The Iron Age 1922-05-18: Vol 109 Iss 20

THE IRON AGE ESTABLISHED 1855 New York, May 18, 1922 VOL. 109, No. 20 Progress In Reducing Manufacturing Costs Demand Revives for Rapid-Production Machinery—lIncreased Output by Workmen Nearly Maintaining Their Daily Earnings— Changes in Manufacturing and Sales Methods followed the temporary check after the armistice of Nov. 11, 1918, it was evident to all manufac- turers that 2 turn in the upward curve of costs must There was, however, a wide- [) stow the period of rapidly rising prices which eventually come about. spread belief that, following more than four years’ curtail- ment of production for general purposes in Europe, there must be a continuing demand for goods, and that this would defer for several years the natural development of the business de- pression which always follows a period of excessive rise of Accordingly, very few manufacturers hesitated to continue increasing their plants and to order improved machin- ery for saving labor. While wages and prices continued to rise, it was probable that a new machine calculated to save its st in a year would actually do considerably better. The result of the general desire to put in abor-saving equipment was that all shops manufacturing rapid-production machinery booked orders for months and even years ahead. The arrival of the general depression was as sudden as it was unexpected by the vast ma- jority of manufacturers. Nat- irally, every one canceled out- standing orders for new equip- nent, in the endeavor to con- serve enough capital or credit carry the excessive invest- nent in materials and finished ‘oduct. Such cancelations were ‘Tom stern necessity and not ‘rom choice. If ever cost-reduc- ng equipment is needed, it is ‘uring the period when prices re falling; but wages, as usual, me down more slowly. prices. *Consulting engineer, New York. In such a time all articles must be produced from material and labor bought at point in the declining curve of prices, and sold at BY STERLING H. BUNNELL* eceRDeneencenennaeneNne iy eeeen see Fes this article, the third of the se- ries dealing with results of his recent investigations for THE IRON AGE, Mr. Bunnell tells of what a num- ber of New England machinery man- ufacturers have done to meet the sit- uation thrust upon them by the de- pression that came im 1920. Rapid- production machinery has been in de- mand for the reduction of labor cost, and a number of machine tool builders have been at work on changes in de- sign. Details are given of one com- pany’s methods, as an example of what smaller shops can do under the new conditions. The subjects of Mr. Bunnell’s articles already published and of those yet to appear are as fol- lows: 1. Taking Advantage of the Busi- ness Situation — Readjustment in Metal-Working Industries Should Fol- low the Trend of Events—Diversified Products and Sales Outlets—New Lines for Old. 2. Putting Idle Equipment to Use — How Some Manufacturers Are Keeping Their Plants Busy. 3. Progress in Readjusting Manu- facturing and Sales Costs—Demand Revives for Rapid-Production Ma- chinery—Changes in Manufacturing and Sales Methods to Reduce Expense and Increase Volume of Business. 4. Progress in Conversion of War Factories—What Several Large Com- panies Have Done in Refitting Shops and in Shifting to New Production Lines. 5. Broadening the Sales Field— Facts Concerning Seven New England Companies—Plans for Selling to the Individual Household—Direct Sales Plans for Articles of Personal Use. PENNELL TURUEFDOREROD POORER LERDNORTFONERORLTETERPRrETTrAUFTERE NED)! (FED) ereryONBED PrHE NTT HrTT FO ORERTEERT PERTHNERE tion costs. i renee another point later, and therefore lower on the curve. The saving effected by improved equipment may be the difference between a margin of profit on the one hand and a definite loss on the other, therefore between suc- cess and eventual bankruptcy. At just such a time, when funds for new equipment are most difficult to obtain, the need for the equipment is most urgent. A Call for Rapid-Production Machinery It is therefore quite to be ex- pected at present that the first returning evidences of business improvement should be accom- panied by evidences of revival in the manufacture of rapid- production and other labor-sav- ing machinery. There is a gen- eral supposition that, because thousands of productive ma- chines were made and installed during the period of war and post-war activity, no more ma- chines of any kind can be needed for several years. But the ne- cessity of improving on the methods which were good enough during the years of wasteful extravagance and easy profits inevitably will force manufacturers to hunt out and find these wastes, and at any cost provide equipment to reduce them. This is the thought which prompted the recent inquiry of a manufacturer to users of his machines, asking each user to write fully, stating where, in his opinion, are the greatest losses in the present operating methods. The information so gained will be used to point the way to the design of new ma- chines to fill the wants thus disclosed, and so to enable the purchasers of such machines to reduce their produc- Inquiries made by THE IRon AGE among manufac- turers of production machinery show unanimous belief that the upturn in business which came at the end of 1339 a ae 3 hag? ayy Rin thon fae ielieradiies am er oe seen > ewe _* em al eal ial isi ita ia ilbrhen BR re eR a terete re en ode Se i A NS GL i I is A ile Rice, 2 Ngee opal ¢ aa ; . oe Pat MT Cn . * f e. | 2-5 4 eo sal 4 7 a. . 7 . rate bia: a pee cect! Pn gern mega att, beets. A An AC CRIT RO j an ‘ ca ” ne 8 A . tis r. ‘ ; . a foo ai: z Ste ‘ ¥ 1340 THE IRON AGE the year 1921 has continued steadily. This is direct evidence of the resumption of the purchase of new equipment to reduce costs. The shops making standard general-purpose lathes, planers, drillers, and other ma- chines report the least increase, and most of them are operating at a fraction of their pre-war capacity. But the makers of rapid-production and automatic machines are doing much better. The earlier stage of general cancelation of orders caught most of these shops with large quantities of castings and forgings on hand or in process of manufacture. As these could now be pur- chased at much lower prices, it has been necessary to write off a heavy loss on inventory; but this loss has been liquidated, and present prices are based on pres- ent costs and conditions. It seems unlikely that there will be any further cuts in the prices of rapid-produc- tion machinery. The trading advantage is with the purchaser, at this time of slowly increasing activity, and now is the time to buy. Bringing Out New Machines Several machine tool shops are taking advantage of the opportunity to work the designing force on new ideas, or on additional sizes of machinery. Billings & Spencer Co., Hartford, Conn., has brought out a new die-sinking machine with a wide range of usefulness, and reports a recent revival, after a long period of stagnation, in the demand for forging machinery which the company manufactures. J. N. La Pointe Co., New London, Conn., manufacturer of broaching equipment, has a new machine in process of construc- tion, which will soon be offered to the trade. Jones & Lamson Machine Co., Springfield, Vt., notes a consid- erable revival of business in connection with automo- bile manufacture, where large special rapid-production machines are being purchased, obviously to reduce cost of production at this period of intense competition. The same necessity exists in lines other than the manufacture of machinery. The shoe trade is one of those that must go through good or bad times, almost alike. If high prices cause the public to purchase shoes of lower qualities, these wear out sooner and must be replaced, so that nearly the same amount of money is involved. Of course, temporary checks can occur in local sales, or with one or another kind of shoe, but the average is not likely to change much. It is, therefore, not surprising to learn that the present output of shoe machine supplies and machines by the United Shoe Ma- chinery Co., Boston, is as much as 75 per cent of nor- mal. The special activity of the machinery department at this time is the replacement of leased machines by new and improved devices having a larger output. The leases on a full equipment of shoe machines are said to amount to about 5c. per shoe produced. A new ma- chine to replace one of an earlier and less efficient type ealls for an initial payment as well as the regular rental and, among the many specialized devices re- quired to produce the complete shoe, one improved ma- chine can make a saving in only one relatively small operation. The fact that replacements of old machin- ery by new are being made is evidence of the interest of shoe manufacturers to reduce their costs by every possible item, however small. Equipment Cost vs. Labor Saving Most questions of cutting costs by adding to plant equipment require a choice between two opposite con- siderations. Added plant means increased overhead as an offset to decreased labor cost. Usually the latter factor is larger and decides for the improvement. If the choice is between buying component parts and making them from cheaper raw material, there is al- ways the factor of profit which the parts manufacturer must include in his selling price, and which can be eliminated in consideration of the general manufac- May 18, 1922 turing profit on the completed machine. If the «¢ ponent parts are of simple type, they can be pn easily at a saving in cost; but if they are of a ty requiring heavy or special machinery, there is ger, ally good reason to keep on buying them. Forgings, for instance, are generally made by ; cial forge shops, because one such shop can supply the forged parts for many customers, no one of w!) could use more than a fraction of the capacity of naces, hammers, etc. Stamped and pressed parts | also been made in great part by special manufactur: because of the peculiar type of skill required and + excessive productive capacity of large presses coy- pared with the wants of the average purchaser. N however, the Worcester Pressed Steel Co., Worcester, Mass., observes an increasing demand for its ro]! strip steel, for stamping and drawing purposes, from manufacturers who are installing equipment to make their own pressed steel parts. This seems to be a ge: eral tendency, made possible by reason of the increas ing number of inen experienced in press work and in the making of the necessary dies. Broadening the Sales Base None of these former purchasers and present makers of steel stampings has capacity enough warrant attempting to roll his own steel stock. The purchase of the steel involves less outlay than the pur chase of a stock of finished parts; while the parts ca be made on short notice in such quantities as are de- sirable, consequently with a decrease in the amount of money tied up in stock articles. The process is likely to extend widely, and will have the effect of increasing the production and sale of presses for stamping and drawing. The Worcester Pressed Steel Co., recognizing the fact, is giving special attention to developing its sale of strip steel for stamping, and at the same time is using every effort to extend the steel parts into new fields. Formerly 80 per cent of its product of pressed parts went into automobile manufacture. At present the majority of the output is used in other industries, so that the concern is no longer dependent upon the prosperity of a single trade. By intelligent and successful efforts to secure the co-operation of its employees, this company has re- duced the labor cost per ton of strip steel produced to about half the former figures. This was done, with- out reducing the daily earnings of the workmen, by the old method of contract work. A gang of competent men now does the work of a former gang of eleven of indifferent character, and the tonnage price is paid to the gang as a unit. The groups so organized soon found out the weak spots and got rid of any inefficient men. The present working force, which is about half that of two years ago, produces practically the full former output; or about twice as much as before, per man employed. Recently the men, noting the falling steel market, voluntarily inquired whether a cut in wages would be necessary to enable the plant to meet competition. What Two Companies Have Done Endeavor to eliminate loss by shut-downs due to temporary conditions in a single sales field has caused many manufacturers to seek new purchasers for their goods. Wickwire-Spencer Steel Corporation, Worces- ter, until recently sold its springs principally to the manufacturers of agricultural machinery and automo- biles, but is now working up business in many other directions. Improvement was first noticed in January, and has continued so that capacity is now sold out three months ahead. Some releases are being received on stock previously made up for automobile builders. About 40 per cent of the former force is producing 75 per cent of the former output. M ay 18, 1922 Billings & Spencer Co., Hartford, is steadily in- easing the use of drop forgings in place of parts .erwise made. Being located near a district of resi- nees, the forge shop cannot be operated at night on ‘-hr. production, as is customary on automobile parts, that the company gives attention principally to the etter grade of drop forgings for other purposes. It is nstantly studying to produce forgings to replace cas: ts, emphasizing the advantages of lightness, finish | strength. Wages paid drop-forging hands during the post- .r period were among the highest received by any hanics. These wages were reduced by 40 per cent re than a year ago and are believed unlikely to go ver at present. Improvement in business has been .dy for nine months and seems likely to continue. e works operates at present about half its maximum war-time capacity. The chief difficulty is that cus- tomers have put off ordering so long that nearly every inquiry is for a rush delivery. Workmen Recognize Need for Reductions It is a striking fact that, in the metal-working shops n the New England States, very little objection has been made by the workmen to reductions in wages, which were generally recognized as necessary alterna- tives to unemployment. There was some loose talk by employers, two or three years ago, of a time when re- taliation could be made for the previous successful de- mands for excessive wages. All of that seems to have been merely talk. When the time came that goods could no longer be sold at war prices, employers made only such moderate wage reductions as were absolutely necessary to make it possible to do business, and em- ployees perceived the necessity and cooperated by in- creasing output even in spite of lower pay. Un- doubtedly much of the increase in output is due to the elimination of incompetent or lazy workmen, who were able to get and hold positions during the period of greatest activity. The example of these men, who drew the same pay as the others, slowed down the effort of better workers to a common dead level of equality, from which improvement was noticeable as soon as the struggle for survival of the fittest began. What the Smaller Shops Can Do The problem of keeping men interested in their work and in its improvement is eternal. The large works is at a disadvantage in this particular, as compared with the small shop where every man knows everyone else. No such efficiency can be found as in a well equipped and managed small shop; although not all small shops can be so described. A very interesting development, which is likely to demonstrate the advantage of the small specialized shop in connection with an adequate sales method, is taking place in Greenfield, Mass., under the initiative of Frank O. Wells. Mr. Wells was connected with Wells Brothers Tap & Die Corporation, and was one of the organizers of the Greenfield Tap & Die Corporation, which combined eral large shops under one general management. Xetiring from the corporation in 1920, he was able to vatch the progress of the business depression without eng directly interested in it, and to find new places ‘or occupying his time and building up an organization n original lines. He had as a nucleus the Velco Mfg. Greenfield, maker of broaching machinery and roaches, and a sales organization, the Wells-Holmes The general plan comprises a chain of owner- ‘inaged small shops, each devoted to one particular ‘ialty. In each shop equipment is grouped and ‘thods planned so that a small force of men will form * compact working unit. The men are selected so that snough interchange of work can be made to permit of THE IRON AGE 1341 shifting men to take care of temporary absences from illness or any other cause, without interfering with regular production. Pay is arranged on a piece-rate system based on the selling price of the goods produced. If the market goes up or down, the pay of the men changes accordingly. The manager or superintendent has nothing to do with sales, but has an important in- terest in the manufacturing profit of the shop under his control. All goods produced are marketed by the F. O. Wells Sales Co., of which Mr. Wells is the active head. By all the approved methods, including direct advertising, letters and circulars by mail and traveling salesmen, the goods handled by the organization are being placed in selected hardware and supply stores in this country and in the export field. Selling expense is thus divided over the various goods handled, and bears only lightly on each of the contributing shops. Of the articles already on the market, Frank O. Wells Co., Inc., produces a new style die of hexagon form, designed by Mr. Wells. The die is split at one side, and held together by a fillister head screw which in taking up wear supports the strain, unlike the usual set screw, which forces the die apart. The die stock is cast of an aluminum alloy, and broached to an accurate hexagon socket. It is provided with an adjustable three-jawed guide which closes in like the iris dia- phragm of a photographic camera, centering the rod accurately. The dies are accurately made, with cutting lands uniformly spaced, and with plenty of chip room. The hexagon shape allows of using the dies with a wrench, or in screw machine turret holders, where they can float and line up accurately. The sets are packed in attractive boxes. Another ingenious and convenient tool is the Broach- well keyway set, made by another of the Wells shops, the Velco Mfg. Co. These tools are made for the pur- pose of cutting keyways in hubs of gears, pulleys, etc., a tedious job on planer or shaper when no keyway cut- ting machine is at hand. The tools are put up in sets in boxes. Set number one contains broaches for cutting keyways %, 3/16 and % in. wide in bores % to 1% in. diameter, differing by eighths. Number two set has four broaches for keyways % to 9/16 in. in width, in bores 17/16 to 215/16 in., bushings being provided for the eight most usual diameters. Special dove-tail or half-round keyways can be cut by special broaches. The keyway broach is put in position in the slot im the bushing and forced through the hub, in which the keyway is to be cut, by the ram of an arbor press. With these tools, keyways can be cut more easily and quickly than by a regular keyseating machine, which would of course cost much more. Other tools are being developed by Mr. Wells, and shops will be organized as required to manufacture them. The general plan of the F. O. Wells Sales Co. has the desirable features of the chain store system to effect economy in management, as well as the advantages of the small shop with employees living near by and per- sonally interested in holding a job with congenial asso- ciates within easy walking distance of home. It is a scheme which may well be adopted by men in others of the small cities where similar working conditions exist. Production cost can rarely be made lower than in a well managed small shop so located. Finally, there is something to be said in regard te the necessity of reducing overhead cost, not forgetting even the salary list. As orders fall off, it is easy te overlook the fact that the amount of office help has probably been increased to much above the normal, and should undergo a parallel reduction. Some concerns are even yet holding an unnecessarily large force of clerks, production men and designers, perhaps alse executives, whose abilities will never again be fully utilized in their present positions, but who might be- : + q ? 7 ME, on) vo? c ek 4 rs bs awa ea fry 1342 THE IRON AGE come producers in other shops. One large works has a chart showing the payroll allowed for indirect labor in each department, at various rates of output for the plant. Each foreman is kept informed of the amount of production scheduled, and is expected to keep his in- direct labor force within the limit correspondingly allowed. Also, in regard to system, too much money is often spent in compiling complicated cost and production re- ports which nobody really needs or uses. The man at the top usually has come up along some line which he knows, and has little interest in details outside of that FAVORS CLOSER RELATIONS Earnest Plea by Oliver Stubbs for Interchange of Ideas by Foundrymen Oliver Stubbs, managing director, Joseph Stubbs, Ltd., Manchester, Eng., and president Institution of British Foundrymen, who with a party of English foundrymen is touring this country, was a guest of the New England Foundrymen’s Association, at its May meeting, held the tenth, at the Exchange Club, Boston. Mr. Stubbs made a strong plea for a closer inter- change of ideas and relations between the English and American foundrymen. He said that there is a grave danger of disruption of nations that were bound to- gether during the war. England, he declared, is doing a tremendous work in holding the European nations together, but he believes we can do as much or more than any other nation in keeping peace on earth, and that a closer relationship of the English speaking na- tions will have a decidedly sustaining influence on other governments. In his investigation of our foundries, there have been but two firms that have refused Mr. Stubbs and his party admittance. He refused to mention the names of these foundries, but stated that “if they have anything on the rest of the foundries in the States, they are going some.” In speaking of the labor situa- tion, he stated he felt that we had a big advantage over the Englishman. The diversified nationalities working side by side in our shops make conversation difficult, and the men naturally pay more attention to their work. He said that something like 1,250,000 are on strike in England, which included the foundry trade. The employers have determined to reopen their shops without restrictions. “Keep on the right side of your men. Let them earn a good wage, but fight your hard- est against unionism, for unless you do, you will have your troubles as the Englishmen have had.” Mr. Stubbs believes the English foundries excel us in the matter of heavy castings, but “as to small cast- ings, we have a great deal to learn.” He said the Insti- tution of British Foundrymen is endeavoring to secure a standard in test bars, and that it fully appreciates all that we have done to help in this matter. Henry Gieseke, engineering department, Ajax Metal Co., Philadelphia, addressed the members of the asso- ciation on the electric furnace for non-ferrous melting. During the war, Mr. Gieseke was associated with the Bridgeport Brass Co. and he gave an interesting side- light on the general attitude of the foundry industry in regard to the installation of electric furnaces in that plant at that time. In addition, he gave some interesting comparisons en costs in the pit fire, crucible oil, open flame and electric furnace methods of melting, insofar as such eosts relate to the loss in metal through vaporization, fuel consumption, crucible upkeep, etc. Special stress was laid on the importance of securing the proper type of furnace for the class of work required, as well as the importance of having a proper amount of power. Many failures in electric furnace practice can be traced to too much or too little power. E. H, Ballard, president, who presided, announced that the June meeting would be held at or near the shore where the members would be comfortable; that May 18, 1929 line. He checks results by dollars received, ro by bought and sold, or by pounds product per man or per gallon. Cost reports should lead up to the ment, and waste no effort on any other detail unle it is really important as supporting data. A brief survey by a competent accountant specially expe, enced in the work will often disclose methods of ma}. large savings in office and other clerical help, and ye give the responsible manager all the informati: wants or needs to enable him successfully to guid business. the July meeting would be omitted, as usual, and the August meeting probably would take the forn the usual outing at Providence, R. I. He said the « mittee on foundry cost standardization is making sa‘ factory progress and in the fall will have to presen: to the association a cost scheme to be used by sma foundries at a minimum expense. a Entertained in Chicago CHICAGO, May 13.—Oliver Stubbs, president of ¢! Institution of British Foundrymen, recently mad three-day visit in Chicago. He was entertained at ner by a group of members of the American Foundry- men’s Association at the Union League Club in that city, and in an informal talk asserted that American industry has a less acute labor problem than confronts the British employer. During the war, he said, the British Government directed employers to grant what- ever the labor organizations demanded, that production might not be lessened, promising that employers’ rights thus surrendered would be restored at the close of the war. This has not been done, and a current struggle with the engineering trades is an effort to regain those rights. He gave warning that labor is carrying on propaganda in this country to attain the same position as that of British unions, and that employers must be alive effectively to combat it. 7. | & Railroad Traffic and Earnings “Statistics of railroad earnings and traffic, which are now available for the first quarter of 1922, tend to support the contention of railroad officers that what they needed was a reduction of wages and other ex- penses and more freight to move, rather than a reduc- tion of rates,” says the Railway Age in an editorial in its current issue. “These statistics are attracting attention just now because the roads in March came closer to a 6 per cent return than they have in any month since the passage over two years ago of the Cummins-Esch law, which we are still solemnly assured in some quariers constituted a ‘guarantee’ of 6 per cent, but those who notice the effect do not always give careful considera- tion to an analysis of the causes. As a matter of fact, the reason why the roads attained so near a 6 per “ent return in March as 5.83 was that they carried a large tonnage of coal in that month that would not have been moved until April had it not been for the pros- pective strike to begin on April 1, and that was offset by the reduction in coal traffic in April. “The improvement in net railway operating income, which increased from $27,574,407 to $160,998,907 and represents an annual rate of return for the quarter of 4.51 per cent, was entirely due to the reduction in operating expenses of 16.6 per cent, which resulted both from such reductions as have been made in wages and in prices of materials necessary to railway opera- tion and from the necessity for the most rigid economy. The front cover of the May issue of National Safety News, and the leading article in that issue, feature the safety work being done in the Chicago plant of the Illinois Steel Co. It is pointed out particularly that during one entire month that plant went without any lost time accidents, although 4500 men were employed. Modern Methods of Making Leaf Springs The Mechanical Forming Machines—Tempering Furnaces—Assembling, Testing and Inspecting BY E. F. vere used on buggy springs more than 15 years vo, but they could not be adapted to the heavier ter fitting springs that were needed on automo- [hey were upright machines that shaped only one t a setting and had to be re-set as many times as vere plates in the spring. Otherwise there would be a separate machine for each plate. The quench- \CHINES that pressed spring plates into shape M tanks were separate and the plates had to be taken f the machine before they could be quenched. ‘ore, plates had be to heated considerably above insformation point to allow for the cool down the forming operation. The plates also warped inical engineer, Detroit. The first installment of e was published in THe IRON AGE, May 11 LAKE* considerably when quenched and this meant a great deal of hand peening to make them fit properly. They did not fit springs as good as did the hand fitters and were too crude to work on automobile springs. The Forming Machines Many attempts were made to follow the design of this machine and make one for automobile springs s’—Conveying the Spring Plates from the Oil Quench Tanks to Charging Platform of Tempering Furnace more than 10 years ago. Many failures were the re- sult. Some eight years ago machines began to appear that were based on a different principle and would work. They did not get plates from the furnace to the quench as quickly as those used here, and did not make as perfect fits between plates. It took more time to set them up and they were more complicated. They Fig. 9—Discharge End of Tempering Furnace 1343 ee ee f i . ¢ . a = 6 Tae owls a i i a — - on 1 acer ailing Mempeinn ene “ ee icine iliaiies 7 en sone . citron cegtamareaetN ehh a ellie ay lh ly ce wens ee oes . ~ ae Re tian 7 tt ool 1344 THE IRON AGE May 15, 1999 control of hardening furnac tures. The high temperature time in forming made scale p large in the hand methods bu continuous process scaling is s we can almost say it is nil. N are several good types of ma choose from. The latest improved », volving type seems to be the on best into the continuous process ere Tempering In Fig. 8 the oil quenching tanks ars below the tops of the two forming ma chines that can just be seen ZZ Traveling conveyors, R R, bring the hardened plates out of these t inks and drop them on a platform t feeds the one tempering furnace, § Twe young men, working on opposite sides of this platform, sort these plates into sets and place them on the moving hearth of this continuous conveyor tempering fur nace. Its oven is of the same size as the hardening furnace, or 6 ft. wide an 16 ft. long. Each of the large furnaces has in dividual blowers, as at T, and the a passes through preheaters, U U, whics use the exhaust heat from the furnace This system of preheating air for flame blast is also used on all the small furnaces in the plant. Pyrometers with a set of signal lamps are located at al! furnaces as at W. Hood, X, carries away the furnace heat so it will not retard the work of the men at the charging plat- Fig. 10—The Continuous Conveyor Assembling Table. The discharge end of form below. the tempering furnace is at A also got out of order more often than at present. Therefore the change from old hand forming methods was slow and is not yet complete. Within the past three or four years, however, designs have been improved and simplified enough to make machine- formed springs better in every way than was the hand- formed product. Quickly getting the plates from the furnace to the quench was the principal secret of the success of the machine, as that enabled an accurate Working conditions have been looked after in other ways, as efficiency of men is considered of as much importance as efficiency in machines. Ventilating systems carry the heat, smoke and gases away from all furnaces. The furnaces are so well insulated that they keep the heat inside th furnace where it will soak into the steel. The hand can be held on the sheet metal shell of these furnaces without any harmful effect. Men work in the 8 ft space between the hardening furnaces and near the discharge openings without feeling the heat. The Fig. 11—Inspection Fixture for a Ford Rear Spring Fig. 13—Physical Testing Laboratory tself is high and well ventilated and one does the smoke and gases that are in older style +} ch, instead of solid partitions to the roof, is a factor in keeping the plant free Fig. 9 is shown the discharge end of the temper- ace. Two young men are kept busy at this inloading the furnace conveyor, plates in sets and loading them on truck plat- for moving across the gangway to the assembling Note the freedom from scale and cleanness of lates which have come through rdening furnace, forming ma quench, conveyor and temper- ice without being cleaned at any and without a stop. be seen that the discharge very small and very little air n or out of the furnace. The end opposite is practically the Thus the tempering can be very done, as the drawing temper- such a furnace can easily be na 10-deg. limit during a day’s \ssembling the Springs Fig. 10 is, the continuous con- issembling table. The discharge the tempering furnace can be seen \. The springs taken from this ked ready for assembling at B. irst go to arbor press, C, where ngs are forced into the eyes of the ates that were drilled and reamed entering the hardening furnace. ase the bushings are made of ibing of a special analysis, but ise bronze. Which are best is sti!l ble question. The plates form- spring are then bolted together center bolt and they are thrown issembling table. onveyor is 7 ft. wide by 55 ft. a runs between two stationary ites 10 in. wide. Men are placed oth sides to perform different ns as the springs move along. they arrive at the near end they een completed, even to testing and ¢ h THE IRON AGE rs where so many large furnaces are working. irness of the pictures shows how little of either 1e room. The use of wire screen partitions, r Raw Materials and Finished Springs inspecting, and are taken across the loading platform into freight cars. The first operation on the table is to grind both ends of the eyes between parallel wheels in a Gardner grinder, D, so they will have an accurate and uniform length. Next the clips are riveted on at E. Then the eye bushings are reamed to size at H. At K the springs are next settled into their working condition by the break down test for load carrying capacity After that they are gaged for length between eye holes with gage I. Lastly all parts are given a final inspec tion in special tool or fixture, L. In Fig. 11 a larger view is given of special fixture, L, because it is such an ingenious device and does so Fig. 12—Arrangement for Testing the Load-Carrying Capacity of Large Springs sittin teals = tan Parner © ee te Ee ‘ 4 siciaieeeadh : Ri ith en nietenciomstdlivitinmpnapmapetpiein Raimmeniatinoats ee ee ee Renitil, <eadidicanbaeens Sunt 3 : Asem = £- oe Arpne noe arene Pe te gene oe me ee ty em 8 “oi Spay hw tional ie arate ah oe ee ee A ON EA ‘ =" 4 . i > many things quickly it could not be given justice in the 1346 THE IRON AGE other picture. Pins, F F, are plug gages that must fit the reamed holes in the bushings. The top of the spring must just rest against the plate, T, which is fastened to the post, U, and is 8 in. wide, when pins F F rest in V-blocks as shown and the eyes are in the slots that are a close fit endwise. The V-blocks are adjustable and move to any position the spring may force them into when it is set on them. If both eye holes-are not parallel or square with the spring length- wise, indicating pointers, J J, show how many thou- sandths they are out. Indicating pointer, N, and its mate at the opposite end of the spring, show how many thousandths the spring may be out of square in a vertical direction, or with the flat side of the main plate. If they are not within a few thousandths of square in both directions, when the top of the spring rests against plate T, they are sent back to be made right or scrapped. Then plate gage O is set on the hump. The springs must also be scrapped if this gage does not fit the curve of the hump at P; if top edge S is not parallel with top edge T of the stationary plate, or if top edge S does not register the correct height on stationary plate T. Bolt head W must also be square with the spring. PROMPT ACTION FAVORED Joint Commission Urges Immediate Revision of Many Freight Rates WASHINGTON, May 16.—Recommendations of the Joint Commission on Agricultural Inquiry, submitted to Congress after an exhaustive study of the trans- portation situation, shows the need of immediate and complete revision of freight rates on “basic com- modities.” The commission suggested that “the rail- roads and the public rate-making bodies should seek to readjust rates of the country so as to preserve, so far as practicable, the general relationship of rates existing prior to 1918, with due regard to present and future changes in economic conditions.” It likewise is stated “that there should be complete correlation of ore and coal facilities at Lake Erie ports.” It is also suggested “That in establishing the gen- eral level of rates and commodity and class rates, the Federal and State regulatory bodies give greater con- sideration to existing and prospective economic condi- tions and to the relationships existing between the price level of commodities and the level of transportation rates, as well as the relationship existing between the price of different commodities, the weight of such com- modities, and the space required for their transporta- tion.” This commission believes that the Interstate Com- merce Commission should be decentralized. “The need of such decentralization,” it is declared, “especially in the matter of control of transportation rates, has be- come more and more apparent as the scope of the com- mission’s authority has been widened, and the relation between intrastate and interstate rates more and more a matter of controversy. “This commission believes that the establishment of regional offices of the Interstate Commerce Commission would contribute not only to the convenience of ship- pers and other interested parties, but to a better co- ordination of interstate and intrastate rates, as well as to a more thorough understanding of the relation- ship between rates and local economic conditions.” Other recommendations of the commission are: That permanent joint railroad and shippers’ committees be organized to co-operate in carrying on a nation-wide cam- paign to reduce loss and damage of goods in transit. That freight-revenue divisions should be promptly re- vised to the basis of two-figure percentages. That regional clearing houses be established for the cur- rent settlement of debits and credits growing out of rate divisions. May 18, 1999 Therefore, to inspect every spring, it is only sary to insert pins F F, set the spring on the ; and throw plate O on the hump. The size, shay. squareness of all important parts of the spring, a all directions, can then be obtained almost at a gla; Altogether ten different things are inspected. The testing of larger springs for load car capacity is shown by Fig. 12. Specifications cal) fo, a given number of pounds to deflect the spring a ; number of inches and springs must show these figyy, in this machine. Dial X shows that the load o; spring is 1070 lb. and dial Z shows the spring has deflected just 1 in. with this load. Dial X registers 5000 lb. with one revolution of the pointer but +}. machine will stand for four revolutions, or 20,00 One revolution of the pointer on dial Z registers in. of deflection in the spring. The physical laboratory, Fig. 13, is equipped wit apparatus to test all the physical and dynamic pro; ties of steel or alloys, as springs in use are subj: to nearly all of them; also bronzes or other allo may be used for bushings, etc., lubricants that n recommended for springs, materials that might }y for bumpers, etc. The chemical laboratory, th; door Y, is also equipped with apparatus analysis of any of the above materials. That the railroads should adopt universal throug billing of interline freight. That the railroads be required to maintain compl data covering each item of expense, with particular to the maintenance of equipment That the railroads be required to adopt better syste: checking the extent and value of repairs to equipment w! made by lines other than the line owning the car That the railroads of the country establish regional traffic executives. That the relations between the public and the ra be improved and a closer contact and better understanding established through the organization by the railroads of pub lic relations departments, so that wherever possible conflicts between persons, industries or localities and the railroads with respect to rates, facilities and practices be settled informal negotiation, with a view of reducing the ne of resort to formal complaint and adjudication befo Interstate Commerce Commission. Altogether, the commission does not believe that regulation of rates of coastwise charge and coastwis¢ traffic is feasible or necessary under present conditions, and would be even less so under normal water-trans- portation conditions. The exemption of coastwise shipping from the pa) ment of tolls would result, first, in reducing the revenu receipts of the Panana Canal operation by approxi- mately $1,715,458 on the basis of the 1921 tonnage; and, second, in further reducing the water rates, whic! are now considerably lower than rail rates. The exact effect of elimination of Panama Canal tolls on the coast and upon competition between water and rail carriers cannot be accurately assessed; but the commissio! of the opinion that tolls through the Panama Cana! should be based upon the cost of operation and value of the services rendered, rather than upon thi effect of the tolls upon the volume of traffic, or in di- verting tonnage from rail lines to water lines or from water lines to rail lines. Each type or medium 0! transportation is entitled to the advantage of its par- ticular characteristics by which trade is attracted it. Tolls should not be levied or remitted solely for th purpose of diverting traffic from rail lines to wat lines or from water lines to rail lines. Complaints of the Fort Wayne Rolling Mill Corpora tion against rates on shipments on bar iron from For" Wayne, Ind., to destinations in Indiana, Illinois, W's consin and Missouri were dismissed in a decision handed down yesterday by the Interstate Commer Commission. The commission held that the rates, which applied to shipments in 1918, 1919 and 1920, were not unreasonable. The complaints were the resu!' of the confusion in rates on iron and steel products T& sulting from a number of causes. [mployee Representation Is Investigated National Industrial Conference Board Gives Results of Extensive Inquiry as to Methods and Results— Most Employers Favorable N increasing number of firms are establishing A employee representation in their plants and with venerally favorable results. That this te>dency confined to any one section of the t out in a recent investigation by the National Conference Board, 10 East Thirty-ninth New York, covering neariy 800 such plans, the ts of which are summarized in its Research Report 0, “Experience with Works Councils in the United ’ just published. Earlier reports of the board same subject covered experiments with works ls prior to 1919, and outlined the more common of organization. The present study was under- April, 1921, to furnish grounds for estimating ilue of employee representation in industry on the of actual experience. ‘country is tailed questionnaires were sent to executives in ants known to have such organizations, und the nation thus secured was supplemented by further spondence and by visits to about 2* selected estab- nts which had had extended experience with the is forms of works councils. On these visits em- representatives and other employees, trade union foremen and other plant officials were inter- ed i. [he report shows the sharp difference ovetween the whose inauguration was forced by war iecessity those developed later by voluntary action of the sarties concerned. Most of the “shop committees” ip by the National War Labor Board and the Ship- ling Adjustment Board have ceased to function, ‘ommon explanation given being that they were sed upon the plants by an cutside body, usually a dispute between employer and employees, and rmit+ tees to direct attention toward the development neither side desired their establishment or was ng to give the genuine co-operation necessary for a il of their possibilities. Importance of Co-operation in the other hand, where management ard men vorked togethcr with a ccmmon interest in the ment, practically every plant reports an improve- in relations between employer and employee, itable to the opportunity to come into direct and ate contact and to learn each others’ ideas and lties. Increased loyalty has been the result where yyees have come to realiz2 that they are working ' the management rather than “for” them. The ney at first, so far as employees were concerned, » confine their efforts to the adjustment of com- ts and personal grievances, but under intelligent nce and interest on the part of management, a roader understanding of the questions involved has leveloped in the employee representatives, who een able to an increasing degree to make satis- adjustment of such minor disputes between nen and employees. This has left the works coun- nore free to discuss questions «f inte yees as a whole. Subjects Discussed by Councils iggestions made by employees with r work may be divided into two main groups—those would improve working conditions and those would increase production. rest co the eference to The foriner, such as ‘tallation of a new drinking fountain or the reer- ment of lights, are relatively easy to secure. The . based on the practical knowledge and experience employees, will be advanced only when employees confidence in the fairness of management, and the latter uses the opportunity furnished by works ficiency and economy. The attitude of foremen must be favorable to suggestions from subordinates and where this exists, the testimony of employers shows that an intelligent interest in problems of effi- cient production and in business economics in general can be secured. Where reductions in wages or in working force or a change in working schedules have been necessary, the board’s report shows that in plants which had used their works councils as a means of keeping the representa- tives, and through them the employees, informed of the business outlook, both for the country as a whole and for their individual concerns, the employees under- stood the need for such changes and acquiesced with much less dissatisfaction and ill feeling than would otherwise have been shown. As one employee ex- pressed it: “Being told why you have to accept a cut in wages seems to soften the blow. It shows that the management thinks it worth while to go to the trouble to explain things to us. That’s a whole lot better than merely posting up a notice Saturday night saying wages will be cut so much starting Monday morning.” Attitude of Foremen One chapter in the report is devoted to the attitude of foremen toward works councils, and another to the effect of councils on relations between foremen and employees. Reports regarding their attitude were re- ceived from 440 plants. In 352 of these it was stated that their foremen had been in favor of the plan from its inception. In 72 they had regarded it with disfavor at first, but later had come to see its effectiveness. Only 16 reported continued indifference to the plan. These figures show that the majority fell in with the idea at once, while those whose approval came later were fearful at first that installation of works councils would mean a curtailment of their authority, especially where the council was of the “committee” rather than the “industrial democracy” type. Character of Employee Representatives In certain plants the first employee representatives chosen were of the radical type, but the report shows that in the larger proportion of cases the representa- tives elected to the councils were the best type of men and women available in the respective departments. Three plants reported that representatives proven unfit had been removed by the employees themselves, while another company reported that one of the radicals elected “was defeated for re-election because he became too much of a company man.” Other employers felt that the election of such radicals might well be encouraged, for the responsibility of the position and the closer in- sight into the problems of administration would result in making of them better men as well as better repre- sentatives. Attitude of Labor Unions. Organized labor is officially against all plans of industrial government that does not provide for union recognition, though it does not object to a system of employees’ committees in a shop if they are supple- mental to a trade union agreement. The Conference Board found many employers reluctant to answer its questions regarding the attitude of local trade unions toward their works councils, so that an accurate esti- mate of the relative number of cases where active oppo- sition was shown was difficult to obtain. Field investi- gation, moreover, showed that in some cases the reports of employers were at variance with the statements of union officials. Although the local