The Iron Age 1917-12-13: Vol 100 Iss 24

VOL. 100: No. 24 Cutting the Cost of Cupola Charging What the Modern Foundry Co. Has Accom- plished with an Electric Elevating Plat- form Truck Equipped with a Beam Scale foundry have heretofore received almost ex- clusive attention, while the question of the saving to be effected on the outside has been given comparatively scant consideration. The Modern Foundry Co., Oakley, Cincinnati, has lately made some experiments with a view to reducing its yard expense. One of these is the employment of an elec- tric elevating platform truck built by the Automatic Transportation Co., Buffalo, and redesigned by its Cincinnati sales engineer, C. E. Ogden, who added a scale attachment. A sufficient number of platforms are provided and in charging the cupolas the operator of the truck picks up an empty one, conveying it to the scrap or pig-iron pile, where the requisite amount of mate- rial is loaded. With a beam scale on the truck it is oly necessary for the operator to set the scale for the desired amount of metal, and as soon as this is leaded on the platform it is conveyed to an elevator that carries it to the cupola platform. A Stuebing hand-lift truck is used on the charging platform for S a general rule operating costs inside a The Use of % to 43 Lb removing the load from the elevator and conveying it to the charging doors of the cupola. This ar rangement does away with the necessity for the electric truck to remain on the elevator to remove the load at the top. The labor saving effected in the yard is esti mated around 50 per cent over the former method of handling pig iron and scrap. The foundry com pany also states that a great advantage of the sys tem is that the proper proportion of pig iron and scrap is obtained without the usual delays in weigh- ing the material. A small electric light is provided to assist the operator in making a correct reading of the truck load on the scale beam when the truck is used at night. The necessary current is supplied from the storage batteries that operate the truck The batteries are charged at night or at any other time when the truck is not in use. The truck is the four-wheel type with a wheel base of only 51 in., so that it can be turned in a very small amount of space. The lifting mechanism is operated by an individual motor. The truck has a ‘an Elevating Platform Storage Battery Industrial Truck Equipped with a Scale Beam Capable of Reading fron Is Claimed to Have Effected a Material os in the Cost of Cupola Charging at the Plant of the Modern Foundry Co. 1411 ares os a . a Sree = 20 “ion conn alae Poa te eee ore aa ote! By ee rect a rN ~< we r en ore ee 1412 THE IRON AGE Deceml 1917 capacity of 2000 lb. and can be operated at a speed of from 7 to 8 miles per hr. The scale is capable of weighing from 4% to 4200 lb. The truck has also been found convenient in handling castings and conveying them to different parts of the foundry where wanted. LABOR CONSCRIPTION Secretary Wilson Does Not Believe That It Will Be Necessary WASHINGTON, Dec. 11.—The possibility of labor conscription to render more effective the prosecution of the war, the policy of the Government in the treat- ment of disputes during the war, and the attitude which employers and employees should assume toward each other with a view to minimizing all forms of labor listurbance, are the leading topics discussed in the annual report of Secretary of Labor Wilson, which has just been made public here. The Secretary defends the right of wage earners to organize and deprecates the efforts of employers to prevent such organization, declaring that if workers were not prevented from initing, labor disturbances could be better controlled through the pacifying influence of conservative and responsible leader Mediation Under War Conditions ‘The number of labor disputes calling for Gover nent mediation increased suddenly and enormously with the beginning of the war,” says the Secretary. “A majority of the employers and employees involved in industrial controversies evinced a keen desire to secure the good offices of th Department of Labor through ts conciliators and to take advantage of the machinery ‘reated under that section of the organic law of the department the purpose of which in this field of its activities has been the fostering of industrial peace on a basis of industrial justice. During the four years the Division of Conciliation has been in existence, the foundation has been laid to aid materially in the quick adjustment of such disputes. It had been demonstrated that the intervention of an impartial third party in the person of a conciliator approved by the department invariably has expedited the settlement of a dispute which had culminated in a strike or a lockout. In a large number of instances, the conciliators have been able not only to bring about agreement in cases of existing differences—often arising from misunderstand- ings—but to avert the threatened strike altogether. The magnitude of the conciliation work from the be- ginning of the war to the date of this report is shown by the fact that, since war was declared on April 6, 1917, the Department of Labor had assigned “commis- sioners of conciliation in 521 new cases made up of 281 strikes, 212 disputes that threatened a suspension of work, and 28 lockouts. It has been successful in sat isfactorily adjusting 323 of these; has been unable to adjust 43; has 104 cases pending, a comparatively small number of which have reached the strike stage; and in 21 cases its commissioners found on their arrival that the matters in dispute had been settled or that the plant was in operation and the former employees had secured work elsewhere. The number of employees directly affected in the labor disputes settled by the depart- ment’s conciliators or pending and in process of adjust- ment since the declaration of war—April 6, to Oct. 25, 1917—total 572,029, while approximately 380,954 were affected indirectly. Organization of Labor With the coming on of the war, traditional cleavages between employers and wage earners were accentuated. Rights of wage earners to organize, which some em- ployers have conceded, others have opposed, although Secretary Wilson declares that this opposition has subsided as war conditions have developed. “The explanation of those who oppose labor organ- ization,” the report continues, “is to the effect that if labor organization were permitted in their establish- ments, excessive and unreasonable dema low. To this it is replied that if worker vented from organizing abuses of orga be better controlled.” Conscription Not Necessary Concerning conscription of labor, the § “Should industrial conscription become 1 in order effectively to prosecute the war likely to be considered one-sided would bé would seem—that is, if workers were to for industrial purposes—that the working to which they were assigned ought to be so as to make such workers not coerced employers but employees of the Governm« “There is, however, no reason for ap) necessity for any kind of labor conscriptio: settle or prevent disputes between employ: employees which may interfere with a vigor tion of the war. In every case in which representatives of disputing employers a1 negotiate considerately with responsible repr of conservative labor organizations which rep: their disputing employees in the spirit in whic} negotiate with business competitors, labor di settled speedily, effectively, and without fri the mediation service of the Department of simple and fair systems of collective bar tween the Government, labor organizatior ness organizations, all labor disputes prejud effective prosecution of the war can be pro nated from war problems. Not only can but it can be done to the satisfaction of a and in harmony with every patriotic purp« “Our greatest need is the spirit of self-sac1 the common good—a sacrifice of our pride, sacri! our prejudices, sacrifice of our suspicions against other, sacrifice of our material comforts, sacrifice: lives, if need be—to carry on unimpaired the cratic institutions handed down to us by our father Largest Lake Ore Shipments for November Iron-ore shipments down the Lakes from the Superior region in November were the largest recorded for that month. The total was 7,533,828 gr tons as compared with 5,715,452 tons in Noven 1916, an increase of 1,618,376 tons or 28.31 pe The Duluth and Two Harbor ports and the G Northern dock all made large gains over Nove! last year. The’ following table gives the November anc season shipments by ports, and the corresponding fg ures for 1916 in gross tons: November, November, To Det L917 L916 19173 Iescanab S38.096 772.417 7.000,8 Marquette $27,113 273,801 3,197, Ashland ; 900,241 665,339 7,503.47 Superior 1,516,162 1,132,642 13,769 Duluth ‘ 2.583,620 1,982,872 20,270,61 Two Harbors 1.168.596 SS88.381 9,845,814 Total 7,333 715,452 61,587 f 1917 increase ] 1917 decrease ; 2 060,87 To Dec. 1 this year the total of 61,587,42¢ 2,060,872 tons, or 3.23 per cent less than the total of 63,648,298 tons to Dec. 1, 1916. The Du - percentage of the total to Dec. 1 was 32.91 per cet as compared with 33.71 per cent a year ago. That the Great Northern Dock, however, was 18.50 per this year, or greater than its 17.20 per cent snar the total by 1.30 per cent. A fleet of 22 White trucks are operated for gene freight haulage between New York and Philadelpns and to other cities by the Beam-Fletcher Corpora Philadelphia. They leave Philadelphia at 5 ocioc ™ night to reach New York at 6 a. m. and another ers leaves New York at 5 p. m. due to reach Philace!p®™ at 5 a. m. 13, 1917 Combination Bolt Washer and Locknut ype of locknut that is a combination of a and nut, is being placed on the market by nt Prdoucts Co., Engineers’ Building, Cleve- ¢ the important features claimed for this simplicity in construction and application, oes not require an extra length of bolt or The bolt is similar to a standard bolt t has tapered grooves on opposite sides, s gradually lessening in depth from the olt and extending to a point slightly above portion. The washer has two inner lugs rooves on nut has each of its ation the lipped on a point inner lugs tact with the tapered he nut is and this ntact with which is if neces- back as 7 a | the threaded tne bolt. Tapered Grooves the Side ; ite I Ke Recei Internal y 1 grooves n th Washer ol i New ¢ vasher to bination Locknut nd Avoid Fr gugement witl the TY! f in the 7 ving he grooves des thus anchoring the washer with ge the threads, and allowing the nut and e applied in complete contact with the parts | regardless of any variation in the thick- bolted parts and to be locked in that posi- nut is locked by upsetting the outer edge r into any one of the chucks on the nut with The nut can be easily unlocked by forcing pset portion of the washer. Eight Thousand Men Wanted for Navy’s Air Service further extension of the aviation branch ted States Navy, Secretary Daniels has au- | the enlistment of 8000 young men and in doing pened up most attractive opportunities in this unusually appealing service. There is an and immediate need for mechanicians for aviation for the ratings of machinists’ mates, ters’ mates, quartermasters, coppersmiths and ths. These men will not be enlisted for pilot’s coming into the service with a general me- turn and a liking for the work they will re special and unusual training for the building, ng, repairing and overhauling of the Navy’s air Succeeding in this they will be used as the ground personnel of the flying corps. he requirements for enrollment will be the same as the regular service of the United States Navy. for machinists’ mates and quartermasters will three months. Carpenters’ mates will train proximately six weeks. On completion of train- the provisional landsmen, after examination, rated first or second class petty officers on the examination and all around ability. After get \ rating, they will be eligible for promotion to , higher grade if they show fitness and pass iry examination. ladelphia Foundrymen’s Association held its eeting at the Manufacturers’ Club, Philadel- nesday evening, Dec. 5. D. S. Apeldorn of * Beatty, representing a gas engine manu- ompany, talked on gas for power, lighting cores. The Electric Furnace Construction e Building, Philadelphia, was proposed for , THE IRON AGE 1413 Rack for Hammers, Cutters and Sledges In the plant of the Youngstown Sheet & Tube Co., Youngstown, Ohio, hammers, cutters and sledges when not in use are kept in a rack that is made of angle iron. The rack was developed by the rigger foreman etme who has charge Saale of these tools or es 1 & re 3 i , Only tools which are safe to us KD > are kept in the . rack, and em- phasis is laid upon the importance of arranging the ‘ tools in an order] i fashion The mainte nance of this rack ° ! according to J. M en ances 9 en eee ee Woltz, safety di ; as rector of the com- pany, has elim nated to a great extent accidents resulting from the usage of improper cutters and ham mers. Tools that have mu hroomed heads or dull edges are kept in a separate pile and taken to the shop to be redressed before being placed in the rack. Other ad vantages resulting from the installation of the rack are the ability to pick out readily any special kind of cut ter, diamond point or sledge that may be required, thus enabling the output of the plant to be increased by just that much. Inspections of the tools by the shop fore man or tool boss can also be made thoroughly and at frequent intervals The dimensions shown in the end view, while those of the rack of the Youngstown plant, are merely sug gestions, it being possible, of course, to make the rack A4n Angle Iron Rack for Hammers, Cutters and Sledge Insures an Orderly Arrangement of These Too ind Facilitates Their Inspection and the Elimination of Thos Having Mushroomed Heads or Dull Edges wider or longer should conditions in another shop render this desirable and the spaces between the angles supporting the tools can be varied to accommodate dif ferent sizes. Improving Cast Iron with Uranium By alloying uranium with cast iron or semi-steel the strength and toughness of the metal is increased, as well as the fluidity, according to a patent (U. S. 1,247,252—Nov. 20, 1917) granted to Joseph M. Flan nery, of Pittsburgh, and assigned to the Standard Chemical Co, of that city. The quality of the iron for machinery is claimed to be enhanced and the resistance to wear increased. The new alloy is made by adding uranium to the molten iron as uranium ‘metal or as ferrouranium, so that the finished product will contain from 0.05 to 1 per cent of uranium. The addition of this element is said to deoxidize and denitrogenize the metals, increasing the tensile strength and producing a fine-grained product. - sata s ee eo at SE SE SIS OER Lo! Tale os <a egt Ne ts. re 1414 WAR ORGANIZATION Centralization of Administrative Authority Advo- cated—Grave Condition Demanding Leadership A’? a meeting of the Taylor Society, organized to promote the science of management, held at Wash- ngton, Dec. 8, an address was made on the special need at this time to win the war of a co-ordinated work- ing organization. It was made by Henry P. Kendall, member committee, War Industries Board, Council of National Defense; treasurer Plimpton Press, Norwood, Mass.; president Lewis Mfg. Co.; treasurer Slatersville Finishing Co., and the following is an ab- stract: The vroblem of mobilizing and training a fighting organization is not an industrial problem except as to general principles of organization. The rapidity of the mobilization and training, however, depends very largely on the thoroughness with which the industrial are handled. P storage aspects Auxiliary Departments The plan must provide for the complete organization f every unit, and the co-ordination of units without overlapping, and must bring the control of the differ- ent divisions and their sub-divisions and auxiliary de- partments directly to the desk of the Secretary of War. By auxiliary departments, I refer to such things as the formulation and control of standards, the control of transportation and purchasing, of finance and accounts, of priority, statistics, labor, personnel, ete. Such de- partments would tend to standardize and co-ordinate their particular kinds of work in each regular division, such as a supply division like the engineers or the sig- nal corps. An auxiliary department would carry on the super-planning and control of what in each supply divi- sion would correspond to an independent function. It is obvious, for instance, that the purchasing of food supplies for the quartermaster’s department should be handled by men expert in that line who would be a part of the quartermaster’s department, but be- cause purchasing involves transportation and priority, it should have a super-control in an auxiliary depart- ment. This does not weaken the effectiveness of any supply division, but serves to co-ordinate it. How They Would Bring Results The men handling the auxiliary divisions should be men with the broadest kind of experience and vision who understand and work with the general principles rather than with specific commodities. The same prin- ciple would hold true of transportation and of the other auxiliary functions. Standard practices should be worked out, but a compromise with existing practices effected where necessary. The transportation system of the country will be taxed to its limit. The move- ment of goods and troops will require the most careful scheduling. The storage facilities of the country are already overtaxed. Great assembling depots at industrial cen- ters, to act as reservoirs, from which through car and train-load shipments could be made to the terminal ports, with assembly stations at these points, should be placed under such control that full cargoes could be assembled at the wharves for the steamer before its arrival. There should be such centralized control, in- cluding the scheduling of the steamers and their car- goes for all ports, that the military has simply to requisition from the various supply divisions according to their needs with the knowledge that their requisitions will be promptly filled. Transportation and storage require perhaps the largest new organization developed in the war and be- cause these two form the neck of the bottle, they be- come two of the most important problems. They are auxiliary departments. Each supply division and sub- division should be completely manned and completely organized under functional control. The auxiliary de- partments should control these for the purpose of co- ordination and interrelation. THE IRON AGE Decemb« 1917 It is obvious that in the quarterma: ment, men buying textiles should be fan textile industry and market practices a; It is obvious at the present time different sions should not compete through their chasing departments on cotton duck. The « the country has already been scheduled ; control. It is obvious that the purchase is highly techniéal and requires men of spe The purchase of drugs and medical supp! specialized field. The transportation, stora and accounts, and standards of the supplies all must be subject to interdepartmental « same principles would also apply to buildir the sources and supply of labor, wages, ar tion of the personnel for the rapidly growi: mental departments. Such a combination of { responsibility within each division and sub-d building up to a final control, requires imagi: perience, vision, and great wisdom now. §& cannot be entrusted to any but the ablest demonstrated capacity. No Time for Democratic Evolution of Organization In time of a hurricane at sea, even when g have been recognized and all possible preparat ude there comes a time when the accumulated experi: of a lifetime on the part of the captain, the officers men of the crew is put to a crucial test. This lated experience may never before have been giver test in the lives of any, but there can be no falt There must be a constant and effective control. F function must work properly and no time can be a for training, coaching or trying experiments. To-day, the signs of three years have been wrong interpreted. The hurricane has broken. We abundant men on deck and below decks to form a px fectly working crew to handle every rope and every gear. We have no time for the bumping along and arriving at organization through the previous methods of a democratic evolution. Strong men of vision must be put into the controlling positions. The spirit of t! crew, thanks to democracy, is fine. They will take r sponsibility. To organize them will call for the fi: spirit of democracy with the keen insight of scien organization to determine the one best way. If the plan is not soon made, our men may be holding to t life lines to be kept from being washed overboard the time when they should be manning the ship. spectacle of the men who are to-day carrying the lo in Washington and elsewhere is a great tribute to de mocracy. The best of democracy with the best orga’ ization which an autocracy can plan, which the spirit of science will work out, must be developed. The first electrically driven reversing mill installed in South Wales, according to the Jron and Coal Trad Review, London, has recently been put in operation the Monmouthshire Steel & Tinplate Co.’s works. Th mill is designed for a maximum output of 40 tons per hr. of tin-bars, 8 by 7/16 in., weighing 12 lb. per tt this bar being rolled from a 1600 Ib. ingot 11% x 9% in. in section, 10 passes being taken in the blooming m and five in the finishing mill. The maximum rateé intermittent capacity of the reversing motor is 4 hp. with variable speed up to 180 r.p.m. in either dir tion. The flywheel set is driven by a 1800-hp. moto! at a speed of 500 r.p.m. The general offices of the U. S. Reduction Co., whos works are at East Chicago, Ind., have been moved fro! Chicago to East Chicago. The change was made Ww! the idea of having the plant and offices in the sam location. The company will still maintain a local sales office in Westminster Building, Chicago. The Carroll Steel Co. has moved from 120 Broadway to larger quarters in 15 Park Row. Andrew T. Hines, formerly purchasing agent of the General Vehicle | Long Island City, and the Steel Producers Export \°» New York, is general manager of the New York office Organization of the Western Electric Co.’ Ideal Is Highly Developed Functional Management with Adequate Central Control—Units in 41 Different Cities BY H. A. OKING back over the life of the business of the Western Electric organization, now in its forty- _4 sixth year, we see that it has been a steady and evolution away from decentralized control functional management with a central control. W a decentralized scheme of control, it is undoubt- ossible to carry on a large volume of work with trained force. As the force becomes better trained, sm ists find their way to the front. Recognizing ibility, the executive looks about for the widest use in his organization for the services of cperts. Here is the beginning of a trained per which may lead to a staff and line organization pure functional organization. In either event, must be a central control of the executive work er to attain that greater economy and efficiency s the goal of our ambition. A management may lecentralized that there is little or no relationship r ordination among the parts themselves and be the parts and the executive. On the other hand, seen control so centralized that the units cannot uy a pound of tacks or a paper of pins in an ency. Delegating and Defining Authority for our own organization, we believe in central con- ver departments divided according to their re- spective functions, but with authority for action within the departments delegated to responsible subordinates is many steps down the line as possible. We adopted the general theory that the responsi- y and the authority of each executive must be irly established. For this reason, we have our or- ganization record, which is a statement of the duties, pe and functions of each general department. It ides charts for each department, showing the names ose in charge and their lines of authority and nsibility. In certain cases the descriptions of are supplementary, and in some cases they ex- advisory relations and relations not involving authority and responsibility. Similar records within the departments, so that each individual e employ of the company may have his place and know what his relations should be to those about Having thus located the persons making up the zation in their places in the plan, we undertook fine broadly the policies of the company as a guide action to the executives throughout the country. This is in line with our policy that executives must be ighly grounded in the fundamental policies as a for forming sound judgments which they must upon their individual responsibility. To carry his purpose we have what is known as a series of al instructions, which set down our policies on subjects as: yment and leave of absence oyees’ pensions, disability and death benefits oyees’ changes in rates of pay lards of service plaints and claims orts required ition of contracts and bonds tters requiring action of board of directors Next, it is of equal importance to safeguard the tions with employees. The employee must be sure square deal. He must be certain that promotion ed on efficiency. There must be neither nepotism a paper read before the Taylor Society, Washing- 8 The author is vice-president of the Western Co 1415 HALLIGAN nor favoritism, and tne pest nan must invariably ret the job. We believe that the trained employee is the best investment to the company. To that end we select our people with the greatest care, having a highly orgar ized plan for this purpose. Recognizing that a sound body is a prerequisite to skill in any form of work, we subject each applicant to a physical examination. Hav ing qualified for a position and been assigned to one, we then afford these young men and women many opportunities for self-improvement through the con pany’s educational facilities General Scheme of the Organization The organization itself is one with a general execu tive department, with the work subdivided among seven functional departments, namely: Sales, engineering, purchasing, manufacturing, accounting, treasury and legal. These departments control their respective func tions throughout the company and delegate authority for action down the line. This plan is applied to a working force of 30,000 employees, of which the largest units aggregating about 20,000 employees are located at one place. The remainder are located in 41 of the principal cities and elsewhere throughout the United States. The sales department is responsible for the execu tion of the commercial policy of the company, for the kind and quantity of articles manufactured and the quantity of merchandise bought for resale. It deter mines the selling prices, has charge of the advertising and renders service to customers from its warehouses throughout the country. The engineering department is responsible for the design of all apparatus manufactured by the company, and also has the final responsibility for the quality of the product manufactured. The purchasing department oversees all purchases ind conducts the company’s relations with its principal suppliers. The manufacturing department is in charge of the company’s manufacturing plant and its operation. The comptroller has oversight over the accounting work of all departments and acts as auditor of the funds placed with the treasurer. The treasury department has charge of the funds of the company and the credits and collections from customers. The legal department guides the company’s course of business in accordance with the requirements of the law and is in charge of all matters of contracts and taxation. Relation of Sales to Other Departments The sales department is organized on a staff and line basis. The general executive of the sales depart ment is surrounded by a staff of sales specialists, ex perts in the marketing of the articles which we sell He also has reporting to him an administrative assist ant who is the executive of the line organization com posed of the sales offices and distributing warehouses throughout the country. This executive has a staff of specialists in the different branches of his work, who are occupied in devising improved methods of work, teaching the personnel of these local houses and in specting the results of their performances from time to time. The line organization of the sales department is made up of these sales offices and distributing ware- houses, each in charge of a manager responsible for (Continued on page 1467) Ser 3 es pec ’ Trade Commission for Contract Abrogat Would Overturn the Steel Industry in Par- ticular and Give Control of Prices to the President—More Industrial Investigations WASHINGTON, Dec. 11.—An urgent recommendation under consideration the experience of other for the passage of the Pomerene bill specifically in this matter, and particularly England and authorizing the President to fix prices in the iron and onies, France and other Allies. It is convi steel industry and, if necessary, to control the distri- price fixing by authority of law will have to be bution of its products is contained in the forthcoming to other products than food and fuel, and tl report of the Federal Trade Commission, coupled with authority is preferably exercised with respe an expression of belief that the public welfare demands iron and steel industry, for which a bill ha the abrogation of many of the existing contracts. The been introduced in the Senate. Equally import commission also urges the importance of a permanent its opinion, with the fixing of reasonable pricé record of the work now being done by the semi-official regulation of the distribution of the raw mater advisory committees representing the various indus- intermediate products in the industry affected tries, one of the chief functions of which is the arrang- the distribution of the final products to the co ng of purchases of war material. An appropriation In this connection also should be considered th to enable the commission to secure detailed information tion whether bona fide contracts made prior concerning the operatio1 rf rporations engaged in passage of a price-fixing law should be allow the production of basic materials asked, and it is enforced. This commission is of the opinion t!] suggested that if an adequate sum be granted much exact merits of the proposition might differ sor data of the « ming pul yuld be col in different industries. With respect to the ir ected and dist ited steel industry, however, it believes that the ¢ Cost Investigations in Lron and Coal peas. Sane waren he anaer y = . . ; such contracts to be fulfilled, at least over long p ae tise re the close of the fiscal year ended June’ of time. In the case of coal, it is the opinion 0, 191% une commission says in referring to its in commission that the continued fulfillment of long-te , { t ft the iron and steel industry, “the Presi- bona fide contracts of sale made prior to the enactm dent ¢ ed upon the commission for assistance i of the law would militate against the most success ~—T sages. U i ts of production of various mate operation of price fixing by the Government.” "1 tor th Government in the prosecution of the war. Only a little work on this subject was done To Check Intercompany Stockholding before the end of the fiscal year, which was chiefly in An interesting statement is made in the report, of connection with the costs of steel and lumber for ship- the scope of the investigation which has been plann¢ building and of coal for the Navy. Since then the pursuant to a provision of the Clayton act containir work has been greatly expanded and has been made _ certain prohibitions against intercompany stockholdir to cover practically entire industries whether all the and interlocking directorates. The law charges producers were engaged in supplying the Government commission with the enforcement of these provisions or not. This was due to the policy of the Government, but no adequate appropriation for the purpose has beer in insisting on reasonable prices for its own purchases, made. In urging that Congress provide the funds to procure them also for the public. In the case of fuel, necessary for this work the commission says: particularly coal, the establishment by law or agree 2 es . : e : While tl ommission has in some instances inte! ment of a general price regulation for such commodi : nes prevent suspected projects in violation of these ties has made this course necessary. sions, it is obvious that unless some systematic invé “In the ascertainment of costs of production of coal tion is made of the conditions many violations of law wW and with respect to other data regarding the coal escape observation or detection. The commission ther industry, the commission has worked in close co-opera- °'* ted that a preliminary investigation should be . . : a : . the general situation in so far as the available publis tion with the Fuel Administration. For most products, f sources of information were concerned as a basis however, the prices are not fixed by law but by volun- more thorough study of this matter Comprehensive 4! tary agreements with the producers.. In respect to up-to-date information on this subject is hardly attail such products the commission has ascertained and is without a systematic art ene ane eee oF ; ‘ ‘ covering these relations followed by a careful study ol continuing to ascertain costs and other data for the data to determine whether the relations so discovered use of the President, but has not been charged with the parties in question within the prohibitions of the stat the duty of negotiating prices. Among the chief com- In the case of intercompany stockholding, it should b« modities for which costs have been and are being cur- °ted, the prohibition applies to cases “where the eff rently obtained are coal and coke, iron ore, iron and “U°> ®¢auisition may be to substantially lessen competi 2 ’ between the corporation whose stock is so acquired ane steel products of numerous kinds, various petroleum corporation making the acquisition, or to restrain suc! products, particularly fuel oil and gasoline, lumber, merce in any section or community, or tend to er especially for shipbuilding, cement, firebrick, copper, ™0noPoly of any line of commerce.” A similar rule is n . . . against a hol ry company acquiring » stock of competing lead, zinc, aluminum, nickel and certain other metals a me nee, OCS ee ll va ¢ ] j ; ao corporations With respect to interlocking directorates or al oy Ss, inc uding in Some cases finished manufactures prohilt ition applies only to < ertain cor porations where thereof, and certain food products required by the Army one of them has a capital stock, surplus, and undiv de and Navy, especially certain canned food products. profits aggregating more than $1,000,000, and then use the companies so related ‘‘are or shall have been t For Government Control of Steel Prices tofore, by virtue of their business and location of opé boa ; . ; : : ; ympetitors, so that the elimination of competition ! rhe experience ol this Government in the question ment between them would constitute a violation ol of fixing prices is one that has been carefully followed the provisions of any of the anti-trust laws.” by the commission, which has furnished extensive data It is evident, therefore, that in addition to a Vv . . . ss : rehensive survey of these relations between rporat for this purpose to the Fuel Administration and to the '! : ‘ pes aiely Swen é ‘ : ™ ne would be necessary to examine particular cases with War Industries Board The commission has also had care, both economically from the standpoint of their 1416 ery tuation and legaily from the standpoint of the ty of the anti-trust laws under the circumstances x<ist. This work, therefore, is large in extent and a greater expenditure than the funds hitherto the commission would make possible in view of other duties imposed upon it by law Adequate the enforcement of these provisions of law essary fo Sift Out Overdone Industries esirability of a comprehensive general survey perations of corporations and of a more par- <amination of those which are engaged in the and basic industries of the country is urged mmission. With respect to a general survey rations the commission points out that it would it utility to the Government and to the gen lic, including the business world, to have ymplete record of the financial results and con each industry. Accurate data, for example, g the extent of investment and the average n the various industries, the commission be uld tend to prevent the undue development of which profits are unreasonably low and t ge investment in those in which they are inord h. Such a result would be of great benefit to the business world, but to the public gen \t the same time data should be obtained ré the output of each concern and its relation her companies which would be of assistance ir estigations of intercompany stockholding and cing directorates. Data on Particular Industries insueccessful attempt has been made by the on during the past year to obtain on a volun- is brief reports from manufacturing concerns d by industries. It was intended after com these returns to send to each concern reporting nent of the combined results of the inquiry respect to the industry in which the reporting was interested. While the questions asked ich that, in the commission’s opinion, every cturing concern should be able to answer then difficulty and with little or no labor the re- were disappointing. In a large proportion of they were incomplete and in frequent instances ibtful accuracy. In view of these facts the com- m felt constrained to withhold the issuance of the ned statements originally planned. The work 1 to be of considerable value, however, as indi- ting the desirability of more intelligent accounting ds in business and also proved that if the com- attempted to organize any system of reports corporations generally it would have to begin on very modest scale as to the scope of information re- ed, and that if for particular basic industries it desired to have really comprehensive data it would e necessary to organize the work slowly and after ‘ carefully over the whole plan with the producers lves. To carry this work further will require a lerable appropriation which the commission ur recommends. this connection it suggests the desirability of nding the Federal Trade Commission act in those ons which relate to the power of the commission juire reports in such a manner as to make it t that reports may be demanded from individ- ngaged in commerce as well as from corporations. New Limit on Interlocking Directorates ce the convening of Congress on Dec. 3 the Ju- Committees of both the Senate and House have | to report with a favorable recommendation tions postponing until Jan. 1, 1919, the effective section 10 of the Clayton act which forbids in- king directorates of railroads and manufacturing Deccinber 13, 1917 THE IRON AGE 1417 concerns. The effective date of this section has been postponed twice, and, in the absence of further legis- lation, it would go into force Jan. 8, 1918. The mat ter is of very general interest to the readers of THE IRON AGE, as a number of the railroad directorates aimed at by the Clayton act are made up in part of leading men in the iron and steel industry. It is prob able that the resolutions will be finally passed before the holiday recess. w. L. ¢ MILLIONS FOR WAR Very Large Appropriations Will Be Asked— Heavy Guns for France Estimates submitted by the Secretary of the Treas- ury at the beginning of the new session of Congress last week call for appropriations of more than $153,500, 000,000 for the fiscal year beginning July 1, next, of which more than $11,000,000,000 in round figures wil be required for actual war purposes, an amount , VOU DOU DOD n excess of the corresponding appropria tions f the current fiscal year. Inasmuch as the total appropriations for all purposes for the current year have exceeded $18,000,000,000, it is altogether probable that ipplemental allotments aggregatu several billion dollars will be requested during the new fiscal year. The war estimates i ide no less than $6,615,936,000 for the military establishment, $3,504,918,000 for for tifications, and $1,014,077,000 for the navy. The enorm ous appropriation for the military establishment cor templates the maintenance of an army of 1,500,000 men whose pay wW aggregate $1,804,000,000. Under the head of the Ordnance Department are iv ided the following large item General ordnance stores, $25 500,000; manufacture and purchase of ammunition for small arms, $390,000,000; manufacture and purchas« of ammunition for practice and instruction, $75,200,000; manufacturing, procuring and repairing small arms, $50,000,000; repairing ordnance and stores, $93,400,000; purchase, manufacture and repair of automatic ma chine rifles, $237,144,000; purchase, manufacture and repair of armored motor cars, $75,550,000 These figures are considerably in excess of the appropriations for the current fiscal year The estimates covering the manufacture and pur chase of heavy guns for use in France are carried under the general head of “fortifications” although they are disbursed under the direction of the Chief of the Ordnance Bureau. They include the following items: Purchase and manufacture of mountain, field and siege cannon, $2,897,000,000; purchase and manufacture of seacoast cannon for coast defense, $12,200,000; pur- chase and manufacture of ammunition for seacoast cannon and for modernizing projectiles on hand, $6,060,- 000; for alteration of mobile artillery, including the purchase and manufacture of machinery, tools, and materials, $310,500,000; purchase and manufacture of ammunition, sub-caliber guns and their accessories for mountain, field and siege artillery, $93,000,000. The total estimates for fortifications represent an increase of $1,155,000,000 over the appropriations for the cur- rent year. The enormous appropriations made last summer for the navy, which have not yet been expended, have en- abled the Navy Department to reduce certain of its estimates, although some of the largest items show big increases. The total amount estimated for the pay of the navy for the fiscal year beginning Jnly 1, next, is $213,.239,000 as against $126,532,000 for the current year. The estimate for expenditures on account of naval aviation calls for $94,000,000, an increase of more than $30,000,000. Other important items include the following: procuring ordnance material, $25,594,000; machinery and equipment for gun shops for the Wash- ington naval gun factory, $2,500,000; new batteries for ships of the navy, $38,309,000; ammunition for vessels, $32,686,000; torpedoes and appliances, $1,- 000,000; reserve ordnance supplies, $33,000,000; ma- 1418 THE IRON AGE December 1 " chinery for war vessels, $50,000,000; completion of ves- Tin Plating with Coke Oven G sels now building, $60,000,000, coal and other fuel, $48,400,000. An installation of 22 furnaces utilizing co Under the heading of public works, the Navy De- having a heating value of about 525 B.t.u partment asks the following appropriations for various made by the Surface Combustion Co., Long |] vards and stations: Portsmouth, N. H., $489,000; Boston, N. Y., at the Baltimore sheet and tin plate p $75,000; New York, $1,600,000; Philadelphia, $2,400,000; Bethlehem Steel Co. Sparrows Point, Md. I Washington, $40,000: Norfolk, Va., $3,450,000; Naval ess of coating steel or iron with tin the raw Academy, $2,275,000; marine recruiting station, Port consists of black sheets usually about 20 x 28 Roval. S. C.. $100,000; Charleston, S. C.. $1,400,000: and varying in thickness from No. 26 to Ni Key West, $25,000; New Orleans, $450,000; Mare Island, These are pickled in dilute sulphuric acid to Cal , $1,200,000; Puget Sound, Wash., $200,000; Tutuila, scale and stored under water in portable st Samoa, $50,000; Guam, $100,000; Guantanamo, Cuba, from which they are taken as needed and fed int $200,000; naval magazine, Hingham, Mass., $30,000; bath. : Indian Head, Md., proving grounds, $160,000; Iona The furnace employed for the purpose cor Island, N. Y., $18,000; Fort Lafayette, N. Y., $26,000; firebrick setting built around a rectangular cast 7 or bath of special design. This measures appro torpedo station, Newport, R. I., $250,000; additional Se sue , . torpedo and ordnance stations (new) $250,000; trai ) Ot eee when filled to the working depth ne station, Newport, $110,000: training station, San contains 11,000 lb. of tin. A partition extending Francisco, $75,000: training station, Great Lakes, ength of the pot divides it into halves and h $35,000; marine barracks, Peking, China, $25,000; "©? the bottom extending throughout its ent a is thaiandlinn San Diego. Cal.. $1,500,000: fuel de One compartment is filled with molten tin co sat BIER OOD> ententions ties Maman Veale. ‘ flux of zinc chloride through which the sheet snr aa ’ a : nto the bath, while the other compartment, the , which are higher, contains palm oil through wl sheets emerge from the bath. A set of gear dr Butterfield & Co., Ro Island, Que., have recently are provided for drawing the sheets through ompleted the erection of a complete plant for the tney are fed in by the operator. production of small tools and are now in a position to \ll of the burners employed in the furnaces ake orders for all kinds and styles of twist drills and yn the high-pressure system with single-valve milling cutters, in high-speed or carbon steel. They ind one pipe for distribution. | The gas is supplied t ire especially equipped to handle orders for drills, mill plant at a pressure approximately of 10 lb. | other in., which eliminates all blowers and compressor burners are of the impact type and heat refractory in the combustion chamber. This chamber is locat« ler that portion of the pot where the cold sheets ars The name of McLain’s System, Inc., 906 Goldsmith nto the bath and the burners supply all the heat needs Building, Milwaukee, has not been changed to the Mc for normal operation. The arrangement of the burr Lain-Carter Furnace Co. as announced in THE IRON AGE ind the chamber is shown in the right portion of the of Nov. 29. The latter company is a separate organiza ing hobs, etc., used in the making of shells and munitions. tion which will market the oil burning open-hearth fur- *From information obtained from William J. Harris 7 : x 3 engineering department, Surface Combustion Co., Long Is nace formerly sold by McLain’s System City, N. Y nm ir 980 Lb. of Steel Sheets Was Coated with Tin in One Hour in a Furnace Employing Coke Oven Gas to Keep the sin Molten Condition ‘# December 13, 1917 THE IRON AGE 1419 Compartment of the Tinning Pot Contains Palm Oil and in the Adjoining One Tin Covered wit) I Is Kept in a Molten State; at the Right the Construction Has Progressed Further d the Supt I Burner Which Warms up the Pot when Work Is Started f the Week Is Show! of the group engraving. The passage of the poor work by new employee n previous through the outlet side of the bath is relied upor processes pply all the heat required under ordinary condi Lower production while new employee is When the pot is being warmed up at the begin working up to his best skill f the week, it is necessary to apply heat to the 4 Additional accident cost due to higher rate of ‘ompartment, and for this purpose a single large of the non-refractory bed type is provided at the d of the combustion chamber. This will be no the right portion of the group illustration un ith the set of rolls which have been removed from 1 th. a test made of the installation 7850 lb. of steel sheets a vated at a temperature of 650 deg. Fahr. in 8 hi he amount of gas consumed was 5376 cu. ft. having a g value of 525 B.t.u. This was at the rate of 980 per hr. with a gas consumption of 672 cu. ft Labor Turnover Records paper was presented at the meeting last week ir New York of the American Society of Mechanical En gineers by Richard B. Gregg, New York, on labor turn- records. From it the following notes have beet By measurement and analysis we can determine, or east approximate, the cost of losing a worker in a ilar position and training another. These costs iy be roughly divided into overhead costs and operat g costs. \mong the overhead costs there are: More rapid depreciation of machinery because of ignorance or lack of skill of new workers. Extra floor space and extra machines to provide against idleness of a certain amount of ma- chinery due to shifting labor. Operating costs may include any or all of the fo wine Time of increased superintendence or office work, including: Time spent by foremen or superintendent in discharging a worker where that is the way the vacancy occurred. » Time spent by foreman or other workers in training the new employee. Time spent by clerks on additional payroll o1 other records. Machine costs, covering: 1 Time machinery is idle when a new worker cannot be obtained immediately. h Idle machinery for temporary stoppages due to ignorance or lack of skill of new worker : Repairs to machines or renewals of tools broken for the same reason. Material costs, including: t Waste or damaged material due to ignorance or lack of skill of new worker. h Difficulties in subsequent processes due to accidents among new employees These two kinds of overhead costs and four group of operating costs, while not exhaustive, serve t illustrate the method of observation, recording, meas urement and analysis which is j