A R Y 1 9 , 2 0 0 9 E M P L O Y E E I N V O L V E M E N T
D S C U P D A T E
Looking forward to 2009: a m e s s a g e f r o m t h e D S C F L T
 Introducing Commercial
Assembly (page 2)
 All about ticket sales
(page 2)
 Jig Bore Natural Work
Group develops com-
pany-wide labor training
(page 3)
 Safety Employee of the
Month
(page 3)
 Don’t be Blind to Eye
Protection
(page 4)
In this issue
The Drive Systems Center Facility Leadership Team (FLT) would like to wel-
come all the members of the DSC team back from the Holiday Shutdown. It is
hoped that everyone enjoyed the time away from work and has returned rested
and rejuvenated for the New Year.
Reflecting on 2008, DSC delivered 397 gear boxes to our military and com-
mercial customers. However, recordable injuries continued to be an issue. The
Drive Systems Center had a total of 112 safety incidences for the year. 57 were
recordable (serious injury that required further medical attention) and 22 that re-
sulted in lost time. This means we as a team were injuring 9 out of every 100 em-
ployees.. It is important to us that all of you leave work the same way you came to
work everyday, and there will be continued focus on improving our safety numbers
in 2009.
Looking ahead to 2009, the DSC team will work toward improvements in the
five major business metrics: Safety, Quality, Cost, Schedule, and Growth. By work-
ing safely to prevent injuries and correct hazardous situations, DSC hopes to re-
duce employee risk and time lost due to injury. By stressing quality as part of the
production process, the team will reduce defects and lower losses due to scrap
parts. And better quality, both in our processes and parts, will lead to reduced cost
and improved schedule adherence.
Each of us plays a key role in making sure the DSC is successful. How do you
know you are successful at the end of the day? For the FLT it is
a combination of the five metrics above – commitments to cus-
tomers and teammates were met; we were compliant in all our
processes; we provided the lowest cost product possible; we
continue to innovate and think for the future; and most impor-
tantly our people have a safe place to work and are working
safely. In meeting these goals, the DSC will continue to grow
and be a vital part of the Bell Helicopter production system.
Change bridging the old and the new: An assembler’s perspective as to why it is important
by Ken Hunt
Drive Systems Center (DSC) employees may have been increasingly hearing references to “changing the way we do
business”, or a “culture change”. The goal of this change is to improve our efficiency in manufacturing world class air-
craft and advance our position as a premier business organization. This change is necessary because the existing cul-
ture, while bringing us to a very respectable position, has taken us as far as it can in today’s world.
A company’s culture is the values and practices that are shared by its employees. At the Drive Systems Center, this
could be an employee coaxing a forty-year-old tool to precisely adjust a rotor hub. It could be throwing an empty drink
can into the Goodfellas recycle barrel. It could be evaluating a transmission gear to millionths of an inch with a sophisti-
cated tool, or using paper, marker and human power to stage parts around the facility.
Aircraft parts production is still a process that requires time, craftsmanship and a certain amount of tribal knowl-
edge to accomplish. Not all of the existing culture can be discarded. But, it may not be practical to implement all of the
proposed culture. It seems the next culture will need to be an integration of the best elements we have. We can use
modern tools to plan, measure and improve our process. But, we still have to make them one part at a time, using tradi-
tional tools with more than a little of that tribal knowledge.
Page 2
Up North on the South Side: Introducing
Commercial Assembly by Ken Hunt
Near the center of the facility is Department 5A, commer-
cial assembly. In department 5A, there are 27 Gearbox assem-
blers over three shifts that assemble castings, gears, ma-
chined components, vendor parts, bearings, nuts, bolts, seals
and other parts into transmissions, gearboxes, driveshafts and
rotor hubs and 15 test stand operators that perform dynamic
testing on every gearbox or transmission that we build at DSC.
Using planning and the engineering drawings for refer-
ence, they utilize mechanical skills, hand tools, presses, spe-
cial assembly tools, fixtures and precision measuring tools to
implement this process. The transmissions, gearboxes and
driveshafts are then secured to a test bench to simulate field
conditions while being rigorously monitored and tested. After
testing, the unit is then disassembled and inspected for any
defect or anomaly and to ensure the correct meshing of gears.
If the parts pass this qualification procedure, they are reas-
sembled and leak checked before going to the paint depart-
ment.
This area is the last opportunity to screen critical parts for
defects that have slipped through our quality control system.
Assemblers and test cell operators work closely with engineer-
ing and quality control personnel to standardize criteria for
evaluating parts for not just functional suitability, but also cos-
metic appearance and corrosion resistance. Employees are
constantly looking for ways to define and standardize their
process to provide more continuity between shifts and from
unit to unit.
This past year, they have implemented a tool inventory
system to track hundreds of tools and streamline periodic tool
calibration. In the coming year, they hope to see improve-
ments in training, parts availability, adapting assembly plan-
ning to ever-changing tool inventory, usable workspace, and
improved assembly procedures. Improvements in quality proc-
esses have yielded a lower ratio of substandard parts and
increased the fist pass yield of commercial gearboxes and
transmission through the department. DSC assemblers will
continue to make the world’s finest transmissions and gear-
boxes.
Mike Sandberg, Gearbox Assembler, working on a 412 transmission
Important numbers to know:
Employee Programs 817-280-8812
Plant 1 Employee Store 817-280-2727
Ticket Information Line 817-280-2246
Great events and even better prices:
Employee services ticket sales by Katie Sterling
Bell Helicopter’s ticket services are a benefit offered
to all full-time employees, utilizing funds provided from
vending machine sales. According to the Bell Helicopter
web site, it is the best corporate entertainment benefit of
its kind. Employees are allowed to purchase tickets for
spouse, children, grandchildren, and parents.
To find out current ticket offerings:
1) go to the ERIC homepage
2) on the bottom left, click on Visit the Bell Commu-
nity Site
3) in the middle of this page, click on Tickets: see
this month’s offerings
Or, to receive emails from Employee Programs, send a
request to Therese Philpot, Employee Programs Specialist,
at thphilot@bellhelicopter.textron.com. Therese will be
happy to add you to her regular distribution list.
Tickets may be purchased in person from the Em-
ployee Store at Plant 1 from 7:00 a.m. to 10:30 a.m. and
from 11:00 a.m. to 4:00 p.m.
If you cannot make it to Plant 1 to purchase tickets,
you may contact your union representative for assistance
or use the online ordering form.
To order tickets by email:
1) Go to the ERIC homepage
2) Find Quick Links
3) Click on Controlled Forms Library
4) Search for Form #63162 (Employee Services
Ticket Request)
5) Save the form to your computer (You may re-use
this form if you like)
6) Fill out the form
7) Email completed form as an attachment to
thphilpot@bellhelicopter.textron.com
The tickets will be mailed to your home address the
next business day.
Occasionally, the Employee Store will have Kiosk
Sales. They will have tickets available as well as Employee
Store items.
Employees can also shop the Employee Store online
at www.bellhelicopterstore.com.

Safety Employee of the Month: December 2008
by Curt Noll
Page 3
From frustration to standardization: Jig Bore Natural Work Group develops company-wide
labor training by Phelp Benjamin, Jr
What happens when the heartburn of one new em-
ployee becomes that of a department and results in what
is now a training course available for all of Bell Helicop-
ter? Teaming, collaboration and bragging rights!
Recently the Jig Bore Natural Work Group (NWG)
teamed up with timekeeping to develop Bell-wide (Fort
Worth) training guides for labor charging using EPIC and
IMS systems. The process started when new employees
within Jig Bore became frustrated with the lack of training
or a reference guide regarding labor entry. Meanwhile,
tenured employees in the same department were experi-
encing high levels of labor charging corrections.
What resulted was a plan to develop a tool that would
ensure compliance and proper labor charging practices
throughout the department. By teaming up with Textron
Six Sigma Black Belt Rob Scanlon and Stacy Voskamp
from the Labor Systems Department, the Jig Bore NWG
was able to take their frustration and turn it into a robust
training program that has not only spread throughout the
Drive Systems Center (DSC) but has been recognized by
Textron and add to the Textron University curriculum for
all of Bell Helicopter (course code BH04800).
The new system has shown improvements in labor
corrections, significantly decreasing the number of cor-
rections per week; introduced an audit ready Controlled
Reference Material; and positively impacted both earned
hours and realization improvements by shift. Most impor-
tantly, this new training system has fixed the heartburn of
both new and tenured employees providing them with the
tools necessary to do their job more efficiently.
Here are some of the things people
are saying about the new EPIC and
IMS training :
“With 200 new people, this is a Big Cost Savings!
This project shows what teamwork can do. Good
job!” — Wayne Sissom, Director Production
“In training, labor was stressed for only about 30
minutes and it is so important. There was
nothing available to see how to do correctly
except by word of mouth. We needed more of a
visual tool…one that was easier to understand.
In the past labor charging took about a month to
understand and use. This new system should
shorten time to learn labor charging correctly.” —
Lee Hodges, Jig Bore Operator 5B
“This training eliminates confusion, and
standardizes the process of labor charging.” —
Scott Downey, Jig Bore Operator 5B
“Extremely informative and desperately needed!”
— Stacy Voskamp, Manager of Labor Systems & Controls
Congratulations to Charles Reach, Jig Borer in Department 5B.
Drive Systems Center’s December 2008 Safety Employee of the
Month.
Charles demonstrates ideal safety practices. He consistently
keeps his area clean and helps others around him with house-
keeping. He is always striving to better our processes, ensuring
that safety is the underlying tone. Some of his ideas for improve-
ment have been making good quality splash boards to eliminate
the risk of personnel slipping on coolant, and modifying the pro-
gram so that even if a new guy runs the tape, they will not crash
the machine and hurt someone.
“Charles is very deserving of this award,” said his supervisor
John Millson. “I’m proud to have him on my team.”
Charles Reach was presented with a polo shirt by Mark
Rudeseal as DSC’s safety employee of the month.
The DSC Joint Business Education and Communications Team is a group of DSC employees whose main purpose is to provide
and stimulate accurate, credible, and effective two-way communications between Bell Helicopter leadership, Union leadership,
and all employees. This joint effort is to provide informative and consistent communication and to improve understanding of the
business.
Keeping a close eye on Safety—Don’t be Blind to Eye Protection Word Search
word search created by Curt Noll
The words used for the word search puzzle for this is-
sue were taken from our safety article ‘Don’t Be Blind To
Eye Protection’. As always, they may appear forwards,
backwards, diagonally, or any combination. Here are the
words to find:
PROTECTION EYEWEAR
PROTECTIVE INJURIES
RISK HAZARDS
RADIATION FLASH
MICROWAVES LASERS
WEAR SUPERVISOR
RESISTANT SHIELDS
SPLASHES IMPACT
DAMAGE FLYING
GLASSES FULL
EQUIPMENT GUARDS
EXHAUST SCREENS
MSDS STATION
TREATMENT ATTENTION
Don’t be blind to eye protection! by Lonzo Johnson
If you've ever had an eye injury, you'll never wonder
why there are such strict rules about eye safety and eye
protection. Sometimes it can seem like a lot of trouble to
put on safety eyewear each time you walk out on the shop
floor, but, such protective gear can save you from injuries
which can lead to blindness. Prompt treatment of eye inju-
ries can reduce the risk of permanent damage.
• Safety glasses look similar to ordinary spectacles,
but they are made of impact resistant material which can
protect you from flying objects. In many instances, you will
need to wear safety glasses with side shields.
• Goggles are made to protect you from chemical
splashes or impact from flying objects which could damage
your eyes. Make sure you have the right ones for the job.
This kind of eye protection is rated according to the type
and degree of protection provided.
• Shaded eyewear protects you from radiation burns.
Safety glasses with ultraviolet protection may be required
for outdoor work. Welder’s helmets have special shaded
eye pieces, and anyone who works near a welding opera-
tion must also wear special shaded glasses to protect
against radiation burns to the eye.
• Face shields and head coverings may be needed for
some types of work where full protection is required for the
head and face, in addition to eye protection.
The best way to protect your eyes is to avoid the haz-
ards. Machine guards, exhaust systems, splash guards,
and screens provide barriers between personnel and haz-
ards. Also, be aware of any chemical hazards to your eye
safety. Read the label and the Material Safety Data Sheet
before using any chemical substance. Follow the direc-
tions, and use safety eyewear as instructed.
Learn how to treat eye injuries. Know where the eye-
wash station is, and find out how to operate it. You might
need to use it while you are temporarily blinded by a chemi-
cal splash. Even if you
believe you have cor-
rected the problem, you
must seek medical atten-
tion for any eye injury.
You are only issued
two eyes and they have to
last a lifetime. Don't let a
careless accident destroy
your only chance of vision.
Wear your eye protection!
Answers from the Edition 8 word search
“Avoiding Collisions with Deer”
I B R A K E V P D H A E V A H O R N S A
I N H E A L T S R E N L K T Y P E O C V
N M J T A T N O I A I E D S N G E C E I
J C B U C U R T V D M C R N U I I K A G
U C E M R T H R I L A T A G E D R R I
R A L P O I W E N I L I Z E E E A R H L
I I L A A O E B G G S O A N I E N A N A
E N H C D O M S H H H N T T S R G E G N
S T A Y P A L I N T B A L L O T D A R T
S E A S O N D N C S S R E S S H T A E D
E V I U I I N S U R A N C E A R U S N I
Z O D G R O U P S C C O O L E R T E A R
I T O A S T O C K M A R K E T N I R D A
R G O P M O L A C I H E V B A V O T E T
E N T E H A A J O R I T Y P B I D I N A
H G V O T E G A E E S E U N P J O B S T
T R A V E L O E T E A C S E I R U J N I
A M O R N I N G B V C A T A T I B A H B
E I N C R E A S E O M E F I L D L I W A
W T N E B E A M S M A V O I D A E L L H
S E P T . 2 1 , 2 0 0 9 E M P L O Y E E I N V O L V E M E N T
V O L U M E 3 , S P E C I A L E D I T I O N 1
D S C U P D A T E
• Humanity Fund
Word Search
(page 2)
• More Humanity
Fund Photos
(page 2)
In this Issue
DSC’s Humanity Fund Fair: Sharing is Caring
This year’s Humanity Fund Drive in Fort Worth, with the theme “Sharing is Caring,” officially
kicked off Sept. 14 and runs through Oct. 16. The Humanity Fund is an employee-managed pro-
gram which is conducted and run by Bell employees (the Fund’s board is made up of both union
and non-union employees). The company supports the Humanity Fund campaign by making time
and funds available to employee leaders to conduct this campaign and all donations go to the
employee’s charity of choice or United Way agencies.
The money raised by the annual drive goes to local charities, not to Bell. The drive’s em-
ployee volunteers encourage fellow Bell workers to contribute through convenient payroll deduc-
tions. Canvassers will be visiting each employee between now and Oct. 16 to explain how the
process works and how you can select the specific charities that you want your contribution to
support.
The Drive System Center (DSC) kicked off the event on Tuesday with an indoor carnival dur-
ing lunch periods. For $2, participants could enjoy hot dogs and ice cream for lunch or head over
to the “balloon pop” or “hole in one” game area to try for prizes. Free popcorn and cotton candy
were available to all.
Several beneficiaries of the Humanity Fund set up tables to educate potential donors on the
services the Humanity Fund helps to provide. The American Red Cross had brochures about the
emergency services available during catastrophic events and a sample emergency preparedness
kit. Safe Haven and Happy Hill Farm were on hand with displays and information about the ser-
vices they provide for people in need.
Donor cards were available for DSC team members to sign up to support the Humanity Fund,
canvassers will also be visiting each area for those who missed the opportunity to sign up at the
carnival.
Above: DSC employees pop balloons for a good cause and a chance to
win prizes.
Left: Joe Vo scores a hole-in-one for the Humanity Fund
Page 2D S C U P D A T E V O L U M E 3 , S P E C I A L E D I T I O N 1
Email comments and suggestions to BellEmployeeInvolvment@bellhelicopter.textron.com.
Humanity Fund Word Search: Together, we can change the lives of others
Employees Have Fun and Give Back with Bell’s Humanity Fund
The words for this week’s puzzle were inspired by the Humanity
Fund Drive. Some of the agencies supported by the Humanity Fund
are included as clues. As always, you will find answer words pertain-
ing to the article as well as words that do not. They may be hidden
backwards, forwards, diagonally, and in any combination there of.
Good luck!
Humanity Fund Fundraiser Charity
Meals on Wheels Safe Haven Donations
Susan G Komen Equest Boy Scouts
Lena Pope Home YMCA Salvation Army
Gladney Center Happy Hill Farm Loaves and Fishes
Table cloths made by children helped by
Safe Haven covered their display.
Examples of a Red Cross Emergency Prepar-
edness Kit were on display in the cafeteria.
Humanity Fund volunteer, Jon Kindsvater,
shares cotton candy with cafeteria patrons.
DSC employees Tracy Stokes and Angel Tyrrell proudly
display items they won popping balloons.
Humanity Fund volunteers Willie Jordan and Cary
Rolfing serve up fresh hot popcorn
Judy Turner, from the DSC Humanity Fund
team serves up some sugar-filled good will.

N O V E M B E R 3 , 2 0 0 9 E M P L O Y E E I N V O L V E M E N T
V O L U M E 3 , I S S U E 1 3
D S C U P D A T E
 The Towline is
History
(page 2)
 The Start of a New
Dawn: e-WIN
(page 3)
 Fly on Over to
Six Flags!
(page 3)
 How to Avoid a
Hernia
(page 4)
 Injury Avoidance
Word Search
(page 4)
In this
Issue
Securing the Perimeter: New Traffic Gate Activated
Drive System Center (DSC) has changed,
inside and out. Nowhere is the change more
visible than the northwest entrance off of the
Highway 360 service road. The white metal
tube gate has been removed, and an auto-
matic gate made of iron and brick has taken
over. As part of the refurbishment of the park-
ing lot, and along with a new perimeter fence,
the gate will add to the security and safety of
all DSC employees.
Marvin “Hoot” Gibson, Plant Protection
Officer, and a regular at DSC, takes particular pride in the new security features. Hoot worked with
David Graves and Bruce Landrum early in the process of updating the parking lot and suggested a
six foot vehicle gate. “A six foot gate will go a long way to prevent trespassers. With a gate like this,
we should be able to discourage thieves,” Hoot said. The planning team improved on the idea with
the remote controlled gate, built in a style to complement the existing fence and architecture.
As a government contractor, DSC is expected to be secure and have means to control all entry
into the facility. The parking lot is part of the facility and unfortunately, as some have experienced,
thieves have entered the premises. With this addition, now all entries have a means to be controlled
and monitored.
Celebrating Milestones: Eddie Baggett and J.B. Moore
J.B. Moore, Plater at his 45 Year Celebration
Eddie Baggett, Painter, has been with Bell for
over 45 years. He is known for his artistry, his ex-
pansive knowledge of the painting process, and his
keen eye for details and defects. His supervisor,
Roger Rowe, is proud to have Eddie working for
him, “He helps the DSC Paint Shop be successful.
He rarely misses a day of work and is dedicated to
doing his job well.”
J.B. Moore, Plater, has worked in numerous
capacities over his 45 year career, including paint
shop and fabrication, and he is currently the sec-
ond most senior plater at Bell Helicopter. His su-
pervisor, Troy Payne, says, “J.B. is a great asset to
our team. He’s so good at his job I just stand back
and let him go to work. The team enjoyed surpris-
ing J.B. for his anniversary.”
Eddie Baggett, Painter A/C B, and his 45 Year Certificate
Page 2D S C U P D A T E V O L U M E 3 , I S S U E 1 3
Now that the towline is gone and the tracks are no longer in the floor, Drive System Center (DSC) is a different place. The towline
was installed in 1966, during the Vietnam era, when the original machining center was built, and it was considered a "state of the art"
parts moving system. In 1976, when the building was expanded, the towline was expanded as well.
The towline used a chain drive system to move the orange towline carts. Also called “buggies”, they were pulled around the track
by engaging a pin into a receptacle in the chain in the floor. The original chain had receptacles that spaced the towline carts with only
about a cart length of empty space between them. Each cost center had a siding, or kick-off, that had a metal plate with a switch op-
erated by a magnet that would kick-off a buggy onto the siding when it was tripped. Each buggy had two probes that hung down from
the front with dangling magnets that could be set to a kick-off address. When a dispatcher got ready to ship parts to another cost
center, they would set the probes for the address of that cost center and drop the cart on the towline so that it could kick-off auto-
matically when it reached its destination.
The Towline is History : From State of the Art to Clean Slate in 40 years by Gary Lively
Pros of the towline
The towline allowed area dispatchers to stay in their area—they did not have to leave to
drive tugs to pick up or deliver parts from one area to the next. The towline completed a
circuit in about forty-five minutes, allowing parts to be shipped from any point to another in
under an hour without human intervention. With the automatic kick-off, parts would arrive
at their destination even when the dispatcher was not present. Ken Mayfield, Specialist
Engineering, misses the visual cues of the towline, “We could always tell how busy we were
by the number of buggies going around on the towline...”
Cons of the towline
Safety became a major concern-nothing would stop the towline unless someone hit one
of the cutoff switches spread around the plant. All shut off switches had to be turned on for
the towline to start, so much time was lost searching for the switch that was in the "off" po-
sition. Senior engineering specialist Lynn Erwin has unpleasant memories, “Over the years I
grew to hate the towline and the buzzer that went off when they were turning it back on.
Several times throughout the years it bumped me pretty good.”
Fork lifts had little room to maneuver around a full towline, and the resulting towline
wrecks damaged parts and equipment when buggies came loose. Jimmy Weatherford,
Maintenance A, remembers the difficulty of maneuvering a vehicle through the shop, “I
don’t miss it. It’s much easier and safer to get around the plant on the flatbed carts now
without having to maneuver between the tow line buggies.”
The towline required constant maintenance—especially as the towline aged. The mag-
nets on the towline carts would pick up metal chips and trip the wrong kick-off or not trip at
all.
Dispatchers could defeat the automatic kick-off by keeping their kick-off siding full.
Manufacturing said they could not run a job "because it was still on the towline.” Parts had
to be in a tote pan or a rack that fit onto the orange towline buggy and not all parts had
good racks. Over time the floor became uneven and parts rattled over the bad spots.
A Clean Slate
Eventually, the towline became a rolling storage unit. The automatic kick-off became
irrelevant when departments moved or machinery took over the valuable space. Carts that
would have quickly found their destination in the early days spent hours, even days, circu-
lating through the plant. As safety concerns and material handling damage mounted, the
decision was made to do away with the towline and replace it with more mobile, and re-
sponsive, dispatchers on tugs.
Today, the last traces of the towline are rapidly disappearing under shiny new floors.
Passageways that used to be split through the middle by the rolling orange carts have be-
come wide open spaces that allow for easier transportation and storage of parts throughout
DSC. Dispatchers move parts directly from one location to the next—reducing the time parts
spend in transit and potentially reducing the risk of handling damage. Clive Wachter, Quality
Engineer, is still waiting to see the results, “From a quality perspective, we’re having a learn-
ing curve, but it does look much better .”
As designed, the towline buggies moved
easily along the track and delivered parts to
their destination without human interven-
tion.
The towline did not have a fail-safe stop
when buggies went off track or collided with
people or objects.
The new floors eliminate the built in trip
hazard of the towline and improve the look
of DSC.
Fly on Over to Six Flags for Bell’s Holiday Party: Coming Saturday, December 5
The Start of a New Dawn: e-WIN Release 2 By Carol Kirkpatrick, PhD., e-WIN Project Manager
Imagine a Bell with systems that will improve production cycle times and increase effi-
ciencies. Imagine a solution that provides you with production information, anytime from any
location within the plant. That time is now!
The Business Systems Modernization (BSM) program has been working on an electronic
solution, Visiprise, for production manufacturing through the electronic Work Instruction/
Information Network (e-WIN) project. The e-WIN project provides Bell with standardized proc-
esses and systems for all production manufacturing and supporting organizations.
Why Change Now?
The e-WIN project is a key element for Bell to become the number one rotorcraft com-
pany in the world. By using an electronic process, Bell will be better equipped to challenge
our competitors who have been using electronic processes for ten years. The e-WIN executive
sponsor, Mitch Snyder, Vice President Operations, believes that Visiprise is critical for the
success of Bell. He states, “Modernizing business systems is a top priority for Bell…e-WIN is
the next step in the journey to modernize Bell manufacturing.”
Modernizing does not change everything. Bell is not changing the principles that guide
manufacturing and will continue to manufacture and assemble product according to the prin-
ciples. Quality will remain a top priority for all employees.
What does e-WIN Provide You?
All manufacturing and tooling will be planned, created and managed in Visiprise, which
provides easy access to information. Labor tracking is automatically captured at each opera-
tion, eliminating manual badge scans when starting an
operation. Quality inspections and issues are recorded and approved in Visiprise. Planning
changes are tracked, approved and managed in real-time. Operators will be able to see
redlines immediately. Finally, Visiprise will replace the Tooling Online Processing System
(TOPS) for all tool requests, builds and management.
Release 2 of the e-WIN project is expected to go live with Visiprise in June 2010; training
will begin in April 2010. All manufacturing employees and support organizations at Drive
System Center (DSC) will be using Visiprise.
Change agents will be available to help answer questions and provide your feedback to the
e-WIN project team. Be sure to look for and read future communications that are:
 Shared by your change agent, manager or supervisor
 Provided in the DSC Update
 Posted on the display stands and/or posters throughout the plant
Please send your questions to BSMInfo@bellhelicopter.textron.com (BSM Info in Outlook) or
contact your change agent or supervisor.
What Current Users are
saying...
 “I think Visiprise will be a very
useful tool. It will help with
communications between
different departments as well
as within a department. Bell
Helicopter needs this new
technology for the way we
work.”
Robert Brock,
Turning Machine Operator
DSC
 “An old dog can learn new
tricks, even if it is ever so
slowly.”
Frank Lane, FAB Operator,
Rotors
Bell Helicopter will host its annual holiday party for employees, retirees, and contractors on December 5 with a discounted
day of fun at Six Flags over Texas.
Tickets are free for Bell employees (ticket required for entrance) and available at the discounted price of $15 each for
family members, retirees, and contractors. Tickets for family members that are season pass holders are $5. Tickets include
admission, parking, food voucher, and Kodak photo voucher. Six Flags will be open from 10 a.m. to 2 p.m. for
Bell employees and their families only, and the park doesn’t close until 10 p.m.
Tickets are now on sale at Plant 1 and Alliance employee stores until Tuesday, December 1. Employees may
also use Form 63162 to order tickets by e-mail for home delivery.
Additional information can be found
at the new e-WIN kiosks stationed
throughout the plant.
Injury Avoidance: Hernia Edition Word Search by Curt Noll
The words for this week’s puzzle were taken from the article “How
to Avoid a Hernia.” As always, you will find answer words pertain-
ing to the article as well as words that do not. They may be hidden
backwards, forwards, diagonally, and in any combination there of.
Good luck!
Three employees of Drive System Center have reported hernia injuries so
far this year. Hernias can be very painful and could lead to surgery and many
weeks of painful recovery.
Hernias are a common injury. Risk factors include straining (such as with
heavy lifting,) congenital muscle weakness, chronic cough, and obesity. A her-
nia occurs when part of an internal organ bulges through a weak area of mus-
cle. While most hernias occur in the abdomen, there are several other types of
hernias, including:
 Inguinal—the most common type, occurs in the groin
 Umbilical—most common in infants, affects the belly button
 Incisional—also called ventral, a side effect of some surgical incisions
 Hiatal—the upper part of the stomach moves through a small opening in
the diaphragm and into the chest.
Frequently, individuals do not realize they have a hernia at first. Patients
learn of the injury during a visit to their personal physician who finds the her-
nia during an annual wellness physical. Hernias often require surgery and
lengthy recuperation to repair the opening in the muscle wall. Untreated her-
nias can cause pain and lead to other health problems, such as intestinal ob-
struction or internal bleeding.
To reduce the risk of a hernia type injury, individuals should use a hoist
whenever they lift anything that will cause overexertion. Remember to lift cor-
rectly with the strong muscles of the legs, tightened stomach muscles, and a
straight back when a hoist is not available.
How to Avoid a Hernia
HERNIA PAINFUL SURGERY WEEKS
RECOVERY BULGES ABDOMEN INGUINAL
UMBILICAL INCISIONAL HIATAL COMMON
COMBINATION WEAKNESS STRAINING LIFTING
DAMAGED MUSCLE CREATE RISK
HOIST OVEREXERTION LIFT PROBLEMS
UNTREATED PHYSICIAN ANNUAL PHYSICAL
HEALTH
Blood Suckers! Answers
H E R N I A I D R O F L A C I L I B M U
I Y E I N B N U Z E K S I R A U L U E N
A R C N G D A R A B O W I E C F D L E T
T E O N U O I H T E X A S A D N U G E R
A G V A I M C A S I V A R T R I D E S E
L R E F N E I M H O M E C E T A A S V A
S U R T A N S A E V I A R O R P E T U T
M S Y I L B Y L R N E G O I T A M T O E
E N H M T H H I O O T R C E D T I A E D
L O T E O O P F S S T S K E E W L O N G
B I L T L I F T I N G Q E U G E H T O N
O T A H A S T I M E O U T W A A A J H I
R R E G N T H N I K B E L L M K M O E N
P E H I O M E G A C U R T A A N C S L I
N X E N I A L O W I O F H E D E U H A A
O E L D S U A N D D O N E I T S R E R R
M R C O I S U N X D O W N T I S L M R T
M E S O C T N E W B B W E D G U Y P Y S
O V U G N I N O T S U O H X G E R A L D
C O M B I N A T I O N L A C I S Y H P F
F C O U N V T A X E W O R L D
R O F T E R N H L A I C I F E
A W A R Y Q H I R E S F E C F
G B V E R Y F A T E S T O E B
R O D O O L B E I G A S C T M
A Y E S S B O C N O U T M O U
N S G U N W E I G H I E T O L
C A N S E P K I R O O K A T H
E R I G S C A T N K L C O O L
S E T K O U G H R G B O R T O
T Y I L O U R D U E T R O V L
E N B A B E A I B R A T E A T
M A N S T D I O V A N R E P E
O L E B E A D P I L E O F P A
C D R A G E A T C D E E T R A

O C T O B E R 1 3 , 2 0 0 9 E M P L O Y E E I N V O L V E M E N T
V O L U M E 3 , I S S U E 1 2
D S C U P D A T E
 The End is Near!
(page 2)
 Fire Extinguisher
Training
(page 2)
 Blood Suckers!
(page 3)
 Word Search
(page 4)
 Inspection NWG
Saving Space
(page 4)
In this
Issue
Protecting DSC: Bell Fire Protection Officers Keep Watch
The process of building, testing, and flying helicop-
ters includes many potential hazards, from the multiple
machining processes required to build the aircraft to the
first flight of an untested design. Bell Helicopter, with
safety in mind, prepares for the worst outcomes while
expecting the best results.
To keep employees safe, and to have emergency
first responders readily available, Bell Helicopter em-
ploys its own fire protection squad. These fully licensed
and highly trained fire protection officers routinely in-
spect the fire safety equipment at the various facilities,
conduct fire safety and emergency medical training, and
respond to any medical or aircraft emergencies. Any Bell Helicopter facility that has rotorcraft
landing facilities has a designated fire protection officer or team.
Recently, Wes Radford joined the Drive System Center (DSC) fire protection team to cover
second shift and assist day shift Fire Protection Officer Bill Jennings in routine duties. Wes
brings seven years of experience in airport and structural firefighting to Bell. He has certifica-
tions in emergency medical (EMT), hazardous materials (HazMat), and confined space rescue.
Like all Bell Helicopter fire protection officers, Wes receives ongoing training in order to be pre-
pared for any emergency at any time.
Should you have an emergency and need to contact the on-duty fire or plant protection
officer, simply dial “3333” on any internal phone. The Emergency Response Number 3333
does not need the “1-”. A whistle alerts the operator to the emergency call and ensures priority
handling.
Wes Radford and Bill Jennings,
Bell Helicopter DSC Fire Protection Officers
All About the Bell Fire Protection Team
The Bell Helicopter Fire Department was established in 1953 when Bobby Westmoreland
became the first Bell fire protection officer. According to the Bell Helicopter Fire Department
statement of organization, the fire department was organized to safeguard the employees and
the property of Bell Helicopter from the threat of fire. The department's functions include inte-
rior firefighting, hazardous material incident first responder, emergency medical responder,
basic life support, and aircraft firefighting/rescue operations.
The duties of Bell’s fire protection team differ from municipal fire fighting in the extensive
aircraft rescue firefighter (ARFF) training required by certain military contracts. Fire protection
officers stand by whenever an aircraft takes off or lands at a Bell Helicopter facility, so while
they rarely use these aircraft rescue skills, they are always ready to respond quickly should they
be needed.
The first priority of any first responder is the safety and well-being of the people they serve.
Bell’s fire protection team spends much of their time inspecting fire extinguishers and emer-
gency sprinkler lines or maintaining their emergency response equipment. By keeping the
emergency equipment in good repair and remaining ever-ready, they protect Bell’s employees
from the consequences of a catastrophic event.
“You can build another aircraft, you can build other facilities, but our employees only live
once and they cannot be replaced,” said Roy Eaves, Bell Fire Protection Officer and SPFPA
Local 256 representative. “Every Bell firefighter knows that it has been a good day at the sta-
tion when we see Bell’s employees and customers go home safe in the evening.”
As work continues on the new 60,000 square foot Heat Treat and Proc-
essing Facility at the Drive Systems Center (DSC), a portion of the project’s
end is in sight. This massive $55 million dollar project, began last year, de-
signed with input from the employees who will be working in the area, be-
gins a new phase of testing this fall. The automated furnaces in the new
Heat Treat area are currently undergoing calibration, temperature survey,
case uniformity, and final qualifications checks.
Besides the new Heat Treat area just mentioned, the facility will also
host a new processing area. One example of this processing line would be
the copper plate line scheduled to complete installation and deliver to Bell
on Nov 13. The tanks will then be filled with chemicals and testing will begin.
The qualifying process will continue through the end of the year.
There are twelve phases on the current project Master Plan. The last
milestone is expected to be complete in June of 2011. Each phase has its
own detailed plan including training, testing, revisions and finally a Lean
Event. The Lean Event will bring everyone together, including shop floor per-
sonnel, to get agreement on shop layout and setting up work stations. The
event will also address any other details important to employees at the point
of impact.
Once completed, the new Heat Treat Facility will provide employees a safer work environment by eliminating confined
spaces. Additionally, the increased facility size, plus more and larger tanks, will allow for greater processing capacity. Finally,
the new facility provides the opportunity to automate portions of the process and improve material flow, enhancing both
safety and production cycle times. The startup of the new Heat Treat Facility is a major step in continuing to become a world
class manufacturing facility.
The End is Near! Heat Treat Facility to Begin Testing Phase
The new Heat Treat Facility, which incorporated 54 of the
63 employee suggestions, is nearing completion.
November 1, 2009 Daylight Savings Time Ends
FALL BACK
Anyone who has spent time at the Drive Systems Center (DSC) knows that fire extinguishers are
located at various locations throughout the plant. The primary users of these extinguishers should be
the Bell Fire Department or the local Fire Department; however, there may be situations in which a
non-Fire Department Bell employee would need to know how to use a fire extinguisher. Before these
individuals do so, they should first understand how to operate fire extinguishers, which type is appro-
priate for a particular fire, and the rules for fighting a fire and when not to.
Last year, Bell began offering fire extinguisher training to its employees. This training is con-
ducted on a quarterly basis at DSC in the R&D Lab. Bill Jennings, the DSC’s first shift Fire Protection
Officer, provides the training. Classes last about 20 minutes and consist of watching a short video on
fire extinguisher use followed by a brief question and answer session.
Personal fire extinguisher training is not mandatory at Bell. Anyone interested in attending should watch for the dates that
training will be held for each shift in the DSC Safety Review Board Level IV Newsletter. Training for all three shifts is provided.
First shift training is always conducted on a Wednesday, from 1:00 to 1:30 p.m. Second shift training occurs from 4:00 to 4:30
p.m. later that same afternoon. Third shift training is held from 6:00 to 6:30 a.m. on the following Wednesday. The R&D Lab is
located just to the south of the ramp on the east side of the plant.
Fire extinguisher training is also provided through each department’s Environmental, Health, and Safety Training sheets
that are distributed by supervisors throughout the year.
Fire Extinguisher Training at DSC: Watch for your opportunity
Blood Suckers: The Tiny Vampires Among Us
Recent rains in north Texas have filled reservoirs, helped rivers run, and left many a
puddle of stagnant water—creating perfect breeding grounds for the common mosquito.
Rapid breeding and short life cycles mean that October could become this year’s worst
month for mosquitoes.
According to Prevention Magazine's Book of Helpful Tips, the mosquito is the sultan of
germ warfare and has killed more people worldwide (by the spread of disease) than the
combined totals of all wars or catastrophes in history. Mosquitoes spread infection be-
cause, when they bite, blood from the last victim is pushed into the skin of the new one.
They are able to spread the West Nile Virus, encephalitis, dengue, and canine heart-
worms.
The severe threat from these blood suckers is minimal in many countries (such as the U.S.) still, their bite can lead to in-
fection and even death. (Since 1965 there have been about 10,700 mosquito-related deaths in the U.S.)
There are 176 separate species of mosquito currently abuzz in the United States. According to Joseph M. Conlon, a techni-
cal adviser at the American Mosquito Control Association, "Estimating mosquito populations, given their disparate breeding
areas, would be an exercise in futility. The fourth generation of a pair of mosquitoes . . . assuming a 70 percent survival rate,
(they) would have produced a total of 49,843,353,164 mosquitoes--from just two mosquitoes, 14 weeks before!
Here are a few tips to keeping these tiny vampires from biting:
 Mosquitoes are attracted to things that remind them of nectar or mammal flesh. When outdoors, wear light clothing that
covers most of the body, keeping as much skin and hair covered as practical. Avoid bright, floral colors. Khaki, beige, and
olive have no particular attraction for mosquitoes.
 They are also attracted by some body odors, and for this reason they choose some individuals over others in a crowd.
Avoid fragrances in soaps, shampoos, and lotions.
 Citronella candles may be useful but only outdoors.
 Bug zappers are not effective in controlling biting insects. Yes, they kill mosquitoes, but they also kill beneficial insects,
often in greater numbers. The light in the zapper attracts more mosquitoes into your yard than you would have if the zap-
per was absent.
 Try to stay away from still water.
 The Centers for Disease Control and Prevention (CDC) recommends using an insect repellent on exposed areas of skin.
The most effective compound is DEET (N,N-diethyl meta-toluamide), an ingredient in most insect repellents. However, in-
sect repellents containing DEET should be used sparingly on children.
 Don't apply insect repellent under clothes, or too much of the toxic substance may be absorbed. Also, avoid applying repel-
lent to portions of the hands that are likely to come in contact with the eyes and mouth.
 Mosquito repellents, such as DEET work by blocking a mosquito's sensory receptors to carbon dioxide, leaving it unable to
detect humans.
 For greater protection, clothing and mosquito nets can be soaked in or sprayed with permethrin, which is an insect repel-
lent licensed for use on clothing. If applied according to the directions, permethrin will repel insects from clothing for sev-
eral weeks.
 Skedaddle and Avon's Skin So Soft both work well for some people. Neither these nor the stronger repellents stop mosqui-
toes from landing—only from biting.
Blood Suckers Word Search
The words for this week’s puzzle were taken from the article
“Blood Suckers” on page 3. As always, you will find answer words
pertaining to the article as well as words that do not. They may be
hidden backwards, forwards, diagonally, and in any combination
there of. Good luck!
The DSC Inspection Natural Work Group got great news—
a new P100 machine was on its way. The problem? Where to
put it in their 31x16 space.
The room already held one P100 and other gear inspec-
tion machines and work stations and had no apparent free
space. The team created numerous possibilities on paper,
selected one that looked promising, and then got to the real
work. They taped out the machine positions on the actual
room floor, making adjustments as needed, until they knew
they had a workable design.
The new P100 was installed in the re-arranged room in
mid-May. On August 7, management called the team together
for a celebration in recognition of the excellent work they had
done designing the room changes.
J.T. Perret, Chief Quality, had high praise for his team of
inspectors, “...by allowing the team to design the room, we
came up with a much more efficient layout, and we have been
able to increase our productivity because of it.”
Saving Space: Inspection Natural Work Group Makes Room for New Machine
ATTRACTS AVOID BENEFICIAL
BITING BLOCKING BLOOD
CHILDREN COLORS CONTRACT
COVER DEATH DEET
FRAGRANCES INFECTION KILLED
MOSQUITO REPEL SENSORY
SPREAD THREAT VICTIM
VIRUS WATER WORLDWIDE
F C O U N V T A X E W O R L D W I D E W
R O F T E R N H L A I C I F E N E B M S
A W A R Y Q H I R E S F E C F T D O A R
G B V E R Y F A T E S T O E B C O T V A
R O D O O L B E I G A S C T M A U D E T
A Y E S S B O C N O U T M O U T H A R S
N S G U N W E I G H I E T O L N E I R
C A N S E P K I R O O K A T H O U R C U
E R I G S C A T N K L C O O L C R P K P
S E T K O U G H R G B O R T O L P S S S
T Y I L O U R D U E T R O V L E D I O T
E N B A B E A I B R A T E A T T O E R A
M A N S T D I O V A N R E P E L O S T C
O L E B E A D P I L E O F P A R T S S R
C D R A G E A T C D E E T R A C I Y A E
A E D A R K F I T R E E O R A T U O F D
N L L S E Q U A I T R A C R U T Q F U N
Y L I S T E R N M O N H T R U E S E E U
O I H M A O Q U I E M T H H A M O T K H
O K C H W O P A S N A X E T B O M A I T
Darrell Mitchell, Gear Inspector, working on the new
P100 machine in the re-arranged P100 room.
Members of the DSC Inspection NWG enjoy a tasty treat as a
reward for their hard work and collaboration.
J.T. Perret, Chief Quality,
addresses his team at the
celebration.

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