The Iron Age 1929-02-21: Vol 123 Iss 8

pa W. B. Roptnson F. S. Wayne Cc. E. Wricut E. F. Cone ESTABLISHED 1855 Pittsburgh Chicago 8. G. Koon D. C. WARREN EMERSON FINDLEY TEGAN i CHARLES LUNDBER Chicago Cleveland Buffalo W. C. SWEETsER 239 West Thirty-ninth Street, New York New Now York Cincinnati Washington EDI TORIAL STAFF ADVERTISING STAFF A. I. W. W. Macon General Advertising Manager i Gerard Frazan C. La CHAUSSEEB Boston Frank, President Griffiths, Secretary St. Contents for FEBRUARY. 21, 1929 Manufacturing Budget Group Activities for Iron Delays and Over-Supply Avoided Monthly Gray Iron Institute Looks Broad Business Revision Schedules Promotional Work Inspection Molds the Making Periodic Checking Work Process Saves Spoilage and Takes Little Time Savings Through Foundry Sand Control 535 More Than $262,000,000 Steel Exports 584 What Dross Galvanizing 536 Analysis Formation Trouble-Making Element and How May Limited Molds Have Short Book Reviews 542 Flakes Bad New Equipment 546 Welding Power Plant Piping. 541 Foreign Steel Markets Precautions Needed, but Properly Made Weld Strong the Pipe This Week’s IRON AGE Brief 557 Machinery Industries Plan Federation 545 Permanent Organization Proposed Trade EDITORIALS Conference Washington Iron and Steel Markets Blast Furnace Plant 549 Recent Accomplishments and Discussed Meeting Pittsburgh Non-ferrous Metal Markets Proposal Regulate Trade Groups... 550 Personal Notes Opposition Licensing Associations Based Probable Government Interference Machinery Markets 585 Owned the United Publishers Corporation, West Detroit: 7338 Woodward Ave. Cincinnati: 408 39th Street, New York. A. C. Pearson, Chairman. F. J. Union Central Building. Buffalo: 835 Ellicott Square. Frank, Pres. Musselman, Vice-Pres. Washington: 536 Investment Building. San Stevens, Secy. and Treas. California Street. BKANCH Otis Building. Pittsburgh: Subscription Price: United States and Possessions, Mexico, 811 Park Building. Boston: Room 230, Federal St. Phila- Cuba, $6.00; Canada, Foreign, $12.00 per year. delphia: 1402 Widener Building. Cleveland: 1362 Hanna Single Copy 25 cents. Copyright, 1929, Iron Age Publishing Co. | | | | | | | THE IRON AGE February 21, 1929 7 ‘ Valve HIS production increase tells the story why THE EDWARD VALVE Co. replaced vertical turret lathe with aW& 4-A Turret Lathe this job. Like many other machines that are still service, this replaced machine the Edward’s plant was apparently doing its work satisfactorily. study showed, however, that the Turret Lathe would quickly pay for itself and proved that another serviceable machine was now obsolete. you are doubt whether will pay you replace any your machines you are now This booklet gives complete using, our engineers will glad help you the you have not received copy this over. rite us. for send for it. The Warner Swasey Company Cleveland, Ohio > roduction } 4 LQ i THE IRON AGE New York, February 21, 1929 ESTABLISHED 1855 VOL. 123, No. Manufacturing Budget Controls Inventory Stock and Parts Process Tied With Analysis Which Revised Monthly—Delays and Over-Supply Avoided KENNETH COGGESHALL* ECAUSE the variety manufac- tured the Wagner Electric Corporation, St. Louis, through eliminating delays The foundation manu- facturing budget, covering con- tinuous production, ac- curate forecast future sales. costs, the plant mass production, another part the manufactur- ing specific orders, and still both mass production and cus- tom order work. Under such conditions, the control packed stock, process inventory, and purchase raw material presents problem. The solution this problem through the use manufacturing budget, which the key the entire system controlling stocks and materials. Mass production the result continuous demand for and lost motion, primary ob- ject establishing manufactur- ing budget control system. But has further large value. delays manufacturing are avoided, are the erstwhile re- sultant delays shipping goods customers. This lessens com- plaints and irritation and tends hold business which otherwise might seek new source sup- ply. For such reasons tative article like the present one, how budget control system can made work satisfactor- ily, should general interest. Such forecasts must based upon existing contracts for de- livery the product, possibili- ties for new business, the sea- sonal trend the industry and general business conditions. Be- cause the large inventories in- volved, the budget covering mass production must given careful consideration and thoughtful review before ap- proval. Basis Analysis Guide Production machine-posted record contracts and orders received, shipments, production and packed stock available main- product, the anticipation future sales. This demand, indicated the sales budget, may fluctuate with the seasons with the consumers’ re- quirements. preparing the manufacturing budget, the production department considers not only the necessity providing the volume called for the sales estimate the designated time, but also the possibility produc- ing the required quantity economical cost. Thus, average demand must determined and the factory schedules laid out that the assembly line will continue constant rate production. intervals heavy stock completed units will accumulate, which will later absorbed during the period when shipments are made rate excess the production schedule. like manner, the capacity the machine tools must compared with the peaks the sales demand, that stock machined parts may provided advance, necessary. *Production manager Wagner Electric Corporation, St. Louis tained the production depart- ment. Existing shipping sched- ules are available, also, com- plete the analysis the production record sheets calling for the same item assembly built for stock immediate shipment, regardless customers, are grouped. Behind these control sheet, giving sum- mary all orders hand, all shipments made date, the quantity produced the shop each day, and the avail- able packed stock. Although these sheets are posted daily, they usually are not used for budget purposes except the close the month. this time the sales organization presents estimated shipping schedule, covering 90- day period, for those customers who not have open orders schedules posted the control sheets. Digest- ing this information and setting manufacturing budget and production schedule function the production department. previously stated, the summary the various ship- ping releases not always used manufacturing sched- 527 ‘ + ule. good illustration this the production author- ization for the hydraulic brake division. During the late winter months shipments automobile manufacturers are much less than the early spring. But, large vol- ume business expected the new year advances, then the factory schedules may maintained point that will provide stock which will protect the customer during the period sharp advances shipping volume. Toward the end the season the rate production may set that the stock will rapidly absorbed. How the Quantity Ascertained Having determined the production schedule, posted material authorization sheet, similar Fig. the “production this year” are added the schedules for the next three months. From this total subtracted the GENERAL ORDER RECORD WAGNER ELECTRIC CORPORATION CUSTOMER ADDRESS PLANT NO SPECIAL SHIPPING INSTRUCTIONS. REFERENCE c NUMBER MATERIAL AUTHORIZATION HYDRAULIC BRAKES APPROVED No,_ PRODUCTION PRODUCTION SCHEDULE THIS YEAR “material provided,” thus giving the quantity assem- blies parts for which material must purchased. sudden downward revision schedule leaves surplus material, indicated the appropriate column. The material supervisor then endeavors use this surplus diverting common parts other jobs. well know what extent the “schedule plus stock” quantity will covered customers’ orders. For this reason, provision made for posting this informa- tion the right side the sheet. Where assemblies have special features peculiar the requirements the “schedule plus stock” quantity exceed the “unfilled orders.” Such items are carefully analyzed before the authorization presented, for approval, the vice-presi- dent charge manufacturing. SPECIFICATION PART CUSTOMER'S PART NO. ON ORDER BALANC RECEIVED SHIPPED OUE ON ORDER DaTE APPROVED SCHEOULE ATERIAI SCHEDULE PURCHASE surmus | sTocK rus PRODUCTION | sTocK Fig. Record Customers’ Orders Maintained, Machine Posting These Sheets, for All Products Made Through Mass Production. grouping all orders from all customers for the same product, total requirements are in- dicated. This done through use the control sheet. record existing shipping schedules provided each customers’ sheet Fig. Control Sheet, Summary All Orders for Particular Product. addition, record daily production, shipments and stock maintained. This control sheet gives complete daily picture sales and production and provides all essential information for laying out the manufacturing budget Fig. After Analysis Sales Demand for Days Has Been Completed, Production Schedule Formulated. Both customers’ and stock requirements are posted and schedule set for each. Upon executive approval, this sheet becomes both Manufacturing Budget and Material Authorization 528—February 21, 1929, The Iron Age j 7 | | 7 CONT GENER ROL LEDGER TRIC Ock 4 ES CA TION PART CREDIT 4 Nc 6) | == ' 7 MANUFACTURING BUDGET Clase A - Standard Stock Ratings. Class 5 ~ Miscéllaneous and Special Ratings. Fig. Shows Column Head- ings for the Manufacturing Budget Sheets Covering Prod- ucts Not Built Mass Pro- duction. Class ratings are built for stock apply customers’ orders for standard apparatus. Class ratings are special and usually are not built for stock. Fig. Weekly Production Report, Shop Bud- get Performance. bottom shown the distribution unfilled orders. The weeks are written across the and beneath each week the quan- tity special orders (G.O.) and stock scheduled for com- pletion that week. Totals for each week should approximate the weekly manufacturing schedule set for that division. Certain types product are built for stock, but quantities which not justify mass production. When- ever possible, such units are manufactured lots. Other types, requiring similar material, are produced order meet the particular demands individual customers. either case the factory must have sufficient material and parts process meet the average sales demand. The tendency will provide for hoped-for maximum de- mand, which will certainly result surplus inventory. Yet any movement curtail purchases must made with caution. Material available always assurance continuous production, and even though margin safety apparently provided, shortages will most cer- tainly occur unless the control based upon reliable sta- tistics. obtain these statistics, information must gathered from many sources and tabulated budget form. This budget controls the quantity packed stock, indi- cates further stock orders released, and notes the rate sales each type and size product made. There difference between this budget and the one first men- tioned. The former covers continuous daily production few types, the latter designed handle hundreds types and varieties product, including special custom jobs, which the output limited. Compiling the Manufacturing Budget Fig. illustrates the grouping headings under which information compiled. Since the production de- partment controls the factory stock well the con- signed stock throughout the country, the quantity every ~- Large Motor Division - December 1, 1928. Approved Date Approved Total Average Stock Unfilled | Available Monthly Seles | Additional In end in Customers; for new Sales Last Stock Production! Production Ore Busines 12 Months | Month DUE PLUs OVERDUE Go DUE PLus OVERDUE STOCK OVERDUE G.o. OVERDUE STocK TOTAL OVERDUE PUT ON DEMAND TOTAL ouTPUT type and size apparatus available quickly listed. Unfilled customers’ orders are then tabulated and deducted from stock hand and production, the balance indi- cating the quantity available for future sales. Next shown, for each type apparatus, the average monthly sales for the last 12-month period. Finally, the sales for last month are posted. comparison the average and last-month sales indicates the trend. Those types product showing great variations are subjected more detailed study, determine whether the trend, upward downward the case may be, short duration, seasonable, calls for immediate ad- justment factory output meet the new sales require- ments. This analysis packed and in-process stock, well average monthly shipments, must then com- pared with expected demand, forecast the sales or- ganization. the first every month the schedule division the production department receives tabulation from each branch office, showing the expected sales demand the factory for the next 90-day period. These are sum- marized into one report reflecting general business con- ditions throughout the country, well indicating just what the factory must prepare for new business. thoughtful consideration all the facts then permits the intelligent selection the proper types and sizes apparatus and the quantity each which should built for stock. The stock budget, covering 90-day production period, then completed. must remembered that this budget covers rela- The Iron Age, February 21, Branch po THIs Last WEEK WEEK DISTRIBUTION OF UNFILLED ORDERS TOTAL G.o. AND STOCK SCHEDULED FOR DEPARTMENT SLOWMOVING Quan | very OBSOLETE INVOICED RECEIVED INVOICED if RECEIVED il INVOICED RECEIVED Fig. Instead Issuing Requisition Purchasing Department for Each Material Requirement, the Quantity Desired Posted This Ledger Record, and Approved. After the purchase order, written from information this sheet, issued, its “P.O.No.” posted the sheet, which the material division. The front this record covers purchase, scheduling and receipt materials. The reverse (6A) record reser- vations against shop production orders, material, etc. Fig. Record Suppliers’ Performance. each equipment the material noted, also. Thus known quantity material not transit and delivered. supplier not meeting the schedule notified and signal set the Kardex record. invoiced, posted. MAME OF MATERIAL tively “slow moving” stock apparatus not built mass production. The budget, therefore, will note which rat- ings are released for manufacture lots and the sizes these lots. others, low limits will set, these limits also being determined consulting the budget. Such stock will replaced automatically, when sold. But much the factory’s output absorbed jobs built meet the special requirements certain custom- ers. Such apparatus cannot stocked except upon defi- nite agreement with the customer. However, material and parts must provided and held readiness for application these special assembly jobs. referring again the tabulation showing average monthly sales all types product, not difficult determine what the average demand for each the miscellaneous special ratings will probably be. Material proper amounts provided accordingly. Smoothing the Peaks and Valleys After the stock releases have been sent the factory scheduling division, manufacturing budget, covering 90-day period, issued, showing the weekly output demanded from each assembly referring pro- 530—February 21, 1929, The Iron Age duction report, Fig. will noted that there are two varieties apparatus budgeted. The general orders (G. cover special jobs production not usually built for stock. The item “stock” covers regular releases build standard units provided the stock budget. The latter scheduled the production department, “fill in,” that the peaks and valleys are smoothed out effort give the shop fairly constant manufac- turing rate. These weekly production reports are devised indi- cate whether the various factory divisions are ahead behind budget performance. Incoming customers’ or- ders are placed “demand” schedule, daily, and the close the week sufficient stock orders are added maintain approximately even production rate. There- fore this report shows the unfilled assembly orders hand the close the week. For convenience follow- work, the production department provides the foremen, and others who may interested, with detailed schedule for the coming two three weeks. this sheet com- plete specification information furnished for each order group orders coming due. All parts materials used the assembly the vari- ous products are listed specification sheets provided \ | | | CESCRIPTION q q a the engineering department. The control divi- sion interested knowing the name each part required, its drawing number, the quantity required for each assembly, the size, kind and weight raw material used and, finally, whether the part manufac- tured our plant purchased from outside suppliers. Purchase Orders Made from Ledger Record Using the engineering specifications and the manufac- turing budget the basis ordering material, pur- chase orders are issued. unique method speeding material ordering used. Fig. illustrates the front side the production department’s record materials. This sheet contains all information needed the purchasing department writing the purchase order. When the quantity required noted the “ordered” column, and the schedule posted and approved the supervisor, the sheet removed from the ledger and passed the purchasing agent requisition. After the purchase order has been issued, its “P. noted opposite the quantity, and the sheet returned the ledger. Thus, the necessity for issuing individual requisitions cover material requirements eliminated, with the added advantage having complete record one sheet. Fig. Fig. issuing the purchase orders, the supplier’s shipping schedule specified. This schedule carefully arranged that material will always available meet the man- ufacturing budget. For mass production the schedule incoming material exceedingly important. set too high, then the material will pile ahead the first operation machines; too low, production delays will result. But even the schedule set correctly, the sup- plier may ship ahead time neglect meet the speci- fied delivery dates. Hence constant follow-up each purchase order essential. How Follow-Up System Operated Therefore, for each important material part ordered, follow-up sheet, Fig. used. This sheet inserted Kardex file for easy reference. Shipments (“in- voiced”) and receipts material are posted daily and compared with the set schedule. system signals indicates whether the supplier meeting the requirements the budget. irregularities meeting the schedules are expe- rienced, the follow-up man immediately corresponds with the supplier. Failing obtain the desired action, the difficulty referred the purchasing agent for adjust- ment. Whenever the schedule permits, material speci- Parts Assignment Record, Giving Perpetual Inventory Parts Stock. All Information Concerning Completion Special Job, Gathered from Many Sources, Listed for Material and Work sheets, operation and layout sheets, customer’s order, etc., must consulted. All orders are issued, material purchased, parts and the job followed factory through aid this “request” Figs. and 10A. Work Order and Material Requisition Forms Are Designed That Both May Typed One Writing. serial production number for identification the wor AUTHORIZATION MATERIAL TO BE USED NO RECORD ALL OCELIVERIES ON REVERSE SIDE. PLEASE RETURN ORDER TO THE PRODUCTION DEPT. WHEN COMPLETED, Genera. O. ocx REL FOR OPERATIONS AND ROUTING OF PARTS REFER TO OPERATION SHEETS order for requisition Over RUN Worn OrvER—O. UnNoee Run Worx R. Work ORDER O. Service ano Scrar—S. The Iron Age, February 21, ORDERS AND wat a PARTS ASSIGNMENT RECORD + Quantity — — -4 Size | fied come forward carload lots. Light-weight mate- rial parts usually are shipped daily weekly, assure continuous flow first operation machines. Purchase and material required meet mass production schedule are not difficult close attention given the requirements the manufacturing budget. But the maintenance adequate, yet economical, in- ventory material for small-lot production for special orders calls for more elaborate system. There are cer- tain fundamental materials common many assemblies given type and size. Such material provided meet the requirements semi-monthly shop order bud- get. this system, the issu- ance shop orders and the pur- chase material are closely re- lated. Semi-monthly, new mate- rial and shop order release issued for each division not This authorization based up- the stock and sales budget previously mentioned, material being purchased and shop or- ders issued whatever quanti- ties are necessary keep pace with the budget requirements. The authorization written terms sets parts required for each type product men- tioned, and shows: a.—Total quantity each type for which material vided. as- sembly shop. parts available for new business. weekly sales (taken from sales budget). e.—Additional sets parts authorized. Before determining the number sets parts each rating for which material and shop orders are authorized, study made the relation between aver- age sales demand and the sets parts available for new business. For certain classes product, experience has indicated just what inventory terms weeks’ supply economical and necessary. This varies, departments not concerned with mass production, from five nine weeks. few instances the period longer, espe- cially slow-moving ratings the larger sizes. must also mentioned that, several shop divi- sions, these authorizations are detailed that the differ- ent classes parts and materials are released varying quantities. Small parts will released less often, but large production quantities. Quick delivery shop items, not requiring expensive setups, will released small quantities. each instance the authorization indicates the quan- tity available, that new lot not released until the proper low limit has been reached. The point em- phasized here, however, that these authorizations are based entirely upon the budget requirements that, general, the inventory will fluctuate with the sales de- mand. PD 196D-25M-9-28 Keeping Track Parts Used For every part produced there ledger sheet parts assignment record. The authorization posted these sheets, shown Fig. and the necessary work orders are issued. assembly orders are sent the shop, they are passed over this record that parts assignment can made. new balance then shown. 532—February 21, 1929, The Iron Age ROUTE CARD QUAN. DELIVERED TO STORE ROOM Fig. 11. General, Work Order Covers Operations Performed but One vision the Factory. the material must move second third department, the route card becomes the work order this “balance available” that reported when new authorization considered. this balance becomes alarmingly low between authorization periods, special request made cover the shortage. the bottom the record sheet will noticed certain symbols, which are used designate transactions. For instance, service requisitions scrap, properly reported, constitute sufficient authorization replace parts thus absorbed. effort speed the handling special jobs, order clerk determines what parts and materials are needed once and makes his request known through the use request sheet, Fig. This sheet, when filled in, gives complete picture the ma- terial requirements the spe- cial jobs; made tripli- cate. The first copy used the office for the completion the paper work, i.e., work or- ders and material purchases. The second copy used the shop production man follow- ing the job. The third sheet passed the foreman, who withdraw the parts from the stockrooms, when ready assemble the job. The shop work order forms are designed that the second copy can used requisition for raw material. The third copy yellow and, identification card, accom- panies the material its re- turn the shop. foreman permitted write requisi- tions for raw material, since every order issued the shop has material reserved for it. This tends prevent delays and confusion due lack material after the job has been put into production. Route tags accompany all shop work orders. Lightness and Strength Aluminum Furniture Aluminum furniture light that general office chairs weigh less than and massive swivel chairs weigh only 27% Combined with lightness there also strength, immunity ordinary wear, attractiveness and resistance fire, according writer Metal Industry, London. The sheet, tubing and extruded shapes used the frames are made aluminum alloy, heat-treated after fabrication. Strengths 60,000 lb. per sq. in. with adequate elongation are available. After being formed dies, the parts are assembled, and either welded connected mechanical joint designed develop the full strength the sections. The completed frames are again heat treated produce maximum stiffness and re- sistance surface denting. The aluminum frames, according the author, are sand-blasted remove oxides, and make impressions having re-entrant angles that will hold the priming coat firmly the surface. pigmented linseed oil-base var- nish sprayed the work and subsequently treated temperature sufficient insure firm bond. After sur- facing, two coats enamel are baked and rubbed between operations. The resulting hard elastic finish re- sists both chipping and abrasions, declared proved actual usage. Seats, back and arm rests are mounted separate aluminum frames which are held place hidden screws. | 7 ©) q q 7 | | J q 7 Molds the Making Foundry Management Simplified Periodic Inspection Work Process—How Saves Spoilage and Takes Little Time PAUL RAMP* HAT one may know about the foundry business, any other business, little value one cannot impart others. man’s brain there may stored fortune ideas and methods rela- tive his vocation, which has accumulated years experience, that would great value the world could they classified and put the form text book, that the rising generation might read and profit account the time limit usually imposed, the price paid for the work, and the small value the standard written after the job was finished, owing the remote possibility its ever coming into the foundry again. Now cannot standardize our jobbing work except few cases, but want the benefit men’s experience who have spent years the jobbing foundry business apply every them. would not only enable his readers profit from his successes, but they would receive still more val- uable lessons from his mistakes. mistakes and failures that have taught him how things right. Unfortu- nately, such book were published, only small percentage the great number engaged the same occupa- tion would read it, and the author would not include his list failures, but rather only his successes. the problem today devise plan which will give the benefit all that value which know stored the minds some one who has given almost lifetime the problems that confront us, and which are called upon solve. the foundry have many prob- NYTHING which oper- ates promote the pro- duction more goods better ones, larger proportion first-quality goods, worth look- ing into. great weakness many foundries has been lack adequate supervision during the making important mold, with resulting heavy percentage rejects. This article shows how such situation may avoided, through proper sched- uling expert inspection molds the making. thus co- ordinating the work the super- intendent with that his men, important piece work do. The question then secure the man who has had wide experience what will call the jobbing foundry business and one, who, have every reason believe, qualified cope with every emergency characteristic this branch the trade. After have secured this brain, the next thing learn how in- ject one man’s knowledge into every job the shop. know that can cover but limited territory one day, and that cannot direct every individual job personally. But also know that has the experience which will help reduce our mistakes and losses, and can plan our work that can apply this knowl- edge every job, will come great deal closer the ideal condi- lems that are handled various ways with good results. For instance, much loss may avoided. foundry producing “specialty” ac- complishes the desired results standardizing its methods. such cases possible for the master mind develop foundry prac- tice for the “molding,” “casting” and “cleaning” certain castings close similarity. possible specify every detail connected with the work, regardless how small is. And this work often well done that, the in- structions are followed closely, nothing but perfect cast- ing can the result; because the ideas and methods stored the brains those who have learned the many tricks the trade, through actual practice, through successes and failures, can drawn upon help. And this large measure accounts for the wonderful progress made the “Specialty Foundry” today. Little Repetitive Work Jobbing Shops This not true “Jobbing Foundries.” Not much has been done here because have very different prob- lem. The great variation work and the small number similar pieces required prohibit the purchasing spe- cial equipment that would naturally tend standardize the work, and also prohibit the writing standard for every different piece work. would impossible, *Superintendent Foundry and Pattern Shop, Newport News Shipbuilding Dry Dock Co., Newport News, Va. tion desired the jobbing foundry the foundry making large, intricate castings great variation char- acter. There but one solution this problem, which “Scientific Planning Department.” This planning depart- ment should more than plan the flow work through the shop. secure the best results, and complete check the quality the work process, system periodic inspections arranged follows: When order issued the foundry for casting, accompanied inspection card. This card speci- fies what stage the work the foundry superintendent desires inspect the mold, and the foreman and workmen are instructed not proceed further until the work has been inspected and released. the work satisfactory, the superintendent will sign the inspection card opposite the period inspection number, and allow the molder pro- ceed. the work not satisfactory, will order the necessary changes made before any work toward the next inspection period done. The planning department secures from the superin- tendent the information that enables him specify the inspection period, and turn instructs the men working the job notify their foreman when they are ready have their work inspected. This periodic inspection simple matter and generally requires only few The Iron Age, February 21, moments the time, make the inspec- tion and order the necessary changes, any. The important thing is—the mold has been inspected and the proper instructions given right the time will the most good, one who knows. Inspection Takes Little Time Consider the difference the time consumed stand- ing around man, waiting for him get his work the vital point that one sure does some certain part right. Then consider the few moments consumed called when the work ready for inspection. addition the time saved, the possibility the workman getting this vital point and taking chances that might result bad casting avoided. Molding peculiar trade. Most the work done covered and cannot checked, like other work, consequently the only way safe inspect the work while being done, and this inspection periods must specified. too late after the casting the scrap pile; anyone can tell then how all hap- pened. Some may feel that plan this kind would work hardship the superintendent, and keep him running all around the shop, inspecting molds and signing cards. This mistake, because the inspection confined molds that require expert advice, and the mold inspected only certain intervals when the work has reached the point where the nature further procedure would have great influence the quality and cost the casting. this time that the “master mind” should the job, and there better way sure will the job than hold the work until is. Seeing That Standards Are Maintained Writing standard practice for large, difficult castings not enough, even though the standard covers every detail connected with the work. The man has already been told how his work; the next important item see that does that way. And the only way all important stages progress. The old plan offer general instructions how make mold and, the casting does not come out well, call the molder who made into the cleaning department and tell him about it, and caution him avoid the same mistake the next time. This probably cure, but what must have preventive. the produc- tion large, intricate castings cannot afford wait until the casting bad, tell the molder how make good one, molder make his mold right his casting will good, and more important see that his mold made right than give him lecture about bad one. The scheme have the planning department care- fully study each casting made, and consult with the superintendent about the critical points that must looked after insure good mold. This information will enable the department write period inspection card which can sent out with the job order. This period inspection card will specify the various times the superintendent wants see the work progress. The card can standard card with inspection periods numbered fol- lows, suit local conditions: Period No. 1—When drawing received pattern shop. Molding methods, and char- acter pattern made. Period No. 2—When pattern sweep place ready begin work. Inspect method gating, and plan partings and vents. Period No. 3—When mold ready for oven. In- spect for finish, vents and perfect joints. 534—February 21, 1929, The Iron Age Period No. 4—When mold taken from oven for assembling; inspect cores this time. Period No. all cores are placed. Period No. 6—When all cores are placed, and mold ready for the first loam section put place. Period No. the first section cope for loam mold has been tried and ready for final closing. Period No. second section cope for loam mold has been tried and ready for final closing. Period No. all cores are set that can placed before setting the main core and upper port core; main core must ready for placing this time. Period No. 10—When cope has been tried and ready for final closing. Period mold has been clamped and runners made, and work ready for pouring. Period No. 12—When green sand mold ready for cores and with all gates cut. Only the inspection period desired given job marked, opposite the period number. Inspecting Marine Cylinder Mold good example how this plan worked practice described the production marine cylinder. The inspection periods marked this card were numbers The first inspection was No. when the pattern was placed the flask and all loose pieces assembled ready begin ramming. this time carefully considered the method gating, and the points for the various partings, also where were going carry off the vents. decided ring pop gates around the upper end the cylinder barrel, allowing the metal drop the bottom the mold. This plan kept the hot metal top while the mold was being filled. The agitation cre- ated the rising metal the pop gates caused any dirt which might accumulate rise the surface with the metal. This plan gating produced casting free from cold shuts and dirt. The partings were made only where was necessary, get the cores the mold. The mold was well vented using cinders and ramming vent rods extending through the vent holes the flask, and pulling them out, thus creating positive vent that would help dry the mold and carry off the gas promptly. This resulted the metal lying quietly the mold, thus preventing any soggy places the casting. The next inspection was No. when the mold was ready for the oven. This inspection showed very nice finish, with the exception very few places which were remedied before the inspection card was signed. Cores Inspected with Mold Inspection No. was made when the mold was taken out the oven for assembling. this time the cores were inspected, and with few exceptions were used made; several not thoroughly dry were re-dried. Inspection No. was made when all cores were placed except the upper port core and the main core. this time were able check the metal thickness between the various cores, the general appearance the mold and see was free from dirt. The vent con- nections leading from the cores through the mold the outside were checked; the main core, also, was inspected Steel Plates Resist Lifting The next inspection was No. 10, when the cope had been tried and was ready for final closing. this time everything was found good shape except the method holding down the large cores that extend through the supports the cylinder. Instead using merely soft q q [ 1 clay tor holding these cores place, this method was changed steel plates conjunction with soft clay. The soft clay used seal the joints and the steel plates withstand the lifting pressure exerted against the core when the mold poured. Had these cores moved while the mold was being poured, the metal would have found its way into the vents and bad casting would have been the result. inspection No. was really what saved our casting. The last inspection was No. 11, when the mold had been clamped, the runners made, and everything was ready for pouring. The work this time was satisfactory and the mold was poured. Result: good casting, free from shrink holes, blow holes, dirt and soggy places, and one that stood hydraulic test 280 lb. the square inch. Not Much Time Consumed the above inspection covered period three weeks, can readily seen that, without previously planned arrangement inspections, some the most important ones would have been neglected. None the inspections this job required more than few moments the superintendent’s time, but his experience and knowledge were applied every important part the work, With plan this kind every important job large foundry can handled personally the superintendent. And handling the work this manner will have more time, develop new ideas and good things, than superintends the work general haphazard manner. Definite Urge Have Things Right surprising how few cases are found when inspec- tion shows corrections changes are needed. This partly true because the foreman knows his work will inspected, and makes greater effort have right for the inspection period. Consequently, although cor- rections are necessary, the inspection periods have influence for good. The fact that the superintendent in- sists upon inspecting the work this manner not, however, reflection the foreman’s ability. But very often the superintendent looking the work from entirely different angle from his foreman, and doing sees things that otherwise have been overlooked. The time consumed inspecting each job certain in- tervals much less than one would think, and interferes very little with the regular routine work, because large measure takes care the routine work. Occasionally call for inspection will come time when not convenient for the superintendent visit the part the shop where the work located. But the inspection must made and other things wait, because there nothing important good casting the foundry, least, casting which considered important enough have the inspection period specified. absence the superintendent the duty the man charge the planning department call upon the general foreman, and accompany him the mold, and have him inspect the work and sign the inspection card. After the job-is completed the card collected the planning department and filed for future reference. Superintendent Kept Closely Informed The period inspection plan automatically puts the superintendent work; keeps him close touch with how the work being done; keeps the foreman the job, because knows that his mold core going inspected; keeps the molder coremaker from slighting his work, because knows half-made job will not bear inspection. While important tell men how their work, believe more important know that they according instructions. And know this before the mold poured, and the only way sure the work done according instructions, some plan necessary, similar the one described, that compels those charge check personally the work progress. Large Savings Effected Through Foundry Sand Control ROGRESS foundry sand control was one the topics the session devoted the foundry during the Western Metal Congress, which the American Society for Steel Treating held Los Angeles the week Jan. 14. Grubb, foundry consultant, Mansfield, Ohio, deliv- ered paper entitled “Foundry Sand Control,” which reviewed the present status that important develop- ment. abstract follows: The American Foundrymen’s Association, through its committee molding sand research, has been very active the past several years studying sand control and con- servation. Tests have been developed for measuring the important properties, survey sand resources the country has been made, system grading sands has been adopted and sand conservation and reclamation meth- ods have been studied. Much foundry trouble and casting loss are caused improper temper moisture content sand, lack uniformity new sand shipments and changes sand properties which are discovered only after the castings have been poured and found defective. Sand control in- volves discovering, experience and experiment, the sand properties best suited for the work hand, then main- taining these properties repeated tests, proper addi- tions new sand and water and thorough mixing. Bond strength and permeability tests can quickly and easily made and are effective for frequent control tests. Grain fineness and clay determinations are highly valuable for controlling shipments new sand and bonding clays. Wide Variation Clays Clays differ widely quality. Some consist largely grains but little smaller than those caught the finest sieve, while others are composed largely particles These latter clays are said highly colloidal. When they are dried they become almost hard Portland cement. system grading sands according their grain fineness, clay content and grain shape has been developed and adopted. Further classification based quality clay content under consideration. hoped that such grading system will help foundrymen obtain more uniform sand shipments. Money Saved Reclaiming Burned Sand Progressive foundries are giving much attention the reclamation burned sand that was formerly dis- carded. Such reclamation involves careful selection materials and rigorous control the sand properties. number foundries that practice sand and re- clamation report lower casting losses and marked economy sand consumption. Savings from $40,000 $100,000 year are claimed individual steel foundries. The Iron Age, February 21, 1929—535 vt What Dross Galvanizing Pots? Analysis Formation Trouble-Making Element —What Causes and How May Limited WALLACE IMHOFF* HAT Where from? Those two questions confront every practical galvan- The amount dross made various galvanizing plants ranges from per cent; the average dross production perhaps per cent. reduce dross production two things must known: first, what dross really is; and second, where comes from. Dross zinc-iron alloy the composition which varies with temperature and quantities zinc and iron present. Strictly speaking, more technical language, dross saturated solution zinc with iron, with zinc- iron alloy crystals it. illustrate just what dross is, attention called Fig. This photograph shows Figs. and 2—Ordinary Plant Dross. the long, slender needles zinc-iron alloy Both views show piece ordinary plant dross, just the way taken from the pot. The long, slender, crystalline forms the zinc-iron alloy can seen plainly. All practieal galvanizers know that dross made two things, these crystals, and the zinc left the dross after cutting and slicing. These long, slender needles zinc-iron alloy seem crystallize the rhombohedral division the hexagonal system. well known that the metal zine has crystal lattice type hexagonal, close-packed, and, since these crystals are largely com- posed zinc, this may influence the crystal form the alloy. “Dry dross” contains minimum amount metallic zinc, and large amount zinc-iron alloy crystals. “Wet dross” contains large amount metallic zinc, and fewer alloy crystals. also well known the prac- tical galvanizer that dross must made all the crystals could get out, and all the zinc left in, that could not get out cutting and slicing the dross. But has never really seen it, although knows that what is. Fig. shows some ordinary plant dross seen under the microscope. Here the facts are fully verified. The *President Wallace Imhoff Co., consultant zine coating (hot galvanizing), 401 Highland Building, Pittsburgh. 536—February 21, 1929, The Iron Age long black needles zinc-iron alloy, the white area saturated zinc with iron, can plainly seen. Some the crystals are long, others seem shorter, and still others seem almost square. This due the crystals being cut preparing the specimen. The long are parallel the surface cutting, while the square ones were vertical and were therefore cut directly two. The others are tilted and cut various angles between. This dross analyzed 3.26 per cent iron. Fig. shows plainly the character dross. Cutting and slicing the dross allows the metal between the zinc-iron alloy crystals drained off. The bath must, course, become sat- urated with iron before the crystals will separate out. now clearly seen that dross made long, slender zinc-iron alloy crystals zinc bath saturated with iron. Zinc will actually dissolve the iron form first saturated solution zinc with iron, and then the addition more iron causes the separation out the zinc-iron alloy crystals. Having higher specific gravity, the dross settles the bottom the pot. The satura- tion point reached when more than 0.1 per cent iron dissolved, although the temperature plays most im- 9.00 8.00 7.00 6.00 5.00 400 Per Cent Iron Content 3.00 Number Days Operation Fig. 3—Increase Iron Content Small Pickle Tanks Much Faster Than Large Tanks. And high iron means high dross production, while low iron results low dross production J | 4 a 9 ‘ Us ’ 4 (Left Right)— Show Respectively Dross from the Steel Base; Dross Formed rom 1000 Deg. Fahr. and 1100 Deg. Fahr. portant part. The higher the temperature, the more iron the will hold solution. The chemical composition the dross affected many factors, the most important which are the bath temperature and the method drossing the pot. Some drosses are dry and sandy—high-temperature dross; others are wet and metallic—low-temperature dross. The chem- ical analyses many drosses has shown average com- position about per cent zinc, 3.80 per cent iron and 0.20 per cent lead. doubt very careful chemical analysis would reveal small traces tin, aluminum and cadmium, these metals are generally found most galvanizing baths. few typical analyses plant dross are given below: PLANT DROSS ANALYSES Per Cent Zinc Per Cent Lead 96.61 3.39 97.54 2.46 95.82 3.99 0.19 96.2 3.51 0.21 94.71 5.43 94.13 5.93 No. “wet the iron low. No. “dry dross”; the iron high. the temperature increases the color the dross changes, first golden yellow and high temperature deep blue. Low-temper- Iron Loss Grams Temperature, Fig. 4—Progress Corrosion Galvanizing Kettles Temperature Increases. sudden change comes after about 900 deg. ature, wet dross has white, slightly bluish white, metallic appearance. The higher the temperature the. the tendency toward dry, sandy characteristics. This answers pretty well what dross is. The next question is, “Where does dross come from?” There are many sources dross, but found all things some are far more important than others. The most sources dross are listed below: From the zinc used. From iron oxides; corrosion. From overheating the zinc. From the pickling operations. From material dropped into the pot. From the steel base itself: production. impossible this time take and discuss fully each one these causes. the first place, the importance each one varies according whether the condition aggravated, just normal. the second place, the importance the conditions vary from plant plant, according local conditions, plant design, equip- ment, methods operation, production required, etc. were possible give them order importance under normal conditions they probably would arranged fol- lows: From the pickling solutions. From overheating the zinc. From the steel base production. From iron oxides; corrosion. From material dropped into the pot. From the used. Each one these features will now briefly discussed the order their importance. Dross from Pickling Solutions far the largest source dross from the pickling solutions. definite figures can given, since practice varies over wide ranges, but rough estimate would that from per cent the dross produced directly caused the pickling solutions. practical analysis the situation shows that all the scale and iron dissolved from the steel surface, whether sheets, angles, plates, girders, bolts, castings what not, can into only place, and that the pickling solution. Iron does not evaporate; the water the pickling. solution may dried off, but the iron from the solution still there. From the pickling tanks the rial goes the muriatic tank and from there into the pot. But has been shown that dross alloy zine and iron. will now shown that all iron, easily available, makes dross. For example, analyses made some muri- atic acid solutions showed the following compositions: MURIATIC ACID SOLUTIONS Tank No. Acid, Per Cent Iron, Per Cent 5.25 11.00 6.00 14.00 3.00 10.00 Iron there, plenty it, make dross. Too much emphasis cannot this time placed the chemical analyses pickling solutions. They should analyzed The Iron Age, February 21, | 1 4 least once every day, about the same time, and close check kept the iron content. There are now tablets the market for making quick tests right the tanks, whenever thought necessary. The importance the pickle t