The Iron Age 1920-07-15: Vol 106 Iss 3

ESTABLISHED 1855 a Le n ; Ps any ¢ ee " y oT i ors tt Many Equipment Features in Hercules Foundry Notable Result of Co-operation between Management and the Industrial Engineer SAC las an OE Tat a 'T two years ago the Hercules Gas Engine herewith described was designed to make the cast- Co., Evansville, Ind., recognized the need for ngs for about 120,000 engines a year, thereby a new foundry equipped to turn out castings taking care of the concern’s present trade and allow ‘ate commensurate with the increasing demand ing for expal n for a term of years at the antic a aPbar products. The company manufacture Tal al ‘al ! opment in busine Quantity s of from to 12! » Np., me and The Hercules foundry occ upies a tract ; “abou 120,000 gas engines a year. The lant IS e@quin jed uith three 96-7 "hi gt po ify ¢ rota ( ) if 250 to pla juipped ree § 2 UU Tons Pne umatic charging mac hines } ] rOUGgI ‘ f }/ of [he ¢ upola ecure proper distribution of the charge. ss . I. . ) ’ yj # ; . aring trucks ope rated hy 8 } } ( f insport cars for pig I ¢ and facing and wh } ] di (l ) i Hardy, engineer in } ry i 7 5 ; j chanica equipment. The ; “3 20 ) 2 )} mo CO) rac from core . 7? — ‘ ) to mo ading floor. The ent } 0 Di [ ly f monorai £U/8- mdividual mold ng floors are &s j L erhead rar pera ier by hand or ; , . : . ; ' ric motor, ac ording to the scope of tie M alone The plant is on an open-shop basis and piece wo f par I rd, molders are . [oO p? uce. and that the u do so is borne o ae! 124 THE IRON \ Suspended Mechanical Belt Conveyor Untloads Core Sand AGE July 15, 1920 a 1 eae, a kh, 1 i. a and Core Oven Coke from Cars to Hoppers from Which The Pass by Belt Conveyor to Basement Storag labor was the aim in planning and equipping the plant, and that the aim was achieved in large measure is evident from the numerous noteworthy features introduced to effect short cuts in produc- tion. As is the case with any industrial foundry as distinguished from a jobbing shop, the special character of the work lends itself to a high degree of development in labor-saving devices and methods. The many new ideas put into practice in the Hercules plant are testimony to the skill of the engineer and the designer, as well as the ability of the management to make practical use of past ex- perience in its particular field. In this connection t shou'd be observed that foundry practice is more exclusively empirical than most branches of iron and steel manufacture. What has been achieved to-day is largely the result of the accumulated ex- perience of the men on the molding floor and at the charging door, who have gradually discovered new g and better methods, many of them, no doubt, by chance. The problem of the Hercules company de manded that close attention be given the special character of its castings and:+idiosyncrasies in their manufacture previously worked out. To this end the management co-operated to advantage with the consulting mechanical engineer with gratifying re- sults. One of the outstanding features of the foundr is the core department, which, as will be noted in the plan view, is at one end of the building adjacent toa railroad siding. Starting with the raw material, core sand and coke for the core ovens are unloaded from the cars by a suspended mechanical belt con veyor into hoppers from which they are carried b belt conveyors to the basement below. Here the From the storage the core sand is taken by wheelbarrow and dis charged into a hopper from which it is taken by belt conveyor to a Simpson rotary core sand-mixing machine. To facilitate the use of unskilled labor, are discharged into storage bins. Core Sand Is Fed to the Mixing Machine by Belt Conveyor. The sand is discharged direct from the mixing machine to a wheelbarrow below ry? ) i re-sand mixtures have been July 15, 1920 4 \ \ ‘ Lf ' i 7 i! | ; cir —<+r —_ Renae | | Samual = | a Mt tnt I ind WI ( THE IRON AGE 25 standardized so | that is required of employees is to discharge per number of wheelbarrows full of Sand ee | ; ; 7 1 r - . that » the nrea hopper and to make the proper number of turns the crank on the oil and water feeders. Th ' e Ol nducted to the mixing room from a 10,000-gal inder the railroad siding, the oil being fed the tank by gravity through the middle of the by pro ri¢ The sand-mixing power, and button machine control is operated has t-6 0 eee been se ee a = — 1s 4 1 —_ > | --—_—_—— 4 } —eg =) & — pd bee pf 4 = «= «| 7 res | ——— be = “ape rr Tee - | i dl -— - — Pe e——_j fl _y 7 “= sotinsomnmnendiivadlie T if ag ; i— } + aa - ” —— 4 | “ 4 \ > a a) — Rivne + A / 2 ned ae —<— —= ; ; vided to eliminate danger to employees in handling knife switches Other equipment in the mixing room includes a Sly core sand reclaimer for recover- ing sand from some of the large cores, and a resin mill which grinds resin for resin cores. Approxi- mately a carload of core sand passes through the mixing machine daily, and this amount will subse- quently be increased if the development of business justifies it. In that event a second mixing machine will be installed. The core sand is discharged 7 # § . & } 126 . A, rN ad acy ot “ ee eee lire en ng machine to a wheelbarrow pelt \ I 1 taken by elevator to a meZZa- nine he re wher he sand is ( roe nopypet ead yr doy to th cor ( ( | ( ( erhead ind distribu \ ! rkeé ou Coit it A. H dy ( rey yf mechanical « | He ore distributed fron ( t the installation of ( ef l i expense ind or stly inkee} i he core } m similar kinds of work are done with U! ame core n ture and wherever possible res are made on molding machines, which are of he Champion type. In the opinion of the manage n or res are produced in this department ! rf r space than in a other count) Eventual the core room \ ( erved 0 re makers, wno, W th the aid a ! hines, will turn out cores for 350 £ engines per day. Adjacent to and parallel to the core room are tne core ove! which were also designed by Mr. Hard) \t present there are seven of them, but space has been provided for the installation of Core work of similar character is con- seven more. centrated in different sections of the core depart- ment opposite oO ne various core oven doors, sO July 15, 1920 then taken i elevator i i: ps C7 a \S — > f that like work will be baked in the same oven. As the cores are completed they are placed on racks hung on springs operating on trolleys engaging ie overhead monorails. A transfer crane operating on 4 a runway over the aisle between the ovens and the 4 core department is used to connect the monorails ¥ running through the ovens with those serving tl a core benches. Thus a given core rack can be mo ; directly from the core department into the pro] 4 ve without disturbing its contents. It will oted that the ngs on the rack eliminate su jal and jolt ‘ night otherwise injure the cor 1 tran The core ovens, as well as the sm flues leading from the ovens to the chimney, lined with Insul brick manufactured by the At trong Cork Co., which prevents the heat f1 j radiating from the ovens to the discomfitut emplodvees. In the case of the larger cores, ; ill make four vens W wo to three bakes a day, whi! r high as bakes are obtained with the s cores. The Pond truss roof construction is notewo in connection with the core ovens. The desig dua the roof is that there is overhead contin : sash on both sides of the ovens, thereby creati 2. draft which draws off all steam emanating fron ovens. The ovens are regulated by the recor pyrometers manufactured by the Brown Instru! such July 15, 1920 ~ LO., Philadelphia, and are coke-fired fron subwa\ 4 low 4 After cores are baked they are passed through the other side of the ovens and unloaded at = pection tables and storage shelves. They are ‘ hen pasted and trimmed and made up in sets and 4q Jaced on core racks which are then delivered to x e molding floor by Buda elevating trucks. The 4 ick sets the loaded rack down and does not take 3 away until it has been emptied by the molder, i iereby eliminating the labor connected with load- Zs i and unloading cores at the molding floor. <A : ifficient number of racks have.been provided to 3 irnish each molder in the plant with one and at a he same time have a number of spares for emer- ‘gl yency. Through the use of this method one em- oyee with an electric elevating truck is able to x stribute all the cores to the molding floors. s The material yard is located adjacent to one of a he long sides of the foundry. The floor of the ntire yard is a concrete platform on a level with the floors of cars on the switch track of the Southern Railroad. This arrangement proves advantageous for the handling of material arriving in box cars, as much of the pig iron used comes from the South that type of equipment. To accommodate the a nnage of material used, the stock yard is divided a nto pig iron storage, scrap storage and coke stor- 4 ge. The pig iron storage is sub-divided into % oden bins fronting on aisles leading from the ar doors to a connecting aisle adjacent to the THE IRON AGE 27 uilding. A Fairbanks scale is located in each pig ron aisle so that iron may be weighed before it is taken to the charging floor. When finally completed the pig iron storage will be equipped with a gravity conveyor which will transfer the iron directly from box cars into the bins, by use of an electrically driven elevator at the car. The coke storage consists of a platform inclosed with a high concrete wall having two openings on the car side and two on the foundry side. This yard is served by a suspended motor-driven convevor, shown in the illustration, which transfers the coke directly from the open-top cars to the platform. Two Fairbanks scales are used to weigh the coke before t is taken to the charging floor. The scrap storage is served by two five-ton Pawl- ing & Harnischfeger electric traveling cranes op- Upper Circle Ope Separate the Wings of the Foundry Thereby Insuring ¥\ KMet! Ample Light and Ventilatior ind Incident r b Storage Space for Flasks ta a ia 128 THE IRON AGE erating on runways extending over the side track to permit unloading by magnet of scrap arriving in gondola cars. Under one of these crane runways is also a water-filled slag pit into which the hot slag is discharged so that it will disintegrate. From this same platform deposits from the pit, as well as other refuse from the foundry, are loaded by crane- operated grab bucket into cars. To facilitate the movement of coke, pig iron and scrap from the vard to the charging floor, the engineer in charge of mechanical equipment de- signed special cars. To render them easily movable bv hand, all of the cars are equipped with caged roller bearings and self-oiling wheels, the two front ones being on casters. From the material yard to the two elevators serving the charging floor the cars are moved by Buda elevating truck, unless the dis- tance is so short as to make the use of motor power innecessary. The charging floor is 27 ft. above the foundry floor and is of concrete construction. Except for a wall waist high the floor is entirely open to the outside of the building. This arrangement insures plenty of air and a cool temperature to the cupola operators but, of course, would not be adapted to the severe climate of the States further north. The charges of coke and iron delivered by elevator to the charging floor are delivered simultaneously into both sides of the cupola by pneumatically operated charging machines which tip the cars so that their contents pass by. gravity into the charging doors, which are also air controlled. It should be noted in this connection that the cars containing pig iron and scrap are entirely open on one side, while the coke cars are so arranged that one side can be dropped for the discharge of its load. The foundry is equipped with three 96-in. Whit ng cupolas which will melt a total of 250 to 300 tons of iron per day. It will be noted that the charging doors are at a height of 27 ft. above the foundry floor. This height, which is greater than is usual, has been found conducive to an evener melt and economy in fuel consumption, as the heat generated in melting is conserved for heating the cold iron above. While there is nothing novel about charging machines, mechanical charging in this instance is made through two cupola doors. Simultaneous charging through two doors, it has been discovered, makes for an even distribution of the iron and coke, thereby overcoming the chief objection to charging machines. The blower room is on the mezzanine floor di- rectly below the charging room and is connected with it by circular stairway. The room has a con- crete floor and is inclosed on all sides with continu- ous sash on the outside. The equipment includes three motor-drive rotary pressure blowers of the P. H. & F. M. Roots Co. type No. 615. Each blower has a capacity of 52%, cu. ft. per min. and is con- nected by pipe through the floor with the cupola. The blowers are served by General Electric Co. 90-hp. motors. The Hercules plant occupies a tract of ground $13 x 550 ft., and is divided into three wings sepa rated by open bays which insure ample air and light for the workmen and incidentally serve as storage space for flasks. The cupolas front on the largest wing, the main bays of which are devoted to the heavier work, including bases and fly wheels, while the two bavs on either side are used for molding lighter fly wheels, bases and pulleys and to snap flask work respectively. The second wing f the building is devoted entirely to the molding f cylinders and work of a like nature requiring ( July 15, 1920 a special mixture of iron. This third wing is occu- pied by the core department. Each cupola is equipped with a Brown Instru- ment Co. blast gage recorder. From the cupolas the iron is discharged into ladles suspended from a monorail which connects with all parts of the foundry. Switches from the monorail system pro- ject into the main bays of the foundry adjacent to the cupolas where six five-ton traveling cranes, five of which are Pawling & Harnischfeger machines and one a Whiting, pick up the ladles and move them to the points where they are needed. To fur- ther facilitate the movement of ladles from the cupolas to the heavy molding floors, it is proposed to lay tracks for ladle cars directly from the cupola into the main bays of the foundry. In these bays are a number of large jar roll-over molding ma- chines, representing an investment of about $8,000 apiece, which were manufactured to special order by the Davenport Foundry & Machine Co. There are also a number of smaller molding machines. The monorail is equipped with ball-bearing trol- leys designed by Mr. Hardy to insure a maximum ease in operation. From the monorail, ladles are taken by pneumatic hoist suspended from hand power cranes to any desired point on the molding floors in the smaller foundry departments. Each molding floor is equipped with two of these over head portable cranes fitted with ball bearings and 24-in. wheels. The cranes, the wheels and bearings of which were designed by Mr. Hardy, are moved easily by the molders during the progress of their work. The men use portable molding machines and start work at the connecting aisle, setting down their molds as they are completed until they reach the other end of the molding floor. To facilitate the movement of the molding machines the entire plant, with the exception of the connecting aisles, has a concrete floor, covered with sufficient sand to pro- tect the molder as well as the floor surface. The connecting aisles, running under the monorail sys- tem, are laid with wood block to prevent dropping iron from popping and frightening the men. The Hercules plant is on an open-shop basis and piece-work rates prevail. That this method of com pensation is conducive to production is borne out by records of output. To illustrate, two molders on one floor regularly show a daily output of 170 molds for 1!2-hp. flywheel castings, and it is be- lieved that this production could be increased to 300 if a pour-off gang were used. Each foundry department has its own cleaning room, equipped with Sly motor-driven tumbling barrels. There are 24 tumblers in all, the majority of which are square, 42-in. x 42-in. x 60-in. and 48-in. x 48-in. x 60-in., while a number are round, 36-in. in diameter x 60-in. in length. All of the tumblers are on roller bearings and are equipped with fly wheel and safety brake. There is but one sand blast machine in the entire plant, it also being 0! Sly manufacture. Sand blasting has been reduce to a minimum because it was regarded as mort economical to spend money on facings than in sand blasting. Facing sand is delivered to the su basement of each foundry department through trap doors in the storage yard. From the basement th: sand is conveyed by bucket elevator to the found! floor. A Simpson motor-drive intensive rota! mixer fed by a scoop elevator is used for mixi! facings. The foundry is equipped with an American sa! cutter which attaches to plugs in the columns and is operated by electricity. Electrically driven po! able Champion sand screens are provided for pr: July 15, 1920 THE IRON AGE 129 ‘ Buda FElevat Truck Deliver designed by Clement A Hard engineer in charge ¢ f the mechani department, dis y harge t content fron one side I ‘ flea Se f ; iever;r t ( i Klevating The r ' are taker i truck % department to the mold { f where the remain until ¥ er } ised : the cores eC er ee ee 130 tically every molding floor. The foundry is also equipped with two magnetic separators. Most of the cleaning, screening, cutting and tempering of sand is done by the night gang to enable the day shift to concentrate on molding. In the core department a space has been set aside for molding machine repairs and flask joint grinding. Most of the flasks are ground on a face- piate grinder, type No. 24, manufactured by the Gardner Machine Co., as it has been found that this method of grinding will produce as accurate and as smooth a joint as machining. Other equip- ment in this shop includes a swing grinder and an upright drill, manufactured by the Rockford Drill- ing Machine Co. Adjacent to the machiné shop is the truck-charging department where the Buda storage battery trucks are recharged. A space in the core department has also been set aside for girl core makers, although use of female labor has not yet been found necessary. It will be noted that the cleaning rooms are at the end of the foundry wings adjacent to a roadway which separates the plant from the old foundry, which will be converted into a machine shop. Thus the arrangement is conducive to a logical routing of work—the molten iron passing from the cupolas to the molding floors, and the castings from the mold- ing floors to the cleaning rooms, where they are finished, inspected, weighed, and taken to a con- crete platform, adjacent to the roadway and the machine shop, where they remain in storage until ready for further disposition. The cleaning rooms are equipped with swing grinders and dust collec- tors. The collectors discharge the dust into dust bins which are moved by elevating truck to the railroad platform. In the extreme end of the snap flask floor and adjacent to the cupolas is a well-lighted wash room for employees, fitted with wash bowls, showers and toilets. Next to it is a power room with a motor generator set, air compressor and switchboard. The entire building was constructed with Pond roof trusses with top-hung sash, furnished by David Lupton Sons Co., Philadelphia. The sash is erated by hand lever from below and provides ex- cellent light and ventilation. The foundry is heated by direct steam from the company’s power plant. The structure was designed by William E. Russ, architect, Indianapolis. The plant layout was de- veloped in accordance with the ideas of V. E. Mc- Mullen, general superintendent, and R. G. McSherry, foundry superintendent of the Hercules Company, both of whom have had long experience in gas en- gine work. The cupolas and charging outfit were furnished by the Whiting Foundry Equipment Co. and the blowers by the P. H. & F. M. Roots Co. The cars of various types were designed by the Clement A. Hardy Co., Chicago, engineers in charge of the mechanical equipment, and the tramway sys- tem was installed by Richards & Wilcox. The clean- ing room equipment and dust collectors were fur- nished by the W. W. Sly Mfg. Co., while the molding machines were furnished by the Davenport Machine & Foundry Co., the Champion Machinery Co., the Arcade Mfg. Co. and the Osborn Mfg. Co. Most of the electric traveling cranes were furnished by the Pawling & Harnischfeger Co., while the hand- power cranes over the smaller molding floors were installed by the Bedford Foundry & Machine Co. with such modifications as were specified by the mechanical engineer in charge of equipment. The air equipment gn the hand-power cranes was fur- nished by Curtis & Co. and the conveyor equipment for handling coke and sand by the Dow Wire & Iron Works. op- THE IRON AGE July 15, 1920 STEEL INGOTS, 42,000,000 TONS First Half of 1920 at That Yearly Rate—Further Increase in June The stee: ingot production in the United States in June as reported by the American Iron and Stee] In- stitute was 2,980,690 gross tons for 30 companies which made 84.03 per cent of the steel ingot output in 1918. This compares with 2,883,164 tons for the same 30 com- panies in May. There were 26 working days in each of the two months. Thumethe June output repyesents 114,642 tons per day for the 84 per cent, against 110,- 891 tons per day in May. If the remaining 16 per cent produced at a corresponding rate, the total output of the country in June was 3,548,440 tons or 136,478 tons per day. The figures below from the monthly report of the American Iron and Steel Institute show the distribu- tion as between Bessemer and open-hearth steel ingots. Statistics were not gathered in September, 1919, the first month of the steel strike or in the three months following. Monthly Production of Steel Ingots of Companies Producing 54.03 Per Cent of Total in 1918—Gross Tons Open Hearth. Bessemer All Other Total January, 1919 2,351,153 749,346 7,279 3,107,778 February soaws aeOnaeen 655,206 5,842 2,704,683 RE a ae 2,100,528 555,332 6,405 2,662,265 April 1,732,447 500,770 6,494 2,239,711 May ; ...-- 1,506,015 414,392 8,617 1,929,024 June. er rwreriee | 521,634 5,328 2,219,219 euly ... . 1,875,630 625,246 7,300 2.508.176 ARG 8 ei win. wears 1,988,651 748,212 9,218 2,746,081 January, 1920 ... 2,242,758 714,657 10,687 2,968,102 February . ~» 2,152,106 700,151 12,867 2,865,124 eee .- 2,487,245 795,164 16,640 3,299,049 OE is 5c ewndsion 2,056,336 568,952 13,017 2,638,305 ian iene a ae 044 615,932 15,688 2,883,164 June si 2,287,273 675,954 17,463 2,980,690 The ingot production in the first half of 1920 by the 30 companies reporting was 17,634,434 tons, which would mean over 21,000,000 tons for all the steel com- panies, or at the rate of 42,100,000 tons for a year. If production holds up to that rate in the remainder of the year it would put 1920 third in the list of record years, 1917 showing 43,619,200 tons and 1918 43,051,022 tons. Allegation of Profiteering Resented . UNIONTOWN, Pa., July 12.—Questionnaires asking for detailed information regarding various phases of coal production and cost have been received during the past week by Connellsville region operators from the Department of Justice with indications of the belief of the Attorney General that prices for coal are border- ing upon profiteering. So far no such queries have been reported by coke operators. In the meantime the coke and coal markets are showing little change. The questionnaires have aroused indignation in the region. Coal producers declare that the high price of the product is attributable entirely to the car short- age. Return a normal supply of cars to the region, they say, and the price of coal and coke will soon slip. Conservative operators in the region have long been fighting against runaway markets, but their efforts have been nullified by railroad handicaps which have piled up one after another, among them being the Interstate Commerce Commission order concerning open top equipment. The result is that the coke i! dustry has suffered materially. Railroads are planning a campaign of road better- ments in the Mahoning and Shenango valleys follow- ing settlement of the wage controversy. This progra! embraces not only purchase and construction of addi tional cars and locomotives, but extensive track renew- The principal trunk lines are preparing to repla worn-out rails with new equipment. le ais. A meeting of the American Pig Iron Associati will be held July 21 at the Youngstown Country Clu The organization will be the guest of the A. M. Byer Co., Pittsburgh. Merchant pig iron interests make v! its membership. Co-operation Tends to the Increase of Output Experiences of Various Companies in the Metal-Working Industries — Employee s Representation Plans Are the Exception a O what extent have managers of metal-working plants succeeded in their efforts to increase pro duction? The question has been much discussed in recent months. There has been great interest, also, in the results of all that has been done to improve the relations of employers and wage earners. Such improvement has a direct bearing on output, as has been found over and over. In view of reports from various quarters that a better day’s work was being given by labor in s metal-working lines, THE IRON AGE sent a letter to a number of manufacturers among its readers | isking their views and their experience. Reference was made in the letter to the efforts some com- panies have made in the direction of employee representation. The question was asked, also, whether lefinitely traceable effects of the prohibition regime could be reported, either in increased output or n improved shop morale. e oe : The replies show a diversity of opinion and of experience, so that generalization is not advisable, a n summing them up, further than to say that th:re has been more improvement in output than has a been taken account of in some utterances on the su ject. Several companies report the adoption of < rganization plans which have resulted in closer co >peration between the management and employees. 2 Of some of those we hope to present details later. \ HILE all the replies received cannot be given serve as a suggestion for other companies working or a at this time, those quoted below are fully rep- co-operative lines.—ED1TOoR. ] pe. esentative of the experiences reported, nearly all aa the companies being engag » producti a , . : ‘ npanies being engaged in the production of Employees’ Council at Buchanan, Mich. 4 hinery: ae ¥ Both the Clark Equipment Co. and the Clark Truc ae Joint Committee Plan of Co-operation tractor Co, of Buchanan, Mich., are operating under ' se . ‘ an employee representation pian, which is referred to The Bridgeport Brass Co., Bridgeport, Conn., has Ta = _ altlve pian In operation since n ia “The Clark Tructractor Co. has its plant at Bu of 1918. An officer of the company writ ' OW bal io ahah = teens east 7 hanan, Mich., and inder the same management as estadiisned avout ‘ ¥y@C¢ hn l ay . . P . + : ; . oe 7 er . ; — the Clark Equipment ( Therefore, the industrial re a t mmittee plan of co-operation and we cannot 1 1 a , ; | a a ations policy of both companies are the same. rhe o highly of the experience which we have had , ’ , a *, : ' iat employees of our company have had an employees ! We have found our employees perfectly will- ‘ os ’ representation scheme in operation for over six months neet us half way and the results secured have 1] ¢ W er ag have just recently published a shop newspaper, ta 5 ¢ eve, mutually Satisfactory e think tne : : } ° } | al ve a ; copy of which is enclosed. If you will take the time +3 lence [ this 1S the fact that during this period ; } , - : on , , ; to read the articles on pages 1 and 5 you will get a we ave en a great many strikes in our Indust! : , a ee es , N V very good idea of not only how the industrial council ‘ig tne se nd strike 1s now on in the Naugatuck ’ ; ” 4 ~— pw OD “Ve works, but what the men think of it. + $ liis, and-our Plant so far has not ee! rar : . . 3 Se [The paper referred to is an 8-page publication, ap- J We are thorough believers in the desirability o _— a ae of th Employees ' ae ee. aA aang Bern Rar eg eet ci NS The annual meeting of the Clark Equipment Co. is . . =“ S a VO At Lhe U Asiness 0 tne emp ye " - -? ‘ ? 7 y oT] li” th » y = le E r I 4 a ; reported. \ $; meeting le president, Kugene B 4 vhat is needed more than anything else to estab tol, ae : . y nirit of fider 1 neration i ’ Clark, made the statement that about 60 per cent of a 4 pir ol connhdence and co-operation 18 educatior . : 3 ; 5 , ae he company’s employees are stockholders under the ers concerning the business and competen Cala alate ena heme otested cheat fv 3 nij I am sending you a copy of our Industrial] “"?'°?*** participating scheme started about five ip. L all Ss@enatf#i « y sul n S lal . ‘ 4 é aie iat ; . ae vhi vears ago teference was made at the same meeting tin. la whien indicates the lines on which we have . ; . ’ a a ee a to the organization during the year of the Employees oe . vs AlINY : : ' 4 The Ir ee i leas ital 4 Council. Representatives of the council sat on the “4 f ndustrial Manual eterres to above is ) . ° : ’ . ¥ n. in size and conta Om sane Tt a , platform at the meeting and President Clark said that 2 in. IN 8$1Ze€ and contains o jages. l@ opject ol : a citi to: ahaa Gad a re th the management and the employees were “in- By P4UDIICALIO IS SvLate LO De tO make our reiatvions 7 : . ° ‘ ! 1 mor ntimate ll ba iona 0 lebted to them for a lot of earnest and at many times z lous an ore | ate—all based on a square : 9 . : 2 ff isak dale’ =a l. one ee inpleasant work Minutes of the council meetings r every one; to make every man and woman feel : \ , ' ee ae : were printed in the same issue EDITOR. ] i have an opportunity for self-expression, with i hearing on any subject that may better their a ag tion or surroundings or that would be of assist- ie Skeptical as to “Industrial Democracy” he company. The manual represents a vast placa of work in outlining the job grouping plan of \ man ifacturer of mining machinery, the writer aa npany which classifies the workers in the plant 0! the following, is not pers uaded that employee repre- 4 the three heads of crafts, specialties and labor, entation plans are a proved success: ee the object of giving every employee a prope! “Our experience would lead to the conclusion that ; I npensation. A week’s work consists of 4 majority of our employees are willing and ready to s hours and 36 minutes for each of five days. give their full effort, as long as their wages compare irs on Saturday. Where the conditions of favorably with those paid for fimilar work by other re 24 hours’ daily operation for seven days concerns. Our policy has been"to pay the going wage these departments work three 8-hour shifts n our various departments, together with the fact 1 each emplovee is off a full dav each week. that we operate on the premium plan, which permits ‘ 1 bonus payments are described in the an employee to i: rease is earnings considerably by ¥ full details are given of the plan of employee close application to the work in hand. t also of disability and life insurance “We have no plan of industrial government nor nd of the safety organization. The 150 employee representation, but endeavor to have every tute a unique document whi *h m ght well employes fee] free to present his grievance, as well as 3 131 death = wrepene eee een ee oe i ier same ac aterm see wpa: CR RS te ee ee Se we 4 rs ot a # ria ; é ‘ie % ed - F 2 ; a ; ‘ 2 7 t - i : B2 5 4 ei ae | ea te nate ee eee ee ee eee ee 132 THE IRON AGE to offer any suggestions. If I may be permitted to express my own views on the various plans of indus- trial democracy, I believe it is a fact that none of them are more than four or five years old. In other words, they have existed only during the period when com- petition for help has been keen and wages have been generally on the increase. I am frankly one of the skeptics who are in doubt as to what the effect will be when the conditions are reversed and it becomes neces- sary to lay men off, some of whom may be members of the various committees. I believe that many con- cerns, in their anxiety to avoid labor disputes, have gone to extremes. It is possible that after some ex- perimenting a middle policy will result, which can be generally adopted with safety. “National prohibition has not affected us to any extent, as this section has been theoretically dry for several years, and there was little change when the country at large went dry. This town has had no eleven years, and it is a fact that open saloons for the closing of saloons had a beneficial effect.” Efficient Management of First Importance The assistant general manager of a metal-working specialty company writes: “Our experience not only in the present year but also in the past has indicated that employees general'y are not prone to increase production without a stimulus of some kind. We do not believe the tendency to slack is very much greater now than it has been at any other time, except that men are receiving many more dollars in the pay envelope than they ever thought they would receive and, regardless of the purchasing power of that dollar, they are taking more days off for rest, recreation or other purposes than formerly. “To overcome the undesirable tendency just above mentioned, we have found that increased efficiency in supervision and management was required. We have long believed that efficiency of management was of more importance than was efficiency of the workmen, and we have spent the greater part of our endeavor in developing real honest, efficient’ management before experimenting with the workmen. The results have been extremely gratifying, and we believe much more satisfactory than in the case where efficiency has been applied to workmen first and management last. “By efficient management we mean efficient foremen and sypervisors, efficient records and control, and have found that the worker is bound to respond more fully to the stimulus of efficient management than he is to his own personal efficiency. “Also, we have found that the amount in the pay envelope has increased faster than our increase in production, yet we believe the increase in production which we have received is not disappointing, in spite of the fact that we have not entered into piece-work arrangements and largely rely upon a day rate basis— a day rate, however, under which the output efficiency of every employee is carefully considered in establish- ing his proportion of pay envelope return. “Prohibition, we believe, has helped output in that our workers are much more steady on their jobs, and in addition to this have been able to save more money than at any time in the past.” Fifty Per Cent Increase in Output A company whose machines are widely used in the metal trades has had an exceptional experience: “We are very well satisfied with the production at this plant, as it is 50 per cent greater per capita than it was before the war; that is, than at any time before 1915. Our wages have increased 120 per cent on the average; but, as you can readily see, our net labor costs have not gone up in the same proportion. Un- fortunately, other people with whom we deal do not seem to have had the same history, the consequence being that we are paying from two to four times as much for material as we did before the war. “We feel that this increased production is due to the fine spirit of understanding and confidence that exists between the owners and workers in this estab- July 15, 1920 lishment, and is especially due to the fact that piece workers have in the main lost all fear of having prices cut. The writer feels that if this confidence could be implanted in business in general the workers would give the limit of output conformable with maintenance of their good health. “We have no evidence that prohibition is helping in our particular plant, as we were very careful to contro! this question before the abolition of alcohol. In other words, we did not put up with interference with our business for this or any other reason not considered to be a good one.” An Increase Over War-Time Output A Central Western company has made a definite advance jn output since the close of the war: “It is difficult to make an accurate comparison of output per man per hour with other periods, due to the difficulty in determining exactly how much the question of improved methods enters into the consideration. In our own case, since 1916, we have been installing a considerable number of machine tools and making other improvements in our processes which should consid- erably increase the average output per man per hour. “Our output per man per hour has actually in- creased since 1916, but the figures given below do not attempt to indicate to what extent improved machinery and processes have contributed to this result. We keep an index figure representing output per man per hour, which for the last few years has been as follows: First Qr. 1916 1917 1918 1919 1920 114.7 144.6 145.1 162.1 171.0 “In addition to improved manufacturing processes for bringing about the above results we have been endeavoring, over the past few years, without any formal programs or organization work, to keep a close personal touch between management, supervising force and men. “With respect to your question on the effect that prohibition may have had on output, we have no figures, but simply express the belief that absenteeism in our plant would have been greater under the old conditions than it has been with prohibition in effect.” Younger Men Lack Dependability A Pennsylvania company speaks from an experi- ence of many years: “Our company has been in existence since 1867 and never had labor troubles of any kind preceding the war, and our men were efficient and satisfactory in every respect. We employed at that time almost ex- clusively ‘Pennsylvania Dutch,’ but during the war we employed any nationality, as we found it necessary to increase our production very materially, and we placed all of our men where possible on a piece-work basis, with the result that a largely increased production per man was attained, so that many of our men were able to make very large earnings. “We had made it a rule for a number of years to add to our organization only men under 35 years of age, preferably under 30. The result was that these men were able to earn exceptionally large wages and during the war they would come out early in the morn- ing; but since the war ended the wages have stil! further increased per hour, and the more you pay the less hours they are willing to work. They no longer come out at the proper time in the morning, but often report very late, sometimes giving the excuse of having overslept, and then again they do not report at all. On account of the scarcity of labor we are obliged to be governed to a large extent by their wishes in order t get any production at all. “We find these young men have very decidedly bee! spoiled by the great increase in the rate of wages They have no interest in the affairs of the compan: as older men have, and they are only interested in t! amount of money they can get in the shortest number of hours of work. So to-day at our plants we hav established a rule always to give preference to men over 35 years of age, preferably over 40, and only use July 15, 1920 men under 35 when it is not possible to get other men. We find the older men are more regular and will pro- duce considerably more than the younger men, for the younger men will not report regularly, and a great deal of their time is spent floating from one plant to another, trying to find out who will pay the highest price for labor. - “In our opinion the wages that are being paid venerally at the present time are too high, and ad- ancing them in any way will make conditions more serious than they were before; but from the fact that here is this bidding from day to day by our com- netitors, we are obliged to follow, as we are not large nough to establish a rate or policy .as should be estab- shed by the largest corporations such as the United States Steel Corporation. Corporations of that size ist take the'lead, for, believe me, this is a very ious question that has to be worked out. This suntry requires more labor, and immediate action 1ould be taken whereby foreign labor is brought to this intry to relieve the situation and in the end benefit asses. ‘As to prohibition: We are of the opinion that.con- would be much more serious if the saloons were as they were five years ago, and I should dislike nuch to see such an attempt made, for not only ild we have a worse shortage in labor hours, but it ild be useless to attempt to control labor in any inder such conditions.” More “Sickness” Under Prohibition \ \ New Jersey company, carrying on a large opera yn in the manufacture of supplies for foundries and ier metal-working plants, has had an unusual ex- rience with the prohibition régime: “Replying to your inquiry in regard to the willing- ss of employees to co-operate for the increase of itput, we can only say that this company has always | reason to feel that the loyalty of its employees was of its assets. “While there may be one now and then who does ‘co-operate,’ our belief is that his fellow workmen or to bring him into their way of thinking. The fact that this company has never had a strike in its years of existence would indicate that we are very ich like a well-regulated family. “So far as prohibition helping output is concerned ‘annot say definitely, but the writer knows in his vements throughout the factory that there appears more sickness among our older employees, which accounted for by them on the ground that they were the habit of having a glass of beer with their dinner; in lieu of beer they are obliged to take medicine ire bodily difficulties, and that they are less fit for rk and so are obliged to remain at home. In other ls, men who were practically always at their daily are now frequently absent, and the above is the son given; and, as we have already said, they are ng our oldest and most reliable men.” Access to Officers Counts for Much lhe president of a company which manufactures ating and recording instruments finds great ad- tage in direct contact of management and men: ‘We manufacture scientific instruments and we re- skilled labor, which is without doubt better than abor available for heavy work. We do not have lifficulties, as experienced by many plants, and | his is due to the class of labor which we employ plant is not so large but that we can keep in vith each individual employee. If any man has ance it is our policy that he can have an inter- vith the general manager, and every employee stands this. If the employee cannot secure satis- from the general manager he can see the This is not simply policy, but as our concern » large it is done. ‘here are, of course, workmen who are unreason- their demands, when we cannot satisfy them, we have comparatively little trouble. I realize t the feeling existing in our plant, due to the ability THE IRON AGE 133 of any man to see our general manager or the president about his grievances, has been of materia] benefit in securing harmony. “We have not adopted any of the so-called new methods of securing increased production. We do not pay the same rate of wage to each man; we try to pay them according to their ability, hence there is a natural effort to prove satisfactory and increase their wage. “Regarding prohibition, I feel that this has been of material benefit to us in cutting down accidents and absence from work. We have had one or two cases in the past of injury due to intoxication, which naturally have not occurred since prohibition went into effect.” Co-operation Brings Results The general superintendent of a company employing large numbers of men, mostly operators of machine tools, writes: “We do not believe that we can offer any testimony which would be worth very much. We are sure that we have seen no indication of increased production which can be attributed to prohibition. We believe this problem will have to be worked out by each manufac turer individually, but each manufacturer must keep in touch with his associates and endeavor constantly to sell the idea of increased production. “In our own place we find that making the rela tionship between employees and the management one of co-operation has tended toward results. We also believe that any kind of good propaganda in the fac- tory which will give men something to think about in ion with the right solution of the problem keeps them from brooding over daily paper headlines.” ¢ BI + connect A Bonus for Increased Production A maker of heavy tools is hopeful of results from a bonus offer made early in the year: “In the attempt to obtain more than the usual amount of co-operation on the part of our employees for an increase of output, four months ago we offered a certain percentage as bonus for greater production. Unfortunately during that period freight embargoes which caused delay in receipt of material as well as shipping, and some other causes over which we had no control, prevented any increased effort on the part of the workmen from showing in the actual figures. Nevertheless, we continued the same percentage for another quarter and believe that a fair measure of suc- cess will be achieved. We have had no employee repre- sentation in the management of this business, and have rather looked with disfavor upon this, based upon the unfavorable experience of some other concerns as reported in THE IRON AGE and other periodicals. “There is no doubt in our minds that prohibition has helped output. Men who formerly had to stay out the day after pay day do not do this any more.” Individual Responsibility Not Realized At a New Jersey metal-working establishment the decrease of output is attributed in part to wrong teach- ing of labor unions. The general manager writes: “We have not found that the average employee is willing to co-operate with the idea of increasing pro- duction. The majority seem to have the mistaken idea that everything should be done to decrease production and we believe this is more nearly the average condi- tion throughout the country, and it is a condition which has been very greatly aggravated by the teaching of labor unions. Innovations in the way of employee representation are not of much help unless the em- ployee himself realizes the necessity of maintaining or increasing production, and at the present time this is something he does not seem to do. “As far as prohibition is concerned, it has helped some of our employees very materially. On the whole we deem it a good thing; but the good of prohibition has been more than offset by the evil of labor union teachings to decrease production and the tendency of the average employee to-day to loaf as much as he can and still hold his job.” nn ean nS Sid “oe eee bee Bia : is i | yi pa t i % a} f 7 ie] nee § a” es i a4 Ww 2 ; + ah 4035 ba _— in a ¢ i i x $ tg oP ; ya ; i fs he § as %.¥ Rie t 5s re F . 2 2 te , , a! ¥ “ Li Le 4 a 4 aa 3 Angle and Pipe Bending Machines [The angle bending machine shown in the accom- panying illustration is manufactured by the Wallace Supplies Mfg. Co., 412 Orleans Street, Chicago, and is for bending channels, rounds, square, square twisted, special section and flat bars on edge. A appearance is for bending pipe or pipe 75 outside diam- angles, tees, machine similar in tubing eter). The form, the up to 2-in. size (2.375 in. bent is clamped to the head or machined to suit the section of material. Angles can be either with the web of angles on the inside or the outside of the circle. A follower bar operates between the rollers and the ma- terial and is machined to suit the section of the mate- rial. The roller bracket for the follower bar is ad- justable to and from the center, with a range to admit of the use of forms as large as 50 in. in diameter. Ma- chines with greater adjustment can be furnished when material to be form being bent Machine for Bending Angles, Channels, Tees, Rounds, Also Square, Squa Twisted, Special Section and Flat Bars on hdge \ similar machine supplied with four forming heads bend pipe to a radius ot 0 deg. or less required. A U-shaped clamping plate holds angles to the follower and prevents distortion of the angl is explained that the clamp quickly bar iron. It can be applied and removed. The machine is operated by a lever engaging a fric- clutch pulley for forward and and is equipped with adjustable stops to aatomatically dis- engage the clutch when the bend is completed; also, to disengage the clutch from reverse when rollers have returned to the starting position. The stops are ad- justable to suit any degree of angle required. The heads or forms are not standard but are made to suit the customers’ requirements. The illustration shows the machine equipped with dies suitable for bending angie iron, with the web of angle which is in the horizontal plane to be bent to the inside of the circle. Samples of work bent up are also shown. Four forming heads are furnished with the pipe bending machine for bending pipe to a radius of 90 degrees or less as follows: 1 in. iron pipe to 6 in. ra- dius, 1144 in. pipe to 9 in. radius, 1% in. pipe to 12 in. radius and 2 in. pipe to 14 in. radius. The bends can be made cold and without the use of an inside follower or floating mandrel. Special forms and inside follower bars can be supplied to suit