The Iron Age 1930-10-30: Vol 126 Iss 18

THE IRON New York, October 30, 1930 ESTABLISHED 1855 Business Preparedness the Order the Day NDUSTRY has passed through the cycle hope, disappointment, disillusionment and resignation. The current depression was first mistaken for mere recession, such occurred 1924 and 1927. This error was not prevented industry’s schooling statistics following the business collapse 1921. the contrary, chart consciousness encouraged the belief that organized effort could warp the curve the business cycle into the direction recovery. was with this end view that captains industry were rallied under Presidential leadership, but, when the results their united action failed measure with expectations, dawned upon the country that was facing mean downturn business, and that the lessons index numbers had not been well learned. became clear that not enough attention had been paid excesses busi- ness that had been obscured stock market speculation. But may well that this realization was belated; the Washington conferences, though falling short their objective, never- theless cushioned the shock the Wall Street crash. A. sobering influence unfulfilled ex- Mills and factories are beginning depend self-help—they have given waiting for outside aid. Economies dictated grim neces- sity are fitting with preparations for more profitable basis operations whatever con- ditions may be. Preachments “buy now” are not taken seriously; instead, further pressure being put making sales. realized that the cost such effort fully justified, ensuing increases production schedules reduce over- head expenses. recognized that buyers’ conservatism, always overdone depression, can only broken down consistent, agres- sive, intelligent merchandising. RESENT preparedness, fortunately, does hinge prompt rapid recovery. Such rebound does not seem pros- pect. There are not the great deficiencies consumer needs that helped stimulate busi- ness following the 1921 slump. World con- ditions offer early promise that small increase exports that commonly the differ- ence between poor and good business for the country whole. The best augury that American business has steeled itself face the unvarnished facts. President Schwab aptly put addressing the American Iron and Steel Insti- tute, industry not concerned with term nor over-anxious about the exact date when orders will pile its doorsteps. taking advantage slack conditions put itself “in more wholesome position production, distribution and financial respects profit the expansion which will come sooner later.” Industry ready speed and when demand warrants. The machine being over- hauled and improved. will run make profit. 1203 VOL. 126, No. 5 q ’ Cost Policies Meet Executive Round Table Conducted John Van Deventer, Industrial Consultant, THE calling this conference order, may not amiss tell story. frontiersman covered wagon days, named Joe Cummings, was exceptionally fast foot. Scouts, Indians, soldiers and fellow frontiersmen alike were left far behind him competition. was the acknowledged running champion the territory. Having outclassed the available human competition, Joe conceived the desire outrun buffalo, and shoot him with his Colt six-gun. Time after time tried accomplish this feat, only find the quad- ruped too speedy. One day, however, while thus en- gaged Joe had the misfortune stumble. When regained his feet and started look for his revolver the nearby sage grass, found that the buffalo had executed sudden about-face and was charging him, head down full tilt. Then ensued foot-race which Joe hung new record. beat the buffalo. was the first time, said, that had had right proper incentive show his real Industrial executives today, under the pressure GREDE 1204—The Iron Age, October 1930 necessity, are securing results that would have been considered impossible year ago. had some very definite proof this the previous IRON AGE Round Table, Sept. when number metal-working executives told this conference how they were putting the question mark work order make profit reduced volumes. Today, are hear from number executives who will carry the subject step farther. They will ACKLIN ECESSITY the mother cost and expense reduction, well in- vention. Her two powerful sons form effective team which quite capable making successful headway even under depression conditions. today’s Age Executive Round Table, you will hear number capable metal-working executives tell about cost policies designed for cost and expense reduction and employment stabilization. — y — dj 4 > \ 4 - DRILLETTE tell cost and other operating policies which were put into effect after the question mark had revealed the opportunities for cost control and expense re- duction. The first gentleman our program today the chief executive metal stamping works Toledo, Ohio, who believes that the recent depression has pro- vided management with “right proper incentive” show its real speed. shall now have the pleasure hearing from Mr. James Acklin, president the Acklin Stamping Company. Mr. Acklin: Our biggest economy has been effected the reduction indirect labor. When the situation really began look serious and extended duration, had temporary short-time shut down, during which mentally took the position that had organization and employees. Note that this was mental attitude only, not discussed out loud, but did have the result among our executives making consider our entire shop procedure. found that could advantage eliminate many motions that had previously thought necessary. were able redistribute the functions various members the organization resulting most cases the entire elimination certain jobs. addition, instituted paper work and physical contacts that gave much more closely knit organization than had ever had before. CHIDSEY PARTICIPATING THIS IRON AGE CONFERENCE: Joun President, Veeder-Root, Ine. President, Michigan Steel Tube Products Co. President, Liberty Foundry, Ine. Acklin Stamping Co. Vice-President, Louisville Frog, Switch and Signal Co. Cary, Chief Engineer, Cary Manufacturing Co. is, course, not possible measure the effects these things accurately, because the decrease business, but are surprised find that, even under current conditions our percentage overhead larger than was during the peak period last year. example what this more closely knit or- ganization has meant us, have noted greatly increased tendency take the machines the work rather than take the work the machines. This, course, old axiom but now find that are applying way that would have been thought extremely foolish even few months back; for instance, think nothing moving three four machines, weighing approximately 25,000 each get them into production line that will used for only two three days, after which time the machines will have redistributed into other production lines. find that save much money the transporta- tion materials and the elimination helpers that the moving expense negligible item. another example close contact the organi- zation, have arranged our time keeping and cost keeping that, noon Tuesday the production de- partment executives are possession exact infor- mation the cost die and tool repairs that were incurred the previous day. They are required justify and approve such expenditures spite the fact that the money spent department The Iron Age, October 30, 1930—1205 — not under their control. Correspondingly our die shop, where make the dies, hold the foremen responsible for die try-out, although the try-out work actually performed die setters the press shop. All this time chargeable the die shop however, that here again they give the die shop exact in- formation ten o’clock the following day that they can justify and approve the expenditures. Our inventories have been sharply lose attention detail, refraining from ordering items any size unless definite need were shown and until after definitely shown that not have corresponding items our warehouse that would function well. Our raw material has, course, been reduced proportion our business has de- creased, which has followed automatically since not order steel until get orders from our customers. Certain other items such oils, cap screws, files, raw material for the manufacture dies and tools, have attained smaller inventories merely because our refusal order anything except the smallest pos- sible package, and only one those, even though this might mean repeating order every wee i ] i The conclusion that reached from our current efforts regarding overhead, planning, etc., has been that (and presumably our competitors) have been extremely wasteful and careless the past. The economies that have now effected could have been reached just well couple years ago had not been hurried and consequently thoughtless. not feel today have have the enormous volume production that had year and half ago, but the contrary feel that very slight increase the present volume business will produce reasonable profits. There good deal food for thought what Mr. Acklin has just told us. Necessity has opened the eyes many executives inefficiencies that they could not have seen and would not have admitted exist ago. many set ideas long standing are being discarded and new ones adopted. Take, for example, the idea moving heavy pro- duction machinery into special production line for just few days run work, Mr. Acklin tells about doing. This new idea applied light product moderate size requiring heavy production equip- ment. such interesting one that have asked Mr. Acklin give you the detailed particulars forthcoming issue THE IRON AGE. One way adjust one’s business present-day bring costs and overhead down the point that will show profit with decreased volumes. surely sound policy press toward that end. some cases, however, may not advisable accept the idea reduced volumes inevitable. Price in- ducements and selling pressure will perhaps lift the volume sufficiently make the profit margin reappear, even with lower selling price levels. This, effect, was the policy pursued the Cary Manufacturing Co., Waupaca, Wis., manufacturers oil-burners, humidifying apparatus, water heaters, etc. The chief engineer that company, Mr. Cary, will now tell how his company put this policy into effect, and 1206—The Iron Age, October 30, 1930 SUGGESTIVE our percentage overhead higher than was year ago? so, which items have increased, proportion our direct labor? 2—Are these increased items fixed nature? not, must admit that they are irreducible? 3—How long will take today’s operating per- formance receive executive scrutiny? Can reduce this elapsed time and get closer con- trol? 4—Are notifying our foremen promptly and regularly any variation from standard costs? Are giving them regular reports showing overhead items controllable them, and their variations? 5—Have established normal percentage scrap for various operations and means checking excesses? 6—Is feasible for secure daily profit and loss sheet for our operations, such Mr. Miller tells about? the remarkable results that were achieved through it. Mr. Cary: The question reduction overhead came our January meeting and came the conclusion there was very little paring expenses that could done. the other hand, our sales were going decrease and our production was reduced, our costs would increase and with increased cost would either have lose our profit increase our price. Neither these policies, thought, was advisable. decided that could not cut our organization and reduce our overhead and yet maintain efficient or- ganization for manufacturing. were also the opinion that there would reduction sales unless greater inducement could offered the buyer overcome the business conditions. the induce- ment offered was only sufficient maintain our present rate production, could not expect more than our former volume business lower profit. Possibly, indeed, our profit might disappear through such effort keep our organization to- gether. the other hand, felt that greater price inducement was made, might increase our pro- duction where could lower our cost produc- tion and lower our pro-rata overhead per unit pro- duction. pursued the latter course. decided upon greater sales effort, increased our purchasing advertising material from 10,000 copies 50,000 copies time, and organized more in- tensive sales department. have run four sales schools five days each for our organization the factory, training our men the methods produc- 7 ‘ e | — a | ; | | a QUESTIONNAIRE 7—Mr. finds profitable move heavy production equipment suit lots running for three four days. Have considered this possibility? 8—Are getting our foundry costs flat pound average pattern? Would help join one the Gray Iron Institute groups? 9—Is group bonus more beneficial our labor when wages are high and are operating full time, held reserve means un- employment insurance? 10—Have weak spots our parts inventory which could balanced profitably now and thus help the employment situation? 11—If business picks suddenly, will find with lot uncompleted maintenance work? Have worked out comprehensive mainte- nance and replacement program? 12—Are taking diminished sales unprevent- able, making aggressive sales promotion drive overcome increased tion, educating them the operat- ing our equipment and have turned out salesmen who are very much better equipped and qualified represent our company. further developed educational department consisting college trained women acquaint the public with the necessity air conditioning, burning the bacteria out the air, increasing the oxygen con- tent the air, increasing the humidity, and reducing the dust and gases and odors the air. Eight months have gone this try-out, and our increase sales over last year 117 per cent. are doing more than double the business but smaller margin. How- ever, have been able keep our entire organiza- tion going full tilt. fact, for six weeks our plant has been operating until nine o’clock three nights also decided that was necessary much our own manufacturing our own plant was possible; buy the raw materials and manufacture them ourselves instead buying certain parts from different manufacturers. This also necessitated addi- tional machinery. are now manufacturing every part that goes into our equipment except the electric motor and everyone these instances manufactur- ing now below the cost purchasing the same goods even after adding portion the overhead the cost. result, our overhead now being spread out over very much larger volume busi- ness. The cost overhead per unit production has been reduced nearly half. the purchase ma- chinery this year have made practice in- quire what price was charged for the same machine year ago, and every instance where there had been concession price this year have refused buy the equipment and have either built bought old equipment and remodelled meet our needs. After seven months’ experience, are convinced that did the right thing. have practically doubled our sales without increasing our overhead and are doing large volume business smaller margin. believe that other manufacturers would make price concessions, they could increase the business volumes and aid the present condition. Doubling one’s volume sales under present-day and recent conditions mean achievement. Mr. Cary has given something think dentally, let say that find surprisingly large number concerns the metal-working field that have actually volumes over last year, and branches the industry that have not, whole, been excepted from the effects the depres- sion. Perhaps the less aggressive concerns these branches have lost volume proportion what the more aggressive ones have gained. the old law survival the fittest which comes the front these times. One aspect the present sit- uation the tendency forward looking executives hold their organizations together search for ways and means help tide their employees over the hard times. This good business well humanitarian practice, because when the pick-up comes organizations that have been emasculated will dif- ficult build and the process will costly. very original method dull time relief has been worked out the Louisville Frog, Switch and Signal Co. Louisville, Ky. operates the general prin- ciple that group bonus, earned good times may utilized unemployment insurance dull times. have asked Mr. Drillette, vice-president that company, tell some the details this plan. Mr. Drillette: Under present conditions, practically every concern shows reduction inventory com- pared with last year, and therefore quicker turnovers. Better machinery also has generally been added and find that advertising costs and sales expenses, which have heretofore increased rapidly, are now being questioned. Also, not any longer being taken for granted that any article can sold using just any kind advertising. have found, too, that far more attention generally being paid the matter turnover the organization. This important, for the breaking new man when business picks often costs considerably more than carrying the old man through the dull period. line with this last thought are making change our bonus payment shop employees that instead their receiving bonus when they are getting full time (which the only time when they The Iron Age, October 30, can earn bonus), are instead them during the dull pe- riod when man makes less than four days thirty-six hours the regular weekly riod. believe you will all agree that bonus has been used the past increase production when business its best and therefore increase the wages the shop men when these wages were the best. What are doing substantially make the bonus, earned good times, provide fund which will help tide over our labor bad times. now our system “bonus reserve” and includes sick payments well accident payments, which apply before the Workmen’s Compensation Act effective. Since ours has been group bonus system and each man has earned practically the same amount bonus, will not endeavor credit each man with that par- ticular amount the future, but will keep reserve apply him only comes within the rules being sick injured does not make least four days per week. Some the details our plan may interest you this time. will mention few them. felt that employees making four days (36 hours) should able get along, especially they save little during the full time season, and are conservative they should with their money, there- fore bonus will paid any employee making hours during any pay period. Thirty-six hours work during pay period therefore means bonus payment. Any employee, who only through the company’s in- struction, earns less than hours’ pay will paid from reserve” the rate cents per hour for the total time off during that period. Five days nine hours each and one day five hours will considered full period. Here are some examples the practical application this plan: Charlie works one day (nine hours) only. draws, then, nine hours’ pay, also bonus from re- serve hours laid off cents $8.61 for the week. this rate, which would represent very poor season, could helped over nearly seven weeks dull period—according last year’s bonus. Again, worked hours would draw his bonus reserve hours cents $6.72, which could continued for about weeks our last vear’s basis. Again, worked hours, which the usual time made our dull season, would receive from “bonus reserve” hours cents $4.83. This payment would, last year’s basis earned bonus ($55.00 per man), allow better than weeks’ help, which about all that needed. 1208—The Iron Age, October 30, 1930 The above rates have been made that, pos- sible, there will always for emergency. will increased the company only after the “bonus exceeds $2,000. These payment rates will decreased balance hand after the dull season. The first test rates will during 1931, and October that year will have fair estimate how our schedule rates working out. The company has absolutely responsibility for payments except where there actually money the “bonus reserve” and then only the amount this reserve. payments will made until, and only when, there reserve. There will accumula- tion charges payments made from bonus that may earned. must there before paid (no advances). Since payments will made anyone accord- ing the amount bonus would have normally received, all the above acts only insurance while the company’s employ, and one leaves dis- charged has nothing due him from the bonus reserve. our thought that such system will hold our men closer the company; although there may some slight tendency toward their earning less bonus due the fact that not receiving bulk shortly after they actually earn it; however, there has been such hard lesson taught most men who have gone through the recent period that feel they will appre- ciate our plan and consider good investment any type insurance. Locking the barn door before the horse stolen pretty good managerial policy applied the cost production. Cost data and records which come executive attention too late anything but historical value, are not great service under present- day conditions. However, cost data can given the manufacturing department time prevent losses, have ideal condition for the establishment effective control. The Michigan Steel Tube Products Co. Detroit has established cost practice which provides this timely control. has found great value helping the management plot and steer safe course amid the shoals depression. have asked Mr. Charles Miller, president that company, tell about his cost methods and practice. Mr. Miller: Early its history Michigan Steel Tube Products Co. recognized the importance standardizing costs its productive operations. Cost records that time were nothing more than history; record what had been done; revelation where profits and losses had been taken jobs already com- pleted and sold. — f <= — | | | | | | How make the cost department aid the manufacturing department and justify its existence was the problem. Could cost data given the manu- facturing department time prevent losses? With this mind the management installed. 1923, standard cost system. Time studies were taken each operation performed piece tubing. Production per hour was set standard which the oper- ator could gaged, and from this basis costing done follows: standard estimate sheet prepared the esti- mating department from production methods and this standard remains constant until revision manu- facturing raw material requires change. The estimate records the necessary operations done the tube, the production per hour and the direct labor cost per unit. addition the amount waste scrap making the part standardized from pre- vious experience tube making also the necessary repairs recondition defective material work- manship. This estimate then turned over the cost de- partment for putting cost material, burden per operation, cost scrap and repairs. The estimate then ready for the sales department. When the sale made the same estimate which now considered “standard cost sheet” turned over the cost department used comparison with the work actually performed the operator. Any variation from the standard cost sheet when checked with actual performance profit loss the job. assist the manufacturing department, copy the operations done the part with the standard hourly production quantities and the scrap and repairs percentage allowance given the foremen the time the order goes into the shop. With these data can check the operator each hour see whether not meeting the standard. copy the standard sheet, showing the opera- tions done the part, the quantity pro- duced per hour and the scrap and repairs given the superintendent and foremen the time the work goes into the shop. With this information hand the superintendent and foremen know exactly the standard manufac- turing basis which the article was merchandised. Note the difference between this method and the old one keeping information from the superintendent and foremen. Our policy give the men much information possible secure their cooperation lowering costs. This information always given where variance from the standard occurs and always quoted dollars and cents instead percentage figures, believe better efficiency may obtained quoting dol- lars and cents all times. this point the control produc- tion costs comparatively simple, but not easy with the items scrap and repairs. the standard cost sheet per- centage has been allowed for these items and vital importance produce the tube within these percentage allowances. control these factors inspector visits the job regular intervals, scrap from each operation recorded and quantities thrown out for repairs are checked against the total production. These data are then given the factory superintendent. standards are not being adhered can remedy the situation then and there; thus keeping control these two vital cost problems. All data concerning scrap, labor, repairs and hourly production are tabulated the cost department the day following the production, accumulated into totals and have daily profit and loss sheet for all work per- formed the factory. Daily accumulated totals are carried through the end the month used the bookkeeping department determining the monthly profit and loss. Thus, when the last day’s operations have been added have profit and loss ac- count all manufacturing operation costs. Sales invoices are costed from the standard cost sheets which take out work process standard amounts labor, material, burden, scrap and repairs. Normal variances each these items are set the general ledger and the net result gives the profit and loss for the month. Thank you, Mr. Miller, for presenting this picture exceptionally useful cost system. When execu- tive can obtain, each day, complete profit and loss statement for all work performed the factory the day preceding, excellent strategic position from the standpoint control, regardless condi- tions. few moments ago heard Mr. Drillette tell how his company using the group bonus plan help hold his organization together during dull times. There are other avenues approach the same end, course. Among them are the completion mainte- nance work and the balancing inventories. Both these activities can profitably pursued when produc- tion slack. Then when the rush comes again, will, the plant not handicapped poor condition. have asked Mr. John Chidsey, president Veeder-Root, Inc., Hartford, Conn., say few words this subject. Mr. Chidsey: believe that all progressive concerns should, especially during depression such that from which are just emerging, give particular con- sideration needed maintenance and repair work. all know that company can long continue suc- cessfully business without maintaining its plant and equipment the highest effi- ciency. But busy times, during 1929, all are apt keep our men directly employed production wherever possi- ble. The stress filling rush orders and generally maintaining intensive produc- tion requirements responsible for this tendency. Maintenance may neglected for the time being, but the wise executive takes the next suitable opportunity make good these deficiencies. Catching maintenance during slack times provides work which may much assistance retaining employees The Iron Age, October 30, SS | whom might otherwise necessary lay off. Balancing inventories also provides profitable way keep men busy. For while are all careful about increasing inventory yet, frequently, weak spots the parts’ inventory develop. Checking over these arious items inventory parts frequent- results finding some work quite ad- visable dull times, even though may produce slight temporary increase the total inventory value. Many you gentlemen who are present conference operate gray iron foundries, either connection with other plant activities, independent mer- handising units. You are aware that good deal money can easily leak out the average foundry, either good times poor ones, unless the leaks are stopped with tight cost con- trol system. One the most common causes profit leakage the costing castings the poundage basis, which very misleading. The Liberty Foundry, Inc., Wauwatosa, one the progressive foundries which avoid this leakage obtaining actual costs each pattern and for each customer. They manufacture castings which average less than one pound weight, use many hun- dreds patterns each month, yet obtain detailed costs ten thousand ton annual production with but two clerks. Mr. William Grede, president this com- pany, will now tell how this done. Mr. Grede: many foundrymen the developing costs means merely the preparation figures which indicate the cost doing business for certain period. sales exceeded cost, they have made profit, but many them not realize the source the profit, that is, which customer, which pattern, which class work has yielded profit and which has resulted loss. When the figures the end period in- dicate loss, they are quite sea where the loss Our costs are kept such manner enable tell not only the profit loss the end period the entire plant operation, but each individual customer and each individual pattern. This sounds like very expensive program, but, fact, not. With annual production 10,000 tons and over 100 active accounts, involving, each many hundreds different patterns, the ork with only two clerks. obtain our costs both for the operation the tire plant and the individual accounts the cus- tomers, the former give the basis for the calculation percentage charges. The detailed are utilized the analysis our casting costs for the purpose improving our future business increasing the price unprofitable jobs, show where jobs can profitably made lower price rather than lose the business. course the his- torical data, obtainable orders which repeat, can used basis for quotations new orders. The foregoing, course, especially applicable foundries like ours that are involved the merchan- dising castings. manufacturing foundries who make their own work, this not quite applicable, 1210—The Iron October 1930 except that such foundries would analyze the cost the individual items that they produce they would soon find that when estimating their cost flat price basis many the items are being manufactured loss and could more profitably dropped from the line, possibly redesigned. The benefit all foundries, both mer- chandising and manufacturing, satis- factory cost program largely the help that the figures and information will ren- der the reduction expenses. The saving this direction alone will more than pay for the clerical time required keep up. Any number specific in- stances could pointed out our own organization, and addition that have two plants which enable com- pare costs and expenses. ‘ Many you may interested the “cost group” plan. With the help the Gray Iron Institute, gray iron foundries are combined into group for the purpose comparing costs. the outset each member the group that his work differ- ent from anyone else’s that comparison his costs with others would impractical. This not the case, however. visit the Milwaukee cost group which includes foundries like ours, manufacturing castings with average weight less than one pound and other foundries which cast pieces weighing high tons, will show that the comparison our costs has been very helpful all. Such groups are now being formed all over the country and any foundryman interested this subject communi- cation the office the Gray Iron Institute Cleve- land will bring information the nearest cost group his district. sure that all have profited attending this Round Table and participating this interchange know what the other fellow doing and how meeting present-day conditions. behalf the large family IRON AGE readers who have been present spirit this conference extend vote thanks you gentlemen who have taken the active part. shall now adjourn, meet again, shortly, for dis- cussion another timely subject. Pattern Drafting for Sheet-Metal Shops pamphlet pages, giving the fundamentals pattern drafting for sheet-metal shops, has been pub- lished the Sheet-Metal Shop Service Bureau the American Rolling Mill Co., Middletown, Ohio. Copies are available application that company. This pamphlet divided into lessons, each illustrated, show how the work carried out. takes pipe intersections, inside and outside miters and various joints sheet metal more less complicated form. taken from series articles pattern draft- ing, published “Ingot Iron Shop News,” and prepared Martin Raubenstraw the Carnegie Institute Technology, Pittsburgh. based, course, upon the principles projective geometry, giving practical appli- cation those principles the field sheet metal. q ~ A* | | State and City Cooperate Trade Education Employees workmen should understand the nature their work content merely going through motions question that has commanded the attention the Perkins Machine Gear Co., West Springfield, Mass. especial interest because the State Massachusetts and the city Springfield, well the company, took lively and aggressive action its solution. The achievement itself the direct outgrowth the be- lief the company’s factory manager, Cush- man, Jr., that the more man knows about the work does the happier is, and hence the better work- man becomes. Consequently, when, meeting executives the company, offhand statement was made one the officials that would lay wager there was not one man ten the plant who knew what base circle was, Cushman accepted this challenge. investigated and found the official correct. felt that this condition was not right and set out remedy it. was one thing cut involute gear tooth specified dimensions with knowledge the nature gearing, Mr. Cushman reasoned, but would entirely different thing the same job when one understood the nature involutes, base circles, di- ametral pitch, etc. was satisfied that, the men his plant knew more about the fundamentals the work they were engaged daily, they would entirely different class workmen. HEN company, city and State join hands fitting men better perform their tasks the benefits accrue all four. How this was done gear-making plant set forth this article. Those men who volunteered for the course—68 them— received adequate instruction, their own time. Better production, less waste, higher morale—these are among the company’s dividends. The men became more highly competent operators. City and State gained through this fact and from aiding mak- ing more contented citizens, with added zest for their work. The Iron Age, October 30, 1930—1211 | q With its new, modern, daylight plant acres land, and 75,000 sq. ft. manufacturing space all one floor, with its gear manufactur- ing equipment consisting the latest types, including many special machines its own design and manu- facture, the company had provided all the material conveniences and facili- ties for the production gears the highest quality. the matter per- sonnel, however, did have for while the men were all loyal industrious, and supplied with fair knowledge machinery and its operation, they were naturally, with few exceptions, deficient specialized knowl- edge gearing. make the personnel the equipment, all that was needed was this spe- cialized knowledge. course, must un- derstood that the men the whole are thoroughly capable workmen, with high in- telligence rank ordinarily found shop, and possessing high degree skill their chosen work. Civic and State Cooperation Secured will interest observe how satisfactory training course gearing, given the shop, was arranged through the joint cooperation the State, the City Springfield and the company. The Springfield Trade School was giving course gear- ing, its regular schedule, those going the school. Mr. Cushman felt that would equally proper and appropriate for the school give this course, similar course fit the need the registrants, plant where gears are made. Certainly, the men the gear plant were entitled take the course the school they could arrange attend the classes. became then matter arranging take the course the men. George Burridge, head the school, proved very respon- sive the opportunity taking education his charges, where his charges were unable come the usual place provided for such instruction. Then, too, Mr. Burridge felt that the opportunity provided unusual experiment trade school educational methods. Accordingly, was arranged for eight-week course two lessons week, given the Springfield Trade School the expense the cities which the men resided and the State Massa- chusetts. The State stands half the expense the instruction and the cities divide the remainder pro- portion the number their representatives the course. The lessons were given right the shop, section especially equipped classroom, with the necessary blackboard. The course was prepared and given Joseph Elvin, instructor the Iron October 1930 ORK made employees the Perkins com- pany after receiving instruction its charac- men, operators, young ideal the plant and teristics. included train spur gears and worm and wheel, beveled gears, both ordinary and spiral, hardened and ground worms, etc. Springfield Trade School. The series lessons was carefully prepared mimeograph form, and the sheets were bound appropriate folder. Each one registering the course received copy. The company’s share the expense consisted the pur- chase blackboard, chairs and materials needed, together with the typ- ing, mimeographing and binding The class met the close the day’s work, Beginning about Feb. this course was com- pleted about the second week April. was given the men’s own time. Sixty-eight men enrolled, including the superintendent, fore- men, inspectors, drafts- men, tool makers, set-up and old. Men from every department the plant were taking the course. Each one registering was required deposit $2, with the understanding that the money would refunded those who finished the course and that, case the course got over the heads any the regis- trants, they would excused and their deposits returned. There was other expense the men themselves. the who registered, completed the course. the few who dropped out before com- pletion, some lost interest, some were laid off, and few found the course too difficult follow. Beginning with First Principles with comparison belt and friction drives, the course led naturally into the addition teeth the pitch circle, the formation the spur gear, the naming the various parts the teeth, definitions, and the application formulas. The involute was defined and methods for drawing the curve and the teeth developed. Particular attention was paid the base circle its relation the line action and the pitch circle. discussion the rack followed, including means for determining the angle side tooth, the pressure angle, and the method generating. Gear ratios were explained, were methods for measur- ing the teeth both the thickness micrometer and the pin-measurement method. These were followed discussion the short, thick, Fellows stub tooth with its 20-deg. pressure angle. The increase rolling action, with corre- sponding decrease sliding rubbing between the teeth, was very nicely explained the reason for the advent this form tooth, and hence its adoption for machine-tool change gears and its general use for automobile gearing. The fractional diametral pitch, the form characteristic stub gears, was also defined, where designates the pitch from which the diameter and number teeth are figured and the pitch from which the addendum, dedendum and clearance are figured. Loads gear teeth were then taken up, with lucid explanation the nature the forces involved. These matters were followed the method for determining the strength gear teeth the Lewis formula. Action Worm Gearing Considered Following the discussion spur gears, the worm and worm wheel were treated thoroughly under- standable manner, with definitions. The thread form both the Brown Sharpe tooth and the involute tooth were given, were formulas and the relation between the worm and gear. Cutting worms the lathe and generating were explained, was the hobbing gears. These were followed discussion the Perkins system measuring worms, study the axial and normal sections and the normal pressure angle, and the solution problems from shop blueprints. The last the course was devoted bevel gears, both ordinary and spiral. This study was based the conception pitch cones, followed the addition teeth them. Then came the figur- ing the essential parts means tables and the trigonometric method. Trigonometric formulas were introduced this point. The tooth forms and methods cutting were next discussed, embracing comprehensive study covering the selection cutters, the back cone, milling, planing, generating, and single-cutting. Under spiral bevel gears, the shaft angles were taken up, were the spe- cial cases the straight- crown gear. Following this came treatment the ITH almost two acres one floor the Perkins plant laid out for quantity scrap, prints are more well quality production. The cu.ting tooth curve, involving the explanation the logarith- mic spiral, the tooth arc, and spiral angle. The course concluded with discussion the spiral bevels and explanation the Gleason tooth system. Men Freed from Restraint feature the course worthy note from its educational merits was that home work was assigned and that .no examinations were given. The reason back this procedure was the fear that, the men thought they were checked the work, they might reluctant take the course. They were, however, encouraged ask ques- tions, and problems were assigned which they were encouraged work out home. This principle proved quite sound, much progress was made. Mention should also made secondary course given connection with the main course. When the main course got under way, was noticed that some the men began flounder when problems involv- ing the solution triangles came up. This led the organization second course, given also the men’s me, but during portion the noon lunch hour. met three times week. this course, given one the company’s engineers without charge the men, the solution simple triangles, means tables, given Kent’s Pocket Book, was fully explained. Thirty-five took the course. combination the two courses, became practical for those registering the main course carry through successful end. The effects the course are plainly noticeable that more intelligence brought bear the work, with large reduction (Concluded page 1277) ment right and tool room left. A The Iron Age, October 30, | Accurate Finish for Match WiliCil UO Tlavet a proaucvion deserves the highest possible accuracy The pattern shop motto, “No casting can better than the pattern everyone who has any interest the product—from the designer who first lays out the parts the pro- duction superintendent who responsible for the machining and assembling. The purpose this article describe the method employed making match plate for irregular shaped part. Fig. shows the male and female parts spe- ial pipe fitting which cast bronze mal- leable. The peculiar shape makes apparent that multiple pattern must have all the individual pieces exactly alike, within very close limits. The slight shifting core, such would caused varia- ion the length core prints, would move the core center and render the casting worthless. Fig. the two individual patterns with their ore prints are shown, while Fig. shows the com- pleted match plate with the patterns mounted and gated ready for molding. The individual patterns are aluminum, while the plate either aluminum steel. The gate, consisting the central runner vith branch leading each pattern, either aluminum lead. Match plates this type are often made molding lesired number parts snap flask, then when the patterns are drawn, inserting spacer around edge the flask between the cope and drag plate will cast the same time. There this method, especially where 1G. and female fitting. (above) individual pat- terns with their core prints. (right) 1214—The Iron Age, October 30, 1930 extreme accuracy required. First, there must many master patterns the number individual patterns that are mounted upon the plate. Sec- ond, should one the pieces defective because blow hole, pouring short, gas explosion, any one number possible troubles, would almost not quite impossible repair the defect. Another objection that the final finish must given after the patterns and plate are all cast to- gether, which makes rather difficult finishing opera- tion. There always the possibility unequal shrinkage the different pieces which cannot ad- justed after the plate cast. But probably the greatest objection the possibility looseness the flask pins which will permit the two parts the mold shift, and thereby cause offset the entire plate. avoid all these difficulties the match plate il- lustrated, the master patterns are made that cer- tain parts the working patterns can accurately machined, leaving only the irregular curves worked out template hand. Reference Fig. shows how this accomplished. indicated the dotted lines the figure which shows the finished size the pattern, the core prints are left considerably over the finished length, order allow room for machine screw, and, beyond this, hollow center upon which can turned. Opposite each core print, and beyond the lines the finished pattern, cast lug, also long enough for machine screw and hollow center. will understood that the patterns are made halves, split longitudinally. The first operation grind the flat mating sur- faces that the two halves will come together without any opening around the periphery the joint. This done disk grinder belt sander. The lines upon which the turning centers are located are now scribed the ends the core prints and the extension lugs making use the sheet steel tem- plate shown Fig. The lines are marked one- half each mating pair that the exact center visible when the two halves are clamped together. YA Plate Patterns foundryman must keep mind the fact that cast- ing can better than the pat- tern. The highest possible ac- its finish and construc- tion essential. The author de- scribes how these principles were adhered making match plate for part which was unusu- ally irregular shape. The halves are now clamped together, and the dowel holes, are drilled and fitted. The six screw holes are next drilled and tapped, and the two halves clamped together with the screws. The screw holes the core prints are counterbored sufficient depth sink the screw heads below the finished diameter the prints. Centers are now drilled the lines previously marked, and the pattern mounted between lathe centers. The small core print first turned the IG. 3.—Com- plate with the pat- terns mounted and gated for molding. Patterns are aluminum and the plate alum- inum steel PAUL WHITE Engineer, St. Louis required diameter and length, then the outside the four gripping lugs are turned down. The spaces between these lugs are finished mounting shaving tool the tool post and moving the carriage longi- tudinally hand. This permits accurate finish the point and leaves this part the pattern concentric. The surplus length core print has now served its purpose and ready cut off, also the case with the lug opposite. The pattern now mounted upon the other pair centers and finished the point The only part left finished the body from which must done hand account its irregular shape. mount the finished patterns upon the plate the next process. The screws are removed and the two halves are separated, after which the parts which are molded the cope are laid out upon the plate, and the two screw and two dowel holes are scribed through each piece the plate. The half patterns are now removed and the scribed holes are drilled through the plate. These holes are all drilled with ample clearance that neither the screws nor the dowel pins will bind against the sides the holes. The half patterns are now mated and secured op- (Concluded page 1277) 4.—How certain parts the working patterns can accur- ately machined. (left) IG. 5.—Sheet steel templates showing lines which the turn- ing centers are lo- cated. (right) The Iron Age, October 30, 1930—1215 q Conditions made advisable employ new general foreman the assembling depart- ment. After proper search and investigation, the selection was made. The new man had been the assis- tant foreman larger factory. His background and experience made him appear the ideal man. came the town which his new factory was located. Bright and early the appointed Mon- day morning was the job. fairly bristled with efficiency and action. did not take him day find out that thou- sand and one things were all wrong. placed his fingers waste and inefficiency all directions. jotted down for the factory manager dozen more immediate moves which would make for im- mediate savings and for greater production. Within week, most these moves had been made. was marvel speed and promptness. was his slogan. And practised what preached. But for some reason for which the new foreman could not account, results were not commensurate with his hopes and expectations. felt that the nen and women the department were not working with him—that they were holding back. Within three months was gone from that fac- tory. was argument whether had re- signed his own volition been asked write out. Now, was hard thing for the men who knew him his former connection figure out wherein had fallen down. But the rather crabby but shrewd old chief summed like this: “It’s old story. man comes into new fac- tory. new the job. The help doesn’t under- stand him. doesn’t understand his help. But most all, fails understand the particular problems with which this plant confronted. “He has group set which worked out very well where was before, but which are prob- ably peculiar that factory some ours are this factory. Without giving himself time study, 1216—The Iron Age, October 30, 1930 Much Haste