The Iron Age 1928-12-13: Vol 122 Iss 24

THE IRON New York, December 13, 1928 ESTABLISHED 1855 VOL. 122, No. Business Forecasts Put Practical Use Telephone Company Applies General Industrial Curve and Supplementary Data Manufacturing, Line Extension and Toll Service Needs USINESS fore casting may all, but the opinion the statisticians the American Telephone valuable aid the mak- ing plans, whether used manufacturer whose dis- tribution country-wide one whose trade confined certain sec- tions. Whatever the defects business forecasting may be, the American Telephone Telegraph has employed since 1921, not only for chart- ing the probable course telephone traffic over long-distance lines, but HE Curves of Té lephone tion Each Other. casting Traffic and General Busine | Conditions the ountry Bear Fairly Definite Rela- and The American Te lephone & eg) Co. applies its general business curve, plementary information, various telephone circuit reasonable accuracy the probable traffic ove) given circuit. the same applied its manufacturing department and line plant extensions. The curve spring 1925, and was borne out fairly well events. reproduced was made mM ne kee ness very close busi developments, noi only broad general principles, but affect certain industries and certain sections the country. ample, blight the growing sections the South will have decid edly telephone communica tion that section. cotton cotton centers the traffi during the fall and win ter, when cotton being shipped. stiffening rubber bound boost circuits together prices Akron, Ohio. changes the lead mar affect busi Jop- manner forecasts are Likewise an | ket quickly ness over lines lin, Mo. determine the needs for new plant and equip- ment caused shifting tides population general industrial expansion. When skyscraper rises New York requiring several thousand new telephones, that matter for the local telephone company solve, but when the Ford Motor Co. Detroit resumed production after months comparative idleness, there was increase long-distance traffic which had foreseen and provided for the parent company. business increases Keeps Close Track Business Developments The curves telephone traffic and general business con ditions bear fairly definite relation each other, but the opinion the officials the American Telephone Telegraph Co. telephone traffic not sufficiently sensitive other hand, the business trend has very definite effect telephone traffic. Therefore, the telephone system finds necessary The coal fields furnish examples such transient developments. During the coai strike 1922 there was sudden jump traffic points the non-union fields, where mines were still operating end corresponding drop traffic the union fields. the time the strike ended the shortage coal had become acute, and for some weeks wires both union and non- union fields were humming. When this condition the coal supply had been remedied, the traffic fell normal, some cases nearly two years after the strike began. estimating the volume traffic, the tele phone company gives consideration three major elements: Past experience, economic factors and common sense. These elements enter into each decision varying degree. Not that the forecaster shows varying degrees common sense from day day, but each case common sense dictates that different weight given each factor. Under ordinary circumstances, past experience has been found the telephone company’s forecasters rea- «)_ B00 | S500 | 300 4 j sonably reliable basis for prediction over short period. shows the seasonal variation and the normal growth the traffic. The forecasting for long-distance service (which comes closest the problem the average manufacturer shaping his policies) covers period one year, five years greater periods, depending upon the use which the forecasts are applied. The curve projected into the period for which prediction desired. Suitable cor- rections are made for any factors which may conceivably influence telephone traffic. General business conditions throughout the country and particular areas are taken into consideration. Steel and Pig Iron Production Given Considerable Weight Various business data are used the statisticians the telephone company. Steel ingot and pig iron production given considerable weight, are machine tool orders, ear loadings, electric power consumption and such impor- tant indices business trends. Each autumn the associated operating companies the Bell system draw detailed budget for the year just ahead and somewhat less detailed but comprehensive fore- cast for the four succeeding years. other words, tenta- tive five-year program laid down, subject annual re- vision. The budget for the year just ahead takes account not only expected operating revenues and expenses, but also capital needs, and goes into much detail regard also physical units plant. One the earliest formal steps taken each carrying out the budget plan the submission tives the Bell system certain economic which the most fundamental the forecast business. Each month the executives the system from the statistical department summary conditions, which not only reviews economic events an: velopments, but indicates the views the the immediate future general business. The forecast takes the form graphic projection the eral business curve. This curve, stated, curve industrial activity and fairly closely the Harvard Society’s curve ing the volume manufacturing activity the States. The American Telegraph Co. does not its forecasts any business cycle theories; its statisticians give most weight the most complete array busin and economic facts possible for them obtain. These facts they obtain reading and outside contacts. following this method they have reduced, they believe, the percentage error. matter fact, the teleph company’s forecasts, which were begun 1921, have mad only one serious miscalculation, and that was for 1926. that time the constructive elements which made 1926 such big industrial year were underestimated and the elements which were apparently making for business recession were overestimated. Adequate Lighting Increases Production and Decreases Accidents importance adequate lighting the successful operation industrial plants was emphasized sev- speakers symposium illumination, held jointly the American Society Mechanical Engineers and the Illuminating Engineering Society during the forty-ninth Societies Building, New York, Dec. 3-7. Adequate lighting will increase production, decrease ac- cidents, reduce labor turnover and spoilage work and assist maintaining the health employees, said Munroe and Cook, Detroit Edison Co., their paper “Light Factor Production.” average increase per cent output with increase cost lighting approximately per cent the payroll cost was said have followed the installation new lighting system nine plants, most which are metalworking. the Engineering saving $30,000 spoilage one operation large body- working plant credited installation improved lighting system. adequately lighted plant the intensity sufficient enable the operator perform his work with speed and accuracy. glaring light sources are present blind him temporarily produce undue eye fatigue; his vision clear and unhampered, making efficiency possible. Spotted illumination has been eliminated, the necessary adjust- ments the eye are not great formerly, thus making possible for him work throughout the day without the strain caused adverse conditions. When the intensity illumination too low permit quick discernment necessary details, when glare pres- ent due bright light sources reflections the field vision, and when the distribution light the working area such that sharp contrasts intensity are present, the lighting inadequate. Advocates Reserve Wiring Capacity Installing Lighting System Reserve wiring capacity designing lighting system was stressed Ward Harrison, director illuminating engineering, National Lamp Works the General Electric 1488—December 13, 1928, The Iron Age Co., Nela Park, Cleveland, paper “Artificial Light- ing Provisions Building Design and Process Layout.” “Considerable ultimate economy will usually effected certain factor safety provided the wiring,” said. “That is, the copper made heavy enough carry lighting load approximately watts per sq. ft., even though the immediate requirements for light may not for more than half this amount. Obviously, also, the out- lets should spaced close enough together provide rea- sonably uniform illumination over the working surface. This cannot done spacing them 20-ft. centers with any ordinary ceiling height. With 20-ft. spacing and lighting units ft. above the floor (about ft. above the work) the variation illumination between points directly under lamp and those half-way between lamps the graph showing the wiring installation costs per out- let, from data obtained cities, indicated that the average the original installation expense increased only per cent when the wiring capacity doubled, whereas make this change after the building completed and wired will usually much more than double the cost. Use 300-watt lamps 10-ft. centers was said considered excellent standard general illumination. discussing special lighting problems, Mr. Harrison stated that industry becomes more established the trend will probably toward specialized lighting for many processes. “With the present frequency industrial changes, however, will often found less expensive provide for very high level general illumination over the entire area, and thus avoid the necessity varying the type and location lighting equipment for each change process depart- ment location given plant,” said. Another paper this session was “Desgining Buildings for Daylight,” Higbie, professor electrical engi- neering, University Michigan, Ann Arbor, Mich., and Randall, chief engineer, Detroit Steel Products Co. Huse, general sales manager, Philadelphia Electric Co., Philadelphia, and president the Engi- neering Society, presided the symposium. Economic Jigsand Fixtures Simple Formulas Developed Help Solve Tooling Problems— Applicable Also Punches, Dies, Special Equipment and Machine Tools JOSEPH ROE* first and most important element, which ap- plies all forms work-holders, the economic one. certain amount “tooling up” advan- tage wherever parts are produced quantity, but how far should and how much capital should tied special fixtures and tools depends immediate con- ditions. The question the amount expense justified has been handled largely the basis judgment. The beset- ting sin the tool maker tie money fixtures which may show heavy saving when use, but are sel- dom used. saving per cent labor cost job constant use might justify greater expense fixtures than saving per cent job coming through cnly once twice year. Other factors besides saving time and labor expense are involved, such the life the fixtures, due not only their own wear, but possible obsolescence the article they make. Fixtures may desirable even where only smal! quantities are involved, but the economic advantage lower labor costs the con- trolling factor unless some other consideration, such im- proved interchangeability, increased accuracy, reduction labor trouble intervenes. Usually, where these latter reasons alone would have necessitated fixture, found that the fixture lowers costs. the books available work-holding devices are found methods construction, much the details, and examples good practice design, but almost nothing the economics the subject. should the first con- sideration and usually given little thought. Few plants give their fixtures the searching economic analysis which they apply their power equipment. Until recently, the same has been true for materials-handling equipment; but thanks the materials handling division the formulas are now available, and are being increasingly used, which provide standard basis for the economic analysis equipment that field and for determining the probable profit any proposed installation for given costs and performance. These formulas take into account in- terest, depreciation, obsolescence, and other items over- head which theretofore had been either neglected entirely, had been handled differently every one concerned. They can used, with modifications and simplifications, for tool equipment just well for materials-handling equipment, and should be. The following suggested adaptation them for this use. Certain factors the materials-handling formu- las which are important installations that field are less importance dealing with fixtures may drop out entirely. Others, such the interest rate, taxes, etc., may *Professor industrial engineering, New York University. The article taken from Professor paper, “Principles Jig and Fixture Design,” presented Dec. New York, before the American Society Mechanical Engineers. The paper also in- design and use cludes statement the general principles jigs and fixtures. taken constant and brought togethcr. This permits simplification. With fixtures, with other types equipment, depre- ciation made two factors, deterioration and obso- lescence. rule these not bear equally. one case deterioration due wear may the chief factor. More often obsolescence due liability change models design may control. That one should used which oper- ates the faster. Fixture Problem Centers One More Four Items dealing with fixtures, the economic problem centers answering one more the following questions: 1.—How many pieces must run pay for fixture given estimated cost which will show given estimated saving direct-labor cost per piece? For instance, how low run must have justify fixture costing $400 which will save 3c. the direct-labor cost each piece? much may fixture cost which will show given estimated unit saving direct-labor cost given number pieces? For instance, how much can put into fixture “break even” run 10,000 pieces, the fixture can save 3c. the direct-labor cost each piece? 3.—How long will take proposed fixture, under given conditions, pay for itself, carrying its fixed charges while doing? For instance, how long will take fixture costing $400 pay for itself saves 3c. the direct- labor cost per unit, production being given rate? Questions and assume that just break even. There also the very practical question: 4.—What will the profit earned fixture, given cost, for esti- mated unit saving direct-labor cost and given output? For instance, what will the profit $200 fixture will save direct-labor cost 3c. piece 10,900 These questions involve something more than the simple arithmetic which seems all that necessary for answering them, because, while the credit items for the fixtures depend mainly the number pieces machined, the debit items involve time, and also the number set-ups required, whether the pieces are run off continuously number runs. important time element that many companies now require that any new equipment shall pay for itself certain period. Investigations the American and Manufacturing Industries show wide variation prac- tice this requirement, ranging from one six seven years, the longer period being used railroad shops which have stable class work not liable rapid obsolescence. The general practice seems about two years, but con- ditions even within one shop might warrant lengthening shortening this period for different specific cases. Proposed Formulas The formulas reduce the simple and workable forms found equations [6], [7], [8], and [9] which follow, but The Iron Age, December 13, 4 use them correctly necessary have clearly mind the meaning the symbols used. Let number pieces manufactured per year Debit Factors yearly percentage allowance for interest the initial investment. (If the interest taken the depreci- ating value, this becomes, under uniform depreciation for years, the value which decreases from for one ~ ar, and approaches A/2 grows large. For life three years 24/3. the llowing formula either the original cost the depreciat- ing value can used with equal facility. recommended, however, that one the other basis used uniformly facilitate comparisons) two years this for 1G yearly allowance for insurance, taxes, yearly percentage allowance for upkeep 1/H yearly percentage allowance for depreciation and obsolescence the basis uniform depreciation where the number years required for amortization invest- ment out earnings yearly cost power, supplies, etc., (When the equipment under consideration wholly new, this item appears full. When replaces old methods equipment, the difference only used. the the new equipment exceeds that the old. credit the new less than the o'd. the for- mula may therefore —.) many cases, with fix- tures this item small and may disregarded dollars. estimated cost the equipment fixture, i.e., cost installed and ready run, including drafting and tool- room time, material and tool-room overhead, dollars unamortized value the equipment displaced, less scrap value, dollars. Note: the case fixtures for new work, drops out YCSU Yearly Cost Set-Ups, dollars. This should include the time required for taking down the appa- ratus and putting machine into normal condition. some plants with departments large enough employ several tool setters regularly this time can included the de- partment overhead. this case this factor disappears separate item. Credit Factors yearly saving direct cost labor, dollars (old unit labor cost, minus the new unit labor cost) (saving unit labor cost) (SULC) using initials mnemonic symbol. This covers direct unit labor cost only yearly saving labor burden, dollars the percentage used the labor saved) (SULC) (Note: The latest form the materials-handling formu- las breaks this into burden labor saved and burden the equipment displaced. For use with fixtures the latter element may usually disregarded for simpli- fication. dollars saving unit labor cost tion capacity the percentage that increased capacity which will utilized (this cares for the burden saved) cost extra old equipment which would neces- sary care for the increase the improvement were not adopted (Note: earning through increased production increased yearly produc- many cases may drop out.) 1490—December 13, 1928, The Iron Age yearly net operating profit, excess fixed char; dollars. Proposed Formulas just “break even” have: The yearly operati savings total fixed charges per year. Using the symbols Since Then find the number pieces required for given cos have, solving for find the cost which will just earn fixed charges have, solving equation [1] for find the net operating profit over have all fixed charges gross operating profit, less set-ups and fixed charges [4] find the time years for the fixture just pa) for itself, the net profit equation [4] Therefore, setting the right-hand side equation [4] equal and solving for have +U—E—KA most cases will found that and may neglected, that equations [2], [3], [4], and [5] may written follows: [8] practical value the formulas should sim- ple possible and yet reflect the essential conditions, and should easily applied. Equations [6], [7], [8], and [9] meet this condition for most fixtures. They take into account the number pieces manufactured, the saving unit labor cost, the overhead the labor saved, the cost and frequency set-ups, in- terest investment, taxes, insurance, upkeep, and depre- ciation. The fuller formulas, equations [2], [3], [4], and [5], take into account, addition the above, the value increased production capacity, cost supplies and extra power, and interest equipment displaced, deemed that conditions require their consideration. These may used for the more elaborate fixtures and for analyzing the purchase building machine tools. using the formulas must remembered that the number pieces year, not per run, except for the case single run less than one year’s duration. The items and once settled upon, need change little. the plant has the practice requiring new equip- ment pay for itself definite time say two years, the depreciation 1/H may added the other carrying ln-+ 1 | charges, making single percentage factor for the term ment deems that changed conditions require modification. Examples Economic Analysis Fixture illustrate economic analysis fixture the use these formulas, assume the following data: Estimated unit saving direct-labor cost Burden labor saved per cent Estimated cost each set-up $10 per cent per cent 2years 1/H per cent through each year one run per year, have from equa- tion [6] $400 0.70 $10 $0.03 1.5 That is, $400 fixture pay for itself two years and carry overhead, with single run per year 6450 pieces must put through each year. If, instead, the pieces are put through six runs per vear, then $400 0.70 +$60 7550 pieces $0.045 That is, more pieces must run per year, due obviously the increased number set-ups. There course breaking point where pays have multiple runs, even higher production cost per piece, due the balancing production costs and fixed charges increased inventory. Formulas are available elsewhere for determining this economic length run. Suppose the fixture pay for itself single run, how large must that run be? this case unity, the fixture must pay for itself 10% 100% 120% then $400 1.20 $10 $0.045 4 — This says that smaller total output required than when 6450 pieces are called for, for two years, 12,900, due one less set-up and carrying the overhead for only one year instead two. will noted that this assumes the full-year values for and the run short and felt that this too drastic, the values could cut down the propor- tion the actual running time one year. would Nickel-Chromium STUDY nickel-chromium alloys, containing per cent chromium, with without tungsten molyb- denum per cent has been made Smithells, Williams, and Avery, and ported the (Brit- ish) Institute Metals. They are solid solution alloys the following approximate limits: Cr, Ni; Cr, chromium the binary alloy, more tungsten molyb- denum the ternary alloy, second phase causes be- come unsuitable for resistance wire. Alloys were made mixed powders, melted tube furnace under hydrogen magnesia boat; double melt- ing gave sound ingots. Solid solution alloys could readily rolled, swaged drawn 0.375-mm. wire. safer and therefore good practice use the yearly rates, the time for the complete turnover the money going into the fixture hard determine and certainly longer than the mere run itself. The cost short-lived equipment should extinguished soon possible. Reversing the above assumptions, how much money could put into fixture for single run 10,900 pieces estimated saving 3c. per piece? From equation [7] 10,900 $0.045 $10 $400 1.20 Similarly, want 7550 pieces year six runs per year, and want the fixture pay for itself two years, have from equation [7] 0.70 want know the reverse this, namely how long time would take $400 fixture pay for itself, have from equation [9] $400 From equation [10] see that would “break even” with cost $400. Suppose now can design fixture for the same conditions which would cost $250 instead $400 what will the profit? Using equation [8] have, for 7550 pieces per year six runs per year 7550 $0.045 $60 $250 0.70 $105 per year For single run 10,900 pieces the profit would Formulas [3] and [7] may used help deciding between two fixtures different degrees refinement for the same job. For instance: For single run 2000 pieces, under the above conditions, how much can afford put (a) Into fixture will save cents per unit, with set-up cost $10 Into more refined fixture which will save cents per unit, with set-up cost $15 have from equation [7] 2000 $0.03 1.5 $10 2000 $0.05 1.5 $15 1.20 $66.66 For For (b) Obviously also the same formula may used com pare the amounts which might put into fixtures for dif- ferent lengths run. The above examples show how the formulas proposed may help deciding tooling-up problems they arise. They apply not only jigs and fixtures but punches and dies, special tool equipment, and, the fuller forms, proposed machine tools. Resistance Wires Relative merit was determined electrically heating short coil 1100 deg. C., and noting the life still air. was found that least per cent chromium the alloy was necessary, that the scale produced the surface should adherent and protective. The best life under con- tinuous heating was given the 20:70:10 Cr:Ni:W alloy; the best for intermittent heating the corresponding analysis with molybdenum. was also found that alloys made with electrolytic nickel were markedly those made with reduced nickel, commercial resis- tance wires the same nominal composition. Data are contained the paper the electrical resistivity the wires, and the variation this property with changes temperature. The Age, December 13, — 7 7 : q - — the Montreal Meeting the American Society for Steel Treating the physical properties the 3-per cent nickel steel plate used for locomotive boilers the Canadian Pacific Railroad were described (see THE IRON Feb. 23, page 536). The manufacture such plates was discussed Charles McKnight and Humpton,* before the American Society Mechan- ical Engineers, Chicago, Nov. 14. Their paper deals with teels having nickel between and per cent without other alloying elements, manufactured into large plates between and in. thick. general, however, the practice applicable other alloy steels and other sizes. Manufacture Steel During melting only necessary use ordinary pre- cautions insure good sound steel. Nickel introduced nickel steel scrap, and adding metallic nickel. not oxidized during the heat. the acid basic process may used. The open-hearth furnaces themselves are conventional every respect, from 100 tons capacity, fired with oil gas. First and most important the killing the steel, since blowholes the ingot not weld satisfactorily. This accomplished the addition silicon, manganese and aluminum the bath ladle. Ingot Practice Exacting Utmost care and minutest precautions during casting are amply repaid fewer defects and less rejections. ingot satisfactory size for plates in. in. 19,000 with hot-top. About 3000 metal will cropped from the top. Aside from the hot-top, the design the mold (taper, and proportions) most important. mold *Metallurgists International Nickel Co. and Lukens Steel Co. respectively. 1492—December 13, 1928, The Iron Age Making Large Plates Alloy Steel Avoid Splashing During Teeming and Chilling Dur- ing Stripping—Chipped Slabs Are Cleaned Scale Rolling Process with fluted walls, making the ingot shown, gives excellent results. The greatest number rejections after rolling are due imperfections originally the ingot surface. Conse- the greatest care necessary pouring avoid such defects splashes, laps, stop-pours and mold-pulls. Bottom-pouring thought some result superior ingot surface, but has least two objections. First the complication setting bottom-plates and runners and later cutting away these sprues. Second, refractory material often cut loose from the runners the stream molten steel. Such inclusion ingot often more serious than the minor surface defects the process sup- posed eliminate. Therefore, while bottom-pouring has been largely em- ployed deck-plate armor this analysis, the recent trend toward top-pouring with due care avoid splashes. One scheme place stove pipe blue annealed steel the center the mold before pouring. This catches the splash, and melts quickly the rising metal. Mold washes are also employed some, either the sim- ple tar smoke coating, tar lime wash, wash con- taining flake aluminum. The latter has the added advan- tage eliminating any small surface blowholes through chemical action. Stripping and Reheating soon solidifies throughout should stripped from the mold. This should done the soaking pit building where the tender outside surface will protected from chilled air, and can placed immediately pit. The latter should remain approximately the temperature the ingot for hour more, equalize the hot in- terior and the cold exterior the metal. Then the pit should gradually heated 2150 deg. Fahr. with smoky flame. the ingot gets too hot oxidizing flame used, the original scale the ingot will fall off and will extremely difficult clean the plate during rolling the second scale which forms. ingot steel should not allowed become cold until after some work has been done it. Rolling and Cleaning essential clean the plate during rolling. This best accomplished high-pressure water, salt and old bur- lap soaked brine. The water directed from series jets the surface the plate passes through the rolls; the salt applied any time during the rolling and quite generously during the last few passes, while the brine- a 7 soaked burlap thrown men, especially stationed for that purpose, such way hit the spots which need cleaning just the rolls strike them. Care and attention are productive better results than the choice cleaning materials. Such methods, used for many years the production protective deck-plate, have the defect cleaning only the top surface. The Lukens company uses the very simple device shown turn the plate over the tables during rolling, whereby both top and bottom surfaces may ob- served and cleaned. The process rolling the plant just mentioned follows: The heated ingot first given one two passes longitudinal direction “sadden” the ingot. then cross-rolled for width. When the ingot reduced about half thickness and size suitable for reheating, cooled and inspected. then chipped with pneumatic chisels remove serious surface defects, although often the entire top and bottom surface planed off—an expen- sive treatment which frequently justified. Cleaned slabs are then carefully reheated rolled four-high reversing mill. When the plate has been subjected the heavier drafts and after the top sur- face has been cleaned the use burlap and salt, above described, turned over the bottom surface can cleaned while rolling completed. Flattening and Heat Treating Since alloy steel plate hardens when cooled rapidly from the last pass, the quenching effect the flattening rolls makes important changes the tensile properties the cold metal. Generally speaking, the best combination physical properties nickel steel plate obtained finished good red heat (1450 1500 deg. Fahr.) and allowed cool slowly through the critical range the cooling bed piling one plate top another taking them off the beds, piling and covering with sand. Restraightening done later. There growing conviction among users that plates, Cradle Engaged Turning Slab, Clean Under Side even carbon steel, may more safely and used normalized prior not known that this heat treatment being given, except sporadically, any mill, but the authors believe that sooner later all plants will equipped with furnaces sufficiently large heat- > 4 7 d «4 =. Pouring Paira, Using Stove Pipe Control Splash The Iron Age, December 13, 1928—-1493 ‘ po J > treat all plates. While both the manufacturers and users alloy steel plate will benefited such practice, note that nickel steel plates for the latest locomotives ordered normalized after rolling. > Micro Structure Per Cent Nickel Steel Boiler Sheet, 273 145 13/16 In. 100 diameters. rolled and after being normalized Defects inspector looks for are “snakes,” pits and embedded scale. “Snakes” (long, wavy surface seams slight depth) are the hardest control. Careless pouring and stripping seem cause most them. When they occur, they must ground out. This prac- tice has been permitted the United States Navy number years, but unacceptable some purchasers boiler plate. the snakes are not too long, rasive wheel may used diameter sufficiently great the trough ground out will have sharp corners. sure the defect removed, the clean ground surface should etched with 50-per cent solution hydrochloric trace the seam remains after this treatment and the plate not reduced thickness beyond permissible should considered good delivery. Testing Killed steel very uniform and shows little differenc the tensile tests taken from the top bottom; the trans. verse strength and the longitudinal strength are also about the same. “Open” steel, however, which, from its nature, segregating steel, will show considerable variations these positions. the same token, the variation analysis different parts the plate ingot killed alloy much less than ordinary carbon steel. Microscopic examination rarely called for the pur- chaser. The main defects which show under such ex- amination are laminations and large grain. The latter due high finishing temperatures and not important the steel successfully passes the tensile and bend tests. Laminations are two kinds. The first due segregation the pearlite and ferrite constituents the steel into layers; this quite common all plates, and probably due more rolling one direction than an- other. rarely serious defect. The other actual separation the metal and usually caused incomplete cropping the plate, that portion the pipe remains. What Will Carbide Tools Machine Tool Design? R.S. HOYT, research laboratory General Electric Co., presented short paper entitled, and Tung- sten Carbide Tools,” before the American Society Mechan- ical Engineers. supplemental similar one before the Steel Treaters’ Philadelphia meeting (see THE IRON Oct. 18, page 959). will remembered that Carboloy excessively hard composition made mixing about four parts powdered tungsten carbide with one part cobalt, pressing shape, and sintering vacuum furnace. used inset the cutting edge the tool; the joint made “coppering” the bit into slot milled into nickel steel shank. (The process described THE IRON AGE, May 10, page 1305.) Grinding done light pressure dry carborun- dum wheel; limits half mil may had lapping with boron carbide powder. Such lapping necessary make keen edged tools for finishing cuts. Most the tools made far have been used such non-metallic abrasive materials indicated the follow- ing: Bakelite, Dr. Hoyt says, does times the work high-speed steel before regrinding necessary. turning soft porcelain insulators the Carboloy lasts indefi- nitely, and has changed this work from hand job machine. fiber the best speed for surface finish too high for satisfactory endurance high-speed steel, but easily within the ability the new tools. Working metals satisfactorily cuts tough aluminum bronzes, and hard manganese steel castings. ordinary machine steel, plain alloy, most useful such work can cut with light feeds very high speed—in other words, under conditions which put moderate pressures the somewhat fragile tool. Most the discussion the paper was based the premise that the carbide tool materials would supplant high-speed steel such machine work now done steels and cast iron. DuBrul, general manager Na- tional Machine Tool Builders Association, Cincinnati, said that extensive fundamental research should immedi- ately organized are determine the limiting capabil- ities carbide tools, that machine tool builders could have the necessary data wherewith design equipment powerful and fast enough. Even though such investiga- tion would cost several hundred thousand dollars, this figure would much less than the total cost reaching the same point number intermediate designs. Furthermore since the users the new equipment would the chief beneficiaries, they should expected under- write the bulk the investigation. Leeuw, consulting engineer, New York, how- ever, was doubtful whether the present type lathe boring machine could ever speeded the limit the new tool. therefore visualized entirely different type machine, where the work moved with moderate speed, but well balanced tool holder, with multiple cut- ters, moved extremely high speed. The forerunner such equipment now the grinder, but this tool the cutters are haphazard shape and setting, that only minute proportion the cutting grains work efficiently. Taking more conservative view, Kearney, secre- tary Kearney Trecker Corporation, Milwaukee, pointed out that the high speeds available with carbide tools are useful only firms which have acute problems mass production. Since such problems are now solved install- ing special machine tools, will require undue waste build others for the new tools with proper speed, power and rigidity. the other hand, there will always large use for machines using high-speed steel slower speeds, and for universal machines, just there are now still use jobbing shops thousands lathes dating back the last century, before high speed was developed. Introducing Incentive Plan Care Must Taken Gear Plant and Personnel New Wage Method—How the Dyer System Works PHILLIP WAGE incentive system the Dyer type, wherein the total number minutes every time accounted for, vehicle tremendous possibilities obtaining efficiency and reducing costs manufacturing plants. can likened good automo- bile providing transportation with advantages that cannot obtained any other way. But the mechanism the automobile must thoroughly understood and must intelligently handled. with the incentive system. will take shop from one degree efficiency higher various intervals time according the under- standing and ability used operating it. not auto- matic cure-all self-energizing instrument, but speed tool, which, attain maximum results, requires the proper amount power and feed behind it. Indeed, during and after installation, the management alone can furnish this power and feed. How Overcome the Resistance Workmen When wage incentive system installed plant, the management must remember that any new method resisted throughout shop until has been proved bene- and when affects the pay check the men the re- sistance greatly increased. With this fact mind, the management must first sell the supervisory organization, namely the superintendent and foremen, because their full cooperation vital the best results are obtained. Incidentally, the management can much further than anyone else selling the incentive plan and moreover, not reasonable expect the incentive engineer carry the burden selling the plan singlehanded everyone the plant addition setting its application. When the wage incentive plan being installed de- partment, the management, spending from one-half one hour day the problem, can inform itself how when the plan put into operation, wherein convinced the fairness the setup and therefore can intelligently stand behind it. Success Plan May Require Changes Processes Various problems come while the time study being made. The duties the workers, for example, may have rearranged order that each man has sufficient amount work permit him produce standard per- formance, again some manufacturing process may changed advantage. such cases the daily contact management results the changes being accomplished ex- peditiously. The management must drive home the em- ployees the fact that the incentive department and al- ways will fair and impartial toward both the company and the men the ranks. Furthermore, necessary see that the incentive department always maintains this characteristic one the vital elements its work and *Assistant manager foundry division, Cincinnati Milling Ma- chine Co., Cincinnati. Abstract paper presented Cincinnati Chapter National Association Cost Ac- countants. CONE* that time goes its fairness and precision merit addi tional confidence and trust. When the time studies were completed and checked our plant, called together the workmen the depart- ment which the plan was applied the following day und.explained them its function, assuring them its fairness and asking their cooperation. Incidentally, from the first day the plan becomes effective the immediate prob- lem get the department efficiency the point where the men earn premium. accomplish this needed various times leadership, some joshing, perhaps some driv ing and, above all, confident assurance. But these elements cannot best used unless there intelligent understanding the part the management. However, when the men once get taste extra earnings, the department the top” and the management can count their sincere ‘over operation. Program Stresses Common Interests Management and Men Application the program just described results certain definite benefits. The management gets new and detailed picture what going the plant. Further- more, the combined effort the management and the. shop organization setting the plan into action gives each better appreciation the common good the plant. Too often the shop doesn’t appreciate the viewpoint the man- agement and the management turn does not appreciate the troubles the men the firing line. Moreover, dur ing the process making time studies the qualities workmanship must thoroughly considered order that the amount work necessary for job may determined. The qualities workmanship too often vary the detri- ment the product, and the establishment standard such situation great value. addition, the man- agement sets example intelligently understanding the work and result the whole organization keeps step and prepared with the job after the installation has been made. the Dyer system the common denominator, “unit,” the amount work that average man working average rate speed will one minute. The workman paid premium for all units produced over and above standard performance, which units for every min. work. The premium computed calculating the units produced during the day against the total minutes time the workman spends the department. Credit al- lowed the workman for loss time not under his control The foreman paid premium based the efficiency the men his department, modified the loss time oc- curring therein and excessive expense over and above standard that set this item. All Workman’s Time Accounted For Production tabulated checkers spending full time the department which they are assigned. They also tabulate all delays and waste time. checker encour- aged observe and learn operating methods, becomes The Iron Age, December 13, i 7 | 7 4 not only valuable assistant the foreman advising him immediately conditions which should corrected, but also the future foreman training. The control sheet cumulative weekly record for each department showing the total units produced. accounts for every minute expended every man the department during the week and expresses the cost time terms productive labor, non-productive labor and waste labor per 1000 units produced. also shows the average effi- ciency the workmen. the top the control sheet line known the “reference period” the efficiency the department before the application the system. Study the sheet each week gives picture the current results accomplished and the comparison the weekly record with the reference period tells how much money being saved. Study Records Leads Way Increased Efficiency separate form just under the control sheet the work sheet, which amplifies the data the control sheet. Study reveals the reason why large amount work must done the future arrive still higher rate efficiency. Some the factors retarding the develop- ment further savings may lack sufficient equipment, absence maintenance system which would obviate the necessity men standing idle while equipment repaired, use productive workman’s time get material some other non-producing task and the tardiness de- partments delivering materials the main assembly departments. Through the establishment wage incentive provided that the management creates and leads de: hitherto working habitual routine into thinking ganization. place definite value the hardly possible, but its worth can appreciated. Brie: the principal beneficial effects can summarized lows: Management becomes familiar with important generally overlooked. The viewpoints the management and the organization are blended for the common good and bette: cooperation results. The workmen earn increased wages. Foremen supervisors earn larger salaries. The training which the checker gets makes him potential foreman for future needs. sulting more uniform product. guide and control for efficiency becomes the too! the whole organization. Waste becomes the common foe all. The true value time appreciated. 10. organization heretofore leveled off routine becomes thinking organization. 11. New production methods are developed. 12. Constant progress made toward higher efficiency. 13. The company earns greater profits. il, Safety Not Entirely Mechanical Matter Human Element Looms Large and May Defeat Best Outfit Safety Devices Ever Installed JOHN WATSON, JR.* not easy task obtain satisfactory results industrial accident prevention. large proportion employees, well other individuals, are naturally habitually careless. Because injury not sure result from carelessness, they almost entirely discount the possi- bility injury resulting therefrom. They often avoid the use safety devices furnished them for their own pro- tection, use them means little extra work trouble. Many them are even inclined resent the attempts the employer make them utilize safety methods for their own protection. Even the safety men never hard working, never zealous, their crusade for safety, they cannot obtain the desired results without the organized cooperation the plant superintendents, the foremen and sub-foremen, and the big bulk the workmen. real problem, how obtain such cooperation. The safety men must have and use rare tact and good sense their dealings with the plant managers and men; and right here where the officers the company should their part toward the accomplish- ment the safety program. They should support their safety men all reasonable demands which tend secure safety, and they should let the whole plant organization know that they stand squarely behind the safety men such reasonable demands, Large Drop Lost-Time Cases Our industrial accidents have shown steady decrease since embarked safety crusade. Our lost-time accidents 1924 amounted 430; 1925, 345; 1926, *President Corrigan, McKinney Steel Co., Cleveland. This abstract paper read before the All-Ohio Safety Congress. 1496—December 13, 1928, The Iron Age 174; 1927, 46; the first months 1928, 20, although during most the months have been nearly capacity. Our blast furnaces have record operating 449 days stretch without single lost-time accident. Our open-hearth department has rec- ord operating 401 days stretch without single lost- time accident. Once while, but not often, our entire plant will operate for month without single lost-time accident. did October this year, and there had been lost-time accident November Nov. 15, mak- ing period least days without single lost-time accident the entire plant. Our safety organization, which has been worked out follows: The active safety organization consists safety in- spector each plant department, appointed from the assistant superintendents and general foremen, and num- bering all, with Dr. Engel their head. This group meets weekly. these meetings reports accidents are presented, investigation made the circumstances at- tending them, and ways and means preventing similar accidents the future are discussed. New ideas with refer- ence safety equipment and safety methods are presented and discussed these meetings. Heating, ventilating, lighting and sanitation problems pertaining the plant are brought before the meetings. these discussions every safety inspector takes active part. General Committee Examines Devices general safety committee, consisting the superin- tendent the blast furnaces, the superintendent the { coke plant, one the superintendents representing the steel plant and the company’s chief engineer, together with Dr. Engel, who acts chairman, meets once month. questions relating safety devices are brought before this committee for thorough investigation and decision. rule that all safety matters brought before this committee must have expression opinion from the proper depart- ment superintendent, before any action taken. The general safety committee recommendations with regard safety devices are forwarded the management for the necessary authorization. Through the foregoing procedure, every department superintendent the plant made thoroughly conversant with all safety suggestions pertain- ing his department and with the cost attendant upon the installation devices. Safety meetings are held each department the plant least once month. These meetings are attended assistant superintendents and foremen and are presided over the superintendent the department. Functions the Service Department Dr. Engel’s department, called the service department, sends weekly safety report the plant superintendents, safety inspectors and foremen, showing the safety standing all departments the plant, thus creating friendly competition between departments. The service department investigates near lost-time accidents, and studies ways and means preventing similar accidents. issues each superintendent and safety inspector daily report all accidents which have occurred their departments, and brings the attention the superintendent reports safety violations unsafe practices his department. Through the safety inspectors, the service department makes general safety inspection the entire plant. Through its employment bureau, instructs all new em- ployees safety methods and safe practices, and uses follow-up system through personal contact, until the new employee becomes thoroughly familiar with his job. Through the safety organization which have outlined, and the active co-operation the whole plant organization, have been able obtain progressively favorable results, have already indicated. hope make further progress. may attain practically 100 per cent per-- fection the matter safety devices, but human frailty does not permit 100 per cent control the human element. believe that have not yet reduced our acci- dents the irreducible minimum, and hope next year better this year’s record. Productivity and Markets Intimately Related Mass Production Economical Only When Unhampered Market Available—Finding Such Markets the Task for Managers meeting the British Association for the Advance- m