THE LIBRARY 
 
 OF 
 
 THE UNIVERSITY 
 OF CALIFORNIA 
 
 LOS ANGELES 
 
 GIFT OF 
 
 Santa Monica 
 Public Library
 
 WASTE IN INDUSTRY
 
 WASTE IN INDUSTRY 
 
 By the COMMITTEE ON ELIMINATION OF 
 WASTE IN INDUSTRY of the FEDERATED 
 AMERICAN ENGINEERING SOCIETIES 
 
 FIRST EDITION 
 THIRD IMPRESSION 
 
 PUBLISHED BY 
 
 FEDERATED AMERICAN ENGINEERING SOCIETIES 
 WASHINGTON, D. C. 
 
 McGRAW-HILL BOOK COMPANY, INC. 
 
 SOLE SELLING AGENTS 
 
 NEW YORK: 370 SEVENTH AVENUE 
 
 LONDON: 6*8 BOUVERIE ST., E. C. 4 
 
 1921
 
 COPYRIGHT, 1921, BY THE 
 
 AMERICAN ENGINEERING COUNCIL OP THE 
 
 FEDERATED AMERICAN ENGINEERING SOCIETIES 
 
 "Engineering is the science of controlling the forces and of utilizing the 
 materials of nature for the benefit of man, and the art of organizing and 
 of directing human activities in connection therewith. 
 
 "As service to others is the expression of the highest motive to which 
 men respond and as duty to contribute to the public welfare demands the 
 best efforts men can put forth, NOW, THEREFORE, the engineering 
 and allied technical societies of the United States of America, through 
 the formation of The Federated American Engineering Societies, realize a 
 long cherished ideal, a comprehensive organization dedicated to the service 
 of the community, state, and nation."
 
 Bngineerfnj 
 
 Library 
 
 PREFACE 
 
 TOWARD the end of 1920, The Federated American Engineering 
 Societies came into being, through the convening of its executive body 
 the American Engineering Council. On November 19, Herbert Hoover 
 was elected the first President, and among his first acts suggested a study 
 into the restrictions and wastes in industry. On November 20, the 
 executive board authorized the appointment of a committee to make 
 such an investigation and immediately thereafter the general plans were 
 drafted and a small preliminary committee selected. On January 12, 
 1921, Mr. Hoover named fifteen engineers as the Committee on Elimina- 
 tion of Waste in Industry and added two others at a later date, making the 
 membership seventeen in all. 
 
 The essence of the plan was to gather quickly such concrete informa- 
 tion as might be used to stimulate action and to lay the foundation for 
 other studies. It was believed that a limited, yet carefully studied 
 volume of findings obtained through a rapid, intensive study would not 
 impair the value of the facts disclosed or the validity of the recommenda- 
 tions based upon them. So within less than five months the committee 
 completed an assay or analysis of waste in six typical branches of industry, 
 and presented a summary of its findings to the American Engineering 
 Council. This took place on June 3, 1921, in St. Louis, at which time 
 a condensed news abstract was given to the press. The final report is 
 now presented in the name of the Committee. 
 
 The original plan contemplated ten investigations in the field, includ- 
 ing transportation and coal mining. 
 
 A study in the pulp and paper industry was dropped for lack of time 
 and funds. One planned in the rubber tire manufacturing industry was 
 likewise dropped, due to a failure to secure co-operation in the industry 
 itself. The other six studies were completed, including the building 
 trades, men's ready-made clothing, boot and shoe, printing, metal trade*, 
 and textile manufacturing, and form the second section of this 
 report. The studies in transportation and bituminous coal mining have 
 not been completed to be included in this report. A considerable inves- 
 tigation was made in both cases but it was found that these two fields 
 were of such large proportions and the situation inherently so intricate
 
 vi PREFACE 
 
 that adequate studies could not be made with the time and funds available. 
 It is hoped that in the immediate future resources may be at the disposal 
 of the Committee, or some other agency, to continue these studies. 
 
 Furthermore, a regional assay comtemplated in the City of Worcester, 
 Mass., has not been completed in a form to become part of this investi- 
 gation. 
 
 In addition to these specific field studies, seven reports of a statistical 
 character were prepared, each of them dealing with some aspect of 
 industrial waste or its elimination on an extensive or nation-wide basis. 
 These form the third section of this report. 
 
 The industries selected for specific study are of great public importance, 
 for their operation directly affects the daily life of everyone. 
 
 Further studies will be necessary to determine the extent of pre- 
 ventable waste in American industry. Since in the six industries studied, 
 of varied character and enormous annual output, waste was found to 
 be very large, the Committee believes that studies in other industries 
 will disclose similar preventable wastes, generally traceable to the same 
 causes. 
 
 The extent of the field work is indicated by the fact that some fifty 
 engineers spent a time approximately equal to two months each in 
 securing the information upon which the industrial reports are based. 
 In addition thereto, every part of the complete report has been submitted 
 to engineers or others having particular knowledge or specific experience, 
 with the request for constructive criticism and suggestions. The report 
 as a whole therefore, represents the combined effort of about eighty 
 engineers and their associates. 
 
 It is a privilege to acknowledge and express gratitude for all this 
 work and effort. As many organizations and individuals must be name- 
 less because of the general promise given by the Committee that the 
 firms whose plants were studied would not be mentioned in the report, 
 the Committee names no one in extending this credit, but does express 
 its very great indebtedness to all who have assisted. 
 
 The work of the investigation has been carried through at cost or less. 
 No fees have been paid and no overhead has been charged for field or 
 office work. The engineering firms which made the investigation have 
 been reimbursed only for the actual salaries of the men in the field and 
 for their traveling and clerical expenses. The heads of these firms have 
 spent many days on the work without compensation. All of the office 
 work has been done at actual cost and much has been directed without 
 remuneration. Had we paid for the services which have kept some fifty 
 engineers in the field for approximately two months at the ordinary 
 rates for such professional service, the cost would have been many times 
 larger.
 
 PREFACE vii 
 
 The Committee believes that this study of waste in industry will 
 prove of lasting benefit to the industries studied and to the public which 
 uses their products. It hopes further that the benefits will be farther 
 reaching, and will extend to other industries by stimulating similar 
 studies and outlining the methods by which they can be made. The 
 Committee believes that such additional studies will prove of great value 
 and that through intelligent application of conclusions reached, American 
 industry will take another long stride in advance. In expressing these 
 beliefs the Committee recognizes that many of its findings and recom- 
 mendations have previously been pointed out by individual engineers, 
 but this report is the first instance of a collective or group endorsement 
 of a general analysis of the sources and causes of waste and recommenda- 
 tions for its elimination. 
 
 This report is the first work undertaken by The Federated American 
 Engineering Societies in rendering public service. It discloses losses and 
 waste due to the restraint and dissipation of the creative power of those 
 who work in industry. It lays the foundation for knowledge of the 
 destructive influences which have too much controlled in the past. From 
 this knowledge will grow the conviction that mental and moral forces 
 must be added in a much larger degree, to the physical resources now 
 employed if industry is to serve all who are dependent upon its con- 
 tinuous and effective operation. 
 
 NEW YORK CITY, N. Y., June, 1921.
 
 FOREWORD 
 
 THIS reconnaissance report on waste in industry is the result of five 
 months of intensive study, carefully planned and rapidly executed. A 
 part of its value lies in the speed with which the work has been done, 
 and the promptness with which it presents definite lines for future action. 
 It reveals facts which may serve as a foundation for an advance in Amer- 
 ican industry. It has a special message for government officials, financial, 
 industrial and commercial leaders, labor organizations, economists, 
 engineers and research groups, the general public and the press. 
 
 We have probably the highest ingenuity and efficiency in the opera- 
 tion of our industries of any nation. Yet our industrial machine 
 is far from perfect. The wastes of unemployment during depres- 
 sions; from speculation and over-production in booms; from labor- 
 turnover; from labor conflicts; from intermittent failure of transportation 
 of supplies of fuel and power; from excessive seasonal operation; from 
 lack of standardization; from loss in our processes and materials all 
 combine to represent a huge deduction from the goods and services that 
 we might all enjoy if we could do a better job of it. 
 
 HERBERT HOOVER.
 
 CONTENTS 
 
 PREFACE v 
 
 FOREWORD BY HERBERT HOOVER ix 
 
 PART I 
 
 SUMMARY OF DETAILED REPORTS 
 
 CHAPTEB PAOE 
 
 I. INTRODUCTION 3 
 
 II. SOURCES AND CAUSES OF WASTE 8 
 
 III. RECOMMENDATIONS FOR ELIMINATION OF WASTE 24 
 
 IV. DESCRIPTION OF QUESTIONNAIRE AND EVALUATION SHEET QUESTION- 
 
 NAIRE EVALUATION SHEET . 34 
 
 PART II 
 ENGINEERS' FIELD REPORTS 
 
 V. BUILDING INDUSTRY 53 
 
 VI. MEN'S CLOTHING MANUFACTURING 95 
 
 VII. SHOE MANUFACTURING 131 
 
 VIII. PRINTING 176 
 
 IX. METAL TRADES 210 
 
 X. TEXTILE MANUFACTURING 240 
 
 PART III 
 GENERAL REPORTS 
 
 XI. UNEMPLOYMENT ; 263 
 
 XII. STRIKES AND LOCKOUTS 301 
 
 XIII. LEGAL MACHINERY FOR ADJUSTING DISPUTES 315 
 
 XIV. INDUSTRIAL ACCIDENTS 331 
 
 XV. HEALTH OF INDUSTRIAL WORKERS . . . 342 
 
 XVI. EYE CONSERVATION . . . . . . 374 
 
 XVII. PURCHASING AND SALES POLICIES . . . . . . . .391 
 
 INDEX . . . .399 
 
 xi
 
 PART I 
 SUMMARY OF DETAILED REPORTS 
 
 PAGE 
 
 CHAPTER I. INTRODUCTION 3 
 
 CHAPTER II. SOURCES AND CAUSES OP WASTE 8 
 
 CHAPTER III. RECOMMENDATIONS FOR ELIMINATION OF WASTE .... 24 
 
 CHAPTER IV. DESCRIPTION OF QUESTIONNAIRE AND EVALUATION SHEET QUES- 
 TIONNAIRE EVALUATION SHEET . 34
 
 ELIMINATION OF WASTE IN INDUSTRY 
 
 CHAPTER I 
 INTRODUCTION 
 
 Responsibility and Opportunity The Point of View. In making the 
 studies upon which this report is based and in prepariDg the report itself 
 there has been no purpose or desire to place blame upon any individual, 
 group or class. The wastes revealed are the result of methods, tactics, 
 practices and relationships of long standing in industry, and the Com- 
 mittee has merely desired to indicate the main opportunities for elim- 
 inating waste and to show whose opportunity or responsibility it may be 
 to adopt proper measures for such elimination. 
 
 No attempt has been made to write an academic definition of waste 
 or to speculate in regard to ultimate savings. For the purpose of this 
 report no attempt has been made to consider all economic wastes. Rather, 
 in the Committee's investigations industrial waste has been thought of 
 as that part of the material, time and human effort expended in pro- 
 duction represented by the difference between the average attainments 
 on one hand and performance actually attained on the other, as 
 revealed by the detailed reports. In assaying waste in industry the 
 Committee has undertaken to evaluate this difference. Thus it has estab- 
 lished no theoretical standard of performance or excellence, but has 
 developed a method of measurement to determine the degree of effective 
 use of those factors within which it was believed waste might be discovered. 
 It has conceived that a given practice is not wasteful until a better has 
 been revealed, and that the value of a newer practice, or the amount by 
 which it is an improvement over an earlier one, can only be determined 
 by units and methods of measurement. 
 
 The investigations clearly indicate that industrial waste is caused 
 not only by failure to use the time and energy of living men, but also 
 from failure to use the productive equipment which has resulted from the 
 time and energy expended by past generations. In the effort to eliminate 
 waste of human energy, it is recognized that more must be accomplished 
 in the same time, or the same accomplished in less time, and to this end 
 the vast heritage of recorded knowledge of past experiences must be 
 made available to an ever increasing number of men. 
 
 3
 
 WASTE IN INDUSTRY 
 
 Thus the first work of the Committee was to set up units and methods 
 of measurement in an endeavor to determine and to proportion the main 
 constituents of waste. Knowing the main constituents and the relative 
 importance of each, an effort was made to ascertain the cause and to sug- 
 gest the remedy. 
 
 Difficulties of Studying Waste. The difficulties in studying waste 
 in industry are many. As an institution, American industry is composed 
 of 288,376 establishments according to the census of 1919. 
 
 It is a fact that no accepted management and labor terminology 
 exists and, further, few units of weighing or measuring the performance 
 of industry, or of any plant or department or section thereof have been 
 developed by engineers in a way to be standardized, or to yield results 
 and conclusions on a comparable basis. A search through the literature 
 in the Engineering Societies' Library showed that few standards of thi 
 kind were available. 
 
 The impossibility of making a comprehensive study of the nearly three 
 hundred thousand industrial plants grouped in the census into fourteen 
 major classes is obvious. Neither time nor funds were available for 
 such a task, and even if it might have been attempted, it is doubtful if 
 the results would have been commensurate with the expenditure. There- 
 fore the decision was reached to make a study of a group of representa- 
 tive plants in each particular branch of industry selected. The lack of 
 standardized terminology and of units and methods of measurement was 
 overcome by preparing a standard method of investigation used in each 
 branch of industry and in the plants in which intensive studies were made. 
 
 This means that the nature of the study can be compared in point of 
 view to that of a reconnoitering party for a proposed railway, or to the 
 preliminary assay of a mine, or to the first pencil drawings of the design 
 of a new machine. The object in each case is to disclose the main phases 
 of the project, which may then be developed and perfected by the engineers, 
 through further study and elaboration, in whatever detail may be required. 
 
 The limitations of the study are indicated in the following tabulation : 
 
 Branch of Industry 
 
 No. of Plants 
 Investigated 
 
 No. Plants Furnishing 
 Additional Information 
 
 Building Industry 
 
 73 
 
 33 
 
 Men's Ready-made Clothing Manu- 
 facturing 
 
 9 
 
 
 Boot and Shoe Manufacturing 
 Printing. . 
 
 8 
 g 
 
 34 
 
 1Q 
 
 Metal Trades 
 
 16 
 
 17 
 
 Textile Manufacturing . . . 
 
 13 
 
 
 

 
 INTRODUCTION 5 
 
 Each engineer who made a field investigation was thoroughly ac- 
 quainted with the industry he studied, and the choice of the facts to be 
 presented and the deductions drawn from those facts were made by him 
 on the basis of his expert knowledge and the composite experience and 
 knowledge of the entire Committee. 
 
 Plan of Study Questionnaire and Evaluation Sheet. The plan of 
 study followed in each of these six branches of industry was this: at the 
 outset the members of the Committee prepared an analysis of those 
 factors and operations in industry in which waste might be expected to 
 be discovered, provided a comparison was made between average practice 
 and the best known practice. From this analysis a trial questionnaire 
 was prepared to secure information and quantitative data to permit of 
 comparing the record of one plant with another. 
 
 This trial questionnaire was then used in making a study of one 
 plant in each industry. The results of these trial studies were then 
 brought together, compared, reviewed by the Committee and, as a result, 
 a revised questionnaire and an evaluation sheet were prepared, to be used 
 in making the studies upon which this report is based. 
 
 This revised questionnaire, as used with suggested modifications 
 based on the experience accumulated in its use in the field studies, forms an 
 important part of this report. With it is presented the evaluation sheet. 
 The answers from each plant were secured and judged by the engineer 
 who conducted the field examination. 
 
 To indicate the material brought into the hands of the Committee by 
 the use of the questionnaire, it may be valuable to describe briefly the 
 set of answers for one plant in which the information was particularly 
 well arranged. 
 
 In this set the answers to the questions covered fifty-eight single- 
 spaced typewritten pages, or more than double those used in printing the 
 questionnaire. This shows the detail in which the replies were worked 
 out. Accompanying these answers was a book of exhibits comprising 
 twenty -nine classifications of reports, charts, diagrams and records 
 presenting detailed and confidential information in regard to the operation 
 of this particular plant. 
 
 Calendar of the Study. The statement has previously been made 
 that the field work was completed and the summary written between 
 February 7 and June 3, 1921. Such rapid progress was made possible 
 through strict adherence to a previously prepared schedule for the com- 
 pletion of each portion of the work. This calendar follows: 
 
 1921 
 
 Jan. 12, Committee on Elimination of Waste named. 
 
 Jan. .19, First meeting of the Committee and approval of general plan of investigation. 
 Feb. 7, Approval of detailed program.
 
 6 WASTE IN INDUSTRY 
 
 1921 
 Feb. 21, Preliminary studies of one plant in each industry completed and report 
 
 submitted. 
 
 Mar. 21, Work to date reviewed and final calendar approved. 
 Apr. 1, Report on Textile Manufacturing submitted. 
 Apr. 22, Report on Boot and Shoe Manufacturing submitted. 
 Apr. 26, Report on Ready-made Men's Clothing Manufacturing submitted. 
 May 2, Report on Building Industry submitted. 
 May 3, Report on Printing submitted. 
 May 5, Completion of Summary Report commenced. 
 May 7, Report on Metal Trades submitted. 
 May 13, Report on Sales and Purchasing Policies submitted. 
 May 15, First draft of Summary Report completed and submitted to Committee as a 
 
 whole. 
 June 3, Summary Report submitted to Executive Board of American Engineering 
 
 Council. 
 
 July 6, Complete Reports edited ready for printing. 
 July 15, Approval of Report as a whole by the Committee. 
 
 Field and Statistical Reports. It will be noticed that the work of 
 planning, including the making of the trial studies and the revision of 
 the questionnaire and evaluation sheet took five weeks of the short total. 
 The field studies yielded six reports which form the second section of this 
 complete report. Each is signed by the name of the engineer who super- 
 vised the work. Five of the six present an evaluation sheet for each 
 plant studied and a composite sheet for all of the plants studied. The 
 sixth report, the one on building trades, presents an evaluation sheet for 
 the best organization studied, and a composite sheet for all. In addition 
 to this disclosure of basic facts, each field report presents a written sum- 
 mary of conditions discovered, conclusions drawn and recommendation 
 and opportunities for improvement. 
 
 The individual reports forming the third section of this complete 
 report differ in character from the field studies, inasmuch as each is a 
 survey of conditions generally, rather than a study of any one plant or 
 branch of industry. They were compiled from existing information, 
 and each is signed by the one responsible for it. They therefore support 
 from a broader point of view many of the specific findings presented in 
 the field reports and for this reason give a more general background for 
 many of the recommendations offered. 
 
 The Committee realizes that before there can be a material reduction 
 in the sum total of waste in industry, much earnest, painstaking work 
 must be done. The solution of such a problem is not one of hours or 
 days but of years. Fundamental changes in our economic, financial, 
 managerial and operating concepts and practices will be required. There 
 will be need of both cooperative and individual effort. As regards groups, 
 each must frankly face its own responsibility and meet its own duties.
 
 INTRODUCTION 7 
 
 Each individual plant executive or worker must discover his own oppor- 
 tunities and then accept responsibility for performance. To such a one, 
 the Committee on Elimination of Waste in Industry suggests that the 
 methods developed for investigating and compiling the information as 
 revealed in this report be utilized in individual plants to show the way 
 for betterment and improvement.
 
 to 
 
 CHAPTER II 
 
 SOURCES AND CAUSES OF WASTE 
 Four Aspects of Waste in Industry. Waste in industry is attributable 
 
 1. Low production caused by faulty management of materials, plant, equipment 
 
 and men. 
 
 2. Interrupted production, caused by idle men, idle materials, idle plants, idle 
 
 equipment. 
 
 3. Restricted production intentionally caused by owners, management or 
 
 labor. 
 
 4. Lost production caused by ill health, physical defects and industrial acci- 
 
 dents. 
 
 Relative Responsibilities. Management l has the greatest oppor- 
 tunity and hence responsibility 2 for eliminating waste in industry. The 
 opportunity and responsibility of labor is no less real though smaller in 
 degree. The opportunity and responsibility chargeable to outside con- 
 tacts can not be so clearly differentiated or evaluated. The relative 
 measure of these is shown by the quantities in the following table which 
 come from the composite evaluation sheets in the engineers' field reports. 
 
 1 The term " management " as used in this part of the report refers to the agency 
 (owners or managers) which exercises the management function in industry. This 
 function is thus denned in a report approved by the management division of the 
 American Society of Mechanical Engineers: 
 
 Management is the art and science of preparing, organizing and directing 
 human effort applied to control the forces and to utilize the materials of 
 nature for the benefit of man. 
 
 2 The " responsibility " of a given agency as here used does not mean moral respon- 
 sibility as ordinarily understood, but only that responsibility which arises from the 
 undeniable fact that a given cause of waste can be removed only by a particular agency. 
 " We measure responsibility not by the thing done but by the opportunities which 
 people have had of knowing better or worse." 
 
 8
 
 SOURCES AND CAUSES OF WASTE 
 
 
 
 
 Responsibility 
 
 
 
 Responsibility 
 
 Responsibility 
 
 Assayed Against 
 
 
 Industry 
 Studied 
 
 Assayed 
 Against 
 Management, 
 
 Assayed 
 Against 
 Labor, 
 
 Outside Contacts 
 (The Public, Trade 
 Relationships, and 
 
 Totals, 
 
 
 
 
 Other Factors) 
 
 
 
 Points 3 
 
 Points 3 
 
 Points 3 
 
 Points 3 
 
 Men's Clothing Mfg. . 
 
 48.33 
 
 10.50 
 
 4.95 
 
 63.78 
 
 Building Industry .... 
 
 34.30 
 
 11.30 
 
 7.40 
 
 53.00 
 
 Printing 4 
 
 36.36 
 
 16.25 
 
 5.00 
 
 57.61 
 
 Boot and Shoe Mfg. . . 
 
 30.25 
 
 4.85 
 
 5.83 
 
 40.93 
 
 Metal Trades 
 
 23.23 
 
 2.55 
 
 2.88 
 
 28.66 
 
 Textile Mfg 
 
 24.70 
 
 4.70 
 
 19.80 
 
 49.20 
 
 
 
 
 
 
 From the preceding table are derived percentage values for each of 
 the agencies against which responsibility is assessed, as follows: 
 
 
 
 
 Responsibility 
 
 
 Responsibility 
 
 Responsibility 
 
 Assayed Against 
 
 Industry Studied 
 
 Assayed 
 Against 
 
 Assayed 
 Against 
 
 Outside Contacts 
 (The Public, Trade 
 
 
 Management 
 
 Labor 
 
 Relationships, and 
 
 
 
 
 Other Factors) 
 
 Men's Clothing Mfg. . . 
 
 75% 
 
 16% 
 
 9% 
 
 Building Industry .... 
 
 65% 
 
 21% 
 
 14% 
 
 Printing 4 
 
 63% 
 
 28% 
 
 9% 
 
 Boot and Shoe Mfg.. . 
 
 73% 
 
 11% 
 
 16% 
 
 Metal Trades 
 
 81% 
 
 9% 
 
 10% 
 
 Textile Mfg 
 
 50% 
 
 10% 
 
 40% 
 
 The quantities presented above justify the following statement: over 
 50% of the responsibility for these wastes can be placed at the door of 
 management and less than 25% at the door of labor, while the amount 
 chargeable to outside contacts is least of all. It must be recognized 
 that if management is to meet this responsibility fully it must have the 
 cooperation of labor. 
 
 In every industry studied there are outstanding examples of good 
 management but the bulk of the industry does not approximate this 
 standard. In the clothing industry, for instance, one plant was rated by 
 
 3 The relative responsibilities have been evaluated in " points." A theoretical 
 total of 100 points represents all possible waste. As no plant is or could be entirely 
 wasteful the number of points assigned in any case must be less than 100. 
 
 4 Adjusted by field engineer to a bas.'s comparable with the other field evaluations.
 
 10 
 
 WASTE IN INDUSTRY 
 
 the engineers 57 points higher than the worst one studied and 42 points 
 better than the average. 
 
 The following table gives a comparison for each industry studied of 
 the total number of points assessed as waste in the best plant investigated, 
 compared with the average of all the plants. 
 
 
 Points Assayed 
 
 Points Assayed 
 
 
 
 Against the Best 
 
 Against the 
 
 Ratio 
 
 Industry 
 
 Plant Studied 
 
 Average of all 
 Plants Studied 
 
 Best to Average 
 
 
 Points 
 
 Points 
 
 
 Men's Clothing Mfg. . . 
 
 26.73 
 
 63.78 
 
 :2 
 
 Building Industry .... 
 
 30.15 
 
 53.00 
 
 :li 
 
 Printing 
 
 30.50 
 
 57.61 
 
 :2 
 
 Boot and Shoe Mfg. . . 
 
 12.50 
 
 40.83 
 
 : 3 
 
 Metal Trades 
 
 6.00 
 
 28.66 
 
 :4* 
 
 Textile Mfg 
 
 28.00 
 
 49.20 
 
 :li 
 
 
 
 
 
 These tables present the consensus of opinion of the engineers engaged 
 in field studies to the effect that the average of management is much 
 below the standards set by certain individual executives who have achieved 
 notable success. 
 
 It must not be assumed that these points or ratios are valid in comparing 
 the waste in one industry with that in another. They are useful only 
 in making a comparison of waste in plants within the industry where they 
 were assessed. Further, the quantities disclosed by the evaluation sheets 
 are only a part of the findings dealt with in this report. 
 
 LOW PRODUCTION 
 
 Faulty Material Control. In certain industries the waste of materials 
 is a serious drain on production a fact which is revealed by a com- 
 parative study of plants in the same field. 
 
 The methods of control which are common in the shoe industry account 
 for the greatest loss in shoe production, with the possible exception of sea- 
 sonal demand and production. Firms leave it to the cutters to economize 
 in leather. Where standards are in use, waste frequently occurs through 
 carelessness and lack of training of cutters. The loss from idleness in 
 shoemaking occasioned by waiting for work and material amounts to 
 some 35% of the time. 
 
 The average contractor has no calendar of operations except the dates 
 of starting and finishing a job. He largely regulates deliveries of materials 
 by visits to the job, or through statements received from the job superin- 
 tendent. Haphazard methods of planning result in delays for want of
 
 SOURCES AND CAUSES OF WASTE 11 
 
 material, or in burdening the job by an over-supply of material. The 
 same practice results in frequent layoffs, causing dissatisfaction, the loss 
 of good mechanics, and a high labor turnover. 
 
 Still another waste from inadequate material control comes from the 
 speculative purchasing of raw materials. In the clothing industry 
 gambling in cloth is common. Fortunes are made or lost in this practice, 
 with a consequent train of evils which affects most of the processes of 
 production, and raises the cost of the product. 
 
 Faulty Design Control. The defective control of design results in a 
 major waste, since it prevents standardization of product. In the building 
 trades, for example, while the standardization of dwellings and other 
 types of buildings is not generally practicable, yet certain details are 
 entirely capable of standardization. Standardization of the thickness 
 of certain walls might mean a saving of some $600 in the cost of the 
 average house. Standardized mill work, such as window frames, doors 
 and other similar items would reduce the cost. 
 
 In the printing trades there is wide variation in flat bed cylinder 
 presses; there are more than six hundred types of folding machines. 
 Formerly each type foundry cast its type on a more or less different body, 
 and although the change from the old system to the point system involved 
 an expenditure of some $3,000,000 by the type founders, it is universally 
 conceded that this expenditure has been saved many times over. Such 
 an example points the way to further efforts. 
 
 There are approximately 6,000 brands of paper; 50% of which are 
 more or less inactive. The duplication of brands serves no useful purpose 
 and ties up money in unnecessary stock. 
 
 As an example of the disregard of standard size, the Federal Reserve 
 Bank check will not cut without waste from any of the regular paper 
 sizes. A draft questionnaire issued during the war was of such non- 
 standard size as to require special filing cabinets. The Technical Pub- 
 lishers' Association on measuring 927 catalogues found 147 different 
 sizes. A trim of one-quarter inch on a 6 X 9 page is equal to 7% of the 
 total cost of the paper. 
 
 Among current magazines there are 18 variations in width and 76 in 
 length of page or column. Among trade paper publications there are 
 33 variations in width and 64 in length. Among newspapers there are 
 16 in width and 55 in length. These variations cost the public not less 
 than a hundred million dollars each year. 
 
 The standardization of newspaper columns to one size would make 
 possible an annual saving of $3,000,000 to $5,000,000 on composition 
 and plates alone. 
 
 The waste of time and money through duplication of estimates and 
 of designs in the building trades runs into the millions every year. 
 Frequently the architect makes a general design and for lack of knowledge
 
 12 WASTE IN INDUSTRY 
 
 of how to keep down its cost, asks all the bidders to design the structural 
 details in order to get their quantities. Thus not only must the bidder 
 include the cost of the design in his proposal, but he must allow, in addition, 
 an overhead to cover the cost of various similar designs he made for unsuc- 
 cessful bids. This duplication of design is waste for which owners must 
 eventually pay. 
 
 Another source of waste through inadequate design control comes 
 through defective drawings, specifications and tolerances. 
 
 Faulty Production Control. The lack of adequate methods of produc- 
 tion control is evident in every industry studied. It is one of the out- 
 standing weaknesses. 
 
 In most tailoring shops there are no dispatching stations for recording 
 the progress of work and giving out work assignments; no work tickets 
 and progress records for the various manufacturing lots; no record of 
 production either of the individual worker or operation; no record of the 
 balance of work ahead at each operation or of the plant as a whole. Lots 
 of garments introduced at the beginning of the process drift through. In 
 such a shop production is measured only in shipments of completed gar- 
 ments. No record is made of the losses or when they occur. No 
 systematic method of keeping the operators supplied with work is followed; 
 they either hunt up work for themselves or else the foreman acts as a 
 porter. It is obviously impossible for the foreman and his assistants to 
 keep an even flow of material to each operator. This practice results in a 
 congestion of work at some points; idleness at others. At the very 
 height of the season, a part of the force may stand idly by, waiting for 
 work. The lack of effective planning and administration in one large 
 typical plant wastes one-fifth of the worker's time. 
 
 Examples of avoidable waste such as the following are fairly 
 common: 
 
 A shoe factory having a capacity of 2400 pairs of shoes a day could 
 turn out for a considerable period only 1900 pairs because of shortage of 
 needed racks. Another factory had 50,000 pairs of shoes tied up in the 
 fitting room instead of the normal 15,000 because of congestion of opera- 
 tions. In another case a factory producing 700 pairs of shoes a day had 
 36,000 pairs in its fitting room, or ten times the normal supply. An 
 entire factory was held up for several days waiting for leather heels. 
 
 From shop records it is found that the average loss in clothing factor- 
 ies during running time, not including shut downs, is between 30 and 35%. 
 If we call 80% running time the maximum readily attainable, this means 
 a possible increase of nearly 20% in productive capacity, and a similar 
 increase in plant capacity. 
 
 It is found that at least ten hours per week per man is thrown away 
 on energy-wasting and time-wasting work resulting from lack of shop
 
 SOURCES AND CAUSES OF WASTE 13 
 
 methods, while an additional two or three hours per man per week are 
 wasted in unnecessary work. 
 
 Fixing the value of annual output in the men's ready-made clothing 
 industry at $600,000,000 it should be relatively easy to save three-quarters 
 of a million dollars a day, an increase of 40% in effectiveness. 
 
 The lack of production control is not a question of large versus small 
 plants. In the metal trades, for example, the engineer declares that 
 the size of the plant does not necessarily determine its efficiency, for some 
 of the large plants as well as some small ones show a large waste factor. 
 
 Lack of Cost Control. The majority of the industrial plants studied 
 lack a knowledge of costs and have no cost control. Therefore there is 
 no adequate method of judging fairly and accurately when improvements 
 are needed and when waste is occurring. Not having the facts prevents 
 prompt correction of defects. The above conditions are disclosed, for 
 example, in the report on the metal trades. A survey of the printing plants 
 in New York City made by the United Typotheta? showed that : 
 
 ' 56 plants use standard cost system. 
 
 ' 187 plants with no cost system, but with a knowledge of all general costs. 
 ' 741 plants with no cost system and incomplete knowledge of all general costs. 
 ' 554 plants with no cost system and incomplete knowledge of general costs. 
 ' The first two groups made money, the last two lost money in 1919." 
 
 Lack of Research. While certain industries are ahead of the rest in 
 plant research, the need for more intensive research activity is apparent 
 in every industry. One industry which is backward in this respect is 
 clothing. In the majority of men's clothing plants nothing approximating 
 research is practiced to improve materials, processes, equipment or product. 
 The assertion probably will not be challenged that there is not a single 
 individual throughout the entire industry who is solely engaged in research 
 and is thus without operating duties. 
 
 In the shoe industry there is lack of information as to market demands 
 in this country and abroad. In all the leather industries there is need for 
 scientific research to aid in predicting the kinds and quantities of leather 
 required. 
 
 Faulty Labor Control. With perhaps two or three exceptions, shoe 
 shops have no departments maintaining modern personnel relations with 
 the employees. Thus the worker has no unbiased means of approach to 
 his employer, and the employer lacks the means for treating with his own 
 employees. Among the plants studied, only a few have effective employ- 
 ment methods. Fewer keep a record and make an analysis of the reason 
 why men quit. Men are usually discharged or quit work without any 
 executive knowing the reason why. No steps are taken to correct the 
 conditions that bring about so many expensive separations from the 
 working force.
 
 14 WASTE IN INDUSTRY 
 
 A high labor turnover is a rough index of one of the common wastes 
 resulting from inadequate labor management. No facts are available to 
 show the extent of labor turnover as an unavoidable element in industrial 
 waste. The accessible data are not comparable for no common method of 
 computation and analysis has been followed. However, this is an important 
 factor of labor waste because of its magnitude and because of the 
 expense involved in training new workers to take the place of those 
 who leave. 
 
 In the shoe industry the cost of training an inexperienced man for 
 cutting upper leather in a well managed shop is $576; for a semi- 
 experienced man, $450; and to install an experienced man in a differ- 
 ent shop costs $50. For the average shop these figures are unquestion- 
 ably low. 
 
 The average labor turnover for the year 1920 in the metal trades 
 plants covered (wherever record were kept, which was the case in less 
 than half of the plants), was 160% figured in most cases as the ratio 
 between the number of " separations " and the average number of 
 employees on the payroll. The highest turnover was 366%. 
 
 The building trades have given little consideration to the subject of 
 labor turnover. In construction work it is particularly difficult to estimate 
 the extent, because the actual percentage of turnover constantly varies as 
 the building progresses and the number of men is increased and later 
 decreased. Men quit for such reasons as the type of work they are to 
 perform, the risk involved in the particular work, and unfair treatment 
 by foremen. They are discharged for lack of work, incompetence, lazi- 
 ness, causing trouble, or sometimes because there are better men avail- 
 able. The labor turnover and service records of typical contractors show 
 large losses. 
 
 Employment managers are rarely employed even upon the largest 
 jobs, and " hiring and firing " is at the will of the foreman or superin- 
 tendent. 
 
 Another fault in labor control is improper or inadequate rate setting. 
 In negotiations and controversies between employer and operator in the 
 shoe industry, what stands out is the lack of knowledge of facts which 
 can be used as a basis for setting rates. 
 
 In a shoe factory, for example, with the adoption of a new style new 
 rates have to be set. The operatives through their agent make a guess 
 at the time demanded and therefore the proper rate to set. The manu- 
 facturer makes a similar guess. His estimate is usually lower than that 
 of the operatives. A compromise is made, based not on facts but on the 
 argumentative ability of the two parties. If the rate is set too high, it 
 means unequal payments to the workers or else cutting rates later on. 
 This policy is responsible for much of the friction in the shoe industry.
 
 SOURCES AND CAUSES OF WASTE 15 
 
 Ineffective Workmanship. Still another loss resulting in low produc- 
 tion arises from inefficient workmanship; for much of this management 
 is responsible through failure to provide opportunities for education or 
 special training. Management, however, cannot do more than pro- 
 vide these facilities, and experience has shown that it is difficult to interest 
 workmen in training courses which are designed to increase effectiveness. 
 Further, much ineffective workmanship arises from lack of interest in work 
 or lack of pride in good workmanship. The field reports give no evalua- 
 tion of spoilage, which is one of the measures of this form of waste. 
 
 Faulty Sales Policies. The cancellation of orders is a condition 
 peculiar to certain industries. It is especially acute in the clothing indus- 
 try. Purchasers buying on long-time contracts return unsold goods 
 at the end of the season, and claim and receive credit. In normal seasons 
 cancellations have ranged from 3% to 14%, and returns from 5% to 11% 
 in the average shop. In abnormal years, like 1920, cancellations have 
 reached 33% and returns 18%. 
 
 The evil is general in the clothing and allied industries. It is common 
 practice for manufacturers to oversell the dealers and oversell their own 
 manufacturing capacity. They make and deliver what they can, and 
 cancel the rest of their orders. The manufacturers follow the same bad 
 custom in dealing with the textile mills. 
 
 INTERRUPTED PRODUCTION 
 
 Idle Men. (1) Minimum Unemployment. The amount of idleness 
 or unemployment in industry can only be evaluated through rough 
 estimates. There is no national machinery for collecting the facts. 
 
 But in the best years, even the phenomenal years of 1917 and 1918 
 at the climax of war-time industrial activities, when plants were working 
 to capacity and when unemployment reached its lowest point in twenty 
 years, there was a margin of unemployment amounting to more than a 
 million men. This margin is fairly permanent; seemingly one or more 
 wage earners out of every forty are always out of work. 
 
 This unemployment means for the worker a loss in wages, for industry 
 increased overhead due to idle equipment and idle materials, and for the 
 public a lessened purchasing power, with all its attendant evils. 
 
 (2) Unemployment Caused by Industrial Depressions. During periods 
 of industrial and business depressions, unemployment reaches its greatest 
 amount. Such depressions appear more or less regularly at seven- or ten- 
 year periods and each brings its increase in unemployment and wastage 
 of the productive capacity of industry. 
 
 In January, 1921, a nation-wide survey of employment made by the 
 U. S. Employment Service of the Department of Labor showed that there
 
 16 WASTE IN INDUSTRY 
 
 were 6,070,648 workers then employed in industry as compared with 
 9,402,000 in January of 1920, a decrease of 3,331,352 or approximately 
 35.5%. This survey covered 35 states and 182 industrial cities and cen- 
 ters and may be considered as fairly reflecting conditions at that time. 
 
 (3) Intermittent Unemployment. In addition to minimum and cli- 
 macteric unemployment, many essential industries show a high unem- 
 ployment or idleness once a year or oftener. Practically all industries 
 are in a sense seasonal. 
 
 To present a few examples: The clothing worker is idle about 31% 
 of the year; the average shoe-maker spends only 65% of his time at work; 
 the building trade workman is employed only about 190 days in the year 
 or approximately 62% of his time; the textile industry seemingly has 
 regular intervals of slack time; during the past 30 years bituminous coal 
 miners were idle an average of 93 possible working days per year. 
 
 During the exceptional year of 1919, in the paper box industry 4,311 
 employees in 77 establishments averaged 90% of full time; in the women's 
 clothing industry 6,772 women workers employed in 157 establishments 
 averaged 91%; in the confectionery industry 12,152 workers in 101 
 establishments averaged 87%; and in the overall industry 6,546 workers 
 in 129 establishments averaged 87% of full time. In the brick, chemical 
 and glass industries the percentage of full time worked was 85, 84 and 87, 
 respectively. In most years the percentage of lost days is much 
 larger. 
 
 Not only does intermittent unemployment reduce the productive 
 capacity of the industry in which it exists, but it brings other wastes. One 
 consequence is a concrete but fallacious industrial philosophy, the " make 
 work " or " lump of work " theory. This is the belief that there is only 
 so much work to be done and that the sensible course of action is to 
 retard production to make employment last throughout the year, or to 
 uphold prices. 
 
 (4) Unemployment Due to Labor Disturbances. Another form of 
 unemployment comes from open conflict between management and labor. 
 Here it should be said that in the past, at least, the amount of waste from 
 the general run of strikes and lockouts through loss of wages and curtail- 
 ment of production has been less than is popularly supposed. That these 
 disturbances do produce unemployment is true, but in the industries 
 studied they do not of themselves appear to constitute a major source 
 of reduced production. The ramifications of such strikes with their 
 attendant and indirect losses the Committee has been unable to trace. 
 
 Such labor disturbances are either strikes or lockouts. As it is difficult 
 to distinguish between them and the industrial effects are practically the 
 same, it has seemed best in this summary to deal only with strikes. 
 
 More than one-half of all the strikes that occurred between 1881 and
 
 SOURCES AND CAUSES OF WASTE 17 
 
 1905 l and more than one-half of the employees thrown out of work were 
 in highly irregular or distinctly seasonal occupations. 
 
 Since most strikes occur in seasonal employments, it can be deduced 
 that output is not necessarily penalized, for it is often possible to make up 
 the losses incurred by strikes through increased production at other times. 
 
 More coal was mined in 1910 than in 1911, although the former year 
 witnessed many protracted strikes involving large numbers of employees. 
 The year 1912, with 47% of the entire labor force out on strike and with 
 an average loss per man of 40 days, showed an increased output of coal 
 per man per day and per year, and six days more employment than in 
 1911, which was relatively strikeless. 
 
 The total production was also more. Low production in 1914 and 1915 
 was due to general business depression caused by the World War rather 
 than to strikes. 
 
 In New York State in 1916 two days were lost per capita per year by 
 those classed as gainfully employed, because of strikes. This was a loss 
 only one-fifth as serious as average time lost through illness. In the 
 same state in 1918 about 32% of the time lost from strikes and lockouts 
 was in the building and clothing industries. 
 
 In addition to the direct loss of time, however, there is a loss incurred 
 through retarded production previous to and immediately following 
 strikes. 
 
 Wages and hours have always been the chief cause of strikes. There 
 has been a marked falling off in the relative number of strikes for this 
 cause in recent years as compared with 1898-1905. 
 
 Jurisdiction al disputes, that is, strikes by the members of one trade 
 against the performance of work which they regard as belonging to their 
 craft by members of some other craft or trade, are relatively unimportant. 
 The Bureau of Labor Statistics reports there were 19 such strikes in 1916, 
 21 in 1917, 16 in 1918, and 15 in 1919. However, there are disputes 
 constantly arising which, while they do not lead to formal strikes, work 
 demoralization and are a fertile source of inefficient use of labor. 
 
 In the building trades, jurisdictional quarrels represent about one- 
 quarter of the total number of strikes. 
 
 Idle Material. The waste of idle material through deterioration, 
 obsolescence and carrying charges is large, particularly where there are 
 great inventories of both raw material and finished goods. Unbalanced 
 production is another notable cause of idle materials and consequent waste. 
 
 Idle Plants and Equipment. Unsound production policies result in 
 wasteful over-equipment. 
 
 Clothing factories are built 45% larger than is necessary; printing 
 
 1 There are complete statistics for these years. Since 1906 the Department of 
 Labor has had no authority " to require reports relative to strikes from anyone."
 
 18 WASTE IN INDUSTRY 
 
 establishments are from 50% to 150% overequipped; the shoe industry 
 has a capacity of 1,750,000 pairs of shoes a day, and produces little more 
 than half that number; throughout the metal trades, standardization of 
 products would permit of large reductions in plant and equipment. 
 
 Standardization of machine sizes would make possible the use of one 
 machine for a greater variety of different jobs. The printing industry 
 illustrates this point also. A common sight in any large printing establish- 
 ment is expensive machines covered up and out of use, or inefficiently 
 used for purposes other than that for which they were built. A printer 
 secures a contract and buys a machine to do the work economically. 
 When the work comes up for contract next time, if some other printer 
 secures it, it invariably means another special machine. One concern 
 paid $17,000 for a special press for printing a trading stamp. On losing 
 this job, the press was scrapped, and later sold for $2,000. The contract 
 in the meantime had been awarded to three other printers in succession, 
 and each in turn had purchased a new press which he had to scrap or use 
 disadvantageously at the expiration of his contract. Similar practices 
 are common in other industries. 
 
 It has not been possible in this assay to estimate the amount of idle 
 equipment, nor the accompanying waste through maintenance and 
 depreciation charges. 
 
 RESTRICTED PRODUCTION 
 
 Production Restricted by Owners and Management. Some of the 
 evils of restricted production are chargeable to owners and management. 
 In the building trades, contractors, builders and supply dealers have 
 restricted production by maintaining high prices, collusion in bidding and 
 unfair practices. At times there has been collusion between employers 
 and labor, tending to raise prices unduly. The waste from these causes 
 cannot be measured in this study. 
 
 By Labor. Restrictions of individual output for which workers are 
 responsible are susceptible of measurement. They are of two kinds. 
 On the one hand, when workers are scarce the less conscientious workers 
 become independent and slacken speed, whereas when workers are 
 plentiful, they work with greater diligence and care for fear of unem- 
 ployment. On the other hand, the dread of unemployment is so pro- 
 nounced that employees engaged in seasonal enterprises frequently 
 restrict production in order to make employment last longer; some 
 workers, moreover, through consideration for their fellow employees limit 
 production to provide work for them, a practice which ultimately results 
 in an economic loss. 
 
 Important restrictions of output by employees can only result from
 
 SOURCES AND CAUSES OF WASTE 19 
 
 collective action. In the building trades, for instance, some painters' 
 unions do not permit of the use of a brush wider than 4|" for oil paint, 
 although for certain classes of work a wider brush is more economical. 
 Plumbers' and steamfitters' unions prohibit the use of bicycles and vehicles 
 of all sorts during working hours. Members of those unions in some 
 sections of the country demand that all pipe up to 2" shall be cut and 
 threaded on the job. 
 
 The tools of the engineer are standard weights and measures, scien- 
 tifically established. He cannot serve industry unless he can set 
 standards for production and can measure work performed. Many 
 unions now oppose the use of such standards. Practically all of the print- 
 ing unions oppose these devices. The rules of the craft unions in the 
 building trades also object to many labor saving devices, and thus con- 
 tribute to waste in that industry. 
 
 The restriction of the number of apprentices is a common rule. The 
 engineer in the building trade notes that restriction of apprentices in 
 many cases seems extreme and unfair. 
 
 Unions are charged with restricting the use of machinery. Painters' 
 unions refuse to allow their men to work on a job where a spraying machine 
 is being used, making claim that the use of the machine is injurious to the 
 health of the workman. Some labor organizations of minor importance, 
 such as windowglass and stonecutters' unions, may also be mentioned as 
 opposed to the introduction of machinery. 
 
 All such restrictions, so far as they prohibit the use of the best and 
 most efficient machines, constitute limitations of output. The actions of 
 most unions, however, are confined to the restriction of the use of machin- 
 ery rather than its prohibition 
 
 The rule requiring that members of one craft union shall not encroach 
 upon the work of another results in large waste and little benefits. 
 Unions frequently require three or four skilled employees to perform 
 various operations on a plain job which a single worker could satisfac- 
 torily do by himself. Union carpenters are forbidden to lay bricks, 
 union plumbers are forbidden to do carpentering work, and the like. 
 
 A union rule in newspaper printing requires that all advertising matter 
 coming into the plant in electrotype form must be reset by the compositors. 
 This useless work is sometimes done weeks after the advertisement has 
 appeared. 
 
 In as simple a matter as printing the names of individual firms on 
 catalogue covers, where the imprints are all set up in slugs, after each 
 imprint is run off, the pressroom workers have been known to insist that 
 a compositor be brought from the composing room to make the change 
 to the next imprint, while they stand idly by. In a case of this kind, 
 where the runs are short, it amounts practically to requiring two persons
 
 20 WASTE IN INDUSTRY 
 
 to do the work of one. Similarly with paper handlers, sheet straighteners, 
 feeders and pressmen, it is not at all uncommon to be forced to have men 
 from several different unions participate in a simple piece of work which 
 could be performed more easily and economically by one person. In the 
 printing industry a somewhat different situation is found, in the case of 
 pressmen, where the union sometimes requires four men to operate a 
 machine, although three would suffice. 
 
 The following instances further illustrate restriction of output through 
 divisions of labor: 
 
 Carpenters' helpers are prohibited from using carpenter tools, requiring 
 carpenters to do such work as stripping forms from concrete. Experience 
 shows that helpers can do this more economically and as well. 
 
 Brick masons insist on washing down and pointing brick work when 
 laborers could do it more economically. 
 
 Structural steel workers under certain rules must bring the steel from 
 the unloading point to the building site, thus doing laborers' work at high 
 cost. 
 
 Structural steel men place reinforcing steel for concrete, whereas 
 experience has proved conclusively that properly trained laborers can 
 do it to as good advantage, and at greatly lowered cost. 
 
 Structural steel men claim the rigging on a job. In operating a small 
 derrick used in footing excavation, the bucket cable had to be guided by 
 hand and the hoisting engineer signalled by a skilled iron worker. 
 
 Hoisting engineers claim the right to run ah 1 types of engines, including 
 small gas-driven pumps which require no skill. On one job a contractor 
 had to hire a union engineer at $8.00 per day simply to start a pump in 
 the morning, oil it occasionally, and stop it at night. 
 
 Union rules generally require distribution of plumbing materials above 
 the first floor by union plumbers. 
 
 LOST PRODUCTION 
 
 From 111 Health. A report on national vitality prepared in 1909 for 
 the National Conservation Commission, appointed by President Roose- 
 velt, estimated that there were then about 3,000,000 persons seriously 
 ill at all times in the United States. This meant an average annual loss 
 per person of 13 days owing to illness. It was estimated that 42% of 
 this illness was preventable, and that such prevention would extend 
 the average life by over 15 years. 
 
 Since that report was issued, an apparent reduction in illness has been 
 accomplished; so that to-day an estimate of between eight and nine days 
 working time lost through illness is probably near the fact. 
 
 In discussing public health conditions there is no clear distinction
 
 SOURCES AND CAUSES OF WASTE 21 
 
 between the standing of the 42,000,000 persons classed as gainfully 
 employed in the United States and those specifically engaged in industry. 
 The 42,000,000 men and women gainfully employed probably lose on an 
 average more than eight days each annually from illness disabilities, 
 including non-industrial accidents a total of 350,000,000 days. Of the 
 500,000 workers who die each year, it is probable that the death of at least 
 one-half is postponable, by proper medical supervision, periodic medical 
 examination, health education and community hygiene. 
 
 Assuming that the average life has, aside from all spiritual and human 
 values, an economic value to industry of not less than $5,000, and assuming 
 that the special diet, care, and medical attention required by a man 
 chronically ill costs $3 per day, it has been estimated that the economic 
 loss from preventable disease and death is $1,800,000,000 among those 
 classed as gainfully employed or over $700,000,000 among industrial 
 workers in the more limited meaning of the term. 
 
 The preceding figures are derived from studies of individual groups, 
 from insurance experience, from census records, from draft records, and 
 there is experiential basis for the statement that this loss could be materi- 
 ally reduced and leave an economic balance in the working population 
 alone over and above the cost of prevention of at least $1,000,000,000 
 a year. 
 
 Tuberculosis is the most important disease among industrial workers, 
 two or three deaths per 1,000 per annum occurring at the working ages. 
 It is estimated that 3 per cent of the wage earners, or about 1,250,000 
 lives are affected. The economic loss from tuberculosis death rate as 
 affecting the working population is $500,000,000 annually. Pneumonia, 
 influenza and typhoid fever are the most important communicable diseases 
 among adults. Influenza and pneumonia, in non-epidemic years, take 
 about 35,000 lives in the working ages, and account for at least 350,000 
 cases of illness. Typhoid fills close to 150,000 sick beds annually and 
 takes 15,000 lives, mostly in the working ages. 
 
 In a large industrial area hookworm infection was present among at 
 least 5% of the laboring population. 
 
 Malaria is so seldom a direct cause of death that it is difficult to 
 estimate its extent and influence. It is responsible for much sub- 
 standard health, and probably affects 1,500,000 people annually, covering 
 27,000,000 days absence. 
 
 It may be roughly estimated that 1,500,000 workers are infected with 
 venereal disease. Judging by the draft figures, 5.6% would be an outside 
 estimate for ages 21 to 31 in the general mixed population, white and 
 colored, for all venereal infections. It has been estimated that about 
 60% of the infection occurs in this age period. Another study, it should 
 be said, found less than 1% of syphilis in industry and about 3% in mixed
 
 22 WASTE IN INDUSTRY 
 
 population. The Mayo Clinic found 4.6% of syphilis in mixed classes 
 and 10% among railway men. 
 
 There are more than 6,000,000 workers with organic diseases resulting 
 mostly from infection. 
 
 Defective Vision and Defective Teeth. Special attention has been 
 given in recent years to the question of defective vision and to that of 
 defective teeth. It is estimated that 25,000,000 workers have defective 
 vision requiring correction. It is the experience of a number of plant 
 executives that the correction of sub-standard vision brings increased 
 quality and quantity of production, sufficient to pay for the cost. 
 
 A very large proportion of workers have defective teeth and mouth 
 infection and other serious physical defects which reduces their effective- 
 ness. Sub-standard conditions of health and physical deficiencies should 
 be studied as a cause of fatigue in industry. 
 
 From Industrial Accidents. In 1919 there occurred in industry about 
 23,000 fatal accidents, about 575,000 non-fatal accidents causing four 
 weeks or more of disability and 3,000,000 accidents causing at least one 
 day's disability. The figures for 1918 were about 13% higher. 
 
 The time lost is estimated to be 296,000,000 days. Allowing for an 
 average wage of $4 per day during the time actually lost, adding an 
 estimate for impaired earning power because of disability or death, but 
 subtracting the subsistence of those killed, this gives an economic loss to 
 the country of about $853,000,000 for the year 1919. 
 
 This is not the whole loss chargeable to accidents. 
 
 In one state (Wisconsin) the costs to employers for medical and sur- 
 gical aid and hospitals' bills, and the overhead expenses of insurance, 
 equaled 86% of the actual compensation paid to workmen. The compen- 
 sation paid the workmen was about 22% of the total actual and pros- 
 pective wage loss. Records from other states indicate that this is probably 
 typical. On this basis the total direct cost of industrial accidents in the 
 United States in 1919, including medical aid and insurance overhead, 
 was not less than $1,014,000,000. Of this $349,000,000 was borne by 
 employers and $665,000,000 by employees and their dependents. 
 
 These approximate figures are low because they do not include medical 
 expenses incurred by workmen and not paid by the employer or insurance 
 company; overhead cost or personal accident insurance carried by work- 
 men; cost of training new men to take the place of those injured; employ- 
 ment and welfare department expense in keeping track of injured work- 
 men and their families. The addition of these items would bring the total 
 well over a billion dollars per year. 
 
 In this calculation no account has been taken of the indirect loss of 
 production due to the stoppage or slowing up of work when an accident 
 occurs. This affects not only the operation at which the man is injured,
 
 SOURCES AND CAUSES OF WASTE 23 
 
 but associated operations as well. It applies also to " near-accidents " 
 in which no personal injury occurs. 
 
 Experience indicates, and authorities agree, that 75% of these losses 
 could be avoided, with a saving in direct, clearly ascertained losses alone 
 of a quarter of a billion dollars per year to employers, and half a billion to 
 employees. 
 
 In the State of Massachusetts, where about 150,000 mechanics are 
 employed in the building trades, for the year ending July 1, 1920, there 
 were 5,032 tabulated accidents representing a loss of time at 485,486 days. 
 
 In New York State during the four years 1910 to 1914 more fatalities 
 due to accidents occurred in building and construction work than in all the 
 factories put together, although about four times as many people are em- 
 ployed in the factories as are employed in building and construction work. 
 
 It may be noted that whereas accidents in some construction trades 
 involve losses up to 10% of the labor cost, certain contractors have found 
 it possible to cut their accidents in half through special efforts. 
 
 Insurance rates in building construction are higher than in any other 
 industry. Rates are dependent on the cost of the accidents which actu- 
 ally occur. Therefore, any reduction in accidents reduces the insurance 
 paid. 
 
 Approximately $30,000,000 is paid to insurance companies each year 
 by builders alone for compensation and liability insurance. This figure 
 by no means represents the total loss. While state laws vary, in general 
 an injured workman must be disabled some seven days to two weeks before 
 receiving an award, and then receives as compensation only a part of his 
 average daily earnings. The loss to the contractor is less tangible, but 
 where a man is out, a new one must be broken into a job with loss of time 
 and frequently loss of material. In case of serious accident, also, there 
 is stoppage of work and extensive loss of time of the entire force. In the 
 opinion of one of the best authorities in the country the actual cost of 
 insurance represents not more than 25% of the total economic loss, 
 which, if correct, would bring the total cost due to accidents in the build- 
 ing industry to $120,000,000 per year. 
 
 An official of a large insurance company believes that by proper safety 
 measures, the waste due to accident in the building industry can be reduced 
 75 to 80% in two to five years of earnest effort, and that construction labor 
 cost can be cut 3% by these measures. Another official estimates, from 
 actual accomplishments in safety measures, that a total of more than 
 12,000,000 days a year could be saved the industry by the application of 
 safety methods. In certain industries, on the other hand, such as boot 
 and shoe manufacturing, accidents are insignificant.
 
 CHAPTER III 
 
 RECOMMENDATIONS FOR THE ELIMINATION OF 
 WASTE IN INDUSTRY 
 
 Opportunities and Responsibilities. In preparing this third part 
 of the summary, the Committee has endeavored to interpret responsibility 
 in terms of what might be done to eliminate waste in industry. The 
 policies and methods recommended are such as are already in successful 
 use in the industries and plants investigated. The opportunities out- 
 lined show how support may be given to those efforts and what are the 
 agencies especially responsible for elimination of waste in its broader 
 aspects. 
 
 This part of the report has been developed under seven major group- 
 ings of responsibility and opportunity as follows: responsibility of manage- 
 ment, responsibility of labor, responsibility of owners, responsibility of 
 the public, opportunity of trade associations, opportunity for govern- 
 mental assistance, and duty of engineers. 
 
 Detailed data supporting the general statements which follow will be 
 found in Section II. 
 
 I. RESPONSIBILITY OF MANAGEMENT 
 
 Improvement of Organization and Executive Control. Planning and 
 control should be adopted as fundamentals of good management. For 
 the most part they have not as yet penetrated the mass of American 
 industry. 
 
 Managerial control, when properly planned, extends its influence 
 into every activity of an industrial organization and plant, reaching 
 materials, design, equipment, personnel, production, costs and sales 
 policies and coordinating these factors to a common objective. While 
 this statement applies more particularly to large plants, still the smaller 
 units can utilize the same principles and thus secure the advantage of 
 modern methods. 
 
 Production Control. Conscious production control tends to reduce or 
 eliminate waste by shortening the total time of production. It ensures 
 the delivery of material where needed, whether it be material in process 
 
 24
 
 RECOMMENDATION FOR ELIMINATION OF WASTE 25 
 
 or a finished product ready for shipment. Material schedules should be 
 installed and used. These are a means to reduce idleness of material, 
 of the workers who are going to operate upon it and of the machines and 
 tools forming the equipment for the processes which it is to enter. Work 
 in process should be planned in advance by methods which will ensure 
 its timely delivery to the machine or operation where it is needed, so that 
 there will be no idleness between jobs. 
 
 Balancing Productive Capacity and Demand. Productive capacity 
 should be conservatively based upon a careful study of normal demand. 
 
 The sound relation between capacity and demand is shown only as 
 a wise policy is adopted in regard to planning, routing and scheduling 
 work and as improved shop methods are put into effect. There is plenty 
 of testimony to the possibility of increasing production from a given amount 
 of equipment through improved management. 
 
 Development of Purchasing Schedules. There should be the same 
 careful coordination of purchasing function and control of material pur- 
 chased and not yet received as is given to material already in the plant. 
 Where this is done the interruption of work due to lack of material, or to 
 imperfect material, is largely done away with. 
 
 Elimination of Cancellations and Curtailment of Returns. The practice 
 of cancellation of orders between manufacturer and mill and between 
 manufacturer and customer should be eliminated and there should be a 
 curtailment of the privilege of returning goods ordered and received. 
 Such cancellations and return practices are vicious and directly hinder 
 stabilization. 
 
 Correlation of Production Schedules with Sales Policies. Produc- 
 tion schedules should be based on a carefully formulated sales policy 
 determined from an intensive study of markets, thus stabilizing production. 
 By this method, which differs radically from the usual haphazard practice, 
 the pernicious effect of seasonal manufacturing can be partially overcome. 
 In a few plants in the boot and shoe industry this beneficial result has been 
 brought about. 
 
 Inspection. Adequate inspection should be maintained. 
 
 In many factories, losses of labor and material in spoiled and defective 
 work are unwarrantedly high. The aggregate annual wastage of human 
 effort and goods from this cause is very great. The indirect losses, which 
 are harder to detect and measure, are often greater than the direct losses. 
 
 Maintenance of Plant and Equipment. Plant and equipment must be 
 maintained continually in working condition. 
 
 The methods and means for anticipating possible breakdowns and the 
 like have been developed and are well known. Upkeep of plant is con- 
 ducive to maximum production as it assures that equipment and machinery 
 will be continually in a condition to operate.
 
 26 WASTE IN INDUSTRY 
 
 Uniform Cost Accounting. Generally accepted systems for finding 
 costs should be established in each American industry. In controlling 
 production and in judging fairly and accurately when and where progress 
 and improvement are being made, the lack of a good cost control system 
 is necessarily a source of much waste. 
 
 Methods of Wage Payment. Methods of wage payment should be 
 adopted, equitable and just in their basis, ensuring a proper relationship 
 between effort put forth and results achieved by all who participate in 
 the enterprise. 
 
 Two leading facts should be grasped: special wage methods are 
 almost wholly futile in the absence of standardization and system in the 
 work; production standards and proper control of work will, without 
 any special wage method, accomplish a large part of the desired result. 
 
 A danger lies in assuming that clever devices can take the place of 
 good management. The most important function of a wage payment 
 method from the production standpoint is to oblige management to do 
 its duty. 
 
 Standardization of Product. Products should be standardized con- 
 sistent with progressive development of manufacturing. 
 
 Standardization of Materials. Materials should be standardized 
 to the fewest practicable kinds, sizes and grades. 
 
 Standardization of Equipment. At least the details of equipment, 
 including machines and tools, should be standardized so as to permit of 
 the widest interchangeability and maximum usefulness consistent with 
 improvements in design and invention. 
 
 Performance Standardization. Performance standards should be 
 developed as a valuable aid to planning and production control. Under 
 the week- work system such standards are the basis of a just measurement 
 of the individual worker's performance and of the adjustment of his wage 
 rate to his capacity. Under the piece-rate system they are the basis of 
 just rates. Without standardization of appliances, conditions, work 
 content and method, no valid performance standard can be maintained. 
 
 By constantly comparing actual performance with the standards and 
 promptly investigating the causes of departure from standard, the manu- 
 facturer can quickly detect adverse conditions as they creep in, and can 
 rectify them. Performance standards, in fact, will enable him to plan 
 the size of his plant and operating force for a given volume of business 
 for continuous operation. 
 
 Management and Workers. Management has a definite responsi- 
 bility in selecting, up-grading and maintaining personnel. 
 
 Experience indicates that the best results can be obtained when 
 employment and personnel direction develops a sense of mutual interest 
 in production on the part of management and workers. To accomplish
 
 RECOMMENDATION 'FOR ELIMINATION OF WASTE 27 
 
 this, management should stimulate the interest of workers, individually 
 and collectively, in creation, in craftsmanship and in the contribution 
 of their experience and knowledge to the productive processes. " Indus- 
 trial relations " to be effective should be closely allied to production and 
 concern themselves with educating the workman in the science of process, 
 recording Ms accomplishment and enabling him to become conscious of 
 the relationship of his work to the whole. 
 
 During the past few years, there has been a widespread advance and 
 extension of employment and personnel methods in industry and many 
 of the accruing advantages are now generally known. Among these is a 
 means whereby the worker has a direct avenue of approach to his employer, 
 and the employer has a means for communicating organization policies 
 to the employees. 
 
 Such industrial education and training as has been conducted by 
 certain leading manufacturers has obtained beneficial results, and it is 
 believed that further developments along these lines is desirable. 
 
 Prevention of Accidents. Management has a definite responsibility 
 to prevent industrial accidents. Systematic preventative measures can 
 and should be inaugurated. With regard to methods there is already an 
 abundance of information. 
 
 Research. Industrial research should be consistently carried on 
 both in the individual plant and by associations. The need for knowledge 
 obtained by such research is ' manifest in every industry studied. 
 Although comparatively new in this country, the success of research 
 laboratories conducted by a few large industrial firms and trade asso- 
 ciations is well known. 
 
 H. RESPONSIBILITY OF LABOR 
 
 For Increasing Production. In discharging its responsibility for 
 eliminating waste ifi industry, labor should cooperate to increase 
 production. 
 
 The need for facts instead of opinions stands out everywhere in the 
 assay of waste from intentional restrictions of output. All concerned 
 need to remember that science is an ally and not an enemy, and that no 
 policy can be soundly based which ignores economic principles. 
 
 Ignorance of these principles lies at the root of most of labor's restric- 
 tion of output. The engineers who made the field assays unite in point- 
 ing out that this attitude is beginning to change. The change should be 
 aggressively led; not allowed to drift. Labor organizations have an 
 opportunity to-day which may not soon occur again to draft for them- 
 selves a new bill of rights and responsibilities. Unions are now great 
 organizations with such funds and personnel at their disposal as would
 
 28 WASTE JN INDUSTRY 
 
 have seemed fantastic even a quarter of a century ago. Their influence 
 permeates the whole of American industry, unionized or not. No service 
 which they can render can be socially more valuable than that of studying 
 the needs of the industries in which they earn a livelihood, and allying 
 themselves with the technicians who serve with them to increase pro- 
 duction which will inure to the ultimate benefit of all. 
 
 For Standardization of Work. Labor should cooperate to prepare 
 for and even demand the determination of and use of performance 
 standards. 
 
 This recommendation made by the engineer reporting on the printing 
 industry applies to labor in many other industries as well: The unions 
 rightly insist on reasonable hours and the best pay obtainable, but to 
 discharge a responsibility in eliminating waste they should lend themselves 
 to the greatest flexibility in the utilization and economy of the services of 
 their members. It is to the worker's interest rather than to his detriment 
 that his services should not only be efficient but definitely recorded and 
 evaluated. 
 
 For Changing Rules Regarding Restrictions. Labor should change 
 its rules regarding restriction of output, unreasonable jurisdictional classi- 
 fication and wasteful methods of work, thereby removing sources of waste. 
 
 Certain restrictions probably have seemed necessary to labor as a 
 basis for trading with employers. This report is concerned with restric- 
 tions only in their relation to waste. It recommends a revision in the 
 light of the strength and standing of organized labor to-day. The trading 
 basis is not sufficient justification for union rules. 
 
 For Improving Health and Reducing Accidents. Labor is responsible 
 no less than management for improving the health of the workers and for 
 preventing accidents in industry. Unions have accomplished much in 
 protecting their members through educational work in health and safety, 
 but there is still much to be done, in cooperation with management and 
 community organizations. 
 
 Periodical physical examinations and medical advice have resulted 
 in a number of instances in substantial improvement in the health and 
 well-being of workmen. In many cases, however, there exists a strong 
 prejudice against such examinations. As a result of this unfortunate 
 attitude many workers live in subnormal health when their condition is 
 easily remediable. 
 
 For Improving Industrial Relations. Inasmuch as the organization of 
 personnel relationships in industry can only be accomplished through 
 the co-operation of both employer and employee, labor should assist in 
 such work of organization and in maintaining and utilizing the structure 
 developed. Among the most important causes of industrial discon- 
 tentment are those connected with waste in industry: intermittent
 
 RECOMMENDATION FOR ELIMINATION OF WASTE 29 
 
 employment, fear of unemployment, lack of scientific and accepted methods 
 of determining wages and hours, inequalities of opportunity, ill health 
 and industrial accidents, as well as those caused by backward management 
 and restrictions of output. 
 
 m. RESPONSIBILITY OF OWNERS 
 
 The owners of industry through the banking function or otherwise 
 share in the responsibility for eliminating waste in industry. They have 
 the duty particularly of assisting in stabilizing production. To carry out 
 such a policy is peculiarly the banker's interest. 
 
 While it is true that balance sheets and income statements are gages 
 of the degree of success of a business, it is evident from the assay of waste 
 that these statements often do not reveal all or even the greater part of 
 the facts regarding production. Certain banks have an industrial staff 
 to give service to their customers and to study industrial questions more 
 closely. It may not be long before such things as good management 
 methods are universally recognized as commercial assets. 
 
 IV. RESPONSIBILITY OF THE PUBLIC 
 
 Need of Public Interest. In the study of industrial waste, there can 
 be no setting apart of the public as a separate group. The public com- 
 prises all groups, and the public's responsibility for eliminating waste is 
 large. A campaign to increase the productivity of industry cannot be 
 conducted without widespread interest and support. The engineers can 
 initiate such a campaign, but they cannot press it to a solution unless the 
 public so desires. 
 
 Style Changes. In certain industries the consuming public is to a 
 degree responsible for seasonal fluctuations because of the eagerness with 
 which it accepts or adopts changes in style. Styles should be viewed at 
 least in part from the standpoint of usefulness and economy. 
 
 Distribution of Demand. The public can assist in stabilizing industry 
 by accepting a sensible distribution of demand throughout the year. 
 
 This applies for example to the building industry in which there is a 
 strong tradition to the contrary. Instead of crowding our main construc- 
 tion work into seven or eight months, not only must work in the slack 
 months be developed, but all that can be deferred from the busy to the 
 more idle season should be so deferred. 
 
 Community Co-operation With Industry. Public and semi-public 
 agencies can assist by definitely encouraging and supporting the efforts 
 for elimination of waste. Bodies such as local Chambers of Commerce 
 and other civic and community associations can bring influence to bear
 
 30 WASTE IN INDUSTRY 
 
 through local conferences with the different branches of industry. In 
 particular such effort might be directed toward the construction of dwell- 
 ings, the furtherance of public health and the prevention of non-industrial 
 accidents. 
 
 Collective purchasing agencies may assist by educating the public 
 in better methods of buying, thus having an influence on the stabilization 
 of industry by reducing the number of items of goods demanded and 
 distributing the demand over a longer period of time. 
 
 V. OPPORTUNITY OF TRADE ASSOCIATIONS 
 
 Work for Comprehensive Organizations. Trade associations should 
 be formed in those industries lacking comprehensive organizations. 
 
 The clothing industry lacks any comprehensive trade body through 
 which common problems can be studied and common remedies applied. 
 The organizations supported by this industry as a whole have to do prin- 
 cipally with marketing the product, such as displaying goods and meet- 
 ing buyers. There is no joint agency studying the obvious weaknesses 
 in manufacturing. 
 
 As another example, there is no association for the printing machinery 
 trade, and it is recommended that one be formed. 
 
 In many industries which already have trade organizations a greater 
 degree of cooperation and publicity for their work and policies would 
 steadily improve and increase their effectiveness. Trade organizations 
 should collect and make public trade information, including current 
 data on production, stocks on hand, consumption, the general price levels 
 of essential commodities, and statistics of active and idle plant capacity. 
 Slich information would make for stability and elimination of waste. 
 
 Industrial Standardization. Trade associations should promote pro- 
 grams for the standardization of cost accounting methods, the introduction 
 of standardized material specifications, the establishment of production 
 standards, the standardization of equipment and the standardization of 
 finished products. 
 
 VI. OPPORTUNITY FOR GOVERNMENTAL ASSISTANCE 
 
 National Industrial Information Service. A national industrial infor- 
 mation service should be established to furnish timely, regular, and com- 
 plete information on current production, consumption and available 
 stocks of commodities, supplementing the work of private agencies. 
 
 One of the outstanding facts in connection with this assay is the 
 scarcity of authoritative sources of satisfactory information. Various 
 industries have tried to secure data informally. But it is essential that
 
 RECOMMENDATION FOR ELIMINATION OF WASTE 31 
 
 such information be collected and presented to the entire industrial 
 community, including the buyer, the seller and the banker. 
 
 The great need for complete information with regard to current pro- 
 duction and consumption and stocks of every important commodity, is 
 obvious to all serious students of industry. 
 
 A National Statistical Service. A national statistical service should 
 be established and maintained covering employment requirements and 
 conditions throughout the country. 
 
 The fundamental knowledge required to make a correct analysis of 
 unemployment in any period is not at present obtainable. The meager 
 information for such a study has to be collected from many agencies. 
 These are under no central control, they are often not in contact and fre- 
 quently duplicate effort. - : ^ 
 
 During the past seven years the U. S. Bureau of Labor Statistics has 
 gathered statistics of strikes and lockouts from various sources and has 
 published them in the Monthly Labor Review, These figures are not com- 
 parable with the statistics contained in the earlier reports either in com- 
 pleteness or in accuracy. The Bureau has not undertaken any special 
 field investigations, and it has no authority " to require reports relative 
 to strikes from anyone." 
 
 As the extent of seasonal employment and temporary shutdowns and 
 layoffs has not been subjected to a general statistical measurement, the 
 resulting industrial waste cannot be determined with any degree of 
 accuracy. There are no employment figures comparable, for instance, 
 with those collected in England by the Board of Trade. 
 
 Principles for Adjustment and Settlement of Labor Disputes. A body 
 of principles for the adjustment of labor disputes should be accepted, which 
 can be developed with experience. 
 
 Thus far American legislation for the settlement of these problems 
 presents almost as many varieties as there are states. The nomenclature 
 of the bodies created to deal with controversies between employer and 
 employee may in many cases be the same, but their duties and manner 
 of appointment differ widely. Almost the only consolation to be drawn 
 from this legislation is the fact that it recognizes a need. In no state has 
 the existing machinery shown itself capable of meeting a great crisis. The 
 experience of Kansas is too new to be included in this comment. 
 
 No federal legislation has resulted from the recommendations of the 
 Second Industrial Conference (1919) the most comprehensive attempt 
 yet made in America to meet this pressing problem. In view of the waste 
 resulting directly and indirectly from labor disputes, there is obvious 
 need for wisdom to create and operate successfully agencies endowed 
 with sufficient power and vision to adjust or stop the destructive and 
 needless controversies over labor questions.
 
 32 WASTE IN INDUSTRY 
 
 Public Health Policy. A national policy regarding public health 
 should be accepted and put into effect. The reports dealing with health, 
 prepared in connection with this study by a group of physicians, indicate 
 the importance of maintaining the health of industrial workers as a factor 
 in production and as a means of eliminating one form of waste. These 
 reports also declare for an aggressive, continuous, national public health 
 policy. 
 
 National Program for Industrial Rehabilitation. The national program 
 for industrial rehabilitation should be encouraged. It should offer oppor- 
 tunities for the education and placement of those having physical and 
 mental defects as well as those handicapped by industrial accidents or 
 by war. Formerly such incapacitated men were treated as if they had no 
 economic value. Many striking examples, however, have led to the 
 conviction that many such men can be so trained as to make them useful 
 workers. Comprehensive efforts for their vocational rehabilitation are 
 being made through the co-operation of federal, state, industrial and 
 commercial agencies. 
 
 Nation-wide Program of Industrial Standardization. A nation-wide 
 program of industrial standardization should be encouraged by the gov- 
 ernment in cooperation with industry. In the standardization of design 
 of product, methods of procedure and number of models, there rests a 
 large opportunity for the reduction of waste. 
 
 A special service which the government can render in this connection 
 is the standardization of its own demands. Several government depart- 
 ments have their own paper specifications, for example, with no relation 
 to each other, or to any standard brand. These departments might well 
 take the first step by standardizing the paper they use on the basis of a 
 selected list of well-known brands. 
 
 It is not sufficient, however, to attempt to standardize the product 
 of a given industry, for almost every industry is so dependent upon others 
 that they too must co-operate. The federal government could call 
 together the representatives of the trade associations of interdependent 
 industries and in co-operation form committees for this purpose. The 
 opinions or decisions of such committees might from time to time be 
 promulgated as standards of practice. 
 
 Revision of Federal Laws. Where federal laws interfere with the 
 stabilization of industry they should be revised in the interests of the 
 whole people. 
 
 The largest area of waste lies in the periods of slack production and 
 unemployment, due to the ebb and flow of economic tides between booms 
 and slumps. Studies of industries as a whole show that we usually expand 
 our equipment at the periods of maximum demand for products instead of 
 doing our plant expansion during periods of slack consumption. While
 
 RECOMMENDATION FOR ELIMINATION OF WASTE 33 
 
 it cannot be expected that all industry could be so stabilized as to do its 
 capital construction in slack periods, there are some industries which could 
 be led in this direction by co-operation with the government and co-opera- 
 tion among themselves. This applies particularly to railways, telephones, 
 telegraphs, power concerns and other public utilities, and to expenditure 
 upon our municipal, state and national public works. 
 
 As a striking example, in a seasonal industry such as coal mining, no 
 adequate solution regarding stabilization can be found except through 
 organized co-operation of operators, labor, railroads and large consumers. 
 Under existing laws as to combinations, such co-operation cannot be car- 
 ried out. Therefore, we believe that federal legislation is necessary 
 permitting such cooperation under competent government authority. 
 
 VH. DUTY OF ENGINEERS 
 
 The duty of engineers is a part of all the responsibilities previously 
 stated in different recommendations. 
 
 Engineers come in contact with and influence every activity in industry 
 and as a body possess an intimate and peculiar understanding of intricate 
 industrial problems. They are in a position to render disinterested service, 
 and their peculiar responsibility is to give expert judgment wherever 
 engineering training and technical skill are needed to reach a just decision. 
 
 This report brings forward certain pressing problems concerning the 
 solution of which engineers should hasten to assist. The assays of waste 
 show first the need of definite and quantitative industrial information on a 
 multitude of points. Science has pushed ahead in some directions; 
 it lags behind in others. The duty of the engineer is pre-eminently a duty 
 to enlarge the boundaries of knowledge. His lifelong training in quanti- 
 tative thought, his intimate experience with industrial life, leading to an 
 objective and detached point of view, his strategic position as a party 
 of the third part with reference to many of the conflicting economic groups, 
 and above all his practical emphasis on construction and production, 
 place upon him the duty to make his point of view effective. 
 
 It is peculiarly the duty of the engineers to use their influence individu- 
 ally and collectively to eliminate waste in industry.
 
 CHAPTER IV 
 
 DESCRIPTION OF QUESTIONNAIRE AND EVALUATION SHEET 
 THE METHOD OF ASSAY 
 
 The Questionnaire. The Questionnaire used by the Committee was 
 prepared as a guide for field investigators. Wherever it has been used, 
 however, plant managers have shown such marked interest that the 
 Committee believes its publication may provide a standard of measure- 
 ment for American industries in general. 
 
 Waste is classified under three heads: 
 
 1. Organization, which deals with the human factor. 
 
 2. Technical knowledge, which deals with the physical factor. 
 
 3. Utilization, which deals with performance. 
 
 Fifty-eight main topics and two hundred and sixty leading questions 
 are covered by the Questionnaire. Twelve main topics come under the 
 heading "General"; twenty-one main topics and ninety-two leading 
 questions under "Organization"; seven main topics and forty-four 
 leading questions under "Technical Information"; and eighteen main 
 topics and one hundred and twenty-two leading questions under " Utili- 
 zation." (See Questionnaire, page 39.) 
 
 The Evaluation Sheet. The Evaluation Sheet is a summary of the 
 information contained in the Questionnaire, and is intended to be a 
 mechanism for analyzing and comparing the relative values of the waste 
 factors. (See Evaluation Sheet, page 50.) 
 
 The same grouping and sequence of information is followed as in the 
 Questionnaire, with the addition of an assignment of responsibility for 
 waste to Management, Labor and Outside Contacts (the public in general, 
 trade relationships, etc.). 
 
 Instructions for using the sheet are given on page 35. 
 
 The Evaluation sheet does not attempt to determine the efficiency 
 of a plant in percentages. The totals indicate waste and not effectiveness. 
 
 It will also be noted that the key of percentages ranges from 0% 
 excellent to 80% bad, making no provision for 100%. This decision was 
 arbitrary, and limits the maximum possible points of waste to 80. In 
 the same way, the best practice now existing was taken as standard or 0% 
 of waste. 
 
 34
 
 QUESTIONNAIRE AND EVALUATION SHEET 35 
 
 INSTRUCTIONS TO FIELD DIRECTORS. 
 
 Fill out one field report as per attached copy for each plant investigated. 
 
 This field report is an evaluation of the answers to the guide questions or question- 
 naire. 
 
 The causes of waste to be assayed have been grouped in three headings, the guide 
 questions or questionnaire being arranged according to this grouping. 
 
 1. Organization. Mechanism of industry as to type, methods (paper work) and 
 
 personnel. Assignment and discharge of responsibilities and relationships. 
 
 2. Technical Knowledge. Available engineering knowledge as to product, plant 
 
 and materials. 
 
 3. Utilization. Effectiveness of organization and technical knowledge. Direc- 
 
 tion, control and accounting factors. 
 
 Avoidable waste is evaluated in comparison with the best attainable conditions 
 now practicable according to present knowledge. 
 
 ASSIGNING POINTS OR RELATIVE IMPORTANCE 
 
 Put 100.0 in space (d). 
 
 100.0 assigned points representing 100% possible waste. Determine according to 
 judgment and impressions from investigation, the relative weights of the three main 
 divisions of causes, placing figures in spaces (a), (6), and (c), the total equaling 100, 
 space (d). 
 
 This relationship will be identical for all plants in the same industry. 
 
 Determine according to judgment and impressions from investigation, the relative 
 responsibility of management, labor and outside contacts, dividing the assigned points 
 on total line, column 13, to total, same line, columns 1, 5, and 9. 
 
 This relationship may be varied for different plants as may appear necessary from 
 their type, size or geographical location. 
 
 Distribute according to judgment and impressions from investigation the total 
 assigned points columns 1, 5 and 9, to separate questions or group of questions as may 
 apply. Bracket grouped questions. 
 
 Check figures by adding across and down. 
 
 ESTIMATE PER CENT OF WASTE, IRRESPECTIVE OP ASSIGNED POINTS 
 
 For each question answered, estimate per cent avoidable waste as keyed with relation 
 to condition being excellent to bad in relation to least waste. 
 
 Place per cent, opposite question number in columns 2, 6, and 10 as applies, if these 
 questions are grouped. If they are independent of each other, place the per cents in 
 columns 3, 7, and 11. 
 
 Average per cent in columns 2, 6, and 10 where and as questions are grouped or 
 bracketed. 
 
 Enter averages in columns 3, 7, and 11 on line with corresponding assigned points in 
 columns 1, 5 and 9. 
 
 CALCULATING WASTE BASED ON ASSIGNED POINTS 
 
 Multiply relative weights in columns 1, 5 and 9 by corresponding per cents in columns 
 3, 7 and 11. Enter results points waste on same line in columns 4, 8 and 12. 
 
 Add points waste, same line, columns 4, 8 and 12. Enter totals same line column 14. 
 Add columns 4, 8, 12 and 14, entering totals under each of 3 main divisions. 
 
 Check additions. Total each division, columns 4, 8 and 12 = total column 14 
 (Sps. e, f, or g.) 
 
 Obtain grand total, cross checking as above.
 
 36 
 
 WASTE IN INDUSTRY 
 
 GUIDE QUESTIONS FOR FIELD WORKERS 
 INDEX TO QUESTIONNAIRE 
 
 Subjects in italics have been added to the original Questionnaire. 
 
 Accidents 
 
 K 
 
 20 
 
 
 Address 
 
 D 
 
 4 
 
 
 Anticipated business 
 
 U 
 
 16 
 
 
 Apprentices, agreement with 
 
 
 
 
 Union 
 
 K 
 
 15 
 
 
 Assignments of work and 
 
 
 
 
 tools 
 
 TJ 
 
 5 
 
 
 Automatic machinery 
 
 T 
 
 4 
 
 
 Automatic sprinklers 
 
 T 
 
 2 
 
 j 
 
 Available stock 
 
 U 
 
 4 
 
 k 
 
 Benefit Association 
 
 K 
 
 21 
 
 e 
 
 Bonus 
 
 K 
 
 13 
 
 
 Budget 
 
 U 
 
 1 
 
 
 Causes of idle machines .... 
 
 U 
 
 3 
 
 
 Causes of layoffs 
 
 K 
 
 9 
 
 
 Causes of product changes . . 
 
 T 
 
 7 
 
 j 
 
 Causes of quits 
 
 K 
 
 11 
 
 
 Causes of strikes 
 
 K 
 
 17 
 
 
 Causes of waste 
 
 c 
 
 2 
 
 
 Changes in design of prod- 
 
 
 
 
 uct 
 
 T 
 
 7 
 
 j 
 
 Changes in equipment 
 
 T 
 
 4 
 
 b 
 
 Changes in layout 
 
 T 
 
 2 
 
 g 
 
 Changes in method, follow- 
 
 
 
 
 up 
 
 K 
 
 4 
 
 
 Chart of organization 
 
 K 
 
 1 
 
 
 Chart of processes 
 
 U 
 
 4 
 
 g 
 
 Classes of work 
 
 D 
 
 7 
 
 
 Co-ordination of plants with 
 
 
 
 
 home office 
 
 K 
 
 4 
 
 b 
 
 Cost data 
 
 D 
 
 13 
 
 
 Cost of living and wage scale 
 
 K 
 
 13 
 
 
 Costs 
 
 U 
 
 7 
 
 
 Date of organization 
 
 D 
 
 3 
 
 b 
 
 Deadstock 
 
 XT 
 
 12 
 
 k 
 
 Decrease in production per 
 
 
 
 
 man hour 
 
 U 
 
 10 
 
 
 Delivery of raw material 
 
 U 
 
 11 
 
 c 
 
 Depreciation record 
 
 T 
 
 3 
 
 a 
 
 Designing Department 
 
 T 
 
 7 
 
 b 
 
 
 K 
 
 20 
 
 h 
 
 Dispatching U 
 
 5 
 
 Drawings for tools T 
 
 6 
 
 Economic laws violated . . . . C 
 
 1 
 
 Efficiency basis U 
 
 10 
 
 Employers' Associations T 
 
 1 c 
 
 Employment routine K 
 
 7 
 
 Engineering Department . . . T 
 
 7 b 
 
 Equipment inspection U 
 
 18 
 
 Equipment inventory T 
 
 3 
 
 Finished product inspection, U 
 
 17 
 
 Fire apparatus T 
 
 2 j 
 
 Floor space T 
 
 2 h 
 
 Flow of work T 
 
 2 c-f 
 
 Follow-up of injured K 
 
 20 g 
 
 Follow-up of method 
 
 
 changes K 
 
 4 
 
 Foremen's qualifications rec- 
 
 
 ord U 
 
 9j 
 
 Functional organization K 
 
 2 
 
 Home office management . . . . K 
 
 4 b 
 
 Hours K 
 
 14 
 
 Identical job D 
 
 13 
 
 Idle machine time II 
 
 3 
 
 Idle workers' time U 
 
 8 
 
 Incoming material D 
 
 4 a 
 
 Injuries K 
 
 20 c 
 
 Insurance rate, accident . . . . K 
 
 20 i 
 
 Instructions, written K 
 
 4 & 
 
 U 
 
 4 i&j 
 
 Inspection of raw material . . U 
 
 15 
 
 Inspection of tools T 
 
 5 
 
 Inspection of work in pro- 
 
 
 cess U 
 
 16 
 
 Interchangeably of manu- 
 
 
 factured parts T 
 
 7 k 
 
 Interdependent industries . . T 
 
 1 c 
 
 Internal transportation . . . . U 
 
 14 
 
 Inventory of equipment T 
 
 3 
 
 Investigation of complaints . K 
 
 21 j 
 
 Investments D 
 
 12
 
 QUESTIONNAIRE AND EVALUATION SHEET 
 
 37 
 
 INDEX TO QUESTIONNAIRE Continued 
 
 Labor troubles, Loss due to. . . U 10 d 
 
 Labor turnover K 12 
 
 Labor waste, degree of U 10 d 
 
 Layoffs, causes of K 9 
 
 Layout of plant T 2 
 
 Living costs and wage scale . K 13 
 
 Location of plant D 4 
 
 Lockers K 20 c 
 
 Lockouts K 17 
 
 Loss due to dead stock U 12 1 
 
 Loss due to high labor turn- 
 over K 12 
 
 Loss due to idle machinery . . U 3 e 
 
 Loss due to labor troubles .... U 10 d 
 
 Loss due to labor waste U 10 d 
 
 Loss due to misfits U 10 d 
 
 Loss due to stoppages K 18 
 
 Loss due to strikes K 17 1 & n 
 
 Loss due to strikes U 10 d 
 
 Loss due to temporary shut- 
 downs K 10 
 
 Loss of earnings by idle 
 
 time U 8 
 
 Loss on material, use of U 12 m 
 
 Machine rates U 3c 
 
 Make-and-sell policy U 2 
 
 Maintenance Department . . T 5 
 
 Market price and purchases. U 11 h 
 
 Markets, Location to D 4 a 
 
 Material in process U 19 
 
 Material lists T 7e 
 
 Material losses, use of U 12 m 
 
 Maximum and minimum 
 
 stock U 11 c&d 
 
 Medical examinations K 7 
 
 Method changes K 4 
 
 Misfits in labor U 10 d 
 
 Monthly record of em- 
 ployees K 8 
 
 Name of concern D 3 
 
 New employees hired dur- 
 ing strike K 17 j 
 
 Number of accidents K 20 
 
 Number of employees, by 
 
 months K 8 
 
 Numbering of equipment.. . T 3 
 
 Operating space T 
 
 Organization chart K 
 
 Organization, Form of D 
 
 Organization write-up K 
 
 Outgoing products D 
 
 Overtime K 
 
 Overtime, frequency K 
 
 Participation by workers . . . K 
 
 Personnel Department K 
 
 Personnel records K 
 
 Piece work K 
 
 Planning function U 
 
 Plant paper K 
 
 Plants in various locations ... K 
 Policy on manufacturing for 
 
 stock U 
 
 Power T 
 
 Prevention of accidents . . . . K 
 
 Prices, standardization D 
 
 Product design T 
 
 Production, increase and de- 
 crease U 
 
 Production standards K 
 
 Progressive budget U 
 
 Purchases U 
 
 Quality Campaign 
 
 Quits followed up 
 
 Raw material, Delivery of U 
 
 Records of rejections U 
 
 Record of tools available . . . U 
 
 Record of vendors U 
 
 Remedies for seasonal fluc- 
 tuations K 
 
 Remedy of damages by 
 
 workers U 
 
 Repair record T 
 
 Resident managers K 
 
 Responsibility for condi- 
 tion of tools T 
 
 Research Department K 
 
 Rest and recreation K 
 
 Rest room K 
 
 Restaurant K 
 
 Results of safety function . . . K 
 
 2 h 
 
 2 h 
 1 
 
 3 a 
 3 
 
 4 a 
 13 
 14 
 
 16 
 19 
 
 6 
 13 
 
 4 
 21 m 
 
 4 b 
 
 2 
 
 2 i 
 20 
 13 d 
 
 7 
 
 10 
 13&9 
 
 1 
 11 
 
 16 j 
 11 
 
 11 o 
 17 f 
 
 5 f 
 11 1 
 
 8 
 
 16 h 
 
 3 a 
 
 4 b 
 
 6 d 
 5 
 
 21 h&i 
 21 g 
 21 f 
 20 f
 
 38 
 
 WASTE IN INDUSTRY 
 
 INDEX TO QUESTIONNAIRE Continued 
 
 Safety function 
 
 Sale prices, standardization . . 
 
 Savings from maintenance . . 
 
 Savings from standardiza- 
 tion of equipment 
 
 Savings from standard meth- 
 ods 
 
 Schedule 
 
 Seasonal fluctuations 
 
 Settlement of strikes 
 
 Shifts K 
 
 Shop representation 
 
 Sizes, Standardization 
 
 Skilled vs. unskilled labor 
 
 Slide rules or charts 
 
 Specifications for equipment, 
 
 Specification for product . . . 
 
 Sprinklers T 
 
 Standardization of cost data . . 
 
 Standardization of equip- 
 ment 
 
 Standardization of perform- 
 ance U 
 
 Standardization of Product . 
 
 Standardization of sale prices 
 
 Standard production com- 
 pared with performance . . 
 
 Standardization of tools 
 
 Standardization of wages .... 
 
 Stock receipts U 
 
 Stock records 
 
 Storage conditions 
 
 Suggestions K 
 
 Stoppages K 
 
 Storage space T 
 
 Strikes 
 
 Taskwork K 
 
 Temporary shut-down . 
 
 Tests of applicants K 
 
 K 
 
 20 e 
 
 D 
 
 13 d 
 
 T 
 
 5 
 
 T 
 
 4 a 
 
 T 
 
 6 h 
 
 U 
 
 4 b 
 
 E 
 
 8&D9 
 
 K 
 
 17 n 
 
 E 
 
 14 
 
 E 
 
 16 
 
 D 
 
 13 a 
 
 U 
 
 9 i 
 
 T 
 
 4 e 
 
 T 
 
 4 
 
 T 
 
 7 c 
 
 T 
 
 2 j 
 
 D 
 
 13 c 
 
 T 
 
 4 & 
 
 D 
 
 13 a 
 
 U 
 
 4 
 
 T 
 
 7 
 
 1) 
 
 13 d 
 
 U 
 
 9 
 
 T 
 
 5 
 
 1) 
 
 13 b 
 
 U 
 
 12 
 
 U 
 
 12 
 
 U 
 
 13 
 
 E 
 
 21 k&l 
 
 K 
 
 18 
 
 T 
 
 2 h 
 
 K 
 
 17 
 
 K 
 
 13 
 
 E 
 
 10 
 
 E 
 
 7 
 
 Time card U 6 
 
 Time lost through accidents, K 20 d 
 
 Time study U 4e&f 
 
 Toilet facilities K 21 d 
 
 Tools standardized T 5 
 
 Trade Association T 1 
 
 Training of incompetent 
 
 workers K 9 
 
 Transfers K 9 
 
 Transportation U 14 
 
 Turnover U lip 
 
 Types, Standardization D 13 a 
 
 Understudies, policy regard- 
 ing K 2 
 
 Union agreement on ap- 
 prentices K 15 
 
 Union wage scale K 13 
 
 Unit of comparison C 3 
 
 Unskilled vs. skilled labor. . . . U 9 i 
 
 Unused material U 11 n 
 
 Value of stores and daily 
 
 output U 12 
 
 Variety of products D 8 & 
 
 T 7 
 
 Vendors, record of U 11 1 
 
 Wagescale K 13 
 
 Wages, standardization D 13 b 
 
 Waste (see also "Causes" 
 and "Loss due to") .... C 2 
 
 Welfare Work K 21 
 
 Workers, Classification of . . . U 9 g 
 Workers' efficiency, basis for 
 
 estimating U 10 
 
 Workers, production stand- 
 ards for U 9 f 
 
 Workers' qualification record, U 9k 
 
 Workers, Shifting U 9h
 
 QUESTIONNAIRE AND EVALUATION SHEET 39 
 
 GUIDE QUESTIONS FOR FIELD WORKERS 
 
 Questions in italics have been added to the original Questionnaire. 
 
 D. Descriptive 
 
 1. Date of Report. 
 
 2. Type of Industry. 
 
 As classified for investigation. 
 
 3. Name of Concern. 
 
 (a) Conducted as corporation, firm, or indiiidual. 
 
 (b) Date of beginning business. 
 
 (c) Date of incorporation. 
 
 4. Address. 
 
 (a) Is plant well located as to: 
 
 (1) Incoming raw material and supplies? 
 
 (2) Outgoing product to be marketed? 
 
 (3) Desirable grades and sufficient supply of labor? 
 
 5. Where are the General Executive Offices? 
 
 6. Location of Plant or Plants and when was each Established? 
 
 7. Class of Work contractual, repetitive or continuous. 
 
 8. What are the Products Manufactured? 
 
 List in sufficient detail to show any variance in type with reference to process or 
 secure catalogue to support any generalization, 
 (a) To what extent have you advanced the trade or art, as to : 
 
 (1) Increased yield of finished product? 
 
 (2) Increase in per-worker production? 
 
 (3) Reduction of hard manual labor? 
 
 (4) Safety of operation? 
 
 (5) Improved quality of product? 
 
 (6) Decreased maintenance costs? 
 
 (7) After allowance for investment charges, what would you estimate as 
 
 the net economy? 
 (6) What patent protection is enjoyed, and when do existing patents expire? 
 
 (c) What part, if any, of business is for export? 
 
 (d) Briefly describe competitive conditions existing. 
 
 (e) About what percentage of your trade's total output do you produce? 
 (/) Are sale-prices and terms uniform to all customers? 
 
 (0) After a proper return on invested capital, do returns provide means for 
 reasonable expansion; has this condition changed since the beginning of 
 the War? 
 
 9. What has been the Volume of Business for 1918, 1919, 1920? 
 State in months, both in units of product and in money value. 
 
 (a) Is work seasonal? 
 
 (1) What month is busy season? 
 
 (2) What month is dull season? 
 
 (3) Explain the seasonal feature. 
 
 (4) What effort is made to overcome seasonal fluctuations? 
 
 (5) 7s work taken at less (or no) profit during slack season to keep organization 
 
 together? 
 
 10. What was their Manufacturing Capacity hi 1918, 1919 and 1920? 
 State in units of product.
 
 40 WASTE IN INDUSTRY 
 
 D. Descriptive (Cont.) 
 
 11. What is the Total Investment in Plant? 
 
 12. What Percentage is Required on Investment to Preserve Total Investment? 
 
 13. What activities are they chiefly interested in? 
 
 (a) Standardization of types and sizes? 
 
 (6) Standardization of wages for identical jobs? 
 
 (c) Standardization of cost data? 
 
 (d) Standardization of sale prices? 
 
 14. Have they established any plan to scale wages according to fluctuating prices and 
 
 living costs? 
 
 K. Organization. 
 
 1. Is there a Chart of Organization? 
 
 (a) When was it prepared? 
 
 (6) Do means or responsibility exist to keep it up? 
 
 (c) Is it kept up-to-date? 
 
 2. Is Organization Built up Functionally or around Individuals? 
 
 (a) What is policy with reference to understudies? 
 
 (6) Ar^ understudies trained for minor executive functions, and are latter filled by 
 promotion from body of workers? 
 
 3. Is there an Organization Write-up? 
 
 Are the duties of each unit function or member of the organization contained in 
 writing? 
 
 4. Are there Standard Written Instructions as to How each Function is to be Performed? 
 
 (a) How are method changes authorized and followed up? 
 
 (b) If corporation has plants in various locations, how are they co-ordinated with 
 
 Home Office including appointment and supervision of resident managers? 
 
 5. Is there a Research Department? 
 
 6. Are Personnel Records Maintained? 
 
 (a) Are they kept up progressively as to quality and quantity production of the 
 worker? 
 
 7. What is the Procedure of Employment? 
 
 (a) Is any evidence of ability required on hiring, as O.K. of foreman, medical 
 
 examination or investigated references? 
 (6) How is worker introduced to job? 
 
 (c) Is definite policy practiced to develop each worker systematically? 
 
 (1) Vacancies filled by promotion, so as to recruit mainly for lowest posi- 
 
 tions? 
 
 (2) What effort is made to develop worker's versatility or all-around trade 
 
 skill? 
 
 (d) Is worker trained under competent functional instructors as to best method 
 
 of performing work? 
 
 (1) Are they trained in separate shop, or regular shop? 
 
 (2) Are definite assignments furnished by instructors? 
 
 8. How many Employees are on Payroll, by Months, for Years 1918, 1919 and 1920? 
 Secure in sufficient detail to derive relative quantitative values of unemployment. 
 
 (a) What efforts are being made to overcome seasonal fluctuation? 
 (6) How many foremen employed? 
 
 (1) At present? 
 
 (2) In normal tunes?
 
 QUESTIONNAIRE AND EVALUATION SHEET 41 
 
 K. Organization (Cont.) 
 
 (c) Same as next above but as to " men employed ": 
 
 Proportion of foremen to workers is useful if obtained for several plants in 
 
 same industry. 
 
 9. Are Records of Discharges and Layoffs kept and Tabulated by Causes? 
 (a) What is the amount due to 
 
 1. Incompetence? 
 
 2. Temperament? 
 
 3. Physical condition? 
 
 4. Lack of work? 
 
 5. Wages? 
 
 (6) Are incompetent workers given training or tried at other work before dis- 
 charging? 
 
 10. Practice of Temporary Shutdowns. 
 
 (a) For what reasons? 
 
 1. Inventory. 
 
 2. Wage agreements. 
 
 3. Because of unbalanced production. 
 
 4. Fluctuations in volume of business. 
 
 5. Other causes. 
 
 (6) How many employees were affected by each? 
 
 (c) For what period of time? 
 
 (d) What was the loss in output and money value thereof during the period of 
 
 shutdown? 
 
 11. Are Quits Followed up and Investigated? 
 
 (a) State number of quits due to different causes during 1918, 1919 and 1920 
 respectively (home conditions, working conditions, availability of plant, 
 etc.). 
 
 (fe) If figures are not available list causes according to relative order of importance. 
 
 12. What was Labor Turnover for 1918, 1919 and 1920? 
 
 (a) How is it figured? 
 
 (6) What proportion of new employees made good? 
 
 (c) Has effect of labor turnover on production and cost been determined? 
 
 13. How is Wage Scale Determined? 
 
 (a) Is it based on 
 
 1. Union scale? 
 
 2. Competitive labor market? 
 
 3. Arbitration or agreement? 
 
 4. Living costs? 
 
 (fe) What is the overtime rate in production to day rate? 
 
 (c) Are workers paid day rates or on basis of piece work, task and bonus or other 
 
 forms of financial incentives? 
 
 (d) If piece work or bonus how is rate determined? 
 
 (e) Are there production standards for day work, whereby relative performance of 
 
 workers is determined? 
 
 14. What are the Hours of Labor per Day and Week? 
 
 (a) How or by whom determined? 
 (6) How many shifts? 
 
 (c) Are any productive workers regularly given overtime? 
 
 (d) Estimate overtime in man-hours per month for productive work.
 
 42 WASTE IN INDUSTRY 
 
 K. Organization (Con/.) 
 
 15. Is Shop Open, Non-union, or Union? 
 
 (a) If Union, what is agreement with reference to apprentices? 
 
 16. Is there any Form of Shop Representation? 
 
 (a) By whom initiated and why? 
 (6) State plans. 
 
 (c) When was it instituted? 
 
 (d) What are extent of powers? 
 
 (e) What are comments of the management as to the effectiveness? 
 
 17. During the Past Five Years what Labor Difficulties have been Experienced Due to 
 
 Strikes and Lockouts? Obtain the following information in each case : 
 (a) Date on which strike or lockout occurred. 
 (6) Date ended. 
 
 (c) Cause. 
 
 (d) Length of time previous to strike or lockout in which production was affected. 
 
 (e) Length of time subsequent to strike or lockout before production return to 
 
 normal. 
 
 (/) In what departments did strike or lockout occur? 
 (<7) How many employees in these departments were affected? 
 (h) How many employees in these departments remained in? 
 (i) How many employees in other departments were laid off due to lack of work? 
 (j) How many new employees were employed during strike? 
 (fc) What was the average labor force during strikes or lockouts compared with 
 
 that preceding it? 
 (I) What was the loss of production during strike or lockout, measured in units 
 
 of product or assemblies? 
 (m) What wts the property loss, if any? 
 (n) Howsattled? 
 
 18. What Had Been the History of Labor Difficulties Due to Stoppages (Unsanctioned 
 
 Strikes)? 
 
 (a) Date on which stoppage occurred. 
 (6) Date ended. 
 
 (c) Cause. 
 
 (d) In what sections did stoppage occur? 
 
 (e) How many employees in these departments were affected? 
 
 (/) How many employees in other sections were laid off owing to lack of work? 
 (g) What was the loss of production during stoppage, measured in units of product 
 
 or assemblies? 
 (h) How settled? 
 
 19. Is Personnel Function Headed Up? 
 
 20. What is the Cost per Year Chargeable to Accidents? (As measured in hospital 
 
 charges, compensation insurance and damages awarded and wages paid during 
 
 incapacity.) 
 (a) What was the total number of accidents of every nature for years 1918, 1919 
 
 and 1920? 
 (6) How many were fatal? 
 
 (c) How many of serious permanent nature? 
 
 (d) What was the average time lost through incapacity? 
 
 (e) Is there a definite safety function and how does it operate? 
 (/) What results are accomplished? 
 
 (g) Are accidents closely followed up in homes and hospitals?
 
 QUESTIONNAIRE AND EVALUATION SHEET 43 
 
 K. Organization (Con*.) 
 
 (h) Are efforts made to place permanently or temporarily disabled workers on 
 
 suitable jobs? 
 (i) What reduction in insurance rate has been accomplished during 1918, 1919 
 
 and 1920, by accident prevention measures? 
 
 21. What is the Percentage of the Payroll Expended in So-called Welfare Work? 
 (a) Is there a Welfare Department, and if so, its scope? 
 (6) What Welfare Work has been attempted and discontinued, and why? 
 (c) What are the locker facilities? 
 (4) What are the toilet facilities? 
 (e) Is there a Benefit Association? 
 (/) Is there a restaurant for employees? 
 (g) Are there rest rooms? 
 (h) Are there rest periods? 
 (i) Are there recreation rooms? 
 
 (j) Is provision made for investigation and betterment of unfair conditions? 
 (k) To what extent do workers make suggestions and through what channels? 
 (I) To what extent do operatives benefit by suggestion? 
 (TO) Is there a plant paper? 
 
 T. Technical 
 
 1. In what Way does the Plant Management Enter into Organized Relationship? 
 
 (a) With its industry? 
 
 (6) With similar industries? 
 
 (c) With inter-dependent industries? 
 
 2. Is there a Layout of Plant? 
 
 (a) Is it for insurance purposes only? 
 
 (6) Does it show the various departments, machines and work places? 
 
 (c) Does it show flow of materials or work? 
 
 (d) When was it made? 
 
 (e) Is it kept up to date? 
 
 (/) What means or responsibility exist to keep it up to date? 
 
 (g) Are changes in layout instituted by recommendation of foreman or as a 
 
 result of staff study? 
 (h) Square feet of floor space. 
 
 (1) Operating. 
 
 (2) Storage. 
 
 (8) Administrative (office), 
 (i) Describe source of power Water? Steam? 
 
 (1) Manufactured. 
 
 (2) Purchased. 
 
 0) Are automatic sprinkler*, in operation? 
 3 . Is there an Equipment Inventory? 
 
 (a) Is record of repairs, replacements and depreciation of individual machines or 
 groups made and maintained? 
 
 (c) Is each piece of equipment numbered? 
 
 (c) Is inventory kept up to date? 
 4. Are there Standard Specifications for Equipment for the Various Operations? 
 
 (a) Give results of savings due to standardization of equipment.
 
 44 WASTE IN INDUSTRY 
 
 T. Technical (Cant.) 
 
 (6) Have there been important changes in equipment, machinery and tools, 
 during the last twenty years, which have improved efficiency in your 
 industry? If so, state in a general way what these changes were. 
 
 (c) If special machinery and equipment have been developed, what savings have 
 
 resulted? 
 
 (d) If automatic or semi-automatic equipment has been installed, what savings 
 
 have resulted? 
 
 (e) Are there slide rules or charts covering speeds and feeds? 
 
 5. Is there a Separate Maintenance Department? 
 
 (a) To whom is it subordinated? 
 
 (6) Is equipment maintained on a basis of periodic inspection and repair? 
 
 (c) What savings have resulted by this? 
 
 6. Are Tools Standardized? 
 
 (a) Are drawings or gages used? 
 
 (6) Who is responsible for design of or standards for tools? 
 
 (c) Is there a department for making tools? 
 
 (d) Who grinds and sharpens tools or is responsible for their condition for use? 
 
 (e) Is tool room well equipped? 
 
 (/) Is tool room neat, orderly and under effective control as to tools, in and out? 
 (g) Does any conscious relationship exist between the quantity of tools and the 
 
 machine equipment? 
 
 (h) What savings have been accomplished through standard methods? 
 7 Product Design and Standardization. 
 
 The intent of these questions is to suggest means to develop fully the lack of 
 
 standardization of designs and the evils incidental thereto. This is an 
 
 important feature, and should be developed as much in detail as possible. 
 
 Give separate answers on product according to division stated in answer to 
 
 question D-8. 
 
 (a) State the number of designs or models of product. Show the effect of this 
 variety upon scale of production. Obtain data showing average size of 
 manufacturing lot. 
 (6) Is there a Designing or Engineering Department? 
 
 (c) Are specifications of product a matter of record? 
 
 (d) Are there drawings covering all products? 
 
 (e) Are there material lists covering all products? 
 
 (/) Are parts covered by single drawings or several parts grouped in one drawing? 
 (g) Are stock parts entering into manufactured products standardized? (Screws, 
 
 bolts, nuts, etc., in metal trades; sewings and findings in shoe and clothing 
 
 trade; inks, glue, bindings, sundries in printing, etc.) 
 (h) Are products of different construction or similar construction, with small 
 
 variation? 
 (i) Are similarly constructed products made of different quality or grade of 
 
 materials? 
 (j) To what extent is change of design due to following: 
 
 1. Customer? 
 
 2. Designing or Engineering Department? 
 
 3. Sales management? 
 
 (k) Are manufactured parts interchangeable? 
 
 (I) List in groups the manufactured products sold or used for the same purpose. 
 
 (m) Number of types or styles made.
 
 QUESTIONNAIRE AND EVALUATION SHEET 45 
 
 T. Technical (Cant.) 
 
 (n) Average number of types added per year 1912-20 inclusive. 
 
 (o) Average number of types discontinued per year 1912-20 inclusive. 
 
 8. To what Extent are Various Operations Standardized: 
 
 (a) As to " work content "? 
 
 (b) As to work places and their arrangement? 
 
 9. Are Motion-sequences for each Operation Standardized? 
 
 U. Utilization 
 
 1. Is any Effort made to Establish a Progressive Budget? The extent to which a con- 
 
 scious effort is made to relate anticipations of finance, sales and labor conditions 
 with production. 
 
 (0) Is the normal capacity known in hours and product and is there a standardized 
 
 overhead? 
 
 (b) Is anticipated business compared with normal? (The difference showing 
 
 anticipated gain or loss.) 
 
 (c) Is money value of manufactured product inventory based on actual cost, 
 
 standard cost or selling price? / 
 
 2. Is Policy to Make-and-sell or Sell-and-make? >^In so far as possible secure data 
 
 whereby advantages and disadvantages are portrayed. 
 
 3. Is there any Record of Idle Machine Time? 
 
 (a) Is it computed in money-hours or man-hours? 
 
 (b) If so, obtain idle time data for following: 
 
 1. Awaiting work. 
 
 2. Awaiting worker. 
 
 3. Awaiting material. 
 
 4. Awaiting tools. 
 
 5. Repairs. 
 
 6. Lack of work. 
 
 (c) Have machine rates been determined and if so, how? Do you use these as a 
 
 guide in fixing selling price, particularly to secure business in dull times? 
 
 (d) Give amount and percentages of idle time, by months, for years 1918, 1919 
 
 and 1920, commenting on causes of peaks and depressions. 
 
 (e) State total cost of idle time in 1918, 1919 and 1920. 
 
 4. Is Planning Function Centralized? 
 
 (a) Is product manufactured on individual order, a group of orders, or in quan- 
 
 tities? 
 
 (b) If wholly or partly in stock quantities, are quantities determined on a maxi- 
 
 mum or minimum stock record or a period schedule? 
 
 (c) How far ahead is work planned? 
 
 (d) Are standards of performance available from which work is planned? 
 
 (e) Are performance standards superficial or based on study? 
 (/) Do performance standards show: 
 
 1. Set up times? 
 
 2. Production per hour? 
 
 3. Elements from which built up? 
 
 (g) Are there charts or sheets showing the various operations, their sequence, and 
 
 the equipment to be used? 
 (h) Do these charts show alternatives? 
 
 (1) Are there written standard instructions for each operation?
 
 46 WASTE IN INDUSTRY 
 
 U. Utilization (Cont.) 
 
 (j) Are production instructions in form of drawings, language, or both? 
 (k) Are there records showing stock on hand and available? 
 
 5. Are Assignments made with Reference to Worker or Work Place? 
 
 (a) If worker, how is machine or work place capacity controlled? 
 (6) If work place, how is productive time of worker controlled? 
 
 (c) Are the following records maintained : 
 
 1. Work ahead of worker or work place, for which materials, tools and 
 
 facilities are on hand and in readiness? 
 
 2. Workers' reports on lots or jobs? 
 
 (d) Who makes tool assignments? 
 
 (e) Are tools assigned to standardized work places? 
 (/) Is there a record of tools not in use or available? 
 
 6. Is there a Time Card for each Worker, each Job, each Day? 
 
 (a) Is it made out in advance and by whom? 
 (6) Do clerks visit work places to obtain time? 
 
 (c) Do tickets or time cards show elapsed time? 
 
 (d) Is time determined by time stamp? 
 
 (e) Do tickets or time cards show number of pieces completed? 
 (/) What is the authority for issue of materials? 
 
 (g) How is material issued to work place? 
 
 (h} Is movement of material to work place controlled by planning department? 
 
 7. Are Cost Methods " Tied in " with Financial Books? 
 
 (a) Are costs figured on 
 
 1. Each job or lot? 
 
 2. On general overall averages or trial jobs? 
 
 3. By combining unit standards of operation or assembly? 
 
 4. By what method? 
 
 (6) Are material costs figured on 
 
 1. Purchase price? 
 
 2. Average purchase price? 
 
 3. Standard price? 
 
 4. Market price? 
 
 (c) To whom are production costs made available? 
 
 (d) Are Superintendents or Foremen held responsible for costs in their depart- 
 
 ment? 
 
 8. Is there any Record of Idle Workers' Time? 
 
 (a) Is it computed in money or man-hours? 
 (6) Are causes shown? 
 
 1. Awaiting work? 
 
 2. Awaiting tools? 
 
 3. Awaiting materials? 
 
 4. Personal necessities? 
 
 5. Awaiting machine repairs? 
 
 (c) State available figures for 1918, 1919 and 1920. 
 
 (d) Has any analysis been made as to relative proportion of causes? If so, give 
 
 analysis. 
 
 (e) Give loss of earnings of employees, caused by idle time. 
 As to Average Mechanic: 
 
 ( 1 ) Per cent of total year he works ? 
 
 (2) Per cent of total year idle through lack of work?
 
 QUESTIONNAIRE AND EVALUATION SHEET 47 
 
 U. Utilization (Cant.) 
 
 (3) Per cent of total year idle through other causes than lack of work? 
 
 (4) Are these figures taken from actual records or from memory? 
 
 9. Is any Attempt Made to Compare Production Performance with Production 
 Standards? Give comparative factors, if obtainable, 
 (a) With reference to job. 
 (6) With reference to worker. 
 
 (c) With reference to department or group. 
 
 (d) With reference to equipment. 
 
 (e) What is the procedure when an operative or a group of operatives deliver 
 
 less than standard production? 
 (/) Are definite production standards (for worker to attain each day) provided for 
 
 various kinds of work? 
 
 (g) Are workers classified by relative capacity for various jobs? 
 (h) Are they shifted according to their classifications? 
 (i) How far is labor classified between " skilled " and " unskilled " to avoid paying 
 
 former for doing latter work? 
 
 (j) What Record of Foreman' 3 Qualifications, and how utilized? 
 (k) What Record of Workers' Qualifications, and how utilized? 
 
 10. Has Production per Man-Hour Increased or Decreased Since 1914, and How Much? 
 
 (a) Taking 1912 labor as 100% efficient, give efficiency since 1912-13-14-15-16- 
 
 17-18-19-20. 
 
 (b) List three chief causes in order of importance for increase or decrease of workers 
 
 efficiency. 
 
 (c) Has there been marked change in efficiency since middle of 1920? 
 
 (d) (1) How great? 
 
 (2) What cause is attributed? 
 
 (e) What is degree of labor waste? 
 
 (1) Actual loss of time, as idle time "out of a job "? 
 
 (2) Labor waste while actually employed? 
 
 (a) Deliberate curtailment of production? 
 
 (b) Misfits and no actual means for measuring " actual output " 
 
 against " production standards"? 
 
 (c) Skilled labor doing unskilled work? 
 
 (3) Labor troubles (strikes, lockouts, etc.)? 
 
 11. Do All Purchases Clear Through a Purchasing Agent? Give answer in detail with 
 
 all exceptions. 
 
 (a) Are all expenditures covered by proper authorization? 
 
 (6) Who is responsible for quantities purchased? 
 
 (c) Are quantities based on maximum and minimum stocks? 
 
 (d) How are these maximum and minimum quantities determined? 
 
 (e) Are unstandardized materials purchased in relation to any production sched- 
 
 ule? 
 
 (/) What bearing does current market price have on quantities purchased? 
 (g) Who is responsible for quality or grade of material purchased? 
 (h) Are purchases made to conform with definite specifications or with certain 
 
 tests? 
 
 (i) Is test or examination made on receipt of material? 
 0') What co-ordination exists between purchasing and planning function as to 
 
 time required or allowed to secure materials?
 
 48 WASTE IN INDUSTRY 
 
 U. Utilization (Con/.) 
 
 (k) What method is used in following up purchases to secure delivery within the 
 prescribed time? 
 
 (0 What records are maintained of vendors, prices and quotations? 
 
 (m) Estimate from stores record in terms of money or units of quantity, the pro- 
 portion of material not issued within six months and over a year. 
 
 (n) To what extent are storekeepers permitted to order? 
 
 (0) Average days required for delivery of raw materials, 
 (p) What is material turnover: 
 
 (1) Times per year? 
 
 (2) From Receiving to Shipping? 
 
 (q) State respective quantities and values of chief items comprising 60 to 90 per cent 
 of total material purchases; distinguishing direct and indirect material, 
 
 12. What Control Exists of Stock Receipts, Issues and Returns? 
 
 (a) How many stock records are maintained? 
 (6) What is their character? 
 
 (c) Where kept? 
 
 (d) How are quantities in stock ascertained? 
 
 (e) How are quantities in stock verified? 
 
 (/) What are the difference between record and actual count? 
 
 (g) How are these differences adjusted? 
 
 (h) For what work period are stocks kept on hand? 
 
 (1) How does value of stores on hand compare with value of daily output? 
 
 (j) What control exists of " dead " stock (stores, finished product, finished 
 
 parts)? 
 
 (k) How is dead stock disposed of? 
 
 (I) Estimate loss due to dead stock over three years' period. 
 (m) What is loss on materials used? 
 
 (1) Measured or weighed. 
 
 (2) Unaccounted for. 
 
 13. What are Material Storage Conditions? To be answered with reference to raw 
 
 materials, finished parts, finished products, and processed material. 
 
 (a) Where are storerooms located with reference to production departments? 
 
 (6) Are storerooms neat and orderly? 
 
 (c) Is material stored on floor, racks, fixed or movable containers? 
 
 (d) Is the material in the storerooms arranged or indexed so as to be quickly found? 
 
 14. What Type of Internal Transportation Exists? Explain in detail for different 
 
 materials. 
 
 (a) Narrow gage trucks. 
 
 (6) Lift trucks. 
 
 (c) Wheel trucks. 
 
 (d) Tote boxes. 
 
 (e) Movable racks. 
 (/) Human arms. 
 
 (g) What means are provided for material transportation? 
 
 (h) To what extent are gravity-transport devices used? 
 
 (i) Describe railway and side-track facilities. 
 
 (j) What degree of co-operation by railroad representatives, as to car-placing and 
 
 demurrage? 
 (k) Is any local organization (e.g. Board of Trade) active in obtaining improvements 
 
 in transport service?
 
 QUESTIONNAIRE AND EVALUATION SHEET 49 
 
 U. Utilization (Con*.) 
 
 15. Is Raw Material Subjected to Examination or Test on Receipt? 
 
 (a) By whom are the tests made? 
 
 (6) How are requirements determined? 
 
 (c) What is the percentage of rejections? 
 
 (d) What saving may be traced to these? 
 
 16. Is Inspection of Work in Process Made? 
 
 (a) At what states or after what operations? 
 
 (6) Is there a separate inspection department that determines inspection stand- 
 ards? If not, how are they determined? 
 
 (c) Who inspects processed material? 
 
 (d) To whom are the inspectors responsible? 
 
 (e) Do prints exist showing limits and tolerances? 
 (/) Are instructions to worker written or oral? 
 
 (g) Who instructs worker regarding quality or workmanship? 
 
 (h) Are operatives required to remedy damages without compensation? 
 
 (i) Is any record kept of kind and quantity of rejections? 
 
 0') Evaluate rejections in money and percentage of output, if possible. 
 
 (k) Have any quality campaigns been conducted? If so, describe and give results. 
 
 17. How is Finished Product Inspected? 
 
 (a) By whom? 
 
 (6) To whom is inspector responsible? 
 
 (c) Who determines standards and tolerances? 
 
 (d) Are written specifications furnished or available or are they oral? 
 
 (e) How are rejections replaced or repaired? 
 
 (/) Is any record kept of kind and quantity of rejections? 
 
 (g) Evaluate rejections in money and percentage of total output, if possible. 
 
 18. What is the Amount and Character of the Inspection Equipment? 
 
 (a) To what extent is it used? 
 (6) When was it first used? 
 
 (c) If possible, get data or estimate of the savings effected in cases where inspec- 
 tion equipment has been put to use. 
 
 19. Amount of Material in Process (Lbs. and $) Estimated? 
 
 C. Conclusions 
 
 1. Are Generally Accepted Economic Laws Violated? 
 
 (a) Give examples. 
 
 (6) What is effect of these violations? 
 
 2. In the Opinion of the Officer Interviewed what are the Most Important Causes of 
 
 Waste in this Business or Industry? 
 
 3. In General Cost Comparisons what Unit of Comparison is Used?
 
 50 
 
 WASTE IN INDUSTRY 
 
 FIELD REPORT EVALUATION 
 
 COMMITTEE ON ELIMINATION OF WASTE IN INDUSTRY 
 AMER CAN ENGINEERING COUNCIL 
 OF 
 
 INDUSTRY PL ANT NO. EST.BY DATE 
 
 >. -4- f -@ Excellent -0!oV<astB Poor = 60/o Waste 
 *J Good -2,0/0 n o j an 01 
 * -t- + - Fair =40/o Bod - 
 
 a + b +c -d-ioo 
 
 b 
 
 Waste 
 
 
 o 
 
 IU 
 
 Guide 
 
 R 1 
 
 .SPONSIBI LIT 
 
 ES 
 
 TOTAL WASTE 
 
 ftr 
 Field 
 Invest!- 
 
 l^h 
 
 Esl|o 
 Waste 
 
 Points 
 Yfaste 
 
 t - : . ; -. 
 
 Est.|o 
 Waste 
 
 Poirrts 
 Waste 
 
 a 
 
 Es^.lo 
 Waste 
 
 waste 
 
 Assigned 
 Points 
 
 Points 
 Waste 
 
 ORG A N 1 Z ATI ON 
 
 Mechanism of hxlustry as toType,Methods(Paper Work)and Personnel, 
 Assignment and Discharge of Responsibility and Relationship 
 
 Kl 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 KZ 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 K] 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 Ki 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 KS 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 is 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 K7 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 H8 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 K9 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 KIO 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 Kll 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 KQ 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 KI4 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 K\S 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 K '6 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 n 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 18 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 19 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 70 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 n 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 
 
 
 
 
 
 
 
 
 
 
 
 a 
 
 3 
 
 | 
 
 |i 
 
 11 
 
 il 
 
 Tl 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 T2 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TJ 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 6 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 T5 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 T6 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 Tl 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 b| 
 
 B 
 
 U T 1 L 1 1 AT 1 O N 
 
 Effectiveness of Technical knowledge and Organilation. 
 Direction, Control and Accounting Factors 
 
 Ul 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 UZ 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 U4 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 US 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 u 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 in 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 us 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 _1J9 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 UIO 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 UN 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 UK 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 im 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 I* 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 UB 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 UI6 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 un 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 UIB 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 
 
 
 
 
 
 
 
 
 
 
 
 c l 
 
 9| 
 
 GRAND TOTAL 
 
 
 
 
 
 
 
 
 
 
 
 
 
 1 
 
 H
 
 PART II 
 ENGINEERS' FIELD REPORTS 
 
 PAGE 
 
 CHAPTER V. THE BUILDING INDUSTRY 53 
 
 CHAPTER VI MEN'S CLOTHING MANUFACTURING 95 
 
 CHAPTER VII. SHOE MANUFACTURING 131 
 
 CHAPTER VIII. PI?INTING 176 
 
 CHAPTER IX. METAL TRADES 210 
 
 CHAPTER X. TEXTILE MANUFACTURING , ..... 246
 
 52 
 
 WASTE IN INDUSTRY 
 
 *l 
 
 
 L J 
 
 oil I 
 
 FU 
 
 n
 
 CHAPTER V 
 
 THE BUILDING INDUSTRY 
 By SANFORD E. THOMPSON 
 
 The critical condition of the building industry following the war 
 the shortage of housing, the lack of new construction has been due 
 primarily to high costs of construction. Neither the workman nor the 
 capitalist can afford to buy at prices two and a half times above their 
 former level. 
 
 This report, however, is not concerned with those temporary con- 
 ditions, which are partially righting themselves as costs are being reduced, 
 except as they tend to emphasize the fundamental principles. The facts 
 of value are those which bring out the causes of waste that are continu- 
 ously resulting in irregular employment, dissatisfaction, and unnecessarily 
 high costs. It is by studies of such facts it is through the tracing of 
 hindrances due to ineffective management or to labor conditions that 
 the means for correcting can be found and put into effect. 
 
 Greater co-operation between the workmen and the employers is an 
 absolute essential. This co-operation must be attained before we can 
 approach the elimination of labor difficulties. Such co-operation, how- 
 ever, is impossible without the removal of causes of friction and the work- 
 ing out of plans to this end. 
 
 Primary Causes of Waste. The chief sources of waste in the building 
 industry are as follows : 
 
 I. Irregular Employment. The building trade workman, as shown by actual records, 
 is busy on the average about 190 days in the year, or two-thirds of his time. The 
 seasonal nature of employment in the building industry is shown in Figure 9, page 63. 
 A few contractors, individually or associated, are attacking this problem with effective 
 results. The public also must be educated to the need of a sensible distribution through 
 the year of its construction demands and requirements. Idleness, however, is not due 
 entirely to seasonal demands; strikes and lockouts are appreciable causes. 
 
 //. Inefficient Management. Haphazard management in planning and controlling 
 work and lack of standards, which often double the labor cost, characterize most con- 
 struction undertakings. Here, again, a few builders, recognizing the waste in money 
 and man power, are adopting methods that approach modern factory management. 
 
 III. Wasteful Labor Regulations. Union regulations in the past have produced 
 enormous losses through direct or indirect restriction of output. Workmen and con- 
 tractors, however, are beginning to appreciate the men often before the employers 
 that reduced output reacts in tremendous fashion upon themselves. 
 
 53
 
 WASTE IN INDUSTRY 
 
 Per Cen1 _ 
 
 Secondary Causes of Waste. Customs or conditions prevailing 
 throughout the industry are secondary sources of waste. In some con- 
 struction trades accidents involve losses up to 10% of the labor cost 
 in addition to the human loss of lives and energy. The average loss, 
 computed from insurance statistics, is about 2% of labor cost. Here 
 also certain contractors have found it possible to cut their accidents in 
 half through special efforts. 
 
 Another of these secondary causes is poorly designed equipment which 
 frequently retards construction in an extensive degree and permits waste 
 of materials. 
 
 Extent of the Building Industry. Building, including all trades and 
 common labor incidental to it, contributes to the wealth of the nation 
 more than $3,000,000,000 per year, this estimate being based on reports 
 issued by the F. W. Dodge Company. This figure does not include repair 
 and miscellaneous work, which would swell the total by a large percent- 
 
 age. Yearly averages for the past six 
 3 g 3 years show that the activities of the 
 industry are expended upon 
 
 Residential buildings ........ 32% 
 
 Industrial buildings ......... 18% 
 
 Miscellaneous .............. 50% 
 
 It is estimated from the last issued 
 United States Census that some 
 3,000,000 mechanics and laborers were 
 employed in the building industry in 
 1920 about 7% of all persons em- 
 ployed in gainful occupations. 
 
 Relative Number of Men in Dif- 
 ferent Trades. Percentages of dif- 
 ferent classes of labor in the building 
 trades are shown in Figure 1. These 
 percentages include both union and 
 non-union workers. 
 
 Peculiarities of the Building In- 
 dustry. Unlike manufacturing opera- 
 tions each building project requires 
 special work, both architectural and 
 structural. Buildings are erected for 
 numerous purposes and designs are 
 tempered to suit the fancy of archi- 
 
 tects and owners. Each building, therefore, may be compared to a 
 special order with new specifications going through a factory. Yet this 
 
 FIG. 1. Per Cent of Different Classes 
 
 Employed in Building Trades. 
 (Figured from U. S. Census, 1910.)
 
 THE BUILDING INDUSTRY 55 
 
 variety can scarcely be termed uneconomic or wasteful since from the 
 artistic viewpoint the extra expense of diversity of architecture and 
 types of construction is warranted. Standardization in housing has 
 been attempted, but the field is very limited. Standardization of 
 particular details of construction has been successful and has resulted 
 in appreciable saving. 
 
 Another striking fact about the building industry is that inasmuch 
 as small buildings require so little capital or credit, and apparently so 
 little technical ability, the field is full of small contractors, many of whom 
 operate for a few years and then fail. In Cleveland, Ohio, for example, 
 out of 4,000 contractors perhaps not more than 400 are needed. From 
 these small firms the range runs up to the highly capitalized company 
 with yearly business in the millions, employing thousands of workers 
 and having a trained technical organization. 
 
 The Cost-plus Contract. The ordinary form of lump sum contract 
 places on the contractor the entire burden of minor defects in contract 
 or plans and also other hindrances over which he has no control. The 
 question of " extras " is also a constant source of disagreement. 
 
 The cost-plus contract developed during the past twenty years takes 
 away a part of the element of risk from the contractor. This form of 
 contract was largely utilized during the war. Although its use increased 
 the expense, it unquestionably assisted greatly in prosecuting the war 
 with vigor. 
 
 The lump sum contract serves to insure the owner against unauthorized 
 expenditures beyond what has been planned for. The burden being on 
 the contractor, he naturally exercises special care and skill in the prepa- 
 ration of his estimates and also in providing a means to keep within his 
 estimates. 
 
 With the ordinary cost-plus contract the greater the cost, the greater 
 the profit to the builder, while the burden of expense is thrown on the 
 owner. The builder, therefore, must be of extraordinarily high ability 
 and handle the work from a professional standpoint rather than to get 
 what he can. Provision in the contract for incentives for reduction of 
 cost and time may remove many of the uncertainties of the owner. 
 
 Abnormal Conditions Today Shortage of Housing. Certain striking 
 features in the situation today, which may be considered briefly at this 
 point, are more or less temporary in nature, and are to be charged to the 
 abnormal conditions caused by the war. 
 
 The outstanding fact in the building industry during recent months 
 has been the lack of work. The loss in wages at present from this 
 cause probably amounts to half a billion dollars per year. 
 
 In Figure 2 the values of the various classes of construction work for 
 the entire country from 1915 to 1921, are represented as percentages of
 
 56 
 
 WASTE IN INDUSTRY 
 
 1915 values. Actual footage constructed is represented also. It will be 
 noted that while the value of production in succeeding years greatly 
 exceeded the 1915 figures, the square footage or real measure of value 
 approached the 1915 figures in 1918, and the 1921 total estimated on the 
 basis of the average for the first months of the year will fall far behind 
 1915. The increase in the unit cost per square foot is indicated by the 
 difference between the curve and the height of the various columns. The 
 total shortage of housing in 1921 is indicated in the lower curve of Figure 
 2, and amounts to 53% of the total footage constructed in 1915. To 
 this percentage must be added, if we consider the footage constructed in 
 
 FIG. 2. Per Cent of Construction Work in Various Classes for the Entire Country 
 1915 to 1921 Based on 1915 as 100 Per Cent 
 
 1915 as equal to the requirements of that year, 7|% which represents the 
 increment required to cover the increase in population. Figure 3 repre- 
 sents the housing shortage existing in the city of Philadelphia. 
 
 The need for building is most evident. The costs are so high, however, 
 that the householder cannot afford to buy, nor can the banker loan 
 money because of the danger of loss through the inevitable fall in prices. 
 
 Abnormal Cost of Financing. The high cost of labor and materials 
 in 1920 and 1921 prohibited bankers from loaning money on ordinary 
 building and dwelling-house construction. They reasoned, and correctly, 
 that the price of materials and labor would drop so that buildings erected 
 at a later date would cost less, thus causing a fall in the selling prices. 
 Added to this have been the income tax conditions, so that the funds which 
 were at one time available for mortgages have been forced into tax-exempt 
 securities. Notwithstanding, therefore, the shortage of housing and the
 
 THE BUILDING INDUSTRY 
 
 57 
 
 need for new construction, the actual work going on has fallen to a remark- 
 ably small figure and this in turn has been reflected in unemployment. 
 
 In certain cases advantage has been taken of the conditions. The 
 Operatives' Builders Association of one of our large cities, in a pamphlet 
 recently published, states that it is generally necessary to pay a mort- 
 gage broker a commission of from 2 to 5% for placing well secured mort- 
 gages, while for second mortgages placed with building associations, it 
 has become a custom to pay a commission of 5 to 10%. 
 
 
 
 ,/ x 
 
 ip.ooo 
 
 Cumulative Total Scale of Permits since Jan.lst.l9ll Z4,OOODwelHngs 
 
 x x" 
 
 
 x ' 
 
 / 
 
 7~ 
 
 ?779 
 
 T 
 
 55,000 
 50,OOC 
 45,00 
 4000C 
 
 n x " 
 
 
 9000 
 8000 
 7000 
 
 IGOOO 
 
 ,5000 
 
 <t^x ["I JJ-^^ TotalfyrlOlfears 
 P v- U vT 1/7 
 
 
 
 .vlk>---^ *Sw 
 
 ^r|/^7/^ 
 
 
 
 NORMAL R/ITE-7400 PER YEAR 
 
 gr 
 
 
 55,00( 
 30,00( 
 
 2.5 00( 
 
 eo,ooc 
 
 5,000 
 
 
 
 X? 
 
 
 
 
 m / 
 
 / 
 
 
 
 
 \ ' 
 
 ^x 
 
 
 
 
 o 3000 
 7000 
 1000 
 
 
 
 i^ 
 
 
 
 
 
 
 ^TL 
 
 
 
 
 
 
 
 1 
 
 
 
 
 
 
 5000 
 
 
 
 L 
 
 
 
 
 id 
 
 
 19 1 191? 1915 191* 1915 1916 1917 1918 1919 1920 
 
 FIG. 3. Philadelphia. Two- and Three-story New Dwelling Permits 1911 to 1920 
 Incl., Showing a Shortage of 17,000 Houses on January 1, 1921. 
 
 53,000 permits in 10 years, population increase 350,000 or 35,000 per year. 
 Average number people per home in Philadelphia = 4.7. 
 
 35,000-^-4.7 = 7447 permits per year. 
 Average 1911-1916 = 6786. 
 1917-1920 = 2515. 
 
 Philadelphia needs a 1921 home building program of 24,000 homes to keep pace with her rate of 
 progress as a " City of Homes." 
 
 Curve reproduced from curve made by Wm. B. Ferguson and W. B. Hays, Consulting Engineers, 
 Phila., Pa. 
 
 Again we have the statement of a contractor operating in a Southern 
 city: " With the present rate of 6%, no National Bank is going to take 
 business of this character without making a profit. In order to make the 
 profit, they must charge a bonus or a commission, which, in both cases, 
 is usually 2|% and where they find it possible, they charge both, which 
 makes the money cost the borrower not less than 11%. These loans are 
 of course on a four months' basis and the same bonus and commission is 
 charged for renewal. The cost to the borrower would be, therefore,
 
 58 
 
 WASTE IN INDUSTRY 
 
 6% for the use of the money, plus the bonus and commission for the 
 original loan and two renewals at 5% each a total of 21% per annum." 
 Inefficiency of Labor. Much has been said in 1921 of the inefficiency 
 of building labor during the last few years. However, except where 
 effective management with well-defined standards has been in operation, 
 there have been similar complaints throughout the country in all indus- 
 tries. This inefficiency has been due to abnormal conditions. Briefly, 
 these conditions may be outlined as follows: 
 
 (a) The war necessitated the calling into the ranks of skilled workers and into the 
 foreman class men unfitted by character or training for their jobs. The demand con- 
 tinued to exceed the supply, resulting in bidding for men and boosting of wages. 
 
 (6) Because of the unprecedented demand, organized labor forced concessions not 
 only as regards increases in wages, which were usually justified by the increased cost of 
 living, but also as regards working rules which led in many cases to curtailment of pro- 
 duction. The speed needed on government work to win the war, with the lessened care 
 for cost engendered by the cost-plus contract, resulted in less effective operation. 
 The men naturally became accustomed to this inefficient method of working and it 
 furnished in one sense a standard for future efforts. 
 
 Relative production or labor efficiency during the last few years, 
 based on careful estimates of contractors who have actually recorded 
 data, is shown by the curve in Figure 4. The increase in wages and in the 
 cost of living in Massachusetts are also shown. 
 
 .._ -il coordinates be-rw?en full and 
 
 broken lints represent increase in per cent 
 . of Building costs due to increase In wages plus 
 decrea e'ffi efficiency. 
 
 FIG. 4. Increase in Cost of Living, Increase in Labor Costs, and Decrease in Efficiency 
 of Labor, Using 1914 as a Base. 
 
 With the depression in business, however, and the lessened demand 
 for all kinds of labor, the average production in all industries is again 
 approaching normal. Certain contractors are again basing estimates 
 on the assumption that labor is normally efficient. The improvement 
 is in part due to the weeding out of misfits in both labor and management. 
 The diagram, Figure 5, shows how jobs, started respectively in March,
 
 THE BUILDING INDUSTRY 
 
 59 
 
 May and November, 1920, showed increased efficiency of the men, as 
 indicated by saving in cost below the estimate. 
 
 SAVING 
 
 JOB NO. J 
 
 I 
 
 OVER-RUN 
 
 | I 
 Job started tl-ll-20 
 
 JOB HO. 
 
 ' starred 3-8-20 
 ' i 12-18-20 
 
 10 25 20 15 
 
 505 
 
 Percent 
 
 10 15 20 5 30 
 
 FIG. 5. Tendency of Labor Efficiency to Increase as the Supply Increases. Jobs Nos. 
 1, 2 and 3 Similar Concrete Jobs. 
 
 Job No. 3 started in November, 1920, when labor had become plentiful, due to'falling off of work 
 so that old employees could be utilized. 
 
 The Causes of Waste Analyzed. The principal sources of waste in 
 the building industry, already noted, may be set down specifically as 
 follows : 
 
 I. Irregular employment, due to : 
 
 1. Seasonal fluctuations. 
 
 2. Bad weather. 
 
 3. Strikes and lockouts. 
 II. Inefficient management: 
 
 1. Failure to furnish continuity of employment. 
 
 2. Failure to plan work in sufficient detail. 
 
 3. Lack of proper schedules to allow proper coordination ot scheduling, pur- 
 
 chasing, delivery, with job requirements. 
 
 4. Lack of standards and adequate cost methods as a means of checking pro- 
 
 duction. 
 
 5. High labor turnover. 
 
 6. Failure to use proper amount or type of equipment. 
 
 7. General failure to develop and use a greater amount of mechanical equip- 
 
 ment. 
 
 8. Waste of material through careless handling and improper plant operations. 
 ///. Wasteful Labor Regulations'. 
 
 1. Requiring skilled men to do work that could be performed by unskilled. 
 
 2. Restricting individual incentive through requiring uniform minimum wages. 
 
 3. Limiting the number of apprentices. 
 
 4. Excessive reduction of working hours. 
 
 5. Restricting output by prohibiting the use of labor-saving devices. 
 
 6. Jurisdictional regulations.
 
 60 WASTE IN INDUSTRY 
 
 In addition to these three main groups, there are secondary sources 
 of waste which are a result of customs or conditions prevailing throughout 
 the industry. This group is as follows : 
 
 1. Failure of architects to furnish check plans and specifications. 
 
 2. Duplication of labor in estimating and often in designing. 
 
 3. Lastly, accidents which are particularly important in the building industry 
 because of the extra-hazardous nature of the work. 
 
 I. IRREGULAR EMPLOYMENT 
 
 Estimated Loss. The large fluctuations in the number of men employed 
 by representative contractors, indicating also the great fluctuation in the 
 volume of business carried on, are shown in Figures 6 and 7. An average 
 of all of these fluctuations is plotted at the bottom of Figure 7. The 
 average curve follows in a general way the individual curves and indicates 
 the extent of unemployment during the various periods. In normal 
 times when a man is released from one job, he seeks employment with 
 another contractor. The curves, therefore, do not necessarily follow the 
 employment of any one group of men. It is not unusual for a man to be 
 employed by several contractors in a year. Unemployment due to all 
 causes in the building trades in Massachusetts is further shown in Figure 
 8. If we assume these figures to be representative of the entire country, 
 and if one-half of this unemployment could have been eliminated, the 
 value to the building industry or its wealth to the country would have been 
 increased as follows: 
 
 1915 $106,000,000 
 
 1916 91,000,000 
 
 1917 113,000,000 
 
 1918 85,000,000 
 
 1919 141,000,000 
 
 1920 192,000,000 
 
 Lost Time in Different Trades. Representative average conditions 
 in the building trades in Philadelphia and vicinity are shown in chart in 
 Figure 9. The lost or wasted time exclusive of Sundays, Saturdays, and 
 holidays is shown clearly by the heavy black lines, one line for each trade. 
 The values also are listed in the table on page 64 and the percentages 
 of lost time are given.
 
 THE BUILDING INDUSTRY 
 
 Gl 
 
 
 
 
 
 
 
 
 
 \ 1 
 
 
 
 
 
 
 / 
 
 V 
 
 c 
 
 3 
 
 
 
 
 
 
 
 
 
 
 \ 
 
 
 
 
 
 
 / 
 
 
 V 
 
 \ 
 
 
 Pi 
 
 tons 
 
 /ver 
 
 '/<w 
 
 me 
 
 *' 
 
 ?/*,. 
 
 rf/W 
 
 5 \ 
 
 
 
 
 
 
 / 
 
 
 
 \ 
 
 
 
 
 
 
 
 
 
 
 1 
 
 
 
 
 
 $ 
 
 
 
 
 
 \ 
 
 
 
 
 
 
 
 
 
 1 
 
 
 
 
 
 | 
 
 
 
 
 
 \ 
 
 
 
 
 
 
 
 
 
 \ 
 
 
 
 
 
 
 
 
 
 
 
 
 
 / 
 
 
 
 
 a 
 
 HTff 
 
 icrc 
 
 ? ,Vo 
 
 / 
 
 
 
 y 
 
 /i ,Y/ 
 
 Sf 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 t 
 
 -V 
 
 N ' 
 
 
 I 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 \^ 
 
 f\ 
 
 / 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 \ i i i 
 
 riTTSTTI"* 11 S * 1 t i j 
 
 <-'- -1918 ->k 1919 *K 19eO H 
 
 FIG. 6a. Monthly Fluctuation. Number of Men Employed in Building Trades for 
 Years 1914-1916-1918-1919-1920. Figures Taken from Typical Contractor's 
 Records, 
 
 4-60 
 
 -1914 >*<- 
 
 A 
 
 CONTRACTOR No. 6 
 
 FIG. 66. Monthly Fluctuation of Labor Employed in Building. 
 
 FIG. 6c. Monthly Fluctuation of Labor Employed in Building Trades.
 
 62 
 
 WASTE IN INDUSTRY 
 
 CONTRACTOR *3Z 
 
 a 
 
 ->!<. 1916 
 
 
 1 1 i i m i i 
 
 1918 ^- 
 
 IM IJ 
 
 : 1920 -- >| 
 
 FIG. 7a. Monthly Fluctuation of Labor Employed in Building Trades. 
 
 FIG. 76. Monthly Fluctuations of Labor Employed in Building Trades. 
 
 FIQ. Ic. Monthly Fluctuations of Number of Men Employed in Building Trades, 
 by Per Cent. The Greatest Number Employed in any Particular Year is Taken 
 as 100% for that Year.
 
 THE BUILDING INDUSTRY 
 
 63 
 
 FIG. 8. Graph Showing Unemployed in Building Industry, by Quarters for 1908 to 
 
 1920 Inclusive. 
 
 (Figures compiled by Massachusetts Bureau of Statistics.) 
 
 Days 
 
 FIG. 9. Representative Average Conditions in Building Trades in Philadelphia and 
 
 Vicinity.
 
 WASTE IN INDUSTRY 
 
 TABLE SHOWING ACTUAL DAYS WORKED IN COMPARISON WITH EFFECTIVE WORKING 
 DAYS POSSIBLE FOR VARIOUS TRADES 
 
 Trade 
 
 Effective Working 
 Days Possible 
 
 Average Days 
 Worked 
 Per Year 
 
 Per Cent 
 of 
 Time Lost 
 
 Plasterers 
 
 254 
 
 170 
 
 33 
 
 Painters 
 
 254 
 
 182 
 
 28 
 
 Paper Hangers 
 Plumbers 
 
 254 
 271| 
 
 182 
 200 
 
 28 
 26 
 
 Iron Workers 
 
 273^ 
 
 150 
 
 45 
 
 Bricklayers 
 
 275 
 
 182 
 
 34 
 
 Stone Masons 
 
 275 
 
 185 
 
 33 
 
 Carpenters 
 
 280' 
 
 200 
 
 29 
 
 Electricians 
 
 280 
 
 216 
 
 23 
 
 Elevator Constructors 
 Engineers 
 
 280 
 280 
 
 216 
 200 
 
 23 
 29 
 
 Firemen 
 
 280 
 
 200 
 
 29 
 
 Lathers 
 Composition Roofers 
 Slate and Tile Roofers 
 Sheet Metal Workers 
 
 280 
 280 
 280 
 280 
 
 190 
 182 
 170 
 185 
 
 32 
 35 
 39 
 34 
 
 Stone Cutters 
 Asbestos Workers 
 Granite Cutters 
 Cement Finishers 
 Plasterers' Helpers 
 
 280 
 281 
 
 281 
 281 
 281 
 
 180 
 185 
 180 
 176 
 180 
 
 36 
 34 
 36 
 37 
 36 
 
 Riggers 
 
 281 
 
 175 
 
 38 
 
 Steamfitters 
 
 281 
 
 180 
 
 36 
 
 Upholsterers 
 Laborers 
 
 281 
 
 281 
 
 225 
 217 
 
 20 
 23 
 
 Tile Setters' Helpers 
 Tile Setters 
 
 282 
 282 
 
 200 
 200 
 
 29 
 29 
 
 Average 
 
 275 
 
 189 
 
 31 
 
 
 
 
 
 Saturday half-holidays or full holidays, as the case may be, are not included. 
 
 The days at work, by these records, average 189 per year for the vari- 
 ous trades. The average of estimates reported to us by various con- 
 tractors is 210 working days per year. These figures are as nearly equal 
 as can be expected. Over half of the lost time, it is estimated, is due to 
 bad weather and the balance chiefly in waiting for or looking for work. 
 
 Distribution of Lost Time through the Year. The chart showing 
 the average monthly and yearly distribution of bricklayers' time is shown 
 in Figure 10. Note the heavy black lines showing lack of employment 
 in the winter months. The difference in the lengths of the months is 
 indicated by the jogs at the bottom of the chart.
 
 THE BUILDING INDUSTRY 
 
 65 
 
 Extreme Example of Labor Turnover. One man, in the course of 5 
 years, worked for 76 different contractors and was hired 108 times. His 
 experience was as follows: 
 
 1913 Worked for 9 different contractors, hired 12 times 9 months. 
 
 1914 Worked for 11 different contractors, hired 18 times. 
 
 1915 Worked for 18 different contractors, hired 28 times. 
 
 1916 Worked for 19 different contractors, hired 22 times. 
 
 1917 Worked for 11 different contractors, hired 14 times 9 months. 
 
 1920 Worked for 8 different contractors, hired 13 times. 
 
 This condition must certainly keep in the mind of a man the thought 
 of where the next job will be, and the worry and uncertainty must be 
 reflected in his daily output. 
 
 ~] Total Possible Effective WorkingTi'me Parr of Effective Time Lost or Waste to be Eliminated 
 | | Average Effective Working Time gj| Sundays Hfflj Holidays 
 
 i g I l I l 
 
 2<3S 9 S PSSosgglgggg 
 
 Days 
 
 FIG. 10. Monthly and Yearly Distribution of Bricklayers' Time. 
 (Representative Average Conditions in Philadelphia and Vicinity.) 
 
 Contractors have given the effect of labor turnover little consideration 
 In construction work this is particularly hard to determine, especially 
 as the actual percentage of turnover constantly varies as the building 
 progresses' and the number of men is increased and then diminished. Men 
 quit because of the type of work, risk involved, unfair treatment by fore- 
 men, and so on. They are discharged because of lack of work, incom- 
 petence, laziness, causing trouble, or because better men are available. 
 The labor turnover and service record of one contractor, based on an 
 average of four years, 1917, 1918, 1919, and 1920, is shown in Figure 11, 
 with causes of quitting. This is given more in detail and for each year 
 in tabular form in Figure 12. The losses both to employers and to men by 
 this enormous turnover are evident.
 
 66 
 
 WASTE IN INDUSTRY 
 
 We believe these figures to be fairly typical of conditions which existed 
 during the years mentioned. The lower values indicate what may be 
 
 FlG 11 Labor Turnover and Service Record of One Contractor. Average of Four 
 Years 1917 to 1920. 
 
 expected in more normal years. Note the high percentage of men quit- 
 ting of their own accord, as compared with those dismissed and laid off. 
 Since labor is responsible in a large measure for the number dismissed due 
 
 LABOR TURNOVER 
 
 COLUMN NO. 
 
 56 7 
 
 .eft of Own Accord 
 
 9 10 II 12 ! 
 
 ! 
 
 Dismisse 
 
 LaieTOff 
 
 - 
 
 ^ 
 
 ^i 
 30 31 32 33 34 35 36 37 
 
 Weeks 
 
 1917 
 
 1918 
 
 To-tal 
 
 PerCenJ 
 
 1919 
 
 Total 
 
 terCent 
 
 FIG. 12. Labor Turnover. 
 
 to such causes as incompetence and disobedience (see Figure 12), a large 
 percentage of the figures shown in column 25 should be added to the
 
 THE BUILDING INDUSTRY 67 
 
 per cent quitting, which represents the largest waste factor in labor turn- 
 over. It must be borne in mind that the large floating element found in 
 the building industry is a problem which confronts the contractors, and 
 is responsible in part for the high number of resignations shown in column 
 16. The contractor's direct responsibility for men laid off is indicated in 
 column 29. 
 
 Lack of Employment Managers. Employment managers are rarely 
 employed even upon the largest jobs, and "hiring and firing" is at the 
 will of the foreman or superintendent. Good men are lost through lack of 
 sympathy on the part of the foreman, or ill will is often developed in the 
 workman by the foreman's lack of tact in directing the gang. 
 
 Reducing Seasonal Unemployment. Although efforts toward reducing 
 seasonal unemployment have been local and often spasmodical, recent 
 developments and conferences have shown the possibilities of vast improve- 
 ment. The means of bringing about a reduction of seasonal unemploy- 
 ment may be outlined as follows: 
 
 1. Allowance of a small margin of profit for both labor and capital during winter 
 
 months. 
 
 2. Development of methods of conducting the work in cold weather. 
 
 3. Arrangement of work to provide indoor operations in cold and stormy weather. 
 
 4. Organization of a clearing house for co-ordination of activities. 
 
 5. Increasing the usefulness of employment bureaus. 
 
 6. Educating the public. 
 
 Contractors must prove to the public that they can carry on operations 
 during the winter period as economically and substantially as- during 
 other periods of the year. To do this, contractors, labor, transportation, 
 and material men in a locality must get together and, after joint study of 
 the situation, agree to reduce profits and wages sufficiently to offset the 
 increased cost of carrying on. work in winter months. Much can be 
 developed to improve conditions. Even now concrete work is carried 
 on in winter with proper precautions. It is now common practice to use 
 a staging enclosed in canvas for bricklayers working in the winter time. 
 
 With such practices in operation the contractor can figure on work 
 at the same price throughout the year, thus stimulating winter construc- 
 tion and lessening unemployment due to this seasonal feature. 
 
 A plan covering the features outlined above has been presented by 
 A. P. Greenfelder, Chairman of the Committee on Methods, to the 
 Associated General Contractors of America for consideration. 
 
 A few contractors by thorough organization, by developing a sales 
 department, and by making a specialty of repair work along with regular 
 construction, have found it practicable to maintain an appreciable part 
 of their force continually through the year. Most contractors, on the
 
 68 WASTE IN INDUSTRY 
 
 other hand, pay absolutely no regard to the worker as an individual. 
 Men are taken on as required, and discharged at a minute's notice. 
 
 A General Bureau for Clearing Work. The crying need is for more 
 effective coordination of activities. The " Philadelphia Plan," developed 
 by the Building Trades Council under the leadership of D. Knickerbacker 
 Boyd, advocates the establishment of a central bureau through which 
 voluntarily all construction programs in the territory should be cleared, 
 including national, state, municipal, and private work. This bureau 
 would furnish a means for coordinating activities so that different jobs 
 would dovetail in with one another, and would assist in allocation of mat.. ri- 
 als. A constant labor survey would be one feature of the project, v ~>ile 
 employment bureaus would assist in the placing of applicants to the . -st 
 advantage. An important feature of this plan is the stress laid upon the 
 education and training of the workmen in the various trades. Such 
 education and training results inevitably in increased production 
 and increased efficiency. A part of the program has been under way 
 since the fall of 1920. 
 
 The education of the public is vital to a sensible distribution of wor' 
 throughout the year. This applies equally to industrial, public, and 
 residential construction and to household repairs and maintenance. 
 Instead of crowding our main construction work into seven or eight 
 months, all that can be deferred from the busy to the mere idle season 
 should be so scheduled. Owners making interior repairs or slight addi- 
 tions should be encouraged to have this work done in the off-peak season. 
 Old buildings to be demolished to make room for new ones should be 
 torn down in cold weather in advance of the new construction, instead of 
 waiting, as is often done, until the new building ought to be under 
 way. 
 
 Real estate dealers lease apartments usually in October and do all 
 redecorating work and repairing at this time. An architect in New York 
 City has stated that some 25,000 painters and paper-hangers are needed 
 during this brief period, while normally only 5,000 men are required. 
 
 With a central bureau, under the auspices of the employers, the work- 
 men, and the public, these and many other things would be studied with 
 effective results. 
 
 Waste From Strikes and Lockouts. The strike is one of the great 
 economic wastes to be found in the building industry. The waste to the 
 men engaged, the contractor, and the public is hard to estimate. 
 
 The major causes of strikes are occasioned by demands for increase 
 in wages, recognition of the union, decrease in working hours, and by 
 jurisdictional disputes. 
 
 Incidental to these causes and often aggravating them are the working 
 conditions, while in almost every case the prime factor is the lack of
 
 THE BUILDING INDUSTRY 
 
 understanding and failure of the employers and the workers to get 
 together. 
 
 As shown in the table on this page, the number of strikes and lockouts 
 occurring in the building trades increased from 275 in 1914 to 442 in 1919, 
 an increase of 60%. This increase is accounted for in part by the greater 
 demand for labor in 1919, which inevitably makes the requirements of 
 workmen more exacting and arbitrary. Of the 1919 figure, 442, only 18 
 or 4% are listed as lockouts, so that the waste due to lockouts is relatively 
 small. 
 
 STRIKES AND LOCKOUTS TN THE BUILDING INDUSTRY IN THE UNITED STATES 
 
 (Information from U. S. Bureau of Labor Statistics.) 
 
 Strikes 
 
 Building Trades 
 
 1914* 
 
 1915 
 
 1916 
 
 1917 
 
 1918 
 
 1919 
 
 Carpenters 
 Plumbers and Steamfitters . . 
 Paper Hangers and Painters . 
 Sheet Metal Workers 
 
 35 
 83 
 61 
 13 
 
 42 
 34 
 20 
 21 
 
 73 
 
 52 
 45 
 20 
 
 98 
 53 
 41 
 32 
 
 76 
 71 
 
 58 
 45 
 
 84 
 53 
 75 
 17 
 
 Building Laborers and Hod 
 Carriers 
 
 
 
 53 
 
 72 
 
 27 
 
 48 
 
 Inside Wiremen 
 
 9 
 
 20 
 
 32 
 
 33 
 
 45 
 
 29 
 
 Structural Iron Workers .... 
 Ail others 
 
 74 
 
 67 
 
 23 
 
 78 
 
 15 
 103 
 
 19 
 75 
 
 12 
 124 
 
 
 275 
 
 204 
 
 376 
 
 447 
 
 416 
 
 442 
 
 Lockouts 
 
 Building Trades 
 
 1914* 
 
 1915 
 
 1916 
 
 1917 
 
 1918 
 
 1919 
 
 Carpenters 
 
 
 8 
 
 2 
 
 3 
 
 3 
 
 4 
 
 Plumbers and Steamfitters . . 
 
 
 9 
 
 1 
 
 4 
 
 3 
 
 1 
 
 Paper Hangers and Painters . 
 
 
 4 
 
 
 4 
 
 1 
 
 3 
 
 Sheet Metal Workers 
 
 
 2 
 
 1 
 
 2 
 
 
 
 Building Laborers 
 
 
 
 1 
 
 2 
 
 
 
 Inside Wiremen 
 
 
 
 4 
 
 2 
 
 4 
 
 1 
 
 Structural Iron Workers .... 
 
 
 
 1 
 
 
 
 1 
 
 All others 
 
 
 4 
 
 8 
 
 4 
 
 5 
 
 8 
 
 
 
 27 
 
 18 
 
 21 
 
 16 
 
 18 
 
 * Includes Lockouts. 
 
 Preventable Waste. In the year 1920, according to the Massa- 
 chusetts Department of Labor and Industries, 138,519 working days
 
 70 
 
 WASTE IN INDUSTRY 
 
 were lost in the State due to strikes. If we apply the Massachusetts rate 
 to the entire industry it would represent a waste of some 3,000,000 days 
 per year. As an illustration of the wastefulness of strikes, attention is 
 called to the labor trouble in the city of Boston during the first four 
 months of 1921 involving 20,000 building mechanics. 
 
 In the following table is represented the experience of the labor 
 unions in another large city. 
 
 TIME LOST DUE TO GENERAL STRIKES BUILDING TRADES, PHILADELPHIA 
 
 Trades 
 
 1916 
 
 1917 
 
 1918 
 
 1919 
 
 1920 
 
 Asbestos Workers 
 
 
 Only one 
 
 strike in 
 
 10 years. 
 
 
 Electrical Workers 
 
 Stone Masons 
 Engineers and Firemen 
 
 
 
 
 
 No time 
 No time 
 
 
 
 lost in 10 
 lost in 10 
 
 10 days 
 (500) 
 years, 
 years. 
 
 
 
 
 
 No time 
 
 lost in 15 
 
 years 
 
 
 Plasterers' Helpers 
 
 
 No time 
 
 lost in 15 
 
 years 
 
 
 Cement Finishers 
 
 6 weeks 
 
 
 
 2 weeks 
 
 
 
 4 weeks 
 
 Painters and Paper Hangers .... 
 Plumbers and Steamfitters 
 Riggers 
 
 (150) 
 
 
 
 7 weeks 
 
 
 
 9 weeks 
 (1,000) 
 4 weeks 
 
 (150) 
 4 weeks 
 (3,000) 
 
 
 4 weeks 
 
 
 
 3 weeks 
 
 (300) 
 
 
 
 4 weeks 
 
 Slate and Tile Roofers 
 Sheet Metal Workers 
 
 Tile Setters 
 
 (200) 
 
 2 weeks 
 (150) 
 
 (200 ) 
 No time 
 
 
 No 
 
 (200) 
 lost since 
 
 
 strikes in 
 
 (300) 
 1911. 
 9 weeks 
 (400) 
 10 years 
 
 (300) 
 
 
 Carpenters 
 
 o 
 
 o 
 
 o 
 
 o 
 
 
 Laborers 
 
 
 
 
 
 
 
 
 
 (7,000) 
 5 weeks 
 (8,000) 
 
 NOTE: Numbers in parentheses show number of men involved but it must be 
 remembered that usually it is a diminishing number and the full number does not apply 
 to the entire period. 
 
 If the greatest cause, the demand for an increase in wages, could be 
 eliminated, strikes as a factor of waste would shrink into insignificance. 
 The remedy that suggests itself is co-operation. Management and labor 
 must forget the sore spots of past conflicts and through whole-hearted 
 cooperation fix by proper studies a minimum wage to correspond with a 
 standard amount of production, with additional compensation for addi- 
 tional output. This would furnish an incentive to the men and would give 
 recognition to deserving mechanics. Unions must co-operate to the extent
 
 THE BUILDING INDUSTRY 71 
 
 of eliminating the minimum flat rate for all mechanics of a trade, and to the 
 extent of modifying the restriction that forbids mechanics to accept piece 
 work. With definite standards fixed and with the co-operation of both 
 parties fair incentives can be introduced. 
 
 The Philadelphia Plan. The most encouraging sign in the elimination 
 of the above causes of waste is found in what is known as the " Philadel- 
 phia Plan " put forth by the labor element of that city. This is as follows: 
 
 (a) The organization through associations, groups, or committees, where such do not 
 now exist, of each employing branch of the building industry in number at least equal to 
 the nineteen represented in the Council of the Associated Building Trades plus one more 
 constituting the carpenters not at present associated, and one for each group or com- 
 mittee of workers desiring representation. 
 
 (6) The joining together of all these associations, groups, or committees into a per- 
 manent, well organized Building Trades Employers' Association with offices or officers. 
 
 (c) The appointment in each branch of the building industry of committees of 
 employers. These committees to consist of one main committee in each branch. This 
 committee to be divided into, say, four sub-committees of about three members each to 
 meet with and function with like committees from the Council of the Associated Building 
 Trades or with committees of any branch of labor in the building industry not organized 
 or not connected with said Council. 
 
 Each of the sub-committees suggested, if consisting of six members as indicated, 
 to have a seventh member as chairman, which member shall be an Architect or an 
 Engineer selected by vote of the other six members. The chairman of the main com- 
 mittee in each industry and a secretary to be selected from among the chairmen of the 
 sub-committees. 
 
 (d) The sub-committees of the main committee now suggested for your considera- 
 tion and for later joint deliberation are: 
 
 1. Committee on Education of Apprentices; 
 
 2. Committee on Information for Journeymen; 
 
 3. Committee on Working Conditions; 
 
 4. Committee on Materials; 
 
 Heading up committee to constitute the tribunal or council of the building industry 
 for the Philadelphia territory: 
 
 To consist of one representative from each of the main committees in the employers' 
 organizations or groups, not less than nineteen, each selected by vote of the main com- 
 mittee in each branch of the industry : 
 
 And of one representative similarly chosen from the organization or groups of the 
 employed, not less than nineteen in all. 
 
 The officers of this tribunal would, it is suggested, consist of a chairman, 
 two vice-chairmen, a recording secretary who would also act as treasurer 
 and a corresponding secretary. 
 
 The offices would be filled as follows : The two secretaries to be the 
 secretaries of the Building Trades Employers' Association and of the 
 Council of Associated Building Trades; the two vice-chairmen to be 
 respectively the presidents of these two organizations; the chairman to 
 be an arphjl&ot selected by the entire committee.
 
 72 WASTE IN INDUSTRY 
 
 This tribunal or council would become the strategic board for the 
 consideration and possible solution of all problems affecting the building 
 industry as a whole and their relation to all factors in the community. It 
 would have power to elect and delegate certain authority to an executive 
 committee; to formulate rules of procedure, and to assign to any sub- 
 committees of the tribunal certain prescribed duties. Among these would 
 be the adjustment of matters relating to conditions which might lead to 
 strikes, lockouts, and other economic ills. 
 
 II. WASTE IN MANAGEMENT 
 
 It has been shown that many of the factors classed as " labor wastes " 
 originate in a greater or lesser degree from inefficiency of management. 
 As it is impossible to maintain an absolute division, these and other 
 sources of waste are again discussed below, but as arising from strictly 
 management sources. 
 
 The problems of construction management involve not merely the 
 taking of the contract, the purchase of materials, the engaging of foremen 
 to handle the work, they involve to a still greater degree the arranging of 
 the work of the different trades, the scheduling of the operation and of 
 delivery of material, the planning of the work of individuals and groups 
 of workmen, the design and maintenance of the proper equipment, the 
 maintenance of cost records, the knowledge of what constitutes a day's 
 work, definite policies of employment and the payment of the workman 
 in accordance with the performance. All of these things arc essentials 
 in well-managed construction operations. 
 
 Lack of Forethought. Attention has been called to the individuality 
 of each contract and the need for special plans to handle each one. The 
 individual contract receives insufficient forethought. The need for 
 advance analysis of all details of the job is little appreciated. The nature 
 of the work itself, the relation of one class of work to another, the need for 
 indicating the best and most economical time for starting one class of 
 work following another, the necessity for providing proper materials in 
 required amounts at certain times, all show the necessity for planning in 
 advance of performance. 
 
 Advance planning is conducive to expediting performance, amd is a 
 means of insuring performance within the contracted time. Yet it is a 
 rare exception to find a construction job planned to co-ordinate the vari- 
 ous divisions of work with the necessary materials. 
 
 The Progress Schedule. As indicating what can be done, we have in 
 mind a contractor not representative of the class as a whole, we regret 
 to say who after making a thorough study of conditions as to both the 
 material market/ and the site, draws up in conjunction with the engineer and
 
 THE BUILDING INDUSTRY 73 
 
 the man who is to handle the work in the field, a detailed progress schedule 
 on which all future operations are to be based, such as that indicated in 
 Figure 13. The schedule is checked daily and lived up to. On the basis 
 of this progress schedule a material schedule is drawn up on which is 
 indicated dates the various quantities should be taken off, dates to order 
 materials, outside shipping date, and dates on which the various materials 
 should be delivered to the job. The purchasing department has a 
 follow-up, which functions to assure all concerned that the dates in this 
 schedule are maintained. The field superintendent is kept in touch with 
 all items by ticklers containing latest information as to shipment, etc., 
 which must be returned immediately upon receipt with notations as to 
 record of shipment and receipt of material; thus all functions are coor- 
 dinated and rarely is a job delayed or held up for want of materials. 
 
 The effectiveness of this method was fully demonstrated during the 
 past four years when the demands for material was unprecedented. This 
 contractor was spoken of as being " lucky " and " fortunate " because 
 jobs went along with normal and even, at times, abnormal speed, whereas 
 the well-balanced condition was due wholly to thorough planning. 
 
 In contrast with this method is that of the average contractor whose 
 only dates ordinarily are those of starting and finishing, and who largely 
 regulates deliveries of materials by visits to the job, or through advices 
 received from the job superintendent, stating that he will need this or 
 that at such a time. Such a method of planning must result in delaying 
 the job for want of material or at other times in burdening the job by an 
 over-supply of material. Frequent lay-offs result in dissatisfaction of 
 the workmen, loss of good mechanics, and higher labor turnover. 
 
 A few contractors are following plans somewhat similar to those out- 
 lined above. In a very large office building in process of erection a 
 definite schedule is laid out of two stories per week. Brickwork, is run 
 up at this rate, the rest of the work following at the same pace. The 
 total man-hours each day for each trade is carefully divided into classes 
 of work and daily unit cost records are maintained. 
 
 Going further back, certain contractors have built up sales organiza- 
 tions along lines similar to those in the manufacturing industries, and 
 fix an advertising sales budget each year. Contractors undoubtedly 
 must be educated to set aside a large percentage of their profits to be 
 used in the building up of off-peak business. 
 
 Need of Planning on the Job. Daily planning, such as is used in mod- 
 ern factory management, has been applied only to a limited extent in the 
 building industry. Contractors are prone to leave the planning of their 
 work to their superintendents or often to their foremen, with very little 
 means to co-ordinate the work of the various gangs. Again, it is to be 
 observed that " rule-of-thumb " methods are still employed by a large
 
 THE BUILDING INDUSTRY 75 
 
 number of contractors in carrying on their work, the materials on hand 
 governing the order of operations to a large extent. We find an occa- 
 sional contractor who definitely plans the work for each day and in addition 
 arranges for daily conferences of foremen and superintendent, or planning 
 man, to discuss the operation schedules for the following day and insure 
 co-ordination. On form construction and certain other phases of the 
 work, modern shop methods are followed. Frequently labor costs are 
 cut appreciably, notwithstanding the extra clerical work involved. The 
 advantages of such plans are obvious, for the men move at the finish of 
 an operation automatically to another, and materials are at hand for the 
 work; thus costly conflicts between trades are avoided, and time ordinarily 
 wasted by gangs in waiting for the foremen to determine their next move 
 and to locate materials is saved. Again, on those well planned jobs 
 a " knitting list " of jobs to be done in bad weather is maintained, which 
 tends to reduce lay-offs on account of the weather. 
 
 It is the opinion of the chief engineer of a large contracting concern 
 whose company now plans its work probably to a greater extent than any 
 other, that there is still a vast field for the further application of intensive 
 planning, which will result in the saving of much labor now wasted. 
 
 Cost Keeping Methods Inadequate. Scarcely two contractors have 
 similar methods of keeping account of costs. Few keep accurate enough 
 records of work accomplished by the workmen to furnish an approxima- 
 tion of the unit costs from day to day. The economies to be derived from 
 accurate cost records have been recognized by a few contractors who 
 will be found among the leaders in the industry. These contractors by 
 maintaining standards for the various subdivisions of the work and by 
 utilizing the time-keeping system, have a check on the time spent by the 
 various workmen on any operation. 
 
 Knowledge of a " Day's Work." In a recent hearing a claim was 
 made by a contractor that a bricklayer laid 1500 brick before the war, 
 and was laying 500 in 1921. This was answered very properly by repre- 
 sentatives of the workmen that, without more exact knowledge, variations 
 in the kinds of walls make comparisons like this absurd. Yet it has been 
 the experience of the author of this report that it is possible to obtain 
 data on actual accomplishments in all kinds of construction which will 
 furnish an accurate guide to what a man should accomplish under working 
 conditions, with due allowance for rest and delays. It is such informa- 
 tion that will eventually make it possible to put building construction 
 on a really manufacturing basis. 
 
 Studies of the building trades were begun by the late Frederick W. 
 Taylor and by Sanford E. Thompson in 1894. Analyses were made of 
 the different operations by determining the time of the individual units, 
 such, for example, as spreading mortar for brick, laying one brick to line,
 
 76 WASTE IN INDUSTRY 
 
 stretching line, etc. With these as a basis, allowing a proper percentage 
 for rest, it was found possible by combinations actually to determine a 
 fair day's work under all variations of design and types of construction. 
 Contractors, however, have not attained the point reached in certain 
 other industries in establishing standards of production based on thorough 
 job analysis with time study. 
 
 Results of Standardization. In a few cases few because of lack of 
 proper facts incentives have been given to the workmen to accom- 
 plish more work and to earn more money. In one concern, through 
 the use of such methods, combined with scheduling and planning, the 
 workmen actually increased their efficiency during the early years of the 
 World War, when other concerns were producing way below normal. 
 Standards employed by most contractors have been determined simply 
 by past performance without accurate study of times, and are of small 
 value. The economic advantages of properly determined standards 
 are great and are warranted even if for no other purpose than to serve as 
 a foundation on which employer and employee can build up a proper 
 wage scale. A firm making a specialty of tile setting in Cleveland, as a 
 step forward adopted a premium plan by which employers would divide 
 with the employees the saving in labor cost below the standard. There 
 has been nothing but co-operation in this plan from the employees and 
 their union. The Employers' Association, however, objected and hin- 
 dered the development of the plan. 
 
 In this connection it must be emphasized that standards of production 
 cannot be guessed at. With indisputable facts as a basis, workmen, 
 whether union or non-union, are recognizing the value to themselves of 
 gaging pay by output. Unions in certain other trades, particularly 
 the needle trade, are definitely co-operating along these lines. In 
 Montreal, Canada, for example, very definite and satisfactory 
 results have been attained in this way. These are simply indica- 
 tions of what the building industry, as well as others, must come to 
 recognize. 
 
 Example of Organizing Methods in Dwelling Construction. An inter- 
 esting example of the practical use of standards is afforded by a group of 
 dwelling houses built under the direction of the author. Careful standards 
 were determined, based on accurate time and job analysis on all of the 
 applications of carpenter work for this group of houses, of which no two 
 were alike in. design. It was found possible to determine accurately in 
 advance by means of time study data the time it should take a good work- 
 man, with proper allowance for rest and delays, to frame, erect, board, 
 lay the floors, and put on the finish. The regular union rate was paid and 
 in addition to this a bonus of 20% was paid for doing the work in the time 
 specified. Later, on request of certain exceptional workers, the base rate
 
 THE BUILDING INDUSTRY 77 
 
 of these first class men was raised, still paying the 20% bonus on the higher 
 rate. 
 
 At first the plan was looked upon with suspicion, the men believing 
 that the work was simply piece work under a different name, and that the 
 employers would use the results to their disadvantage. Gradually, 
 however, this suspicion subsided as the men were convinced that the 
 standards were not made up from mere averages or guesses, but worked 
 up from units so as to cover all possible conditions. 
 
 As a result of this work, unit costs were reduced, the earnings of excep- 
 tional men increased 40%, while average men received 20% in addition 
 to their former pay. In handling this work it was necessary to institute 
 a certain amount of planning and scheduling similar in character to that 
 already described for another contractor on a preceding page, in order 
 to keep the operations moving smoothly. 
 
 Methods of this kind have proved themselves to be practicable on 
 the erection of manufacturing buildings, on groups of dwelling houses, 
 and on various other forms of construction work. One of the principles 
 of the Associated General Contractors is: "as an incentive to greater 
 production, make provision for increasing compensation whereby men of 
 extra skill and knowledge may add to their regular wage." 
 
 Incentive for Production and Quality Needed. But little is accom- 
 plished in this world of ours without some definite incentive. This 
 incentive may be a moral desire for accomplishment, it may be an aim for 
 advancement-, or it may be the pay envelope, which after all, is the means 
 for ethical as well as material progress. The negative incentive, the slave 
 driver method, reached its widest use in construction operations. Unfor- 
 tunately it still exists in many quarters. " Damn you, get busy!" " Get 
 to hell out of here!" " Go get your money!" are expressions we still hear. 
 But this type of management is passing. It must not be replaced by a 
 " go-easy " policy which takes all the stamina and character and individu- 
 ality out of a man, but by well-defined methods, such as definite records 
 of accomplishment, scales of wages based upon quality and quantity of 
 work done, or bonuses for coming within the required standards of quality 
 and production. All of these devices, however, are worthless without 
 determination of standards, knowledge of a proper day's work, and control 
 of the work and materials as above described. 
 
 Inadequate Employment Management. As already noted, scarcely 
 a building concern, even the largest, employs a man whose distinct duty 
 it is to engage workmen, take an interest in their welfare, and advise with 
 reference to discharges and other personnel features. A few who are 
 making attempts along these lines find themselves well repaid. In most 
 building construction the superintendent and various foremen have the 
 entire responsibility for " hiring and firing " the men directly under them.
 
 78 WASTE IN INDUSTRY 
 
 As shown by the diagrams in Figure 12, the high percentage of quits could 
 be appreciably reduced by better employment methods. In the building 
 industry references or evidences of a workman's ability are rarely 
 demanded. As a result men are employed and after a period of ineffici- 
 ency, in many cases resulting in considerable loss by spoiling materials, 
 they are discharged, only to repeat the performance elsewhere, frequently 
 on another job for the same contractor. In one case a man who claimed 
 to be a plasterer, bricklayer, and a finisher was tried at each of these jobs 
 without properly qualifying and at the expense of the contractor. The 
 contractor excused himself on the grounds that men were urgently needed, 
 and that everyone must be given a trial. 
 
 Preference List. One contractor places men of proved ability on a 
 preference list to which additional names are added from time to time. 
 These men are kept in practically constant employment, even if it is 
 necessary to lay off a man not on this list. This results in attracting men 
 of proved ability and also forms a well-defined incentive to other men to 
 prove their ability so as to get on the list. Turnover expenses are reduced 
 and the quality of work advanced. This concern keeps close record 
 of all men employed, with their rating, so that in time of increased business 
 these men may be drawn upon, thus cutting down the process of " hiring 
 and firing." 
 
 Lack of Proper Equipment. Contractors, by failure to make thorough 
 studies to determine the amount, type, and best location of plant and 
 equipment, add another contribution to waste. 
 
 A large percentage of the contractors hold that they do make studies of 
 plant requirements, and then perfect their layouts after the job is in opera- 
 tion if they are found uneconomical. A contractor operating in a New 
 England city found on a visit to a job, supposed to have been carefully 
 laid out, that the concrete mixer in operation was not the proper type. 
 Not having one in stock he wired New York and had one sent by truck 
 to prevent delay to the job. This proved to be worth the expense. The 
 plant on this job evidently was not thoroughly studied. In the majority 
 of cases like this the plant is not changed but continues to operate ineffici- 
 ently. It is becoming more and more common on large jobs to prepare 
 drawings of the design of the plant. Unless the engineers, in making 
 such designs, however, collaborate with the practical superintendent, 
 details are apt to be poor. For example, on one job to which the atten- 
 tion of the author was directed, a concrete plant satisfactory in general 
 pan was designed by engineers, but in operation it was found that the 
 shape of the sand bins necessitated frequent leveling of the piles. The 
 outlet gates also were so designed and placed that three men instead of 
 one were required to fill the material cars with sand and gravel. The 
 detail of the design of the cement shed was such as to require three times
 
 THE BUILDING INDUSTRY 79 
 
 as many men as should have been needed to handle and empty the 
 cement. 
 
 Concrete equipment, even when properly built, is frequently installed 
 with bad judgment and without definite planning, so as to increase greatly 
 the number of workmen required. The slope of the chutes is frequently 
 so flat as to require sloppy concrete of unsatisfactory quality. Hoppers 
 are arranged without regard for convenient access of barrows. Tools and 
 small equipment are neglected. 
 
 It is not hard to find large operations where reinforcing steel is cut by 
 hand instead of with power shears. Again, the lack of foresight of con- 
 tractors in not properly planning the storage of material is evident. 
 
 The possibilities of savings by the application of more plant engineering 
 are enormous, since the cost of all operations is affected by the equip- 
 ment used in handling materials, the location of this equipment, and the 
 efficiency with which it is utilized. General failure of the industry as a 
 whole to develop and use a greater amount of mechanical equipment is 
 an established fact. Greater strides have been made in almost every 
 other industry in the application of mechanical means as labor-saving 
 devices and production stimulants. Contractors would do well to realize 
 this and by direct interest develop this side of the industry. 
 
 Employers will do well to recognize the possibilities of assistance from 
 the workmen in the development of labor-saving equipment and methods. 
 Although in certain cases unions have objected to labor-saving devices, 
 this is a wrong principle. 
 
 With the larger education now taking place, it will be relegated to the 
 past like restriction of output. The workmen have an opportunity to 
 co-operate in the development of equipment and methods which will 
 lighten the work, improve quality and make for production. 
 
 III. WASTEFUL LABOR REGULATIONS 
 
 Waste attributable to labor in the building industry arises from many 
 sources and the amount of waste fluctuates with the demand for labor. 
 Interesting evidence of this fluctuation is contained in Figure 14, which 
 compares the cost of labor on seven different jobs by one contractor. 
 The basis of each group, or the 100% line, is the estimate of cost. All 
 the buildings were constructed in the same year, during the war, and were 
 similar in general type. The difference in cost, therefore, may be laid 
 directly to labor conditions. The heavy black lines represent union 
 trades employed on the operations indicated, while the cross hatch lines 
 represent non-union trades employed. In these cases it is evident that 
 the union labor was much less efficient than the non-union labor. The 
 object of the chart, however, is to show the possibilities in eliminating
 
 so 
 
 WASTE IN INDUSTRY 
 
 waste of labor and increasing production. With thorough co-operation 
 of unions with employers and the development of the old guild spirit, 
 which tends to give a man pride in the quantity and quality of his work, 
 there is the possibility of increasing production and by these means of 
 maintaining high wages, yet with a resultant lowering of costs. Lower 
 labor costs, as we have emphasized, mean more building and more con- 
 tinuous employment for the worker. 
 
 Hours of Labor and Wages. For mechanics or skilled labor, the 
 8-hour day is almost universal, while laborers work 9 hours. In certain 
 localities and in certain trades, instead of a half-holiday Saturday the 
 men require a whole day, and thus put in only 40 hours per week on jobs. 
 
 
 1 
 
 
 
 1 
 
 
 
 
 
 180 
 
 1 
 
 
 1 
 
 160 -* 
 
 HO 
 
 
 * 
 
 ?T^ t 
 
 ^ fc ^ 
 
 
 
 ^ 
 
 * * " I 
 
 c^ ^ / 
 
 
 1 | 
 
 / p} p. <*N 
 
 !J> 
 
 ^H| 
 
 
 
 ^ 
 
 
 MIT 5 
 
 
 
 \fi\ 
 
 ^ * 
 
 'l, ^ 1 
 
 80 
 
 
 
 
 
 Si 
 
 ^ * ^ ^ 
 
 
 
 
 
 
 
 
 
 
 / x 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 ^ ~/ ' / 
 
 
 
 1 
 
 < --FO 
 
 4 S 6 7 
 rms > 
 
 
 3456 
 in. Steel-- 
 
 7 1 Z 
 
 rJ k -0 
 
 3456 
 mcrete--- 
 
 7 1 Z 
 
 * 5 6 7 
 
 onry > 
 
 FIG. 14. Labor Costs of Seven Similar Concrete Buildings, in Per Cent of Estimated 
 Labor for Trades as Indicated. 
 
 Where time is an object, it is necessary to pay time and a half for a half- 
 day Saturday. 
 
 The increase in wages in different trades during the past eight years 
 in comparison with the cost of living is shown in Figure 15. 
 
 Labor Organization. The building trades, because of the scattered 
 nature of their work and its miscellaneous and seasonal character, particu- 
 larly need organizations that will assist them in maintaining their rights and 
 obtaining a square deal. The trade unions tend to relieve the contractors 
 of their responsibility, as they act in a measure as employment agencies. 
 They are also supposed to vouch for the ability of their men, but, unfortu- 
 nately, the ability of union men is as little known as that of non-union 
 men, and does not obviate the need of complete employment records.
 
 THE BUILDING INDUSTRY 
 
 81 
 
 Particularly during the demand for men in the past few years, unions have 
 necessarily taken in those having little skill or ability, and these still 
 retain their union cards. 
 
 Union Rules. Some of the union rules affecting work are justified 
 in furthering quality and workmanship. Many are absolutely wrong 
 ZZO 
 
 210 
 
 200 
 
 110 
 
 100 
 
 Year 
 FIG. 15. Per Cent Increase in Cost of Living and Wage Scales, Paid in Various Trades 
 
 in Building Work. 
 
 Figures from U. S. Bureau of Labor Statistics which cover thirty-two cities in the entire country. 
 The figures plotted being an average of all cities. 
 
 and uneconomical and show the lack of recognition of the fundamental 
 principles of economics, which require that a man give his best in order to 
 receive fair returns. Many unions have exceeded the limits of fairness, 
 and partly because of the leaders' lack of appreciation of the fundamental 
 need for high production, have formulated by-laws, and, in individual 
 cases, have formulated demands that have been a tremendous factor,
 
 82 WASTE IN INDUSTRY 
 
 directly or indirectly, in the restriction of output. This has resulted in 
 increase in cost and reduction in the demand for building. It represents, 
 in fact, one of the great sources of waste in the building industry. This 
 policy has reacted, resulting in widespread opposition to unions. In 
 fact, some of the most successful building contractors employ non-union 
 labor because of their opposition to unjust union rules and requirements. 
 
 In considering this question it must be recognized that the unions are 
 by no means alone in their restriction of output. The contractors and 
 builders and supply dealers affect the situation to as great a degree 
 indirectly by maintenance of high prices, collusion in bidding, and unfair 
 practices. Collusion between unions and employers also has sometimes 
 raised prices unduly. 
 
 Examples follow showing simply what must be guarded against and 
 eliminated from the rules and by-laws of certain local unions if the work- 
 men are to make progress and share in the general development which is 
 taking place. 
 
 Requiring Skilled Men to do Unskilled Work. Below are given some 
 examples of union regulations which have required skilled men to do 
 unskilled work: 
 
 1. Carpenters' helpers are prohibited from using carpenter tools, requiring car- 
 penters to do such work as stripping forms from concrete. Experience shows 
 that helpers can do this more economically and as well. 
 
 2. Brick masons insist on washing down and pointing brick work when laborers 
 could do it more economically. 
 
 3. Structural steel workers under certain rules must bring the steel from the 
 unloading point to the building site, thus doing laborers' work at high cost. 
 
 4. Structural steel men place reinforcing steel for concrete, whereas experience 
 has proved conclusively that properly trained laborers can do it to as good 
 advantage, and at greatly lowered cost. 
 
 5. Structural steel men claim the rigging on a job. For a small derrick used in 
 footing excavation, the bucket cable had to be guided by hand and the hoisting 
 engineer signalled by a skilled iron worker. 
 
 6. Hoisting engineers claim the right to run all types of engines, including small 
 gas-driven pumps which require no skill. On one job a contractor had to hire 
 a union engineer at $8.00 per day simply to start a pump in the morning, oil it 
 occasionally, and stop it at night. 
 
 7. Union rules in general require distribution of plumbing materials above the 
 first floor by union plumbers. 
 
 Uniform Wage. One of the greatest fundamental causes for low 
 output is the fact that all members of unions in the same trade are paid 
 the same minimum wage. Occasionally as the demand exceeds the sup- 
 ply certain individuals are paid in excess of this, but it is exceptional. 
 There is no incentive. As a result of records made by the author on 
 actual construction work, it was found that in the building trades on 
 every job there are usually a few men who do one-third more work than
 
 THE BUILDING INDUSTRY 83 
 
 the average man on this same job. These men also do better work. Is 
 it fair to these good men for them to receive the same wage as the 
 others? 
 
 Limiting Apprentices. Restriction of apprentices in many cases 
 is extreme and unfair. Overtime and travel rules also tend to increase 
 building costs unduly. 
 
 Restricting Output. Many unions at the present time have in their 
 by-laws no requirements for restricting output, and, as has been stated, 
 appreciate the fact that this is contrary to good principles. 
 
 The following notes, however, illustrate what are included in certain 
 local rules : 
 
 1. Lathers propose that 12 bundles of laths shall constitute an 8-hour day's work. 
 Formerly the output was restricted to 16 bundles. 
 
 2. Certain painters' unions do not permit their men to use a brush wider than 
 4|" for oil paint, although for certain classes of work a wider brush is more 
 economical. 
 
 3. Painters' unions refuse to allow their men to work on a job where a spraying 
 machine is being used. The claim is made, with little foundation, that this 
 is unhealthful. 
 
 4. Plumbers' and steamfitters' unions prohibit the use of bicycles and vehicles 
 of all sorts during working hours. 
 
 5. Members of plumbers' and steamfitters' unions in some sections demand that 
 all pipe up to 2" shall be cut and threaded on job. 
 
 Jurisdictional Regulations. A potent source of labor waste is the 
 jurisdictional practice which distributes certain types of work to different 
 trades, frequently without regard to expense. In one case, in order to 
 move a pump and set it up in a different location in a foundation hole, 
 it was necessary to get a pair of steamfitters to disconnect the steam 
 pipe, a pair of plumbers to remove the suction apparatus and replace it, 
 a structural iron man to erect the rig to lift the pump, and an engineer 
 to operate the valves on the pump. This took eight men for the opera- 
 tion, who had to be taken from other work, when one man, assisted by a 
 laborer, could have accomplished the entire job. 
 
 Jurisdictional strikes which probably represent one-quarter of the total 
 number are mainly quarrels between unions. Some headway has been 
 made by the unions in the settlement of points which cause these juris- 
 dictional disputes through the agency of the National Board of Jurisdic- 
 tional Awards. This board has done valuable work, but in settling dis- 
 putes doors are left open for future argument since the decisions are not 
 founded on a sound economic basis. From the standpoint of economy and 
 ultimate benefit to the workmen, as well as to the builder, it is important 
 to decide which type of mechanic can handle a given operation to the best 
 advantage rather than which of two trades shall do the work.
 
 84 WASTE IN INDUSTRY 
 
 Suggestions from Unions. Despite the restrictive action of many of 
 the union regulations, there is growing evidence of willingness to co-op- 
 erate. As an example of this are the following suggestions for the elim- 
 ination of waste given to the author by members of the Building Trades 
 Council which comprises twenty-six building unions in Philadelphia and 
 is also affiliated with non-union workmen. 
 
 The waste in the sheet metal trade comes under the following heads: 
 
 1. Mistakes in estimating cause mechanics to be accused of loafing, and such 
 unjust accusations injure the efficiency of the men. 
 
 2. Woodwork out of measurement causes the erecting mechanic to alter work 
 which has been made up in the shop from plans. 
 
 3. Scarcity of scaffolding causes inefficiency because men cannot work to advan- 
 tage without ample working space. 
 
 4. Lost time of excellent erecting mechanics because they are not given oppor- 
 tunity to work in shop in bad weather. 
 
 5. Lack of materials on hand when men arrive on job from shop. 
 
 6. Time lost due to wage disputes. 
 
 7. Inferior materials used cause replacements of tin roofs in from six to eight years, 
 while if good tin were used it w r ould last 20 years. 
 
 8. Apprentices not properly trained. 
 
 The Cement Finishers' Union suggested that considerable waste in 
 reinforced concrete construction is due to unintelligent men supervising it. 
 Frequently rough slabs are put in by unintelligent or incompetent foremen, 
 requiring, because of poor levels, from 1| to 2|" of finishing material in 
 place of 1" as specified. 
 
 The Steamfitters' Union referred to waste from inexperienced help, 
 and from failure of employers to furnish men with up-to-date tools, lack 
 of co-operation between employees and employers, and failure to deliver 
 materials, causing delays not only to the steamfitters but to all those whose 
 work follows. The installation of inferior heating plants tended toward 
 consumption of an excessive amount of fuel. 
 
 Waste in slate and tile roofing results from: 
 
 1. Lack of trained apprentices because new helpers are employed for each job; 
 
 2. Handling broken material caused by punching at quarries; 
 
 3. Punching now done at quarry should be reserved to be done in the shop on 
 rainy days, thus eliminating lost time; 
 
 4. Lost time waiting for materials ; 
 
 5. Tons of discarded materials at quarries could be worked up for diamond 
 single-lap slate, which would be available to the public at cheaper rates; 
 
 6. Waste due to using ordinary nails, which rust out in a few years, instead of 
 galvanized or copper nails. 
 
 The Carpenters' Union referred to the time that can be saved if 
 contractors use bolts instead of nails in the erection of scaffolding, also 
 resulting in a great material saving.
 
 THE BUILDING INDUSTRY 85 
 
 Typical waste in painting includes: 
 
 1. Insufficient scaffolding, causing waste of time of painters in repairs on jobs. 
 
 2. Incompletion of rooms moldings for example left incomplete, causing painter 
 to take the time to return to the job later; 
 
 3. Changes made after work is completed; 
 
 4. Delay occasioned by waiting for the selection of colors by the owner; 
 
 5. Poor materials and insufficient tools and materials, causing the painter to 
 waste time. 
 
 The Bricklayers' Union reports the following: 
 
 1. Use of cement mortar of 1 : 3 mix, instead of lime mortar, reduces the produc- 
 tivity of masons materially. 
 
 2. Mortar improperly mixed by untrained men and the quick setting features of 
 the 1 : 3 mix keep a man continually tempering it. 
 
 3. Dumping of common brick is wasteful because of high breakage and extra cost 
 of laying the broken brick. 
 
 4. The bricklayer may be likened to a machine. When not in use it will rust. 
 A mason becomes soft and muscle-bound when unemployed, which tends to 
 slow him up when again employed. 
 
 Opportunity of the Unions. One of the principal aims of the trade 
 unions should be to make their services valuable to the employer by 
 developing and training the men in their organization and establishing 
 a high standard, by assisting in the development of standardization of 
 time, method and material. Some unions are taking the initiative in 
 these matters, opposing restriction of output, and training and educating 
 their members, thus producing good mechanics and furthering the elimina- 
 tion of waste. 
 
 Attention has already been called to the " Philadelphia Plan," worked 
 out by the Building Trades Council of trade unions in co-operation with 
 open shop workmen. In San Francisco there has been established a 
 permanent Board of Arbitration consisting of three members, empowered 
 both by the Builders' Exchange and by the Building Trades Council to 
 go into all matters that affect wages, working conditions and costs, as well 
 as to set wage scales in those trades in which there is a controversy at 
 present. 
 
 IV. MISCELLANEOUS SOURCES OF WASTE 
 
 Accidents. Approximately $30,000,000 every year represents the 
 actual money paid to insurance companies for compensation and liability 
 insurance. Even this enormous figure by no means represents the total 
 loss. While state laws vary, in general an injured workman must be 
 disabled some 7 days to two weeks before receiving an award, and then 
 receives as compensation only about one-half his average daily earnings. 
 The loss to the contractor is less tangible, but where a man is out a new 
 one must be broken into a job with loss of time and frequently loss of
 
 86 WASTE IN INDUSTRY 
 
 material. In case of serious accident, also, there is stoppage of work and 
 extended loss of time of the entire gang. In the opinion of one of the 
 best authorities in the country the actual cost of insurance represents 
 not more than 25% of the total economic loss, which brings the total 
 cost due to accidents in the vicinity of $120,000,000 per year a stagger- 
 ing total. As shown in paragraphs which follow, an appreciable propor- 
 tion of this can be eliminated by proper care. 
 
 In the State of Massachusetts, where about 150,000 mechanics were 
 employed in the building trades for the year July 1, 1919 to July 1, 1920, 
 there were 5,032 tabulated accidents, representing a loss of time of 
 485,486 days. 
 
 In New York State about four times as many people are employed 
 in the factories as are employed in building and construction work, yet 
 during the four years 1910 to 1914 more fatalities due to accidents occurred 
 in building and construction work than in factories: 
 
 Accidents in building and construction work 1641 
 
 Accidents in factories 1285 
 
 Falls caused more fatalities than any other single cause, as shown in 
 table below: 
 
 Fall of persons 545 
 
 Mechanical power 518 
 
 Weights and falling objects . 246 
 
 Heat and electricity 239 
 
 Miscellaneous 93 
 
 1641 
 
 Causes of Accidents. Accidents are largely caused by carelessness 
 of the workmen, or lack of ordinary safeguards. Staging is carelessly 
 built and inadequately inspected; runs above ground are laid only one 
 plank wide; roughly built ladders composed of narrow cleats nailed to 
 vertical uprights are used even on lengthy jobs in place of stairs, which 
 the best contractors find most economical as well as safer; runs and 
 passageways in constant use in high buildings are built without rails and 
 obstructed with steel or lumber; overhead traveling cables are unpro- 
 tected. Small attention is paid to the details of construction in these 
 matters. Conditions which would not be tolerated in a factory for twenty- 
 four hours are found on every job. The amount of actual saving that can 
 be made on a large construction job by providing proper roadways 
 and runs and inclines are but little realized by the average contractor. 
 
 Preventable Waste. An official of a large insurance company believes 
 that by proper safety measures the waste due to accidents can be reduced
 
 THE BUILDING INDUSTRY 
 
 87 
 
 75% to 80% in from two to five years of honest effort, and that construc- 
 tion labor cost can be cut 3% by these measures. Another official 
 estimates, from actual accomplishment in safety measures, that a total of 
 more than 12,000,000 days a year could be saved the industry by the 
 application of safety methods. 
 
 Insurance rates in building construction are higher than in any other 
 industry. Rates are dependent on the cost of the accidents which actually 
 occur. Therefore, any reduction in accidents reduces the insurance paid. 
 The morale of the workman is also improved if he knows that his employer 
 is looking after his welfare and health 
 
 Examples of Accident Elimination. As illustrations of what can be 
 accomplished in reducing accidents, the experience of several companies 
 that have taken up this matter in earnest is of interest : 
 
 1. One contractor who employs an average working force of 3,000 full-time 
 workers, by the application of safety methods, by combating carelessness 
 and lack of foresight, by safety bulletins, and by personal instruction cut his 
 accident rate 50% in three months. Maintaining this reduction for the 
 entire year will effect a saving of 4,950 working day's representing in wages 
 saved, more than $27,000, without taking into account saving through the 
 elimination of fatal accidents. 
 
 2. A large New England contractor whose safety precautions have long been a 
 part of the general policy, has constantly increased his discount earned in 
 liability and compensation insurance, until at the present time his rates in 
 some cases have been reduced to about $4.80 against the usual $10.00 per 
 $100 of payroll. 
 
 3. One large general contractor whose loss due to accidents equalled 2J% of 
 total days worked, upon installation of safety methodsr educed this to TO of 
 1%. The table below shows that for the two periods covered the severity 
 rate decreased 75% and the frequency rate more than one-third. 
 
 
 Period 
 July 1, 1919 to 
 July 1, 1920 
 
 Period 
 July 1, 1920 to 
 Oct. 1, 1920 
 
 (1) Average number of employees 
 (2), Total number of hours actually worked by all 
 employees per month 
 (3) Number of accidents per month causing lost time 
 longer than the day or shift on which injury 
 was received 
 
 3,341 
 
 835,600 
 
 44 
 
 3,055 
 
 764,800 
 
 27 
 
 (4) Number of days per month lost because of ac- 
 cidents 
 (5) Frequency rate. Number of accidents per mil- 
 lion hours worked 
 (6) Severity rate (number of days lost per thou- 
 sand hours worked) 
 
 2,770 
 51.8 
 3.29 
 
 640 
 35.8 
 84 
 
 

 
 88 
 
 . WASTE IN INDUSTRY 
 
 This gradual reduction in accidents per one hundred employees is 
 shown in Figure 16. 
 
 Delays from Lack of Plans and Details. The employers and workmen 
 are not the only offenders in delaying operations. Architects frequently 
 cause expensive delays and occasionally complete shutdowns by failure 
 to deliver detail plans at the proper time. Some architects leave the 
 matter of securing details to the builder, as they feel the builder knows 
 when these details are required. Then the builder may fail to call for 
 them until it is too late for the architect to produce them on time, resulting 
 in a delay. The value of a set schedule of operations placed in the hands 
 
 90 
 80 
 
 10 
 </> 
 
 | GO 
 '3 
 
 $50 
 o 
 "c 40 
 
 I 30 
 
 10 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 First 
 
 iod 2nd. 3rd. 4th. 
 
 FIG. 16. Reduction in Accidents Per 100 Employees Accomplished by One Contractor 
 by Applying Safety Methods. 
 
 of the architect at the start of an operation forewarns the architect of 
 the builder's need. 
 
 Design Duplication. The waste of time and energy and money 
 through duplication of estimates and of designs runs into the millions 
 every year. Frequently the architect makes general designs and because 
 of lack of knowledge or to keep the apparent cost of design low, asks all 
 the bidders to design the structural details in order to get their quantities. 
 Not only must the bidder include the cost of this design in his proposal, 
 but he must allow in addition an overhead to cover the cost of various 
 similar designs he made without getting the contract. This duplication 
 of design is an absolute waste of money, and the owner pays the bills. It 
 is apt also to result in designs weak at certain critical points and more 
 expensive as a whole than those attained with thorough engineering study.
 
 THE BUILDING INDUSTRY 89 
 
 Quantity Surveys. An equal, if not greater, source of waste is the 
 duplication in figuring quantity by all bidders. Frequently on a com- 
 paratively small job there may be a dozen bidders. Each one takes 
 the architect's or engineer's plans, figures the quantity of steel, the lum- 
 ber, the brick, plaster, and so on. Not only is there opportunity for error, 
 but the work of each is a duplication of the others. 
 
 The owner pays the bills in all these cases. 
 
 A joint committee of representatives of the American Institute of 
 Architects, American Engineering Council, and the Associated General 
 Contractors of America, has been studying the subject of quantity survey 
 and payment for estimating. 
 
 The report of the Committee is tentative and only issued in view of 
 the great interest in the subject. The following is an excerpt from this 
 report : 
 
 " When I ask fifteen men to submit bids for performing prospective 
 construction, do I pay the successful bidder only, or do I pay for the prepara- 
 tion of all the bids?" 
 
 The committee has decided that the owner pays for all bids, as the 
 contractor's " overhead " is greater because it must include the cost of 
 estimates made on unsuccessful bids. In the end it is far cheaper for the 
 owner to pay for a quantity survey whether he proceeds with the building 
 or not, and it recommends: 
 
 " 1st. Architects, Engineers, and Contractors should jointly use their efforts 
 to have established facilities for making quantity surveys in their communi- 
 ties," . . . 
 
 The advantages are lower cost, since the owner pays for only one 
 quantity survey, and uniformity of bids, the contractor figuring on 
 known quantities. It changes speculation to competition and the unit 
 prices in the successful bid form the basis for additions or deductions in 
 quantities. 
 
 Standardization by the Associated General Contractors. The Asso- 
 ciated General Contractors of America, organized in 1918, and with a 
 membership of 750, representing 37 states, is doing excellent work through 
 its active committees on contracts, etliics, labor and methods. The 
 Committee on Contracts is working up standard forms of contracts for 
 use by all contractors. The Committee on Ethics is developing and has 
 submitted a proposed code of ethics which will do much to raise the 
 professional standard of all contractors; the Committee on Methods is 
 endeavoring to standardize forms of contractors' equipment leases, 
 quantity surveys, etc.; the Committee on Labor has developed a con-
 
 90 WASTE IN INDUSTRY 
 
 stitution and status of industrial relations, in which are considered the 
 rights of the employee, employer and public. In the preamble of the 
 " Fundamental Principles of Industrial Employment Relations " is the 
 following: "Justice to all interests, Co-operation between employer and 
 employee, produces Service to the public." 
 
 Standardization of Design and of Details. While the standardization 
 of dwellings or other types of buildings is not generally practicable, certain 
 details are capable of standardization, and should be introduced and made 
 uniform in building codes. Take the thickness of walls, for example. In 
 a recent survey made by D. Knickerbacker Boyd of some ninety cities, 
 thirty of them required a 13" wall for the first story and 9" wall for the 
 second, while the remaining thirty required a 9" wall above the basement. 
 Adoption of the last requirement means a saving of some $600.00 in the 
 cost of an average house. 
 
 Even the size of the brick is not standardized. In some localities 
 the size of brick requires for 2-brick width an 8" wall, whereas in others 
 it requires a 9" wall for the same type of work. 
 
 Standardizing mill work, such as windows, doors, and other similar 
 items entering into the average building, would reduce the waste inherent 
 in the " made to order " policy. 
 
 Waste of Material. It is outside the province of this assay to consider 
 at length the waste in building due to lack of economy in design. In 
 construction, however, a great deal of waste occurs in cutting lumber, 
 breakage of brick, loss of mortar, and damages to materials. In scaf- 
 folding the waste of lumber is appalling. New lumber and thin boards 
 are used until one-half of this is ruined before the finish of the job. In 
 Europe a good builder owns thick planks and sturdy poles which he 
 takes with him from job to job, and erects the scaffolding largely without 
 nails. Half-hearted architects, builders, and members of the building 
 trades can be singled out by the lack of care with which they conduct 
 their business operations. Successful architects, builders, and workmen 
 are those who eliminate the unnecessary elements of waste. 
 
 Encouraging Signs. The most encouraging feature in the building 
 industry today is the action of a few of the builders and a few groups of 
 building trade workmen in making intensive studies of the causes and 
 remedies for irregular employment and haphazard conditions of work. 
 Along with this is the growing appreciation on the part of both labor and 
 management that to build more buildings and maintain high wages it is 
 necessary to attain greater and greater productive capacity per man. 
 They see as proof of these facts that the 1921 depression was caused and 
 extended by too high costs of all products, and that business, either in 
 manufacturing or in building industries, is improving only as the costs of 
 and the materialcost of labor are reducing. All are recognizing, in fact,
 
 THE BUILDING INDUSTRY 
 
 91 
 
 FIELD REPORT EVALUATION 
 
 COMMITTEE ON ELIMINATION OF WASTE N INDUSTRY 
 AMERICAN ENGINEERING COUNC L 
 OF 
 
 INDUSTRY Building PLANT NO. Composite EST. BY Thompson A Lichtner Co. DATE 4-30-il 
 
 > +(D + <D = @ Exceii 
 "XXX Go 
 
 ,nt-0% Waste p oor - 60% Waste a + b + c -d = 100% 
 =40fo Bad " 8D ' " e + f + g= h = / Waste 
 
 
 
 
 CAUSES 
 
 Guide 
 
 RESPONSIBILITIES 
 
 TOTAL WASTE 
 
 for 
 
 
 LABOR 
 
 OUTSIDE CONT ACTS 
 
 1 
 
 Points 
 Waste 
 
 Feld 
 Invest! - 
 
 b 
 
 Est./o 
 Waste 
 
 Points 
 Waste 
 
 s 
 
 Est./o 
 Wast* 
 
 Points 
 Waste 
 
 Assigned 
 Points 
 
 Est.lo 
 Waste 
 
 Points 
 Waste 
 
 Points 
 
 ORGANIZATION 
 
 Mechanism of Industry astoType,Methods(PaperWork)and Personnel, 
 Assignment'and Discharge of Rens'obility and Relationship 
 
 Kl 
 
 0.25 
 
 
 40 
 
 0.10 
 
 0.00 
 
 
 0.00 
 
 0.00 
 
 0.00 
 
 
 0.00 
 
 0.00 
 
 
 0.10 
 
 K2 
 
 0.25 
 
 
 
 60 
 
 : 0.15 
 
 0.00 
 
 
 
 0.00 
 
 0.00 
 
 0.00 
 
 
 
 0.00 
 
 0.00 
 
 25 
 
 0.15 
 
 KJ' 
 
 0.25 
 
 
 
 4-0 
 
 0.10 
 
 0.00 
 
 
 
 0.00 
 
 0.00 
 
 0.00 
 
 - 
 
 0.00 
 
 00 
 
 25 
 
 0.10 
 
 K4 
 
 l.OO 
 
 
 
 60 
 
 0.60 
 
 0.00 
 
 
 
 0.00 
 
 0.00 
 
 0.00 
 
 
 
 0.00 
 
 00 
 
 00 
 
 0.60 
 
 K5 
 
 0.50 
 
 
 
 80 
 
 040 
 
 0.00 
 
 
 
 0.00 
 
 0.00 
 
 000 
 
 
 
 000 
 
 00 
 
 50 
 
 0.40 
 
 K6 
 
 1.00 
 
 
 
 60 
 
 0.60 
 
 0.00 
 
 
 
 0.00 
 
 0.00 
 
 0.00 
 
 
 
 0.00 
 
 .00 
 
 00 
 
 0.60 
 
 K7 
 
 0.50 
 
 
 
 
 0.30 
 
 050 
 
 
 
 80 
 
 0.40 
 
 0.00 
 
 
 
 000 
 
 00 
 
 00 
 
 OTO 
 
 KJ 
 
 10.00 
 
 . 
 
 60 
 
 6.00 
 
 2.00 
 
 
 
 60 
 
 
 
 3.50 
 
 
 
 80 
 
 80 
 
 50 
 
 10.00 
 
 (9 
 
 0.25 
 
 
 
 80 
 
 0.20 
 
 0.00 
 
 
 
 0.00 
 
 00 
 
 0.00 
 
 
 
 0.00 
 
 .00 
 
 Z5 
 
 0.20 
 
 (10 
 
 3.00 
 
 
 
 40 
 
 1.20 
 
 1.50 
 
 
 
 60 
 
 1.90 
 
 0.50 
 
 
 
 20 
 
 (.10 
 
 00 
 
 2.20 
 
 II 
 
 0.25 
 
 
 
 80 
 
 0.20 
 
 0.00 
 
 
 
 0.00 
 
 .00 
 
 0.00 
 
 
 
 0.00- 
 
 00 
 
 ).25 
 
 0.20 
 
 12 
 
 0.75 
 
 
 
 60 
 
 0.45 
 
 2.00 
 
 
 
 80 
 
 60 
 
 0.00 
 
 
 
 0.00 
 
 .00 
 
 75 
 
 2.05 
 
 (13 
 
 l.OO 
 
 
 
 40 
 
 0.40 
 
 l.OO 
 
 
 
 60 
 
 60 
 
 0.25 
 
 
 
 20 
 
 (0,5 
 
 25 
 
 .05 
 
 <I4 
 
 0.50 
 
 
 
 40 
 
 020 
 
 0.50 
 
 
 
 60 
 
 30 
 
 .25 
 
 
 
 20 
 
 .05 
 
 25 
 
 0.55 
 
 (15 
 
 2.00 
 
 
 
 20 
 
 040 
 
 100 
 
 
 
 80 
 
 )0 
 
 ).25 
 
 
 
 zo 
 
 0.05 
 
 2.5 
 
 1.25 
 
 KI6 
 
 l.OO 
 
 
 
 20 
 
 02Q 
 
 0.50 
 
 
 
 20 
 
 0.10 
 
 00 
 
 - 
 
 0.00 
 
 0.00 
 
 50 
 
 0.30 
 
 KIT 
 
 3.00 
 
 
 
 40 
 
 1.20 
 
 3.00 
 
 
 
 60 
 
 1.80 
 
 .00 
 
 
 
 0.00 
 
 0.00 
 
 00 
 
 3.00 
 
 KI8 
 
 0.00 
 
 - 
 
 0.00 
 
 0.00 
 
 ooo 
 
 
 
 000 
 
 000 
 
 .00 
 
 
 
 ooo 
 
 0.00 
 
 00 
 
 000 
 
 KI9 
 
 0.50 
 
 
 
 40 
 
 0.20 
 
 0.00 
 
 
 
 0.00 
 
 0.00 
 
 .00 
 
 
 
 0.00 
 
 0.00 
 
 50 
 
 0.20 
 
 K20 
 
 8.00 
 
 
 
 60 
 
 4.80 
 
 JOO 
 
 
 
 40 
 
 .20 
 
 .25 
 
 
 
 40 
 
 0.10 
 
 25 
 
 6.10 
 
 K2I 
 
 l.OO 
 
 
 
 20 
 
 0.20 
 
 0.00 
 
 
 
 0.00 
 
 0.00 
 
 .00 
 
 
 
 0.00 
 
 0.00 
 
 00 
 
 0.20 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 35.0 
 
 
 
 17.90 
 
 15.0 
 
 
 
 8.90 
 
 5.0 
 
 
 
 3.15 
 
 bjBb.O 
 
 6 29.95 
 
 TECHNICAL 
 
 Available Engineering Knowledge 
 as to Product,Plant<md Materials 
 
 Tl 
 
 0.25 
 
 
 
 TO 
 
 o.io 
 
 0.00 
 
 
 
 0.00 
 
 0.00 
 
 0.00 
 
 
 
 0.00 
 
 .00 
 
 0.25 
 
 0.10 
 
 '2 
 
 4.50 
 
 
 
 40 
 
 1.80 
 
 0.00 
 
 
 
 o.oo 
 
 o.oP 
 
 0.00 
 
 
 
 0.00 
 
 .00 
 
 4.50 
 
 .80 
 
 T3 
 
 0.25 
 
 
 
 40 
 
 0.10 
 
 o.oo 
 
 
 
 0.00 
 
 0.00 
 
 0.00 
 
 
 
 0.00 
 
 00 
 
 '0.2B 
 
 0.10 
 
 T4 
 
 l.OO 
 
 __ 
 
 40 
 
 0.40 
 
 0.00 
 
 
 
 0.00 
 
 000 
 
 025 
 
 
 
 40 
 
 10 
 
 .25 
 
 050 
 
 "5 
 
 0.50 
 
 
 
 20 
 
 0.10 
 
 025 
 
 
 
 40 
 
 to 
 
 000 
 
 
 
 000 
 
 00 
 
 075 
 
 020 
 
 Te 
 
 025 
 
 
 
 40 
 
 0.10 
 
 0.00 
 
 
 
 0.00 
 
 0.00 
 
 0.00 
 
 
 
 0.00 
 
 .00 
 
 0.25 
 
 010 
 
 
 Oi5 
 
 
 
 40 
 
 0.10 
 
 0.00 
 
 
 
 0.00 
 
 0.00 
 
 2.50 
 
 
 
 60 
 
 50 
 
 275 
 
 160 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 7.00 
 
 
 
 2.70 
 
 0.25 
 
 
 
 0.10 
 
 2.75 
 
 
 
 I.SO 
 
 b':i'., j 
 
 f|4.40 
 
 XTI ON 
 
 ledge and Organization, 
 ng Factors 
 
 Ul 
 
 l.OO 
 
 
 
 40 
 
 0.40 
 
 0.00 
 
 
 
 0.00 
 
 ooo 
 
 SO 
 
 
 
 40 
 
 020 
 
 1.50 
 
 60 
 
 (12 
 
 0.50 
 
 
 
 20 
 
 0.10 
 
 0.00 
 
 
 
 000 
 
 0.00 
 
 0.25 
 
 
 
 40 
 
 0.10 
 
 .0.15 
 
 020 
 
 t 3 
 
 l.OO 
 
 
 
 80 
 
 0.80 
 
 0.00 
 
 
 
 0.00 
 
 0.00 
 
 0.00 
 
 
 
 0.00 
 
 0.00 
 
 l.OO 
 
 0.80 
 
 U4 
 
 7.00 
 
 
 
 60 
 
 4.20 
 
 0.50 
 
 
 
 
 0.30 
 
 00 
 
 
 
 0.00 
 
 000 
 
 
 4 50 
 
 U5 
 
 0.00 
 
 
 
 0.00 
 
 0.00 
 
 0.00 
 
 
 
 0.00 
 
 000 
 
 0.00 
 
 - 
 
 0.00 
 
 0.00 
 
 0.00 
 
 o.oo 
 
 LJ6 
 
 2.50 
 
 
 
 60 
 
 1.50 
 
 0.00 
 
 
 
 0.00 
 
 ooo 
 
 000 
 
 
 
 0.00 
 
 0.00 
 
 2.50 
 
 
 U7 
 
 1.50 
 
 
 
 40 
 
 0.60 
 
 0.00 
 
 
 
 0.00 
 
 0.00 
 
 000 
 
 
 
 0.00 
 
 ooo 
 
 1.50 
 
 
 U8 
 
 l.OO 
 
 
 
 60 
 
 0.60 
 
 000 
 
 
 
 0.00 
 
 0.00 
 
 0.00 
 
 
 
 0.00 
 
 0.00 
 
 l.OO 
 
 
 U9 
 
 3.00 
 
 
 
 80 
 
 ?.40 
 
 0.00 
 
 
 
 0.00 
 
 0.00 
 
 0.00 
 
 
 
 000 
 
 000 
 
 3.00 
 
 
 110 
 
 l.OO 
 
 
 
 40 
 
 (HO 
 
 3.00 
 
 
 
 60 
 
 .80 
 
 2.00 
 
 
 
 60 
 
 1.20 
 
 6.00 
 
 3.40 
 
 U 1 
 
 l.OO 
 
 
 
 20 
 
 0.20 
 
 o.oo 
 
 
 
 0.00 
 
 0.00 
 
 0.00 
 
 
 
 000 
 
 000 
 
 
 
 U2 
 
 3.00 
 
 _ 
 
 60 
 
 1.80 
 
 0.00 
 
 
 
 0.00 
 
 0.00 
 
 B.OO 
 
 
 
 40 
 
 0.80 
 
 5.00 
 
 J.60 
 
 sll 
 
 UI4 
 
 0.00 
 
 - 
 
 0.00 
 
 o.oo 
 
 q.oo 
 
 - 
 
 000 
 
 000 
 
 0.00 
 
 - 
 
 ono 
 
 nnn 
 
 0.00 
 
 0.00 
 
 h -F, ? 
 
 UI6 
 
 l.OO 
 
 _ 
 
 
 040 
 
 0.50 
 
 _ 
 
 40 
 
 0.20 
 
 0.50 
 
 _ 
 
 
 
 200 
 
 
 U7 
 
 OSQ 
 
 
 
 JO 
 
 0.10 
 
 0.00 
 
 
 
 00 
 
 000 
 
 O.i5 
 
 
 
 20 
 
 0.05 
 
 0.15 
 
 0.15 
 
 I 
 
 Effectiveness of Te 
 Direct! on, Control a 
 
 
 
 
 
 
 
 
 
 
 
 
 
 _LOO_ 
 
 _aoo_ 
 
 ' CO 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 25.0 
 
 
 
 13.70 
 
 4.00 
 
 
 
 e.jo 
 
 6.00 
 
 
 
 5.65 
 
 C 35.00 
 
 9 18.65 
 
 GRANDTOTAL 
 
 67.0 
 
 
 
 34.30 
 
 19.25 
 
 
 
 11.30 
 
 13.75 
 
 
 
 1.4-0 
 
 d 100.0 
 
 h 53.00
 
 92 
 
 WASTE IN INDUSTRY 
 
 FIELD REPORT EVALUATION 
 
 COMMITTEE ON ELIMINATION OF WASTE IN INDUSTRY 
 AMERICAN ENGINEERING COUNCIL 
 OF 
 THE FEDERATED AMERICAN ENGINEER NG SOCIETIES 
 
 INDUSTRY Building PLANT ^.Contractor fl EST.BY -Thompson erLichtntr Co. DATE 4-30-21 
 
 v. -t- (f) + (9) - Excellent O'HoWasti 
 
 s Poor 60%Waste a + b + c * d = I00/o 
 Bad-80/o e + f+.g-h> /o Waste 
 
 
 8 
 
 Guide 
 
 RESPONSIBI LITIES 
 
 TOTAL WASTE 
 
 for 
 
 MANAGEM ENT 
 
 LABOR 
 
 OUTSIDE CONTRACTS 
 
 Assigned 
 
 Points 
 Waste 
 
 Field 
 Investi- 
 
 tesigned 
 Poinb 
 
 Est.fo 
 Waste 
 
 Points 
 Waste 
 
 ^inh 
 
 Est.o/o 
 Waste 
 
 Points 
 Waste 
 
 ^h 
 
 Est./o 
 Waste 
 
 Points 
 Mutt 
 
 gator 
 
 
 
 
 
 
 6 
 
 
 
 
 
 
 
 
 
 
 _- 
 
 Kl 
 
 0.25 
 
 
 ZO 
 
 0.05 
 
 0.00 
 
 
 
 
 
 
 
 0.00 
 
 
 o 
 
 o 
 
 025 
 
 0.05 
 
 | 
 
 KJ 
 
 azs 
 
 - 
 
 20 
 ZO 
 
 M5 
 0.05 
 
 
 - 
 
 o 
 
 
 
 0.00 
 
 - 
 
 
 
 
 
 025 
 
 0.05 
 
 ii 
 
 K5 
 
 IPO 
 
 ^ 
 
 
 
 
 0.00 
 
 - 
 
 
 
 
 0.00 
 
 
 
 
 
 
 0.50 
 
 ooo 
 
 K6 
 
 i.ob 
 
 
 
 ZO 
 
 
 0.00 
 
 
 
 
 
 
 0.00 
 
 
 
 o 
 
 > 
 
 1.00 
 
 0.20 
 
 Kl 
 
 aw 
 
 
 
 40 
 
 
 050 
 
 
 
 80 
 
 040 
 
 0.00 
 
 
 
 
 
 
 
 1.00 
 
 0.60 
 
 K8 
 
 10.00 
 
 - 
 
 40 
 
 
 
 2.00 
 
 
 
 60 
 
 120 
 
 5.50 
 
 
 
 80 
 
 2-80 
 
 15.50 
 
 600 
 
 n 
 
 KIO 
 
 Ul 
 
 - 
 
 
 
 
 .50 
 
 - 
 
 ZO 
 
 0.50 
 
 0.50 
 
 - 
 
 ZO 
 
 aio 
 
 
 040 
 
 A N 1 Z ATI C 
 
 toType,Methods( 
 e of Responsibilit 
 
 KIZ 
 
 0.15 
 
 -r 
 
 40 
 
 
 2.00 
 
 _ 
 
 80 
 
 1.60 
 
 0.00 
 
 = ' 
 
 
 
 
 
 7.15 
 
 190 
 
 KI5 
 
 1. 00 
 
 
 
 
 
 
 00 
 
 
 
 20 
 
 0.20 
 
 0.25 
 
 
 
 20 
 
 0.05 
 
 t.25 
 
 
 KI4 
 
 0.50 
 
 
 
 20 
 
 
 0.50 
 
 
 
 20 
 
 0.10 
 
 0.25 
 
 
 
 40 
 
 0.10 
 
 1.25 
 
 050 
 
 KI5. 
 
 zoo 
 
 
 
 
 
 
 
 
 
 20 
 
 0.20 
 
 0.25 
 
 
 
 zo 
 
 0.05 
 
 525 
 
 0.25 
 
 KI6 
 
 100 
 
 
 
 40 
 
 
 050 
 
 
 
 40 
 
 0.20 
 
 0-00 
 
 
 
 
 
 
 
 1-50 
 
 0.60 
 
 KI8. 
 
 000 
 
 = 
 
 
 
 
 
 5.00 
 040 
 
 ~ 
 
 20 
 
 0.60 
 
 0.00 
 
 ~ 
 
 
 
 
 
 6TO 
 0.00 
 
 O.SO 
 040 
 
 51} 
 
 o-fcf 
 
 KI9 
 KSO 
 
 0.50 
 800 
 
 - 
 
 
 
 ?o 
 
 .60 
 
 0.00 
 
 5.00 
 
 .._. 
 
 20 
 
 0.60 
 
 O.Z5 
 
 - 
 
 20 
 
 0.50 
 
 "25 
 
 2.10 
 
 if 
 
 _KZI 
 
 _LOO_ 
 
 
 70 
 
 _OjO_ 
 
 _OJO_ 
 
 
 
 
 
 
 
 
 
 00_ 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 15.0 
 
 
 
 1.20 
 
 15.00 
 
 
 
 5.40 
 
 5.0 
 
 
 
 5.60 
 
 OJ55.0 
 
 e b.:o 
 
 .5 
 
 Tl 
 
 0.25 
 
 
 
 
 
 
 
 0.00 
 
 
 
 
 
 
 0.00 
 
 
 
 
 
 
 0.25 
 
 0-00 
 
 TZ 
 
 4.60 
 
 
 
 20 
 
 0.90 
 
 00 
 
 
 
 
 
 0.00 
 
 
 
 
 
 
 450 
 
 
 TECHNICAL 
 
 Available Engineering Knowledc 
 losto Product,Plantand Mater: 
 
 T3 
 
 0.25 
 
 
 
 
 
 
 
 00 
 
 __ 
 
 
 
 
 0.00 
 
 
 
 
 
 
 0.25 
 
 
 T4 
 
 1.00 
 
 
 
 20 
 
 O.ZO 
 
 oo 
 
 
 
 
 
 
 025 
 
 
 
 40 
 
 0.0 
 
 125 
 
 050 
 
 T 
 
 050 
 
 
 
 
 
 
 
 25 
 
 
 
 
 
 
 0.00 
 
 
 
 
 
 
 0.15 
 
 0.00 
 
 T6 
 
 0.25 
 
 _ 
 
 20 
 
 0.05 
 
 00 
 
 ^_ 
 
 o 
 
 
 0.00 
 
 
 
 
 
 
 0.25 
 
 0.05 
 
 TT 
 
 0.2S 
 
 
 
 
 
 0-00 
 
 00 
 
 
 
 
 
 
 Z.50 
 
 
 
 60 
 
 1.50 
 
 2.15 
 
 1.50 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 1.0 
 
 
 
 1.15 
 
 0.25 
 
 
 
 0.00 
 
 2.15 
 
 
 
 1.60 
 
 b ::o 
 
 f|,,5 
 
 1 
 
 'c 
 
 UZ 
 
 0.50 
 
 ^^ 
 
 
 
 
 
 OflO 
 
 ' 
 
 
 
 
 
 025 
 
 
 
 40 
 
 0.10 
 
 0.15 
 
 0.10 
 
 U5 
 
 1.00 
 
 
 
 60 
 
 0.60 
 
 0.00 
 
 
 
 
 
 
 
 0.00 
 
 
 
 
 
 
 
 1.00 
 
 0.60 
 
 U4 
 U5 
 
 1.00 
 
 aoo 
 
 -=- 
 
 ZO 
 
 
 .40 
 
 
 D.SO 
 0.00 
 
 -^~ 
 
 40 
 
 0.20 
 
 aoo 
 
 
 " 
 
 
 
 1.50 
 
 aoo 
 
 160 
 OOP 
 
 '1 LI Z AT 1 N 
 
 chnical Knowledge and Orga 
 jnd Accounting Factor* 
 
 UT 
 U8 
 
 1.59 
 1.00 
 
 - 
 
 ZO 
 60 
 
 0.60 
 
 0.00 
 
 
 
 
 
 
 0.00 
 
 
 
 
 
 
 1.00 
 
 050 
 060 
 
 US 
 
 5.00 
 
 
 
 70 
 
 0.60 
 
 0.00 
 
 - 
 
 
 
 
 
 0.00 
 
 
 
 
 
 
 
 
 060 
 
 UIO 
 
 1.00 
 
 
 
 40 
 
 C4? 
 
 5.00 
 
 
 
 60 
 
 1,80 
 
 Z.OO 
 
 
 
 60 
 
 1.20 
 
 6.00 
 
 5.40 
 
 UM 
 
 1.00 
 
 
 
 20 
 
 0.20 
 
 0.00 
 
 
 
 
 
 o 
 
 o .-.-, 
 
 
 
 
 
 
 
 1.00 
 
 0.20 
 
 UI2 
 
 300 
 
 . 
 
 40 
 
 120 
 
 0.00 
 
 
 
 
 
 
 
 1 "'> 
 
 
 
 40 
 
 0.80 
 
 500 
 
 2.00 
 
 UI5 
 
 0.00 
 
 
 
 
 
 
 
 0.00 
 
 
 
 
 
 
 
 000 
 
 
 
 
 
 
 
 0.00 
 
 000 
 
 UI4 
 
 OQO 
 
 
 
 
 
 
 
 O.oo 
 
 
 
 
 
 
 
 0.00 
 
 
 
 
 
 
 
 000 
 
 " - -> 
 
 UI5 
 
 1.00 
 
 
 
 ZO 
 
 0.20 
 
 0.00 
 
 
 
 
 
 
 
 0.50 
 
 
 20 
 
 0.10 
 
 1 50 
 
 0-50 
 
 UI6 
 
 1.00 
 
 
 
 20 
 
 0.20 
 
 yg 
 
 
 
 40 
 
 0.20 
 
 050 
 
 
 
 40 
 
 070 
 
 2.00 
 
 060 
 
 un 
 
 0.50 
 
 
 
 20 
 
 0.10 
 
 000 
 
 - 
 
 
 
 o 
 
 0.25 
 
 
 
 40 
 
 US 
 
 0.15 
 
 0-20 
 
 IU1 
 
 Effectiveness of Te 
 Direction, Control 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 000 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 25.0 
 
 
 
 6JC 
 
 4.0 
 
 
 
 2.20 
 
 6.00 
 
 
 
 .-3 
 
 c }s: 
 
 h^O.15 
 
 GRAND TOTAL 
 
 61.0 
 
 
 
 146* 
 
 19.25 
 
 
 
 160 
 
 15.15 
 
 
 1.90 
 
 dj.00,
 
 THE BUILDING INDUSTRY 93 
 
 that no progress can be made without paying greater and greater attention 
 to the elimination of waste. 
 
 Never in the history of our country was it so important that certain 
 fundamental principles of economics principles which are not mere 
 theories, but are based positively on facts should be accepted and 
 established as a working program. These principles will throw over- 
 board the fallacy that restricting production can make the work go farther, 
 and will supplant this with the knowledge that to get one must give, 
 that to receive the equivalent must be given in money or in time or in 
 effort, and that increased returns can only be attained through increased 
 production. 
 
 ACKNOWLEDGMENT 
 
 In the development of this report, about 106 builders and architects 
 were consulted either personally or by correspondence. Various labor 
 union officials and individual workmen were interviewed and furnished 
 data from personal experience. The F. W. Dodge Company, The National 
 Safety Council, the Massachusetts Rating and Inspection Bureau, the 
 National Council of Workmen's Compensation Insurance of New York 
 and various accident liability companies aided in providing statistics. 
 Statistics from other sources were obtained, although it was found that 
 both government and state records were sadly at fault in quantity, kind, 
 and accuracy of data. Mr. D. Knickerbacker Boyd, Mr. W. S. Hays 
 of Philadelphia, and the Building Trades Council of Philadelphia provided 
 material of particular value. The Associated General Contractors of 
 America also furnished information of interest, as did the National 
 Federation of Construction Industries. 
 
 Some 278 questionnaires, prepared by us especially for the building 
 trades and designed to cover all items in the formal questionnaire that 
 applied to this industry, were given out and replies were recorded on 73 
 of these. The builders thus consulted were located all over the country, 
 especial attention being paid to representative cities such as New 
 York, Boston, Philadelphia, Baltimore, Chicago, Cleveland, Atlanta, 
 and San Francisco. 
 
 Appreciation is extended to engineers associated with the author's 
 firm who carried on the research for us. Mr. J. J. Keane conducted the 
 major part of the inquiry, and is largely responsible for the wealth of 
 material obtained. Mr. D. J. Grant and Mr. Earle B. Eldredge also 
 aided effectively in interviews and attendance at the hearings of the 
 Boston Chamber of Commerce on the building situation and in the 
 preparation of the diagrams. A part of the territory was covered by Mr. 
 William E. Curley, and his advice and experience on construction man- 
 agement was utilized in the selection of data and the framing of conclusions. 
 
 SANFORD E. THOMPSON.
 
 94 
 
 WASTE IN INDUSTRY
 
 CHAPTER VI 
 THE MEN'S READY-MADE CLOTHING INDUSTRY 
 
 By MORRIS LLEWELLYN COOKE 
 
 INTRODUCTION 
 
 The outstanding fact of the men's ready-made clothing industry is 
 that it is alive from top to bottom. Everything is in flux everything 
 is in review. We know of no other industry so open to conviction or where 
 a movement for the elimination of waste will get such an immediate and 
 wide-spread and sympathetic hearing from employers as well as from 
 employees. 
 
 In reading this report, it should be borne in mind that this is a study 
 in waste. There is much that is fine and inspiring and promising in the 
 clothing industry. My hope is that no one will think that in doing my 
 job which was to analyze the weakness of the industry I for one 
 moment forgot all the good in an industrial stiucture that affords the 
 livelihood for a million of my fellow countrymen. 
 
 The Men's Clothing Industry. The men's clothing industry is con- 
 centrated chiefly in New York, Chicago, Rochester, Baltimore, Cleveland, 
 Boston and Philadelphia. The total value of its output in 1919 was 
 $1,158,006,904 and the number of establishments 5,254. An important 
 feature of the industry is that many establishments manufacture clothing 
 on a contract basis from materials furnished by others. About one-half 
 of the establishments are regular factories and one-half contract shops. 
 
 In New York, however, which leads in the manufacture of men's 
 clothing, less than 100 " inside " tailoring factories existed in 1919 and 
 there were about 1,970 contracting shops. 
 
 The census for 1919 shows, for the country as a whole, the value of 
 output of regular factories as $1,079,024,493 and the output of contract 
 shops as $78,982,411. 
 
 Extent of and Responsibility for Waste. The most waste takes the 
 form of seasonal shut-downs, partial or complete: If the waste of the 
 displaced labor due to these shut-downs is commensurate with that of the 
 displaced plant capacity and were it confined to one part of the year and 
 divided equally among all the clothing workers, they would have oppor- 
 
 95
 
 96 WASTE IN INDUSTRY 
 
 tunity for one full term at school each year. This seasonal irregularity 
 accounts, on the average, for nine wasted hours in every working week. 
 At least ten hours more is thrown away on energy-wasting and time- 
 wasting shop methods, while another two or three hours can easily be 
 gained by simply cutting out unnecessary work. In this report waste 
 attributable to management, to labor, and to outside contact will be 
 discussed in turn. 
 
 I. WASTE ATTRIBUTABLE TO MANAGEMENT 
 The fundamental causes of waste attributable to management are: 
 
 1. The sell-then-make policy. 
 
 2. Lack of standardization of appliances, conditions, work content, and method. 
 
 3. Inefficient planning and administration. 
 
 1. The Sell-Then-Make Policy. The most fundamental cause of 
 waste is the traditional fear-inspired, order-enticing sales policy which 
 expresses itself in wide variety, and its attendant make-to-order basis 
 of manufacturing. The trend in recent years, due to the desire of the 
 manufacturers to stimulate additional demand and their fear of losing 
 ground to competitors, has been toward an increasing number of styles 
 of young men's suits and of varieties of cloth. One concern in a recent 
 season offered its customers 29 stock models of sack-suits and also made 
 up suits in 14 special models designed by certain customers. Each of 
 these was offered in 3 styles of lining construction, 3 combinations of lin- 
 ing material and in nearly 1,100 varieties of cloth. Thus each purchaser 
 had a free choice among 278,000 possible combinations. While this case 
 is extreme it is only the extreme of a widespread trend. (See Figures 1-4.) 
 But, fortunately, a few manufacturers have seen the absurdity of thus 
 conducting a ready-to-wear business almost on a make-to-measure 
 basis and have successfully inaugurated the opposite policy of limiting 
 variety. 
 
 The natural accompaniment to this excessive variety is manufacture 
 only to fill sales orders actually in hand the sell-then-make policy. 
 This is a negative easy-going procedure in any event. But with this great 
 variety of style offered, and without a tabulation and statistical study 
 of sales data which is necessary for any dependable forecast of the prob- 
 able relative popularity of the various styles, sell-then-make becomes 
 the only safe manufacturing basis. This sales and manufacturing policy 
 of the men's ready-made clothing industry has vast, far-reaching and 
 ramifying effects, both economically and socially : 
 
 (a) It permits manufacture only in small lots. 
 
 (6) It necessitates seasonal production, the bunching of a large part of production 
 into two short periods
 
 THE MEN'S READY-MADE CLOTHING INDUSTRY 
 
 97 
 
 CHARTS SHOWING DISTRIBUTION OF SALES AMONG MODELS 
 
 Excessive variety of product keeps production on a small lot basis. This variety 
 coupled with a policy of manufacturing only to fill orders received also causes produc- 
 tion to come in marked seasonal waves alternating with slack seasons of extensive 
 unemployment. 
 
 One manufacturer offered his customers choices from 29 stock models of men's 
 and young men's sack suits and also made up suits in 14 special models designed 
 by certain customers. Each of these was offered in three styles of lining construction, 
 three combinations of lining material and in over 1,000 cloth styles. 
 
 The effect of this great variety upon the size of manufacturing lots is shown in 
 Fig. 5. The marked wave character of this firm's employment is pictured in Fig. 8. 
 
 That the public does not really demand so great variety is evidenced by the fact 
 that 11 of these models account for 93 per cent of the total sales. 
 
 The sales of 25 of the remaining models are so small that they cannot really 
 be represented in this chart. 
 
 ERH 
 
 SACK SUITS 
 FIG. 1. 
 
 SACK SUITS 
 
 SAF 
 
 FIG. 2. 
 
 OVERCOATS 
 
 This manufacturer offers 31 models of sack suits and 26 of overcoats. But the great 
 bulk of demand concentrates on a comparatively few models. 
 
 This manufacturer offers only two men's and six young men's suit models, each 
 in less than 300 cloth styles. Two-thirds of his sales concentrate on three models. 
 This enables him safely to make up suits of these models for stock between seasons and 
 thus operate his plant continuously at full capacity; also to cut in lots averaging 128 
 suits each. 
 
 PMJ 
 
 SACK SUITS OVERCOATS 
 
 FIG. 4. 
 
 This manufacturer offered 22 models of sack suits and 20 models of overcoats, each 
 of which was offered in over 1000 styles of cloth. One model in each accounts for nearly 
 or quite half of all his business. He has a wonderful opportunity to eliminate slack 
 seasons by manufacturing these models for stock.
 
 98 WASTE IN INDUSTRY 
 
 (a) Small Lots. The concern in the case mentioned above manufac- 
 tures 400,000 suits a year in lots averaging 12 garments each (see Figure 
 5); rarely exceeding 20 garments, and an astonishing proportion of them 
 are of 6, 5, 4, 3 and even 2 garments each. 
 
 Operating Wastes. In the operations requiring matching of colors, 
 it tak^s no longer to change thread for a bunch of 100 than for a bunch of 
 2; nor does it take longer to open and arrange bundles of garment parts, 
 read instructions, bundle them up again, and so on. Probably the 
 greatest loss, however, comes from the effect upon the worker's skill 
 through frequent interruptions of the rhythm of his work. In the case 
 cited, the work assignments were so short that one worker out of every 
 five was interrupted at least once every six minutes, and two out of every 
 three were interrupted from one to six or seven times every half hour. 
 Other manufacturers try to overcome this trouble by combining garments 
 of various cloth shades in one lot. This is effective in part. 
 
 Administrative Wastes. Such small sized lots make effective shop 
 planning and administration so expensive that manufacturers dispense 
 with it. From 80 to 150 operations are involved in making a sack coat, 
 according to the way in which the whole process is divided up. To pro- 
 vide individual work tickets, an order of work, adequate inspection and 
 move orders for lots of 1, 2, 3, 4, 5 or even 12 garments means a prohibi- 
 tive expense. Most of these procedures involve no more expense for a 
 lot of 100 or 500 than for a lot of 3. Furthermore, less time of operators 
 and clerks will be consumed in changing assignments of work in case of 
 the large lots; for with the small lots there is bound to be a large amount 
 of waiting turns. With large lots, the expense of the method just men- 
 tioned is a negligible factor, counterbalanced many times over by their 
 benefits. With small lots the expense looms relatively so large that the 
 manufacturer has not the courage to incur it. 
 
 The result of dispensing with effective shop planning is a considerable 
 loss of plant capacity and of workers' time and earnings through shop 
 idleness caused either by whole sections of operatives running out of work 
 or by failure of certain auxiliary materials to appear lack of co-ordination 
 of production in the various parallel sequences. In our visits to plants 
 manufacturing in small lots we usually observed a large part of the forces 
 on several operations waiting for work. Picture for instance 45 collar- 
 makers delivering their finished coats, registering their numbers in a 
 column in a book, in order to establish the sequence in which they were 
 to be served with work, and then twiddling their thumbs until their 
 numbers were called, or standing in line before the hanger sewers' machines 
 and snatching the coats one by one as they fall. All this occurred at the 
 height of the manufacturing season when foremen were being taken to task 
 for not getting out output.
 
 THE MEN'S READY-MADE CLOTHING INDUSTRY 
 
 99 
 
 CHARTS SHOWING NUMBER OF GARMENTS IN CUTTING 
 LOTS. 
 
 Garments per Lot 
 FIG. 5. 
 
 This manufacturer of men's and young men's sack 
 suits offers a great variety in model and cloth style and 
 ordinarily manufactures only to fill orders. 
 
 This policy causes production to take place in small 
 lots as here shown. Rarely do manufacturing lots exceed 
 20 garments to the lot and an astonishing proportion of 
 them are in lots of 7, 6, 5, 4, 3 and even 2 garments each. 
 Observe that far more orders are of 3 garments each than 
 of any other size.
 
 100 
 
 WASTE IN INDUSTRY 
 
 Extent of Waste Due to Small Lot Manufacture. The amount of 
 waste due to small lot manufacture varies, of course, with the size of the 
 plant, but one production engineer, who has been through the process of 
 installing effective planning and administrative mechanism in a large 
 plant, estimates that without it about one-fifth of all the operatives' 
 time is wasted. Excessive variety of product and the sell-then-make 
 
 CHARTS SHOWING WEEK TO WEEK FLUCTUATIONS IN PERSONNEL IN CUTTING DEPART- 
 MENTS. 
 
 All garments must be "cut" before being "tailored." Hence these charts, which 
 represent the week to week changes in the number of cutters in the employ of these 
 clothing manufacturers, picture the pronounced seasonal character of this industry. 
 
 1917 
 
 1918 j 1919 
 
 1920 1917 1918 
 
 1919 1920 
 
 90 ^ ]! 
 
 
 
 
 
 . t \. 
 
 
 '/I A 
 
 
 / lv s \\ 
 
 TO { - 
 
 
 
 Y. 
 
 '.'. * "i : :: ij" 
 
 
 <~> 50 
 
 
 . "t 
 
 
 fc 5 
 o- 40 
 
 
 *; 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 BOB 
 
 FIG. 7. 
 
 Composite chart showing fluctuations in 
 twelve New York cutting departments. 
 
 FIG. 9. 
 
 Fluctuations in another cutting depart- 
 ment. 
 
 FIG. 8. 
 
 FIG. 10. 
 
 Fluctuations in one cutting department. Fluctuations in a third cutting department. 
 
 manufacturing policy really block effective planning and administration 
 of factory work, causing not merely shop idleness but other wastes as well. 
 (6) Seasonal Demand. Secondly, this sell-then-make policy puts 
 manufacturing at the mercy of the seasonal demand, bunching a large 
 part of production into two short periods each year interspersed with 
 many weeks of reduced operating forces and part time operation. (See 
 Figures 7-18.) How intense this seasonal bunching is, is indicated by
 
 THE MEN'S READY-MADE CLOTHING INDUSTRY 
 
 101 
 
 the fact that in eight representative plants investigated in Baltimore, 
 Chicago, and New York the average plant utilization over a period of three 
 years was only 69% of a possible maximum. In one plant it was only 
 
 58%. 
 
 CHAKTS SHOWING MONTH TO MONTH FLUCTUATIONS IN TOTAL WORKING FORCES. 
 
 100 
 
 90 
 80 
 10 
 
 4=60 
 350 
 40 
 
 1918 1919 
 
 14 5 6 -18910111? I Z 34 S61 69 ; 1 1 S^ 6 
 
 FIG. 11. 
 
 )0 
 80 
 10 
 
 FIG. 12. 
 
 This chart, which pictures the month to month 
 fluctuations in the total working force of another 
 clothing manufacturer, shows a slack season in 
 October and November, 1918, another in March, 
 April and May, 1919, and the oncoming industrial 
 depression commencing after May, 1920. 
 
 This chart shows the month to month fluctua- 
 tions in the total number of persons on the pay- 
 roll of another manufacturer of men's ready-to- 
 wear clothing. It does not show the typical 
 seasonal fluctuations hi employment, but rather 
 those longer period fluctuations due to change of 
 status of the industry from war work in 1918 to an 
 uncertain peace-time production after the Armis- 
 tice, followed by the period of abnormal demand 
 for clothing in the latter half of 1919 and early 
 1920 and culminating in the industrial depression 
 in the latter half of 1920. 
 
 1918 
 
 This chart shows what can be accomplished by a manufacturer who sincerely, 
 resolutely and intelligently sets out to manufacture for stock and adopts an aggressive 
 positive sales policy. The working force declined 
 slightly in the latter half of 1918 and again in the 
 latter part of 1919. But the average force is only 
 6% under the maximum. These declines were due 
 to the competition of the war-working industries 
 in 1918 and to the return of soldiers to claim their 
 wives and sweethearts in 1919. In the latter half 
 of 1920, when other clothing manufacturers were 
 shutting down their factories because of industrial 
 depression, this establishment, which is operated 
 under scientific management, kept its force operating 
 at nearly full capacity. 
 
 
 
 
 /' 
 
 
 ,-'' 
 
 
 -t . 
 
 
 
 
 
 
 
 
 
 
 
 
 
 ^10 -'--^ = 
 
 FIG. 13. 
 
 The seasonal demand is caused not so much by the ultimate pur- 
 chasers' bunching their buying in the early Autumn and just before Easter 
 as by two facts concerning the retail dealer: he does not wish to receive 
 his merchandise before the beginning of his sales season; and secondly, 
 partly through established tradition and habit, partly because of fear of
 
 102 
 
 WASTE IN INDUSTRY 
 
 40 
 30 
 20 
 10 
 
 1919 
 
 CHARTS SHOWING MONTH TO MONTH FLUCTUATIONS IN PRODUCTION. 
 
 These charts picture the very spectacular ups and downs, month by month, of the 
 average daily production of garments in the factories of certain manufacturers of men's 
 ready-to-wear garments. Fig. 1 shows the tremendous fluctuations in overcoat pro- 
 duction by a certain concern; Fig. 2 the sack coat (and trousers) production of the same 
 firm. Fig. 3 represents the fluctuations in the total garments of another concern. 
 
 The great bulk of overcoats production is for 
 winter use. Hence there are slack seasons of a half- 
 year's duration. Unfortunately, the overcoat season 
 coincides largely with the heavy weight sack suit 
 season. The solution is either to manufacture 
 for stock during the half year slack seasons or 
 develop a dove-tailing business to which to transfer 
 the overcoat facilities and force. 
 
 The same volume of output if spread uniformly 
 over the year, could have been produced with 
 
 FIG. 14. 
 
 70% less plant capacity in 1918 
 79% less plant capacity in 1919 
 86% less plant capacity in 1920 
 
 Here the seasonal aspect 
 
 4- 10 
 
 60 
 
 fc W 
 - 40 
 30 
 20 
 10 
 
 
 FIG. 15. 
 
 somewhat obscured by overpowering abnormal con- 
 ditions war-time production in 1918, adjustment 
 to an uncertain peace-time basis during the 5 
 months following the Armistice, the wholly abnormal 
 demand for clothing in 1919 and the oncoming 
 industrial depression in the latter half of 1920. 
 However, the traditional slack seasons are repre- 
 sented by the lower production of the February 
 and March and the July and August of 1918, and 
 the period from October, 1919, to January, 1920 
 inclusive. 
 
 Spread uniformily through the year this same 
 output could have been produced with 
 
 31% less plant capacity in 1918 
 58% less plant capacity in 1919 
 66% less plant capacity in 1920 
 
 19 8 1 
 
 , 00 IZJ4 54189 .121154 
 
 919 1920 
 
 618910 limS4 56189101 t 
 
 
 
 80 : . 
 
 
 
 pr 
 
 
 
 
 
 
 
 
 
 
 
 10 - 
 
 '- 
 
 
 
 
 This chart shows the end of a slack season in 
 January, 1918; another slack season in April and 
 May, 1918; again from September, 1918 to Jan- 
 uary, 1919 inclusive, accentuated by the change 
 from war-time to peace-time production commencing 
 with November of that year; a pronounced one in 
 April and May, 1919, another in August, September 
 and October; a short one in December, 1919. 
 
 FIG. 16
 
 THE MEN'S READY-MADE CLOTHING INDUSTRY 
 
 103 
 
 being a bad guesser on the trend of fashion, he does not want to order 
 too long in advance. For the latter reason also the manufacturer waits 
 until the last possible moment before making a final decision concerning 
 the models to be shown. Consequently, receipt of the sales orders pre- 
 cedes the opening of the new retail season by too brief a period, and the 
 manufacturing must be bunched. 
 
 CHAKT SHOWING MONTH TO MONTH FLUCTUATIONS IN PRODUCTIONS AND PERSONNEL. 
 
 This chart pictures in the lower line, the seasonal ups and 
 downs of production of another clothing manufacturer. 
 The upper line portrays a very remarkable kind of fluctuation 
 in the number of workers employed. Each peak represents 
 an over-crowding of his plant. 
 
 FIG. 17. 
 
 , on I?)456189K>IIIZ3 
 
 
 TT 
 
 
 80 II 
 
 
 ! 
 
 
 
 
 
 
 4 5 0.-i..: r ...: 
 
 
 
 jLf 
 
 
 
 
 t^n^ Lr : 
 
 o . ..." i 1L 
 
 , r 
 
 CHART SHOWING MONTH TO MONTH FLUCTUATIONS IN SHIPMENTS. 
 
 This chart vividly portrays the marked season- 
 ality of a certain manufacturer's shipments of 
 men's ready-to-wear clothing to the dealers. In 
 November, 1920 the dealers rejected and returned 
 more clothing than was shipped to them. 
 
 FIG. 18. 
 
 Loss to Manufacturers and Workers. From the viewpoint of manu- 
 facturing economy, this means the building of plant capacity and training 
 personnel force great enough to take care of production at these seasonal 
 peaks and then laying off the force and utilizing the plant far below its 
 capacity during the remainder of the year. At the depth of recent slack 
 seasons this waste has run as high as 80% even in large establishments, 
 while many small ones have closed down altogether. 
 
 From the point of view of the displaced workers the effect of this 
 seasonal production is very bad. It means extensive unemployment 
 twice a year (see Figures 7 to 13, 17, and 18), which while it averages 
 only 31% may affect 80 to 90% of the workers at the depth of the slack
 
 104 WASTE IN INDUSTRY 
 
 season. No doubt many workers migrate to the tailor-to-the-trade 
 houses or to other fill-in employments; but with the best they can do, 
 there must be great loss of earning power. Were these workers only inani- 
 mate tools, the waste might stop with that. However, they are living 
 beings with family ties, feelings, anxieties and capacity for suffering. 
 
 How All this Affects the Workers. One consequence of their season- 
 ally recurring anxiety and sufferings is a vast fund of antagonism 
 toward their employers and toward employers as a class, which we may 
 sum up under the designation " industrial ill-will." Another is a concrete, 
 practical though fallacious industrial philosophy, namely, the " make- 
 work " theory; i.e., the belief that " there is only so much work to be 
 done " and that the sensible course for workers is to stretch it out and 
 make it last throughout the year. 
 
 These feelings and beliefs express themselves in various ways in 
 favoring week- work and opposition to piece-work and all systems in which 
 pay is in any way dependent upon individual performance; in the abolition 
 in the week-work markets of work-tickets and all mechanism for recording 
 individual performance; in suspicion of the manufacturer's motives in 
 connection with any mechanism he may try to adopt, thus hampering 
 and even preventing the installation of the mechanism necessary for the 
 most effective planning and administration of factory work. 
 
 We have dwelt at length upon this seasonal phase of the industry, its 
 causes and effects, not merely because it constitutes one of the largest 
 wastes, but also because it constitutes the one big problem that con- 
 fronts the workers' union and for which they are demanding a satisfac- 
 tory solution. And until they see promising progress being made in this 
 direction, industrial ill-will will not only grow but will retard and in some 
 places block the introduction of measures necessary for eliminating other 
 wastes, big and little. 
 
 Recommendations. The chief cause of seasonal unemployment we 
 have seen to be the sell-then-make basis of manufacture, which in turn 
 is largely dictated by the excessive variety in styles of product. What 
 seems to be needed is for each manufacturer: 
 
 (a) To limit the number of models and cloth styles. 
 (6) To bridge the slack seasons by manufacturing for stock, 
 (c) To adopt vigorous, positive selling methods, backed up by effective national 
 advertising. 
 
 (a) Limiting Number of Models. Study of sales statistics indicates 
 that neither the consuming public nor the dealers really demand such 
 excessive variety. In one case, eleven out of thirty-one sack suit models 
 accounted for 78% of the total sales. (See Figure 2.) In another, nine 
 out of twenty-two models accounted for 94% of the sales and one model 
 alone accounted for 50%. (See Figure 4.) In a third, eleven out of
 
 THE MEN'S READY-MADE CLOTHING INDUSTRY 105 
 
 forty-three models accounted for 94% of the sales, while the sales of 
 twenty-five of the remaining models ranged from 1%- of 1% down to 
 TTrVo' of 1%. (See Figure 1.) Most of the multiplicity of models seems 
 to represent the manufacturer's effort to entice a little additional business 
 business that must be unprofitable on such a minute scale. 
 
 (b) Bridging Slack Seasons. All large clothing houses have always 
 done a considerable amount of making for stock during the slack seasons; 
 they have simply reduced their production to 50% or 20% of normal. 
 An intelligent study of their sales would enable them safely to make for 
 stock up to their full normal output throughout the year. The great bulk 
 of sales, 71% of men's sack suits and 89% of young men's, concentrate 
 on the so-called " regular " forms and largely on five sizes. (See Figures 
 19 and 20.) Every manufacturer's list contains two or three models that 
 are much better sellers than the others. Likewise, there are a number of 
 good (not freakish and flashy) cloth styles which the manufacturer can 
 practically be sure of selling in considerable quantities. These are the 
 materials with which to bridge the slack seasons by manufacturing for 
 stock. 
 
 Several houses have found that the proportions in which their sales 
 of the first two weeks of the sales season divide themselves among the 
 various models are substantially the same as the, proportions for the entire 
 season. On this basis they estimate the distnhution of their total sales 
 and continue to manufacture for stock throughout the year. This enables 
 them to plan all cutting and manufacturing so as to secure the greatest 
 economies both of cloth and labor. 
 
 (c) Effective Selling and Advertising. In addition to a courageous, 
 constructive sales policy, confining the business to from five to ten well- 
 chosen models and 200 to 300 cloth styles which express all the variety 
 the consuming public can appreciate, it is urgently recommended that 
 the country be divided into sales territories, and that a definite quota 
 not only of all garments but of each model be assigned to each. Vigorous, 
 positive salesmanship backed up by effective national advertising should 
 then be applied to carry out the sales policy and sell the quotas. 1 
 
 One concern with such a three-fold sales policy as has been suggested 
 offers but eight models of sack suits, each in less than 300 cloth styles. 
 It is able to cut in lots averaging 128 garments and one cloth style each. 
 Contrast this with average lots of 12 garments, cited in a foregoing illus- 
 tration. Two-thirds of its sales concentrate on three of these models. 
 The concern manufactures these three models for stock during the slack 
 
 1 See Bulletin of the Taylor Society, Vol. V, No. 6, Abstracts of preliminary Reports 
 of the Committee on the Organization and the Functions of the Sales Engineering 
 Department and the Committee on the Organization and the Functions of the Sales 
 Operating Department.
 
 106 WASTE IN INDUSTRY 
 
 seasons, operates at nearly full capacity the year round, has the good-will 
 and hearty co-operation of its employees, and has all the mechanism 
 necessary for effective, economical planning and operation of its plant. 
 (See Figures 1, 6, and 13.) 
 
 2. Lack of Standardization. The second fundamental cause of waste 
 attributable to management is a lack of standardization of appliances, 
 conditions, work content and method. Production can be carried on 
 most effectively only when: 
 
 (a) Each operation is performed with the best available appliances; in other 
 
 words, on machines of standard design. 
 (6) Machines are maintained in proper condition, 
 (c) The work content of operations is standardized. 
 
 Men's ready-made clothing is not for the most part manufactured under 
 these conditions. 
 
 (a) Variety of Design. Machines of a variety of design are found on 
 the same operation in the same shop. High-speed machines are not used 
 in those operations to which they are adapted. Machine and other work- 
 place tables are too short, too narrow and too high or too low to afford 
 sufficient elbow room and comfort for unhampered operation. Only one 
 manufacturer has been found who has written standard specifications 
 for these things, based on any real study. 
 
 (6) Maintenance of Machines. Furthermore, machines are not main- 
 tained in proper operating condition. For instance, in one factory, 1100 
 operatives are served by two machinists, who are kept on the jump 
 making emergency make-shift repairs out in the shop while the workers 
 look on and others await their turns. They do not have time to take a 
 machine into the repair shop and give it a thorough overhauling. Nor 
 does the repair shop contain a single planer, speed lathe or drill press. 
 The sewing machines are in run-down condition. Not only do the opera- 
 tives, who are on piece-work, lose production and earning power through 
 these frequent break-downs, but also through the low speeds of their 
 machines and the interruptions by frequent thread breaks that come 
 when the internal mechanism is out of proper adjustment. Discourage- 
 ment and dissatisfaction of piece-workers under such conditions lead to 
 excessive labor turnover. 
 
 On the contrary, certain manufacturers maintain well equipped 
 repair shops and adequate stock of spare machines. Instead of waiting 
 until machines break down before repairing them, all the machines are 
 divided into comparatively small groups, each group is put on a time 
 schedule, so that at regular stated intervals each machine is replaced from 
 the spare stock, taken into the repair shop and the internal mechanism 
 thoroughly inspected and restored to proper operating condition. This
 
 THE MEN'S READY-MADE CLOTHING INDUSTRY 
 
 107 
 
 not only forestalls and prevents actual break-down in large part but 
 maintains all machines in better operating condition. 
 
 (c) Work Content of Operations. The work content of operations is not 
 standardized. In one extreme case 45% of all the work being performed 
 in a certain lengthy operation was found to be unnecessary. (See Figures 
 
 CHARTS SHOWING DISTRIBUTION OF SALES AMONG DIFFERENT SHAPES AND SIZES. 
 
 SHORT STOUTS 
 
 LONG STOUTS'' 
 
 l/o 
 
 SHORTS 5lo 
 LONGS 5lo ' 
 
 MENS'SACK SUITS 
 
 STOUTS Z%\ 
 LONGS 2V 
 SHORTS 4/o 
 
 "YOUNG MENS SACK SUITS 
 
 SHAPES 
 FIG. 19. 
 
 The great bulk 86|% of the demand for men's and young men's ready-to-wear 
 sack suits is for the "regular" or standard shape or form. Men's "regulars" concen- 
 trate largely on 5 sizes, namely: 37, 38, 39, 40 and 42. Young men's regulars also con- 
 centrate on 5 sizes, namely: 36, 37, 38, 39 and 40. 
 
 MENS REGULARS 
 
 YOUNG MENS REGULARS 
 
 SUES 
 FIG. 20. 
 
 Manufacture of regulars for stock in conservative styles in these sizes and in a range 
 of tasty (not flashy) suitings is safe up to such limits as fully to bridge the traditional 
 slack sales season. 
 
 8 to 21.) A recognized authority in the industry, who has been through 
 the process of standardizing coat shop operations, estimates that on the 
 average 20% of all the work traditionally done is unnecessary. 
 
 The substitution of the most effective method for the variety o 
 inferior methods offers probably the largest direct opportunity for 
 production pick-up. In so simple an operation as creasing armhole seam
 
 108 WASTE IN INDUSTRY 
 
 six different methods were found in use among eleven operators working 
 side by side. The best of them turned out work over two and a half 
 times as rapidly as the poorest. The average productivity of all was 43% 
 under that of the best. (See Figures 22 and 23.) The output and piece- 
 work earnings of a certain group of basting pullers were doubled by teach- 
 ing them the methods of the best basting pullers in another shop. The 
 authority referred to above states that such waste figures apply to the whole 
 garment making process. 
 
 3. Inefficient Planning and Administration. The third fundamental 
 cause of waste attributable to management is inefficient planning and 
 administration. The great majority of clothing establishments lack even 
 the mechanism which is necessary for effective planning and adminis- 
 tration of work. Some of the planning is done by shop executives or 
 workers as an incident to other work. Much of the planning on cutting 
 work is done by the cutters themselves. Manufacturers who have trans- 
 ferred all the planning of cutting to a planning department have as a rule 
 found that they get higher, longer and more economical lays, consume 
 less cloth per suit, and get a much more rapid output. 
 
 In most tailoring shops there are no dispatching stations for recording 
 the progress of work and giving out work assignments, no work tickets, 
 consequently no route sheets or progress records for the various manufac- 
 turing lots, no record of production either of the individual worker or 
 operation, no record of the balance of work ahead at each operation or of 
 the plant as a whole. Lots of garments introduced at the beginning of 
 the process drift through without any one knowing where they are. Pro- 
 duction is measured only in shipments of completed garments. Opera- 
 tives either hunt up their own work supply or the foreman and his assist- 
 ants, combining the function of shop porter with that of instructing, 
 inspecting, disciplining and a multitude of other duties none of which are 
 done well, watch the work supply of each worker in his jurisdiction, find 
 and carry work to him. Congestion of work at some points, idleness at 
 others may be said to be the normal conditions. 
 
 There are three indispensable requisites of effective planning and 
 administration : 
 
 (a) Performance standards. 
 
 (6) An up-to-the-minute record of production in each operation, and versatile 
 
 workers, 
 (c) A cost system. 
 
 (a) Performance Standards. Without standardization of appliances, 
 conditions, work content, and method, no valid performance standard 
 can be determined. The great mass of clothing factories are without any 
 performance standards. Some, indeed, do use a stop-watch in timing 
 operations for the purpose of setting piece-rates. This so-called " time
 
 THE MEN'S READY-MADE CLOTHING INDUSTRY 
 
 109 
 
 CHARTS SHOWING TIME WASTED. 
 
 The methods and performances of 11 workers were studied in these two operations. 
 The time that is needed by the best and easiest method in each case is represented by 
 the length in white. The additional time needed by the method used by the worker 
 in question is represented by the cross-hatched length. These workers were on week 
 work and without incentive to do their best. The excess time each took over what was 
 necessary by his method is represented in solid black. The methods used were on the 
 average only 57% as effective as the best method. The workers' performances aver- 
 aged only 59% of what they could do regularly by their methods. 
 
 /" "*N. The work of 15 finish pressers were studied in a certain coat 
 
 /NECESSARY \ snO p Many sections of work done by some were not done by 
 
 / \ others. Yet all the coats were accepted by the manufacturer as 
 
 \UNNECESSARY^~^J properly pressed. Investigation showed that 45% of the work 
 WORK / done was unnecessary. 
 
 45% ' 
 
 KEY TO CHARTS BELOW: 
 
 I \NECESSARYTIME 
 
 VTA UNNECESSARY TIME 
 i UNNECESSARY SLOWNESS 
 
 FIG. 21. 
 
 COMPARISON OF METHODS AND TIME ON CREASING ARMHOLE SEAMS 
 FIG. 22. Comparison of Methods and Time on Creasing Armhole 
 
 COMPARISON OF METHODS AND TIME ON PRESSING SHOULDERS 
 
 FIG. 23. Comparison of Methods and Time on Pressing Shoulders.
 
 110 WASTE IN INDUSTRY 
 
 study " almost without exception seeks to set tasks and rates without 
 any attempt to standardize the variable appliances, variable machine 
 speeds, variable lengths of stitch, and variable methods, which are invari- 
 ably encountered. How can such stints and their corresponding piece- 
 rates be just or lasting? In fact, such studies cannot result in perform- 
 ance standards. Indeed, the piece rates based on timing are set for the 
 operations in name only, there being no supporting written description 
 of the appliances, conditions, detail of work content and methods to 
 which the piece rates refer. In consequence the piece-workers are able 
 successfully to carry on a continuous process of reducing the work con- 
 tent of operations, even skimping on quality, and yet maintain the same 
 piece-rates. The alleged performance standards of other manufacturers 
 which are based on " average past performance " are of course equally 
 invalid because they, too, do not refer to definite methods and stand- 
 ardized surroundings. 
 
 Value of Performance Standards. Properly determined perform- 
 ance standards are a very valuable device, not only for planning and 
 administering production but for conducting industrial relations on a 
 mutually satisfactory basis. Under the piece-rate system they are the 
 basis of just piece-rates. Under the week-work system they are the basis 
 of a just measurement of the individual worker's performance and of 
 adjustment of his wage rate to his capacity. One concern operates under 
 a system of " week-work with production standards." Owing to a num- 
 ber of causes, including union opposition, these production standards are 
 not based on careful detailed studies and standardization of processes, 
 methods and the like. The interesting thing about them is that they are 
 determined in a process of collective bargaining. Furthermore, the week- 
 work rates refer to these standards; indeed, for many operations there 
 is a series of progressive standards with a corresponding wage rate for each. 
 A record is kept of each worker's performance and compared with these 
 standards. In this way he grades himself and determines his own wage 
 rate by his performance. 
 
 It has been reported to us that in a city not covered by this report 
 painstaking time study with satisfactory standardization of process is now 
 being practiced with the full co-operation of the Amalgamated Clothing 
 Workers of America. We are satisfied that other conditions being right, 
 the individual and collective interests of both employer and employee 
 demand the scientific analysis of process. 
 
 By constantly checking actual performance against the standards 
 and by promptly investigating the causes of failures to attain standards, 
 the manufacturer can quickly detect unstandardized conditions as they 
 creep in, and rectify them. Performance standards enable the work 
 waiting at each operation to be expressed as hours of work ahead, obvi-
 
 THE MEN'S READY-MADE CLOTHING INDUSTRY 111 
 
 ously a valuable aid in planning the distribution of workers so as to prevent 
 both congestion and failure of work supply. All sales orders can be 
 expressed in terms of hours of work, on the basis of which a balance-of- 
 work-ahead record can be maintained, delivery promises can be kept, the 
 sales management can be guided in soliciting more business or refusing 
 orders, in pushing this class of model and neglecting that. Production 
 can be planned for an entire season. In the realm of expansion, the manu- 
 facturer can plan the size of his plant and operating force to take care of 
 a given volume of business by a continuous operation. These methods 
 together with a scientific make-for-stock policy, based on an intelligent 
 use of business statistics, make it possible to eliminate the seasonal wave 
 feature of manufacturing clothing. 
 
 (6) Production Records and Versatile Workers. Without a record of 
 production congestion of work is bound to occur at some points and 
 running out of work is bound to occur at other points; both do occur before 
 the shop executives can become aware of their imminence. With such 
 records the trend of affairs at each point can be known hours, even days, 
 ahead and adequate measures taken to maintain the even flow of work. 
 These measures consist, for the most part, of planned transfers of workers. 
 Transfer of workers so as to redistribute them among operations is neces- 
 sary if congestion and idleness are to be avoided. Only in a factory large 
 enough to supply the whole world and with a perfect attendance could the 
 work forces in the various operations be so proportioned as to dispense 
 with transfers. Hence the necessity for a versatile and mobile force of 
 operatives each of whom is skilled in two or more operations. 
 
 Two manufacturers in particular have done very well in these respects. 
 One operates under scientific management, the other is making an effort 
 to install it. Both have divided their shops into sections, each served 
 by an order-of-work station; both have work tickets to record individual 
 production ; both have a route card for each manufacturing lot, on which 
 the one keeps an up-to-the-minute, the other an up-to-the-hour record of 
 the progress made upon the lot; the one has an up-to-the-minute, the 
 other an up-to-the-hour record of the production in each operation and 
 of the balance of work ahead of it. The one, through a policy of grading 
 and rating the various operations according to the skill involved and of 
 developing the all-around skill of its workers, has developed a very versa- 
 tile and mobile work force and, redistributing them each day so as to 
 " balance the shop," congestion at any point is avoided by setting a 
 production quota for the day that will occupy the " weakest link " the 
 full work day and by stopping production in each operation as soon as 
 the quota is reached. The other maintains a separate " flying squadron " 
 of versatile workers and plans the transfer each day on the basis of the 
 balance of work ahead and production record.
 
 112 WASTE IN INDUSTRY 
 
 All of this implies centralized planning to originate and plan for 
 manufacturing orders, prepare the administrative stationery, collect 
 and interpret reports, arrange for transfers and the like. Once consci- 
 ousness of these needs is awakened, it will demand a survey of the work 
 of the whole season and of future seasons. Manufacturing planning, sales 
 planning, financial planning, both for the immediate and more remote 
 future will become interlinked. 
 
 (c) A Cost System. Relatively few American industries have devel- 
 oped a generally accepted and applied system for finding costs. The 
 reason in the case of the men's ready-made clothing industry lies largely 
 in the fact that a considerable part of the total cost of the product is 
 included in two items (1) the cloth and (2) the direct labor required to 
 fabricate the cloth; and also in the fact that a large part of this direct 
 labor item could formerly be figured out in advance pretty accurately 
 through the schedule of piece-rates. But in the development of large scale 
 production, with its staff of so-called " non-productive " assistants to the 
 operators and heavy overhead expenses, for some of which the shop is in 
 no way responsible, cost-keeping has become more and more necessary. 
 Any really modern cost system is operated to gage the effectiveness of 
 manufacturing and merchandising methods and as an aid to the develop- 
 ment of better methods. A cost system, for instance, like the one widely 
 used in the printing industry, which simply tells the manufacturer whether 
 his selling price is in excess of his " cost," acts as a deterrent to efficient 
 manufacturing. " The Cost factor is the best measure of performance 
 known." l 
 
 In fact, there is frequently no available measure of the efficiency of 
 methods other than costs. An accurate cost-keeping system is especially 
 valuable to establishments operating more than one plant, in that it makes 
 analytical comparison of results possible. A cost-keeping system per- 
 mitting the elimination of guesses and approximations will be a strong 
 incentive in securing the interest of the workers in production. The 
 moment cost-keeping is adopted, many present practices will be discarded. 
 In more than one New York shop the payroll is regularly made up on 
 wrapping paper and consigned to the waste basket after pay day. In one 
 of the most representative plants the entire estimated cost of the suit is 
 added to the inventory the moment it is put in process. In another large 
 shop, the opposite practice is followed and the $200,000 tied up in work 
 in process does not appear in the inventory. 
 
 The Sub-Contracting System. A noteworthy feature of the industry 
 is the progress away from the sub-contracting system in tailoring. While 
 a considerable portion of tailoring is still contracted out in all the large 
 
 1 " True Cost Finding, etc." Annals of the American Academy of Political and 
 Social Science, Philadelphia, November, 1919.
 
 THE MEN'S READY-MADE CLOTHING INDUSTRY 113 
 
 markets, New York, with nearly 2,000 contracting shops and less than 
 100 so-called " inside shops " remains the one market which conducts its 
 tailoring pre-eminently on the sub-contract basis. The development 
 elsewhere has been toward the establishment of large and stable manu- 
 facturing institutions which do their own fabrication called tailoring 
 in large part. An occasional manufacturer may even be found who 
 prides himself on doing all of his own manufacturing. 
 
 This movement must go on to its logical conclusion. Only when all 
 the manufacturing facilities he uses are under his own control can the manu- 
 facturer secure that effective planning and administration which is neces- 
 sary to the most economical production. In New York a movement 
 has been retarded, partly because many manufacturers do not want the 
 responsibility of maintaining employment for the workers, partly because 
 of the attitude of the workers production in " inside shops " is more 
 expensive than under the sub-contracting system. Not only do the work- 
 ers prohibit performance standards, work tickets and all the mechanism 
 that is necessary to effective shop planning and administration, but it 
 is claimed that they do not work so well for the manufacturer, who to 
 them is a fabulously wealthy non-producer whom they rarely see, as 
 they do for the contractor who frequently works alongside of them and 
 whose ability to pay them their high week-work wages obviously depends 
 upon their enabling him to to deliver great quantities of finished gar- 
 ments to the manufacturer. The drift in every industry proves that 
 manufacturing on a contractual basis must give way in the long run 
 before the obvious economies and betterments of a self-contained plant 
 executing its own plans. 
 
 H. WASTE ATTRIBUTABLE TO LABOR 
 
 Industrial discord is an important source of waste in the men's ready- 
 made clothing industry, but even as regards this source the fact should be 
 borne in mind that all such waste cannot rightly be charged to labor. 
 
 We have spoken of the fund of industrial ill-will of the workers toward 
 their employers which has grown chiefly out of the large amount of recur- 
 ring seasonal unemployment. The workers also have vivid memories 
 of the mere wage pittances they received in their former years of sweat- 
 shop exploitation. The result in recent years has been a rapid unioni- 
 zation of the industry, which not only has brought wage rates up to 
 proper relationship with wage rates in other industries and beyond and 
 established the forty-four hour week, but has done much to improve 
 sanitation in the factories. 
 
 Strikes and Stoppages. Industrial discord is still, however, an impor- 
 tant source of waste. A large part of the New York market was idle during
 
 114 WASTE IN INDUSTRY 
 
 the fourteen weeks' strike immediately following the Armistice. Unioniza- 
 tion strikes kept another group from work for several weeks in the Summer 
 of 1919, likewise a group of Chicago plants. As we write a large part of 
 the New York market is again idle on account of what is called by one 
 party a strike, by the other a lock-out, which commenced in December, 
 1920, through the failure of collective negotiations to effect a new agree- 
 ment. Since the unionization of the industry, however, strikes have been 
 relatively infrequent. The collective bargaining agreements forbid strikes, 
 lock-outs and stoppages and provide impartial machinery and procedure 
 for adjusting disputes. The higher union leaders act in accordance 
 with these arrangements and do not sanction strikes and stop- 
 
 In most markets, however, these arrangements are still so new that 
 neither the employers nor the employees appreciate their responsibility 
 under them. In wage settlements the worker so concentrates his atten- 
 tion on the question of whether he is to get the desired wage increase 
 that, after the decision is rendered, he overlooks his part of the bargain 
 the conditions subject to which the increase is granted. In New York 
 a seasonal wage settlement was effected in April, 1919, to last until October 
 1st. New demands were presented and a new settlement effected in June, 
 to last until December 1st, again in August and in October. The employ- 
 ers, however, were not without responsibility for this. Under the pres- 
 sure of an unprecedented demand for clothing, their keen competition for 
 labor, especially to man their new shops, advanced hiring rates higher and 
 higher, causing rapid migration and inequality of rates in old shops in 
 which vacancies were filled at the higher rates without like adjustments 
 for the workers already there. Then followed discontent, individual and 
 shop demands for further increases, many stoppages of whole sections 
 of workers, and some unauthorized strikes, culminating in the new 
 market demands. 
 
 In Chicago, where collective bargaining started in the factories of 
 Hart, Schaffner & Marx in 1911, the leaders are more experienced and the 
 workers better educated concerning their responsibilities under agree- 
 ments. Nevertheless, stoppages are not infrequent. Furthermore, 
 although general wage adjustments are not demanded except in the 
 seasonal settlements, there is a continuous process of raising wage rates 
 by " nibbling " at individual piece-rates in individual factories. Appar- 
 ently the same process is going on in other markets. This is by no means 
 the whole story. It is refreshing, for instance, to watch a union deputy 
 take twenty-seven cutters to task very earnestly and in an effective 
 manner for not keeping their production up to the standards agreed upon. 
 And it is interesting to note that recently the Chicago clothing workers 
 Accepted a 10% reduction in wage rates by collective bargaining. In
 
 THE MEN'S READY-MADE CLOTHING INDUSTRY 115 
 
 time all parties will come to a better appreciation of their obligations to 
 one another under these agreements. 
 
 III. WASTE ATTRIBUTABLE TO OUTSIDE CONTACTS 
 
 Seasonal Bunching of Demand. Waste in the manufacturing process 
 cannot be entirely eliminated through steps taken within the plant. 
 External relations both with the manufacturers of cloth and other materials 
 and with the retailers and other agencies through which the manufactured 
 garments are marketed have a vital bearing on the effectiveness of manu- 
 facturing procedures. It has been demonstrated that a great deal of 
 co-operation is needed between manufacturer and retailer in order to 
 reduce the seasonal bunching of demand. 
 
 Cancellations. Besides, more dependable business relations must 
 replace those now prevailing. At present a sale is not a sale. Cancella- 
 tions of sales orders are commonplace every day occurrences. Indeed, 
 it is not uncommon for a purchaser who buys on long time credit, to 
 return his unsold goods at the end of the season, obtain credit and get it. 
 One manufacturer reports that during the heavy-weight season of 1920 
 his cancellations amounted to 32% of his sales and the returned mer- 
 chandise to 16|%. Another reports cancellations of 33% and returns 
 of 18%. This was a very exceptional season, due to the price cutting 
 campaign inaugurated by the U. S. Government and on-coming industrial 
 depression. But in earlier seasons cancellations ranged from 3 to 14% 
 and returns from 5 to 11%. 
 
 Not all the blame rests on the dealers. It is a common practice for 
 manufacturers not only to over-sell the dealers but to over-sell their 
 manufacturing capacity, make and deliver what they can and cancel the 
 remainder of their orders. Sauce for the goose is sauce for the gander. 
 The manufacturers also do the same thing to textile mills. 
 
 Certain large department stores and other stores engage in an especially 
 reprehensible practice. One of them placed orders for about $300,000 
 worth of suits with a certain manufacturer, accepted deliveries of one- 
 fourth to one-third of that amount and then, when the remainder of the 
 order was either on the manufacturer's shelves or in process, cancelled 
 it. Then the buyer came in and offered to buy these suits at 25% dis- 
 count, which the manufacturer felt forced to accept. On this basis this 
 buyer conducted one of the " cut-price " sales. He continued this prac- 
 tice for three or four seasons, until the manufacturer refused to accept 
 any more orders subject to cancellation. 
 
 Obviously economical manufacturing cannot be conducted on any 
 such basis. Certain manufacturers now refuse to permit cancellations. 
 Eradication of the practice can be hastened if the manufacturers will get
 
 116 WASTE IN INDUSTRY 
 
 together on basic sales policies and have the mutual confidence and back- 
 bone to carry them out. 
 
 Relations with the Mills. The tendency to trade and to even to gam- 
 ble in cloth is everywhere apparent. The whole process of purchase 
 and delivery is on a basis which many other industries abandoned long 
 ago. Collective buying is successfully practiced in some sections of the 
 ready-made clothing industry. Perhaps it is feasible for the men's 
 ready-made group at this time. At all events, it is certain that the 
 relations of this group with the mills which furnish their cloth leave much 
 to be desired. 
 
 Need for a Trade Association. All this suggests one of the outstanding 
 weaknesses of the industry, i.e., the absence of any comprehensive trade 
 organization through which common problems can be studied and com- 
 mon remedies applied. The organizations supported by the industry 
 as a whole have to do principally with marketing the product. And the 
 means employed are largely to afford an opportunity for the display of 
 goods, the meeting of buyers and the more obvious types of activity 
 grouped generally under the head of merchandising. The International 
 Association of Garment Manufacturers has only two members in the men's 
 ready-made trade and these do not participate to any extent in its activi- 
 ties. There is no joint agency studying the obvious weaknesses in 
 merchandising and manufacturing technique. With a product so nearly 
 uniform the economic advantage of collective action in such matters as 
 standardization, cost-keeping and merchandising research is altogether 
 clear. The assertion will probably not be challenged that there is not a 
 single individual throughout the entire industry who is solely engaged in 
 research and thus without operating duties. There are other industries 
 which pay slight attention to research, but none, I believe, in which it is 
 so nearly ignored. 
 
 The national Industrial Federation of Clothing Manufacturers is 
 loosely organized, but nevertheless has proven quite effective in crises. 
 Its leadership on the whole has been liberal. But in the light of its 
 opportunities its policies have been far from aggressive. As a matter of 
 fact, the failure to establish any clear national labor policy has proven a 
 blessing, for in every one of the markets individual experiments of no 
 mean importance are in process of being tried out. 
 
 There is a feeling in the clothing trades generally that organizations 
 dealing with labor policies should not interest themselves in other matters. 
 This is probably one reason why the Industrial Federation of Clothing 
 Manufacturers takes so little interest in production methods. The 
 practical contributions to this field have come largely on the initiative of 
 the several impartial chairmen and a few labor managers. Without 
 making any effort to locate the credit for it, one can say that probably no
 
 THE MEN'S READY-MADE CLOTHING INDUSTRY 
 
 117 
 
 other industry in this country is so generally aware of the essential 
 character of the group of problems included under the general heading 
 of industrial relations. There is every reason to believe that as the good 
 order of the industry is improved the labor managers and the repre- 
 sentatives of the workers may find some way of arousing the interest of 
 the workers in the technology of the industry. Peace and good order are 
 ends to be sought, but to use a phrase current in one shop, they do not 
 " get out the pants." 
 
 Among the efforts now being made to put the industry on a more 
 effective basis, those directed toward the establishment of good will 
 transcend all others in importance. But the obvious drift within the 
 labor movement, the necessities of the times and the individual and 
 collective interests of the employers suggest that everywhere the effort 
 should be made to bring men and management together for the closest 
 possible co-operative study of the technology and science of the industry. 
 And, lastly, some means must be found for bringing the employers together 
 in an organization existing or to be created the object of which should 
 be to carry on the production and merchandising researches and activities 
 which require collective action. 
 
 THE FIELD REPORT EVALUATION SHEETS 
 
 Through the use of the questionnaire, cause and resulting effect 
 have been isolated in a way we would not have deemed possible at this 
 stage of the development of the science of management. The answers 
 on the questionnaire have been used on the rating sheet giving the nine 
 plants analyzed the following " relative or comparative " standing in this 
 matter of wastefulness the best record being at the bottom: 
 
 Plant No 1 
 
 83 6 Points 
 
 Plant No 6 
 
 68 Points 
 
 9 
 
 79 8 " 
 
 7 . 
 
 53 9 " 
 
 3 
 
 75 7 " 
 
 8 
 
 53 2 " 
 
 4 
 
 68 6 " 
 
 9 
 
 26 5 " 
 
 5 
 
 68 3 " 
 
 Average 
 
 64 2 " 
 
 
 
 
 
 This means that the best plant has an advantage of 57 points in a hun- 
 dred over the worst, and that it is 42 points ahead of the average of the 
 other plants investigated. It will be surprising if any other industry 
 affords an equally striking example of a single plant of high and known 
 excellence so far ahead of its competitors in most of the things which 
 taken together constitute good management. 
 
 One conclusion apparent from these rating sheets is the preponderant 
 share of the responsibility for waste which is chargeable to management.
 
 118 WASTE IN INDUSTRY 
 
 While labor naturally participates in many ways in lowering the general 
 effectiveness, still its total contribution is but a fraction of that of man- 
 agement. On the other hand, the responsibility of the public appears to 
 be negligible. In the nine plants investigated these responsibilities for 
 waste averaged as follows: management, 75%; labor, 16%; and the 
 public, 9%. 
 
 Owing to the scarcity of dependable data about the value of the total 
 annual product of the industry and the complete absence of statistics of 
 quantity production, it is difficult even to approximate preventable 
 waste in dollars and cents. But it seems clear that a 40% pick-up in 
 effectiveness is easily in sight. This saving can be brought about with- 
 out revolutionary changes simply through the fairly general adoption of 
 methods in current use. Fixing the present value of the output of the 
 industry at say $600,000,000 about half of the figure given in the last 
 census savings easily possible would aggregate more than three-quarters 
 of a million dollars a day. 
 
 We are fairly well satisfied that our evaluation sets forth the compara- 
 tive wastefulness of the nine plants with substantial accuracy. However, 
 it is evident that a considerable element of judgment enters into our 
 relative evaluations of the forty-seven items and that until these judg- 
 ments can be tested and rectified in the light of later experience, too much 
 reliance should not be put upon the absolute accuracy of the several 
 evaluations. 
 
 We feel that the chief value of this field report evaluation sheet is 
 to be found not in the results of this investigation, but in that it con- 
 stitutes an important beginning out of which will be perfected a very 
 powerful and very valuable instrument for investigation. Later experi- 
 ence will of course suggest other causes of waste than those we have 
 enumerated. It will also give us more accurate measurements of the waste- 
 producing powers of the various causes than is possible now. 
 
 NOTE. We consider that items K 15, K 16, and U 7, which deal on the one hand 
 with provision whereby the organized mind of the management is evaluated and on 
 the other with cost accounting, are relatively undervalued, but have yielded to the 
 opinions of other authorities for the purpose of this investigation.
 
 THE MEN'S READY-MADE CLOTHING INDUSTRY 
 
 119 
 
 TYPICAL EVALUATION SHEETwiTH KEY AND SUMMARY 
 
 AMERICAN ENGINEER NO COUNCIL 
 OF 
 THE FEDERATED AMERICAN ENGINEERING SOCIETIES 
 
 INDUSTRY PLANT NO. EST.BY DATE 
 
 >- + +- Excellent =0% Waste Poo r = 60Uaste a +b+c =d = iOOfo 
 S + + -Far : 40 B a d = oO|o e + f + g=h - |o Waste 
 
 (O 
 
 UJ 
 
 O 
 
 paraphrased and condensed from the FIELD 
 QUESTIONNAIRE soasfoafford oquick survey of the 
 character of the investigation and const! tuteakey to ttw symbols 
 
 MANAGEMENT 
 
 LABOR 
 
 OUTSIOECOKTHACTS 
 
 ssigned 
 
 Points 
 Waste 
 
 SS9Wd 
 Points 
 
 Points 
 Waste 
 
 Assigned 
 Points 
 
 Points 
 Waste 
 
 tesigned 
 Points 
 
 V/aste 
 
 | 
 
 K | Have you an ORGANIZATION CHART or its equivalent ? 
 
 0.50 
 
 0.43 
 
 
 
 
 
 0.50 
 
 0.*3 
 
 K2 ] L$*. : , - ; ALI2.EDOriS It built 
 
 ?.48 
 
 IT, 
 
 an 
 
 0.15 
 
 0.39 
 
 0.22 
 
 3.1* 
 
 2.1* 
 
 KJ fct^.^y^r:;:?^:--''^ n^our 
 
 0.90 
 
 0.10 
 
 
 
 
 
 0.90 
 
 10 
 
 K4 eKl^fSrSS'J "*TWCT,ofcft,reacn 
 
 LOT 
 
 0.81 
 
 o.t> 
 
 o.n 
 
 
 
 1.30 
 
 04 
 
 KS %Wti?!: ;%& 
 
 no 
 
 H.05 
 
 
 
 
 
 MO 
 
 05 
 
 ||i 
 J|| 
 
 zii 
 
 g-j^fflSS 3 ?/^ 
 
 4.80 
 
 7.89 
 
 1.80 
 
 0.89 
 
 
 
 6.60 
 
 18 
 
 KIO SSiSfe-' "G r et?f t0neS ' 
 
 0.90 
 
 0.49 
 
 
 
 
 
 0.90 
 
 0.49 
 
 KM Do.* 1 -' - 'I QUITS? 
 
 a 18 
 
 OH 
 
 
 
 
 
 
 
 Ki2 ooi|ou".-- .CAUSES! 
 
 O.ll 
 
 o.n 
 
 
 
 
 
 
 C.W 
 
 KI3 Union scole.competitive market, rtT,dajjwork,pi>ce 
 work or other forms of incentive waqe! 
 
 191 
 
 i.tj 
 
 1.49 
 
 0.92 
 
 
 
 4.40 
 
 2.65 
 
 KI4 hSSTe- ;;y day and week and 
 
 0.11 
 
 O.IZ 
 
 O.I3 
 
 0.05 
 
 
 
 0.90 
 
 0.11 
 
 X'S' 5 ' l ^^M, 21!lb C p l ? SEDU> " ON ' PREFERENTIAlUN ' OI<OR ) 1 <W1 
 
 0.36 
 
 O.Z3 
 
 0.11 
 
 
 
 0.90 
 
 0.47 
 
 KlS^Whatform of SHOP REPRESENTATION have you ? 
 
 
 
 
 
 
 
 
 
 ORGA 
 
 MethocU of Industry astoT 
 and Discharge of Responsib 
 
 U17 Dunnq.tie lei 1 -* Suear: ,-i^at has been yourSTRlhE RECORD 
 K astoTi-:. .-.;.- -*i.etc? 
 
 o.n 
 
 0.14 
 
 o.n 
 
 0.07 
 
 
 
 0.40 
 
 0-tl 
 
 Dunng the last Sueors what has been your STOPPAGE RECORD 
 
 KIR astofe . O'fcppaqesare 
 
 Kl3 *.. ,M$r* 
 
 0.06 
 
 om 
 
 0.3* 
 
 015 
 
 
 
 0.40 
 
 o.n 
 
 K nMr"-- - WTEDBYA COMPETENT 
 
 1.01 
 
 0.64 
 
 0.09 
 
 0.05 
 
 
 
 1.10 
 
 0.69 
 
 
 0.39 
 
 0.03 
 
 0.01 
 
 0.00 
 
 
 
 0.<W 
 
 0.05 
 
 "i '' j lSZ?p l E ?M f ufTl r ' WOrkerS ' nMETHODSA ' iOOWUTY 
 
 
 3.ZZ 1 
 
 1.99 
 
 m 
 
 
 
 1.10 
 
 4.49 
 
 ml aS^^^^K'^ss^r 116 
 
 ?.ZO 
 
 1.51 
 
 0.50 
 
 O.JO 
 
 
 
 7.10 
 
 1.87 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL OR&ANIIATION CAUSES 
 
 ?1.38 
 
 n.n 
 
 1.81 
 
 4.59 
 
 0.19 
 
 D.i'i 
 
 a 35 .64 
 
 e|22.S8 
 
 TECHNICAL 
 
 Ml. Available Engineering Knowledge 
 astoProduct/lanfatid Materials 
 
 TI H^SfflSSHSSSB ' 
 
 056 
 
 
 
 0.30 
 
 0.18 
 
 1.30 
 
 0.14 
 
 TI J '-. 
 
 Utl 
 
 o.to 
 
 0.11 
 
 
 
 J.ZO 
 
 1.52 
 
 T3 ^4""'-"v-- '-jJSSips? 9 ! 0-M 
 
 a is 
 
 
 
 
 
 0.30 
 
 0.18 
 
 
 ? 9J 
 
 
 
 
 
 4.40 
 
 2.90 
 
 T c Isyou' : < ^ ' , . .: REPAIR 
 
 '= INSPECTION T!ac.eb ^ARTENT' 
 
 356 
 
 I.9S 
 
 0.4 
 
 0.11 
 
 
 
 4.00 
 
 2.14 
 
 10 operations? 
 
 0.81 
 
 0.51 
 
 0.09 
 
 0.04 
 
 
 
 0.90 
 
 0.55 
 
 
 6.00 
 
 3.93 
 
 
 
 J.tO 
 
 1.31 
 
 8.ZO 
 
 5.30 
 
 jg Iseach PROCESS STANDARDIIED as to work content 
 
 4.10 
 
 2. to 
 
 190 
 
 htl 
 
 1.10 
 
 0.11 
 
 1.10 
 
 4.68 
 
 TOTAL TECHNICAL CAUSES 
 
 tt.'H 
 
 I3.9Z 
 
 ?.6J 
 
 1.63 
 
 3-60 
 
 ?.?6 
 
 b ; A-: 
 
 t'| Ml 
 
 SSP! 
 
 O.TO 
 
 tt41 
 
 
 
 
 
 0.10 
 
 0.41 
 
 U2 l^rlKUfCTDRI^I^lTOK"AMD-sRlor 
 
 6.00 
 
 4.61 
 
 
 
 7.10 
 
 1.81 
 
 8.20 
 
 648 
 
 UTILIZATION 
 
 Effectiveness of Technical Knowledge and Organilati 
 Direction, Control and Accounting Factors 
 
 UJ Knyooi^^SKllMflSlEHACMlME-TiMEtijamount, 
 
 030 
 
 o.:i 
 
 010 
 
 0.08 
 
 
 
 0.40 
 
 0.35 
 
 u4 1 a s S^S?^ F e SSS^ l 3SS!S^ l ' >utMamon9 
 
 350 
 
 ?.4I 
 
 0.50 
 
 0.30 
 
 
 
 4.00 
 
 7.11 
 
 U5 w-; &tH(M| MMMMMfeHAll ' 
 
 1.50 
 
 0.95 
 
 O.TO 
 
 Q5I 
 
 
 
 2.20 
 
 .47 
 
 U6 ESras^^Effi^ 
 
 1.07 
 
 0.64 
 
 0.13 
 
 0.48 
 
 
 
 1.80 
 
 '2. 
 
 UT HweijOuagoodCllRRtHTCOSTSrSTEMTlEDIHOTHTHEnMMaALBOOKS' 
 
 1.51 
 
 1.13 
 
 0-63 
 
 0.48 
 
 
 
 ?.20 
 
 1.61 
 
 U8 Ooipu:--' - - :R-TltiE*iaT)unt.a)5t9caees? 
 
 O.^J 
 
 0.24 
 
 0.01 
 
 0.01 
 
 
 
 0.40 
 
 0.31 
 
 - - :! ,-..,-.. 
 
 0.11 
 
 Off! 
 
 0.19 
 
 0.13 
 
 
 
 0.30 
 
 0.20 
 
 -^WTOSPEClFICATIONSond 
 
 1.00 
 
 0.59 
 
 
 
 0.50 
 
 0.32 
 
 1.50 
 
 0.91 
 
 UR VatC(Iimo^BSTSOVEItRECrPT,INSURANCEANDRfTURH 
 
 35b 
 
 1.90 
 
 0.44 
 
 0.20 
 
 
 
 4.00 
 
 2.10 
 
 
 aso 
 
 0.16 
 
 
 
 
 
 0.90 
 
 0.36 
 
 U14 WHATTYPESOFIHTERNALTRANSPORTATIONareused ? 
 
 1.58 
 
 0-63 
 
 0.12 
 
 O.M 
 
 
 
 2.20 
 
 0.87 
 
 
 O.TO 
 
 O.Z8 
 
 
 
 
 
 0.10 
 
 O.Z8 
 
 ^S?,^!!^ CTION 
 
 1.00 
 
 0.64 
 
 0.50 
 
 O.IS 
 
 
 
 1.50 
 
 0.92 
 
 yij ^jjU"ygyj!jl^lll*lrtFUNCTIONUIED INSPECTION 
 
 o.to 
 
 0.09 
 
 
 
 
 
 O.tO 
 
 0.09 
 
 U8 '?/ - . -erofmsPECT.oH 
 
 041 
 
 0-19 
 
 
 
 
 
 0.40 
 
 0.19 
 
 uts detailedstuduandtheworkers'co-operati'on ? 
 
 I.TZ 
 
 i 10 
 
 Z.IS 
 
 .1.51 
 
 O.J4 
 
 0.34 
 
 431 
 
 2.95 
 
 
 
 
 
 
 
 
 
 
 TOTAL UTILI7ATION CAUSES 
 
 2(, 'A 
 
 16.64 
 
 6.13 
 
 4.J8 
 
 3.C4 
 
 ?.41 
 
 CJ35.91 
 
 9 23.39 
 
 
 TOTAL ALL CAUSES 
 
 15.69 
 
 48.JS 
 
 n.Z3 
 
 10.50 
 
 1.03 
 
 4.95 
 
 d[ioo 
 
 h .''' '
 
 120 
 
 WASTE IN INDUSTRY 
 
 F ELD REPORT EVALUATION 
 
 AMERICAN ENGINEERING COUNCIL 
 OF 
 THE FEDERATED AMERICAN ENGINEERING SOCIETIES 
 
 INDUSTRY "^j^' 7 * 7 '* PLANT W.N.P.S. EST. BY 7: IV. DATE Unfa 
 
 > + + = Excellent = O^oWaste Poor = 60/oV/aste a+b+c-d- I00/o 
 * + + -'a- d :3& : Bad = 80 |0 " + f + 9-h- o/oWasfe 
 
 in 
 
 UJ 
 
 3 
 U 
 
 Guide 
 
 Questions 
 
 R 
 
 : S P O N S 1 B 1 LIT 
 
 E S 
 
 T01ALWASTE 
 
 for 
 
 
 Est.|o 
 Waste 
 
 Pointi 
 Waste 
 
 Attigiwd 
 Points 
 
 Est.ofo 
 Waste 
 
 Points 
 Waste 
 
 Points 
 
 Est.|o 
 Waste 
 
 Points 
 Waste 
 
 is 
 
 Points 
 Waste 
 
 Investi- 
 
 Points 
 
 gator 
 
 I 
 
 
 
 
 
 
 
 
 
 10 
 
 U 
 
 12 
 
 
 
 ORGAN I7ATION 
 
 Mechanism of Industry as to Type,Methods(PaperWorl<)and Personnel, 
 Assignment and Discharge of Responsibility and Relationship 
 
 y. 
 
 0.5 
 
 100 
 
 
 0.5 
 
 
 
 
 
 
 
 
 
 0.5 
 
 05 
 
 K2 
 
 74 
 
 100 
 
 
 14 
 
 0.3 
 
 
 
 0.3 
 
 0.4 
 
 
 
 0.4 
 
 3.1 
 
 3.1 
 
 K 
 
 0.9 
 
 100 
 
 
 0.9 
 
 
 
 
 
 
 
 
 
 0.9 
 
 0.9 
 
 K4 
 
 1.0 
 
 100 
 
 
 1.0 
 
 0.3 
 
 
 
 03 
 
 
 
 
 
 .3 
 
 1.3 
 
 K5 
 
 22 
 
 100 
 
 
 J.2 
 
 
 
 
 
 
 
 
 
 2.2 
 
 2.7 
 
 U 
 
 O.I 
 
 50 
 
 
 .05 
 
 0.2 
 
 
 50 
 
 .10 
 
 
 
 
 
 0.3 
 
 0.15 
 
 Kl 
 
 5.0 
 
 as 
 
 
 400 
 
 1.6 
 
 
 80 
 
 1.28 
 
 
 
 
 
 
 5.28 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 K9 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 10 
 
 0.9 
 
 100 
 
 
 050 
 
 
 
 
 
 
 
 
 
 0.9 
 
 0.9 
 
 y 
 
 
 100 
 
 
 0.20 
 
 O.I 
 
 
 100 
 
 .10 
 
 
 
 
 
 0-3 
 
 0.3 
 
 1^ 
 
 0.2 
 
 100 
 
 
 0.20 
 
 O.I 
 
 
 100 
 
 .10 
 
 
 
 
 
 01 
 
 0.3 
 
 CI3 
 
 3.0 
 
 80 
 
 
 2AO 
 
 1.4 
 
 
 80 
 
 1.12 
 
 
 
 
 
 4.4 
 
 3.52 
 
 14 
 
 O.T 
 
 
 
 
 0.2 
 
 
 
 
 
 
 
 
 0.9 
 
 
 15 
 
 0.4 
 
 50 
 
 
 0.20 
 
 0.5 
 
 
 50 
 
 .25 
 
 
 
 
 
 0.9 
 
 .45 
 
 16 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 Q 
 
 0.2 
 
 100 
 
 
 0.20 
 
 0.2 
 
 
 
 
 
 
 
 
 0.4 
 
 20 
 
 (18 
 
 
 
 
 
 0.4 
 
 
 100 
 
 .40 
 
 
 
 
 
 0.4- 
 
 .40 
 
 KI9 
 
 1.0 
 
 100 
 
 
 1.00 
 
 0.1 
 
 
 100 
 
 .10 
 
 
 
 
 
 l.l 
 
 1.10 
 
 K20 
 
 0.4 
 
 
 
 
 
 
 
 
 
 
 
 
 0.4 
 
 
 K2I 
 
 0.1 
 
 100 
 
 
 .10 
 
 0.2 
 
 
 100 
 
 .20 
 
 
 
 
 
 0.9 
 
 90 
 
 Kl'h 
 
 5.0 
 
 80 
 
 
 4.00 
 
 2.1 
 
 
 80 
 
 1.68 
 
 
 
 
 
 
 5.68 
 
 Kill 
 
 2.S 
 
 80 
 
 
 1,84 
 
 0.4 
 
 
 60 
 
 .24 
 
 
 
 
 
 2.1 
 
 2,08 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 21.2 
 
 
 
 22.14 
 
 8.0 
 
 
 
 6.12 
 
 0.4. 
 
 
 
 0.4 
 
 a )M 
 
 6 29.26 
 
 TECHNICAL 
 
 ilableEngineering Knowledge 
 no Product, Plant and Materials 
 
 11 
 
 Q 
 
 
 
 50 
 
 
 
 
 
 0.3 
 
 
 60 
 
 .18 
 
 .3 
 
 .66 
 
 T2 
 
 o 
 
 80 
 
 
 1.60 
 
 0.2 
 
 
 
 >16 
 
 
 
 
 
 Z2 
 
 1.16 
 
 f 
 
 .3 
 
 100 
 
 
 30 
 
 
 
 
 
 
 
 
 
 03 
 
 .30 
 
 T 
 
 .4 
 
 15 
 
 
 3.30 
 
 
 
 
 
 
 
 
 
 4.4 
 
 3. JO 
 
 T 
 
 5 
 
 50 
 
 
 1.15 
 
 0.5 
 
 
 50 
 
 0.25 
 
 
 
 
 
 4.0 
 
 2.00 
 
 T 
 
 0.8 
 
 80 
 
 
 64 
 
 O.I 
 
 
 80 
 
 .08 
 
 
 
 
 
 0.9 
 
 12 
 
 f 
 
 6.0 
 
 100 
 
 
 6.00 
 
 
 
 
 
 2.2 
 
 
 100 
 
 7.20 
 
 8.2 
 
 8.20 
 
 T8 
 
 3.6 
 
 80 
 
 
 2.88 
 
 2.4 
 
 
 80 
 
 1.92 
 
 1.1 
 
 
 80 
 
 .88 
 
 7.1 
 
 5.68 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 1 s 
 
 TOTAL 
 
 T & 
 
 
 
 K51 
 
 3.7 
 
 
 
 7.41 
 
 3.6 
 
 
 
 3.26 
 
 b:n- 
 
 f|* 
 
 1 ON 
 
 ledge and Organization. 
 ng Factors 
 
 Ul 
 
 0.1 
 
 40 
 
 
 .28 
 
 
 
 
 
 
 
 
 
 0.1 
 
 .28 
 
 U2 
 
 6.0 
 
 100 
 
 
 6.00 
 
 
 
 
 
 2.2 
 
 
 100 
 
 7.20 
 
 S.2 
 
 8.20 
 
 U3 
 
 0.3 
 
 100 
 
 
 .30 
 
 O.I 
 
 
 100 
 
 .10 
 
 
 
 
 
 
 .40 
 
 U4. 
 
 3.5 
 
 100 
 
 
 3.50 
 
 05 
 
 
 100 
 
 50 
 
 
 
 
 
 4.0 
 
 4.00 
 
 U5 
 
 I.I 
 
 
 
 1.10 
 
 I.I 
 
 
 
 no 
 
 
 
 
 
 2.2 
 
 2.ZO 
 
 U6 
 
 03 
 
 
 
 .90 
 
 0.9 
 
 
 
 90 
 
 
 
 
 
 .8 
 
 .80 
 
 Ul 
 
 I.I 
 
 
 
 1.10 
 
 U 
 
 
 
 1.10 
 
 
 
 
 
 2.2 
 
 7.20 
 
 U8 
 
 0.2 
 
 
 
 .20 
 
 0-f 
 
 
 
 .70 
 
 
 
 
 
 0.4 
 
 .40 
 
 U9 
 
 0.1 
 
 
 
 
 0.2 
 
 
 
 .20 
 
 
 
 
 
 0.1 
 
 
 UIO 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 Ull 
 
 1.0 
 
 80 
 
 
 .80 
 
 
 
 
 
 0.5 
 
 
 60 
 
 .30 
 
 .5 
 
 .10 
 
 ure 
 
 3.5 
 
 80 
 
 
 288 
 
 0.5 
 
 
 80 
 
 40 
 
 
 
 
 
 
 3.?e 
 
 U T \ L 1 Z AT 
 
 Effectiveness of Technical Know 
 Direction,Control and Account! 
 
 UI3 
 
 0.9 
 
 50 
 
 
 .45 
 
 
 
 
 
 
 
 
 
 a 
 
 .45 
 
 UI4 
 
 15 
 
 50 
 
 
 .15 
 
 0.1 
 
 
 50 
 
 .35 
 
 
 
 
 
 .2 
 
 .10 
 
 UI5 
 
 a- 
 
 
 
 .28 
 
 
 
 
 
 
 
 
 
 
 .28 
 
 UI6 
 
 1.0 
 
 80 
 
 
 .80 
 
 0.5 
 
 
 80 
 
 .40 
 
 
 
 
 
 1.5 
 
 20 
 
 un 
 
 0.2 
 
 
 
 .20 
 
 
 
 
 
 
 
 
 
 0,2 
 
 .20 
 
 UB 
 
 0.4 
 
 
 
 
 
 
 
 
 
 
 
 
 OA 
 
 
 UI9 
 
 I.I 
 
 100 
 
 
 1. 10 
 
 7.2 
 
 
 100 
 
 2 20 
 
 1.0 
 
 
 100 
 
 1.00 
 
 4-3 
 
 4.30 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 24.2 
 
 
 
 20.14 
 
 8.0 
 
 
 
 T 4S 
 
 3.1 
 
 
 
 3.5 
 
 C 35.9 
 
 9 31.69 
 
 GRAND TOTAL 
 
 13.0 
 
 
 
 60.45 
 
 19.2 
 
 
 
 15:98 
 
 1.1 
 
 
 
 1.16 
 
 IMOO 
 
 h 83.59
 
 THE MEN'S READY-MADE CLOTHING INDUSTRY 
 
 121 
 
 FIELD REPORT EVALUATION 
 
 AMER CAN ENGINEERING COUNCIL 
 OF 
 THE FEDERATED AMERICAN ENGINEERING SOCIETIES 
 
 INDUSTRY Men ao'hma' de PLANT NO./ftS.O EST-BYTIUCW. DATE-*/eA' 
 
 >- + + -Excellent =0|o Waste p eor - 60/oWaste a tb +C -d -I00/ 
 " * * - FaTr :i0|o ". Bad - S 00 ' " e +f + g - h - -/a Waste 
 
 CAUSES 
 
 Guide 
 Queans 
 for 
 Feld 
 Investi- 
 gator 
 
 R I 
 
 SPONSIBILIIIES 
 
 TOTAL WASTE 
 
 M 
 
 ANASEMEN 
 
 
 
 
 
 
 
 
 
 Points 
 Waste 
 
 Bsigned 
 Points 
 
 Est./o 
 Waste 
 
 Points 
 Vfast* 
 
 Po-mrf 
 
 Est.|o 
 Waste 
 
 Points 
 Waste 
 
 *s? 
 
 Est.o/o 
 Waste 
 
 Points 
 
 Points 
 
 
 Z 
 
 3 
 
 4 
 
 5 
 
 6 
 
 t 
 
 8 
 
 
 
 10 
 
 II 
 
 14 
 
 15 
 
 14. 
 
 ON 
 
 CPaperWork)and Personnel, 
 ty and Relationship 
 
 K 
 
 5 
 
 
 100 
 
 0.50 
 
 
 
 
 
 
 
 
 
 0.5 
 
 0.5 
 
 K2 
 
 .1 
 
 
 100 
 
 J'.IO 
 
 
 
 
 
 
 
 
 
 3.1 
 
 3.1 
 
 KS 
 
 9 
 
 
 100 
 
 0.90 
 
 
 
 
 
 
 
 
 
 0.9 
 
 0.9 
 
 K4 
 
 3 
 
 
 100 
 
 1.30 
 
 
 
 
 
 
 
 
 
 1.3 
 
 1.3 
 
 KS 
 
 2 
 
 
 100 
 
 2.20 
 
 
 
 
 
 
 
 
 
 2.2 
 
 2.2 
 
 KS 
 
 0.1 
 
 
 100 
 
 0.10 
 
 0.2 
 
 
 100 
 
 0.2- 
 
 
 
 
 
 0.3 
 
 0.3 
 
 KT 
 
 5.0 
 
 
 80 
 
 4.00 
 
 1-6 
 
 
 80 
 
 1.78 
 
 
 
 
 
 6.6 
 
 5.28 
 
 K8 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 K9 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 0.9 
 
 
 
 
 
 
 
 
 
 
 
 
 0.9 
 
 
 Kll 
 
 0.1 
 
 
 100 
 
 
 0.2 
 
 
 I'D 
 
 0.20 
 
 
 
 
 
 0.3 
 
 0.30 
 
 OR6 A N IT A Tl 
 
 Mechanism of Industry as to Type,Methods 
 Assignment and Discharge of Responsibil 
 
 K2 
 
 0.2 
 
 
 100 
 
 020 
 
 O.I 
 
 
 100 
 
 0.10 
 
 
 
 
 
 0.3 
 
 0.30 
 
 
 3.0 
 
 
 80 
 
 2.40 
 
 1.4 
 
 
 80 
 
 1.12 
 
 
 
 
 
 4.4 
 
 352 
 
 K14 
 
 0.9 
 
 
 
 
 
 
 
 
 
 
 
 
 09 
 
 
 KI5 
 
 0,45 
 
 
 50 
 
 o.;: 
 
 0.45 
 
 
 50 
 
 0.23 
 
 
 
 
 
 0.9 
 
 0.45 
 
 16 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 17 
 
 0.2 
 
 
 100 
 
 0.20 
 
 0.20 
 
 
 100 
 
 0.20 
 
 
 
 
 
 0.4 
 
 0.40 
 
 18 
 
 
 
 
 
 0.4 
 
 
 33 
 
 0.13 
 
 
 
 
 
 0.4 
 
 0.13 
 
 (19 
 
 1.10 
 
 
 100 
 
 1.10 
 
 
 
 
 
 
 
 
 
 1.1 
 
 1.10 
 
 20 
 
 0.4 
 
 
 
 
 
 
 
 
 
 
 
 
 0.4 
 
 
 21 
 
 0.*5 
 
 
 100 
 
 Q4q 
 
 0.45 
 
 
 100 
 
 .45 
 
 
 
 
 
 0.9 
 
 90 
 
 5 
 
 5.00 
 
 
 80 
 
 
 ?.IO 
 
 
 80 
 
 1.68 
 
 
 
 
 
 7.1 
 
 5.68 
 
 
 2.3 
 
 
 80 
 
 1.84 
 
 0.40 
 
 
 80 
 
 .32 
 
 
 
 
 
 27 
 
 2.16 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 28.10 
 
 
 
 E2.61 
 
 7.50 
 
 
 
 5.91 
 
 
 
 
 
 OJ 35.6 
 
 6J28.52 
 
 ICAL 
 
 ng Knowledge 
 tand Materials 
 
 Tl 
 
 1.0 
 
 
 
 0.5 
 
 
 
 
 
 03 
 
 
 67 
 
 0.2 
 
 1.3 
 
 0.70 
 
 T? 
 
 2.0 
 
 
 80 
 
 1.60 
 
 0.20 
 
 
 80 
 
 .16 
 
 
 
 
 
 22 
 
 1.76 
 
 T3 
 
 0.3 
 
 
 100 
 
 .30 
 
 
 
 
 
 
 
 
 
 0.3 
 
 .30 
 
 T4 
 
 4.4 
 
 
 80 
 
 3.52 
 
 
 
 
 
 
 
 
 
 4.4 
 
 352 
 
 T5 
 
 4.0 
 
 
 100 
 
 4.00 
 
 
 
 
 
 
 
 
 
 4.0 
 
 4.00 
 
 TS 
 
 0.9 
 
 
 100 
 
 .90 
 
 
 
 
 
 
 
 
 
 0.9 
 
 90 
 
 T7 
 
 6.0 
 
 
 40 
 
 2.40 
 
 
 
 
 
 2J 
 
 
 40 
 
 0.88 
 
 8.2 
 
 3.28 
 
 TECHN 
 
 Available Engineer 
 as to Production 
 
 T8 
 
 3.6 
 
 
 80 
 
 2.88 
 
 7.40 
 
 
 80 
 
 1.92 
 
 U 
 
 
 80 
 
 0.88 
 
 7.1 
 
 5.68 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 zw 
 
 
 
 16.10 
 
 ?.& 
 
 
 
 2.08 
 
 3.6 
 
 
 
 1.96 
 
 bJ28.4 
 
 f|20,4 
 
 ON 
 
 edge and Organ'nation. 
 g Factors 
 
 U 1 
 
 0.7 
 
 
 100 
 
 0.70 
 
 
 
 
 
 
 
 
 
 0.7 
 
 0.70 
 
 t 2 
 
 6.0 
 
 
 100 
 
 6.00 
 
 
 
 
 
 2.2 
 
 
 100 
 
 2.20 
 
 8.2 
 
 8.20 
 
 U3 
 
 OJ 
 
 
 100 
 
 30 
 
 .10 
 
 
 100 
 
 .10 
 
 
 
 
 
 04 
 
 .40 
 
 U4 
 
 3.5 
 
 
 100 
 
 3.50 
 
 .50 
 
 
 100 
 
 50 
 
 
 
 
 
 4.0 
 
 4.00 
 
 U5 
 
 
 
 100 , 
 
 1.10 
 
 1.10. 
 
 
 100 
 
 1.10 
 
 
 
 
 
 2.2 
 
 2.20 
 
 1)6 
 
 .9 
 
 
 100 
 
 .90 
 
 .90 
 
 
 100 
 
 .90 
 
 
 
 
 
 1.8 
 
 1.80 
 
 U7 
 
 1 
 
 
 100 
 
 MO 
 
 1.10 
 
 
 too 
 
 1.10 
 
 
 
 
 
 2.2 
 
 2.20 
 
 U8 
 
 Z 
 
 
 100 
 
 .20 
 
 .20 
 
 
 100 
 
 .20 
 
 
 
 
 
 
 .40 
 
 U9 
 
 .1 
 
 
 100 
 
 .10 
 
 .20 
 
 
 100 
 
 20 
 
 
 
 
 
 0.3 
 
 .30 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 U 1 
 
 o 
 
 
 100 
 
 1.00 
 
 
 
 
 
 0.5 
 
 
 100 
 
 .50 
 
 15 
 
 .50 
 
 UT 1 LI Z ATI 
 
 Effectiveness of Technical Knowl 
 Direction, Control and Accountin 
 
 "ul 
 
 .9 
 
 
 50 
 
 jj- 
 
 
 
 
 
 
 
 
 
 
 
 UI4 
 
 2 
 
 
 20 
 
 40 
 
 
 
 
 
 
 
 
 
 2.2 
 
 -.40 
 
 J 5 
 
 .7 
 
 
 50 
 
 35 
 
 
 
 
 
 
 
 
 
 0.7 
 
 .35 
 
 UI6 
 
 
 
 
 
 1.00 
 
 .50 
 
 
 100 
 
 .50 
 
 
 
 
 
 1.5 
 
 1.50 
 
 U 7 
 
 ,2 
 
 
 50 
 
 10 
 
 
 
 
 
 
 
 
 
 0.2 
 
 .10 
 
 UI8 
 
 ^ 
 
 
 100 
 
 .40 
 
 
 
 
 
 
 
 
 
 0.4 
 
 40 
 
 I 19 
 
 I.I 
 
 
 100 
 
 1.10 
 
 ?20 
 
 
 100 
 
 2.20 
 
 1.0 
 
 
 100 
 
 1.00 
 
 4-3 
 
 4.30 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 25.4- 
 
 
 
 20.65 
 
 6.8 
 
 
 
 6.8 
 
 3.1 
 
 
 
 3.1 
 
 C 35.9 
 
 9 31.15 
 
 GRAND TOTAL 
 
 15.1 
 
 
 
 59.36 
 
 16.9 
 
 
 
 14.79 
 
 7.3 
 
 
 
 5.66 
 
 d 100 
 
 rl 19.81
 
 122 
 
 WASTE IN INDUSTRY 
 
 FIELD REPORT EVALUATION 
 
 COMMITTEE ON ELIMINATION OF WASTE IN INDUSTRY 
 AMERICAN ENGINEERING COUNCIL 
 OF 
 THE FEDERATED AMERICAN ENGINEERING SOC ETIES 
 
 INDUSTRY ^$w^** PLANTNO. A.l.K. EST.BY T.W.M. DATEW*' 
 
 >- + <D + (D - Excellent -0lo Waste Poor 6 0/o Waste a t b + c - d - I00lo 
 * + + -? 3&5 Bad =800(o e+f+g.h-'/oWaste . 
 
 CAUSES 
 
 Guide 
 Questions 
 for 
 Field 
 Investi- 
 gator 
 
 RESPONSIBILITIES 
 
 TOTAL WASTE 
 
 
 ANAGEMENT 
 
 
 OUTSIDE CONTRACTS 
 
 
 Points 
 Waste 
 
 AgnJ 
 Points 
 
 Est.|o 
 Waste 
 
 Mgcta 
 
 Assigned 
 
 Po'mts 
 
 Est.)o 
 Waste 
 
 
 
 Est.ofo 
 Waste 
 
 Points 
 Waste 
 
 Assigned 
 Points 
 
 Mnta 
 
 Points 
 
 | 
 
 I 
 
 * 
 
 4 
 
 5 
 
 6 
 
 '1 
 
 * 
 
 8 
 
 10 
 
 H 
 
 B 
 
 U 
 
 '* 
 
 ORGANIZATION 
 
 Mechanism of Industry as to Type,Methocb( Paper Work) and Personnel, 
 Assignment and Discharge of Responsibility and Relationship 
 
 Kl 
 
 0.5 
 
 
 50 
 
 0.25 
 
 
 
 
 
 
 
 
 
 0.5 
 
 0.2S 
 
 K2 
 
 2.4 
 
 
 15 
 
 1.80 
 
 0.3 
 
 
 
 
 0.4 
 
 
 do 
 
 0.16 
 
 3.1 
 
 .94 
 
 K3 
 
 0.9 
 
 
 100 
 
 .90 
 
 
 
 
 
 
 
 
 
 0.9 
 
 JO 
 
 K4 
 
 1.0 
 
 
 100 
 
 LOO 
 
 0-3 
 
 
 100 
 
 .30 
 
 
 
 
 
 1.3 
 
 1.30 
 
 K5 
 
 2.2 
 
 
 100 
 
 J.20 
 
 
 
 
 
 
 
 
 
 2.2 
 
 ?.20 
 
 K6 
 
 0-1 
 
 
 100 
 
 10 
 
 0.2 
 
 
 ico 
 
 20 
 
 
 
 
 
 0-3 
 
 .30 
 
 Kl 
 
 5.0 
 
 
 80 
 
 4.00 
 
 1.6 
 
 
 80 
 
 1.24 
 
 
 
 
 
 (.6 
 
 5.Z* 
 
 KB 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 K9 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 KIO 
 
 0.9 
 
 
 10 
 
 .09 
 
 
 
 
 
 
 
 
 
 03 
 
 .09 
 
 Kll 
 
 02 
 
 
 WO 
 
 .20 
 
 O.I 
 
 
 100 
 
 .10 
 
 
 
 
 
 0.1 
 
 30 
 
 IB 
 
 0.2 
 
 
 too 
 
 .20 
 
 0.1 
 
 
 100 
 
 .10 
 
 
 
 
 
 0.} 
 
 .30 
 
 13 
 
 3.0 
 
 
 80 
 
 2.40 
 
 L4 
 
 
 80 
 
 U2 
 
 
 
 
 
 -U 
 
 L12 
 
 14 
 
 0.9 
 
 
 
 
 
 
 
 
 
 
 
 
 0.9 
 
 
 (15 
 
 0-4 
 
 
 so 
 
 .20 
 
 as 
 
 
 50 
 
 25 
 
 
 
 
 
 0.9 
 
 .45 
 
 (IS 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 (n 
 
 0? 
 
 
 100 
 
 .20 
 
 0.2 
 
 
 100 
 
 20 
 
 
 
 
 
 a4 
 
 .40 
 
 IB 
 
 
 
 
 
 04 
 
 
 so 
 
 20 
 
 
 
 
 
 04 
 
 20 
 
 [19 
 
 10 
 
 
 100 
 
 1.00 
 
 ai 
 
 
 100 
 
 .10 
 
 
 
 
 
 i.i 
 
 l.iO 
 
 KM 
 
 0.4 
 
 
 
 
 
 
 
 
 
 
 
 
 a* 
 
 
 Kll 
 
 0.45 
 
 
 
 
 CU6 
 
 
 100 
 
 .45 
 
 
 
 
 
 0.3 
 
 .45 
 
 KT/5 
 
 5.0 
 
 
 80 
 
 4.00 
 
 2 10 
 
 
 80 
 
 ue 
 
 
 
 
 
 1.1 
 
 5.W 
 
 Kl% 
 
 2.3 
 
 
 80 
 
 1.84 
 
 .40 
 
 
 80 
 
 .S2 
 
 
 
 
 
 83 
 
 216 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 11.05 
 
 
 
 20.58 
 
 8.15 
 
 
 
 S.JO 
 
 0.* 
 
 
 
 0.16 
 
 H35.6 
 
 e ->84 
 
 TECHMICAL 
 
 liable Engineering Knowledge 
 o Produc^Plantand Materials 
 
 Tl 
 
 10 
 
 
 
 50 
 
 
 
 
 
 
 
 60 
 
 ai 
 
 1.3 
 
 .48 
 
 T2 
 
 2.0 
 
 
 80 
 
 I.6C 
 
 .20 
 
 
 00 
 
 Jfi 
 
 
 
 
 
 2.2 
 
 1.84 
 
 T3 
 
 
 
 
 50 
 
 .15 
 
 
 
 
 
 
 
 
 
 0.3 
 
 .IS 
 
 '4 
 
 4.4 
 
 
 80 
 
 352 
 
 
 
 
 
 
 
 
 
 4.4 
 
 1SZ 
 
 TS 
 
 5.5 
 
 
 50 
 
 1.15 
 
 50 
 
 
 50 
 
 .IS 
 
 
 
 
 
 4.0 
 
 2.00 
 
 T6 
 
 0.8 
 
 
 eo 
 
 .64 
 
 .01 
 
 
 L 80 
 
 .08 
 
 
 
 
 
 0.9 
 
 -T2 
 
 TT 
 
 6.0 
 
 
 60 
 
 360 
 
 
 
 
 
 2.2 
 
 
 eo 
 
 1.32 
 
 8.2 
 
 4.92 
 
 T8 
 
 2J 
 
 
 80 
 
 ?88 
 
 2.40 
 
 
 80 
 
 1.92 
 
 I.I 
 
 
 80 
 
 88 
 
 T.I 
 
 5.68 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 ^S 
 
 TOTAL 
 
 21.6 
 
 
 
 14.12 
 
 3.Z 
 
 
 
 2.41 
 
 3.6 
 
 
 
 2.38 
 
 bJ2 8 .4 
 
 f|l9.SI 
 
 2 ATIO N 
 
 Knowledge and Organ'aation. 
 
 Ul 
 
 ai 
 
 
 80 
 
 .56 
 
 
 
 
 
 
 
 
 
 0.1 
 
 .56 
 
 U2 
 
 6.0 
 
 
 100 
 
 600 
 
 
 
 
 
 2.2 
 
 
 100 
 
 z.to 
 
 8.2 
 
 8.ZO 
 
 y> 
 
 03 
 
 
 100 
 
 .30 
 
 .10 
 
 
 100 
 
 .10 
 
 
 
 
 
 0.4 
 
 .40 
 
 U4 
 
 33 
 
 
 100 
 
 3,50 
 
 .so 
 
 
 100 
 
 .50 
 
 
 
 
 
 
 4.00 
 
 US . 
 
 U 
 
 
 90 
 
 99 
 
 I.IO 
 
 
 90 
 
 .99 
 
 
 
 
 
 Z.2 
 
 1.98 
 
 J6 
 
 0.9 
 
 
 90 
 
 .81 
 
 90 
 
 
 90 
 
 .81 
 
 
 
 
 
 1.8 
 
 1.62 
 
 UT 
 
 I.I 
 
 
 100 
 
 1.10 
 
 1.10 
 
 
 100 
 
 1.10 
 
 
 
 
 
 2.2 
 
 220 
 
 US 
 
 0.2 
 
 
 100 
 
 20 
 
 .20 
 
 
 100 
 
 .10 
 
 
 
 
 
 0.4 
 
 .40 
 
 us 
 
 0.) 
 
 
 IOO 
 
 
 .20 
 
 
 
 
 
 
 
 
 0.1 
 
 .30 
 
 uio 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 1.0 
 
 
 50 
 
 .50 
 
 
 
 
 
 0.5 
 
 
 60 
 
 10 
 
 1.5 
 
 .80 
 
 J2 
 
 
 
 
 to 
 
 10 
 
 .50 
 
 
 20 
 
 10 
 
 
 
 
 
 40 
 
 .80 
 
 yii 
 
 04 
 
 
 50 
 
 45 
 
 
 
 
 
 
 
 
 
 0.9 
 
 .45 
 
 UI4 
 
 1.5 
 
 
 20 
 
 .W 
 
 .10 
 
 
 20 
 
 1* 
 
 
 
 
 
 27 
 
 .44 
 
 
 Ul 
 
 1.0 
 
 
 90 
 
 .90 
 
 OS 
 
 
 60 
 
 JO 
 
 
 
 
 
 1.5 
 
 120 
 
 un 
 
 0.7 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 UI8 
 
 0.4 
 
 
 
 
 
 
 
 
 
 
 
 
 0.4 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 si 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 -.-, : 
 
 
 
 .c5 
 
 ^ 1 
 
 
 
 --,-- 
 
 3T 
 
 
 
 
 C15.9 
 
 g|n 
 
 GRAND TOTAL 
 
 -2.85 
 
 
 
 52.18 
 
 . 
 
 
 
 15.35 
 
 in 
 
 
 
 6.0* 
 
 d ioc 
 
 h,,.
 
 THE MEN'S READY-MADE CLOTHING INDUSTRY 
 
 123 
 
 FIELD REPORT EVALUATION 
 
 COMMITTEE ON ELIMINATION OF WASTE N INDUSTRY 
 AMERGAN ENG NEERlNG COUNCIL 
 OF 
 
 INDUSTRY "%*$%$"* PLANT NO. P-M.J. EST.BY^.AC. DATE 4/Hfr 
 
 > + + (D = Excellent 0%Waste Poor 6 0% Waste ct+ b + C+d =100% 
 2 + + @= Fair* ! 0%,", Bad 80% e + f + g + h- % Waste 
 
 CAUSES 
 
 Guide 
 
 Questions 
 
 R 
 
 ESPONS1BILIT 
 
 ES 
 
 TOTAL WASTE 
 
 for 
 Field 
 nvesfi- 
 
 Assigned 
 Points 
 
 Est.% 
 Waste 
 
 Points 
 Waste 
 
 ssigned 
 Points 
 
 Est.% 
 Waste 
 
 Points 
 Waste 
 
 s 
 
 Est. % 
 Waste 
 
 Points 
 Waste 
 
 igned 
 Points 
 
 Points 
 Waste 
 
 ^ator 
 
 
 
 
 
 
 
 
 
 
 10 
 
 
 
 
 
 
 ^ 
 
 
 100 
 
 
 50 
 
 
 
 
 
 
 
 
 
 0.5 
 
 .50 
 
 
 K2 
 
 2.4 
 
 80 
 
 
 1.92 
 
 0.1 
 
 80 
 
 
 .24 
 
 0.5 
 
 60 
 
 
 .30 
 
 3.2 
 
 2.46 
 
 
 K3 
 
 0.9 
 
 60 
 
 
 54 
 
 
 
 
 
 
 
 
 
 0.9 
 
 .54 
 
 2 
 
 K4 
 
 1.0 
 
 80 
 
 
 80 
 
 0.3 
 
 80 
 
 
 24 
 
 
 
 
 
 1.3 
 
 1.04 
 
 J.E- 
 
 K 5 
 
 U 
 
 100 
 
 
 ?.20 
 
 
 
 
 
 
 
 
 
 2.2 
 
 2.20 
 
 1 
 
 K 6 
 
 0.2 
 
 60 
 
 
 12 
 
 O.I 
 
 60 
 
 
 .06 
 
 
 
 
 
 03 
 
 18 
 
 
 K 7 
 
 5.0 
 
 60 
 
 
 J.OO 
 
 1.6 
 
 40 
 
 
 64 
 
 
 
 
 
 6.6 
 
 3.64 
 
 
 K 8 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 K 9 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 i2 " 
 
 K.IO 
 
 0.9 
 
 80 
 
 
 .72 
 
 
 
 
 
 
 
 
 
 0.9 
 
 12 
 
 ^ ^ a 
 
 K II 
 
 0.2 
 
 100 
 
 
 20 
 
 ai 
 
 80 
 
 
 .08 
 
 
 
 
 
 0.3 
 
 .28 
 
 .".? 
 
 K 2 
 
 0.2 
 
 60 
 
 
 12 
 
 
 60 
 
 
 .06 
 
 
 
 
 
 0-3 
 
 .18 
 
 & ^ " 
 
 K IS 
 
 
 40 
 
 
 I.ZO 
 
 1.4 
 
 60 
 
 
 .84 
 
 
 
 
 
 4.4 
 
 2.04 
 
 3C ^ 
 
 K 14 
 
 0.7 
 
 40 
 
 
 .28 
 
 0.2 
 
 40 
 
 
 38 
 
 
 
 
 
 0.9 
 
 36 
 
 ^ T 
 
 K 15 
 
 0.9 
 
 40 
 
 
 36 
 
 
 
 
 
 
 
 
 
 0.9 
 
 .36 
 
 T> 5>~ 
 
 K 16 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 P ^ 
 
 K 17 
 
 0.3 
 
 60 
 
 
 .18 
 
 O.I 
 
 40 
 
 
 .04 
 
 
 
 
 
 0.4 
 
 72 
 
 ^ w> *o 
 
 K 18 
 
 O.I 
 
 
 
 
 0.3 
 
 
 
 
 
 
 
 
 0.4 
 
 
 O 
 
 K 19 
 
 1.0 
 
 80 
 
 
 .80 
 
 0.1 
 
 60 
 
 
 .06 
 
 
 
 
 
 I.I 
 
 .86 
 
 o"-5 
 
 K 20 
 
 0-4 
 
 20 
 
 
 .08 
 
 
 
 
 
 
 
 
 
 0.4 
 
 .08 
 
 K 21 
 
 0.7 
 
 60 
 
 
 42 
 
 0.2 
 
 60 
 
 
 .12 
 
 
 
 
 
 0.9 
 
 54 
 
 *C Q 
 
 KTfe 
 
 5.0 
 
 60 
 
 
 3..00 
 
 2J 
 
 60 
 
 
 L26 
 
 
 
 
 
 7./ 
 
 4.26 
 
 <+- T3 
 
 
 2.3 
 
 80 
 
 
 1.84 
 
 04 
 
 60 
 
 
 .24 
 
 
 
 
 
 2.7 
 
 2.08 
 
 P 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 E 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 "o ^ 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 r -S 
 
 TOTAL 
 
 ?7.9 
 
 
 
 18.88 
 
 7.3 
 
 
 
 3.96 
 
 0.5 
 
 
 
 .30 
 
 .| 35.7 
 
 e [22.54 
 
 
 1 
 
 1.0 
 
 60 
 
 
 .60 
 
 
 
 
 
 0.3 
 
 60 
 
 
 .18 
 
 1.3 
 
 .78 
 
 
 Z 
 
 
 80 
 
 
 160 
 
 0.2 
 
 4-0 
 
 
 .08 
 
 
 
 
 
 2.2 
 
 1.68 
 
 "S 
 
 3 
 
 0.3 
 
 80 
 
 
 24 
 
 
 
 
 
 
 
 
 
 0.3 
 
 .24 
 
 
 4 
 
 4.4 
 
 80 
 
 
 3.52 
 
 
 
 
 
 
 
 
 
 4.4 
 
 3.52 
 
 ^ "a 
 
 5 
 
 3.5 
 
 80 
 
 
 2.80 
 
 0.5 
 
 60 
 
 
 .30 
 
 
 
 
 
 4.0 
 
 3.10 
 
 1 1 CTJ^- 
 
 6 
 
 0.8 
 
 
 
 64 
 
 O.I 
 
 40 
 
 
 .04 
 
 
 
 
 
 
 .68 
 
 -El 
 
 
 6.0 
 
 80 
 
 
 4.80 
 
 
 
 
 
 2.? 
 
 60 
 
 
 1.32 
 
 82 
 
 6.12 
 
 Z 8 t 
 
 8 
 
 4.5 
 
 80 
 
 
 3.60 
 
 1.5 
 
 60 
 
 
 90 
 
 I.I 
 
 60 
 
 
 .66 
 
 7.1 
 
 5.IG 
 
 5H 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 K -^ 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 _o 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 1 " 
 
 TOTAL 
 
 22.5 
 
 
 
 11.60 
 
 2.3 
 
 
 
 1.32 
 
 1.6 
 
 
 
 2.16 
 
 bl?8.4 
 
 F 2I.Z8 
 
 
 U 1 
 
 0.1 
 
 80 
 
 
 .56 
 
 
 
 
 
 
 
 
 
 0.7 
 
 .56 
 
 
 6.0 
 
 80 
 
 
 4.80 
 
 
 
 
 
 11 
 
 80 
 
 
 1.76 
 
 8-1 
 
 6.56 
 
 c 
 
 U 
 
 0.3 
 
 80 
 
 
 .24 
 
 O.I 
 
 60 
 
 
 .06 
 
 
 
 
 
 OA 
 
 .30 
 
 i 
 
 U 
 
 3.5 
 
 60 
 
 
 2.10 
 
 0.5 
 
 40 
 
 
 20 
 
 
 
 
 
 4.0 
 
 2.10 
 
 n 
 
 U 
 
 1.7 
 
 80 
 
 
 1.36 
 
 0.5 
 
 60 
 
 
 .10 
 
 
 
 
 
 2.2 
 
 1.66 
 
 
 
 1 > 
 
 1.2 
 
 60 
 
 
 .72 
 
 0,6 
 
 40 
 
 
 .24 
 
 
 
 
 
 1.8 
 
 .96 
 
 UTI L IZATI N 
 
 Technical Knowledge and Orgc 
 and Accounting Factors 
 
 u 
 
 18 
 
 80 
 
 
 1.44 
 
 0.4 
 
 60 
 
 
 .24 
 
 
 
 
 
 2.2 
 
 1.68 
 
 
 04 
 
 80 
 
 
 32 
 
 
 
 
 
 
 
 
 
 0.4 
 
 .32 
 
 u 
 
 O.I 
 
 80 
 
 
 .0$ 
 
 0,2 
 
 80 
 
 
 .16 
 
 
 
 
 
 0.3 
 
 .2.4- 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 u 
 
 1.0 
 
 80 
 
 
 .80 
 
 
 
 
 
 0.5 
 
 60 
 
 
 30 
 
 1.5 
 
 .10 
 
 I I 
 
 3.5 
 
 80 
 
 
 2.80 
 
 0.5 
 
 60 
 
 
 .30 
 
 
 
 
 
 
 3.10 
 
 U 1 
 
 0.9 
 
 60 
 
 
 54 
 
 
 
 
 
 
 
 
 
 0.9 
 
 .54 
 
 u 
 
 1.5 
 
 60 
 
 
 90 
 
 0.7 
 
 40 
 
 
 28 
 
 
 
 
 
 2.2 
 
 1,18 
 
 U 5 
 
 
 40 
 
 
 28 
 
 
 
 
 
 
 
 
 
 0.7 
 
 .28 
 
 U 
 
 1.0 
 
 60 
 
 
 60 
 
 0.5 
 
 40 
 
 
 20 
 
 
 
 
 
 1.5 
 
 80 
 
 u r 
 
 0.2 
 
 40 
 
 
 .Of! 
 
 
 
 
 
 
 
 
 
 O.J 
 
 08 
 
 u 
 
 0.4 
 
 40 
 
 
 
 
 
 
 
 
 
 
 
 0.4 
 
 16 
 
 U 19 
 
 2.0 
 
 80 
 
 
 1.60 
 
 2.3 
 
 60 
 
 
 1.38 
 
 
 
 
 
 43 
 
 2.98 
 
 Effectiveness of 
 Direction, Contro 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 L ?6.9 
 
 
 
 19.38 
 
 6.3 
 
 
 
 J.36 
 
 2.7 
 
 
 
 e.o6 
 
 C |35.9 
 
 t.BO 
 
 GRAND TOTAL 
 
 17.3 
 
 | 5546 
 
 15.9 
 
 
 
 8.64 
 
 .8 
 
 
 
 4.52 
 
 djioo 
 
 ,62
 
 124 
 
 WASTE IN INDUSTRY 
 
 FIELD REPORT EVALUATION 
 
 AMER CAN ENGINEERING COUNCIL 
 OF 
 
 INDUSTRY ^jftgP""* PLANT NO. DB.P. EST.BY^X.C. DATE 4/n/n 
 
 > + ^ ~ Excellent -0% Waste p oor =60%Waste a + b + C= d -100% 
 S + <B> + -fS? =%;: Bod =80% e + f.g-h -%Waste 
 
 CAUSES 
 
 Guide 
 
 Questions 
 
 R 
 
 MANAGEMENT 
 
 iSPONSIBILIT 
 
 LABOR 
 
 ES 
 
 TOTAL 
 
 WA: re 
 
 Field 
 nvesti- 
 
 gator 
 
 %& 
 
 Waste 
 
 Waste 
 
 Points 
 
 Waste 
 
 Waste 
 
 hints 
 
 Waste 
 
 Waste 
 
 Assigned 
 Points 
 
 Points 
 Waste 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 100 
 
 
 
 
 
 
 
 
 
 
 
 0.5 
 
 50 
 
 c 
 
 KZ 
 
 2.* 
 
 80 
 
 
 I.9J 
 
 0.3 
 
 80 
 
 
 .24 
 
 0.5 
 
 60 
 
 
 .30 
 
 3.2 
 
 2.46 
 
 8 
 
 K3 
 
 09 
 
 80 
 
 
 72 
 
 
 
 
 
 
 
 
 
 0.9 
 
 .12 
 
 h 
 
 K4 
 
 1 
 
 80 
 
 
 .80 
 
 0.3 
 
 80 
 
 
 24 
 
 
 
 
 
 1.3 
 
 1.04 
 
 C- 
 
 K5 
 
 ?.l 
 
 100 
 
 
 
 
 
 
 
 
 
 
 
 2.2 
 
 2.20 
 
 II 
 
 K6 
 
 0.2 
 
 60 
 
 
 12 
 
 0-1 
 
 40 
 
 
 04 
 
 
 
 
 
 0.} 
 
 16 
 
 f 1 
 
 K7 
 
 5.0 
 
 60 
 
 
 3.00 
 
 1-6 
 
 60 
 
 
 .96 
 
 
 
 
 
 6.6 
 
 3.96 
 
 It 
 
 K8 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 K9 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 Z |"l 
 
 KIO 
 
 
 80 
 
 
 .12 
 
 
 
 
 
 
 
 
 
 0.9 
 
 .12 
 
 V 
 
 Kll 
 
 
 80 
 
 
 16 
 
 O.| 
 
 60 
 
 
 .06 
 
 
 
 
 
 O.S 
 
 22 
 
 1- -^ 
 
 KIZ 
 
 02 
 
 40 
 
 
 .08 
 
 0.1 
 
 40 
 
 
 04 
 
 
 
 
 
 0.3 
 
 .12 
 
 
 KB 
 
 30 
 
 60 
 
 
 1.80 
 
 1.4 
 
 60 
 
 
 .64 
 
 
 
 
 
 4.4 
 
 2.44 
 
 *rf 
 
 KI4 
 
 0.7 
 
 40 
 
 
 .Z8 
 
 OZ 
 
 40 
 
 
 08 
 
 
 
 
 
 03 
 
 36 
 
 l 
 
 K15 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 z ^ S 
 
 K16 
 
 0.9 
 
 40 
 
 
 .36 
 
 
 
 
 
 
 
 
 
 0.0 
 
 36 
 
 
 K17 
 
 03 
 
 40 
 
 
 IZ 
 
 0.1 
 
 40 
 
 
 .04 
 
 
 
 
 
 0.4 
 
 16 
 
 < s" 
 
 Kl 
 
 O.I 
 
 40 
 
 
 04 
 
 0.5 
 
 40 
 
 
 .12 
 
 
 
 
 
 0.4 
 
 16 
 
 5,8, 
 
 KJ9 
 
 1.0 
 
 40 
 
 
 40 
 
 O.I 
 
 40 
 
 
 .04 
 
 
 
 
 
 1.1 
 
 44 
 
 ^ -fc 
 
 KM 
 
 0.4 
 
 20 
 
 
 .08 
 
 
 
 
 
 
 
 
 
 04 
 
 .08 
 
 " " 
 
 K2I 
 
 0.1 
 
 80 
 
 
 .66 
 
 o.z 
 
 60 
 
 
 .12 
 
 
 
 
 
 0.9 
 
 .68 
 
 VH 
 
 K72/J 
 
 21 
 
 80 
 
 
 1.84 
 
 04 
 
 60 
 
 
 Z4 
 
 
 
 
 
 2.7 
 
 2.08 
 
 I 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 (A C 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 a E 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 5 .& 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 s 
 
 TOTAL 
 
 219 
 
 
 
 19.10 
 
 1.3 
 
 
 
 4.12 
 
 0.5 
 
 
 
 .30 
 
 ^5, 
 
 e ..-. , 
 
 
 Tl 
 
 i.O 
 
 60 
 
 
 .60 
 
 
 
 
 
 0.3 
 
 60 
 
 
 .18 
 
 I.J 
 
 .18 
 
 fw> 
 
 T2 
 
 2.0 
 
 40 
 
 
 .80 
 
 0.2 
 
 40 
 
 
 08 
 
 
 
 
 
 2.2 
 
 .88 
 
 a 
 
 T3 
 
 0. 
 
 40 
 
 
 12 
 
 
 
 
 
 
 
 
 
 0.3 
 
 .12 
 
 _i * b 
 
 T4 
 
 4. 
 
 80 
 
 
 3.S2 
 
 
 
 
 
 
 
 
 
 4.4 
 
 5.52 
 
 <l| 
 
 T5 
 
 3 
 
 80 
 
 
 Z.84- 
 
 0.5 
 
 60 
 
 
 .30 
 
 
 
 
 
 4.0 
 
 3.14 
 
 
 T6 
 
 0. 
 
 60 
 
 
 .48 
 
 O.I 
 
 40 
 
 
 .04 
 
 
 
 
 
 0.9 
 
 .52 
 
 c ^ 
 
 T7 
 
 b.( 
 
 BO 
 
 
 4.80 
 
 
 
 
 
 2.2 
 
 60 
 
 
 1.32 
 
 82 
 
 6.IZ 
 
 Z $ -fc 
 
 T8 
 
 4 
 
 80 
 
 
 3.60 
 
 I.S 
 
 60 
 
 
 .90 
 
 I.I 
 
 60 
 
 
 66 
 
 1.1 
 
 5.16 
 
 I -1^ 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 O c . - 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 w i 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 -! 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 38 
 
 TOTAL 
 
 22.5 
 
 
 
 16.16 
 
 2-J 
 
 
 
 I.V 
 
 3.6 
 
 
 
 2.16 
 
 t^8.4 
 
 f 12024 
 
 
 Si 
 
 0.7 
 
 60 
 
 
 .42 
 
 
 
 
 
 
 
 
 
 0.1 
 
 .42 
 
 
 UZ 
 
 6.0 
 
 80 
 
 
 4.80 
 
 
 
 
 
 Z.2 
 
 60 
 
 
 1.32 
 
 8.2 
 
 6-12 
 
 
 
 U3 
 
 0.3 
 
 80 
 
 
 14 
 
 0-1 
 
 60 
 
 
 .06 
 
 
 
 
 
 0.4 
 
 .30 
 
 *: 
 
 U4 
 
 3.5 
 
 60 
 
 
 2.10 
 
 0.5 
 
 40 
 
 
 20 
 
 
 
 
 
 4.0 
 
 2.30 
 
 s 
 
 US 
 
 1.7 
 
 60 
 
 
 t.OE 
 
 9.5 
 
 40 
 
 
 20 
 
 
 
 
 
 2.2 
 
 1.22 
 
 1 
 
 U6 
 
 1.2 
 
 80 
 
 
 .96 
 
 0-6 
 
 60 
 
 
 .36 
 
 
 
 
 
 18 
 
 1.32 
 
 1 
 
 U7 
 
 ' 8 
 
 80 
 
 
 1.44 
 
 0.4 
 
 60 
 
 
 24 
 
 
 
 
 
 ;; 
 
 1.68 
 
 
 
 U8 
 
 0.4 
 
 80 
 
 
 -.32 
 
 
 
 
 
 
 
 
 
 04 
 
 .32 
 
 re b 
 
 U9 
 
 O.I 
 
 RO 
 
 
 .08 
 
 O.Z 
 
 60 
 
 
 .13 
 
 
 
 
 
 0.3 
 
 .20 
 
 o 21 
 
 yio 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 Ull 
 
 1.0 
 
 60 
 
 
 .60 
 
 
 
 
 
 0.5 
 
 CO 
 
 
 .30 
 
 1.5 
 
 .90 
 
 5|I 
 
 "Is 
 
 LJIZ 
 
 1.5 
 
 60 
 
 
 2.10 
 
 0.5 
 
 40 
 
 
 20 
 
 
 
 
 
 4.0 
 
 230 
 
 U13 
 
 0.5 
 
 40 
 
 
 .36 
 
 
 
 
 
 
 
 
 
 0.9 
 
 .36 
 
 U14 
 
 1.5 
 
 60 
 
 
 .90 
 
 0.1 
 
 40 
 
 
 .28 
 
 
 
 
 
 2.2 
 
 1.18 
 
 U15 
 
 o: 
 
 60 
 
 
 .42 
 
 
 
 
 
 
 
 
 
 0.1 
 
 42 
 
 U T 1 L 
 
 ^eness of Technica 
 jn, Control and Ace 
 
 UI6 
 
 1.0 
 
 80 
 
 
 80 
 
 0.5 
 
 60 
 
 
 30 
 
 
 
 
 
 1.5 
 
 .10 
 
 UI7 
 
 0.2 
 
 40 
 
 
 .08 
 
 
 
 
 
 
 
 
 
 0.2 
 
 .08 
 
 ulfl 
 
 O4 
 
 40 
 
 
 |6 
 
 
 
 
 
 
 
 
 
 0.4 
 
 16 
 
 UI9 
 
 ?.o 
 
 80 
 
 
 1.60 
 
 2.3 
 
 60 
 
 
 1.38 
 
 
 
 
 
 4.3 
 
 2.98 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 I] 
 
 uj 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 J6.9 
 
 
 
 18.40 
 
 6.3 
 
 
 
 3.J4 
 
 7.1 
 
 
 
 I.6Z 
 
 c .s 
 
 g,zi.w 
 
 HAND TOTAL 
 
 77.1 
 
 
 
 64.86 
 
 IS.9 
 
 
 
 8.Z8 
 
 6.8 
 
 
 
 4.08 
 
 d 100 
 
 hJ61-12
 
 THE MEN'S READY-MADE CLOTHING INDUSTRY 
 
 125 
 
 FIELD REPORT EVALUATION 
 
 COMMIT! 
 THE FE 
 
 EE ON ELIMINATION OF WASTE 1 
 
 >4 INDUSTRY 
 
 L 
 
 SOCIETIES 
 
 OF 
 DERATED AMERICAN ENGINEERING 
 
 INDUSTRY t1< cioihfnil made PLANT \\.S.A.F. EST.BYc//*.C. DATE<//*/ 
 
 >- + + - E*cellenf =. 0foWaste Poor = 6 o/o Waste a + b + c = oUlOOfo 
 = SHdK-'- :%&! Bad=80|on + f ,9. h - "loWaste 
 
 CAUSES 
 
 Cm de 
 
 Questions 
 
 R E 
 
 SPONSIBILIT 
 
 E S 
 
 TOTAL 
 
 WASTE 
 
 for 
 Feld 
 Investi- 
 
 MM) 
 
 Points 
 
 Est.|o 
 Waste 
 
 Points 
 Waste 
 
 Assigned 
 Points 
 
 Etft|o 
 
 Waste 
 
 Points 
 Vfaste 
 
 Assignee 
 PoinH 
 
 Est.|o 
 Waste 
 
 Points 
 Waste 
 
 Assigned 
 Points 
 
 Points 
 Waste 
 
 gator 
 
 
 2 
 
 3 
 
 
 5 
 
 
 
 
 
 to 
 
 
 
 
 
 rk)and Personnel, 
 ationship 
 
 XI 
 
 .5 
 
 100 
 
 
 .50 
 
 
 
 
 
 
 
 
 
 0.5 
 
 .50 
 
 Kt 
 
 ? 4 
 
 80 
 
 
 1.92 
 
 0.3 
 
 80 
 
 
 24 
 
 0.5 
 
 60 
 
 
 -30 
 
 3.2 
 
 2.46 
 
 M 
 
 0.9 
 
 80 
 
 
 .12 
 
 
 
 
 
 
 
 
 
 0.9 
 
 .12 
 
 K4 
 
 1.0 
 
 80 
 
 
 80 
 
 0.3 
 
 80 
 
 
 .24 
 
 
 
 
 
 1.3 
 
 1.04 
 
 K5 
 
 7.2 
 
 100 
 
 
 ? 20 
 
 
 
 
 
 
 
 
 
 ?.2 
 
 2.10 
 
 K6 
 
 0.2 
 
 100 
 
 
 .20 
 
 O.I 
 
 60 
 
 
 .06 
 
 
 
 
 
 0.3 
 
 26 
 
 K1 
 
 50 
 
 60 
 
 
 3.00 
 
 1.6 
 
 40 
 
 
 .64 
 
 
 
 
 
 6.6 
 
 3.64 
 
 is 
 
 r|l 
 
 o&^ 
 
 8 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 9 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 0.9 
 
 SO 
 
 
 .12 
 
 
 
 
 
 
 
 
 
 0.9 
 
 .12 
 
 
 0.2 
 
 80 
 
 
 16 
 
 0,1 
 
 80 
 
 
 .08 
 
 
 
 
 
 0.3 
 
 .24 
 
 ORG A N 1 1 AH 
 
 Mechanism of Industry astoType.Methods 
 Assignment and Discharge of Responsibil 
 
 K I 
 
 0-2 
 
 100 
 
 
 .20 
 
 O.I 
 
 60 
 
 
 .06 
 
 
 
 
 
 0.3 
 
 H 
 
 J 
 
 3-0 
 
 60 
 
 
 1.80 
 
 1.4 
 
 GO 
 
 
 .S4 
 
 
 
 
 
 4.4 
 
 2.64 
 
 14 
 
 83 
 
 40 
 
 
 .28 
 
 0.2 
 
 40 
 
 
 .08 
 
 
 
 
 
 0.9 
 
 .36 
 
 5 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 IN 
 
 0.9 
 
 40 
 
 
 .36 
 
 
 
 
 
 
 
 
 
 0.9 
 
 16 
 
 in 
 
 0.3 
 
 40 
 
 
 U 
 
 0.1 
 
 40 
 
 
 .04 
 
 
 
 
 
 0.4 
 
 16 
 
 KI8 
 
 O.I 
 
 40 
 
 
 04 
 
 0.3 
 
 40 
 
 
 12 
 
 
 
 
 
 04 
 
 16 
 
 KI9 
 
 1.0 
 
 40 
 
 
 .40 
 
 0.! 
 
 40 
 
 
 .04 
 
 
 
 
 
 1 
 
 .44 
 
 KM 
 
 04 
 
 20 
 
 
 .08 
 
 
 
 
 
 
 
 
 
 0.4 
 
 .08 
 
 K2I 
 
 0.1 
 
 40 
 
 
 a 
 
 0.2 
 
 40 
 
 
 .08 
 
 
 
 
 
 0-9 
 
 36 
 
 Kl'fe 
 
 S.O 
 
 60 
 
 
 3.00 
 
 2.1 
 
 60 
 
 
 1.26 
 
 
 
 
 
 1.1 
 
 4.26 
 
 K1% 
 
 2.3 
 
 80 
 
 
 1.84 
 
 0.4 
 
 60 
 
 
 3A 
 
 
 
 
 
 2.1 
 
 2.08 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 719 
 
 
 
 18.62 
 
 1.1 
 
 
 
 4.0E 
 
 0.5 
 
 
 
 .T>0 
 
 o|35.1 
 
 e|22,4 
 
 ! 
 
 71 
 
 1.0 
 
 60 
 
 
 .60 
 
 
 
 
 
 0.3 
 
 60 
 
 
 .18 
 
 3 
 
 .18 
 
 T2 
 
 2.0 
 
 80 
 
 
 1.60 
 
 02 
 
 40 
 
 
 .08 
 
 
 
 
 
 J.2 
 
 1.68 
 
 ICAL 
 
 ng Knowled 
 t and Mater 
 
 T3 
 
 0.3 
 
 60 
 
 
 .IS 
 
 
 
 
 
 
 
 
 
 O.i 
 
 18 
 
 14 
 
 44 
 
 80 
 
 
 
 
 
 
 
 
 
 
 
 44 
 
 3.5Z 
 
 T5 
 
 3.5 
 
 40 
 
 
 1.40 
 
 0.5 
 
 40 
 
 
 .20 
 
 
 
 
 
 4.0 
 
 1.60 
 
 T6 
 
 0.8 
 
 80 
 
 
 64 
 
 O.I 
 
 40 
 
 
 04 
 
 
 
 
 
 0.9 
 
 .68 
 
 T1 
 
 6.0 
 
 80 
 
 
 4-80 
 
 
 
 
 
 ?.2 
 
 60 
 
 
 I.JO 
 
 8.2 
 
 6.10 
 
 Z t 
 
 sit 
 
 H s| 
 j| 
 
 T8 
 
 4.5 
 
 60 
 
 
 I.TO 
 
 1.5 
 
 60 
 
 
 90 
 
 I.I 
 
 60 
 
 
 .66 
 
 1.1 
 
 4.Z6 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 2Z.5 
 
 
 
 15.44 
 
 S.3 
 
 
 
 1.22 
 
 3.6 
 
 
 
 2.14 
 
 b 284 
 
 f 18.80 
 
 e 
 
 y 
 
 O.T 
 
 80 
 
 
 .56 
 
 
 
 
 
 
 
 
 
 0.1 
 
 .56 
 
 U2 
 
 S.O 
 
 80 
 
 
 4.80 
 
 
 
 
 
 ?.2 
 
 80 
 
 
 U6 
 
 8.2 
 
 6.56 
 
 U3 
 
 0.3 
 
 80 
 
 
 .24 
 
 O.I 
 
 60 
 
 
 .06 
 
 
 
 
 
 0.4 
 
 JO 
 
 UTI LI 7 ATI OH 
 
 Effectiveness Of Technical Knowledge and Organizat 
 Direction, Control and Accounting Factors 
 
 4 
 
 3.5 
 
 60 
 
 
 2.10 
 
 0.5 
 
 40 
 
 
 20 
 
 
 
 
 
 4.0 
 
 2.30 
 
 5 
 
 1.1 
 
 80 
 
 
 1.36 
 
 0.5 
 
 60 
 
 
 30 
 
 
 
 
 
 2.2 
 
 .66 
 
 6 
 
 t.2 
 
 60 
 
 
 /IE 
 
 0.6 
 
 40 
 
 
 .24 
 
 
 
 
 
 
 96 
 
 1 
 
 1.8 
 
 80 
 
 
 1.44 
 
 0.4 
 
 60 
 
 
 .24 
 
 
 
 
 
 
 .68 
 
 8 
 
 0.4 
 
 60 
 
 
 .24 
 
 
 
 
 
 
 
 
 
 
 .24 
 
 9 
 
 w 
 
 60 
 
 
 .06 
 
 O.i 
 
 60 
 
 
 .12 J 
 
 
 
 
 
 
 .18 
 
 10 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 j 
 
 1.0 
 
 80 
 
 
 .80 
 
 
 
 
 
 0.5 
 
 60 
 
 
 .30 
 
 
 1.10 
 
 12 
 
 5.5 
 
 80 
 
 
 ?.80 
 
 0.5 
 
 60 
 
 
 10 
 
 
 
 
 
 
 1.10 
 
 
 0.9 
 
 40 
 
 
 .36 
 
 
 
 
 
 
 
 
 
 
 .36 
 
 14 
 
 1.5 
 
 60 
 
 
 .90 
 
 0.1 
 
 40 
 
 
 28 
 
 
 
 
 
 
 .18 
 
 U5 
 
 0.7 
 
 40 
 
 
 .28 
 
 
 
 
 
 
 
 
 
 
 .28 
 
 UI6 
 
 1.0 
 
 60 
 
 
 .60 
 
 0.5 
 
 40 
 
 
 20 
 
 
 
 
 
 
 80 
 
 117 
 
 0.2 
 
 60 
 
 
 12 
 
 
 
 
 
 
 
 
 
 o.z 
 
 .12 
 
 UI8 
 
 0.4 
 
 80 
 
 
 .32 
 
 
 
 
 
 
 
 
 
 04 
 
 .32 
 
 U 9 
 
 ?.o 
 
 60 
 
 
 1.20 
 
 2.3 
 
 60 
 
 
 1.58 
 
 
 
 
 
 4..-J 
 
 ?.58 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 ?6.9 
 
 
 
 18.90 
 
 6.3 
 
 
 
 J.12 
 
 ?.1 
 
 
 
 ?.06 
 
 C|35.9 
 
 g 24.*8 
 
 GRAND TOTAL 
 
 TIJ6 
 
 
 
 52.96 
 
 15.9 
 
 
 
 9.64 
 
 6.8 
 
 
 
 4.50 
 
 JJJJOO 
 
 h 61-10
 
 126 
 
 WASTE IN INDUSTRY 
 
 FIELD REPORT EVALUATION 
 
 COMMITTEE ON ELIMINATION OF WASTE IN INDUSTRY 
 AMER CAN ENGINEERING COUNCIL 
 OF 
 THE FEDERATED AMERICAN ENGINEERING SOCIETIES 
 
 INOUSTRY*^ 
 
 "frpLANTNa&./.A: EST.BYTW.*. DATE *///?/ 
 
 >- -t--H(f = Excellent. 0%Wast. Poor =60 /o Waste a + b +e -d 100fo 
 S +(D +@ - Fair d ">4oX I! a d . M* e* f * 9 -h - "loWaste 
 
 CAUSES 
 
 for 
 Field 
 
 :.-.-- ' 
 
 MANAGEMENT 
 
 LABOR 
 
 OUTSIDE CONTRACTS 
 
 Assign* 
 Points 
 
 Points' 
 Vtoste 
 
 ?P 
 
 Waste 
 
 Mnta 
 
 N& 
 
 EST.Jo 
 Waste 
 
 tiste 
 
 s 
 
 Waste Waste 
 
 ORGA Nl Z AT ION 
 sm of Industry as to Type,Methods(PaperWork)and Personnel, 1 
 lentand Discharge of Responsibility and Relationship 
 
 K 
 
 O.S 
 
 
 60 
 
 
 
 
 
 
 
 
 
 
 OS 
 
 
 
 2.4 
 
 
 40 
 
 v 
 
 u 
 
 
 40 
 
 -IZ- 
 
 0.4 
 
 
 40 
 
 .It 
 
 3.1 
 
 1-24 
 
 
 as 
 
 60 
 
 
 
 
 
 
 
 
 
 
 03 
 
 .^4 
 
 
 1.0 
 
 
 60 
 
 fro 
 
 0.3 
 
 
 60 
 
 .18 
 
 
 
 
 
 j ^ 
 
 IB 
 
 2.2 
 
 
 80 
 
 1.1* 
 
 
 
 
 
 
 
 
 
 2.Z 
 
 L16 
 
 
 0.1 ; 
 
 V) 
 
 . : 
 
 0-1 
 
 
 40 1 .04 
 
 
 
 
 
 as 
 
 .- 
 
 
 LO ; 
 
 60 
 
 300 
 
 1.6 
 
 
 20 .12 
 
 
 
 
 
 
 3.32 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 0.9 
 
 
 : : 
 
 ] 40 ; .08 
 
 0.1 [ I M 
 
 .04 
 
 
 
 
 
 
 12 
 
 as 
 
 i 100 i 3Q 
 
 
 
 
 
 
 13 
 
 .30 
 
 I 1 3.0 
 
 i 40 , 1-20 
 
 1.4 ' 40 
 
 .56 
 
 
 
 4.4 1 76 
 
 - 
 
 j 20 .14 
 
 02 ! 40 
 
 
 
 
 
 n 0-3 
 
 .22 
 
 u 
 
 80 .64 
 
 : 
 
 20 
 
 .02 
 
 
 
 . 0.9 
 
 6C 
 
 
 
 
 
 
 
 
 
 
 
 
 0.3 ' 
 
 80 
 
 .24 
 
 ai 
 
 80 
 
 .08 
 
 
 
 - 04 
 
 ^2 
 
 
 0.1 
 
 80 
 
 .09 
 
 0.3 ; 
 
 80 .24 
 
 
 
 0.4 
 
 3Z 
 
 
 
 60 
 
 
 0.1 > 60 .06 
 
 
 
 
 .66 
 
 . 0.3 
 
 
 
 
 : 
 
 
 
 
 0.4 
 
 
 
 
 40 
 
 Z 
 
 az 
 
 40- i .08 
 
 
 
 
 3.9 
 
 36 
 
 * 5.0 
 
 
 CO 
 
 :: 
 
 2.1 
 
 
 60 I-Z6 
 
 
 
 
 
 1.1 
 
 4Jt 
 
 - __ Ll 
 
 
 60 
 
 
 04 
 
 
 60^ 
 
 .24 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 II 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 < TOTAL 
 
 ?7.8 
 
 
 ?-.: 
 
 7.4 
 
 
 
 :: 
 
 0.4- 
 
 
 
 0.16 
 
 a :-F.t 
 
 e istd 
 
 
 Tl 
 
 1.0 
 
 
 60 
 
 .GO 
 
 
 
 
 
 (X5 
 
 
 60 
 
 M 
 
 1.1 
 
 .18 
 
 f J 
 
 T2 
 
 20 
 
 
 40 
 
 80 
 
 0.2 
 
 
 40 
 
 .08 
 
 
 
 
 
 2.2 
 
 88 
 
 n 
 
 0.1 
 
 
 40 
 
 12 
 
 
 
 
 
 
 
 
 
 03 
 
 .12 
 
 "> *o 
 
 
 
 
 60 
 
 2.64 
 
 
 
 
 
 
 
 
 
 4.4 
 
 5.64 
 
 g ^ 
 
 T5 
 
 3-S 1 
 
 20 
 
 10 
 
 as 
 
 
 40 
 
 .;; 
 
 
 
 
 
 4.0 
 
 .90 
 
 iTECHNIC 
 bailable Engineering K 
 istoProduct,Plantanc 
 
 T6 
 
 ae 
 
 
 20 
 
 .16 
 
 O.I 
 
 
 40 
 
 .04 
 
 
 
 
 
 0.9 
 
 .20 
 
 n 
 
 6.0 
 
 
 80 
 
 4.80 
 
 
 
 
 
 2.Z 
 
 
 80 
 
 1.16 
 
 82 
 
 6.56 
 
 T8 
 
 4.5 
 
 
 60 
 
 2.10 
 
 1.5 
 
 
 60 
 
 .90 
 
 I.I 
 
 
 80 
 
 88 
 
 T.I 
 
 
 
 1 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 22.5 
 
 
 
 : .-: 
 
 2.3 
 
 
 
 - 
 
 3.6 
 
 
 : lEife 
 
 f !65fc 
 
 ili 
 
 U2 
 
 CO 
 
 
 -- 
 
 AM 
 
 
 
 
 
 2.7 
 
 
 8 ' ,.16 1 S 
 
 "Tw! 
 
 U) 
 
 03 
 
 
 100 
 
 .30 
 
 O.I 
 
 
 100 
 
 . 
 
 
 
 
 0.4 
 
 
 04 
 
 15 
 
 
 60 
 
 2.10 
 
 O.S 
 
 
 40 
 
 -- 
 
 
 
 
 - g 
 
 J.>0 ! 
 
 US 
 
 Ll 
 
 
 40 
 
 C8 
 
 as 
 
 
 40 
 
 -- 
 
 
 
 
 
 2.2 
 
 .88 j 
 
 Ut 
 
 1.2 
 
 
 - 
 
 24 
 
 y 
 
 
 40 
 
 -i 
 
 
 
 
 
 18 
 
 
 Ul 
 
 18 
 
 
 40 
 
 1Z 
 
 04 
 
 
 20 
 
 -c 
 
 
 
 
 
 
 .80 
 
 U8 
 
 0.4 
 
 
 100 
 
 40 
 
 
 
 
 
 
 
 
 
 - ; 
 
 40 
 
 m 
 
 0.2 
 
 
 
 .08 
 
 O.I 
 
 
 40 
 
 04 
 
 
 
 
 
 O.S 
 
 12 j 
 
 uw 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 UJi 
 
 1.0 
 
 
 20 
 
 20 
 
 
 
 
 
 0-5 
 
 
 feO 
 
 .30 
 
 l^ 
 
 .50 
 
 LIZAT1 
 
 nical Know! 
 d Accountir 
 
 UIJ 
 
 OJ 
 
 
 40 
 
 .36 
 
 
 
 40 
 
 20 
 
 
 
 
 
 i 4.0 
 0.9 
 
 'so 
 
 .36 
 
 g i 
 
 I.S 
 
 
 40 
 
 60 
 
 0.7 
 
 
 40 
 
 .28 
 
 
 
 
 
 
 88 
 
 UlS 0.1 
 
 
 40 
 
 ; 
 
 
 
 
 
 
 
 
 
 0.1 
 
 .28 
 
 U16 
 
 1.0 
 
 
 60 
 
 60 
 
 as 
 
 
 40 
 
 .20 
 
 
 
 
 
 1.5 
 
 .80 
 
 
 
 20 
 
 
 ai 
 
 
 ao 
 
 .02 
 
 
 
 
 
 0-4 
 
 .08 
 
 Effectiveness o1 
 Direction, Contr 
 
 
 1 
 
 
 
 
 _uo_ 
 
 
 
 
 _*o_ 
 
 _^K_ 
 
 
 
 
 
 _t5_ 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 i 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 I 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 7L6.? 
 
 
 
 i.i: 
 
 : '- 
 
 
 
 i48 
 
 2.7 
 
 
 
 
 c -.5 : 
 
 9 ?'-* 
 
 6RAND TOTAL | TU j 
 
 
 *2.I6 
 
 16.0 
 
 
 
 6.9* 
 
 6.1 
 
 
 
 - 'i 
 
 d too 
 
 h -::
 
 THE MEN'S READY-MADE CLOTHING INDUSTRY 
 
 127 
 
 FIELD REPORT EVALUATION 
 
 COMMITTEE ON EL1M1NAT ON OF WASTE IN INDUSTRY 
 AMER CAN ENGINEERING COUNCIL 
 OF 
 
 WDUSTRY Mf f^ ^}^ f n "" fe PLANT MO. J. N.A. EST. BY T. W.ft DATE */f/" 
 
 >- + -i-- Excellent = 0/oWaste Poor , 6 o/o Waste a +b + c =d =IOO/ O 
 2 + + - @ ? :4o% Bad 8 S| fl e + f + g-h - /o Waste 
 
 CAUSES 
 
 Guide 
 Questions 
 for 
 Field 
 Invest',- 
 gator 
 
 RESPONSIBILIT 
 
 ES 
 
 TOTAL WASTE 
 
 M ANAGEME NT 
 
 LABOR 
 
 OUTSIDE CONTRACTS 
 
 8? 
 
 Points 
 Waste 
 
 Assigned 
 P mh 
 
 Est.|o 
 Waste 
 
 Waste 
 
 Assigned 
 Points 
 
 E5t.|o 
 Waste 
 
 Points 
 Waste 
 
 & 
 
 Est.|o 
 Waste 
 
 Points 
 Waste 
 
 1 
 
 2 
 
 J 
 
 4 
 
 5 
 
 6 
 
 1 
 
 "$ 
 
 9 
 
 10 
 
 U 
 
 12 
 
 13 
 
 14 
 
 If 
 
 Kl 
 
 0.5 
 
 100 
 
 
 0.5 
 
 
 
 
 
 
 
 
 
 0.5 
 
 .50 
 
 K2 
 
 t4 
 
 SO 
 
 
 1.44 
 
 0.3 
 
 40 
 
 
 .12 
 
 0.4 
 
 
 40 
 
 1C 
 
 3.1 
 
 LT2 
 
 K3 
 
 
 100 
 
 
 0.9 
 
 
 
 
 
 
 
 
 
 as 
 
 .90 
 
 K4 
 
 1.3 
 
 100 
 
 
 1.3 
 
 
 
 
 
 
 
 
 
 1.3 
 
 .30 
 
 K5 
 
 2.2 
 
 100 
 
 
 ?.Z 
 
 
 
 
 
 
 
 
 
 2.2 
 
 2.20 
 
 ORGANIZATION 
 
 Mechanism of Industry as-toType,Methods(PaperWort<)a 
 Assignment and Dischargeof Responsibility and Relatic 
 
 Kl 
 
 3.3 
 
 60 
 
 
 1.98 
 
 3.3 
 
 40 
 
 
 1.32 
 
 
 
 
 
 66 
 
 3.10 
 
 K8 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 K9 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 K10 
 
 0.9 
 
 100 
 
 
 0.9 
 
 
 
 
 
 
 
 
 
 0.9 
 
 .90 
 
 Kll 
 
 O.I 
 
 100 
 
 
 O.I 
 
 0.2 
 
 100 
 
 
 O.ZO 
 
 
 
 
 
 0.3 
 
 30 
 
 Kit 
 
 0.2 
 
 100 
 
 
 0.2 
 
 O.I 
 
 100 
 
 
 0.10 
 
 
 
 
 
 0.3 
 
 .30 
 
 
 J.t 
 
 BO 
 
 
 1.16 
 
 2.2 
 
 80 
 
 
 i.16 
 
 
 
 
 
 4.4 
 
 3.52 
 
 KI4 
 
 0.9 
 
 
 
 
 0.00 
 
 
 
 
 
 
 
 
 
 0.9 
 
 1.00 
 
 KI5 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 KI6 
 
 0.45 
 
 50 
 
 
 0.21 
 
 
 
 
 
 
 
 
 
 0.9 
 
 0.45 
 
 KIT 
 
 
 
 
 
 0-4 
 
 
 
 
 
 
 
 
 0.4 
 
 
 K18 
 
 
 
 
 
 0.4 
 
 
 
 
 
 
 
 
 0.4 
 
 
 KI9 
 
 '.0 
 
 40 
 
 
 0.40 
 
 0.1 
 
 40 
 
 
 .04 
 
 
 
 
 
 I.I 
 
 .44 
 
 KZO 
 
 0.*. 
 
 
 
 
 0.00 
 
 
 
 
 
 
 
 
 
 0.4 
 
 
 K2I 
 
 045 
 
 50 
 
 
 0.23 
 
 0.45 
 
 50 
 
 
 .23 
 
 
 
 
 
 0.9 
 
 45 
 
 KT/5 
 
 6.0 
 
 50 
 
 
 3.0 
 
 MO 
 
 50 
 
 
 .55 
 
 
 
 
 
 1.1 
 
 3.55 
 
 KT/j 
 
 1.4 
 
 60 
 
 
 0.8 
 
 1.30 
 
 60 
 
 
 .80 
 
 
 
 
 
 2.1 
 
 1-60 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 24.8 
 
 
 
 16.11 
 
 10.4 
 
 
 
 5.38 
 
 0.4 
 
 
 
 0.16 
 
 ^5.6 
 
 e|?i.&i 
 
 *-! 
 
 Tl 
 
 1.0 
 
 
 
 0.50 
 
 
 
 
 
 0.3 
 
 
 
 O.Z 
 
 1.3 
 
 10 
 
 n 
 
 7.0 
 
 40 
 
 
 .80 
 
 0.2 
 
 40 
 
 
 .08 
 
 
 
 
 
 J.2 
 
 86 
 
 TECHNICAL 
 
 Available Engineering Knowled 
 as to Product, Plantand Mater' 
 
 Tl 
 
 03 
 
 40 
 
 
 
 
 
 
 
 
 
 
 
 0.1 
 
 
 T4 
 
 4.4 
 
 40 
 
 
 1.16 
 
 
 
 
 
 
 
 
 
 44 
 
 16 
 
 T5 
 
 35 
 
 40 
 
 
 1.40 
 
 0.5 
 
 40 
 
 
 .20 
 
 
 
 
 
 4.0 
 
 1.60 
 
 T6 
 
 0.8 
 
 40 
 
 
 32 
 
 O.I 
 
 40 
 
 
 .04 
 
 
 
 
 
 0.9 
 
 36 
 
 T7 
 
 6.0 
 
 60 
 
 
 3. SO 
 
 
 
 
 
 2.2 
 
 
 60 
 
 1.32 
 
 82 
 
 
 T8 
 
 5.6 
 
 60 
 
 
 ?.IG 
 
 24 
 
 60 
 
 
 1.44 
 
 I.I 
 
 
 40 
 
 44 
 
 1.1 
 
 4.04 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 71.6 
 
 
 
 10.66 
 
 3.E 
 
 
 
 1.16 
 
 3.6 
 
 
 
 1.96 
 
 b|?8.4 
 
 f 14 .36 
 
 UTILIZATION 
 
 Effectiveness of Technical Knowledge and Organization. 
 Direction, Control and Accounting Factors 
 
 Ul 
 
 0.1 
 
 40 
 
 
 .28 
 
 
 
 
 
 
 
 
 
 0." 
 
 .28 
 
 02 
 
 e.o 
 
 60 
 
 
 3.60 
 
 
 
 
 
 2.2 
 
 
 60 
 
 1.32 
 
 8. 
 
 4.92 
 
 U3 
 
 0.1 
 
 100 
 
 
 30 
 
 0.1 
 
 100 
 
 
 .10 
 
 
 
 
 0. 
 
 .40 
 
 U4 
 
 3.5 
 
 40 
 
 
 1.40 
 
 0.5 
 
 40 
 
 
 JO 
 
 
 
 
 
 4. ) 
 
 1.60 
 
 US 
 
 1.1 
 
 40 
 
 
 .68 
 
 0.5 
 
 40 
 
 
 20 
 
 
 
 
 
 2. 
 
 .88 
 
 U6 
 
 0.9 
 
 40 
 
 
 36 
 
 0.9 
 
 40 
 
 
 36 
 
 
 
 
 
 1. \ 
 
 IE 
 
 U7 
 
 1.8 
 
 60 
 
 
 1.08 
 
 0.4 
 
 40 
 
 
 .16 
 
 
 
 
 
 ?.2 
 
 114 
 
 U8 
 
 0.4 
 
 50 
 
 
 .20 
 
 
 
 
 
 
 
 
 
 0.4 
 
 20 
 
 U9 
 
 O.I 
 
 20 
 
 
 02 
 
 B 
 
 40 
 
 
 .08 
 
 
 
 
 
 0.3 
 
 .10 
 
 UK) 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 Ull 
 
 1.0' 
 
 40 
 
 
 .40 
 
 
 
 
 
 0.5 
 
 
 60 
 
 03 
 
 1.5 
 
 rro 
 
 UI2 
 
 3.5 
 
 SO 
 
 
 1.15 
 
 0.5 
 
 50 
 
 
 25 
 
 
 
 
 
 4-0 
 
 2.00 
 
 Ull 
 
 r 0.9 
 
 20 
 
 
 18 
 
 
 
 
 
 
 
 
 
 0.9 
 
 18 
 
 UI4 
 
 1.5 
 
 20 
 
 
 .30 
 
 0.7 
 
 40 
 
 
 .28 
 
 
 
 
 
 ?.Z 
 
 58 
 
 
 
 40 
 
 
 .28 
 
 
 
 
 
 
 
 
 
 0.1 
 
 
 UI6 
 
 1.0 
 
 40 
 
 .40 
 
 o.s 
 
 40 
 
 
 .20 
 
 
 
 
 
 1.5 
 
 60 
 
 un 
 
 0.2 
 
 
 
 .04 
 
 
 
 
 
 
 
 
 
 0.1 
 
 .04 
 
 
 0.4 
 
 100 
 
 
 40 
 
 
 
 
 
 
 
 
 
 0.4 
 
 
 U 19 
 
 e.is 
 
 41 
 
 
 I.OZ 
 
 J.I5 
 
 41 
 
 
 1.02 
 
 
 
 
 
 4.1 
 
 2.04 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 26.15 
 
 
 
 12/19 
 
 6.45 
 
 
 
 ?.85 
 
 2.1 
 
 
 
 1.62 
 
 C 55.9 
 
 q|n.26 
 
 GR AND TOTAL 
 
 13.15 
 
 
 
 39.58 
 
 JO.OB 
 
 
 
 9.99 
 
 G.T 
 
 
 
 3.14 
 
 d 100 
 
 h|533l
 
 128 
 
 WASTE IN INDUSTRY 
 
 FIELD REPORT EVALUATION 
 
 COMMITTEE ON ELIMINATION OF WASTE IN INDUSTRY 
 AMERICAN ENGINEERING COUNCIL 
 OF 
 
 INDUSTRY "ciothina^""" 16 Pt-ANT NO. C.G EST.BYM.i.C DATE 4/n/ZI 
 
 >- + + = Excellent =0% Waste Poor = 60 /o Waste a +b >C -d =100% 
 * ++ = F a r I'M,!! Bad-BOlo- e + f*g-h '/oWcs* 
 
 8 
 
 a 
 < 
 
 Guide 
 
 fettfm 
 
 RESPONSIBILIT 
 
 E S 
 
 TOTAL WAS1E 
 
 
 MANAGEMENT 
 
 LABOR 
 
 
 S 
 
 Points 
 Waste 
 
 Field 
 mesti- 
 
 HMd 
 
 Points 
 
 Est.|o 
 Waste 
 
 Points 
 
 
 Est.|o 
 Waste 
 
 Points 
 
 Y3-,te 
 
 s 
 
 Est.|o 
 Waste 
 
 Points 
 Waste 
 
 Waste 
 
 Points 
 
 go+or 
 
 
 2. 
 
 
 
 
 
 
 
 
 10 
 
 
 
 
 14 
 
 f 
 
 Kl 
 
 as 
 
 
 to 
 
 .30 
 
 
 
 
 
 
 
 
 
 0.5 
 
 .10 
 
 c 
 
 K2 
 
 7.4 
 
 
 ?0 
 
 .4ft 
 
 0.3 
 
 
 40 
 
 .12 
 
 0.4 
 
 
 40 
 
 .20 
 
 3.1 
 
 .80 
 
 
 
 K3 
 
 OJ 
 
 
 JO 
 
 .18 
 
 
 
 
 
 
 
 
 
 0.9 
 
 18 
 
 fc E_ 
 
 M 
 
 1.0 
 
 
 20 
 
 .20 
 
 0.1 
 
 
 20 
 
 06 
 
 
 
 
 
 1.3 
 
 26 
 
 o " 
 
 K5 
 
 ?.l 
 
 
 60 
 
 1.32 
 
 
 
 
 
 
 
 
 
 2.2 
 
 .32 
 
 II 
 
 K6 
 
 O.Z 
 
 
 
 
 O.I 
 
 
 
 .04 
 
 
 
 
 
 0.3 
 
 04 
 
 - ^ 
 
 Kl 
 
 5.0 
 
 
 
 
 1 6 
 
 
 20 
 
 .32 
 
 
 
 
 
 6.6 
 
 12 
 
 Is 
 
 KB 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 fc " 
 
 K9 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 r ! 
 
 
 0.9 
 
 
 40 
 
 .36 
 
 
 
 
 
 
 
 
 
 0.9 
 
 .16 
 
 ORG A N I Z AT 1 
 
 Mechanism of Industry astoType,Methods(Pc 
 Assignment and Discharge of Responsibility 
 
 Kll 
 
 O.Z 
 
 
 20 
 
 .04 
 
 O.I 
 
 
 60 
 
 .06 
 
 
 
 
 
 u 
 
 .10 
 
 KIZ 
 
 0.2 
 
 
 ?0 
 
 .04 
 
 O.I 
 
 
 40 
 
 .04 
 
 
 
 
 
 0.3 
 
 .08 
 
 Kl> 
 
 30 
 
 
 20 
 
 .60 
 
 1 4 
 
 
 20 
 
 .28 
 
 
 
 
 
 4.4 
 
 88 
 
 K14 
 
 0.1 
 
 
 20 
 
 14- 
 
 Ot 
 
 
 40 
 
 .08 
 
 
 
 
 
 0.9 
 
 .21 
 
 HIS 
 
 O.S 
 
 
 80 
 
 fe4 
 
 0.1 
 
 
 
 
 .02 
 
 
 
 
 
 03 
 
 .66 
 
 j-j. 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 KIT 
 
 0.3 
 
 
 10 
 
 .03 
 
 0.1 
 
 
 20 
 
 .02 
 
 
 
 
 
 a* 
 
 05 
 
 KI8 
 
 0. 
 
 
 20 
 
 .02 
 
 0.3 
 
 
 40 
 
 .12 
 
 
 
 
 
 0.4 
 
 .14 
 
 KJ9 
 
 I 
 
 
 
 
 O.I 
 
 
 
 
 
 
 
 
 I.I 
 
 
 K20 
 
 OA 
 
 
 
 
 
 
 
 
 
 
 
 
 0.4 
 
 
 K2I 
 
 O.T 
 
 
 
 
 o.z 
 
 
 to 
 
 04 
 
 
 
 
 
 as 
 
 .04 
 
 KT'b 
 
 5.0 
 
 
 to 
 
 1.00 
 
 2.1 
 
 
 40 
 
 84 
 
 
 
 
 
 1.1 
 
 1.84 
 
 K7 2 !} 
 
 ?.* 
 
 
 40 
 
 -92 
 
 0.4 
 
 
 20 
 
 08 
 
 
 
 
 
 2.1 
 
 1.00 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 11. 
 
 
 
 6t1 
 
 T4 
 
 
 
 2.12 
 
 0.4 
 
 
 
 0.2 
 
 a a 35.e> 
 
 e'8.59 
 
 TECHNICAL 
 
 Available Engineering Knowledge 
 astoProduct,Plantand Materials 
 
 Tl 
 
 1.0 
 
 
 eo 
 
 .60 
 
 
 
 
 
 0.3 
 
 
 60 
 
 19 
 
 i.j 
 
 .18 
 
 T2 
 
 ?.o 
 
 
 20 
 
 .40 
 
 0.2 
 
 
 40 
 
 .08 
 
 
 
 
 
 2.2 
 
 .48 
 
 T3 
 
 
 
 40 
 
 .12 
 
 
 
 
 
 
 
 
 
 0-1 
 
 12 
 
 T4 
 
 4.4 
 
 
 20 
 
 .88 
 
 
 
 
 
 
 
 
 
 4-4 
 
 88 
 
 T5 
 
 3.5 
 
 
 20 
 
 .10 
 
 0.5 
 
 
 40 
 
 .20 
 
 
 
 
 
 4.0 
 
 90 
 
 TS 
 
 0.8 
 
 
 20 
 
 .16 
 
 0.1 
 
 
 40 
 
 .04 
 
 
 
 
 
 0.9 
 
 .20 
 
 Tl 
 
 60 
 
 
 10 
 
 60 
 
 
 
 
 
 t.l 
 
 
 . 40 
 
 .88 
 
 8.2 
 
 1.46 
 
 T8 
 
 4.5 
 
 
 20 
 
 .90 
 
 1.5 
 
 
 40 
 
 60 
 
 I.I 
 
 
 40 
 
 44 
 
 1.1 
 
 1.94 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 22.5 
 
 
 
 4-36 
 
 2.3 
 
 
 
 0.92 
 
 3.6 
 
 
 
 1.50 
 
 !??. 
 
 f 6.18 
 
 UTILIZATION 
 
 Effectiveness of Technical Knowledge and Organization. 
 Direction, Control and Accounting Factors 
 
 U2 
 
 60 
 
 
 zo 
 
 UO 
 
 
 
 
 
 2.2 
 
 
 80 
 
 1.16 
 
 8.2 
 
 2.96 J 
 
 US 
 
 0.3 
 
 
 BO 
 
 .Z4 
 
 O.I 
 
 
 40 
 
 .04 
 
 
 
 
 
 0.4 
 
 .28 
 
 
 35 
 
 
 4P 
 
 1.40 
 
 0.5 
 
 
 40 
 
 -JO 
 
 
 
 
 
 4.0 
 
 .60 
 
 U5 
 
 1-7 
 
 
 70 
 
 34 
 
 0.5 
 
 
 40 
 
 .20 
 
 
 
 
 
 7.2 
 
 .54 
 
 ui 
 
 14 
 
 
 10 
 
 .12 
 
 0.6 
 
 
 40 
 
 .24 
 
 
 
 
 
 1.8 
 
 .36 
 
 Ul 
 
 
 
 40 
 
 11 
 
 0.4 
 
 
 20 
 
 08 
 
 
 
 
 
 2.? 
 
 .80 
 
 US 
 
 
 
 20 
 
 .08 
 
 
 
 
 
 
 
 
 
 0.4 
 
 .08 
 
 Ui 
 
 
 
 20 
 
 .02 
 
 0.2 
 
 
 40 
 
 .08 
 
 
 
 
 
 0.3 
 
 10 
 
 _U10 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 UM 
 
 
 
 to 
 
 .20 
 
 
 
 
 
 0.5 
 
 
 60 
 
 .30 
 
 5 
 
 .50 
 
 
 
 
 to 
 
 .10 
 
 0.5 
 
 
 40 
 
 .to- 
 
 
 
 
 
 4.0 
 
 .90 
 
 UQ 
 
 
 
 20 
 
 .18 
 
 
 
 
 
 
 
 
 
 0.9 
 
 18 
 
 U14 
 
 
 
 40 
 
 .66 
 
 0.1 
 
 
 40 
 
 28 
 
 
 
 
 
 2.2 . 
 
 .88 
 
 UI5 
 
 
 
 40 
 
 26 
 
 
 
 
 
 
 
 
 
 0.1 
 
 2! 
 
 UIC 
 
 
 
 10 
 
 .10 
 
 0.5 
 
 
 40 
 
 .20 
 
 
 
 
 
 I.S 
 
 .10 
 
 un 
 
 
 
 to 
 
 04 
 
 
 
 
 
 
 
 
 
 at 
 
 .04 
 
 UI8 
 
 
 
 40 
 
 .16 
 
 
 
 
 
 
 
 
 
 0.4 
 
 .16 
 
 UI3 
 
 ?.o 
 
 
 20 
 
 20 
 
 2.3 
 
 
 40 
 
 .92 
 
 
 
 
 
 4.3 
 
 I.It 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 Z6.9 
 
 
 
 6.86 
 
 u 
 
 
 
 ?.44 
 
 M 
 
 
 
 :.os 
 
 C 5J.9 
 
 gm_6 
 
 GRAND TOTAL 
 
 11.2 
 
 
 
 11.49 
 
 16.0 
 
 
 
 5.48 
 
 fc.l 
 
 
 
 3.ie 
 
 d 100 
 
 h 26.13
 
 THE MEN'S READY-MADE CLOTHING INDUSTRY 129 
 
 ACKNOWLEDGMENT 
 
 In the absence in the clothing industry of any employers' organiza- 
 tion such as facilitated similar studies in other industries, we feel under 
 special obligations to the individual firms in several clothing markets 
 who assisted us in various ways, and to the Clothing Manufacturers' 
 Association of New York, through President William A. Bandler. Since 
 united efforts of this kind have not been common practice in this indus- 
 try, the cordial response to Herbert Hoover's request for co-operation is 
 especially appreciated. 
 
 Without the services of Dr. Thomas W. Mitchell, who really acted 
 as co-author of this report, the collection of the data and their presenta- 
 tion would have been impossible in the time and with the resources at our 
 disposal. Dr. Mitchell's work as production engineer for the New York 
 Clothing Market, and later as production advisor in individual plants 
 fitted him specially for this task. I want also specially to mention the 
 services of Mr. Joseph A. Carlin, both in the field and later in the office 
 determinations. 
 
 MORRIS LLEWELLYN COOKE.
 
 130 
 
 WASTE IN INDUSTRY 
 
 a: 
 
 i- 
 
 co 
 3 
 
 LJ O 
 h-Z 
 (f> ~~ 
 <UJ 
 
 1/3 Z 
 UJ < 
 
 I- 
 
 O to 
 
 UJ 
 
 X 
 
 h- 
 z 
 
 
 If JPJs! 
 
 r^y i-i" ^- ' 
 
 Inadequate 
 personnel 
 
 management 
 
 
 
 _! 
 
 Ill 
 
 
 I! 
 
 a D 
 
 1| 
 
 s 
 
 
 
 L 
 
 
 
 
 
 
 
 i/> 
 
 UJ 
 
 * ljf-!i|| 
 
 
 
 
 
 
 
 
 *~ t- 
 
 Q ? jiij"^ 1 
 
 
 
 
 
 
 
 
 R1BUTABLE 
 R DIFFICUL 
 
 FH Frn 
 
 Waste of 
 
 i 
 | 
 j 
 \ 
 
 
 
 Lackoftrainin 
 of cutters 
 
 
 t4- * 
 
 
 
 il 
 
 r o 
 
 0) ''f 
 
 L 
 
 
 
 
 i 
 
 
 
 < 
 
 
 
 
 
 
 
 
 
 
 i>l'lilll| 
 
 
 
 
 
 
 
 
 
 
 ?| s^l 
 5^ Ill-si! 
 
 5fe gl-ej) 
 
 -1! 
 
 t 
 1 
 P 
 
 
 
 :essi've 
 entories 
 
 
 fit 
 
 
 
 t| 
 
 S 
 
 
 
 tS.I 
 
 
 llii 
 
 
 
 |_ 
 
 
 
 
 1 
 
 
 i 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 - 
 
 11 
 
 f 
 
 - 
 
 
 
 
 
 
 
 
 
 
 
 UJ *~ 
 
 
 
 
 
 
 11 
 
 . 
 
 r ~s ~i 
 
 .i ' 
 
 1 fc -H | 
 
 00 < 
 
 5^ 
 
 
 
 
 
 
 || 
 
 
 1 ? 3 |l 
 
 je" 5 1 Z P | 
 
 ^ 
 
 
 
 
 
 
 
 
 r fc > -i? 'S . 
 
 
 
 11 
 
 "H'l 
 
 
 
 - 
 
 111 
 
 
 |3| ^j?- .^g j| 
 l|| c'Sf -11 81 
 .ILlfl ^^ ^ 
 
 IS-ll^-ffi N'i^l 
 
 ili*!^! ^.i^^^ 
 
 
 
 
 
 
 
 
 
 | c ^^"5' 3 '"'-pj?3" : 5| 
 
 
 
 Losttime du 
 planning and 
 
 
 
 - 
 
 Poor delivery 
 of materials 
 
 - 
 
 l1fs1^l|'i|l|1l 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 - 
 
 1, 
 
 a 35 
 
 11 
 
 - 

 
 CHAPTER VII 
 THE BOOT AND SHOE INDUSTRY 
 
 BY SANFORD E. THOMPSON 
 
 Size of the Shoe Industry. Boot and shoe manufacture is the giant 
 of the group of leather industries, nearly equaling in the value of its 
 products the combined value of all the other trades in this group. 
 
 Shoe manufacture is one of the most highly competitive of the indus- 
 tries, having about 1300 producing companies, the largest of which manu- 
 factures about 6% of the total output. No trusts have been formed in the 
 shoe industry and no agreements or pools exist. 
 
 
 1909 
 
 1914 
 
 1921 
 
 Value of output . 
 
 $442 630,726 
 
 $501,760,458 
 
 $1,300,000,000 
 
 Capital invested 
 
 197,090,344 
 
 254,590,832 
 
 500,000,000 
 
 Pairs produced 
 Numbers engaged 
 Value of earnings 
 
 285,017,181 
 200,847 
 109 646 165 
 
 292,666,468 
 210,348 
 128 623475 
 
 300,000,000 
 225,000 
 280,000,000 
 
 
 
 
 
 Figures for 1909 and 1914 are from 1914 U. S. Census of Manufactures. 
 Figures for 192 L are estimated, after consulting the latest published and 
 unpublished data, since no exact figures are yet available. 
 
 New England produces about 53% of the shoes made in the coun- 
 try; New York, 14%; Missouri, 8%; Ohio, 6%; and Pennsylvania, 
 5|%. The relative value in the 12 leading states in 1914 is shown in 
 Figure 1, The remaining production is scattered all over the country. 
 The average output per employee is about 5.1 pairs per day, based on 
 an average of the entire year. The range in these shops, due to styles 
 and plant conditions, is from 3 to 12 pairs per operator per day. The 
 far reach of shoe production is shown by the fact that, excluding hides, 
 the materials used to make a pair of shoes come from some twenty-five 
 countries. The exports of shoes are shown in Figure 2. 
 
 Nature of Problems to be Solved. Shoe making as a manufacturing 
 process did not begin its existence until the middle of the last century. 
 Before that time shoes were made by the wearer or by the village cobbler. 
 
 131
 
 132 
 
 WASTE IN INDUSTRY 
 
 The growth of the industry once under way was rapid and at the present 
 time shoe machinery is in a high stage of development. Development of 
 methods and management, except in a very few establishments, has not 
 kept pace with the machinery. 
 
 ( 
 
 MASS. 
 NEW YORK 
 MISSOURI 
 
 
 Mil 
 
 ions of Dollars 
 3 120 160 20 
 
 
 
 , 
 
 
 
 N.H. 
 
 ^^^^Bf 
 
 
 
 
 OHIO 
 PENN. 
 
 SP* 
 
 
 VALUE OF BOOT AND SHOE 
 FOR 12 i EADIHG5JA7ES - 
 
 ^RODi/CTS 
 '9U&I909 
 
 MAINE 
 
 maam 
 
 
 1914 
 
 
 =]f909 
 
 WISCONSIN 
 
 p 
 
 
 
 
 
 ILLINOIS 
 
 mam 
 
 
 
 
 
 NEWJERSEY 
 
 mm 
 
 
 
 
 
 MINNESOTA 
 
 
 
 
 
 
 
 MICHIGAN 
 
 f 
 
 
 
 
 
 40 80 l?0 160 200 
 
 Millionsof Dollars 
 
 FIG. 1. 
 
 The varieties of style, the number of sizes and widths, the multiplicity 
 of operations in making a shoe complicate the processes and tend to cause 
 congestion between departments and irregularity of flow of work. This 
 results in wasted time of the shoe worker with the consequent dissatis- 
 faction and unrest and a loss in production and in overhead cost to the 
 
 1916 
 1911 
 1918 
 1919 
 I9^0 
 
 
 
 
 
 
 
 
 
 
 \ 
 
 
 
 
 
 
 
 
 
 20,3 
 1059 
 
 20 
 
 58,472 
 f 
 
 
 
 
 
 
 
 
 
 15,89 
 
 
 
 
 
 
 
 i 
 
 SMi 
 
 
 
 
 
 
 
 
 * 
 
 Hft,4i> 
 
 
 
 
 
 
 
 
 
 20, 2 8 9,55 J 
 
 ) 1 4 (. 
 
 8 10 \l 14 16 18 20 Zl 
 
 Millions of Pairs 
 
 FIG. 2. Exports of Shoes from the United States During Twelve Months Ending 
 June 30, Each Year Since 1916 Expressed in Pairs. (Courtesy of Merchants' 
 National Bank, Boston, Mass.) 
 
 manufacturer. In a few factories these difficulties have been overcome 
 to an appreciable degree. 
 
 A most serious situation lies in the over-capacity of shoe plants. The 
 capacity of shoe manufacturing plants in the United States is approxi- 
 mately 1,750,000 pairs of shoes per day. The average production is 
 about 977,000 pairs for a 300-day year.
 
 THE BOOT AND SHOE INDUSTRY 133 
 
 Preliminary processes of tanning and preparation of the leather greatly 
 affect the wearing qualities of the shoe as well as the cost of the finished 
 leather. These factors, however, have not been taken up in this report. 
 
 Causes of Waste. In boot and shoe manufacture the causes of waste 
 are recognized as: 
 
 I. Seasonal business complicated by variety of styles. 
 
 II. Imperfect control of production involving the organization, the handling 
 and distribution of supplies, and the planning and routing of work and 
 material. 
 
 III. Wastes of material and losses through defective shoes. 
 
 IV. Labor difficulties affecting the relations with the employees. 
 
 Under these four general divisions falls the discussion which follows 
 in subsequent pages of this report. 
 
 It will take time and educational work on the part of the manu- 
 facturer to stabilize the seasonal influence in the boot and shoe industry. 
 That this can be done to a large degree is shown by the results obtained 
 in a few factories, to which attention is called in the pages which follow, 
 by manufacturing shoes for stock in dull periods and by co-ordinating 
 sales with production. 
 
 The imperfect factory organization, showing itself particularly in 
 congestion in and between departments, causes time wastes which range 
 between 25 and 35% of the working time, and these can be largely pre- 
 vented by every manufacturer. Few shoe factories have made even an 
 approach to the methods which have prevented such waste in other 
 industries. Today we find one department piled with work and others 
 slack. Dissatisfaction among employees naturally results. Those idle 
 are antagonized because their earning ability has been impaired by 
 causes beyond their control. Those working in congested departments 
 are irritated by the nagging of their executives. Manufacturers must 
 learn their own operating capacity, not from somebody's opinion, but 
 from time study and from job analysis made in co-operation with the 
 workers. 
 
 Losses in material, as will be discussed later, are due chiefly to imperfect 
 grading, waste in cutting upper leather, and imperfections in shoes. Much 
 time is involved in the repairs to shoes injured in process. " Doping " 
 of the leather is frequently resorted to to cover up imperfections. 
 
 The nightmare of every shoe worker, except in a few shops that have 
 standardized production methods, is the constant fear of unemployment. 
 Add to this the loss in time when he is actually on the job waiting for shoes, 
 and we have a picture of the situation. Manufacturers estimate that the 
 average shoe maker spends only 65% of his possible productive hours 
 in work; 35% of his time is spent in idleness. That this is a conservative 
 figure is indicated by the Figure 3, showing the working and idle time of
 
 134 
 
 WASTE IN INDUSTRY 
 
 a competent shoe worker for a period of seven years, and this, it will be 
 noted, does not allow for time lost while on the job. 
 
 Labor difficulties when traced back to their fundamentals are found 
 to be due largely to this irregularity of work and to the lack of knowledge 
 of the time and the methods required for the various operations. The 
 idle time is reflected in high piece-rates, since employees must look not at 
 weekly earnings but at annual income. It costs as much to live when one 
 loafs as when one works. 
 
 \HOUffSWOHKED 
 
 * IN DIC A TfS DA TEAT WHICH WORKIN6 HOUPS 
 WERERFDUCEDF/fOMSOHOURSPERWEfKTDfS 
 
 if> O tf>O 
 
 1914 1915 1916 1917 1918 1919 1920 
 
 Hours 
 
 FIG. 3. Diagram Showing Hours Lost and Hours Worked for a Shoe Cutter for Seven 
 Consecutive Years. This cutter is an expert and in order to work the hours in- 
 dicated, he was forced to jump from shop to shop every season. If he had 
 stayed in one shop, he could not have worked as much as chart shows. 
 
 Results of Lost Production. The loss in production from idleness 
 results in: 
 
 1. Dissatisfaction among employers and employees, and resulting strife. 
 
 2. Higher cost of boots and shoes. 
 
 3. Excessive piece prices. 
 
 4. Exorbitant overhead cost. 
 
 The peculiar feature is the fact that nobody knows the amount of this 
 lost time. No records are kept of the actual working time of the piece- 
 workers. This lack of knowledge of facts interferes with intelligent
 
 THE BOOT AND SHOE INDUSTRY 
 
 135 
 
 dealings. Piece-rates are set by guess. Bartering takes the place of 
 agreements based on facts. Arbitration falls flat. Decisions can be 
 based only on opinions and the parties remain as far apart as ever. 
 
 I. SEASONAL BUSINESS 
 
 Seasonal Fluctuations. Shoes are purchased by the retailer in the 
 spring and fall. The seasonal fluctuations are illustrated vividly in the 
 curves in Figures 4, 5 and 6. Although the location of the peaks in these 
 charts is somewhat affected by war business, the trend in other years is 
 similar. Note that sales in the maximum and minimum months range 
 from 243% to 280% above the average, and from 87% to 89% below. 
 
 100,000 
 
 1918 1919 . 1920 
 
 FIG. 4. Diagram Showing Seasonal Ordering and Efforts to Overcome by Operating 
 51 Weeks a Year. This Company Makes Nationally Known Goodyear Welt and 
 Turn Shoes for Men and Women. 
 
 The average women's shoes are purchased by style alone, and these can- 
 not be made up long in advance. Even in men's shoes, the production 
 as shown in Figure 6 discloses a fluctuation from 168% above the average 
 to 47% below the average for a three-year period. In factories producing 
 women's shoes the variation is still greater, as is illustrated in the pro- 
 duction curves in Figures 7, 8, and 11. These are all typical conditions. 
 The major variations in the curves are due to the fluctuating sales demand. 
 The entire business of shoe manufacture involves a decision on style, 
 kind of leather, color of leather, and low versus high shoes. Affecting these 
 things to a marked degree are the styles in dresses and hosiery. Expect- 
 ing increased wear of woolen hose in the fall of 1921, one manufacturer 
 estimates a demand for 80% low shoes to 20% high, against his usual 
 demand of 40% low to 60% high. He is making up in the spring his
 
 136 
 
 WASTE IN INDUSTRY 
 
 advanced line on this basis. If long skirts should come into style creat- 
 ing a demand for boots, this manufacturer's guess would be in error. 
 
 1918 1919 1 1920 
 
 FIG 5. Diagram Showing Seasonal Ordering and Efforts to Overcome by Operating 
 51 Weeks a Year. This Company Manufactures Men's and Boy's Welts, McKays 
 and Nail Shoes. 
 
 i.ooopoo 
 
 1918 1919 1920 
 
 FIG 6. Diagram Showing Seasonal Ordering and Unsuccessful Efforts to Overcome 
 Irregular Production. This Company Manufactures Men's Welts. Actual pairs 
 multiplied by 4 to be comparable with Figs. 5 and 6. 
 
 Losses from Fluctuations in Business. It is fair to assume that the 
 difference between the working time over a short period of the year and 
 the average working time through the year is the loss due to seasonal
 
 THE BOOT AND SHOE INDUSTRY 
 
 137 
 
 production. Examining the curves referred to, we find the average 
 working time through three consecutive years (omitting the period of 
 depression in the fall of 1920) is 68% of the average maximum for three 
 consecutives months in each year. This, it will be noted, compares 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 4 
 
 E 
 
 
 \ 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 N 
 
 
 
 
 
 
 ^ 
 
 ty 
 
 
 
 
 \ 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 e 
 
 
 
 
 
 
 
 
 / 
 
 X, 
 
 s 
 
 \ 
 
 
 c 
 
 d- 
 
 / 
 
 \ 
 
 
 \ 
 
 
 
 s 
 
 
 
 
 
 
 
 / 
 
 s 
 
 - 
 
 
 
 
 
 
 
 
 
 
 
 " 
 
 
 
 
 
 
 
 
 
 
 
 i 
 
 1 
 
 
 
 ^ 
 
 3 
 
 E 
 
 
 
 \ 
 
 / 
 
 \ 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 ^ 
 
 
 
 
 
 
 ^- 
 
 *" 
 
 
 
 
 
 \ 
 
 
 
 
 
 \i 
 
 ^ 
 
 < 
 
 >> 
 
 ^ 
 
 / 
 
 
 1QOOOO 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 ; 
 
 ;: a 
 
 ^ 
 
 3 D 
 
 J -l 
 
 f! 
 
 H 
 
 !1 
 
 i 
 
 i 
 
 w 
 
 M 
 
 i 
 
 \\ 
 
 \\ 
 
 I 
 
 >s 
 
 IS 
 
 tt 
 
 11 
 
 H 
 
 ; 
 1 
 
 i = 
 
 31 
 
 H 
 3 
 
 II 
 
 i 
 
 II 
 
 n 
 
 f 
 
 o u 
 
 !! 
 
 IS 
 
 il 
 
 I! 
 
 i 
 
 H 
 
 32 
 
 3i 
 D 
 
 !i 
 
 l! 
 
 n 
 
 Ig 
 
 ! 
 
 FIG. 7. Diagram Showing Fluctuation in Production as a Cause for Decreased Produc- 
 
 | tion per Operator. Factory Manufactures Women's Welts and Turns. Actual 
 
 figures have been multiplied by 10 to make them comparable with Figs. 8, 9 and 10. 
 
 600,000 
 500,000 
 
 rt 400,000 
 
 i_ 
 o 
 ~ 300,000 
 
 200,000 
 100,000 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 I 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 .s 
 
 
 
 
 
 
 
 
 
 
 
 
 / 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 i 
 
 \ 
 
 
 
 
 
 
 
 
 
 
 
 I 
 
 1 
 
 
 1 
 
 I 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 $ 
 
 Cy/ 
 
 
 
 
 
 
 
 
 
 ' 
 
 
 
 \ 
 
 
 1 
 
 
 1 
 
 > 
 
 
 - 4000 
 
 
 
 
 ^ 
 
 rtO 
 
 RS 
 
 
 
 
 
 
 ^ 
 
 x 
 
 ^ 
 
 
 
 / 
 
 
 
 / 
 
 
 s 
 
 
 \ 
 
 
 
 4 
 
 s* 
 
 3 
 
 1 
 
 
 - 3500 
 
 
 / 
 
 \ 
 
 / 
 
 
 / 
 
 
 
 
 
 I 
 
 
 ' 
 
 \ 
 
 * 
 
 
 
 
 
 
 
 \ 
 
 
 
 ! 
 
 
 - 3000 
 
 
 
 
 
 
 ^ 
 
 
 
 
 1 
 
 
 
 
 
 
 i 
 
 / 
 
 
 
 
 
 
 
 
 
 
 
 
 \\\ 
 
 
 J 2500 
 
 
 - 
 
 \ 
 
 ]~ 
 
 / 
 
 
 
 
 
 
 
 
 
 
 
 
 /' 
 
 
 
 
 
 
 
 
 
 
 
 , 
 
 1 
 
 
 o 
 -2000 u 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 1: 
 
 
 1500 O 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 1 IV 
 
 / 
 
 9- 
 
 1000 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 | 
 
 / 
 
 - 500 z 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 I 
 
 
 
 \ 
 
 
 K.._.. .-.|9]8 > -1919 ->\< 1930 >J 
 
 FIG. 8. Diagram Showing Fluctuation in Production as a Cause for Decreased Produc- 
 tion per Operator. This Factory Makes Women's, McKays, Welts and Turns. 
 Actual figures have been multiplied by 10 to make them comparable with 
 Figs. 7, 9 and 10 
 
 closely with the working time of the shoe cutter shown in Figure 1. On 
 the other hand, referring to Figures 9 and 10, it is seen that two of the 
 plants in the group have increased their average working time through 
 special efforts to 88% of the maximum period. The improvement shown 
 by these charts reflects the efforts of the management applied to sales.
 
 138 
 
 WASTE IN INDUSTRY 
 
 Pairs 
 500,00 
 
 400,000 
 100,001 
 
 200,000 
 
 100,000 
 
 $ 
 
 
 6000 
 5500 
 5000 
 
 g 
 35000" 
 
 5 
 3000 
 
 ;lg|glllii| 
 
 1918 I 1919 1920 
 
 FIG. 9. Diagram Showing Fluctuation in Production as a Cause for Decreased Produc- 
 tion per Operator. This factory manufactures Men's Welts and Women's Welts 
 and Turns. 
 
 
 
 
 
 / 
 
 N 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 / 
 
 
 
 \ 
 
 
 
 
 
 
 
 
 
 
 
 
 
 '1 
 
 
 / 
 
 \ 
 
 
 
 
 I 
 
 
 \ 
 
 
 
 
 
 
 
 > 
 
 
 ^ 
 
 \ 
 
 
 \- 
 
 s 
 
 / 
 
 \ 
 
 L 
 
 
 N 
 
 
 
 
 
 
 
 
 
 \ 
 
 /^ 
 
 \ 
 
 
 1 
 
 
 
 
 
 A 
 
 
 
 500,000 
 
 A 
 
 - 400,000 
 a- 
 
 300,000 
 
 ttoyooo 
 
 100,000 
 
 
 
 
 
 
 
 
 
 ^ 
 
 
 
 
 
 \ 
 
 x' 
 
 
 1 
 
 \ 
 
 ~ 
 
 
 
 AT 
 
 -^- 
 
 OR 
 
 
 ^ 
 
 
 
 
 
 1 
 
 \ 
 
 \ 
 
 
 5500 
 5000 
 
 
 
 
 
 
 
 
 \ 
 
 
 N 
 
 ""* 
 
 
 
 \ 
 
 ^ 
 
 \ 
 
 ^ 
 
 -t 
 
 
 
 "OP 
 
 EK 
 
 
 
 
 
 
 
 l 
 1 
 
 i 
 
 v 
 
 % 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 \ 
 
 
 
 
 
 
 
 
 
 
 
 l 
 
 l 
 1 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 1 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 3000 o 
 7500 
 2000 
 500 
 000 
 500 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 \ 
 
 \ 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 \ 
 
 ^ 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 I9!9 1919 
 
 1 
 
 9^ 
 
 FIG. 10. Diagram Showing Fluctuation in Production as a Cause for Decreased 
 Production per Operator. This Factory Makes Men's and Boy's Welts, McKays 
 and Nails.
 
 THE BOOT AND SHOE INDUSTRY 
 
 139 
 
 Effects of Novelty Styles. It is evident that the style of the shoe is 
 becoming of greater and greater importance. It has been said, in fact, 
 that millinery in footwear is outstripping millinery in hats. 
 
 A woman buys four pairs of shoes to one pair purchased by a man. 
 This is shown by actual data on sales. It is due partly to style and partly 
 
 28000 
 26000 
 24000 
 
 moo 
 
 20000 
 18000 
 16000 
 14000 
 
 12000 
 10000 
 8000 
 6000 
 
 4000 
 
 2000 
 
 
 
 1918 I 1919 
 
 FIG. 11. Diagram Showing Irregular Monthly Production of a Middle Western Plant 
 Making Misses' Fine McKay and Welt Shoes. 
 
 Cents per Pair 
 10 ?0 30 40 50 60 
 
 90 100 
 
 Covered Heels 
 Vamn Saddles 
 Wing Tips 
 Scotch long ues 
 Buckles 
 Lace Stays 
 Fancu stitches 
 
 6 10 20 30 40 SO 60 TO 
 Cents per Pair 
 
 FIG. 12. Diagram Showing Extra Manufacturing Cost of Several Novelties per Pair 
 Over the Base Cost of a Shoe. This Factory Manufactures Women's High-grade 
 Welts and Turns. 
 
 to the shorter wearing quality of women's shoes because of thinner soles 
 and uppers and poorer quality of leather. During the spring season of 
 1921 the manufacture of novelties was greatly augmented by the efforts 
 of the shoe manufacturer to create demand by manufacturing novelties 
 for immediate sale. This temporarily increased the production of women's 
 shoes, but the move was not economical; it resulted in high-priced shoes,
 
 140 
 
 WASTE IN INDUSTRY 
 
 as nearly twice the amount of work was required in the stitching room. 
 Eventually such a practice reacts against both dealers and manufacturers 
 because of the unsalable goods of the novelty type. 
 
 The increased cost of different types of novelty design over the cost of 
 the ordinary shoe is shown in Figure 12. If all of these changes were made 
 in the same shoe, it would mean an increase in labor cost of $2.80 per pair 
 over any base shoe without novelties. Extra material is used for straps 
 and other parts, but this cannot be figured as an item of expense because 
 it can be worked out of scrap material. In fact the fancy treatment 
 frequently permits the use of cheaper stock throughout. This results, 
 however, in less desirable qualities of shoes so that there is further actual 
 loss to the wearer. Saddle straps, so popular in 1921 with both men and 
 women, hurt the feet in many cases but still are selected because they are 
 stylish. 
 
 Increased Cost of Shoes Over the 1914 Base. The tables which follow 
 indicate the increased cost of typical men's shoes and typical women's 
 shoes over the 1914 base price. 
 
 DETAILED COSTS OF WOMEN'S NINE-INCH BLACK KID BOOT (14-8) HEEL 
 
 
 July, 
 1914 
 
 July. 
 1919 
 
 May, 
 1920 
 
 Dec., 
 
 1920 
 
 March, 
 1921 
 
 Uppers 
 
 $1 05 
 
 $3.75 
 
 $3.25 
 
 $2.10 
 
 $1.25 
 
 Trimmings 
 Tongues 
 
 .08 
 04 
 
 .20 
 1138 
 
 .225 
 20 
 
 .13 
 14 
 
 .12 
 12 
 
 Linings 
 
 04 
 
 2050 
 
 135 
 
 085 
 
 075 
 
 Laces 
 
 025 
 
 06 
 
 105 
 
 065 
 
 059 
 
 Eyelets 
 
 025 
 
 0466 
 
 0565 
 
 .0525 
 
 07 
 
 Sole 
 
 22 
 
 .75 
 
 65 
 
 35 
 
 .32 
 
 Insole 
 
 11 
 
 30 
 
 .24 
 
 .18 
 
 .14 
 
 Counter 
 
 .045 
 
 .08 
 
 .05 
 
 .05 
 
 .05 
 
 Box 
 
 015 
 
 04 
 
 035 
 
 035 
 
 03 
 
 Heel 
 
 045 
 
 10 
 
 09 
 
 10 
 
 06 
 
 Toplift 
 
 02 
 
 03 
 
 025 
 
 025 
 
 04 
 
 Welt 
 
 05 
 
 10 
 
 10 
 
 075 
 
 .0725 
 
 Shank 
 
 015 
 
 02 
 
 01 
 
 Oil 
 
 0110 
 
 Carton and Case 
 
 04 
 
 0736 
 
 105 
 
 10 
 
 10 
 
 Findings . 
 
 12 
 
 .18 
 
 
 
 
 Labor 
 
 54 
 
 1 40 
 
 1 12 
 
 1.12 
 
 1.12 
 
 Royalty 
 
 055 
 
 .055 
 
 .0466 
 
 .0466 
 
 .0466 
 
 Selling and Discount 
 Overhead 
 
 .335 
 .335 
 
 1.00 
 1.00 
 
 .95 
 .95 
 
 .75 
 
 .75 
 
 .75 
 
 .75 
 
 Profit 
 
 165 
 
 50 
 
 475 
 
 375 
 
 .375 
 
 
 
 
 
 
 
 
 $3.370 
 
 $10.0040 
 
 $8.8181 
 
 $6.5401 
 
 $5.5591 
 
 Courtesy Boot & Shoe Recorder.
 
 THE BOOT AND SHOE INDUSTRY 
 
 141 
 
 DETAILED COSTS OP MAN'S RUSSIA CALF BAL 
 (The Actual Factory Sheet) 
 
 Item 
 
 July, 
 
 December, 
 
 July, 
 
 December, 
 
 March, 
 
 
 1914 
 
 1918 
 
 1919 
 
 1920 
 
 1921 
 
 Upper Stock, 3 ft 
 
 @$.31- 
 
 $.73- 
 
 $1.50- 
 
 $.60- 
 
 $.50- 
 
 
 .93 
 
 2.19 
 
 4.50 
 
 1.80 
 
 1.50 
 
 Duck Lining No. 25 
 
 .05* 
 
 .18f 
 
 .21 
 
 .12 
 
 .09 
 
 Sheep leather trimmings . . 
 
 .05^ 
 
 .091 
 
 .16 
 
 .115 
 
 .092 
 
 Hooks and eyelets 
 
 .04 
 
 .04^ 
 
 .04| 
 
 .05 
 
 .05 
 
 Bottom stock, out-sole, 
 
 
 
 
 
 
 welt, insole, heel, box, 
 
 
 
 
 
 
 counter, figuring No. 1 
 
 
 
 
 
 
 heavy Union back 
 
 @ .40- 
 
 @ .70- 
 
 .90- 
 
 .60- 
 
 @ .50- 
 
 
 .80| 
 
 1.40i 
 
 i.sii 
 
 1.30 
 
 1.20 
 
 Cutting upper soles and 
 
 
 
 
 
 
 heels, fitting, bottom- 
 
 
 
 
 
 
 finishing, treeing, dress- 
 
 
 
 
 
 
 ing packing 
 
 .60 
 
 .97 
 
 1.12 
 
 1.41 
 
 1.41 
 
 
 
 .06* 
 
 .06J 
 
 .0825 
 
 .073 
 
 Carton, box 
 
 .04 
 
 .05| 
 
 .05* 
 
 .055 
 
 .055 
 
 Royalties 
 
 .05| 
 
 
 
 
 
 Factory and general fac- 
 
 
 
 
 
 
 tory labor expense 
 
 .201 
 
 .21} 
 
 .24 
 
 .285 
 
 .282 
 
 Findings, laces, tongues. . . 
 
 .121 
 
 .25 
 
 .261 
 
 .26 
 
 .20 
 
 Administrative and sell- 
 
 
 
 
 
 
 ing expense 
 
 .29 
 
 .45| 
 
 .62| 
 
 .55 
 
 .492 
 
 Discount and interest .... 
 
 .091 
 
 .111 
 
 .241 
 
 .23 
 
 .21 
 
 
 $3.30 
 
 $6.0475 
 
 $9.35 
 
 $6.2575 
 
 $5.654 
 
 Actual costs without additional charges for taxes and profits. 
 
 Courtesy Boot and Shoe Recorder. 
 
 Ways of Evening up Production. The results in evening up production 
 regardless of the fluctuation in sales have been accomplished in the few 
 plants noted through the intensive study of markets and sales, and 
 through the formulation of a stable sales policy radically different from the 
 usual haphazard methods. These results have been brought about: 
 
 1. By interweaving the manufacture of staples and novelties so as to make up stock 
 shoes in advance of orders. This involves making up stock during the dull season, 
 which requires an increased investment. 
 
 2. By working up advance information and analyzing sales to avoid stocking un- 
 salable shoes. 
 
 3. By co-operation between different manufacturing plants and other allied trades. 
 
 The company whose curve is shown in Figure 4 owns through sub- 
 sidiary companies a large number of retail stores and this fact enables it
 
 142 WASTE IN INDUSTRY 
 
 to carry the stock required and to influence the sale of different styles. 
 Also, through foreign representatives, advance information of probable 
 demands is obtained. Another concern (see Figure 5) is accomplishing 
 similar results through its jobbing houses. 
 
 Still other firms are accomplishing results and maintaining uniform 
 production by confining themselves to fairly staple lines of women's or 
 men's or children's shoes. These shoes also reach the consumer at a greatly 
 reduced price because the producers are able to manufacture at a much 
 lower cost through the simplification of processes. The reduction in the 
 time needed for running orders through the shop also permits closer 
 co-operation between sales and production. 
 
 This brings up the crying need for more thorough co-operation. The 
 national associations under effective leadership may aid this by making 
 thorough studies of market demands in this country and abroad. They 
 may study other problems such as cooperative buying and standardiza- 
 tion of color and finish. The field is so vast that a single firm has neither 
 time, money, nor personnel to solve the countless problems. During the 
 war a beginning was made along some of these lines but the agreements 
 were discarded in the following year. The general public, particularly 
 the women, also must realize their share in the demoralization which 
 often occurs in the shoe business, and the increase in cost due to fickle- 
 ness in choice, and must come to view such things not simply as a choice 
 of style based on casual tastes, but at least in part from the standpoint of 
 usefulness and utility and economy. The excess cost of the novelty shoe 
 is a waste from the standpoint of any actual advantage in wear or 
 durability. 
 
 Effect of Rapid Turnover in Retail Stores. The placing of orders by 
 the retailer has a tremendous effect on manufacture. He alone can aid 
 greatly in leveling production peaks. One retailer in Bridgeport, Conn., 
 turns his stock ten times a year. This rapid turnover is a gain to both 
 manufacturer and retailer, for loss of the latter in dead stock and capital 
 lying idle is reduced to a minimum. 
 
 The diagram, Figure 13, shows the turnover for twenty-one repre- 
 sentative retail stores (Bridgeport dealer noted above not included). The 
 difference between the store of this group having the largest and the one 
 having the smallest turnover, as shown in the upper and lower curves, is 
 very marked, and indicates the savings that are possible along these lines. 
 
 II. CONTROL OF PRODUCTION 
 
 The shoe industry has progressed more slowly than most others in the 
 last twenty years, except in the development of machinery. The glaring 
 loss due to time lost through internal irregularities is striking, and it is 
 allowed to continue as a tradition of the business.
 
 THE BOOT AND SHOE INDUSTRY 
 
 143 
 
 The dread of overhead costs, timidity in setting precedents, fear of 
 the labor unions, are the reasons for so little progress. Research work is 
 practically unknown, thorough analysis is lacking, yet both must be 
 employed to co-ordinate the units of an organization manufacturing a 
 product involving as many complexities as the shoe industry. 
 
 Scarcely one manufacturer in a hundred appreciates the actual money 
 losses due to irregular flow of shoes through the different departments 
 and operations. Go through almost any shoe shop after 3 o'clock in the 
 
 3.5 
 
 2.5 
 
 2.0 
 
 
 
 \ 
 
 / 
 
 """ 
 
 ^ 
 
 
 HIGHEST INL 
 PERYEARFOt 
 
 IVIDUAL TURh 
 121 RETAIL SHC 
 
 IOV\ 
 
 fjTflrav 
 
 / 
 
 
 
 
 
 
 
 
 AV 
 f 
 
 ^- 
 
 tRAGE TURNC 
 OR 2) RETAIL 
 
 ^ 
 
 WR PER YEA 
 SHOE STORES 
 
 ? 
 
 / 
 
 
 ^x^ 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 ^ 
 
 ^ 
 
 LOWEST INDIVIDUAL TURNOVER PER YEAR 
 FOR 21 RETAIL SHOE STORES 
 
 FIG. 13. Stock Turnover in a Group of 21 Retail Stores Show Average Turnover, 
 and Turnover in the Two Stores Having the Highest and Lowest respectively. 
 
 afternoon, and you usually find at any time of the year one or more depart- 
 ments entirely shut down for lack of shoes. Go through almost any shop 
 at any time of the day and you will find some operators in every depart- 
 ment waiting for shoes. Notice the diagrams Figures 14 and 15 which 
 show the variation in weekly pay of the worker from month to month, 
 showing a fluctuation of over 200% between the highest and lowest 
 months, and the proof of the above statements is evident. In Figures 16 
 and 17 this variation is still more convincing! 
 
 Variations in production from month to month, most of which are 
 actually due to irregular flow of work through the plant, are illustrated in
 
 144 
 
 WASTE IN INDUSTRY 
 
 Figures 18, 19, and 20. The variation that is apt to occur in the work 
 ahead of different operations in the same department is illustrated in 
 Figure 21. 
 
 Effect of Complexity of Operations. If this waste from departmental 
 congestion is so evident and startling, why do not the manufacturers do 
 
 x 36.00 
 
 SM.OO 
 
 ? tf.00 
 c-3000 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 \ 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 / 
 
 \ 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 / 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 ^> 
 
 * 
 
 
 
 
 \ 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 r* 
 
 
 
 
 
 
 \ 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 ft 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 l\fi 
 
 n 
 
 0. 
 
 Ef 
 
 IP 
 
 
 
 ) 
 
 / 
 
 
 
 
 
 
 
 
 
 -\ 
 
 
 ^ 
 
 
 
 
 v 
 
 *~ 
 
 
 
 
 
 
 s 
 
 
 
 
 
 
 
 / 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 \ 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 \ 
 
 I 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 \ 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 ^ 
 
 
 
 
 
 
 t 2ft 00 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 SI 
 
 Mfi 
 
 \ 
 
 
 
 
 
 
 ! 
 
 \ 
 
 
 
 
 
 
 Z600 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 6 
 
 
 
 AH 
 
 
 
 
 
 
 
 
 
 
 *~~ 
 
 ~ 
 
 
 
 2 
 
 
 
 
 
 
 
 
 
 
 , 
 
 
 
 / 
 
 \ 
 
 ftV 
 
 
 
 
 " 
 
 ~" 
 
 
 
 
 
 \ 
 
 s* 
 
 
 
 
 
 
 
 
 ttt.OO 
 
 
 
 
 
 
 
 
 
 I 
 
 \ 
 
 
 
 
 
 / 
 
 v. 
 
 _ 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 ~jf 
 
 
 
 
 / 
 
 
 
 
 
 
 1 
 
 / 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 V 
 
 ' 
 
 iaoo 
 
 16.00 
 
 
 / 
 
 , 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 1918 1919 1920 
 
 FIG. 14. Diagram Showing Weekly Earnings in Relation to Number Employed. 
 
 Irregular Production Reflected in Irregular Earnings. This Company Makes 
 Men's Welts and Women's Turns and Welts. 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 45u- 
 Anr>ri 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 \ 
 
 
 
 / 
 
 "^ 
 
 
 
 
 / 
 
 
 \ 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 > 
 
 
 
 
 
 
 
 
 
 
 
 \ s 
 
 
 / 
 
 
 \ 
 
 
 
 /fs 
 
 
 
 
 
 
 
 
 
 
 * 
 
 
 \ 
 
 I 
 
 
 
 
 
 \ 
 
 
 
 
 
 
 
 
 
 
 
 ^ 
 
 
 
 
 
 x' 
 
 
 
 
 ^^ 
 
 
 
 t 
 
 
 
 
 
 
 \ 
 
 / 
 
 
 
 
 
 \ 
 
 
 
 
 
 
 No. of Employees 
 
 * 78.00 
 ! 26.00 
 ? 74.00 
 SLtt.OO 
 S 20.00 
 
 - 
 
 
 4V 
 
 '/?/ 
 
 ?e 
 
 PA 
 
 0. EMPL 
 
 1 1 
 
 oy 
 
 fC 
 
 
 
 
 
 
 
 1 
 
 
 
 
 
 
 
 
 
 
 
 
 
 ^^ 
 
 
 
 
 
 
 
 
 
 
 j 
 
 
 
 
 
 
 
 t 
 
 
 
 
 / 
 
 s 
 
 
 
 
 s^ 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 I 
 
 1 
 
 
 
 
 
 
 
 ' 
 
 
 .- 
 
 
 
 
 ^ 
 
 
 
 
 \ 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 \ / 
 
 
 
 
 
 
 _- 
 
 
 
 
 
 
 
 
 ^ 
 
 
 
 
 
 ' 
 
 
 /1V 
 
 5/P 
 
 46 
 
 f^ 
 
 /)/: 
 
 1 1 
 NINGS-* 
 
 
 
 
 
 
 
 y 
 
 
 
 
 .. 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 ^ > 
 
 
 ^ 
 
 
 
 * 
 
 ^^ 
 
 
 ,. 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 | I6 - .00 
 14-.00 
 g> l?.00 
 S 10.00 
 S 8.00 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 ^ 
 
 
 
 
 
 / 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 k 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 / 
 
 1000 
 [ 
 i 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 filisl^ 
 
 1918 1919 1920 
 
 FIG. 15. Diagram Showing Weekly Earnings in Relation to Number Employed, Ir- 
 regular Production Reflected in Irregular Earnings. This Company Makes 
 Men's Welts. 
 
 something to prevent it? Why do they not get busy and provide shoes for 
 each worker at all times? The difficulty of this may be appreciated if 
 we consider for a moment the complications of shoe making compli- 
 cations, because of the small sized lots put through, are greater than in 
 almost any other industry. One lady's shoe may have up to 14 sizes and 
 each size may have four widths. Assuming only six sizes, this gives 24
 
 THE BOOT AND SHOE INDUSTRY 
 
 145 
 
 different pairs of lasts. Consider also that there are often as many as 
 180 operations on each shoe, and that different styles running consecu- 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 / 
 
 
 
 
 
 
 
 
 
 
 
 A 
 
 
 
 
 
 *"J~ 
 
 
 
 
 
 
 
 
 / 
 
 
 
 
 
 
 
 \ 
 
 
 
 
 
 
 ' 
 
 
 
 
 
 / * 
 
 
 
 
 
 1.7R 
 
 
 
 
 
 
 
 i . 
 
 
 \ 
 
 
 
 
 
 
 \ 
 
 
 
 
 
 
 
 I 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 ^ 
 
 
 
 
 
 
 
 / 
 
 
 
 
 
 
 
 
 \ 
 
 
 
 
 / 
 
 I 
 
 
 
 
 VT5 4 
 
 
 
 
 
 
 
 
 
 
 
 > 
 
 
 
 
 
 
 / 
 
 \ 
 
 
 
 
 \ 
 
 
 
 
 ! 
 
 \ 
 
 
 
 
 350 
 
 
 
 
 
 
 ^ 
 
 
 
 
 
 
 \ 
 
 
 s 
 
 
 \ 
 
 I \ 
 
 
 
 
 / 
 
 
 
 
 
 
 
 
 
 \ / 
 
 3 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 \ 
 
 ' 
 
 
 
 
 
 
 \ 
 
 
 
 \ 
 
 
 
 a- ^ * 
 
 v7 L. 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 I 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 AY 
 
 i 
 PfftO 
 
 >f 
 
 ?4 
 
 01! 
 
 
 
 
 i 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 1 
 
 RQDVCTIC 
 
 HP 
 
 en 
 
 
 
 
 \. 
 
 
 
 
 
 
 \ 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 \ 
 
 
 c.O 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 y j 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 \/ 
 
 i.es - 
 
 LOO 
 
 S 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 ^ls5Silgs||Eg| 
 I9ZO 
 
 FIG. 16. Diagram Showing Loss in Production Due to Operators not Receiving Enough 
 Shoes to Produce their Maximum. This Company Manufactures Men's and 
 Women's Welts and Turns 
 
 FIG. 17. Diagram Showing Loss in Production Due to Operators not Receiving Enough 
 Shoes to Produce their Maximum. This Factory Manufactures Men's Welts. 
 
 tively may require on certain operations two or three times longer than 
 the next lot.
 
 146 
 
 WASTE IN INDUSTRY 
 
 Fia. 18. Diagram Showing 
 Regular Departmental Output 
 in a Factory with Means of 
 Providing Operators with a 
 Uniform Quantity of Work 
 Each Week. Factory Manu- 
 factures Women's Welts and 
 Turns. 
 
 FIG. 19 Diagram Showing 
 Irregular Departmental Out- 
 put in a Factory with- 
 out Means of Providing 
 Operators with a Uniform 
 Quantity of Work Each Week. 
 Factory Manutactures 
 Women's Turn Shoes. 
 
 FIG. 20. Diagram Showing 
 Irregular Departmental Out- 
 put in a Factory which Has not 
 Developed a Means of Provid- 
 ing Operators with a Uniform 
 Quantity of Work Each Week. 
 Factory Manufactures Men's 
 Welt Shoes. 
 
 At the beginning of the season new styles require new specifications, 
 proper stocks of upper leather, manufacture of lasts, ordering of wood 
 heels, developing stock of findings for the particular styles, while, in the 
 shop, questions of new rates, of balancing the departments, of training
 
 THE BOOT AND SHOE INDUSTRY 
 
 147 
 
 the operatives, complicate the production. Even during the regular 
 season the planning of orders, the treatment of lasts, the balancing of dif- 
 ferent lots and styles in material and time, necessitates the complete 
 mastery of production and processing. 
 
 These .complications are so great that few shoe manufacturers have 
 attained even a small degree of proficiency. Only two or three plants 
 in the country have made even an approach to an intensive study of 
 proper manufacturing technique. 
 
 I I I I II I I II 
 
 L 5A5 T UNIFORM FLOW OF WORK 
 
 MOST UNIFORM FLOWOFWORK 
 
 SEPT.IT SEPT. 19 SEPTM SEPT.^I SEPT.22 SEPT.23 
 
 FIG. 21. Diagram Showing the Number of Cases Ahead of Two Operations in One 
 Department. The solid line indicates the least uniform flow of work and the 
 broken line the most uniform. 
 
 Gains through Rapid Manufacture. Certain manufacturers are 
 finding it possible to make unheard-of reductions in time of putting shoes 
 through the factory and the old idea that " good shoes must remain in the 
 factory several weeks " is being exploded every day. The relative time 
 in four factories making similar men's welt shoes is shown in Figure 22. 
 The time in each department of these four factories is: 
 
 Department 
 
 Factory A 
 
 days 
 
 B 
 
 days 
 
 C 
 
 days 
 
 D 
 
 days 
 
 Order and Tag 
 
 4 
 
 3 
 
 1 
 
 2 
 
 Cutting 
 Stitching 
 
 51 
 4 
 
 5 
 4 
 
 2| 
 3 
 
 2 
 If 
 
 Lasting 
 
 31 
 
 1 
 
 3 
 
 A 
 
 Making 
 
 \i 
 
 3 
 
 3 
 
 1 
 
 Finishing. . 
 
 li 
 
 1 
 
 1| 
 
 i 
 
 Treeing and Shipping 
 
 3 
 
 1 
 
 2 
 
 1 
 
 
 
 
 
 
 Total. 
 
 23 
 
 18 
 
 16 
 
 8 
 
 On nailed shoes the record has been brought down to five days. On 
 McKay shoes, reductions have been made from twenty-one to fourteen 
 days in some plants. Women's welts and turns are more difficult to
 
 148 WASTE IN INDUSTRY 
 
 make up, but a drop from thirty days to twenty-two has been made in 
 certain plants. 
 
 Such reduction in time in process as this of course must not be expected 
 at the price of quality, but speed by no means implies reduction in quality. 
 As a matter of fact manufacturers rarely have given this subject intensive 
 study to see whether improvement is not possible in their particular plants. 
 
 The really large saving which is effected by reduction in stock wherever 
 it may be is but little appreciated by the manufacturer. For example, 
 a plant turning out 10,000 pairs of shoes per day, assuming the value 
 of these shoes to be $3.50 per pair, releases the equivalent of $525,000 
 a year, or $31,500 interest charges at 6%. This is full cost price instead 
 of allowing for the fact that operations are incomplete, but the reckoning is 
 fair because no account is taken of saving in floor space and ease of opera- 
 tion. With running inventories of all stores and worked materials, it is 
 possible to do away with the cost of making annual physical inventories. 
 
 In Factory A there are twenty-three days' work on 10,000 pairs, or 
 230,000 pairs in process, against Factory D where there are eight days' work 
 or 80,000 pairs in process. Figuring $3.50 as the average cost, the value of 
 goods in process in these two factories is $805,000 and $280,000 respectively. 
 Factory A is carrying an inventory of $525,000 more than Factory D. 
 
 Reasons for Lost Production. In the following table is a compilation 
 of detail records in a department of one of the best run plants in the 
 country showing the amount of, and causes for lost time under normal 
 working conditions: 
 
 RECORD OF NON-PRODUCTIVE TIME BY CAUSES BASED ON STUDY OF A LASTING ROOM 
 MAKING MEN'S CHEAP NAILED SHOES or SIMPLE PATTERN AND ONE LAST 
 
 Lost time due to 
 
 Variation in style 7.2% 
 
 Poor deliveries 4.5 
 
 Lack of machine parts 3.5 
 
 Poor control flow work 2.8 
 
 Machine breakdowns 2.6 
 
 Findings 2.4 
 
 Equipment failure 1.0 24% 
 
 Actual Productive Time 76% 
 
 Total Working Time 100% 
 
 From records of other shops, it is found that the average loss due to 
 the causes enumerated and this, remember, is during running time and 
 does not include shut-downs is between 30 and 35%. Even if we call 
 80% running time the maximum readily attainable, this means a possible 
 increase of nearly 20% in productive capacity, r(* 9 similar increase in 
 plant capacity.
 
 THE BOOT AND SHOE INDUSTRY 
 
 149 
 
 How Management can Reduce Waste. In boot arid shoe manu- 
 facture, because of the many styles, sizes, and widths, the control of 
 materials and of production plays a most vital part. Such control 
 involves: 
 
 1. Organization of executive control. 
 
 2. Planning and issuing of material. 
 
 3. Purchase of leather. 
 
 4. Stores control. 
 
 5. Buying and scheduling of lasts. 
 
 6. Balancing production through the plant. 
 
 7. Cost accounting. 
 
 8. Responsibilities of foreman. 
 
 9. Plant construction and layout. 
 10. Machinery control. 
 
 FACTORY "A" 
 
 FACTORY "C" 
 
 FACTORY V 
 
 4& 8 10 \l 14 16 ID 20 <-<v 
 Days 
 
 Fia. 22. Diagram Showing Variation in Length of Time Required to Produce a Men's 
 Goodyear Welt Shoe in Four Different Plants, Each Factory Produces the Same 
 Grade of Shoe. Note small capital turnover for A, B and C compared with D. 
 
 These factors are of such importance from the standpoint of econo- 
 mical shop management and elimination of waste, amounting well into 
 the millions every year, that a brief treatment of each topic must be 
 given. 
 
 1. Organization of Executive Control. Of the various plants examined, 
 but a few have developed a chart of organization or specifically indicated 
 the duties of the various executives. This results in confusion, lack of 
 responsibility in ordering and divided responsibility in the control of 
 production. 
 
 2. Planning and Issuing of Material. The day sheet system of con- 
 trol is most popular in the larger factories, and has been developed in some 
 of them to a high degree. The plan originated with the W. H. McElwain 
 Company and is particularly adapted to the production of shoes of com- 
 paratively uniform style. It involves the making up of a coupon sheet 
 for each lot put through the factory, usually 24 or 36 pairs, the coupons 
 containing the major requirements invqlved. A certain number of sheets 
 are put in each day and theoretically the lots for every sheet should 
 come out in completed shoes at the end of a definite number of days, 
 regardless of the complications in style, or the character of material 
 worked on.
 
 150 WASTE IN INDUSTRY 
 
 The issuing of materials based on the day sheets and specifications 
 requires thorough knowledge of materials on hand and effective clerical 
 work in order to avoid delays in the shop waiting for material. 
 
 3. Purchase of Leather. Many a shoe manufacturer makes or loses 
 a fortune through manipulations in leather. Disregarding in our present 
 analysis the loss and gains due to the fluctuating leather market, it is 
 more pertinent to call attention to the greater need for scientific research 
 for the predicting of kinds and qualities of leather required. Even in 
 many of our largest plants the leather buyer purchases from judgment 
 with almost no advance estimates as to the kind, color and quantity of 
 leather expected to be in greatest demand. A necessity for economical 
 manufacture is a careful planning out in advance of the expectations for 
 sales so that the buyer of leather may have all possible information to 
 serve as a guide. The sum involved is so great, and the loss through 
 over-supply, low grade stock culled out from the better grades remaining 
 on hand, and from other conditions, are so large that thorough study 
 is necessary. 
 
 4. Stores Control In but very few plants are accurate balances of 
 stock kept of the leather by grades to insure quantities which will 
 match up with the orders. The few shops which are keeping track of 
 this are saving many thousands of dollars per year. When it is considered 
 that an inventory of a million dollars worth of leather entails an interest 
 charge, with money at 6%, of $60,000 per year, it is apparent that the 
 savings which have been found possible by properly storing, grading, 
 and recording the stock are a tremendous item. 
 
 Another frequent but unnoticed interest loss is due to the purchase of 
 leather, on a stable or falling market, in advance of requirements. Some 
 of the most advanced companies order their leather when orders for shoes 
 are received even if it is not to be used for two or three months. This 
 means the carrying of unnecessary inventory. The necessity for records 
 of stock of other materials is as imperative as for records of leather. The 
 reduction in inventory values for eight different shoes factories of the 
 same company, due to elimination of dead stock and surplus stock, is 
 shown in Figure 23. 
 
 One of the constant complaints of the foreman and the individual 
 worker is shortage of material. Special lacings have not come in, eyelets 
 of a particular color are lacking, or, most often, the leather available is not 
 of the right shade or grade. These deficiencies cause large losses in pro- 
 duction and delays to the piece-worker. They can only be avoided by 
 modern methods of stores control, which as yet have been introduced into 
 only a few plants. 
 
 Need for thorough stores control is particularly noticeable in large 
 concerns having several factories. With proper stores records, materials
 
 THE BOOT AND SHOE INDUSTRY 
 
 151 
 
 in individual factories are known and the danger of over-stocking, with 
 consequent interest losses, are largely avoided. Stores records prevent 
 buying something for one factory when it is already on hand in another. 
 With running inventories of all stores and worked materials, it is possible 
 to do away with annual physical inventories. 
 
 It is possible, also, to reduce inventories; in one plant where $3,000,000 
 worth of kid leather is carried in stores it would be possible to operate 
 the business properly with only $1,000,000 worth. Savings on interest 
 on investment through this reduction would amount to $120,000 per 
 
 i INVENTORY AT 5EGINING OF PERIOD 
 ED INVENTORY AT END OF PERIOD 
 
 10 20 30 4-0 50 60 TO 
 Hundreds of Dollars 
 
 FIG. 23. Diagram Showing Reduction in Inventory Values in Storerooms of Eight 
 Different Shoe Factories Over a Six-months' Period. Production remained prac- 
 tically the same in each plant during this period. Elimination of dead and surplus 
 stock accounts for the decrease in value. 
 
 year in this one plant. Control insures having materials on hand when 
 needed although maintaining a minimum quantity. 
 
 It is easy to illustrate the actual losses in production and therefore 
 in money through poor control. In one case noted the foreman knew 
 six barrels of shanks were on hand. When ordered from the store room, 
 however, it was found that the shanks were too small and production on 
 shoes requiring them was delayed an entire month until the proper 
 shanks arrived. Due to shortage of lasts; a factory had 20,000 pairs 
 of shoes in the assembly room when 2,000 was the normal number. This, 
 in turn, was occasioned by lasts held up with the shoes on them waiting 
 for certain findings.
 
 152 WASTE IN INDUSTRY 
 
 One factory having a capacity of 2,400 pairs a day could turn out for 
 a considerable period only 1,900 pairs, because of shortage of racks due to 
 congestion on account of the cobbling necessary on damaged shoes of 
 a pointed last. Another factory had 50,000 pairs of shoes tied up in the 
 fitting room, instead of the normal 15,000, because of congestion of opera- 
 tions. In another case a factory producing 700 pairs of shoes a day had 
 36,000 pairs in its fitting room, or ten times the normal supply, and was 
 piling in more. Again, we find 1,000 pairs held up in a fitting room 
 several weeks waiting for a certain style of button. In one case, 24,000 
 pairs of shoes were held up because no rubber top lifts of proper size 
 were on hand. An entire factory was held up for several days waiting 
 for leather heels required for 12,000 pairs of men's shoes. Most frequent 
 delays in the packing room occur in waiting for proper cartons, embossing 
 dies, brands, and shipping containers. 
 
 These cases are not exceptional. Similar delays are occurring daily 
 in the large majority of factories. 
 
 The ordinary methods of issuing materials are no less an evil than the 
 lack of production control. In the large majority of shoe factories sup- 
 plies are dealt out to employees without definite knowledge of requirements 
 and, therefore, with no real check on the disposition of quantities 
 delivered. 
 
 The development of stores control provides a mechanism which shows 
 whether the proper use has been made of materials. 
 
 5. Buying and Scheduling Lasts. The buying of lasts is usually a 
 hit-and-miss affair, based on estimated popularity of style. One shoe 
 company has made large savings by getting together with the last manu- 
 facturer and arranging for delivery of lasts on orders placed the day the 
 tags go into the cutting room. 
 
 This plan is seldom practicable, and in general it is wise to over-buy 
 rather than under-buy lasts because of the large losses in time and produc- 
 tion occasioned by last turnover. Manufacturers have sometimes lost 
 sales because of cancellation of large orders of shoes of novelty design 
 through delay in last turnover. 
 
 It is insufficiently realized that turnover of lasts is not simply an office 
 function of planning, but involves as well the issue and delivery of 
 leather and findings on schedule and the time of flow through each 
 department. 
 
 In the diagram of Figure 24 is shown the specified versus the actual 
 last cycle in a well-managed plant. The delay from the specified time of 
 nine days to the actual time running up to thirteen days results not sim- 
 ply in longer time, but affects the total production and the work of the 
 piece-worker.
 
 THE BOOT AND SHOE INDUSTRY 
 
 153 
 
 6. Balancing Production through the Plant. With the exception per- 
 haps of seasonal demand and production, ineffective methods of control 
 account for the greatest losses in shoe production. 
 
 This fluctuation has a bad effect upon the morale of the entire organi- 
 zation. The management brings pressure on the superintendents to cor- 
 rect the drop in production or remove congestion. The superintendents 
 hammer the foremen, who in turn stir up the employees. Each realizes 
 the cause is beyond his control and that it is a result of improper 
 management. 
 
 Labor leaders have seized upon this issue and point to it as a waste 
 chargeable to management. These claims are justified by analysis of the 
 underlying causes. 
 
 Matters are left to the foreman which should be taken care of by 
 planning. He is expected to chase up materials when they should come 
 to him automatically. 
 
 FIRST LAST 
 
 
 1 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 & 
 
 
 
 \| 
 
 
 
 
 
 
 
 
 
 
 
 
 i 
 
 \ 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 f 
 
 \ \ !\ 
 
 1 
 
 \ \ 
 
 
 
 
 
 
 \ 
 
 \ 
 
 
 
 
 
 / 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 f^ 
 
 \\\ l\\ 
 
 1 
 
 l\*r^ 
 
 / 
 
 
 
 
 
 / 
 
 \ 
 
 
 ^ 
 
 
 
 If 
 
 
 \ 
 
 / 
 
 V 
 
 
 / 
 
 
 / 
 
 \ 
 
 
 
 
 / 
 
 \ 
 
 / 
 
 \ / 
 
 
 ~ TVTrH 
 
 I 
 
 Ml/ 
 
 - 
 
 \ 
 
 
 , 
 
 ' 
 
 L 
 
 
 / 
 
 
 
 x 
 
 
 v 
 
 
 
 \ 
 
 / 
 
 
 \ 
 
 / 
 
 
 \ 
 
 
 ; 
 
 
 \ 
 
 / 
 
 y i 
 
 /*> 
 
 
 
 
 
 
 
 i 
 
 ' 
 
 
 4 
 
 
 
 
 
 
 
 
 
 
 
 y 
 
 
 
 >j 
 
 
 'V 
 
 SKOHL 
 LAST 
 
 ) \\l '!' 
 
 
 \ / 
 
 
 V 
 
 
 
 
 
 
 
 
 
 
 
 \ 
 
 
 ,J 
 
 
 
 
 
 
 
 
 ,' s 
 
 
 
 
 
 
 
 
 
 V 
 
 STANDARD NO. M DAYS AL OWE, 
 
 ; 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 \ \ 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 FIG. 24. Diagram Showing Variation in Turning Lasts in Turn Shoe Factory (Wood 
 Heels) Covering a 4-week Period for Two Different Lasts. 
 
 It is evident that a proper system of control is essential to maintain 
 an even flow of work and insure deliveries of the right materials. The 
 sheet system ordinarily used is lacking in flexibility for complicated proc- 
 esses, and in many cases can well be superseded by methods which have 
 being successfully applied to other industries. In a few factories, for 
 example, a modification of the sheet system has been effected by breaking 
 up the process into units and treating the units independently. 
 
 The more exact records kept in a few shoe factories, showing the 
 exact location of work in process and also recording the time of piece-work- 
 ers spent on productive work, as well as the day workers, furnish a means 
 for visualizing the production and eliminating many of the delays and 
 lost time. 
 
 7. Cost Accounting. Scarcely two factories have the same method of 
 keeping costs and few of them maintain sufficient records to give the 
 proper information for assisting in production. There is a need for 
 unification of methods. 
 
 8. Responsibilities of Foreman. All shortcomings, delays, shortages, 
 and low production are laid on the shoulders of the foreman. He is
 
 154 WASTE IN INDUSTRY 
 
 accused of lack in diplomacy and tact in dealing with the employees, as 
 well as of showing partiality and discrimination in distributing work to 
 them. He also receives constant criticisms on handling production. 
 Consider for a moment the duties of the average foreman in a shoe shop: 
 
 To route and plan work. 
 
 To maintain quantity production. 
 
 To maintain quality production. 
 
 To employ workmen. 
 
 To discipline workmen. 
 
 To set rates. 
 
 To instruct workers. 
 
 It is physically impossible for any one man to execute all these duties 
 properly. Often he is paid a salary inadequate to stimulate him to do 
 his best. He has not the training for all his varied duties, nor the time 
 to carry them out. In one instance the number of applicants for jobs 
 in one day would have taken more than the entire time of the foreman 
 if he had spent fifteen minutes with each applicant. 
 
 Along with the proper development of control, before the waste in the 
 shoe factory can be eliminated, must come the further functionalizing of 
 duties, the development of planning departments, of rate setting depart- 
 ments, and of inspection methods which have been tried and proved in 
 other industries. 
 
 9. Plant Construction and Layout. Tests of losses in production 
 through poor light and arrangement of plant have shown surprising 
 deficiencies. The ordinary old-fashioned shoe shop is provided with small 
 windows, while dirt keeps out the light which should pass through. 
 Individual electric lights are provided at certain machines, but these may 
 be insufficient to insure first-class quality in work. 
 
 The layout of the machinery and work-benches, although usually of 
 less importance than the methods of control, frequently plays an important 
 part in economy. In one factory production per hundred square feet of 
 manufacturing space was increased from 6.8 pairs of men's welts to 12.6 
 pairs per day as a result of radical changes in layout. In another factory 
 12.5 pairs of nailed shoes per hundred square feet were increased to 16.6 
 pairs. Lack of storage space for racks, congested machinery and the 
 necessity for long carry of shoes in process, reduced productive capacity. 
 
 10. Machinery. The high development of shoe machinery impels 
 the manufacturer to pay too little attention to upkeep. An example of 
 the neglect common to most shops is aptly illustrated in a factory where 
 shoes were jamming at the Goodyear stitchers. The union refused to 
 permit more operatives on the line, because the business agent found out 
 from the men that the machines were delivering but 70% of their capacity,
 
 THE BOOT AND SHOE INDUSTRY 155 
 
 because of needed repairs. As soon as new parts were placed in all 
 machines, production went back to normal. 
 
 III. WASTE OF MATERIAL 
 
 Wastes involving material occur in the grading of leather which in 
 many plants is done without definite standards, in the purchase of supplies 
 in excess of requirements, in the cutting of leather, and in defective shoes. 
 
 Waste in Cutting Upper Leather. One of the enormous sources of 
 loss is the waste in cutting upper leather. Some factories work out 
 standard quantities for each style with the aid of measuring machines, 
 while a few others adopt what are called the Krippendorf standards. 
 Other firms leave it entirely to the cutters to economize in leather. Even 
 where standards are in use, enormous waste occurs through the careless- 
 ness or lack of training of the cutters. A difference of at least $100 worth 
 of leather per week used by two different men for the same styles and 
 same grades of stock is not unusual. Until methods are adopted for con- 
 trolling this, as well as for interesting and training the cutter to use mini- 
 mum quantities, the waste will continue. 
 
 Cutters are usually employed on a day-work basis with the object of 
 keeping the waste of leather as small as possible. With the full develop- 
 ment of standards obtained by careful analysis it is possible to pay the 
 cutters an incentive for quantity and quality output, with a resulting 
 saving of at least 10%. 
 
 Losses from Damaged Shoes. The losses from damaged shoes 
 average 1| to 2% and run into several millions of dollars yearly, even with- 
 out considering customers' rejects, the net loss from which has never been 
 satisfactorily estimated. The cost of these must be put into the price of 
 shoes. In a small factory making women's welts and turns, a $20,000 net 
 loss in one year was discovered after the books were closed. In another 
 large company damaged factory product and customers' rejects, excluding 
 cancellations, cost the company over $90,000 in one month. 
 
 In addition to the defective shoes are those damaged in process. An 
 ordinary allowance for that cause is 25%. This does not mean that this 
 quantity of shoes is thrown away, but that there is some defect which has 
 to be repaired. Systems of proper inspection, or of proper incentive to 
 the worker for doing good work, are almost entirely lacking. Although 
 these damages are of small money value in themselves, the delays in pro- 
 duction both in quantity of output and to the individual operative are 
 serious. In many cases also the blemishes are covered up by polish and 
 reappear when the shoe is worn. To show the need of better inspection, 
 we may refer to a case of shoes made up of two shades of tan leather 
 which had passed through one hundred and sixty-five operations and
 
 156 WASTE IN INDUSTRY 
 
 three central inspectors before being noticed. Under proper inspection 
 control, this could not have happened. 
 
 IV. LABOR DIFFICULTIES 
 
 Labor in Shoe Making. Extravagant claims are made by certain shoe 
 manufacturers as to restriction in output due to union rules. Many of 
 these assertions are warranted but, on the other hand, we find case after 
 case of the manufacturer restricting output through failure to provide a 
 full day's work or by unfair methods of dealing with the worker. 
 
 What stands out before all else in the negotiations and controversies 
 between the employer and the operator is the lack of knowledge of facts 
 that c.m be used as a basis for the setting of rates. 
 
 Effect of Union Rules. Certain rules of the union result in the stop- 
 ping of work in individual departments and the blocking of production in 
 subsequent departments due to the holdup of the shoes. For example, 
 in some localities all the workmen in any operation quit for the remain- 
 der of the day provided they are held up fifteen minutes for work. This 
 rule applies whether the delay occurs at 9 o'clock in the morning or at 
 4 o'clock in the afternoon. 
 
 Analyzing these rules, however, we find that they tend in the long run 
 to stabilize production. For example, if a manufacturer by 9 o'clock in 
 the morning cannot provide sufficient orders for his cutters to prevent 
 their waiting for work, and consequently, as is the rule in many places, 
 all the cutters quit work for the day, his routing methods are so poor 
 that he should be compelled to take steps to improve matters. 
 
 Numerous cases indicate the necessity for union backing in smaller 
 shops where no employee representation exists. For example, cases were 
 found where workmen in open shops called attention of the employers 
 to certain unjust practices or low rates, and, although their point was 
 carried, the man acting as spokesman was discharged within the next 
 two weeks. 
 
 Apprentices. The unions do not intend to create a surplus of workers 
 in any part of the craft. In shops closely affiliated with the unions, a 
 union man before apprenticing himself to a job outside of his own local, 
 must obtain permission through regular union channels before he can be 
 taken on by the manufacturer. 
 
 Strikes and Lockouts. In the East frequent newspaper accounts 
 appear of strikes in Lynn, Mass. Whereas one strike in 1917 was of a 
 serious nature, most of the strikes of which the papers make so much 
 account have been in individual shops over comparatively small matters. 
 The 1917 strike and lockout lasted six months, affected 18 factories, and 
 threw 4,200 people out of work. The case was a dispute over a new
 
 THE BOOT AND SHOE INDUSTRY 
 
 157 
 
 wage agreement. Figure 25 illustrates the unemployment caused by the 
 dispute. One of the manufacturers involved stated that the manufac- 
 turers were as much to blame as the unions. The relations of the manu- 
 facturers to the unions varies greatly in different localities. In some 
 cities, even where the shops are highly organized, strikes are rare. Cases 
 for adjustment are constantly coming up, but are usually settled without 
 strike on a basis of compromise. The leaders in other sections, on the 
 other hand, take more hasty action, with resulting increase in friction. 
 
 FIG. 25. Diagram Showing Number of Union Workers Unemployed at End of Each 
 Quarter Boot and Shoe Workers in Massachusetts. Figures represent approx- 
 imately 50 per cent of all shoe workers in Massachusetts. Based on union re- 
 turns to Bureau of Statistics. 
 
 Few Personnel Departments. With perhaps two or three exceptions, 
 shoe shops have no departments exercising modern personnel relations 
 with the employees. This gives the worker no unbiased means of 
 approach to his employer, and the employer is at a loss in treating with 
 his own employees. 
 
 This important function is commonly exercised by either the foremen 
 or superintendents. Men occupying either of these positions have not 
 as a rule the proper training to discharge the duty properly. 
 
 To this fault of the management may be attributed in part the cause 
 fo lack of knowledge as to labor turnover, its causes and effects. Under
 
 158 
 
 WASTE IN INDUSTRY 
 
 present conditions there is little appreciation of the value of these facts, 
 and general impressions of executives close to the employees serve as a 
 basis for the promulgation of policies affecting labor. 
 
 Shoe manufacturers must develop employment or personnel depart- 
 ments headed by trained specialists capable of dealing impartially and tact- 
 fully with the employees. The department must have accessible at all 
 times accurate and complete information giving the status of the labor 
 situation for any period and create a routine for reaching new employees, 
 following them up after once employed and handle all conditions which 
 influences the period of their association with the company. 
 
 SKILLED OPERATIONS EDwffWg 
 Upper Leather Cutting 
 
 Outersole Cutting 
 Operating No.5 Machine 
 
 Edgetrimming 
 SEMI-SKILLED OPERATIONS! 
 Sorting Leather Remnants |$ 9 
 
 Building Heels 
 Assembling 
 
 UHSKILLEO OPERATION! 
 Sweeper 
 
 Freight Handler 
 
 CLERICAL 
 
 PayRollClerk(Enterer) 
 
 GROUP AVERAGES < 
 Skilled 
 
 Semi-skilled 
 
 1*19.50 
 1*40.50 
 
 1*5 
 
 1*10 
 
 Unskilled 
 Clerical 
 
 AVERAGE TRAINING COST 
 
 1T50 
 
 115.50 
 
 26. Comparative Costs of Training Apprentices in the Boot and Shoe Industry. 
 (Complied by Robert R. Haskell.) 
 
 Waste in Labor Turnover. The cost of training an inexperienced 
 man for cutting upper leather in a well-managed shop is $576; for a 
 semi-experienced man is $450; and to install an experienced man in a 
 different shop costs $50. 
 
 These are facts brought out in a very thorough analysis made in one 
 of the large shoe plants. As this company is exceptionally well-managed, 
 the figures given are unquestionably low for the average shop. 
 
 Few manufacturers either in the shoe or other trades appreciate tie 
 losses due to labor turnover and the actual money that can be saved 
 annually by preventing changes in the force. The diagram, Figure 26, 
 gives the comparative cost of training apprentices in the shop referred
 
 THE BOOT AND SHOE INDUSTRY 
 
 159 
 
 to. Figure 27 gives the progress and time for the apprentices to attain 
 100% ability. The cost also of hiring and training is presented in detail 
 in Figure 28. 
 
 The reasons why men left the employ of another company during a 
 representative month are shown in Figure 29. 
 
 Working Hours. The hours of work throughout the country vary 
 greatly. In the spring of 1921, Lynn and Haverhill, Mass., were 
 running 45 hours per week with Saturday as a full holiday; Brockton, 
 Mass., was working 48 hours; Auburn, Maine, 54 hours; Man- 
 chester, New Hampshire, 48 hours; Brooklyn, 44 hours with Saturday 
 half holiday; Milwaukee, 50 hours; Chicago, 48 hours; Rochester, 48 
 hours; Cincinnati, 50 hours; and St. Louis, 48 hours. 
 
 Z.Outersole Cutter 2. Build 
 J.Ho.5Mhme Operator 3. Asse 
 
 10 II 2 
 
 VEARS 
 
 FIG. 27. Progress Records of Apprentices of Average Ability on Ten Operations in the 
 Shoe Factories of the Boot and Shoe Industry. (Compiled by Robert S. Haskell ) 
 
 Haphazard Rate Setting. Bartering between employers and workers, 
 either directly or through association and union business agent, is the 
 basis of all wage agreements, and piece-rates. If a new rate is required 
 and new rates must be set with every change in style in the stitching 
 room the operatives, where unions are dealt with, make a guess through 
 their agent of the time required and therefore the proper price. The 
 manufacturer or the association secretary makes a similar guess which is 
 always lower, in fact perhaps half the guess of the operatives. The com- 
 promise is based not on facts but on the selling ability of the two parties. 
 If the rate is set too high, it means unequal payments to the workers or 
 else cutting of rates later on. It is this makeshift policy that is responsible 
 for much of the friction. The friction will continue until methods are 
 adopted by which standards are determined so that rates may be set on a 
 basis of facts instead of guess. 
 
 In cutting upper leather, piece-rates, if used as generally operated, are 
 but little more than a farce unless very exact standards of areas for each
 
 160 
 
 WASTE IN INDUSTRY 
 
 
 O 
 
 SPMOJM 
 
 00 
 
 00 SCO 
 
 00 
 
 0- 
 
 ^ 
 
 
 ^ 
 
 
 1 
 
 SroS5 
 
 g 
 
 OOO'* 
 
 
 
 t-^ 
 
 c-. 
 
 
 g 
 
 
 
 
 
 
 
 
 
 
 
 
 i 
 
 n 
 
 OlOSOrH 
 
 00 
 
 mooo 
 
 * 
 
 MO 
 
 K 
 
 
 ,, 
 
 y. 
 
 o 
 
 1 
 
 ON 
 
 
 
 3 
 
 g 
 
 3 
 
 
 OB 
 
 I 
 
 o 
 
 co^^ 
 
 
 
 
 
 
 
 ' 
 
 - 
 
 <; 
 
 
 
 U3U5O 
 
 
 
 COIN 
 
 a 
 
 
 
 J 
 
 I 
 
 fcSS 
 
 I 
 
 
 5; 
 
 ^S 
 
 
 
 o 
 
 ?- 
 
 
 
 COCON^. 
 
 
 
 
 
 
 
 - 
 
 J 
 
 *s! 
 
 00^- 
 
 
 
 OC.O 
 
 . 
 
 mm 
 
 ^, 
 
 
 
 
 
 S3 J3 
 
 
 
 
 
 
 
 
 
 
 < S 
 
 
 
 
 
 
 
 
 
 s 
 
 o- 
 
 8888 
 
 
 
 88 
 
 a 
 
 88 
 
 
 
 
 i 
 
 ! 
 
 JH 
 
 OiOOiO 
 
 g 
 
 MU^ 
 
 
 
 com 
 
 * 
 
 
 * 
 
 CJ 
 
 
 
 ** 
 
 
 
 
 
 
 
 
 g 
 
 
 
 
 
 
 
 
 
 
 o 
 
 7. 
 
 
 8888 
 
 g 
 
 88 
 
 s 
 
 88 
 
 g 
 
 
 g 
 
 S 
 a 
 
 0^ 
 
 SS 
 
 g 
 
 "'^w 
 
 s 
 
 *o> 
 
 to 
 
 
 g 
 
 
 
 
 W 
 
 
 
 
 
 
 
 
 5 
 
 
 
 
 
 
 
 
 
 
 " ; 
 
 "3 
 
 88 
 
 g 
 
 8 
 
 
 
 88 
 
 g 
 
 
 g 
 
 S 
 
 & 
 
 psS 
 
 1 
 
 05 02O 
 
 n 
 
 U5O 
 
 ** 
 
 
 cc 
 
 
 8 
 
 8888 
 
 8 
 
 I 
 
 : : 
 
 -co 
 
 5 
 
 
 
 
 i 
 
 cc 
 
 
 Us 
 
 88 
 
 
 
 88 
 
 8 
 
 8 
 
 10 
 
 
 g 
 
 
 
 
 ,70 
 
 i-<(NrH 
 
 IO 
 
 
 ro 
 
 
 
 
 < 
 
 jjo 
 
 
 
 
 
 
 
 s 
 
 
 si 
 
 
 1 
 
 
 1 
 
 
 
 
 
 
 ^l 
 
 
 
 
 
 
 
 
 
 
 
 
 i 
 
 8888 
 
 o 
 
 888 
 
 o 
 
 00 
 
 ,0 
 
 
 c 
 
 1 
 
 
 M 
 
 5 
 
 
 s 
 
 CN 
 
 "i 
 
 
 
 
 
 1 
 
 
 
 g 
 
 
 
 
 
 00 
 
 g 
 
 
 g 
 
 
 n 
 
 NINNIN 
 
 !M 
 
 (NN(N 
 
 N 
 
 (NIN 
 
 ei 
 
 
 cs 
 
 
 Operations 
 
 Skilled Operations: 
 Upper Leather Cutting 
 Outersole Cutting 
 Operating No. 5 Machine . . 
 Edgetrimming 
 
 Average 
 
 Semi-skilled Operations: 
 Sorting Leather Remnants. . 
 Building Heels 
 Assembling 
 
 Average 
 
 Unskilled Operations: 
 Sweeper 
 Freight Handler 
 
 Average 
 
 Clerical Force: 
 
 Pav Roll Clerk (Entered . . . 
 
 
 
 8888 
 
 8 
 
 K * 
 
 S3 
 
 H 
 
 II 
 
 
 
 
 DING 
 
 P 
 
 SSSS 
 
 Oi OO O 
 
 i 
 
 ff 
 
 jo 
 
 
 
 2i 
 
 1 
 
 & 
 
 
 * 
 
 1 
 
 
 888 
 
 JX O 
 
 s^ 
 
 
 a 
 
 5 H 
 
 
 
 
 g 
 
 
 
 toco o 
 
 
 fe 
 
 
 t 
 
 
 s 
 
 4 
 
 888 
 
 
 
 
 
 153 
 
 
 EARLY 
 
 Loss 
 
 !i 
 
 O CO <* O 
 
 O 
 
 1 
 
 >" 
 
 ^ 
 
 (OTf SO 
 
 
 
 p 
 
 O 00 N O 
 
 , 
 
 '5 
 
 IH P 
 
 If 
 
 Uw^o 5| 
 
 THLY LOSS 
 UCTION HO 
 
 Jo 
 
 
 
 3 
 
 IOOINO 
 
 ind Total 
 
 O o 
 
 
 
 
 O 
 
 in 
 
 OOOOO 
 
 
 
 
 II s ! 
 
 
 
 Io 
 
 RJ 
 
 cS 
 
 
 vQ 
 
 H 
 
 
 
 &SfcSS 
 
 00 
 
 O 
 
 
 
 
 ?< 
 
 
 
 **< 
 
 
 
 
 s 
 
 ^^ 
 
 s 
 
 | 
 
 ospQ 
 
 
 ^^^.^ 
 
 55 
 
 afe; 
 
 
 00 OO O 
 
 
 fc B 
 
 
 IMCOiO 
 
 CO 
 
 ; 
 
 
 C.0^.0 
 
 2 
 
 S Q 
 
 
 
 *< 
 
 fggg 
 
 s 
 
 
 
 
 
 ^H 
 
 LELATIV 
 
 || 
 
 SSSS 
 
 tO 
 
 
 * 
 
 ssSS 
 
 8 
 
 a 
 
 ; Tj 
 
 yu i 
 
 2 
 
 ;||_; ?-g 
 
 o 
 
 llll ^ H
 
 THE BOOT AND SHOE INDUSTRY 
 
 161 
 
 style are provided. Even the difference in hides is so great that a good 
 cutter is often unjustly penalized. In practice the more expert or more 
 fortunate cutters slow up or turn over their credits to a neighbor. On the 
 other hand, by adopting accurate standards, training the workmen, and 
 providing definite and adequate rewards for saving in leather, large 
 savings may be effected. 
 
 The feeling exists among manufacturers that the unions are opposed to 
 the use of the stop watch. The union men state, however, that they are 
 not opposed to its use but only to its abuse in speeding up production 
 instead of determining facts as to the time and best method. 
 
 More Money mi 
 Dissatisfied 14 
 Miscellaneous } 
 
 PERSONAL=105 
 
 Unsatisfactory work 
 Layed Off 
 IrregularAttendance 
 . Disobedience 
 Passirg Damaged Shoes 
 Tardy 
 
 
 9 
 2 
 
 Z 
 
 " 5 DISCHARGES = 157 
 
 leaving Town ^mmzi, 
 Too Far from Home 6 
 
 LOCALITY* 29 
 
 
 
 Stay at Home __ - 
 Married 12 
 School *s 
 Help Out ..- 
 Vacation 1 1 
 
 UNCOHTROLLABLE=I65 
 
 FIG. 29. Diagram Showing Causes for Exits for Representative Month from One Shoe 
 Factory . Average Number of Employees = 5 100 . Total Exits = 411. 
 
 The lack of knowledge of what a man should do results in payments 
 not in proportion to skill and effort but in accordance with precedent. 
 Skilled jobs requiring months of training earn $40 per week. Other 
 jobs requiring maybe three days' training for the operator, earn $35 
 per week. 
 
 Disadvantage of Uniform Piece Rates. One of the worst features of 
 these rate-setting agreements is the fact that factories in a certain 
 locality providing good conditions and plenty of work, both through the 
 day and through the year pay the same piece-rates as are paid in the most 
 poorly run factory in the district. The manufacturer, therefore, has 
 comparatively little incentive to provide constant work for his employees, 
 unless he appreciates fully the saving through decreased overhead and 
 increased production. The unions often demand the entire benefits of 
 improvements.
 
 162 WASTE IN INDUSTRY 
 
 The practice of setting a rate for each operation to apply to all facto- 
 ries in a given locality is entirely wrong. A thorough study of the same 
 operation as performed in the different factories in the same locality will 
 prove they are unlike. It may be the same in principle, but not in detail. 
 There is a difference in product, in materials, equipment, methods, or 
 personnel. Each has a bearing on the output and should be considered 
 when determining the output which can reasonably be expected of a 
 workman. Frequently the wage scale is governed by the strength of the 
 union rather than by the skill required in the various classes of work. 
 
 Progressive manufacturers who appreciate this defer taking the 
 steps toward standardization, feeling that the unions will disapprove such 
 a movement. Much time must be spent educating the union leaders and 
 the workmen to a point of view that will appreciate these principles. 
 
 In one case, for example, a new method for cutting sock linings in- 
 creased production threefold. The work of the employees was lightened 
 at the same time, yet the piece-rates remained the same as before. 
 
 Accurate Rates from Job Analysis. One or two factories in the country 
 have proved the practicability of fixing accurate rates by the determina- 
 tion of rates based on time study. Even in these plants, however, the 
 plan has not been carried far enough to get the results that have been 
 attained in certain other industries and that are possible here so as to 
 permit the setting of new rates on a basis of unit operations. 
 
 BASIS FOR SETTLING LABOR DISPUTES 
 
 Labor Disputes Must be Settled by Fact Arguments. Success 
 depends upon faith, goodwill, and co-operation. These things can never 
 be attained, however, until, along with the best of intentions, shop con- 
 ditions and shop methods are adjusted by keen analyses of causes and 
 remedies, until the present haphazard rate setting is replaced by methods 
 based on fact knowledge. 
 
 The big factor behind labor disputes is the attempt of the worker 
 to secure a wage that will make up for the irregularity of work through 
 the day and through the year. Management shares the blame with labor 
 for the disagreements and the strikes and lockouts that occur. When 
 the employer and the worker realize, as they are doing in a number of 
 the most successful plants, that the success of each depends upon faith 
 in the other, and when along with this and of vital importance comes 
 the realization of both that most differences can be settled by determination 
 of fact and the establishing of standard methods in production so as to 
 prevent the causes of friction, most of our labor difficulties in the shoe 
 shop will disappear. And with these same developments will come about
 
 THE BOOT AND SHOE INDUSTRY 163 
 
 the elimination of a large portion of the waste now existing in the boot and 
 shoe industry. 
 
 Accident Prevention. The cost of accidents from the return of the 
 National Council of Workmen's Compensation Insurance shows a com- 
 paratively small loss for the boot and shoe industry, the accident cost 
 being 36c. per $100 of the pay roll. Even this, however, is appreciable 
 and through " safety first " work reductions in lost time in two different 
 factories have amounted to about 18%. 
 
 EFFECT OF WASTE ELIMINATION ON THE COST OF SHOES 
 
 The waste of time through the year due to seasonal demand and the 
 daily losses of time through unbalanced production of departments and 
 processes, make the cost of labor on a pair of shoes almost double the pos- 
 sible minimum. With an output valued at some $1,300,000,000, 
 this loss of labor alone, even assuming that only 25% is wasted time, 
 amounts (since the labor cost is about 20% of the shoe cost) to $65,000,000 
 a year. 
 
 Manufacturers as yet are making but little effort to remedy the unsat- 
 isfactory conditions of employment because they do not realize the bearing 
 on their costs and profits. The manufacturer says: " This lost time does 
 not cost anything. The operators are on piece-work and simply lose 
 their own time." But the fact is that not only must irregular work be 
 paid for by higher piece-rates to maintain a fair annual income for the 
 operator, but the effect of this idle time on the actual cost is surprising. 
 
 In the following paragraphs are pointed out the reduction in price that 
 is shown to be possible by the actual results in a few of the best shops. 
 The effect of standardization is not considered because, although of great 
 benefit, actual data are lacking from which to give definite figures. The 
 reductions in cost are based on : 
 
 1. Overcoming seasonal fluctuations. 
 
 2. Overcoming internal congestion. 
 
 3. Saving material. 
 
 From the combined result is shown the comparative prices of the fin- 
 ished shoe. 
 
 Analysis of Cost. Statistics of earnings of industrial workers in this 
 country, as well as cost values, are inadequate and inexact. However, 
 it has been possible by balancing various sources of information and 
 checking these with the records of the shops subjected to special study 
 to arrive at definite figures. The average annual income of boot and shoe 
 workers we find to be $1250. This income is earned in approximately 
 thirty-four full weeks of productive effort. The manufacturing cost of
 
 164 
 
 WASTE IN INDUSTRY 
 
 the average shoe in the early part of 1921 was approximately $3.50 per 
 pair. This figure includes cost for shoes ranging from the smallest baby 
 shoe to the fanciest shoe for women, as well as from the cheapest man's 
 nailed to the finest woman's turned. Analyzing the cost of a shoe we 
 find the division of material, labor, and expense to be as follows: 
 
 Material 
 Labor 
 
 $2.10 
 70 
 
 60% 
 
 20% 
 
 Overhead 
 
 .70 
 
 20% 
 
 
 
 
 Total Cost 
 
 $3.50 
 
 100% 
 
 
 
 
 Result from Overcoming Seasonal Fluctuation. Presuming for the 
 present an annual income of $1250 to be earned by the average shoe 
 worker in forty-five weeks of productive effort instead of the present 
 average of thirty-four weeks, since shoe workers think in terms of annual 
 income the labor cost would be reduced in inverse proportion. 1 Since 
 the annual overhead remains the same, the overhead per pair would be 
 reduced in like measure. Assuming the same cost of material, the result 
 in cost with this 32% increased production would be: 
 
 Material 
 Labor 
 
 $2.10 
 .53 
 
 66% 
 
 17% 
 
 Overhead 
 
 .53 
 
 17% 
 
 Total Cost 
 
 $3.16 
 
 100% 
 
 This is equivalent, by reducing the idle time through the year, to a 
 reduction of about 25% in the cost of labor and in overhead with a 
 reduction in the total cost of the shoe of 10%. 
 
 Results from Overcoming Internal Congestion. But we have still 
 another loss from idleness, the loss of the operative, occasioned chiefly 
 by waiting for work and material a loss shown by our factory studies 
 to amount to another 35% of the time. This can be eliminated to a great 
 extent by accurate methods of planning and controlling the work. The 
 manufacturer can at least reduce this cost by 20%, in addition to the 
 increase in annual working time, since this actually has been done in certain 
 factories. 
 
 Results of the increased output over and above the saving already 
 figured would then be reflected by a 20% reduction in the cost of labor and 
 of overhead as follows: 
 
 1 In practice, through additional gains, the earnings per year would be increased 
 also.
 
 THE BOOT AND SHOE INDUSTRY 
 
 165 
 
 Material 
 Labor 
 
 $2.10 
 .44 
 
 71% 
 14.5% 
 
 Overhead 
 
 .44 
 
 14.5% 
 
 Total Cost . . . 
 
 $2 98 
 
 100% 
 
 
 
 
 Results from Saving Material. But it is unfair to assume no reduction 
 in the cost of material. Examination made in the tanning industry in 
 connection with this report shows large possibilities for reduction in cost 
 of upper leather, but even disregarding these and considering only the 
 possible saving within the shop due to improved methods of grading, 
 more expert cutting and fewer defective shoes which have been discussed 
 in the report, we would have a reduction in material cost of at least 10%. 
 Taking this into consideration, we have : 
 
 Material 
 Labor... 
 
 $1.89 
 44 
 
 68% 
 16% 
 
 Overhead 
 
 .44 
 
 16% 
 
 Total Cost 
 
 $2.77 
 
 100% 
 
 
 
 
 Total Reduction in Manufacturing Costs. The net savings which 
 may be obtained is $0.73 per pair of shoes or a reduction of 21%. Accord- 
 ingly, since selling prices in general vary with manufacturing costs, shoes 
 which are now purchased from the retailer for $15 could be had for 
 $11.85, or a saving of $3.15 per pair. Shoes now sold for $10 would 
 sell at $7.90, or a reduction of $2.10 per pair. 
 
 Conclusion. Summarizing these facts, the greatest needs in the shoe 
 industry are: 
 
 1. More uniform distribution of work throughout the year, which can be effected 
 by co-ordination of sales and production. 
 
 2. Adjustment of methods of planning and production to the multiple processes 
 involved in shoe manufacture. 
 
 3. Co-operation of the manufacturers and the workers in development of the best- 
 working methods and piece rates through the determination of facts and analyses of 
 operations. 
 
 4. Development of more intimate relations between the worker and the management 
 through the employment or personnel function. 
 
 5. Strengthening the other weak places which have been noted in this report. 
 
 The Field Report Evaluation Sheets. In the studies for this report 
 17 boot and shoe factories have been personally visited and detail facts 
 as outlined in the questionnaire have been obtained from 8 of these.
 
 166 
 
 WASTE IN INDUSTRY 
 
 FIELD REPORT EVALUATION 
 
 COMMITTEE ON ELIMINATION OF WASTE IN INDUSTRY 
 AMER CAN ENGINEERING COUNCIL 
 OF 
 
 INDUSTRY BoofaridShoe PLANT NO. 5 E5T. ^Thompson a lichtner Co. DATE 4//S/2/ 
 
 > H-(D + -@ Excellent -0%Woste p or = 60%Waste a -t-b-t-c-d =IOO/ O 
 S 4 + -Fafr 38,: Bad=S07o., e + f +g- h - % Waste 
 
 CAUSES 
 
 Guide 
 
 RESPONSIBILITIES 
 
 TOTAL WASTE 
 
 for 
 
 MANAGEMENT 
 
 LA B O R 
 
 OUTSIDE CONT ACTS 
 
 Assigned 
 Points 
 
 Points 
 Waste 
 
 Field 
 nvesti- 
 
 Assigned 
 Points 
 
 Est.|o 
 Waste 
 
 Points 
 Waste 
 
 Assignee 
 Points 
 
 Est.o/o 
 Waste 
 
 Points 
 Waste 
 
 Assigned 
 
 Points 
 
 Est.% 
 
 Waste 
 
 Points 
 Waste 
 
 gator 
 
 J 
 
 2 
 
 5 
 
 4 
 
 5 
 
 .6 = 
 
 7 
 
 8 
 
 9 
 
 10 
 
 II 
 
 : !2 .. 
 
 13 
 
 14 
 
 
 Kl 
 
 BJ 
 
 
 100 
 
 0.5 
 
 
 
 
 
 
 
 
 
 . 0.5 
 
 O.S 
 
 C 
 
 <2 
 
 1.0 
 
 
 100 
 
 1.0 
 
 
 
 
 
 
 
 
 
 1.0 
 
 1.0 
 
 s 
 
 K3 
 
 0.5 
 
 
 100 
 
 0.5 
 
 
 
 
 
 
 
 
 
 0.5 
 
 0.5 
 
 S o- 
 
 K4 
 
 0.5 
 
 
 100 
 
 0.5 
 
 
 
 
 
 
 
 
 
 0.5 
 
 0.5 
 
 || 
 
 K5 
 
 0.5 
 
 
 50 
 
 075 
 
 
 
 
 
 
 
 
 
 0.5 
 
 O.J5 
 
 II 
 
 K6 
 
 0.5 
 
 
 15 
 
 031 
 
 
 
 
 
 
 
 
 
 0.5 
 
 O.VT 
 
 f| 
 
 K7 
 
 0.5 
 
 
 100 
 
 0.5 
 
 
 
 
 
 
 
 
 
 0.5 
 
 0.5 
 
 $& 
 
 KS 
 
 8.0 
 
 
 15 
 
 6.0 
 
 
 
 
 
 4.0 
 
 
 100 
 
 4.0 
 
 It.O 
 
 10.0. 
 
 fc "S 
 
 K9 
 
 <U 
 
 
 100 
 
 0.5 
 
 
 
 
 
 
 
 
 
 0.5 
 
 0.5 
 
 z - 
 
 KIO 
 
 3.0 
 
 
 50 
 
 1.5 
 
 
 
 
 
 
 
 
 
 3.0 
 
 .0 
 
 0&-? 
 
 Kit 
 
 1.0 
 
 
 100 
 
 10 
 
 
 
 
 
 
 
 
 
 1.0 
 
 1.0 
 
 
 KI2 
 
 1.0 
 
 
 100 
 
 1.0 
 
 1.0 
 
 
 100 
 
 1.0 
 
 1.0 
 
 
 100 
 
 10 
 
 3.0 
 
 30 
 
 ^5 -a 
 
 KB 
 
 ?.o 
 
 
 100 
 
 ?.o 
 
 ?.o 
 
 
 100 
 
 2.0 
 
 2.0 
 
 
 100 
 
 2.0 
 
 6.0 
 
 6.0 
 
 <- t 
 
 KI4 
 
 o.rc 
 
 
 
 
 0-25 
 
 
 
 
 0.11 
 
 
 
 
 0-5 
 
 
 Nr - 1 
 
 KI5 
 
 0.15 
 
 
 
 
 O.Z5 
 
 
 
 
 
 
 
 
 0.5 
 
 
 z S. 
 
 KI6 
 
 1.0 
 
 
 100 
 
 1.0 
 
 1.0 
 
 
 
 
 
 
 
 
 7.0 
 
 1-0 
 
 *^ 
 
 KI7 
 
 J.O 
 
 
 
 
 7.0 
 
 
 
 
 
 
 
 
 4fl 
 
 
 ^8 
 
 16 
 
 2.0 
 
 
 
 
 7.0 
 
 
 
 
 
 
 
 
 4-0 
 
 
 K 3 1 
 
 19 
 
 1.0 
 
 
 100 
 
 1.0 
 
 
 
 
 
 
 
 
 
 1.0 
 
 1.0 
 
 o Pi 
 
 K2O 
 
 
 
 
 
 
 0.25 
 
 
 
 
 
 
 
 
 0.5 
 
 
 11 
 
 21 
 
 0.5 
 
 
 100 
 
 0.5 
 
 
 
 
 
 
 
 
 
 0.5 
 
 0.5 
 
 IS 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 -1 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 c " 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 1 i 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 -5 -^ 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 r 3 
 
 TOTAL 
 
 26.62. 
 
 
 
 18.12 
 
 8.15 
 
 
 
 3.0 
 
 1.IJ 
 
 
 
 T.O 
 
 d| 42.50 
 
 6 28.12 
 
 
 Tl 
 
 025 
 
 
 
 
 
 
 
 
 0.15 
 
 
 
 
 0.5 
 
 
 O^" 5 
 
 T2 
 
 1.0 
 
 
 
 
 
 
 
 
 
 
 
 
 10 
 
 
 
 T3 
 
 2.5 
 
 
 100 
 
 2.SO 
 
 
 
 
 
 
 
 
 
 2.5 
 
 2.5 
 
 "s "a 
 
 T4 
 
 O.S 
 
 
 
 
 
 
 
 
 
 
 
 
 0.5 
 
 
 c ^ 
 
 T5 
 
 
 
 
 
 
 
 
 
 
 
 
 
 1.5 
 
 
 
 T6 
 
 0.5 
 
 
 
 
 
 
 
 
 
 
 
 
 0.5 
 
 
 s 1 ! 
 
 T7 
 
 2.0 
 
 
 
 
 
 
 
 
 2.0 
 
 
 100 
 
 2.0 
 
 40 
 
 20 
 
 & 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 .E = 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 fS 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 ^" 35 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 ^Q 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 58 
 
 TOTAL 
 
 8.ZS 
 
 
 
 2.50 
 
 0.0 
 
 
 
 0.0 
 
 2.25 
 
 
 
 2.0 
 
 b|io.so 
 
 fJ4.50 
 
 
 1 I 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 1 ZATI N 
 
 cal Knowledge and Organization, 
 Accounting Factors 
 
 U2 
 
 1.0 
 
 
 50 
 
 3-5 > 
 
 
 
 
 
 
 
 
 
 TO 
 
 35 
 
 U3 
 
 ?.o 
 
 
 100 
 
 ? 
 
 
 
 
 
 
 
 
 
 2.0 
 
 2.0 
 
 
 100 
 
 
 100 
 
 10.0 
 
 
 
 
 
 
 
 
 
 10-0 
 
 10.0 
 
 U5 
 
 5.0 
 
 
 190 
 
 5.0 
 
 
 
 
 
 
 
 
 
 5.0 
 
 &.0 
 
 6 
 
 0.5 
 
 
 100 
 
 0.5 
 
 
 
 
 
 
 
 
 
 os 
 
 0.5 
 
 7 
 
 ?0 
 
 
 
 
 
 
 
 
 
 
 
 
 2.0 
 
 
 a 
 
 30 
 
 
 
 
 
 
 
 
 
 
 
 
 3.0 
 
 
 U9 
 
 2.0 
 
 
 100 
 
 2.0 
 
 
 
 
 
 
 
 
 
 ?.o 
 
 2 
 
 10 
 
 1-0 
 
 
 100 
 
 1.0 
 
 1.0 
 
 
 
 
 
 
 
 
 ro 
 
 LO 
 
 
 1 
 
 
 100 
 
 1.0 
 
 
 
 
 
 
 
 
 
 
 1.0 
 
 12 
 
 65 
 
 
 100 
 
 6.5 
 
 
 
 
 
 
 
 
 
 6.5 
 
 65 
 
 13 
 
 0.5 
 
 
 50 
 
 
 
 
 
 
 
 
 
 
 0.5 
 
 0-25 
 
 IIM 
 
 0.5 
 
 
 
 
 
 
 
 
 
 
 
 
 0.5 
 
 
 IS 
 
 9Z5 
 
 
 50 
 
 0.13 
 
 
 
 
 
 O.J5 
 
 
 50 
 
 O.IJ 
 
 0.5 
 
 0.25 
 
 16 
 
 
 
 50 
 
 1 Zb 
 
 
 
 
 
 
 
 
 
 
 75 
 
 UTI I 
 
 Effectiveness of Techn 
 Direction, Control and 
 
 17 
 
 1-0 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 UI8 
 
 0.0 
 
 
 
 
 
 
 
 
 
 
 
 
 0.0 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 45.15 
 
 
 
 33.11 
 
 1.0 
 
 
 
 0.0 
 
 0.25 
 
 
 
 0.12 
 
 c ' 
 
 9 35.Z. 1 . 
 
 GRAND TOTAL 
 
 80.62 
 
 
 
 51.15 
 
 9.15 
 
 
 
 5.0 
 
 9.63 
 
 
 
 9.IZ 
 
 d 100 
 
 h 65.51
 
 THE BOOT AND SHOE INDUSTRY 
 
 167 
 
 FIELD REPORT EVALUATION 
 
 COMMITTEE ON ELIMINATON OF WASTE IN INDUSTRY 
 AMER CAN ENGINEERING COUNCIL 
 OF 
 THE FEDERATED AMERICAN ENGINEERING SOC ETIES 
 
 INDUSTRY Boo+andShoe PLANT NO. 4 E5T. BY Thompson a tichtner Co. DATE <*//*/ 
 
 >. ++= Excellent -0/o Waste Poor = 60%Waste a b + c -d -100% 
 S + + - 6 F 2? r d I?,/*"- Bad- 80%,, e , f * g . h . /o Waste 
 
 CAUSES 
 
 Guide 
 
 RESPONSIBILITIES 
 
 TOTAL WASTE 
 
 for 
 
 
 LABOR 
 
 
 Assigned 
 Points 
 
 Points 
 Waste 
 
 
 
 Est.|o 
 Waste 
 
 Points 
 Waste 
 
 
 
 ESt/o 
 Waste 
 
 Points 
 
 
 Est. /o 
 Waste 
 
 Points 
 Waste 
 
 nvesti- 
 
 'oints 
 
 Waste 
 
 Points 
 
 gator 
 
 1 
 
 Z 
 
 3 
 
 
 
 
 7 
 
 8 
 
 
 to 
 
 II 
 
 
 13 
 
 14 
 
 f. 
 
 Kj 
 
 0.5 
 
 
 100 
 
 O.S 
 
 
 
 
 
 
 
 
 
 0-5 
 
 0.5 
 
 C 
 
 KZ 
 
 1 
 
 
 
 0.5 
 
 
 
 
 
 
 
 
 
 1.0 
 
 0.5 
 
 
 
 
 0^ 
 
 
 100 
 
 0.5 
 
 
 
 
 
 
 
 
 
 0.5 
 
 
 Ij- 
 
 K4 
 
 0.5 
 
 
 so 
 
 0.25 
 
 
 
 
 
 
 
 
 
 0.5 
 
 O.M 
 
 11 
 
 K5 
 
 
 
 50 
 
 0.25 
 
 
 
 
 
 
 
 
 
 0.5 
 
 0.25 
 
 1-2 
 
 
 
 
 50 
 
 0.25 
 
 
 
 
 
 
 
 
 
 0.5 
 
 
 
 K7 
 
 05 
 
 
 10 
 
 0.05 
 
 
 
 
 
 
 
 
 
 .0.5 
 
 0.05 
 
 i (2 
 
 
 80 
 
 
 
 4-.0 
 
 
 
 
 
 4.0 
 
 
 100 
 
 
 2.0 
 
 8.0 
 
 fc -g 
 
 K9 
 
 0.5 
 
 
 100 
 
 
 
 
 
 
 
 
 
 
 0.5 
 
 0.5 
 
 z frl 
 
 
 3.0 
 
 
 SO 
 
 I.S 
 
 
 
 
 
 
 
 
 
 i.O 
 
 1.5 
 
 0^-? 
 
 Kll 
 
 (Q 
 
 
 100 
 
 10 
 
 
 
 
 
 
 
 
 
 
 1.0 
 
 
 12 
 
 1.0 
 
 
 100 
 
 to 
 
 1.0 
 
 
 100 
 
 1.0 
 
 1.0 
 
 
 100 
 
 10 
 
 
 3.0 
 
 
 15 
 
 J.O 
 
 
 50 
 
 1.0 
 
 2.0 
 
 
 50 
 
 1.0 
 
 7.0 
 
 
 50 
 
 i.O 
 
 
 1.0 
 
 <l 1 
 
 14 
 
 O.ft 
 
 
 100 
 
 0.13 
 
 0.25 
 
 
 100 
 
 0.25 
 
 0.12 
 
 
 100 
 
 0.12 
 
 
 0.5 
 
 
 KI5 
 
 0.25 
 
 
 
 
 0.2S 
 
 
 
 
 
 
 
 
 
 
 z | 
 
 
 1.0 
 
 
 
 
 1.0 
 
 
 
 
 
 
 
 
 
 
 
 |7 
 
 7.0 
 
 
 
 
 2.0 
 
 
 
 
 
 
 
 
 
 
 < 
 
 18 
 
 
 
 
 
 4.0 
 
 
 100 
 
 4.0 
 
 
 
 
 
 
 4.0 
 
 S IT 
 
 KI9 
 
 
 
 50 
 
 0.60 
 
 
 
 
 
 
 
 
 
 
 0.5 
 
 oil 
 
 KiO 
 
 0.5 
 
 
 50 
 
 0.25 
 
 
 
 
 
 
 
 
 
 0.5 
 
 0.25 
 
 3 * 
 
 Ktl 
 
 0.5 
 
 
 100 
 
 0.5 
 
 
 
 
 
 
 
 
 
 0.5 
 
 0.5 
 
 1 ? 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 - 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 v! <t> 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 c 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 S'i 1 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 s < 
 
 TOTAL 
 
 24.88 
 
 
 
 12.68 
 
 10.50 
 
 
 
 6-25 
 
 l.rt 
 
 
 
 6.12' 
 
 a[ +2.50 
 
 e|js.05 
 
 
 yi 
 
 0.25 
 
 
 
 
 
 
 
 
 0.25 
 
 
 
 
 0.5 
 
 
 8^ a 
 
 T2 
 
 1-0 
 
 
 50 
 
 0.5 
 
 
 
 
 
 
 
 
 
 
 O.S 
 
 s 
 
 TJ 
 
 2.S 
 
 
 so 
 
 1.25 
 
 
 
 
 
 
 
 
 
 y_ 
 
 1.25 
 
 _j | a 
 
 T4 
 
 O.S 
 
 
 
 
 
 
 
 
 
 
 
 
 0.5 
 
 
 <3i 
 
 T5 
 
 1.5 
 
 
 50 
 
 0.15 
 
 
 
 
 
 
 
 
 
 .5 
 
 O.TS 
 
 uii 
 
 
 0.5 
 
 
 
 
 
 
 
 
 
 
 
 
 0.5 
 
 
 TECH N 1 
 
 Available Engineerm 
 as to Product, PI ant 
 
 T7 
 
 4.0 
 
 
 25 
 
 1.0 
 
 
 
 
 
 
 
 
 
 4.0 
 
 1.0 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 10.25 
 
 
 
 3.50 
 
 0.0 
 
 
 
 0.0 
 
 0.25 
 
 
 
 0.0 
 
 b| 10.50 
 
 f|3,0 
 
 1 ON 
 
 ledge and Organization, 
 ng Factors 
 
 Ul 
 
 .0 
 
 
 
 
 
 
 
 
 
 
 
 
 1.0 
 
 
 U2 
 
 TO 
 
 
 50 
 
 3.5 
 
 
 
 
 
 
 
 
 
 TO 
 
 3.5 
 
 U3 
 
 7.0 
 
 
 100 
 
 7.5 
 
 
 
 
 
 
 
 
 
 2.0 
 
 2.S 
 
 U4 
 
 10.0 
 
 
 90 
 
 9.0 
 
 
 
 
 
 
 
 
 
 10.0 
 
 9.0 
 
 U5 
 
 5.0 
 
 
 50 
 
 2.5 
 
 
 
 
 
 
 
 
 
 5.0 
 
 2.5 
 
 U6 
 
 OS 
 
 
 100 
 
 0.5 
 
 
 
 
 
 
 
 
 
 0.5 
 
 0.5 
 
 'U7 
 
 ?.o 
 
 
 50 
 
 1.0 
 
 
 
 
 
 
 
 
 
 2.0 
 
 10 
 
 8 
 
 I.S 
 
 
 100 
 
 1.5 
 
 I.S 
 
 
 lOOi 
 
 1.5 
 
 
 
 
 
 3.0 
 
 30 
 
 9 
 
 
 
 SO 
 
 1.0 
 
 
 
 
 
 
 
 
 
 2.0 
 
 
 10 
 
 ?.o 
 
 
 50 
 
 i.O 
 
 
 
 
 
 
 
 
 
 ?.8 
 
 1.0 
 
 H 
 
 1 
 
 
 
 
 
 
 
 
 
 
 
 
 1.0 
 
 
 UI2 
 
 6.5 
 
 
 10 
 
 0.65 
 
 
 
 
 
 
 
 
 
 65 
 
 0.6S 
 
 UT 1 LI Z AT 
 
 Effectiveness of Technical Know 
 Direction, Control and Account 
 
 5 
 
 o.s 
 
 
 50 
 
 0.25 
 
 
 
 
 
 
 
 
 
 0.5 
 
 O.Z5 
 
 .114 
 
 0.5 
 
 
 10 
 
 0.05 
 
 
 
 
 
 
 
 
 
 0.5 
 
 0.05 
 
 UI5 
 
 0.35 
 
 
 
 
 
 
 
 
 0.15 
 
 
 
 
 O.S 
 
 
 UI6 
 
 ?.5 
 
 
 50 
 
 1.25 
 
 
 
 
 
 
 
 
 
 2.5 
 
 U5 
 
 U17 
 
 1.0 
 
 
 50 
 
 0.5 
 
 
 
 
 
 
 
 
 
 1.0 
 
 O.S 
 
 UI8 
 
 0.0 
 
 
 
 
 
 
 
 
 
 
 
 
 0.0 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 45.3 5 
 
 
 
 25.20 
 
 1.5 
 
 
 
 1.5 
 
 | 0-15 
 
 
 
 0.0 
 
 c c.o? 
 
 ys 
 
 GRAND TOTAL 
 
 SO if, 
 
 
 
 4I.J8 
 
 12.0 
 
 
 
 7.15 
 
 1.52 
 
 
 
 6 ,2 
 
 d KXJ 
 
 h| 5 ,25
 
 168 
 
 WASTE IN INDUSTRY 
 
 FIELD REPORT EVALUATION 
 
 COMMITTEE ON ELIMINATION OF WASTE IN INDUSTRY 
 AMERICAN ENGINEERING COUNCIL 
 
 or 
 
 INDUSTRY dootandShoe PLANT NO. 3 ISI.WrhompsonetLichtnerCo. OATEf/'s/V 
 
 > +(D-H(D-@ Excellent. O'roWasts Poor . 60%Waste a * b +c -d -100% 
 " + +-Fai > r '.40%" Bad =80% .. e + fg.h- / Waste 
 
 CAUSES 
 
 Guide 
 
 Questions 
 
 RESPONSIBILITIES 
 
 TOTAL WASTE 
 
 
 M 
 
 ANAGEM EN 
 
 T 
 
 LABOR 
 
 OUTSIDE CONT ACTS 
 
 ss 
 
 Points 
 Waste 
 
 Fied 
 Investi- 
 gator 
 
 Assigned 
 Points 
 
 Est./ 
 Waste 
 
 Points 
 Waste 
 
 Points 
 
 Est./ 
 Waste 
 
 Points 
 Waste 
 
 Points 
 
 Est.-te 
 Waste 
 
 Points 
 Waste 
 
 ORGAN IZATION 
 
 Mechanism of Industry as to Type.Methods (Paper Work)and Personnel, 
 Assignmentand Discharge of Responsibility and Relationship 
 
 
 0.5 
 
 
 100 
 
 0.5 
 
 
 
 
 
 
 
 
 
 as 
 
 0.5 
 
 y 
 
 1.0 
 
 
 50 
 
 05 
 
 
 
 
 
 
 
 
 
 LO 
 
 0.5 
 
 K3 
 
 0.5 
 
 
 100 
 
 0.5. 
 
 
 
 
 
 
 
 
 
 OJ 
 
 0.5 
 
 K4 
 
 O.S 
 
 
 50 
 
 0.25 
 
 
 
 
 
 
 
 
 
 05 
 
 O.t5 
 
 KS 
 
 as 
 
 
 50 
 
 0.25 
 
 
 
 
 
 
 
 
 
 0.5 
 
 0.25 
 
 K6 
 
 os 
 
 
 50 
 
 035 
 
 
 
 
 
 
 
 
 
 05 
 
 0.15 
 
 7 
 
 as 
 
 
 50 
 
 0.2S 
 
 
 
 
 
 
 
 
 
 as 
 
 0.25 
 
 8 
 
 8.0 
 
 
 25 
 
 ?.o 
 
 
 
 
 
 4.0 
 
 
 100 
 
 4.0 
 
 12.0 
 
 G.O 
 
 9 
 
 0.5 
 
 
 50 
 
 0.25 
 
 
 
 
 
 
 
 
 
 0.5 
 
 0.15 
 
 10 
 
 J.O 
 
 
 
 
 
 
 
 
 
 
 
 
 J.O 
 
 
 
 1-0 
 
 
 100 
 
 10 
 
 
 
 
 
 
 
 
 
 1.0 
 
 1.0 
 
 g 
 
 1.0 
 
 
 25 
 
 azs 
 
 1.0 
 
 
 25 
 
 0.25 
 
 1.0 
 
 
 25 
 
 -us 
 
 3.0 
 
 0.15 
 
 13 
 
 2.5 
 
 
 T5 
 
 L88 
 
 Z5 
 
 
 IS 
 
 1.81 
 
 1.0 
 
 
 50 
 
 .55 
 
 6.0 
 
 4.25 
 
 14 
 
 0.11 
 
 
 100 
 
 0.12 
 
 0.15 
 
 
 100 
 
 0.15 
 
 OR 
 
 
 100 
 
 O.i?. 
 
 0.5 
 
 0.5 
 
 KIS 
 
 OK 
 
 
 
 
 0.25 
 
 
 
 
 
 
 
 
 0.5 
 
 
 KI6 
 
 10 
 
 
 
 
 _u 
 
 
 
 
 
 
 
 
 ?.o 
 
 
 KI7 
 
 2.0 
 
 
 50 
 
 10 
 
 2.0 
 
 
 50 
 
 1.0 
 
 
 
 
 
 to 
 
 2.0 
 
 KIS 
 
 2.0 
 
 
 50 
 
 1.0 
 
 J.O 
 
 
 50 
 
 1.0 
 
 
 
 
 
 40 
 
 2.0 
 
 KI9 
 
 1.0 
 
 
 25 
 
 0.25 
 
 
 
 
 
 
 
 
 
 1.0 
 
 015 
 
 KZO 
 
 0.5 
 
 
 
 
 
 
 
 
 
 
 
 
 0.5 
 
 
 *.?! 
 
 0.5 
 
 
 
 
 
 
 
 
 
 
 
 
 0.5 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 21.37 
 
 
 
 10.25 
 
 9.00 
 
 
 
 4.17 
 
 6.13 
 
 
 
 4.88 
 
 042.5 
 
 e law 
 
 TECHNICAL 
 
 Available Engineering Knowledge 
 as to Product, Plant and Materials 
 
 Tl 
 
 0.25 
 
 
 
 
 
 
 
 
 0.15 
 
 
 
 
 0.5 
 
 
 T2 
 
 1.0 
 
 
 10 
 
 0.10 
 
 
 
 
 
 
 
 
 
 .0 
 
 0.10 
 
 T3 
 
 2.5 
 
 
 10 
 
 0.15 
 
 
 
 
 
 
 
 
 
 2.5 
 
 0.25 
 
 T4- 
 
 0.5 
 
 
 
 
 
 
 
 
 
 
 
 
 0.5 
 
 
 TS 
 
 1.5 
 
 
 
 
 
 
 
 
 
 
 
 
 L5 
 
 
 T6 
 
 0.5 
 
 
 
 
 
 
 
 
 
 
 
 
 0.5 
 
 
 T7 
 
 ?.o 
 
 
 25 
 
 0.25 
 
 
 
 
 
 2.0 
 
 
 100 
 
 7.0 
 
 4.0 
 
 2.25 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 8.15 
 
 
 
 0.60 
 
 0.0 
 
 
 
 0.0 
 
 2.25 
 
 
 
 2.0 
 
 b '.0.5 
 
 f ?.60 
 
 .1 
 5 
 
 Ul 
 
 1.0 
 
 
 
 
 
 
 
 
 
 
 
 
 .0 
 
 
 yz 
 
 1.0 
 
 
 IS 
 
 1.15 
 
 
 
 
 
 
 
 
 
 7.0 
 
 1.15 
 
 us 
 
 1.0 
 
 
 100 
 
 1.0 
 
 1.0 
 
 
 100 
 
 1.0 
 
 
 
 
 
 2.0 
 
 2.0 
 
 U4 
 
 7.0 
 
 
 50 
 
 3.5 
 
 3.0 
 
 
 100 
 
 J.O 
 
 
 
 
 
 10.0 
 
 6.5 
 
 US 
 
 4.0 
 
 
 10 
 
 0.4 
 
 1.0 
 
 
 10 
 
 0.1 
 
 
 
 
 
 5.0 
 
 0.5 
 
 1 ON 
 
 ledge and Organ 
 ng Factors 
 
 U6 
 
 0.5 
 
 
 
 
 
 
 
 
 
 
 
 
 O.S 
 
 
 ' 
 
 1.0 
 
 
 
 
 
 
 
 
 
 
 
 
 2.0 
 
 
 6 
 
 ?.o 
 
 
 100 
 
 2.0 
 
 1.0 
 
 
 100 
 
 1.0 
 
 
 
 
 
 3.0 
 
 yo 
 
 U 1 
 
 1.0 
 
 
 50 
 
 0.5 
 
 1.0 
 
 
 100 
 
 1.0 
 
 
 
 
 
 ?.o 
 
 1.5 
 
 10 
 
 1.0 
 
 
 50 
 
 0.5 
 
 to 
 
 
 100 
 
 10 
 
 
 
 
 
 2.0 
 
 1.5 
 
 1 
 
 1.0 
 
 
 
 
 
 
 
 
 
 
 
 
 1.0 
 
 
 2 
 
 63 
 
 
 
 
 
 
 
 
 
 
 
 
 6.5 
 
 
 Tl LIZ AT 
 
 echnical Know 
 and Accou'nti 
 
 3 
 
 0.5 
 
 
 
 
 
 
 
 
 
 
 
 
 0.5 
 
 
 4 
 
 0.5 
 
 
 
 
 
 
 
 
 
 
 
 
 0.5 
 
 
 5 
 
 OiS 
 
 
 
 
 
 
 
 
 0.15 
 
 
 
 
 0.5 
 
 
 6 
 
 2.5 
 
 
 10 
 
 0.25 
 
 
 
 
 
 
 
 
 
 ?.S 
 
 O.Z5 
 
 7 
 
 1.0 
 
 
 10 
 
 010 
 
 
 
 
 
 
 
 
 
 1.0 
 
 0.10 
 
 18 
 
 0.0 
 
 
 
 
 
 
 
 
 
 
 
 
 0.0 
 
 
 U 
 
 Effectiveness of 1 
 Direction, Control 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 J8.B5 
 
 
 
 10.00 
 
 8.00 
 
 
 
 7.10 
 
 0.15 
 
 
 
 0.00 
 
 C 4T.O 
 
 gn.M 
 
 GRAND TOTAL 
 
 14.41 
 
 
 
 20.85 
 
 11.00 
 
 
 
 II. *1 
 
 8.53 
 
 
 
 6.88 
 
 d 100 
 
 h W-M
 
 THE BOOT AND SHOE INDUSTRY 
 
 169 
 
 FIELD REPORT EVALUATION 
 
 COMMIT! 
 THE FEC 
 
 IE ON ELIMINATION OF WASTE IN INDUSTR 
 AMERICAN ENGINEERING COUNCIL 
 OF 
 
 Y 
 
 
 INDUSTRY Boot and Shoe PLANT NO. 2 V5S.&17hompson*LtchtnerCo. DAT *//#?' 
 
 >. + + <D = @ Excellent =0fo Waste Poor = 60% Waste a + b + c =d =100% 
 * + -Kg> = F2ir d :4&". Bad =80% e + f + g = h= '^Waste 
 
 10 
 
 Guide 
 Questions 
 
 R E 
 
 .SPONSIBILIT 
 
 E5 
 
 TOTAL WASTE 
 
 Field 
 
 Investi- 
 
 Assigned 
 Points 
 
 Est/o 
 Waste 
 
 Points 
 Woste 
 
 Sp 
 
 E5t. j 
 Waste 
 
 Points 
 Waste 
 
 Assigned 
 Points 
 
 Est.% 
 Waste 
 
 Points 
 Waste 
 
 Assigned 
 Points 
 
 Points 
 Wtaste 
 
 |~ 
 
 ll 
 
 Kl 
 
 0.5 
 
 
 
 
 
 
 
 
 
 
 
 
 0.5 
 
 
 Kg 
 
 ) 
 
 
 
 
 
 
 
 
 
 
 
 
 1.0 
 
 
 K3 
 
 O.S 
 
 
 10 
 
 .05 
 
 
 
 
 
 
 
 
 
 0.5 
 
 O.OS 
 
 K4 
 
 0,5 
 
 
 100 
 
 0.5 
 
 
 
 
 
 
 
 
 
 0.5 
 
 0.5 
 
 
 0.5 
 
 
 
 
 
 
 
 
 
 
 
 
 0.5 
 
 
 K6 
 
 OJ 
 
 
 
 
 
 
 
 
 
 
 
 
 0.5 
 
 
 ORGAN IZATION 
 
 idustry as to Type, Methods (Paper WorK 
 d Discharge of Responsibility and Relat 
 
 K7 
 
 0.5 
 
 
 
 
 
 
 
 
 
 
 
 
 0.5 
 
 
 KB 
 
 
 
 25 
 
 ?.o 
 
 
 
 
 
 4.0 
 
 
 50 
 
 2.0 
 
 2.0 
 
 u 
 
 K9 
 
 ( 4 
 
 
 
 
 O.I 
 
 
 10 
 
 0.01 
 
 
 
 
 
 0.5 
 
 o.oi 
 
 KIO 
 
 .0 
 
 
 
 
 
 
 
 
 
 
 
 
 J.O 
 
 
 Kll 
 
 
 
 
 10 
 
 O.I 
 
 
 
 
 
 
 
 
 
 1.0 
 
 O.I 
 
 Kie 
 
 .0 
 
 
 10 
 
 O.I 
 
 1.0 
 
 
 25 
 
 O.Z5 
 
 l-O 
 
 
 10 
 
 O.I 
 
 3.0 
 
 0.45 
 
 KIS 
 
 
 
 
 20 
 
 0.6 
 
 ?.o 
 
 
 ZO 
 
 0.4 
 
 1.0 
 
 
 10 
 
 0.1 
 
 u 
 
 I.I 
 
 
 12 
 
 
 
 
 OZ5 
 
 
 
 
 0.13 
 
 
 
 
 0.5 
 
 
 KI5 
 
 O.Z5 
 
 
 
 
 O.Z5 
 
 
 
 
 
 
 
 
 0.5 
 
 
 
 1.0 
 
 
 10 
 
 O.I 
 
 1.0 
 
 
 10 
 
 O.I 
 
 
 
 
 
 2-0 
 
 0,1 
 
 KIT 
 
 ?.o 
 
 
 
 
 2.0 
 
 
 
 
 
 
 
 
 4.0 
 
 
 Klfl 
 
 2.0 
 
 
 
 
 ?.o 
 
 
 
 
 
 
 
 
 4.0 
 
 
 KI9 
 
 1.0 
 
 
 
 
 
 
 
 
 
 
 
 
 1.0 
 
 
 
 025 
 
 
 
 
 O.Z5 
 
 
 50 
 
 O.IZ 
 
 
 
 
 
 0.5 
 
 O.It 
 
 K2I 
 
 0.75 
 
 
 
 
 0.25 
 
 
 
 
 
 
 
 
 as 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 Mechanism of 1 
 Assignment an 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 mi 
 
 
 
 3.45 
 
 9.10 
 
 
 
 0.88 
 
 6.13 
 
 
 
 7.20 
 
 42.5 
 
 e (.53 
 
 TECH N ICAL 
 
 Available Engineering Knowledge 
 as to Product, Plant and Materials 
 
 Tl 
 
 0.75 
 
 
 
 
 
 
 
 
 0.25 
 
 
 
 
 0.5 
 
 
 T2 
 
 1.0 
 
 
 70 
 
 0.1 
 
 
 
 
 
 
 
 
 
 .0 
 
 O.I 
 
 T3 
 
 2.5 
 
 
 
 
 
 
 
 
 
 
 
 
 7.5 
 
 
 T4 
 
 0.5 
 
 
 
 
 
 
 
 
 
 
 
 
 0.5 
 
 
 TS 
 
 1.5 
 
 
 
 
 
 
 
 
 
 
 
 
 1.5 
 
 
 T6 
 
 0.5 
 
 
 
 
 
 
 
 
 
 
 
 
 0.5 
 
 
 T7 
 
 ?.o 
 
 
 20 
 
 0.4 
 
 
 
 
 
 2.0 
 
 
 20 
 
 0.4 
 
 4.0 
 
 0.8 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 8.Z5 
 
 
 
 o.e 
 
 0.0 
 
 
 
 0.0 
 
 2.75 
 
 
 
 0.4 
 
 b]l0.5 
 
 f 1.0 
 
 UTILIZATION 
 
 Effectiveness 'of Technical Knowledge and Organization, 
 Direction, Control and Accounting Factors 
 
 Ul 
 
 1.0 
 
 
 
 
 
 
 
 
 
 
 
 
 1.0 
 
 
 Ut 
 
 TO 
 
 
 to 
 
 0,1 
 
 
 
 
 
 
 
 
 
 TO 
 
 O.T 
 
 U3 
 
 ?.o 
 
 
 100 
 
 L2 
 
 
 
 
 
 
 
 
 
 2.0 
 
 2.0 
 
 U4 
 
 10.0 
 
 
 10 
 
 1.0 
 
 
 
 
 
 
 
 
 
 10.0 
 
 .0 
 
 U5 
 
 5.0 
 
 
 10 
 
 05 
 
 
 
 
 
 
 
 
 
 5.0 
 
 0.5 
 
 U6 
 
 0.5 
 
 
 
 
 
 
 
 
 
 
 
 
 0.5 
 
 
 UT 
 
 7.0 
 
 
 10 
 
 0.2 
 
 
 
 
 
 
 
 
 
 7.0 
 
 0.2 
 
 US 
 
 3.0 
 
 
 100 
 
 1.0 
 
 
 
 
 
 
 
 
 
 3.0 
 
 3.0 
 
 U9 
 
 1.0 
 
 
 20 
 
 0.1 
 
 1.0 
 
 
 70 
 
 0.7 
 
 
 
 
 
 7.0 
 
 0.4 
 
 UIO 
 
 Z.O 
 
 
 10 
 
 0.1 
 
 
 
 
 
 
 
 
 
 2.0 
 
 0.2 
 
 Ull 
 
 1.0 
 
 
 
 
 
 
 
 
 
 
 
 
 .0 
 
 
 UIZ 
 
 6.5 
 
 
 
 
 
 
 
 
 
 
 
 
 6.5 
 
 
 UI3 
 
 0.5 
 
 
 
 
 
 
 
 
 
 
 
 
 0.5 
 
 
 UI4 
 
 0.5 
 
 
 10 
 
 0,05 
 
 
 
 
 
 
 
 
 
 0.5 
 
 0.05 
 
 UI5 
 
 035 
 
 
 
 
 
 
 
 
 0.15 
 
 
 
 
 0.5 
 
 
 yie 
 
 7.5 
 
 
 10 
 
 0.25 
 
 
 
 
 
 
 
 
 
 ?.5 
 
 0.25 
 
 UI7 
 
 1.0 
 
 
 10 
 
 0.1 
 
 
 
 
 
 
 
 
 
 1.0 
 
 O.iO 
 
 yi8 
 
 0.0 
 
 
 
 
 
 
 
 
 
 
 
 
 0.0 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 45.85 
 
 
 
 8.10 
 
 1.0 
 
 
 
 0.20 
 
 0.15 
 
 
 
 0.00 
 
 C 41.0 
 
 98.40 
 
 GRAND TOTAL 
 
 8 .IT 
 
 
 
 12.25 
 
 10.10 
 
 
 
 1.08 
 
 8." 
 
 
 
 7.60 
 
 d 100 
 
 h 15.93
 
 170 
 
 WASTE IN INDUSTRY 
 
 FIELD R EPORT EVALUATION 
 
 COMMIT! 
 THE FEC 
 
 
 3UNCIL 
 RING SOCIETIES 
 
 OF 
 ERATED AMERICAN ENGINEE 
 
 INDUSTRY dootand Shoe PLANT NO. / EST. BY Thompson a Li'chtner Co. DATE 4/is/z/ 
 
 > + +- Excellent- 
 ui Good -2( 
 
 'o Waste Poor -60% Waste en- b t c= d -100% 
 ? /a \\ Bad =80% + f <- g- h = % Waste 
 
 * "*" 
 
 
 
 to 
 
 <0 
 
 
 
 Gu de 
 
 RESPONSIBiLI T 
 
 ES 
 
 TOTAL WASTE 
 
 for 
 
 MANAGEMENT 
 
 LABOR 
 
 
 Assigned 
 Points 
 
 Points 
 Waste 
 
 
 Issioned 
 
 Est 
 
 7o 
 te 
 
 Points 
 Waste 
 
 Assigned 
 
 Points 
 
 Est./o 
 Waste 
 
 Points 
 Waste 
 
 & 
 
 Est. % 
 Waste 
 
 Points 
 Waste 
 
 nvesti- 
 
 Points 
 
 Wa 
 
 gator 
 
 
 z 
 
 
 
 
 
 
 
 
 
 
 
 3 
 
 
 ORGANIZATION 
 
 Mechanism of Industry as to Type, Methods(PaperWork)and Personnel, 
 Assignmentand Discharge of Rensobility and Relationship 
 
 
 0.5 
 
 
 
 
 
 
 
 
 
 
 
 
 0.5 
 
 
 
 1.0 
 
 
 
 
 
 
 
 
 
 
 
 
 1.0 
 
 
 
 0.5 
 
 
 
 
 
 
 
 
 
 
 
 
 O.S- 
 
 
 
 0.5 
 
 
 
 
 
 
 
 
 
 
 
 
 0.5 
 
 
 
 03 
 
 
 
 
 
 
 
 
 
 
 
 
 0.5 
 
 
 
 0.5 
 
 
 
 
 
 
 
 
 
 
 
 
 0.5 
 
 
 
 0.5 
 
 
 
 
 
 
 
 
 
 
 
 
 05 
 
 
 
 8.0 
 
 
 10 
 
 1.2 
 
 
 
 
 
 4.0 
 
 
 50 
 
 2.0 
 
 120 
 
 } 
 
 
 0.5 
 
 
 
 
 
 
 
 
 
 
 
 
 0.5 
 
 
 
 3.0 
 
 
 
 
 
 
 
 
 
 
 
 
 3.0 
 
 
 
 1.0 
 
 
 
 
 
 
 
 
 
 
 
 
 .0 
 
 
 
 1.0 
 
 
 10 
 
 (tt 
 
 1 C 
 
 
 10 
 
 0.1 
 
 1-0 
 
 
 10 
 
 O.I 
 
 5-0 
 
 0.4 
 
 
 3.0 
 
 
 
 
 V C 
 
 
 20 
 
 0.4 
 
 1.0 
 
 
 10 
 
 O.I 
 
 60 
 
 0-5 
 
 
 O.It 
 
 
 
 
 o.ts 
 
 
 
 
 gjs 
 
 
 
 
 O.S 
 
 
 
 0.25 
 
 
 
 
 0.15 
 
 
 100 
 
 O.t5 
 
 
 
 
 
 0.5 
 
 O.Z5 
 
 
 1.0 
 
 
 
 
 1.0 
 
 
 100 
 
 1.0 
 
 
 
 
 
 to 
 
 1.0 
 
 
 ?.o 
 
 
 25 
 
 0.25 
 
 7.0 
 
 
 50 
 
 1.0 
 
 
 
 
 
 40 
 
 1.15 
 
 
 ?.o 
 
 
 
 
 ?.o 
 
 
 50 
 
 1.0 
 
 
 
 
 
 4.0 
 
 .0 
 
 CI9 
 
 1.0 
 
 
 
 
 
 
 
 
 
 
 
 
 1.0 
 
 
 K20 
 
 O.Z5 
 
 
 
 
 O.Z5 
 
 
 100 
 
 0.15 
 
 
 
 
 
 0.5 
 
 015 
 
 K2I 
 
 0.5 
 
 
 
 
 
 
 
 
 
 
 
 
 0.5 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 77.62 
 
 
 
 1.65 
 
 8.15 
 
 
 
 4.00 
 
 6.11 
 
 
 
 : r. 
 
 a 4- : 
 
 |l,5 
 
 tl 
 
 T 
 
 0.25 
 
 
 
 
 
 
 
 
 0.15 
 
 
 
 
 0.5 
 
 
 
 1-0 
 
 
 
 
 
 
 
 
 
 
 
 
 1.0 
 
 
 
 J.5 
 
 
 
 
 
 
 
 
 
 
 
 
 ?.s 
 
 
 <il 
 
 o wi 
 
 
 0.16 
 
 
 
 
 0.15 
 
 
 
 
 
 
 
 
 
 
 
 '.; 
 
 
 
 
 
 
 
 
 
 
 
 
 I.S 
 
 
 
 0.5 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TECHNI 
 
 Available Engineerir 
 astoProduct,Plantan 
 
 
 J.O 
 
 
 10 
 
 0.1 
 
 
 
 
 
 1.0 
 
 
 10 
 
 O.I 
 
 4-0 
 
 0.4 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 9- r . 
 
 
 
 0.1 
 
 ens 
 
 
 
 0.00 
 
 I.M 
 
 
 
 0.10 
 
 b -' 
 
 f 0.40 
 
 UTI LIZAT1 ON 
 
 Technical Knowledge and Organization, 
 and Accounting Factors 
 
 U 1 
 
 1.0 
 
 
 
 
 
 
 
 
 
 
 
 
 1-0 
 
 
 1 2 
 
 7.0 
 
 
 10 
 
 0.7 
 
 
 
 
 
 
 
 
 
 
 
 O.T 
 
 U3 
 
 ?.o 
 
 
 so 
 
 1.0 
 
 
 
 
 
 
 
 
 
 
 
 .0 
 
 I 4 
 
 10.0 
 
 
 10 
 
 U) 
 
 
 
 
 
 
 
 
 
 1 
 
 1.0 
 
 U5 
 
 5.0 
 
 
 10 
 
 0.5 
 
 
 
 
 
 
 
 
 
 
 
 O.S 
 
 1 6 
 
 0.5 
 
 
 
 
 
 
 
 
 
 
 
 
 (.5 
 
 
 U7 
 
 7.0 
 
 
 50 
 
 1.0 
 
 
 
 
 
 
 
 
 
 .0 
 
 
 
 U8 
 
 J.O 
 
 
 
 
 
 
 
 
 
 
 
 
 .0 
 
 
 U9 
 
 Z.O 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 UIO 
 
 ?.o 
 
 
 
 
 
 
 
 
 
 
 
 
 2.0 
 
 
 U 1 
 
 1.0 
 
 
 
 
 
 
 
 
 
 
 
 
 ! 
 
 
 im 
 
 G-5 
 
 
 
 
 
 
 
 
 
 
 
 
 6-5 
 
 
 i 3 
 
 0.5 
 
 
 
 
 
 
 
 
 
 
 
 
 O.S 
 
 
 UI4 
 
 0.5 
 
 
 
 
 
 
 
 
 
 
 
 
 0.5 
 
 
 U15 
 
 0.15 
 
 
 10 
 
 0.05 
 
 
 
 
 
 a is 
 
 
 
 
 OS 
 
 0.05 
 
 UI6 
 
 ?.5 
 
 
 
 
 
 
 
 
 
 
 
 
 1.5 
 
 
 J17 
 
 10 
 
 
 
 
 
 
 
 
 
 
 
 
 I.) 
 
 
 UI8 
 
 0.0 
 
 
 
 
 
 
 
 
 
 
 
 
 0.0 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 Effectiveness of 
 Direct! on, Contro 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 46.85 
 
 
 
 4.15 
 
 0.00 
 
 
 
 C C 
 
 0.15 
 
 
 
 o.oo 
 
 C 4- 
 
 g4. 
 
 GRAND TOTAL 
 
 83.4T 
 
 
 
 .10 
 
 .9.00 
 
 
 
 4.00 
 
 7.51 
 
 
 
 ?.10 
 
 djioo 
 
 h 12 50
 
 THE BOOT AND SHOE INDUSTRY 
 
 171 
 
 FIELD REPORT EVALUATION 
 
 COMMITTEE ON ELIMINATON OF WASTE N INDUSTRY 
 AMERCAN ENGINEERING COUNCIL 
 OF 
 THE FEDERATED AMERICAN ENGINEERING SOC ETIES 
 
 INDUSTRY BootandShoe PLANT NO. Q EST. BY Thompson *Lichtner Co. DATE 4///ar 
 
 > + + -@ Excellent- 0!o Waste p^ =60 % W aste q+ b + c =d - 100lo 
 
 s + +- ?2?r d 'Joo!: ;; ^ =8010 e ^f +g ^ i^ 
 
 <n 
 <j 
 
 Guide 
 
 RESPONSIBILITIES 
 
 TOTAL WASTE 
 
 r 
 
 
 
 
 
 Points 
 Waste 
 
 Field 
 
 Investi- 
 
 Assigned 
 
 raws 
 
 Est.lo 
 Waste 
 
 Points 
 Waste 
 
 feint? 
 
 Est.lo 
 Waste 
 
 Points 
 Waste 
 
 w 
 
 Est.lo 
 Waste 
 
 Points 
 Waste 
 
 Points 
 
 gator 
 
 i 
 
 2 
 
 
 
 5 
 
 6 
 
 
 
 
 
 
 
 
 
 T 1 O N 
 
 ds(PaperWork)and Personnel, 
 lity and Relationship 
 
 Kt 
 
 0.5 
 
 
 
 
 
 
 
 
 
 
 
 
 0.5 
 
 
 K2 
 
 1.0 
 
 
 
 
 
 
 
 
 
 
 
 
 1.0 
 
 
 K3 
 
 
 
 
 ?5 
 
 0.12 
 
 
 
 
 
 
 
 
 
 
 0.12 
 
 K4 
 
 05 
 
 
 25 
 
 O.U 
 
 
 
 
 
 
 
 
 
 
 O.U 
 
 K5 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 KG. 
 
 C5 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 K1 
 
 
 
 
 25 
 
 o.re 
 
 
 
 
 
 
 
 
 
 
 0.12 
 
 K8 
 
 8.0 
 
 
 25 
 
 3.0 
 
 
 
 
 
 4.0 
 
 
 100 
 
 4.0 
 
 
 1.00 
 
 K9 
 
 0.5 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 KIO 
 
 3.) 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 KM 
 
 .0 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 KB 
 
 t.O 
 
 
 10 
 
 O.I 
 
 1.0 
 
 
 0.2 
 
 0.2 
 
 1.0 
 
 
 SO 
 
 0.5 
 
 
 0.8 
 
 R G A N 1 1 A 
 
 Mechanism of Industry as to TypEjMethc 
 Assignment and Discharge of Responsib 
 
 HI'S 
 
 
 
 
 
 
 2.0 
 
 
 
 
 1.0 
 
 
 50 
 
 0.5 
 
 
 0.5 
 
 KI4 
 
 
 
 
 
 
 0.25 
 
 
 
 
 0.12 
 
 
 
 
 
 
 KIS 
 
 .25 
 
 
 
 
 n 0.25 
 
 
 
 
 
 
 
 
 
 
 HIS 
 
 .0 
 
 
 100 
 
 2,0 
 
 
 
 
 
 
 
 
 
 
 2.0 
 
 Kn 
 
 
 
 
 
 
 2.0 
 
 
 
 
 
 
 
 
 
 
 K18 
 
 
 
 
 
 
 2.0 
 
 
 
 
 
 
 
 
 
 
 KI9 
 
 1.0 
 
 
 100 
 
 1.0 
 
 
 
 
 
 
 
 
 
 
 .0 
 
 K20 
 
 0.5 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 0.5 
 
 
 50 
 
 0.15 
 
 
 
 
 
 
 
 
 
 
 0.25 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 28.88 
 
 
 
 6.12 
 
 T50 
 
 
 
 0.20 
 
 6.12 
 
 
 
 5.00 
 
 a|.so 
 
 e|,,.92 
 
 TECHNICAL 
 
 Available Engineering Knowledge 
 as to Product, Plantand Materials 
 
 "1 
 
 0.25 
 
 
 
 
 
 
 
 
 0.25 
 
 
 
 
 ).5 
 
 
 T2 
 
 .0 
 
 
 
 
 
 
 
 
 
 
 
 
 1.0 
 
 
 3 
 
 2.5 
 
 
 
 
 
 
 
 
 
 
 
 
 2.5 
 
 
 
 0.5 
 
 
 
 
 
 
 
 
 
 
 
 
 X5 
 
 
 5 
 
 .5 
 
 
 
 
 
 
 
 
 
 
 
 
 1.5 
 
 
 T6 
 
 0.5 
 
 
 
 
 
 
 
 
 
 
 
 
 0.5 
 
 
 7 
 
 ?.o 
 
 
 
 
 
 
 
 
 ?.0 
 
 
 50 
 
 1.0 
 
 4.0 
 
 1.0 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 8.25 
 
 
 
 0.00 
 
 0.00 
 
 
 
 0.00 
 
 2.25 
 
 
 
 1.00 
 
 b, -,<;c 
 
 r|uoo 
 
 r i o N 
 
 wledge and Organ'i?ation. 
 ng Factors 
 
 Jl 
 
 
 
 25 
 
 0.25 
 
 
 
 
 
 
 
 
 
 
 07S 
 
 U2 
 
 TO 
 
 
 50 
 
 3.5 
 
 
 
 
 
 
 
 
 
 10 
 
 3.5 
 
 U3 
 
 V.O 
 
 
 100 
 
 2.0 
 
 
 
 
 
 
 
 
 
 2.0 
 
 
 U* 
 
 10.0 
 
 
 25 
 
 2.5 
 
 
 
 
 
 
 
 
 
 
 2 S 
 
 U5 
 
 5.0 
 
 
 25 
 
 1.25 
 
 
 
 
 
 
 
 
 
 5.0 
 
 I.Z5 
 
 1J& 
 
 0.5 
 
 
 25 
 
 C.li 
 
 
 
 
 
 
 
 
 
 0.5 
 
 0.13 
 
 in 
 
 2.0 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 I 8 
 
 
 
 100 
 
 3.0 
 
 
 
 
 
 
 
 
 
 
 3 
 
 J9 
 
 .0 
 
 
 25 
 
 0.5 
 
 
 
 
 
 
 
 
 
 2.0 
 
 ).50 
 
 I 10 
 
 .0 
 
 
 
 
 1.0 
 
 
 
 
 
 
 
 
 
 
 Ull 
 
 
 
 
 25 
 
 0.25 
 
 
 
 
 
 
 
 
 
 .0 
 
 0.25 
 
 UB 
 
 .5 
 
 
 25 
 
 1.62 
 
 
 
 
 
 
 
 
 
 6-5 
 
 1-62 
 
 Tl LI T A 1 
 
 Technical Kno 
 1 and Account 
 
 UI5 
 
 0.5 
 
 
 100 
 
 0.5 
 
 
 
 
 
 
 
 
 
 0.5 
 
 0.50 
 
 Ul 
 
 0X5 
 
 
 
 
 
 
 
 
 0.25 
 
 
 
 
 0.5 
 
 
 
 0.5 
 
 
 25 
 
 0.13 
 
 
 
 
 
 
 
 
 
 0.5 
 
 0.13 
 
 JIG 
 
 2.5 
 
 
 50 
 
 1.25 
 
 
 
 
 
 
 
 
 
 ?.5 
 
 125 
 
 
 1.0 
 
 
 
 
 
 
 
 
 
 
 
 
 .0 
 
 
 U18 
 
 0.0 
 
 
 
 
 
 
 
 
 
 
 
 
 0.0 
 
 
 U 
 
 Effectiveness of 
 Direct! on, Contro 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 45.15 
 
 
 
 16.88 
 
 1.00 
 
 
 
 o.oo 
 
 0.25 
 
 
 
 0.00 
 
 C 41.0 
 
 3 16.88 
 
 GRAND TOTAL 
 
 82.88 
 
 
 
 23.60 
 
 8.50 
 
 
 
 cuo 
 
 8.62 
 
 
 
 6.00 
 
 d 100 
 
 h 29.80
 
 172 
 
 WASTE IN INDUSTRY 
 
 FIELD REPORT EVALUATION 
 
 
 SOCIETIES 
 
 OF 
 
 THE FEDERATED AMERICAN ENGINEERIMS 
 
 INDUSTRY BoofandJher PLANT NO. 7 tt.Wrhompson * Lichtner Co. DAJ14//4/2I 
 
 * 
 
 * (D - Excellent -0loWaste R>or~ 60loWaste o + b + C - d-IOOlo 
 (g) + , F r I &ad - 8 0| " e + f i-g . h - "loWaste 
 
 CAUSES 
 
 6ude 
 
 RESPONSIBILITIES 
 
 TOTAL WASTE 
 
 for 
 
 
 
 
 
 LABOR 
 
 
 OUT 
 
 ,IOE CONT A 
 
 CTS 
 
 Pointy 
 
 Points 
 Waste 
 
 Field 
 Investi- 
 
 | 
 
 Wa 
 
 ste 
 
 1 5 
 
 Waste 
 
 BBS? 
 5 
 
 Was 
 g 
 
 te 
 
 Waste 
 
 
 
 l!e 
 
 Points 
 Waste 
 
 a % 
 
 Ki 
 
 as 
 
 
 100 
 
 o.s 
 
 
 
 
 
 
 
 
 
 0.5 
 
 
 K3 
 
 l.O 
 
 
 100 
 
 1.0 
 
 
 
 
 
 
 
 
 
 
 l.O 
 
 K3 
 
 O.S 
 
 
 KJO 
 
 0.5 
 
 
 
 
 
 
 
 
 
 as 
 
 O.S 
 
 
 0.5 
 
 
 
 OS 
 
 
 
 
 
 
 
 
 
 05 
 
 O.S 
 
 
 0.5 
 
 
 too 
 
 05 
 
 
 
 
 
 
 
 
 
 O.S 
 
 0.5 
 
 K4 
 
 0.5 
 
 
 ICO 
 
 
 
 
 
 
 
 
 
 
 0.5 
 
 05 
 
 T 10 N 
 
 idsCPaperWork 
 lity and Relat 
 
 K1 
 
 
 
 50 
 
 0.25 
 
 
 
 
 
 
 
 
 
 
 0.25 
 
 K8 
 
 8.0 
 
 
 100 
 
 8.0 
 
 
 
 
 
 4.0 
 
 
 100 
 
 -: -j 
 
 12.0 
 
 12.0 
 
 K9 
 
 
 
 
 50 
 
 0.25 
 
 
 
 
 
 
 
 
 
 0.5 
 
 0.25 
 
 KIO 
 
 3.0 
 
 
 50 
 
 i.S 
 
 
 
 
 
 
 
 
 
 3.0 
 
 5 
 
 K 1 
 
 l.O 
 
 
 50 
 
 0.5 
 
 
 
 
 
 
 
 
 
 G 
 
 0.5 
 
 
 1.0 
 
 
 100 
 
 1.0 
 
 l.O 
 
 
 50 
 
 
 l.O 
 
 
 50 
 
 0.5 
 
 30 
 
 2.0 
 
 Mechanism of Industry astoType,Methc 
 Assignment and Discharge of Responsib 
 
 
 3.0 
 
 
 100 
 
 3.0 
 
 
 
 100 
 
 J.O 
 
 l.O 
 
 
 100 
 
 l.O 
 
 60 
 
 6X) 
 
 (14 
 
 0.15 
 
 
 
 
 (US 
 
 
 
 
 0.12 
 
 
 
 
 05 
 
 
 (15 
 
 0.2S 
 
 
 
 
 0.25 
 
 
 
 
 
 
 
 
 0.5 
 
 
 IS 
 
 l.O 
 
 
 100 
 
 10 
 
 l.O 
 
 
 
 
 
 
 
 
 2.0 
 
 1.0 
 
 (11 
 
 20 
 
 
 
 
 ?.o 
 
 
 
 
 
 
 
 
 40 
 
 
 
 L8 
 
 
 
 
 2.0 
 
 
 
 
 
 
 
 
 4.0 
 
 
 
 l.O 
 
 
 100 
 
 l.O 
 
 
 
 
 
 
 
 
 
 l.O 
 
 l.O 
 
 (20 
 
 O.S 
 
 
 100 
 
 0.5 
 
 
 
 
 
 
 
 
 
 0.5 
 
 0.5 
 
 7 
 
 05 
 
 
 100 
 
 05 
 
 
 
 
 
 
 
 
 
 05 
 
 0.5 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 nee 
 
 
 
 21.00 
 
 8.50 
 
 
 
 2.SO 
 
 6.IZ 
 
 
 
 5.50 
 
 Q 42.50 
 
 e 'j ' 
 
 TECHNICAL 
 
 Available Engineering Knowledge 
 asto ProduCt,Plantand Materials 
 
 I! 
 
 0.25 
 
 
 
 
 
 
 
 
 0.25 
 
 
 
 
 0.5 
 
 
 T2 
 
 
 
 
 
 
 
 
 
 
 
 
 
 .0 
 
 
 T3 
 
 2.5 
 
 
 100 
 
 2.5 
 
 
 
 
 
 
 
 
 
 2.5 
 
 2.5 
 
 "4 
 
 O.S 
 
 
 
 
 
 
 
 
 
 
 
 
 0.5 
 
 
 T5 
 
 1.5 
 
 
 
 
 
 
 
 
 
 
 
 
 1.5 
 
 
 T6 
 
 0.5 
 
 
 
 
 
 
 
 
 
 
 
 
 0.5 
 
 
 T7 
 
 2.0 
 
 
 
 
 
 
 
 
 2.0 
 
 
 50 
 
 l.O 
 
 4.0 
 
 l.O 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 8.25 
 
 
 
 2.50 
 
 0.00 
 
 
 
 0.00 
 
 2.25 
 
 
 
 1.00 
 
 b| 0.50 
 
 f 3.50 
 
 L A T 1 N 
 
 Knowledge andOrganuurion. 
 junting Factors 
 
 VJI 
 
 l.O 
 
 
 100 
 
 l.O 
 
 
 
 
 
 
 
 
 
 l.O 
 
 l.O 
 
 u? 
 
 "70 
 
 
 100 
 
 1.0 
 
 
 
 
 
 
 
 
 
 T.O 
 
 70 
 
 U3 
 
 2.0 
 
 
 100 
 
 2.0 
 
 
 
 
 
 
 
 
 
 2.0 
 
 2.0 
 
 U4 
 
 10.0 
 
 
 100 
 
 10.0 
 
 
 
 
 
 
 
 
 
 100 
 
 10.0 
 
 US 
 
 50 
 
 
 50 
 
 2.5 
 
 
 
 
 
 
 
 
 
 5.0 
 
 u 
 
 U6 
 
 0.5 
 
 
 50 
 
 0.25 
 
 
 
 
 
 
 
 
 
 0.5 
 
 0.25 
 
 
 2.0 
 
 
 100 
 
 2.0 
 
 
 
 
 
 
 
 
 
 2.0 
 
 20 
 
 g 
 
 30 
 
 
 100 
 
 3.0 
 
 
 
 
 
 
 
 
 
 3.0 
 
 3.0 
 
 9 
 
 2.0 
 
 
 100 
 
 2.0 
 
 
 
 
 
 
 
 
 
 2.0 
 
 2.0 
 
 
 l.O 
 
 
 
 
 l.O 
 
 
 
 
 
 
 
 
 
 
 1 
 
 l.O 
 
 
 100 
 
 1.0 
 
 
 
 
 
 
 
 
 
 .0 
 
 .0 
 
 12 
 
 6.5 
 
 
 100 
 
 6.5 
 
 
 
 
 
 
 
 
 
 G 5 
 
 S.S 
 
 13 
 
 0.5 
 
 
 100 
 
 O.S 
 
 
 
 
 
 
 
 
 
 0.5 
 
 0.5 
 
 14- 
 
 0.5 
 
 
 25 
 
 0.12 
 
 
 
 
 
 
 
 
 
 05 
 
 0.12 
 
 U T 1 L 1 
 
 Effectiveness of Technica 
 Direction, Control and Ace 
 
 
 0.25 
 
 
 50 
 
 OJi 
 
 
 
 
 
 025 
 
 
 50 
 
 0.12 
 
 0.5 
 
 0.25 
 
 16 
 
 2.5 
 
 
 25 
 
 0.63 
 
 
 
 
 
 
 
 
 
 
 
 n 
 
 1.0 
 
 
 
 
 
 
 
 
 
 
 
 
 l.O 
 
 
 U>8 
 
 0.0 
 
 
 
 
 
 
 
 
 
 
 
 
 0.0 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 45.15 
 
 
 
 38.63 
 
 i.oo 
 
 
 
 o.oo 
 
 0.25 
 
 
 
 " '.? 
 
 C 47.00 
 
 9k* 
 
 GRAND TOTAL 
 
 81.88 
 
 
 
 62.13 
 
 g.so 
 
 
 
 ?.50 
 
 8.61 
 
 
 
 6.62 
 
 d 100.0 
 
 h |,,,5
 
 THE BOOT AND SHOE INDUSTRY 
 
 173 
 
 FIELD R ERORT EVALUATION 
 
 
 
 
 OF 
 
 tNDUSTRYficc?<7n<y>5A0f PLANT NO. 8 EST. ZIThompson bLichtnerCo. OATE-*//V ? ' 
 
 >- + (D * (D - Excellent -Olo Waste Poor ,60loWaste a+b+C-d- I00/o 
 * ^ (D - - W 3*b " BQd " 8 ^ " e ^ -3 - h - lo Waste 
 
 hi 
 
 Guide. 
 Question 
 for 
 Field 
 Investi- 
 
 R 
 
 ESPONSIBILIT! 
 
 . s 
 
 TOTAL 
 
 WASTE 
 
 Assigned 
 
 Points 
 
 Est.lo 
 Waste 
 
 Po'mts 
 Waste 
 
 Assigned 
 Po'mts 
 
 Est.lo 
 Waste 
 
 Points 
 Waste 
 
 Assigned 
 Points 
 
 Est.lo 
 Waste 
 
 Points 
 Was-re 
 
 Assigned 
 Points 
 
 Points 
 Waste 
 
 A, T 1 N 
 
 hodslPaper Work) and Personnel, 
 bility and Relationship 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 0.5 
 
 
 K2 
 
 i.O 
 
 
 50 
 
 0.5 
 
 
 
 
 
 
 
 
 
 .0 
 
 0.5 
 
 K5 
 
 0.5 
 
 
 100 
 
 0.5 
 
 
 
 
 
 
 
 
 
 0.5 
 
 0.5 
 
 K4 
 
 05 
 
 
 IS 
 
 0.37 
 
 
 
 
 
 
 
 
 
 0.5 
 
 0.37 
 
 K5 
 
 0.5 
 
 
 90 
 
 0.45 
 
 
 
 
 
 
 
 
 
 05 
 
 
 K6 
 
 0.5 
 
 
 50 
 
 o.ts 
 
 
 
 
 
 
 
 
 
 0.5 
 
 0.25 
 
 
 0.5 
 
 
 25 
 
 
 
 
 
 
 
 
 
 
 0.5 
 
 
 K8 
 
 8-0 
 
 
 
 
 
 
 
 
 4.0 
 
 
 100 
 
 4.0 
 
 12.0 
 
 4 
 
 K9 
 
 0.5 
 
 
 50 
 
 0.25 
 
 
 
 
 
 
 
 
 
 0.5 
 
 0.25 
 
 KIO 
 
 : o 
 
 
 
 
 
 
 
 
 
 
 
 
 3.0 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 .0 
 
 
 KI2 
 
 .0 
 
 
 100 
 
 I.O 
 
 I.O 
 
 
 100 
 
 I.O 
 
 I.O 
 
 
 100 
 
 I.O 
 
 3.0 
 
 3-0 
 
 H 3 
 
 
 
 100 
 
 3-0 
 
 20 
 
 
 100 
 
 2.0 
 
 I.O 
 
 
 100 
 
 I.O 
 
 6.0 
 
 6.0 
 
 R G A N 1 I 
 
 Mechanism of Industry astoType, Met 
 Assignment and Discharge of Respons 
 
 Kl4 
 
 0-1} 
 
 
 
 
 0.!5 
 
 
 
 
 0.12 
 
 
 
 
 0.5 
 
 
 KJ5 
 
 025 
 
 
 
 
 0.25 
 
 
 
 
 
 
 
 
 .5 
 
 
 KI6 
 
 Q 
 
 
 20 
 
 0.4 
 
 
 
 
 
 
 
 
 
 .0 
 
 0.4 
 
 K17 
 
 o 
 
 
 
 
 2.0 
 
 
 
 
 
 
 
 
 .0 
 
 
 K18 
 
 
 
 
 
 
 2.0 
 
 
 
 
 
 
 
 
 .0 
 
 
 K>9 
 
 
 
 
 100 
 
 1-0 
 
 
 
 
 
 
 
 
 
 -0 
 
 I.O 
 
 K?o 
 
 
 
 
 
 
 
 
 
 
 
 
 
 (5 
 
 
 K21 
 
 5 
 
 
 
 
 
 
 
 
 
 
 
 
 05 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 26.88 
 
 
 
 7.85 
 
 7.50 
 
 
 
 J.OO 
 
 6.11 
 
 
 
 L 6.0 
 
 Q 42.5 
 
 6 16.85 
 
 EC HN 1 C A L 
 
 e Engineering Knowledge 
 duct,Plantand Materials 
 
 Ti 
 
 0.25 
 
 
 
 
 
 
 
 
 0.25 
 
 
 
 
 0.5 
 
 
 T? 
 
 1.0 
 
 
 50 
 
 0.5 
 
 
 
 
 
 
 
 
 
 .0 
 
 0-5 
 
 T3 
 
 2.5 
 
 
 
 
 
 
 
 
 
 
 
 
 2.5 
 
 
 T4- 
 
 0.5 
 
 
 
 
 
 
 
 
 
 
 
 
 0.5 
 
 
 T5 
 
 1.5 
 
 
 
 
 
 
 
 
 
 
 
 
 .5 
 
 
 T6 
 
 0.5 
 
 
 
 
 
 
 
 
 
 
 
 
 0.5 
 
 
 TT 
 
 5.0 
 
 
 
 
 
 
 
 
 2.0 
 
 
 50 
 
 I.O 
 
 4.0 
 
 I.O 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 i- Ji 
 
 '11 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 8.25 
 
 
 
 0.50 
 
 0.00 
 
 
 
 0.00 
 
 l.tb 
 
 
 
 1.00 
 
 bjjO.50 
 
 f|-.so 
 
 C 
 
 .2 
 
 V, 
 
 I.O 
 
 
 
 
 
 
 
 
 
 
 
 
 .0 
 
 
 u 
 
 
 
 
 
 
 
 
 
 
 
 
 
 '.0 
 
 
 y 
 
 2.0 
 
 
 !00 
 
 2.0 
 
 
 
 
 
 
 
 
 
 2.0 
 
 2.0 
 
 u 
 
 10.0 
 
 
 25 
 
 2.5 
 
 
 
 
 
 
 
 
 
 10.) 
 
 ?.S 
 
 u 
 
 5.0 
 
 
 25 
 
 1.25 
 
 
 
 
 
 
 
 
 
 5.0 
 
 1.25 
 
 
 g 
 
 0.5 
 
 
 100 
 
 0.5 
 
 
 
 
 
 
 
 
 
 0.5 
 
 0.5 
 
 
 O 0) 
 
 u 
 
 2.0 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 u 
 
 3.0 
 
 
 100 
 
 3.0 
 
 
 
 
 
 
 
 
 
 30 
 
 3.0 
 
 U9 
 
 I.O 
 
 
 100 
 
 I.O 
 
 I.O 
 
 
 100 
 
 I.O 
 
 
 
 
 
 2.0 
 
 2.0 
 
 UIO 
 
 .0 
 
 
 
 
 I.O 
 
 
 
 
 
 
 
 
 2.0 
 
 
 Ul 
 
 .0 
 
 
 
 
 
 
 
 
 
 
 
 
 I.O 
 
 
 Ul? 
 
 6.5 
 
 
 25 
 
 1.62 
 
 
 
 
 
 
 
 
 
 65 
 
 1.62 
 
 UI3 
 
 0.5 
 
 
 
 
 
 
 
 
 
 
 
 
 0.5 
 
 
 ^ 3 
 
 UH 
 
 
 
 
 
 
 
 
 
 
 
 
 
 0.5 
 
 
 y 
 
 UI5 
 
 0.25 
 
 
 
 
 
 
 
 
 0.15 
 
 
 
 
 O.S 
 
 
 
 uie 
 
 ?.S 
 
 
 25 
 
 06} 
 
 
 
 
 
 
 
 
 
 ?.5 
 
 061 
 
 "* -5 "e 
 
 l n 
 
 I.O 
 
 
 
 
 
 
 
 
 
 
 
 
 .0 
 
 
 j__ ^ 
 
 UI8 
 
 0.0 
 
 
 
 
 
 
 
 
 
 
 
 
 0.0 
 
 
 n 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 >n C 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 (3 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 f g" 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 '^ -f 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 44.15 
 
 
 
 12.50 
 
 2.00 
 
 
 
 1.00 
 
 0.25 
 
 
 
 0-00 
 
 C 41.0 
 
 g 13.50 
 
 GRAND TOTAL 
 
 8-88 
 
 
 
 20.85 
 
 9.50 
 
 
 
 4.00 
 
 8.62 
 
 
 
 7.00 
 
 d 100 
 
 h 31.85
 
 174 WASTE IN INDUSTRY 
 
 To cover certain specific points 25 other factories have been interviewed 
 by correspondence. These factories were located in the following states: 
 Massachusetts, Maine, New Hampshire, New York, Pennsylvania, 
 Missouri, Ohio, Michigan, Illinois, Wisconsin, Kentucky, and Virginia. 
 
 ACKNOWLEDGMENT 
 
 Appreciation is extended to the various shoe manufacturers who have 
 so cordially opened their records and tabulated the data requested. 
 Also officials of various labor unions, manufacturers' associations, and 
 many individual workmen have rendered important aid in our assay. 
 The wholesalers' associations and retailers' associations, both local and 
 national, have furnished information of value. The trade papers, The 
 Bool and Shoe Recorder, the Weekly Bulletin of Leather and Shoe News, 
 The Cutler Publications, and American Shoe Making all contributed 
 reliable and helpful data. 
 
 For the detail work of the investigation, appreciation is expressed to 
 our engineers, Mr. H. E. K. Thompson in conducting the major part of 
 the inquiry and to Mr. Edward H. Hansen for his examination of certain 
 shops. Mr. Richard B. Lewis, Jr., has assisted us greatly in the analyses 
 and preparation of the diagrams. The studies on labor turnover made 
 by Mr. Robert R. Haskell form one of the most valuable studies ever 
 made on this subject in any industry, and have provided material for three 
 charts given in this survey. 
 
 SANFORD E. THOMPSON.
 
 THE PRINTING INDUSTRY 
 
 175 
 
 tn 5 'IV^rlll-^c^ 
 
 |'-fe"c 3, ' e o C CD I 
 
 .-M^ 1 1 3 ol IJ'S+r.a c I 
 
 ts-a^ - | l-g E^ 1 u .| pt'-^^ ' 
 
 iff f jlll HMti 
 
 00 
 
 *: 
 
 U-lP_ 
 
 oz 
 
 
 o: 
 oc a.
 
 CHAPTER VIII 
 
 THE PRINTING INDUSTRY 
 
 BY JOHN H. WILLIAMS 
 
 INTRODUCTION 
 
 The Industry. Printing represents a total investment of approxi- 
 mately a billion and a half dollars, and according to the 1919 census has 
 an annual production of over three billions. These figures are based upon 
 the inclusion of such dependent industries as printing machinery, printing 
 ink, type founding, and the two-thirds of the paper industry making paper 
 for printing. 
 
 The printing industry in the narrower sense may be divided into 
 newspaper, periodical and book, and job printing concerns, representing 
 about 90% of the whole; and music printing, book binding, lithographing, 
 engraving and plate printing concerns which make up the other 10%. 
 About one-quarter of these printing concerns are located in New York 
 City; Illinois and Pennsylvania together represent another quarter, so 
 that practically half of the printing work of the country centers about 
 its three largest cities. 
 
 Unavoidable Waste. Broadly speaking, all production industry 
 may be divided into three major classes: 
 
 1. Continuous Process, such as flour, textile and paper milling, where production is 
 largely dependent on a machine, its supply and tending. 
 
 2. Repetitive, where the same operation with minor variations is done over and over 
 again, as in the shoe and men's clothing industries, and the making of articles like boxes, 
 bolts, nuts and buttons. 
 
 3. Job, where the work is custom made, so to speak, as in the building trades and 
 printing industry. 
 
 These three classes are not hard and fast, but as a rule it is not difficult 
 to determine the preponderating element in any given industry. The 
 printing business apart from the printing of large magazines and news- 
 papers is essentially " job " business, and in this fact lies, to a large extent, 
 the cause of certain elements of waste which may be regarded as impractical 
 of elimination. 
 
 The limitless, yet essential variation in product usually makes it 
 desirable and often necessary that the customer shall be in close contact 
 
 176
 
 THE PRINTING INDUSTRY 177 
 
 with the printer throughout the entire period of production. The average 
 page of text contains from one to two thousand separate characters, 
 differing on each page. In display work, the number of characters 
 decreases, but the variations in face of type, style and spacing so increase 
 as to complicate, rather than simplify the process. In addition to a 
 limitless variety in sizes, shapes, color, tone of paper and ink, and their 
 possible combinations, there are the varieties in paper stock and finish 
 and styles of binding. Almost every one of these variables is apparent 
 to, and usually prescribed by the customer, and more often than not, 
 is changed during the progress of the work. The advantage to the 
 customer of being in personal contact with the printer has had a marked 
 tendency to keep down the size and increase the number of printing 
 plants. (See Figure 1.) The 1914 census shows that 57% of the industry 
 is individually owned, and produces one-third of the total product. 
 
 This in turn has tended toward one of two evils: either intense 
 competition among small concerns not informed as to their own costs, or 
 the cost-plus basis of business. It is hard to say which is the greater evil. 
 
 The necessity for prompt conversion of news and information into 
 printed form to make it commercially valuable, and the resultant com- 
 petition in service and price occasions over-equipment. This is accom- 
 panied either by unavoidable waste in maintaining an otherwise unnec- 
 essarily large force of labor, or else irregular employment. (See Figure 2.) 
 The United Typothetae of America, the national trade organization, by 
 actual survey throughout the country estimates the over-equipment at 
 from 50 to 150%, representing hundreds of millions of dollars in idle equip- 
 ment, to say nothing of annual rent, and other overhead charges. A 
 fluctuation of 50% in the number of employees at different seasons of 
 the year is not unusual in the larger plants doing mail order catalogues and 
 railroad work. The fact that the job printer always works to order, and 
 has no opportunity to fill in his dull periods by producing for stock, 
 materially complicates matters, and virtually lifts him out of the class of 
 manufacturers in the ordinary acceptation of the word. 
 
 Scope and Limitations. The investigation has been limited to book, 
 job and periodical printing, eliminating the large metropolitan daily, 
 on account of the influence of their policy and distribution on the problem 
 of waste. 
 
 Intensive studies have been made of seven concerns doing a general 
 class of work, and a volume of business of $100,000 per annum, or over. 
 Less intensive studies have been made of a large number of concerns of 
 all kinds and sizes. Information and advice have been received from the 
 leading trades associations and from innumerable individuals. The 
 findings will be limited to the larger plants because the smaller are so 
 dependent upon the capacity of the individual owner that they are not
 
 178 
 
 WASTE IN INDUSTRY 
 
 adapted to assay and comparison. While an effort has been made to 
 cover the field geographically, the principal investigations have been 
 
 PREPONDEHANCE OF SMALL PLANTS IN PRINTING INDUSTRY AS COMPARED WITH 
 STEEL INDUSTRY EMPLOYING EVEN A LESS NUMBER OF PERSONS 
 
 Printing and Publishing (Including Newspapers and Periodicals) 
 
 
 ESTABLISHMENTS 
 
 EMPLOYEES 
 
 Size, Number of 
 
 
 
 Employees 
 
 
 
 
 
 
 Number 
 
 Per Cent 
 
 Number 
 
 Per Cent 
 
 No wage earners ... 
 
 8 524 
 
 25.46 
 
 
 
 1-5 
 
 17,456 
 
 52.15 
 
 40,665 
 
 14.94 
 
 6-20 
 
 5,081 
 
 15.18 
 
 53,694 
 
 19.73 
 
 21-50 
 
 1,500 
 
 4.49 
 
 47,285 
 
 17.37 
 
 51-100 
 
 499 
 
 1.50 
 
 35,067 
 
 12.89 
 
 101-250 
 
 311 
 
 0.93 
 
 47,650 
 
 17.52 
 
 251-500 
 
 71 
 
 0.21 
 
 23,909 
 
 8.79 
 
 501-1,000 
 
 25 
 
 0.07 
 
 16,939 
 
 6.23 
 
 Over 1,000 
 
 4 
 
 0.01 
 
 6,883 
 
 2.53 
 
 Total 
 
 33,471 
 
 100. 
 
 272,092 
 
 100. 
 
 
 U. S. Census of Manufactures, 1914, vol. 2, page 636, Table 22. 
 Steel and Rolling Mills 
 
 
 ESTABLISHMENTS 
 
 EMPLOYEES 
 
 Size, Number of 
 Employees 
 
 Number 
 
 Per Cent 
 
 Number 
 
 Per Cent 
 
 1-5 
 
 3 
 
 0.70 
 
 8 
 
 0.03 
 
 6-20 16 
 
 3.74 
 
 196 
 
 0.08 
 
 21-50 
 
 30 
 
 7.02 
 
 1,119 
 
 0.45 
 
 51-100 
 
 46 
 
 10.78 
 
 3,629 
 
 1 45 
 
 101-250 
 
 92 
 
 21.54 
 
 15,414 
 
 6.19 
 
 251-500 
 
 94 
 
 22.02 
 
 33,921 
 
 13.63 
 
 501-1,000 
 
 87 
 
 20.38 
 
 61,185 
 
 24.60 
 
 Over 1,000 
 
 59 
 
 13.82 
 
 133,244 
 
 53.57 
 
 Total . 
 
 427 
 
 100. 
 
 248,716 
 
 100. 
 
 
 U. S. Census of Manufactures, 1914, vol. 2, page 224, Table 43. 
 
 FIG. 1 
 
 in New York and Chicago, which together do almost half of the total print- 
 ing of the United States.
 
 THE PRINTING INDUSTRY 
 
 179 
 
 There has been no effort to make the report all inclusive of the industry, 
 or of the possible elimination of waste, but rather to determine and deal 
 with the evils that lie at the root of waste. Waste through strikes, lock- 
 outs and lay-offs is not dealt with as such, because available records are 
 inadequate. Moreover, the industry is at the moment in the throes of 
 adjustment after war conditions, and until this situation is cleared up, no 
 opinion on the subject would be valid. 
 
 Conscious Technique of Management. As bearing upon the causes of 
 waste, the Committee as a whole compiled a questionnaire for the purpose 
 
 280 
 260 
 240 
 220 
 
 r 
 
 u 180 
 <y 
 c- 
 }? 160 
 
 feO 
 
 35^ 
 
 /\ 
 
 \ 
 
 \ 
 
 
 \ 
 
 
 
 -> u- S < 
 
 >- o Bl H 
 
 3 S 
 
 FIG. 2. Fluctuation in Employment in Different Departments of the Same Estab- 
 lishment. 
 
 of developing the degree of conscious technique on the part of the man- 
 agement. The findings on the basis of this questionnaire are given, as 
 indicating a more or less academic assay from an engineering viewpoint 
 of potentiality for waste within the six plants in which intensive studies 
 were made. They should not be confused with the actual waste and 
 causes of waste as given for the investigation as a whole from a practical 
 operating standpoint. 
 
 The causes and responsibilities for waste in an ideal or 100% efficient 
 plant are shown, as compared with those found by means of the question- 
 naire in the six plants in which intensive investigations were made.
 
 180 WASTE IN INDUSTRY 
 
 The responsibilities are given under the same three headings as will 
 be used for the findings from a practical operating standpoint, for the 
 industry as a whole. They are as follows: 
 
 I. Management of Individual Plants. 
 II. Management of Industry as a Whole. 
 III. Labor. 
 
 As compared with an ideal plant, the six plants investigated were 
 guilty of an average waste of 57.8 points. Of this total, the management of 
 the individual plant was responsible for 18.1 points or over ^ of all, the 
 management of industry as a whole for 23.4 points or over & of all, and 
 labor for 16.3 points, or nearly ^ of all. As to the causes of waste, the 
 burden is about equally divided between the three: organization with 
 19.3 points, technique with 19.8 points, and utilization with 18.7 points. 
 
 The responsibility for waste on the part of the industry as a whole 
 was conspicuously less in such highly specialized plants as book printing 
 than in general jobbing plants. 
 
 Labor's responsibility for waste is notably less in non-union plants 
 because of lack of restrictions enforced by the unions, and the resulting 
 flexibility in maintaining a balance between labor and production. 
 
 I. MANAGEMENT OF INDIVIDUAL PLANTS 
 
 With a very few conspicuous exceptions, the management within 
 the individual plants is still typically individualistic. This is primarily 
 because the individual units are as a whole so small that they do not 
 require, or indeed justify much organization. Organization is not to cur- 
 tail individuality, but to supplement it, and make possible co-operation 
 of a number of individuals within a given plant. In a plant so small 
 that one mind is able to compass and to direct all phases of its activity, 
 organization beyond ordinary records would only complicate matters by 
 injecting devices for achieving the co-ordination which should uncon- 
 sciously take place. However, about 50% of the industry, in terms of 
 production, although only 5%, in terms of establishments, operates in 
 sufficiently large units to justify a great deal more organization than 
 now exists. 
 
 Production Standards. The crux of waste within the individual 
 printing establishment is the lack of accurate production standards con- 
 stituting a fair basis of appraisal for the individual worker. Only through 
 such standards can the printing industry avoid the wastes due to its 
 jobbing nature, and secure the advantages of repetitive operation. 
 
 Only two of the plants investigated had analyzed their work into 
 elementary operations for which they could predict in advance the time 
 required for each operation. These are apparently the only two plants
 
 THE PRINTING INDUSTRY 
 
 181 
 
 
 
 aStren 
 
 CO CC O 
 GO CO 
 
 00 
 
 % 
 
 
 
 (JU13IJ ^SJO^\. 
 
 CO CD <O 
 
 S5 ^ S 
 
 CO 
 
 
 
 1 
 
 
 IUBU ^sag 
 
 t>- CO O 
 
 t>i TjJ 00 
 
 
 
 3 
 
 
 
 s^u^u 9 
 aSujaAy 
 
 fO OO t> 
 
 O^ Oi 00 
 
 00 
 
 s 
 
 
 
 s^tnoj 
 pauSissy 
 
 o o o 
 
 S 8 
 
 o 
 
 8 
 
 
 
 aSUT?H 
 
 O OO "* 
 O i-l l> 
 
 2 
 
 
 
 111*1,1 ^SJO^ 
 
 F-l 00 <* 
 
 ^-i T-J t> 
 
 o 
 
 
 
 o 
 
 n 
 
 
 ^TTBIJ (jsag 
 
 o o o 
 odd 
 
 d 
 
 
 
 s)u*ld 9 
 oS^iaAy 
 
 O CO O 
 
 d .-! o 
 
 CO 
 ed 
 
 
 
 S^UTOJ; 
 pauStssy 
 
 o o * 
 
 CO CO Oi 
 
 TjH 
 
 s 
 
 
 
 aSu'ffjj 
 
 fH CO J> 
 (N <N i-i 
 
 * 
 
 CO 
 
 
 1 
 
 imi ^sjo^i 
 
 CO 00 O 
 
 CO Tt< * 
 
 CD 
 
 8 
 
 
 A 
 
 
 ^BIJ ^sag 
 
 I> (N CO 
 
 "*' OJ (N 
 
 (N 
 
 2 
 
 EH 
 
 3 
 T3 
 | 
 
 S^UBU 9 
 aSBjaAy 
 
 00 05 1> 
 
 IO CO CO 
 
 Tfl 
 
 S3 
 
 
 
 
 S^UTOJ 
 
 pauSissy 
 
 o o o 
 oj d 10 
 
 o 
 
 ss 
 
 ! 
 
 3 
 
 
 a3ire[ 
 
 ^H 
 
 TjJ rn' l-J 
 
 Tt< 
 
 s 
 
 
 ! 
 
 ^uB[j qtsjo^v 
 
 TjH M IO 
 
 K3 CO i-t 
 
 ^1 
 
 S3 
 
 
 1 
 
 ^UB^ ^sag 
 
 ^1 i-H IO 
 
 ^i <M' -* 
 
 o 
 
 CO 
 
 
 
 
 KluBia; 9 
 a3BjaAy 
 
 U3 CO O 
 
 Tt* TjH CJ 
 
 a 
 
 
 
 s^moj 
 pauSissy 
 
 O O CO 
 CNj JO 
 
 CO 
 f~ 
 
 CO 
 
 
 
 1 
 
 Organization 
 Technique. . . 
 Utilization... 
 
 1
 
 182 WASTE IN INDUSTRY 
 
 where this work has even been started. They are in somewhat different 
 fields, almost a thousand miles apart, and both have carried the work to a 
 point comparing favorably with similar work in other industries. They 
 have been conspicuously successful. One specializes in book work, the 
 other in catalogue and job work, and between them, they cover virtually 
 every phase of the industry. 
 
 METHOD OF DETERMINING QUOTA TIME 
 
 FOB 
 DISPLAY ADVERTISEMENT OF INTER-STATE CAR COMPANY 
 
 In reading the following instructions one must assume the use of various tables 
 for different factors and conditions. 
 
 Preparation. Covering time of compositor getting copy and preparing for work 
 at prescribed rates, according to schedule covering various operations and conditions. 
 
 Display. Covering setting and justification excepting special items otherwise 
 provided for. In this case figured to be twenty lines. The rate per line varies accord- 
 ing to conditions. 
 
 Straight Matter. Based on the number of words in body type not requiring dis- 
 play spacing. In this ase figured at 55 words. 
 
 Diagonals. Based upon an estimate of the number of spacing units necessary to 
 maintain diagonals. In this case figured to be six for each corner. 
 
 Rules. A flat unit for each rule used as an enclosure. Rules otherwise used would, 
 of course, be at different rates according to circumstances of use. 
 
 Borders. A flat rate for enclosing type. 
 
 Sections. A flat rate for sections in which special spacing is necessary. 
 
 To illustrate what I mean by production standards and their use, I 
 have secured an example from one of those plants of the method of 
 determining a production quota for display composition. (Figure 3.) 
 Contrary to the general opinion throughout the trade, this illustration, 
 taken from a plant which has used production standards in every depart- 
 ment over a long period of time, conclusively proves that printing is sus- 
 ceptible to this form of standardization. 
 
 Piece-work rates are contained in compositor's rules, but are seldom 
 used. Bindery piece-rates are partly in use. None of these is sound. 
 They are advantageous only in avoiding responsibility for continuous 
 employment of labor. They are based upon casual observation and 
 experience, modified by bargaining and carry no obligation on the part 
 of the employer beyond payment for work performed in accordance with 
 the rate set. Scientifically determined quotas are based upon careful 
 tune and motion study under prescribed conditions, and in practice, are 
 used either as a basis of paying a bonus in addition to a regular salary, 
 which is paid regardless of production, or as a medium for readjustment 
 of weekly work rates. 
 
 Without the ability to determine what a worker can or should do, 
 the employer is largely in the hands of his employees, for he is unable
 
 THE PRINTING INDUSTRY 
 
 183 
 
 A6j6.yit.iooM 
 OPERATION 
 
 No. 
 
 mar 
 
 TIME 
 
 WORK ORDER TICK 
 
 &ne_ 
 
 ET ORI 
 
 .' 
 
 Clock I 
 
 SOTAL 
 Fob 
 
 Preparation 
 Display 
 St. Matter. 
 
 55 
 
 it 
 
 J 
 J. 
 
 "1 
 
 at 
 
 Employe.... 
 
 -- - 
 
 fo. _ _ 
 
 Corrections . _ 
 Runover 
 Respaced Lines 
 
 !I"po 
 
 Jfc.ft.S9 
 
 Description 
 
 G. T. No. 
 
 
 SSv 
 
 2...0.Q.. 
 
 Page 
 
 _ 1 '"" 1 
 
 AIL No. 
 
 Diagonal 
 Lifts.... 
 Box Heads...- 
 
 Rules _ ~-~. 
 
 Dato 
 
 
 Non BOQUI 
 
 Boniu 
 
 Standard 
 
 Operation 
 
 Off 
 
 
 
 
 
 
 
 
 On 
 
 Borders 
 Cuts 
 
 Off 
 
 
 
 
 
 
 
 Mortises : 
 
 '~L 
 
 7000 
 
 ~. 
 
 On 
 
 Pro rate with 
 
 Spacing and Folio 
 Tie and Untie 
 Prove and Stack 
 
 HI. 
 
 Off 
 
 
 
 
 
 
 
 On 
 
 
 
 
 
 
 
 Actual 
 Time 
 Total 
 Time 
 
 Total 
 .Wage. Unit Unit 
 Total 
 Wage Bonus 
 
 Est _ Total 
 
 
 
 
 
 i 
 
 SB. 
 
 225-135-23 NYC Neely 
 
 Copy of actual Work Order Ticker under 
 which the accompanying display advertisement 
 was set by hand from hand written copy. 
 Name of customer and of her data is omitted, 
 and "Unifand "Time" figures changed at- 
 request of concern furnishing this example. 
 Therelationof"Unit-"and "Time "figures 
 {^however the same as in the original. 
 
 E. H. DARRACH. Pre 
 CEO. J. DIVER, Mgr. 
 
 Inter-State Car 
 Company 
 
 OF INDIANAPOLIS, INDIANA 
 
 Solicits inquiries of Railroads and private 
 car owners 
 
 Cars: 
 Rebuilt: 
 Repairing: 
 Castings: 
 ISCAR Iron: 
 
 Freight type, steel or wood con- 
 struction. 
 Second-hand or reconstructed cars. 
 
 Freiglit cars repaired on contract. 
 
 Grey iron. es|>ecially locomotive, 
 car and nmcliiiu-ry. 
 
 Especially adapted for piston rings, 
 shoes, wcdcs, bull rings, cylinder 
 heads, steam pipes, etc. 
 
 Iron and steel machine forgings for 
 
 cars. 
 
 Forgings: 
 
 Pressed Steel : Mani f^ d work on s P ecifi 
 Undertimes: 
 
 FIG. 3.
 
 184 WASTE IN INDUSTRY 
 
 fairly to reward his workers according to their effectiveness. Moreover, 
 a worker unable to assure either himself or his employer of the value of his 
 work will vitally lack incentive. 
 
 Labor unions and the socially minded public have been critical of all 
 efforts to establish production standards. They hark back to the old 
 piece-work system, and point out that it can result only in driving the 
 workers unduly. An understanding of the essential difference between 
 the old piece-work system and the proper method of determining quotas 
 disposes of this objection. 
 
 Labor's Approval. It is interesting in this connection to note the 
 changing attitude of the more radical labor unions on the question of 
 production standards. Some unions now recommend the scientific deter- 
 mination of standards for production. The Amalgamated Clothing Work- 
 ers of America at their biennial convention in Boston, May, 1920, passed a 
 resolution endorsing production standards. They met the issue squarely 
 with the statement, " we oppose overspeeding as well as restraint of 
 output; we advocate normal production," and concluded that " the 
 remedy for the situation is a week-work system, based upon reasonable 
 standards of production; the former will conserve the health of the 
 workers, which is our first consideration; and the latter will regulate 
 output." 
 
 Employers' Objections. Many printers insist that there is some 
 peculiar condition of their particular business which does not permit the 
 use of production standards, and that the cost of establishing them is 
 prohibitive for all but a few of the larger plants. 
 
 That they are mistaken so far as the larger plants are concerned, is 
 amply demonstrated by the success of the two concerns referred to. As 
 for the prohibitive cost to smaller concerns, this objection is substantial, 
 though on the other hand, the work would undoubtedly be developed 
 jointly or through the United Typothetae, much as the standard cost 
 methods have been worked out. One of the Typothetae executives, 
 in explaining the work of his organization, volunteered the remark that 
 very little had been done from an engineering standpoint, and that the 
 work had so far been confined to educating the body of printers in keeping 
 cost records, their use in making prices, and an elementary understanding 
 of the industry. The work of the two plants in question, put together 
 and unified, would in itself constitute a technique sufficient for the entire 
 printing industry. 
 
 The example given refers only to composition, but similar standards 
 have been set for press work and binding, and in fact, all the major opera- 
 tions in the printing industry. The example for composition was selected 
 because it is with special reference to display composition that printers 
 have most persistently maintained that it is impossible to set standards.
 
 THE PRINTING INDUSTRY 185 
 
 II. MANAGEMENT OF INDUSTRY AS A WHOLE 
 
 United Typothetae of America. Before taking up what should be 
 done, credit is first due for the most excellent work already accomplished 
 by the United Typothetae of America and its local branches. Its edu- 
 cational work has been extensive, well conceived and directed. It covers 
 not only basic information concerning the industry, but extensive work 
 in cost finding and labor relations. 
 
 A survey made by the United Typothetae of New York City showed: 
 
 56 plants using standard cost system. 
 
 187 plants with no cost system, but with a knowledge of all general costs. 
 741 plants with no cost system and incomplete knowledge of all general costs. 
 554 plants with no cost system and incomplete knowledge of general costs. 
 
 The first two groups made money, the last two lost money in 1919. 
 
 The work of the Industrial Relations Department of the United 
 Typothetae, and that of the International Joint Conference Council, 
 organized early in 1919, is notable especially in its potentiality for the 
 gradual elimination of strikes, lockouts, and union regulations and 
 traditions adversely affecting and hindering production. 
 
 In connection with the work of the United Typothetae, I recommend 
 that a section be added for the development and utilization of standards, 
 as already outlined for the individual printer, so that the smaller printers 
 who cannot afford to do this work individually, ra&y none the less partici- 
 pate in its advantages. 
 
 Standardization of Equipment. Probably in no other industry has 
 the development of the machine process been carried further than in 
 printing. Every substantial establishment can tell the story of an almost 
 uninterrupted series of replacements, due to the constant improvement 
 in mechanical devices. If we contrast the iron hand press of the London 
 Times in use until 1814, which had a maximum capacity of not over 200 
 impressions an hour, with the capacity of a modern press, which is able 
 to print and fold 24,000 copies of a 16-page metropolitan newspaper in 
 the same time; if we contrast the modern Linotype and Monotype 
 machines with the tedious processes of hand composition, or examine the 
 modern magazine presses which print, fold and bind in one continuous 
 operation, and consider that all this change has taken place within a 
 period of some eighty years, we realize the extent of replacement which 
 must have occurred, and the reason for the lack of standardization that 
 exists. With the increasing complexity of equipment, this lack of stand- 
 ardization becomes daily more costly. 
 
 As illustrative of what may be accomplished in standardization of 
 equipment, one has but to point to the already accomplished standardi- 
 zation of type bodies. Prior to the year 1885 each type foundry cast its
 
 186 WASTE IN INDUSTRY 
 
 type on a more or less different body, and although the exchange from the 
 old system to the point system involved an expenditure of some $3,000,000 
 by the type founders, it is universally conceded that this expenditure has 
 been saved many times over. 
 
 Impressive results have also been achieved in the standardization of 
 colors for printing, ink and combinations of colors and shades of paper 
 and ink. The " Grammar of Colors " recently issued by the Strathmore 
 Paper Company represents a notable contribution in this connection. 
 The Standardization Committee of the American Institute of Graphic 
 Arts is working on the standardization of process colors, and it is hoped 
 that these standards will be in operation in most of the larger engraving 
 and printing plants within a year or so. Determination of color com- 
 binations by trial and error, and elaborate color proofs are wastes which 
 can be eliminated through standardization. 
 
 Proportionately greater results may be anticipated from a co-ordinated 
 standardization of machinery, paper and products. 
 
 Among all the manufacturers of flat bed cylinder presses, there is an 
 almost unlimited number of variations in size, yet all agree that a limited 
 number of standard sizes would be advantageous. The President of one 
 of the large companies manufacturing printing presses says: " For forty 
 years or more, I personally have been of the opinion, and have stated 
 it everywhere, whenever occasion arose, that if we could consolidate on 
 three sizes of presses, the printer and we ourselves would be much better 
 off these sizes being, a press to. print a sheet 25X25 or smaller, another 
 to print a sheet 38X50 or smaller, and another to print a larger sheet 
 as may finally be determined." 
 
 The President of the Dexter Folding Company states: 
 
 " We understand that the United Typothetae of America recently made a survey 
 of the different types and sizes of folding machines, and found that there were about 
 600. Prior to three years ago, we were building more or less, frequently more than 
 sixty types and sizes of folding machines. Through exhaustive research, with the 
 help of the paper manufacturer, printer, and binder, we have succeeded in meeting 
 the practical needs of the purchaser of printing with approximately six types of 
 folding machines, made in a minimum number of sizes. This plan not only simpli- 
 fies and economizes our factory production, but even more so it economizes the 
 production of printing and binding. 
 
 " Because of the threatened intense competition, it is necessary for the manu- 
 facturers of machinery, the printer, the binder and the purchaser of printing to 
 follow Mr. Hoover's suggestion, and obtain the largest measure of standardization, 
 so as to eliminate waste in material and human effort." 
 
 Standardization of machine sizes would make possible the use of one 
 machine for a greater variety of different jobs. In every printing estab- 
 lishment of any size, one sees expensive machines covered up and out of 
 use, or inefficiently used for purposes other than that for which they were
 
 THE PRINTING INDUSTRY 
 
 187 
 
 built. A printer secures a contract, and buys a machine to do the work 
 economically. When the work comes up for contract next time, if some 
 other printer secures it, it invariably means another special machine. 
 One concern paid $17,000 for a special press for printing a trading stamp. 
 On losing this job, the press was scrapped and later sold for $2,000. Since 
 then the contract has been awarded to three other printers in succession, 
 and each in turn purchased a new press which he had to scrap or use 
 disadvantageously at the expiration of his contract. 
 
 In- recommending the standardization of machine equipment, I 
 recognize that the machine manufacturers have no association to take the 
 initiative in this work, and I recommend that such an association be 
 formed. As one machine plant may make equipment for a variety of 
 trades, it would be necessary for such an association to have separate 
 branches for the different leading trades. 
 
 Standardization of Paper. There are as many variations in the 
 possible combinations of content, finish, color, thickness and size of 
 paper as there are combinations of the three prime colors, red, yellow 
 and blue. This is a natural outgrowth of the evolution of an industry, but 
 the time has come when it should be faced and corrected. There are two 
 main factors : what the standards should be, and how to make them effective. 
 
 Content. The most practical immediate step seems to be the limiting 
 of brands and water-marks by the mills themselves. This will result in 
 economy of production, and will furnish the same protection to the 
 consumer that exists in all trade-marked goods. I recommend to buyers 
 of printing that they insist upon one of a limited number of well-estab- 
 lished brands or water-marks. This will stimulate legitimate competition 
 in both price and quality, while protecting the buyer from his own ignor- 
 ance, since a mill cannot afford to vary substantially the content of its 
 established brands. 
 
 As illustrating what can be done, the American Writing Paper Company 
 recently announced the following standardization of their different grades 
 of paper: 
 
 
 1917 
 
 1921 
 
 Bonds 
 
 35 grades 
 
 9 grades 
 
 T-edger 
 
 32 
 
 5 
 
 Writing 
 
 63 
 
 3 
 
 Linen 
 
 36 
 
 4 
 
 Cover 
 
 22 
 
 5 
 
 Drawing 
 
 5 
 
 3 
 
 Mimeograph 
 
 5 
 
 3 
 
 Wedding and Papeterie.. 
 
 19 
 
 9 
 
 
 
 237 
 
 41
 
 188 WASTE IN INDUSTRY 
 
 Multiplying this difference by the unavoidable variations in color, 
 thickness and size, the total variables eliminated reach staggering propor- 
 tions. It is estimated that this change will reduce the stock necessary 
 to be carried by the mill and its representatives to about one-half of its 
 former proportions. 
 
 There are approximately 6,000 brands of paper 50% of which are 
 more or less active. Every considerable paper merchant, a few printers, 
 and even some large consumers have their own brands or water-marks. 
 One mill company admits having over 4,000 dandy rolls. There is also an 
 enormous amount of paper made to sample, without any real ability on 
 the part of the buyer to judge of the value or fitness of the paper until 
 it is too late. Several government departments have each their own 
 specifications, without relation to each other, or to any standard 
 brand. 
 
 There is not as yet sufficient standardization of the main components 
 from which paper is made to permit of exact standards. Wood and rag 
 fibre, the principal components of paper, vary so much that a merely 
 quantitative standardization would not be effective. The same thing is 
 true to a lesser degree of clay, alum, and other chemicals definitely 
 affecting the printing and wearing quality of paper. Some broad classi- 
 fication of grades should, however, be determined upon for each kind of 
 paper, as A, B, C, for each of the principal kinds Bond, Ledger, Writing, 
 Super, Machine Finish, etc. and mills should grade their brands within 
 such classifications. 
 
 There should also be a standard testing device and standard tests 
 for each grade. The device should be developed and the standards set 
 by joint action of the interested parties. I believe that standards for 
 tearing, folding and bursting, with per cent of wood and rag fibre would 
 be sufficient. This would in itself weed out the enormous duplication of 
 brands, even within the line of one mill or jobber. This duplication 
 serves no useful purpose. It ties up vast sums of money in unneces- 
 sary stock, and is at the root, intentionally or otherwise, of much mis- 
 understanding as to values in paper. 
 
 The various departments of the government might well take the first 
 step by standardizing the paper they use on the basis of a selected list 
 of well-known brands, as has been done by the German Government for 
 ten years or more. The standardizing and grading of gold, cotton, wool, 
 lumber, rubber, oil, etc., has proved to be of such great practical advantage, 
 that there can hardly be any doubt as to the desirability of similar grading 
 of paper. 
 
 Finish. If one is able to judge of the value of paper, there is no objec- 
 tion to the mill or dealer asking an additional price for any given finish 
 that the buyer may desire. The point is that the buyer should know
 
 THE PRINTING INDUSTRY 189 
 
 comparatively how much he is paying for a particular finish, and not be 
 misled by appearances. 
 
 Color. It is doubtful how far standardization of color is practicable 
 in paper. 
 
 Thickness. There is no advantage in minor gradations of thickness, 
 except for paper made for other purposes than printing, which will neces- 
 sarily have to meet special requirements. The ordinary consumer of 
 paper cannot distinguish between differences of less than 10 pounds to 
 500 sheets of 25X38. 
 
 For mechanical reasons, it is seemingly impracticable to grade paper 
 by caliper thickness, though this would be the desirable thing to do. 
 There are, however, 14 different bases of weight for different papers, as, 
 Book, Writing, Wrapping, etc.. I recommend that 1,000 sheets, 25X38, 
 graded in steps of not less than 20 pounds be adopted as the standard 
 for all paper. 
 
 Size. Standardization in this connection has already received a great 
 deal of consideration, and much progress has been made, so far as the 
 standards themselves are concerned. There is not the same opportunity 
 here for misunderstanding between buyer and seller, but there is an even 
 greater opportunity for waste through lack of information about advan- 
 tageous sizes. 
 
 As a glaring example of the utter disregard of standard sizes, the 
 Federal Reserve bank check will not cut without waste from any of the 
 now numerous regular paper sizes. A draft questionnaire issued during 
 the war was of such non-standard size as to require special filing cabinets. 
 The Technical Publishers' Association on measuring 927 catalogues found 
 147 different sizes. 
 
 In a plant printing 2,000,000 each of three different mail order cata- 
 logues, the same paper was required in 66, 70 and 73 inch widths, the 
 economical width for that particular paper being 72 inches. A customer 
 ordering a catalogue of a certain size may make necessary a very consid- 
 erable wastage by specifying some fraction of an inch which is really 
 negligible to him. Or he may and very often does make it necessary for 
 the paper to be made to order, thus involving waste in the entire process 
 of manufacture. Wastage of only one-quarter inch on a 6X9 page is 
 equal to 7% of the total cost of the paper. 
 
 The establishment of standard sizes of paper should extend to a corre- 
 sponding standardization of printed pages and columns, through which 
 a further economy, apart from that in paper, would be achieved. John 
 Sullivan, Secretary of the Association of National Advertisers, states that 
 standardization of newspapers to one size would make possible an annual 
 saving of three to five millions on composition and plates alone. 
 
 Stalker's Universal Rate Service (see the following table) shows that
 
 190 WASTE IN INDUSTRY 
 
 among the current magazines there are 18 variations in width, and 76 
 variations in length of page or column. Among trade paper publications, 
 there are 33 variations in width, and 64 in length. Even among news- 
 papers, there are 16 in width and 55 in length. Taking into considera- 
 tion the variations of width within each length and vice versa, there is an 
 appalling total of variations which accomplishes absolutely nothing and, 
 directly and indirectly, costs the public certainly not less than a hundred 
 million dollars each year. 
 
 Standards for cover paper sizes have not only been established, but are 
 accepted and used more than any other paper standards. The principal 
 variants in cover paper consist, however, of things other than size, so 
 that the resultant saving has been limited. 
 
 Unit of Count. While much progress has been made in this direction, 
 there is room for improvement. The old ream and quire are still used. 
 All printing is ordered in thousands, and there is no conceivable reason 
 why the basis of material should not be on the same unit. 
 
 Advantages of Standardization. Standardization of paper and equip- 
 ment, with a corresponding standardization of printed pages and columns 
 would : 
 
 1. Permit many machines now made very largely by hand to be produced in quan- 
 tity to jigs and tools, would make possible interchangeability of parts. 
 
 2. Reduce the amount of machinery necessary to each printer to meet trade require- 
 ments. 
 
 3. Eliminate the waste of discarding or sacrificing machines, when a contract for 
 printing changes hands. 
 
 3. Facilitate planning. Work could be laid out and planned for a group of machines, 
 instead of for a given machine. 
 
 5. Make possible interchangeability of advertising and catalogue plates. 
 
 6. Facilitate the filing of data for reference purposes, especially catalogues for pur- 
 chasing agents. A beginning has already been made in the standardization of cata- 
 logues within industries. The electrical jobbers have accepted 7XlOf inch as a 
 standard size, and 90 per cent of their catalogues now correspond to this standard. The 
 National Association of Purchasing Agents have adopted a 7^X101 inch basis for 
 forms, or a 32X44 standard sheet. 
 
 7. Make possible more continuous operation in the process of manufacturing paper. 
 It would not be necessary to stop so often for changes in grade, size and thickness. In 
 one mill 243 size changes were made in one month on one machine, running on 7 grades 
 of bond paper, without consideration of weight. 
 
 8. Reduce paper stocks now carried an hand to meet trade requirements. In con- 
 sidering this economy, mills and the entire paper jobbing industry, as well as the printer, 
 may be considered as one. There are no reliable figures as to the paper carried on hand, 
 but it is safe to say that it is considerably more than a hundred million dollars' worth. 
 This investment could be halved and the turnover doubled through standardization. 
 
 Obstacles to Standardization of Paper. In considering the respon- 
 sibility of the individual manager for waste, certain supposed objections 
 of labor and of the managers themselves were stated. Likewise in the
 
 THE PRINTING INDUSTRY 
 
 191 
 
 VARIATIONS IN PAGE AND COLUMN WIDTHS AND LENGTHS 
 
 AS SHOWN BY 
 STALKER'S UNIVERSAL RATE SERVICE 
 
 Magazines 
 
 Trade Papers 
 
 fl 
 
 4 I 
 
 LENGTH 
 
 14 \ 
 
 15 
 
 16 
 
 17 
 
 18 
 
 19 
 
 20 
 
 1 3
 
 192 WASTE IN INDUSTRY 
 
 matter of standardization of paper j obstacles conscious and otherwise 
 will be met. So far as these obstacles are unconscious, they are largely 
 a result of custom which has crystallized into habit and prejudice. Such 
 obstacles can usually be removed by education appealing to self-interest. 
 There is, however, another more subtle type. It arises from the fact 
 that in isolated instances lack of standardization gives rise to the following 
 money advantages: 
 
 1. To Printer, (a) Profit secured through abnormal cuttings, resulting from using 
 
 non-standardized materials. 
 
 (b) Ability to break specifications in competitive bidding. 
 
 (c) Inability of purchaser to make comparison of prices on non- 
 standardized products. 
 
 (d) Encouragement to salesmen to recommend unusual features in 
 avoiding competition. 
 
 2. To Paper Manufacturer. Opportunity to avoid cumulative responsibility for 
 
 unstandardized materials. 
 
 3. To Paper Jobber. Often the manufacturer does not have sufficient capital to 
 
 maintain the large local sales organizations needed to sell a 
 non-standardized product. The provision of such an organiza- 
 zation by the jobber gives him control over the manufacturer. 
 
 4. To Labor. The additional work required furnishes greater employment. 
 
 5. To Machinery Manufacturers. Additional business through necessity for greater 
 
 quantity of machinery required through lack of interchange- 
 ability and special requirements for special features. 
 
 Constructive Action for Standardization. Seven national trade 
 organizations, representing 95% of the consumers of paper, and over 11,000 
 of the leading firms in their lines, including printers, stationers, litho- 
 graphers, engravers, advertisers and purchasing agents, have passed 
 resolutions calling attention to the waste in the industry, and urging 
 co-operation in eliminating unnecessary grades, weights and sizes, and 
 reducing the number of colors, finishes, water-marks, etc. 
 
 The resolution passed by the United Typothetae, which was specifi- 
 cally indorsed by several other associations, characterizes the paper situ- 
 ation as " a serious menace to the printing industry," and calls attention 
 to the fact that printing equipment is increasing more rapidly than paper 
 manufacturing equipment, both in quantity and in production percentage, 
 causing such increase of prices both in paper and printing as to threaten 
 serious curtailment of the volume of printing. In conclusion, the resolu- 
 tion calls on every one concerned to appoint committees to co-operate with 
 the Typothetae's committees to work on standardization. 
 
 Answers to a questionnaire sent out by the Typothetae indicate that 
 the printers believe they already do or can control the buying of paper for 
 commercial and job printing. If this is true, they themselves have the 
 power to make the resolution effective for this class of paper. 
 
 A meeting held in Chicago, on May 22, 1918, under the auspices of
 
 THE PRINTING INDUSTRY 193 
 
 the National Association of Purchasing Agents, is probably the most 
 representative meeting to consider this subject ever held, but its delibera- 
 tions were limited to the standardization of catalogue and paper sizes. 
 A resolution passed by the Catalogue Conference was as follows: 
 
 Resolved, That catalogues be standardized to 6X9" or 7|XlOf", or 8X11". 
 
 Resolved, That we recommend for catalogues the manufacture of paper sheets 
 ranging as follows: 25X38", 32X44", 33X46", with their double sizes. That 
 we also indorse the weights of 40, 45, 50, 60, 70 and 80 pounds on the basis of 
 25X38", and that colors be limited to white and natural. 
 
 A recommendation of the Standardization Committee of the National 
 Association of Purchasing Agents reads: " In order that the investment 
 in catalogues bought by purchasing agents may reach the highest degree 
 of productiveness, we urge that all catalogues meant for the use of pur- 
 chasing agents be made 7| X 10f ", or in half sizes, saddle stitched so that 
 they will open flat to that size, for filing in such manner as will insure 
 their coming to hand when wanted. 
 
 " This recommendation was unanimously indorsed by the National 
 Association of Purchasing Agents in convention. This Association has 
 appointed a Committee on Promotion of Standards to encourage the use 
 of this and other standards throughout the business world." 
 
 How to Make Standards Effective. Individuals, or even groups and 
 trade associations, unless all inclusive, have neither the knowledge to make 
 the most desirable standards, nor the ability to make them effective. 
 Collective action by all the trade organizations affecting, or affected by 
 the printing industry is needed, in order that the standards of equipment, 
 materials and product may be co-ordinated, and in order that financial 
 and moral support necessary to put over a publicity campaign may be 
 secured, the object of the campaign being to give the buyer of print- 
 ing a knowledge of the standards agreed upon, and a knowledge of the 
 selfish advantage to be gained through conforming to them. 
 
 Apparently the interest of all concerned, excepting the consumer, has 
 already been aroused, and the research done. Unified action and educa- 
 tion of the public are needed next. While I do not recommend govern- 
 ment determination in matters of this kind, I very definitely believe that 
 it is part of the work of the Department of Commerce to lend its support 
 and assistance in bringing about meetings to this end. 
 
 HI. LABOR 
 
 Organization. The printing industry is over 50% unionized. There 
 were by the 1914 census of printing and publishing (including newspapers 
 and periodicals) 272,092 workers in the industry, and the Allied Printing 
 Trades Council claims 150,000 members. In New York City approxi-
 
 194 WASTE IN INDUSTRY 
 
 mately 60,000 persons are employed, the Union membership being about 
 40,000. The 1914 census shows that 52% of all workers are in plants 
 employing 50 persons and less; that 25% of establishments are one-man 
 shops and further that 75% of all establishments employ five people or 
 less. These small plants are the most difficult for the unions to organize. 
 Sixty-eight per cent of the workers are native born. This is high as com- 
 pared with the percentage in the metal trades, which is 30%, and with 
 that in the building trades, which is 25%. 
 
 An average book and job plant must deal with the following individual 
 unions: 
 
 Compositors (typographical) Mailers 
 
 Cylinder Pressmer Stampers and Gold Layers 
 
 Cylinder Feeders Paper Cutters 
 
 Job Pressmen Blank Book Workers 
 
 Job Press Feeders Bookbinders 
 
 Sheet Straighteners Bindery Women 
 
 Paper Handlers 
 
 The selection of personnel is a responsibility of both management and 
 labor, though it rests almost wholly with labor in union plants. No 
 status of competence is required. Union membership makes a man 
 eligible. Each department foreman employs the workers in his depart- 
 ment. Workers are supplied from the local union headquarters. Prece- 
 dence is given to the first name on the list, without reference to speciali- 
 zation, convenience of home to plant, or other factors having a bearing 
 on labor turnover. 
 
 Production Standards. As recommended to the employing printer 
 that he develop standards for measuring production of his employees, I 
 recommend to labor, both individually and collectively, that it change its 
 present attitude of opposition or indifference to a frank and aggressive 
 insistence upon proper standards for production. This would enable 
 each employee to secure direct evidence of the service which he renders, 
 and properly to evaluate himself as to wages. 
 
 Production standards, or what we call quotas, have been characterized 
 by labor and other critics as making the work monotonous, killing initia- 
 tive, unduly speeding up the work, and tending to displace inefficient 
 people who have to make a living somehow. 
 
 Monotony. As to the monotony entailed, the facts show quite the 
 contrary. The basic principle of all diversion is doing something against 
 an opponent, or against a standard, and it also applies to work. Measur- 
 ing oneself against a standard for a reward of merit is more stimulating 
 than a monotonous routine without this stimulus. 
 
 Killing Initiative. As regards killing initiative, it is hard to see that 
 there is any advantage in doing a thing in a traditional manner. The
 
 THE PRINTING INDUSTRY 195 
 
 methods used, excepting where scientifically determined, are almost invari- 
 ably traditional, and have grown up without any conscious analysis of 
 comparison. Mrs. Carleton Parker, who has been investigating factory 
 conditions by taking positions as an unskilled worker in several different 
 types of plant, says that she made it a point to ask every girl to whom she 
 talked whether she liked to do the same thing over and over again, or to 
 do different kinds of things and thus break the monotony. Without one 
 exception, they all replied that they preferred to keep on doing the same 
 thing. 
 
 After she had been working a kick press in a brass factory on one job 
 for three days, and was exhausted by the interminable repetition, she asked 
 the woman next to her how long she had been operating on the job she 
 was doing. 
 
 " Six weeks." 
 
 " Wouldn't you like to do something else don't you get terribly tired of it?" 
 
 " Oh no, you get used to it, and then you don't want to change." 
 
 " How long did you work at the job you had before you came here?" 
 
 " Six months." 
 
 " Didn't you get tired of that?" 
 
 " No when you get the swing of it once, you'd rather keep on doing the same 
 thing than learn to do something else." 
 
 In a candy factory she found that the girls preferred packing small 
 uniform boxes of one or two kinds of candy, to filling the larger boxes 
 holding a variety, and giving opportunity for choice and individuality 
 in the work. Mrs. Parker frankly admits that this experience has quite 
 shattered a very fond illusion about the worker's instinct to create. 
 
 Speeding Up Work. Fear of speeding up the worker implies a funda- 
 mental lack of understanding of the theory of production standards. 
 Their basic principle involves consideration for the worker's physical and 
 mental welfare, if only to keep him at his maximum of efficiency over 
 a long period of time. A stated living wage and fixed hours of employ- 
 ment without regard to production are essentials of such consideration. 
 I also believe, though this is not as yet universally recognized, that, apart 
 from the abstract justice involved, and if only for the psychological effect 
 on the worker, he should be represented in determining the quota. This 
 would wholly meet the objection. 
 
 Displacing Inefficient People. In practice it is found that where 
 work is properly studied and analyzed, and quotas are scientifically set, 
 differences not previously recognized develop which permit of adjusting 
 people to their tasks in such a manner that inequalities of ability and 
 temperament can be allowed for or overcome. So far as I know, the only 
 conspicuously incompetent people who hold their jobs over a consider- 
 able period are those who previously rendered a life of competent service
 
 196 
 
 WASTE IN INDUSTRY 
 
 to the same concern, and there is every reason why they should continue 
 to be cared for in the same way, regardless of whether they meet their 
 production quotas or not. 
 
 Restrictions. At present the printing unions almost without excep- 
 tion oppose aggressively or otherwise, not only the setting of standards 
 for production, but also the measuring of work performed. 
 
 Many employing printers claim that there has been a marked falling 
 off in production. Since there are no production standards by which to 
 measure this, it is not possible to reach conclusions. The following 
 examples are, however, interesting in this connection. 
 
 One plant reports the following: 
 
 1916 Average 5,400 ems per hour 
 
 1920 Average 4,200 ems per hour 
 
 Decrease in 4 years 1,200 ems per hour 
 
 Another plant doing at different periods identically the same jobs in 
 magazine and pamphlet work showed the following comparison in average 
 time per page: 
 
 TABLE SHOWING DECREASE IN PRODUCTION EXPRESSED IN AVERAGE TIME PER PAGE 
 
 1919 
 
 1920 
 
 Hand 
 
 Linotype 
 
 Hand 
 
 Linotype 
 
 Composition 
 
 Composition 
 
 Composition 
 
 Composition 
 
 .525 
 
 .303 
 
 1.214 
 
 .375 
 
 .872 
 
 .532 
 
 1.091 
 
 .761 
 
 .506 
 
 .595 
 
 .514 
 
 .477 
 
 .516 
 
 .741 
 
 .717 
 
 .300 
 
 .520 
 
 .509 
 
 .939 
 
 1.060 
 
 1.201 
 
 .362 
 
 1.336 
 
 .550 
 
 1.111 
 
 .751 
 
 1.337 
 
 .700 
 
 5.251 
 
 3. 793 Total 
 
 7.148 
 
 4. 223 Total 
 
 This shows an increase of time or loss of production of: 
 
 HandWork 36% 
 
 Linotype machine work H% 
 
 The following statement is taken from an affidavit in connection with 
 an arbitration case: " We are receiving considerable less production than 
 in former years, and our records show: 
 
 1918 average sheets per hour 767 
 
 1919 " " " " 744 
 (9mo.)1920 " " " " 742
 
 THE PRINTING INDUSTRY 
 
 197 
 
 " This means 200 impressions per day per press, or 10,000 per day for 
 50 presses, or 3,000,000 impressions less production per year, which clearly 
 shows a lack of interest by our people." 
 
 The belief that there has been a falling off in production is not always 
 supported by the figures, as is indicated in the following letter from a 
 leading Middle Western printer: 
 
 " Complying with your request, I wish to state that our Linotype and Press 
 Room hour averages for years 1917-20 were as follows: 
 
 
 Linotype 
 
 Press Room 
 
 
 Ems 
 
 Impressions 
 
 1917 
 
 4143 
 
 1049 
 
 1918 
 
 3987 
 
 1026 
 
 1919 
 
 4180 
 
 1044 
 
 1920 
 
 4167 
 
 1078 
 
 "When I look at these figures, I see that I was mistaken in stating verbally 
 to you that the average production in these departments had fallen off. In 
 regard to the Linotype average, however, I would state that in 1919 and 1920 
 we had to pay proportionately larger sums above the scale in order to get this 
 production. I feel sure that I am correct in making the statement that the 
 average of the linotype scale man has fallen off during these recent years." 
 
 Owing to the fact that there are in the printing business almost no 
 production records which are related to standards, no means of deter- 
 mining the real fluctuation in production exist. Available chargings per 
 month are misleading, because the work done in any one month may not 
 be charged for several months thereafter. (See Figure 4.) 
 
 Craft Distinctions. Union prohibitions with reference to production 
 and production methods are also a serious matter. The unions insist 
 upon arbitrary distinctions in the kinds of work done by members of the 
 various craft unions, and as to the number of persons employed in con- 
 nection with certain machines. 
 
 Perhaps their most trying practice is the insistence that members of 
 one craft union shall not encroach upon the work of another. In as 
 simple a matter as printing the names of individual firms on catalogue 
 covers, where the imprints are all set up in slugs, after each imprint is 
 run off, the pressroom workers have been known to insist that a com- 
 positor be brought from the composing room to make the change to the 
 next imprint, while they stand idly by. In a case of this kind, where the 
 runs are short, it amounts practically to requiring two persons to do the 
 work of one. Similarly with paper handlers, sheet straighteners, feeders 
 and pressmen, it is not at all uncommon to be forced to have men from
 
 198 
 
 WASTE IN INDUSTRY 
 
 several different unions participate in a simple piece of work which could 
 be performed more easily and economically by one person. 
 
 The disadvantage of extreme craft distinctions is far greater then is 
 immediately apparent. They very greatly increase the amount of super- 
 vision necessary, entail wastage of time in going and coming from the 
 different tasks, and make the labor force inflexible and difficult of adjust- 
 ment within one plant. There is probably no one thing so important 
 in the elimination of waste in productive labor as that it shall be flexible; 
 that is, that each person shall be capable of performing more than one 
 service. When the limits of labor which each group performs arc narrowly 
 defined, any variation in the character of work easily throws the supply 
 
 =5 E 2 
 FIG. 4. Discrepancy between Production and Billing Within the Same Establishment. 
 
 of labor out of balance. A plant is frequently "firing" people from one 
 department, and hiring them for another at the same time. One plant 
 employing an average of 2,000 people, goes up to 2,700 in rush seasons 
 and drops to 1,500 in dull. Another plant employing from 700 to 1,800 
 lays off 1,100 employees twice a year, for periods of three months each, 
 because, of "unbalanced producion." 
 
 A large non-union printer who has exceptional conditions throughout 
 his plant, states that the greatest help toward keeping his workers con- 
 stantly employed without undue cost is his ability to shift them from 
 one task to another. He says that during the present depression it is 
 by no means uncommon to find a compositor in the press room or the 
 bindery. For short periods he frequently disjoints the entire organi- 
 zation of his employees. It is not to the interest of either employer or
 
 THE PRINTING INDUSTRY 199 
 
 employee that men should do work other than that for which they are 
 best equipped, but for economy of production and regularity of employ- 
 ment, it is sometimes essential. 
 
 In manning machines, the unions require a certain number of men on 
 each machine, regardless of the work performed. The number of press 
 tenders in a press room with a number of automatically fed presses are 
 prescribed on the basis of the number of presses rather than on the 
 amount of work being done. In some cases an effort is even made to 
 demand that a pressman shall limit his work to one or two presses. A 
 printer doing a large amount of periodical work says that he has reduced 
 the makeready on a web press from three days to one by shifting a 
 special makeready crew from press to press. 
 
 Compositors have ruled that all advertising matter coming into the 
 office in electrotype form, must be reset in type in each printing office in 
 which the advertisement is used. They permit the use of the electro- 
 type, but insist upon setting and redistributing the type to secure the 
 hours of work involved, sometimes doing it even weeks after the adver- 
 tisement has appeared in the newspaper. 
 
 The localizing of authority and vesting certain functions in the fore- 
 man, insisted upon by the unions, makes the installation of proper co-or- 
 dination and management methods very difficult. These restrictions by 
 the union made it necessary to abandon the installation of modern 
 methods in a New York City plant after the work was already well 
 advanced. A certain amount of routine handling of copy and issuing of 
 instructions is essential to control and routing, and when the unions 
 insist that this must be done by foremen, or full paid journeymen, it makes 
 the cost prohibitive, and the work itself cumbersome. 
 
 While these restrictions are not always insisted upon, they are con- 
 stantly reverted to, and hang over the head of any employer who attempts 
 to obtain increased production. They are largely protective, necessary 
 to the unions as a basis of trading. The most irksome phases of many 
 of them are rendered ineffective when the workers in a shop feel full con- 
 fidence in the attitude of their employer toward the union. Yet so long 
 as these and innumerable other similar measures exist and are tolerated, 
 they stand in the way of organized elimination of waste within the 
 industry. 
 
 Dual Responsibility. I am not unmindful of labor's position in this 
 matter. I fully appreciate and wish to emphasize the fact that no device 
 used by labor to maintain itself is any worse than the devices used by 
 the employing printer to protect not only his position with labor, but 
 also his competitive position. 
 
 We must face the fact that industry is ruled by competition, supply 
 and demand and the survival of the fittest. An argument based on any-
 
 200 WASTE IN INDUSTRY 
 
 thing other than these principles is mere camouflage. I do not lose sight 
 of labor's right to object to its service being regarded as a commodity. 
 This is a natural and legitimate objection on its part. On the other hand, 
 it must recognize that however vital the distinction between labor and 
 a commodity may be, none the less labor is ruled and governed by the 
 same three principles, and this applies not only to manual, but also to 
 professional and clerical work. Many of the abuses on both sides were an 
 inevitable by-product of the process of evolution to our present state. 
 
 Industrial Suicide. An officer of the Typothetae states that a survey 
 of 2,000 printing plants made in 1920 shows that there is but one appren- 
 tice to every ten journeymen, whereas even the union requirements only 
 held it down to one to five on the average. It is the opinion of those making 
 the survey that even if there were an immediate change of policy, it 
 would take 30 or 50 years to replace an adequate supply of trained help. 
 He sums up this failure to provide for the future with the words, " the 
 industry is committing industrial suicide." 
 
 If the statement can be taken at its face value, or even with a con- 
 siderable modification, the printing unions have nothing to fear through 
 increased production, whatever the situation may be in other industries. 
 Except for the strategic value of these limitations as points to trade on 
 in gaining concessions, there can be no possible justification for these 
 prohibitions. 
 
 I am in sympathy with labor in insisting upon and gaining as rapidly 
 as possible, short hours, improved working conditions and the best pay 
 obtainable. I see no reason why they should not adapt to their pur- 
 poses every means that the employer uses in building up a competency, 
 enabling him to work less intensively, improving his living conditions, 
 raising his social status and even in amassing a reasonable fortune. I 
 do, however, criticise some of the methods resorted to in the printing 
 industry by both sides. As I deplore the profiteering which has existed 
 during the last few years, and the distortion of the law of supply and 
 demand, so I deplore the curtailment of output to which labor has undoubt- 
 edly resorted. 
 
 Concretely, my recommendation is that the printing unions should 
 insist upon reasonable hours and the best pay obtainable, but that they 
 should also co-operate and even be aggressive in insisting upon the deter- 
 mination and use of production standards in appraising their service, 
 and that they should lend themselves to the greatest possible flexibility 
 in. the utilization and economy of the service of their membership. It is 
 distinctly to labor's interest rather than to its detriment that its service 
 should not only be as effective as possible, but also be definitely recorded 
 and understood.
 
 THE PRINTING INDUSTRY 201 
 
 SUMMARY OF RECOMMENDATIONS 
 
 To the Manager of an Individual Plant. 
 
 That the large establishments develop a conscious technique of management, 
 including the development and use of production quotas. 
 
 To Managers of the Industry as a Whole. 
 
 1. That the United Typothetae of America undertake the development of pro- 
 duction quotas for the benefit of the smaller printers along the line of its 
 present work in cost keeping. 
 
 2. That the printing and allied trades, including the National Association of 
 Purchasing Agents, in joint action: 
 
 (a) Develop and adhere to co-ordinated standards for printing prod- 
 ucts, materials and machine equipment. 
 
 (?>) Conduct a publicity campaign for the education of the buyers of 
 printing as to what the standards affecting them are, and the advan- 
 tage to them in their use. 
 
 To Labor. 
 
 1. That labor individually and collectively advocate and co-operate with the 
 employing printer in the establishment of production quotas. 
 
 2. That through the Industrial Relations Department of the United Typothetae 
 and through the International Joint Conference Council: 
 
 (a) Co-operate in the elimination of restrictions affecting output. 
 (6) Urge the use of employees within one establishment for more than 
 one class of work. 
 
 To the Department of Commerce. That it co-operate with and sup- 
 port the printing and allied trades in bringing about joint conferences, 
 and in conducting a publicity campaign for the education of buyers as 
 to standards determined upon, and the advantages to be gained through 
 their use. 
 
 While it is never possible to predict in figures the savings to be made 
 by application throughout an industry of recommended changes, it may 
 be said that the cost of printing to the ultimate consumer could be reduced 
 on the average at least one-third, if: 
 
 1. Newspapers, periodicals, books and catalogues were held within a reasonable 
 number of physical variations. 
 
 2. There were a common-sense limitation of sizes of printed forms so that they 
 might all be cut from a limited number of paper sizes. 
 
 3. The printing machinery and paper industries took advantage of this standard- 
 ization to obtain more continuous production and smaller stocks. 
 
 4. The printer took advantage of this standardization to eliminate over-equip- 
 ment, and to use his equipment throughout its normal life. 
 
 5. The printer adopted production standards for his own work, and recognized 
 and used the methods already demonstrated in a few cases.
 
 202 WASTE IN INDUSTRY 
 
 The degree to which this saving will be made effective depends upon 
 the extent to which the printer and paper and printing machinery manu- 
 facturers co-operate for the purpose of making an ultimate saving to the 
 consumer, as distinguished from a selfish saving to themselves. 
 
 Individual efforts to eliminate waste have proven impotent except for 
 the individual pocket-book. Co-operative effort to eliminate the use- 
 less waste of an individualistic industrialism is the need of the hour, and 
 is the theme of this report. 
 
 JOHN H. WILLIAMS.
 
 THE PRINTING INDUSTRY 
 
 203 
 
 FIELD R EPORT EVALUATION 
 
 COM 
 
 
 
 OF 
 
 INDUSTRY Printing PLANT NO. & A~L EST. BY C. L.B. DATE */?/*/ 
 
 >- + ^-@ Excellent =0loWa 3 te p oor .60loWaste a -t-b+ c -d - I00lo 
 
 s + + . ^ d :^: r, ** -w**^ e * f +g .h = %* a ^ 
 
 CAUSES 
 
 6uide 
 Questions 
 
 
 
 
 TOTALV 
 
 ASTE 
 
 for 
 Field 
 
 ^signed 
 Points 
 
 tSt.lo 
 Viaste 
 
 Points 
 Waste 
 
 ssigrec 
 oints 
 
 Est.|o 
 Waste 
 
 Points 
 Waste 
 
 SSigned 
 Points 
 
 Est.lo 
 Waste 
 
 Oints 
 
 signed 
 
 oints 
 Waste 
 
 Sator 
 
 
 2 
 
 
 4 
 
 5 
 
 
 
 
 
 
 
 12 
 
 
 
 ,r 
 
 Kl 
 
 
 10 
 
 
 
 
 
 
 
 
 
 
 
 
 
 ^ 
 
 K2 
 
 
 30 
 
 
 
 
 80 
 
 
 
 
 40 
 
 
 
 
 
 S? 
 
 K3 
 
 
 30 
 
 
 
 
 
 
 
 
 
 
 
 
 
 <x ^ 
 
 K4 
 
 
 10 
 
 
 
 
 80 
 
 80 
 
 I.S 
 
 40 
 
 
 +0 
 
 1.6 
 
 10.0 
 
 5.2 
 
 c " 
 
 K5 
 
 4.0 
 
 80 
 
 46 
 
 ?.o 
 
 to 
 
 80 
 
 
 
 
 
 
 
 
 
 
 K6 
 
 
 80 
 
 
 
 
 8C 
 
 80 
 
 4.0 
 
 
 
 
 
 to 
 
 4.8 
 
 S +: 
 
 K7 
 
 1.0 
 
 
 60 
 
 0.8 
 
 5.0 
 
 80 
 
 
 
 
 
 
 
 
 
 I| 
 
 K8 
 
 
 80 
 
 
 
 
 
 
 
 
 80 
 
 
 
 
 
 Z t T, 
 
 KS 
 
 
 GO 
 
 
 
 
 50 
 
 
 
 
 
 
 
 
 
 o S-g 
 
 KIO 
 
 
 80 
 
 
 
 
 
 
 
 
 
 
 
 
 
 _||l 
 
 KM 
 
 
 60 
 
 
 
 
 40 
 
 
 
 
 
 
 
 
 
 i- -S -t 
 
 KI2 
 
 1.0 
 
 80 
 
 12 
 
 0.1 
 
 ?.o 
 
 40 
 
 a 
 
 O.T 
 
 1.0 
 
 80 
 
 80 
 
 2.4 
 
 6.0 
 
 3.8 
 
 < 
 
 
 
 40 
 
 
 
 
 80 
 
 
 
 
 
 
 
 
 
 H ^ c 
 
 KI4 
 
 
 20 
 
 
 
 
 20 
 
 
 
 
 
 
 
 
 
 - -S. 
 
 K S 
 
 
 
 
 
 
 60 
 
 
 
 
 
 
 
 
 
 z II 
 
 Kie 
 
 
 
 
 
 
 40 
 
 
 
 
 
 
 
 
 
 < f- 
 
 n 
 
 
 
 
 
 
 SO 
 
 
 
 
 
 
 
 
 
 
 18 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 19 
 
 
 60 
 
 
 
 
 80 
 
 
 
 
 
 
 
 
 
 
 2o 
 
 
 20 
 
 
 
 
 
 
 
 
 
 
 
 
 
 o 5 y 
 
 21 
 
 4.0 
 
 40 
 
 3fe 
 
 1.4- 
 
 TC 
 
 
 55 
 
 19 
 
 
 
 
 
 11.0 
 
 5.3 
 
 
 
 
 
 
 
 
 
 
 
 2.0 
 
 60 
 
 GO 
 
 tit 
 
 2.0 
 
 1.2 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 o ,j_ 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 1 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 c c 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 - 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 r < 
 
 TOTAL 
 
 10.0 
 
 
 
 4.9 
 
 16.0 
 
 
 
 10.2 
 
 9.0 
 
 
 
 5/2. 
 
 a 350 
 
 C20.1 
 
 
 T 
 
 50 
 
 ?0 
 
 20 
 
 06 
 
 
 
 
 
 
 
 
 
 3.0 
 
 0.6 
 
 &1 
 
 T? 
 
 7.0 
 
 5 
 
 5 
 
 O.I 
 
 1.0 
 
 10 
 
 30 
 
 0.3 
 
 l.O 
 
 20 
 
 10 
 
 0.4 
 
 5.0 
 
 0.8 
 
 f| 
 
 TJ 
 
 ?-0 
 
 30 
 
 30 
 
 0.6 
 
 
 
 
 
 3.0 
 
 80 
 
 80 
 
 ?4 
 
 5.0 
 
 3.0 
 
 , l 
 
 T4 
 
 1.0 
 
 50 
 
 50 
 
 0.5 
 
 1.0 
 
 50 
 
 50. 
 
 0.5 
 
 J.O 
 
 80 
 
 80 
 
 ?.4 
 
 5.0 
 
 3.4 
 
 J Jz: 
 
 T5 
 
 
 10 
 
 20 
 
 02 
 
 l.O 
 
 40 
 
 +0 
 
 OA 
 
 
 
 
 
 20 
 
 U 
 
 <!>- 
 
 TC 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 U -t o 
 
 n 
 
 3.0 
 
 40 
 
 40 
 
 1.2 
 
 
 
 
 
 12.0 
 
 80 
 
 80 
 
 9.6 
 
 15.0 
 
 10.8 
 
 11 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 r !> 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 *f 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 w " 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 " l 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 J p 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 8 
 
 TOTAL 
 
 l?.0 
 
 
 
 J.E 
 
 3.0 
 
 
 
 1.1 
 
 20.0 
 
 
 
 14.8 
 
 b|l5.0 
 
 ' 19.2 
 
 T 1 N 
 
 vledge and Organisation, 
 ng Factors 
 
 Ul 
 
 28 
 
 80 
 
 80 
 
 t.2 
 
 
 
 
 
 
 
 
 
 2.8 
 
 2.2 
 
 U2 
 
 0.5 
 
 80 
 
 80 
 
 0.4 
 
 
 
 
 
 2.5 
 
 80 
 
 80 
 
 2.0 
 
 3.0 
 
 ?.4 
 
 U3 
 
 l.t 
 
 !0 
 
 20 
 
 0.2 
 
 
 
 
 
 
 
 
 
 1.2 
 
 0.2 
 
 U4 
 
 ?.6 
 
 4-0 
 
 40 
 
 1.0 
 
 2.6 
 
 80 
 
 80 
 
 2.1 
 
 
 
 
 
 5.1 
 
 3.1 
 
 
 0.6 
 
 50 
 
 50 
 
 OJ 
 
 0.6 
 
 80 
 
 80 
 
 03 
 
 
 
 
 
 .2 
 
 
 
 01 
 
 60 
 
 60 
 
 04 
 
 1.2 
 
 80 
 
 80 
 
 1.0 
 
 
 
 
 
 1.9 
 
 
 
 5 
 
 50 
 
 50 
 
 0.8 
 
 
 
 
 
 
 
 
 
 1.5 
 
 
 
 .2 
 
 50 
 
 50 
 
 06 
 
 1.0 
 
 80 
 
 80 
 
 0.8 
 
 
 
 
 
 J.Z 
 
 
 
 .2 
 
 40 
 
 
 05 
 
 1.5 
 
 80 
 
 80 
 
 1.2 
 
 
 
 
 
 ?.T 
 
 
 
 
 
 
 
 2.0 
 
 60 
 
 60 
 
 1.2 
 
 
 
 
 
 ?0 
 
 
 
 .0 
 
 80 
 
 80 
 
 0.8 
 
 
 
 
 
 2.5 
 
 80 
 
 80 
 
 2.0 
 
 3.5 
 
 
 
 8 
 
 60 
 
 60 
 
 
 
 
 
 
 
 
 
 
 0.8 
 
 
 U Tl L 1 I A 
 
 Effectiveness of Technical Kno\ 
 Direcfion, Control and Account 
 
 
 5 
 
 20 
 
 20 
 
 0.1 
 
 
 
 
 
 
 
 
 
 0.5 
 
 
 
 
 (0 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 0.5 
 
 60 
 
 55 
 
 0.2 
 
 
 
 
 
 
 
 
 
 0.5 
 
 0.2 
 
 
 
 60 
 
 
 
 
 ^60 
 
 
 
 
 
 
 
 
 
 
 
 60 
 
 
 
 
 60 
 
 
 
 
 
 
 
 
 
 
 0.5 
 
 
 60 
 
 0.1 
 
 0.5 
 
 
 60 
 
 0.3 
 
 
 
 
 
 1.0 
 
 0.6 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 15.6 
 
 
 
 &5 
 
 3.4 
 
 
 
 T.I 
 
 5.0 
 
 
 
 4.0 
 
 c : : 
 
 sk 4 
 
 GRAHD TOTAL 
 
 }T.6 
 
 
 
 16.4 
 
 28.4 
 
 
 
 1.8.5 
 
 34.0 
 
 
 
 24.0 
 
 d 100 
 
 h| 5 ,3
 
 204 
 
 WASTE IN INDUSTRY 
 
 FIELD REPORT EVALUATION 
 
 AMERICAN ENGINEERING COUNCIL 
 OF 
 THE FEDERATED AMERICAN ENGINEERINQ SOCIETIES 
 
 INDUSTRY Prirrting PLANT NO. 5 DON EST.BVC.i.B. DATE 4/S/2/ 
 
 > <- + - Excellent. 0% Waste Poor .g^oX-Wastie a-t- In- C- d-IOO% 
 ! * + -0 &r :>% 'n Bad ->* " *+ *+ 9- h- % Wt, 
 
 CAUSES 
 
 Guide 
 Questions 
 
 RESPONSIBILITIES 
 
 TOTAL WASTE 
 
 for 
 
 
 
 
 ~~~"7 
 
 PoinH 
 Waste 
 
 FeW. 
 Investi- 
 
 Assignee 
 Points 
 
 Est % 
 Waste 
 
 Points 
 Waste 
 
 Assigned] Est.% 
 Points | Waste 
 
 Points 
 
 Waste 
 
 s 
 
 Est. % 
 Waste 
 
 Points 
 Waste 
 
 
 gator 
 
 
 
 
 
 B 1 G 
 
 
 
 9 
 
 
 
 
 
 
 I, 
 
 i 
 
 
 10 
 
 
 
 
 
 
 
 
 
 
 
 
 
 l 
 
 
 
 
 
 
 
 
 
 
 
 
 60 
 
 
 
 
 
 5 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 4 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 II 
 
 
 
 
 40 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 _LO_ 
 
 _Li_ 
 
 
 < 7 
 
 1.0 
 
 20 
 
 30 
 
 0.3 
 
 5.0 
 
 
 
 
 
 
 
 
 
 e.o 
 
 0.1 
 
 | 
 
 <.B 
 
 
 60 
 
 
 
 
 
 
 
 
 bO 
 
 
 
 
 
 zfc- 
 
 _9 
 
 
 10 
 
 
 
 
 30 
 
 
 
 
 
 
 
 
 
 Si-s 
 
 10 
 
 
 60 
 
 
 
 
 
 
 
 
 
 
 
 
 
 2ff 
 
 01 
 
 
 40 
 
 
 
 
 20 
 
 
 
 
 
 
 
 
 
 <i 
 
 IS 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 N ai 
 
 < 14 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 -^.s- 
 
 < 15 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 zS.fi 
 
 CI6 
 
 
 40 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 < v2>l s 
 
 < 17 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 o- " 
 
 as 
 
 
 
 
 
 
 
 Q 
 
 
 
 
 
 
 
 
 
 te. i 1 
 
 <. 19 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 ?l 
 
 <20 
 
 
 40 
 
 
 
 
 
 
 
 
 
 
 
 
 
 1| 
 
 KZ\ 
 
 4.0 
 
 40 
 
 13 
 
 0.5 
 
 TO 
 
 
 
 
 
 
 
 
 
 
 1.0 
 
 0.5 
 
 iS 
 
 
 
 
 
 
 
 
 
 
 7.0 
 
 50 
 
 50 
 
 1.0 
 
 2.0 
 
 .0 
 
 cZ s 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 i | 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 3C "^ 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 10.0 
 
 
 
 1.4 
 
 16.0 
 
 
 
 0.5 
 
 9.0 
 
 
 
 5.8 
 
 0.35.0 
 
 e 1.1 
 
 CAL 
 
 ng Knowledge 
 and Materials 
 
 Tl 
 
 3.0 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 3.0 
 
 
 
 TZ 
 
 2.0 
 
 10 
 
 10 
 
 0.2 
 
 '. 
 
 ~J 
 
 
 
 
 
 2.0 
 
 40 
 
 40 
 
 0.8 
 
 S.O 
 
 .0 
 
 TJ 
 
 ?.o 
 
 10 
 
 10 
 
 0.2 
 
 
 
 
 
 3.0 
 
 40 
 
 40 
 
 1.2 
 
 5.0 
 
 1.4 
 
 T4- 
 
 1.0 
 
 10 
 
 10 
 
 0.2 
 
 1.0 
 
 
 
 
 
 
 
 3.0 
 
 20 
 
 20 
 
 0.6 
 
 5.0 
 
 o.t 
 
 TS 
 
 1.0 
 
 30 
 
 30 
 
 0.3 
 
 1.0 
 
 
 
 
 
 
 
 
 
 
 
 O.J 
 
 T6 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TECHNI 
 
 Available Engineer 
 
 "7 
 
 3-0 
 
 40 
 
 40 
 
 1.2 
 
 
 
 
 
 l?.0 
 
 80 
 
 80 
 
 9.6 
 
 15.0 
 
 10.8 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 12.0 
 
 
 
 J.\ 
 
 3.0 
 
 
 
 0.0 
 
 ?0.0 
 
 
 
 I2.J 
 
 b , 5 : 
 
 f 43 
 
 I 
 
 Ul 
 
 2.8 
 
 60 
 
 60 
 
 I.S 
 
 
 
 
 
 
 
 
 
 2.8 
 
 I.S 
 
 U2. 
 
 0.5 
 
 80 
 
 80 
 
 O.J 
 
 
 
 
 
 ?.5 
 
 80 
 
 80 
 
 2.0 
 
 3.0 
 
 2 
 
 U5 
 
 1.2 
 
 >0 
 
 30 
 
 0.4 
 
 
 
 
 
 
 
 
 
 
 .2 
 5.2 
 
 -^ 
 
 1 ON 
 
 edge and Organi 
 g Factors 
 
 U6 
 
 0.1 
 
 
 
 
 
 
 
 0.6 
 I.Z 
 
 
 
 
 
 
 
 
 
 
 
 
 1.2 
 1.9 
 
 
 U7 
 
 1.5 
 
 40 
 
 40 
 
 0.6 
 
 
 
 
 
 
 
 
 
 .5 
 
 0. i 
 
 U8 
 
 Lt 
 
 60 
 
 60 
 
 
 1.0 
 
 
 
 
 
 
 
 
 
 
 Z2 
 
 C 
 
 U9 
 
 1.2 
 
 
 
 
 
 o 
 
 a 
 
 
 
 
 
 
 
 
 
 
 J.I 
 
 
 UIO 
 
 
 
 
 
 2.0 
 
 
 
 
 
 
 
 
 
 
 ?.o 
 
 
 U 1 
 
 1.0 
 
 10 
 
 10 
 
 O.I 
 
 
 
 
 
 2.5 
 
 80 
 
 60 
 
 2.0 
 
 3.5 
 
 t 
 
 <<S"S 
 
 U 3- 
 
 0.5 
 
 30 
 
 30 
 
 o.z 
 
 
 
 
 
 
 
 
 
 O.S 
 
 (.2 
 
 UI4 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 UTILI2 
 
 Effectiveness of Technics 
 Direction, Control and Acco 
 
 U 5 
 
 0.5 
 
 40 
 
 40 
 
 0^ 
 
 
 
 
 
 
 
 
 
 0.5 
 
 0.2 
 
 UI6 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 L 7 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 UI8 
 
 0.5 
 
 .40 
 
 40 
 
 0.2 
 
 0.5 
 
 
 
 
 
 
 
 
 
 
 
 1.0 
 
 0.2 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 16.6 
 
 
 
 4 5 
 
 ?.4 
 
 
 
 
 
 5.0 
 
 
 
 
 C '"'.'.' 
 
 9|e.5 
 
 6RAND TOTAL 
 
 31.6 
 
 
 
 8.0 
 
 ??.4 
 
 
 
 0.5 
 
 34.0 
 
 
 
 22.0 
 
 A 100 
 
 h[jo.s
 
 THE PRINTING INDUSTRY 
 
 205 
 
 FIELD R EPORT EVALUATION 
 
 
 
 
 OF 
 
 INDUSTRY/y/nft>79 PLANT NO. 4QB EST.BYC.i.fl. DATEJ//7/<?/ 
 
 >- + + = Excellent =0%Waste P gr -6 
 
 s*+-? d :%:; **-* 
 
 )lo Waste a + b+c -d " 100 
 
 b 
 
 Waste 
 
 
 CAUSES 
 
 Guide 
 Questions 
 for 
 Field 
 Invest! - 
 
 RESPONSIBILITIES 
 
 T01ALWASTE 
 
 MANAGEntNT 
 
 LABOR 
 
 
 
 Points 
 Waste 
 
 Assigned 
 Points 
 
 Est.lo 
 Waste 
 
 Points 
 Waste 
 
 %& 
 
 Est.lo 
 Waste 
 
 Points 
 Waste 
 
 tesigtied 
 Points 
 
 Est.lo 
 Waste 
 
 Points 
 Waste 
 
 Points 
 
 l'| 
 
 
 
 40 
 
 
 
 
 
 
 
 
 
 
 
 
 
 K? 
 
 
 60 
 
 
 
 
 80 
 
 
 
 
 40 
 
 
 
 
 
 K3 
 
 
 50 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 80 
 
 
 
 
 80 
 
 
 
 
 
 
 
 
 
 K5 
 
 4.0 
 
 80 
 
 62 
 
 ?.G 
 
 20 
 
 80 
 
 80 
 
 1.6 
 
 4.0 
 
 
 40 
 
 U 
 
 10.0 
 
 5.8 
 
 II 
 
 Z g.? 
 l| 
 
 
 
 
 1.0 
 
 
 80 
 
 0.8 
 
 To~ 
 
 80 
 
 80 
 
 4.0 
 
 
 
 
 
 6.0 
 
 48 
 
 K8 
 
 
 10 
 
 
 
 
 
 
 
 
 80 
 
 
 
 
 
 9 
 
 
 60 
 
 
 
 
 20 
 
 
 
 
 
 
 
 
 
 10 
 
 
 20 
 
 
 
 
 
 
 
 
 
 
 
 
 
 II 
 
 
 60 
 
 
 
 
 ?0 
 
 
 
 
 
 
 
 
 
 12 
 
 1.0 
 
 50 
 
 36 
 
 0.4 
 
 ?.o 
 
 30 
 
 " 
 
 0.5 
 
 3.0 
 
 60 
 
 10 
 
 2.1 
 
 6.0 
 
 vo 
 
 R G A N 11 A 
 
 Mechanism of Industry asto Type, Metric 
 Assignment and Discharge of Responsib 
 
 O3 
 
 
 40 
 
 
 
 
 80 
 
 
 
 
 
 
 
 
 
 14 
 
 
 40 
 
 
 
 
 60 
 
 
 
 
 
 
 
 
 
 15 
 
 
 
 
 
 
 60 
 
 
 
 
 
 
 
 
 
 1C 
 
 
 
 
 
 
 60 
 
 
 
 
 
 
 
 
 
 q 
 
 
 o 
 
 
 
 
 40 
 
 
 
 
 
 
 
 
 
 KI8 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 50 
 
 
 
 
 80 
 
 
 
 
 
 
 
 
 
 K20 
 
 
 -5 
 
 
 
 
 
 
 
 
 
 
 
 
 
 K2I 
 
 4.0 
 
 50 
 
 10 
 
 1.2 
 
 1.0 
 
 
 51 
 
 4.0 
 
 
 
 
 
 11.0 
 
 5.Z 
 
 
 
 
 
 
 
 
 
 
 ^.o 
 
 50 
 
 50 
 
 1.0 
 
 ?.o 
 
 1.0 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 10.0 
 
 
 
 s.o 
 
 16.0 
 
 
 
 10. 1. 
 
 9.0 
 
 
 
 W 
 
 a 35.0 
 
 e 19.8 
 
 f| 
 11 
 
 "1 
 
 1.0 
 
 50 
 
 50 
 
 1 5 
 
 
 
 
 
 
 
 
 
 i-O 
 
 1.5 
 
 T? 
 
 2.0 
 
 80 
 
 80 
 
 1.6 
 
 1.0 
 
 20 
 
 20 
 
 0.2 
 
 2.0 
 
 10 
 
 10 
 
 0.2 
 
 5.0 
 
 20 
 
 T3 
 
 ?.o 
 
 20 
 
 20 
 
 
 
 
 
 
 3.0 
 
 20 
 
 20 
 
 0.6 
 
 5.0 
 
 1.0 
 
 :{! 
 IH 
 
 Ti ~ 
 
 1.0 
 
 30 
 
 30 
 
 0.3 
 
 1.0 
 
 80 
 
 80 
 
 0.8 
 
 
 
 
 _60_ 
 
 
 ?.o 
 
 3 ;, 
 
 T6 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TT 
 
 30 
 
 50 
 
 50 
 
 15 
 
 
 
 
 
 12.0 
 
 80 
 
 80 
 
 9.6 
 
 15.0 
 
 1. 1 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 w "-5 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 H 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 if 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 4S 
 
 TOTAL 
 
 l?.0 
 
 
 
 5.9 
 
 3.0 
 
 
 
 1.8 
 
 20.0 
 
 
 
 n.i 
 
 b ; 35.C 
 
 f 19.9 
 
 
 U 
 
 tl 
 
 80 
 
 80 
 
 2.2 
 
 
 
 
 
 
 
 
 
 2.8 
 
 J.Z 
 
 
 uz 
 
 
 50 
 
 50 
 
 0.1 
 
 
 
 
 
 2.5 
 
 50 
 
 50 
 
 0.8 
 
 30 
 
 
 I 
 
 U 3 
 U4 
 
 U 
 
 80 
 
 80 
 
 1.0 
 
 
 80 
 
 
 
 J.i 
 
 
 
 
 
 2 
 
 1.0 
 4.2 
 
 I 
 
 U6 
 
 0.1 
 
 60 
 
 60 
 
 
 
 80 
 80 
 
 80 
 80 
 
 0.5 
 
 
 
 
 
 2 
 9 
 
 
 & 
 
 Ul 
 
 
 10 
 
 
 
 
 
 
 
 
 
 
 
 S 
 
 ,1 
 
 
 
 U8 
 
 12 
 
 80 
 
 80 
 
 1.0 
 
 1.0 
 
 80 
 
 80 
 
 0.8 
 
 
 
 
 
 2 
 
 1.8 
 
 Z 
 
 U9 
 
 LJ 
 
 60 
 
 60 
 
 0.1 
 
 I.S 
 
 80 
 
 80 
 
 1-2 
 
 
 
 
 
 .7 
 
 .9 
 
 
 
 UIO 
 
 
 
 
 
 2-0 
 
 10 
 
 10 
 
 1.4 
 
 
 
 
 
 JO 
 
 4 
 
 
 U 
 
 1.0 
 
 10 
 
 10 
 
 0.1 
 
 
 
 
 
 ?.S 
 
 SO 
 
 60 
 
 1-5 
 
 3.5 
 
 2.2 
 
 -i ? 
 
 UI2 
 
 0.8 
 
 60 
 
 60 
 
 0.5 
 
 
 
 
 
 
 
 
 
 0.8 
 
 0.5 
 
 < ri 
 
 U J 
 
 0.5 
 
 80 
 
 80 
 
 0.4 
 
 
 
 
 
 
 
 
 
 OS 
 
 OA 
 
 5 3 
 
 UI4 
 
 
 80 
 
 
 
 
 
 
 
 
 
 
 
 
 
 N S 
 
 L IS 
 
 0.5 
 
 10 
 
 15 
 
 0.4 
 
 
 
 
 
 
 
 
 
 0.5 
 
 0.4 
 
 -|$ 
 
 UI6 
 
 
 6-0 
 
 
 
 
 SO 
 
 
 
 
 
 
 
 
 
 -1? 
 
 \ID 
 
 
 80 
 
 
 
 
 80 
 
 
 
 
 
 
 
 
 
 ^0 
 
 Uj8 
 
 0.5 
 
 
 10 
 
 0.4 
 
 0.5 
 
 
 10 
 
 0.4 
 
 
 
 
 
 1.0 
 
 0.8 
 
 a E 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 3 t 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 (S 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 c 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 15.6 
 
 
 
 11.5 
 
 9.4 
 
 
 
 T4. 
 
 5.0 
 
 
 
 ?.J 
 
 CJ 30.0 
 
 g 21.2 
 
 GRAND TOTAL 
 
 31.6 
 
 
 
 HA 
 
 t8A 
 
 
 
 19.3 
 
 34.0 
 
 
 
 19.2 
 
 n 
 
 h so.9
 
 206 
 
 WASTE IN INDUSTRY 
 
 FIELD REPORT EVALUATION 
 
 
 
 
 OF 
 
 INDUSTRY Printing PLANT NO.J MOLD EST.BYC.i.5. DATE.?//*?/?/ 
 
 X + 
 " + 
 
 (D + -<) Excellent -OloWaste Poor -60% Waste a + b +-C -d = 100lo 
 i- - FaTr" *wi: : < = 8 01 " + f ^9 -h - "IcWaste 
 
 CAUSES 
 
 Guide 
 Questions 
 
 Rl 
 
 .SPONSIfll LITI 
 
 s 
 
 TOTAL WASTE 
 
 for 
 Field 
 Investi- 
 
 Assigned 
 Points 
 
 
 Es 
 Wa 
 
 lo 
 ite 
 
 Points 
 Waste 
 
 Points 
 
 Estlo 
 V*aste 
 
 Points 
 Waste 
 
 tesjgned 
 Points 
 
 Est 
 Wo 
 
 lo 
 te 
 
 Points 
 Waste 
 
 togned 
 Points 
 
 Points 
 Waste 
 
 ! 
 
 Kl 
 
 
 40 
 
 
 
 
 
 
 
 
 
 
 
 
 
 K3 
 
 
 50 
 
 
 
 
 
 
 
 
 
 
 
 
 
 il 
 
 
 
 K5 
 K6 
 
 4.0 
 
 BO 
 SO 
 
 54 
 
 y 
 
 to 
 
 80 
 
 80 
 
 1.6 
 
 4.0 
 
 
 80 
 
 3.2 
 
 10.0 
 
 T.O 
 
 1 ON 
 
 (Paperwork 
 y and Relat 
 
 Kl 
 K8 
 
 I.U 
 
 10 
 
 
 
 
 
 
 
 
 80 
 
 
 
 6.0 
 
 46 
 
 K9 
 
 
 80 
 
 
 
 
 50 
 
 
 
 
 
 
 
 
 
 K10 
 Kll 
 
 
 
 
 
 
 
 
 50 
 
 
 
 
 
 
 
 
 
 DRGANIIAT 
 
 stry as toType, Methods 
 charge of Responsibilil 
 
 Kfi 
 
 KI3 
 
 1.0 
 
 HO 
 
 fi 
 
 _06_ 
 
 ?.o 
 
 40 
 80 
 
 46 
 
 0.9 
 
 3 - 
 
 80 
 
 80 
 
 *.4 
 
 6.0 
 
 3.9 
 
 KM 
 
 
 40 
 
 
 
 
 40 
 
 
 
 
 
 
 
 
 
 KI5 
 
 
 
 
 
 
 50 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 40 
 
 
 
 
 
 
 
 
 
 KIT 
 
 
 
 
 
 
 80 
 
 
 
 
 
 
 
 
 
 KI8 
 
 
 
 
 
 
 80 
 
 
 
 
 
 
 
 
 
 KI9 
 
 
 60 
 
 
 
 
 80 
 
 
 
 
 
 
 
 
 
 K?0 
 
 
 5 
 
 
 
 
 
 
 
 
 
 
 
 
 
 Mechanism of Indu 
 Assignment and Di< 
 
 Jill 
 
 
 
 
 
 
 
 
 
 
 7.0 
 
 SO 
 
 60 
 
 U 
 
 2.0 
 
 5 ' 9 
 tj 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 10.0 
 
 
 
 4-8 
 
 16.0 
 
 
 
 II. 
 
 9-0 
 
 
 
 6.3 
 
 C,| J5 .0 
 
 e|t?.6 
 
 T E CH N 1 C A-L 
 
 Available Engineering Knowledge 
 as to Product, Plant and Materials 
 
 Tl 
 
 3.0 
 
 20 
 
 2o 
 
 06 
 
 
 
 
 
 
 
 
 
 5.0 
 
 o.s 
 
 T? 
 
 ?-0 
 
 40 
 
 40 
 
 0.8 
 
 1.0 
 
 40 
 
 40 
 
 0.4 
 
 tOj 
 
 2.0 
 
 20 
 
 0.4 
 
 5.0 
 
 1-6 
 
 T3 
 
 ?.o 
 
 50 
 
 50 
 
 1.0 
 
 
 
 
 
 3.0 
 
 80 
 
 80 
 
 2.4 
 
 5.0 
 
 3 4 
 
 T4 
 
 1.0 
 
 50 
 
 50 
 
 0.5 
 
 1.0 
 
 80 
 
 80 
 
 0.8 
 
 3.0 
 
 60 
 
 80 
 
 ?.4 
 
 s.o 
 
 u 
 
 T5 
 
 1.0 
 
 4C 
 
 40 
 
 04 
 
 1.0 
 
 50 
 
 50 
 
 05 
 
 
 
 
 
 2.0 
 
 
 T6 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TT 
 
 3-0 
 
 60 
 
 60 
 
 1.8 
 
 
 
 
 
 12.0 
 
 80 
 
 80 
 
 9.6 
 
 15.0 
 
 11.4 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 ItO 
 
 
 
 5.1 
 
 3.0 
 
 
 
 1.1 
 
 ZO.O 
 
 
 
 14.8 
 
 b - ! 
 
 f\^ 
 
 UTILIZATI ON 
 
 Effectiveness of Technical Knowledge and Organisation. 
 Direction, Control and Accounting Factors- 
 
 Ul 
 
 ?.8 
 
 80 
 
 80 
 
 Z.I 
 
 
 
 
 
 
 
 
 
 2.8 
 
 I.J 
 
 U2 
 
 0.5 
 
 80 
 
 80 
 
 0.4 
 
 
 
 
 
 2.5 
 
 &0 
 
 80 
 
 2.0 
 
 i.O 
 
 ?.4 
 
 U3 
 
 I.Z 
 
 TO 
 
 TO 
 
 0.8 
 
 
 
 
 
 
 
 
 
 IJ 
 
 0.3 
 
 U4 
 
 ?.t 
 
 TO 
 
 TO 
 
 1.8 
 
 ?-6 
 
 80 
 
 80 
 
 ?.| 
 
 
 
 
 
 5.? 
 
 19 
 
 US 
 
 0.6 
 
 TO 
 
 10 
 
 0.4 
 
 as 
 
 80 
 
 80 
 
 0.5 
 
 
 
 
 
 U 
 
 0.9 
 
 U6 
 
 O.T 
 
 60 
 
 60 
 
 0.4 
 
 I.Z 
 
 80 
 
 80 
 
 10 
 
 
 
 
 
 1.3 
 
 1.4 
 
 LIT 
 
 1.5 
 
 40 
 
 40 
 
 0.6 
 
 
 
 
 
 
 
 
 
 1.5 
 
 0.6 
 
 U8 
 
 I.Z 
 
 TO 
 
 TO 
 
 0.8 
 
 1.0 
 
 80 
 
 80 
 
 0.8 
 
 
 
 
 
 2.2 
 
 i.e. 
 
 U9 
 
 1.2 
 
 80 
 
 '" 
 
 l.O 
 
 1.5 
 
 80 
 
 80 
 
 1.2 
 
 
 
 
 
 : - 
 
 Z.I 
 
 mo 
 
 
 
 
 
 ?.o 
 
 TO 
 
 TO 
 
 1.4 
 
 
 
 
 
 ?-0 
 
 1.4- 
 
 mi 
 
 1.0 
 
 TO 
 
 10 
 
 O.T 
 
 
 
 
 
 2.5 
 
 80 
 
 80 
 
 2.0 
 
 3.5 
 
 e.T 
 
 UI2 
 
 0.8 
 
 40 
 
 40 
 
 03 
 
 
 
 
 
 
 
 
 
 0.8 
 
 0.3 
 
 yg 
 
 0.5 
 
 JO 
 
 30 
 
 02 
 
 
 
 
 
 
 
 
 
 
 0.2 
 
 UI4 
 
 
 40 
 
 
 
 
 
 
 
 
 
 
 
 
 
 UI5 
 
 05 
 
 60 
 
 50 
 
 0.3 
 
 
 
 
 
 
 
 
 
 0.5 
 
 0.1 
 
 IM6 
 
 
 50 
 
 
 
 
 50 
 
 
 
 
 
 
 
 
 
 un 
 
 
 80 
 
 
 
 
 80 
 
 
 
 
 
 
 
 
 
 UI8 
 
 0.5 
 
 
 65 
 
 O.J 
 
 0.5 
 
 
 65 
 
 0.3 
 
 
 
 
 
 1-0 
 
 0.6 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 15.6 
 
 
 
 r: : 
 
 9.4 
 
 
 
 T3 
 
 5.0 
 
 
 
 4.0 
 
 C 30.0 
 
 9*1.5 
 
 GRAND TOTAL 
 
 V1.& 
 
 
 
 zo.i 
 
 U8.4 
 
 
 
 zo.o 
 
 34.0 
 
 
 
 Z5.6 
 
 d 100 
 
 h]65.7
 
 THE PRINTING INDUSTRY 
 
 207 
 
 FIELD REPORT EVALUATION 
 
 AMER CAN ENGINEERING COUNCIL 
 
 OF 
 
 THE FEDERATED AMERICAN ENGINEERING SOC ETIES 
 
 INDUSTRY Printing PLANT NO. 2- DLMK EST. BY C/.6. DATE 3/2 //?! 
 
 >! + + - Exc llent = 0%Waste Poor .60% Waste a + b+ C- d-100% 
 
 ! I S S I ej*r :SS5' w f ^ -* e+ ^ g - h -%was te 
 
 M 
 
 W 
 
 ! 
 
 Guide 
 
 RESPONSIBILITIES 
 
 TOTAL WASTE- 
 
 for 
 
 MANAGEMEh 
 
 
 
 LABOR 
 
 
 IDE CONTAC 
 
 
 
 Poinh 
 Waste 
 
 Field . 
 
 ssigned 
 
 Points 
 
 Est 
 
 / 
 ste 
 
 3 i 
 
 Points 
 Waste 
 
 4 - 
 
 Points 
 
 5 
 
 Waste |Woste 
 6 1 ' r ~ a 
 
 Points 
 9 ' 
 
 Est. % 
 Waste 
 
 ~io r ~ n 
 
 Points 
 Waste 
 
 ~iz 
 
 Poinb 
 
 and Personnel, 
 lonship. 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 (2 
 
 
 4-0 
 
 
 
 
 80 
 
 
 
 
 80 
 
 
 
 
 
 3 
 
 
 SO 
 
 
 
 
 
 
 
 
 
 
 
 
 
 4. 
 
 
 
 
 
 
 60 
 
 80 
 
 1.6 
 
 
 
 
 
 
 
 5 
 
 4.0 
 
 80 
 
 56 
 
 2.2 
 
 2.0 
 
 90 
 
 
 
 4.0 
 
 
 80 
 
 3-2. 
 
 10.0 
 
 7.0 
 
 jS 
 
 
 80 
 
 
 
 
 80 
 
 80 
 
 - 
 
 
 
 
 
 
 
 
 7 
 
 I 
 
 
 80 
 
 0.8 
 
 5.0 
 
 80 
 
 
 
 
 
 
 
 6-0 
 
 48 
 
 3Z 
 
 g 
 
 
 80 
 
 
 
 
 
 
 
 
 80 
 
 
 
 
 
 (.9 
 
 
 80 
 
 
 
 
 SO 
 
 
 
 
 
 
 
 
 
 1 Z ATI Ot 
 
 ,Methods(pap 
 sponsibility ar 
 
 _ 10 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 C H 
 
 
 BO 
 
 64 
 
 0.6 
 
 
 50 
 
 
 
 
 
 
 
 
 
 JS 
 
 
 40 
 
 64- 
 
 0.6 
 
 7.0 
 
 50 
 
 SO 
 
 1.0 
 
 30 
 
 80 
 
 80 
 
 24 
 
 6.0 
 
 40 
 
 (13 
 
 
 40 
 
 
 
 
 80 
 
 
 
 
 
 
 
 
 
 'A 
 
 
 40 
 
 
 
 
 40 
 
 
 
 
 
 
 
 
 
 15 
 
 
 
 
 
 
 SO 
 
 
 
 
 
 
 
 
 
 ORGAN 
 
 Mechanism of Industry as to Type 
 Assignment and Discharge of Re 
 
 16 
 
 
 
 
 
 
 40 
 
 
 
 
 
 
 
 
 
 < 17 
 
 
 
 
 
 
 80 
 
 
 
 
 
 
 
 
 
 10 
 
 
 
 
 
 
 80 
 
 
 
 
 
 
 
 
 
 \ i? 
 
 
 80 
 
 
 
 
 80 
 
 
 
 
 
 
 
 
 
 <ZO 
 
 
 5 
 
 
 
 
 
 
 
 
 
 
 
 
 
 21 
 
 4.0 
 
 ; 
 
 45 
 
 1.8 
 
 7.0 
 
 
 64 
 
 4.5 
 
 
 
 
 
 II.O 
 
 6.3 
 
 
 
 
 
 
 
 
 
 
 20 
 
 60 
 
 60 
 
 1-2 
 
 2.0 
 
 12 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 10.0 
 
 
 
 5.4 
 
 160 
 
 
 
 ll.l 
 
 9.0 
 
 
 
 6.8 
 
 a[350 
 
 e|z33 
 
 TECHNICAL 
 
 Available Engineering Knowledge 
 as to Product, Plant and Materials 
 
 ~ \ 
 
 3.0 
 
 : 
 
 50 
 
 1. 
 
 
 
 
 
 
 
 
 
 30! 15 
 
 TE 
 
 20 
 
 40 
 
 40 
 
 0. i 
 
 1-0 
 
 40 
 
 40 
 
 0.4 
 
 2.0 
 
 < 
 
 20 
 
 04 
 
 5.0 
 
 i 6 
 
 ' 5 
 
 10 
 
 40 
 
 
 0. 
 
 
 
 
 
 30 
 
 80 
 
 30 
 
 2.4 
 
 5.0 
 
 32 
 
 T4 
 
 10 
 
 30 
 
 30 
 
 o 
 
 1.0 
 
 10 
 
 70 
 
 0.7 
 
 3.0 
 
 80 
 
 80 
 
 2.4 
 
 5.0 I 3.4 
 
 -5 
 
 a 
 
 40 
 
 40 
 
 0.' 
 
 
 50 
 
 50 
 
 0.5 
 
 
 
 
 
 2.0 ! 0.9 
 
 ' 6 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 T7 
 
 30 
 
 80 
 
 80 
 
 2.4 
 
 
 
 
 
 12.0 
 
 80 
 
 80 
 
 9.6 
 
 15.0 20 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 12.0 
 
 
 
 6.2 
 
 3.0 
 
 
 
 1.6 
 
 20.0 
 
 
 
 14.8 
 
 bJ350 
 
 f 226 
 
 ZAT 1 N 
 
 il Knowledge and Organization, 
 ounting Factors 
 
 I 
 
 2.8 
 
 80 
 
 80 
 
 2.Z. 
 
 
 
 
 
 
 
 
 
 28 
 
 22 
 
 
 
 05 
 
 70 
 
 -; 
 
 
 
 
 
 
 
 2.5 
 
 80 
 
 80 
 
 2.0 
 
 3.0 
 
 2.4 
 
 3 
 
 12 
 
 80 
 
 80 
 
 I. 
 
 
 
 
 
 
 
 
 
 1.2 
 
 1.0 
 
 4 
 
 Z.* 
 
 60 
 
 60 
 
 I. 
 
 : ; 
 
 80 
 
 80 
 
 21 
 
 
 
 
 
 52 
 
 36 
 
 5 
 
 0.6 
 
 60 
 
 60 
 
 0.' 
 
 06 
 
 80 
 
 80 
 
 OS 
 
 
 
 
 
 I.Z 
 
 09 
 
 
 
 0-7 
 
 40 
 
 40 
 
 0. 
 
 1.2 
 
 70 
 
 70 
 
 0.8 
 
 
 
 
 
 1.9 
 
 I.I 
 
 7 
 
 1.5 
 
 50 
 
 50 
 
 0. 
 
 
 
 
 
 
 
 
 
 15 
 
 0.8 
 
 8 
 
 1.2 
 
 80 
 
 80 
 
 1. ) 
 
 1.0 
 
 80 
 
 80 
 
 0.9 
 
 
 
 
 
 2.2 
 
 1-8 
 
 9 
 
 1.2 
 
 80 
 
 80 
 
 1. 
 
 [.5 
 
 80 
 
 80 
 
 1.2 
 
 
 
 
 
 2.7 
 
 2.2 
 
 10 
 
 
 
 
 
 2.0 
 
 60 
 
 60 
 
 1.2 
 
 
 
 
 
 2.0 
 
 .2 
 
 II 
 
 1-0 
 
 CO 
 
 60 
 
 0.6 
 
 
 
 
 
 2.5 
 
 80 
 
 80 
 
 2.0 
 
 35 
 
 2.6 
 
 I 12 
 
 0.8 
 
 40 
 
 40 
 
 0.3 
 
 
 
 
 
 
 
 
 
 0.8 
 
 fr3 
 
 3 
 
 0.5 
 
 40 
 
 46 
 
 o.z 
 
 
 
 
 
 
 
 
 
 0-5 
 
 0-2 
 
 14 
 
 
 40 
 
 
 
 
 
 
 
 
 
 
 
 
 
 UT 1 LI 
 
 Effectiveness of Technic 
 Direction, Control and Ac 
 
 16 
 
 
 60 
 
 
 
 
 60 
 
 
 
 
 
 
 
 
 
 j 17 
 
 
 80 
 
 
 
 
 80 
 
 
 
 
 
 
 
 
 
 Id 
 
 05 
 
 
 70 
 
 0.4 
 
 OS 
 
 
 70 
 
 0.4 
 
 
 
 
 
 1-0 
 
 .0.8. 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 15.6 
 
 
 
 10.4 
 
 94 
 
 
 
 7.0 
 
 5.0 
 
 
 
 4-0 
 
 C |30-0 
 
 9 ; " 
 
 GRAND TOTAL 
 
 37.6 
 
 
 
 2ZO 
 
 28-4 
 
 
 
 19 7 
 
 34.0 
 
 
 
 25.6 
 
 dj 100.0 
 
 h 6"
 
 208 
 
 WASTE IN INDUSTRY 
 
 FIELD REPORT EVALUATION 
 
 COMMITTEE ON ELIMINATION OF WASTE IN INDUSTRY 
 
 OP 
 THE FEDERATED AMERICAN ENGINEERING SOC 
 
 ETIES 
 
 INDUSTRY Pnn-ting PLAMTNO. / DV. EST.BY C.L.B. DATEJ//*/*/ 
 
 > + 
 
 * 4- 
 
 * (D - Exce llent- Ojo Waste p oor . 6 o%Waste a + b+ C- d- 100 % 
 
 CAUSES 
 
 6uide" 
 Msfim 
 
 R I 
 
 SPONSIB I LI TIE 
 
 S 
 
 TOTAL WASTE 
 
 for 
 Field, 
 nvesti- 
 
 Unta 
 
 Est.% 
 Waste 
 
 Points 
 
 taste 
 
 si :-?i 
 Points 
 
 Ejt.% 
 Waste 
 
 Points 
 
 1 
 
 Est.% 
 Waste 
 
 "omts 
 Waste 
 
 Asigna 
 Points 
 
 Points 
 Waste 
 
 Waste 
 
 
 gator 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 Kl 
 
 
 40 
 
 
 
 
 
 
 
 
 
 
 
 
 
 ~? 
 
 K.Z 
 
 
 20 
 
 
 
 
 80 
 
 
 
 
 40 
 
 
 
 
 
 
 
 K5 
 
 
 40 
 
 
 
 
 
 
 
 
 
 
 
 
 
 S 
 
 K4 
 
 
 80 
 
 
 
 
 80 
 
 
 
 
 
 
 
 
 
 
 K5 
 
 40 
 
 80 
 
 52 
 
 2.1 
 
 2.0 
 
 80 
 
 80 
 
 1.6 
 
 40 
 
 
 40 
 
 1.6 
 
 10.0 
 
 5.3 
 
 1| 
 
 K6 
 
 
 80 
 
 
 
 
 80 
 
 
 
 
 
 
 
 
 
 
 K7 
 
 1.0 
 
 
 80 
 
 c ; 
 
 5.0 
 
 80 
 
 80 
 
 ; 
 
 
 
 
 
 6.0 
 
 4.8 
 
 (5 
 
 K8 
 
 
 80 
 
 
 
 
 
 
 
 
 80 
 
 
 
 
 
 Zfc "i 
 
 K9 
 
 
 60 
 
 
 
 
 30 
 
 
 
 
 
 
 
 
 
 2*5 
 
 KIO 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 40 
 
 
 
 
 35 
 
 
 
 
 
 
 
 
 
 y-Z'-z 
 
 KIZ 
 
 1.0 
 
 60 
 
 48 
 
 0.5 
 
 2.0 
 
 40 
 
 35 
 
 0.7 
 
 3.0 
 
 80 
 
 80 
 
 2.4 
 
 60 
 
 3.6 
 
 R 6 AN IZA 
 
 Mechanism of Industry asto Type,Metho 
 Assignment and Discharge of Responsi 
 
 K 13 
 
 
 40 
 
 
 
 
 80 
 
 
 
 
 
 
 
 
 
 KI4 
 
 
 40 
 
 
 
 
 40 
 
 
 
 
 
 
 
 
 
 K\5 
 
 
 
 
 
 
 50 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 40 
 
 
 
 
 
 
 
 
 
 Kn 
 
 
 
 
 
 
 80 
 
 
 
 
 
 
 
 
 
 K 18 
 
 
 
 
 
 
 80 
 
 
 
 
 
 
 
 
 
 K 19 
 
 
 8C 
 
 
 
 
 80 
 
 
 
 
 
 
 
 
 
 K 20 
 
 
 S 
 
 
 
 
 
 
 
 
 
 
 
 
 
 - c- 
 
 4.0 
 
 60 
 
 44 
 
 .8 
 
 7.0 
 
 
 64 
 
 45 
 
 
 
 
 
 11.0 
 
 6.3 
 
 
 
 
 
 
 
 
 
 
 2.0 
 
 
 60 
 
 1.2 
 
 20 
 
 U 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 10.0 
 
 
 
 5.2 
 
 16.0 
 
 
 
 ; = 
 
 9.0 
 
 
 
 5.1 
 
 a 
 
 6 ; : 
 
 f| 
 
 * f* 
 
 
 3 
 
 ;c 
 
 20 
 
 0.6 
 
 
 
 
 
 
 
 
 
 3.0 
 
 0.6 
 
 TZ 
 
 2.0 
 
 40 
 
 40 
 
 08 
 
 10 
 
 40 
 
 40 
 
 .. 
 
 20 
 
 10 
 80 
 
 10 
 
 0.2 
 i.4 
 
 50 
 
 .4 
 
 -H- 
 
 IHNICAL 
 
 ng inter ingKnc 
 t,PlantandM< 
 
 5 
 6 
 
 ,.0 
 
 20 
 
 20 
 
 
 _J:... 
 
 
 40 
 
 : 
 
 
 
 
 
 -^- 
 
 0.6 
 
 T7 
 
 30 
 
 80 
 
 80 
 
 2.4 
 
 
 
 
 
 12.0 
 
 80 
 
 80 
 
 9.6, 
 
 15-0 
 
 12.0 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TE( 
 
 Available E 
 asto Produ 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 12.0 
 
 
 
 
 
 - 
 
 
 
 1.5 
 
 . ' 
 
 
 
 ,: . 
 
 b 35.0 
 
 f 2U 
 
 TIU2ATION 
 
 Technical Knowledge and Organization, 
 and Accounting Factors 
 
 1 
 
 2.8 
 
 80 
 
 80 
 
 
 
 
 
 
 
 
 
 
 2-8 
 
 
 ue 
 
 0-5 
 
 80 
 
 80 
 
 _ 
 4 
 
 
 
 
 
 25 
 
 80 
 
 80 
 
 20 
 
 3.0 
 
 
 JS 
 
 I.Z 
 
 50 
 
 50 
 
 .6 
 
 
 
 
 
 
 
 
 
 1.2, 
 
 
 U4 
 
 2.6 
 
 60 
 
 60 
 
 9 
 
 2.6 
 
 80 
 
 80 
 
 2.1 
 
 
 
 
 
 5.2. 
 
 
 us 
 
 0.6 
 
 60 
 
 60 
 
 (.4 
 
 0.6 
 
 80 
 
 80 
 
 0.5 
 
 
 
 
 
 I-Z 
 
 
 U6 
 
 0.1 
 
 40 
 
 40 
 
 i.3 
 
 : 
 
 80 
 
 80 
 
 1-0 
 
 
 
 
 
 1.9 
 
 
 U7 
 
 1.5 
 
 40 
 
 40 
 
 .6 
 
 
 
 
 
 
 
 
 
 1.5 
 
 
 U8 
 
 1.2, 
 
 50 
 
 50 
 
 ( .6 
 
 ' 
 
 80 
 
 80 
 
 08 
 
 
 
 
 
 i.i 
 
 
 19 
 
 Lt 
 
 80 
 
 80 
 
 .0 
 
 1.5 
 
 80 
 
 80 
 
 1-2. 
 
 
 
 
 
 
 
 UK) 
 
 
 
 
 
 2-0 
 
 60 
 
 60 
 
 1-2 
 
 
 
 
 
 2.0 
 
 
 L II 
 
 1.0 
 
 50 
 
 50 
 
 .5 
 
 
 
 
 
 2.5 
 
 80 
 
 80 
 
 2.0 
 
 3.5 
 
 
 uc 
 
 0.8 
 
 30 
 
 30 
 
 .1 
 
 
 
 
 
 
 
 
 
 0.8 
 
 
 UI3 
 
 0.5 
 
 40 
 
 40 
 
 I 
 
 
 
 
 
 
 
 
 
 0-5 
 
 0.2 
 
 UI4 
 
 
 30 
 
 
 
 
 
 
 
 
 
 
 
 
 
 UI5 
 
 0.5 
 
 80 
 
 55 
 
 03 
 
 
 
 
 
 
 
 
 
 0.5 
 
 03 
 
 UKb 
 
 
 -s- 
 
 
 
 
 60 
 
 
 
 
 
 
 
 
 
 UI8 
 
 0.5 
 
 
 70 
 
 ~04~ 
 
 : - 
 
 
 70 
 
 0.4 
 
 
 
 
 
 1.0 
 
 0.8 
 
 U 
 veness of 
 ion, Contro 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 I e 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 : c 
 
 
 
 9.3 
 
 -. .; 
 
 
 
 7.2 
 
 50 
 
 
 
 .: 
 
 c - 
 
 g - 
 
 GANO TOTAL 
 
 37* 
 
 
 
 I9.S 
 
 28.4 
 
 
 
 195 
 
 340 
 
 
 
 238 
 
 d 
 
 h|8
 
 
 
 
 
 
 
 f+. ^ 
 
 
 
 
 
 
 
 
 
 
 
 ^0-5 
 
 
 
 
 
 
 
 
 
 
 
 tfl O) = 
 
 
 
 
 
 
 
 
 1 
 
 
 
 s-l* 
 
 5iE 
 
 
 
 
 
 
 
 
 </J 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 < ^ 
 
 
 
 
 
 
 
 
 
 
 
 1' 
 
 1- 
 
 
 
 q- P 
 
 O Q 
 
 CDC 
 
 cog 5 
 
 
 
 .1118 
 
 ESfS 
 
 IP ="1 
 
 
 
 
 U p 
 
 E < 
 
 
 
 111 
 
 
 J 
 
 fjfl 
 
 ~T H^ilJ^I 
 
 
 
 
 t= M 
 
 V) ~ 
 
 
 
 
 
 
 'o -^"5 
 
 1 i-gce ^ i' 
 
 
 
 
 uJ Z 
 *& 
 
 
 
 (t.E.c 
 
 
 
 -g^-t-f 
 
 1 lls-l' 
 
 
 
 
 a: 
 
 
 
 
 
 
 3 5*^ E 
 
 1 ti-^tfr- tO"o| 
 
 
 
 
 O o 
 
 
 
 
 
 
 
 1 
 
 
 
 
 <c 
 
 
 
 
 
 
 
 
 
 
 
 -" 
 
 
 
 
 
 
 
 ( 1 
 
 
 
 
 
 
 
 I* 
 
 
 
 "8 
 
 II El 1 
 
 
 
 
 
 
 
 |1 
 
 
 
 
 D -^ i/5 
 
 g-i| 
 
 ^ M i 
 
 
 
 
 
 
 
 "3 
 
 or o 
 
 
 
 f-st 
 O c 
 
 l| 1 J 
 
 
 
 
 
 
 
 
 
 
 (J t 
 
 i L 
 
 UJ 
 
 
 
 
 
 
 
 
 
 
 i 
 
 ' 
 
 X. 
 
 J 
 
 z 
 
 UJ 01 
 
 
 
 i- 
 
 
 
 
 
 
 
 1? 
 *!'! 
 
 D^^ ^ 
 |p| 
 
 
 |o 
 
 
 
 z: u 
 
 UJ 
 
 
 
 
 
 
 III! 
 
 ij i|i j ilflilj 
 
 
 
 
 
 
 
 
 
 
 
 
 LL. ~~ 
 
 
 
 (j U 
 
 
 
 
 
 
 
 
 o^! 
 
 
 
 
 iZ 
 
 
 
 
 
 
 -g 
 
 1 c "*o 1 
 
 SOURCES 
 ITAL TRADE 
 
 
 
 INEF 
 M A N A 
 
 
 
 
 
 - 
 
 Lackofstanda 
 ization of equip- 
 ment, tools and 
 product 
 
 -i! 
 
 o 21 
 
 
 
 
 
 
 
 
 
 
 1 1 
 
 i , 
 
 < 
 
 T. 
 
 
 
 
 
 
 ? 
 
 
 
 ^fs>f 
 
 ififi 
 
 i 'iis 
 
 
 
 
 
 
 _ 
 
 o ^ 
 
 - r: i ? i n 
 
 
 II ill 
 
 1 ' -Sir- 2 
 
 1 ill d 
 
 
 
 
 
 
 
 Si o 
 
 1 1 c 3 |T5 
 
 
 O-o o"*" ^ 
 
 ! \f~ * if i 
 
 
 
 
 i- 
 
 
 
 II 
 
 tll'Ii! 
 
 
 Mill 
 
 III s 
 
 i 1 i*- 8 c * 
 
 
 
 
 n J: 
 
 
 
 
 
 
 
 i Hlfirf"! 
 
 
 
 
 ABILITY ( 
 EMPLOY 
 
 - 
 
 - 
 
 It 
 
 ~ o 
 
 j!|j|iijp 
 
 
 { 
 
 ,5>-| ^ 
 
 III 
 
 , c j 1 
 
 lfil| L S J 
 
 
 
 
 t- 
 
 co o: 
 
 Z 
 
 
 
 II 
 
 
 
 111 
 
 illMj 
 
 
 
 
 CD 
 
 
 
 
 
 
 
 
 
 
 
 ' 
 
 
 
 >"<*- 
 
 2- 
 
 |fl 
 
 
 
 
 
 
 
 
 
 
 11 ll 
 3 |K 
 
 "iftj 
 
 Ijs 1 
 
 
 
 
 
 
 
 
 
 
 u-.ESo- 
 
 IP- ^J 
 
 
 
 
 209
 
 CHAPTER IX 
 THE METAL TRADES INDUSTRY 
 
 BY FRED J. MILLER ASSISTED BY WILLIAM B. FERGUSON 
 
 Possible Increased Production. Study of the Metal Trades Industry 
 and comparison of the factors of waste, or causes of non-production in 
 various representative plants in that industry, lead to the conclusion 
 that, at a conservative estimate, the value of increased production 
 possible in the United States would be over half a billion dollars annually 
 even in normal times. 
 
 At the present time, due to the large unemployment of available men 
 and machinery, the waste is nearer to a billion dollars a year. This 
 estimate covers the value of labor only and does not include the value of 
 materials that would be utilized if the productivity of labor were 
 increased. 
 
 Views of Executives in the Industry. Before giving conclusions as 
 to the major causes of the above mentioned waste, we present the views 
 of some of the managing executives themselves in thirty-two of the plants 
 visited. Being asked their opinion as to the main cause of waste or 
 inefficiency their answers were as follows: 
 
 In eight plants the answer referred particularly to present business 
 conditions and was to the effect that " the most important cause is the 
 uneven volume of business or the fluctuation in the demand for the 
 product; lack of enough business to keep going at normal capacity." 
 
 In four plants the cause given concerned the railroad situation and 
 the functioning of the Railroad Adjustment Board. 
 
 In three plants the cause given was " lack of standardization of design 
 of products." 
 
 In two plants the cause given was " labor turnover and strikes," one 
 executive saying that these had been caused by wartime conditions. 
 
 In four plants the cause given was " lack of planning " the exact 
 words used being "lack of proper planning and routing"; "lack of 
 correct planning and material control"; "unscientific planning and 
 management ", and " lack of efficient planning and management 
 methods." 
 
 In six plants the cause given was "lack of co-operation between 
 management and labor." 
 
 210
 
 THE METAL TRADES INDUSTRY 211 
 
 Other causes given in various plants were as follows: " lack of inten- 
 sive study of methods "; " cost control systems needed "; " daily cost 
 reports needed"; "lack of scientific management applied to all phases 
 of the business " ; " inefficiency of labor and excessive overhead." 
 
 In other plants special causes in the machine tool business were given 
 as follows: 
 
 (1) " The failure of machine tool builders to supply what the public wants." 
 
 (2) " Most of the metal trades shops are very small and require personal handling 
 
 by the manager of such important problems as are handled by our system 
 of production control." 
 
 (3) " Insufficient capital to develop sales and to improve facilities." 
 
 (4) " Purchasing in small quantities, by the small plants, which places them at a 
 
 disadvantage as to favorable prices and as to transportation and handling 
 expense." 
 
 Present Unemployment. The major cause of waste or non-pro- 
 duction in the metal trades industry at the present time is the unem- 
 ployment of available labor and equipment, due to general business 
 conditions, which affect all other industries. The U. S. Department of 
 Labor, Bureau of Labor Statistics, reports on a survey of 1,423 firms in 
 the metal trades industry employing 1,643,253 men, that the decreases 
 in the number on the payroll from February, 1920 to February, 1921 
 were 24.2% in the iron and steel industry, 42.3% in the automobile 
 industry, and 16.6% in the car building and repairing industry. The 
 Employers' Association of Detroit reports on March 10, 1921 that 
 79 shops were employing 67,137 hands compared to 198,705 employed 
 on April 7, 1920. In Philadelphia, out of the 150,000 hands employed 
 in the metal trades in July 1920, about 30,000 were out of work on 
 March 1, 1921. 
 
 The present industrial conditions in the United States and abroad 
 affect the metal trades very seriously and the industry as a whole is 
 operating at only about 60% of normal output. Manufacturers can 
 undoubtedly hasten a return to normal conditions by producing goods 
 as economically as possible, thus being able to make selling prices low 
 enough to be attractive to buyers. 
 
 Extent of the Industry. There are nearly two million people engaged 
 in the establishments of the metal trades industry and it is easily seen by 
 a close study of all the elements involved that an enormous increase in 
 total production is possible. It is estimated that at present about 80% 
 of the responsibility for this waste, or non-production, rests with man- 
 agement; i.e., with the managers and executives in the plants. " Respon- 
 sibility " here means that the causes of this waste can be removed only 
 by management. 
 
 The estimated waste in the fifteen representative plants selected 
 by the Committee is shown graphically in the Chart, Figure 1,
 
 212 
 
 WASTE IN INDUSTRY 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 ,' 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 -.' 
 
 ; 
 
 ' 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 > 
 
 . 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 ; 
 
 
 
 
 
 
 
 ll 
 
 
 
 
 
 
 
 
 
 
 - 
 
 
 
 
 
 
 
 
 
 RODUCTIV 
 EFFORT_L 
 
 
 
 
 
 
 
 
 -- 1 
 
 s ! 
 
 y 
 
 y 
 
 1 
 
 ^ 
 
 ^ 
 
 -- 
 
 ; 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 2 
 
 
 , 
 
 
 
 
 
 LL 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 - 
 
 
 
 - 
 
 ; 
 
 - 
 
 - - 
 
 
 
 
 
 
 
 
 
 
 
 
 
 . 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 : 
 
 . 
 
 ^ 
 
 
 .' -
 
 THE METAL TRADES INDUSTRY 
 
 213 
 
 averaging 28% for them all and ranging from 6% waste for the best plant 
 to 56% for the worst. Figure 2 shows that the size of the plant, whether 
 large, medium or small, does not necessarily affect its efficiency, as 
 some large plants as well as some small ones have a large waste factor. 
 
 The metal trades constitute the largest manufacturing industry in 
 the United States, in the number of employees engaged and in the value 
 of products. The principal divisions of this industry are as follows: 
 
 (a) Metal products, such as plates, shapes, castings, piping and tubing. 
 
 (b) Machinery and machine tools. 
 
 (c) Automobiles, trucks and tractors. 
 
 (d) Engines, locomotives, cars and trucks; street cars and equipment. 
 
 (e) Machine shop and foundry products, covering a great diversity of products. 
 
 (f) Shipbuilding and ship repairs. 
 
 (g) Electrical products including motors, dynamos and electrical instruments. 
 (h) Firearms and ammunition. 
 
 tu 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 22,000 
 
 
 
 i 
 
 
 
 
 
 
 
 Per 
 
 Nun 
 
 .ent 
 bf c 
 
 Was 
 
 f ~>r 
 
 re 
 .-, 
 
 
 
 
 
 
 20 000 
 
 
 
 / 
 
 I 
 
 
 
 
 
 
 
 
 
 
 
 
 I 
 
 
 
 
 
 1 
 / 
 
 T 
 
 
 
 
 
 
 I 
 
 
 
 
 
 
 , 
 
 
 16,000 
 
 .10 
 
 r-r 
 
 
 / 
 
 1 
 
 t 
 
 
 j 
 
 \ 
 
 
 
 1 
 
 \ 
 
 \ 
 
 
 1 
 
 \ , 
 
 
 ! 
 
 
 g 1 
 
 14 000 "5. 
 
 |3S 
 
 
 
 I 
 1 
 
 
 
 \ 
 \ 
 
 
 
 I 
 1 
 
 \ 
 
 
 ! 
 
 \ 
 
 \ 
 
 
 } 
 
 
 IU 
 
 12 000 
 
 "nr 
 
 
 
 1 
 
 
 / 
 / 
 
 \ 
 
 
 
 I 
 
 \ 
 
 
 1 
 
 \ 
 
 / 
 
 1 
 
 
 10 000 u 
 
 * 
 
 
 
 1 
 
 
 I 
 
 
 \ 
 
 f 
 
 
 
 
 
 
 7 
 
 
 
 8 000 E 
 
 
 
 
 
 \ 
 
 / 
 
 
 s 
 
 
 
 
 / 
 
 
 /I 
 
 ^^ 
 
 
 
 ' ^ 
 
 
 
 
 
 \ 
 
 / 
 I' 
 
 
 
 
 
 
 
 / 
 
 
 
 
 
 4000 
 
 
 
 
 
 
 
 
 
 
 
 
 
 / 
 
 
 
 
 
 2000 
 
 
 
 
 
 
 
 
 
 
 ^ 
 
 
 
 
 
 
 
 
 
 
 
 
 ! 
 
 I 
 
 4 
 
 ! 
 
 
 s ' 
 
 1 
 
 J - 
 
 \ 
 
 
 \ 3 
 
 
 
 i 
 
 
 
 Plant Number 
 
 FIG. 2. 
 
 Location. The industry is pretty much concentrated east of the 
 Mississippi River, in the New England States, the Middle Atlantic 
 States and in the Middle West. Pennsylvania and Ohio lead in the 
 industry; then follow New York, Illinois, Massachusetts, Connecticut 
 and New Jersey. 
 
 The metal making branch of the industry is not included in this 
 survey, that is the branch which produces what are usually known as 
 " raw materials " plates, shapes, wire, piping, etc. The largest num- 
 ber of plants or shops are machine shops and foundries, of which there 
 were nearly 17,000 in 1914. The average size of these shops is rather 
 small, with considerably less than 100 employees as the average 
 number.
 
 214 WASTE IN INDUSTRY 
 
 Fifteen Plants Studied. A comprehensive study and survey has 
 been made of fifteen representative plants, of various sizes and types, 
 distributed through the states which lead in the industry. In addition 
 to these detailed surveys or assays, a number of other plants were studied, 
 and general information obtained through the co-operation of various 
 metal trades associations. Altogether the investigation has been made 
 as thorough and impartial as possible within the time available, with a 
 view to obtaining at first hand the real facts upon which to base con- 
 structive recommendations or suggestions for improvement. 
 
 Major Causes of Waste in Normal Times. The major causes of waste 
 or non-production, applicable to normal times as well as to the present 
 abnormal times, may be classified for convenience as follows: 
 
 A. Instability of labor employment, including both fluctuations in the number 
 
 of employees in individual plants or shops, and the high labor turnover. 
 Strikes and lockouts come under this heading. 
 
 B. Inefficient management, which includes: 
 
 (1) Lack of foresight and planning, scheduling and routing materials effect- 
 ively. 
 
 (2) Lack or proper standards of performance, by which to gage the ability 
 of the workers. 
 
 (3) Lack of standardization of equipment, tools and product. 
 
 (4) Inadequate transportation and material handling facilities. 
 
 (5) Inadequate cost control methods. 
 
 (6) Lack of proper incentive systems, based upon fair standards and confi- 
 dence between employers and employed. 
 
 C. Labor organization rules or customs, such as restricting individual output 
 
 or making it impossible for management to instal proper incentive systems, 
 due either to lack of mutual confidence or a misunderstanding of the 
 mutual benefits from increased production. 
 
 D. Waste of materials, from various reasons, such as lack of a well-organized 
 
 inspection system; lack of careful training and instruction of workers; 
 lack of care and interest in the work. 
 
 E. Lack of thorough research work or staff study, including the study of 
 
 materials, processes and methods, equipment, and production. 
 
 Instability of Labor Employment. Most of the plants surveyed give 
 very little thought to the instability of labor employment. When 
 studies are made in a plant of the fluctuations in the number of employees, 
 the management is usually surprised to find how unstable the working 
 force really is. Four charts (Figures 3, 4 and 5) are shown for four 
 plants taken at random, showing the wide range in the numbers employed 
 during the past two or three years. These fluctuations were not due to 
 seasonal employment, but largely due to lack of planning ahead and 
 scheduling for continuous employment on the contracts in hand. 
 
 A study by the management of causes for fluctuations in the working 
 forces for the past four years has led to an investigation of the causes
 
 THE METAL TRADES INDUSTRY 
 
 215 
 
 03 I- > Ifl 
 
 S3sno|dLU3 jo a 
 
 
 
 
 ^^ < 
 
 
 
 
 
 
 
 > 
 
 
 
 
 i 
 
 id 
 
 
 
 
 
 
 fT 
 
 
 100 ^ 
 xnnr *** 
 
 
 
 ^ 
 
 r? 
 
 
 
 
 
 ^ 
 
 
 
 
 
 ^ 
 
 ^> 
 
 'i- 
 
 
 
 
 
 j 
 
 
 
 
 
 
 
 V 
 
 s 
 
 
 
 
 
 \ 
 
 
 
 
 
 
 ' 
 
 s^ 
 
 
 
 
 
 
 s^ 
 
 
 
 
 3 
 
 
 ^ 
 
 
 
 
 
 
 
 
 I 
 
 
 
 * 
 
 
 ^l 
 
 5 
 
 
 
 
 t^ 
 
 
 \ 
 
 v ^ 
 
 
 
 ; 
 
 f 
 
 > 
 
 
 
 
 | 
 
 
 
 Nvr ^ g 
 
 
 
 
 h 
 J 
 
 '> 
 
 
 
 
 1 
 
 
 \ 
 
 100 oo 
 
 
 
 \ 
 
 
 
 
 
 
 
 
 \ 
 
 
 
 
 
 T-... i 
 
 (' 
 
 
 
 
 
 
 \ 
 
 
 1 f 
 
 > ( 
 > < 
 > e 
 
 \ i 
 
 1 I 
 
 > c 
 
 ) C 
 
 
 
 5 C 
 
 > C 
 > U 
 
 i ! 
 
 1 i 
 
 1 
 
 ) C 
 
 > c 
 
 J 
 
 ) C 
 
 > 
 
 > 
 
 2-
 
 216 WASTE IN INDUSTRY 
 
 for the high labor turnover, and steps are being taken to bring about 
 a better understanding between labor and management. In studying 
 this plant, it was found that relations with labor were practically all 
 handled directly by the foremen, who also set the piece-rates on " judg- 
 ment," without careful study and observation. Moreover, the planning 
 and routing was not effectively done. This entailed extra burdens on 
 the foremen, and did not give them sufficient time to direct and 
 observe their men. 
 
 In many other respects this plant is excellent and the quality of out- 
 put is second to none. 
 
 Several other plants included in these studies have methods similar 
 to the above, and with few exceptions lack an adequate cost system tied 
 in with the production records and with the general works. 
 
 Internal Relations. The proper relationship between management 
 and labor, such as exists in the most productive plants investigated, is 
 more than ever a controlling factor. The plants with the highest labor 
 turnover (which reflects discontent) are in general the most wasteful of 
 human effort; hence secure the smallest production per man-hour. It 
 is further found that generally the best relationship exists and the best 
 understanding and least friction prevail in plants where the most thorough 
 and scientific study of organization methods and standards has been 
 made by the management in co-operation with the workers. The care- 
 ful planning of work, the providing and the moving of materials by means 
 of effective and organized methods of material control; comparison of 
 output of departments and of individuals with fair standards of per- 
 formance, fairly and scientifically determined; these are the practices of 
 those concerns which have been most free from labor unrest, and where 
 greatest mutual confidence and co-operation exist between employer 
 and employed. 
 
 The provision by the management of proper facilities and convenience 
 for developing the latent productivity of the workers and the provision 
 of fair incentives for those who " make good " play a large part in 
 elimininating waste in the best establishments. 
 
 Study of Labor Turnover Needed. It is shown by experience of the 
 plants visited as well as by general experience that considerable improve- 
 ment can be brought about by means of modern employment methods, 
 which provide, among other features, for a close study of " why men 
 quit." Only a few of the plants studied had effective employment 
 methods and only three kept a record and made an analysis of the true 
 reasons for men quitting. Men are usually " fired " or quit work without 
 anyone knowing why except their foreman, and often a foreman does not 
 know the real reason why a man quits and no steps are taken to correct 
 the conditions that bring about so many expensive separations.
 
 THE METAL TRADES INDUSTRY 217 
 
 Cost of Labor Turnover. In order to visualize the cost of the labor 
 turnover in the metal trades industry, let us take some conservative 
 figures and estimate the " waste " in production in the industry due to 
 this source. The average labor turnover for the year 1920, for the plants 
 covered by these studies (wherever records were kept, which was the case 
 in less than half of the plants), was 160%, the percentage given in most 
 cases being the ratio between the number of " separations " and the average 
 number on the payroll. The highest turnover was 366%. An estimate 
 by the Metal Manufacturers' Association of Philadelphia for the whole 
 industry is that " it would average between 150 and 170%, for 1920. In 
 the earlier months of the year, when the demand for labor was very great 
 and the supply inadequate, in some shops it ran as high as 300%, on an 
 annual basis. This turnover was computed as the ratio between total 
 separations and total average daily working force." 
 
 There is a practical " minimum " to the labor turnover in a shop or 
 factory which we cannot expect to excel except in special cases, there 
 are " separations " that are unavoidable, due to deaths, marriages, 
 etc., for which 60% may be allowed, which still leaves an avoidable 
 or preventable turnover of say 100% annually in the metal trades 
 industry. This of course can be done only with a most thorough under- 
 standing and co-operation of all concerned: management, labor and the 
 public. 
 
 In this industry, then, with its two million employees, with the 
 average plant virtually renewing its entire working force, or filling each 
 position, one-and-a-half times a year, we have two million unnecessary 
 " separations," the equivalent of two million workers annually separated 
 and re-hired elsewhere, and at what cost? Expert estimates of the cost 
 of labor turnover vary from $50 to $250 per employee hired, trained and 
 separated. An average figure of only $50 each applied to two million 
 employees " turned over," means an average " waste " of one hundred 
 million dollars due to avoidable labor turnover in this one industry. 
 
 Co-operation Needed. Considerable has been done, and more can 
 be done, to reduce the high labor turnover by co-operation between the 
 various plants of the industry, through their trade associations. During 
 the war the Government attempted to stabilize labor employment and 
 discourage men going from plant to plant in search of the highest wage 
 paid for their kind of work, by stabilizing or standardizing the basic 
 wages and rates. But due partly to the lack of thoroughness of the studies 
 made under the conditions prevailing, and due partly to the lack of 
 uniformity of interpretation and application of the general rules made 
 by the Government agencies, the plan was never wholly successful. 
 
 Strikes and Lockouts not a Major Factor. Instability of labor employ- 
 ment resulting from strikes and lockouts has not been as serious in the
 
 218 WASTE IN INDUSTRY 
 
 metal trades industry as in some other industries, with the exception 
 of the shipbuilding branch of this industry. The demand for labor in 
 this branch increased tremendously during the war far exceeding the 
 supply, and in the space of two years the number of employees engaged 
 jumped from 100,000 to 400,000. Wages were greatly increased as a 
 natural consequence and questions of wages and piece-rates have been 
 a prolific source of dispute. 
 
 The following record of strikes obtained from the Atlantic Coast 
 Shipbuilders' Association gives an idea of the lost time and " waste " in 
 nine shipyards between October 1, 1919 (when an agreement was signed 
 up between some of the shipyards and the labor representatives) and 
 January 1, 1921, a 15-months' period: 
 
 40 strikes affecting 21 different trades; total number of men out 10,538; number 
 of hours lost 546,079; earnings lost by the workmen $408,902. 
 
 In the machine tool business in Ohio, there was a general machinist 
 strike in the summer of 1920, which affected a number of plants very 
 seriously. In the Philadelphia district, the metal trades have been 
 fairly free from serious strikes (except in shipbuilding) and in the member- 
 ship of the Metal Manufacturers' Association, in 1920, there were only 
 three strikes, two in small foundries and one in a brass shop. 
 
 Management Handling of Labor. An open interchange of ideas 
 and business results by managements both in the particular industry and 
 in other industries, should lead to a higher level of methods, service and 
 general business ethics. If carried on through definite channels such 
 interchange might easily result in a combined study of the possibilities 
 of the future and the avoidance, in the years to come, of such conditions 
 as we are now facing. It is evident that management of labor must be 
 elevated to a higher plane. Because labor is the major factor in most 
 if not all industries, it should be led by recognized intelligence rather 
 than by radical agitators on the one hand or by stupid reactionaries on 
 the other. Remarkable and very favorable results have been secured 
 in labor relations and in improvement of efficiency simply by establishing 
 frank and open conference and free interchange of opinions, usually in 
 genuine open shops (shops in which no prejudice or discrimination is 
 allowed to exist either for or against men who do or do not belong to 
 labor organizations) and sometimes by collective bargaining and dealing 
 with a shop committee to which is delegated all responsibility for keeping 
 the men to agreements fairly made between management and employees. 
 
 Examples of Waste Elimination. Figure 5 previously referred to 
 shows the increase in output per employee from 571 units a month in 1918 
 to 1,325 units a month in 1920, due to the plant's running nearer capacity 
 and due to improved management. This is an example of increasing 
 production per employee over 132%. If production of 1,325 is con-
 
 THE METAL TRADES INDUSTRY 219 
 
 sidered " standard " or excellent, the previous production of 571 was only 
 43% efficient, or a " waste " of 57%. Numerous other examples of this 
 nature might be given. One of the plants studied had been specializing 
 for many years in a product and the management had believed the 
 operation of the plant to be very efficient. The plant was modern and 
 up-to-date in appearance, had a good labor market, and a year ago they 
 were very well satisfied that they were getting out the maximum pro- 
 duction, which was 20,000 units a week with 1,175 employees, or 18.7 
 units per employee. The president of the company engaged an industrial 
 engineer as an assistant to the general manager, and his duties were 
 purely staff duties, research work and study of the operations of the 
 plant. The general manager and the superintendents adopted some 
 of this engineer's suggestions one after another; the planning of work 
 was improved, the routing of work was simplified and a few machines 
 re-located; there were some improvements made in processes; a better 
 and more careful inspection system for work in process was established 
 under a separate department; the piece-work system was extended, etc. 
 A year later, at the time the survey was made, the production had 
 increased from 22.000 to 34,000, and the number of employees had been 
 reduced from 1,175 to 800. The output per man weekly had increased 
 from 18.7 units to 42.5 units, or an improvement of 121%. No addi- 
 tional equipment had been added. This engineer believes that with the 
 present force production can be increased 50% more. 
 
 Some Standardization Possible. Most of the metal products are 
 manufactured " on order " the result of the " sell-and-make " policy, 
 which is one of the causes for the " ups-and-downs " in business. More- 
 over, many of these orders are more or less special in their character, 
 i.e., departures from what may be considered a standard product are 
 dictated by the buyer. Whatever may be done in the way of standardi- 
 zation of products would enable manufacturers in many cases to feel 
 justified in manufacturing for stock, and thus not only would production 
 be more steadily maintained but goods would be produced at materially 
 lower costs; costs would be lower because of the greatly reduced invest- 
 ment required in buildings and equipment and in raw and finished stock 
 carried in inventories for a given volume of business. 
 
 Reduction of Variety of Equipment. The great variety of designs 
 called for by those who buy street cars, locomotives, trucks and other 
 transportation equipment, is well known to be capable of beneficial 
 limitation if manufacturers and users could, through some agency, get 
 together and by scientific study of the problems, not only from a utility 
 or service standpoint, but from a manufacturing standpoint as well, 
 reduce as much as possible the enormous number of varieties, styles, 
 and types now required to be built. Many of these varieties are largely
 
 220 WASTE IN INDUSTRY 
 
 a matter of personal opinion or judgment of the buyers who have not 
 had the opportunity to study the subject in all its phases-. A great deal 
 can be done toward standardizing the designs of these products and thus 
 promoting the best interests of all concerned. 
 
 Inefficiency of Management Hitherto Overlooked. Taylor, Gantt, 
 and others repeatedly declared that the greater part of the failures of 
 industrial establishments to attain high efficiency is caused by failures 
 in management. This has not been generally believed and it so happens 
 that things pertaining to the workman and his contribution to industry 
 have, until recently at least, received most attention in the technical 
 and news press. As a matter of fact it is often somewhat difficult to 
 decide with certainty whether failure to attain a reasonable degree of 
 efficiency is due to shortcomings of the workers or to those of management. 
 
 When an establishment is low in efficiency it is usually true that the 
 workers by taking greater interest in their work, or by simply working 
 harder, can bring about some improvement. But on the other hand it is 
 generally conceded that one of the problems of management is to stimulate 
 and maintain the interest and co-operation of workers. When this has 
 been done, as in many cases it has been either by a change in personnel 
 of the management or by a change of attitude and practice without change 
 of personnel, what had appeared to have been entirely the fault of 
 the workers was seen to have been remediable by the management and 
 therefore to have been management's responsibility. 
 
 Human Nature in Management. Regardless of the industry or of the 
 method by which it is conducted, human nature is always to be dealt 
 with and must be taken into account if the highest success is to be 
 attained. Systems of management may help very much if they are 
 fundamentally right and do not create more trouble than they cure, but 
 underlying any system there must be the recognition of the fact that the 
 actual work is done by human beings and that to disregard human nature 
 or to strive against it is as much a hindrance to high efficiency as to strive 
 against or disregard any well-established physical law. 
 
 Adequate Cost Control Methods Needed. In all cases it was found 
 that an adequate cost system was needed. In controlling production 
 through the plant and in judging fairly and accurately when and where 
 progress and improvement are being made, it was found that a modern 
 cost system is a most effective means in some of the plants. The lack of 
 a good cost control system in other plants (in fact the majority of plants 
 lack such a system) is necessarily a source of much waste. This lack 
 prevents accurate and prompt correction of defects because the defects 
 remain hidden and unobserved . A modern good cost system enables costs to 
 be known quickly, from day to day during the progress of a job if desired, 
 and is thus made useful in enabling executives to control and reduce them.
 
 THE METAL TRADES INDUSTRY 221 
 
 The One-Man Shop. A small work shop may be very efficiently 
 conducted if it happens that the owner of it " runs it " and if he is naturally 
 a good manager or executive. Such a man personally knows all his 
 employees, spends most of his time with them, teaching, leading and 
 helping them in all their work. He may easily know the capacities and 
 limitations peculiar to each employee. His treatment of them will be 
 such as to reduce " labor turnover " to a negligible quantity and the 
 number of new men employed will be so small that he can, with compara- 
 tive ease, get good men when he wants them; all his contented and loyal 
 employees become his agents in securing additional help when wanted. 
 The movement of materials from place to place as needed and the planning 
 of operations in proper sequence are easily accomplished by such a man 
 under such conditions. 
 
 The Large-Scale Organization. Beyond a certain magnitude one- 
 man management obviously becomes impossible, and management 
 functions must be delegated to others who must be carefully selected and 
 trained and whose activities must be thoroughly co-ordinated and 
 harmonized. It is the task of the modern industrial leader to delegate 
 the management functions and the problems of human nature, to which 
 many of our industrial difficulties are traceable, to subordinate execu- 
 tives, and to supply them with the means for solving these problems 
 Failure to make such provision must be considered as incompetent 
 management. There is probably a direct connection between the increase 
 in size of industrial plants, and the statement made by " Bradstreet " 
 to the effect that, while " incompetence " had always bulked large as a 
 cause of business failures, by 1912 it had grown to be the chief cause and 
 by 1919, 38.2% of all failures were caused by it. During this period 
 plants were rapidly increasing in size because of the growth of the country 
 and a higher standard of management was at the same time being required. 
 
 Variation from Standard. It is found that the average metal working 
 plant is 25% to 30% behind the best plant in output per employee, 
 which situation can be greatly improved by a proper understanding 
 between management, labor and the public, and by all co-operating to 
 the same end. 
 
 The assay of this industry had for its object to find out : 
 
 1. How nearly the methods in use in typical establishments attain to the stand 
 ards of the best plants in the industry; 
 
 2. So far as possible the reasons for failure to attain to them; 
 
 3. To whom the responsibility for such failure belongs; and to evaluate that 
 responsibility; 
 
 4. What may be done to bring about possible improvement. 
 
 It is the difficulty of attaining to, or of even approximating the stand- 
 ards of the best plants in the industry without an adequate organization
 
 222 WASTE IN INDUSTRY 
 
 and the best of methods of administration that gives rise to the belief, 
 quite commonly held, that an establishment can become so large as to be 
 " unwieldy " and " unmanageable," whereas those who know the virtues 
 of thorough orgnaization and of proper distribution of authority and 
 control, place no limitation upon the magnitude of a really well-managed 
 and efficient establishment. But the large establishment must disregard 
 the bugbear of " non-productive labor " and must see to it that each 
 executive, major or minor, must have only as much to attend to as he can 
 attend to thoroughly. 
 
 The system of records and reports must be considered only as neces- 
 sary accessories to the process of production. It must supply to every 
 responsible executive, accurately and promptly, the information he needs 
 to have in order to discharge his responsibilities. No blanks should be 
 used or reports made except such as have a demonstrated value and use- 
 fulness. Among them should be by all means, however, records of each 
 employee, showing his attainments with respect to an established and fair 
 standard, known to both management and worker. Wage adjustments, 
 questions of preferment in employment, promotion, etc., should be 
 determined or at least largely influenced by such records. No action in 
 such matters should be taken by any foreman or other executive on mere 
 whim or impulse. When a man is sure that his standing will be fixed 
 and maintained by such a daily record of achievement he will do his best 
 to have that record as good as possible. 
 
 Successful Plants Have Management Systems. So called " systems " 
 of management have been declared to be failures in certain establishments 
 and, as is usually the case with any new thing, these alleged failures are 
 more talked of than the successes. It is clear that many proprietors and 
 workmen are depriving themselves of what would be of the greatest 
 benefit to them, because of prejudice and because the real reasons for 
 the alleged failures are not and can not be made generally known. But 
 the fact is that- there are many establishments in which single features 
 borrowed (unwittingly) from these systems are being used with good 
 effect and where the entire co-ordinated system would give correspond- 
 ingly larger results. Other establishments are using good systems entirely, 
 and among the establishments studied by the Committee are some of 
 these in which the best all round results are being secured, the proprietors 
 of which would not think of such a thing as going back to the older 
 and more primitive practice. 
 
 It will take time to bring the entire industry up to the higher level. 
 During that time some establishments will probably be eliminated by the 
 competition of the more advanced, but in this direction lies the only 
 hope of eliminating industrial wastes. 
 
 WILLIAM B. FERGUSON. 
 FRED J. MILLER.
 
 THE METAL TRADES INDUSTRY 
 
 223 
 
 FIELD REPORT EVALUATION 
 
 OF 
 
 THE FEDERATED AMERICAN ENGINEERING SOCIETIES 
 
 INDUSTRYWefa/rrarfes PLANT NO./ EST. BY H.J.5. DATE 4/l/ZI 
 
 > + (D + - Excellent =0/oWos e poor=60/oWaste a + b -K: -d = \00to 
 
 CAUSES 
 
 Guide 
 
 RESPONSI Bl LITIE 
 
 S ' 
 
 TOTAL WASTE 
 
 for 
 
 
 LABOR 
 
 
 
 Waste 
 
 Field 
 nvesti- 
 
 ss,gned 
 Points 
 
 Est./o 
 Waste 
 
 Points 
 Waste 
 
 wIS? 
 
 Waste 
 
 Points 
 Waste 
 
 ssiqned 
 Points 
 
 Est,/o 
 Wastq 
 
 Points 
 Waste 
 
 togned 
 Points 
 
 
 1 
 
 Z 
 
 3 
 
 4 
 
 5 
 
 6 
 
 
 "K j 
 
 9 
 
 IO 
 
 II 
 
 12 
 
 13 
 
 14 
 
 _r 
 
 Kl 
 
 1.0 
 
 
 80 
 
 0. 
 
 
 
 
 
 
 
 
 
 1.0 
 
 0.8 
 
 c 
 
 K2 
 
 20 
 
 
 40 
 
 0. 
 
 
 
 
 
 
 
 
 
 2.0 
 
 0-8 
 
 
 K3 
 
 1.0 
 
 
 80 
 
 0. 
 
 
 
 
 
 
 
 
 
 1.0 
 
 (.8 
 
 1 0. 
 
 K4- 
 
 .0 
 
 
 80 
 
 
 
 
 
 
 
 
 
 
 
 1.0 
 
 0.8 
 
 If 
 
 KS 
 
 2.0 
 
 
 60 
 
 1. 
 
 
 
 
 
 
 
 
 
 2.0 
 
 .2 
 
 
 
 KG 
 
 .0 
 
 
 80 
 
 1 
 
 
 
 
 
 
 
 
 
 1.0 
 
 0. 
 
 
 K7 
 
 0.5 
 
 
 60 
 
 
 
 0-5 
 
 GO 
 
 
 0.3 
 
 
 
 
 
 1.0 
 
 0., 
 
 |1 
 
 K8 
 
 .0 
 
 
 60 
 
 
 
 
 
 
 
 
 
 
 
 1.0 
 
 0. 
 
 g- | 
 
 K10 
 
 ~iT~ 
 
 
 
 
 Ts~ 
 
 
 
 
 
 
 
 
 
 
 
 2.0 
 
 
 ^ 31 
 
 
 0.5 
 
 
 80 
 
 0-4 
 
 0.5 
 
 60 
 
 
 0. 
 
 
 
 
 
 1.0 
 
 0. 
 
 1- 3 ~ 
 
 KK 
 
 3.0 
 
 
 60 
 
 1.8 
 
 1-0 
 
 60 
 
 
 0. 
 
 
 
 
 
 4.0 
 
 2-' 
 
 < i '* 
 
 KB 
 
 1.0 
 
 
 20 
 
 07 
 
 0.5 
 
 20 
 
 
 0. 
 
 0.5 
 
 20 
 
 
 1 
 
 2.0 
 
 0.4 
 
 * 
 
 KI5 
 
 
 
 
 
 
 
 
 
 
 
 _tp_ 
 
 
 _OJ_ 
 
 
 
 
 z -ril 
 
 16 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 "* - "S 
 
 8 
 
 \~ 
 
 
 20 
 
 0.2 
 
 r > 
 
 20 
 
 
 0. 
 
 0.5 
 
 20 
 
 
 O.I 
 
 2.0 
 
 0.4 
 
 <^ 
 
 19 
 
 0.5 
 
 
 80 i 
 
 0.4 
 
 0.5 
 
 80 
 
 
 0. 
 
 
 
 
 
 1.0 
 
 0.8 
 
 ofl 
 
 ZO 
 
 0.5 
 
 
 40 
 
 0.2 
 
 0.25 
 
 40 
 
 
 0. 
 
 0.25 
 
 40 
 
 
 O.I 
 
 1.0 
 
 0.4 
 
 f 1 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 w- o 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 c "c 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 I 1 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 g, 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 S 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 2 5 
 
 
 
 1 .45 
 
 5.75 
 
 
 
 2.75 
 
 2.75 
 
 
 
 1.05 
 
 a|30.0 
 
 e s.z 
 
 
 Tl 
 
 0.5 
 
 
 80 
 
 0.* 
 
 
 
 
 
 0.5 
 
 80 
 
 
 0.4 
 
 1.0 
 
 0.8 
 
 01 75 
 
 n 
 
 20 
 
 
 40 
 
 C . i 
 
 
 
 
 
 
 
 
 
 2.0 
 
 0.8 
 
 fe 
 
 T3 
 
 2.0 
 
 
 20 
 
 0. 
 
 
 
 
 
 
 
 
 
 2U 
 
 0.4 
 
 -Jjl 
 
 T5 
 
 2.0 
 
 
 20 
 
 0. 
 
 
 
 
 
 
 
 
 
 2.0 
 
 0.4 
 
 Sfj 
 
 T6 
 
 0.5 
 
 
 80 
 
 0.4 
 
 
 
 
 
 0.5 
 
 80 
 
 
 0.4 
 
 1.0 
 
 0.8 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 O-i Q- 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 ^ i5 "o 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 -g 8 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 6 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 3 S 
 
 TOTAL 
 
 1 .0 
 
 
 
 4. 
 
 
 
 
 
 4.0 
 
 
 
 2.4 
 
 b|l5.0 
 
 f 7.2 
 
 
 1 I 
 
 
 
 
 60 
 
 
 
 
 
 
 
 
 
 
 2.0 
 
 l.t 
 
 c 
 
 U2 
 
 .0 
 
 
 20 
 
 
 
 
 
 
 
 
 
 
 7.0 
 
 0.4 
 
 1 
 
 a 
 
 o| 
 
 ~U4 
 
 .0 
 
 
 C 
 
 
 
 
 
 
 
 
 
 
 5.0 
 
 .0 
 
 US 
 
 .0 
 
 
 40 
 
 
 
 
 
 
 
 
 
 
 2.0 
 
 .8 
 
 U6 
 
 .0 
 
 
 GO 
 
 
 
 
 
 
 
 
 
 
 2.0 
 
 .2 
 
 7 
 
 .0 
 
 
 20 
 
 
 
 
 
 
 
 
 
 
 4.0 
 
 .8 
 
 9 
 
 .0 
 
 
 80 
 
 
 
 
 
 
 
 
 
 
 1.0 
 
 .8 
 
 9 
 
 
 
 
 (0 
 
 
 
 
 
 
 
 
 
 
 
 
 1 10 
 
 .0 
 
 
 20 
 
 
 1.0 
 
 20 
 
 
 0-Z. 
 
 
 
 
 
 2.0 
 
 ,4 
 
 II 
 
 
 
 
 20 
 
 
 
 
 
 
 
 
 
 
 4.0 
 
 0-8 
 
 N| 
 
 U 2 
 
 >.o 
 
 
 20 
 
 
 
 
 
 
 
 
 
 
 fc.O 
 
 
 3 
 
 ' 
 
 
 GO 
 
 
 
 
 
 
 
 
 
 
 40 
 
 2.4 
 
 4- 
 
 .0 
 
 
 40 
 
 
 z.o 
 
 " 4 
 
 
 0.8 
 
 
 
 
 
 60 
 
 2.4 
 
 5 
 
 .0 
 
 
 
 
 
 
 
 
 1.0 
 
 
 
 
 2.0 
 
 
 U T 1 L 
 
 Effectiveness of Techn 
 Direction Control and 
 
 7 
 
 -^J- 
 
 
 
 
 
 
 
 
 
 _02_ 
 
 10 
 
 
 
 
 3.0 
 
 _M>_ 
 
 UI8 
 
 \ 5 
 
 
 20 
 
 0.3 
 
 
 
 
 
 0.5 
 
 20 
 
 
 O.I 
 
 2.0 
 
 0.4 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 47.5 
 
 
 
 7.5 
 
 4.0 
 
 
 
 1.2 
 
 35 
 
 
 
 0.3 
 
 C 55 
 
 9 190 
 
 GRAND TOTAL 
 
 80.0 
 
 
 
 33.7 
 
 9.75 
 
 
 
 3.95 
 
 10.25 
 
 
 
 3.75 
 
 d 100.0 
 
 h 4 .4
 
 224 
 
 WASTE IN INDUSTRY 
 
 FIELD REPORT EVALUATION 
 
 AMERICAN EN6INEERIN6 COUNC L 
 OF 
 
 INDUSTRY Metal Trades PLANT NO. 2 EST. BY DATE 4/e/*, . 
 
 > 0+ + * Excellent J)loW<iste p 00 r =60<y Waste a + b +C -<J = I00)o 
 
 S + (D . = ?oir d 3* : Bad - 80 ' " e + f + g - h - 1 Waste 
 
 CAUSES 
 
 Quest,ons 
 for 
 field 
 
 Investi- 
 
 RESPON SI B 1 LI TIE S 
 
 TOTALWASTE 
 
 
 
 OUTSIDE CONTACTS 
 
 
 Points 
 
 Points 
 
 Est 
 Wo 
 
 /o 
 
 te 
 
 Points 
 Waste 
 
 Assigned 
 
 Est. 
 
 /0 
 
 Points 
 
 WfM 
 
 
 
 /o 
 
 Points 
 
 BSigned 
 
 ORGANIZATION 
 
 lanism of Industry astoType, Methods(PaperWorK)and Personnel, 
 ignment and Discharge of Responsibility and Relationship 
 
 K2 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 K3 
 
 r 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 K* 
 
 4 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 1 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 K6 
 
 3 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 2 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 K8 
 
 I 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 K9 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 K 10 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 K II 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 is 
 
 * 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 KI3 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 KI4 
 
 1 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 KIS 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 KI7 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 KIB 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 KI9 
 
 3 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 K20 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 KZI 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 a S 
 
 z * 
 
 TOTAL 
 
 10 
 
 
 
 
 
 
 
 
 
 
 
 
 3 
 
 e|o 
 
 TECHNICAL 
 
 Available Engineering Knowledge 
 os to Product, Plant and Materials 
 
 T| 
 
 
 
 20 
 
 1.0 
 
 
 
 
 
 
 
 
 
 
 1.0 
 
 TZ 
 
 
 
 
 
 1.0 
 
 
 
 
 
 
 
 
 
 
 I.Q 
 
 T3 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 T4 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TS 
 
 
 
 JO 
 
 
 
 
 
 
 
 
 
 
 
 
 T6 
 
 z 
 
 
 -K 
 
 0.40 
 
 
 
 
 
 
 
 
 
 
 0.4 
 
 T7 
 
 B 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 Z 
 
 
 
 5.40 
 
 
 
 
 
 
 
 
 
 3 
 
 P 2.4 
 
 E ATI OH 
 
 Knowledge ond Organization 
 ounting Factors 
 
 01 
 
 
 
 20 
 
 0.4 
 
 
 
 
 
 
 
 
 
 
 0.4 
 
 Ul 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 UJ 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 US 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 U6 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 U7 
 
 
 
 
 2.0 
 
 
 
 
 
 
 
 
 
 
 2.0 
 
 U8 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 in 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 UK) 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 Ull 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 yjz 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 uu 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 U14 
 
 
 
 
 1.2 
 
 
 
 
 
 
 
 
 
 
 .2 
 
 IU T 1 L 1 
 
 Effectiveness of Techmca 
 Direction, Control and Ace 
 
 UIS 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 UI6 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 un 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 UI8 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 43 
 
 
 
 3.6 
 
 
 
 
 
 
 
 
 
 
 gn 
 
 
 100 
 
 
 
 6.0 
 
 
 
 
 
 
 
 
 
 
 h|,o
 
 THE METAL TRADES INDUSTRY 
 
 225 
 
 FIELD RE PORT EVALUATION 
 
 AMERICAN ENGINEERING COUNCIL 
 OF 
 THE FEDERATED AMERICAN ENGINEERING SOCIETIES 
 
 INDUSTRY MeialTrades PLANT NO. 3 EST. ZYW.B.F, DATE3//7/2/ 
 
 >- t t (D - Excellent -0%Waste Poor -60f Waste a + b + c -d = IOOlo 
 * + t=Fa d SI:;' Bad-80| 0) , etf+g-h-'loWaste 
 
 5 
 
 
 
 < 
 
 
 RESPONSI8ILITIE 
 
 S 
 
 TOTALWASTE 
 
 for 
 
 
 LABOR 
 
 
 
 'oints 
 Waste 
 
 Field 
 nvesti- 
 
 Assigned 
 Points 
 
 Est.|o 
 Waste 
 
 Points 
 Waste 
 
 Assigned 
 Points 
 
 Estlo 
 Waste 
 
 Points 
 Waste 
 
 Assigned 
 Pomts 
 
 bt.lo 
 
 Waste 
 
 Points 
 Waste 
 
 SSigned 
 Points 
 
 gator 
 
 1 
 
 2 
 
 3 
 
 4 
 
 
 
 
 
 9 
 
 
 
 
 
 
 - 
 
 Ki 
 
 20 
 
 
 10 
 
 0.4 
 
 
 
 
 
 
 
 
 
 2.0 
 
 
 c 
 
 KJ 
 
 2.0 
 
 
 40 
 
 0.8 
 
 
 
 
 
 
 
 
 
 2.0 
 
 0-8 
 
 % 
 
 K3 
 
 10 
 
 
 20 
 
 0.4 
 
 
 
 
 
 
 
 
 
 2.0 
 
 0.4 
 
 &. o. 
 
 K4 
 
 1-0 
 
 
 20 
 
 o.z 
 
 
 
 
 
 
 
 
 
 
 
 0.2 
 
 If 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 o g 
 
 K6 
 
 1.0 
 
 
 20 
 
 0-2. 
 
 1.0 
 
 
 TO 
 
 0.2 
 
 
 
 
 
 2.0 
 
 0.4- 
 
 
 KI 
 
 2. V 
 
 
 20 
 
 0.4 
 
 
 
 
 
 
 
 
 
 2-0 
 
 0.4 
 
 II 
 
 K8 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 z fc* 
 
 K 9 
 
 2.0 
 
 
 60 
 
 i.Z 
 
 
 
 
 
 
 
 
 
 2.0 
 
 .2 
 
 o g-1 
 
 KIO 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 KM 
 
 1.0 
 
 
 80 
 
 0.8 
 
 
 
 
 
 
 
 
 
 1.0 
 
 0.8 
 
 < Is 
 
 
 
 
 40 
 
 0.4 
 
 
 
 40 
 
 0.4 
 
 2.0 
 
 
 
 1.2 
 
 4.0 
 
 2.0 
 
 H f 
 
 KI4 
 
 
 
 
 
 
 
 
 
 1.0 
 
 
 
 
 .0 
 
 
 r O 
 
 KIS 
 
 1.0 
 
 
 20 
 
 0.2 
 
 1.0 
 
 
 20 
 
 O.Z 
 
 
 
 
 
 2.0 
 
 0.4 
 
 < "5 
 * S & 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 KI9 
 
 z.o 
 
 
 20 
 
 0-4 
 
 
 
 
 
 
 
 
 
 2-0 
 
 0-4 
 
 K 
 
 
 1.0 
 
 
 
 
 
 
 
 
 
 
 
 
 1-0 
 
 
 g_g 
 
 K?l 
 
 2.0 
 
 
 10 
 
 0.4 
 
 
 
 
 
 
 
 
 
 Z.O 
 
 0.4 
 
 11 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 tl 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 I 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 1 1 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 6 -R 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 5 
 
 TOTAL 
 
 zvo 
 
 
 
 7.6 
 
 7.0 
 
 
 
 3.4- 
 
 5.0 
 
 
 
 Z.O 
 
 OJ35.0 
 
 6 130 
 
 
 T 1 
 
 ^.0 
 
 
 40 
 
 0.8 
 
 
 
 
 
 20 
 
 
 to 
 
 1-2, 
 
 i .0 
 
 '/ 
 
 8>| 
 
 T! 
 
 20 
 
 
 JO 
 
 0.4 
 
 
 
 
 
 
 
 
 
 .0 
 
 0.4 
 
 fl 
 
 T3 
 
 2..0 
 
 
 20 
 
 0.4 
 
 
 
 
 
 
 
 
 
 .0 
 
 04 
 
 
 
 14 
 
 30 
 
 
 40 
 
 hi 
 
 
 
 
 
 
 
 
 
 
 
 1.2 
 
 1= 
 
 75 
 
 Z.O 
 
 
 20 
 
 0.4 
 
 
 
 
 
 
 
 
 
 .0 
 
 0.4 
 
 h 
 
 T6 
 
 2.0 
 
 
 20 
 
 C-4 
 
 
 
 
 
 
 
 
 
 .0 
 
 0.4 
 
 11 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 II 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 jff 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 <u^ 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 - 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 5 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 IJ 
 
 TOTAL 
 
 18 
 
 
 
 5.6 
 
 
 
 
 
 4.0 
 
 
 
 Z.O 
 
 IE 
 
 t'|7.6 
 
 . A T 1 N 
 
 Knowledge and Organiiation. 
 Anting Factors 
 
 Ul 
 
 4.0 
 
 
 20 
 
 0.8 
 
 
 
 
 
 
 
 
 
 4..0 
 
 0.8 
 
 U2 
 
 
 
 
 
 
 
 
 
 2.0 
 
 
 80 
 
 1.6 
 
 2.0 
 
 .6 
 
 US 
 
 1.0 
 
 
 80 
 
 0.8 
 
 
 
 
 
 
 
 
 
 1.0 
 
 0.8 
 
 U4 
 
 3-0 
 
 
 60 
 
 1-8 
 
 
 
 
 
 
 
 
 
 3. a 
 
 .8 
 
 U5 
 
 3.0 
 
 
 &0 
 
 1. 
 
 
 
 
 
 
 
 
 
 3.0 
 
 .8 
 
 U6 
 
 
 
 60 
 
 0. 
 
 2.0 
 
 
 60 
 
 I.Z. 
 
 
 
 
 
 a 
 
 .8 
 
 U7 
 
 3.0 
 
 
 40 
 
 1- 
 
 
 
 
 
 
 
 
 
 3.0 
 
 .2 
 
 U8 
 
 1.0 
 
 
 60 
 
 
 
 1.0 
 
 
 60 
 
 0-6 
 
 
 
 
 
 2.0 
 
 1 
 
 U9 
 
 2.0 
 
 
 40 
 
 
 
 
 
 
 
 
 
 
 
 2.0 
 
 .8 
 
 UIO 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 Ull 
 
 30 
 
 
 40 
 
 I. 
 
 
 
 
 
 2.0 
 
 
 40 
 
 08 
 
 5.0 
 
 
 
 UI2 
 
 4.0 
 
 
 60 
 
 2 
 
 
 
 
 
 
 
 
 
 4.0 
 
 .4 
 
 US 
 
 3.0 
 
 
 faU 
 
 1. 
 
 
 
 
 
 
 
 
 
 3.0 
 
 8 
 
 UI4 
 
 to 
 
 
 40 
 
 
 
 
 
 
 
 
 
 
 
 2.0 
 
 ( .8 
 
 'c < 
 
 >lj 
 
 *~ 1Z "5 
 
 U15 
 
 
 
 i(J 
 
 0.4 
 
 
 
 
 
 
 
 
 
 2.0 
 
 
 y 
 
 2.0 
 
 
 40 
 
 0.8 
 
 
 
 
 
 1.0 
 
 
 40 
 
 0.4 
 
 3.0 
 
 .2 
 
 un 
 
 1.0 
 
 
 40 
 
 
 
 
 
 
 1.0 
 
 
 40 
 
 0.4 
 
 2.0 
 
 .8 
 
 
 
 
 40 
 
 0.4 
 
 
 
 
 
 
 
 
 
 1.0 
 
 
 11. 
 
 Effectiveness 
 Direction, Coni 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 36.0 
 
 
 
 16.6 
 
 3.0 
 
 
 
 1.8 
 
 6.0 
 
 
 
 3.Z 
 
 c ' 
 
 9 21.6 
 
 GRAND TOTAL 
 
 
 
 
 W.8 
 
 10.0 
 
 
 
 5.2 
 
 15.0 
 
 
 
 7.Z 
 
 d oo.o 
 
 h 4t.i
 
 226 
 
 WASTE IN INDUSTRY 
 
 FIELD REPORT EVALUATION 
 
 AMERICAN ENGINEERING COUNCIL 
 OF 
 
 INDUSTRY#eto/7rcWM PLANT NO. 4 EST. BY DATE 
 
 V + (f) - (f) - Excellent -D'VoWaste poor _60/o Waste 
 * + + ~ Foir =w ' " 
 
 (j + b-t-C -d -I00 8 /a 
 
 9 
 
 
 CAUSES 
 
 Questions: 
 
 
 s 
 
 TOTALWA8TE 
 
 
 
 
 
 
 
 
 
 
 Points 
 Waste 
 
 Field 
 
 Points 
 
 Est.fo 
 Waste 
 
 Waste 
 
 Points 
 
 Est.% 
 Waste 
 
 Points 
 Waste 
 
 te u 
 
 Est/o 
 Waste 
 
 Waste 
 
 Points 
 
 
 
 2 
 
 
 4 
 
 
 6 
 
 7 
 
 6 
 
 
 
 
 
 3 
 
 
 _- 
 
 Kl 
 
 
 
 
 SO 
 
 
 
 
 
 
 
 
 
 
 .0 
 
 
 
 1 
 
 K2 
 
 
 
 
 80 
 
 1.6 
 
 
 
 
 
 
 
 
 
 2.0 
 
 .6 
 
 
 
 K3 
 
 
 
 
 80 
 
 0.8 
 
 
 
 
 
 
 
 
 
 1.0 
 
 0.8 
 
 1 a 
 
 K4- 
 
 
 
 
 80 
 
 0.8 
 
 
 
 
 
 
 
 
 
 1.0 
 
 0.8 
 
 c * 
 
 K5 
 
 
 
 
 JO 
 
 0.2 
 
 
 
 
 
 
 
 
 
 .0 
 
 
 
 
 K6- 
 
 to 
 
 
 80 
 
 4*6 
 
 
 
 
 
 
 
 
 
 2-0 
 
 (.6 
 
 
 K7 
 
 3.0 
 
 
 80 
 
 2.4 
 
 
 
 
 
 
 
 
 
 3.0 
 
 24 
 
 % 
 
 
 1-0 
 
 
 60 
 
 0.6 
 
 
 
 
 
 
 
 
 
 .0 
 
 0.6 
 
 Z fc " 
 
 9 
 
 .0 
 
 
 40 
 
 0.4 
 
 
 
 
 
 
 
 
 
 ',0 
 
 0.4 
 
 o g-1 
 
 10 
 
 1.0 
 
 
 
 
 
 
 
 
 
 
 
 
 
 .0 
 
 
 - S, 
 
 U 
 
 1.0 
 
 
 
 
 
 
 
 
 
 
 
 
 
 .0 
 
 
 
 12 
 
 to 
 
 
 80 
 
 1.6 
 
 2.0 
 
 
 80 
 
 1.6 
 
 
 
 
 
 4-0 
 
 3.2 
 
 < S'i 
 
 13 
 
 .0 
 
 
 80 
 
 0.8 
 
 
 
 
 
 
 
 
 
 1.0 
 
 0.8 
 
 
 It 
 
 .0 
 
 
 
 
 
 
 
 
 
 
 
 
 
 .0 
 
 
 - a 
 
 K 15 
 
 3-0 
 
 
 
 
 
 
 
 
 
 
 
 
 
 3.0 
 
 
 Z. % 
 
 KM 
 
 zo 
 
 
 
 
 
 
 
 
 
 
 
 
 
 2.0 
 
 
 
 KI7 
 
 2.0 
 
 
 80 
 
 1.6 
 
 1.0 
 
 
 80 
 
 0.8 
 
 
 
 
 
 ig 
 
 2-4 
 
 
 KI8 
 
 .0 
 
 
 80 
 
 0.8 
 
 
 
 
 
 
 
 
 
 1.0 
 
 0.8 
 
 
 KJ9 
 
 1.0 
 
 
 80 
 
 0.8 
 
 
 
 
 
 
 
 
 
 1 
 
 0.8 
 
 
 KtO 
 
 2.0 
 
 
 20 
 
 0-4 
 
 
 
 
 
 
 
 
 
 2-0 
 
 0,4 
 
 g 
 
 K2I 
 
 2.0 
 
 
 60 
 
 1.2 
 
 
 
 
 
 
 
 
 
 2.0 
 
 1.2 
 
 "c 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 ^ i 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 a o> 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 |l 
 
 TOTAL 
 
 35.0 
 
 
 
 15 fc 
 
 3.0 
 
 
 
 2.4 
 
 
 
 
 
 0(38.^ 
 
 8 j 
 
 
 T| 
 
 6.0 
 
 
 60 
 
 3-6 
 
 
 
 
 
 
 
 
 
 6.0 
 
 36 
 
 m 
 
 T2 
 
 - , 
 
 
 
 
 
 
 
 
 
 
 
 
 
 3 
 
 
 |{ 
 
 T3 
 
 .0 
 
 
 60 
 
 0-6 
 
 
 
 
 
 
 
 
 
 ,0 
 
 0.6 
 
 
 T4 
 
 5.0 
 
 
 80 
 
 4.0 
 
 
 
 
 
 
 
 
 
 5.0 
 
 4.0 
 
 c ^ 
 
 TS 
 
 2.0 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 T6 
 
 6.0 
 
 
 20 
 
 1.2 
 
 
 
 
 
 
 
 
 
 6.0 
 
 I.Z 
 
 
 T7 
 
 6.0 
 
 
 80 
 
 1.6 
 
 
 
 
 
 4.0 
 
 
 80 
 
 3.2 
 
 6.0 
 
 4.8 
 
 SJ c 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 CTJ tl 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 t5 "tJ 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 OJ -^ 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 111 -a u 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 o -2 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 29.0 
 
 
 
 11.0 
 
 
 
 
 
 4.0 
 
 
 
 3-2 
 
 bJ33.0 
 
 "I'.; " 
 
 
 
 
 
 
 20 
 
 0.4 
 
 
 
 
 
 
 
 
 
 2.0 
 
 0-4 
 
 
 U2 
 
 
 
 
 20 
 
 0.2 
 
 
 
 
 
 3.0 
 
 
 20 
 
 0.6 
 
 4.0 
 
 0-8 
 
 
 Ui 
 
 .0 
 
 
 80 
 
 1.6 
 
 
 
 
 
 
 
 
 
 2.0 
 
 1.6 
 
 o 
 
 U4 
 
 
 
 
 40 
 
 0.8 
 
 
 
 
 
 
 
 
 
 .0 
 
 0.8 
 
 j 
 
 US 
 
 .0 
 
 
 40" 
 
 0.8 
 
 
 
 
 
 
 
 
 
 .0 
 
 0.8 
 
 i> 
 
 U6 
 
 
 
 
 20 
 
 0.2 
 
 
 
 
 
 
 
 
 
 .0 
 
 0.2 
 
 o 
 
 U7 
 
 .0 
 
 
 80 
 
 0.8 
 
 
 
 
 
 
 
 
 
 .0 
 
 0.8 
 
 U8 
 
 
 
 
 80 
 
 0.8 
 
 
 
 
 
 
 
 
 
 .0 
 
 08 
 
 U9 
 
 .0 
 
 
 20 
 
 0-2 
 
 
 
 
 
 
 
 
 
 .0 
 
 0.2 
 
 !j} 
 
 UIO 
 
 
 
 
 40 
 
 0.4 
 
 
 
 
 
 
 
 
 
 .0 
 
 0.4 
 
 Ull 
 
 
 
 
 80 
 
 0.8 
 
 
 
 
 
 
 
 
 
 1.0 
 
 0.8 
 
 UI2 
 
 .0 
 
 
 80 
 
 0.8 
 
 
 
 
 
 
 
 
 
 1.0 
 
 0.8 
 
 Utt 
 
 .0 
 
 
 80 
 
 1.6 
 
 
 
 
 
 
 
 
 
 2.0 
 
 16 
 
 UI* 
 
 
 
 
 20 
 
 0.2 
 
 
 
 
 
 
 
 
 
 1.0 
 
 0.2 
 
 U T 1 L 1 ' 
 
 Effectiveness of Technico 
 Direction, Control and Ace 
 
 UI5 
 
 .0 
 
 
 20 
 
 0-2 
 
 
 
 
 
 
 
 
 
 ,0 
 
 02 
 
 U16 
 
 6.0 
 
 
 20 
 
 1.2 
 
 
 
 
 
 
 
 
 
 6.0 
 
 .2 
 
 UI7 
 
 5.0 
 
 
 
 
 
 
 
 
 
 
 
 
 
 5.0 
 
 
 UI8 
 
 to 
 
 
 
 
 
 
 
 
 
 
 
 
 
 20 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 GRAND 
 
 TOTAL 
 
 100-0 
 
 
 
 37.6 
 
 3.0 
 
 
 
 2.4 
 
 7.0 
 
 
 
 3.8 
 
 d 100-0 
 
 h438
 
 THE METAL TRADES INDUSTRY 
 
 227 
 
 FIELD REPORT EVALUATION 
 
 AMER CAN ENGINEERING CQUNCIL 
 OF 
 THE FEDERATED AMERICAN ENGINEERING SOCIETIES 
 
 INDUSTRY Metal Trades PLANT NO.^" EST. BY P. G. S .Jr. DATE Z/16/2/ 
 
 r + (5) + = Excellent = 0/ YJaste p or=60lo Waste a + b -t-c =d = 100/o 
 + +@ = ? a d 3$ " Bad=80/oWaste e + f tg=h= 'loVfaste 
 
 CAUSES 
 
 Suide 
 
 RESPONSIBI LITIES 
 
 TOTALWASTE 
 
 
 M AN AGEM ENT 
 
 LABOR 
 
 
 
 Points 
 Waste 
 ~~K 
 
 Feld 
 nvesti- 
 
 ssigned 
 Points 
 
 Est.lo 
 Waste 
 
 s I *~~ 
 
 Points 
 Waste 
 f 
 
 Assigned 
 Points 
 
 
 Est.|o 
 Waste 
 6 I 1 
 
 Points 
 Waste 
 
 Assigned 
 Points 
 
 9 
 
 Est.|o 
 Waste 
 ~io 1 n 
 
 Points 
 Waste 
 "12 
 
 togned 
 J3 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 c 
 
 K? 
 
 4 
 
 
 40 
 
 1.6 
 
 
 
 
 
 
 
 
 
 
 1.6 
 
 3, 
 
 K3 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 <V _ 
 
 K4 
 
 j 
 
 
 20 
 
 .2 
 
 
 
 
 
 
 
 
 
 
 .1 
 
 ^ "" 
 
 K5 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 KG 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 K7 
 
 4 
 
 
 GO 
 
 2.4 
 
 
 
 
 
 
 
 
 
 
 2.4 i 
 
 ORGANIZATION 
 
 i of Industry astoType } Methods(PaperWo 
 ntand Discharge of Responsibility and Rel 
 
 K8 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 1 
 
 
 40 
 
 4 
 
 
 
 
 
 
 
 
 
 
 .4 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 Kll 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 KI2 
 
 2 
 
 
 20 
 
 ^ 
 
 
 
 
 
 I 
 
 
 40 
 
 .4 
 
 
 8 
 
 KI3 
 
 2 
 
 
 20 
 
 4 
 
 
 
 
 
 i 
 
 
 20 
 
 .2 
 
 
 6 
 
 14 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 (15 
 
 I 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 (17 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 18 
 
 
 
 
 
 1 
 
 
 20 
 
 2 
 
 
 
 
 
 1 
 
 .2 
 
 19 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 (JO 
 
 
 
 
 
 1 
 
 
 20 
 
 .2 
 
 
 
 
 
 1 
 
 2 
 
 tl 
 
 1 
 
 
 40 
 
 4 
 
 
 
 
 
 
 
 
 
 1 
 
 4 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 |I 
 ]| 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 16 
 
 
 
 5.8 
 
 2 
 
 
 
 .4 
 
 2 
 
 
 
 .6 
 
 a|20 
 
 6.8 
 
 1 C A L 
 
 neering Knowledge 
 ant and Materials 
 
 Tl 
 
 
 
 40 
 
 ?.o 
 
 
 
 
 
 3 
 
 
 40' 
 
 1.2 
 
 8 
 
 3.2 
 
 TZ 
 
 
 
 40 
 
 2.0 
 
 
 
 
 
 
 
 
 
 5 
 
 2.0 
 
 T3 
 
 
 
 
 
 
 
 
 
 
 
 
 
 1 
 
 
 T4- 
 
 
 
 40 
 
 ?.4 
 
 
 
 
 
 
 
 
 
 
 
 Z.4 
 
 T5 
 
 
 
 20 
 
 4 
 
 1 
 
 
 20 
 
 .2 
 
 
 
 
 
 3 
 
 6 
 
 "6 
 
 
 
 20 
 
 8 
 
 
 
 
 
 
 
 
 
 4 
 
 .8 
 
 T7 
 
 
 
 
 
 
 
 
 
 
 2 
 
 
 20 
 
 .4- 
 
 8 
 
 .4 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 T ECH f 
 
 Available Eng'i 
 asto Product,PI 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 29 
 
 
 
 7.6 
 
 1 
 
 
 
 .2 
 
 5 
 
 
 
 1.6 
 
 b|35 
 
 r'|9.4 
 
 T 1 N 
 
 vledge and Organization, 
 ng Factors 
 
 Ul 
 
 7 
 
 
 60 
 
 4.2 
 
 
 
 
 
 
 
 
 
 
 4.2 
 
 U2 
 
 1 
 
 
 
 
 
 
 
 
 
 1 
 
 
 20 
 
 .2 
 
 
 -2 
 
 U3 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 U4 
 
 G 
 
 
 40 
 
 ?4 
 
 
 
 
 
 
 
 
 
 
 2.4 
 
 J5 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 U6 
 
 2 
 
 
 20 
 
 .4 
 
 1 
 
 
 20 
 
 e 
 
 
 
 
 
 
 .6 
 
 
 C 
 
 
 20 
 
 1.2 
 
 
 
 
 
 
 
 
 
 
 .1.2 
 
 US 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 U9 
 
 ? 
 
 
 40 
 
 .8 
 
 
 
 
 
 
 
 
 
 
 .8 
 
 UIO 
 
 1 
 
 
 20 
 
 .Z 
 
 1 
 
 
 
 
 
 
 
 
 
 
 .2 
 
 JM 
 
 3 
 
 
 40 
 
 l.Z 
 
 
 
 
 
 1 
 
 
 60 
 
 1.8 
 
 
 3.0 
 
 UI2 
 
 1 
 
 
 o 
 
 
 
 
 
 
 
 
 
 
 
 
 <|1 
 
 . U 
 
 2 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 UH 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 o ^ 
 
 U S 
 
 
 
 20 
 
 .2 
 
 
 
 
 
 1 
 
 
 20 
 
 Z 
 
 
 .4 
 
 U T 1 L 
 
 Effectiveness of Techni 
 Direction, Control and A 
 
 UI6 
 
 2 
 
 
 
 
 
 I 
 
 
 40 
 
 4 
 
 
 
 
 
 
 .4 
 
 jn 
 
 I 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 JI8 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 37 
 
 
 
 10.6 
 
 3 
 
 
 
 6 
 
 5 
 
 
 
 2.2 
 
 C 45 
 
 g|.4 
 
 GRAND TOTAL 
 
 25 
 
 
 
 24- 
 
 6 
 
 
 
 I.E 
 
 IE 
 
 
 
 4.4- 
 
 d oo 
 
 h[29.6
 
 228 
 
 INDUSTRY 
 
 FIELD REPORT EVALUATION 
 
 
 
 3UNCIL 
 ERING SOCIETIES 
 
 OF 
 THE FEDERATED AMERICAN ENGINE 
 
 INDUSTRY MefolTrades PLANT NO. 6 EST. BYC.5.5 DATE 
 
 4- 
 
 +-(g 
 
 = Excellent* 0/oWaste Poor 6 o/o Waste a + b + c - d = 100% 
 = Fair "40% Bad- 80% waste e + f + g - h = /o Waste 
 
 U) 
 
 M 
 
 O 
 
 Vide 
 
 RESPONSIBI LITIES 
 
 TOTALWASTE 
 
 for 
 
 
 LABOR 
 
 OUTSIDE CONT ACTS 
 
 
 Points 
 Waste 
 
 Field 
 nvesti- 
 
 bsigned 
 Points 
 
 Est| 
 Waste 
 
 Points 
 Waste 
 
 r 
 
 Est.ofo 
 Waste 
 
 Points 
 Waste 
 
 w 
 
 Est.lo 
 Waste 
 
 Points 
 
 Vasti 
 
 Assigned 
 Points 
 
 
 
 
 s 
 
 
 5 
 
 6 
 
 
 B 
 
 9 
 
 
 H 
 
 12 
 
 13 
 
 
 -s 
 
 Kl 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 Z 
 
 i 
 
 K2 
 
 
 
 40 
 
 
 
 
 
 
 
 
 
 
 
 
 
 K3 
 
 
 
 80 
 
 
 
 
 
 
 
 
 
 
 
 .8 
 
 |.|- 
 
 K4 
 
 
 
 ZO 
 
 
 
 
 
 
 
 
 
 
 
 2 
 
 
 K 5 
 
 
 
 80 
 
 3 
 
 
 
 
 
 
 
 
 
 
 
 -S 
 
 K6 
 
 
 
 60 
 
 
 
 
 
 
 
 
 
 
 
 .6 
 
 
 K7 
 
 
 
 60 
 
 
 
 
 
 
 
 
 
 
 
 .6 
 
 
 K8 
 
 
 
 60 
 
 
 
 
 
 
 
 
 
 
 
 6 
 
 2 ^^ 
 
 K9 
 
 
 
 60 
 
 
 
 
 
 
 
 
 
 
 
 6 
 
 
 KIO 
 
 
 
 40 
 
 
 
 
 
 
 
 
 
 
 
 .4 
 
 -fj 1 
 
 KH 
 
 
 
 40 
 
 
 
 
 
 
 
 
 
 
 
 -4 
 
 
 KIZ 
 
 
 
 80 
 
 
 ^ 
 
 
 BO 
 
 1.6 
 
 
 
 
 
 
 2.4 
 
 < -^ "^ 
 
 KU 
 
 
 
 80 
 
 
 
 
 
 
 
 
 
 
 
 -8 
 
 . "w ^ 
 
 KI4 
 
 
 
 20 
 
 
 
 
 
 
 
 
 
 
 
 .2 
 
 * E- 
 
 KIS 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 ^ o- S 
 
 KI6 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 KIT 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 KI8 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 KJ9 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 4 
 
 
 
 KZO 
 
 
 
 60 
 
 6 
 
 
 
 
 
 
 
 
 
 1 
 
 .6 
 
 O 3 Irt 
 
 K 21 
 
 
 
 80 
 
 
 
 
 
 
 
 
 
 
 
 
 "c ^ 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 *t; c 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 F "H 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 \o p 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 O p 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 "5 '?> 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 5 
 
 TOTAL 
 
 34 
 
 
 
 12 
 
 e 
 
 
 
 1.6 
 
 
 
 
 
 aJ36 
 
 e|n* 
 
 
 T 1 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 I4 
 
 
 
 J 
 
 
 80 
 
 1.6 
 
 
 
 
 
 
 
 
 
 
 
 
 3 
 
 I 
 
 
 60 
 
 6 
 
 
 
 
 
 
 
 
 
 
 
 3 -^ 
 
 74 
 
 6 
 
 
 80 
 
 4.8 
 
 
 
 
 
 
 
 
 
 
 
 J ^ 3Z 
 
 5 
 
 } 
 
 
 40 
 
 1.2 
 
 
 
 
 
 
 
 
 
 
 
 < O3"O 
 
 T6 
 
 2 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 <-> -c ^ 
 
 
 6 
 
 
 
 
 
 
 
 
 
 2 
 
 
 20 
 
 .4- 
 
 
 4 
 
 "~ v o 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 *a>o- 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 iS "*5 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 s| 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 I! 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 28 
 
 
 
 8 2 
 
 
 
 
 
 2 
 
 
 
 .4 
 
 b xo 
 
 f:8.6j 
 
 UTILJZATI ON 
 
 Effectiveness of Technical Knowledge and Organisation. 
 Direction, Control and Accounting Factors 
 
 Ul 
 
 
 
 
 
 -^ ? 
 
 
 
 
 
 ^ 
 
 
 20 
 
 ^~ 
 
 
 .4 
 
 U3 
 
 
 
 80 
 
 .8 
 
 
 
 
 
 
 
 
 
 
 
 U4 
 
 
 
 80 
 
 ._$ 
 
 
 
 
 
 
 
 
 
 
 
 US 
 
 
 
 80 
 
 4.8 
 
 
 
 
 
 
 
 
 
 
 
 U6 
 
 
 
 40 
 
 4 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 80 
 
 8 
 
 
 
 
 
 
 
 
 
 
 
 U8 
 
 
 
 80 
 
 8 
 
 
 
 
 
 
 
 
 
 
 
 U9 
 
 
 
 80 
 
 fcj 
 
 
 
 
 
 
 
 
 
 
 
 UIO 
 
 
 
 40 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 .1 
 
 
 
 
 
 
 
 
 
 
 
 UI2 
 
 
 
 80 
 
 4.0 
 
 
 
 
 
 
 
 
 
 
 
 UU 
 
 
 
 8Q 
 
 1.6 
 
 
 
 
 
 
 
 
 
 
 
 UI4 
 
 
 
 40 
 
 .4 
 
 
 
 
 
 
 
 
 
 
 
 UIS 
 
 
 
 20 
 
 .t 
 
 
 
 
 
 
 
 
 
 
 
 UI6 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 un 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 UI8 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 38 
 
 
 
 n.8 
 
 
 
 
 
 2 
 
 
 
 .4 
 
 C 40 
 
 g i3-i 
 
 GRAND TOTAL 
 
 100 
 
 
 
 31.0 
 
 z 
 
 
 
 1.6 
 
 4 
 
 .8 |d| 
 
 h 19.4
 
 THE METAL TRADES INDUSTRY 
 
 229 
 
 FIELD REPORT EVALUATION 
 
 COMMITTEE ON ELIMINAT ON OF WASTE IN INDUSTRY 
 AMERICAN ENGINEERING COUNCIL 
 OF 
 
 INDUSTRY MefalTrades PLANT NO. 7 EST.BY^S-Wr DATE 
 
 y. (D+ + = Excellent-0/oWaste p 00 r = 60% Waste a+b+c=d= 100% 
 * + (D -r = Fair :S* " Bad = 80 'o Wa ^ 6 + f + g = h " /a Waste 
 
 CAUSES 
 
 Guide 
 
 RESPONSIBILITIES 
 
 TOTAL WASTE 
 
 for 
 
 
 LABOR 
 
 
 
 Points 
 Waste 
 
 Field 
 Investi- 
 
 Assigned 
 Points 
 
 Est.lo 
 Waste 
 
 Points 
 Waste 
 
 Assigned 
 Points 
 
 Est.|o 
 Waste 
 
 Points 
 Waste 
 
 Assigned 
 Points 
 
 Est.lo 
 Waste 
 
 Pomrs 
 Waste 
 
 Assigned 
 Points 
 
 
 K 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 K2 
 
 4 
 
 20 
 
 
 8 
 
 
 
 
 
 
 
 
 
 
 8 
 
 KJ 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 K4 
 
 2 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 Tl N 
 
 ods(PaperWork)and P 
 ility and Relationsh 
 
 K 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 w 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 K' 
 
 3 
 
 20 
 
 
 6 
 
 
 
 
 
 
 
 
 
 
 .6 
 
 K 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 K 
 
 1 
 
 20 
 
 
 .2 
 
 
 
 
 
 
 
 
 
 
 2 
 
 KIO 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 KM 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 KI2 
 
 1 
 
 20 
 
 
 2 
 
 ? 
 
 20 
 
 
 .4 
 
 1 
 
 20 
 
 
 2 
 
 
 -8 
 
 R G A N I I /> 
 
 Mechanism of Industry as toType,Meth 
 Assignmentand Discharge of Responsib 
 
 KI4 
 
 
 
 ~ 
 
 
 
 
 
 
 
 
 
 _J , 
 
 
 
 
 
 
 
 KIS 
 
 i 
 
 
 
 
 
 
 
 
 
 l 
 
 20 
 
 
 .2 
 
 
 .2 
 
 KI6 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 KIT 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 KIS 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 .2 
 
 KI9 
 
 1 
 
 20 
 
 
 2 
 
 i 
 
 20 
 
 
 . 
 
 
 
 
 
 
 2 
 
 KZO 
 
 1 
 
 20 
 
 
 2 
 
 
 
 
 
 
 
 
 
 
 .2 
 
 K2 
 
 1 
 
 20 
 
 
 2 
 
 
 
 
 
 
 
 
 
 
 2 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 8 
 
 
 
 2.4 
 
 4 
 
 
 
 .6 
 
 3 
 
 
 
 .4 
 
 aJ25 
 
 e|i- 
 
 N 1 C A L 
 
 leering Knowledge 
 ant and Ma-terials 
 
 Tl 
 
 5 
 
 
 
 
 
 
 
 
 
 2 
 
 
 
 
 
 l 
 
 
 T2 
 
 4 
 
 20 
 
 
 8 
 
 
 
 
 
 
 
 
 
 4 
 
 .8 
 
 T3 
 
 2 
 
 40 
 
 
 8 
 
 
 
 
 
 
 
 
 
 2 
 
 .8 
 
 T4 
 
 6 
 
 
 
 
 
 
 
 
 
 
 
 
 
 c 
 
 
 T5 
 
 } 
 
 20 
 
 
 .6 
 
 
 
 
 
 
 
 
 
 5 
 
 .6 
 
 T6 
 
 5 
 
 
 
 
 
 
 
 
 
 
 
 
 
 5 
 
 
 T7 
 
 6 
 
 
 
 
 
 
 
 
 
 2 
 
 20 
 
 
 .4 
 
 8 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TECH 
 
 Available Engi 
 astoProduct,PI 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 31 
 
 
 
 2.2 
 
 
 
 
 
 
 
 4 
 
 
 
 .4 
 
 b| is 
 
 f ?.6 
 
 1 O N 
 
 ledge and Organ'aation. 
 ng Factors 
 
 Ul 
 
 
 40 
 
 
 
 
 
 
 
 
 
 
 
 
 2.0 
 
 U2 
 
 
 
 
 
 
 
 
 
 
 1 
 
 20 
 
 
 2 
 
 
 .2 
 
 U3 
 
 
 60 
 
 
 6 
 
 
 
 
 
 
 
 
 
 
 6 
 
 U4 
 
 
 40 
 
 
 
 
 
 
 
 
 
 
 
 
 2.8 
 
 U5 
 
 
 40 
 
 
 8 
 
 
 
 
 
 
 
 
 
 
 8 
 
 U7 
 
 
 40 
 
 
 2.0 
 
 
 
 
 
 
 
 
 
 
 
 U8 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 U9 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 U>0 
 
 
 40 
 
 
 4 
 
 
 
 
 
 
 
 
 
 
 .4 
 
 Ull 
 
 
 20 
 
 
 .2 
 
 
 
 
 
 2 
 
 4-0 
 
 
 .8 
 
 
 1.0 
 
 UI2 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 Eil 
 
 UI3 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 UI4 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 U T 1 L 1 
 
 Effectiveness of'Technica 
 Direction,Control and Ace 
 
 UI6 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 un 
 
 
 40 
 
 
 8 
 
 
 
 
 
 
 
 
 
 
 .8 
 
 U 8 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 JI 
 
 
 
 9.6 
 
 
 
 
 
 
 
 J 
 
 
 
 1.0 
 
 40 
 
 9 10.6 
 
 6RANO TOTAL 
 
 86 
 
 
 
 14.2 
 
 4 
 
 1 
 
 6 | 10 
 
 
 
 1.8 
 
 d oo 
 
 T 16.6
 
 230 
 
 INDUSTRY 
 
 FIELD REPORT EVALUATION 
 
 COMMITTEE ON ELIMINATION OF WASTE IN INDUSTRY 
 AMERICAN ENGINEERING COUNCIL 
 OF 
 THE FEDERATED AMERICAN ENGINEERING SOC ETIES 
 
 INDUSTRY Metal Trades PLANT NO. 8 EST. BY H.J.B. OMt4/G/2/ 
 
 ,-4- + = Excellent- /oWaste Po or = 60/ Waste a + b + C = d = I00lo 
 " + +@-@ Fa,Y :ISo,o ;; * d - 8'*^ e + f * 9 - h - lo Waste 
 
 CAUSES 
 
 Guide 
 * 
 
 a. 
 
 gator 
 
 RESPOHSIBILITIES 
 
 TOTAL WASTE 
 
 MANAGEMENT 
 
 LABOR || OUTS.DECONT ACTS 
 
 A^gned 
 Points 
 
 Points 
 Waste 
 
 :,"- 
 Points 
 
 1Est.| 
 Waste 
 
 Points 
 Waste 
 
 Assigned 
 PoirrH 
 
 Est.|o 
 Waste 
 
 Poim; 
 Waste 
 
 Points 
 
 Est.lo 
 Waste 
 
 Was* 
 
 and Personnel, | 
 onship 
 
 KI 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 KJ 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 ) 
 
 
 
 44 
 
 .4 
 
 
 
 
 
 
 
 
 
 
 
 4 
 
 
 
 60 
 
 1.2 
 
 
 
 
 
 
 
 
 
 
 
 s 
 
 
 
 *S 
 
 8 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 II 
 
 11 
 1 = 
 
 7 
 
 
 
 
 
 
 5 
 
 
 
 
 
 
 
 
 
 
 
 8 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 20 
 
 .J 
 
 .?; 
 
 20 
 
 
 .05 
 
 .25 
 
 20 
 
 
 .05 
 
 
 
 10 
 
 
 
 
 
 
 5 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 20 
 
 j 
 
 .5 
 
 20 
 
 
 .1 
 
 
 
 
 
 
 
 KI2 
 
 
 
 40 
 
 1.4 
 
 I.S 
 
 40 
 
 
 .6 
 
 
 
 
 
 
 
 R G A N 1 1 A 
 
 Mechanism of IndustryastoType.Methc 
 Assignment and Discharge of Responsib 
 
 KB 
 
 
 
 20 
 
 3 
 
 .25 
 
 20 
 
 
 .OS 
 
 .25 
 
 20 
 
 
 .05 
 
 
 
 KI4 
 
 
 
 20 
 
 .3 
 
 H 
 
 20 
 
 
 .05 
 
 .25 
 
 20 
 
 
 .05 
 
 
 
 KIS 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 KIS 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 K n 
 
 1 
 
 
 20 
 
 .2 
 
 1.5 
 
 20 
 
 
 .3 
 
 5 
 
 20 
 
 
 .1 
 
 
 
 K 16 
 
 1.5 
 
 
 20 
 
 3 
 
 .5 
 
 to 
 
 
 .1 
 
 
 
 
 
 
 
 KIS 
 
 1.5 
 
 
 20 
 
 3 
 
 .5 
 
 20 
 
 
 1 
 
 
 
 
 
 i 
 
 KM 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 K 21 
 
 1 
 
 
 
 
 
 5 
 
 
 
 
 
 .5 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 26.5 
 
 
 
 5.6 
 
 6.T5 
 
 
 
 1.35 
 
 1.15 
 
 
 
 .25 
 
 a| 55 
 
 e 7.: 
 
 E C H N 1 C A L 
 
 le Engineering Knowledge 
 duct,Plantand Materials 
 
 Tl 
 
 .S 
 
 
 20 
 
 .1 
 
 
 
 
 
 .5 
 
 20 
 
 
 j 
 
 
 .2 
 
 T2 
 
 2 
 
 
 20 
 
 .4 
 
 
 
 
 
 
 
 
 
 l 
 
 .4 
 
 TJ 
 
 2 
 
 
 20 
 
 .4 
 
 
 
 
 
 
 
 
 
 ^ 
 
 4 
 
 T4 
 
 1.5 
 
 
 60 
 
 .9 
 
 
 
 
 
 .5 
 
 60 
 
 
 .3 
 
 \ 
 
 1.2 
 
 T5 
 
 1 
 
 
 20 
 
 .2 
 
 
 
 
 
 
 
 
 
 i 
 
 .2 
 
 T6 
 
 .5 
 
 
 20 
 
 1 
 
 
 
 
 
 .5 
 
 "20 
 
 
 .1 
 
 
 ; 
 
 n 
 
 4. 
 
 
 20 
 
 .8 
 
 
 
 
 
 2 
 
 20 
 
 
 .4 
 
 6 
 
 1.2 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 = i 
 II 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 1.5 
 
 
 
 2.9 
 
 
 
 
 
 
 
 3.5 
 
 
 
 .9 
 
 b| 5 
 
 f 3.8 
 
 UTILIZATION 
 
 Effectiveness of Technical Knowledge and Organhation. 
 Direction, Control and Accounting Factors 
 
 Ul 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 4 
 
 u? 
 
 i 
 
 
 20 
 
 2 
 
 
 
 
 
 
 
 
 
 
 2 
 
 U3 
 
 i 
 
 
 80 
 
 8 
 
 
 
 
 
 
 
 
 
 
 8 
 
 U4 
 
 5 
 
 
 20 
 
 1 
 
 
 
 
 
 
 
 
 
 
 1. 
 
 U5 
 
 2 
 
 
 20 
 
 .4 
 
 
 
 
 
 
 
 
 
 
 .4 
 
 U6 
 
 
 
 20 
 
 .2 
 
 
 
 
 
 
 
 
 
 
 .2 
 
 7 
 
 4 
 
 
 20 
 
 8 
 
 
 
 
 
 
 
 
 
 
 -8 
 
 U8 
 
 
 
 60 
 
 1.2 
 
 
 
 
 
 
 
 
 
 
 I 
 
 U9 
 
 I 
 
 
 40 
 
 8 
 
 
 
 
 
 
 
 
 
 
 .8 
 
 UIO 
 
 
 
 ZO 
 
 .2 
 
 j 
 
 20 
 
 
 .2 
 
 
 
 
 
 
 .4 
 
 
 3 
 
 
 20 
 
 6 
 
 
 
 
 
 
 
 
 
 
 .6 
 
 UI2 
 
 6 
 
 
 20 
 
 1.2 
 
 
 
 
 
 
 
 
 
 
 2 
 
 uii 
 
 3 
 
 
 20 
 
 .6 
 
 
 
 
 
 
 
 
 
 
 .6 
 
 U 14 
 
 4 
 
 
 20 
 
 8 
 
 1 
 
 20 
 
 
 2 
 
 
 
 
 
 
 
 ll : r . 
 
 1-5 
 
 
 
 
 
 
 
 
 
 .5 
 
 
 
 
 
 
 o 
 
 UK 
 
 3 
 
 
 JO 
 
 6 
 
 15 
 
 20 
 
 
 .} 
 
 .5 
 
 20 
 
 
 .1 
 
 
 
 un 
 
 2 
 
 
 
 
 
 
 
 
 1.0 
 
 
 
 
 
 
 o 
 
 UI6 
 
 1 5 
 
 
 20 
 
 .3 
 
 
 
 
 
 .5 
 
 : : 
 
 
 .1 
 
 Z 
 
 4 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 44 
 
 
 
 10.1 
 
 3.5 
 
 
 
 7 
 
 2.S 
 
 
 
 Z 
 
 c -o 
 
 ' 
 
 GRAND TOTAL 
 
 6i 
 
 
 
 18.6 
 
 10.25 
 
 
 
 2.05 
 
 2.15 
 
 JS 
 
 d 10X3 
 
 h 22
 
 METAL TEADES INDUSTRY 
 
 231 
 
 FIELD REPORT EVALUATION 
 
 COMMITTEE ON ELIMINATION OF WASTE 
 
 IN INDUSTRY 
 L 
 
 3 SOCIETIES^ 
 
 OF 
 THE FEDERATED AMERICAN ENGINEERINC 
 
 INDUSTRY MetalTrade& PLANT NO. 9 EST.BY^S-s. ' DATE 3//S/2I 
 
 ,_ + + (D = Excellent = 0% Waste Po0 r* 60/oV/aste a-t-b + C.d = I00/o 
 + + ^ d :go ;; Bod- 80%Waste e t f + 9 . h- /oWaste 
 
 CAUSES 
 
 Guide 
 
 RESPONSIBILITIES 
 
 TOTAL WASTE 
 
 for 
 
 MANAGEMENT 
 
 
 
 Assigned 
 
 Points 
 Waste 
 
 Feld 
 nvesti- 
 
 teigned 
 Points 
 
 Esilo 
 Waste 
 
 Points 
 Waste 
 
 Assigned 
 
 Points 
 
 Est.lo 
 Waste 
 
 Points 
 fete 
 
 Assigned 
 Points 
 
 Est.|o 
 Waste 
 
 Points 
 Waste 
 
 
 1 
 
 4 
 
 3 
 
 4 
 
 & 
 
 
 7 
 
 8 
 
 g 
 
 to 
 
 II 
 
 12 
 
 13 
 
 14 
 
 _T 
 
 Kl 
 
 1 
 
 
 80 
 
 .8 
 
 
 
 
 
 
 
 
 
 
 .8 
 
 c. 
 
 K2 
 
 4 
 
 
 20 
 
 8 
 
 
 
 
 
 
 
 
 
 
 .8 
 
 rt 
 
 K3 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 Is- 
 
 K4 
 
 | 
 
 
 40 
 
 4 
 
 
 
 
 
 
 
 
 
 
 4 
 
 g -5 
 
 KS 
 
 J 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 K6 
 
 | 
 
 
 60 
 
 .6 
 
 
 
 
 
 
 
 
 
 
 6 
 
 ?'- 
 
 
 3 
 
 
 80 
 
 as 
 
 
 
 
 
 
 
 
 
 
 2.4 
 
 3 
 
 K8 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 zl^ 
 
 K9 
 
 1 
 
 
 60 
 
 6 
 
 
 
 
 
 
 
 
 
 
 .& 
 
 o - 
 
 KIO 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 Kll 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 h- T3 ^- 
 
 KIZ 
 
 3 
 
 
 40 
 
 
 1 
 
 
 20 
 
 .2 
 
 
 
 
 
 
 2 
 
 < ; 
 
 KI3 
 
 1 
 
 
 
 
 
 
 
 
 
 i 
 
 
 20 
 
 .2 
 
 
 2 
 
 
 K !4 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 -|| 
 
 Z.&J 
 
 < -g'S 
 
 K 15 
 
 
 
 
 
 t 
 
 
 
 
 
 
 
 
 
 
 
 K!6 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 KIT 
 
 
 
 
 
 I 
 
 
 
 
 
 
 
 
 
 
 
 KI8 
 
 
 
 
 
 
 
 
 
 i 
 
 
 40 
 
 .4 
 
 
 .4 
 
 K S>& 
 
 KI9 
 
 4 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 -u 
 
 -S T3 
 
 fi 
 
 KtO 
 
 
 
 
 
 1 
 
 
 
 
 
 
 
 
 
 
 
 K21 
 
 1 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 11 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 1 E 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 1 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 || 
 
 TOTAU 
 
 21 
 
 
 
 5.6 
 
 4 
 
 
 
 Z 
 
 z 
 
 
 
 6 
 
 a] 21 
 
 e 6.4 
 
 
 Tl 
 
 1 
 
 
 
 
 
 
 
 
 
 1 
 
 
 20 
 
 .& 
 
 
 .6 
 
 Nl C AL 
 
 Bering Knowledge 
 antand Materials 
 
 T2 
 
 
 
 40 
 
 1.2 
 
 
 
 
 
 
 
 
 
 
 1.2 
 
 73 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 T4 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TS 
 
 
 
 o 
 
 
 
 
 
 
 
 
 
 
 
 
 '& 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 1 
 
 
 
 
 
 
 
 
 
 
 1 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TECH 
 
 Available Engi 
 astoProduct ( P 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAU 
 
 23 
 
 
 
 1.2 
 
 
 
 
 
 4 
 
 
 
 6 
 
 b|2T 
 
 f|,.8 
 
 c 
 .2 
 
 1 
 
 > 
 o ^ 
 
 Z "c o 
 
 ll 
 
 sfl 
 
 U 1 
 
 
 
 60 
 
 1.8 
 
 
 
 
 
 
 
 
 
 
 1.8 
 
 u? 
 
 
 
 
 
 
 
 
 
 
 I 
 
 
 
 
 
 
 
 U3 
 
 
 
 ^o 
 
 .2 
 
 
 
 
 
 
 
 
 
 
 .2 
 
 4 
 
 
 
 60 
 
 3.6 
 
 
 
 
 
 
 
 
 
 
 3.6 
 
 5 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 G 
 
 
 
 
 
 1 
 
 
 
 
 
 
 
 
 
 
 
 1 
 
 
 
 60 
 
 3 
 
 
 
 
 
 
 
 
 
 
 3 
 
 8 
 
 
 
 
 .2 
 
 
 
 
 
 
 
 
 
 
 2 
 
 9 
 
 
 
 20 
 
 .6 
 
 
 
 
 
 
 
 
 
 
 6 
 
 10 
 
 
 
 40 
 
 8 
 
 
 
 
 
 
 
 
 
 
 .8 
 
 ,1 
 
 
 
 
 
 
 
 
 
 2 
 
 
 
 
 
 
 
 12 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 13 
 
 
 
 o 
 
 
 
 
 
 
 
 
 
 
 
 
 4 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 U T 1 L 1 
 
 Effectiveness of Technicc. 
 Direction, Control and Ace 
 
 15 
 
 
 
 ?0 
 
 .2 
 
 
 
 
 
 
 
 
 
 
 2 
 
 16 
 
 
 
 
 
 
 1 
 
 
 
 
 
 
 
 
 
 
 
 n 
 
 2 
 
 
 
 
 
 
 
 
 
 1 
 
 
 
 
 
 
 
 UI8 
 
 & 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 40 
 
 
 
 10.4 
 
 I 
 
 
 
 
 
 4 
 
 
 
 
 
 C 46 
 
 9 10.4 
 
 GRAND TOTAL 
 
 84 
 
 1 
 
 n.2 
 
 6 
 
 
 
 .2 1 10 
 
 
 
 kj 
 
 d 100 
 
 h 18.6
 
 232 
 
 WASTE IN INDUSTRY 
 
 FIELD REPORT EVALUATION 
 
 COMMITTEE ON ELIMINATION OF WASTE IN INDUSTRY 
 AMERICAN ENGNEERING COUNCIL 
 OF 
 
 THE FEDERATED AMERICAN ENGINEERING SOCIETIES 
 
 INDUSTRY Mela/Trades PLANT NO. 10 EST. BY P.6.S. Jr. DATE 
 
 >- 0+ + - E*celtenV=0%Wast p or-60|oWastt; a+b+c.d= 100% 
 
 ifl 
 
 HI 
 
 /> 
 
 U 
 
 Guide 
 Questions 
 
 R 
 
 ESPONSI B 1 LITI 
 
 ES 1 TOTAL WASTE 
 
 for 
 
 Field 
 Investi- 
 gator 
 
 Assigned 
 
 Est. lo 
 Waste 
 
 Points 
 Waste 
 
 Pomts 
 
 Est.lo 
 Waste 
 
 Points 
 Waste 
 
 Assigned 
 Pomts 
 
 Estofe 
 Waste 
 
 Points 
 Waste 
 
 Mig^d 
 
 Points 
 Waste 
 
 Points 
 
 
 2 
 
 S 
 
 4 
 
 5 
 
 6 
 
 7 
 
 8 
 
 9 
 
 10 
 
 11 
 
 13 
 
 IS 
 
 14 
 
 ORGANIZATION 
 
 Mechanism of Industry as toType,Methods(PaperWork)and Personnel, 
 Assignmentand Discharge of Respons'tbi lity and Relationship 
 
 Kl 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 K2 
 
 4 
 
 
 20 
 
 .8 
 
 
 
 
 
 
 
 
 
 
 .8 
 
 K3 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 K4 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 KJ 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 Kb 
 
 
 
 40 
 
 .4 
 
 
 
 
 
 
 
 
 
 
 .4 
 
 K7 
 
 5 
 
 
 60 
 
 3.0 
 
 
 
 
 
 
 
 
 
 
 10. 
 
 K8 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 K9 
 
 1 
 
 
 40 
 
 4 
 
 
 
 
 
 
 
 
 
 
 i4> 
 
 KIO 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 KH 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 KB 
 
 1 
 
 
 4-0 
 
 .4 
 
 2 
 
 
 4O 
 
 .8 
 
 i 
 
 
 20 
 
 .? 
 
 
 .4 
 
 KI3 
 
 
 
 
 
 I 
 
 
 JO 
 
 .2 
 
 2 
 
 
 20 
 
 .4. 
 
 
 .6 
 
 KI4 
 
 1 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 KIS 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 KJG 
 
 
 
 
 
 1 
 
 
 
 
 
 
 
 
 
 
 
 KIT 
 
 
 
 
 
 I 
 
 
 
 
 
 
 
 
 
 
 
 KIS 
 
 
 
 
 
 1 
 
 
 20 
 
 E 
 
 
 
 
 
 
 .2 
 
 K19 
 
 2 
 
 
 40 
 
 .8 
 
 
 
 
 
 
 
 
 
 
 8 
 
 KIO 
 
 ( 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 KZI 
 
 2 
 
 
 20 
 
 .4 
 
 
 
 
 
 
 
 
 
 
 .4- 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 70 
 
 
 
 (,.i 
 
 1 
 
 
 
 1.2 
 
 3 
 
 
 
 .6 
 
 *| 30 
 
 e|8.o 
 
 n 
 
 f 
 
 Tl 
 
 t 
 
 
 
 
 
 
 
 
 
 2 
 
 
 70 
 
 .4 
 
 
 
 TJ 
 
 } 
 
 
 20 
 
 b 
 
 
 
 
 
 
 
 
 
 
 -6 
 
 T3 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 T+ 
 
 4 
 
 
 20 
 
 .8 
 
 
 
 
 
 
 
 
 
 
 8 
 
 31 
 
 TS 
 
 2 
 
 
 6 
 
 
 
 
 
 
 
 
 
 
 
 
 2 ?! 
 
 TC 
 
 3 
 
 
 JO 
 
 6 
 
 
 
 
 
 
 
 
 
 
 6 
 
 
 T^ 
 
 ( 
 
 
 
 
 
 
 
 
 
 2 
 
 
 
 
 
 
 
 z | 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 I -o^. 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 UJ _* 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 - 11 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 |* 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 z$ 
 
 TOTAL 
 
 2 
 
 
 
 2.0 
 
 
 
 
 
 4 
 
 
 
 .4 
 
 H 
 
 f|2.4 
 
 
 ui 
 
 
 
 60 
 
 1.8 
 
 
 
 
 
 
 
 
 
 
 1.8 
 
 
 
 U2 
 
 
 
 
 
 
 
 
 
 
 2 
 
 
 zo 
 
 ,4 
 
 
 .4- 
 
 .0 
 
 UJ 
 
 
 
 20 
 
 .E 
 
 
 
 
 
 
 
 
 
 
 T 
 
 o 
 
 U4 
 
 
 
 60 
 
 4.8 
 
 
 
 
 
 
 
 
 
 
 4.8 
 
 
 U5 
 
 
 
 20 
 
 2 
 
 
 
 
 
 
 
 
 
 
 2 
 
 
 U6 
 
 
 
 
 
 
 1 
 
 
 20 
 
 .E 
 
 
 
 
 
 
 .2 
 
 
 U7 
 
 
 
 60 
 
 3.6 
 
 
 
 
 
 
 
 
 
 
 3 G 
 
 f 
 1 I 
 
 U8 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 Z 1 
 
 U9 
 
 
 
 JO 
 
 .2 
 
 1 
 
 
 
 
 
 
 
 
 
 
 .J 
 
 o ft 
 
 UK) 
 
 
 
 M 
 
 2 
 
 
 
 
 
 
 
 
 
 
 .2 
 
 -S* 
 
 U II 
 
 
 
 
 
 
 
 
 
 $ 
 
 
 4-0 
 
 -1.2 
 
 
 12. 
 
 *- * - 
 
 OK 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 UI3 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 UI* 
 
 
 
 
 2 
 
 
 
 
 
 
 
 
 
 
 I 
 
 ~*I * 
 
 UI6 
 
 
 
 
 
 1 
 
 
 
 
 
 
 
 
 
 
 
 J -5"c 
 
 HO 
 
 s 
 
 
 
 
 
 
 
 
 1 
 
 
 
 
 
 
 -s? 
 
 ui8 
 
 z 
 
 
 o 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 II 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 *g 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 si 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 36 
 
 
 
 11.2 
 
 3 
 
 
 
 .2 
 
 6 
 
 
 
 1.6 
 
 C|45 
 
 3 13.0 
 
 GRAND TOTAL 
 
 T7 
 
 
 
 19.4 
 
 10 
 
 
 
 1.4 
 
 a 
 
 
 
 2.6 
 
 djmo 
 
 1 U.*
 
 THE METAL TRADES INDUSTRY 
 
 233 
 
 FIELD REPORT EVALUATION 
 
 COMMITTEE ON ELIMINATION OF WASTE IN INDUSTRY 
 AMERICAN ENGINEERING COUNCIL 
 OF 
 
 INDUSTRY Metal Trades PLANT NO. // EST. BY H.J.B. DATE 4/6/Zl 
 
 >- + (D + - Excellent-0/o Waste Poor= 60 /o Waste a + b + C = d = I00/o 
 S + + @ - @ fair S ". Bad = 80|oV/ast e e + f + 9 = h = /o Waste 
 
 CAUSES 
 
 Guide 
 
 R 1 
 
 ISPONSIBILITI 
 
 .S 
 
 TOTAL 
 
 KASTE 
 
 for 
 Field 
 Investi- 
 
 Assigned 
 Points 
 
 Est.|o 
 Waste 
 
 Points 
 Waste 
 
 Assigned 
 Points 
 
 Est./o 
 Waste 
 
 Points 
 Waste 
 
 ? 
 
 Est.|a 
 Waste 
 
 Points 
 Waste 
 
 Assigned 
 Points 
 
 Waste 
 
 ORGANI 7ATION 
 
 Mechanism of Industry as to Type, Methods (Paper Work ) and Personnel, 
 Assignment and Discharge of Responsibility and. Relationship 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 K2 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 3 
 
 
 
 60 
 
 .6 
 
 
 
 
 
 
 
 
 
 
 6 
 
 i 
 
 
 
 60 
 
 1.2 
 
 
 
 
 
 
 
 
 
 
 .2 
 
 
 
 
 40 
 
 8 
 
 
 
 
 
 
 
 
 
 
 .8 
 
 ! 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 a 
 
 
 
 
 
 
 .5 
 
 
 
 
 
 
 
 
 
 
 
 
 K8 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 kg 
 
 
 
 
 
 
 .25 
 
 
 
 
 
 25 
 
 
 
 
 
 
 
 
 KIO 
 
 
 
 
 
 
 \ 
 
 
 
 
 
 
 
 
 
 
 
 
 KH 
 
 
 
 
 
 
 .5 
 
 
 
 
 
 
 
 
 
 
 
 
 KIZ 
 
 
 
 40 
 
 1.2 
 
 
 
 40 
 
 .4 
 
 
 
 
 
 
 .6 
 
 KlJ 
 
 
 
 ?0 
 
 .2 
 
 
 
 20 
 
 t ( 
 
 .5 
 
 20 
 
 
 .1 
 
 
 4 
 
 14 
 
 
 
 
 
 
 
 
 
 
 
 5 
 
 
 
 
 
 
 
 
 <I5 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 16 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 n 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 18 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 19 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 K20 
 
 
 
 
 
 
 
 
 
 o 
 
 
 .25 
 
 
 
 
 
 
 o 
 
 K2I 
 
 
 
 
 
 
 
 
 
 
 
 25 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 2 
 
 
 
 I 
 
 6.25 
 
 
 
 .5 
 
 1.15 
 
 
 
 .1 
 
 a|35 
 
 e| 
 
 fj 
 
 "1 
 
 
 
 to 
 
 1 
 
 
 
 
 
 .5 
 
 20 
 
 
 .1 
 
 
 
 T2 
 
 
 
 JO 
 
 .6 
 
 
 
 
 
 
 
 
 
 j 
 
 
 T3 
 
 
 
 10 
 
 4 
 
 
 
 
 
 
 
 
 
 2 
 
 
 E CH N 1 C A L 
 
 able Eng'meenngKnow 
 oduct^Plantand Mater 
 
 '4 
 
 
 
 Q 
 
 
 
 
 
 
 .5 
 
 
 
 
 
 3 
 
 
 T5 
 
 
 
 ?0 
 
 _4 
 
 
 
 
 
 
 
 
 
 2 
 
 
 T6 
 
 
 
 20 
 
 .4 
 
 
 
 
 
 | 
 
 20 
 
 
 .2 
 
 
 
 
 3 
 
 
 
 
 
 
 
 
 
 j 
 
 o 
 
 
 
 I 
 
 ) 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 ^ 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 15 
 
 
 
 1.9 
 
 
 
 
 
 
 5 
 
 
 
 .1 
 
 ^20 
 
 f 2.2 
 
 | 
 
 Ul 
 
 
 
 
 .4 
 
 
 
 
 
 
 
 
 
 
 
 us 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 ui 
 
 
 
 80 
 
 .8 
 
 
 
 
 
 
 
 
 
 
 
 J4 
 
 5 
 
 
 20 
 
 1 
 
 
 
 
 
 
 
 
 
 
 
 UTILIZATION 
 
 jeness of Technical Knowledge and Organi 
 m } Control and Accounting Factors 
 
 U5 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 J6 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 U7 
 
 
 
 20 
 
 .8 
 
 
 
 
 
 
 
 
 
 
 
 I 8 
 
 
 
 60 
 
 .t 
 
 
 
 
 
 
 
 
 
 
 
 U9 . 
 
 
 
 20 
 
 .1 
 
 
 
 
 
 
 
 
 
 
 
 UIO 
 
 
 
 20 
 
 .1 
 
 .5 
 
 20 
 
 
 .1 
 
 
 
 
 
 
 
 l(! 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 UI3 
 
 
 
 o 
 
 
 
 
 
 
 
 
 
 
 
 
 Ui* 
 
 
 
 20 
 
 .8 
 
 1 
 
 20 
 
 
 .2 
 
 
 
 
 
 
 
 UI5. 
 
 
 
 29 
 
 1 
 
 
 
 
 
 .5 
 
 20 
 
 
 .1 
 
 
 
 UI6 
 
 
 
 
 
 
 I.S 
 
 
 
 
 
 .5 
 
 
 
 
 
 
 
 in 
 
 .5 
 
 
 
 
 
 
 
 
 
 1 5 
 
 
 
 
 
 
 
 UI8 
 
 
 
 
 
 
 
 
 
 
 5 
 
 o 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 11 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 39 
 
 
 
 4.8 
 
 J 
 
 
 
 .} 
 
 1 
 
 
 
 .1 
 
 C 45 
 
 9|5.2 
 
 GRANOTOTAL 
 
 8 
 
 
 
 IO.T 
 
 9.t5 | | 
 
 .8 
 
 9.15 
 
 
 
 .5 
 
 d 100 
 
 ,1,2,
 
 234 
 
 WASTE IN INDUSTRY 
 
 FIELD REPORT EVALUATION 
 
 COMMITTEE ON ELIMINAT ON OF WASTE IN INDUSTRY 
 AMERICAN ENGINEERING COUNCIL 
 OF 
 
 INDUSTRY Metal Trades PLANT HO. /2 EST.BVMJ.fl. DATE 4/e/t/ 
 
 (Ti fi\\ f^\ (75^ E tell 
 
 :nt=0 c 
 
 oWaste Poor = 60% Waste a -t b + c * d - 100% " 
 oj " Bad = 80% Waste e + f+g = h= % Waste 
 
 w Good 
 
 
 CAUSES 
 
 Guide 
 Questions 
 
 R 
 
 .SPONSIB1LITI 
 
 :s 
 
 TOTAL WASTE 
 
 Field 
 
 ^ssigne< 
 
 Points 
 
 Est.|o 
 Waste' 
 
 Waste' 
 
 Poll *J 
 
 Was 
 
 
 
 Points 
 Waste 
 
 'pomtt 1 
 
 Est /o 
 Waste 
 
 Points 
 Waste 
 
 Points 
 
 Points 
 Was* 
 
 ORSANIIATION 
 
 Mechanism of Industry astoType,Methods(PaperWorl<)and Personnel, 
 Assignment and Discharge of Responsibility and Relationship 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 K2 
 
 l 
 
 
 80 
 
 9 
 
 
 
 
 
 
 
 
 
 
 8 
 
 K3 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 K4 
 
 2 
 
 
 80 
 
 1.6 
 
 
 
 
 
 
 
 
 
 
 1.6 
 
 K5 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 K6 
 
 
 
 80 
 
 
 
 
 
 
 
 
 
 
 
 
 KT 
 
 
 
 80 
 
 
 1 
 
 80 
 
 
 -8 
 
 
 
 
 
 
 
 K8 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 K9 
 
 
 
 80 
 
 
 .25 
 
 80 
 
 
 
 .25 
 
 80 
 
 
 .2 
 
 
 
 KIO 
 
 
 
 40 
 
 
 1 ' 
 
 
 
 
 
 
 
 
 
 .2 
 
 KM 
 
 ,s 
 
 
 80 
 
 1. 
 
 .5 
 
 80 
 
 
 
 
 
 
 
 
 1 
 
 KI2 
 
 5 
 
 
 80 
 
 
 1.5 
 
 BO 
 
 
 l 
 
 
 
 
 
 
 
 KIJ 
 
 
 
 40 
 
 
 
 40 
 
 
 
 | 
 
 40 
 
 
 4 
 
 
 I 
 
 Kt4 
 
 
 
 60 
 
 I 
 
 .5 
 
 60 
 
 
 
 .5 
 
 60 
 
 
 .3 
 
 
 
 KIS 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 KIT 
 
 3 
 
 
 60 
 
 1.8 
 
 2 
 
 60 
 
 
 1.2 
 
 
 
 
 
 
 
 KI8 
 
 3.5 
 
 
 
 
 
 1.5 
 
 
 
 
 
 
 
 
 
 
 
 K19 
 
 .5 
 
 
 60 
 
 -3 
 
 .5 
 
 60 
 
 
 .3 
 
 
 
 
 
 
 
 K20 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 K2I 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 23.5 
 
 
 
 13.3 
 
 9.T5 
 
 
 
 5.2 
 
 1.75 
 
 
 
 .9 
 
 a 35 
 
 e 19.4 
 
 TECHN 1C A U 
 
 Available Engineering Knowledge 
 astoProduct.Plantand Materials 
 
 Tl 
 
 
 
 20 
 
 .2 
 
 
 
 
 
 1 
 
 20 
 
 
 .2 
 
 
 .4 
 
 T2 
 
 1 
 
 
 80 
 
 1.6 
 
 
 
 
 
 
 
 
 
 
 6 
 
 
 
 
 40 
 
 .4 
 
 
 
 
 
 
 
 
 
 
 .4 
 
 T4 
 
 .5 
 
 
 80 
 
 1.2 
 
 
 
 
 
 .5 
 
 80 
 
 
 .4 
 
 
 1 6 
 
 T5 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 T6 
 
 1.5 
 
 
 80 
 
 1.2 
 
 
 
 
 
 .5 
 
 80 
 
 
 .4 
 
 
 .6 
 
 TT 
 
 4 
 
 
 20 
 
 8 
 
 
 
 
 
 2 
 
 20 
 
 
 4 
 
 
 1.2 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 JOTAL 
 
 1 
 
 
 
 5.4 
 
 
 
 
 
 
 4 
 
 
 
 1.4 
 
 b|,5 
 
 F|e.8 
 
 DN 
 
 edge and Organhation. 
 ig Factors 
 
 Ul 
 
 
 
 80 
 
 us 
 
 
 
 
 
 
 
 
 
 
 1.6 
 
 U2 
 
 
 
 20 
 
 .2 
 
 
 
 
 
 
 
 
 
 
 2 
 
 
 
 
 80 
 
 1.6 
 
 
 
 
 
 
 
 
 
 
 1.6 
 
 U4 
 
 
 
 60 
 
 2.4- 
 
 
 
 
 
 
 
 
 
 
 2.4 
 
 U5 
 
 
 
 40 
 
 .8 
 
 
 
 
 
 
 
 
 
 
 .8 
 
 US 
 
 
 
 60 
 
 1.2 
 
 
 
 
 
 
 
 
 
 
 1.2 
 
 UT 
 
 
 
 80 
 
 4.0 
 
 
 
 
 
 
 
 
 
 
 4. 
 
 US 
 
 
 
 80 
 
 .6 
 
 1 
 
 60 
 
 
 .6 
 
 
 
 
 
 
 .6 
 
 U9 
 
 
 
 80 
 
 .9 
 
 
 
 
 
 
 
 
 
 
 .6 
 
 UIO 
 
 
 
 60 
 
 .6 
 
 
 
 
 
 
 
 
 
 
 
 .Ull 
 
 
 
 60 
 
 2.4 
 
 
 
 
 
 
 
 
 
 
 2.4 
 
 UTI LIZ ATI 
 
 /eness of Technical Know 
 3n,Control and Accounti 
 
 UIJ 
 
 
 
 80 
 
 
 
 
 
 
 
 
 
 
 
 .e 
 
 UI4 
 
 I 
 
 
 60 
 
 9 
 
 .5 
 
 60 
 
 
 .3 
 
 
 
 
 
 
 .2 
 
 U15 
 
 1.5 
 
 
 80 
 
 1-2 
 
 
 
 
 
 .5 
 
 80 
 
 
 .4 
 
 
 U 
 
 UI6 
 
 4 
 
 
 40 
 
 .6 
 
 .5 
 
 40 
 
 
 2 
 
 1.5 
 
 40 
 
 
 6 
 
 
 Z.4 
 
 IU3 
 
 2.5 
 
 
 20 
 
 .5 
 
 
 
 
 
 1 5 
 
 20 
 
 
 .3 
 
 
 8 
 
 UI8 
 
 .5 
 
 
 40 
 
 6 
 
 
 
 
 
 5 
 
 
 
 
 ^ 
 
 .6 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 U 
 
 uj o 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 44 
 
 
 
 ... ,- 
 
 Z 
 
 
 
 I.I 
 
 4 
 
 
 
 1.5 
 
 c| 50 
 
 g . 
 
 GRAND TOTAL 
 
 ms 
 
 
 
 46. J 
 
 II.T5 
 
 
 
 6.3 
 
 9.T5 
 
 
 
 J.8 
 
 d| oo 
 
 h 56.4
 
 THE METAL TRADES INDUSTRY 
 
 235 
 
 FIELD -REPORT EVALUATION 
 
 COMMITTEE ON ELIM NATION OF WASTE IN INDUSTRY 
 AMERICAN ENGINEERING COUNC L 
 OF 
 THE FEDERATED AMERICAN ENGINEERING SOC ETIES 
 
 INDUSTRY /fe/fr/7WftS PLANT NO. 13 EST.BY^|S- DATE *///// 
 
 V -+~ Excellent-=0 /o Waste Po or=60 /o Waste a + b+C=d = 100% 
 S 4. + . Fair "SS " Bad ' 8 /0 Wa5te C + f + g = h = % Waste 
 
 CAUSES 
 
 Guide 
 Questions 
 
 R E 
 
 SPONSIBIUTIE 
 
 S 
 
 TOTAL WASTE 
 
 for 
 
 Field 
 Investi- 
 
 dsr 
 
 Est./o 
 VJaste 
 
 Points 
 Waste 
 
 M 
 
 Esi/o 
 Waste 
 
 Points 
 Waste 
 
 Writs 
 
 Est.[o 
 Waste 
 
 Points 
 Waste 
 
 Assigned 
 Po nte 
 
 Points 
 Waste 
 
 gator 
 
 
 i 
 
 3 
 
 4 
 
 6 
 
 6 
 
 T 
 
 8 
 
 9 
 
 10 
 
 II 
 
 12 
 
 15 
 
 14 
 
 ORGANIZATION 
 
 Mechanism of Industry astoType,Methods(PoperWork)and Personnel, 
 Assignmentand Discharge of Responsibility and Relationship 
 
 Kl 
 
 
 
 Q 
 
 o 
 
 
 
 
 
 
 
 
 
 
 
 K2 
 
 
 
 20 
 
 .6 
 
 
 
 
 
 
 
 
 
 
 .6 
 
 K3 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 K4 
 
 
 
 ?0 
 
 .2 
 
 
 
 
 
 
 
 
 
 
 .2 
 
 K5 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 KG 
 
 
 
 20 
 
 ? 
 
 
 
 
 
 
 
 
 
 
 -2 
 
 K7 
 
 
 
 40 
 
 8 
 
 
 
 
 
 
 
 
 
 
 8 
 
 K8 
 
 
 
 20 
 
 .2 
 
 
 
 
 
 
 
 
 
 
 s 
 
 K9 
 
 
 
 EO 
 
 .2 
 
 
 
 
 
 
 
 
 
 
 .2 
 
 KIO 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 Kll 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 KI2 
 
 
 
 80 
 
 1.6 
 
 2 
 
 
 80 
 
 i.e 
 
 
 
 
 
 
 3.S 
 
 
 
 
 
 4 
 
 
 
 40 
 
 .4 
 
 e 
 
 
 40 
 
 8 
 
 
 1.6 
 
 KI4 
 
 
 
 20 
 
 .2 
 
 
 
 
 
 
 
 
 
 
 ?. 
 
 KI5 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 KIG 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 l<\7 
 
 
 
 60 
 
 1.2 
 
 2 
 
 
 60 
 
 I.E 
 
 2 
 
 
 60 
 
 1.2 
 
 
 3.S 
 
 KI8 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 KI9 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 KZO 
 
 
 
 80 
 
 1.6 
 
 
 
 
 
 
 
 
 
 
 .6 
 
 US] 
 
 
 
 40 
 
 8 
 
 
 
 
 
 
 
 
 
 
 .8 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 ?1 
 
 
 
 8.0 
 
 5 
 
 
 
 3.? 
 
 4- 
 
 
 
 2.0 
 
 C,|3 6 
 
 e , 
 
 || 
 
 || 
 If 
 
 
 4 
 
 
 20 
 
 .8 
 
 
 
 
 
 
 
 
 
 
 8 
 
 T2 
 
 
 
 20 
 
 8 
 
 
 
 
 
 
 
 
 
 
 
 T3 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 T4 
 
 
 
 20 
 
 .8 
 
 
 
 
 
 
 
 
 
 
 .8 
 
 T5 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 T6 
 
 
 
 ?0 
 
 .4 
 
 
 
 
 
 
 
 
 
 
 .4 
 
 fel 
 
 c "E 
 
 T7 
 
 
 
 20 
 
 1.2 
 
 
 
 
 
 2 
 
 
 80 
 
 .4 
 
 
 .6 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 S 
 11 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 25 
 
 
 
 4.0 
 
 
 
 
 
 2 
 
 
 
 .4 
 
 Jti 
 
 f|4.4 
 
 ON 
 
 ledge and Organisation, 
 ng Factors 
 
 Ul 
 
 2 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 U2 
 
 
 
 
 
 
 
 
 
 
 2 
 
 
 40 
 
 8 
 
 
 8 
 
 U3 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 U4 
 
 3 
 
 
 60 
 
 1.8 
 
 
 
 
 
 
 
 
 
 
 1.8 
 
 U5 
 
 3 
 
 
 40 
 
 1.2 
 
 
 
 
 
 
 
 
 
 
 .2 
 
 U6 
 
 1 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 Ul 
 
 3 
 
 
 80 
 
 2 
 
 
 
 
 
 
 
 
 
 
 7.4 
 
 U8 
 
 I 
 
 
 BO 
 
 
 1 
 
 
 80 
 
 8_J 
 
 
 
 
 
 
 1.6 
 
 U9 
 
 1 
 
 
 40 
 
 
 
 
 
 
 
 
 
 
 
 .4 
 
 U!0 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 Ull 
 
 2 
 
 
 ?0 
 
 
 
 
 
 
 1 
 
 
 20 
 
 Z 
 
 
 .e 
 
 Ul! 
 
 5 
 
 
 20 
 
 1 
 
 
 
 
 
 
 
 
 
 
 1 
 
 IUTILIZATI 
 
 Effectiveness of Technical Knov 
 DirectioryControl and Account 
 
 ui3 
 
 
 
 40 
 
 1 
 
 
 
 
 
 
 
 
 
 
 .6 
 
 UI4 
 
 2 
 
 
 20 
 
 
 
 
 
 
 
 
 
 
 
 .4 
 
 UI5 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 UI6 
 
 2 
 
 
 40 
 
 8 
 
 
 
 
 
 
 
 
 
 
 .8 
 
 un 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 UI8 
 
 1 
 
 
 40 
 
 , .4 
 
 
 
 
 
 
 
 
 
 
 4 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 33 
 
 
 
 11.2 
 
 1 
 
 
 
 8 
 
 3 
 
 
 
 1.0 
 
 c n 
 
 g 13.0 
 
 GRAND TOTAL 
 
 85 
 
 
 
 2J.2 
 
 & 
 
 
 
 4.0 
 
 9 
 
 
 
 3.4 
 
 d 100 
 
 H30.6
 
 236 
 
 WASTE IN INDUSTRY 
 
 FIELD REPORT EVALUATION 
 
 COMMITTEE ON ELIM IN ATION OF WASTE IN INDUSTRY 
 AMERICAN ENG NEER NG COUNC L 
 OF 
 THE FEDERATED AMERICAN ENGINEERING SOCIETIES 
 
 INDUSTRY Meta/ Trades PLANT NO. It EST.BY P.G.S.Jr. DATE 3/n/Zi 
 
 >- + + - Excellent- 0/o Waste Poor * 60/o Waste a + b + c = d - I00/ 
 S->-@Fa,r S : Bod=80%Waste e + f *g -h - /o Waste 
 
 CAUSES 
 
 Guide 
 Questions 
 for 
 Field 
 Investi- 
 
 RESPONSIBILITIES 
 
 TOTAL WAS1E 
 
 MANAGEMENT 
 
 
 
 Assigned 
 Points 
 
 Wast* 
 
 Points 
 
 |Est. /o 
 Waste 
 
 Points 
 Waste 
 
 tenned 
 
 PomH 
 
 Es,t./o 
 Waste 
 
 Points 
 Wast 
 
 Assigned 
 
 Est./o 
 Waste 
 
 Points 
 Waste 
 
 Points 
 
 kTION 
 
 iods(Paper Wortyand Personnel 
 lity and Relationship 
 
 Kl 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 K2 
 
 6 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 K3 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 2 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 K5 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 K6 
 
 t 
 
 
 20 
 
 .4 
 
 
 
 
 
 
 
 
 
 
 .+ 
 
 K7 
 
 5 
 
 
 40 
 
 Z 
 
 
 
 
 
 
 
 
 
 
 ?.o 
 
 K8 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 K9 
 
 1 
 
 
 20 
 
 .2 
 
 
 
 
 
 
 
 
 
 
 -2 
 
 KIO 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 KM 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 KI2 
 
 J 
 
 
 zo 
 
 .4 
 
 
 
 60 
 
 .6 
 
 j 
 
 
 
 
 
 
 1.6 
 
 OR G A N 1 2f 
 
 Mechanism of Industry asto Type, Met 
 Assignment and Discharge of Responsib 
 
 KI5 
 
 I 
 
 
 
 
 
 
 
 20 
 
 4 
 
 1 
 
 
 eo 
 
 6 
 
 
 i.O 
 
 KI4 
 
 
 
 
 
 
 
 
 
 
 l 
 
 
 
 
 
 
 
 KI5 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 eo 
 
 6 
 
 
 
 
 
 
 C 
 
 KI7 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 KI8 
 
 
 
 
 
 
 
 20 
 
 2 
 
 
 
 
 
 
 .2 
 
 KI9 
 
 Z 
 
 
 60 
 
 1.2 
 
 
 
 
 
 
 
 
 
 
 .2 
 
 K20 
 
 | 
 
 
 40 
 
 4 
 
 
 
 
 
 
 
 
 
 
 .4 
 
 Ktl 
 
 J 
 
 
 40 
 
 8 
 
 
 
 
 
 
 
 
 
 
 8 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 25 
 
 
 
 5.4 
 
 1 
 
 
 
 1.8 
 
 3 
 
 
 
 1.2 
 
 E 
 
 ej.4 
 
 TECHN 1 C A L 
 
 Available Engineering Knowledge 
 asto Product, Plantand Materials 
 
 Tl 
 
 J 
 
 
 20 
 
 .6 
 
 
 
 
 
 1 
 
 
 
 
 
 4 
 
 .6 
 
 T2 
 
 1 
 
 
 20 
 
 2 
 
 
 
 
 
 
 
 
 
 
 1 
 
 2 
 
 T) 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 1 
 
 
 T4 
 
 5 
 
 
 10 
 
 1.0 
 
 
 
 
 
 
 
 
 
 s 
 
 1.0 
 
 T5 
 
 1 
 
 
 
 
 
 
 
 
 
 
 
 
 
 1 
 
 
 T6 
 
 | 
 
 
 ?0 
 
 4 
 
 
 
 
 
 
 
 
 
 2 
 
 .4 
 
 T7 
 
 5 
 
 
 10 
 
 1.0 
 
 
 
 
 
 I 
 
 
 4.0 
 
 4 
 
 & 
 
 1.4 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 18 
 
 
 
 3.2 
 
 
 
 
 
 
 2 
 
 
 
 .4 
 
 b|20 
 
 g 
 
 UTILIZATION 
 
 Effectiveness of Technical Knowledge and Organization. 
 Direction, Control and Accounting Factors 
 
 Ul 
 
 5 
 
 
 10 
 
 1 
 
 
 
 
 
 
 
 
 
 
 
 18 
 
 
 
 
 
 
 
 
 
 
 
 i 
 
 
 40 
 
 .4 
 
 
 4 
 
 UJ 
 
 
 
 o 
 
 
 
 
 
 
 
 
 
 
 
 
 U4 
 
 a 
 
 
 to 
 
 I.G 
 
 
 
 
 
 
 
 
 
 
 1.6 
 
 U5 
 
 i 
 
 
 
 
 .2 
 
 
 
 
 
 
 
 
 
 
 .2 
 
 U6 
 
 i 
 
 
 
 
 i 
 
 
 JO 
 
 .2 
 
 
 
 
 
 
 .7 
 
 UT 
 
 6 
 
 
 
 
 74 
 
 
 
 
 
 
 
 
 
 
 2.4 
 
 U8 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 US 
 
 1 
 
 
 
 
 i 
 
 
 
 
 
 
 
 
 
 
 
 UIO 
 
 ? 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 Ull 
 
 1 
 
 
 
 
 
 
 
 
 2 
 
 
 40 
 
 .8 
 
 
 .8 
 
 Ult 
 
 I 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 Ull 
 
 1 
 
 
 ?0 
 
 .J 
 
 
 
 
 
 
 
 
 
 
 .2 
 
 UI4 
 
 1 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 UIB 
 
 
 
 
 
 
 
 
 
 1 
 
 
 40 
 
 4 
 
 
 4 
 
 utc 
 
 1 
 
 
 
 
 
 l 
 
 
 
 
 
 
 
 
 
 
 
 un 
 
 1 
 
 
 M 
 
 .2 
 
 
 
 
 
 1 
 
 
 
 
 
 J 
 
 Z 
 
 UI8 
 
 t 
 
 
 
 
 
 
 
 
 
 
 
 
 
 2 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 31 
 
 
 
 5.6 
 
 3 
 
 
 
 2 
 
 5 
 
 
 
 14 
 
 C 45 
 
 9[ 
 
 GRAND TOTAL 
 
 80 
 
 
 
 I4.Z 
 
 10 
 
 
 
 2.0 
 
 10 
 
 
 
 3.2 
 
 d 100 
 
 h|:,4
 
 THE METAL TRADES INDUSTRY 
 
 237 
 
 FIELD REPORT EVALUATION 
 
 COMMITTEE ON ELIMINATION OF WASTE IN INDUSTRY 
 AMERICAN ENGINEERING COUNC L 
 OF 
 THE FEDERATED AMERICAN ENGINEERING SOCIETIES 
 
 INDUSTRY/%to/7r<W PLANT NO. IS EST. BY H.J. 8. DK\E4/6frr 
 
 y + + - Excellent -tffc Waste poo^QO/oWaste a + b +C =d - I00lo 
 * + +-@ Fafr =40 /o Bad=80/o Waste e-> f + g - h - Jo Waste 
 
 
 
 M 
 3 
 < 
 o 
 
 Guide 
 
 Questions 
 for 
 
 RESPONSIB1HTIES 
 
 TOTAL WASTE 
 
 
 
 LABOR 
 
 OUTSIDE CONT ACTS 
 
 
 faints 
 Waste 
 
 Field 
 Investi- 
 gator 
 
 tekjned 
 Points 
 
 Est./o 
 Waste 
 
 Points 
 
 Waste 
 
 Assigned 
 
 PoTnts 
 
 Est.|o 
 Waste 
 
 Points 
 Waste 
 
 tesigned 
 Points 
 
 Wai 
 
 ^ 
 
 Points 
 
 Waste 
 
 *c 
 
 N 
 
 r W3rk)and Personnel, 
 1 Relationship 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 K2 
 
 
 
 70 
 
 .4 
 
 
 
 
 
 
 
 
 
 
 
 K3 
 
 
 
 
 
 C 
 
 
 
 
 
 
 
 
 
 
 
 K4 
 
 
 
 60 
 
 >6 
 
 
 
 
 
 
 
 
 
 
 
 K5 
 
 
 
 80 
 
 8 
 
 
 
 
 
 
 
 
 
 
 
 K6 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 Kl 
 
 
 
 40 
 
 A 
 
 .5 
 
 40 
 
 
 .2 
 
 
 
 
 
 
 
 K8 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 OR6ANI7AT10 
 
 Mechanism of Industry asto Type, Methods(Pape 
 Assignment and Discharge of Responsibility an 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 - 
 
 
 
 Kll 
 
 .5 
 
 
 20 
 
 . 1 
 
 
 to 
 
 
 .1 
 
 
 
 
 
 
 
 K12 
 
 
 
 60 
 
 2.4 
 
 
 60 
 
 
 .6 
 
 
 
 
 
 
 
 Kl} 
 
 
 
 40 
 
 .4 
 
 
 40 
 
 
 t 2 
 
 .5 
 
 40 
 
 
 
 
 
 
 KJ4 
 
 
 
 20 
 
 .2 
 
 
 20 
 
 
 .1 
 
 .5 
 
 20 
 
 
 .1 
 
 
 
 KJ5 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 K16 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 KIT 
 
 1.5 
 
 
 20 
 
 , 3 
 
 
 70 
 
 
 .2 
 
 
 
 
 
 5 
 
 
 KI8 
 
 1.5 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 5 
 
 
 KI9 
 
 1.5 
 
 
 40 
 
 .6 
 
 
 40 
 
 
 . 
 
 
 
 
 
 
 
 K20 
 
 0.5 
 
 
 20 
 
 .1 
 
 . 
 
 20 
 
 
 .05 
 
 .25 
 
 20 
 
 
 .05 
 
 
 
 K2I 
 
 1-5 
 
 
 20 
 
 t j 
 
 
 
 
 
 .5 
 
 20 
 
 
 , 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 76 
 
 
 
 1 
 
 6.15 
 
 
 
 1.15 
 
 2^5 
 
 
 
 0.55 
 
 a| 35 
 
 e 9.9 
 
 TECHNICAL 
 
 Available Engineering Knowledge 
 as to Product, Plantand Materials 
 
 T| 
 
 .5 
 
 
 20 
 
 
 
 
 
 
 .5 
 
 20 
 
 
 ^1 
 
 
 .4 
 
 T2 
 
 3 
 
 
 40 
 
 1 
 
 
 
 
 
 
 
 
 
 
 ,2 
 
 TJ 
 
 Z 
 
 
 20 
 
 
 
 
 
 
 
 
 
 
 
 .4 
 
 14 
 
 IS 
 
 
 20 
 
 
 
 
 
 
 .S 
 
 20 
 
 
 .) 
 
 
 6 
 
 T5 
 
 I 
 
 
 20 
 
 
 
 
 
 
 
 
 
 
 
 
 16 
 
 15 
 
 
 60 
 
 
 
 
 
 
 .5 
 
 60 
 
 
 .3 
 
 
 .2 
 
 TT 
 
 3.5 
 
 
 
 
 
 
 
 
 
 2.5 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 16 
 
 
 
 3.1 
 
 
 
 
 
 
 4 
 
 
 
 .5 
 
 J* 
 
 f 4.2 
 
 UTILIZATION 
 
 Effectiveness of Technical Knowledge and Organization. 
 Direction.Control and Accounting Factors 
 
 Ul 
 
 1 
 
 
 60 
 
 6 
 
 
 
 
 
 
 
 
 
 
 
 Ul 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 us 
 
 1 
 
 
 80 
 
 8 
 
 
 
 
 
 
 
 
 
 
 
 U4 
 
 6 
 
 
 20 
 
 1.2 
 
 
 
 
 
 
 
 
 
 
 
 U5 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 U6 
 
 2 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 Ul 
 
 
 
 20 
 
 8 
 
 
 
 
 
 
 
 
 
 
 
 U8 
 
 1 
 
 
 GO 
 
 6 
 
 
 
 
 
 
 
 
 
 
 
 U9 
 
 
 
 40 
 
 
 
 
 
 
 
 
 
 
 
 
 UIO 
 
 .5 
 
 
 20 
 
 ^ 
 
 .5 
 
 20 
 
 
 .1 
 
 
 
 
 
 
 
 Ull 
 
 4 
 
 
 40 
 
 
 
 
 
 
 
 
 
 
 
 
 UIZ 
 
 5 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 UI3 
 
 3 
 
 
 20 
 
 
 
 
 
 
 
 
 
 
 
 
 Ol4 
 
 3 
 
 
 20 
 
 
 1 
 
 20 
 
 
 .2 
 
 
 
 
 
 
 
 UI5 
 
 .5 
 
 
 20 
 
 
 
 
 
 
 .5 
 
 20 
 
 
 .] 
 
 
 
 UI6 
 
 2.5 
 
 
 20 
 
 
 j 5 
 
 20 
 
 
 .3 
 
 , 
 
 20 
 
 
 .2 
 
 
 
 un 
 
 2 
 
 
 
 
 
 
 
 
 
 1 
 
 
 
 
 
 
 
 UI8 
 
 1.5 
 
 
 
 
 
 
 
 
 
 .5 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 39 
 
 
 
 1.9 
 
 3 
 
 
 
 .6 
 
 3 
 
 
 
 3 
 
 C 45 
 
 9 B.8 
 
 GRANP TOTAL 
 
 81 
 
 
 
 19-2 
 
 915 
 
 
 
 2.15. 
 
 9.25 
 
 
 
 1.15 
 
 d 100 
 
 h 22.9
 
 238 
 
 WASTE IN INDUSTRY 
 
 FIELD REPORT EVALUATION 
 
 COMMITTEE ON ELIMINAT ON OF WASTE IN INDUSTRY 
 AMERCAN ENGINEERING COUNCL 
 OF 
 THE FEDERATED AMER CAN ENGINEERING SOC ETIES 
 
 INDUSTRY Wefa/ 'Trades PLANT NO. 41 EST.BY DATE 3/ZS/2/ 
 
 f + (D + (D = Excellent=0% Waste p or=60/oWaste a + b +c = d =100% 
 i /2) -t- (fa -t_ ft5) = (ji) n a ; r -4QO/ \ Bad = 80 /o Waste +'f-t-gh= /o Waste 
 
 UJ 
 
 in 
 
 < 
 
 Guide 
 
 RESPONSIBILITIES 
 
 TOTAL WASTE 
 
 for 
 
 MANAGEMENT 
 
 LABOR 
 
 
 Assigned 
 
 Points 
 Waste 
 
 Field 
 Invest! - 
 
 Assigned 
 Points 
 
 Est.|o 
 Waste 
 
 Points 
 Waste 
 
 Assignee 
 Points 
 
 Esr. 
 
 Was 
 
 r'f 
 
 Waste 
 
 Assigned 
 Points 
 
 Est.!o 
 Waste 
 
 Fonts 
 Waste 
 
 1 
 
 Kl 
 
 5 
 
 
 20 
 
 .300 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 KJ 
 
 o 
 
 
 20 
 
 400 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 K3 
 
 5 
 
 
 40 
 
 .600 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 5 
 
 
 40 
 
 .600 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 K5 
 
 n 
 
 
 20 
 
 400 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 K6 
 
 5 
 
 
 20 
 
 300 
 
 
 
 
 
 
 
 
 
 
 o 
 
 
 
 I 
 
 K7 
 
 1.5 
 
 
 20 
 
 300 
 
 1 
 
 
 20 
 
 .200 
 
 
 
 
 
 
 
 
 K8 
 
 1.0 
 
 
 40 
 
 400 
 
 1 
 
 
 80 
 
 800 
 
 
 
 
 4.00 
 
 
 
 
 
 
 W 
 
 400 
 
 0.5 
 
 
 20 
 
 IQL 
 
 
 
 
 
 
 
 
 KIO 
 
 
 
 
 20 
 
 .200 
 
 
 
 60 
 
 600 
 
 
 
 
 
 
 
 
 Kll 
 
 .0 
 
 
 40 
 
 .400 
 
 0.5 
 
 
 20 
 
 00 
 
 
 
 
 
 
 
 
 KI2 
 
 1.0 
 
 
 60 
 
 RQO 
 
 1 
 
 
 40 
 
 .400 
 
 
 
 
 
 
 
 
 R 6 A N 1 I A 
 
 Mechanismof Industry as toTupe.Methc 
 Assignmentand Discharge of Responsib 
 
 KIJ 
 
 
 
 20 
 
 300 
 
 
 
 40 
 
 .400 
 
 
 , 
 
 
 
 
 
 KI4- 
 
 .0 
 
 
 20 
 
 .200 
 
 
 
 20 
 
 200 
 
 
 
 
 
 
 
 
 KI5 
 
 o 
 
 
 
 
 .000 
 
 
 
 
 
 .000 
 
 
 
 
 Q 
 
 
 
 KI6 
 
 .0 
 
 
 
 
 .000 
 
 I 
 
 
 
 
 000 
 
 
 
 
 
 
 
 
 KIT 
 
 
 
 to 
 
 
 .200 
 
 
 
 20 
 
 .200 
 
 
 
 4 
 
 40 
 
 
 
 KI8 
 
 0.5 
 
 20 
 
 
 .100 
 
 
 
 20 
 
 .200 
 
 
 
 
 400 
 
 
 
 KI9 
 
 1.5 
 
 
 20 
 
 .300 
 
 
 
 
 
 
 .000 
 
 
 
 
 
 
 
 
 K20 
 
 0.8 
 
 40 
 
 
 320 
 
 1 
 
 
 20 
 
 200 
 
 
 
 
 
 
 
 
 K21 
 
 0.2 
 
 20 
 
 
 400 
 
 1 
 
 
 20 
 
 .200 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 25 
 
 
 
 6.72 
 
 3 
 
 
 
 3.60 
 
 T 
 
 
 
 4.8 
 
 a A; 
 
 e 15.12 
 
 TECHNICAL 
 
 Available Engineering Knowledge 
 as to Product.Plantand Materials 
 
 Tl 
 
 l.O 
 
 
 
 
 
 
 
 
 
 
 
 1.0 
 
 
 20 
 
 200 
 
 
 
 T2 
 
 1.0 
 
 
 40 
 
 400 
 
 
 
 
 
 
 
 
 
 
 
 
 
 T5 
 
 n 
 
 
 10 
 
 .400 
 
 
 
 
 
 
 
 
 
 
 
 
 
 T4 
 
 .0 
 
 
 40 
 
 .400 
 
 
 
 
 
 
 
 
 o 
 
 
 
 
 T5 
 
 .0 
 
 
 20 
 
 .200 
 
 
 
 
 
 
 
 
 
 
 
 
 
 T6 
 
 o 
 
 
 40 
 
 400 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TT. 
 
 .5 
 
 
 40 
 
 .&po 
 
 
 
 
 
 
 1 
 
 
 20 
 
 .300 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 7.5 
 
 
 
 2.4 
 
 
 
 
 
 
 
 L ? 
 
 
 
 O.S 
 
 b :o 
 
 i : ': < 
 
 UT 1 LI 1 A T 1 ON 
 
 Effectiveness of Technical Knowledge and Organilation. 
 Direction, Control and Accounting Factors 
 
 UI 
 
 2.0 
 
 
 80 
 
 1.60 
 
 
 
 
 
 
 
 
 
 60 
 
 .60 
 
 
 
 
 
 
 40 
 
 0.80 
 
 
 
 
 
 
 
 
 40 
 
 40 
 
 
 
 U3 
 
 1.5 
 
 
 20 
 
 O.JO 
 
 
 
 
 
 
 
 
 
 
 o 
 
 
 
 U4 
 
 2.0 
 
 
 20 
 
 0.40 
 
 
 
 
 
 
 
 
 
 
 
 
 
 U5 
 
 .5 
 
 
 20 
 
 0.30 
 
 
 
 
 
 
 
 
 
 
 
 
 
 U6 
 
 
 
 20 
 
 0.30 
 
 
 
 
 
 
 
 
 
 
 
 
 
 U7 
 
 25 
 
 
 80 
 
 2.00 
 
 
 
 
 
 
 
 
 60 
 
 ) 
 
 
 
 UB 
 
 1.5 
 
 
 20 
 
 0.30 
 
 
 
 20 
 
 0.20 
 
 
 
 
 
 
 
 
 US 
 
 3.0 
 
 
 40 
 
 1.20 
 
 
 
 60 
 
 1.20 
 
 
 
 
 
 
 
 
 UIO 
 
 3.0 
 
 
 40 
 
 1.20 
 
 
 
 60 
 
 1.20 
 
 
 
 
 
 
 
 
 UN 
 
 7.0 
 
 
 20 
 
 0.40 
 
 
 
 
 
 0.00 
 
 
 
 o 
 
 
 
 
 UI2 
 
 7.0 
 
 
 
 0.40 
 
 .5 
 
 
 20 
 
 0.10 
 
 
 
 
 
 
 
 
 UI3 
 
 .5 
 
 
 20 
 
 030 
 
 
 
 20 
 
 0.10 
 
 
 
 
 
 
 
 
 UI4 
 
 1.5 
 
 
 20 
 
 0.30 
 
 
 
 20 
 
 0.10 
 
 
 
 
 
 
 
 
 UI5 
 
 7.0 
 
 
 20 
 
 0.40 
 
 
 
 20 
 
 0.02 
 
 
 
 
 
 
 
 
 IDS 
 
 t.O 
 
 
 20 
 
 0.40 
 
 
 
 40 
 
 0-08 
 
 
 
 
 
 
 
 
 UI7 
 
 2.0 
 
 
 20 
 
 0.40 
 
 
 
 20 
 
 0.02 
 
 
 
 
 
 
 
 
 UI8 
 
 20 
 
 
 20 
 
 0.40 
 
 
 
 20 
 
 0.02 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 35 
 
 
 
 11.4 
 
 T 
 
 
 
 3.04 
 
 3 
 
 
 
 .60 
 
 C 45 
 
 9, - - ' 
 
 GRAND TOTAL 
 
 '*< -, 
 
 
 
 20.52 
 
 zo 
 
 
 
 6.64 
 
 12.5 
 
 
 
 6.90 
 
 d 100 
 
 h: 14.06
 
 THE METAL TRADES INDUSTRY 
 
 239 
 
 FIELD REPORT EVALUATION 
 
 
 INDUSTRY Metal Trades PLANT NO. EST. BY DATE 
 
 > -!- + - Excellent =0/ Waste Poor =60 c /o Waste o + b +C -d -lOOTo 
 
 2 + + -. ^ r d :S : B - 8 0/ - e + f ^ - - ' waste 
 
 2 
 
 in 
 
 3 
 < 
 
 6u.de 
 
 
 
 S 
 
 TOTALWASTE 
 
 for 
 
 
 LABOR 
 
 
 Ks.gned 
 omts 
 
 oints 
 Waste 
 
 Field 
 
 Assigned 
 Points 
 
 tsf./o 
 Waste 
 
 Points 
 Wostc 
 
 Assigned 
 Points 
 
 Est/o 
 Waste 
 
 Points 
 Waste 
 
 
 
 Est /o 
 Was e 
 
 Waste 
 
 
 1 
 
 2, 
 
 
 
 5 
 
 
 
 6 
 
 
 
 
 
 13 
 
 14 
 
 _- 
 
 Kl 
 
 
 
 
 0.16 
 
 
 
 
 o 
 
 
 
 
 
 
 
 0.15 
 
 
 K2 
 
 
 
 
 071 
 
 
 
 
 
 
 
 
 
 o 
 
 
 0.71 
 
 1 
 
 K3 
 
 
 
 
 031 
 
 
 
 
 
 
 
 
 
 o 
 
 
 0.31 . 
 
 & * 
 
 K4 
 
 
 
 
 0.50 
 
 
 
 
 
 
 
 
 
 
 
 
 O.SO 
 
 I* 
 
 K5 
 
 
 
 
 04? 
 
 
 
 
 
 
 
 
 
 
 
 
 0.46 
 
 s 
 
 K6 
 
 
 
 
 0.37 
 
 
 
 
 0.01 
 
 
 
 
 
 
 
 0.38 
 
 ? 
 
 K7 
 
 
 
 
 1 04 
 
 
 
 
 " : 
 
 
 
 
 
 
 
 1.1} . 
 
 l-i 
 
 K8 
 
 
 
 
 015 
 
 
 
 
 0.05 
 
 
 
 
 0.25 
 
 
 0.45 
 
 z fc ? 
 
 K9 
 
 
 
 
 037 
 
 
 
 
 0.04 
 
 
 
 
 0.03 
 
 
 O.U 
 
 o 11 
 
 KIO 
 
 
 
 
 0.09 
 
 
 
 
 006 
 
 
 
 
 
 
 
 0.15 . 
 
 
 Kl> 
 
 
 
 
 0.21 
 
 
 
 
 0.07 
 
 
 
 
 
 
 
 0.28 
 
 
 U2 
 
 
 
 
 105 
 
 
 
 
 0.69 
 
 
 
 
 0.09, 
 
 
 1.83 
 
 < - 
 
 K13 
 
 
 
 
 0.31 
 
 
 
 
 0.07 
 
 
 
 
 0.26 
 
 
 
 
 K t4 
 
 
 
 
 0.18 
 
 
 
 
 M6 
 
 
 
 
 0.05 
 
 
 O.Z9 
 
 KI5 
 
 
 
 
 0.00 
 
 
 
 
 0.0i 
 
 
 
 
 0.04 
 
 
 0.07 . 
 
 KI6 
 
 
 
 
 001 
 
 
 
 
 105 
 
 
 
 
 
 
 
 0.06 
 
 R G A 
 
 idustry as 1oTi 
 J Discharge of R 
 
 KI7 
 
 
 
 
 0.58 
 
 
 
 
 0.35 
 
 
 
 
 0.14 
 
 
 0.87 
 
 me 
 
 
 
 
 0.09 
 
 
 
 
 0.08 
 
 
 
 
 0.06 
 
 
 0.23 
 
 K19 
 
 
 
 
 
 
 
 
 0.06 
 
 
 
 
 
 
 
 0.39 
 
 K.20 ! 
 
 
 
 
 c:<- 
 
 
 
 
 0.03 
 
 
 
 
 0.09 
 
 
 0.36 
 
 K2I 
 
 
 
 
 0.36 
 
 
 
 
 O.OJ 
 
 
 
 
 O.OJ 
 
 
 0.40 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 P 
 
 ll 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 |! 
 
 TOTAL 
 
 
 
 
 7.3Z 
 
 
 
 
 1.76 
 
 
 
 
 1.05 
 
 a 
 
 e|,Q,, 
 
 - C H N 1 C A L 
 
 e Engineerins Knowledge 
 duct,Plantand Materials 
 
 Tl 
 
 
 
 
 0.62 
 
 
 
 
 
 
 
 
 
 0.28 
 
 
 0.90 
 
 K 
 
 
 
 
 0.85 
 
 
 
 
 
 
 
 
 
 
 
 
 0.85 
 
 T3 
 
 
 
 
 O.JO 
 
 
 
 
 
 
 
 
 
 Q 
 
 
 0.30 
 
 T4 
 
 
 
 
 us 
 
 
 
 
 
 
 
 
 
 0. 
 
 
 1.33 
 
 T5 
 
 
 
 
 0.26 
 
 
 
 
 
 
 
 
 
 
 
 0.27 
 
 r 
 
 
 
 
 048 
 
 
 
 
 
 
 
 
 
 0.09 
 
 
 0.57 
 
 T7 
 
 
 
 
 055 
 
 
 
 
 o 
 
 
 
 
 0.49 
 
 
 1.04 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 - | 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 5 S 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 
 
 
 4.29 
 
 
 
 
 0.01 
 
 
 
 
 V'O 
 
 b l 
 
 H6 
 
 L I Z A T 1 O N 
 
 :hnical Knowledge and Organization 
 
 Ul 
 
 
 
 
 1.15 
 
 
 
 
 
 
 
 
 
 
 
 
 1.15 
 
 U2 
 
 
 
 
 o.u 
 
 
 
 
 
 
 
 
 
 0.3 
 
 
 0.42 
 
 U3 
 
 
 
 
 0.63 
 
 
 
 
 
 
 
 
 
 
 
 0.3 
 
 U4 
 
 
 
 
 1.84 
 
 
 
 
 
 
 
 
 
 
 
 1.84 
 
 U5 
 
 
 
 
 0.76' 
 
 
 
 
 
 
 
 
 
 
 
 0.76 
 
 U6 
 
 
 
 
 0.28 
 
 
 
 
 0.11 
 
 
 
 
 
 
 0.39 
 
 U7 
 
 
 
 
 I.T9 
 
 
 
 
 c 
 
 
 
 
 
 
 1.79 
 
 U8 
 
 
 
 
 0.52 
 
 
 
 
 0.10 
 
 
 
 
 
 
 0.62 
 
 U9 
 
 
 
 
 0.64 
 
 
 
 
 0.08 
 
 
 
 
 
 
 0.72 
 
 UIO 
 
 
 
 
 0.30 
 
 
 
 
 0.15 
 
 
 
 
 
 
 0.45 
 
 Ull 
 
 
 
 
 0.61 
 
 
 
 
 
 
 
 
 
 5 
 
 
 0.96 
 
 UlZ 
 
 
 
 
 0.89 
 
 
 
 
 0.06 
 
 
 
 
 
 
 0.95 
 
 UI3 
 
 
 
 
 0.77 
 
 
 
 
 0.06 
 
 
 
 
 
 
 0.83 
 
 UI4 
 
 
 
 
 0.51 
 
 
 
 
 II 
 
 
 
 
 
 
 :: 
 
 UlS 
 
 
 
 
 0.19 
 
 
 
 
 
 
 
 
 
 18 
 
 
 0.27 
 
 U16 
 
 
 
 
 0.41 
 
 
 
 
 0.09 
 
 
 
 
 9 
 
 
 C.59 
 
 UI7 
 
 
 
 
 0.14- 
 
 
 
 
 
 
 
 
 
 )4 
 
 
 0.18 
 
 a?I 
 
 s g 
 
 gS 
 
 II 
 II 
 
 UI6 
 
 
 
 
 0.15 
 
 
 
 
 
 
 
 
 
 0^ 
 
 
 0.17 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 
 
 
 11.69 
 
 
 
 
 0.76 
 
 
 
 
 0.89 
 
 c| 
 
 gi3.34 
 
 GRAND TOTAL 
 
 
 
 
 ?3.30 
 
 
 
 
 2.53 
 
 
 
 
 J.88 
 
 3 
 
 h|2,7,
 
 CHAPTER X 
 
 THE TEXTILE INDUSTRY 
 
 BY W. R. BASSET 
 
 Size of the Textile Industry. The textile industry, in which are 
 included the makers of fabric for wearing apparel, carpets, draperies, 
 blankets, sheetings and all other woven, knitted and felted fabrics, leads 
 all other industries in the number of establishments employing more 
 than 250 hands each. It leads all industries in the number of plants the 
 product of which has a value of more than $1,000,000. It is second only 
 to the steel and iron industry in the amount of capital represented, which 
 is now conservatively estimated at $3,500,000,000. According to the 
 1914 census, the value of its products was $3,414,615,000. The estimate 
 is made that in 1920 the value of its products was very close to 
 $7,000,000,000, of which $499,279,939 was exported. Textile plants are 
 scattered from coast to coast and number 12,964. The prosperity and 
 buying power of the managers and workers in the textile industry 
 is, therefore, import int to the prosperity of American industry as a 
 whole. 
 
 Scope and Limitations of Investigation. In order to obtain an idea of 
 the sources of waste in the textile industry, an assay was made in thirteen 
 mills manufacturing woolen, cotton and silk cloth, thrown silk and knit 
 goods. 
 
 Most of the mills studied are in Massachusetts, New York and 
 Pennsylvania. There is a sufficient diversity of product and location, 
 however, to warrant at least a tentative appraisal of the causes and 
 responsibilities for waste, without implying thereby that these findings 
 represent in any sense a complete and final statement of the case. 
 
 All the questions of the standard questionnaire were found to be 
 applicable to the textile industry, except question T6 (Are Tools Stand- 
 ardized?), which was therefore omitted from the final evaluations of 
 waste. In six of the investigations a list of additional questions was used, 
 as being of collateral interest in bringing out points peculiar to this industry. 
 This list could well have been used in all thirteen investigations and is 
 
 240
 
 THE TEXTILE INDUSTRY 
 
 241 
 
 given in Appendix I as a contribution to the preparation of future 
 questionnaires. 
 
 Summary of Results of Investigation. The investigation assessed 
 percentages of waste from various causes against each plant on the 
 basis of a grouping of the answers to the questionnaire as shown in the 
 " Question Number " column of Table I (Determination of Average % 
 Waste Field Report Evaluation Textile Industry). The division of 
 responsibility for waste under the three heads " Management," " Labor," 
 and " Outside Contacts " is also indicated here by the column references 
 to Table II (Field Report Evaluation) where the average percentage of 
 waste on a 100% basis for each question or group of questions in Table I 
 is converted into a new percentage on the basis of assigned points of 
 waste as indicated in Table II. Table II, that is, summarizes the essential 
 figures. 
 
 WASTE (100% ASSIGNED) 
 
 Causes 
 
 RESPONSIBILITIES 
 
 Management 
 
 Labor 
 
 Outside Contacts 
 
 Total 
 
 Assigned 
 
 Charged 
 
 Assigned 
 
 Charged 
 
 Assigned 
 
 Charged 
 
 Assigned 
 
 Charged 
 
 Organization. . 
 Technical 
 Utilization.... 
 
 Total 
 Converted to 
 
 14.1 
 20.0 
 17.3 
 
 7.3 
 9.4 
 8.0 
 
 6.4 
 0.0 
 5.4 
 
 2.5 
 0.0 
 
 2.2 
 
 4.5 
 25.0 
 7.3 
 
 1.9 
 14.2 
 3.7 
 
 25.0 
 45.0 
 30.0 
 
 11.7 
 23.6 
 13.9 
 
 51.4 
 (100.0) 
 
 24.7 
 (48.1) 
 
 11.8 
 (100.0) 
 
 4.7 
 
 (39.8) 
 
 36.8 
 (100.%) 
 
 19.8 
 (53.8) 
 
 100.0 
 (100.0) 
 
 49.2 
 (49.2) 
 
 This summary indicates that the plants studied have been only 50.8% 
 successful in combating waste and still have before them the problem 
 and the possibility of reducing the remaining 49.2% to zero. Without 
 attempting to assign responsibility for the wastes discovered, it would 
 appear that a much heavier share of the burden must be borne by man- 
 agement than by labor. With respect to the responsibility assessed 
 against " Outside Contacts," while a portion of this doubtless represents 
 factors in the situation over which management individually has little or 
 no control, yet much of it could doubtless be overcome through concerted 
 action by the industry as a whole, and to that extent constitutes a charge 
 against management. 
 
 Restated in a slightly different form, the findings of the field report 
 evaluations work out to the following :
 
 242 
 
 WASTE IN INDUSTRY 
 RESPONSIBILITY FOR WASTE 
 
 Chargeable Against 
 
 Per Cent 
 
 Per Cent of Total 
 
 Management (largely controllable by individual 
 plant) 
 
 24 7 
 
 50 2 
 
 Outside contacts (largely controllable by the 
 industry as a whole) 
 
 19 8 
 
 40 2 
 
 Labor (largely controllable by labor itself) . ... 
 
 4 7 
 
 9 6 
 
 
 
 
 
 49.2 
 
 100.0 
 
 Management, then, appears to be responsible for considerably more 
 than half of all the waste discovered, while labor seems to be a contribu- 
 tory factor in approximately a tenth of the total. 
 
 Table III summarizes the results of the individual field report evalua- 
 tions for each plant by responsibilities and causes. The detailed evalua- 
 tion sheets from which this summary was taken will be found in Appendix 
 II. The order in which the plants rank on the basis of this summary 
 is as follows : 
 
 Plant 
 
 % Waste 
 
 Plant 
 
 % Waste 
 
 # 1 
 
 27.7 
 
 #13 
 
 51.9 
 
 # 8 
 
 28.0 
 
 # 4 
 
 55.0 
 
 # 6 
 
 36.3 
 
 # 3 
 
 56.3 
 
 #10 
 
 46.1 
 
 #11 
 
 56.9 
 
 #12 
 
 47.2 
 
 # 5 
 
 62.6 
 
 # 9 
 
 49.9 
 
 # 7 
 
 72.0 
 
 # 2 
 
 50.8 
 
 
 
 Conclusion. The placing of responsibility for waste, however, is in 
 some respects the least important phase of the problem. The causes 
 of waste and their elimination are the vital elements of the situation. 
 If they can be determined, in some degree at least, and ways and means 
 found to overcome them, then this investigation may be said to have been 
 truly worth while from a constructive standpoint. 
 
 W. R. BASSET.
 
 THE TEXTILE INDUSTRY 
 
 TABLE I DETERMINATION OF AVERAGE % WASTE 
 
 FIELD REPORT EVALUATION 
 
 TEXTILE INDUSTRY 
 
 
 
 
 PLANT 
 
 
 Class 
 
 Question 
 Number 
 
 Column 
 
 
 Average 
 
 
 
 
 j 
 
 
 
 
 
 
 
 
 
 
 
 
 #1 
 
 #2 
 
 #3 
 
 #4 
 
 #5 
 
 #6 
 
 #7 
 
 #8 
 
 #9 
 
 #10 
 
 #11 
 
 #12 
 
 #13 
 
 
 
 K-l, 2, 3 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 &4 
 
 2 
 
 50 
 
 60 
 
 60 
 
 50 
 
 80 
 
 60 
 
 90 
 
 10 
 
 90 
 
 10 
 
 100 
 
 20 
 
 80 
 
 58 
 
 
 K-5 
 
 3 
 
 000 
 
 100 
 
 100 
 
 00 
 
 100 
 
 100 
 
 100 
 
 20 
 
 100 
 
 60 
 
 100 
 
 100 
 
 60 
 
 80 
 
 
 
 11 
 
 60 
 
 60 
 
 60 
 
 60 
 
 60 
 
 60 
 
 60 
 
 60 
 
 60 
 
 60 
 
 60 
 
 60 
 
 60 
 
 60 
 
 
 K-&, 7, 8, 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 9, 11&12 
 
 2 
 
 40 
 
 80 
 
 80 
 
 20 
 
 80 
 
 40 
 
 90 
 
 10 
 
 60 
 
 50 
 
 90 
 
 40 
 
 80 
 
 58 
 
 
 
 6 
 
 40 
 
 50 
 
 50 
 
 20 
 
 50 
 
 40 
 
 60 
 
 10 
 
 40 
 
 40 
 
 40 
 
 40 
 
 60 
 
 42 
 
 
 
 10 
 
 40 
 
 60 
 
 60 
 
 40 
 
 60 
 
 40 
 
 60 
 
 20 
 
 40 
 
 40 
 
 40 
 
 40 
 
 60 
 
 46 
 
 
 K-10 
 
 3 
 
 20 
 
 20 
 
 40 
 
 20 
 
 20 
 
 20 
 
 20 
 
 10 
 
 20 
 
 20 
 
 20 
 
 20 
 
 20 
 
 21 
 
 
 
 7 
 
 20 
 
 20 
 
 40 
 
 20 
 
 20 
 
 20 
 
 20 
 
 000 
 
 20 
 
 000 
 
 000 
 
 20 
 
 20 
 
 27 
 
 o 
 
 
 11 
 
 20 
 
 40 
 
 40 
 
 40 
 
 40 
 
 40 
 
 40 
 
 10 
 
 40 
 
 20 
 
 20 
 
 40 
 
 40 
 
 33 
 
 *> 
 
 K-13, 14 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 .2 
 
 & 15 
 
 2 
 
 40 
 
 40 
 
 40 
 
 40 
 
 40 
 
 40 
 
 40 
 
 10 
 
 40 
 
 20 
 
 20 
 
 40 
 
 40 
 
 35 
 
 
 
 6 
 
 40 
 
 40 
 
 40 
 
 40 
 
 40 
 
 40 
 
 40 
 
 10 
 
 40 
 
 20 
 
 20 
 
 40 
 
 40 
 
 35 
 
 
 
 10 
 
 50 
 
 50 
 
 50 
 
 50 
 
 50 
 
 50 
 
 50 
 
 20 
 
 50 
 
 40 
 
 40 
 
 50 
 
 50 
 
 46 
 
 
 K-16 
 
 3 
 
 100 
 
 100 
 
 100 
 
 100 
 
 100 
 
 100 
 
 100 
 
 50 
 
 100 
 
 100 
 
 100 
 
 20 
 
 100 
 
 90 
 
 O 
 
 
 7 
 
 100 
 
 100 
 
 100 
 
 00 
 
 100 
 
 100 
 
 100 
 
 50 
 
 100 
 
 100 
 
 100 
 
 10 
 
 100 
 
 89 
 
 
 K-17&I8 
 
 2 
 
 000 
 
 20 
 
 20 
 
 20 
 
 40 
 
 20 
 
 50 
 
 000 
 
 20 
 
 000 
 
 50 
 
 20 
 
 20 
 
 22 
 
 
 
 6 
 
 000 
 
 20 
 
 20 
 
 20 
 
 50 
 
 40 
 
 50 
 
 10 
 
 20 
 
 000 
 
 50 
 
 20 
 
 40 
 
 26 
 
 
 
 10 
 
 000 
 
 20 
 
 20 
 
 20 
 
 60 
 
 20 
 
 20 
 
 20 
 
 20 
 
 20 
 
 50 
 
 20 
 
 60 
 
 27 
 
 
 K-19 
 
 3 
 
 30 
 
 70 
 
 40 
 
 100 
 
 40 
 
 60 
 
 100 
 
 000 
 
 100 
 
 30 
 
 100 
 
 30 
 
 100 
 
 62 
 
 
 K-20 
 
 3 
 
 10 
 
 70 
 
 20 
 
 40 
 
 50 
 
 40 
 
 70 
 
 000 
 
 80 
 
 40 
 
 50 
 
 20 
 
 40 
 
 42 
 
 
 
 7 
 
 10 
 
 70 
 
 20 
 
 20 
 
 50 
 
 40 
 
 70 
 
 10 
 
 50 
 
 20 
 
 50 
 
 40 
 
 40 
 
 38 
 
 
 K-21 
 
 3 
 
 40 
 
 60 
 
 80 
 
 40 
 
 80 
 
 60 
 
 80 
 
 000 
 
 60 
 
 40 
 
 80 
 
 20 
 
 80 
 
 55 
 
 
 
 7 
 
 40 
 
 60 
 
 80 
 
 40 
 
 40 
 
 60 
 
 80 
 
 20 
 
 40 
 
 40 
 
 80 
 
 20 
 
 80 
 
 55 
 
 
 T-l 
 
 3 
 
 20 
 
 40 
 
 40 
 
 20 
 
 40 
 
 20 
 
 20 
 
 000 
 
 30 
 
 000 
 
 20 
 
 10 
 
 30 
 
 22 
 
 J" 
 
 T-2 
 
 3 
 
 40 
 
 20 
 
 100 
 
 90 
 
 70 
 
 100 
 
 100 
 
 000 
 
 40 
 
 60 
 
 50 
 
 20 
 
 90 
 
 60 
 
 
 T-3 
 
 3 
 
 90 
 
 40 
 
 40 
 
 90 
 
 70 
 
 90 
 
 90 
 
 000 
 
 60 
 
 40 
 
 40 
 
 20 
 
 80 
 
 58 
 
 d 
 
 T-4 
 
 3 
 
 60 
 
 60 
 
 60 
 
 60 
 
 60 
 
 60 
 
 60 
 
 20 
 
 60 
 
 60 
 
 70 
 
 60 
 
 80 
 
 59 
 
 
 T-5 
 
 3 
 
 50 
 
 30 
 
 50 
 
 20 
 
 40 
 
 20 
 
 40 
 
 20 
 
 20 
 
 40 
 
 40 
 
 20 
 
 30 
 
 32 
 
 H 
 
 *T-6 
 T-7 
 
 3 
 
 10 
 
 60 
 
 70 
 
 60 
 
 70 
 
 10 
 
 80 
 
 20 
 
 40 
 
 80 
 
 60 
 
 60 
 
 40 
 
 51 
 
 
 
 11 
 
 10 
 
 70 
 
 70 
 
 70 
 
 70 
 
 10 
 
 80 
 
 60 
 
 70 
 
 60 
 
 60 
 
 70 
 
 40 
 
 57 
 
 
 U-l 
 
 3 
 
 40 
 
 60 
 
 80 
 
 100 
 
 90 
 
 100 
 
 100 
 
 10 
 
 60 
 
 20 
 
 90 
 
 70 
 
 80 
 
 71 
 
 
 U-2 
 
 3 
 
 20 
 
 20 
 
 40 
 
 40 
 
 50 
 
 10 
 
 20 
 
 20 
 
 30 
 
 20 
 
 50 
 
 40 
 
 40 
 
 31 
 
 
 
 11 
 
 50 
 
 70 
 
 70 
 
 70 
 
 50 
 
 10 
 
 80 
 
 60 
 
 80 
 
 80 
 
 60 
 
 70 
 
 60 
 
 62 
 
 
 U-3&8 
 
 2 
 
 50 
 
 60 
 
 100 
 
 80 
 
 80 
 
 20 
 
 80 
 
 40 
 
 100 
 
 80 
 
 100 
 
 60 
 
 80 
 
 72 
 
 
 
 6 
 
 20 
 
 40 
 
 60 
 
 60 
 
 60 
 
 20 
 
 60 
 
 20 
 
 40 
 
 60 
 
 60 
 
 40 
 
 40 
 
 45 
 
 
 
 10 
 
 40 
 
 40 
 
 80 
 
 40 
 
 80 
 
 20 
 
 80 
 
 40 
 
 80 
 
 80 
 
 80 
 
 40 
 
 40 
 
 57 
 
 
 7-4 & 5 
 
 2 
 
 40 
 
 20 
 
 60 
 
 80 
 
 70 
 
 40 
 
 90 
 
 10 
 
 30 
 
 60 
 
 60 
 
 60 
 
 60 
 
 52 
 
 
 C7-6 
 
 3 
 
 90 
 
 40 
 
 40 
 
 40 
 
 80 
 
 60 
 
 80 
 
 10 
 
 40 
 
 20 
 
 60 
 
 60 
 
 80 
 
 57 
 
 
 U-7 
 
 3 
 
 30 
 
 10 
 
 10 
 
 90 
 
 80 
 
 80 
 
 100 
 
 30 
 
 20 
 
 10 
 
 60 
 
 50 
 
 80 
 
 50 
 
 
 
 11 
 
 30 
 
 50 
 
 50 
 
 50 
 
 50 
 
 60 
 
 90 
 
 60 
 
 80 
 
 60 
 
 50 
 
 60 
 
 60 
 
 58 
 
 
 [7-9 
 
 3 
 
 40 
 
 60 
 
 60 
 
 100 
 
 60 
 
 100 
 
 100 
 
 20 
 
 100 
 
 40 
 
 60 
 
 60 
 
 100 
 
 70 
 
 
 U-W 
 
 3 
 
 50 
 
 50 
 
 40 
 
 50 
 
 50 
 
 50 
 
 100 
 
 50 
 
 50 
 
 80 
 
 60 
 
 50 
 
 50 
 
 56 
 
 e 
 
 
 7 
 
 50 
 
 50 
 
 50 
 
 50 
 
 70 
 
 100 
 
 100 
 
 50 
 
 80 
 
 80 
 
 80 
 
 50 
 
 50 
 
 56 
 
 
 
 11 
 
 50 
 
 50 
 
 50 
 
 50 
 
 50 
 
 50 
 
 50 
 
 50 
 
 50 
 
 80 
 
 60 
 
 50 
 
 50 
 
 53 
 
 "c3 
 
 u-n 
 
 3 
 
 20 
 
 40 
 
 20 
 
 40 
 
 20 
 
 10 
 
 60 
 
 10 
 
 50 
 
 30 
 
 60 
 
 20 
 
 20 
 
 31 
 
 N 
 
 
 11 
 
 40 
 
 40 
 
 40 
 
 40 
 
 40 
 
 20 
 
 60 
 
 40 
 
 60 
 
 60 
 
 60 
 
 40 
 
 40 
 
 40 
 
 5 
 
 U-12 
 
 3 
 
 30 
 
 20 
 
 20 
 
 40 
 
 50 
 
 60 
 
 60 
 
 20 
 
 20 
 
 30 
 
 50 
 
 20 
 
 20 
 
 34 
 
 P 
 
 
 7 
 
 30 
 
 20 
 
 20 
 
 40 
 
 40 
 
 40 
 
 50 
 
 20 
 
 20 
 
 40 
 
 50 
 
 20 
 
 20 
 
 32 
 
 
 [7-13 
 
 3 
 
 20 
 
 20 
 
 20 
 
 40 
 
 60 
 
 20 
 
 60 
 
 10 
 
 000 
 
 40 
 
 40 
 
 20 
 
 20 
 
 18 
 
 
 
 7 
 
 20 
 
 20 
 
 20 
 
 40 
 
 80 
 
 20 
 
 80 
 
 10 
 
 20 
 
 40 
 
 40 
 
 20 
 
 20 
 
 34 
 
 
 
 11 
 
 20 
 
 20 
 
 20 
 
 40 
 
 60 
 
 20 
 
 80 
 
 20 
 
 20 
 
 40 
 
 40 
 
 20 
 
 20 
 
 32 
 
 
 [7-14 
 
 3 
 
 20 
 
 20 
 
 40 
 
 20 
 
 60 
 
 000 
 
 60 
 
 20 
 
 20 
 
 20 
 
 40 
 
 40 
 
 40 
 
 31 
 
 
 [7-15 
 
 3 
 
 000 
 
 50 
 
 20 
 
 50 
 
 40 
 
 20 
 
 20 
 
 20 
 
 20 
 
 100 
 
 50 
 
 20 
 
 20 
 
 34 
 
 
 
 11 
 
 80 
 
 80 
 
 80 
 
 80 
 
 80 
 
 80 
 
 80 
 
 80 
 
 80 
 
 80 
 
 80 
 
 80 
 
 80 
 
 80 
 
 
 17-16 
 
 3 
 
 20 
 
 60 
 
 40 
 
 40 
 
 60 
 
 40 
 
 60 
 
 10 
 
 10 
 
 40 
 
 50 
 
 40 
 
 60 
 
 48 
 
 
 
 7 
 
 40 
 
 60 
 
 40 
 
 40 
 
 60 
 
 40 
 
 80 
 
 20 
 
 20 
 
 60 
 
 50 
 
 40 
 
 40 
 
 45 
 
 
 
 11 
 
 20 
 
 40 
 
 40 
 
 40 
 
 40 
 
 20 
 
 60 
 
 20 
 
 30 
 
 40 
 
 50 
 
 40 
 
 40 
 
 37 
 
 
 [7-17 
 
 3 
 
 10 
 
 20 
 
 40 
 
 40 
 
 30 
 
 20 
 
 40 
 
 10 
 
 10 
 
 30 
 
 30 
 
 40 
 
 40 
 
 28 
 
 
 
 7 
 
 20 
 
 40 
 
 40 
 
 40 
 
 30 
 
 30 
 
 40 
 
 20 
 
 20 
 
 50 
 
 40 
 
 40 
 
 40 
 
 35 
 
 
 U-18 
 
 3 
 
 000 
 
 20 
 
 80 
 
 60 
 
 100 
 
 40 
 
 60 
 
 10 
 
 10 
 
 40 
 
 40 
 
 70 
 
 30 
 
 4? 
 
 * Does not apply to Textile Industry.
 
 244 
 
 WASTE IN INDUSTRY 
 
 
 & 
 
 
 M 
 
 | 
 
 ^ 
 
 
 
 H 
 
 i i 
 
 j 
 
 
 < 
 
 s 
 
 O 
 
 i 
 
 1 
 
 1 
 
 | 
 
 I 
 
 | 
 
 s 
 
 S 
 
 1 
 
 I FIELD RE; 
 
 ELIMINATION 
 
 ICAN ENGINEE 
 
 OP 
 
 D AMERICAN I 
 
 3 
 
 .1 
 
 H 
 
 1 
 
 1 
 
 1 
 
 1 
 
 
 
 i 
 
 t 
 
 z 
 
 IS 
 
 S 
 
 1 
 
 g 
 z 
 
 6 
 
 o 
 
 
 a" 
 
 ! 
 
 1 
 
 a 
 5 
 
 1 
 
 ^ 
 1 
 
 5 
 
 J 
 
 1 
 jj 
 
 
 
 1 
 
 i 
 
 >-" 
 
 
 E 
 
 i 
 
 a 
 x 
 
 r! 
 
 D i, 
 " t 
 
 I! 
 
 .2 
 
 a 
 
 
 
 o o 
 p5 
 
 S 
 
 a 
 
 
 
 S5*%5 
 
 g 
 
 II II II 
 
 i 
 
 he 
 
 HOfe 
 <><> 
 
 n n 
 () 
 + + 
 
 + + 
 
 
 07 
 
 * 
 "3 
 
 1 
 
 ^ji 
 
 -S3 
 > 
 
 ^* 
 
 t- in ~<o t^iooMccto 
 
 *H I-( T)< 
 
 c 2 
 
 , i 1 
 
 M 
 
 O <=> d O O WOO 
 
 CQ M oo ci N * 'N^' 
 
 RESPONSIBILITIES 
 
 ODTBIDB CONTACTS 
 
 II 
 
 g 
 
 M 
 
 co t- 10 -i : co 
 
 
 Est. Per Cent 
 Waste 
 
 s 
 
 O i CO I ' ' ' 
 
 '. :'.:'. 
 
 O 
 
 to <D r~ 
 
 * * IN 
 
 Assigned 
 Points 
 
 O 
 
 >o >o co e o 
 
 M 
 
 3 
 
 4S.2 
 
 II 
 
 00 
 
 
 -H' 
 
 Est. Per Cent 
 Waste 
 
 l^ 
 
 : & : S : ^S 
 
 o 
 
 IN 10 (O 
 
 if. . CO M 
 
 Assigned 
 Points 
 
 IO 
 
 
 N I-! * lH >4 ' 
 
 MANAGEMENT 
 
 1! 
 &* 
 
 * 
 
 00 IN CO ^ CO CO ^" * 
 
 Est. Per Cent 
 Waste 
 
 CO 
 
 : S : g S9! 
 
 N 
 
 S S 8 S3 : : 
 
 g3 
 
 II 
 
 - 
 
 O 10 O U3 O CO O COOiO 
 CO r-i *' ' i-i ' ei '-< 
 
 S o 
 
 S.|,3J 
 
 iwf 
 
 a g 
 
 M 
 
 . 
 
 t< ^ ^ * t< fc! X UJ t< U- UJ t< fc) t< !< t< UJ S< S< i< UJ 
 
 sasnvo 
 
 diqsnOTiBpH pu ^{nqw 
 -uodsa^j jo 93JBqosiQ puB ^uainuSiesv 
 'lauuogjaj puB (WOJi -radwj) epoqiajv 
 ad^x 0: > 8B AJ^enpni jo tasmeqaaiv 
 NOIXVZINVOHO 
 
 A3X
 
 THE TEXTILE INDUSTRY 
 
 245 
 
 cOoOt-oOcft 00 
 ' ^' i-I rt CD 
 
 g| r 2^-w^ 
 
 co oi 
 
 00000 
 
 cococococo o 
 
 O OO O iOOO>OO>OOin>OiOOOO 
 
 o o 
 
 i 
 
 "3 
 
 
 
 
 2 
 
 2 J-" | :----;; 
 
 t~ (30 
 CO O5 
 
 
 
 
 
 
 
 
 
 2- 00 -COO N -Ot- ' ' 
 irj . -UjTli CO -OOCO 
 
 
 
 
 
 10 
 
 
 
 
 
 
 ! :::::: 
 
 
 
 
 
 1C 
 
 o 
 
 CM 
 
 ^O OO -C<|iO *iO t-i O * 
 
 CO 00 
 
 *' i 
 
 
 
 
 
 
 
 
 
 
 ' " <N -CO *CO(N ' -05 CO - 
 
 CN * 
 
 
 
 
 
 
 
 
 j ; jHij*j 
 
 
 
 
 
 
 
 
 i ; !gi:iii;;ii; 
 
 
 
 
 
 
 
 
 i !i(5 !^ ^O>0 ' -OO ' 
 
 2 - 
 
 COOOt^OOCi CO 
 ' rt r-( r-< IN 
 
 2 
 
 
 l> 
 
 -' ' ^ '- 
 
 SiSSco S 
 
 
 Hco IcS SScOCo2cOCO*cN3 
 
 
 
 
 
 
 1 1 g i is MM M 
 
 
 
 
 
 ooooo o 
 
 
 
 oo o oo5>o-*oo>airaTj<ooo 
 
 n "*. 
 
 sssselb I 
 
 , 
 
 1 1 
 
 to&bto&bbb&SSSSSSSSS 
 
 SB aSpajMOuji 3ui 
 1VOINHO3X 
 
 1 
 Nbixvznixn ' 2
 
 246 
 
 WASTE IN INDUSTRY 
 
 A 3 
 
 II 
 
 $S 
 
 o co c o co i> r- co co co o eo 
 
 8 S S 55 
 
 (N I> 1> I> l> IN O "0 CO 10 10 l> O Tt< 
 
 I> t^ t>j t>j (N O 
 
 OWOOOOCNOOOOt>COOOOO>-HCOO 
 (NCO<Ni-icO<NCO '(N'-i(N<NCO<N 
 
 OOOOC^rHi-HOSCOWOOOOJCO'-IOS 
 
 3 I! 
 
 II "* 
 
 3 + 
 
 t ii 
 
 II o 
 
 CO t^ rH 
 
 + II + 
 
 <N CO OS 
 
 T?B 
 
 6 HP
 
 THE TEXTILE INDUSTRY 247 
 
 APPENDIX I 
 
 Supplemental Questions for Questionnaire 
 
 Materials 
 
 A. Principal raw materials purchased, and quantities in pounds per year (estimated). 
 
 B. Kinds of cotton and wool purchased and length of staple used. 
 
 C. Numbers or counts of yarns spun and purchased. 
 
 D. Average number of days required for delivery of raw materials. 
 
 E. Materials in process in pounds and dollars (estimated). 
 
 F. Material needed to keep mill threaded up, in pounds (estimated). 
 
 G. Material turnover. 
 
 1. Per year. 
 
 2. From receiving to shipping. 
 H. Loss on cotton or wool. 
 
 1. Measured. 
 
 2. Accounted for. 
 
 I. Total stock on hand of cotton or wool in pounds by months, 1918, 1919, 1920 
 
 J. Variety of styles manufactured at one time. 
 
 K. Number of styles per year. 
 
 L. Number of styles added per year. 
 
 M. Number of styles dropped per year. 
 
 Labor and Mill activities. 
 
 A. Average number of overseers, second and third hands, and number of employees 
 
 by departments. 
 
 B. 1. Total number of cards 
 
 spindles 
 looms 
 2 . Number tended per operator cards 
 
 spindles 
 
 looms 
 
 C. Source of power. 
 
 Manufactured Water 
 
 Purchased Steam 
 
 D. Square feet of floor space. 
 
 APPENDIX II 
 
 Individual Field Report Evaluations. (13 charts).
 
 248 
 
 WASTE IN INDUSTRY 
 
 FIELD REPORT EVALUATION 
 
 OF 
 THE FEDERATED AMERICAN ENGINE ERING SOC ETIES 
 
 INDUSTRY Textile PLANT NO. / EST. BY M. F. 8. 0, Co. DATE Z/n/Zl 
 
 >. + 
 
 J) + - Excellent = 0l<,Wast. 
 Good =20/o M 
 
 ' Poor = 60/o Waste a -i-b + c=d= |00lo 
 Bad - 80/ , e +f + g=h- / Waste 
 
 
 
 CAUSES 
 
 Guide 
 
 RESPON3I 81 LIT1ES 
 
 TOTAI.WASTC 
 
 for 
 Field 
 nvesti- 
 gator 
 
 MANAGEMENT 
 
 LABOR 
 
 OUTSIDE CONTACTS 
 
 Assigned Points 
 Poinh Wast* 
 
 ~T~ 
 
 Est 
 
 VJa 
 
 Tl 
 
 lo 
 
 t 
 
 Points 
 Waste 
 
 S 
 
 Est.lo 
 Waste 
 
 Points 
 Waste 
 
 Points 
 
 Est.lo 
 
 Points 
 Waste 
 
 
 5 
 
 
 
 
 
 
 
 
 
 14 
 
 
 
 K 1 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 K2 
 
 30 
 
 50 
 
 
 1.5 
 
 
 
 
 
 
 
 
 
 3.0 
 
 1.5 
 
 KJ 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 c^ 
 
 K4 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 I.I 
 
 KS 
 
 I.S 
 
 
 
 
 
 
 
 
 0.5 
 
 
 60 
 
 0.3 
 
 2.0 
 
 0.3 
 
 K6 [ 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 K7 h 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 S "w 
 
 K5 1 
 
 4.0 
 
 40 
 
 
 16 
 
 2.5 
 
 40 
 
 
 1.0 
 
 1.5 
 
 40 
 
 
 0.6 
 
 80 
 
 32 
 
 z & ff 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 o o* ^ 
 
 KIO 
 
 0.5 
 
 
 10 
 
 O.I 
 
 0.2 
 
 
 20 
 
 O.I 
 
 1.3 
 
 
 to 
 
 0.3 
 
 2.0 
 
 0-5 
 
 ^ 3) 
 
 Kl' / 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 >- T-J -*- 
 
 KI2 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 < '-S 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 isl "^ *" 
 
 KI4 
 
 10 
 
 40 
 
 
 0.4 
 
 1.0 
 
 40 
 
 
 0.4 
 
 0.2 
 
 50 
 
 
 O.I 
 
 2.2 
 
 0.9 
 
 
 KI5 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 z if 
 
 KIC 
 
 0.3 
 
 
 100 
 
 0.3 
 
 0.2 
 
 
 100 
 
 0.2 
 
 
 
 
 
 0.5 
 
 OS 
 
 < *p *- 
 
 KIT 
 
 20 
 
 
 
 
 1.0 
 
 
 
 
 1.0 
 
 
 
 
 4.0 
 
 
 07 * <u 
 
 me 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 KI9 
 
 0.3 
 
 
 30 
 
 O.I 
 
 
 
 
 
 
 
 
 
 0.3 
 
 O.I 
 
 
 K20 
 
 1.0 
 
 
 10 
 
 O.I 
 
 1.0 
 
 
 10 
 
 O.I 
 
 
 
 
 
 2.0 
 
 0.2 
 
 3 * 
 
 K2I 
 
 0.5 
 
 
 40 
 
 0.2 
 
 0.5 
 
 
 40 
 
 02 
 
 
 
 
 
 1.0 
 
 0.4 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 c 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 5 ^ 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 < 
 
 TOTAL 
 
 14.1 
 
 
 
 4.3 
 
 6.4 
 
 
 
 2.0 
 
 4.6 
 
 
 
 1.3 
 
 25.0 
 
 e - 
 
 
 Tl 
 
 3.0 
 
 
 20 
 
 0. 
 
 
 
 
 
 
 
 
 
 3.0 
 
 0.6 
 
 H)~ 
 
 rt 
 
 30 
 
 
 40 
 
 1. 
 
 
 
 
 
 
 
 
 
 3.0 
 
 1.2 
 
 fc 'C 
 
 T3 
 
 3.0 
 
 
 90 
 
 2. 
 
 
 
 
 
 
 
 
 
 30 
 
 2.7 
 
 *J +. 
 
 T4 
 
 3.0 
 
 
 60 
 
 
 
 
 
 
 
 
 
 
 3.0 
 
 1.8 
 
 j C E 
 
 TS 
 
 3.0 
 
 
 50 
 
 
 
 
 
 
 
 
 
 
 3-0 
 
 1.5 
 
 0)" 
 
 T4 X 
 
 '00 
 
 S N 
 
 TAP, 
 
 LY TC 
 
 THE / 
 
 fXTIL 
 
 < INDU 
 
 sritY 
 
 
 
 
 
 
 
 'P 
 
 n 
 
 5.0 
 
 
 10 
 
 
 
 
 
 
 25.0 
 
 
 10 
 
 25 
 
 30-0 
 
 3.0 
 
 w "c 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 ~ K 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 C * r - 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 * -o 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 -g e 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 ss 
 
 TOTAL 
 
 20.0 
 
 
 
 8.3 
 
 
 
 
 
 25.0 
 
 
 
 25 
 
 b : 
 
 f 10.8 
 
 
 Ul 
 
 20 
 
 
 40 
 
 0.8 
 
 
 
 
 
 
 
 
 
 2.0 
 
 08 
 
 .1 
 
 uiX 
 
 
 
 
 - 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 = 
 
 U4 
 
 2.0 
 
 40 
 
 
 0.8 
 
 
 
 
 
 
 
 
 
 2.0 
 
 0.8 
 
 
 U^ 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 l>6 
 
 0.5 
 
 
 90 
 
 0.4 
 
 
 
 
 
 
 
 
 
 05 
 
 0.4 
 
 1 I A T 1 N 
 
 ca\ Knowledge and Or 
 Accounting Factors 
 
 U1 
 
 3.0 
 
 
 30 
 
 
 
 
 
 
 2.0 
 
 
 30 
 
 0.6 
 
 5.0 
 
 1.5 
 
 UB^ 
 
 0.5 
 
 50 
 
 
 
 0.5 
 
 20 
 
 
 O.I 
 
 1.0 
 
 40 
 
 
 0.4 
 
 2.0 
 
 08 
 
 U9 
 
 0.5 
 
 
 40 
 
 
 
 
 
 
 
 
 
 
 0.5 
 
 0.2 
 
 UIO 
 
 04 
 
 
 50 
 
 
 0.4 
 
 
 50 
 
 0.2 
 
 0.2 
 
 
 50 
 
 O.I 
 
 1.0 
 
 0.5 
 
 Ull 
 
 1.0 
 
 
 20 
 
 
 
 
 
 
 1-5 
 
 
 40 
 
 0.6 
 
 2.5 
 
 
 uu 
 
 1.0 
 
 
 30 
 
 
 1.0 
 
 
 30 
 
 0.3 
 
 
 
 
 
 2.0 
 
 0.6 
 
 ulj 
 
 0.5 
 
 
 20 
 
 
 0.5 
 
 
 20 
 
 01 
 
 0.5 
 
 
 20 
 
 0.1 
 
 1.5 
 
 0.3 
 
 UI4 
 
 0.5 
 
 
 20 
 
 
 
 
 
 
 
 
 
 
 0.5 
 
 O.I 
 
 uis 
 
 04 
 
 
 
 
 
 
 
 
 O.I 
 
 
 80 
 
 O.I 
 
 05 
 
 O.I 
 
 U T 1 L 
 Effectiveness of Techn 
 Direction, Control and 
 
 un 
 
 1.0 
 
 
 10 
 
 O.I 
 
 1.0 
 
 
 20 
 
 0.2 
 
 
 
 
 
 2.0 
 
 03 
 
 UV 
 
 1.0 
 
 
 
 
 
 
 
 
 
 
 
 
 1.0 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 17.3 
 
 
 
 5.0 
 
 5.4 
 
 
 
 1.7 
 
 7.3 
 
 
 
 26 
 
 C 300 
 
 g| 9.3 
 
 GRAND TOTAL 
 
 51.4 
 
 
 
 17.6 
 
 11.8 
 
 
 
 3.7 
 
 368 
 
 
 
 6.4 
 
 d iOD.O 
 
 hj 277
 
 THE TEXTILE INDUSTRY 
 
 249 
 
 FIELD REPORT EVALUATION 
 
 AMERICAN ENGINEERING COUNCL 
 OF 
 THE FEDERATED AMERICAN ENGINEERING SOC ETIES 
 
 INDUSTRY Textile PLANT HO. ? EST. BY V.F.B.RCo. DATE Z/n/21 
 
 > + + -@ Excellent- 0%Waste p oor -60%Waste a -t- b-t- c- d-100% 
 
 3 @ + + -@ M? :5S% " Bod - 80% " e+ f + ^ h=ov 
 
 CAUSES 
 
 Guide 
 Questions 
 
 Field 
 nvesti- 
 gator 
 
 R ESPONSI B I L.ITI ES 
 
 TOTAL WASTE 
 
 MA NAGEMENT 
 
 LABOR 
 
 
 
 Pomh 
 Waste 
 
 tesigned 
 Points 
 
 Est.% 
 Waste 
 
 oints 
 Waste 
 
 ssigned 
 
 Est.% 
 Waste 
 
 'oints 
 Waste 
 
 ssigned 
 oints 
 
 Est. % 
 Waste 
 
 Points 
 Waste 
 
 Points 
 
 
 
 
 
 
 
 7 
 
 
 
 
 
 
 
 
 
 Kl 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 M. 
 
 3.0 
 
 60 
 
 
 1.8 
 
 
 
 
 
 
 
 
 
 3-0 
 
 1.8 
 
 c 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 a o- 
 ' 
 
 KA 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 = 
 
 K6 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 s| 
 
 K7 L 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 & IX 
 
 K8 
 
 4.0 
 
 80 
 
 
 3.Z 
 
 Z.5 
 
 50 
 
 
 1.3 
 
 1.5 
 
 to 
 
 
 0-9 
 
 80 
 
 5.4 
 
 Z. fc "c 
 
 K9 ) 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 2{i 
 
 Kll 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 KI2 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 < 2 
 
 KI3 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 R G A N 1 Z 
 
 Mechanism of Industry asto Type.Het* 
 Assignment and Discharge of Respon 
 
 KI4 
 
 1.0 
 
 40 
 
 
 0.4 
 
 ; 
 
 40 
 
 
 0.4 
 
 O.Z 
 
 50 
 
 
 O.I 
 
 2.Z 
 
 0-9 
 
 K15 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 16 
 
 0.3 
 
 
 100 
 
 03 
 
 o.z 
 
 
 100 
 
 0-2 
 
 
 
 
 
 0.5 
 
 05 
 
 17 
 
 20 
 
 10 
 
 
 0.4 
 
 1.0 
 
 ZO 
 
 
 o.z 
 
 1.0 
 
 ZO 
 
 
 O.Z 
 
 4.0 
 
 0.8 
 
 18 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 19 
 
 0.3 
 
 
 70 
 
 O.Z 
 
 
 
 
 
 
 
 
 
 0-3 
 
 w 
 
 20 
 
 1.0 
 
 
 70 
 
 0.7 
 
 1.0 
 
 
 70 
 
 0.7 
 
 
 
 
 
 Z.O 
 
 1.4 
 
 ( 
 
 0.5 
 
 
 v,0 
 
 0.3 
 
 0.5 
 
 
 60 
 
 0.3 
 
 
 
 
 
 1.0 
 
 0.6 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 
 
 
 
 8.9 
 
 6.4 
 
 
 
 3-Z 
 
 4.5 
 
 
 
 z.o 
 
 <j]250 
 
 e|,4. 
 
 w m 
 
 T 
 
 3.0 
 
 
 40 
 
 I.I 
 
 
 
 
 
 
 
 
 
 3.0 
 
 
 n 
 
 3.0 
 
 
 20 
 
 0.6 
 
 
 
 
 
 
 
 
 
 3.0 
 
 0-6 
 
 -.11 
 
 TJ 
 
 3-0 
 
 
 40 
 
 1.2 
 
 
 
 
 
 
 
 
 
 3.0 
 
 .Z 
 
 T4 
 
 30 
 
 
 to 
 
 1.8 
 
 
 
 
 
 
 
 
 
 3.0 
 
 8 
 
 T5 
 T6 X 
 
 
 
 30 
 
 0.9 
 
 
 
 
 
 
 
 
 
 30 
 
 ' 9 
 
 TEC H N 1 ( 
 
 Available Engineerir 
 asto Product, Plant a 
 
 T7 
 
 
 
 (,0 
 
 3.0 
 
 
 
 
 
 Z50 
 
 
 
 
 
 ^Ob_ 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 20.0 
 
 
 
 8.1 
 
 
 
 
 
 Z5.0 
 
 
 
 17.5 
 
 b 45.0 
 
 f 26. Z 
 
 1 
 
 and Organization, 
 tors. 
 
 Ul 
 
 2. ) 
 
 
 to 
 
 i.l 
 
 
 
 
 
 
 
 
 
 Z.O 
 
 1.2 
 
 U 
 
 .0 
 
 
 10 
 
 O.Z 
 
 
 
 
 
 1.0 
 
 
 70 
 
 0.7 
 
 2,0 
 
 0.9 
 
 U3\ 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 U 1 
 
 2-0 
 
 10 
 
 
 0.4 
 
 
 
 
 
 
 
 
 
 2.0 
 
 0.4 
 
 U ) 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 u 
 
 0.5 
 
 
 40 
 
 0.2 
 
 
 
 
 
 
 
 
 
 0.5 
 
 0.2 
 
 U 
 
 
 
 10 
 
 0.3 
 
 
 
 
 
 20 
 
 
 50 
 
 0-1 
 
 5.0 
 
 0.4- 
 
 u r- 
 
 
 60 
 
 
 03 
 
 0-5 
 
 40 
 
 
 0.2" 
 
 1.0 
 
 40 
 
 
 0.4 
 
 2.0 
 
 0.3 
 
 U9 
 
 
 
 to 
 
 O.J 
 
 
 
 
 
 
 
 
 
 0-5 
 
 0. 
 
 UTI LIZ ATI 01 
 
 fectiveness of Technical Knowledge 
 rection, Control and Accounting Fac 
 
 
 
 
 40 
 
 0.4 
 
 
 
 
 
 TT~ 
 
 
 40 
 
 M 
 
 2-5 
 
 f: 
 
 I IZ 
 
 
 
 ZO 
 
 OZ 
 
 1.0 
 
 
 20 
 
 0.2 
 
 
 
 
 
 2.0 
 
 
 
 I 3 
 
 
 
 20 
 
 
 0.5 
 
 
 70 
 
 O.I 
 
 0.5 
 
 
 to 
 
 O.I 
 
 1.5 
 
 0. 
 
 UI4 
 
 
 
 10 
 
 O.I 
 
 
 
 
 
 
 
 
 
 0.5 
 
 0. 
 
 u s 
 
 
 
 50 
 
 0.2 
 
 
 
 
 
 O.I 
 
 
 80 
 
 01 
 
 0.5 
 
 3 
 
 
 
 
 60 
 
 1.2 
 
 2.0 
 
 
 60 
 
 2 
 
 1.0 
 
 
 
 0.4 
 
 5.0 
 
 2.8 
 
 UI8 
 
 
 
 20 
 
 0.2 
 
 
 
 
 
 
 
 
 
 
 1.0 
 
 0.2 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 UJ O 
 
 TOTAL 
 
 173 
 
 
 
 5.7 
 
 5.4 
 
 
 
 Z.3 
 
 - -> 
 
 
 
 2.5 
 
 C |30.0 
 
 e,|,o.5 
 
 GRAND TOTAL 
 
 5 .4 
 
 
 
 23 3 
 
 11.8 
 
 
 
 5.5 
 
 36.8 
 
 
 
 22.0 
 
 d |,00, 
 
 ^|50.8
 
 250 
 
 WASTE IN INDUSTRY 
 
 FIELD REPORT EVALUATION 
 
 COMMITT 
 THE FE 
 
 EE ON ELIMINATION OF WASTE 
 
 IN INDUSTRY 
 
 L 
 
 , SOCIETIES 
 
 OF 
 DERATED AMERICAN ENGINEERIN 
 
 INDUSTRY Texftle PLANT NO. 3 EST. BV M.F.B.e, Co. DATE 3/ifti 
 
 , + 
 
 * ^ 
 
 +<i 
 
 Guide 
 
 ) - Excellent =0% Waste Poor = 60 loWaste a -H b + c -d = I00lo 
 ) - fS? 40lo " Bad- = 80% ,, e + f + g-h- lo Waste- 
 
 CAUSES 
 
 Quest on 
 for 
 Field 
 Investi- 
 
 Assigned 
 Points 
 
 Est.| 
 Waste . 
 
 Points 
 Waste 
 
 s 
 
 LABOR 
 
 Est.lo 
 Waste 
 
 Waste 
 
 tr 
 
 ,10E COMTAC 
 
 Est.lo 
 Waste 
 
 Po'mts 
 Waste 
 
 AS5i9ned 
 Points 
 
 Waste 
 
 fi .fi- 
 ll 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 K 
 
 3.0 
 
 6D 
 
 
 1.8 
 
 
 
 
 
 
 
 
 
 3.0 
 
 1.8 
 
 K 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 K 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 u 
 
 1.5 
 
 
 100 
 
 1.5 
 
 
 
 
 
 0.5 
 
 
 
 
 0.3 
 
 ?.o 
 
 1.8 
 
 K 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 K7 , 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 *ll 
 ?! 
 
 <ls 
 
 9 J 
 
 
 
 
 
 
 
 
 
 9 
 
 
 
 
 
 
 
 
 _0.9_ 
 
 1 ' 
 
 
 
 10 
 
 O.S 
 
 
 40 
 
 (, ; 
 
 0.2 
 
 
 4O 
 
 O.I 
 
 I.J 
 
 
 40 
 
 
 ?.o 
 
 0.8 
 
 ,, 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 12 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 13 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 R G A N 1 t 
 
 sm of Industry as toType, Mel 
 nentand Discharge of Respons 
 
 ( 14 
 
 l.O 
 
 40 
 
 
 0.4 
 
 1.0 
 
 40 
 
 
 0.4 
 
 0-2 
 
 50 
 
 
 O.I 
 
 c -2 
 
 0.9 
 
 15 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 & 
 
 0.3 
 
 
 100 
 
 0.3 
 
 0.2 
 
 
 100 
 
 at 
 
 
 
 
 
 O.S 
 
 OS 
 
 KIT 
 
 z.o 
 
 ro 
 
 
 0.4 
 
 1.0 
 
 20 
 
 
 0.2 
 
 1.0 
 
 to 
 
 
 o.z 
 
 4.0 
 
 0.8 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 KI9 
 
 0.3 
 
 
 
 01 
 
 
 
 
 
 
 
 
 
 0.3 
 
 O.I 
 
 K?0 
 
 1.0 
 
 
 20 
 
 0.2 
 
 1.0 
 
 
 20 
 
 0.2 
 
 
 
 
 
 7.0 
 
 0.4 
 
 K?l 
 
 0.5 
 
 
 80 
 
 0.4 
 
 OJ 
 
 
 80 
 
 0.4 
 
 
 
 
 
 l.O 
 
 0-8 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 If 
 
 r< 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 It-.l 
 
 
 
 8.5 
 
 6.4 
 
 
 
 J.8 
 
 4.5 
 
 
 
 to 
 
 a Z5.0 
 
 e ,>,.3 
 
 TECHNICAL 
 
 Available Engineering Knowledge 
 as to Product, Plant and Materials 
 
 
 3.0 
 
 
 40 
 
 1.2 
 
 
 
 
 
 
 
 
 
 3.0 
 
 a 
 
 T 
 
 3 
 
 
 100 
 
 3.0 
 
 
 
 
 
 
 
 
 
 3.0 
 
 3.0 
 
 
 3.0 
 
 
 40 
 
 2 . 
 
 
 
 
 
 
 
 
 
 3.0 
 
 12 
 
 
 }.0 
 
 
 U 
 
 
 
 
 
 
 
 
 
 
 3.0 
 
 .8 
 
 
 30 
 
 
 50 
 
 1.5 
 
 
 
 
 
 
 
 
 
 3.0 
 
 1.5 
 
 T6 X 
 
 30 
 
 5 H 
 
 T AP 
 
 PL Y 7 
 
 J TW 
 
 TEX 
 
 T 1 L 
 
 t N D U 
 
 STR Y 
 
 
 
 
 
 
 T1 
 
 5.0 
 
 
 10 
 
 3.5 
 
 
 
 
 
 ISO 
 
 
 10 
 
 ITS 
 
 30.0 
 
 JI.O 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 ?0.0 
 
 
 
 12. 1 
 
 
 
 
 
 25 .0 
 
 
 
 '. - : 
 
 b|45.0 
 
 f . ; - 
 
 1 N 
 
 edge Qnd Organ'aation. 
 g Factors 
 
 Ul 
 
 ?.o 
 
 
 60 
 
 1.6 
 
 
 
 
 
 
 
 
 
 2.0 
 
 & 
 
 U2 
 
 1 
 
 
 40 
 
 04 
 
 
 
 
 
 1.0 
 
 
 10 
 
 0.1 
 
 ?0 
 
 1.1 
 
 U3X 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 ' 4 
 
 ?.o 
 
 60 
 
 
 u 
 
 
 
 
 
 
 
 
 
 2.0 
 
 12 
 
 s 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 O.S 
 
 
 40 
 
 o.t 
 
 
 
 
 
 
 
 
 
 O.S 
 
 02 
 
 p 
 
 3.0 
 
 
 10 
 
 0.3 
 
 
 
 
 
 ?0 
 
 
 SO 
 
 l.O 
 
 5.0 
 
 1.3 
 
 U8H- 
 
 05 
 
 100 
 
 
 0.5 
 
 0.5 
 
 60 
 
 
 0.1 
 
 l.O 
 
 80 
 
 
 0.8 
 
 ?0 
 
 it 
 
 1)9 
 
 0-5 
 
 
 60 
 
 
 
 
 
 
 
 
 
 
 O.S 
 
 03 
 
 uio 
 
 0.4 
 
 
 40 
 
 02 
 
 0.4 
 
 
 50 
 
 0.2 
 
 o -i 
 
 
 50 
 
 0.1 
 
 l.O 
 
 0.5 
 
 Ull 
 
 10 
 
 
 EO 
 
 _^_ 
 
 
 
 
 
 1.5 
 
 
 40 
 
 0.6 
 
 M 
 
 0.8 
 
 U T 1 L 1 Z A T 
 
 Effectiveness of Technical Know 
 Direction, Control and Account'ir 
 
 
 O.S 
 
 
 20 
 
 O.I 
 
 0.5 
 
 
 
 O.I 
 
 0-5 
 
 
 20 
 
 O.I 
 
 I.S 
 
 0.3 
 
 Ul4 
 
 0.5 
 
 
 40 
 
 0.2 
 
 
 
 
 
 
 
 
 
 O.S 
 
 0.2 
 
 U 5 
 
 04 
 
 
 ZO 
 
 O.I 
 
 
 
 
 
 O.I 
 
 
 80 
 
 O.I 
 
 O.S 
 
 0.2 
 
 
 20 
 
 
 40 
 
 08 
 
 20 
 
 
 40 
 
 0.8 
 
 l.O 
 
 
 
 04 
 
 5.0 
 
 
 U T 
 
 1.0 
 
 
 40 
 
 0.4 
 
 1.0 
 
 
 40 
 
 0-4 
 
 
 
 
 
 e.o 
 
 0.8 
 
 UB 
 
 1.0 
 
 
 80 
 
 08 
 
 
 
 
 
 
 
 
 
 l.O 
 
 0.8 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 n.i 
 
 
 
 1.5 
 
 5.4 
 
 
 
 to 
 
 1.3 
 
 
 
 3.8 
 
 C v ~ '" 
 
 9 13.3 
 
 GRAND TOTAL 
 
 5i.4 
 
 
 
 J8.2 
 
 11.8 
 
 
 
 4-8 
 
 36.8 
 
 
 
 25.3 
 
 d 100 
 
 h 56.3
 
 THE TEXTILE INDUSTRY 
 
 251 
 
 FIELD REPORT EVACUATION 
 
 AMERICAN ENGINEERING COUNC L 
 OF 
 THE FEDERATED AMERICAN ENGINEERING SOCIETIES 
 
 INDUSTRY Textile PLANT NO. 4 EST.BY M.F.B.zCo. DATE?/?*/?/ 
 
 ++-@ Excellent -^W^ Poor - 60% Waste a + b+ C -d - I00lo 
 
 CAUSES 
 
 Guide 
 Questions 
 for 
 Field 
 nv/esti- 
 gator 
 
 RESPONSIBIHT 
 
 ES 
 
 TOTALWASTE 
 
 
 
 
 
 Points 
 Waste 
 
 issignec 
 Points 
 
 tst.lo 
 Waste 
 
 Points 
 Waste 
 
 Assigns 
 Pomts 
 
 Est.lb 
 Waste 
 
 Points 
 Waste 
 
 Points 
 
 Est.|o 
 Waste 
 
 Points 
 Waste 
 
 Points 
 
 
 
 
 
 5 
 
 
 
 
 9 
 
 10 
 
 
 
 
 
 _- 
 
 Kl 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 ^ 
 
 
 3.0 
 
 SO 
 
 
 1.5 
 
 
 
 
 
 
 
 
 
 3.0 
 
 1.5 
 
 9 
 
 Kl 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 &. C- 
 
 M 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 " ~& 
 
 K5 
 
 1.5 
 
 
 100 
 
 1.5 
 
 
 
 
 
 0.5 
 
 
 60 
 
 0.3 
 
 2.0 
 
 .8 
 
 a 
 
 K6 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 'o 
 
 Kl 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 z ? K 
 
 ^- 
 
 
 
 
 
 
 
 
 
 1.5 
 
 _j^_ 
 
 
 _U.b_ 
 
 8.0 
 
 
 r> o" c 
 
 KIO 
 
 OS 
 
 
 20 
 
 O.I 
 
 0.2 
 
 
 20 
 
 O.I 
 
 1.3 
 
 
 40 
 
 0^ 
 
 2.0 
 
 0.7 
 
 ^ 31 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 j_ -g .t: 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 < J - 
 
 KI3 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 a 
 
 KK 
 
 1-0 
 
 40 
 
 
 4 
 
 1.0 
 
 40 
 
 
 0.4 
 
 0.2 
 
 50 
 
 
 0.1 
 
 2.2 
 
 0.9 
 
 
 K IS 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 z % 
 
 IS 
 
 a3 
 
 
 100 
 
 0.3 
 
 02 
 
 
 100 
 
 0.2 
 
 
 
 
 
 0.5 
 
 O.S 
 
 
 IJ 
 
 
 20 
 
 
 0.2 
 
 1.0 
 
 20 
 
 
 0.2 
 
 1.0 
 
 zo 
 
 
 0.2 
 
 4.0 
 
 0.6 
 
 
 18 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 19 
 
 0.3 
 
 
 100 
 
 0.1 
 
 
 
 
 
 
 
 
 
 0.3 
 
 O.J 
 
 (E 3) ^ 
 
 20 
 
 | Q 
 
 
 40 
 
 04 
 
 1-0 
 
 
 20 
 
 0.2 
 
 
 
 
 
 f.O 
 
 0.6 
 
 O ^ ^ 
 
 -, 
 
 0-5 
 
 
 40 
 
 2. 
 
 5 
 
 
 40 
 
 O.Z 
 
 
 
 
 
 1.0 
 
 04 
 
 "c ^ 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 - 1 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 E c 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 c c 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 ? 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 r < 
 
 TOTAL 
 
 4. 
 
 
 
 5.1 
 
 6.4 
 
 
 
 1.8 
 
 4-5 
 
 
 
 
 2W 
 
 e 92 
 
 
 T| 
 
 3.0 
 
 
 20 
 
 0.6 
 
 
 
 
 
 
 
 
 
 3.0 
 
 0.6 
 
 fj 
 
 T2 
 
 3.0 
 
 
 90 
 
 2.1 
 
 
 
 
 
 
 
 
 
 3.0 
 
 M 
 
 - 
 
 T3 
 
 3.0 
 
 
 9C 
 
 ?.7 
 
 
 
 
 
 
 
 
 
 3.0 
 
 J.I 
 
 1 *" 
 
 T4 
 
 3.0 
 
 
 60 
 
 1.8 
 
 
 
 
 
 
 
 
 
 3.0 
 
 1.8 
 
 J J| z: 
 
 T5 
 
 3.0 
 
 
 20 
 
 0.6 
 
 
 
 
 
 
 
 
 
 3.0 
 
 0-6 
 
 
 T1 
 
 5.0 
 
 
 60 
 
 3.0 
 
 
 
 
 
 J5.0 
 
 
 TO 
 
 
 30.0 
 
 20.5 
 
 ' w P 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 ^ - 5: 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 1 JV 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 i ~ 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 JO-0 
 
 
 
 11.4 
 
 
 
 
 
 25.0 
 
 
 
 
 bJ45.0 
 
 f 28.9 
 
 
 til 
 
 2.0 
 
 
 100 
 
 !^_ 
 
 
 
 
 
 
 
 
 
 2.0 
 
 !.0 
 
 .1 
 
 ~U3T| 
 
 
 
 
 
 
 
 
 
 
 
 ' 
 
 
 
 
 
 1 
 
 o 
 
 UA 
 
 ?.Q 
 
 
 
 1.6 
 
 
 
 
 
 
 
 
 
 s.o 
 
 I.S 
 
 E 
 
 5 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 i 
 
 U6 
 
 0.5 
 
 
 40 
 
 0.2 
 
 
 
 
 
 
 
 
 
 o.s 
 
 0.2 
 
 
 
 11 
 
 U7 
 
 3-0 
 
 
 90 
 
 
 
 
 
 
 J.O 
 
 
 SO 
 
 .0 
 
 5-0 
 
 3 ^ 
 
 us) 1 
 
 
 BO 
 
 
 0.4 
 
 0.5 
 
 60 
 
 
 0.3 
 
 1.0 
 
 40 
 
 
 4 
 
 s.o 
 
 '1 
 
 
 UIO 
 
 04 
 
 
 ~so~ 
 
 as 
 
 0.4 
 
 
 SO 
 
 0.2 
 
 0.2 
 
 
 so 
 
 0.1 
 
 1.0 
 
 o.s 
 
 Ull 
 
 1.0 
 
 
 40 
 
 0.4 
 
 
 
 
 
 IS 
 
 
 40 
 
 
 ? 5 
 
 1.0 
 
 UI2 
 
 i.O 
 
 
 40 
 
 0-4 
 
 1.0 
 
 
 40 
 
 0.4 
 
 
 
 
 
 ? 
 
 0.8 
 
 UU 
 
 as 
 
 
 40 
 
 0.2 
 
 
 
 40 
 
 0.2 
 
 OS 
 
 
 40 
 
 0.2 
 
 1.5 
 
 0.6 
 
 M 
 
 
 
 to 
 
 O.I 
 
 
 
 
 
 
 
 
 
 O.S 
 
 O.I 
 
 U T 1 L 1 
 
 fectwenesj of Technic 
 rection, Control and Ac 
 
 US 
 
 ?o 
 
 
 40 
 
 0-8 
 
 To~ 
 
 
 40 
 
 0.8 
 
 1.0 
 
 
 40 
 
 OA 
 
 s.o 
 
 2.0 
 
 ua 
 
 1.0 
 
 
 40 
 
 04 
 
 1.0 
 
 
 40 
 
 0.4 
 
 
 
 
 
 2.0 
 
 0.8 
 
 
 1.0 
 
 
 60 
 
 0.6 
 
 
 
 
 
 
 
 
 
 1.0 
 
 0.6 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 nJ 
 
 TOTAL 
 
 n.3 
 
 
 
 
 5.4 
 
 
 
 M 
 
 T.3 
 
 
 
 3.5 
 
 C 30.0 
 
 g|l6.9 
 
 GRAND TOTAL 
 
 51-4 
 
 
 
 28.2 
 
 IIS 
 
 
 
 4-1 
 
 36.8 
 
 
 
 2J.1 
 
 d ioo 
 
 njss.o
 
 252 
 
 WASTE IN INDUSTRY 
 
 FIELD REPORT EVALUATION 
 
 COMMITTEE ON ELIMINATION OF WASTE IN INDUSTRY 
 AMERICAN ENGINEERING COUNCIL 
 OF 
 THE FEDERATED AMERICAN ENGINEERING SOCIETIES 
 
 INDUSTRY Textile PLANT NO. 5 EST. BY M.F. fl C<7. DATE 3/3/21 
 
 > + + " @ Excellent - 0% Waste Poor = 60 % Waste a + b -t- c - d - 100% 
 S +<8> + @-ir -40%" Bad - 0% " e+f.g.h, %Wa S te 
 
 CAUSES 
 
 Guide 
 Questions 
 for 
 Field 
 Investi- 
 gator 
 
 R E 
 
 SPONSIBILITIE 
 
 S 
 
 TOTAL WASTE 
 
 lssi9ned 
 Points 
 
 Est./o 
 Waste 
 
 Points 
 
 Y;aste 
 
 Assigned 
 Points 
 
 Est.% 
 Waste 
 
 Points 
 Waste 
 
 ssigned 
 Points 
 
 Est. / 
 Waste 
 
 Points 
 Waste 
 
 toigned 
 Points 
 
 Points 
 Wast 
 
 1 
 
 t 
 
 3 
 
 4 
 
 5 
 
 <a 
 
 7 
 
 6 
 
 d 
 
 IO 
 
 II 
 
 IE 
 
 13 
 
 14 
 
 ATION 
 
 thods(PaperWorkJand Personnel, 
 isibility and Relationship 
 
 KJ 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 KE 
 
 3.0 
 
 80 
 
 
 2.4 
 
 
 
 
 
 
 
 
 
 
 ? 4 
 
 10 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 K4, 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 K5 
 
 1-5 
 
 
 100 
 
 1.5 
 
 
 
 
 
 O.S 
 
 
 60 
 
 0.1 
 
 z.o 
 
 1.8 
 
 K6 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 K7 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 K8 
 
 40 
 
 80 
 
 
 3.0 
 
 2.5 
 
 50 
 
 
 1.3 
 
 1.5 
 
 60 
 
 
 0.9 
 
 8.0 
 
 S.Z 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 KIO 
 
 O.S 
 
 
 to 
 
 O.I 
 
 0.2 
 
 
 to 
 
 O.I 
 
 1.5 
 
 
 40 
 
 O.S 
 
 ?.o 
 
 0.1 
 
 Kll 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 KI2 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 KIJ 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 OR G A N IZ 
 
 Mechanism of Industry as to Type, Me 
 Assignment and Discharge of Respo 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 KI6 
 
 0.1 
 
 
 100 
 
 0.1 
 
 O.I 
 
 
 100 
 
 0.2 
 
 
 
 
 
 y 
 
 0.5 
 
 KI7 
 
 to 
 
 
 
 0.8 
 
 1.0 
 
 50 
 
 
 c.s 
 
 t.O 
 
 60 
 
 
 0.6 
 
 40 
 
 1.9 
 
 KI8 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 KI9 
 
 > 
 
 
 40 
 
 0.1 
 
 
 
 
 
 
 
 
 
 0.3 
 
 O.I 
 
 KZO 
 
 1.0 
 
 
 50 
 
 0.5 
 
 1.0 
 
 
 50 
 
 O.S 
 
 
 
 
 
 ?.o 
 
 1 o 
 
 K2I 
 
 0.5 
 
 
 80 
 
 0.4 
 
 0.5 
 
 
 40 
 
 o.z 
 
 
 
 
 
 
 0.6 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 W.I 
 
 
 
 9-5 
 
 6.4 
 
 
 
 3.Z 
 
 4- 5 
 
 
 
 ; i 
 
 n |aB.O 
 
 e|.s.. 
 
 
 Tl 
 
 " 
 
 
 40 
 
 1.2 
 
 
 
 
 
 
 
 
 
 5.0 
 
 a 
 
 01 a 
 
 TZ 
 
 3.0 
 
 
 TO 
 
 ?.i 
 
 
 
 
 
 
 
 
 
 3.0 
 
 21 
 
 11 
 
 m 
 
 T5 
 
 5.0 
 
 
 10 
 
 J.I 
 
 
 
 
 
 
 
 
 
 J.O 
 
 2.1 
 
 T4 
 
 3.0 
 
 
 09 
 
 1.8 
 
 
 
 
 
 
 
 
 
 3.0 
 
 1.8 
 
 T5 
 T6 X 
 
 30 
 
 
 40 
 
 IJ 
 
 
 
 
 
 
 
 
 
 3.0 
 
 I.J 
 
 -Z Z 
 
 z ?> i 
 
 T7 
 
 58 
 
 
 70 
 
 55 
 
 
 
 
 
 zso 
 
 
 70 
 
 
 
 
 TECH 
 
 Available Engir 
 as to Product, PI 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 zo.o 
 
 
 
 ir.9 
 
 
 
 
 
 J5.0 
 
 
 
 n.s 
 
 b|45.0 
 
 f|j9-4 
 
 
 Ul 
 
 J.O 
 
 
 90 
 
 LI 
 
 
 
 
 
 
 
 
 
 J.O 
 
 1.8 
 
 ION 
 
 sledge and Organization 
 \g Factors 
 
 U3>i 
 
 _LP_ 
 
 
 ?9 
 
 
 
 
 
 
 _LP_ 
 
 
 
 
 
 
 _OJ 1 
 
 U4 
 
 ?.o 
 
 70 
 
 
 1.4 
 
 
 
 
 
 
 
 
 
 ?.o 
 
 1.4 
 
 U5 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 Ufc 
 
 _OJ_ 
 
 
 80 
 
 0.4 
 
 
 
 
 
 
 
 
 
 O.S 
 
 0.4 
 
 U7 
 
 3.0 
 
 
 80 
 
 Z* 
 
 
 
 
 
 to 
 
 
 50 
 
 1.0 
 
 5.0 
 
 3 4. 
 
 U8) 1 - 
 
 0.5 
 
 80 
 
 
 0.4 
 
 0.5 
 
 eo 
 
 
 0.3 
 
 1.0 
 
 80 
 
 
 o.e 
 
 
 1.5 
 
 U9 
 
 
 
 60 
 
 0.3 
 
 
 
 
 
 
 
 
 
 O.S 
 
 
 UJP 
 
 0.4 
 
 
 50 
 
 OZ 
 
 0.4 
 
 
 10 
 
 Oi 
 
 o.z 
 
 
 
 
 O.I 
 
 1.0 
 
 0.8 
 
 Ull 
 
 1.0 
 
 
 zo 
 
 p_z 
 
 
 
 
 
 1.5 
 
 
 40 
 
 06 
 
 ?.5 
 
 
 UIZ 
 
 10 
 
 
 B 
 
 05 
 
 1.0 
 
 
 40 
 
 0.4 
 
 
 
 
 
 J.O 
 
 9 
 
 TILIZAT 
 
 rechnical Knov 
 and Account* 
 
 UI5 
 
 O.S 
 
 
 (0 
 
 0.3 
 
 05 
 
 
 80 
 
 0.4 
 
 0.5 
 
 
 60 
 
 0.3 
 
 1.5 
 
 I 
 
 UI4 
 
 0.5 
 
 
 60 
 
 0.5 
 
 
 
 
 
 
 
 
 
 0.5 
 
 0.3 
 
 UIS 
 
 0.4 
 
 
 40 
 
 O.I 
 
 
 
 
 
 O.I 
 
 
 80 
 
 O.I 
 
 O.S 
 
 0.3 
 
 UI6 
 
 3.0 
 
 
 60 
 
 1.2 
 
 ?.o 
 
 
 (0 
 
 I.Z 
 
 10 
 
 
 40 
 
 0.4 
 
 5 - 
 
 ?.! 
 
 UI8 
 
 1.0 
 
 
 100 
 
 1.0 
 
 
 
 
 
 
 
 
 
 1.0 
 
 1.0 
 
 U 
 
 Effectiveness of 
 Direction,Corvtro 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 n.3 
 
 
 
 i' i 
 
 5.4 
 
 
 
 J-9 
 
 7.3 
 
 
 
 3.8 
 
 C 3C 3 
 
 gki 
 
 GRAND TOTAL 
 
 51.4 
 
 
 
 32.8 
 
 11.6 
 
 
 
 .1 
 
 36.8 
 
 
 
 25.7 
 
 d ico 
 
 h|.6
 
 THE TEXTILE INDUSTRY 
 
 253 
 
 FIELD REPORT EVALUATION 
 
 AMERICAN ENGINEERING COUNCIL 
 OF 
 THE FEDERATED AMERICAN ENGINEER-ING SOCIETIES 
 
 INDUSTRYrexft/e PLANT NO. 6 E5T. BY M. F. B. * Co DATE 3/7/Z/ 
 
 >- 0+ + = Excellent -0% Waste Poor -60%Waste a + b -c C =d = 100% 
 S + +@= Fair* 3ol r, Bad = 8 % " f *f-h- %Wa S te 
 
 CAUSES 
 
 Guide 
 Questions 
 for 
 Field 
 nvesti- 
 gator 
 
 I R.ESPONS 1 B 1 LI Tl ES 
 
 TOTAL WASTE 
 
 MANAGEMENT 
 
 
 OUTSIDE CONTACTS 
 
 
 Points 
 Waste 
 
 feigned 
 Points 
 
 E5t.% 
 
 Waste 
 
 Vaste 
 
 Assignd Est.% [Points 
 Points 1 Waste Waste 
 
 feigned 
 Points 
 
 Est.% iPoints 
 Waste Waste 
 
 Points 
 
 
 Kl ' 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 K2 
 
 3-0 
 
 60 
 
 
 1.8 
 
 
 
 
 
 
 
 
 
 3.0 
 
 18 
 
 a. 
 
 K3 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 Jjl 
 
 K4 / 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 % 
 
 K5 
 
 .5 
 
 
 100 
 
 I.S 
 
 
 
 
 
 0.5 
 
 
 60 
 
 0.3 
 
 2.0 
 
 1.8 
 
 II 
 
 K6 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 ^"o 
 
 K7 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 5 cz 
 
 K8 
 
 4.0 
 
 40 
 
 
 1.6 
 
 2.5 
 
 40 
 
 
 1.0 
 
 1.5 
 
 40 
 
 
 06 
 
 8.0 
 
 3'2 
 
 Z "? 
 
 K9 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 l 
 
 K10 
 
 0.5 
 
 
 20 
 
 O.I 
 
 0.2 
 
 
 20 
 
 O.I 
 
 1-3 
 
 
 40 
 
 0.5 
 
 2.0 
 
 0.1 
 
 a- -? 
 
 Kll 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 KI2 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 . 
 
 KI3 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 t g 
 
 KI4- 
 
 .0 
 
 40 
 
 
 0.4 
 
 1.0 
 
 40 
 
 
 0.4 
 
 o.z 
 
 50 
 
 
 O.I 
 
 ?2 
 
 0.9 
 
 rf-fr 
 
 KIS 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 ir 06 
 
 K 16 
 
 0.3 
 
 
 100 
 
 .0.3 
 
 0.2 
 
 
 100 
 
 0.2 
 
 
 
 
 
 OS 
 
 0.5 
 
 ? 
 
 KIT! 
 
 ?.o 
 
 ?0 
 
 
 0.4 
 
 1-0 
 
 40 
 
 
 4 
 
 10 
 
 20 
 
 
 0.2 
 
 4.0 
 
 1-0 
 
 S, 
 
 Kl8 J 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 K 19 
 
 O.i 
 
 
 60 
 
 0.2 
 
 
 
 
 
 
 
 
 
 O.J 
 
 0-2 
 
 -t-5 
 
 K 20 
 
 1.0 
 
 
 40 
 
 04 
 
 1.0 
 
 
 40 
 
 0.4 
 
 
 
 
 
 2.0 
 
 0.8 
 
 1-1 
 
 K2I 
 
 0.5 
 
 
 60 
 
 0.3 
 
 O.S 
 
 
 60 
 
 0.3 
 
 
 
 
 
 1.0 
 
 06 
 
 1? 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 c | 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 5 'ST 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 s <c 
 
 TOTAL 
 
 14.1 
 
 
 
 1.0 
 
 6.4 
 
 
 
 ?8 
 
 4.5 
 
 
 
 U 
 
 o|25.0 
 
 e 11.5 
 
 4J 
 
 T 1 
 
 : .0 
 
 
 ZO 
 
 0.6 
 
 
 
 
 
 
 
 
 
 3.0 
 
 0.6 
 
 
 T2 
 
 30 
 
 
 100 
 
 3.0 
 
 
 
 
 
 
 
 
 
 30 
 
 3.0 
 
 1 i 
 
 T3 
 
 3.0 
 
 
 90 
 
 S.I 
 
 
 
 
 
 
 
 
 
 3.0 
 
 2.1 
 
 _i 2 
 
 T4 
 
 3.0 
 
 
 60 
 
 1.8 
 
 
 
 
 
 
 
 
 
 3.0 
 
 1.8 
 
 <-f 
 
 T5 
 
 3.0 
 
 
 20 
 
 0.6 
 
 
 
 
 
 
 
 
 
 30 
 
 0.6 
 
 U.c fe 
 
 T7 
 
 5.0 
 
 
 10 
 
 0.5 
 
 
 
 
 
 25.0 
 
 
 |0 
 
 2.5 
 
 30 
 
 3.0 
 
 r g g 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 r-&s 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 <> 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 ui - 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 ~-S 
 S 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 20.0 
 
 
 
 9-2 
 
 
 
 
 
 25.0 
 
 
 
 2.S 
 
 b 45.0 
 
 f|.I.T 
 
 UTILIZATION 
 
 Effectiveness of Technical Knowledge and Organization, 
 Direction, Control and Accounting Factors 
 
 U 1 
 
 ?.o 
 
 
 100 
 
 2.0 
 
 
 
 
 
 
 
 
 
 ?.o 
 
 
 U2 
 
 .0 
 
 
 10 
 
 1 
 
 
 
 
 
 1-0 
 
 
 10 
 
 0.1 
 
 2.0 
 
 0.2 
 
 usy- 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 U4 
 
 ?.o 
 
 40 
 
 
 0.3 
 
 
 
 
 
 
 
 
 
 2.0 
 
 0.8 
 
 U5 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 Ufe 
 
 0.5 
 
 
 60 
 
 0.5 
 
 
 
 
 
 
 
 
 
 05 
 
 0-3 
 
 U7 
 
 30 
 
 
 80 
 
 ?4 
 
 
 
 
 
 2.0 
 
 
 60 
 
 1.2 
 
 5-0 
 
 3.6 
 
 UH 
 
 OS 
 
 10 
 
 
 O.I 
 
 0.5 
 
 10 
 
 
 O.I 
 
 l.O 
 
 zo 
 
 
 0.2 
 
 2.0 
 
 0.4 
 
 U9 
 
 .5 
 
 
 100 
 
 
 
 
 
 
 
 
 
 
 
 O.S 
 
 UIO 
 
 A 
 
 
 50 
 
 0.2 
 
 0.4 
 
 
 100 
 
 0.4 
 
 0.2 
 
 
 50 
 
 O.I 
 
 1.0 
 
 0.1 
 
 U II 
 
 .0 
 
 
 10 
 
 O.I 
 
 
 
 
 
 1-5 
 
 
 20 
 
 0.3 
 
 ?.s 
 
 04 
 
 UIZ 
 
 .0 
 
 
 60 
 
 0.6 
 
 1.0 
 
 
 40 
 
 0.4 
 
 
 
 
 
 20 
 
 1-0 
 
 U 13 
 
 S 
 
 
 20 
 
 1 
 
 0.5 
 
 
 20 
 
 O.I 
 
 0.5 
 
 
 20 
 
 01 
 
 1.5 
 
 0.3 
 
 UI4 
 
 :S 
 
 
 000 
 
 00 
 
 
 
 
 
 
 
 
 
 0.5 
 
 00 
 
 UI5 
 
 4 
 
 
 20 
 
 O.I 
 
 
 
 
 
 O.I 
 
 
 80 
 
 O.I 
 
 O.S 
 
 0.2 
 
 UI6 
 
 o 
 
 
 40 
 
 05 
 
 2.0 
 
 
 40 
 
 08 
 
 1.0 
 
 
 20 
 
 0.2 
 
 5.0 
 
 1.8 
 
 U 17 
 
 o. 
 
 
 20 
 
 Oj 
 
 1.0 
 
 
 30 
 
 0.3 
 
 
 
 
 
 ?.o 
 
 0.5 
 
 U 18 
 
 
 
 
 40 
 
 04. 
 
 
 
 
 
 
 
 
 
 1.0 
 
 0.4 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 1.3 
 
 
 
 8.T 
 
 5.4 
 
 
 
 fcl 
 
 1.3 
 
 
 
 .3 
 
 c|30.0 
 
 E 
 
 GRAND TOTAL 
 
 51.4 
 
 
 
 24.9 11.8 
 
 
 4.3 
 
 J6.8 
 
 
 
 6.5 
 
 ct[ioo 
 
 h]36.3
 
 254 
 
 IN INDUSTRY 
 
 FIELD R EPORT EVALUATION 
 
 AMER CAN ENGINEER N6 COUNCIL 
 OF 
 
 INDUSTRY Textile PLANT NO. 7 EST. BY M.F. 8.H Co. DATE 3//0/2/ 
 
 >- - 1 -*- Excellent =0%V(ast 
 J @ ^ . ^ ^ 5. d % 
 
 Poor - SOofeWaste a +b +C =d =IOO/o 
 Bad =80% e + f + g-h - loWaste 
 
 
 
 
 CAUSES 
 
 Guide 
 Question 
 for 
 Field 
 Investi- 
 gator 
 
 
 TOTAL WASTE 
 
 
 L ABOR 
 
 OUTSIDE CONTACTS 
 
 
 Points 
 Waste 
 
 Assigns! 
 Points 
 
 Estlo 
 Waste 
 
 Points 
 Waste 
 
 Ssr 
 
 Esilo 
 Waste 
 
 Points 
 Vtaste 
 
 ^signed 
 Points 
 
 Est.=1o 
 
 V<aste 
 
 "omts 
 Waste 
 
 isagned 
 Points 
 
 1 
 
 
 3 
 
 
 
 G 
 
 
 
 
 10 
 
 II 
 
 
 
 
 Tl N 
 
 ds(PaperWork)and Personnel, 
 ityand Relationship 
 
 XI 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 K2 
 
 3.0 
 
 90 
 
 
 ?.T 
 
 
 
 
 
 
 
 
 
 3.0 
 
 7.7 
 
 m 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 K4 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 KB 
 
 1.5 
 
 
 100 
 
 1.5 
 
 
 
 
 
 0.5 
 
 
 60 
 
 0.3 
 
 ?.o 
 
 .8 
 
 K6 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 8 
 
 4.0 
 
 90 
 
 
 3.6 
 
 7.5 
 
 60 
 
 
 1.5 
 
 1.5 
 
 60 
 
 
 0.9 
 
 8.0 
 
 6.0 
 
 9 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 O.S 
 
 
 20 
 
 O.I 
 
 O.t 
 
 
 10 
 
 O.I 
 
 1.3 
 
 
 40 
 
 0-5 
 
 ?.o 
 
 0.7 
 
 I ) 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 1? 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 R G A N 1 7. A 
 
 stryastoType,Methc 
 chargaof Responsibi 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 14 
 
 l.O 
 
 40 
 
 
 0.4 
 
 l.O 
 
 40 
 
 
 0.4 
 
 O.I 
 
 50 
 
 
 O.I 
 
 1.1 
 
 0.9 
 
 IS 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 IS 
 
 0.3 
 
 
 100 
 
 0.3 
 
 o.z 
 
 
 100 
 
 O.J 
 
 
 
 
 
 O.S 
 
 0.5 
 
 n 
 
 2.0 
 
 50 
 
 
 1.0 
 
 1.0 
 
 SO 
 
 
 0-5 
 
 l.O 
 
 ?0 
 
 
 0^ 
 
 4.0 
 
 j 
 
 IS 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 (19 
 
 0.3 
 
 
 100 
 
 0.3 
 
 
 
 
 
 
 
 
 
 0-3 
 
 0.3 
 
 ?0 
 
 LO 
 
 
 10 
 
 0.7 
 
 l.O 
 
 
 70 
 
 0.1 
 
 
 
 
 
 ?0 
 
 .4 
 
 %-a 
 
 
 _O5 
 
 
 
 
 _p_s_ 
 
 
 
 
 
 
 
 
 
 _O8 
 
 Mechanism of 1 
 Assignmentan 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 14. 1 
 
 
 
 11.0 
 
 6.4- 
 
 
 
 3.8 
 
 4-5 
 
 
 
 to 
 
 a zs.o 
 
 e :',.& 
 
 n 
 
 
 
 
 
 0.6 
 
 
 
 
 
 
 
 
 
 J.O 
 
 O.S 
 
 "2 
 
 3.0 
 
 
 100 
 
 3.0 
 
 
 
 
 
 
 
 
 
 
 
 T5 
 
 3 
 
 
 90 
 
 2.7 
 
 
 
 
 
 
 
 
 
 3.0 
 
 ?.7 
 
 if 
 
 T4 
 
 3.0 
 
 
 80 
 
 1.8 
 
 
 
 
 
 
 
 
 
 3.0 
 
 .8 
 
 T5 
 
 30 
 
 
 40 
 
 LJ 
 
 
 
 
 
 
 
 
 
 3.0 
 
 LJ 
 
 TECHNICS 
 
 Available Engineer* 
 astt) Product, Plant an 
 
 T7 
 
 5.0 
 
 
 80 
 
 4O 
 
 
 
 
 
 Z5.0 
 
 
 80 
 
 EO.O 
 
 30.0 
 
 J3 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 20.0 
 
 
 
 IJ.} 
 
 
 
 
 
 ?5.0 
 
 
 
 zo.o 
 
 b -:,: 
 
 f|33.3 
 
 UTILIZATION 
 
 Effectiveness of TechnicaLKnowledge and Organisation 
 Direction, Control and Accounting Factors 
 
 u 
 
 ?.o 
 
 
 100 
 
 :_2 | 
 
 
 
 
 
 
 
 
 
 t-O 
 
 7.0 
 
 i 
 
 1.0 
 
 
 20 
 
 O.I 
 
 
 
 
 
 l.O 
 
 
 80 
 
 0.8 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 4 
 
 ?.o 
 
 
 
 1.8 
 
 
 
 
 
 
 
 
 
 2.0 
 
 18 
 
 I 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 i 
 
 O.S* 
 
 
 80 
 
 0.1 
 
 
 
 
 
 
 
 
 
 OS 
 
 04 
 
 1 
 
 30 
 
 
 100 
 
 .3.0 
 
 
 
 
 
 ?.o 
 
 
 90 
 
 1.8 
 
 _ 
 
 4.8 
 
 sY- 
 
 O.S 
 
 
 
 0.4 
 
 0.5 
 
 60 
 
 
 O.J 
 
 
 60 
 
 
 0.8 
 
 .0 
 
 
 
 OS 
 
 
 100 
 
 0:5 
 
 
 
 
 
 
 
 
 
 os 
 
 
 10 
 
 0.4 
 
 
 100 
 
 0.4 
 
 0.4 
 
 
 100 
 
 M 
 
 0.2 
 
 
 50 
 
 O.I 
 
 l.O 
 
 
 t) 
 
 1.0 
 
 
 60 
 
 0.6 
 
 
 
 
 
 1.5 
 
 
 60 
 
 0.9 
 
 2.5 
 
 
 n 
 
 1.0 
 
 
 60 
 
 0.6 
 
 1.0 
 
 
 50 
 
 0.5 
 
 
 
 
 
 ?0 
 
 
 u 
 
 0.5 
 
 
 60 
 
 03 
 
 O.S 
 
 
 80 
 
 0.4 
 
 OS 
 
 
 80 
 
 04 
 
 1.5 
 
 
 14 
 
 0.5 
 
 
 60 
 
 0.3 
 
 
 
 
 
 
 
 
 
 O.S 
 
 
 IS 
 
 04 
 
 
 20 
 
 , 
 
 
 
 
 
 O.I 
 
 
 80 
 
 O.I 
 
 05 
 
 
 16 
 
 2.0 
 
 
 60 
 
 12 
 
 ?.o 
 
 
 80 
 
 1-6 
 
 l.O 
 
 
 60 
 
 0-6 
 
 50 
 
 
 n 
 
 l.O 
 
 
 7 
 
 0.4 
 
 } 
 
 
 40 
 
 0.4 
 
 
 
 
 
 ?.o 
 
 
 18 
 
 l.O 
 
 
 60 
 
 0.6 
 
 
 
 
 
 
 
 
 
 l.O 
 
 0.6 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 113 
 
 
 
 17-8 
 
 5.4 
 
 
 
 3.6 
 
 1.1 
 
 
 
 5.S 
 
 c :-' - 
 
 9 Z.9 
 
 GRAND TOTAL 
 
 51.4 
 
 
 
 yi.i 
 
 11.8 
 
 
 
 1.4 
 
 58 
 
 
 
 tl.S 
 
 d 100 
 
 h T2.0
 
 THE TEXTILE INDUSTRY 
 
 255 
 
 FIELD R E PORT EVALUATION 
 
 AMER 
 THE FEOERAT 
 
 
 I 
 , SOC ETIES 
 
 OF 
 ED AMERICAN ENGINEERIN 
 
 INDUSTRY Textile PLANT MO. 8 EST. BY M F. 8. a Co. DATE J/ZJ/" 
 
 >- (D + + - Excellent = 0|o Waste Poor , 6 | Waste a + b *C -d -I00lo 
 * + ^-Far d S: Bod - M'loWaste e ,f +9 - h - "loWaste 
 
 <n 
 u 
 
 Qu de 
 Question 
 for 
 Feld 
 rwesti- 
 gator 
 
 R 
 
 iSPOHSIBILITIi 
 
 S 
 
 TOTALWASTE 
 
 ^signed 
 
 PC nts 
 
 Est.lo 
 Waste 
 
 Points 
 Waste 
 
 Assigned 
 Points 
 
 est.io 
 
 Waste 
 
 Points 
 Waste 
 
 fissioned 
 Points 
 
 Est.olo 
 NVaste 
 
 Points 
 Waste 
 
 igr*d 
 Po'irrts 
 
 VJas,te 
 
 
 ? 
 
 3 .. 
 
 4 
 
 5 
 
 6 
 
 ] 
 
 8 
 
 9 
 
 10 
 
 
 U 
 
 U 
 
 14 
 
 
 
 K 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 K2 
 
 3.0 
 
 10 
 
 
 0.3 
 
 
 
 
 
 
 
 
 
 3-0 
 
 0.3 
 
 S 
 
 K3 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 & ft. 
 
 K4 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 ll 
 
 K5 
 
 IS 
 
 
 70 
 
 0.3 
 
 
 
 
 
 0.5 
 
 
 60 
 
 0.3 
 
 20 
 
 0.6 
 
 
 K6 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 ^ V 
 
 K7 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 K8 
 
 4.Q 
 
 10 
 
 
 04 
 
 7.5 
 
 10 
 
 
 O.Z 
 
 1.5 
 
 20 
 
 
 0.3 
 
 8.0 
 
 0.9 
 
 z s% 
 
 K9 . 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 o -1 
 
 KIO 
 
 0.5 
 
 
 10 
 
 O.I 
 
 02 
 
 
 000 
 
 0.0 
 
 U 
 
 
 10 
 
 O.I 
 
 2.0 
 
 O.Z 
 
 
 K 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 1 T3 .*tT 
 
 KIZ 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 < 2 3 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 N ^ c 
 
 K14 
 
 1.0 
 
 10 
 
 
 O.I 
 
 1.0 
 
 10 
 
 
 O.I 
 
 0.2 
 
 2O 
 
 
 0.4- 
 
 2.2 
 
 O.S 
 
 r 2. 
 
 K 5 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 z || 
 
 KI6 
 
 0.3 
 
 
 50 
 
 0.2. 
 
 0.2 
 
 
 50 
 
 O.I 
 
 
 
 
 
 0.5 
 
 O.J 
 
 < 4- 
 
 KIT 
 
 ?.o 
 
 000 
 
 
 o-o 
 
 10 
 
 10 
 
 
 01 
 
 1.0 
 
 20 
 
 
 0.2 
 
 4.0 
 
 0.3 
 
 (5 <" 
 
 KI8 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 K 3> - 
 
 KI9 
 
 0.3 
 
 
 000 
 
 0.0 
 
 
 
 
 
 
 
 
 
 0.3 
 
 0.0 
 
 ^ 
 
 KtO 
 
 Lfl 
 
 
 000 
 
 0.0 
 
 1.0 
 
 
 10 
 
 O.I 
 
 
 
 
 
 2.0 
 
 O.I 
 
 
 Ktl 
 
 0.5 
 
 
 000 
 
 0.0 
 
 0.5 
 
 
 20 
 
 O.I 
 
 
 
 
 
 1.0 
 
 0.1 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 P "E 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 1 | 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 ft 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 u 
 
 TOTAL 
 
 14. 
 
 
 
 1.4 
 
 64 
 
 
 
 0.7 
 
 4-5 
 
 
 
 1.1 
 
 a 25. o 
 
 e 3.4. 
 
 
 Tl 
 
 3.0 
 
 
 000 
 
 0.0 
 
 
 
 
 
 
 
 
 
 3.0 
 
 0-0 
 
 &i 
 
 T2 
 
 
 
 000 
 
 0.0 
 
 
 
 
 
 
 
 
 
 3.0 
 
 00 
 
 IT 
 
 TJ 
 
 3.0 
 
 
 000 
 
 0.0 
 
 
 
 
 
 
 
 
 
 1.0 
 
 0.0 
 
 If 
 
 T4 
 
 3.0 
 
 
 ?0 
 
 
 
 
 
 
 
 
 
 
 3.0 
 
 O.G 
 
 <^ 
 
 T5 
 
 30 
 
 
 JO 
 
 0.6 
 
 
 
 
 
 
 
 
 
 3.0 
 
 0.6 
 
 o -S fe 
 
 n 
 
 5.0 
 
 
 20 
 
 1.0 
 
 
 
 
 
 25.0 
 
 
 so 
 
 15.0 
 
 30.0 
 
 16.0 
 
 ~ | 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 ^ S, 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 If 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 3S 
 
 TOTAL 
 
 20.0 
 
 
 
 t.1 
 
 
 
 
 
 15.0 
 
 
 
 15.0 
 
 BE 
 
 f n.2 
 
 c 
 
 I 
 
 1.0 
 
 
 to 
 
 0.2 
 
 
 
 
 
 i-O 
 
 
 60 
 
 O.S 
 
 
 0.8 
 
 
 3>1 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 o 
 
 4 
 
 2.0 
 
 10 
 
 
 02 
 
 
 
 
 
 
 
 
 
 ?.o 
 
 0.2 
 
 c 
 
 < 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 1 
 
 6 
 
 0.5 
 
 
 10 
 
 O.I 
 
 
 
 
 
 
 
 
 
 0.5 
 
 O.I 
 
 6 
 
 1 
 
 3.0 
 
 
 30 
 
 0.9 
 
 
 
 
 
 i 
 
 
 GO 
 
 1.2 
 
 5.0 
 
 2.1 
 
 1{ 
 
 os>:o 
 
 HI r 
 
 Ijj 
 
 E 
 
 0-5 
 
 40 
 
 
 O.I 
 
 0.5 
 
 zo 
 
 
 O.I 
 
 1 o 
 
 40 
 
 
 04 
 
 2.0 
 
 04 
 
 9 
 
 0.5 
 
 
 20 
 
 O.I 
 
 
 
 
 
 
 
 
 
 0.5 
 
 O.I 
 
 10 
 
 0.4 
 
 
 50 
 
 0.2 
 
 0.4 
 
 
 50 
 
 0.2 
 
 O.J 
 
 
 50 
 
 O.I 
 
 1.0 
 
 0.5 
 
 II 
 
 1.0 
 
 
 10 
 
 or 
 
 
 
 
 
 1.5 
 
 
 40 
 
 0.6 
 
 2.5 
 
 O.T 
 
 12 
 
 l. 
 
 
 20 
 
 O.Z 
 
 10 
 
 
 20 
 
 0.2 
 
 
 
 
 
 2.0 
 
 0.4 
 
 UI3 
 
 Q 
 
 
 10 
 
 0.0 
 
 0.5 
 
 
 10 
 
 O.I 
 
 O.S 
 
 
 20 
 
 O.I 
 
 1.5 
 
 ae 
 
 U14 
 
 
 
 
 20 
 
 O.I 
 
 
 
 
 
 
 
 
 
 O.S 
 
 O.I 
 
 UI5 
 
 0. 
 
 
 20 
 
 O.I 
 
 
 
 
 
 O.I 
 
 
 80 
 
 O.I 
 
 .0.5 
 
 0.2 
 
 UI6 
 
 9 
 
 
 10 
 
 0.2 
 
 2.0 
 
 
 20 
 
 0.4 
 
 1.0 
 
 
 20 
 
 0.2 
 
 5.0 
 
 0.8 
 
 un 
 
 1. 
 
 
 10 
 
 O.I 
 
 iO 
 
 
 20 
 
 0.2 
 
 
 
 
 
 2.0 
 
 0.3 
 
 UI8 
 
 1.0 
 
 
 10 
 
 O.I 
 
 
 
 
 
 
 
 
 
 1.0 
 
 ai 
 
 u 
 
 Effectiveness of 
 Directi on, Contro 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 n.i 
 
 
 
 tt 
 
 5.4 
 
 
 
 1.2 
 
 1.1, 
 
 
 
 5.3 
 
 C 30.0 
 
 9 7.4 
 
 GRAND TOTAL 
 
 51.4 
 
 
 
 6.5 
 
 11.8 
 
 
 
 1.9 
 
 36.8 
 
 
 
 19.6 
 
 d 100 
 
 h 28.0
 
 256 
 
 WASTE IN INDUSTRY 
 
 FIELD REPORT EVALUATION 
 
 COMM1TTE.E ON ELIMINATION OF WASTE IN INDUSTRY 
 AMERICAN ENGINEER KG COUNC L 
 OF 
 
 INDUSTRY Tex We PLANT NO. 9 EST. BY M. F. B . Co. DATE 3/IS/ll 
 
 > + + (D = Excellent -=J Wa ^e Poor =-60|o Waste a + b + C = d = I00/o 
 
 CAUSES 
 
 Guide 
 Questions 
 for 
 Field 
 
 gator 
 
 R 
 
 ESPONSIBI LIT1 
 
 :s 
 
 TOTAL 
 
 WASTE 
 
 teigned 
 Pomts 
 
 Esflo 
 Waste 
 
 Points 
 Waste 
 
 Assiqnet 
 Point! 
 
 Waste 
 
 Points 
 Vtas* 
 
 ssigned 
 Points 
 
 Est.|o 
 Waste 
 
 Points 
 Waste 
 
 ssigned 
 fonts 
 
 Points 
 Waste 
 
 1 
 
 
 
 4- 
 
 5 
 
 
 
 8 
 
 9 
 
 10 
 
 II 
 
 1? 
 
 13 
 
 14 
 
 Tl N 
 
 ds (Paperwork! and Personnel, 
 ity and Relationship 
 
 K< 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 KZ 
 
 3.0 
 
 90 
 
 
 2.7 
 
 
 
 
 
 
 
 
 
 3.0 
 
 2-7 
 
 JS3. 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 K5 
 
 .5 
 
 
 100 
 
 1.5 
 
 
 
 
 
 0.5 
 
 
 60 
 
 0.3 
 
 2.0 
 
 1.8 
 
 Kt 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 K7 _ 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 K8 
 
 4.0 
 
 
 
 
 2.4 
 
 2.5 
 
 40 
 
 
 1.0 
 
 1.5 
 
 40 
 
 
 0.6 
 
 8.0 
 
 4.0 
 
 wJ 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 KIO 
 
 0-5 
 
 
 20 
 
 O.I 
 
 0.2 
 
 
 20 
 
 O.I 
 
 1-3 
 
 
 40 
 
 0.5 
 
 2. ) 
 
 ( .7 
 
 Kll 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 KI2 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 =g 
 
 KI3 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 KI4 
 
 1-0 
 
 40 
 
 
 0.4 
 
 1.0 
 
 40 
 
 
 0.4 
 
 0.2 
 
 50 
 
 
 O.I 
 
 2.Z 
 
 0.9 
 
 KI5 , 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 100 
 
 0.3 
 
 0.2 
 
 
 100 
 
 O.Z 
 
 
 
 
 
 0.5 
 
 0.5 
 
 R 6 A 
 
 Mechanism of Industry as to 
 Assignment a nd-Oischarge of 
 
 KJ8 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 K19 
 
 0.3 
 
 
 100 
 
 0.3 
 
 
 
 
 
 
 
 
 
 0.3 
 
 0.3 
 
 KM 
 
 1.0 
 
 
 80 
 
 0.8 
 
 1.0 
 
 
 50 
 
 0.5 
 
 
 
 
 
 2.0 
 
 1.3 
 
 Kll 
 
 0.5 
 
 
 60 
 
 0.3 
 
 0.5 
 
 
 40 
 
 0.2 
 
 
 
 
 
 .0 
 
 0.5 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 14. 
 
 
 
 9.1 
 
 6.4 
 
 
 
 26 
 
 45 
 
 
 
 1.1 
 
 250 
 
 e 13.5 
 
 11 
 
 
 3.0 
 
 
 30 
 
 1.0 
 
 
 
 
 
 
 
 
 
 
 1.0 
 
 T? 
 
 
 
 40 
 
 1.2 
 
 
 
 
 
 
 
 
 
 
 1.2 
 
 TJ 
 
 3.0 
 
 
 60 
 
 1.8 
 
 
 
 
 
 
 
 
 
 
 1.8 
 
 T4 
 
 3.0 
 
 
 60 
 
 1.8 
 
 
 
 
 
 
 
 
 
 
 1.8 
 
 TS 
 
 3.0 
 
 
 20 
 
 0.6 
 
 
 
 
 
 
 
 
 
 
 0.6 
 
 T ECH NIC/ 
 
 Available Engineerim 
 as to Product,P|ant an 
 
 
 5.0 
 
 
 40 
 
 2.0 
 
 
 
 
 
 2*.o 
 
 
 70 
 
 [6 ': 
 
 30.0 
 
 18.5 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 20.0 
 
 
 
 8.4 
 
 
 
 
 
 7. ', 
 
 
 
 16.5 
 
 b" 
 
 f|24.9 
 
 UTILIZATION 
 
 Effectiveness of Technical Knowledge and Organization. 
 Direction, Control and Accounting Factors 
 
 Ul 
 
 2.0 
 
 
 60 
 
 L2 
 
 
 
 
 
 
 
 
 
 2.0 
 
 1.2 
 
 uz 
 
 1.0 
 
 
 30 
 
 
 
 
 
 
 1.0 
 
 
 80 
 
 0.8 
 
 2.0 
 
 
 iwVi 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 U4 
 
 2.0 
 
 
 
 06 
 
 
 
 
 
 
 
 
 
 20 
 
 0.6 
 
 U5 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 US 
 
 0. 
 
 
 40 
 
 0.2 
 
 
 
 
 
 
 
 
 
 
 0.2 
 
 Ul 1 
 
 3. 
 
 
 20 
 
 fe 
 
 
 
 
 
 2.0 
 
 
 80 
 
 l.fe 
 
 
 2.2 
 
 
 0. 
 
 100 
 
 
 0.5 
 
 0.5 
 
 40 
 
 
 0.2 
 
 1.0 
 
 80 
 
 
 0.8 
 
 
 .5 
 
 U9 
 
 0. 
 
 
 100 
 
 0.5 
 
 
 
 
 
 
 
 
 
 
 05 
 
 UK) 
 
 0. 
 
 
 50 
 
 0-2 
 
 0.4 
 
 
 80 
 
 0.3 
 
 0.2 
 
 
 50 
 
 01 
 
 
 0.6 
 
 Ull 
 
 J, 
 
 
 50 
 
 0.5 
 
 
 
 
 
 I.S 
 
 
 60 
 
 0.9 
 
 
 1.4 
 
 UIZ 
 
 1. 
 
 
 20 
 
 0.2 
 
 1.0 
 
 
 20 
 
 0.2 
 
 
 
 
 
 
 
 0.4 
 
 yjj 
 
 0. 
 
 
 
 
 0.5 
 
 
 20 
 
 O.I 
 
 0-5 
 
 
 20 
 
 O.I 
 
 
 0.2 
 
 UI4 
 
 0. 
 
 
 20 
 
 O.I 
 
 
 
 
 
 
 
 
 
 
 O.I 
 
 Ul! 
 
 0. 
 
 
 20 
 
 O.I 
 
 
 
 
 
 O.I 
 
 
 80 
 
 O.I 
 
 
 0.2 
 
 Ult 
 
 2. 
 
 
 10 
 
 0.2 
 
 2.0 
 
 
 20 
 
 0.4 
 
 1.0 
 
 
 30 
 
 0.3 
 
 
 
 0.9 
 
 
 1. 
 
 
 10 
 
 O.I 
 
 1.0 
 
 
 20 
 
 0.2 
 
 
 
 
 
 
 
 
 Ul* 
 
 1. 
 
 
 10 
 
 O.I 
 
 
 
 
 
 
 
 
 
 
 
 0.1 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 17 } 
 
 
 
 5.4 
 
 5.4 
 
 
 
 1.4 
 
 7.3 
 
 
 
 4.7 
 
 C ?C:3 
 
 9 !' r ' 
 
 GRAND TOTAL 
 
 51.4 
 
 
 
 23.0 
 
 11.8 
 
 
 
 4.0 
 
 368 
 
 
 
 22.9 
 
 d loo.o 
 
 h "9 a
 
 THE TEXTILE INDUSTRY 
 
 257 
 
 FIELD REPORT EVALUATION 
 
 OF 
 
 INDUSTRY Text'le PLANT NO. 10 EST. BY M.F.S. * Co. DATE3///A/ 
 
 > + 
 
 (5) + - Excellent =0%Wasfe Poor=60%Waste a + b +C =d = I00/o 
 
 + = ? a r d 3$: ;; B 0d =8070 . e+f + 9 ^= / Was te 
 
 CAUSES 
 
 Question 
 for 
 Field 
 Investi- 
 gator 
 
 Points 
 
 Est/o 
 Waste 
 
 Points 
 Waste 
 
 ssigna 
 
 Est. /o 
 Waste 
 
 Vaste 
 
 Points 
 
 Est/o 
 Waste 
 
 Waste 
 
 Issigned 
 
 Points 
 Waste 
 
 1 
 
 C 
 
 3 
 
 
 5 
 
 
 
 
 
 10 
 
 
 
 
 
 || 
 
 ^ 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 K 
 
 3.0 
 
 10 
 
 
 0.3 
 
 
 
 
 
 
 
 
 
 3.0 
 
 0-3 
 
 K 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 K 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 N 
 
 .1 
 
 
 60 
 
 0.9 
 
 
 
 
 
 0.5 
 
 
 60 
 
 0.3 
 
 Z.O 
 
 I.Z 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 K7 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 1 7. AT 1 N 
 
 , Methods (PopecW 
 JOnsibility and Re 
 
 - 
 
 _4.0_ 
 
 
 
 
 _L2_ 
 
 
 
 _ , 
 
 
 
 
 
 
 
 
 
 
 10 
 
 0.5 
 
 
 ZO 
 
 O.| 
 
 O.Z 
 
 
 
 
 1.3 
 
 
 20 
 
 0.3 
 
 2-0 
 
 0.4 
 
 11 ] 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 2 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 13 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 KM. 
 
 .0 
 
 EO 
 
 
 O.Z 
 
 1.0 
 
 20 
 
 
 02 
 
 O.Z 
 
 40 
 
 
 1 
 
 22 
 
 0.5 
 
 K. 5 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 < S t 
 
 10 o g, 
 
 KI6 
 
 0.3 
 
 
 100 
 
 0.3 
 
 o.z 
 
 
 100 
 
 0.2 
 
 
 
 
 
 (.5 
 
 0.5 
 
 K 7 
 
 2-0 
 
 
 
 
 1.0 
 
 
 
 
 1.0 
 
 ZO 
 
 
 0-Z 
 
 .C 
 
 O.Z 
 
 KI8 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 K19 
 
 ^ i 
 
 
 30 
 
 0.1 
 
 
 
 
 
 
 
 
 
 (.3 
 
 O.I 
 
 K20 
 
 .0 
 
 
 40 
 
 0,4 
 
 1.0 
 
 
 ZO 
 
 0.2. 
 
 
 
 
 
 .0 
 
 0.6 
 
 H2I 
 
 0.5 
 
 
 40 
 
 o.z 
 
 0.5 
 
 
 40 
 
 0-Z 
 
 
 
 
 
 .0 
 
 0.4- 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 C 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 1 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 g c 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 < 
 
 TOTAL 
 
 14.1 
 
 
 
 4.5 
 
 6.4 
 
 
 
 1.8 
 
 4.5 
 
 
 
 I.S 
 
 dj 2.5.0 
 
 e|7.8' 
 
 
 T| 
 
 .0 
 
 
 
 
 
 
 
 
 
 
 
 
 : .0 
 
 
 CT1~ 
 
 T2 
 
 .0 
 
 
 60 
 
 8 
 
 
 
 
 
 
 
 
 
 .0 
 
 1.8 
 
 "S C 
 
 TI 
 
 .0 
 
 
 40 
 
 2 
 
 
 
 
 
 
 
 
 
 .0 
 
 1.2 
 
 
 T+ 
 
 .0 
 
 
 60 
 
 8 
 
 
 
 
 
 
 
 
 
 ' ,0 
 
 1.8 
 
 ,= Z 
 
 TS 
 
 .0 
 
 
 40 
 
 Z 
 
 
 
 
 
 
 
 
 
 ' .0 
 
 1.2 
 
 
 T6 X 
 
 DO 
 
 5 AA 
 
 OT A t 
 
 p y 
 
 TO Tf 
 
 rc 
 
 X TIL E 
 
 /A/* 
 
 US T 
 
 RY 
 
 
 
 
 
 C 
 
 T7 
 
 5.0 
 
 
 80 
 
 .0 
 
 
 
 
 
 25.0 
 
 
 60 
 
 15.0 
 
 30.0 
 
 19.0 
 
 aJ C 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 ai s 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 u7 tj 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 U -0 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 11 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 ^ 8 
 
 TOTAL 
 
 ZO.O 
 
 
 
 lo.o 
 
 
 
 
 
 Z5.0 
 
 
 
 15.0 
 
 b|45.0 
 
 f|25.0 
 
 T 1 O N 
 
 wiedgeand Organization 
 ing Factors 
 
 Ul 
 
 Z.O 
 
 
 ZO 
 
 0.4 
 
 
 
 
 
 
 
 
 
 2.0 
 
 0.4 
 
 UZ 
 
 .0 
 
 
 zo 
 
 0-Z 
 
 
 
 
 
 1.0 
 
 
 80 
 
 08 
 
 2.0 
 
 1.0 
 
 U3h 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 U4 
 
 z.o 
 
 60 
 
 
 Z 
 
 
 
 
 
 
 
 
 
 Z.O 
 
 I.Z 
 
 us 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 us 
 
 0.5 
 
 
 zo 
 
 O.I 
 
 
 
 
 
 
 
 
 
 
 
 O.I 
 
 in 
 
 3.0 
 
 
 10 
 
 0.3 
 
 
 
 
 
 Z.O 
 
 
 60 
 
 I.Z 
 
 5 
 
 1.5 
 
 
 0.5 
 
 80 
 
 
 0-4 
 
 05 
 
 60 
 
 
 0.3 
 
 1-0 
 
 80 
 
 
 0.8 
 
 2 
 
 1.5 
 
 U9 
 
 0.5 
 
 
 ' '> 1 
 
 O.I 
 
 
 
 
 
 
 
 
 
 C 
 
 O.I 
 
 I 10 
 
 0.4 
 
 
 SO- 
 
 0.3 
 
 04 
 
 
 80 
 
 0.3 
 
 O.Z 
 
 
 90 
 
 O.Z 
 
 
 0.8 
 
 Ull 
 
 1.0 
 
 
 SO 
 
 0.3 
 
 
 
 
 
 1.5 
 
 
 60 
 
 0.9 
 
 Z 
 
 1.2 
 
 uiz 
 
 1.0 
 
 
 30 
 
 y 
 
 1.0 
 
 
 40 
 
 0.4 
 
 
 
 
 
 2.) 
 
 0.7 
 
 
 UI4 
 
 0.5 
 
 
 20 
 
 O.I 
 
 
 
 
 
 
 
 
 
 
 
 0-1 
 
 IU T 1 L 1 
 
 Effectiveness of Technica 
 Direction, Control and Ace 
 
 U 5 
 
 0.4 
 
 
 100 
 
 D .: 
 
 
 
 
 
 O.I 
 
 
 80 
 
 0-1 
 
 
 
 0.5 
 
 U16 
 
 2.0 
 
 
 40 
 
 0.8 
 
 2.0 
 
 
 60 
 
 'Z 
 
 1.0 
 
 
 40 
 
 0.4 
 
 5. ) 
 
 Z.4 
 
 U17 
 
 ,0 
 
 
 30 
 
 03 
 
 1.0 
 
 
 50 
 
 0.5 
 
 
 
 
 
 2 
 
 0.8 
 
 UM 
 
 .0 
 
 
 40 
 
 04 
 
 
 
 
 
 
 
 
 
 I 
 
 0.4 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 73 
 
 
 
 5.8 
 
 5.4 
 
 
 
 2.9 
 
 7.3 
 
 
 
 d 6 
 
 c - 
 
 913.3 
 
 GRAND TOTAL 
 
 5 .4 
 
 
 
 20.3 
 
 11.8 
 
 
 
 4.T 
 
 36.8 
 
 
 
 21. 1 
 
 djioo.o 
 
 h|46.
 
 258 
 
 WASTE IN INDUSTRY 
 
 FIELD REPORT EVALUATION 
 
 COMMITTEE ON ELIMINATION OF WASTE N INDUSTRY 
 AMERICAN ENGINEERING COUNCIL 
 OF 
 THE FEDERATED AMERICAN ENGINEERING SOCIETIES 
 
 INDUSTRY Textile PLANTNO.// EST. BY* -F.B Co. DATE-V'^/?/ 
 
 
 CAUSES 
 
 Guide 
 
 R ESPONSI B 1 UITI ES 
 
 TOTAL WASTE 
 
 for 
 Field 
 
 Investi- 
 gator 
 
 MANAGEMENT 
 
 
 OUTSIDE CONTACTS 
 
 Assigned 
 
 Points 
 Waste 
 
 Assigned 
 
 Points 
 
 Est.% Points 
 Waste Waste 
 
 Assigned Est.% 
 Points Waste 
 
 Plinh 
 
 Waste 
 
 Assigned 
 Points 
 
 Est. /o 
 Waste 
 
 Points 
 Waste 
 
 ON 
 
 PaperWork)ond Personnel, 
 y and Relationship 
 
 Kl 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 2 
 
 3.0 
 
 100 
 
 
 1.0 
 
 
 
 
 
 
 
 
 
 vo 
 
 vo 
 
 3 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 4 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 5 
 
 1.5 
 
 
 100 
 
 I.S 
 
 
 
 
 
 O.S 
 
 
 60 
 
 0.3 
 
 2.0 
 
 18 
 
 6 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 7 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 8 
 
 4.0 
 
 90 
 
 
 36 
 
 2.5 
 
 40 
 
 
 1,0 
 
 IS 
 
 40 
 
 
 0.6 
 
 8.0 
 
 5.2 
 
 9. 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 10 
 
 O.S 
 
 
 20 
 
 O.I 
 
 0.2 
 
 
 00 
 
 O.o 
 
 M 
 
 
 20 
 
 0-3 
 
 J.O 
 
 04 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 I--S- 
 
 It 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 OR G A N IZA 
 
 Mechanism of Industry asto Type,Metho 
 Assignment and Discharge of Responsib 
 
 13 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 1.0 
 
 20 
 
 
 0.2 
 
 1.0 
 
 JO 
 
 
 0.2 
 
 0.2 
 
 40 
 
 
 O.I 
 
 2.2 
 
 O.S 
 
 (15 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 (16 
 
 0.1 
 
 
 100 
 
 03 
 
 02 
 
 
 100 
 
 0.2 
 
 
 
 
 
 O.S 
 
 O.S 
 
 17 
 
 20 
 
 50 
 
 
 1.0 
 
 10 
 
 so 
 
 
 05 
 
 1.0 
 
 SO 
 
 
 os 
 
 4.0 
 
 3.0 
 
 (18 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 19 
 
 0.3 
 
 
 100 
 
 0.3 
 
 
 
 
 
 
 
 
 
 OJ 
 
 0.1 
 
 20 
 
 1.0 
 
 
 so 
 
 OS 
 
 1.0 
 
 
 so 
 
 0.5 
 
 
 
 
 
 20 
 
 1.0 
 
 K2I 
 
 OS 
 
 
 80 
 
 0.4 
 
 0-S 
 
 
 80 
 
 04 
 
 
 
 
 
 1.0 
 
 08 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 I4.| 
 
 
 
 1C. 9 
 
 6.4 
 
 
 
 28 
 
 4.5 
 
 
 
 1.8 
 
 a] 25.0 
 
 e is 
 
 AL 
 
 3 Knowledge 
 id Materials 
 
 | 
 
 3.0 
 
 
 20 
 
 0.6 
 
 
 
 
 
 
 
 
 
 3.0 
 
 0.6 
 
 z 
 
 JO 
 
 
 SO 
 
 I.E 
 
 
 
 
 
 
 
 
 
 5.0 
 
 .s 
 
 5 
 
 3.0 
 
 
 40 
 
 
 
 
 
 
 
 
 
 
 3.0 
 
 1.2 
 
 4 
 
 3.0 
 
 
 TO 
 
 ?l 
 
 
 
 
 
 
 
 
 
 3.0 
 
 
 5 
 
 J.O 
 
 
 40 
 
 12 
 
 
 
 
 
 
 
 
 
 3.0 
 
 U 
 
 TECHNIC 
 
 Available Engineerin 
 as to Product, Plant a 
 
 T7 
 
 5.0 
 
 
 60 
 
 30 
 
 
 
 
 
 JS.O 
 
 
 60 
 
 15.0 
 
 JO.O 
 
 IS.O 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 ?0.0 
 
 
 
 9.6 
 
 
 
 
 
 25.0 
 
 
 
 15.0 
 
 b*s.o 
 
 f 24.6 
 
 ATION 
 
 Knowledge and Organization, 
 unting Factors 
 
 U2 
 
 1.0 
 
 
 so 
 
 as 
 
 
 
 
 
 1.0 
 
 
 60 
 
 0.6 
 
 J.O 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 j 4 
 
 20 
 
 60 
 
 
 12 
 
 
 
 
 
 
 
 
 
 2.0 
 
 1.2 
 
 U 5 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 U6 
 
 O.S 
 
 
 60 
 
 0.1 
 
 
 
 
 
 
 
 
 
 0.5 
 
 0.3 
 
 U7 
 
 3.0 
 
 
 60 
 
 1.8 
 
 
 
 
 
 2.0 
 
 
 SO 
 
 1.0 
 
 5.0 
 
 2.J 
 
 u&Y- 
 
 os 
 
 100 
 
 
 O.S 
 
 os 
 
 60 
 
 
 0.3 
 
 1.0 
 
 80 
 
 
 0.8 
 
 J.O 
 
 6 
 
 U9 
 
 0.5 
 
 
 
 
 0.3 
 
 
 
 
 
 
 
 
 
 OJ 
 
 OJ 
 
 UIO 
 
 0.4 
 
 
 60 
 
 0.1 
 
 04 
 
 
 80 
 
 1 
 
 0.2. 
 
 
 60 
 
 O.I 
 
 1.0 
 
 O.S 
 
 U 1 
 
 1.0 
 
 
 60 
 
 0.6 
 
 
 
 
 
 1.5 
 
 
 60 
 
 0.9 
 
 2.S 
 
 
 UIZ 
 
 1.0 
 
 
 50 
 
 0.5 
 
 1.0 
 
 
 SO 
 
 O.S 
 
 
 
 
 
 2.0 
 
 1 
 
 UIJ 
 
 as 
 
 
 40 
 
 02 
 
 O.J 
 
 
 40 
 
 0.2 
 
 0.5 
 
 
 40 
 
 0? 
 
 1.5 
 
 
 
 JI4 
 
 0.5" 
 
 
 40 
 
 0.2 
 
 
 
 
 
 
 
 
 
 OS 
 
 
 
 UTILI Z 
 
 Effectiveness of Technical 
 Direction, Control and Acco 
 
 U.5 
 
 04 
 
 
 SO 
 
 0.2 
 
 
 
 
 
 0.1 
 
 
 SO 
 
 O.I 
 
 0.5 
 
 ( 
 
 uie 
 
 20 
 
 
 50 
 
 
 J.O 
 
 
 SO 
 
 1.0 
 
 1.0 
 
 
 50 
 
 0.5 
 
 5.0 
 
 2 
 
 U 7 
 
 1.0 
 
 
 30 
 
 0.3 
 
 1.0 
 
 
 40 
 
 0.4 
 
 
 
 
 
 2.0 
 
 
 
 UJ8 
 
 1.0 
 
 
 40 
 
 04 
 
 
 
 
 
 
 
 
 
 
 C4 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 11.3 
 
 
 
 9.9 
 
 5.4 
 
 
 
 M 
 
 1.3 
 
 
 
 4.2 
 
 C 50.0 
 
 g -5 8 
 
 GRAND TOTAL 
 
 SI4 
 
 
 | 30.4- 
 
 11.8 
 
 
 55 
 
 368 
 
 
 
 21.0 
 
 djIOO 
 
 h.s;?
 
 THE TEXTILE INDUSTRY 
 
 259 
 
 FIELD REPORT EVALUATION 
 
 COMMITTEE ON ELIMINATION OF WASTE IN INDUSTRY 
 AMERCAN ENGINEERING COUNCL 
 OF 
 THE FEDERATED AMERICAN ENGINEERING SOC ETIES 
 
 INDUSTRY Textile PLANT NO. IZ EST. BY M. F.B * Co. DATE -?//*/ 
 
 1 tT\ ft?\ f~^ f^\ r 11 
 
 >r * = $> vtaste Poor = 60|oVtaste a + b + C =d = I00lo 
 llo^o '.! Bad = So^oWaste e-i-f-i-g=h= lo Waste 
 
 *| + + - Far d 
 
 CAUSES 
 
 Guide 
 
 
 E S 
 
 TOTALV(ASTE 
 
 for 
 Field, 
 nvesti- 
 
 
 
 OUTSIDE CONTACTS 
 
 
 Points 
 Waste 
 
 tfmts 
 
 Est.lo 
 Waste 
 
 Points 
 
 S 
 
 Est.|o 
 Viaste 
 
 Points 
 Waste 
 
 Assigned 
 Points 
 
 Est.lo 
 Waste 
 
 Points 
 Waste 
 
 issigned 
 Points 
 
 _- 
 
 Kl 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 K2 
 
 5.0 
 
 20 
 
 
 0.6 
 
 
 
 
 
 
 
 
 
 3.0 
 
 0.6 
 
 
 
 K3 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 i! c. 
 
 K4 / 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 5 
 
 1.5 
 
 
 100 
 
 1.5 
 
 
 
 
 
 0.5 
 
 
 60 
 
 0.3 
 
 20 
 
 1.8 
 
 
 (6 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 je V 
 
 7 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 5 "w 
 
 8 
 
 4-0 
 
 40 
 
 
 1.6 
 
 2.5 
 
 40 
 
 
 1-0 
 
 1.5 
 
 40 
 
 
 0.6 
 
 8.0 
 
 3.2 
 
 r fc * 
 
 9 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 -^fr - 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 l 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 < 3 ^ 
 
 13 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 2 c_ 
 
 16 
 
 0.3 
 
 
 20 
 
 O.I 
 
 O.I 
 
 
 10 
 
 0.0 
 
 
 
 
 
 O.S 
 
 O.I 
 
 <sl 
 
 KI1 1 
 
 20 
 
 20 
 
 
 0.4 
 
 1.0 
 
 20 
 
 
 0.2 
 
 1.0 
 
 20 
 
 
 0.2 
 
 4.0 
 
 0.8 
 
 o | S 
 
 SttJ 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 03 
 
 
 30 
 
 O.I 
 
 
 
 
 
 
 
 
 
 0-3 
 
 O.I 
 
 t J: 
 
 K20 
 
 
 
 30 
 
 0.3 
 
 t.o 
 
 
 40 
 
 0.4 
 
 
 
 
 
 2.0 
 
 0.1 
 
 o & 
 
 K_J| 
 
 0.5 
 
 
 20 
 
 O.I 
 
 0.5 
 
 
 20 
 
 O.I 
 
 
 
 
 
 1.0 
 
 0.2 
 
 "S? 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 V g 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 It 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 1 1 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 m 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 w < 
 
 TOTAL 
 
 14.1 
 
 
 
 5.2 
 
 6.4 
 
 
 
 2.1 
 
 4-5 
 
 
 
 1.1 
 
 Q| 25.0 
 
 E 
 
 
 Tl 
 
 3.0 
 
 
 10 
 
 0.3 
 
 
 
 
 
 
 
 
 
 3.0 
 
 0.3 
 
 tl 
 
 T2 
 
 3-0 
 
 
 20 
 
 G 
 
 
 
 
 
 
 
 
 
 3.0 
 
 o.c 
 
 1 
 
 T3 
 
 3.0 
 
 
 20 
 
 C.6 
 
 
 
 
 
 
 
 
 
 3.0 
 
 0.6 
 
 JJ| 
 
 
 3.0 
 
 
 60 
 
 1-8 
 
 
 
 
 
 
 
 
 
 1.0 
 
 1-8 
 
 * 
 
 T S 
 
 3.0 
 
 
 20 
 
 0.6 
 
 
 
 
 
 
 
 
 
 
 0.6 
 
 o -f 
 
 Tl 
 
 5.0 
 
 
 
 60 
 
 3.0 
 
 
 
 
 
 ?5.0 
 
 
 TO 
 
 n.s 
 
 30.0 
 
 go5 
 
 T Si C 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 ^ '^0^ 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 j^tr 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 3 S 
 
 TOTAL 
 
 ?0.0 
 
 
 
 6.9 
 
 
 
 
 
 25.0 
 
 
 
 n.s 
 
 b|45, 
 
 24.4 
 
 
 Ul 
 
 2.0 
 
 
 TO 
 
 1.4 
 
 
 
 
 
 
 
 
 
 
 1.4 
 
 .; 
 
 UJ 
 
 1.0 
 
 
 
 
 
 
 
 
 1.0 
 
 
 -o 
 
 0.1 
 
 ?.o 
 
 . r 
 
 1 
 
 U3>i 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 114 
 
 2.0 
 
 60 
 
 
 1.2 
 
 
 
 
 
 
 
 
 
 2.0 
 
 1-2 
 
 c 
 
 US 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 U6 
 
 0-5 
 
 
 60 
 
 0.3 
 
 
 
 
 
 
 
 
 
 0.5 
 
 0.3 
 
 1" 
 
 n 
 
 J.O 
 
 
 SO 
 
 I.S 
 
 
 
 
 
 2.0 
 
 
 CO 
 
 1-2 
 
 5.0 
 
 2.1 
 
 c e 
 
 IRh 1 
 
 0.5 
 
 60 
 
 
 0.3 
 
 0.5 
 
 40 
 
 
 0.2 
 
 1.0 
 
 40 
 
 
 0.4 
 
 2.0 
 
 0.9 
 
 Z o 
 
 U9 
 
 0.5 
 
 
 60 
 
 0.3 
 
 
 
 
 
 
 
 
 
 0.5 
 
 
 
 UIO 
 
 04 
 
 
 50 
 
 0.2 
 
 04 
 
 
 50 
 
 0.2 
 
 0.2 
 
 
 
 O.| 
 
 .0 
 
 O.S 
 
 
 Ull 
 
 1-0 
 
 
 20 
 
 O.J 
 
 
 
 
 
 
 
 40 
 
 0.6 
 
 2.5 
 
 0.8 
 
 1 c? 
 
 UI2 
 
 1.0 
 
 
 20 
 
 O.T 
 
 1.0 
 
 
 20 
 
 0.2 
 
 
 
 
 
 
 0.4 
 
 
 U 3 
 
 0.5 
 
 
 20 
 
 
 O.S 
 
 
 20 
 
 O.I 
 
 0.5 
 
 
 20 
 
 O.I 
 
 1.5 
 
 
 
 UI4 
 
 0.5 
 
 
 40 
 
 0.2 
 
 
 
 
 
 
 
 
 
 O.S 
 
 0.2 
 
 
 UI5 
 
 04 
 
 
 20 
 
 O.I 
 
 
 
 
 
 O.I 
 
 
 80 
 
 0-1 
 
 0.5 
 
 02 
 
 U T 1 L 
 
 Effectiveness of Techn'ic 
 Direction, Control and A 
 
 
 20 
 
 
 40 
 
 0.8 
 
 2.0 
 
 
 40 
 
 0.8 
 
 1.0 
 
 
 40 
 
 0.4 
 
 5.0 
 
 2.0 
 
 11 
 
 1.0 
 
 
 40 
 
 0.4 
 
 1.0 
 
 
 40 
 
 0.4 
 
 
 
 
 
 2.0 
 
 0.8 
 
 uie 
 
 1.0 
 
 
 10 
 
 O.T 
 
 
 
 
 
 
 
 
 
 1.0 
 
 O.T 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 11.3 
 
 
 
 8.3 
 
 5.4 
 
 
 
 1.9 
 
 1.3 
 
 
 
 3.6 ' 
 
 C 30.0 
 
 g 13.8 
 
 GRAND TOTAL 
 
 51.4 
 
 
 
 20.4 
 
 11.8 
 
 
 
 4.0 
 
 36.8 
 
 
 
 22.8 
 
 100 
 
 h 41.2
 
 260 
 
 WASTE^IN INDUSTRY 
 
 FIELD REPORT EVALUATION 
 
 AMERICAN ENGINEERING COUNC L 
 OF 
 THE FEDERATED AMERICAN ENGINEERING SOCIETIES 
 
 INDUSTRY Tex tile PLANT NO. 13 EST. BY M. F. BACo. DATE 3/ts/fi 
 
 + 
 
 * (4) , 
 
 + d 
 
 + <d 
 
 ) -@ Excellent- 0% Waste Poor . 60 %Wast af b+ c- d-|OO% 
 ) - Sir - 40% Bad - 80% " * f+ 9- h- 0%Wo S te 
 
 CAUSES 
 
 Guide 
 Question 
 
 Feld 
 Investi- 
 gator 
 
 R 
 
 ES PO N SI B 1 LIT! 1 
 
 ;8 
 
 TOTAL WASTE 
 
 Assigns 
 feints 
 
 ! i 
 
 Es 
 We 
 
 ~~ZH 
 
 % 
 stc 
 
 ~- 5- 
 
 Pomts 
 Waste 
 
 bMgnei 
 
 Points 
 
 Est.% 
 Waste 
 
 (feints 
 Waste 
 
 Assignee 
 Points 
 
 Est. % 
 Waste 
 
 Points 
 Vltaste 
 
 Assigned 
 Ftomts 
 
 Points 
 Waste 
 
 h 5" 
 
 6 
 
 1 
 
 $ 
 
 g 
 
 J<J 
 
 U 
 
 14 
 
 13 
 
 14 
 
 I, 
 
 -? 
 
 KJ ) 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 K? 
 
 3,0 
 
 80 
 
 
 24 
 
 
 
 
 
 
 
 
 
 3.0 
 
 2.4 
 
 KJ 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 K4' 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 KS 
 
 6 
 
 
 fcO 
 
 0.9 
 
 
 
 
 
 0.5 
 
 
 60 
 
 0.3 
 
 2.0 
 
 U 
 
 *I1 
 
 2g.c 
 
 2j. 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 K8 
 
 4.0 
 
 80 
 
 
 3.2 
 
 2.5 
 
 60 
 
 
 1. 5 
 
 1.5 
 
 60 
 
 
 0-9 
 
 80 
 
 56 
 
 K9 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 K 10 
 
 0, 5 
 
 
 20 
 
 0. 
 
 0. Z 
 
 
 20 
 
 
 1.3 
 
 
 40 
 
 0.5 
 
 2.0 
 
 0.6 
 
 KM , 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 N IZAT 
 
 pe, Methods 
 Responsibil 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 KIS 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 KM 
 
 1.0 
 
 40 
 
 
 0.4 
 
 1.0 
 
 40 
 
 
 0.4 
 
 02 
 
 50 
 
 
 1.0 
 
 22 
 
 J 
 
 KI5. 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 KI6 
 
 
 
 100 
 
 
 0.2 
 
 
 IOO 
 
 2 
 
 
 
 
 
 0.5 
 
 5 
 
 <TS 
 
 K 17 
 
 
 20 
 
 
 
 1.0 
 
 40 
 
 
 0.4 
 
 1.0 
 
 60 
 
 
 06 
 
 4.0 
 
 4 
 
 * s, 
 
 K 18 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 * s ? 
 
 K 19 
 
 
 
 100 
 
 
 
 
 
 
 
 
 
 
 0.3 
 
 0.3 
 
 ojTl 
 
 K20 
 
 
 
 40 
 
 
 (.0 
 
 
 40 
 
 0.4 
 
 
 
 
 
 2.0 
 
 y 
 
 S| 
 
 K31 
 
 
 
 80 
 
 
 OS 
 
 
 80 
 
 0.4 
 
 
 
 
 
 1.0 
 
 0.8 
 
 1 -a 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 ^ g 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 1 c 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 | 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 ? 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 jr <: 
 
 TOTAL 
 
 4.1 
 
 
 
 8.8 
 
 6.4 
 
 
 
 ' i 
 
 4.5 
 
 
 
 3.3 
 
 a. . ' . 
 
 e !5.4 
 
 OJ t/> 
 
 T t 
 
 3.0 
 
 
 30 
 
 
 
 
 
 
 
 
 
 
 3.0 
 
 0.9 
 
 || 
 
 T Z 
 
 3.0 
 
 
 90 
 
 
 
 
 
 
 
 
 
 
 3.0 
 
 2.7 
 
 T3 
 
 3.0 
 
 
 80 
 
 
 
 
 
 
 
 
 
 
 3.0 
 
 2.4 
 
 -l|| 
 
 T4 
 
 3.0 
 
 
 80 
 
 
 
 
 
 
 
 
 
 
 3.0 
 
 2.4 
 
 <il 
 
 T 5 
 
 3.0 
 
 
 30 
 
 
 
 
 
 
 
 
 
 
 3.0 
 
 0.9 
 
 ~~ fc "c 
 
 T 7 
 
 5.0 
 
 
 40 
 
 Z.O 
 
 
 
 
 
 J5.0 
 
 
 40 
 
 10.0 
 
 30.0 
 
 12.0 
 
 2 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 Z-|>E 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 <J f 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 w * 
 -|l 
 
 II 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 20.0 
 
 
 
 11.3 
 
 
 
 
 
 25.0 
 
 
 
 10.0 
 
 bJ45.0 
 
 f 213 
 
 J Organization, 
 
 U 1 
 
 2.0 
 
 
 80 
 
 .6 
 
 
 
 
 
 
 
 
 
 20 
 
 1.6 
 
 I Z 
 
 .0 
 
 
 40 
 
 .4 
 
 
 
 
 
 1.0 
 
 
 60 
 
 0.6 
 
 2.0 
 
 10 
 
 Jh 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 Z 
 
 GO 
 
 
 .2. 
 
 
 
 
 
 
 
 
 
 2.0 
 
 1.2 
 
 5 i 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 e> 
 
 
 
 
 80 
 
 .4 
 
 
 
 
 
 
 
 
 
 0.5 
 
 0.4 
 
 7 
 
 
 
 80 
 
 .4 
 
 
 
 
 
 2.0 
 
 
 60 
 
 1.2 
 
 5.0 
 
 |8 
 
 IZ ATI ON 
 
 cal Knowledge an 
 ccounting Factors 
 
 9 
 
 0. 
 
 
 
 100 
 
 
 
 
 
 
 
 1 : 
 
 
 
 
 
 OS 
 
 '0.5 
 
 10 
 
 0. 
 
 
 50 
 
 2 
 
 0.4 
 
 
 50 
 
 0.2 
 
 0.2 
 
 
 50 
 
 O.I 
 
 .0 
 
 0.5 
 
 M 
 
 
 
 10 
 
 2 
 
 
 
 
 
 1.5 
 
 
 40 
 
 0.6 
 
 2.5 
 
 0.8 
 
 UI2 
 
 
 
 20 
 
 
 
 
 20 
 
 0.2 
 
 
 
 
 
 20 
 
 0.4 
 
 UIJ 
 
 
 
 
 20 
 
 
 0-5 
 
 
 20 
 
 O.I 
 
 0-5 
 
 
 20 
 
 O.I 
 
 .5 
 
 0.3 
 
 U 14 
 
 
 
 
 40 
 
 2 
 
 
 
 
 
 
 
 
 
 05 
 
 02 
 
 UI5 
 
 0.' 
 
 
 20 
 
 (.1 
 
 
 
 
 
 O.I 
 
 
 80 
 
 O.I 
 
 O.b 
 
 0.2 
 
 UTI L 
 
 veness of Techn 
 ion, Control and / 
 
 JI7 
 
 
 
 40 
 
 ( 4 
 
 1.0 
 
 
 40 
 
 0.4 
 
 
 
 
 
 2.0 
 
 0.8. 
 
 U 16 
 
 10 
 
 
 30 
 
 3 
 
 
 
 
 
 
 
 
 
 ;.o 
 
 0.3 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 II 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 TOTAL 
 
 173 
 
 
 
 9.8 
 
 5.4 
 
 
 
 1.9 
 
 7.3 
 
 
 
 3.5 
 
 C 30.0 
 
 g 15.2 
 
 GRAND TOTAL 
 
 Sl.4 
 
 
 
 19.9 
 
 11.8 
 
 
 
 5.2 
 
 3t.8 
 
 
 
 16.8 
 
 dl009 
 
 hsi.9
 
 PART III 
 GENERAL REPORTS 
 
 PAGE 
 
 CHAPTER XI. UNEMPLOYMENT 263 
 
 CHAPTER XII. STRIKES AND LOCKOUTS 301 
 
 CHAPTER XIII. LEGAL MACHINERY FOR ADJUSTING DISPUTES .... 315 
 
 CHAPTER XIV. INDUSTRIAL ACCIDENTS 331 
 
 CHAPTER XV. HEALTH OF INDUSTRIAL WORKERS 342 
 
 CHAPTER XVI. EYE CONSERVATION 374 
 
 CHAPTER XVII. PURCHASING AND SALES POLICIES 391
 
 INTRODUCTORY NOTE 
 
 THE topical reports in this section are markedly different from the 
 engineering reports which go before. The Committee's plan for the 
 investigation of waste provided not only for a series of intensive field 
 studies made at first-hand by engineers, but also for general summaries 
 of available information on special topics compiled by statisticians, econ- 
 omists and others. Original research was out of the question. A digest 
 of matter easily available was all that the Committee asked or expected, 
 and the writers of the reports which follow would be the first to point 
 out that their contributions are neither exhaustive nor new. The Com- 
 mittee believes they are valuable because they are an attempt to bring 
 up to date in small compass certain broad aspects of waste in industry 
 and its elimination. 
 
 The author of each report is solely responsible for its accuracy and 
 fairness.
 
 CHAPTER XI 
 
 UNEMPLOYMENT 
 
 BY JOHN KOREN AND OTHERS 
 
 INTRODUCTORY 
 
 Lack of Systematized Elemental Information. An exact measure- 
 ment of unemployment and the causes underlying it are lacking for the 
 country as a whole and even for individual industries. Nor has there 
 been a thorough-going test of the means whereby employment generally 
 can be stabilized and industries put on a basis that will secure an even 
 flow of productive activity. Seasonal, mechanical and other factors 
 that necessarily make for unemployment are easily demonstrated, but 
 little attempt has been made to record their influence as revealed by an 
 intensive inquiry conducted along broad lines; our knowledge is in 
 consequence fragmentary and cannot point to remedial practices that 
 have stood every test. 
 
 Need for Continuous Information. For the United States as a 
 whole there has been no single agency charged with the collection of 
 unemployment statistics and other data for their proper interpretation. 
 From time to time, the Bureau of Labor Statistics compiles unemployment 
 figures for a number of establishments in some of the leading industries; 
 and in a very few states public offices systematically gather information 
 about the employment situation. For particular industries data on the 
 subject are secured by employers' associations. Trade unions also con- 
 cern themselves with unemployment statistics of most crafts; indeed, in 
 some states the trade union statistics are regularly published by the 
 official labor bureaus. Employment facts are also gathered by private 
 organizations, which supply such data to their clients on a commercial 
 basis. 
 
 In short, the fundamental knowledge required to present a survey of 
 the unemployment situation at any period must be pieced together from 
 the gleanings of many agencies, which are not subject to any central 
 control. 
 
 Employment figures comparable, for instance, to those collected in 
 England by the Board of Trade are not compiled in the United States. 
 The recently inaugurated plans of the United States Employment 
 Service aim to remedy this lack through regular bulletins, which will 
 contain: 
 
 263
 
 264 WASTE IN INDUSTRY 
 
 1. A graphic line showing the national trend of employment. 
 
 2. A table showing the percentage of increase or decrease from the preceding 
 period in the fourteen industrial groups set up by the United States Bureau 
 of the Census. 
 
 3. A table showing a geographical analysis of the first table, indicating the 
 areas of increase or decrease in employment. 
 
 4' Comment on the employment situation in 231 leading industrial centers. 
 
 5. Data regarding registrations, requirements and placements of labor by 
 federal, state and municipal bureaus. 
 
 6. Immigration and emigration data. 
 
 Need for Regularizing Employment. It would be a long step forward 
 to get continuous information about unemployment conditions throughout 
 our vast territory. The next and more important step would be to devise 
 means for regularizing employment in the principal industries a task 
 to be undertaken by those who conduct them. 
 
 This report on unemployment and on attempts to alleviate it is divided 
 as follows : 
 
 7. Intermittent Employment 
 
 A. Temporary Shutdowns and Layoffs 
 
 B. Seasonal Employment 
 
 1. Seasonal Industries Employing Skilled Workers 
 (a) The Building and Allied Trades 
 
 (6) Coal Mining 
 
 (c)' The Clothing Industry 
 
 2. Seasonal Trades Employing Unskilled Labor 
 (a) Agriculture 
 
 (6) Canning and Preserving 
 
 (c) The Lumber Industry 
 
 (d) Dock Labor 
 
 (e) Employment of Casual Labor in Winter 
 II. Climacteric Unemployment 
 
 ///. Residual Unemployment 
 IV. Employment Exchanges 
 
 A. In United States 
 
 1. Public 
 
 (a) Federal 
 
 (6) State 
 
 (c) Municipal 
 
 2. Semi-public 
 
 3. Private 
 
 (a) Commercial Employment Agencies 
 
 (6) Employers' Associations' Employment Bureaus 
 
 (c) Trade Union Employment Bureaus 
 
 B. In Foreign Countries 
 
 1 . Great Britain 
 
 2. Canada 
 
 3. Italy 
 
 4. Other Foreign Countries 
 V. Public Works
 
 UNEMPLOYMENT 265 
 
 VI . Unemployment Insurance 
 VII. Spreading out the Job 
 VIII. Immigration and Unemployment 
 
 I. INTERMITTENT EMPLOYMENT 
 
 A. Temporary Shutdowns and Layoffs. An element frequently over- 
 looked in the unemployment situation is what opportunity do workers 
 nominally employed have to work a full week and to draw a full week's 
 pay. For instance, a report of the Connecticut Commission on the 
 Condition of Wage-earning Women and Minors in 1913 showed that for 
 942 females in the cotton industry, the weekly earnings were 13.9 % 
 less than full-time earnings; in the silk industry, 1,175 females re- 
 ceived 18.2% less than full-time earnings; in brass factories, 662 females 
 received 14.1% less; and in the metal trades, 2,541 females received 
 less than 13.9% full-time earnings. The frequent layoffs for half-days 
 and days in the bituminous coal industry are another case in point. 1 
 
 During 1919 in the paper box industry, 2 4,311 employees in 77 
 establishments averaged 90% of full time; in the women's clothing 
 industry, 6,772 women workers employed in 157 establishments averaged 
 91%; in the confectionery industry, 12,152 workers in 101 establishments 
 averaged 87%; and in the overall industry, 6,546 workers in 129 estab- 
 lishments averaged 87% of full time. In the brick, 3 chemical and glass 
 industries the percentage of full time worked was 85, 84 and 87 respectively. 
 When this record is examined in detail, it appears that some classes of 
 workers are more frequently put on short time than others. White goods 
 finishers averaged 79% of full time, though the average for the women's 
 clothing industry as a whole was 91%. Laborers in the brick industry 
 worked 77% of full time, while the average for the industry as a whole 
 was 85%. Any number of similar examples might be cited. 
 
 Causes of Temporary Shutdowns and Layoffs. Among the leading 
 external factors resulting in temporary shutdowns and layoffs are trans- 
 portation difficulties. The consequences of car shortage are well known 
 in reference to the bituminous coal industry. In other industries delayed 
 deliveries have the same disorganizing effect, frequently resulting in 
 partial or total plant shutdowns for lack of fuel or raw materials. 
 
 Restriction of production by the manufacturer in order to secure 
 price control is another cause of temporary unemployment. The present 
 attempt of the Japanese silk industry artificially to maintain prices is an 
 instance in point. 
 
 1 Tonnage Output per Pick Miner per Day in Bituminous Coal Fields. Ethelbert 
 Stewart. Monthly Labor Review, February, 1921. 
 
 2 Monthly Labor Review, April, 1920. 
 
 3 Monthly Labor Review, May, 1920.
 
 266 WASTE IN INDUSTRY 
 
 Even when it is the purpose of the management to insure regularity 
 of employment there are many failures in the performance. The failure 
 of the sales department to secure orders may disturb the continuity of 
 factory operation. In the aggregate a large amount of time is lost 
 through layoffs of men in a single department or sections of a department 
 through inefficient management manifested by poor stock methods, 
 inefficient routing, neglect of equipment and the like. The failure to 
 have necessary parts in stock, the irregular flow of material, machine 
 breakdowns and similar accidents, which an efficient organization should 
 eliminate, result in a continual nibbling at the employees' time. Shut- 
 downs for the annual inventory are another survival of the past, which 
 mean a total in all industries of many lost days in the year. 
 
 Methods of scientific management have greatly reduced the layoffs 
 resulting from lack of organization. The chief service of scientific manage- 
 ment in eliminating layoffs and shutdowns is the removal of the unexpected 
 through the standardization of all elements in the manufacturing process. 
 
 B. Seasonal Employment. Seasonal industries may be divided for 
 convenience into two general classes: 
 
 1. Those employ ing -a large number of skilled and semi-skilled workers 
 who depend upon the industry for livelihood during the year. Such 
 industries are the building trades, coal mining, the clothing trade, etc. 
 
 2. Those employing casual unskilled laborers who travel from place 
 to place as the demand appears, such as farming, lumbering, canning, etc. 
 
 Workers engaged in the industries in class 1 either must be paid a 
 wage substantially above that prevailing in other industries or must 
 suffer great privation during the periods of unemployment now inherent 
 to the industry. 
 
 1, SEASONAL INDUSTRIES EMPLOYING SKILLED WORKERS 
 
 (a) The Building and Allied Trades. The building trades form the 
 most important of the industries included in class 1. According to the 
 latest available census figures, 1 there were 1,779,964 skilled workers and 
 934,909 unskilled workers depending on these trades for a livelihood. 
 The total is 3.8% of the classified population in 1910. Due to war activi- 
 ties this proportion of building workers has possibly increased. 
 
 Although somewhat in conflict with recent tendencies toward speciali- 
 zation in construction work, some measures taken to regularize employ- 
 ment in building have met with success according to the testimony of a 
 number of contractors. Briefly stated they are: 
 
 1. To bid for varied types of construction. 
 1 U. S Census, 1910.
 
 UNEMPLOYMENT 
 
 267 
 
 2. To shave down bids for contracts to carry their organization through' 
 
 dull periods. 
 
 3. To accept the policy of taking small and perhaps unremunerative 
 
 contracts so that the working force not engaged in the large 
 undertakings may be utilized. 
 
 Brick and Tile Products. The manufacture of brick and tile products 
 is more seasonal in character than building as it depends on construction 
 work for its market and is more or less affected by weather conditions. 
 
 According to the U. S. Census of Manufactures, 1914, there were 
 100,182 workers employed in this industry. It is estimated that not more 
 than 50,000 of them are employed in the mid-winter months. 
 
 (6) Coal Mining. Next to the building and allied trades, coal mining 
 is the most important industry in the first class of seasonal industries. 
 There are over 750,000 men employed in coal mining who are idle during 
 a substantial portion of the year. 
 
 The number of employees and the average number of days worked 
 for a 6-year period are reported as follows by the U. S. Geological Survey. 1 
 
 
 ANTHRACITE 
 
 BITUMINOUS 
 
 Year 
 
 Men Employed 
 
 Days Worked 
 
 Men Employed 
 
 Days Worked 
 
 1913 
 
 175,745 
 
 257 
 
 571,882 
 
 232 
 
 1914 
 
 179,679 
 
 245 
 
 583,506 
 
 195 
 
 1915 
 
 176,552 
 
 230 
 
 557,456 
 
 203 
 
 1916 
 
 159,869 
 
 253 
 
 561,102 
 
 230 
 
 1917 
 
 154,174 
 
 285 
 
 603,143 
 
 243 
 
 1918 
 
 147,121 
 
 293 
 
 605,000 
 
 252 
 
 During this 6 year period anthracite miners worked on an average 
 of 260.5 days out of a possible 308, thus losing an average of 15.5% of 
 working days. Bituminous miners worked on an average of 226 days 
 and thus lost 26.7% of possible working days. 
 
 Bituminous Coal Mining. The principal causes of irregularity of 
 employment in bituminous coal mining are the seasonal character of 
 the market and the inadequacy and irregularity of car supply. Another 
 effect of the seasonal character of the industry is that it breeds unrest 
 among the workers who are constrained to much idleness. 
 
 The report of the United States Bituminous Coal Commission says, 
 1920: 
 
 1 United States Geological Survr y Preliminary Report on the Mineral Resources 
 of the United States in 1918, 1919.
 
 268 WASTE IN INDUSTRY 
 
 " The coal industry is a part-time industry. The number of idle days, out of a 
 possible 308 working days, being 63 in 1918 and 115 in 1919. On the average for 
 the past 30 years, the number of possible working days, when the mines were not 
 in operation, was 93." 
 
 It was estimated that America requires less than 500,000,000 tons 
 of bituminous coal a year, while the capacity of the mines in operation 
 is over 700,000,000 tons. In regard to foreign consumption the Com- 
 mission said: 
 
 " It is not to be expected that exports of coal will increase sufficiently to absorb 
 a perceptible proportion of the gap between the demand for coal and the capacity 
 of mines, as our shipping-terminal facilities are such that not more than 25,000,000 
 tons of coal a year can at present be exported." 
 
 Means proposed for standardizing coal production include a plan 
 advocated by the miners for an adjustment of work hours and an appeal 
 to industrial consumers and to the railroads to co-operate in bringing 
 about an even demand for coal. 
 
 The union miners proposed as a solution a 6-hour work day of 5 
 days per week, with penal rates for overtime. They claim that the 
 30-hour week would be sufficient to produce all bituminous coal needed 
 for the country and that it would tend to distribute production more 
 evenly through the year. 
 
 Any plan to regularize the demand for coal chiefly involves increased 
 facilities for storage, not only at the mines but at railroad terminals and 
 industrial plants. 
 
 Anthracite Coal Mining. While the causes of irregularity of employ- 
 ment in anthracite coal mining are not precisely the same as in bituminous 
 coal mining, the degree of irregularity is at least as great. According to 
 the report made to the United States Anthracite Coal Commission by 
 W. Jett Lauck, on behalf of the United Mine Workers of America, the 
 anthracite mine workers have suffered more from irregularity of employ- 
 ment than have the bituminous mine workers. The report says: 
 
 " During the period since 1881 the anthracite workers have had an opportunity 
 to work on an average only 212 days out of each year. This means 92 days of 
 idleness, 30 per cent of the working year during which they have no opportunity 
 to earn a living wage." 
 
 The fundamental cause of irregular employment in anthracite min- 
 ing has been " no market," according to the report quoted above. 
 
 " In other words the equipment and labor force have been more than adequate 
 to produce the supply which the market has been ready to absorb. ... In order 
 to estimate the probable number of days which will be averaged in future years, it 
 will be necessary to form a judgment as to the probable future of the market in
 
 UNEMPLOYMENT 269 
 
 relation to possible production. From this and from data for the last decade it 
 would appear that the market for anthracite in the future will remain in a state of 
 equilibrium at about the level for the years 1910 and 1916, inclusive. 
 
 " This will mean that the maximum average days per year to be expected will 
 be about 242, leaving the worker to face unemployment for 20 per cent of the 
 working year." 
 
 The problem of car shortage, so important in the bituminous industry, 
 has played a small part in the anthracite industry. Regularization, 
 therefore, depends chiefly on the even placement of orders through the 
 year. 
 
 (c) The Clothing Industry. The clothing industry has been and still 
 is to a considerable extent a seasonal industry. 
 
 The manufacture of men's clothing employed 173,747 workers 
 according to the U. S. Census of Manufacturers, 1914. The manu- 
 facture of women's clothing employed 168,907 at the time this census was 
 taken. There are ordinarily two busy seasons and two dull seasons in 
 the clothing trade. The busy seasons extend from about the middle 
 of June to the first of September, and from the first of December to the 
 latter part of February. 
 
 The causes of these fluctuations in employment conditions of the 
 clothing industry are found in the seasonal demands by the retail trade. 
 Constant variations in style lead to caution in buying until the market is 
 reasonably assured to the retail merchants. 
 
 An attempt towards abolishing the seasonal character of the clothing 
 industry in Cleveland is summarized by W. J. Mack 1 as follows: 
 
 " The distinctive feature of the situation in Cleveland is the system now being 
 installed in the hope of eliminating so far as possible this seasonal difficulty 
 avoiding on the one hand the evils of under-productivity on the part of the workers, 
 and on the other hand the lack of continuity of employment during the slack 
 periods. It provides that the union and the association shall jointly engage and 
 pay industrial engineers who, under the supervision of the Impartial Chairman, 
 shall establish for each of the factories fair and accurate standards of average pro- 
 duction for a minimum weekly wage, each worker to receive additional pay for 
 every unit he or she produces in excess of the minimum standard. It has been 
 further understood that the employers will guarantee each permanent worker at 
 least forty weeks' employment and one week's vacation with pay." 
 
 The chief efforts to regularize employment conditions in the clothing 
 trade may be outlined as follows: 
 
 1. The elimination of the sub-contract system, and the abolition of the " sweat 
 shop." 
 
 2. Co-operation among manufacturers in setting standards. 
 
 1 Mack, W. J., Industrial Peace in Cleveland, The Nation, February 16, 1921.
 
 270 WASTE IN INDUSTRY 
 
 3. The manufacture of plain, conservative models during the dull seasons. 
 
 4. The scientific analysis of trade conditions for the anticipation of market 
 demands. 
 
 5. Strict adherence to contracts made by manufacturers with buyers. 
 
 The above methods, if effected, would permit the manufacturer to 
 make up a proportion of his products before the actual orders have 
 been placed. 
 
 Millinery and Hat Manufacture. The average length of yearly employ- 
 ment in the velvet and felt hat establishments ranges from 8 to 10 months. 
 The rush period comes during the summer in preparation for the autumn 
 trade. The dull season occurs after November. In women's millinery the 
 seasons in flower and feather factories are different, the flower factory 
 season occurring in January to April or May, the feather factory season 
 extending from August to December. The straw hat factories have a 
 busy season of approximately six months, extending through the late fall, 
 winter and early spring. 
 
 Efforts to maintain steady production in the hat industry have been 
 made chiefly from the point of view of factory overhead rather than for 
 the purpose of continuously employing the working force. Many felt 
 hat factories manufacture straw hats in otherwise dull seasons. This, 
 however, necessitates a partial reorganization of the work force each year. 
 
 Seasonal Nature of all Industries. Although the several industries 
 vary greatly in the degree to which they are affected by seasons it might 
 be said that practically all industries are seasonal; there are few trades 
 which do not pass through dull periods at regular intervals. The 
 shoe trade, the textile industries, the steel industry, slaughtering and 
 meat packing, etc., all have regular intervals of slack time as well as 
 those resulting from major industrial depressions. 
 
 2. SEASONAL TRADES EMPLOYING UNSKILLED LABOR 
 
 (a) Agriculture. The. farming of the country is carried on by local 
 labor supplemented chiefly by the casual unskilled labor. It is with the 
 latter class that the present survey chiefly has to deal. An indication of 
 the demand for farm labor for the first half of the year is afforded by a 
 report made by the U. S. Employment Service, 1918. 1 
 Number of farm laborers called for during: 
 
 January 98 
 
 February 1,296 
 
 March 8,784 
 
 April 18,458 
 
 May 23,081 
 
 June 69,577 
 
 July 1st to 13th inclusive 28,089 
 
 1 U. S. Empoyment Service, Annual Report of the Director General. Fiscal year 
 ended June 30, 1918.
 
 UNEMPLOYMENT 271 
 
 These figures reflect the demand for the country as a whole. The 
 seasonal demand varies with the section of the country. In the New 
 England states, for instance, it is greatest in April for the first half of the 
 year considered, while in the winter wheat belt the peak of the demand 
 c^mes in June. 
 
 The greatest single agricultural requirement for casual labor in this 
 country is found in the harvesting of the winter wheat crop. In 1920 
 the U. S. Employment Service 1 directed 53,072 harvest hands in the 
 wheat belt. 
 
 " During a normal season, harvest should start in north central 
 Oklahoma about June 5 to 8, reaching the southern Kansas counties 
 about June 15 to 18; the central Kansas counties about 10 days later, 
 and the north central and northwestern territory about July 1 to 5. Under 
 these conditions, it becomes possible to utilize the services of many men, 
 who start in Oklahoma in the southern or central Kansas counties, and 
 those who commence in southern Kansas finish in time to assist in the 
 harvest in the north central and northwestern districts." 
 
 The problem of efficient use of casual labor to supplement local 
 agricultural labor is largely one of distribution through adequate machinery 
 for transportation and placement at points where labor is temporarily 
 required. In the nature of things agricultural labor cannot be regular- 
 ized, but it is possible to provide for a better distribution of casual 
 workers and the temporarily unemployed industrials. 
 
 (6) Canning and Preserving. The canning of food products is neces- 
 sarily seasonal because it must be accomplished when fruits and vege- 
 tables ripen. 
 
 The fish canning industry located on the Atlantic and Pacific sea- 
 boards, is intermittent to a less degree than fruit and vegetable canning. 
 Different kinds of fish are handled at different periods of the year, this 
 permitting a long season. The season at best extends over ten months 
 of the year. Midwinter is the time of maximum employment, a period 
 of idleness occurring in the spring months. The canning season is con- 
 siderably shorter than the curing and packing seasons. Much of the 
 extra labor taken on in rush seasons is local, and where possible women 
 are employed. 
 
 Fruit and berry canning is largely done in eastern and far western 
 states; vegetable canning in the central portions of the country. Cali- 
 fornia is the most important state in which fruit and berry canning is 
 undertaken. Over 55% of the total product is canned within a maxi- 
 mum of eight weeks. Similar conditions exist in the fruit and berry 
 canning industry in the eastern states. 
 
 1 U. S. Employment Service, Annual Report of the Director General. Fiscal year 
 ended June 30, 1920.
 
 272 WASTE IN INDUSTRY 
 
 Fluctuations in employment in the canning and preserving industry 
 for the country as a whole have been compiled by the U. S. Census of 
 Manufactures, 1914. The number employed varied from 27,917 on Janu- 
 ary 15 to 185,724 on September 15. In the middle western and western 
 states the greatest number are employed in canning in July, August, and 
 September, but in the eastern states during August, September and 
 October. A large percentage of the workers employed are women. 
 
 Efficient adjustment in the canning of the various products as the 
 season advances has been found effective particularly in California in 
 lengthening the season of employment. The increased use of cold storage 
 also effects a steadier employment condition in the canning industry. 
 
 (c) The Lumber Industry. The total number of men employed in the 
 United States in 1910 as lumbermen, raftsmen and woodchoppers was 
 reported to be 161,191, by the U. S. Census. No recent figures have 
 been compiled from authoritative sources covering the whole country. 
 The number of lumbermen, however, has probably increased to a con- 
 siderable extent. 
 
 The greater part of the lumber cut is made in the winter months. 
 Many woodsmen are found in the wheat belt in summer. Many others 
 might be utilized in other agricultural work. In winter these men could 
 again be recruited for the woods. 
 
 (d) Dock Labor. The work of stevedores is necessarily intermittent, 
 depending on the amount of shipping in harbor at any given time. To 
 meet the emergencies of rush seasons a large surplus of labor is essential. 
 
 Measures looking towards regularization of this work might be under- 
 taken similar to those carried out by the U. S. Employment Service to 
 meet wartime requirements. 
 
 " It was agreed that there should be formed an elastic labor pool, 
 and that the United States Employment Service should organize and 
 direct the activities of the new division, and that henceforth men would 
 shift not only from one dock to another nearby, but also from one side of 
 Manhattan to the other, from Hoboken to South Brooklyn, should it be 
 found necessary, and, as one of the representatives of the longshore- 
 men said, from one port to another, making the Atlantic coast one 
 dock. 
 
 " There were established in New York seven branches of the Stevedores 
 and Marine Workers' Division, with the clearing house for the labor pool 
 located in the Bowling Green Building, New York City. Other branches 
 were established at Philadelphia, Baltimore, Norfolk, Newport News, 
 Charleston, S. C., Mobile, New Orleans, Galveston, Boston, Portland, 
 Buffalo, Seattle, and Duluth. 
 
 " That the service was a success can be measured by the statements 
 frequently made that the port of New York increased its efficiency at
 
 UNEMPLOYMENT 273 
 
 least 30%, by the elastic labor pool for longshoremen and marine workers 
 developed by the Employment Service." 
 
 (e) Employment of Casual Labor in Winter. The fact that the basic 
 industries of the country, including agricultural and railroad construction 
 work, are absolutely dependent upon migratory workers, points to the 
 necessity of solving the winter unemployment problem of casual labor. 
 
 As emphasized by Pigou l the winter months offer fewest employ- 
 ment opportunities for casual labor. Outside of logging, ice cutting and 
 snow shovelling there is small requirement for this type of supplementary 
 labor. These workers tend to concentrate in the large cities, depending 
 on odd jobs, on charity, and sometimes on crime for a livelihood. 
 
 The report of the Commission on Industrial Relations outlined 2 
 the problem of migratory labor and recommended a national distribution 
 agency. 
 
 ." The movement of these migratory workers at the present time is practically 
 unorganized and unregulated. Workmen in large numbers- go long distances in 
 the hope of finding employment on the basis of a mere rumor, and frequently find 
 that there is either no work or work for only a few. At the same time, the demand 
 for labor in a given locality or industry remains unfilled because the workers have 
 failed to hear of the opportunity. . . . 
 
 " The attempts to regulate the movements of migratory workers by local organ- 
 izations have, without exception, proved failures. This must necessarily be true 
 no matter how well planned or well managed such local organizations may be. 
 
 " The problem cannot be handled except on a national scale and by methods 
 and machinery which are proportioned to the enormous size and complexity of the 
 problem." 
 
 II. CLIMACTERIC UNEMPLOYMENT 
 
 The two main causes of climacteric unemployment are: (1) inter- 
 national dislocations resulting from a great war; (2) the alternation of 
 business expansion and business depression inherent in the complicated 
 modern industrial structure. Remedies suggested for this are numerous 
 and diverse. 
 
 The underlying causes of cyclical depressions have been attributed 
 to numerous factors, ranging from crop failures to sun spots. The 
 generally accepted theory seems to be that depressions result from too 
 rapid trade and industrial expansions. That they should be ascribed to 
 over-production of commodities at any given time has been repudiated 
 by economists. 
 
 The major industrial disturbances occurring in this country in the 
 last hundred years took place in 1837, 1873, 1893, 1907-1908, 1914-1915 
 
 1 Pigou, A. C. Unemployment. New York, 1914. 
 
 2 United States Commission on Industrial Relations, Final Report, 1915.
 
 274 WASTE IN INDUSTRY 
 
 and 1919. Unemployment figures for the country as a whole are not 
 available for the earlier periods of depression. According to estimates 
 of Hornell Hart 1 there were 3,500,000 unemployed, averaged by months, 
 in 1908. The greatest number unemployed in this year was 4,200,000 
 in April. 
 
 In both 1914 and 1915 there was an average of about 4,500,000 idle 
 The high point was reached in January, 1915, with 6,500,000 idle. 
 
 Estimates made by the U. S. Employment Service and by the Ameri- 
 can Federation of Labor place the number of unemployed in January and 
 February, 1921, at from 4,000,000 to 5,000,000. 
 
 The total* amount of unemployment cannot be attributed solely to 
 the respective periods of depression. The months which show highest 
 unemployment figures are those of winter or early spring when many 
 of the seasonal industries are at a low ebb. In a severe period of depres- 
 sion, however, it may be expected that the normal average amount of 
 unemployment in any month will be about doubled. 
 
 While it is not within the province of this report to discuss the funda- 
 mental causes of industrial depressions, some suggestions for overcoming, 
 at least in part, periods of economic stagnation are repeated here. Ordway 
 Tead and H. C. Metcalf 2 express themselves as follows: 
 
 " One of the conspicuous things that happens is that each individual com- 
 peting plant loses sight of the total real demand, or imagines that it can capture a 
 larger proportion of the demand than it ever did before. The total demand, even 
 if known, is not related to the producing capacity of an entire industry." 
 
 A regularization of this point could best be brought about, according 
 to Tead and Metcalf, by the establishment of national industrial councils 
 similar to the English councils established by the Ministry of Recon- 
 struction. Experiments with such councils have been made in the 
 United States, notably in the printing and electrical trades, and these 
 attempts might be used as the basis for further undertakings. 
 
 Another suggestion which bears upon the reduction of the cyclical 
 depression involves a publicity campaign for the education of investors. 
 The too rapid expansion of any industry can be prevented by a careful 
 restriction of capitalization. 
 
 At present the country is not prepared to apply more than palliatives 
 to climacteric unemployment, while the only permanent remedy lies in 
 eliminating the underlying economic causes. 
 
 1 Hart, Hornell, Fluctuations in Unemployment in Cities of the United States, 
 1902 to 1917. Cincinnati, 1918. 
 
 2 Tead, Ordway, and Henry C. Metcalf, Personnel Administration, Its Principles 
 and Practice. New York. 1920.
 
 UNEMPLOYMENT 275 
 
 III. RESIDUAL UNEMPLOYMENT 
 
 Hornell Hart 1 has estimated that between 1902 and 1917 there was 
 never a period when less than a million wage-earners were out of work. 
 The average proportion unemployed fluctuated from 16% of the total 
 supply of possible workers in 1915 to 4.7% in 1917, but even then, at the 
 climax of the wartime industrial activity, over a million wage-earners 
 were out of work. It was stated 2 at the National Employment Service 
 Hearings in 1919 that unemployment reached its lowest point for the 
 last 20 years in 1917 and 1918. The reports of the New York State Depart- 
 ment of Labor show, however, that in the year 1918, employers called for 
 779,972 workers; that 443,782 applied for employment, and that 183,640 
 were actually placed. This leaves a surplus of 160,142 applicants who 
 could not find work from the employment offices, in spite of the fact that 
 employers requested approximately 500,000 more men and women from 
 the offices than they obtained. 
 
 This permanent labor reserve is largely drawn from certain definite 
 groups, chief among which is that of the casual workers. Among these 
 the unskilled laborers predominate, although there is a certain propor- 
 tion of skilled men who through fluctuation of employment, or changes 
 in manufacturing methods, or through their own defects of character, 
 have been led into irregular habits of work. Other groups who con- 
 tribute to the residue of labor are the mentally and the physically deficient. 
 
 Experience has repeatedly shown that common laborers are the first 
 to be laid off in dull times and the last to be taken on when business 
 improves. The situation revealed by a survey 3 in twelve Rocky Moun- 
 tain and Pacific Coast cities in June and July, 1914, is typical. It 
 showed that of 5,830 persons out of work the largest proportion, 16.8% 
 were laborers. 
 
 According to the Industrial Relations Commission: 4 
 
 " The permanently unemployed are really people who have dropped out of the 
 ranks of industry, broken down by the unsteadiness of employment or other causes. 
 Some are mentally defective or physically incapable or both. Others are ' downs 
 and outs ' who have lost the habit of working. Still others live by their wits, by 
 begging, or by crime. During the most prosperous times, when labor is in great 
 demand, these same people do not work." 
 
 1 Hart, Hornell, Fluctuations in Unemployment in Cities of the United States, 
 1902 to 1917. Cincinnati, 1919. 
 
 2 United States National Employment Service, Hearings Washington, 1919. 
 
 3 U. S. Bureau of Labor Statistics. Bulletin No. 195. Unemployment in the 
 United States, Washington, 1916. 
 
 4 U. S. Commission on Industrial Relations. Final Report, Washington, 1916.
 
 276 WASTE IN INDUSTRY 
 
 A large number of workers will refuse employment except at their 
 own trade. The fact that there are vacant positions does not help the 
 man who has not the qualifications to fill any one of them. Mechanical 
 inventions and improved methods of management, however much they 
 may contribute to the final progress of our civilization, have the immediate 
 effect of adding very considerably to the residue of unemployed. The 
 resulting difficulties in securing and holding employment, the declassed 
 feeling which the skilled man experiences when he can no longer obtain 
 a position worthy of his training, and the irregular life and uncertainty of 
 earnings tend to destroy the inclination for steady work. It is among 
 the unskilled that unemployment is always most acute, and all additions 
 to this class make the problem more serious. A witness before the New 
 York Commission on Unemployment in 1911 testified l : 
 
 " I have very many cases which I could cite of men, intelligent, capable fellows, 
 who have become virtually tramps because of their continued search for work, 
 and trying to readapt or readjust themselves to changed conditions." 
 
 A still larger proportion of the casual laborers who form the residue 
 of unemployables have never received training for a definite job. This 
 group is continually re-enforced by incoming immigrants, a large propor- 
 tion of whom are qualified to work only as common laborers. For instance, 
 only 14.5% of immigrants entering this country between 1910-1914 
 and only 16.3% entering in 1920 were classified 2 as skilled workers. 
 
 To reduce unemployment among casual workers restriction of immi- 
 gration is the remedy usually proposed by the trade unions. The present 
 Commissioner of Immigration, and others, advocate distribution of immi- 
 grants to work on the land, placing them in small farm communities. 
 
 The excessive turnover 3 among juvenile workers also indicates the 
 difficulties of the untrained. Many children enter blind alley occupations 
 and find themselves at 18 or 20 years of age unqualified for any position. 
 
 Among the physically incapacitated are the victims of industrial 
 accidents and soldiers disabled in the war. While these handicapped 
 workers were formerly relegated to the human scrap of industry, at present 
 comprehensive efforts for their vocational rehabilitation are being made 
 through co-operation of federal and state agencies. The sum of $750,000 
 was appropriated for this purpose by Congress for 1920 and $1,000,000 
 for each of the three succeeding years. The minimum allotment to a 
 state is $5,000 and each dollar of federal funds must be matched by the 
 
 1 New York Commission on Employers' Liability and Unemployment. Report, 
 April, 1911. 
 
 2 U. S. Commissioner General of Immigration. Annual Report, 1920. Washing- 
 ton, 1920. 
 
 'United States. Children's Bureau. No. 74. Industrial Instability of Child 
 Workers. Washington, 1920.
 
 UNEMPLOYMENT 277 
 
 state. Several states had already undertaken reeducation of handicapped 
 workers previous to the passage of the Industrial Rehabilitation Act. 1 
 
 Increasing attention is being turned toward mental deficiencies as an 
 element in the employment situation. One labor manager has estimated 
 that 90% of turnover is due to mental causes. Investigation 2 of the record 
 of a young man suffering from paranoid dementia prsecox showed that 
 he had held 123 positions with 103 firms in 33 different occupations during 
 a 10-year period. Important as is their relation to labor turnover, the 
 usual place of mentally abnormal workers is among the permanently 
 unemployed. 
 
 IV. EMPLOYMENT EXCHANGES (A) IN THE UNITED STATES 
 
 Employment exchanges in the United States may be grouped as fol- 
 lows: (1) public; (2) semi-public; and (3) private. The first group 
 public employment exchanges in the United States has, for purposes 
 of discussion in this report, been subdivided into (a) Federal, (6) State, 
 and (c) Municipal. 
 
 1. Public. (a) Federal. Up to the end of 1917 there were no employ- 
 ment offices in the United States organized on a national scale. Some 
 were administered by the Immigration Department, others were under 
 state control, and there were many private agencies. The unemployment 
 accompanying the disorganization of business after the outbreak of the war 
 in Europe led to the creation of many special committees, which together 
 with established philanthropic agencies, endeavored to stabilize the labor 
 market. When industry began to fill war orders and especially after the 
 entry of the United States into the war and the conscription for the army, 
 the country experienced a labor scarcity instead of a labor surplus. This 
 labor scarcity, however, was more apparent than real, as it resulted chiefly 
 from the unregulated methods of recruiting labor on the part of both 
 government and employers. 
 
 To meet this emergency, the U. S. Employment Service was organized 
 within the Department of Labor, and all employment work was trans- 
 ferred to it from the Bureau of Immigration. 
 
 In addition to the paid personnel of the Service, there were gradually 
 developed volunteer state advisory boards and community labor boards 
 on which the federal government, employers, workers and women were 
 represented. These volunteer boards were effective in determining 
 policies and especially in winning employers to regard the Service more 
 favorably. 
 
 1 Passed June 26, 1920. Public Document No. 236 66th Congress. 
 
 2 Powers, Margaret J. The Industrial Cost of the Psychopathic Employee. 
 Mental Hygiene, Oct. 1920.
 
 278 
 
 WASTE IN INDUSTRY 
 
 Subsequent to October 1, 1919, the employment offices were under 
 state operation, with federal co-operation. A general view of its activi- 
 ties through the three-year period from 1917 to 1920 is offered by the 
 following figures. 1 
 
 ACTIVITIES OF THE U. S. EMPLOYMENT SERVICE, 1917-1920 
 
 Fiscal Year 
 Ending 
 
 Help Wanted 
 
 Registrations 
 
 Number 
 
 Number 
 reported 
 
 June 30 
 
 
 
 
 placed 
 
 1918 
 
 2,993,798 
 
 2,381,392 
 
 2,112,139 
 
 1,890,593 
 
 1919 
 
 10,701,447 
 
 6,166,447 
 
 5,646,353 
 
 4,267,350 
 
 1920 
 
 2,589,145 
 
 3,165,559 
 
 2,458,809 
 
 2,020,252 
 
 After the war financial support was practically withdrawn, and the 
 funds appropriated last year were $400,000 instead of the $4,600,000 
 requested of Congress. At present only a skeleton service is maintained. 
 Several bills are pending which propose the reorganization of the Employ- 
 ment Service. 
 
 " A 'Junior Division' to select ' the right kind of employment for boys 
 and girls entering occupational lif e and to offer employers the best possible 
 facilities for the selection of their junior employees' " is maintained by 
 the U. S. Employment Service. It is still in the organization stage. 
 
 From study of national employment offices as operated abroad and 
 from observation of war experience in the United States, Professor 
 Lescohier 2 has worked out certain general recommendations which he 
 believes should be embodied in any new organization of the Employment 
 Service. He holds it essential that the Service be impartial, under a 
 neutral administration representing both parties in industry. For this 
 purpose he recommends the creation of a National Employment Service 
 Council. This Council, Professor Lescohier holds, should receive com- 
 plaints and suggestions, suggest changes in personnel or policies, advice 
 in the selection of the Director-General and in the distribution of funds 
 and prepare recommendations to Congress for the improvement or devel- 
 opment of the service. Subordinate to the National Council would be 
 state and local advisory councils similar to those developed during the war. 
 
 With regard to financial responsibility for a national system of employ- 
 ment offices, Professor Lescohier favors co-operation of federal, state and 
 local governmental units, the federal government to pay for the central 
 
 1 United States. Employment Service. Annual Reports of the Director General. 
 Fiscal years ending June 30, 1918, 1919, 1920. 
 
 2 Lescohier, Don D. The Labor Market. New York, 1919.
 
 UNEMPLOYMENT 279 
 
 office general administrative expenses; at least one federa^official in each 
 state; and to subsidize the central state office. The general principle 
 is that efficiency must be maintained in the local offices on penalty of 
 losing the federal subsidy. At the same time the state and local units, 
 which are contributing their share, will naturally demand a similar effici- 
 ency from federal officials. 
 
 Among the leading functions of the Employment Service should be 
 the compilation of accurate employment statistics, the education of 
 employers and employees in practices that encourage stability of employ- 
 ment, the encouragement of specialized plant employment departments 
 and vocational guidance not only for juveniles but also for adults. The 
 fulfilment of these functions demands from employment officials the 
 widest possible personal contact with employers, civic and labor organi- 
 zations and the whole economic life of the community and the strictest 
 impartiality in all issues between employers and employees. 
 
 Under a properly administered national organization of employment 
 offices industry would operate with a much lower labor reserve, as the 
 need for accumulating local labor reserves would disappear with the 
 better co-ordination of demand and supply of labor and its prompt distri- 
 bution over larger areas; unemployment and underemployment would 
 be reduced, and the efficiency of the available workers increased by their 
 being directed to the positions for which they are best fitted. 
 
 (6) State Employment Exchanges. Previous to the world war a num- 
 ber of states had established systems of employment exchanges, but 
 their work was limited in scope. Dr. Edward T. Devine 1 reported that 
 the Ohio system was the only one found to be adequately equipped, 
 " New York, Massachusetts, Wisconsin, and a few other states ten at 
 the outside had what might be called systems of free public employment 
 bureaus. Twenty-six states had passed laws of some kind authorizing 
 their establishment." 
 
 At the beginning of 1919, there were twenty states which contributed 
 to the support of public employment offices. Arranged in the order of the 
 size of their appropriations for 1919, the state making the largest appro- 
 priation being placed first, these states were as follows: New York, 
 Illinois, California, Pennsylvania, Ohio, Indiana, Massachusetts, South 
 Dakota, New Jersey, Minnesota, Michigan, Connecticut, Missouri, 
 Colorado, Oklahoma, Rhode Island, Arizona, Kentucky, and Kansas. 
 The Wisconsin legislation appropriated $100,000 but the bill was not 
 signed by the governor. The largest amount appropriated was $253,000; 
 the smallest $1,400; the total amount, $785,254. In 1919, New York, 
 Illinois, Pennsylvania, California, and Michigan conducted ten or more 
 offices. In all there were 129. 
 
 1 The Survey/April 5, 1919.
 
 280 WASTE IN INDUSTRY 
 
 In 1920, the financial support to state employment offices was 
 materially increased. The total appropriations amounted to nearly 
 $300,000 more than in 1919. The number of offices decreased by ten, 
 consolidations having been made in some states which at the same time 
 increased appropriations. 
 
 These offices have developed the technique of employment service. 
 Wisconsin, Massachusetts, New York and Ohio have secured co-ordination 
 and co-operation of their various exchanges, so that men are transferred 
 from one exchange to another. Among the methods worked out in 
 Massachusetts were the specialization of departments for handling skilled 
 and unskilled workers, women and juveniles respectively; a record 
 system, which has become the basis of most public employment records; 
 vocational guidance; the use of interpreters to deal with aliens; and 
 co-operation with employment managers. 
 
 Criticism of State Systems. Among the criticisms directed against 
 state employment systems is their liability to political control; lack of 
 adequately trained personnel due to shortage of funds; and inability to 
 meet interstate needs, or even to any great extent those within the state. 1 
 
 The difficulty of state offices in making interstate placement is two- 
 fold. First, without a general employment system, they lack information. 
 There may be unemployed carpenters in one state and a demand for them 
 in the next, but if employment records are not exchanged the two state 
 offices are equally powerless to place the workers or supply the employers. 
 Second, there is a natural tendency to oppose the spending of state funds 
 for placements outside the state. 
 
 Some of the basic defects of public employment offices in general were 
 analyzed by the director 2 of the New York State Bureau of Employment 
 at the annual meeting of the American Association of Public Employ- 
 ment Offices in 1915. His conclusions were based on intensive personal 
 investigation of a large number of bureaus and on the evidence presented 
 in a three-day hearing before the U. S. Commission on Industrial Rela- 
 tions. Conditions in the majority of public employment offices showed, 
 in the director's opinion, that they were a " distinct failure " and " not 
 doing the thing for which they were established." 
 
 Poor statistical methods were characteristic. In many offices it was 
 customary to count the number of men sent out as actual placements, 
 although in numerous instances they did not even go to the places 
 
 1 United States National Employment System. Hearings before the Joint Com- 
 mittees on Labor. 66th Cong., 1st. Session, Washington, 1919. 
 
 2 U. S. Bureau of Labor Statistics. Bulletin No. 192. A Report on the Condition 
 and Management of Public Employment Offices in the United States, together with 
 some Account of the Private Employment Agencies of the Country. Charles E. 
 Barnes. Washington, 1916.
 
 UNEMPLOYMENT 281 
 
 designated. Generally lack of clerical help prevented accurate returns 
 about the men sent out. Many offices did not get sufficient information 
 either about the requirements of the jobs or the qualifications and experi- 
 ence of the applicants. A large proportion of the offices were found to 
 be handling chiefly casual labor. This practice tends to keep away 
 employers in want of skilled workers. At the same time, workers of the 
 better class avoid the offices both from pride and because few suitable 
 positions are available there. 
 
 The general opinion of the public employment offices was discovered 
 to be a low one. Organized labor regarded them " With mild contempt 
 and considerable suspicion"; employers knew little of them and were 
 also inclined to be suspicious of the neutrality of their attitude. The 
 inferior class of their clients, the inadequate training of the officials 
 employed, and the insufficient appropriations combined to lower the 
 standing of the public offices and to keep them from being of much real 
 value in the labor market. At the same time, it was admitted that there 
 were exceptions which suggested the hope that other offices may be 
 greatly improved through the correction of some of the defects noted. 
 
 (c) Municipal Employment Exchanges. In addition to public employ- 
 ment bureaus managed by the federal and state authorities, a very 
 considerable number are carried on by cities. In some instances the 
 municipality works in co-operation with the federal service, the state, 
 and occasionally with some private organization. In general, the 
 characterizations of public employment offices which have been made of 
 the state bureaus are also applicable to those under municipal authority. 
 
 2. Semi-Public. The second group of employment exchanges in the 
 United States to be considered are the semi-public, for example, the 
 philanthropic societies making the placement of workers a part of their 
 activities. Organizations like the Y.M.C.A., the Y.W.C.A., the Knights 
 of Columbus, and some of the Jewish societies have done much in this 
 direction. Their service is either free or at least the fees are nominal in 
 amount. Their effectiveness, however, is limited to comparatively small 
 groups, as some workers avoid them because they regard the service as 
 a charity, and because of religious and other reasons. 
 
 The bureaus maintained by universities, colleges and schools, which 
 usually aim to take care of only their own graduates, also perform only a 
 limited and specialized service. 
 
 3. Private. Private agencies comprise the third group of employ- 
 ment exchanges in the United States. In this report three types of 
 private employment agencies are discussed: (a) commercial employment 
 agencies, (6) employers' associations' employment bureaus, and (c) trade 
 union employment bureaus. 
 
 (a) Commercial Employment Agencies. There were between 4,000
 
 282 WASTE IN INDUSTRY 
 
 and 5,000 commercial employment agencies 1 in the United States at the 
 beginning of 1919. No figures are available as to the total annual profits 
 of these fee-charging agencies. Charles B. Barnes, in the New York 
 Tribune of February 6, 1919, estimated that employment offices in New 
 York City numbering about 600 collected $2,500,000 yearly. The manager 
 of a private agency in Minneapolis estimated that his annual collections 
 amounted to $500,000. 
 
 The basic defect in commercial employment agencies as a means of 
 reducing unemployment is that their profits depend on the number, not 
 the permanence, of the placements made. Hence it pays the agency 
 to entice men from one place to another and to stimulate turnover rather 
 than to reduce it. 2 
 
 Much evidence has been collected to prove the abuses carried on by 
 private agencies. Typical practices are the misrepresentation of wages 
 and working conditions, extortionate fees, splitting fees with foremen 
 to secure frequent discharges and opportunities for new placements, and 
 the shipment of men to distant points where no jobs are really available. 
 The New York City Commission of Licenses investigated 1,932 complaints 
 against commercial employment agencies in one year, 3 ordered the 
 refunding of over $3,000 to clients of these bureaus, revoked 13 licenses, 
 and secured the conviction of 9 employment agents. Such a record is an 
 index of the abuses which obtain in the country at large. 
 
 With regard to the amount demanded for placements, the following 
 statement, made specifically concerning commercial agencies in Minne- 
 sota, has been found descriptive of methods in a very considerable pro- 
 portion of the private fee-charging bureaus : 4 
 
 " The lack of any standard of legal fees to be charged enables the agency to fix 
 the fee according to conditions of the labor market and in individual cases according 
 to the intelligence of the man seeking the job. When many men are out of work, 
 and employment scarce, a high fee is charged. When men are scarce and jobs 
 plentiful they charge a low fee. Even in times when work is plentiful, exorbitant 
 fees are charged if the applicant is unfamiliar with our language, feeble-minded, 
 intoxicated, or otherwise unable to protect his rights." 
 
 The abuses have resulted in restrictive legislation in a majority of 
 the states. The laws generally require the licensing of commercial 
 employment agencies, frequently regulate their location, and often fix 
 the maximum which may be charged as fee. 
 
 1 United States National Employment System. Hearings. Washington, 1919. 
 
 2 Lescohier, Don D. A Clearing House for Labor. The Atlantic Monthly, June, 
 1918. 
 
 3 New York City. Report of the Commissioner of Licenses, 1913. 
 
 4 United States National Employment System. Hearings Washington, 1919
 
 UNEMPLOYMENT 283 
 
 Whatever the provisions of state law for the regulation of employ- 
 ment agencies, these restrictions have no force on interstate business in 
 which the abuses occur most frequently. 1 
 
 " The almost unanimous testimony of investigators and public officials, how- 
 ever, is that these provisions (legal restrictions) have not been successful in stamp- 
 ing out the abuses of private offices, and the result has been a widespread move- 
 ment for the abolition of such offices altogether." 
 
 A referendum in Washington in 1914 resulted in prohibiting the collec- 
 tion of fees from workers by employment agents on the ground that the 
 system frequently resulted " in their becoming the victims of imposition 
 and extortion and is therefore detrimental to the welfare of the state." 
 In 1917 this measure was declared 2 unconstitutional by the United States 
 Supreme Court on the ground that it violated the fourteenth amend- 
 ment. In Wisconsin, a law passed in 1919 gives the State Industrial 
 Commission power to refuse licenses to commercial agencies at its dis- 
 cretion. Several foreign countries have taken steps to restrict or suppress 
 private agencies, especially where public employment agencies are 
 maintained. 
 
 (6) Employers' Associations' Employment Bureaus. Dissatisfaction 
 with existing employment agencies, a disposition to centralize and organ- 
 ize employment, and perhaps in some instances the desire to control the 
 type of labor employed have led to the establishment of employment 
 offices by employers' associations and chambers of commerce. While in 
 many instances these offices serve only the members, this is not invariably 
 the case. The offices are often well organized and have performed a very 
 appreciable service for their particular clients. The number of bureaus 
 maintained by such organizations is considerable. For instance, the 
 National Metal Trades Association has fourteen employment branches. 
 In some instances employment bureaus are managed in co-operation with 
 local employers' organizations. 
 
 In contrast to privately managed bureaus, no fee is charged either 
 employer or applicant. The employers benefit by the careful rating of 
 applicants based on an examination of their qualifications. This saves 
 the employer the investigation of references and insures his receiving 
 exactly the kind and grade of workman he requires. The worker, on his 
 part, has better opportunities to secure work with much less expenditure 
 of time and energy than if he had to search from one factory to another. 
 
 Lescohier, to be sure, maintains 3 that "workmen in general will 
 not patronize an office maintained by employers." They are afraid 
 
 1 Commons and Andrews, Principles of Labor Legislation. New York, 1920. 
 
 2 Adams v. Tanner, 244 U. S. 590, 37 Sup. Ct. 662 (1917). 
 
 3 Lescohier. Don D., The Labor Market. New York, 1919.
 
 284 WASTE IN INDUSTRY 
 
 that it will be used " for blacklisting, breaking strikes, and beating down 
 wages." This belief, he holds, makes the field of usefulness for offices 
 maintained by groups of employers " very limited." It is probable that 
 few trade unionists are willing to register. The experience of some such 
 bureaus indicates, however, that a considerable number of workers do 
 make use of their facilities. 
 
 For instance, in a typical year just before the war the Metal Trades' 
 bureaus in Indianapolis registered 1 8,230 applicants, of which 3,659 
 had previously applied, 1,736 were new applicants, while 2,835 additional 
 applications were received at the shops through members who secured 
 and forwarded them to the bureaus. During this same 12-month period 
 5,174 employees were reported hired by members, of whom 3,679 were 
 old applicants and the remainder new ones who had registered for the 
 first time. The total registration of the two bureaus maintained in 
 Indianapolis included from 50,000 to 60,000 names, comprising many 
 hundred of occupations, trades and specialties grading from executive 
 positions to the better class of common labor. 
 
 How far employers make use of these bureaus to the exclusion of other 
 sources of labor supply is not certain. Experience in Indianapolis 
 indicated that some members of the employers' association hire practically 
 all their workers through the bureaus, one stating that in a given period 
 only 5 out of 1,200 were secured elsewhere. The secretary estimated 
 that in general from a third to one-half of the total employed by members 
 were secured through the employment bureaus. 
 
 The general inquiries made of the applicants at bureaus maintained 
 by the National Metal Trades Association are described as follows: 
 
 " These bureaus require each applicant to give the name of his last employer, 
 together with two additional such references, his age, occupation, experience, 
 whether married or single, and wages wanted. He is not asked as to his union 
 affiliations, although it is sometimes advantageous that this information be had, 
 because it is a waste of the applicant's time to send a union man to a non-union job, 
 or a non-union man to a union job. . . . Neither do these bureaus ever place men 
 in strike jobs, under false pretenses. The applicant is invariably fully advised and 
 left to his own judgment and pleasure in the matter. Nor is the attempt ever 
 made to replace strikers with other men where it is evident there is a likelihood of 
 their soon being thrown out of work through re-employment of the strikers. 
 
 " The references of each applicant as to his skill, productive ability, and general 
 character of service are fully investigated." 
 
 In addition to its primary function as a free employment office, the 
 Des Moines bureau investigates complaints of employees and secures 
 from workers their reasons for quitting and also for refusing positions for 
 which they are qualified. 
 
 1 U. S. Bureau of Labor Statistics. Bulletin No. 192.
 
 UNEMPLOYMENT 285 
 
 The knowledge acquired in this way enables the bureau to adjust many 
 cases satisfactorily to both parties. Sometimes a straightforward talk 
 with the worker shows him the error of his opinion; in other instances, 
 the bureau takes up the matter with the employer, especially when the 
 dissatisfaction refers to supervision, hours, working conditions, or wages. 
 
 (c) Trade Union Employment Bureaus. The limitations of trade 
 union employment bureaus are somewhat similar to those of offices 
 maintained by employers' associations and chambers of commerce. Just 
 as some of the workers will not use the employers' offices, so a large pro- 
 portion of the employers will not apply to the trade union employment 
 bureaus for workers. Nevertheless, a very large proportion of the trade 
 unions make some organized effort to place their members in employment. 
 The state of development and the efficiency of these agencies varies from 
 one craft to another. In practically every organized trade, however, 
 there are some local unions which provide for an official, usually the 
 business agent, who gives his whole time to employment work. 
 
 This practice is most common in the building trades because of the 
 frequent changes from one job to another. The Ladies Garment Workers, 
 the United Garment Workers, the Lithographers and the Cigarmakers 
 require their local unions to " establish labor bureaus for the purpose of 
 designating work to the unemployed." In general, the local unions must 
 themselves take the initiative, although in a few cases the national unions 
 help to pay expenses. The Machinists, the Pattern Makers, Molders, 
 Teamsters, Metal Polishers, Brass Workers and others have furnished 
 financial aid either regularly or occasionally. As the expenditure for a 
 business agent amounts to about $2,000 a year, only large local unions can 
 afford the full time of such an official. 
 
 The business agent keeps in touch with developments of his trade 
 so that he may know where work is to be had and the chances of securing 
 employment for the members of his union. He visits employers and fore- 
 men, consults members at their places of employment and follows the 
 newspaper advertisements. An inconsiderable number of closed shop 
 unions require employers to secure workers through the union. The union 
 business agent does not await applications of workers, but often solicits 
 them from employers, who are notified that telephone requests in regular 
 office hours will meet with immediate attention. As members who are 
 out of work generally congregate at union headquarters, the promptness 
 of the service is a convenience which attracts some employers, especially 
 in emergencies. Another advantage arises from the ability of the business 
 agent, through personal knowledge of men and work, to select the best 
 worker for the place. 
 
 Where a full time business agent cannot be employed, the secretary 
 or president of the local union receives applications from employers,
 
 286 WASTE IN INDUSTRY 
 
 and confers with unemployed members in his spare time. In some trades 
 a shop steward is appointed for each establishment where union men are 
 at work, one of whose duties is to find out opportunities for employment 
 and to report them at regular meetings of the local union. Since most 
 labor organizations emphasize that their members shall assist one another 
 in obtaining work, much information regarding unfilled positions is reported 
 by individuals at union meetings or passed around among union men. 
 
 Comparatively few unions have attempted to systematize the distri- 
 bution of employment on more than a local scale. Among these which 
 have established national employment bureaus to serve all their members 
 are the Granite Cutters, Glass Bottle Blowers, Flint Glass Workers, 
 Lithographers, Photo-Engravers, Potters and Pattern Makers. A num- 
 ber of other unions have maintained central employment offices but have 
 subsequently discontinued them. The general system is that the local 
 unions report weekly to national headquarters the number of members 
 employed, the number unemployed, and give detailed descriptions of the 
 opportunities for employment. In most cases the general secretary then 
 notifies the unemployed member nearest the possible job. If work is 
 not found directly in that way, the secretary proceeds to circularize the 
 trade. The Pattern Makers classify these weekly reports and distribute 
 them among the local unions, but they also deal directly with unemployed 
 members and with employers. The Granite Cutters urge their unem- 
 ployed members to telegraph or write the employer before moving, in 
 order to avoid disappointment. In the Photo-Engravers' Union no one 
 is allowed to accept a job without notifying the local secretary, thus 
 preventing injustice to local members. 
 
 Much information regarding employment opportunities is published 
 in the trade union journals. The state of the trade, whether good, fair 
 or dull, and the number of members employed and unemployed are 
 reported by all local secretaries in a large number of these publications. 
 Several organizations publish addresses of employers who maintain union 
 shops, to which members may apply individually for employment. 
 
 State and district building trades councils often issue periodic bulletins 
 regarding trade conditions and local opportunities for work. Some 
 district councils, such as the New England Typographical Union and the 
 Indiana Typographical Conference, support employment offices; and 
 in certain instances a number of local unions have combined to support 
 such bureaus. 
 
 Distribution of unemployed workers has been facilitated by some 
 unions through the payment of loans to furnish transportation expenses 
 to members in search of work. At one time or another this system has 
 been in use among the Cigar Makers, Flint Glass Makers, Granite Cutters, 
 Leather Workers on Horse Goods, Lithographers, Machinists, Typog-
 
 UNEMPLOYMENT 
 
 287 
 
 raphers, and White Rats. In some years the sum expended for this 
 purpose by unions affiliated with the American Federation of Labor 
 amounted to $70,000. On the whole, the plan has not been successful 
 and has been discontinued by all unions except the Cigar Makers and 
 Typographers. Its failure was due to the inefficiency of local secretaries 
 who did not make proper investigation as to the need for traveling, to 
 the granting of unauthorized loans, and to the difficulties in securing their 
 repayment. Moreover, through jealousy among local unions, hindrances 
 were often put in the way of the movement of workers from one city to 
 another. 
 
 IV. EMPLOYMENT EXCHANGES (B) FOREIGN 
 
 1. Great Britain. Previous to the establishment of the United States 
 Employment Service as a wartime measure for distributing labor, other 
 countries tried out labor exchanges of nation-wide scope. By a law 
 passed in 1909, Great Britain provided for a system of exchanges 1 
 administered by the Board of Trade. Since the Board of Trade deals 
 with business as well as with labor affairs, the exchanges were placed 
 under a jurisdiction in which both employers and workers are represented. 
 When the Ministry of Labour was formed, it took over the exchanges. 
 
 The main objects of the Labour Exchanges Act was to bring together 
 employers and employees, to assist especially unorganized and casual 
 workers in finding employment; to administer the system of unemploy- 
 ment insurance which was introduced at the same time, and to enable 
 the government to measure unemployment and make provisions 
 accordingly. 
 
 On March 31, 1910, 214 labor exchanges were open, with a staff 
 numbering 528, of whom 425 were working in the exchanges, 75 at the 
 divisional offices and 28 at headquarters. At the beginning of June, 
 1920, there were 395 employment exchanges and 1,049 branch offices, 
 with a staff of 12,631, of whom 8,484 worked in exchanges and branch 
 offices, 1,330 at the divisional offices, 974 at headquarters and 1,843 at 
 the central claims and records office for unemployment insurance. During 
 the same period the activities and cost of the employment exchanges 
 increased as follows: 
 
 Year 
 
 Individuals 
 applying for work 
 
 Individuals 
 found work 
 
 Aggregate cost 
 for financial year 
 
 1913-14 Average. 
 1915-18 " 
 1919 
 1920 (six months) 
 
 1,930,069 
 2,636,643 
 4,774,011 
 1,234,241 
 
 713,350 
 1,261,217 
 1,111,847 
 445,806 
 
 766,873 
 1,201,873 
 3,616,140 
 
 1 Great Britain. Ministry of Labour, 
 the Work of the Employment Exchanges. 
 
 Report of the Committee of Enquiry into 
 London, 1920.
 
 288 WASTE IN INDUSTRY 
 
 The estimated annual cost in a normal year, according to the Minister of 
 Labour, is 2,200,000. A portion of this expenditure is chargeable to 
 unemployment insurance administration, which in the year 1919-1920, 
 for instance, cost 458,663. 
 
 The exchanges have served chiefly the unskilled and the unorganized. 
 Nevertheless, organized labor coming under the unemployment insurance 
 acts has made considerable use of the exchanges. Records for the first 
 6 months of 1920 show that the exchanges were most used by the building 
 trades, the engineering and iron founding industries, by employers of 
 general labor and by the transport industries. Domestic service accounted 
 for two-thirds of the female placements and for 24.7% of all placements, 
 engineering and iron for 13%, building 9.5% and general labor 9.3% 
 of all placements. 
 
 In 1917, local employment committees were established in connection 
 with the employment exchanges, and usually consisted of representatives 
 of the employers and workers in equal numbers, with a chairman appointed 
 by the employment department. Their function was to advise and 
 assist in the work of the exchanges. In 1920 there were 302 local employ- 
 ment committees, with 7,158 members; and 246 women's subcom- 
 mittees with 1,700 members. 
 
 Since the war the exchanges have administered out-of-work donations 
 and the placement of ex-service men. Each employment exchange has 
 a department for juvenile employment. There are also 245 juvenile 
 employment committees co-operating with the exchanges. 
 
 A committee of inquiry, which investigated the whole British employ- 
 ment system last year, summarized various criticisms directed against 
 it and offered recommendations, but concluded that the exchanges must 
 be retained as "a necessary corollary to the state system of unemploy- 
 ment insurance." A minority report held that the -exchanges had largely 
 failed as placing agencies, and recommended efforts to cut expenses and 
 reliance upon trade unionists to place their members in the highly 
 organized trades. 
 
 2. Canada. The Canadian government organized a national employ- 
 ment service in 1918. It operates the central office and clearing house 
 and subsidizes the provincial government office systems. Some 90 free 
 employment offices were established throughout Canada in all cities, 
 beginning in March, 1919. A contract is entered into between the 
 Dominion government and the provincial governments which requires 
 each province to maintain a provincial clearing house and to co-operate 
 with the other provinces and with the Dominion in shifting labor from 
 one province to another. Expenses are shared equally by the Dominion 
 government and the provinces. The Canadian government 1 appro- 
 1 United States Monthly Labor Review, October 1918; February, 1919.
 
 UNEMPLOYMENT 289 
 
 priated $50,000 for the fiscal year 1918-1919; $100,000 for 1919-1920; 
 and $150,000 for 1920-1921 and for each year thereafter. 
 
 A National Advisory Council, which meets once or twice a year and 
 determines the general policies of the service, is composed of the super- 
 intendents of the Provincial Employment Office systems, representatives 
 of the Canadian Manufacturers' Association and the lumbering and mining 
 interests, of the Canadian Trades and Labour Congress, the Railway 
 Board, the Railway Brotherhoods, the Council of Agriculture, the 
 Department of Labour, and certain women's organizations. Each province 
 has a provincial advisory council composed in equal numbers of repre- 
 sentatives of employers and employees. Local advisory boards are 
 attached to the local offices. 
 
 During the first 15 months after the employment service was estab- 
 lished, over 600,000 persons were placed in positions, without cost to the 
 employer and workman, and at a cost to the government of less than one- 
 half the amount per person formerly paid by the individual as commis- 
 sion to the private employment agent. Five provinces have, by legis- 
 lation, abolished private employment agencies and another has this 
 under consideration. Others have substantially reduced the number cf 
 licenses issued to them. A recent resolution by the executive of the 
 Employment Service Council urges the Ontario and Quebec govern- 
 ment to abolish private employment offices. 
 
 Offices in each province report to a provincial superintendent and a 
 telegraphic synopsis of labor supply and requirements is sent daily to the 
 federal clearing house. By this clearing house system a surplus supply 
 of labor in one locality or province can readily be transferred to another 
 where it is in demand. Without this connecting link unemployed labor 
 might exist in one locality and a demand for labor in another, without 
 either the unemployed workman or the employer desiring labor knowing 
 where their needs could be met. Special rates are in effect whereby a 
 workman sent to employment over a hundred miles distant travels at 
 reduced rates on railways, on presentation of a certificate from a govern- 
 ment employment office, showing destination, and indicating that the 
 bearer is sent by the employment office. More than 30,000 men have 
 been placed in employment at distant points who could not have been 
 provided with employment within the territory served by an individual 
 office. This does not include the anual flow of harvest labor from Eastern 
 Canada to the Western prairies. 
 
 Under arrangements with the railway companies for special trains 
 at reduced rates to carry harvest workers, the employment offices are 
 able to control the supply and distribution of harvest hands. 
 
 At the end of last winter representatives of the Employment Service 
 were placed in lumber camps and when the workers were paid off by the
 
 290 WASTE IN INDUSTRY 
 
 lumber companies, they obtained jobs on farms and in other industries 
 from the representatives of the Employment Service in the camp, and 
 were then able to go directly to the next job. 
 
 Much skilled labor of a particular kind which employers have asked 
 to import from Europe or elsewhere, has been located in Canada and 
 supplied locally through the clearing house service. During 1920 appli- 
 cations to import some 5,000 skilled workers of various sorts, under con- 
 tract, were received by the Immigration Department from employers, 
 who could not obtain the labor required locally. The Immigration 
 Department first refers such requests to the Department of Labour, and 
 importation is authorized only when requirements cannot be filled in 
 Canada. As a result, only in 770 cases was it necessary to go outside of 
 Canada to fill the requirements. 
 
 During the winter of 1919-1920 the Dominion government rendered 
 aid by way of cash gratuities to unemployed returned soldiers, but they 
 were required to register at one of the 90 employment offices and were 
 entitled to aid only on presentation of a certificate that employment 
 was unobtainable. It was estimated that $45,000,000 would be necessary 
 to meet this situation but, largely owing to this precautionary measure 
 against abuse, the amount actually disbursed was less than $5,000,000. 
 
 In the present unemployment crisis when emergency relief is neces- 
 sary, the Dominion government pays one-third of the monej^ disbursed, 
 provided relief is given, on presentation of a certificate from the employ- 
 ment service showing that the bearer applied for, but could not be given, 
 employment. The Purchasing Commission, which supervises the buying 
 of government supplies, co-operates with the Director of the Employment 
 Service, and places orders in slack industries where employment is most 
 needed. 
 
 The junior employment division 1 of the Employment Service Branch 
 of the Department of Labour was first organized last spring and so far its 
 functions have been largely advisory. It has already completed a survey, 
 however, of employment of juvenile workers in Winnipeg to which over 
 1,400 industrial establishments contributed information regarding the 
 processes within various industries and the necessary qualifications of 
 young workers for particular occupations. 
 
 The aims of the junior employment division are: 
 
 (1) To refer back to school every boy or girl not yet ready for 
 employment; 
 
 (2) To know the prospective worker through his physical, mental 
 and social records in order to become acquainted with his special ability, 
 adaptability, inclination and ambition; to know the opportunities 
 afforded by industry, the requirements and character of each position 
 
 1 Canada. Labour Gazette, December, 1920.
 
 UNEMPLOYMENT 291 
 
 offered, and by means of this knowledge of the worker and of the position 
 offered, to refer intelligently the worker to the job; 
 
 (3) To assist the young worker by means of " follow-up " work so 
 that by taking advantage of the educational resources and the facilities 
 for suitable recreation, he may develop greater efficiency in his work; 
 and to continue with further care until he becomes able to mark out for 
 himself his own progress in the field of industry. 
 
 In addition to making an industrial survey in order to discover indus- 
 trial opportunities, full information regarding each child will be obtained 
 by the placement officer through contact and ' co-operation with parents, 
 teachers and officers of organizations dealing with children. At a later 
 stage it is planned that physical and mental tests of each child shall 
 contribute to the knowledge necessary for his proper placement. It is 
 advised that a junior advisory council be organized wherever a junior 
 placement office is established. 
 
 3. Italy. The complete prohibition of commercial employment 
 exchanges, the subvention by government funds of approved employment 
 offices and the compulsory use of these government controlled agencies 
 are stipulations of the Italian legislative decree 1 of October 19, 1919, 
 under which the present system of employment exchanges is operating. 
 From the creation of the employment exchanges at the end of October, 
 1919, to the end of April, 1920, 150,238 persons were placed in employment 
 and 431,900 lire had been expended in government subventions. 
 
 Government-aided Exchanges. Four types of employment exchanges 
 are approved by the government and eligible for financial aid from the 
 government. 
 
 (a) Those established by the provinces or communes. 
 
 (b) Those established by mutual agreement between employers' and 
 workers' organizations. 
 
 (c) Those depending only on a workers' or on an employers' organi- 
 zation and recognized by the other party either by an agreement or only 
 in fact. 
 
 (d) Those founded by charitable or other institutions. 
 
 All four types of employment exchanges must be carried on in accord- 
 ance with the rules of a license obtained from the Ministry of Labour. 
 Except the offices managed by workers' or employers' organizations, 
 all must be operated by joint Committees representing employers and 
 workers. The Committees are elected by the organizations concerned 
 under a chairman agreed upon by both parties. 
 
 4. Other Foreign Countries. In a number of other countries employ- 
 ment offices, national, state, or municipal, were established at public 
 
 1 Goverment Action in Dealing with Unemployment in Italy. International 
 Labor Office. Geneva, 1920.
 
 292 
 
 WASTE IN INDUSTRY 
 
 expense before the Great War. Post war conditions have demanded their 
 expansion and additional machinery to meet the growth of unemployment. 
 
 EMPLOYMENT EXCHANGES IN FOREIGN COUNTRIES 
 
 
 Date 
 Established 
 
 Argentina 
 Brazil 
 
 1913 
 
 Canada 
 
 1918 
 
 Cuba 
 
 
 Denmark 
 
 1913 
 
 France 
 
 1911 
 
 Germany 
 
 1914 
 
 Great Britain 
 
 1909 
 
 Hungary 
 
 1916 
 
 Italy 
 
 1919 
 
 Netherlands 
 
 1916 
 
 New Zealand . . 
 
 1891 
 
 Norway . 
 
 1906 
 
 Sweden 
 
 1906 
 
 Switzerland 
 Union of South Africa 
 
 1910 
 
 
 
 V. PUBLIC WORKS 
 
 One of the oldest and most regularly recurring proposals for unem- 
 ployment relief is to carry on public works. These are of two types: 
 emergency work created to absorb the surplus labor, and necessary public 
 work distributed over a year or a period of years so as to coincide with 
 slack seasons in private industry. 
 
 Emergency Public Work. In this country over 100 cities carried on 
 emergency public work l in 1914-1915 and employed thousands of men 
 in sewer, street and road making, quarrying, forestry, drainage, water- 
 works, building and painting. Usually these men were remunerated at 
 current wages for the occupation and worked in from two-day to two- 
 week shifts. 
 
 In New York City 22 workrooms were operated 2 in the period from 
 January to April, 1915, by the Mayor's Committee on Unemployment, 
 giving work to about 5,000 persons daily. The work was recognized as 
 merely enabling the unemployed to accept relief without loss of self- 
 respect. Those who could not be placed in regular employment worked 
 5 days a week from 10 A. M. to 3 P. M., the hours being fixed so that they 
 
 1 Commons, John R. and John B. Andrews. Principles of Labor Legislation. 
 New York, 1916. 
 
 1 New York City. Mayor's Committee on Unemployment. Report. New York, 
 1916.
 
 UNEMPLOYMENT 293 
 
 could seek private employment at morning and night. Men received 50 
 cents a day and a noon meal, women 60 cents a day. A great variety 
 of work was done, such as preparing bandages, making garments, mending 
 shoes, repairing chairs, etc. No goods were sold in the competitive 
 market but they were utilized for war work, for the unemployed them- 
 selves or in city departments. In the four months of their operation 
 these workshops gave a total of 215,429 days' work. 
 
 In the winter of 1913-1914 considerable difficulties l were encountered 
 regarding wages for public work in San Francisco performed by the unem- 
 ployed. At first the current wages were paid, but it was soon found that 
 the funds were rapidly being used up and that men were being attracted 
 from other cities. Then it was proposed that a nominal wage of 20 cents 
 an hour be paid merely to tide over the men out of work. This was opposed 
 by the trade unions, on the ground that it would tend to lower the standard 
 of wages. Where public agencies open workshops the same opposition 
 is bound to come from employers if goods manufactured at unusually 
 low labor costs are offered below the standard price in a market already 
 
 In actual practice the administration of emergency public work is 
 frequently complicated by political factors which lower its efficiency. If 
 relief to the unemployed is to be supplied from the public funds in any 
 case, its conjunction with some employment probably prevents a certain 
 amount of fraud and saves the self-respect of bona fide workers. It 
 should not be confused, however, with genuine constructive measures 
 which remove the causes of unemployment. 
 
 Prearranged Public Work. With public work prearranged for slack 
 periods the case is somewhat different. Proposals of this kind are allied 
 to the attempts at regularization of private industry. 
 
 Among the types of government undertakings which have been 
 utilized for taking up the slack in employment are government ship- 
 building, afforestization, land reclamation, construction of public buildings, 
 road building and the like. For instance, assistance 2 to the British 
 unemployed is at present being rendered through a special fund under the 
 Ministry of Transport which provides for work on arterial roads and on 
 sewerage schemes in connection with housing projects. About 70 local 
 authorities also have roadbuilding schemes in operation, or under consid- 
 eration. In the United States approximately $78,000,000 were to be ex- 
 pended 3 on roads last spring under the Federal Roads Act. It is reported 
 that the amount of federal funds under contract April 1, roughly totals 
 $39,000,000, and every state availing itself of federal aid must match the 
 funds dollar for dollar. The execution of such work, whether by federal, 
 
 1 United States. Report of Commission on Industrial Relations. Vol. V. 
 
 2 Great Britain. Labour Gazette. January, 1921. 
 
 * Industrial Information Service, Boston. February 17, 1921.
 
 294 WASTE IN INDUSTRY 
 
 state or municipal governments, necessitates farseeing plans for the 
 financial as well as the industrial details. If money must be secured at 
 the time when a depression occurs, it is as difficult for the state as for 
 private industry to obtain funds. The program must be ready for several 
 years in advance and permanent provisions for an employment fund must 
 be made. The state of Pennsylvania l has actually set up such a fund. 
 
 Practical difficulties are liable to develop even when the public work 
 is carefulty laid out. There is danger that such undertakings become the 
 object of political manipulations, and that they be continued after the real 
 need for them is past. More opportunities are available in some occu- 
 pations than in others. Moreover, the slack season unfavorable to private 
 industry is often equally inopportune for public work. Weather condi- 
 tions are frequently unsuitable for highway and building work in the 
 winter season, and the attempt to carry out contracts in the dull season 
 is likely greatly to increase the cost of public works. 
 
 Nevertheless the method of combating unemployment by planning 
 public work in advance has been tried in some European countries, and 
 the principle has been endorsed by various students of the subject. 
 
 VI. UNEMPLOYMENT INSURANCE 
 
 Unemployment insurance is not a remedy for unemployment, nor is 
 it strictly a palliative. It is a plan by which a portion of the burden 
 of supporting those who are not in a position to produce is shifted from 
 the state to industry. It is in the main humanitarian in its purpose 
 rather than calculatingly designed for economic efficiency. 
 
 There is, however, a definite economic waste which a proper insurance 
 system might alleviate. That is the permanent evil effect upon the 
 unemployed who must depend upon the charity of the state for sub- 
 sistence. The acceptance of insurance does not entail the undermining 
 of character and ambition which may accompany acceptance of charity. 
 
 Unemployment insurance may be effected through several different 
 agencies; namely, the state, industries, the trade unions, and the individual 
 concerns or plants. Although development of state unemployment insur- 
 ance has been made abroad, notably in central Europe and England, 
 few attempts in this direction have been made in this country. Nor has 
 much been done by individual plants to provide direct unemployment 
 benefits, although protection against unemployment is afforded by part 
 time work systems, savings plans and profit sharing schemes. 
 
 Trades Union Benefits. Although a few national labor organizations 
 in the United States have established systems for unemployment insur- 
 ance, the greater part of the out-of-work benefits are voted from the 
 ordinary union assessments to meet emergency conditions. 
 
 The Cigar Makers' union was the first to adopt the policy of unemploy- 
 1 Pennsylvania Laws, 1917, No. 411.
 
 UNEMPLOYMENT 
 
 295 
 
 ment insurance. It was begun locally in New York in 1875 and in 1885 
 was adopted by the national body. Later the Deutsch-Amerikanische 
 Typographia and the diamond workers established regular unemploy- 
 ment benefits. 
 
 At present the Molders' union pays out the greatest amount of out- 
 of-work relief. In 1918 a total of $36,729 was paid; and in 1919, $34,356. 
 The Holders' union has a stamp system similar to that in Great Britain. 
 These stamps are given out according to the following conditions. 1 
 
 " The extension of out-of-work relief to unemployed members, of which all of 
 our unions were duly notified, must not be construed as applying to any members 
 excepting those who are suffering from enforced idleness. Members who have not 
 been initiated or reinstated for 6 months are not entitled to out-of-work stamps 
 but, if idle, are entitled to honorary cards. The extended relief does NOT apply 
 to members who have received 13 weeks' sick benefits and then 13 out-of-work 
 stamps, unless they have recovered and are able to work but cannot secure the 
 same. The extended relief does not apply and must not be given to any member 
 excepting he is totally unemployed. The fact he works only one, two or three days 
 a week does not entitle him to out-of-work stamps and every financial secretary must 
 govern himself accordingly in the granting of the extended out-of-work relief. 
 A member entitled to receive out-of-work stamps, when out of employment, can 
 have such a stamp in his book week after week without limit, until official notice 
 is given that the extended benefits have been discontinued." 
 
 The amount of unemployment benefits paid by organizations affili- 
 ated with the American Federation of Labor from 1903 to 1919, inclusive, 
 is reported as follows: 
 
 1903 
 
 $79,538.37 
 
 1904 
 
 78,073.25 
 
 1905 
 
 85,050.72 
 
 1906 
 
 79,582.70 
 
 1907 
 
 46,481.79 
 
 1908 
 
 205,254.31 
 
 1909 
 
 484,028.49 
 
 1910 
 
 197,808.00 
 
 1911 
 
 218,742.71 
 
 1912 
 
 215,398.60 
 
 1913 
 
 69,445.70 
 
 1914 
 
 99,024.88 
 
 1915 
 
 256,002.29 
 
 1916 
 
 120,770.60 
 
 1917 
 
 57,751.63 
 
 1918 
 
 49,060.00 
 
 1919 
 
 65,026.42 
 
 Total 
 
 $2,407,040.46 
 
 Average Annual Cost .... 
 
 $141,590.61 
 
 International Molders' Journal, Cincinnati, February, 1921.
 
 296 WASTE IN INDUSTRY 
 
 Many unions afford indirect unemployment relief by remission of the 
 dues of those out of work. About 20 national unions follow this practice. 
 
 Local unions frequently vote portions of their funds to unemployed 
 members who are in want. This custom, however, cannot be classed 
 as insurance as the members have no claim on the union and are dependent 
 on the good will of the local membership. 
 
 State Unemployment Compensation. At present there is no provision 
 for definite unemployment insurance made either by federal or state 
 governments in the United States. Organized labor has long advocated 
 definite out-of-work schemes, controlled and supported in part by the 
 state. Attempts also have been made to throw the whole burden upon the 
 employers; the plans proposed being similar to workmen's compensation 
 laws applied to injuries. 
 
 A typical proposal of this kind has recently been advocated by the 
 Wisconsin State Federation of Labor. 
 
 VH. SPREADING OUT THE JOB 
 
 Under this heading may be included a number of measures which 
 different industrial groups have initiated as remedies or at least as pal- 
 liatives for unemployment. Chief among them is the shortening of the 
 workday, which organized labor has always urged very largely on the 
 ground that it will force the employment of a larger number of workers. 
 On this point the records l of the American Federation of Labor are 
 explicit. 
 
 The annual convention in 1887, in discussing unemployment resulting 
 from the introduction of machinery, went on record as stating: 
 
 " This evil can be met only be reducing the hours of labor and this answer is 
 suggested to be given to all opponents of the shorter workday: That as long as there 
 is one man who seeks employment and cannot obtain it, the hours are too long." 
 
 Ten years later the convention stated that through the reduction of 
 hours, 
 
 "the evil of long hours of labor on the one hand and a lack of employment on the 
 other may both be remedied at one and the same time. We realize the hardships 
 and poverty of the wage class, but we believe there is no safer or more practical 
 plan to deal with the great question of the unemployed than in such a distribution 
 of labor as shall work to the advantage of those at work and out of work." 
 
 At the 1899 convention the American Federation so far emphasized this 
 aspect as to disclaim interest in the efficiency of the 8-hour day, a position 
 which two years later was repudiated. The 1899 dictum was: 
 
 " We deprecate the assertion sometimes made that workmen will produce as 
 much in 8 hours as in 9, for if this were true the 8-hour day would be shorn of half 
 its beneficial results, and the very purpose for which we strive would be defeated. 
 
 1 American Federation of Labor. History, Encyclopedia, Reference Book, Wash- 
 ington, 1919. Pp. 215-223.
 
 UNEMPLOYMENT 297 
 
 For one of the first duties of labor organizations is to bring about such a condition 
 as to enable all who wish to work to find remunerative employment." 
 
 Again in 1907, the Federation declared: 
 
 " We regard the reduction of hours of labor as paramount to all other consider- 
 ations, even to an increase in wages, except in such occupations where the earnings 
 are so meager as to make it difficult to maintain a fair standard of living. But in 
 those trades in which the development of machinery is making such wonderful 
 strides it is absolutely necessary that the hours of work be shortened in order that 
 the opportunity for employment be shared by all members." 
 
 During the war when unemployment ceased to be an issue, more 
 emphasis was placed upon the social value of the shorter workday, but 
 with the present industrial depression trade unionists return to the plea 
 that employment should be spread among a larger number through 
 decreasing the working hours. 
 
 This theory of the trade unionists that shorter hours will supply 
 more men with employment has generally been regarded as fallacious 
 by the economists. Unless an equal amount of output is produced by the 
 same men in the reduced working day, production costs will rise pro- 
 portionally to the additional number of men it is necessary to employ 
 and the increased price of the product will diminish sales. 
 
 Nevertheless, in times of industrial depression employers resort to 
 shortening hours as a means of supplying employment to more men. 
 For instance, at the end of last year the executive of the Canadian 
 Employment Service Council adopted a resolution 1 that private 
 employers and government departments, municipal, provincial and 
 federal, be requested to spread available employment among the normal 
 staff by short time rather than by releasing employees, and by the elim- 
 ination of all overtime. In Great Britain the Minister of Labour issued 2 
 a circular to joint industrial councils, reconstruction committees, and 
 trade boards calling attention to the advantages of short-time working, 
 in preference to the dismissal of a portion of the staffs, as a means of 
 spreading out the amount of employment available when it is impossible 
 to keep the whole work force employed. The British Federation of 
 Master Cotton Spinners Association put 3 into operation a short-time 
 work plan which was obligatory on all its members. The extent to 
 which American manufacturers have resorted to short-time in the past 
 months is well known. 
 
 The spreading out of employment by short-time is not the result of 
 purely humanitarian motives. The importance of maintaining the 
 organization in skilled trades and the lower costs of production under 
 the piece-rate system are incentives to spreading out employment by 
 
 1 Canada. Labour Gazette, January 1921. 
 
 2 Great Britain. Labour Gazette, January, 1921. 
 
 8 Industrial Information Service, January, 27, 1921.
 
 298 
 
 WASTE IN INDUSTRY 
 
 means of short-time. During the depression of 1908 in Great Britain 
 a contraction of output of 13.3% in the cotton trade was met by 5% 
 dismissal and 8.7% short-time; in the glass trade a contraction of 11.8% 
 by 11% dismissal and 1% short time. 
 
 A variation of the short-time method of spreading employment is the 
 alternation of workers practiced in some American factories. This 
 enables the employer to maintian his force by giving all the men half a 
 week's work in alternate shifts, and secures to the employees at least a 
 nominal wage. 
 
 Finally, another method of spreading out the job is restriction of 
 production. Both organized and unorganized workers try to make the 
 job last, especially in seasons of unemployment. The economic fallacy 
 of the practice is apparent, although workers believe it to be both in their 
 own and their fellow-workers' interests. 
 
 VIII. IMMIGRATION AND UNEMPLOYMENT 
 
 Whenever there is a considerable amount of unemployment in the 
 United States, immigration automatically falls off, but by many it is not 
 regarded as a sufficient check. Organized labor in this country con- 
 sistently favors a restrictive policy in regard to immigration at all times, 
 while employers in some industries which are in constant need particularly 
 of unskilled labor, advocate the " open door." Besides, there are senti- 
 mental and other reasons leading many to advocate unrestricted 
 immigration. 
 
 A large proportion of immigrants to this country are unskilled 
 laborers or persons without a definite occupation. The following table 
 classifies the arrivals to this country, by occupation, for the year 1920 
 with comparative figures for 1910-1914. 
 
 NUMBER AND OCCUPATIONS OF IMMIGRANT ALIENS 
 
 Occupations 
 
 Number 
 1920 
 
 Per cent of Total 
 
 1920 
 
 1910-1914 
 
 Professional 
 
 12,442 
 69,967 
 15,257 
 12,192 
 81,732 
 37,197 
 28,081 
 173,133 
 
 2.9 
 16.3 
 3.5 
 2.8 
 19.0 
 8.7 
 6.4 
 40.3 
 
 1.2 
 14.5 
 24.3 
 1.1 
 18.4 
 11.7 
 2.7 
 26.2 
 
 Skilled 
 
 Farm laborers . . 
 
 Fanners 
 
 Laborers 
 
 Servants 
 
 Other Occupations . .... 
 
 No occupation (including women and children) . . . 
 Total 
 
 430,001 
 
 100.0 
 
 100.0 

 
 UNEMPLOYMENT 299 
 
 There are two major reasons why the influx of large numbers of 
 unskilled workers, and to some extent of the skilled, inevitably tends 
 to increase the unemployment situation: (1) the new arrivals largely 
 concentrate in the large industrial centers where the employment situa- 
 tion is most acute; (2) unskilled immigrant labor, as a class, is, for 
 obvious reasons, more subject than the native to the hazard of unemploy- 
 ment or irregular employment. 
 
 Recent measures for restricting immigration, such as the Dillingham 
 bill, provide that immigrants of any nationality shall be limited to a 
 certain per cent of the number of aliens of that nationality reported to be 
 in this country at the census of 1910. Some exceptions are provided for. 
 The tendency of present day legislation is to prevent undesirable aliens 
 from entering the country without stopping the flow of immigration of 
 the desirable kind. 
 
 It is one question to restrict immigration and another to afford the 
 immigrants the best possible chance to enter useful fields of employment. 
 In past years the distribution of incoming aliens has largely been in the 
 hands of private agencies, which naturally find the industrial centers, 
 where a labor surplus may be desirable, the most fruitful fields for their 
 activities. Little concerted effort has been made to direct these immi- 
 grants from the peasant class to the land. This lack of adequate means 
 of distribution tends to swell the ranks of the unemployed and increase 
 the already large class of casuals who are out of work during a considerable 
 portion of the year. 
 
 The European point of view in regard to immigration to this country 
 has undergone profound changes since the Great War. 1 The exodus to the 
 United States is no longer regarded with complacency. The countries 
 exhausted by war wish to retain their manpower to build up the impaired 
 economic structure. Then, too, it is realized that the addition of millions 
 of alien workers to our population will give the United States a potential 
 strength which is disturbing to European minds for economic as well 
 as for political reasons. In order to give the new immigration, which 
 cannot be prevented, a different trend, European nations are attempting 
 by various devices to retain a hold on their nationals after they leave the 
 home land. Formerly, with one or two noteworthy exceptions, the emi- 
 grant was set adrift when he left the native heath. Now he is taught 
 to be mindful of the call of the home country and to respond to its needs. 
 
 The nwnber of immigrants and emigrants for a 10-year period is shown 
 in the following table: 
 
 1 Immigration and the Future. Frances Kellar. New York, 1920.
 
 300 WASTE IN INDUSTRY 
 
 TOTAL ALIEN IMMIGRATION AND EMIGRATION, FISCAL YEARS 1910 TO 1920 
 
 Year 
 
 Immigrant 
 
 Emigrant 
 
 1910 
 
 1,041,570 
 
 202,436 
 
 1911 
 
 878,587 
 
 295,666 
 
 1912 
 
 838,172 
 
 333,262 
 
 1913 
 
 1,197,892 
 
 308,190 
 
 1914 
 
 1 ; 218,480 
 
 303,338 
 
 1915 
 
 326,700 
 
 204,074 
 
 1916 
 
 298,826 
 
 129,765 
 
 1917 
 
 295,403 
 
 66,277 
 
 1918 
 
 110,618 
 
 94,585 
 
 1919 
 
 141,132 
 
 123,522 
 
 1920 
 
 430,001 
 
 288,315 
 
 Recent figures, beginning July 1, 1920, indicate a large increase of 
 immigration even over the pre-war period. To meet this influx, the Bureau 
 of Information, which had been discontinued during the war, has been 
 revived within the Immigration Service. The renewal of the Bureau has 
 been welcomed by many industrial concerns, employment bureaus, public 
 officials and professional men, as a step in advance toward the assimila- 
 tion of the foreigner. 
 
 An overwhelming number of immigrants locate in the northeastern 
 section of the country. There has been a slight falling off since the 
 pre-war period in New York, New Jersey and Pennsylvania, and an 
 increase in the number attracted to New England. A loss of new aliens 
 is also indicated for the industrial and farming territories of Ohio, 
 Indiana, Michigan, and Wisconsin. The percentage for the central and 
 southern regions, which never attract many aliens, is about constant. 
 The gain in the southwest is due to the Mexicans who flock into Texas. 
 There is also to be noted a pronounced gain in the Pacific states. 
 
 New York still holds the lead for actual numbers. Of the 430,000 
 coming to America during the fiscal year ending June 30, 1920, no less 
 than 106,000 located in New York State, the greater part in New York City. 
 
 The future of immigration to this country no man can safely predict. 
 Whatever measures of restriction are adopted by Congress and European 
 Governments, it is likely that at most times enough immigrants will 
 reach our shores to affect the question of employment. The outstanding 
 lack at the present time is competent distributing agencies which will 
 place the newcomers to the best advantage for employment, and particu- 
 larly to help them to agricultural pursuits so that they may not swell 
 the labor surplus at industrial centers. 
 
 ZORA P. WlLKINS. 
 
 DONALD G. FERGUSON. 
 JOHN KOREN.
 
 CHAPTER XII 
 STRIKES AND LOCKOUTS IN THE UNITED STATES 
 
 BY C. W. DOTEN 
 
 Definition of Strike and Lockout. Many attempts have been made 
 to define the terms " strike " and " lockout," and some writers have 
 undertaken to formulate detailed classifications of these stoppages of 
 work; but for the purposes of this study the following definitions seem 
 as satisfactory as any. Moreover, most of the statistics contained herein 
 have been gathered and compiled on the basis of this classification. 
 
 " A strike is a concerted withdrawal from work by a part or all of the employees 
 of an establishment, or several establishments, to enforce a demand on the part of 
 employees." 1 
 
 " A lockout is a refusal on the part of an employer or several employers to per- 
 mit a part or all of the employees to continue at work, such refusal being made to 
 enforce a demand on the part of employers." 1 
 
 It is extremely difficult in many cases to distinguish between strikes 
 and lockouts. The industrial effects are practically the same, and even 
 though statistics have been gathered separately for the two forms of 
 dispute between employer and employee, it has seemed best in this study, 
 which must of necessity cover a large field in a somewhat general manner, 
 to deal only with strikes. To do otherwise would entail a duplication 
 of all tables or else the added labor of combining tables. If this were 
 done, it would only increase the totals slightly, as the number of lock- 
 outs is small in comparison with the number of strikes, and it would render 
 it difficult to check the accuracy of the figures by reference to the original 
 sources. 
 
 Lack of Statistical Information. It is unfortunate that during the 
 past sixteen years there should have been no adequate statistical inves- 
 tigation of strikes in the United States. The record of strikes for the 
 twenty-five year period from 1881 to 1905, inclusive, is complete and 
 
 1 Twenty-first Annual Report of the (U. S.) Commissioner of Labor, 1906, page 11. 
 
 301
 
 302 WASTE IN INDUSTRY 
 
 detailed by reason of four exhaustive reports l published by the United 
 States Bureau of Labor. These reports were based upon investigations 
 in the field by expert agents of the Bureau. 
 
 During the past seven years the Bureau 2 has gathered statistics of 
 strikes and lockouts from various sources such as daily papers, labor 
 journals, and the reports of state boards of conciliation and arbitration, 
 and has published them in the Monthly Labor Review. The Bureau does 
 not regard these statistics as comparable with those contained in the earlier 
 reports either in completeness or in accuracy, for it has not undertaken 
 any special field investigations, and it has no authority " to require 
 reports relative to strikes from anyone." 
 
 Number of Strikes. It is not safe to assume that even the number 
 of strikes is complete in these recent reports, though this is the sim- 
 plest information to be obtained. In the following table the recent figures 
 are included with those taken from the earlier reports. The reports for 
 1916-1919 do not give the number of establishments or the number of 
 employees affected in such a way as to make it possible to include them 
 in this table. 
 
 It is apparent from an examination of Table I that strikes increased 
 in number during the twenty-five years from 1881 to 1905. The number 
 of strikes and the number of establishments involved in these disturb- 
 ances have increased at a more rapid rate than the growth of population 
 or the numbers of wage earners. 
 
 It is apparent from Table I that the number of strikers and the num- 
 ber of employees thrown out of work by strikes have not increased as fast 
 as the number of strikes. 
 
 Causes of Strikes. In the earlier reports of the United States Bureau 
 of Labor, strikes were classified according to causes or objects, and the 
 practice is still continued by the Bureau, though the list of causes now 
 used is much shorter. A strike usually has more than one cause or object, 
 and it frequently happens that the cause announced by the strikers may 
 not be the most fundamental one. It is therefore difficult to secure 
 information on this point, and all classifications of this sort must be 
 regarded as merely an approximation of the truth. 
 
 It is probable, however, that the degree of error is not very great in 
 the case of such causes as are included in Table II. 
 
 Wages and hours have always been the chief cause of strikes and 
 
 1 These reports were as follows: 
 
 1. Third Annual Report covering the period from Jan. 1, 1881, to Dec. 31, 1886. 
 
 2. Tenth Annual Report, Jan. 1, 1887, to June 30, 1894. 
 
 3. Sixteenth Annual Report, July 1, 1894, to Dec. 31, 1900. 
 
 4. Twenty-first Annual Report, Jan. 1, 1901, to Dec. 31, 1905. 
 1 Now the Bureau of Labor Statistics.
 
 STRIKES AND LOCKOUTS IN THE UNITED STATES 
 
 303 
 
 TABLE I 
 
 STRIKES, ESTABLISHMENTS INVOLVED, STRIKERS, AND EMPLOYEES THROWN OUT OP 
 WORK, BY YEARS, 1881 TO 1919 
 
 
 
 
 
 EMPLOYEES 
 
 
 
 ESTABLISHMENTS 
 
 STRIKERS 
 
 THROWN OUT OP 
 
 
 
 
 
 WORK 
 
 Year 
 
 Strikes 
 
 
 
 
 
 
 
 
 
 
 Average 
 
 
 Average 
 
 
 Average 
 
 
 
 Number 
 
 per 
 
 Number 
 
 per 
 
 Number 
 
 per 
 
 
 
 
 Strike 
 
 
 Strike 
 
 
 Strike 
 
 1881 
 
 471 
 
 2,928 
 
 6.2 
 
 101,070 
 
 215 
 
 129,521 
 
 275 
 
 1882 
 
 454 
 
 2,105 
 
 4.6 
 
 120,860 
 
 266 
 
 154,671 
 
 341 
 
 1883 
 
 478 
 
 2,759 
 
 5.8 
 
 122,198 
 
 256 
 
 149,763 
 
 313 
 
 1884 
 
 443 
 
 2,367 
 
 5.3 
 
 117,313 
 
 265 
 
 147,054 
 
 332 
 
 1885 
 
 645 
 
 2,284 
 
 3.5 
 
 158,584 
 
 246 
 
 242,705 
 
 376 
 
 1886 
 
 1432 
 
 10,053 
 
 7.0 
 
 407,152 
 
 284 
 
 508,044 
 
 355 
 
 1887 
 
 1436 
 
 6,589 
 
 4.6 
 
 272,776 
 
 190 
 
 379,676 
 
 264 
 
 1888 
 
 906 
 
 3,506 
 
 3.9 
 
 103,218 
 
 114 
 
 147,704 
 
 163 
 
 1889 
 
 1075 
 
 3,786 
 
 3.5 
 
 205,068 
 
 191 
 
 249,559 
 
 232 
 
 1890 
 
 1833 
 
 9,424 
 
 5.1 
 
 285,900 
 
 156 
 
 351,944 
 
 192 
 
 1891 
 
 1717 
 
 8,116 
 
 4.7 
 
 245,042 
 
 143 
 
 298,939 
 
 174 
 
 1892 
 
 1298 
 
 5,540 
 
 43 
 
 163,499 
 
 126 
 
 206,671 
 
 159 
 
 1893 
 
 1305 
 
 4,555 
 
 3.5 
 
 195,008 
 
 149 
 
 265,914 
 
 204 
 
 1894 
 
 1349 
 
 8,196 
 
 6.1 
 
 505,049 
 
 374 
 
 660,425 
 
 490 
 
 1895 
 
 1215 
 
 6,973 
 
 5.7 
 
 285,742 
 
 235 
 
 392,403 
 
 323 
 
 1896 
 
 1026 
 
 5,462 
 
 5.3 
 
 183,813 
 
 179 
 
 241,170 
 
 235 
 
 1897 
 
 1078 
 
 8,492 
 
 7.9 
 
 332,570 
 
 309 
 
 408,391 
 
 379 
 
 1898 
 
 1056 
 
 3,809 
 
 3.6 
 
 182,067 
 
 172 
 
 a249,002 
 
 a236 
 
 1899 
 
 1797 
 
 11,317 
 
 6.3 
 
 308,267 
 
 172 
 
 417,072 
 
 232 
 
 1900 
 
 1779 
 
 9,248 
 
 5.2 
 
 399,656 
 
 225 
 
 505,066 
 
 284 
 
 1901 
 
 2924 
 
 10.908 
 
 3.7 
 
 396,280 
 
 136 
 
 543,386 
 
 186 
 
 1902 
 
 3162 
 
 14,248 
 
 4.5 
 
 553,143 
 
 175 
 
 659,792 
 
 209 
 
 1903 
 
 3494 
 
 20.248 
 
 5.8 
 
 531,682 
 
 152 
 
 656,055 
 
 188 
 
 1904 
 
 2307 
 
 10,202 
 
 4.4 
 
 875,754 
 
 163 
 
 517,211 
 
 224 
 
 1905 
 
 2077 
 
 8,292 
 
 4.0 
 
 176,337 
 
 85 
 
 221,686 
 
 107 
 
 1914 
 
 & 1204 
 
 
 
 
 
 
 
 1915 
 
 b 1246 
 
 
 
 
 
 
 
 1916 
 
 3681 
 
 
 
 
 
 
 
 1917 
 
 4324 
 
 
 
 
 
 
 
 1918 
 
 3232 
 
 
 
 
 
 
 
 1919 
 
 3253 
 
 
 
 
 
 
 
 i 
 
 
 
 
 
 
 
 a Not including 2 strikes involving 33 establishments not reported. 
 
 b Figures not comparable with those in following years, though best available
 
 304 
 
 WASTE IN INDUSTRY 
 
 will probably continue to be in the future, though they do not now have 
 the preponderance that they had in the earlier years. It should be 
 
 TABLE II 
 STRIKES DUE WHOLLY OR PARTIALLY TO CERTAIN CAUSES 
 
 
 WAGES AND HOURS 
 
 RECOGNITION 
 OF THE UNION 
 
 SYMPATHY 
 
 Years 
 
 
 
 
 
 
 
 
 
 Per Cent 
 
 
 Per Cent 
 
 
 Per Cent 
 
 
 Number 
 
 of all 
 
 Number 
 
 of all 
 
 Number 
 
 of all 
 
 
 
 Strikes 
 
 
 Strikes 
 
 
 Strikes 
 
 1881 
 
 397 
 
 84.3 
 
 32 
 
 6.8 
 
 4 
 
 0.8 
 
 1882 
 
 349 
 
 76.9 
 
 31 
 
 6.8 
 
 4 
 
 0.9 
 
 1883 
 
 370 
 
 77.4 
 
 46 
 
 9.6 
 
 3 
 
 0.6 
 
 1884 
 
 333 
 
 75.2 
 
 42 
 
 9.6 
 
 9 
 
 2.0 
 
 1885 
 
 479 
 
 74.3 
 
 54 
 
 8.4 
 
 20 
 
 3.1 
 
 1886 
 
 1123 
 
 78.4 
 
 165 
 
 11.5 
 
 41 
 
 2.9 
 
 1887 
 
 896 
 
 62.4 
 
 265 
 
 18.5 
 
 67 
 
 4.7 
 
 1888 
 
 560 
 
 61.8 
 
 143 
 
 15.8 
 
 34 
 
 3.8 
 
 1889 
 
 686 
 
 63.8 
 
 161 
 
 15.0 
 
 65 
 
 6.1 
 
 1890 
 
 1129 
 
 61.6 
 
 286 
 
 15.6 
 
 181 
 
 9.9 
 
 1891 
 
 958 
 
 55.2 
 
 298 
 
 17.4 
 
 198 
 
 11.5 
 
 1892 
 
 744 
 
 57.3 
 
 238 
 
 18.3 
 
 116 
 
 8.9 
 
 1893 
 
 810 
 
 62.1 
 
 219 
 
 16.8 
 
 59 
 
 4.5 
 
 1894 
 
 878 
 
 65.1 
 
 190 
 
 14.1 
 
 118 
 
 8.8 
 
 1895 
 
 864 
 
 71.1 
 
 200 
 
 16.5 
 
 7 
 
 0.6 
 
 1896 
 
 609 
 
 59.4 
 
 278 
 
 27.1 
 
 6 
 
 0.6 
 
 1897 
 
 741 
 
 68.7 
 
 175 
 
 16.2 
 
 8 
 
 0.7 
 
 1898 
 
 713 
 
 67.5 
 
 214 
 
 20.3 
 
 8 
 
 0.8 
 
 1899 
 
 1205 
 
 67.1 
 
 448 
 
 24.9 
 
 26 
 
 1.5 
 
 1900 
 
 1231 
 
 69.2 
 
 376 
 
 21.1 
 
 27 
 
 1.5 
 
 1901 
 
 1679 
 
 57.4 
 
 967 
 
 32.1 
 
 69 
 
 2.4 
 
 1902 
 
 1967 
 
 62.2 
 
 1014 
 
 32 1 
 
 83 
 
 2.6 
 
 1903 
 
 2255 
 
 64.5 
 
 1106 
 
 31.7 
 
 83 
 
 2.4 
 
 1904 
 
 1140 
 
 49.4 
 
 898 
 
 38.9 
 
 85 
 
 3.7 
 
 1905 
 
 1076 
 
 51 8 
 
 738 
 
 35 5 
 
 56 
 
 2.7 
 
 1914 
 
 389 
 
 52.7 
 
 89 
 
 12.0 
 
 25 
 
 3.4 
 
 1915 
 
 673 
 
 64.3 
 
 79 
 
 7.6 
 
 9 
 
 0.9 
 
 1916 
 
 1929 
 
 62.6 
 
 556 
 
 18.0 
 
 32 
 
 1.0 
 
 1917 
 
 2124 
 
 59.8 
 
 507 
 
 14 3 
 
 70 
 
 1.9 
 
 1918 
 
 1779 
 
 63.6 
 
 367 
 
 13.1 
 
 34 
 
 1.2 
 
 1919 
 
 1656 
 
 54.3 
 
 690 
 
 22.6 
 
 100 
 
 3.3 
 
 
 1 
 
 
 
 
 
 remembered that more than one-half of the strikes in 1881-1882 and nearly 
 one-half in 1883, 1884, 1885, and 1886, were by unorganized labor and
 
 STRIKES AND LOCKOUTS IN THE UNITED STATES 305 
 
 consequently no question of recognition of the union could have been 
 involved in these disputes. Even if these six years are left out of 
 account, there was a very large increase in the number and proportion 
 of strikes due to this cause, especially after 1897. It will be surprising 
 to many, however, to see that there has been a marked falling-off in the 
 relative number of strikes for this cause in recent years as compared with 
 1898 to 1905. 
 
 Surprise may also be aroused by the figures for sympathetic strikes. 
 Thirty years ago such strikes were very common; but during the depres- 
 sion of the 90's they almost completely disappeared as they did again in 
 the hard times of 1915, and for the past quarter of a century they have 
 been relatively unimportant, so far as can be seen from the data now 
 available. 
 
 Strikes against reductions in wages increase in a period of depression, 
 especially in the earlier stages of the downward swing of production and 
 prices, while strikes for an increase in wages move in the opposite direc- 
 tion. At the present time many such defense strikes are occurring. 
 It is significant that even strikes ostensibly for an increase of wages 
 are really for the purpose of preventing a reduction and are undertaken 
 in some cases at least in the hope that through arbitration or compromise 
 a somewhat smaller reduction will be suffered. 
 
 Jurisdictional Disputes. One other class of strikes should be men- 
 tioned because of the very great popular misconception in regard to their 
 frequency. These are. Jurisdictional disputes, that is, strikes by the 
 members of one trade against the performance of work which they regard 
 as belonging to their craft by members of some other craft or trade. 
 According to the Bureau's report, there were in 1916, 19 such strikes; in 
 1917, 21; in 1918, 16; and in 1919, 15. Reduced to percentages, they 
 constitute about 0.5% of all strikes in these years and are one of the least 
 important classes of disputes deemed worthy of separate consideration. 
 In the period 1881 to 1905, there were 315 strikes of this sort out of 
 36,757, or a little over 0.8%. The percentage of establishments was 0.3%, 
 and out of a total of 6,728,048 strikers only 4,220, or 0.06%, struck for 
 this reason. 
 
 Table III shows the relative numbers of strikes ordered by labor 
 organizations and those which have taken place among unorganized 
 laborers during the period from 1881 to 1905. It is significant that 
 strikes of the latter type were more numerous than union strikes in 1881 
 and 1882, and that they remained nearly equal until after 1886. It is 
 also noteworthy that non-union labor does not use the same judgment 
 in timing its strikes to conform with favorable business conditions. This 
 is particularly noticeable during the period of depression in the 90's. 
 The number of union strikes decreased much more than the fall in com-
 
 306 
 
 WASTE IN INDUSTRY 
 
 modity prices in this period and rose much more rapidly than the index 
 of prices when conditions improved after 1898, while non-union strikes 
 show no such conformity to business conditions. 
 
 TABLE III 
 A COMPARISON OP THE STRIKES OF ORGANIZED AND UNORGANIZED LABOR 
 
 Year* 
 
 ORDERED BY LABOR 
 ORGANIZATIONS 
 
 NOT ORDERED BY LABOR 
 ORGANIZATIONS 
 
 Number 
 
 Per Cent 
 
 Number 
 
 Per Cent 
 
 1881 
 
 223 
 
 47.4 
 
 248 
 
 52.6 
 
 1882 
 
 220 
 
 48.5 
 
 234 
 
 51.5 
 
 1883 
 
 271 
 
 56.7 
 
 207 
 
 43.3 
 
 1884 
 
 240 
 
 54.2 
 
 203 
 
 45.8 
 
 1885 
 
 357 
 
 55.3 
 
 288 
 
 44.7 
 
 1886 
 
 763 
 
 53.3 
 
 669 
 
 46.7 
 
 1887 
 
 952 
 
 66.3 
 
 483 
 
 33.7 
 
 1888 
 
 616 
 
 68.1 
 
 288 
 
 31.9 
 
 1889 
 
 724 
 
 67.3 
 
 351 
 
 32.7 
 
 1890 
 
 1306 
 
 71.3 
 
 525 
 
 28 .7 
 
 1891 
 
 1284 
 
 74.8 
 
 432 
 
 25.2 
 
 1892 
 
 918 
 
 70.7 
 
 380 
 
 29.3 
 
 1893 
 
 906 
 
 69.4 
 
 399 
 
 30.6 
 
 1894 
 
 847 
 
 62.8 
 
 501, 
 
 37.2 
 
 1895 
 
 658 
 
 54.2 
 
 555 
 
 45.8 
 
 1896 
 
 662 
 
 64.6 
 
 363 
 
 35.4 
 
 1897 
 
 596 
 
 55.3 
 
 482 
 
 44.7 
 
 1898 
 
 638 
 
 60.4 
 
 418 
 
 39.6 
 
 1899 
 
 1115 
 
 62.1 
 
 682 
 
 37.9 
 
 1900 
 
 1164 
 
 65.4 
 
 615 
 
 34.6 
 
 1901 
 
 2218 
 
 75.9 
 
 706 
 
 24.1 
 
 1902 
 
 2474 
 
 78.2 
 
 688 
 
 21.8 
 
 1903 
 
 2754 
 
 78.8 
 
 740 
 
 21.2 
 
 1904 
 
 1895 
 
 82.1 
 
 412 
 
 17.9 
 
 1905 
 
 1552 
 
 74.7 
 
 525 
 
 25.3 
 
 * No comparable figures are available in the reports of the Bureau of Labor Statis- 
 tics for the years 1914-1919. 
 
 Table IV classifies strikes by industries. It is taken from a much 
 larger table in the Report : of the Bureau of Labor. Certain very marked 
 differences among the industries are to be noted in this table. In Boots 
 and Shoes, Textiles, Glass, and Railroad Transportation strikes are usually 
 confined to one plant or establishment, while in the Building Trades, 
 1 Twenty-first Annual Report of the Commissioner of Labor, pp. 16-17.
 
 STRIKES AND LOCKOVTS IN THE UNITED STATES 
 
 307 
 
 Clothing, and some others a considerable number of establishments are 
 usually involved. 
 
 TABLE IV 
 
 STRIKES, ESTABLISHMENTS INVOLVED, STRIKERS. AND EMPLOYEES THROWN OUT OP 
 WORK, BY INDUSTRIES, IN WHICH THE GREATEST NUMBER OF STRIKES OCCURRED, 
 1881 TO 1905 
 
 Industry 
 
 Strikes 
 
 ESTABLISHMENTS 
 
 STRIKES 
 
 EMPLOYEES 
 THROWN OUT 
 OF WORK 
 
 Number 
 
 Average 
 per 
 strike 
 
 Number 
 
 Average 
 per 
 strike 
 
 Number 
 
 Average 
 per 
 strike 
 
 Boots and Shoes 
 Building Trades 
 Clothing, Men's .... 
 Clothing, Women's. . 
 Coal and Coke 
 Textiles 
 
 1,101 
 9,564 
 1,147 
 640 
 3,336 
 1,251 
 
 111 
 665 
 
 79 
 396 
 
 1,668 
 
 916 
 548 
 835 
 
 1,001 
 506 
 1,057 
 
 1,780 
 
 1,555 
 
 69,899 
 15,996 
 4,918 
 17,025 
 1,878 
 
 440 
 832 
 187 
 419 
 
 4,722 
 
 5,665 
 1,020 
 1,219 
 
 2,999 
 680 
 4,450 
 
 7,381 
 
 1.4 
 7.3 
 13.9 
 7.7 
 5.1 
 1.5 
 
 4.0 
 1.3 
 2.4 
 11 
 
 2.8 
 
 6.2 
 1.9 
 1.5 
 
 3.0 
 1.3 
 
 4.2 
 
 4.1 
 
 88,553 
 917,905 
 372,214 
 215,595 
 2,006,353 
 250,352 
 
 38,308 
 166,357 
 12,631 
 33,056 
 
 208,352 
 
 249,545 
 63,641 
 250,125 
 
 44,424 
 123,413 
 122,671 
 
 231,988 
 
 80 
 96 
 325 
 337 
 601 
 201 
 
 345 
 250 
 160 
 
 83 
 
 125 
 
 272 
 116 
 300 
 
 44 
 244 
 116 
 
 130 
 
 160,059 
 1,083,669 
 459,059 
 232,154 
 2,460,743 
 434,354 
 
 64,928 
 277,470 
 14,016 
 77,940 
 
 282,706 
 
 275,483 
 135,431 
 436,647 
 
 58,471 
 218,303 
 142,451 
 
 281,890 
 
 145 
 113 
 400 
 363 
 738 
 347 
 
 585 
 417 
 177 
 197 
 
 169 
 
 301 
 247 
 523 
 
 58 
 431 
 135 
 
 158 
 
 Cotton and woolen 
 goods 
 Cotton goods 
 Wooden goods .... 
 Woolen goods 
 Foundry and Machine 
 Shop 
 Freight handling and 
 Teaming. . 
 
 Glass 
 Iron and Steel 
 Printing and Publish- 
 ing . . 
 
 Railroad transporta- 
 tion 
 
 Stone quarrying and 
 cutting . . 
 
 Tobacco: 
 Cigars and Ciga- 
 rettes 
 
 Total 
 
 25,350 
 
 139,407 
 
 5.5 
 
 5,145,131 
 
 203 
 
 6,661,420 
 
 263 
 
 
 Total all Industries 
 
 36,757 
 
 181,407 
 
 4.9 
 
 6,728,048 
 
 183 
 
 8,703,824 
 
 237 
 
 It can be seen that two industries, the Building Trades and Coal and 
 Coke, are the ones in which the strike evil is most prevalent. These
 
 308 WASTE IN INDUSTRY 
 
 two industries are responsible for more than one-half of all the strikes 
 covered by this table and more than one-third of all the strikes in the 
 country. They have a still greater preponderance over other lines of 
 industry as measured by the number of strikers and the number of 
 employees thrown out of employment as a result of strikes. It will be 
 noted later on in this report that there is a very clear correlation between 
 the number of strikes and the seasonal or irregular character of employ- 
 ment. Is it too much to hope that strikes could be greatly reduced in 
 these industries if the employees in them could be assured of more regular 
 and constant employment? 
 
 Losses in Wages and Production. In its sixteenth annual report, 
 the United States Bureau of Labor undertook to ascertain the wage 
 loss to employees and the loss suffered by employers by reason of strikes 
 during the twenty-year period from 1881 to 1900. The following table 
 gives these losses by years : 
 
 In commenting on these figures, the bureau calls attention to the 
 fact that many of these losses were made up later by speeding up the 
 work, by more regular employment, etc., so that they must not be regarded 
 as net losses in the case of either the employees or the employers. It 
 should be noted also that many of the strikes were for higher wages 
 and were successful. In such cases it is probable that the wage loss to 
 employees was soon recovered through larger earnings. 
 
 Even taking the figures as they stand, they are not particularly 
 impressive as evidence of great loss. The total loss to employees in twenty 
 years was only $267,863,478 or a yearly average of $12,893,174. The 
 loss to employers averages $6,136,556 a year. 
 
 The loss to employees, if it had been borne equally by all those gain- 
 fully employed, according to the Census classification, would have 
 imposed an .average burden of only 55 cents a year upon each person. 
 The per capita burden in 1881 would have been 19 cents, in 1890, 43 
 cents, and in 1900, 63 cents. 
 
 But all those gainfully employed are not laborers or wage earners, 
 therefore it may be worth while to make another estimate. W. I. King 
 in his " Wealth and Income," p. 168, gives a table which is perhaps as 
 accurate as anything yet published on the number and earnings of wage 
 earners in the United States. Making use of his figures as the basis of 
 computation indicates that the average annual loss per wage earner 
 during the twenty-year period was 77 cents, while in 1881 it was 29 cents, 
 in 1890, 85 cents, and in 1900, 90 cents. King estimates the average 
 wages in 1900 to have been $417. Thus the loss due to strikes in that 
 year would have amounted to a little over 0.2% of each working man's 
 wages, or in other words about f of a day's time, while the yearly average 
 for the whole period would have been about f of a day per capita. In any
 
 STRIKES AND LOCKOUTS IN THE UNITED STATES 
 
 300 
 
 case it is less of a loss than an added national holiday such as Armistice 
 Day would entail. Moreover it is worthy of note that illness occasions a 
 loss each year at least twelve times as great, and that the fire loss in the 
 country (1881-1900) was nearly ten times the wage loss due to strikes. 
 
 TABLE V 
 
 WAGE Loss OF EMPLOYEES, ASSISTANCE TO EMPLOYEES, AND Loss OP EMPLOYERS, 
 JANUAHY 1, 1881 TO DECEMBER 31, 1900 
 
 
 To date when strikers were re- 
 
 
 
 employed or employed elsewhere 
 
 
 
 
 
 Loss to 
 
 
 
 . Assistance to 
 
 Employers 
 
 
 Wage loss of 
 
 employees 
 
 
 
 employees 
 
 by labor 
 
 
 
 
 organizations 
 
 
 1881 
 
 $3,372,578 
 
 $287,999 
 
 $1,919,483 
 
 1882 
 
 9,864,228 
 
 734,339 
 
 4,269,094 
 
 1883 
 
 6,274,480 
 
 461,233 
 
 4,696,027 
 
 1884 
 
 7,666,717 
 
 407,871 
 
 3,393,073 
 
 1885 
 
 10,663,248 
 
 465,827 
 
 4,388,893 
 
 1886 
 
 14,992,453 
 
 1,122,130 
 
 12,357,808 
 
 1887 
 
 16,560,534 
 
 1,121,554 
 
 6,698,495 
 
 1888 
 
 6,377,749 
 
 1,752,668 
 
 6,509,017 
 
 1889 
 
 10,409,686 
 
 592,017 
 
 2,936,752 
 
 1890 
 
 13,875,338 
 
 910,285 
 
 5,135,404 
 
 1891 
 
 14,801,505 
 
 1.132,557 
 
 6,176,688 
 
 1892 
 
 10,772,622 
 
 833,374 
 
 5,145,691 
 
 1893 
 
 9,938,048 
 
 563,183 
 
 3,406,195 
 
 1894 
 
 37,145,532 
 
 931,052 
 
 18,982,129 
 
 1895 
 
 13,044,830 
 
 559,165 
 
 5,072,282 . 
 
 1896 
 
 11,098,207 
 
 462,165 
 
 5,304,235 
 
 1897 
 
 17,468,904 
 
 721,164 
 
 4,868,687 
 
 1898 
 
 10,037,284 
 
 585,228 
 
 4,596,462 
 
 1899 
 
 15,157,965 
 
 1,096,030 
 
 7,443,407 
 
 1900 
 
 18,341,570 
 
 1,434,452 
 
 9,431,299 
 
 Total. 
 
 $257,863,478 
 
 $16,174,793 
 
 $122,731,121 
 
 But the above reckoning has been based upon the assumption that 
 the loss set forth in Table V is an actual loss. As has already been noted 
 there are numerous ways in which this loss may be compensated for or 
 offset. Perhaps the most important of these is that the time lost in 
 strikes is really taken out of the time that employees would have been 
 idle in any case rather than out of production time. This is particularly
 
 310 
 
 WASTE IN INDUSTRY 
 
 true of seasonal and irregular occupations and industries like the building 
 trades, clothing manufactures, boot and shoe manufactures, glass making, 
 quarrying, and coal mining. 
 
 Strikes in Seasonal Occupations. It is significant that more than 
 one-half of all the strikes that occurred between 1881 and 1905 and much 
 more than one-half of the employees thrown out of work were in 
 occupations or industries that are highly irregular or distinctly seasonal 
 in character. Among these coal and coke is the most conspicuous, 
 because 9% of the strikes and over 28% of all the employees .thrown 
 out of work through strikes were in this industry. It is possible to trace 
 the effects of strikes in this industry both upon the employee's working 
 time and upon production. This is done in the following table: 
 
 TABLE VI 
 
 STRIKES AND PRODUCTION IN COAL MINES, ANTHRACITE AND BITUMINOUS, IN THE 
 UNITED STATES, 1910 TO 1916 * 
 
 
 Men em- 
 
 Men on 
 
 Working days lost 
 by reason of strikes 
 
 Days 
 
 Average tonnage 
 
 Tons of 
 
 
 ployed. 
 
 Strike. 
 
 
 worked 
 
 
 coal 
 
 Year 
 
 Thous- 
 
 Thous- 
 
 
 
 per 
 
 
 
 produced. 
 
 
 ands 
 
 ands 
 
 Per man 
 
 Per man 
 
 year 
 
 Per man 
 
 Per man 
 
 Millions 
 
 
 
 
 employed 
 
 on strike 
 
 
 per year 
 
 per day 
 
 
 1910 
 
 725 
 
 218 
 
 26.5 
 
 88.0 
 
 220 
 
 618 
 
 2.8 
 
 447 
 
 1911 
 
 722 
 
 41 
 
 1.3 
 
 24.0 
 
 220 
 
 615 
 
 2.8 
 
 443 
 
 1912 
 
 723 
 
 311 
 
 17.3 
 
 40.0 
 
 226 
 
 663 
 
 2.9 
 
 478 
 
 1913 
 
 748 
 
 135 
 
 4.1 
 
 22.5 
 
 238 
 
 681 
 
 2.9 
 
 509 
 
 1914 
 
 763 
 
 162 
 
 14.5 
 
 68.0 
 
 210 
 
 602 
 
 2.9 
 
 459 
 
 1915 
 
 734 
 
 67 
 
 3.4 
 
 37.0 
 
 209 
 
 645 
 
 3.1 
 
 475 
 
 1916 
 
 721 
 
 171 
 
 4.6 
 
 19.5 
 
 236 
 
 732 
 
 3.1 
 
 527 
 
 * Geological Survey figures in the Statistical Abstract of the United States, 1917, 
 pp. 259, 537. 
 
 Table VI indicates very little correlation between strikes and either 
 the yearly output of coal or the extent of employment. Taken by them- 
 selves the figures representing the number of men on strike and working 
 days lost per man would seem to indicate a tremendous waste in product- 
 ive capacity and a great loss in wages; but it is apparent that these 
 losses were almost entirely wiped out before the end of the year. 
 
 It is noteworthy that there was more coal produced in 1910 than in 
 1911, even though the former year witnessed many protracted strikes 
 involving large numbers of employees. Moreover, there was no real loss
 
 STRIKES AND LOCKOUTS IN THE UNITED STATES 311 
 
 of employment by reason of these strikes. Again 1912, with 43% of the 
 entire labor force out on strike and with an average loss per man of 40 
 days, shows large total production, increased output per man per day 
 and per year, and six days more employment per man than the previous 
 year which was relatively strikeless. 
 
 Low production in 1914 and 1915 was due to general business depres- 
 sion caused by the Great War rather than to strikes. 
 
 It is probable that much the same results would be shown if statistics 
 could be obtained in other seasonal and irregular employments. It is 
 true also that all employments are subject to more or less irregularity, 
 especially when individual establishments are taken into account. 
 
 These statistics therefore confirm to some extent the general feeling 
 among wage earners that strikes do not in the long run mean much real 
 loss of time to the men and that such loss as does occur is in the end more 
 than compensated for by the purposes attained by means of the strike. 
 It is probably futile, therefore, to attempt to convince workingmen by 
 the citation of statistics that striking is inexpedient. 
 
 STATE REPORTS ON STRIKES AND LOCKOUTS 
 
 Many states have bureaus or departments of labor or conciliation, 
 mediation, and arbitration boards which are concerned with industrial 
 disputes. Most of these states publish annual or biennial reports on these 
 matters, though few of these reports are really statistical in character. 
 Some of them describe in detail the most serious or important cases 
 handled, and give an alphabetical list, by names of concerns, of other 
 cases in which the board or department has been interested. In such 
 reports the lists are never a complete record of all the strikes in the 
 state, and they cannot be used for statistical purposes. 
 
 In a few states, notably Massachusetts and New York, the depart- 
 ments of labor or boards of arbitration publish detailed statistics of 
 strikes each year. These are not always comparable with the statistics of 
 the United States Bureau of Labor Statistics, however, as the fiscal year 
 is used in some cases instead of the calendar year, or they may lump 
 strikes and lockouts together and use a very different classification of 
 industries. A brief discussion of the statistics of one of these states will 
 indicate what can be obtained from the best of these state reports. 
 
 New York. 1 The third deputy commissioner in charge of the Bureau 
 of Mediation and Arbitration reports the following record of " disputes " 
 for the fiscal year ending June 30, 1918, and for the three preceding years: 
 
 1 State of New York, Annual Report of the Industrial Commission, 1918. New 
 York State Department of Labor. 1919.
 
 312 
 
 WASTE IN INDUSTRY 
 
 COMPARISON OF DISPUTES, 1915-1918 
 
 
 1915 
 
 1916 
 
 1917 
 
 1918 
 
 Number of strikes and lockouts 
 Employees involved directly 
 Employees involved indirectly 
 
 104 
 53,855 
 2,407 
 
 328 
 222,325 
 31.629 
 
 234 
 144,951 
 18,376 
 
 265 
 83,650 
 6,355 
 
 Aggregate days of working time lost . . 
 
 868,838 
 
 9,581,163 
 
 2,600,335 
 
 1,519,884 
 
 It is interesting to note that, according to the United States Bureau 
 of Labor Statistics, there were the following number of disputes (strikes 
 and lockouts) in New York State: 1916, 592; 1917, 711; 1918, 683. 
 These figures are for the calendar year and are therefore not directly 
 comparable; but it is perfectly apparent that the state report falls far 
 short of covering all disputes, though it may include the most important 
 ones. 
 
 This report also contains a detailed analysis of the figures for 1917 
 and 1918, " trades affected," " principal cause or object of disputes," 
 " results of disputes," and " methods of settlement." It is interesting 
 to note that there were no sympathetic strikes in either of these years, 
 which is further evidence of the relative insignificance of this class of 
 strikes. 
 
 The most significant thing about this record of disputes is the serious- 
 ness of the disputes in 1916 as indicated by aggregate lost time. This 
 table indicates also a small increase in the number of strikes in 1918 
 (July 1, 1917 to June 30, 1918) which nearly coincides with the first year 
 that this country was in the War; but it is apparent that these disputes 
 were not serious ones and were of short duration, because the number 
 of persons involved and the days of lost time were relatively small. 
 
 The deputy commissioner lays great stress upon the serious loss to 
 the men and to the community as indicated by the days of working time 
 lost, particularly in 1916. Indeed there were serious losses; but they 
 represent only one day per capita for the entire population of the state, 
 and about two days each for those classed by the United States Census 
 as gainfully employed in that state. The average per wage earner in the 
 state may be estimated for that year at about 2.6 days, while the average 
 loss per person on strike or thrown out of work by reason of disputes was 
 32.7 days. These were indeed heavy losses, particularly to those involved 
 in the disputes, if they came out of the time when these people would other- 
 wise have been employed; but it should be noted that at this time, July 
 1, 1915, to June 30, 1916, industry had not fully recovered from the seri- 
 ous depression which followed the outbreak of the war in Europe and
 
 STRIKES AND LOCKOUTS IN THE UNITED STATES 313 
 
 which caused an unusual amount of unemployment during the winter of 
 1914-1915. 
 
 How much of this lost time was in seasonal and irregular trades cannot 
 be determined from the 1918 report; but it may be approximately esti- 
 mated on the basis of the detailed figures for 1917 which are given in this 
 report. According to these figures, 32% of the lost time was in the 
 building trades and the clothing industry. 
 
 CONCLUSION 
 
 It is clear that there are no statistics available for the past fifteen 
 years that cover a sufficient period of tune or a wide enough range to 
 render detailed comparisons with the period 1881 to 1905 safe or even 
 possible in many particulars. 
 
 Such comparisons as can be made, however, indicate that a very 
 large proportion of strikes in recent years have occurred in seasonal and 
 irregular occupations, such as the clothing industry, coal mining, and the 
 building trades, in which employees do not ordinarily work much more 
 than two-thirds of the time. 
 
 It may be questioned whether such detailed studies as were made by 
 the United States Bureau of Labor down to 1906 should be undertaken 
 again at government expense. It is certain that no private organization 
 could afford to bear the cost of such investigations. 
 
 Statistics, when properly interpreted, do not support the popular 
 belief that strikes are responsible for great losses in earnings to wage 
 earners or in the output of industry. 
 
 The strikes that have seriously affected or threatened the public 
 welfare and the ongoing of industry are such strikes as those in the steel 
 and coal industries in 1919, or such as have been imminent at times on 
 the railroads of the country. England has been menaced by strikes of 
 this sort several times since the close of the War. No statistical study 
 of strikes in the past would be of any use as a means of showing the effects 
 of such strikes as these, and none would be necessary in any case, for 
 it is perfectly clear that they would lead to disastrous consequences to 
 industry and to the general welfare which would be out of all proportion 
 to the losses in wages and profits of those directly concerned in them. 
 Such strikes must be prevented if it is possible to stop them. 
 
 Statistics show that strikes are most frequent and most prolonged 
 in the seasonal and irregular occupations. Attention has been called to 
 the probability that this may be in part due to the fact that the ordinary 
 penalty for striking, namely, loss of earnings, is not effective in indus- 
 tries where workmen are normally idle about one-third of the time. 
 Strikes in such occupations are probably due also to the difficulty of get-
 
 314 WASTE IN INDUSTRY 
 
 ting and keeping wage rates sufficiently above the rates in more regular 
 trades and industries to enable the laborers to maintain a decent standard 
 of living throughout the year. Whatever the reason or the cause, the 
 remedy is to stabilize or regularize the employment. 
 
 Finally, strikes are merely symptoms of more fundamental maladjust- 
 ments, injustices, and economic disturbances which produce unrest, 
 discontent, and bitterness among the ever-increasing number of industrial 
 workers. Treating symptoms rarely reaches the roots of the disease. 
 Suppressing strikes will not cure social unrest; but will probably increase 
 it. Strikes are always regrettable; but not always reprehensible. Until 
 the social millennium 'is attained, they will continue to occur and will be 
 sometimes necessary both as a direct defense against injustice and oppres- 
 sion and as the only way of compelling the public to give its attention to 
 hidden evils in industrial relations. 
 
 C. W. DOTEN.
 
 CHAPTER XIII 
 
 THE LEGAL MACHINERY FOR ADJUSTING LABOR DISPUTES 
 IN THE UNITED STATES 
 
 BY JOHN KOREN 
 
 Variety. American legislation for the settlement of labor disputes pre- 
 sents almost as many varieties as there are states. The nomenclature of the 
 bodies created to deal with controversies between employer and employee 
 may in many cases be the same, but their duties, manner of appointment, 
 etc., vary in a confusing manner. About the only consolation to be 
 drawn from this legislation is the fact that the need for it is recognized. 
 The following tabular exhibits justify this generalization. 
 
 Table I shows by type the American statutes relating to industrial 
 arbitration. Seven of the states have laws for local arbitration, but no 
 permanent agency to execute them. Two states legalize permanent 
 district or county boards established by private parties. Eight states 
 (Alaska and the Philippines are not included) provide for arbitration or 
 conciliation by the State Commissioner of Labor or other state officials. 
 In twenty-seven states there are laws creating a special State Board or 
 Commission for the settlement of labor disputes. In the case of Kansas 
 a Court of Industrial Relations has been established, with very broad 
 powers, which is without a counterpart in this country. Seventeen 
 states (Porto Rico is not included) make provision for local boards as 
 well as for bodies with state-wide powers. 
 
 Adequacy. Table II shows that the state legislation creating machin- 
 ery for the adjustment of industrial disputes is active in eleven states, that 
 is, functions with more or less success; that it is inactive in five states; and 
 dormant in eighteen, not counting Alaska, the Philippine Islands and Porto 
 Rico. (In eleven states, without counting the District of Columbia and 
 Hawaii, no legislation worthy of the name exists.) The figures carry 
 their own comment. It is a fair statement that for the country as a 
 whole the bodies for the adjustment of industrial disputes are not func- 
 tioning. It will also be noted that several highly important manufacturing 
 states are included in the lists of states with inactive or dormant legislation. 
 
 A study of how the legislation works in states in which it is reported 
 to be active would require a long and intimate investigation quite beyond 
 the limitations set for the inquiry into industrial waste. But it is not 
 hazardous to remark that in no state has the existing machinery shown 
 
 315
 
 316 
 
 WASTE IN INDUSTRY 
 
 itself capable of meeting a great crisis, 
 new to be included in this comment. 
 
 The experience in Kansas is too 
 
 TABLE I 
 
 American Statutes Relating to Industrial Arbitration: by type, as follows: 
 I. Laws providing for local arbitration with no permanent agency therefor. 
 II. Laws providing for permanent district or county boards established by private 
 parties. 
 
 III. Laws providing for arbitration or conciliation through the agency of State Com- 
 
 missioners of Labor (or other State officials). 
 
 IV. Laws providing for a special State Board or Commission for the settlement of 
 
 industrial disputes. 
 V. Laws providing for local boards, as well as statewide bodies. 
 
 I 
 
 Alaska 
 Indiana 
 Iowa 
 Nevada 
 New Jersey 
 Texas 
 Washington 
 
 II 
 
 III 
 
 IV 
 
 V 
 
 Iowa 
 
 Alaska 
 
 Alabama 
 
 Alabama 
 
 Kansas 
 
 Arkansas 
 
 California 
 
 California 
 
 
 Colorado * 
 
 Colorado 
 
 Colorado 
 
 
 Georgia 
 
 Connecticut 
 
 Kansas 
 
 
 Maryland * 
 
 Idaho 
 
 Maine 
 
 
 Missouri * 
 
 Illinois 
 
 Maryland 
 
 
 Nevada 
 
 Kansas 
 
 Massachusetts 
 
 
 Philippine Islands 
 
 Louisiana 
 
 Michigan 
 
 
 South Dakota 
 
 Maine 
 
 Minnesota 
 
 
 Washington 
 
 Maryland 
 
 Montana 
 
 
 
 Massachusetts 
 
 Nebraska 
 
 
 
 Michigan 
 
 New York 
 
 
 
 Minnesota 
 
 Ohio 
 
 
 
 Missouri 
 
 Oregon 
 
 
 
 Montana 
 
 Pennsylvania 
 
 
 
 Nebraska 
 
 Porto Rico 
 
 
 
 New Hamsphire 
 
 Rhode Island 
 
 
 
 New York 
 
 South Carolina 
 
 
 
 Ohio 
 
 
 
 
 Oklahoma 
 
 
 
 
 Oregon 
 
 
 
 
 Pennsylvania 
 
 
 
 
 Porto Rico 
 
 
 
 
 Rhode Island 
 
 
 
 
 South Carolina 
 
 
 
 
 Utah 
 
 
 
 
 Vermont 
 
 
 
 
 Wisconsin 
 
 
 * Old law, now in disuse, but still on statute books. Not included in other tables. 
 
 (In Colorado, Idaho, Illinois, Maryland, Massachusetts, New York, Ohio, Pennsyl- 
 vania, Philippine Islands, Rhode Island, and Utah, mediation and arbitration is carried 
 on as a part of the central department of labor, under various names.) 
 
 Whether adequate bodies can be created for the purpose in hand is 
 another question. The need of properly constituted labor courts, or agen- 
 cies called by some other name, is generally agreed upon, but how they 
 should be constituted, the jurisdiction that should be given them, etc,,
 
 LEGAL MACHINERY FOR ADJUSTING DISPUTES 
 
 317 
 
 remain to be determined. Meanwhile, in view of the obvious industrial 
 waste resulting from labor disputes, it is certainly not an over-statement 
 to say that one of the urgent measures for its elimination is to acquire the 
 wisdom to create and operate successfully agencies endowed with sufficient 
 power and wisdom to stop the thousands of destructive and needless 
 controversies over labor questions. 
 
 The remaining tables show numerous details of legislation in regard 
 to the various bodies intended to function in labor disputes. They help 
 to illustrate the helter-skelter character of existing laws, which in large 
 part seems to result from accident, for there is little evidence that these 
 laws are based upon a knowledge of requirements and the best experience. 
 No extended analysis of these tables is in order here; they are capital 
 evidence of the ineptitude of our legislation and point to conditions that 
 spell constant waste and grave dangers likely to arise at any moment. 1 
 
 TABLE II 
 
 AMERICAN STATE LEGISLATION FOR THE ADJUSTMENT OP INDUSTRIAL DISPUTES 
 Classified according to activity of the body created for this purpose. 
 
 Active 
 
 Inactive 
 
 Dormant 
 
 No Legislation 
 
 Colorado 
 
 Iowa 
 
 Alabama 
 
 Arizona 
 
 Illinois 
 
 Maine 
 
 Alaska 
 
 Delaware 
 
 Kansas 
 
 Nebraska 
 
 Arkansas 
 
 District of Columbia 
 
 Maryland 
 
 Porto Rico 
 
 California 
 
 Florida 
 
 Massachusetts 
 
 Washington 
 
 Connecticut 
 
 Hawaii 
 
 Minnesota 
 
 Wisconsin 
 
 Georgia 
 
 Kentucky 
 
 New York 
 
 
 Idaho 
 
 Mississippi 
 
 Ohio 
 
 
 Indiana 
 
 New Mexico 
 
 Oregon 
 
 
 Louisiana 
 
 North Carolina 
 
 Pennsylvania 
 
 
 Michigan 
 
 North Dakota 
 
 Utah 
 
 
 Missouri 
 
 Tennessee 
 
 
 
 Montana 
 
 Virginia 
 
 
 
 Nevada 
 
 West Virginia 
 
 
 
 New Hampshire 
 
 
 
 
 New Jersey 
 
 
 
 
 Oklahoma 
 
 
 
 
 Philippine Islands 
 
 
 
 
 South Carolina 
 
 
 
 
 Texas 
 
 
 
 
 Vermont 
 
 
 (Wyoming possesses a Constitutional provision commanding the State Legislature 
 to create an agency for the adjustment of industrial disputes, but no statute has ever 
 been passed to carry out such provision.) 
 
 (The provisions of Rhode Island and South Dakota are too recent to admit of classi- 
 fication here.) 
 
 1 The tables have been prepared by Mr. Carl I. Wheat.
 
 318 
 
 WASTE IN INDUSTRY 
 
 S 
 
 H 3 
 
 '3 a 
 i- a a 
 
 ^ 
 
 la 
 S 
 
 P 
 
 JH J i H - IQ H I 
 
 iiililiiiliiiliillilllllii 
 
 lllii 
 
 ill : : 
 
 m\\ 
 
 l*i ii 
 
 S 8< S S 8"^ -o 
 
 ll 
 
 ^llli^l'iill? 
 s52^6s 16221 
 
 'sgg's^^go^ggl 
 
 111111 iiiiP 
 
 ^(2 3 <& o& " 
 
 o 
 '.3 
 
 
 3; 
 
 St3. 
 
 ISBli 
 
 ; ; ;| ; 
 
 rt ^ G ^ ~o c3 " ' 03 
 ^ < -^ca*2feCH^2oo3 O 3^.xiCj"'i F ^HmH M ^t>. 
 
 111!! sS^ I lljlllill 11113 
 
 ^^^oooo2s^^w3^SSSSSS^!z;^^^o 
 
 ij ;iw ; 
 ll-ai*^ ;
 
 LEGAL MACHINERY FOR ADJUSTING DISPUTES 
 
 319 
 
 Illll 
 
 
 o 
 
 ^ Si- 
 
 .2 3o 
 
 a^ 
 ^ 2 J 
 
 ,31 
 
 3 - 
 
 J sj 
 
 3 
 
 .a 
 
 T3 02 
 
 .fl-l 
 
 .a^ 
 
 li 
 
 11 
 
 p 
 
 IS 
 
 ; g 
 
 till 
 
 S1|5 
 
 T3^ g 
 51 ^ 
 ^ 
 
 s . 
 
 ~.?I13?J 
 
 iioilro 
 
 s o -g
 
 320 
 
 WASTE IN INDUSTRY 
 
 TABLE IV. STATUTORY PROVISIONS 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 * 
 
 
 
 
 
 
 
 
 I ii 
 
 I 1 
 
 1 L* 
 
 i ;i 
 
 1 t 
 
 
 
 
 
 
 
 e 
 
 t 
 
 
 
 
 
 
 
 M 
 
 
 I 
 
 
 j 
 
 1 
 
 1 
 
 ! 
 
 
 1 
 
 | 
 
 -2 
 
 1 
 
 I 
 
 
 
 1 
 
 I 
 
 Loulslai 
 
 Maine 
 
 
 GENERAL 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 2 
 
 Local or temporary boards 
 
 X 
 
 X 
 
 
 X 
 
 x 
 
 
 
 
 
 x 
 
 x 
 
 x 
 
 
 z 
 
 8 
 
 Governor or State Labor Commission given duty to 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 Intervene 
 
 
 X 
 
 x 
 
 
 
 
 X 
 
 
 
 
 
 
 
 
 4 
 
 Constitutional provision for Industrial arbitration . . . 
 
 
 
 
 
 
 
 
 x 
 
 
 
 
 
 
 
 
 MAKE-UP OF PERMANENT BOARDS OR COMMISSIONS 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 5 
 
 Number of members 
 
 8 
 
 
 
 ^ 
 
 gi 
 
 8 
 
 
 2" ; 
 
 2* 
 
 
 
 J 
 
 5 
 
 8 
 
 
 
 Appointed by governor by and with advice and con- 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 sent of the Senate 
 
 x* 
 
 
 
 X" 
 
 X 
 
 x 
 
 
 X' 
 
 
 
 
 X 
 
 x 
 
 x 
 
 7 
 
 Removable by governor 
 
 2 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 8 
 
 Term of office years 
 
 2 
 
 
 
 1 
 
 
 
 2 
 
 
 j 
 
 
 
 
 8 
 
 
 8 
 
 e 
 
 To contain a representative of employers 
 
 
 
 
 X 
 
 X 
 
 
 
 X* 
 
 x 
 
 
 
 
 X' 
 
 x 
 
 11 
 
 To contain a neutral member 
 
 
 
 
 x 
 
 
 
 
 \ 11 
 
 
 
 
 
 X 
 
 X 
 X 
 
 12 
 
 No more than two members to belong to the same 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 political party 
 
 
 
 
 
 X 
 
 x 1 '- 
 
 
 gll 
 
 
 
 
 
 
 
 18 
 
 Previous residence In the state required years 
 
 
 
 
 
 2 
 
 
 
 
 
 
 
 
 
 
 14 
 
 To be competent persons 
 
 
 
 
 X 
 
 
 
 
 
 
 
 
 
 X 
 
 x 
 
 15 
 
 Not to have occupation or business interfering with 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 duties on the commission 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 10 
 
 To devote entire time to duties on the commission. . 
 
 
 
 
 
 x 
 
 
 
 
 
 
 
 
 
 
 17 
 
 Neutral member to be chairman 
 
 
 
 
 x 
 
 
 
 
 \ 
 
 
 
 
 
 
 
 18 
 
 Neutral member to be chosen by the other members . . 
 
 
 
 
 
 
 
 
 
 
 
 
 
 X 
 
 X 
 
 10 
 
 If no agreement within specified time, governor to 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 appoint neutral member 
 
 
 
 
 
 
 
 
 
 
 
 
 
 X 
 
 X 
 
 20 
 
 State Labor Commissioner or other state official to be 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 a member 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 MAKE-UP OF TEMPORARY OR LOCAL BOARDS 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 21 
 
 Number of members 
 
 8 
 
 8 
 
 
 :i 
 
 
 
 
 
 
 8 
 
 
 ~> 
 
 
 8 
 
 22 
 
 Mutually agreed on by the parties 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 29 
 
 Appointed by governor or other official 
 
 
 x 
 
 
 
 X 
 
 
 
 
 
 X 
 
 x 
 
 \ 
 
 
 
 M 
 
 One or more selected by employer (or to be employer) 
 
 x 
 
 X 
 
 
 x 
 
 
 
 
 
 
 
 .-. 
 
 x- 
 
 
 X 
 
 2fl 
 
 One or more selected by employees (or to be employees) 
 
 x 
 
 X 
 
 
 x 
 
 
 
 
 
 
 
 x- 
 
 fctt 
 
 
 X 
 
 20 
 
 Unorganized employees to have opportunity In choice 
 
 X 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 27 
 
 One or more neutral members 
 
 I 
 
 X 
 
 
 x 
 
 
 
 
 
 
 
 X 
 
 
 
 X 
 
 28 
 
 Neutral members to be selected by the "interested" 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 parties 
 
 X 
 
 X 
 
 
 X 
 
 
 
 
 
 
 
 x 
 
 
 
 x 
 
 20 
 
 If no agreement on neutral member, State Board or 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 other official to appoint same 
 
 
 w 
 
 
 
 
 
 
 
 
 
 
 
 
 
 30 
 
 Neutral member to be chairman 
 
 
 
 
 X 
 
 
 
 
 
 
 
 
 
 
 z 
 
 
 COMPENSATION 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 Permanent Boards 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 81 
 
 Yearly salary 
 
 
 
 
 
 x 
 
 
 
 
 
 
 
 x 
 
 
 
 82 
 
 Payment by number of days actually served 
 
 X 
 
 
 
 X 
 
 
 
 
 X 
 
 
 
 
 
 x 
 
 X 
 
 88 
 
 Expenses allowed 
 
 -X 
 
 
 
 X 
 
 x 
 
 
 
 * 
 
 
 
 
 x 
 
 * 
 
 * 
 
 
 Temporary or local boards 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 M 
 
 Compensation provided 
 
 x 
 
 X 
 
 
 
 x 
 
 
 
 
 
 X 
 
 x 
 
 I 
 
 
 
 85 
 
 Expenses allowed 
 
 
 x 
 
 
 
 
 
 
 
 
 
 X 
 
 
 
 
 M 
 
 Source of Compensation 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 89 
 88 
 
 Partly by state and partly by local authorities 
 All expenses to be met by the parties 
 
 
 X 
 
 
 
 
 
 
 
 
 
 
 X 
 
 
 
 
 MEDIATION OR CONCILIATION (STATE BOARDS) 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 Jurisdiction 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 Scope 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 M 
 
 Any Industrial dispute (numbers refer to number of 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 persons who must be Involved) 
 
 X 
 
 x-' ! 
 
 x- 1 
 
 X 
 
 x 
 
 X 
 
 X- 4 
 
 -,(}-" 
 
 26 
 
 
 
 
 M 
 
 10 
 
 40 
 
 Disputes not subject to suit at law or In equity 
 
 
 
 
 
 
 
 
 
 x 
 
 
 
 
 x 
 
 
 41 
 
 Where stoppage has begun or Is Imminent 
 
 X 
 
 X 
 
 
 x 
 
 
 X 
 
 
 
 
 
 
 
 
 x 
 
 
 
 1 
 
 2 
 
 3 
 
 4 
 
 5 
 
 r, 
 
 7 
 
 8 
 
 9 
 
 1(1 
 
 11 
 
 12 
 
 13 
 
 14 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 For footnotes, see
 
 LEGAL MACHINERY FOR ADJUSTING DISPUTES 
 
 321 
 
 FOR ADJUSTING LABOR DISPUTES 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 1 
 
 
 
 
 10 
 
 17 
 
 IS 
 
 19 
 
 20 
 
 21 
 
 22 
 
 23 
 
 24 
 
 25 
 
 20 
 
 27 
 
 28 
 
 29 
 
 30 
 
 31 
 
 32 
 
 33 
 
 34 
 
 35 
 
 36 
 
 37 
 
 38 
 
 39 
 
 4( 
 
 41 
 
 
 
 
 
 
 
 
 
 e 
 
 
 
 I 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 Massachusetts 
 
 Michigan 
 
 Minnesota 
 
 Missouri 
 
 | 
 
 Nebraska 
 
 Nevada 
 
 New Hampshl 
 
 ^ 
 
 New York 
 
 O 
 
 Oklahoma 
 
 O 
 
 | 
 1? 
 
 Philippine Is. 
 
 Porto Rico 
 
 Rhode Island 
 
 I 
 
 South Dakota 
 
 i 
 
 2 
 
 j 
 
 Washington 
 
 f 
 
 Wyoming 
 
 United States 
 
 | 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 x 
 
 x 
 
 
 x 
 
 
 x 
 
 1 
 
 
 
 
 
 
 
 I 
 
 
 
 
 
 
 
 
 x 
 
 
 
 
 x 
 
 X 
 
 
 
 x 
 
 x 
 
 
 
 x 
 
 2 
 
 a 
 
 
 
 
 
 
 x 
 
 
 
 
 
 
 x 
 
 
 
 
 
 
 
 
 
 X 
 
 
 
 X'- 
 
 
 
 4 
 
 a 
 
 2 
 
 8 
 
 a 
 
 8 
 
 a 
 
 
 3 
 
 
 8 1 
 
 33 
 
 7 < 
 
 8 
 
 ' 
 
 8 
 
 5 
 
 5 
 
 8 
 
 
 
 3 3 
 
 3 
 
 
 3 
 
 
 3 
 
 5 
 
 X 7 
 
 3 
 
 
 x 
 
 2 
 
 3 
 
 X 
 
 2 
 
 X 
 
 2 
 
 
 8 
 
 
 
 X 
 
 B 
 
 
 I 
 
 4 
 
 
 
 4 
 
 6 
 
 a 
 
 
 
 x 
 4 
 
 3 
 
 
 3 
 
 
 x 
 7 
 
 7 
 
 S 
 
 x 
 
 
 x 
 
 I 
 
 X 
 
 x 
 
 
 X 
 
 
 
 X 
 
 X s 
 
 x" 
 
 
 
 X K 
 
 x 1 * 
 
 X 
 
 
 
 
 x 
 
 
 x 
 
 
 
 9 
 
 X 
 
 
 X 
 
 x 
 
 x 
 
 X 
 
 
 X 
 
 
 
 X 
 
 X 8 
 
 X 9 
 
 
 
 X 
 
 X* 
 
 X 
 
 
 
 
 x 
 
 
 X 
 
 
 
 10 
 
 
 
 X 
 
 x 
 
 X 
 
 X 
 
 
 X 
 
 
 
 
 X 1 
 
 X 
 
 
 
 X 
 
 X 1 
 
 X 
 
 
 
 
 x 
 
 
 X 
 
 
 
 I i 
 
 
 
 
 
 
 
 
 
 
 
 X 
 
 
 
 
 
 
 
 
 
 
 z 
 
 
 
 
 
 
 19 
 
 
 
 
 
 
 
 
 
 
 
 
 X' 
 
 
 
 
 X 1 
 
 
 
 
 
 
 
 
 
 
 
 18 
 
 
 
 
 X 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 14 
 
 
 
 
 
 
 
 
 
 
 
 X 
 
 
 
 
 
 
 
 
 
 
 x 
 
 
 
 
 
 
 15 
 
 
 x b 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 Iff 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 x 
 
 X 
 
 
 
 
 
 
 
 
 
 
 17 
 
 
 
 1 
 
 
 
 
 
 X 
 
 
 
 
 
 x 
 
 
 
 
 
 X 
 
 
 
 
 X 
 
 
 
 
 
 18 
 
 
 
 X 
 
 
 
 
 
 X 
 
 
 
 
 
 X 
 
 
 
 
 
 X 
 
 
 
 
 X 
 
 
 
 
 
 19 
 
 
 
 
 
 
 
 
 
 
 
 
 X 
 
 
 
 
 
 X 
 
 
 
 
 
 
 
 
 
 
 20 
 
 8 
 
 4 
 
 
 
 8 
 
 8 
 
 g 
 
 
 ft 
 
 3 
 
 8 
 
 
 8 
 
 3 
 
 
 3 
 
 
 
 
 B 
 
 
 
 3" 
 
 
 
 (or 
 
 21 
 
 or 
 
 
 
 
 or 
 
 
 
 
 or 
 
 
 or 
 
 
 or 
 
 
 
 
 
 
 
 
 
 
 
 
 
 B 
 
 
 x 
 
 
 X 
 
 
 x 
 
 
 
 
 X 
 
 
 x 
 
 
 x 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 22 
 
 X 
 
 v 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 x 
 
 1 
 
 * 
 
 
 x"> 
 
 
 
 x 
 
 
 
 X 
 
 23 
 24 
 
 X 
 
 I 
 x 
 
 
 
 
 X 
 
 
 
 
 
 
 
 
 
 
 x 
 
 
 
 
 X 
 
 
 
 x 
 
 
 
 X 
 
 25 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 X 
 
 
 
 
 
 X 
 
 
 
 
 
 
 x 
 
 X 
 
 
 X 
 
 
 
 
 X 
 
 
 
 
 
 
 x 
 
 29 
 
 X 
 
 
 
 
 
 
 
 X 
 
 
 
 
 
 X 
 
 X 
 
 
 
 
 X 
 
 
 
 X 
 
 
 
 X 
 
 
 X 
 
 U 
 32 
 
 X 
 
 X 
 
 
 
 
 X 
 
 X 
 
 X 
 
 
 
 
 x 
 
 X 
 
 X 
 
 
 
 X 
 
 
 X 
 
 
 X 
 
 
 
 
 
 
 X 
 
 33 
 34 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 X 
 
 86 
 
 25 
 
 S 
 
 10 
 
 10 
 
 20 
 
 X 
 X 
 
 X 
 X 
 
 10 
 
 
 I 
 
 X 
 
 
 50 
 
 X 
 
 
 
 
 X 
 
 X 
 X 
 
 
 10 
 
 10 
 
 x 
 
 
 
 
 37 
 89 
 
 
 
 
 
 x 
 
 
 
 
 
 
 
 
 x 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 40 
 
 
 
 
 
 
 
 
 
 
 
 
 
 * 
 
 
 
 
 
 
 
 
 
 
 
 
 
 x 
 
 4 
 
 16 
 
 17 
 
 IS 
 
 19 
 
 80 
 
 21 
 
 H 
 
 28 
 
 2! 
 
 25 
 
 M 
 
 27 
 
 28 
 
 -1 
 
 30 
 
 11 
 
 12 
 
 33 
 
 34, 
 
 35 
 
 M 
 
 37 
 
 88 
 
 89 
 
 40 
 
 41 
 
 
 pages 328, 329 and 330.
 
 322 
 
 WASTE IN INDUSTRY 
 
 TABLE IV. STATUTORY PROVISIONS 
 
 
 
 1 
 
 2 
 
 8 
 
 4 
 
 5 
 
 6 
 
 7 
 
 8 
 
 1 
 
 10 
 
 n 
 
 19 
 
 u 
 
 14 
 
 1 
 
 
 , 
 
 Alaska 
 
 Arkansas 
 
 California 
 
 | 
 
 Connecticut 
 
 a 
 
 ~ 
 
 j 
 
 Indiana 
 
 t 
 
 | 
 
 Louisiana 
 
 | 
 
 42 
 
 How Obtained 
 On application OT "submission" by one or by both 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 48 
 
 M 
 
 On advice or request of governor of the state 
 
 X 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 45 
 
 On notice from specified sources (local or labor 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 V-'J 
 
 '1 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 47 
 
 48 
 40 
 50 
 
 Action mandatory whenever board learns of dispute. 
 
 Procedure 
 Body designated or agent, attempts mediation 
 Proceeds to locality of dispute 
 
 X 
 
 I 
 
 I 
 
 X 
 
 X 
 
 X 
 
 X 
 X 
 
 
 
 X 
 
 X 
 
 
 
 
 X 
 
 x 
 
 51 
 52 
 
 Makes decision (Numbers refer to the number of days 
 within which decision or report must be made) .... 
 Advises parties what they should do 
 If mediation is unsuccessful, attempt made to procure 
 
 10 
 
 
 
 21 
 
 
 
 
 
 X 
 
 X 
 
 
 
 
 
 X 
 
 54 
 
 Ti 
 
 If parties fall to keep promises, may cease action until 
 agreement 
 
 INVESTIGATION (STATE BOARDS) 
 Jurisdiction 
 Scope 
 
 
 
 
 X 
 
 
 
 
 
 
 
 
 
 X 
 
 
 66 
 
 Any Industrial dispute (Numbers refer to number of 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 OH 
 
 r .7 
 
 
 
 
 
 
 
 
 
 
 \ 
 
 
 
 I 
 
 
 
 68 
 50 
 
 Where mediation has failed or arbitration is refused. . . 
 How Obtained 
 
 
 
 
 
 
 
 
 X 
 
 X 
 
 
 
 
 
 
 00 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 I 
 
 
 
 63 
 
 IV 
 
 On certain Information as specified 
 
 
 
 
 
 
 
 
 
 
 
 
 
 X 
 
 
 04 
 
 66 
 66 
 
 07 
 68 
 
 69 
 
 70 
 71 
 
 Action discretionary 
 
 Procedure 
 Body designated, or agent, Investigates dispute 
 Proceeds to locality of dispute 
 Fixes responsibility 
 Makes decision (Numbers refer to the number of days 
 within which decision or report must be made) .... 
 Report to be made public (usually with recommenda- 
 tion for fair settlement) 
 Miscellaneous powers of Investigating body 46 
 
 X 
 10 
 
 
 
 X 
 
 x 
 
 X 
 X 
 
 X 
 
 X 
 
 
 X 
 X 
 
 X 
 
 X 
 
 
 
 X 
 
 V 
 
 X 
 
 X 
 
 X 
 
 x 
 
 72 
 
 73 
 
 ARBITRATION (STATE BOARDS) 
 Jurisdiction 
 Scope 
 Any Industrial dispute (Numbers refer to number of 
 persons who must be Involved) 
 
 
 
 
 
 X 
 
 
 
 M 
 
 85 
 
 
 
 
 
 10 
 
 X 
 
 74 
 
 How Obtained 
 Where both parties Join In "submission" of case to ar- 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 75 
 
 Submlsslon to be In writing 
 
 x 
 
 
 
 X 
 
 
 X 
 
 
 X 
 
 X 
 
 
 
 
 
 
 77 
 78 
 
 79 
 
 Statement of facts of the dispute 
 Agreement to remain In action without strike or lock- 
 out until award (Numbers show number of days 
 this promise runs) 
 Agreement to abide by award 
 
 X 
 
 X 
 X 
 
 
 
 X 
 X 
 
 X 
 
 X 
 
 10 
 
 
 X 
 
 z 
 
 X 
 
 21 
 
 
 
 
 
 
 
 
 1 
 
 2 
 
 8 
 
 4 
 
 5 
 
 G 
 
 7 
 
 B 
 
 e 
 
 10 
 
 11 
 
 12 
 
 13 
 
 14 
 
 For footnotes, see
 
 LEGAL MACHINERY FOR ADJUSTING DISPUTES 
 FOR ADJUSTING LABOR DISPUTES Continued 
 
 323 
 
 15 
 
 i<; 
 
 7 
 
 u| 
 
 19 
 
 20 
 
 21 
 
 2 
 
 2, 
 
 24 
 
 25 
 
 36 
 
 27 
 
 28 
 
 2!) 
 
 to 
 
 a i 
 
 52 
 
 ia 
 
 14 
 
 15 
 
 86 
 
 37 
 
 3.S 
 
 88 
 
 40 
 
 41 
 
 
 Maryland 
 
 Massachusetts 
 
 Michigan 
 
 Minnesota 
 
 !?, 
 
 I 
 
 a 
 
 \ 
 
 1 
 
 
 
 New Hampshire 
 
 New Jersey 
 
 I 
 M 
 
 | 
 
 3 
 
 
 
 Oregon 
 
 cl 
 
 H 
 d 
 
 3 
 fi 
 
 
 
 H 
 a 
 
 
 
 Porto Rico 
 
 Rhode island 
 
 South Carolina 
 
 1 
 
 5 
 
 s 
 
 2 
 
 | 
 
 | 
 
 > 
 
 1 
 
 ; 
 
 ! 
 1 
 
 i 
 
 Wyoming 
 
 United States 
 
 y 
 
 B 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 x 
 
 
 
 
 
 
 
 
 
 
 
 
 x 
 
 
 
 
 
 
 
 
 
 
 43 
 
 x 
 
 x 
 
 
 
 X 
 
 X 
 
 
 
 
 
 
 X 
 
 
 x 
 
 
 
 
 
 
 
 
 x 
 
 x 
 
 
 
 
 
 44 
 
 
 x 
 
 
 
 
 Z 
 
 
 
 x 
 
 
 
 z** 
 
 
 
 
 
 x 
 
 
 
 
 
 S" 
 
 x- 9 
 
 
 
 
 
 45 
 
 x 
 
 x 
 
 
 
 
 X 
 
 
 
 
 
 
 
 
 
 
 
 gM 
 
 x 
 
 x 
 
 z 
 
 
 
 
 
 
 
 x 
 
 46 
 
 
 X 
 
 X 31 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 47 
 
 48 
 
 x 
 
 
 
 X 
 
 x :i:l 
 
 10 
 
 X 
 
 X 
 
 X 
 
 X 
 
 
 lM 
 
 x 
 
 
 X 
 
 
 
 
 X 
 
 
 
 
 
 
 
 
 Z 
 
 
 
 
 
 4!) 
 
 60 
 
 51 
 
 
 
 
 
 
 
 
 
 X 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 X 
 
 
 
 
 52 
 
 
 X 
 
 
 X 
 
 
 
 
 Z 
 
 
 
 
 X 
 
 
 
 
 
 x 
 
 
 
 
 
 X 
 
 
 z 
 
 
 
 x 
 
 53 
 
 
 X 
 
 
 
 
 X 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 64 
 
 ^ 
 
 
 Z 
 
 
 
 X 
 
 X 
 
 
 Z 
 
 
 Z 
 
 
 
 X 
 
 
 
 
 
 
 
 
 
 X 
 
 
 
 
 
 66 
 
 
 
 
 X 
 
 
 
 
 
 
 
 
 Z* T 
 
 
 
 
 
 Z* 
 
 
 Z 
 
 
 
 
 z" 
 
 
 , 5 :=9 
 
 
 
 66 
 
 
 
 
 x 
 
 X 4U 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 x" 
 
 57 
 
 Z 
 
 X 
 
 
 
 
 
 
 
 Z 
 
 
 
 
 z 
 
 X 
 
 
 
 
 
 
 z 
 
 
 
 
 
 
 
 I 
 
 68 
 
 
 
 
 
 
 Z 
 
 
 
 
 
 
 
 
 
 
 
 
 
 x 
 
 x 
 
 
 
 
 
 
 
 
 59 
 
 
 x 
 
 
 
 
 
 
 
 2 
 
 
 
 Z 
 
 
 z 
 
 
 
 
 
 
 
 
 
 
 
 X 
 
 
 X 
 
 60 
 
 
 
 
 
 
 
 
 
 
 
 
 z 
 
 
 
 
 
 
 
 
 
 
 
 Z 
 
 
 
 
 X 
 
 61 
 
 
 
 
 
 
 Z 
 
 
 
 
 
 
 
 
 Z 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 02 
 
 
 X 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 68 
 
 
 
 
 X 
 
 
 
 Z 
 
 
 
 
 Z 
 
 z 
 
 
 
 
 
 
 
 
 
 
 
 Z 
 
 
 
 
 X 
 
 04 
 
 z 
 
 x :i 
 
 
 X 
 
 X 
 
 X 
 
 
 
 x 3 
 
 
 
 
 z 
 
 
 
 
 
 
 z 
 
 z 
 
 
 
 X 
 
 
 X 
 
 
 z 
 
 66 
 
 
 X 
 
 
 
 
 
 Z 4 * 
 
 
 
 
 x 
 
 x 
 
 
 Z 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 00 
 
 
 X 
 
 
 X 
 
 
 z 
 
 
 
 X 
 
 
 
 
 
 Z 
 
 
 
 
 
 
 
 
 
 z 
 
 
 
 
 
 07 
 
 
 X 
 
 
 X 
 
 5 
 
 X 
 
 
 
 x 
 
 
 
 x 
 
 z 
 
 Z 
 
 
 
 
 
 z 
 
 X 
 
 
 
 x 
 
 
 X 
 
 
 z 
 
 68 
 
 z 
 
 X 
 
 
 X 
 
 X 1 
 
 X 
 
 
 
 X 
 
 
 
 x 
 
 z 
 
 
 
 
 x 
 
 
 x 1 
 
 z 
 
 
 
 
 
 Z 
 
 
 
 60 
 
 
 z 
 
 
 
 X 1 
 
 
 
 
 
 
 x' 
 
 Z* 
 
 
 
 
 
 
 
 
 x-' 1 
 
 
 
 
 
 
 
 
 70 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 71 
 
 
 2 
 
 
 u 
 
 
 ao 
 
 
 
 1( 
 
 
 
 
 25 
 
 
 
 
 
 
 
 
 
 Id'' 
 
 10' 
 
 
 
 
 
 72 
 
 
 
 
 
 
 
 
 
 X 
 
 
 
 x 
 
 
 
 
 
 
 
 
 
 
 z" 
 
 
 
 
 
 
 73 
 74 
 
 
 Z* 
 
 x 
 
 2 
 
 
 z 
 
 X 
 
 
 X 
 
 28 
 
 Z 
 
 z 
 
 
 
 
 X 
 
 Z 
 
 X ; ' 7 
 
 10 
 
 
 
 
 
 
 
 
 
 
 Z 
 
 X" 
 X 
 
 31 
 
 
 
 
 
 75 
 70 
 
 77 
 
 71 
 
 
 
 
 
 Z 
 
 
 z 
 
 
 
 
 x 
 
 
 
 
 
 
 
 
 
 
 
 x 
 
 
 
 
 
 
 7'J 
 
 10 
 
 1( 
 
 17 
 
 18 
 
 19 
 
 20 
 
 2 
 
 S3 
 
 23 
 
 24 
 
 25 
 
 2(i 
 
 27 
 
 28 
 
 28 
 
 30 
 
 81 
 
 32 
 
 33 
 
 M 
 
 3ft 
 
 3(i 
 
 37 
 
 88 
 
 89 
 
 40 
 
 41 
 
 
 pages 328, 329 and 330.
 
 324 
 
 WASTE IN INDUSTRY 
 
 TABLE IV. STATUTORY PROVISIONS 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 ~ 
 
 
 
 1 
 
 
 I 
 5 
 
 2 
 < 
 
 Arkansas 
 
 3. 
 I 
 
 Colorado 
 
 1 
 
 Georgia 
 
 1 
 
 EH 
 
 Indiana 
 
 1 
 
 3 
 
 | 
 
 Maine 
 
 so 
 
 SI 
 
 83 
 
 Procedure 
 Designated body examines or "arbitrates" dispute. . 
 Proceeds to locality of dispute 
 
 
 
 
 
 
 
 
 vCl 
 
 z 
 
 
 
 
 
 z 
 
 X 
 
 gH 
 
 H 
 
 Award 
 Number of days within which award must be made 
 
 10 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 M 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 SB 
 
 Hfi 
 
 To state facts of case and findings relating thereto . . 
 
 X 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 S7 
 
 n 
 
 M 
 
 Binding on parties who Join In submission 
 Number of months award will remain binding 
 May be abrogated by the parties by notice (Numbers 
 show number of days' notice Is required) 
 To be made public 
 
 
 
 
 
 
 KP 
 
 
 
 
 X 
 
 X 
 
 a 
 
 GO 
 
 
 
 
 
 Z 
 
 
 60 
 
 r n 
 
 Disposition of Copies of Award 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 > 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 93 
 M 
 
 oi 
 
 To governor (or other state officials) 
 To local officials (clerk of local court, mayor, etc.) . . . 
 
 General 
 
 X 
 
 
 
 
 
 
 
 X 
 X 
 
 I 
 
 
 
 
 
 
 '.Hi 
 97 
 
 Some methods of enforcement by courts provided . . . 
 
 STATUTORY PROVISIONS FOR LOCAL BOARDS 
 Powers** 
 All powers of state body In the particular case before 
 
 
 
 
 
 X 
 
 
 
 X 
 
 
 
 
 
 
 
 OS 
 
 Exclusive jurisdiction over this dispute, but may ask 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 09 
 
 Jurisdiction 
 Scope 
 Any Industrial dispute (Numbers refer to number of 
 
 
 
 
 
 V 67 
 
 
 
 
 
 HP 
 
 KP 
 
 
 
 10 
 
 100 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 101 
 10-' 
 
 Where parties desire local rather than state action. . . 
 How Obtained 
 
 
 
 
 X 
 
 
 
 
 
 
 
 
 
 
 z 
 
 nn 
 
 Submission to Contain 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 1(14 
 
 Signed 
 
 
 
 
 
 
 
 
 
 
 I 
 
 
 
 
 
 10 r ) 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 Kl.i 
 107 
 10S 
 109 
 
 1 10 
 
 Agreement not to strike or lockout pending award. . . 
 Agreement to abide by award 
 Agreement that award shall be " final" 
 Agreement re length of time award shall be In force. . 
 
 Procedure 
 
 
 
 
 
 
 
 
 
 
 X 
 
 X 77 
 
 
 
 
 
 111 
 1 1 1 ' 
 
 Members sign consent to act or "acknowledgment".. 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 i n 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 114 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 1 1 r i 
 
 
 
 
 
 
 
 
 
 
 
 z 
 
 
 z 
 
 
 
 1 Hi 
 
 
 
 
 
 
 gH 
 
 
 
 
 
 
 
 
 
 
 1 17 
 1 I* 
 
 Decisions 
 Number of days within which decision must be made . 
 
 
 
 
 
 
 
 
 
 
 
 
 191 
 
 
 10 
 
 1 I'l 
 
 
 T 
 
 
 
 
 
 
 
 
 
 
 x 
 
 
 
 
 120 
 
 To be signed 
 
 Z 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 1 
 
 2 
 
 3 
 
 4 
 
 5 
 
 6 
 
 7 
 
 8 
 
 9 
 
 10 
 
 n 
 
 12 
 
 Hi 
 
 14 
 
 For footnotes, see
 
 LEGAL MACHINERY FOR ADJUSTING DISPUTES 
 
 FOR ADJUSTING LABOR DISPUTES Continued 
 
 325 
 
 "1 
 
 in 
 
 7 
 
 B 
 
 1!) 
 
 80 
 
 31 
 
 33 
 
 23 
 
 34 
 
 M 
 
 -| 
 
 37 
 
 88 
 
 89 
 
 M 
 
 M 
 
 a 
 
 33 
 
 M 
 
 35 
 
 36 
 
 37 
 
 38 
 
 yj 
 
 40 
 
 41 
 
 
 
 a 
 
 
 
 
 
 
 
 J 
 
 
 
 
 
 
 
 
 
 
 a 
 
 
 
 
 
 
 
 
 T. 
 
 
 Maryland 
 
 Massachuset 
 
 I 
 
 Minnesota 
 
 I 
 
 I 
 
 \ 
 
 y. 
 
 New Hamps] 
 
 1 
 k 
 
 New York 
 
 o 
 
 3 
 
 5 
 
 f 
 
 Philippine Is 
 
 1 
 
 Rhode Islanc 
 
 South Caroll 
 
 g 
 
 1 
 
 1 
 
 l 
 
 \ 
 
 1 
 
 I 
 
 Wyoming 
 
 United State 
 
 8 
 1 
 
 
 x 
 
 
 
 
 X 
 
 X 
 
 
 x- 
 
 
 X 
 
 
 
 
 
 
 
 
 
 
 
 x 
 
 
 
 
 
 
 80 
 
 
 
 
 2 
 
 
 X 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 X" 
 
 
 
 
 
 81 
 
 
 x 
 
 
 x 
 
 
 1 
 
 
 
 
 
 
 H_ 
 
 
 
 
 
 
 
 
 
 
 
 x- 
 
 
 
 
 
 88 
 
 
 
 
 
 
 
 5 
 
 
 7" 
 
 
 10 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 88 
 
 
 
 
 
 
 
 x 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 x 
 
 
 
 
 
 
 84 
 
 
 
 
 
 
 
 x 
 
 
 
 
 x 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 85 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 X 
 
 
 
 
 
 
 80 
 
 
 X 
 
 
 
 X 
 
 X''" 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 X 
 
 
 
 
 
 
 87 
 
 
 a 
 
 
 B 
 
 
 a 
 
 
 
 B 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 6 
 
 
 
 
 
 88 
 
 
 in 
 
 
 60 
 
 
 50 
 
 
 
 BO 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 BO 
 
 
 
 
 
 89 
 
 
 X 
 
 
 
 
 x 
 
 X 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 X 
 
 x 
 
 
 
 
 
 90 
 
 
 
 
 
 
 x 
 
 
 
 t 
 
 
 X 
 
 
 
 
 
 
 
 
 
 
 
 x 
 
 x 
 
 
 
 
 
 91 
 
 
 
 
 
 
 
 X 
 
 
 
 
 x 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 92 
 
 
 
 
 
 
 
 X 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 93 
 
 
 X 
 
 
 
 
 * 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 x 
 
 
 
 
 
 94 
 
 
 X 
 
 
 
 
 X 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 X 
 
 X 
 
 
 
 
 
 96 
 
 
 X 
 
 
 
 X 
 
 
 
 
 
 
 
 X 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 98 
 
 
 X 
 
 
 X 
 
 
 Jt 
 
 
 
 
 
 
 X 
 
 
 X 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 97 
 
 
 X 
 
 
 
 
 X 
 
 
 
 
 
 
 X 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 9S 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 H 
 
 X 
 
 X 
 
 x 
 
 I 
 
 
 
 
 
 
 
 
 * 
 
 X 
 
 
 X 
 X 
 
 X 
 
 
 * 
 
 
 
 
 X 
 
 
 
 X 
 X 
 
 
 
 x 41 
 
 X 
 
 99 
 100 
 101 
 
 
 x 
 
 K 
 
 x 
 
 
 
 
 X 
 
 
 
 
 X 
 
 
 
 X 
 
 
 
 
 
 
 X 
 
 
 
 
 
 
 X 
 
 103 
 
 
 
 I 
 
 
 
 
 
 
 
 
 
 x 
 
 
 
 
 
 
 
 
 
 x 
 
 
 
 
 
 
 35 
 
 104 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 X 
 
 
 
 
 
 
 
 
 
 
 
 
 
 X 
 
 105 
 
 
 
 
 
 
 
 
 X 
 
 
 
 
 
 
 
 
 
 
 
 
 
 X 
 
 
 
 
 
 
 
 100 
 
 
 
 X 
 
 x 7 
 
 
 x 7 
 
 
 X 7 
 
 
 
 
 X 7 ' 1 
 
 
 X 
 
 X 
 
 
 
 
 
 
 x 7 
 
 
 
 
 
 
 
 107 
 
 
 
 X 7 
 
 
 
 
 
 x 
 
 
 
 
 
 
 
 
 
 
 
 
 
 35 
 
 
 
 
 
 
 x 77 
 
 IDS 
 
 
 
 X 
 
 
 
 
 
 I 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 X 
 
 109 
 
 
 
 
 x 
 
 
 
 
 
 
 x 
 
 X 
 
 
 
 
 
 
 
 
 
 
 X 
 
 
 
 
 
 
 
 110 
 
 
 
 X 
 
 
 
 
 X 
 
 x 
 
 
 
 X 
 
 
 
 
 
 
 
 
 
 
 x 
 
 
 
 
 
 
 
 111 
 
 
 
 
 
 
 
 
 X 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 112 
 
 
 
 
 
 
 
 
 
 
 X 7 '- 
 
 
 
 
 
 
 
 
 X 
 
 
 
 X' 
 
 
 
 
 x 
 
 
 x 
 
 113 
 
 
 
 
 
 
 
 
 
 
 X 
 
 X 
 
 
 
 
 
 
 
 
 
 
 x 
 
 
 
 
 
 
 
 114 
 
 
 
 X 
 
 
 
 
 
 
 
 V 
 
 X 
 
 
 
 
 
 
 
 
 
 
 X 
 
 
 
 
 
 
 X 
 
 115 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 x 
 
 
 
 
 
 
 
 
 
 
 110 
 
 3 
 
 1 
 
 
 1 
 
 
 10 
 
 11 
 
 
 
 5 
 
 
 10 
 
 
 10 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 117 
 
 
 
 
 
 
 
 
 I 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 118 
 
 
 
 
 
 
 
 X 
 
 
 
 X 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 119 
 
 
 
 
 
 
 
 X 
 
 
 
 X 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 120 
 
 15 
 
 14 
 
 17 
 
 18 
 
 19 
 
 20 
 
 81 
 
 33 
 
 M 
 
 M 
 
 85 
 
 88 
 
 27 
 
 88 
 
 M 
 
 80 
 
 31 
 
 3. 
 
 33 
 
 34 
 
 35 
 
 36 
 
 37 
 
 38 
 
 39 
 
 40 
 
 41 
 
 
 pages 328, 329 and 330.
 
 326 
 
 WASTE IN INDUSTRY 
 
 TABLE IV. STATUTORY PROVISIONS 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 13 
 
 
 1 
 
 
 I 
 
 i 
 
 I 
 
 3 
 
 <j 
 
 California 
 
 Colorado 
 
 Connecticut 
 
 5 
 
 | 
 
 c 
 
 1 
 
 Indiana 
 
 p 
 
 1 
 
 Louisiana 
 
 I 
 
 1 
 
 s 
 
 
 Decisions continued 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 122 
 
 T>3 
 
 Must be confined to the dispute directly at Issue. . . . 
 
 
 
 
 
 
 
 
 
 
 z 
 
 gd 
 
 
 * 
 
 
 124 
 
 Number of months It will remain In force 
 Copies to: 
 
 
 
 
 
 
 
 
 
 
 
 12 
 
 12" 
 
 
 
 138 
 
 127 
 
 128 
 
 One to local official (clerk of local court, mayor, etc.) 
 One to governor or state board or other official 
 
 Enforcement 
 
 X 
 X 
 
 
 
 
 
 
 
 
 
 X 
 X 
 
 X 
 
 
 
 X 
 
 129 
 130 
 
 Courts to enforce decision on petition of Injured party 
 
 Expenses (and Salary of Members of Board) 
 Number of dollars per member per day of actual 
 
 4 
 
 X 
 
 
 
 10 
 
 
 
 
 
 1 
 
 5 
 
 
 
 
 X 
 
 131 
 
 Necessary traveling and other expenses of board 
 
 
 
 
 
 
 
 
 
 
 t 
 
 I 
 
 
 
 
 132 
 
 To be paid by the parties 
 
 X> 
 
 X 
 
 
 
 
 
 
 
 
 
 
 
 
 
 134 
 135 
 
 To be paid by the local municipality or county 
 
 STATUTORY PROVISIONS AS TO WITNESSES, EXPERT 
 ASSISTANTS, AND REPORTS 
 General Powers 
 State Boards 
 May Subpoena Witnesses 
 
 
 
 
 
 Y 
 
 
 
 
 I 
 
 
 
 X 
 
 
 
 13(i 
 
 In mediation 
 
 
 
 
 
 
 I 
 
 
 
 
 
 
 I 
 
 X 
 
 
 137 
 
 
 
 
 
 
 
 x 
 
 
 \ 
 
 
 
 
 
 I 
 
 
 138 
 
 
 
 
 
 
 
 
 
 I 
 
 
 
 
 
 
 
 139 
 
 May Compel Production of Books and Papers 
 In all cases . . 
 
 
 
 
 
 T 
 
 
 
 
 K 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 I 
 
 V 
 
 
 141 
 14'' 
 
 In Investigation 
 
 
 
 
 
 
 
 
 
 
 
 
 
 X 
 
 
 143 
 144 
 145 
 
 Local Boards 
 May subpoena witnesses 
 May compel production of books and papers 
 Same powers as state body for the particular dispute 
 
 
 
 
 T 
 
 
 
 
 
 
 X 
 X 
 
 
 
 
 
 14(i 
 
 
 
 
 
 
 
 
 
 
 
 
 X 
 
 
 
 
 147 
 
 State and Local Boards 
 May Invoke court aid In enforcing above powers". . . 
 
 Service of Process 
 
 
 X 
 
 
 X 
 
 
 
 
 z 
 
 t 
 
 X 
 
 X 
 
 ' 
 
 
 
 149 
 150 
 
 By appointee of board 
 
 Subpoenas May Issue from 
 
 X* 8 
 
 X 
 
 I 
 
 
 
 
 jH 
 
 
 
 
 
 
 
 X 
 
 X 
 
 1 51 
 
 
 
 
 
 
 
 I 
 
 
 
 
 
 
 
 
 
 15'' 
 
 
 
 
 
 
 T 
 
 
 
 
 t 
 
 X 
 
 X 
 
 X 
 
 
 
 153 
 
 Oaths May Be Administered by 
 
 
 
 
 
 T 
 
 
 
 
 
 gW 
 
 
 
 
 X 
 
 151 
 
 
 
 
 
 
 
 
 
 X 
 
 X 
 
 
 X 
 
 
 
 
 1 55 
 
 Witness Fees 
 Same as for witnesses In a court of first Instance of the 
 
 
 
 
 
 
 
 
 
 
 
 X 
 
 
 
 X 
 
 1M 
 
 157 
 
 Number of dollars per day attended 
 Expenses of travel to be paid 
 
 
 
 
 
 
 
 
 9 
 
 
 
 
 
 
 
 
 
 1 
 
 I 
 
 3 
 
 4 
 
 5 
 
 B 
 
 7 
 
 8 
 
 '.> 
 
 10 
 
 11 
 
 12 
 
 13 
 
 14 
 
 For footnotes, see
 
 LEGAL MACHINERY FOR ADJUSTING DISPUTES 
 FOR ADJUSTING LABOR DISPUTES Continued 
 
 327 
 
 "I 
 
 16 
 
 17 
 
 IS 
 
 19 
 
 20 
 
 21 
 
 22 
 
 - a 
 
 21 
 
 25 
 
 20 
 
 27 
 
 28 
 
 29 
 
 80 
 
 81 
 
 32 
 
 88 
 
 84 
 
 35 
 
 86 
 
 37 
 
 88 
 
 39 
 
 40 
 
 41 
 
 
 Maryland 
 
 Massachusetts 
 
 Michigan 
 
 Minnesota 
 
 Missouri | 
 
 i 
 
 
 a 
 
 a 
 
 % 
 
 1 
 
 % 
 
 New Hampshire | 
 
 New Jersey 
 
 >H 
 I 
 
 , 
 
 I Oklahoma 
 
 I 
 
 1 
 
 f' 
 I 
 
 Philippine Is. 
 
 I Porto Rico 
 
 1 
 
 1 
 
 
 Z 
 
 | South Carolina 
 
 5 
 
 3 
 
 i 
 
 , 
 
 | 
 
 Vermont 
 
 1 Washington 
 
 
 ^ 
 
 Wyoming 
 
 United States 
 
 1 
 
 
 
 
 
 
 
 x 
 
 
 
 X 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 121 
 
 
 
 
 
 
 
 
 
 
 x 3 ' 
 
 
 
 
 
 
 
 
 
 
 
 x si 
 
 
 
 
 
 
 x 
 
 122 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 123 
 
 
 
 
 
 
 
 
 3 si; 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 124 
 
 z 
 
 
 X 
 
 
 
 
 X 
 
 
 
 Z 
 
 
 
 
 
 z 
 
 
 
 
 
 
 X 
 
 
 
 
 
 
 x 
 
 125 
 
 
 X 
 
 
 1 
 
 
 x 
 
 x 
 
 
 
 x 
 
 
 x 
 
 
 x 
 
 
 
 
 
 
 
 X 
 
 
 
 
 
 
 X 
 
 \v; 
 
 120 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 X 
 
 
 
 
 
 
 
 12S 
 
 
 
 
 
 
 
 
 Z 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 129 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 5 
 
 8 
 
 X s - 1 
 
 
 
 3 8S 
 
 4 
 
 
 
 
 
 8* 
 
 
 M 
 
 
 
 
 
 
 
 3 
 
 
 
 
 
 
 z" 
 
 130 
 
 
 
 
 
 
 
 
 x 
 
 
 X 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 x 
 
 131 
 
 
 
 
 
 
 
 x 
 
 x 
 
 
 M 
 
 
 
 
 
 
 
 
 
 
 
 X y ' 
 
 
 
 
 
 
 
 132 
 
 
 
 Z 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 133 
 
 
 I 
 
 
 
 
 I 
 
 
 
 
 
 
 Z 
 
 
 
 
 
 
 
 
 
 
 
 \ 95 
 
 
 
 
 
 134 
 
 x 
 
 
 
 
 
 X 
 
 X 
 
 I 
 
 Z 
 
 
 
 Z 
 
 z 
 
 . z 
 
 Z 
 
 
 
 x 
 
 
 z 
 
 
 
 z 
 
 x 
 
 
 Z 
 
 
 X 
 
 z 
 
 135 
 130 
 137 
 138 
 
 139 
 140 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 z 
 
 
 
 
 
 
 
 
 z 
 
 
 
 141 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 142 
 
 z 
 
 
 Z 
 
 
 
 
 
 
 
 Z 
 
 z 
 
 
 
 
 
 
 
 x 
 
 
 
 x 
 
 
 
 X 
 
 
 
 x 
 
 143 
 
 X 
 
 
 Z 
 
 
 
 
 
 
 
 X 
 
 
 
 
 
 
 
 
 
 
 
 X 
 
 
 
 
 
 
 
 144 
 
 
 x 
 
 
 X 
 
 
 x 
 
 X 
 
 
 
 
 
 x 
 
 
 Z 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 145 
 
 z 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 146 
 
 
 
 * 
 
 
 Z 
 
 
 
 * 
 
 
 z 
 
 
 * 
 
 
 
 
 
 
 X 
 
 
 
 
 
 z 
 
 
 
 z 
 
 
 x 
 
 147 
 
 
 
 
 
 X 9 " 
 
 
 
 
 z 
 
 
 
 x 
 
 z 
 
 z 
 
 
 
 
 
 
 
 
 z 
 
 
 X 
 
 
 
 
 148 
 
 
 
 
 
 
 
 Z 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 Z 
 
 
 
 
 
 
 
 149 
 
 
 X 
 
 
 Z 
 
 
 Z 
 
 
 
 
 
 
 x 
 
 
 z 
 
 
 
 
 
 
 
 
 
 X 
 
 
 
 
 x 
 
 150 
 
 z 
 
 
 
 
 
 
 
 
 x 
 
 
 z 
 
 
 
 
 
 
 
 
 
 
 X 
 
 
 
 X 
 
 
 
 
 151 
 
 
 
 I 
 
 
 X 
 
 
 xi< 
 
 
 
 X W1 
 
 
 
 z 
 
 
 
 
 x 
 
 
 
 
 
 X 
 
 
 
 
 
 
 152 
 
 
 x 
 
 
 
 
 s 
 
 
 x 
 
 
 
 
 Z 
 
 JJ 
 
 J 
 
 
 
 
 
 
 
 
 
 X 
 
 
 
 
 x 
 
 153 
 
 jWI 
 
 
 
 
 
 
 
 
 x 
 
 z 
 
 
 
 
 
 
 
 
 
 
 
 * 
 
 
 
 x 
 
 
 
 
 154 
 
 
 X 
 
 
 X 
 
 X 
 
 
 Z 
 
 
 
 
 X 
 
 
 
 
 
 
 
 
 
 
 
 
 X 
 
 
 
 
 x 
 
 155 
 
 
 
 
 
 
 x 
 
 
 
 
 
 
 Z M 
 
 
 8 
 
 
 
 
 
 
 
 5 
 
 
 
 
 
 
 
 150 
 
 
 X 
 
 
 
 
 X 1M 
 
 
 
 
 
 
 S 1M 
 
 
 z 
 
 
 
 
 
 
 
 x 
 
 
 
 
 
 
 X 
 
 157 
 
 15 
 
 10 
 
 17 
 
 18 
 
 1!) 
 
 20 
 
 21 
 
 22 
 
 2, 
 
 24 
 
 25 
 
 88 
 
 27 
 
 28 
 
 29 
 
 30 
 
 31 
 
 32 
 
 33 
 
 84 
 
 35 
 
 30 
 
 37 
 
 88 
 
 39 
 
 40 
 
 41 
 
 
 pages 328, 329 and 330.
 
 328 
 
 WASTE IN INDUSTRY 
 
 TABLE IV. STATUTORY PHOVISIONS 
 
 
 
 , 
 
 2 
 
 3 
 
 4 
 
 5 
 
 8 
 
 7 
 
 8 
 
 9 
 
 10 
 
 11 
 
 12 
 
 18 
 
 1 1 
 
 8 
 
 c 
 
 
 Alabama 
 
 < 
 
 Arkansas 
 
 U 
 
 Colorado 
 
 Connecticut 
 
 4 
 g 
 
 
 
 
 
 | 
 1 
 
 I 
 
 - 
 
 Indiana 
 
 
 
 E 
 
 Kansas 
 
 | 
 
 ! 
 
 9 
 3 
 
 1 If 
 
 Fees Paid by 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 K IM 
 
 15!) 
 
 Parties 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 100 
 161 
 
 102 
 
 io:j 
 164 
 
 105 
 
 100 
 
 Local municipality or county 
 
 Expert Assistants (State Boards Only) 
 May be employed on request by parties 
 May be employed by the board on own motion 
 Expenses paid by the state 
 
 Reports Required of State Boards 
 Annual to governor 
 Annual to legislature 
 Biennial 
 
 
 
 
 
 
 z 
 
 
 
 
 
 
 X 
 
 I 
 
 
 X 
 
 107 
 
 108 
 
 Ot each case to legislature 
 To Include recommendations tor legislation 
 
 z 
 
 
 
 
 gill 
 
 X 
 
 
 
 
 
 
 
 X 
 
 
 
 
 1 
 
 2 
 
 8 
 
 4 
 
 5 
 
 6 
 
 7 
 
 8 
 
 9 
 
 10 
 
 11 
 
 U 
 
 18 
 
 14 
 
 (Action charted refers only 
 ibers 
 
 FOOTNOTES TO 
 
 1 Body entitled "Court of Industrial Relations" (Statute of Jan., 1920). 
 
 2 This provision was never compiled with by legislation of any sort. 
 
 3 Industrial conciliation only a part of the duties with which this body Is charged, 
 to this feature.) 
 
 4 In addition to members shown above, the Board Includes two farmers, to complete the total of seve 
 required. 
 
 6 Advice and consent of the Senate not required. 
 Applies to only two of the three members. 
 
 7 Consent of Senate necessary for removal. 
 
 8 To contain two representatives. 
 
 ' Employer or employee members to be appointed from lists submitted for the purpose. 
 
 10 A neutral member to be the Judge of the District Court, Is provided only In cases of arbitration. 
 
 11 The neutral member Is to be the State Commissioner of Labor. 
 
 12 One to be from party receiving highest number of votes at last election, one from next highest party, and one 
 from a "bona fide labor organization." 
 
 13 No more than one member to belong to the same political party. 
 
 14 Members, except farmers, must have been engaged In Industrial work In the state for at least three years pre- 
 ceding appointment. 
 
 15 Citizenship of Porto Rico and of the United States Is required. 
 
 18 Only the "Commissioner of Mediation and Conciliation" gives full time to this work, the other member 
 receiving pay per number of days actually served. 
 
 17 In addition, the State Commissioner of Labor acts as Chairman or Moderator, without a vote. 
 
 18 Two to be selected. 
 
 19 If no agreement Is reached, the submission to arbitration Is recalled. 
 
 20 No members to be directly connected with case, but some members to have knowledge of the Industry In which 
 dispute arises. State Board members or other officials to be members, and if appointment of third member becomes 
 necessary, the Chief of Bureau deputizes some member of his staff for the purpose. 
 
 21 Only true where no agreement is reached on neutral member. In which case the Chief of the Bureau of Media- 
 tion, etc., becomes such member and Is Chairman. 
 
 22 Applies to local board compensation. 
 
 23 Only disputes regarding wages, hours, and conditions of employment. 
 
 24 "Whenever practicable." 
 
 25 If thought desirable, Board may act even though specified number Is not Involved. 
 2S Only disputes In specified Industries. 
 
 27 Only disputes regarding conditions of labor. 
 
 28 Only disputes regarding wages, hours, and conditions of employment on Interstate carriers engaged In Inter- 
 state commerce. 
 
 28 Local governmental officials or labor officials given duty to notify Board of disputes within their territory. 
 
 30 Mediation usually only on application, but may act on own motion re public service corporations in disputes 
 with their employees. 
 
 31 During mediation neither party to use time so gained for advantage over the other. 
 
 32 Action to be by the State Commissioner of Labor. 
 
 33 Public notice of hearing or not, at discretion of Board, where parties desire private hearing. 
 
 34 If parties refuse to submit dispute to arbitration. State Labor Commissioner requests a sworn statement of 
 the reasons for such refusal, making this public. 
 
 35 In specified Industries, or by agreement. In other Industries. 
 
 36 If governor thinks public welfare Is threatened. (In Oklahoma, If Board thinks public Is likely to suffer 
 Injury.)
 
 LEGAL MACHINERY FOR ADJUSTING DISPUTES 
 
 FOR ADJUSTING LABOR DISPUTES Continued 
 
 329 
 
 16 
 
 16 
 
 17 
 
 18 
 
 Ifl 
 
 80 
 
 21 
 
 29 
 
 23 
 
 24 
 
 28 
 
 28 
 
 27 
 
 28 
 
 20 
 
 30 
 
 31 
 
 32 
 
 38 
 
 M 
 
 86 
 
 30 
 
 37 
 
 38 
 
 89 
 
 40 
 
 41 
 
 
 
 - 
 
 
 
 
 
 
 
 | 
 
 
 
 
 
 
 
 
 
 
 
 a 
 
 a 
 
 
 
 
 
 
 
 
 
 
 Maryland 
 
 Massachuse 
 
 Michigan 
 
 Minnesota 
 
 Missouri 
 
 Montana 
 
 Nebraska 
 
 Nevada 
 
 ~ 
 k 
 
 Y-, 
 
 New Jersey 
 
 New York 
 
 , 
 
 Oklahoma 
 
 d 
 
 Pennsylvanl 
 
 fl 
 
 
 
 5 
 
 Rhode Islan 
 
 3 
 I 
 
 South Dako 
 
 1 
 
 | 
 
 Vermont 
 
 | 
 
 d 
 
 Wyoming 
 
 United Stat 
 
 | 
 
 
 z 
 
 
 X 
 
 
 X 
 
 C MI 
 
 
 
 
 
 
 
 X 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 158 
 
 
 
 
 
 
 
 3jM7 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 X 
 
 
 
 
 
 
 
 1 5'. 
 
 
 
 
 
 
 
 
 
 
 
 
 X 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 100 
 
 
 x 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 X 
 
 
 
 
 
 Mil 
 
 
 X 
 
 
 
 
 
 
 
 
 sw 
 
 
 
 
 
 
 
 
 
 
 
 
 
 X 
 
 
 X 
 
 
 
 102 
 
 
 X 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 X 
 
 
 
 
 
 103 
 
 
 
 C M 
 
 
 
 X 
 
 
 
 K M 
 
 
 
 X 
 
 
 X 
 
 ( M 
 
 
 
 
 
 
 
 X 
 
 
 
 
 
 
 104 
 
 
 X 
 
 
 JJ 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 X 
 
 X 110 
 
 
 
 
 
 
 
 
 
 105 
 
 
 
 
 
 X 
 
 
 X 
 
 
 
 
 X 
 
 
 
 
 
 
 
 
 
 
 
 
 X 
 
 
 
 
 
 100 
 
 
 
 
 
 
 
 X 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 107 
 
 
 
 
 X 
 
 X 
 
 
 
 
 
 
 
 
 
 X 
 
 
 
 
 X 
 
 
 
 
 
 
 
 
 
 
 10S 
 
 15 
 
 16 
 
 17 
 
 18 
 
 19 
 
 30 
 
 11 
 
 22 
 
 28 
 
 24 
 
 28 
 
 20 
 
 27 
 
 28 
 
 29 
 
 80 
 
 81 
 
 32 
 
 83 
 
 M 
 
 88 
 
 86 
 
 87 
 
 88 
 
 39 
 
 40 
 
 41 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 STATUTORY PROVISIONS 
 
 37 Any dispute not subject to any action before a state court. 
 
 38 Where a submission to a local board of arbitration has been unsuccessful. 
 
 39 Only disputes regarding wages. 
 
 40 Where stoppage Is Imminent, parties given duty to submit to Investigation. 
 
 41 Only disputes on Interstate carriers engaged In Interstate commerce. 
 
 42 Notice of hearing specifically called for. 
 
 43 If governor and a majority of board deem an Investigation advisable. 
 
 44 Report, but to governor Instead of to public. 
 
 45 Findings of fact reported to governor unless majority of board deem this unwise. 
 
 46 See section under "Witnesses" for further powers of investigating bodies. 
 
 47 Same powers as a board of arbitration. 
 
 48 Board may have assistance of attorney-general or other officials. 
 
 49 Decision, binding on parties who join therein. (In Missouri, binding unless exceptions are filed within five 
 days.) 
 
 50 Same powers as a court to enforce orders at hearings. 
 
 51 State Industrial Commissioner. If he so desires, or If requested by either party, may call In two disinterested 
 citizens to assist In the investigation. 
 
 52 Where dispute Is not suable In state courts. 
 
 63 Commission requests parties to forward applications for arbitration to It. 
 
 64 If work has ceased. Commission not to act until it Is resumed. 
 
 55 The vagueness of many statutes makes accurate classification difficult. The arbitration section records 
 nothing not specified In the statute, but this does not mean that points not specified are excluded. Thus, only six states 
 in so many words require submission to be in writing, but It is submitted that In the other cases this Is implicit In 
 the statute, especially where submission Is required to be signed. 
 
 56 On information of dispute, Board Itself tries to get case submitted to it. 
 
 57 Names of employee signatories to be kept secret. 
 
 58 Pending award, parties to remain In statu quo. 
 
 59 If either party falls to perform promises, Board ceases operations until other party In writing agrees to a reaump 
 tlon. 
 
 60 Mandatory public notice of hearing. Discretionary when parties request no hearing. 
 
 61 Additional persons to be added to Board for this duty. No provision for non-public hearing. Meetings to 
 be open to public. Record to be kept. 
 
 62 Inquiry may be carried beyond state lines. 
 
 > 3 May enforce orders at hearings with same powers as a Court of Common Pleas. 
 
 64 If dispute Is re wages, decision reverts back to date on which employees presented written demand on employer. 
 
 65 Decision to be "final and binding." 
 
 66 May also be abrogated by agreement of parties, or otherwise, as provided In submission. 
 " Whenever the State Industrial Commission considers It expedient. 
 
 68 Action by governor, on own motion, or on application, whenever an interruption of Industry "would be to the 
 detriment of the public interest." Board first offers mediation, then requests submission to arbitration, and. If 
 unsuccessful In this, Investigates. Secretary of State acts as secretary and keeps records. 
 
 69 Disputes not in Interstate commerce which threaten public welfare, where the parties, or officials, petition 
 governor to appoint a board. 
 
 70 The local board act applies chiefly to mechanical and mining Industries. 
 
 71 In the Industries specified In the statute. 
 
 72 Under the Consolidation Act of 1913, the State Industrial Commission may appoint local boards at a com- 
 pensation of S5 per day. These may establish their own rules of procedure, hold hearings and publish reportj 
 Deputies of the Commission may serve thereon, but without the extra compensation.
 
 330 WASTE IN INDUSTRY 
 
 FOOTNOTES Continued 
 
 73 Submission to be "required" by the Commission In cases where disputes threaten an Interruption of Industry 
 "with detriment to the public Interests." 
 
 74 "Railway Boards of Labor Adjustment" may also act on own motion, or on request of the National Railway 
 Labor Board, as well as on application by the parties. 
 
 76 Inferred, as decisions are to have such binding effect as had been agreed upon In the submission. 
 
 76 Agreement that award may be specifically enforced In equity, and to remain In force for one year, no new 
 arbitration to be asked on same dispute during said year, unless award be set aside by mode specified. 
 
 77 To stipulate how future disputes arising out of this award may be settled. Board may be reconvened for this 
 purpose. 
 
 78 Evidence not restricted to technical, legal evidence. Board may enforce Its writs the same as a District Court. 
 May hold hearing outside of state with governor's permission. 
 
 79 Attorneys or other agents of the parties may not appear before the Board. 
 
 80 Hearing to be within ten days of appointment of board. Pending award there are to be no discharges save 
 for certain stated causes, and no strikes, or advice leading toward strikes. 
 
 81 Decision may become an order of State Industrial Commission when approved by It. 
 
 82 Status quo to be kept for at least ten days by the parties pending award. 
 
 83 Extension of ten more days may be granted by the State Board. 
 
 84 If similar disputes are going on, the parties may submit them to this board for arbitration. 
 
 85 Award of either Board or Umpire may be Impeached for fraud, accident, or mistake. If award Is for money. 
 It may be made of record by filing with the District Court. 
 
 86 Thirty days' notice of abrogation necessary. 
 
 87 To the Board of Mediation and Conciliation. 
 
 88 No more than ten days to be paid for In any one arbitration. In Oregon, twenty days. 
 
 89 Fees and expenses "as fixed by the State Board." Probably paid by the state. 
 
 90 As fixed by the Board of Mediation and Conciliation. 
 
 91 If the dispute was voluntarily submitted, the expenses are to be paid by the parties, otherwise by the state. 
 
 92 Members authorized to receive expenses, but no further compensation. 
 
 93 Parties to give a bond conditioned upon the payment of all expenses connected with the arbitration. 
 
 94 May summon any employee who keeps a record of wages. 
 
 95 Board may summon any operative, or any person who keeps a record of wages In the department of the business 
 In which the dispute arose. 
 
 96 Although It Is not stipulated In all states that court aid may be secured In enforcing the power of summoning 
 witnesses, etc., It Is submitted that the power carries with It the possibility of this being enforced. 
 
 97 Fee the same as for similar services for courts of first instance to be paid by the local municipality or county 
 In which the dispute exists. 
 
 98 To receive the same fees as are provided for witnesses. 
 
 99 Subpoenas Issue from the Chairman or Clerk In cases of Investigation, and from "the Board" In cases of arbi- 
 tration. 
 
 100 May Issue from secretary. 
 
 101 Any Justice of the Peace or clerk of a court of record will Issue subpoenas for this board. 
 
 102 All testimony to be on oath or affirmation. 
 
 103 May be administered by clerk or deputy. 
 
 104 Same, as In State Supreme Judicial Court. 
 
 105 25 cents for each hour In attendance in excess of two hours, and 5 cents per ml'e each way for necessary travel. 
 
 106 50 cents for attendance, and 25 cents for each hour above two, and 5 cents per mile traveling expenses each way 
 (for witnesses before State Board only). 
 
 107 Fees to be paid by the parties where the case was voluntarily submitted (otherwise by the State). 
 i 8 An accountant may be employed to examine books and papers for Board. To be sworn. 
 
 109 Not stated to whom, but Inference Is clear that It Is to governor. . 
 
 110 Unless the Board deems It undesirable to make such report. Also reports on each case to governor. 
 11 Reports on occasion only
 
 CHAPTER XIV 
 INDUSTRIAL ACCIDENTS 
 
 BY SIDNEY J. WILLIAMS 
 
 The Cost of Accidents. Accidents contribute to industrial waste in 
 three ways: 
 
 1. The loss of productive labor on the part of workmen who are 
 killed or injured, together with the cost of medical and surgical attention 
 and the overhead cost in connection with the payment of claims. 
 
 2. The indirect loss of production due to the stoppage or slowing up 
 of work when an accident occurs. This applies not only to the operation 
 at which the man is injured, but also to other operations dependent 
 thereon. It applies also to " near-accidents " in which no personal 
 injury occurs. 
 
 3. The injurious effect of frequent accidents on the morale of workers. 
 Conversely, it may be noted, successful accident prevention work leads 
 to improvement in labor relations. 
 
 Direct Cost of Accidents. In 1919 there occurred, in all the indus- 
 tries of the United States, about 23,000 fatal accidents; about 575,000 
 non-fatal accidents causing four weeks or more disability; about 3,000,000 
 accidents in all causing at least one day's disability. 1 The figures for 
 1918 were about 13% higher. 
 
 The time lost as a result of these accidents may be computed as follows : 
 
 Days 
 
 Actual time lost in 2,977,000 non-fatal accidents 50,000,000 
 
 Loss of future earning power as result of complete or partial permanent 
 disability resulting from 115,000 accidents included in above, equivalent 
 
 to 108,000,000 
 
 Loss of earning power resulting from 23,000 fatal accidents equivalent to 2 . 138,000,000 
 
 Total 296,000,000 
 
 1 Estimate of F. S. Crum, Assistant Statistician, Prudential Life Insurance Company, 
 based on all available statistics. 
 
 2 The equivalents here used are those agreed upon by the statisticians of the Federal 
 and State Labor Departments and Industrial Commissions. The equivalent for 
 death or permanent total disability is 6,000 days, based on a twenty-year expectancy of 
 working life for the average workman accidentally killed or injured. Smaller equiva- 
 lents are used for the loss of an arm, hand, finger, etc. 
 
 331
 
 332 WASTE IN INDUSTRY 
 
 If we may assume an average wage of $4 per calendar day ($28 per 
 week) the above time lost represents a wage loss of $1,184,000,000. From 
 this we may subtract the actual cost of subsistence of the men killed, 1 
 which may be placed at approximately 60% of their wages, or about 
 $331,000,000. This leaves a net economic loss to the country of about 
 $853,000,000 for the year 1919. 
 
 A part of this loss is borne by the employer in the form of payments 
 under workmen's compensation laws, made either direct to the workman 
 or in the form of insurance premiums. The remainder is borne by the 
 workman himself, and his dependents. 
 
 In addition to compensation actually paid to the workman, the 
 employer pays for medical and surgical aid and hospital bills, and also, 
 except where he is self -insured, he bears the various administrative and 
 overhead expenses of the insurance companies. In one state Wisconsin 
 these costs other than compensation amounted to 86% of the actual 
 compensation paid to workmen; while the actual compensation amounted 
 to about 22% of the total actual and prospective wage loss. Such data 
 as are available from other states, and from insurance companies operating 
 nationally, indicate that the Wisconsin figures are approximately typical. 
 If this is the case, then the total direct cost of industrial accidents in the 
 United States in 1919, including medical aid and insurance overhead, 
 was not less than $1,014,000,000, of which $349,000,000 was borne by 
 employers and $665,000,000 by employees and their dependents. These 
 approximate figures are still short of the mark because they do not include 
 such items as medical expenses incurred by workmen and not paid by the 
 employer or insurance company; overhead cost of personal accident 
 insurance carried by workmen; cost of training new men to take the 
 place of those injured; employment department and welfare department 
 expense in keeping track of injured workmen and their families. 
 
 Experience indicates, and authorities agree, that 75% of this loss 
 could be avoided. This would mean a saving of a quarter of a billion 
 dollars yearly to employers, and a saving of half a billion dollars yearly 
 to employees. 
 
 Results Accomplished in Accident Prevention. The best measure 
 of accident cost in and to an industrial concern is the " severity rate " 
 or number of days lost per thousand hours worked, using for fatalities 
 and permanent disabilities the equivalents already employed above. 
 This is a more exact measure than the compensation cost, because the 
 latter varies with changing rates of wages and changes in compensation 
 laws. The records necessary to compute severity rates, however, are 
 often not available, especially for earlier years, even in many companies 
 which have done very successful and profitable safety work. The following 
 1 For a period of twenty years, as above.
 
 INDUSTRIAL ACCIDENTS 
 
 333 
 
 table shows the records of a few companies in reducing their " severity 
 rate," typical of those for which exact figures are available. 
 
 PER CENT REDUCTION IN ACCIDENT 
 
 
 Severity Rate 
 
 
 
 Company 
 
 (Days lost per 
 10000 hours 
 
 Two Years 
 Compared 
 
 Average Number 
 Employees 
 
 
 worked) 
 
 
 
 Raritan Copper Works 
 
 81% 
 
 1912 1920 
 
 900 
 
 E. I. du Pont de Nemours Co. 
 
 77% 
 
 1910 1919 
 
 17,000 
 
 T. H. Symington Company. . 
 
 87% 
 
 1919 1920 
 
 500 
 
 The Federal Rubber Co 
 
 62% 
 
 1918 1920 
 
 1,700 
 
 Bethlehem Steel Company 
 
 
 
 
 (Bethlehem Plant) 
 
 65% 
 
 1919 1920 
 
 13,000 
 
 Halcomb Steel Co 
 
 77% 
 
 1916 1918 
 
 1,400 
 
 Four Wheel Drive Auto Co.. 
 
 83% 
 
 1917 1918 
 
 1,300 
 
 Oliver Iron Mining Co 
 
 73% 
 
 1919 1920 
 
 2,400 
 
 The above records are the more remarkable when it is considered 
 that in several cases for example, the Bethlehem Steel Company 
 considerable progress had been made in accident prevention before the 
 period covered by the table. If accurate records for the years preceding 
 the inauguration of safety work were available, the total reduction would 
 frequently be found to exceed 90%. 
 
 Doubtless many other companies which have spent considerable 
 money on safety work have secured less favorable results. Such companies 
 are naturally less likely to publish their figures. In most, if not all of 
 such instances, for one reason or another proper methods have not been 
 used. Authorities agree that it is possible, by using the methods already 
 worked out, to reduce deaths and serious accidents and therefore to 
 reduce accident cost in American industry by at least 75%. 
 
 The cost of carrying on successful safety campaigns has been a small 
 fraction of the saving made. Thus the United States Steel Corporation 
 has stated that its safety work has yielded a net profit to the company of 
 more than one billion dollars per year. Similarly, a coal mine employing 
 about one hundred men reports a decrease of 68% in accident cost per 
 ton of coal, even when the cost of the safety department is included with 
 the actual compensation and medical expense during the later period. 
 
 The methods used in securing these results are similar in all industries. 
 They represent a combination of two factors: on the one hand, mechanical 
 and engineering improvements, ranging from a simple gear guard up to 
 the complete redesign of processes and equipment; and on the other hand 
 a definite system of education and supervision not only of workmen but
 
 334 WASTE IN INDUSTRY 
 
 of foremen and superintendents. Experience has shown, not only that 
 the combination of these two factors is necessary for complete success, 
 but further that each increases the value of the other. Improvements in 
 equipment and methods have made it possible to obtain a readier response 
 to educational efforts among workmen and foremen; while the educa- 
 tional and supervisory work has led to the invention of safer and better 
 equipment and methods, and the more willing use of the improved equip- 
 ment which had been provided. An outline of the principal essentials of 
 organized accident prevention work is given elsewhere in this chapter. 
 
 Indirect Cost of Accidents Benefits from Prevention. The total 
 economic cost of accidents is not limited to the direct cost already dis- 
 cussed. A description of two typical instances will illustrate what is meant 
 and will pave the way for a general analysis. 
 
 In a plant manufacturing aluminum canteens for the War Depart- 
 ment, each half of the canteen was formed on a stamping press. Several 
 operators lost one or more fingers at this work. A state inspector, calling 
 to investigate, found that these accidents occurred when the operator 
 reached in to free a piece which had stuck in the die. As a remedy he 
 suggested a foot-operated kick-out. The War Department representative 
 protested against this change on the ground that the canteens were urgently 
 needed and their production must not be interrupted. Finally the press 
 was shut down and the kick-out installed. To the surprise of every one, 
 within a couple of days the output of canteens had caught up with pro- 
 duction schedule and thereafter the daily production was approximately 
 doubled as a result of installing the kick-out. 
 
 Another company, manufacturing metal beds, had a bad accident 
 record in its punch press department. A safety engineer was employed. 
 He found that the accidents occurred because the operators had to put 
 their hands under the die, in placing and removing material. To remedy 
 this he introduced a variety of semi-automatic feeds, most of them 
 simple home-made affairs, with which the operator fed the material into 
 a trough instead of placing it directly in the press. These changes imme- 
 diately brought about, not only a practical elimination of serious accidents, 
 but also an increase in production, ranging from 10 to more than 100%. 
 
 What caused these large increases in output? The accidents occurred 
 because the operator placed his hand in the press, either in the normal 
 operation of placing or removing material or in the supposedly exceptional 
 instances where the material stuck and had to be pried loose. In a very 
 small fraction of these cases, either the operator inadvertently tripped 
 the press or something went wrong in the clutch; the plunger descended 
 and injured his hand. While personal injury occurred in only a few 
 instances, every time the operator put his hand into the press, time was 
 lost sometimes a fraction of a second, sometimes more. When the
 
 INDUSTRIAL ACCIDENTS 335 
 
 operation was changed so that the man had no need to put his hand in 
 the press, these time losses were; saved a larger economic gain than the 
 elimination of the few personal injuries. 
 
 Another factor in the increase of output was doubtless the elimination 
 of fear or nervousness. An operator who knows that a false move may 
 cost him a finger especially if he has seen another man injured at the 
 same operation is likely to be cautious and slow in his movements. If 
 he has to reach into the press, he may take his foot off the treadle in order 
 to avoid the possibility of tripping. In various ways he may lose more time 
 than is required by the additional motion of reaching into the press. 
 Again, consider a truck load of material being pushed through a shop by a 
 workman. A piece of material falls off the truck and injures the work- 
 man's foot. We call this an accident and we know that it results in an 
 economic loss. But there are many other times perhaps a hundred or 
 more when a piece falls off the truck but does not happen to fall on the 
 workman's foot. Every time this happens, there is more or less damage 
 to the material, its container, or the floor; the workman must stop and 
 pick up the piece perhaps he must call some one else to come and help 
 him; other truckers behind him are forced to wait; the machine operator 
 who is to use the material may also be delayed. The foreman or safety 
 inspector who investigates the occasional personal injury may find that 
 it was caused by a hole in the floor, by too restricted a passageway, by 
 poor lighting, by an improperly designed truck, or any of several other 
 causes. When this defect is remedied it saves not only the occasional 
 injury but the much more frequent loss of time. From the economic 
 standpoint, the injury is chiefly important not because of its own direct 
 cost but because it attracts attention to a condition of inefficiency which 
 in the aggregate is even more costly. 
 
 Accident Prevention as Stimulus to Efficiency. These instances lead 
 to a general analysis. What is an accident? One dictionary definition 
 is " anything occurring unexpectedly." In this broad sense, the material 
 sticking in the punch press, the belt breaking, the casting falling off the 
 truck, the railroad train jumping the track, is an accident, whether any 
 person happens to be injured or not. Against this idea, place the idea 
 which is the spirit and aim of all large scale production to determine the 
 " one best way " of doing things, and always to do each thing in that one 
 way. Obviously, these two ideas are in direct opposition. All accidents 
 in the broad sense all things occurring unexpectedly are hindrances to 
 efficiency, whether any one happens to be injured or not. The occasional 
 accident in which some one is injured therefore has a significance beyond 
 its own cost it serves as a symptom of many other " accidents " in 
 which no one was injured but through which time was lost and pro- 
 duction curtailed.
 
 336 WASTE IN INDUSTRY 
 
 If accidents hinder efficiency, it is equally true that efficiency hinders 
 accidents. In a perfectly efficient plant, nothing would ever happen 
 unexpectedly and there could be no accidental injuries. The fact is, 
 however, that few if any plants are perfectly efficient. The two punch 
 press departments mentioned above were in factories whose general 
 management and whose profits were well above the average. Particular 
 attention had been given to increasing production efficiency. Never- 
 theless, the constant loss of time due to the lack of a kick-out in the one 
 case and of chute feeds in the other case passed unnoticed until attention 
 was attracted by the injury of operators, and a remedy was suggested by 
 a safety inspector or engineer. As long as executives and engineers, 
 like other men, are imperfect, any new impetus to higher production 
 efficiency any new assistance in securing the higher efficiency is a good 
 thing. Therefore accident prevention work is economically desirable 
 as an aid to efficiency as well as for its direct saving of money. 
 
 This is particularly true because safety work has a human as well as a 
 production appeal. Most executives as well as most workmen are instinct- 
 ively more sympathetic to a suggestion designed to prevent human 
 injury than to those designed merely to improve mechanical efficiency. 
 Perhaps this explains why in the instances above quoted, as in many 
 others, changes have been made to prevent accidents and have incidentally 
 increased production, where no one had thought of making the same 
 changes for production purposes only. 
 
 It is impossible to make even an approximate estimate of the amount 
 of money which has been saved or may be saved by increasing production 
 through accident prevention work. In the specific instances noted, 
 punch press production was increased 10 to 100%. In general, the 
 limit of this saving is nothing less than the total saving which might 
 be made through the elimination of all stoppages or interruptions in pro- 
 duction. Whatever this possible saving may be and we know that 
 it is tremendous organized accident prevention work will be of material 
 assistance in bringing it about. 
 
 Accident Prevention and Better Industrial Relations. Industrial 
 waste arises, not only from imperfect physical equipment and methods, 
 but also from imperfect relations between management and men. In 
 improving the latter, as well as the former, safety work plays an important 
 part. 
 
 Accidents have a certain effect on labor turnover. When a man is 
 injured, another must be put in his place. This, however, is not the only 
 way in which accidents affect labor turnover. Frequent accidents affect 
 the worker's feeling toward the management; they make him less pro- 
 ductive in his work and more ready to quit on slight provocation. On 
 the other hand, in a shop or other place of employment where attention
 
 INDUSTRIAL ACCIDENTS 337 
 
 is given to accident prevention, the feeling of the workman is very dif- 
 ferentpartly because he appreciates having a safe place in which to work, 
 but still more because of the co-operative methods used in making the 
 place safe. 
 
 The recognized basis of safety work as successfully practiced in this 
 country to-day is co-operation between management and men. We have 
 already pointed out that successful safety work is a combination of 
 engineering and education. To get results from any educational work 
 requires the good-will and preferably the co-operation of those to be 
 educated. 
 
 Very few accidents are due to mechanical causes alone. In most 
 instances the human element enters, often to a controlling degree. In 
 the average plant, the fullest possible provision of mechanical guards 
 for gearSj belts, circular saws, and the like will not prevent more than 5 to 
 10% of the accidents. Attention to some of the less obvious engineering 
 factors lighting, internal transportation system, and the redesign of 
 equipment and processes which are inherently hazardous will prevent 
 many more accidents. There will still remain, however, a large per- 
 centage which can be prevented only by greater caution on the part of 
 the workmen and of the supervisory force. This can be secured only by 
 organization and education which lead the workman to realize that in 
 this matter his interests and the interests of the employer are identical, 
 that the only way they can prevent accidents is by working together, 
 and that the result of their joint efforts will be of benefit to both. 
 
 Here arises the great contribution of safety to the betterment of indus- 
 trial relations. When workmen find that it is both possible and profitable 
 to co-operate with the management in preventing accidents, they begin 
 to see that it may be possible and profitable to co-operate in other respects 
 as well. Many industrial executives testify that this is the case. One 
 of them said two years ago, " I believe that accident prevention during 
 the past ten years has offered the first common ground on which employer 
 and employee can meet with mutual understanding of each other's 
 motives, and with profit to both." The workmen's safety committees 
 later described in this report, and first organized a dozen years ago, were 
 forerunners of the general shop committees and the employee represen- 
 tation plans now in use. Good-will and co-operation with respect to safety 
 which is a non-controversial subject as between employer and employee 
 lead to good-will and co-operation in other more delicate problems of 
 shop management, such as hours of work and wages. 
 
 Conversely, improved industrial relations tend to reduce accidents. 
 Records show that green men are about five times as likely to be hurt as 
 experienced men; therefore any reduction in labor turnover is an aid to 
 safety. The same is true of any industrial relations or betterment work
 
 338 WASTE IN INDUSTRY 
 
 which improves the worker's state of mind or his health, because mental 
 and physical disturbances have been found to be large contributory 
 factors in producing accidents. As with mechanical efficiency, so with 
 employee relations improvement in both of these goes hand in hand 
 with improvement in safety, each influence reacting beneficially upon 
 the other. 
 
 Essentials of Successful Safety Work. 1. The Management. An 
 efficient safety organization starts at the top. First, the manager must 
 do his part, and his part is to " put safety on the map." He must make it 
 a necessary part of the process of production, get back of it so actively 
 that every foreman and workman will know just what the company 
 proposes to do to help make the plant safe. He must convince his men by 
 visible signs, in the form of mechanical guards, good lighting, etc., that he 
 is doing his full part, before he can expect his men to take safety seriously 
 or give any genuine co-operation. He must bring his superintendents 
 and foremen to believe in safety and to give it their whole-hearted and 
 intelligent co-operation. 
 
 2. The Safety Engineer. One man should be made responsible for 
 the safety work in every plant, regardless of its size. His duties and 
 qualifications will determine whether he should be called the safety 
 engineer, safety director, safety inspector, or by some other equally 
 significant title. For brevity he is here referred to as the safety engineer. 
 In small plants he need not devote his entire time to accident prevention, 
 but under no circumstances should this responsibility be given as a side- 
 line to an already overworked individual. 
 
 The safety engineer should be given opportuntites to acquaint himself, 
 by reading and by personal contact, with the methods employed by other 
 safety engineers who have done effective accident prevention work. The 
 following will suggest a few of the duties of a safety engineer: 
 
 1. Check up unsafe practices, insanitary conditions, the use and need of safe- 
 guards, etc. 
 
 2. Keep in touch with foremen and secure their co-operation by serving them. 
 
 3. Recommend methods of safeguarding and follow up installations. 
 
 4. Check all specifications and drawings for new equipment or repairs to see that 
 provision is made for safety. 
 
 5. Supervise bulletin board service. 
 
 6. Supervise safety educational activities. 
 
 7. Arrange programs for safety meetings. 
 
 8. Investigate all serious accidents and near-accidents. 
 
 3. Central Safety Committee. In large plants the safety organization 
 should be headed by a central safety committee to which all important 
 matters should be referred for decision. In some cases the plant " staff," 
 if it meets regularly, may make unnecessary the formation of a central
 
 INDUSTRIAL ACCIDENTS 339 
 
 safety committee. The central safety committee should include the 
 superintendent as chairman, the safety engineer as secretary, and four 
 or five other men occupying responsible positions, such as chief engineer, 
 master mechanic, employment manager, purchasing agent, and depart- 
 ment superintendents. 
 
 An effective central safety committee will relieve the manager of 
 many details, and, by making thorough investigations of all important 
 problems, will enable the manager to make quick decisions in promoting 
 safety work. This committee should have authority to: 
 
 1. Pass on controversial matters. 
 
 2. Establish standards for safeguards. 
 
 3. Review reports and recommendations of safety engineer, foremen, and work- 
 men. 
 
 4. Formulate safety rules. 
 
 5. Outline educational methods and direct safety campaigns. 
 
 6. Study accident experience tabulated by safety engineer. 
 
 4. Foremen and Sub-Foremen. The attitude of the workman toward 
 safety depends to a great extent upon the attitude of the foreman. 
 Discipline has a place in safety work, but in the long run a foreman must 
 lead his men into safe habits, not drive them. Foremen should: 
 
 1. Instruct their men, especially new men. 
 
 2. Enforce safety rules with wise discipline. 
 
 3. See that tools and machines are kept in proper repair and adjustment. 
 
 4. Inspect their departments and render weekly reports. 
 
 5. Investigate accidents and near-accidents and recommend methods of pre- 
 
 vention. 
 
 6. Keep closely in touch with and encourage the workmen's safety committees. 
 
 5. Foremen's Safety Meetings. In small plants where there are only 
 one or two foremen, these men are often considered part of the plant 
 staff, and thus participate in the meetings of the central safety committee. 
 In larger plants, where the central safety committee does not include 
 all of the foremen, special safety meetings for foremen and sub-foremen 
 should be held at least once each month, to consider reports of inspection 
 committees, new recommendations, progress on approved recommenda- 
 tions, accident experience, etc. 
 
 6. Foremen's Inspection Committee. In plants having more than 
 500 employees it is advisable for the purpose of standardizing safety 
 work to appoint a foremen's inspection committee, consisting of at least 
 five foremen selected from different departments. The membership 
 should be changed at regular intervals. This committee should make 
 one general inspection of the plant at least every three months once a 
 month is preferable. Each report of this committee should be submitted 
 at the foremen's meeting.
 
 340 WASTE IN INDUSTRY 
 
 7. Safety Mass Meeting for all Employees. As soon as possible after 
 the first foremen's safety meeting, the manager should call a general 
 meeting of all employees for the purpose of explaining to them the entire 
 plan and securing their co-operation. 
 
 8. Workmen's Safety Committee. Give a workman some active part 
 in safety work, some recognition, some responsibility and you will secure 
 his interest. This has been the experience of all companies which have 
 properly organized workmen's safety committees. The one indispen- 
 sable thing is that the foremen shall believe in the committee idea and 
 constantly encourage the men in their work. When the workmen are 
 given full opportunity to ascertain just how men are being injured in their 
 departments, they find out for themselves what a small percentage of 
 the accidents can be prevented by mechanical guards and what a large 
 percentage are due to unsafe practices. The duties of the workmen's 
 safety committees are: 
 
 1. To make regular inspections for unsafe conditions and practices, and submit 
 to the foreman a written report of findings. 
 
 2. To instruct and warn fellow workmen regarding dangerous practices. 
 
 3. To investigate all serious accidents and near-accidents and submit reports and 
 recommendations. 
 
 9. Safety Bulletin Boards. Bulletins giving pictures and stories 
 which drive home what the workman can do to protect himself, have 
 come to be recognized as one of the most effective means of reaching the 
 men. Bulletin boards should be placed at convenient points in each 
 department. 
 
 The secret of a live bulletin board is constant change always something 
 new, something striking. In addition to the National Safety Council 
 safety bulletins, home-made bulletins should be used covering accidents 
 or near-accidents which have actually occurred in the plant, together 
 with interesting exhibits, such as goggles which prevent eye injuries. 
 
 The foregoing outline of the essentials of successful accident prevention 
 work is recommended by the National Safety Council of Chicago, based 
 on the experience of its 4,000 member companies, including the com- 
 panies whose accomplishments in accident reduction have been previ- 
 ously noted. 
 
 Relations of Safety Department to Other Departments. Preceding 
 sections have indicated that to be successful, accident prevention work 
 must be closely tied in with the production and engineering departments 
 on the one hand and with the personnel or industrial relations department 
 on the other. In the latter are included the employment department and 
 the medical or health department. Co-operation with the medical 
 department is necessary in the treatment of injuries and in the return 
 of injured men to work at the proper time and under proper conditions;
 
 INDUSTRIAL ACCIDENTS 341 
 
 also with respect to the physical examination of new employees. 
 Inspections for safety and for sanitation are also closely allied and in 
 many plants are carried out by the same men. 
 
 Between the employment department and the safety department 
 the most important point of contact is the instruction of new men. As 
 new men are especially susceptible to injury, an important feature of every 
 safety program is the instruction of the new man in the safe way of doing 
 his work. This should be carried out in connection with any general 
 instruction that is given to new employees. 
 
 The teaching of English to workmen is also closely associated with 
 safety. Non-English-speaking workmen are particularly liable to injury 
 because often they do not really understand how to do their work and do 
 not understand the instructions of their foremen. Teaching these men 
 to speak English reduces the accident rate. On the other hand, written 
 or oral lessons on how to avoid injury are often used as material in teaching 
 English. 
 
 While some companies place safety work directly under the production 
 department, the majority make it one of the division of the personnel 
 department. The safety department then acts in an advisory or con- 
 sulting capacity toward the production and engineering departments. 
 This arrangement is desirable because it has been found that in order to 
 prevent accidents, responsibility must be placed squarely upon the pro- 
 duction executives, from the manager down to the foreman, for these are 
 the only men who can really bring about the proper maintenance of physical 
 conditions in the plant and proper supervision of employees. 
 
 SIDNEY J. WILLIAMS.
 
 CHAPTER XV 
 
 HEALTH OF INDUSTRIAL WORKERS 
 
 BY EUGENE LYMAN FISK, M.D., ASSISTED BY C. T. SHARPE, M.D. 1 
 FOREWORD 
 
 " Ii is becoming realized more and more that health rather than material wealth is a people's greatest 
 asset, as upon its health, its sanity, and its vigour depend its progress, its prosperity, and its destiny. 
 Inleed, health and not wealth is the basis of a people's ambitions, aspirations, and achievements." * 
 
 This investigation was undertaken for the purpose of ascertaining the 
 degree of waste arising in industry from ill health arid physical insuffici- 
 encies. It soon became apparent that to restrict the investigation or the 
 discussion of this problem to a particular class of workers would be an 
 unwise limitation of the investigation and would not lead to a sufficiently 
 broad treatment of the fundamental problems involved. 
 
 The word " industry " is used throughout industrial literature in a 
 rather vague and indeterminate sense. For some it connotes mechanical 
 factory labor; for others, all gainful occupations. 
 
 A continual restriction of the term " industrial worker " to mechanical 
 factory labor operates in our judgment to erect an unnecessary and formal 
 barrier between capital and labor. It lends support to the notion that 
 fundamentally different types of human beings are engaged in these sub- 
 divisions of human activity. It is desirable to recognize that from the 
 President of the United States to the laborer in the factory or on the 
 farm, all citizens not physically incapacitated are, or should be, workers. 
 The fundamental needs and responsibilities of all citizens as to the 
 maintenance or upbuilding of health are similar, and we cannot properly 
 solve the health problems of the factory worker unless we consider him 
 as one of the great army of the gainfully employed rather than a special- 
 ized unit in a division of that army. An investigation of this type should 
 include in its scope an inquiry into the root causes of human insufficiency, 
 of human failure and unhappiness. Any progress made in the solution 
 of these supreme human problems will likewise solve the problems of the 
 factory worker. 
 
 Research Assistants, Mabel Webster Brown, Jane Olcott Walters, Nellie Dunn 
 MacKenzie. 
 
 2 Armstrong- Jones, Robert. A Review of Dementia Praecox Studies. Science 
 Progress, London, July, 1920, v. 15, pp. 155-59. 
 
 342
 
 HEALTH OF INDUSTRIAL WORKERS 343 
 
 Perhaps the thought we have in mind may be more clearly conveyed 
 by considering actual conditions in a large automobile factory. Under 
 the roof of such an establishment, which is certainly regarded as being 
 included in industry, we find under modern conditions engineers, chemists, 
 physicians, lawyers, even literary men publicity men technical experts 
 of various kinds, mechanics and ordinary laborers. There is no sharp 
 line of demarcation here between the industrial worker in the restricted 
 sense, the commercial worker and the executive. We believe it will lead 
 to a solution of all these problems, whether of health, organization, pro- 
 ductivity or social progress, if these discussions of human needs include 
 the entire group, rather than sharply differentiating one group from 
 another. The health of the chief executive and his aids may have a 
 profound influence on the situation of the entire group. 
 
 In considering this problem, however, it is well to have before us a 
 picture of the working population. This we may readily derive from a 
 consideration of the following analysis of gainfully employed indi- 
 viduals in the United States, based upon census records and an assumed 
 increase in population for 1921, which brings the total for these classes 
 up to 42,000,000 grouped as follows: 
 
 Farm laborers 7,762,000 
 
 Farmers 6.846,000 
 
 Proprietors and officials 3,150,000 
 
 Professional 2,268,000 
 
 Lower salaried 2,646,000 
 
 Servants 1,722,000 
 
 Industrial wage earners 16,044,000 
 
 Unclassified 2,520,000 
 
 It should be borne in mind, therefore, that throughout this report on 
 health where the terms " working classes," " those gainfully employed," 
 " industrial workers," " wage-earning population," or similar expressions 
 are used in the discussion of health in industry, reference is made to all 
 gainfully employed persons, unless otherwise specified. 
 
 APPROACH TO THE PROBLEM 
 
 Direction of Evolution in Man. No satisfactory solution of the 
 problems relating to the influence of impaired health conditions on the 
 productivity and adjustment to labor of the industrial workers may be 
 expected until there is first attained a good working knowledge of the 
 type of organism that is under consideration, i. e., civilized man. What 
 is man's physical equipment as a machine and how near to perfection, 
 or rather how far from perfection, is he on the average? Is he 
 naturally tending toward physical perfection by a process of evolution
 
 344 WASTE IN INDUSTRY 
 
 and can he be left gradually to move toward that goal, or must he employ 
 his intelligence not only for individual protection and advancement 
 but for the improvement of his race? 
 
 Leading biologists assure us that there is no evidence that the physical 
 type of existing races has improved during the historical period of about 
 one hundred centuries and there is considerable evidence to show that 
 man has so eased his struggle for existence as to halt the progress of 
 natural evolution. 1 
 
 The actual physical records would in fact suggest that the present 
 favorable general death rate (12.9 per 1,000 in 1919, United States Reg- 
 istration Area) is due rather to a mitigation of the struggle for existence 
 and a protection of the community from communicable disease than an 
 actual upbuilding of the physique and underlying resistance of the people. 
 There is real danger in drawing a too sweeping conclusion from the evi- 
 dence supplied by general death rates as to the physical advancement 
 of the race. 
 
 Partial pre-war studies, 2 such as have been made by the Life Exten- 
 
 , Edwin Grant. The Direction of Human Evolution. New York; Scrib- 
 
 ner, 1921. 
 
 Osborn, Henry Fairfield. Men of the Old Stone Age. New York; Scribner, 1915. 
 Grant, Madison. The Passing of the Great Race. New York; Scribner, 1916. 
 Tyler, John M. The New Stone Age of Northern Europe. New York; Scribner, 
 
 1920. 
 Metchnikoff, Elie. The Nature of Man. New York; Putnam 1910. 
 
 The Prolongation of Life. New York; Putnam, 1910. 
 
 2 Fisk, Eugene Lyman. The Possible Functions of the Life Insurance Company in 
 the Conservation of Health. Address delivered before the Section on Social 
 and Economic Science, American Association for the Advancement of Science, 
 Cleveland, O., January 3, 1913. 
 
 - Some Results of Periodic Health Examinations. Address delivered before 
 the American Association for the Advancement of Science, December, 1914. 
 Popular Science Monthly, v. 86, pp. 324-330. 
 
 Periodic Physical Examination of Employees : Its Economic and Social 
 Value. Address delivered before the National Association of Manufacturers, 
 New York City, May 26, 1915. 
 
 Findings of the Life Extension Institute in Physical Examinations of Industrial 
 Workers. Address delivered before the Annual Meeting of the American 
 Public Health Association, Rochester, N. Y., September 8, 1915. 
 
 Increasing Mortality in the United States from Diseases of the Heart, Blood 
 Vessels and Kidneys. Address before the Philadelphia Pathological Society, 
 October 14, 1915. New York Medical Journal, January 15, 1916, v. 103, 
 No. 3, pp. 97-106. 
 
 Influence of the War on our Health Ideals. Address before the Eastern 
 Association School, Silver Bay on Lake George, 1917. Physical Training, 
 October, 1917, v. XIV, No. 10, October, 1917, pp. 443-^54. 
 
 Schereschewsky, J. W. Studies in Vocational Diseases The Health of Garment 
 Workers, United States Public Health Bulletin No. 71. Washington; Govern- 
 ment Printing Office, 1915.
 
 HEALTH OF INDUSTRIAL WORKERS 345 
 
 sion Institute, by Schereschewsky, Mock, Clark, Britton, Farnum and 
 others in the physical examination of workers in all walks of life, and also 
 life insurance records, revealed the probability of what was actually 
 found by the warring nations in the physical sifting of their populations. 
 Man is far below a reasonable standard of animal excellence. 1 His 
 period of full vigor and physical freedom is brief compared to his life 
 cycle and to what might easily be attained by better breeding, better 
 physical training, more intelligent care of his body and more rational 
 adjustment to his work. The following chart 2 illustrates this thesis: 
 Clark, W. I. Medical Supervision of Factory Employees. Journal of the American 
 
 Medical Association, February 15, 1913, v. LX, No. 7, pp. 508-510. 
 Mock, H. E. An Efficient System of Medical Examination of Employees. Address 
 at the Tenth Annual Meeting of the National Association for the Study and 
 Prevention of Tuberculosis, Washington, D. C., May 7-8, 1914. Transactions, 
 pp. 39-46. 
 
 Britton, J. A. The Relation of Medical Examinations of Employees to the Hygiene 
 of the Working Place and the Efficiency of the Working Force. Address at 
 the Tenth Annual Meeting of the National Association for the Study and Pre- 
 vention of Tuberculosis, Washington, D. C., May 7-8, 1914. Transactions, 
 pp. 47-50. 
 
 Rector, F. L. Physical Examination of Industrial Workers. Journal of the 
 American Medical Association, December 18, 1920, v. 75, pp. 1739-1741. Re- 
 print, p. 2. 
 
 Schereschewsky, J. W. Medical Examination of Employees as a part of Industrial 
 Insurance. Address at the Tenth Annual Meeting of the National Association 
 for the Study and Prevention of Tuberculosis, Washington, D. C., May 7-8, 
 1914. Transactions, pp. 51-54. 
 
 Sachs, T. B. The Campaign in Chicago for Medical Examinations of Employees. 
 Address at the Tenth Annual Meeting of the National Association for the Study 
 and Prevention of Tuberculosis, Washington, D. C., May 7-8, 1914. Trans- 
 actions, pp. 35-38. 
 
 Farnum, C. G. The Scope of Medical and Surgical Supervision. Read at a meet- 
 ing of the American Association of Industrial Physicians and Surgeons, Detroit 
 Michigan, June 12, 1916, Proceedings, pp. 19-23. 
 
 The Relationship of Impaired Physical Condition to Accidents. Read 
 before the Section on Industrial Hygiene of the American Public Health Asso- 
 ciation, 43d Annual Meeting, Rochester, N. Y., September 9, 1915. 
 Harris, L. I. and L. I. Dublin. The Health of Food Handlers. A co-operative 
 Study by the Department of Health, the Metropolitan Life Insurance Company 
 and the American Museum of Safety. Monograph Series No. 17 of the Depart- 
 ment of Health of the City of New York, August, 1917. 
 
 1 Great. Britain Inter-Departmental Committee. Report on Physical Deteriora- 
 
 tion, 1904. 
 
 Great Britain. Physical Training Commission. Report on Scotland, 1904. 
 Great Britain. Ministry of National Service. Report v. 1, 1917-1919, upon the 
 
 Physical Examination of Men of Military Age by National Service Medical 
 
 Boards from November 1, 1917-October 31, 1918. London; His Majesty's 
 
 Stationery Office, 1920, p. 6-23, 66, 75, 85. 
 
 2 U. S Bureau of the Census. United States Life Tables, 1910. Washington; 
 
 Government Printing Office, 1916. p. 18-19. 
 American Experience Table of Mortality.
 
 346 
 
 WASTE IN INDUSTRY 
 
 The length of the period or " spans " of mature life after adolescence 
 varies greatly according to the aspect from which it is viewed. The four 
 following " spans " have been generally distinguished: 
 
 The Health Span, or period of physical freedom and full vigor after maturity; 
 
 ages 18 to 31. 
 The Work Span, or period when men can compete in industry on a fair basis of 
 
 equality; ages 20 to 42. 
 The Military Span, or ages at which men are eligible for active military service; 
 
 ages 18 to 42. 
 
 (Britain raised the age to 50 late in the war but accepted very few at that age.) 
 The Biblical or Traditional Life Span, extending to age 70. 
 
 AGES 
 
 40 50 60 
 
 (18-31) HEALTH SPAN or Period of Physical Freedom and Full Vigor 
 (20-42)WORK SPAN or Period of Maximum Productivity in Industry 
 
 FIG. 1. 
 
 The median age at death is 60, according to the United States Life 
 Table, 1910. (This is the age at which one-half of a group of even age 
 will be dead.) The most appalling feature of this evidence is the brief 
 duration of the Health Span and Work Span compared to the Life Span. 
 Insurance tables end at 95 Census Life Table at 106. 
 
 During the period of active, vigorous industrial life, ages 20 to 40, 
 the death rate rises in the United States 166%. 1 
 
 This explains why 42 was fixed as the extreme limit for active military 
 service in Great Britain until over-age men were taken, and has often been 
 fixed as the limit for acceptance for active industrial service. (The 
 formal military age limits are 18 to 45, but no country calls men above 
 40 for active service if it can avoid it.) 
 
 1 U. S. Bureau of the Census. United States Life Tables, 1910. Washington: 
 
 Government Printing Office, 1916. 
 Fisk, Eugene Lyman. Diseases of Mature Life. Read at the Annual Conference 
 
 of Sanitary Officers, New York State Department of Health, Saratoga Springs, 
 
 June 25, 1919
 
 HEALTH OF INDUSTRIAL WORKERS 347 
 
 The significance of these movements in mortality is made clear in the 
 military records of this and other countries. 
 
 The rise of the rejection rate for military service is consistent with 
 the rise in the death rate as age advances. For example, in Great Britain 
 an analysis of a representative group of 10,000 men examined for service 
 showed the following ratios i 1 
 
 Ages 18 23 40 
 
 Rejection rate 22% 48% 69% 
 
 Increase over age 18. +118% +213% 
 
 2 Death rate per 1000 England and Wales 191 1-1912.. 3 3.8 8.1 
 
 Increase over age 18 +26% +170% 
 
 The rising death rate after age 18 (actually it commences at 12) 
 reflects the cumulative effect of various factors in the environment acting 
 upon the organism. Its resistance depends upon inherited constitution 
 and the nurture, training and protection that has been afforded and 
 maintained from childhood onward. This increase in the death rate 
 and the ratio of physical defects is not the result of a fixed biological 
 law but of ignorance and neglect. 3 
 
 In this country, a study of ages 21 to 30 showed an increase of 30% 
 in the rejection rate over that for age 21 for military service, 4 which is 
 entirely consistent with British figures. 
 
 The rejection rate for active military service (Group A), ages 21 to 
 31, for the whole number in the United States draft is not known, but 
 has been estimated by the Surgeon General's office as approximately 28%, 6 
 although there is reason to believe it was higher. It was 33% in the 
 first draft. 6 
 
 1 Comrie, John D. An Analysis of Physical Defects Among the General Male 
 
 Population, Based upon 10,000 Recruit Examinations. Lancet (London), 
 November 29, 1919. p. 957-960. 
 
 2 Great Britain. Life Table No. 8. 
 
 3 Loeb, Jacques. The Organism as a Whole. New York; Putnam, 1916. 
 
 The Mechanistic Conception of Life. Chicago; University of Chicago Press, 
 
 1912. 
 
 Schaefer, E. A. Life; Its Nature, Origin and Maintenance. London, Longmans, 
 Green & Co., 1912. 
 
 4 U. S. Provost Marshal General. Second Report to the Secretary of War on the 
 
 Operations of the Selective-Service System to December 20, 1918. Washington ; 
 Government Printing Office, 1919, p. 161, Table 55. 
 
 5 Love, Albert G. and Charles B. Davenport. Defects Found in Drafted Men 
 
 Statistical Information Compiled from the Draft Records Showing the Physical 
 Condition of the Men Registered and Examined in Pursuance of the Require- 
 ments of the Selective-Service Act. Under Direction of Surgeon General 
 M. W. Ireland, U. S. War Department, Washington; Government Printing 
 Office, 1920, Table 3, p. 46 and Table 1, p. 417. 
 Davenport, Charles B. Personal Communication. 
 
 6 U. S. Provost Marshal General. Second Report to the Secretary of War on the
 
 348 WASTE IN INDUSTRY 
 
 In Great Britain the rejection rate for ages 18-42 was 64%. Only 
 36% were accepted in Grade 1 as eligible for full active military service, 
 22% in Grade 2; 31% in Grade 3; 10% in Grade 4. (This report covers 
 the examination of 2,425,184 men of military age 18-42.) 1 
 
 The British Committee, commenting on these figures, has this to say : 2 
 
 " These four inferences may be summarized by saying that medical 
 examinations showed that, of every nine men of military age in Great 
 Britain, on the average three were perfectly fit and healthy; two were 
 upon a definitely infirm plane of health and strength, whether from some 
 disability or failure in development; three were incapable of undergoing 
 more than a very moderate degree of physical exertion and could almost 
 (in view of their age) be described with justice as physical wrecks, and the 
 remaining man as a chronic invalid, with a precarious hold upon life." 
 
 Is Man Physically Deteriorating? The problem as to whether the 
 physical state of civilized man is deteriorating is obscured by many 
 complex factors. It is apparently negatived by the increased expectation 
 of life in all civilized countries and the progressive fall in the general 
 death rate. 
 
 For example, in the United States registration area, the general death 
 rate has fallen from 17.6 per thousand in 1900 to 12.9 per thousand in 
 1919. 3 
 
 In Great Britain 4 and Sweden 5 and other European countries 
 there has been similar improvement in the death rate at practically all 
 ages of life, but chiefly at the younger ages. 
 
 It is notable that the death rate from organic diseases is greater in this 
 country than in England and Wales and that death in the middle age of 
 life is now likewise greater, although not formerly so. 6 
 
 Operations of the Selective-Service System to December 20, 1918. Washing- 
 ton; Government Printing Office, 1919, p. 162, Table 57. 
 
 1 Great Britain. Ministry of National Service. Report v. 1, 1917-1919, upon the 
 
 Physical Examination of Men of Military Age by National Service Medical 
 Boards from November 1, 1917-October 31, 1918. London; His Majesty's 
 Stationery Office, 1920, p. 4. 
 
 2 Ibid. 
 
 3 U. S Bureau of the Census. Mortality Statistics, 1919, Washington; Govern- 
 ment Printing Office, 1921, p. 9. 
 
 4 Great Britain. Registrar General. 79th Annual Report, 1916, p. 8-9. 
 
 Fisher, Irving and Eugene Lyman Fisk. How to Live. New York; Funk & 
 Wagnalls, 1921, p. 384. 
 
 6 Sweden. Report Royal Central Bureau of Statistics, Stockholm; 1916. Mortality 
 Extension Tables, 1916. 
 
 Fisher, Irving and Eugene Lyman Fisk. How to Live. New York; Funk & 
 Wagnalls, 1921, p. 389. 
 
 6 Fisher, Irving and Eugene Lyman Fisk. How to Live. New York; Funk & 
 Wagnalls, 1921, p. 378-380. 
 
 Hoffman, Frederick L. Recent Statistics of Heart Disease. Journal of the 
 American Medical Association, May 15, 1920, v. 74, p. 1364.
 
 HEALTH OF INDUSTRIAL WORKERS 
 
 349 
 
 ANALYSIS OF SEVEN LOCAL BOARDS IN DETROIT, BROOKLYN AND NEW YORK 
 (SUBURBAN AND CITY). 1 
 
 
 Number 
 
 Percentage 
 of Those 
 Examined 
 
 Number of men called 
 
 8 875 
 
 
 Number of men examined 
 
 7 611 
 
 
 Number of men discharged for physical reasons 
 
 2232 
 
 29 
 
 Prominent Causes of Rejection: 
 Defective eyes 
 
 462 
 
 6 
 
 Defective teeth 
 
 366 
 
 4 8 
 
 Underweight .... . . ... 
 
 350 
 
 4 6 
 
 Hernia . 
 
 223 
 
 2 9 
 
 Heart defects 
 
 184 
 
 2 4 
 
 
 180 
 
 2 3 
 
 Injured or amputated limbs 
 
 169 
 
 2 2 
 
 Ear defects . .... 
 
 88 
 
 1 2 
 
 Tuberculosis of lungs 
 
 77 
 
 1 
 
 Tuberculosis of joints 
 
 2 
 
 
 Undersize 
 
 53 
 
 .7 
 
 Genito-urinary bladder etc 
 
 37 
 
 5 
 
 Varicose veins 
 
 35 
 
 4 
 
 Overweight .... . 
 
 32 
 
 4 
 
 Syphilis 
 
 32 
 
 .4 
 
 Varicocele 
 
 28 
 
 .3 
 
 
 38 
 
 5 
 
 Asthma bronchitis etc 
 
 21 
 
 3 
 
 Mental and insane . ... 
 
 14 
 
 .2 
 
 Debility and poor physique 
 
 16 
 
 .2 
 
 Miscellaneous injuries 
 
 15 
 
 .2 
 
 Hemorrhoids and fistula 
 
 18 
 
 24 
 
 Kidney disease 
 
 10 
 
 .1 
 
 Rheumatism . . . 
 
 8 
 
 .1 
 
 Epilepsy 
 
 7 
 
 .1 
 
 Miscellaneous defects 
 
 7 
 
 .1 
 
 
 
 
 1 Fisher, Irving and Eugene Lyman Fisk. How to Live. New York; Funk & 
 Wagnalls, 1921, p. 400^01. 
 
 Fisk, Eugene Lyman. Some Lessons from the Recent Draft Examinations. 
 Address before Section 1, American Association for the Advancement of Science, Decem- 
 ber 31, 1917. Journal American Medical Association, February 2, 1918, v. 70, No. 5, 
 p. 300 -303.
 
 350 
 
 WASTE IN INDUSTRY 
 
 ORGANIC HEART DISEASE AND ACUTE NEPHRITIS AND BRIGHT'S DISEASE DEATH 
 RATE PER 1000 POPULATION BY AGE GROUPS IN THE REGISTRATION AREA 1910 
 MALES ONLY. COMPARED WITH ENGLAND AND WALES. 191 1. 1 
 
 
 
 
 Per Cent 
 
 
 U.S. 
 
 England 
 and Wales 
 
 Excess of 
 United States 
 Over England 
 and Wales 
 
 All Ages 
 2-4 
 
 2.548 
 0.240 
 
 1.629 
 0.115 
 
 36.06 
 52.08 
 
 5-14 
 
 0.247 
 
 0.167 
 
 32.38 
 
 15-24 
 
 0.367 
 
 0.278 
 
 24.25 
 
 25-44 
 
 1.080 
 
 0.715 
 
 33.79 
 
 45-64 
 
 5.303 
 
 3.939 
 
 25.72 
 
 65 and over 
 
 26.23 
 
 14.83 
 
 43.46 
 
 DEATH RATE PER 1,000 POPULATION BY AGE IN THE REGISTRATION AREA 1910. 
 ENGLAND AND WALES. 1911. 2 
 
 
 
 
 Per Cent 
 
 
 U.S. 
 
 England 
 and Wales 
 
 Excess of 
 United States 
 Over England 
 
 
 
 
 and Wales 
 
 All ages 
 
 15.96 
 
 15.58 
 
 2.38 
 
 2-4 
 
 9.34 
 
 9.96 
 
 -6.63 
 
 5-14 
 
 3.12 
 
 2.77 
 
 11.25 
 
 15-24 
 
 5.09 
 
 3.42 
 
 32.80 
 
 25-44 
 
 8.79 
 
 6.39 
 
 27.30 
 
 45-64 
 
 21.42 
 
 20.54 
 
 4.10 
 
 65 and over 
 
 85.13 
 
 85.65 
 
 -.06 
 
 In the United States, the improvement is limited to the early ages; 
 after age 50 there is little evidence of improvement and some evidence 
 of an increasing mortality is exhibited in a number of studies. 3 
 
 There is evident need to combat the chronic organic maladies that 
 limit the Working Span and are not now systematically attacked as are 
 typhoid, tuberculosis and venereal diseases 4 and cancer. 
 
 1 U. S. Bureau of the Census. Mortality Statistics, 1918, Washington; Govern- 
 ment Printing Office, 1920, p. 17. 
 
 2 Ibid. 
 
 3 Fisher, Irving and Eugene Lyman Fisk How to Live. New York; Funk & 
 Wagnalls, 1921, p. 378-380. 
 
 4 Hoffman, Frederick L. Recent Statistics of Heart Disease. Journal of the Ameri- 
 can Medical Association, May 15, 1920, v. 74, p. 1364.
 
 HEALTH OF INDUSTRIAL WORKERS 351 
 
 The recent organization of the Association for the Prevention and 
 Relief of Heart Disease and the organization of cardiac clinics, show a 
 growing recognition of this need. 1 
 
 Morbidity Rates. From the death rate we turn to the sick rates for 
 further light on the condition of the population. 
 
 In the report on National Vitality prepared by Professor Irving Fisher 
 for the National Conservation Commission appointed by President 
 Roosevelt in 1909, it was estimated that there were about 3,000,000 persons 
 seriously ill at all times in the United States and that 42% of this illness 
 was preventable with a resulting extension of life of over 15 years. 2 
 
 Even in the short period of time since that report was issued a measure 
 of this reduction has been noted. The estimate of 13 days annual 
 loss from illness must now be reduced to approximately 7. The duration 
 of life has actually been extended probably a period of five years. The 
 Life Tables for 1910 for the original registration states were the first 
 reliable life tables issued based upon the mortality in the registration 
 states and can be compared only with separate life tables such as those 
 of Massachusetts, where the expectation of life in the first year of life has 
 increased among males from 44 years (1893-7) to 49 years (1910) and 
 among women from 46 years (1893-7) to 53 years 3 (1910). 
 
 While it is not now, and never has been possible to collect complete 
 and mathematically accurate morbidity statistics for the entire country, 
 nevertheless critical studies of special groups in the population enable 
 us to approximate the morbidity rate in the general population and in 
 industry. Changes that have taken place in the death rates from some 
 of the principal diseases that contributed to the morbidity rate when the 
 report on National Vitality was issued, furnish consistent and confirma- 
 tory evidence of the fact suggested by the morbidity surveys herein 
 quoted, that there is now less disability and sickness present than there 
 was even fifteen years ago. 
 
 Investigations of the United States Commission on Industrial Rela- 
 tions in 1913-15 which cover a survey of the sickness prevalent among 
 approximately a million workers of representative occupations, revealed 
 an average loss to more than 30,000,000 American wage-earners of about 
 nine days per year. 4 
 
 1 Association for the Prevention and Relief of Heart Disease. First Report, covering 
 the period from its incorporation, December 18, 1915 to January 1, 1921. (Office 
 of the Association, 325 East 75th Street, New York City.) 
 
 2 Fisher, Irving. Report on National Vitality, Its Wastes and Conservation. 
 Washington; Government Printing Office, 1909, p. 12. 
 
 3 Massachusetts. Report State Board of Health, 1898, p. 822-825 (figures for 1893- 
 1897); Life Tables State of Massachusetts, U. S. Census, 1910, p. 50-53 (figures for 
 1910.) 
 
 4 U. S. Commission on Industrial Relations. Final Report, 1 913-1915, v. 1, p. 124.
 
 352 WASTE IN INDUSTRY 
 
 The Social Insurance Commission of California, reporting in 1917, 
 estimated an average annual loss to wage-earners on account of sickness 
 of six days. 1 
 
 The Dallas Wage Commission in 1919 estimated an average loss of 
 6.8 days. 2 
 
 The Metropolitan Life Insurance Company, through a sickness census 
 of policyholders and others, people of small means in industrial life, 
 637,038 white and colored persons, reported loss during the working year 
 as follows: males 6.8 days; females 6.9 days. 3 
 
 These rates, of course, varied with the age of the individual and just 
 as consistently as does the death rate or the rejection rate for military 
 service. 
 
 The following chart exhibits this curve and should be compared 
 with the charts herein produced showing the curve of the death rate and the 
 curve of military rejections. 4 
 
 It will be noted that the sick rate at age 35 to 44 is nearly double the 
 rate for 15 to 24, a difference closely approximating that found in the 
 mortality tables and in the tables exhibiting the rejection rate or the 
 actual physical status of individuals at those ages. 
 
 Sydenstricker is of the opinion that between 8 and 9 days annual loss 
 from sickness is a justifiable estimate based on the United States public 
 health investigations (unpublished data). 5 
 
 Official commissions investigating sickness conditions in Ohio and 
 Illinois in 1919, found that the loss of time by wage-earners will average 
 between 8 and 9 days per year for each wage-earner in the entire group. 6 
 Quinby at the Hood Rubber Company found a sick rate of 6.6 days. 7 
 
 The fall in the general death rate in the registration area from 1907 
 to 1917 is 2.3 per thousand, indicating a saving of 240,000 lives in 1917. 8 
 On the basis of 2 people ill for every death, there would be a saving of 
 about 500,000 cases of illness. The sickness rates actually determined in 
 recent studies show that 2j% of wage-earners are constantly ill to an 
 
 1 California. Report Social Insurance Commission, 1917, p. 15. 
 
 2 Texas. Report Dallas Wage Commission, 1919. 
 
 3 Stecker, Margaret Loomis. Some Recent Morbidity Data: A Summary of Seven 
 Community Sickness Surveys made among Policyholders of the Metropolitan Life 
 Insurance Company, 1915 to 1917. New York; Metropolitan Life Insurance Com- 
 pany, 1919, p. 28, tab. 
 
 4 Ibid. 
 
 s U. S. Public Health Service. Unpublished data. 
 
 6 Ohio. Report Health and Old Age Insurance Commission, 1919, p. 56. 
 Illinois. Report Health Insurance Commission, 1919, p. 11. 
 
 7 Quinby, R. S. A Study of Industrial Absenteeism. Read at Annual Meeting of 
 Industrial Physicians and Surgeons, Boston, June 7. 1921. 
 
 8 U. S. Bureau of the Census. Mortality Statistics 1918. Washington Govern 
 ment Printing Office, 1920, p. 9.
 
 HEALTH OF INDUSTRIAL WORKERS 
 
 353 
 
 extent to be incapacitated. This would justify an estimate of approxi- 
 mately 2,400,000 people continually ill instead of 3,000,000. 
 
 Possibility of Further Improvement. These fluctuations in mortality 
 and in the morbidity rate from certain types of disease lend consistent 
 support to the principle derived from clinical observation, laboratory 
 
 105 
 100 
 95 
 90 
 85 
 
 
 
 
 
 
 
 
 PATE PERK 
 
 00 WHITE Ll\ 
 
 ES BY SEX A 
 
 VP BYA&e PI 
 
 RIOD 
 
 1 
 
 
 
 
 
 
 1 
 
 
 
 
 
 
 1 
 
 
 
 
 
 
 1 
 
 
 
 
 
 
 1 I 
 
 15 
 10 
 65 
 
 55 
 
 45 
 40 
 35 
 30 
 25 
 20 
 15 
 
 
 
 
 
 
 1 1 
 
 
 
 
 
 
 1 / 
 
 
 
 
 
 
 1 1 
 
 
 
 
 
 
 1 / 
 
 
 
 
 
 
 1 j 
 
 
 
 
 
 t 
 
 ' 1 
 
 
 
 
 
 J 
 
 1 
 
 
 
 
 
 
 
 
 
 
 
 /$ 
 
 
 
 
 
 ; 
 
 /<y 
 
 
 
 
 
 /^ 
 
 r 
 
 
 
 
 ^ 
 
 f 
 
 
 
 
 ^^~ 
 
 -^^ 
 
 
 
 
 
 '^- 
 
 
 
 
 
 5 
 
 \ 
 
 
 
 
 
 
 
 
 
 
 
 
 
 nder!5 15to24 25to34 3>5to44 45to54 5Sto64 65andover 
 Age Periods 
 
 FIG. 2. 
 
 observation and biological research that the life cycle of man and the 
 subdivisions we have designated the Health Span and Work Span are not 
 fixed. 
 
 While it is wholly beyond the bounds of possibility to extend the human 
 life cycle to the same degree that it has been extended in the lower organ- 
 isms, the factors that shorten the human life cycle are practically identical
 
 354 WASTE IN INDUSTRY 
 
 with those which have been successfully combated in dealing with the 
 lower organisms. 1 
 
 These factors may be grouped under the following categories and will 
 be found to cover every type of influence that tends not only to shorten 
 human life but to produce physical impairment and lower the working 
 capacity. 
 
 Heredity; Hormone Excess; 
 
 Infection; Physical Trauma or Strain; 
 
 Poison; Psychic Trauma or Strain; 
 
 Food Deficiency; Physical Apathy; 
 
 Food Excess; Psychic Apathy. 
 Hormone Deficiency; 
 
 Can the possible economic and human savings from the practical 
 application of these principles be given quantitative expression? 
 
 The following exhibit attempts to answer this question conservatively. 
 
 DEMONSTRATION OF POSSIBLE SAVINGS FROM HEALTH SUPERVISION AND PERIODIC 
 PHYSICAL EXAMINATION 2 
 
 Expected mortality per 1,000 in population examined; conservative 
 
 figure for average population at work 10 lives 
 
 Probable number of substandard or physically impaired lives per 1,000 
 
 in population examined 300 ' ' 
 
 Expected mortality without examination per 300 substandard lives ... 6 ' 
 
 Probable mortality with examination per 300 substandard lives 3 ' 
 
 Gain in mortality (lives per annum) in substandard group 3 ' 
 
 Add at least one life saved in standard group 1 life 
 
 Economic value of average life $5,000 
 
 1 Loeb, Jacques. Natural Death and the Duration of Life. Scientific Monthly, 
 December, 1919, v. 9, No. 6, p. 578. 
 
 Carrel, Alexis. Present Condition of a Strain of Connective Tissue Twenty-eight 
 Months Old. Journal of Experimental Medicine, July 1, 1914, v. XX, No. 1, p. 1. 
 
 Fisk, Eugene Lyman. Prolonging Human Life. Yale Review, July, 1920, v. 9, 
 pp. 699-713. 
 
 On Prolonging Human Life. North American Review, July, 1920, v. 212, 
 No. 1, pp. 51-62. 
 
 2 Dublin, Louis I. Personal communication. 
 
 Jackson, C. W. The Influence of Medical Re-Examination on Insured Lives: 
 Health Conservation. Paper read before the Actuarial Society of America, Boston, 
 Mass., October 16, 1913. Transactions, pp. 321-325. 
 
 Fisk, Eugene Lyman. The Possible Function of the Life Insurance Company in 
 the Conservation of Health. Address before the Section on Social and Eco- 
 nomic Science, American Association for the Advancement of Science, Cleveland, 
 Ohio, January 3, 1913. Reprint, Postal Life Insurance Company, New York.
 
 HEALTH OF INDUSTRIAL WORKERS 355 
 
 (Formula of Dublin and Whitney based on exact computation of 
 basic factors, increment of wealth, etc. Value of 1 year of life 
 $100X50 (average lifetime) 1 ($5,000, economic vame of average 
 life). 
 
 Mortality gain to State for each 1,000 examined (4 live?X$5000) 2 .. . $20,000 
 
 Assuming 2 people constantly ill for each death occurring in group, 
 the saving of 4 lives means the elimination of 8 cases of chronic 
 illness from the group, or a reduction of 8X365, or 2,920 days of 
 iilness. At a medical, nursing and extra diet cost for illness of $3 
 per day, the saving equals about $9,000 
 
 Profit to State and community per 1,000 of population $29,000 
 
 Applying this factor to a population of 105,000,000 which would exclude 
 the extremely aged and infirm who would not come under the opera- 
 tion of these formulae, we have the following exhibit: 
 
 105,000,000 X$29 equals about $3,045,000,000 
 
 What would be the cost of applying a system of periodic examination 
 to the entire population? 
 
 If there were thorough organization of such work the cost would not 
 exceed $5 per individual a total of $525,000,000 
 
 leaving an economic balance of $2,520,000,000 
 
 Assuming that one-third of the substandard cases revealed by these 
 examinations or about 10,000,000 required medical, surgical or 
 dental treatment at a cost of $100 per case, the cost of this repair 
 work would aggregate $1,000,000,000 
 
 leaving a net margin of economic gain of $1,520,000,000 
 
 also excess dividends in: 
 
 Health; 
 
 Happiness; 
 
 Satisfaction in Living; 
 
 Prevention of Pain; 
 
 Prevention of Sorrow; 
 
 Prevention of Discontentment; and 
 
 Industrial Unrest. 
 
 It should be remembered that these formulae are derived from actual 
 experience in carefully studied groups and are not based upon mere 
 estimates by authorities. They agree, however, in many particulars 
 with the expert opinion grouped in the Report on National Vitality 
 where a probable economic loss of $1,500,000,000 from preventable disease 
 
 1 Dublin, Louis I. and Jessamine Whitney. On the Cost of Tuberculosis. Ameri- 
 can Statistical Association Quarterly, December, 1920, v. 17, p. 441-50. 
 
 Glover, James W. Monetary Loss in the United States due to Tuberculosis. 
 Proceedings of the Sixth International Congress on Tuberculosis, Section 6, 1908, 
 pp. 55-87. 
 
 2 Fisher, Irving. Report on National Vitality, Its Wastes and Conservation. 
 Washington; Government Printing Office, 1909, p. 34.
 
 356 WASTE IN INDUSTRY 
 
 and death was estimated, based on the concensus of opinion of leading 
 medical authorities. 1 
 
 It was then stated that this estimate was very conservative and might 
 well be exceeded by the cost from tuberculosis alone which had been 
 figured at $1,000,000,000. A recent analysis of the question by Dublin 
 and Whitney gives the annual loss from the tuberculosis death-rate 
 alone of more than $500,000,000, exclusive of such items as sickness 
 costs. 2 The annual loss from typhoid fever is $135,000,000. 3 
 
 The figures herein presented relate to savings that have been effected 
 in representative groups solely by the operation of a system of periodic 
 examination, general instruction and guidance in hygiene and information 
 as to needed medical treatment. The saving from other causes such as 
 public health administration is, of course, not included. 
 
 To these possible savings from overhauling the human machine and 
 instructing it in self-government must be added the possible savings from 
 community hygiene, from state and federal organization for protection 
 of the mass of citizens from epidemic infection, from endemic infection, 
 from impure food; the organization of industry to improve the environ- 
 ment of the worker, safety provision and safety education. The influence 
 herein dealt with has been chiefly that of personal hygiene and guidance. 
 
 With better organized facilities in the medical profession to follow 
 up and co-operate with the agencies, whether private, state or national, 
 that provide these periodic examinations, a much greater saving could 
 be accomplished. 
 
 The experiential sources of information on which these statements 
 are based are as follows: 
 
 1 . The degree of impairment or substandard physical condition in the population is 
 known through: 
 
 (a) Physical examination of 175,000 by the Life Extension Institute. 4 
 (6) Examination for employment in industry. 6 
 
 1 Fisher, Irving. Report on National Vitality, Its Wastes and Conservation. Com- 
 mittee of One Hundred on National Health. Bulletin No. 30. Washington; Gover- 
 nment Printing Office, 1909, p. 1 and 104-106. 
 
 1 Dublin, Louis I. and Jessamine Whitney. On the Cost of Tuberculosis. Ameri- 
 can Statistical Association Quarterly, December, 1920, v. 17, pp. 441-450. 
 
 3 Gay, Frederick P. Typhoid Fever Considered as a Problem of Scientific Medicine. 
 New York; Macmillan, 1918, p. 23. 
 
 4 Fisk, Eugene Lyman. Conservation of Man Power. Address before the Trust 
 Company Section American Bankers Association, Twenty-third Annual Meet- 
 ing, Chicago, 111., September 23-24, 1918. Proceedings, 1918, pp. 397-404. 
 
 * Schereschewsky, J. W. Studies in Vocational Diseases The Health of Garment 
 Workers, United States Public Health Bulletin No. 71, Washington; Government 
 Printing Office, 1915. 
 
 Medical Examination of Employees as a Part of Industrial Insurance. 
 
 Address at the Tenth Annual Meeting of the National Association for the Study
 
 HEALTH OF INDUSTRIAL WORKERS 357 
 
 (c) Draft and military records. 1 
 
 (d) Framingham Community Health Demonstration. 2 
 
 2. The expected mortality on most of these substandard classes is known from the 
 experience of life insurance companies that extend back a quarter of a century on 
 many thousands of lives insured at rated up premiums. 3 
 
 3. The extent to which the death rate can be reduced in these classes both standard 
 and substandard by a system of periodic examination or instructions alone 
 without special provision for treatment, is known through the experience on a 
 group of policyholders in one company that followed such an experiment for a 
 period of seven years and showed more than 50% reduction in mortality among 
 those examined and found impaired. 4 
 
 The welfare work, nursing service, health education, etc., carried 
 on by another company has been estimated as saving 38,000 lives in 
 
 and Prevention of Tuberculosis, Washington, D. C., May 7-8, 1914. Transactions 
 pp. 51-54. 
 
 Mock, H. E. An Efficient System of Medical Examination of Employees. 
 Address at the Tenth Annual Meeting of the National Association for the Study 
 and Prevention of Tuberculosis, Washington, D. C., May 7-8, 1914. Transactions, 
 pp. 39-46. 
 
 Clark, W. I. Medical Supervision of Factory Employees. Journal of the Ameri- 
 can Medical Association, February 15, 1913, v. LX, No. 7, pp. 508-510. 
 
 1 Love, Albert G. and Charles B. Davenport. Defects Found in Drafted Men. 
 Statistical Information Compiled from the Draft Records, Showing the Physical Condi- 
 tion of the Men Registered and Examined in Pursuance of the Requirements of the 
 selective Service Act. Under Direction of Surgeon General M. W. Ireland, U. S. 
 War Department. Washington; Government Printing Office, 1920, pp. 28-55. 
 
 U. S. Provost Marshal General. Second Report to the Secretary of War on the 
 Operations of the Selective Service System to December 20, 1918. Washington; Gov- 
 ernment Printing Office, 1919, p. 161, table 55. 
 
 Great Britain. Ministry of National Service. Report Upon the Physical Examina- 
 tion of Men of Military Age by National Service Medical Boards from November 1, 
 1917 to October 31, 1918, v. 1, 1917-1919. London, His Majesty's Stationery Office, 
 1920, p. 4. 
 
 2 Armstrong, Donald B. Framingham Monographs No. 2 (June, 1918), No. 4 
 (November, 1918) and No. 5 (March, 1919). National Tuberculosis Association. 
 
 3 Hunter, Arthur. Can Insurance Experiences be Applied to Lengthen Life? Ad- 
 dress delivered at the Eighth Annual Meeting of the Association of Life Insurance 
 Presidents, New York, December 10, 1914. Proceedings, 1914, pp. 27-37. 
 
 and Oscar H. Rogers. Influence of Occupations upon Mortality. Trans- 
 actions of the Actuarial Society of America, May, 1920 
 
 Rogers, Oscar H. Heart Murmurs Their Influence on Mortality. Transactions 
 of the Actuarial Society of America, May, 1919. 
 
 4 Jackson, C. W. The Influence of Medical Re-Examination on Insured Lives: 
 Health Conservation. Paper read before the Actuarial Society of America, Boston, 
 Mass., October 16, 1913. Transactions, pp. 321-325. 
 
 Knight, Augustus S., M.D. President's Address, Assn. Life Ins. Med. Dirs., Oct. 
 20, 1921. Reprint, Metropolitan Life Ins. Co. 
 
 Fisk, Eugene Lyman. Proceedings American Association for the Advancement 
 of Science, January 3, 1913. Reprint Postal Life Insurance Company, New York.
 
 358 WASTE IN INDUSTRY 
 
 1920. 1 The economic value 2 of these lives is at least $190,- 
 000,000. 
 
 The savings postulated under this system of periodic examination 
 (4 lives per 1,000 living) if attained would alone bring the death rate in 
 the registration area down to about 11 per thousand (a not unreasonable 
 expectation when it is considered that the death rate has already been 
 reduced since 1900 by approximately that same number of lives 4.7 per 
 thousand chiefly through public health measures and the reduction of 
 mortality from communicable disease). 
 
 In 1900 the death rate in the registration area was 17.6, in 1919 it was 
 12.9 a gain of four lives per thousand living. A further gain of four 
 lives would bring our death rate somewhat below that of New Zealand 
 and Australia and less than one-half that of Spain. These wide differ- 
 ences in death rates of various countries, even when corrected for age 
 distribution, evidence the non-fixity of the life cycle, and the opportunity 
 that exists not only for extending it but adding to human power and 
 capacity for living and for enjoying life. 
 
 II. HEALTH CONDITIONS IN INDUSTRY 
 
 The general death rate among those employed at ages 15 to 65, as 
 estimated on the basis of the industrial insurance mortality experience 
 for the year 1920, was 11.46 per 1,000 living. An estimate of 42,000,000 
 persons gainfully employed in 1920 is considered conservative. 3 The 
 application of this death rate to such a group would give a total loss 
 for the year 1920 of 483,000 lives and a probable loss in the year 1921 of 
 500,000 lives. As showing possible margin of improvement, this death 
 rate of 11.46 per 1,000 living in industry may be contrasted with that 
 in the preferred occupations, such as teachers and graduates of women's 
 colleges. 
 
 An investigation of mortality among the graduates of Smith College, 
 Wellesley and Vassar, showed a death rate of only 3.24 4 or approxi- 
 mately one-third of the death rate for industry. 
 
 1 Lengthening Life through Insurance Health Work: A Study of the Trends of 
 Mortality Among Policyholders in the Metropolitan Life Insurance Company and in 
 United States Registration Area, 1911 to 1919. Metropolitan Life Insurance Com- 
 pany, New York, 1921. Pamphlet. 
 
 8 Dublin, Louis I. and Jessamine Whitney. On the Cost of Tuberculosis. Ameri- 
 can Statistical Association Quarterly, December, 1920, v. 17, pp. 441-450. 
 
 1 Dublin, Louis I. Personal communication from Dr. Dublin, Statistician, Metro- 
 politan Life Insurance Company, to Dr. Fisk, 1921. 
 
 'Hulst, Myra M. Mortality Rates of College Women, American Statistical 
 Association Quarterly. March, 1921, pp. 602-604.
 
 HEALTH OF INDUSTRIAL WORKERS 
 
 359 
 
 From industrial insurance records we find the principal diseases in 
 the order of frequency with which they figure in death claims. 1 These 
 individuals, although generally drawn from the industrial working popu- 
 lation, were to some extent a selected class with a somewhat lower 
 mortality than in the general working population and this must be given due 
 allowance. 
 
 Causes of Death 
 
 Year 1920 
 
 Total all causes 968.4 
 
 Tuberculosis 135.0 
 
 Organic diseases of the heart 114 . 6 
 
 Pneumonia (all forms) 103.9 
 
 Brigtft's disease 69.4 
 
 Cancer 68.3 
 
 Cerebral hemorrhage 60 . 1 
 
 Influenza 52.3 
 
 Puerperal state 22 . 5 
 
 Diphtheria 21.6 
 
 Respiratory diseases (other than those listed) ... 17 . 8 
 
 Diarrhea and enteritis 15.5 
 
 Measles 8.3 
 
 Typhoid fever 6.5 
 
 Whooping cough 65 
 
 Suicides 6.0 
 
 Scarlet fever 5.9 
 
 Homicides 5.7 
 
 Meningitis (all forms) 5.1 
 
 Other external causes (excluding suicides and 
 
 homicides) 58 1 
 
 Traumatism by automobile 10 . 9 
 
 All other causes... 185.3 
 
 Rate per 
 
 100,000 lives 
 
 exposed 
 
 Deaths from organic diseases of the heart, blood vessels and kidney 
 exceed the death rate from tuberculosis. This class of diseases is chiefly 
 due to infection of various types, epidemic infections being mainly respon- 
 sible in the earlier years of life, but later focal infections. 
 
 Sydenstricker and Brundage report a sickness rate in a large rubber 
 company employing 18,000 people, of 9.3 working days for males and 
 13.8 days for females. 2 
 
 1 Metropolitan Life Insurance Company. Statistical Bulletin, March, 1921, v. II, 
 No. 3, p. 11. 
 
 2 Sydenstricker, Edgar and Dean K. Brundage. Industrial Establishments Dis- 
 ability Records as a Source of Morbidity Statistics. American Statistical Association 
 Quarterly, March, 1921. p. 584.
 
 360 
 
 WASTE IN INDUSTRY 
 
 Compare this with the sickness surveys of the Metropolitan Life 
 Insurance Company. 1 
 
 NUMBER OF PERSONS SICK AND UNABLE TO WORK, AND RATES PER 100.000 EXPOSED 
 
 Disease or condition 
 
 ALL SURVEYS 
 (571,757 PERSONS) 
 
 No. of cases 
 
 Rates 
 
 per 100,000 
 exposed 
 
 All diseases and conditions 10,828 
 
 Typhoid fever 72 
 
 Malaria 67 
 
 Smallpox 4 
 
 Measles 232 
 
 Scarlet fever 44 
 
 Whooping cough 211 
 
 Diphtheria and croup 56 
 
 Influenza 769 
 
 Pellagra 24 
 
 Tuberculosis of the lungs 424 
 
 Other forms of tuberculosis 73 
 
 Cancer all forms . . . . ., 86 
 
 Rheumatism 940 
 
 Cerebral hemorrhage, apoplexy, paralysis 376 
 
 Mental alienation (insanity) 141 
 
 Other diseases of the nervous system 836 
 
 Diseases of the eyes and ears 191 
 
 Organic diseases of the heart 358 
 
 Other diseases of the circulatory system 103 
 
 Colds, coryza and rhinitis 290 
 
 Pneumonia all forms 493 
 
 Other diseases of the respiratory system 665 
 
 Tonsilitis and other diseases of the pharynx 173 
 
 Diseases of the stomach (cancer excepted) 387 
 
 Appendicitis 215 
 
 Other diseases of the digestive system 345 
 
 Diseases of the kidneys and annexa 219 
 
 Other diseases of the genito-urinary system 152 
 
 Pregnancy 7 
 
 Normal childbirth 270 
 
 Other puerperal diseases and conditions 18 
 
 External violence 1,020 
 
 All other diseases and conditions 1,567 
 
 1,893.8 
 
 12.6 
 
 11.7 
 
 .7 
 
 40.6 
 
 7.7 
 
 36.9 
 
 9.8 
 
 134.5 
 
 4.2 
 
 74.6 
 
 12.8 
 
 15.0 
 
 164.4 
 65.8 
 24.5 
 
 146.1 
 33.3 
 62.6 
 18.0 
 50.7 
 86.2 
 
 116.2 
 
 30.2 
 
 67.7 
 
 37.8 
 
 60.3 
 
 38.3 
 
 26.6 
 
 1.2 
 
 47.2 
 
 3.1 
 
 178.4 
 
 274.0 
 
 ^tecker, Margaret Loomis. Some Recent Morbidity Data, A Summary of 
 7 Community Sickness Surveys Metropolitan Life Insurance Company, 1915-1917. 
 New York, Metropolitan Life Insurance Company, 1919, p. 14.
 
 HEALTH OF INDUSTRIAL WORKERS 
 
 361 
 
 It is notable that rheumatism, a vague term it is true, is the outstanding 
 complaint. This type of trouble is frequently associated with focal infec- 
 tion and the organic diseases which loom so largely in the death record 
 on industrial lives. 
 
 EXPERIENCE OF THE WORKMEN'S SICK AND DEATH BENEFIT OF THE UNITED STATES 
 OF AMERICA, 1912-191644,188 MEMBERS l 
 
 CHART A- Average annual number of disability days per member 
 (all occupations) in certain age groups 
 
 Days 
 10 15 20 25 30 35 40 45 50 
 
 r "^ 
 
 CHART B- Average annual number ofdisability days per disabled 
 person (all occupations) in certain age groups 
 
 FIG. 3. 
 
 We here note the influence of advancing age on the sick rate comparable 
 to that already observed in the other morbidity and mortality tables 
 although these were selected and medically examined. The average 
 annual loss in this selected group was close to that in other population 
 studies, 6.6 days. 
 
 1 Emmett, Boris. Disability Among Wage Earners, U. S. Bureau Labor Statistics, 
 Monthly Labor Review, November, 1919, V. IX, No. 5, p. 27.
 
 362 WASTE IN INDUSTRY 
 
 In addition to conditions that actually impair health and working 
 capacity, there are many that constitute potential impairment. 
 
 In more than 100 plants where physical examinations of supposedly 
 well employees were made by the Life Extension Institute wholly for the 
 purpose of detecting physical impairments and offering counsel as to their 
 correction, the following degrees of physical impairment were found 
 in representative groups of more than 10,000 supposedly healthy people 
 actively engaged at work: 1 
 
 We here stress the following phases of the subject. 
 
 INFECTION 
 
 Epidemic and Communicable Diseases. Tuberculosis is the most 
 important of epidemic and communicable diseases, 2 to 3 deaths per 
 1,000 occurring annually at the working ages. Ten years ago the rate 
 was nearly double that figure. 2 It is estimated that 3% of the industrial 
 population, or about 1,250,000 lives are affected. 3 
 
 Pneumonia, influenza and typhoid fever are the most important acute 
 communicable diseases among adults. Typhoid fills more than 150,000 
 sick beds annually and takes about 15,000 lives, mostly in the working 
 ages. 4 Influenza and pneumonia in non-epidemic years take about 35,000 
 lives in the working ages and thus account for at least 350,000 cases of 
 illness. 5 
 
 Hookworm infection is present in a large industrial area to the extent of 
 at least 5% among the laboring population. 6 Intensive studies show 30% 
 of students in a southern university infected. 7 
 
 1 Fisk, Eugene Lyman. Conservation of Man Power. Address before the Trust 
 Company Section, American Bankers' Association, Twenty-third Annual Meeting, 
 Chicago, 111., September 23-24, 1918. Proceedings, 1918, pp. 397-404. 
 
 2 Metropolitan Life Insurance Company. Statistical Bulletin, March, 1921, V. II, 
 No. 3, pp. 1-4. 
 
 3 Love, Albert G. and Charles B. Davenport. Defects Found in Drafted Men 
 Statistical Information compiled from the Draft Records showing the Physical Condi- 
 tion of the Men Registered and Examined in Pursuance of the Requirements of the 
 Selected-Service Act. Under Direction of Surgeon-General M. W. Ireland, U. S. War 
 Department. Washington, Government Printing Office, 1920, p. 30. 
 
 4 Gay, Frederick P. Typhoid Fever, Considered as a Problem of Scientific Medi- 
 cine. New York, Macmillan Company, 1918, p. 14. 
 
 6 U. S. Bureau of the Census. Mortality Statistics, 1918, Washington, Govern- 
 ment Printing Office, 1920, pp. 30-34. 
 
 "Brownlee, C. H. Price paid by the South to the Hookworm Disease. Address 
 before the Southern Sociological Congress, Houston, Tex., May 8-10, 1915. Proceed- 
 ings, 1915, pp. 50-54. 
 
 7 Dowling, Oscar. Sociological Aspect of Hookworm Disease. American Journal 
 of Public Health, July, 1920, pp. 595-598.
 
 HEALTH OF INDUSTRIAL WORKERS 363 
 
 Malaria is so seldom a direct cause of death, causing only 2,500 cases 
 annually in the registration area, that it is difficult to estimate its extent 
 and influence. It is responsible for much sub-standard health and 
 probably affects 1,500,000 people annually, covering 27,000,000 days' 
 absence. 1 
 
 The epidemic diseases of childhood are also reflected in chronic organic 
 diseases among adults. 
 
 Focal Infection. This type of infection arises chiefly in the head 
 cavities, such as the tonsils, tooth sockets, middle ear, and accessory 
 nasal sinuses, but may arise elsewhere as in the gall-bladder, appendix 
 and seminal vesicles. It has been identified as a possible causative 
 factor in the following conditions: 2 
 
 1. Neurasthenia 17. Arteriosclerosis 
 
 2. Neuritis; reflex or remote result 18. Meningitis 
 
 3. Neuralgia 19. Pleuritis 
 
 4. Myalgia 20. Bronchitis 
 
 5. Myositis 21. Asthma 
 
 6. Arthritis, acute, sub-acute or chronic 22. Pneumonia 
 
 7. Oseitis 23. Nephritis 
 
 8. Periostitis 24. Pyelitis 
 
 9. Gout 25. Cystitis 
 
 10. Basedow's disease 26. Gastric neurosis 
 
 11. Furunculosis 27. Peptic ulcer 
 
 12. Sepsis 28. Appendicitis 
 
 13. Endocarditis 29. Colitis 
 
 14. Pericarditis 30. Cholecystitis 
 
 15. Myocarditis 31. Herpes zoster 
 
 16. Chorea 32. Many chronic skin diseases 
 
 More than 60% of workers show definite focal infection of some degree. 
 This has been confirmed by X-ray examinations of more than 5,000 people 
 by the Life Extension Institute. 
 
 There are more than 130,000 deaths annually in the working age 
 (20-60) from the organic conditions largely due to focal infection and 
 
 1 U. S. Bureau of the Census. Mortality Statistics, 1919. Washington, Govern- 
 ment Printing Office, 1921, p. 9. 
 
 2 Billings, Frank. Focal Infection, New York and London. Appleton, 1916. 
 King, James Joseph. Focal Infections of the Head as Sources of Systemic 
 
 Diseases. Address before the Joint Session of the American Academy of Ophthalmology 
 and Otolaryngology, 24th Annual Meeting, Cleveland, October 17, 1919. New York, 
 William Wood & Co., pp. 1-10. 
 
 Mayo, C. H. Mouth Infection as a Source of Systemic Disease. Journal of the 
 American Medical Association, December 5, 1914, p. 2,025. 
 
 Potter, N. B. The Vicious Circle in Oral Sepsis. New York Medical Journal, 
 February 10, 1917, p. 243. 
 
 Rosenow, E.G. Mouth Infection as a Source of Systemic Disease . Journal of the 
 American Medical Association, December 5, 1914, p. 2,026-
 
 364 WASTE IN INDUSTRY 
 
 there are not less than 14,000,000 people in industry showing signs of 
 organic impairment in some degree. 1 
 
 Venereal Infection. It is, of course, impossible to give definite figures 
 for the prevalence of venereal infection. Drawing conclusions from the 
 draft figures, 5.6% would be an outside estimate for ages 21 to 31 in the 
 general mixed population, white and colored, for all venereal infections. 2 
 It has been estimated that about 60% of the infection occurs in this age 
 period. 3 It may be roughly estimated that 1,500,000 workers are 
 affected with venereal infection. The Life Extension Institute found 
 less than 1% of syphilis in industry and about 3% in a mixed population. 4 
 The Mayo Clinic found 4.6% of syphilis in mixed classes and 10% among 
 railwav men. 5 
 
 PSYCHIC AND PHYSICAL TRAUMA 
 
 Fatigue. Fatigue may arise in: 
 
 1. The central nervous system. 
 
 2. The muscular system. 
 
 3. In both combined. 
 
 Fatigue may be subjective as experienced by the worker or objective 
 as noted in his actions and output. In industry fatigue arises chiefly in 
 the central nervous system. 6 
 
 Unfortunately in most discussions of industrial fatigue a falling work 
 curve or diminished output among employees who have not reported ill 
 is accepted as a complete uncomplicated reflection of fatigue. This 
 sweeping assumption is wholly unjustified. 
 
 From a thorough consideration of the literature it is quite evident 
 that a vast amount of emphasis has been laid upon the mechanical or 
 extrinsic factors influencing the working capacity while the multiplicity 
 
 1 Fisk, Eugene Lyman. Addresses, Annual Banquet Life Extension Institute, New 
 York, December 3, 1919. Reprint, Life Extension Institute, pp. 14-17. 
 
 2 Davenport, C. B. and Albert G. Love. Defects found in Drafted Men. The 
 Scientific Monthly, January, 1920, p. 13. 
 
 8 King, Mary L. and Edgar Sydenstricker. Venereal Disease, Incidence and Dif- 
 ferent Ages, Tabulation of 8,413 cases. Case Report for Indiana. U. S. Public 
 Health Service Report, December 24, 1920. 
 
 * Fisk, Eugene Lyman. Address, Annual Banquet Life Extension Institute, 
 New York, December 3, 1919. Reprint, Life Extension Institute, pp. 17-18. 
 
 * Stokes, J. H. and Helen E. Brehmer. Syphilis in Railroad Employees. Journal 
 Industrial Hygiene, January, 1920, pp. 419-427. 
 
 ' Hayhurst, Emery R. Points in the Detection of Industrial Fatigue and Measures 
 for its Possible Complete Elimination. Journal of Industrial Hygiene, November, 
 1920, pp. 256-258.
 
 HEALTH OF INDUSTRIAL WORKERS 365 
 
 of original physical and mental states that may limit the working capacity 
 have been almost wholly neglected. 1 
 
 Emphasis has been laid on fatigue toxins although it is doubtful whether 
 any specific fatigue toxin exists or whether metabolites in the blood 
 resulting from muscular work can really cause fatigue in ordinary fac- 
 tory labor except under conditionsof unusually prolonged, severe or 
 violent muscular work. In fact, skilled labor is much more liable to 
 cause fatigue because of the demand it makes on the central nervous 
 system. 
 
 1 Lee, Frederic S. The Human Machine and Industrial Efficiency, New York, 
 Longmans, Green & Co., 1918. 
 
 Effects of Temperature and Humidity on Fatigue. Address before Section 4 
 
 International Congress on Hygiene and Demography. Washington. Transactions, 
 1912, v. 3. pp. 504-512. 
 
 Is the Eight-Hour Day Rational? Science, November 24, 1916, pp. 727-735. 
 
 Goldmark, Josephine. Fatigue and Efficiency. New York. Russell Sage 
 Foundation, 1912. 
 
 and Mary D. Hopkins, Philip Sargent Florence, Frederic S. Lee. Compari- 
 son of an Eight-Hour Plant and a Ten-Hour Plant. Public Health Bulletin No. 106. 
 Washington, Government Printing Office, 1920. 
 
 Frankfurter, Felix and Josephine Goldmark. The Case for the Shorter Working 
 Day. Franklin O. Bunting, plaintiff in error, vs. The State of Oregon, defendant in 
 error. Brief for defendant in error. Supreme Court of the United States, October 
 term, 1915. Reprint. New York, National Consumer's League, 1915, v. I and II. 
 
 Great Britain Ministry of Munitions. Health of Munition Workers' Committee 
 Interim Reports. Industrial Efficiency and Fatigue. London. His Majesty's 
 Stationery Office, 1915-1916-1917 and 1918. 
 
 Florence, Philip Sargent. Use of Factory Statistics in the Investigation of Indus- 
 trial Fatigue. Studies in History, Economics and Public Law. New York. Columbia 
 University, v. LXXXI, No. 3, 1918. 
 
 National Industrial Conference Board. Analysis of British Wartime reports on 
 hours of work as related to output and fatigue. Boston, National Industrial Confer- 
 ence Board, 1917. Research report No. 2. 
 
 Hours of work as related to output and health of workers. Cotton manu- 
 facturing. Boston, March, 1918. Report No. 4. 
 
 Hours of work as related to output and health of workers. Boot and shoe 
 
 industry. Boston, 1918. Report No. 7. 
 
 Hours of work as related to output and health of workers. Wool manu- 
 facturing. Boston, 1918. Report No. 12. 
 
 Rest periods for Industrial Workers. Boston, 1919. Report No. 13. 
 
 Hours of work as related to output and health of workers. Silk manu- 
 facturing. Boston, 1919. Report No. 16. 
 
 Unwarranted conclusions Regarding the Eight-Hour and Ten-Hour Work 
 
 Day. A Critical Review of U. S. Public Health Bulletin No. 106. Boston, 1920. 
 Special Report No. 14. 
 
 Drinker, C. K. An Abstract and Criticism of a comparison of an Eight-Hour 
 Plant and a Ten-Hour Plant. Journal of Industrial Hygiene, October, 1920, pp. 109- 
 115.
 
 366 
 
 WASTE IN INDUSTRY 
 
 Bainbridge reviews the evidence and says: 1 
 
 " There appears, therefore, to be no secure foundation for the belief 
 that products of muscular activity take any share in bringing about fatigue 
 of the nervous system .... The conclusion that fatigue as ob- 
 served among industrial workers is essentially of nervous origin is of 
 considerable practical value." 
 
 After discussing various factors apart from work such as fear, emotion, 
 anxiety, worries and the preventives of fatigue, financial gain, emulation 
 and other stimulating influences, he mentions the general health as 
 reacting on working power but does not develop this phase of the question. 
 He lists the following table from Vernon: 
 
 27 MEN SIZING FUSE BODIES (HEAVY LABOR) 
 
 
 Average Hours 
 
 Average 
 
 Output per Week. 
 
 
 of Work 
 
 (relative) 
 
 Hours X Output 
 
 
 per Week 
 
 Output per Hour 
 
 per Hour 
 
 (1) Period of 6 weeks.... 
 
 61.5 
 
 100 
 
 6150 
 
 (2) " "6 " .... 
 
 51.1 
 
 109 
 
 5570 
 
 (3) " "8 " .... 
 
 55.4 
 
 122 
 
 6759 
 
 (4) " "3 " .... 
 
 56.2 
 
 124 
 
 6969 
 
 He comments as follows : 
 
 " The results shown in this table point to the conclusion that, at least in this 
 particular occupation the maximal working week, consistent with the avoidance of 
 cumulative fatigue, is fifty-six hours. For lighter forms of work, Vernon found 
 that longer hours could be worked without loss, or even withi mprovement, of out- 
 put. It is evident, therefore, that the establishment of a uniform length of working 
 day for all classes of manual workers would lead in many cases to inefficiency." 
 
 While in an immediate sense these conclusions are justified the workers 
 themselves must be studied as to all the factors, apart from work, that 
 have influenced their output. We have little hesitation in saying that 
 the most important factors relate to the original fundamental condition 
 of physical and mental health of the workers before the tests were applied. 
 Cumulative fatigue is stressed by most writers but the obvious influence 
 of impaired health in determining as cumulative fatigue, what would 
 otherwise be physiological and rhythmic, is ignored; that is, infection may 
 
 1 Bainbridge, F. A. Physiology of Muscular Exercise. London, Longmans, 
 Green & Co., 1919, pp. 180-183. 
 
 Vernon, H. M. Output in Relation to Hours of work. Interim Report, London. 
 His Majesty's Stationery Office, 1917, pp. 17-25.
 
 HEALTH OF INDUSTRIAL WORKERS 367 
 
 so depress an individual as to prevent him from rallying from ordinary 
 physiological fatigue and thus carry him over into cumulative fatigue. 
 
 Gilbreth, 1 presenting the mechanical viewpoint, states that in a fatigue 
 survey the most important data are those which have to do with lighting, 
 glare and reflection, alternate sitting and standing, dark colored walls, 
 types of chairs used and similar influences. To such influences he ven- 
 tures to ascribe a loss in productivity of 20c. per worker for each and every 
 working day. This would mean a loss of $60 per annum for each worker 
 or about $2,500,000,000 per annum for the entire working population. 
 Further proof is required to support such figures, but if 50% of such 
 saving from the correction of mechanical environment defects is possible, 
 what value shall we attach to a critical physical examination that reveals 
 more than 50% of the working people with defective vision requiring 
 correction? 2 How much fatigue can we prevent by such correction as 
 compared to the comparatively trivial influence of environmental 
 factors? 
 
 We would say that in a survey of fatigue it is first necessary to inquire: 
 
 Does the output fall because the worker is tired or because he is 
 physically deficient? 
 
 Is the worker ill because he is tired or tired because he is ill? 
 
 Inasmuch as physical examinations have shown that more than 50% 
 of any group of industrial workers show either disease conditions or sub- 
 standard physical states that require medical attention, 3 this enormous 
 factor which has been practically ignored in fatigue studies is entitled to 
 first instead of last place. Comparisons of the productivity of 6, 8 and 
 10 hour plants do not give real testimony as to the optimal working 
 day in any industry unless we know how many in the group are affected 
 by preventable or curable conditions, such as: 
 
 Infected teeth, infected tonsils, constipation, faulty diet and mental 
 poison such as home worries, suppressed or thwarted emotions or aspira- 
 tions, conditions which may well have, and probably do have far more 
 influence on working capacity than mechanical environmental influences 
 even hard work and long hours unless carried to irrational extreme. 
 
 No one can question the desirability of avoiding a working day of 
 such length that it excludes opportunity for proper relaxation and rest. 
 
 But it is more important that we rear a strong and virile race, capable 
 
 1 Gilbreth, Frank B. and Lillian M. Unnecessary Fatigue a Multibillion Enemy 
 to America. Journal Industrial Hygiene. March, 1920, pp. 542-545. 
 
 2 Fisk, Eugene Lyman. Addresses, Annual Banquet, Life Extension Institute, 
 New York, December 3, 1919. Reprint, Life Extention Institute, p. 18. 
 
 3 Fisk, Eugene Lyman. Conservation of Man-Power. Address before the Trust 
 Company Section, American Bankers' Association, Twenty-third Annual Meeting, 
 Chicago, 111., September 23-24, 1918. Proceedings, 1918, pp. 397-404.
 
 368 WASTE IN INDUSTRY 
 
 of working beyond the average requirement rather than to adjust the 
 environment and working requirement so that they shall conform to the 
 necessities of a working population physically below par and encouraged 
 by such measures to remain below par. 
 
 There is also need to combat the notion that work in itself is a curse 
 and that the lighter the work the happier the nation. 
 
 Sir James Paget said i 1 " You will find fatigue has a larger share in the 
 transmission of disease than any other single cause that you can name." 
 The proposition may well be reversed. If a man is neither infected nor 
 poisoned nor lowered in his resistance by faulty personal hygiene, it is 
 questionable whether in an ordinary working day fatigue can really 
 do anything but make rest a welcome luxury. 
 
 Prof. F. S. Lee, 2 in answering a query as to the possible influence of 
 sub-standard health conditions in the causation of fatigue and the sepa- 
 ration of this influence from other factors and its evaluation, put the matter 
 squarely when he said " this is a great gap in these investigations yet to 
 be filled." 
 
 Occupational Poisons and Disease. At the Massachusetts General 
 Hospital, only 9% of industrial workers treated suffered from conditions 
 directly relative to the industry in which they were engaged. 3 This is an 
 important cause of waste but cannot be treated in detail in this digest. 
 
 Economic Loss From 111 Health in Industry. The value of an indus- 
 trial life at age 31, the probable average age in industry, may conserva- 
 tively be estimated as $8,000, using Farr's method and allowing for 
 present wage scale. 4 (The figure $5,000 used elsewhere in the report, is 
 the factor for the whole population regardless of age. The value varies 
 with the age.) 
 
 Since we have found that there is an experiential basis for predicting 
 a saving of 4 lives per 1,000 living per annum by the periodic physical 
 examination and instruction of adults, we may present the following 
 statement as exhibiting the saving from this method even apart from the 
 organization of co-operative curative agencies: 5 
 
 1 Lee, F. S. The Human Machine. London. Longmans, Green & Co., 1918 
 p. 79. 
 
 2 Industrial Fatigue. Annual Meeting American Public Health Association, New 
 Orleans, October 27-30, 1919. 
 
 3 Wright, Wade. An Industrial Clinic. U. S. Bureau of Labor Statistics Monthly 
 Labor Review. December, 1917, v. 5, pp. 185-193. 
 
 4 Fisher, Irving. Report on National Vitality Bulletin No. 30. Committee of 
 One Hundred on National Health. Washington, Government Printing Office, 1909, 
 p. 118. 
 
 6 Jackson, C. W. The Influence of Medical Examination of Insured Lives: Health 
 Conservation. Paper read before the Actuarial Society of America, Boston, Mass. 
 October 16, 1913. Transactions, pp. 321-325. 
 
 Fisk, Eugene Lyman. The Possible Functions of the Life Insurance Company
 
 HEALTH OF INDUSTRIAL WORKERS 369 
 
 Saving of 4 lives per 1,000 among 42,000,000 industrial workers 168,000 lives 
 
 168,000 X $8,000 (economic value of adult life) $1,344,000,000 
 
 Saving 2,920 days' illness per 1000 equals 122,640,000 daysX$3 (medi- 
 cal, nursing and other sickness costs) 367,920,000 
 
 $1,711,920,000 
 Estimated cost of medical supervision : in industry at $5 per capita. . . 210,000,000 
 
 $1,501,920,000 
 
 Cost of curative work (repair work, surgery, dental work and other 
 curative measures cannot be closely figured but if intelligently 
 organized it need not exceed $500,000,000) 500,000,000 
 
 Net waste due to neglect to health supervision in industry (in round 
 
 numbers) $1,000,000,000 
 
 ECONOMIC Loss FROM ACCIDENTAL INJURY 
 
 Crum has estimated the total economic annual loss from public acci- 
 dents in the general population as $2,229,156,000 
 
 based on the value of human life at various ages and the accident 
 fatalities at those ages. This takes into account 45,000 fatal acci- 
 dents in 1917 and an estimate of 5,625,000 non-fatal injuries by 
 public accidents. 2 
 
 It has been estimated by the United States Department of Labor 3 
 that 875,000 people are annually disabled 4 weeks or more by 
 industrial accidents. If we assume that the cost of turn over or 
 replacement of these people is $35, 4 that would mean a direct 
 
 waste in turnover alone of 875,000 X$35 $30,625,000 
 
 Add for those killed (28,000 X$35) 980,000 
 
 Increased production cost due to industrial accidents $31,605,000 
 
 At least 75% of the accident rate is preventable. 5 Even greater 
 
 in the Conservation of Health. Address before the Section on Social and Economic 
 Science, American Association for the Advancement of Science, Cleveland, January 3, 
 1913. Reprint. Postal Life Insurance Company, New York. 
 
 1 Drinker, C. K. and K. R. The Economic Aspects of Industrial Medicine. Journal 
 of Industrial Hygiene, June, 1920, p. 60. 
 
 2 Crum, Frederick S. Public Accidents and their Cost. Eighth Annual Safety 
 Congress, 1919. Proceedings of the National Safety Council, pp. 1061-1064. 
 
 J Mock, Harry E. Reclamation of the Physically Handicapped. Journal Ameri- 
 can Medical Association, November 20, 1920, v. 75, No. 21, p. 1406. 
 
 Industrial Medicine and Surgery. Philadelphia and London, W. B. Sanders Co., 
 1919, p. 789. 
 
 4 Drinker, C.K. and K. R. The Economic Aspects of Industrial Medicine. Journal 
 Industrial Hygiene, June, 1920, p. 63. 
 
 6 Bach, E. E. Labor Turnover and Its Relation to Mine Accidents. Eighth 
 Annual Safety Congress, 1919. Proceedings of the National Safety Council, p. 849. 
 
 Price, C. W. (National Safety Council.) Some Outstanding Facts in the Safety 
 Movement. American Labor Legislation Review, March, 1920, v. X, No. 1, pp. 25-26. 
 Williams, Sidney J. Communication to the Federated American Engineering 
 Societies, May, 1921.
 
 370 WASTE IN INDUSTRY 
 
 reduction has been made in some plants by safety measures and 
 education. The economic value of these lives on the lowest basis 
 of computation is $8,000 each and the saving of 20,000 of them 
 
 (75%) would mean an economic gain in industry of $160,000,000 
 
 If we apply this rate to the general population on the basis figured by 
 
 Cram, it would mean a saving of $1,671,867,000 
 
 Special Items of Loss 
 
 Tuberculosis: $500,000,000 annually from death alone; l $26,000,000,000 in this 
 
 generation from diminished longevity. 
 Typhoid: $135,000,000 annually. 2 
 Hookworm: Dowling 3 estimates loss from hookworm at least $250,000,000 annually: 
 
 33% increase in industrial efficiency has resulted from hookworm 4 
 
 prevention in certain sections. 
 Malaria: $100,000,000 annually. 6 
 
 These are all theoretically wholly preventable at least 75% practically 
 preventable. 
 
 To remedy the unfavorable health conditions discussed in this report, 
 there is need to develop among the people at large a higher sense of 
 responsibility for the care of their bodies; in other words, higher ideals 
 of personal hygiene, as well as in citizenship generally. In order practically 
 to apply these ideals, organization and certain governmental and social 
 machinery is necessary. The possible lines of organization may be 
 grouped as follows: 
 
 Federal; 
 
 State; 
 
 Community; 
 
 Industrial; 
 
 National, State and Local Extra-Governmental Health Agencies 
 
 Federal. A Federal Department of Health, with a Cabinet Officer 
 in charge of it, has been the ideal for which progressive health workers 
 have striven for many years. If this is not attainable it has been 
 attained in Great Britain an alternative is the concentration of federal 
 health activities and related social activities in one department. 
 
 1 Dublin, Louis I. and Jessamine Whitney. On the cost of Tuberculosis. Ameri- 
 can Statistical Association Quarterly, December, 1920, pp. 441-450. 
 
 2 Gay, Frederick P. Typhoid Fever. Considered as a Problem of Scientific 
 Medicine. New York, Macmillan Company, 1918, p. 23. 
 
 3 Dowling, Oscar. Sociological Aspects of Hookworm Disease. American Journal 
 of Medical Sciences. July, 1920, pp. 595-598. 
 
 4 Farrell, John A. Hookworm Disease, its Ravages, Prevention and Cure. 
 Columbia, South Carolina Board of Health, 1918. 
 
 6 Hoffman, Frederick L. A Plea and a Plan for the Eradication of Malaria through- 
 out the Western Hemisphere. An Address read in Abstract before the Southern 
 Medical Association, 10th Annual Meeting, Atlanta, Ga., November 14, 1916. Reprint 
 Newark Prudential Press, 1917, pp. 46-48.
 
 HEALTH OF INDUSTRIAL WORKERS 371 
 
 Without considering in full the ramifications and subsidiary activities 
 
 of such a department, we may list the following major functions that 
 would come within its scope: 
 
 1. Disease control 6. Laboratory 
 
 2. Vital statistics 7 Health education 
 
 3. Child hygiene 8. Medical and social service. 
 
 4. Industrial hygiene 9. Housing. 
 
 5. General sanitation 
 
 State. A State Board of Health would in many respects follow the 
 lines of organization of the federal department". Special functions and 
 activities may be emphasized as follows : 
 
 1. Divisional health officers 9. Industrial medicine and hygiene 
 
 2. Inspectors 10. Foods 
 
 3. Health centers 11. Drugs and poisons 
 
 4. Public health education 12. Personal hygiene 
 
 5. Maternity 13. Physical training for boys 
 
 6. Child Welfare 14. Physical training for girls 
 
 7. Hospitals 15. Periodic physical examination 
 
 8. Sanatoria 16. Housing. 
 
 Community. The functions of a community Board of Health under 
 
 the supervision of a Commissioner of Health or, in small localities, under 
 the supervision of a full-time Health Officer, may be suggested as follows: 
 
 1. Health centers 11. Personal hygiene 
 
 2. Pre-natal work 12. Periodic physical examination 
 
 3. Infant welfare work (private and public facilities for) 
 
 4. Pre-school work 13. Dental prophylaxis 
 
 5. Public health nurse 14. Community house 
 
 6. Hospital and sanatorium 15. Parks 
 
 7. Day and night camp 16. Playgrounds 
 
 8. Public health education 17. Athletics 
 
 9. Factory inspection 18. Baths and swimming 
 10. School inspection 19. Housing. 
 
 Industrial. The limitation of industrial responsibility for the health 
 of the worker should be clearly understood. There are, however, certain 
 opportunities and responsibilities which, within these limitations, may 
 be grouped as follows: 
 
 1. Work 7. Mutual benefit and group insurance 
 
 2. Industrial hygiene and sanita- 8. Vocational guidance 
 
 tion 9. Periodic physical examination 
 
 3. Medical supervision 10. Physical examinations for new 
 
 4. Industrial nurse employees 
 
 5. Personal hygiene 11. Dental prophylaxis 
 
 6. Safety first and first aid 
 
 Personal Relations 
 
 1. Education 3. Social life 
 
 2. Church 4. Play and recreation 
 
 Family Circle 
 
 Man the primary unit in industry; 
 His Family the secondary and controlling unit.
 
 372 
 
 WASTE IN INDUSTRY 
 
 National, State and Local Extra-Governmental Agencies. There is 
 need for the prevention of overlapping and duplication of work in such 
 agencies. This need has been partly met by the organization of the 
 National Health Council, comprising the following organizations: 
 American Public Health Association; 
 American Red Cross; 
 American Social Hygiene Association; 
 
 Conference of State and Provincial Health Authorities of North America ; 
 Council on Health and Public Instruction of the American Medical 
 
 Association; 
 National Child Health Council; 
 
 Affiliations: American Child Hygiene Association; 
 Child Health Organization of America; 
 National Child Labor Committee. 
 National Committee for Mental Hygiene; 
 National Organization for Public Health Nursing; 
 National Tuberculosis Association; 
 United States Public Health Service; (Conference Member). 
 
 Private Agencies. Among private agencies, with enormous resources 
 for improving the public health, we must number the life insurance com- 
 panies. A number of these companies are now doing important public 
 health work, giving to their policyholders the privilege of periodic health 
 examinations either through the Life Extension Institute or through 
 their own medical departments. 
 
 The National Industrial Conference Board in its Research Report 
 Number 37 gives the following digest of important medical work in 
 industry now being carried on: 
 
 ANNUAL WORK OF INDUSTRIAL MEDICAL DEPARTMENTS BY SIZE OF ESTABLISHMENTS. 
 207 ESTABLISHMENTS 
 
 Size 
 of 
 Plant. 
 Less 
 Than 
 
 No. of 
 Plants 
 Report- 
 ing 
 
 No. of 
 Work- 
 ers 
 
 New 
 Injuries 
 
 New 
 Injuries 
 Per 
 Worker 
 
 Redress- 
 ings 
 
 Re- 
 dress- 
 ings 
 Per 
 
 New 
 
 Medi- 
 cal 
 Cases 
 
 Medi- 
 cal 
 Cases 
 per 
 Worker 
 
 Physi- 
 cal 
 Exami- 
 nations 
 
 
 
 
 
 
 
 Injury 
 
 
 
 
 1,000 
 
 52 
 
 31,846 
 
 106,776 
 
 3.35 
 
 119,977 
 
 1.12 
 
 79,578 
 
 2.50 
 
 13,793 
 
 1,000- 
 
 
 
 
 
 
 
 
 
 
 2,000 
 
 54 
 
 76,964 
 
 114,986 
 
 1.49 
 
 178,900 
 
 1.55 
 
 211,204 
 
 2.74 
 
 45,692 
 
 2,000- 
 
 
 
 
 
 
 
 
 
 
 5,000 
 
 59 
 
 179,193 
 
 236,978 
 
 1.32 
 
 439.697 
 
 1.86 
 
 340,887 
 
 1.89 
 
 97,784 
 
 5,000- 
 
 
 
 
 
 
 
 
 
 
 10,000 
 
 23 
 
 149,947 
 
 211,381 
 
 1.40 
 
 461,529 
 
 2.19 
 
 194,092 
 
 1.29 
 
 94,795 
 
 Over 
 
 
 
 
 
 
 
 
 
 
 10,000 
 
 19 
 
 326,877 
 
 364,686 
 
 1.11 
 
 883,559 
 
 2.42 
 
 247,970 
 
 .75 
 
 273,754 
 
 Totals 
 
 207 
 
 764,827 
 
 1,034,807 
 
 1.35 
 
 2,083,662 
 
 2.01 
 
 1,073.731 
 
 1.40 
 
 525,818
 
 HEALTH OF INDUSTRIAL WORKERS 373 
 
 A minimum medical organization and equipment has been suggested 
 as follows: 
 
 For a factory population of 2,500 : One full-time physician, two nurses, 
 
 a dental hygienist for prophylactic work only, clinic and dental equipment. 
 
 For smaller plants a co-operative medical service can be utilized, 
 
 either through existing organizations established for this purpose, or 
 
 special organizations arranged in industrial centers where they are needed. 
 
 EUGENE LYMAN FISK. 
 C. T. SHARPE.
 
 CHAPTER XVI 
 
 EYE CONSERVATION 
 
 BY DR. EARL B. FOWLER 
 
 I. HAZARDS 
 
 Accident to Eyes Industrial Loss. There is still appreciable loss to 
 industry through preventable accidents resulting in injury to the eye. 
 The Industrial Commission of Pennsylvania reported that last year 
 (1920) 18 persons lost both eyes in industrial accidents, the compensation 
 totaling $63,731; 652 workmen lost one eye, the compensation totaling 
 $826,674.! 
 
 In the United States the total number of industrial blind is approxi- 
 mately 15,000, or 13.5% of the total blind population; this type of injury 
 being the leading causative factor of blindness. Some rather interesting 
 estimates of the cost of maintaining these blind artisans have been 
 compiled, but actual economic loss cannot possibly be estimated. Cer- 
 tainly the personal loss from blindness is far greater to the individual 
 than from other kinds of defect. The eye was involved in 10.6% of all 
 permanently disabling accidents. 2 Very complete tables indicating the 
 causes of accidents to the eye are given by Harry Best in "The Blind." 3 
 Statistics as to number, severity and time-loss are, however, quite unsat- 
 isfactory owing to the irregularity in the reporting that still exists, in spite 
 of uniform forms recommended and urged, but are complete enough 
 to demonstrate that the continuing sacrifice is very large. 
 
 Effectiveness of Protective Methods. Present protective methods 
 as applied in large plants have effected a great reduction in injuries. 
 The Commonwealth Steel Company of St. Louis, Missouri, reports: 4 
 
 1 Pennsylvania Department of Labor and Industry. Bureau of Workmen's Com- 
 pensation. Report, 1920. 
 
 2 Best, Harry. The Blind: Their Condition and the Work Being Done for Them 
 in the United States. New York. Macmillan, 1919. (Average from state reports), 
 p. 197. 
 
 3 Ibid., pp. 173-209. 
 
 4 Commonwealth Steel Company, St. Louis, Mo. (Works: Granite City, 111.) 
 Letter from Earl F. Varnum, Safety and Fellowship Department, to Guy A. Henry, 
 New York City, February 5, 1921. 
 
 374
 
 EYE CONSERVATION 375 
 
 " We started accident prevention in 1912. Part of our work is very hazardous 
 to the eye as it involves the chipping of steel castings by means of pneumatic ham- 
 mers, consequently in this department there are a great many flying chips. Up 
 until 1912 it was no unusual thing for us to have men injure their eyes and even 
 have their eyes put out by these flying chips. When we started our Safety Work 
 in 1912 we made it a rule that every man in this department should be provided 
 with goggles and compelled to wear them, also in any other department in the 
 plant where there was any chipping or grinding to be done. We have had wonder- 
 ful results since that time, not having an eye lost in our shop in any of these depart- 
 ments. 
 
 " We had considerable trouble at first in getting the men to wear the goggles, 
 even having to discharge a few men who refused to do so; but in showing the men 
 the advantages they had in wearing the goggles the large majority were glad to have 
 them and wear them. We have had hundreds of goggles broken from flying chips, 
 and have had a good many cases where particles of glass flew into men's eyes, but 
 these cases do not result in any serious condition, for the men come immediately 
 to the dispensary and have the particles removed. 
 
 " We are now using laminated lenses which even does away with the particles 
 of glass getting into the eyes, as the lenses are made in two parts with a strip of 
 celluloid between them making them non-shatterable. We even go further than 
 this and provide special lenses in goggles for men whose eyesight is not normal. 
 We also have physical examination of our men, and when a man has only one eye 
 or his eyesight is failing, we do not allow him to work in these departments where 
 there is danger of having his eye put out by flying chips." 
 
 The National Safety Council reports as to the experience of the 
 American Car & Foundry Company, as follows: 1 
 
 " Will you please note that there is at least 75% to 80% reduction in eye acci- 
 dents where goggles are in use in a plant? The per cent of reduction would, un- 
 doubtedly, be much higher if the men would wear the goggles more conscientiously. 
 ' ' The American Car & Foundry Company has proven that the use of goggles 
 has reduced accidents in their plant 75%. It is argued by some that the wearing 
 of goggles in the event of accident only jeopardizes sight the more, on account of 
 the liability of injury to the eyes from the broken glass of the goggles. As a 
 matter of fact, however, this apparent danger is without foundation, as may be 
 judged by the following evidence. There has not been a single case of injury to 
 the eye from broken glass since goggles were introduced into the shops of the 
 New York Central Railroad. The American Steel Foundries Company collected 
 94 pairs of goggles, all with lenses broken from flying chips of steel from their works 
 during a period of three months, and in every case the eyes had escaped injury. 
 Had the goggles not been worn, some of the eyes at least would have been lost. 
 In another large steel foundry where spectacles had been worn since 1911, 48 pairs 
 of goggles were collected in one month with lenses broken by flying pieces of steel; 
 
 1 National Safety Council, Chicago. Letter from J. J. Lamb, Safety Engineer, to 
 Wilson Goggles, Inc., Reading, Pa., March 1, 1921.
 
 376 
 
 WASTE IN INDUSTRY 
 
 297 pairs were gathered among the several foundries covering a period of six 
 months. During this entire period not one serious eye accident occurred.' " 1 
 
 The Union Pacific Railroad Company reports on the use of goggles 
 as follows: 2 
 
 " Our employees are now all required to wear goggles on eye dangerous work. 
 Once in a while some fellow takes the chance and leaves his goggles up on his cap 
 and has an eye injury or loses his sight entirely, but these cases are so very rare 
 they are hardly worth mentioning. I believe it would be safe to say we do not have 
 over one-fourth of one per cent. 
 
 " We occasionally have a pair of goggles sent us wherein the lens is shattered 
 but the man's vision was not unpaired. There is absolutely no argument that can 
 be put up against the universal use of wearing goggles in eye dangerous work. 
 
 " I am just forwarding to-day a photograph of one of our car repairers who was 
 nailing siding on box cars, eyes absolutely protected and unimpaired. 
 
 " Hoping this information will be of some benefit to you in prosecuting the 
 universal use of goggles in eye dangerous work, thereby doing a great sendee to 
 humanity. ..." 
 
 The Bethlehem Steel management is very rigid in demanding that 
 protection be complete, supplying goggles according to a code it has 
 formulated and printed. 3 
 
 Striking reduction in eye accidents is shown by the following table 
 from the American Locomotive Company r* 
 
 
 Number 
 
 
 Average 
 
 Number of 
 
 (Yearly 
 Average) 
 
 Accidents 
 Requiring 
 Medical 
 
 Number 
 Eyes Lost 
 
 Number 
 Full Time 
 Men per Year 
 
 Injuries 
 Per 1000 
 Full Time Men 
 
 
 Attention 
 
 
 Employed 
 
 per Year 
 
 1910-1913 
 
 448 
 
 10.5 
 
 11,506 
 
 38.9 
 
 USE OF SAFETY GOGGLES ESTABLISHED 
 
 1914 
 1915 
 
 86 
 52 
 
 1 
 2 
 
 5,004 
 3,311 
 
 17.2 
 15.7 
 
 1 Posey, William Campbell. The Hygiene of the Eye, p. 268. 
 
 2 Union Pacific System (The St. Joseph & Grand Island Railway Company) 
 Omaha. Letter from H. H. Adams, Assistant to General Manager, to Wilson Goggles, 
 Inc., Reading, Pa. 
 
 3 Bethlehem Steel Company, Bethlehem, Pa. Bureau of Employment, Compensa- 
 tion and Welfare. Goggle Code. (Leaflet.) 
 
 4 National Committee for the Prevention of Blindness, New York. Eye Hazards 
 in Industrial Occupations. Publication No. 12, p. 113.
 
 EYE CONSERVATION 377 
 
 In the American Steel Foundries the proportion has been reduced 
 85%.' 
 
 Basing judgment on the experiences of the concerns making these and 
 similar reports, it is evident that the continued loss is at least partially 
 preventable and due to failure to apply protective measures rather than 
 to any fault in the measures themselves as they have been developed. 
 
 Protective Devices Code. All industrial processes involving eye 
 hazards demand protective measures, the protector either being applied 
 to the machines or tools or worn by the worker. Definite codes have 
 been formulated by some industries stipulating all occupations in which 
 goggles must be worn and specifying the type of goggle required for a 
 particular protection. Such codes have now been published by several 
 of the states (including Pennsylvania) and by the Bureau of Standards 
 at Washington. 2 The codes are very explicit as to the best-known 
 designs and as to the manner of testing any protector in question. All 
 concerns are thus given an adequate means of judging what protection 
 is necessary. 
 
 Dangerous Operation. Under the National Code the processes or 
 operations in which protection to the eyes is necessary are divided into 
 nine groups as follows: No attempt is made, however, 'to indicate their 
 order of importance. 
 
 1. Objects. Processes in which protection from relatively large 
 flying objects is required, such as chipping, calking and riveting. 
 
 In this group, the danger of severe damage is relatively great as the 
 penetrating wound, particularly when the foreign body remains or carries 
 with it infectious material, generally destroys or greatly impairs the eye, 
 and introduces the danger of inflammation in the other eye. The 
 direction from which the foreign body comes is uncertain, as is the time 
 element (compared with the stream from an abrasion wheel) and the danger 
 from fellow workers is greater in this group. Strength of lens, tendency 
 of fragments of glass to remain in place and not fly when a lens is broken, 
 and strength of side screen, though making a goggle heavy, are imperative, 
 and weight does not mean discomfort if adjustment of the frame is 
 accurate. 
 
 2. Dust and Small Particles. Processes where protection from dust 
 and small flying particles is required. 
 
 The use of abrasion wheels gives rise to a large number of relatively 
 less severe injuries. Lighter goggles are required, but their constant use 
 is most necessary. 
 
 1 Ophthalmology, 1916, v. XII, p. 61. 
 
 2 United States Department of Commerce. Bureau of Standards National Safety 
 Code for the Protection of the Heads and Eyes of Industrial Workers. Handbook 
 Series No. 2, 1921.
 
 378 WASTE IN INDUSTRY 
 
 There is a steady increase in the use of abrasion wheels; usually 
 those made of alundum, carborundum, crystolon, or like products. The 
 fine particles of the wheel or the metal are thrown at incredibly high speed 
 and at temperature so high that they will fuse into the glass of a goggle 
 surface. Damage to the cornea is less apt to be severe, if prompt careful 
 treatment is administered, than from injuries in Group I, but the fre- 
 quency of recurrence often produces several small opacities which 
 definitely impair vision. 
 
 Glass plate shields attached to the machines are used in part. When 
 a wheel is used for short periods by different workmen, the shield has 
 an advantage, but may prove unsatisfactory because of rapid clouding from 
 pitting, grease and dust. 
 
 3. Dust and Wind. Operations where protection from dust and wind 
 is required, e.g., automobile driving, locomotive driving and firing. 
 
 Locomotive engineers and firemen find great need for shielding their 
 eyes and very definite discomfort and difficulty in wearing goggles. 
 Firemen especially are at a disadvantage since they must turn frequently 
 from the fire door to the cab window for observation. It is important 
 that the fireman see clearly and quickly in looking ahead, yet his goggles 
 coming suddenly into cooler air from the heat of the fire become covered 
 with a film of steam, or sweat from the fireman's own exertion. " Pen- 
 ciling " the lenses (using some non-sweat compound) and wearing a 
 " sweat band " across the forehead is of some help, but only by care on 
 the part of the railroads in supplying the proper goggles and giving 
 instructions as to their care will these objections gradually be overcome. 
 Lenses must be white and very perfectly surfaced, with lens for visual 
 correction when needed. 
 
 4. Splashing Metal. Processes where protection from splashing 
 metal is required, e.g., casting. 
 
 The goggles advised for this use have been found to resist breakage 
 or penetration to a remarkable degree, saving many eyes in moisture 
 explosions incident to " pouring " and similar work. The frames must 
 be highly resistant to heat and so designed that molten metal cannot 
 get through the ventilator holes. 
 
 5. Gases, Fumes and Liquid. Processes where protection from 
 gases, fumes and liquids are required, e.g., handling of acids and caustics, 
 galvanizing tanks, and japanning. 
 
 6. Excessive Dust and Small Particles. Processes where protection 
 from an excessive amount of dust and small flying particles is required, 
 e.g., sand-blasting. Very complete protective apparatus has been 
 developed and is obtainable. 
 
 7. Reflected Light or Glare. Operations where protection is required 
 from reflected light or glare, e.g., sunlight from roofs, road-beds, water,
 
 EYE CONSERVATION 379 
 
 snow. Lighter tints in lenses but of a color that will filter out ultra- 
 violet heat and excessive visible rays. 
 
 8. Radiant Energy Moderate Reduction Required. Processes where 
 protection from injurious radiant energy with a moderate reduction in 
 intensity of the visible radiation is required, e.g., oxy-acetylene welding 
 and cutting, open-hearth, Bessemer furnace work. 
 
 9. Radiant Energy Large Reduction Required. Processes where 
 protection from injurious radiant energy with a large reduction of the 
 visible radiant energy is required, e.g., electric arc welding and cutting. 
 
 Goggles Requirements and Standards. The conclusion has been 
 reached that no commercial illuminant radiates, for any working inten- 
 sity of illumination, enough ultra-violet energy to be at all harmful, 
 provided one exercises ordinary discretion in keeping unpleasantly bright 
 visible light out of the eyes. Therefore, except for " trimming " or 
 testing globes or similar constant subjection, filtering glasses are rarely 
 necessary in ordinary occupations. The glass-enclosing globes of the 
 lamps are sufficient to reduce any injurious radiation far below the danger 
 point. Though discomfort may arise from intense lights in the range 
 of vision, no permanent damage is likely to occur. 1 
 
 In steel making, furnace work and welding, both oxy-acetylene and 
 arc, the use of colored lenses is necessary. The ultra-violet rays even 
 in this process, though apt to produce little more than a conjunctivitis, 
 can reach the retina of an unprotected eye, and should be filtered out. 2 
 The infra-red waves are present in such sources but the greater part of 
 the damage done by them to the tissues is due to their thermic action. 
 The protection needed in welding is from the ultra-violet, intense light 
 and heat. 
 
 Goggles for this use must meet these filtration requirements and still 
 permit sufficient vision. The data published in Technologic Paper No. 
 93, U. S. Bureau of Standards, the work of W. W. Coblentz and W. B. 
 Emerson, include tables covering practically all of the glass used in goggles 
 at the present day with the power of filtration that they have been 
 found to possess. From this it is possible to select the lens best suited 
 for any one process. For arc welding and other intense sources they 
 recommend black, green or yellowish green. Where more light must be 
 permitted to pass, light bluish green or sage green is advised. The 
 cobalt blue often used is not effective. Most of the glass sold under 
 trade names has data readily accessible concerning its action. "The 
 Bureau of Standards will test any glass submitted to them." 3 
 
 1 Bell. Proceedings of American Academy Arts and Sciences, v. 48, 1912, p. 1. 
 
 2 Coblentz, William W. and W. B. Emerson. Glasses for Protecting the Eyes 
 from Injurious Radiations. (United States Bureau of Standards, Technologic Paper 
 No. 93.) 1919. 
 
 3 King, W. G. Vice-president Julius King Optical Company. Safe Heads and
 
 380 WASTE IN INDUSTRY 
 
 Very definite and severe tests are laid down by the National Code 
 for determining the resistance of glass to breakage and the holding of 
 the fragments in the frame after breakage. The specifications for frames 
 are also given. Yet, in spite of this accessible information, the knowledge 
 regarding the characteristics of adequate protection appears to be 
 definitely limited to a few, mainly those responsible in the larger organi- 
 zations. The distribution of such available information must be carried 
 out as it is most important for smaller groups of workers to realize the 
 necessity for safeguarding their eyes and to know the most certain 
 means of accomplishing this. Much of the distribution will be the result 
 of the activities of those commercially interested and there should be 
 some check on the advertising. False statements or the sale of goggles 
 under misrepresentation that they meet all of the specified requirements 
 of the codes, introduces a grave menace. 
 
 Overcoming Objections to Goggles. The matter of objections to 
 wearing goggles has been gone into many times. These have been 
 largely overcome through educational campaigns and many firms have 
 developed additional measures for enforcing protection. In some of the 
 states laws have been enacted regarding protection but in most instances 
 these are not sufficiently explicit nor are they efficiently enforced. A 
 reduction in compensation as penalty for failure to take advantage of all 
 protective means has been suggested. Also that the reduction in insur- 
 ance premium rates that accompanies improved practices be emphasized, 
 for the educator must be made to realize that it is worth while to educate, 
 reform and enforce. There is, however, much opportunity to improve 
 the goggles now in use and the manufacturers are most active to this end. 
 For example, the range of vision, with a glass sufficiently small to give 
 the needed strength for severe hazards is such as to make them objec- 
 tionable in certain of the structural work. 1 Also, up to the present time 
 there has been a reduction in the strength incident to the surfacing of the 
 glass to correct for visual defects. The careful, exact fitting of the frames to 
 facial contour on which depends comfort and much of the value, is fre- 
 quently difficult and certainly not universal. 
 
 Unavoidable Accidents Treatment. A certain number of accidents 
 involving damage to the eye are still unavoidable. The presence or 
 absence of permanently detrimental results is very likely to depend on 
 the promptness and efficiency of the treatment that is instituted. Pro- 
 vision for first aid treatment must be close and the men must be taught 
 to report without making any attempt to correct the condition themselves. 
 In a number of the plants small foreign bodies that can be so removed 
 
 Good Eyes. (Lecture, Safety Fundamentals.) Safety Institute of America, New 
 York. 1920. P. 78. 
 
 1 Cross. Sun Ship Building Company, Chester, Pa.
 
 EYE CONSERVATION 381 
 
 are wiped off with a cotton swab moistened with a mild antiseptic solu- 
 tion. If anything further is necessary to dislodge them, or if injury 
 has been done, a sterile dressing is applied, and the worker is sent to the 
 surgeon at once. When special hazards exist, special measures should 
 be most accessible, for it is often the first few seconds that count in the 
 treatment. For instance, when acids or caustics are used a stream of water 
 that may be turned into the eye and bottles of a neutralizing solution of 
 the proper strength should be kept within easy reach. 
 
 With the improvement of motor transportation that has come in the 
 last few years, efficient surgical care is readily accessible in most locations. 
 Definite relations should be established with the surgeon to whom cases 
 are to be sent and a program for first aids should be laid down by him 
 to meet the individual requirement. Emphasis should be put on the 
 importance of X-ray in all cases where there is even a remote possibility 
 of the presence of an intra-ocular foreign body. 
 
 II. VISION 
 
 Correction of Sub-Standard Vision Favorable Opinion. That cor- 
 rection of sub-standard vision produces an increase in return that will 
 pay for its cost though no set of figures at hand will place this return 
 on a dependable monetary basis is the conclusion of the management 
 in plants where several years of trial has provided a basis for judgment. 
 As examples of this, we have the experiences of the Hood Rubber Company, 
 Watertown, Massachusetts; the Cheney Silk Company, South Manchester, 
 Connecticut, and Sears-Roebuck & Company, Chicago. 
 
 At the Hood Rubber Company 1 a specialist has been employed 
 for three years on a part-time basis, giving three hours a morning almost 
 entirely to eye examination and visual correction. The mechanical work 
 is carried out by a manufacturing concern that sends a representative 
 to take frame measurements and adjust delivered glasses, the company 
 paying for the glasses at less than the usual retail rate and charging the 
 employee the same, in weekly payments where necessary. The entire 
 expense for the specialist, however, is carried by the firm. The employee 
 in whom a condition of sub-standard vision is determined at the time of 
 examination for employment or any subsequent examination, is advised 
 to avail himself of this service, and most of them do, but there is no com- 
 pulsion and no exclusion from employment because of sub-normal acuity. 
 All employees reporting at the hospital complaining of symptoms that 
 might be considered asthenopic in character are referred to the special- 
 
 1 Quimby, R. -S. Hood Rubber Company, Watertown, Mass. Personal Inter- 
 view. April, 1921.
 
 382 WASTE IN INDUSTRY 
 
 ist. The total number supplied with glasses was about 1,000 per year. 
 The opinion as to results has been based on personal observation of fore- 
 men and personal comments of the employees themselves. 
 
 At the Cheney Silk Company l and at Sears-Roebuck & Company 2 
 the method is somewhat different, those falling below standard or com- 
 plaining of symptoms being sent to one specialist whom they pay 
 for the examination at a very reduced rate, so arranged because of the num- 
 ber and the fact that the companies assure payment. Glasses are supplied 
 through the house at wholesale or reduced rates, on the installment plan 
 where necessarjr. The time loss incident to the examination is at the com- 
 panies' expense, but this has been shortened to a probable minimum. 
 Here again the reports of foremen, department heads and industrial 
 workers have been such as to lead to continuation of the service. 
 
 Measuring Degree and Permanence of Benefit. Approximate valua- 
 tion figures may be secured as further study gives more data, and as 
 labor conditions become sufficiently stable that other factors may be 
 held at a stationary level while quantity and quality variations in 
 production before and after correction of vision may be observed. 
 Figures may be secured either for numbers of individuals Dr. Burlingame 
 believes valuable data can be better obtained thus or for groups in 
 separate occupations. The unusual difficulty of maintaining the other 
 factors at a stationary level is emphasized by Dr. Burlingame who found 
 that the definite improvement noted in individual cases was quite 
 temporary, the period over which it lasted being only six weeks to two 
 months, and concluded that it was the result of the psychic stimulation 
 incident to the examination, the supplying of glasses which were worn 
 for the first time, and the feeling of being watched. Dr. Fisk feels that 
 though it may not be possible to show that there is an improvement 
 immediately following corrective measures, a drop in efficiency that would 
 otherwise surely come later would be prevented. 3 This conclusion is 
 necessarily reached by speculative means but the groundwork on which 
 it is built is apparently sound. 
 
 Question of Correcting All Sub-Normal Vision. It may be possible 
 through study to decide as to the soundness of the theory that advises 
 correction of all vision falling below a certain level, this level at a height 
 varying with the acuity requirements of the different grades of work. 
 Dr. Nelson M. Black states that " a person with one-fourth, one-third or 
 
 1 Burlingame, C. C. Cheney Silk Company, South Manchester, Conn. Personal 
 Interview. April, 1921. 
 
 2 Mock, Harry E. Sears-Roebuck & Company, Chicago. Personal Interview. 
 April, 1921. 
 
 Fisk, Eugene Lyman. Life Extension Institute, New York City. Personal 
 Interview. April, 1921.
 
 EYE CONSERVATION 383 
 
 even one-half standard visions cannot be considered as competent a 
 workman as one with standard," 1 but only much further observation 
 is going to give facts as to the amount of time-labor lost by permitting 
 continuation of work by those with this handicap. The normal or cor- 
 rected eye loses less rapidly in speed of discrimination, speed of adjust- 
 ment, and in the power to sustain clear-seeing, than the eye with even a 
 slight visual defect. 2 
 
 Eye work, the use of the eyes, produces fatigue, general and local, 
 as does any prolonged physiological process, but with eyes approxi- 
 mating the normal under good working conditions, Professor C. E. Ferree 
 has demonstrated this to be barely appreciable in four hours as measured 
 by reduced sensitiveness. 3 But with defective visual apparatus requiring 
 excessive corrective focusing effort or under sub-optimum lighting con- 
 ditions, this fatigue develops rapidly so that in the same period of time 
 the sensitiveness may be reduced to 43% normal. Any excess eye 
 fatigue results in nerve trauma, which, repeated frequently, produces 
 symptoms so often noted as to be beyond question classed under the 
 heading of asthenopia. When this condition has been reached there 
 must be a time-labor loss from reduction in quantity and quality pro- 
 duction. Where the symptoms are not noted the fatigue is produced 
 to the same degree while the reserve of adaptation of the individual is 
 such that it is not too far broken down, but Dr. Fisk feels that damage 
 is sure to come later unless protected against. 
 
 In addition to this, actual loss, from failure to see sufficiently well 
 to determine details of this process, or from mistakes, is frequent where 
 sub-standards are not corrected. For example, at the Hood Rubber 
 Company 20% of the inspectors were found to be unable to see suffici- 
 ently well to determine defects. 4 
 
 Frequency of Sub-Standard Vision. The percentage of employees 
 with sub-normal vision has been determined in several carefully recorded 
 series of investigations. For example, J. W. Schereschewsky found that 
 in a total of 2,906 garment workers, only 743, or a little over 25% had 
 bilateral normal vision; 17% having normal vision in one eye, with the 
 other defective. 5 The highest percentage of defective vision was in the 
 
 1 Black, Nelson M. Modern Illumination and its Relation to Ocular Comfort. 
 Wisconsin Medical Journal, 1914-1915, v. 13, p. 316. 
 
 2 Ferree, C. E. and G. Rand. Effects of Variations in Intensity of Illumination on 
 Functions of Importance to the Working Eye. Transactions, Illuminating Engineering 
 Society, 1920, v. 15, pp. 769-792. 
 
 3 Ferree, C. E. Problem of Lighting in Its Relation to the Efficiency of the Eye. 
 Science, July 17, 1914, pp. 84-91. 
 
 4 Quimby, R. S. Hood Rubber Company, Watertown, Mass. Personal Inter- 
 view. April, 1921. 
 
 6 Schereschewsky, J. W. Studies in Vocational Diseases; The Health of Garment 
 Workers. U. S. Public Health Bulletin No. 71, 1915, p. 75.
 
 384 WASTE IN INDUSTRY 
 
 class of workers who made the greatest use of their eyes. The Life 
 Extension Institute in its examination of more than 10,000 employees 
 in factories and commercial houses found 53% with uncorrected faulty 
 vision. 1 The Institute in its examination of 675 employees in the Under- 
 wood Typewriter Company, individuals engaged in close work, found 
 58% in need of correction by glasses. 2 Schereschewsky is of the opinion 
 that " properly fitted glasses to correct even small defects is, for eye 
 workers, an important part of the hygiene of the eye." Of the rejections 
 in the National Army, 21.7% were because of eye trouble. 3 An examina- 
 tion of the vision of 3,000 employees of the Robert Gair Company, 
 Brooklyn, N. Y., manufacturers of paper boxes, gave the following 
 results; 22% normal, 38% astigmatic, 28% hyperopic, 7% myopic, 
 and 5% color blind. 4 
 
 In the Whiting-Davis Company, where a large amount of close fine 
 work is done, all the employees' eyes were tested with the following 
 results: 
 
 Glasses worn and satisfactory 8.3% 
 
 New glasses ordered for 83.3% 
 
 No glasses needed 8.4% 
 
 After being fitted with glasses 28% improved productivity was noted in 
 comparing two months. 5 The only thing learned from further statistics 
 is a confirmation of the fact that there are a large number in every group 
 of workers who fall below the line. This is appreciably greater if the 
 number with sub-normal vision in one eye are noted. The Bausch & 
 Lomb Optical Company, Rochester, N. Y., have merely required visual 
 correction without stipulating any individual to carry out the examina- 
 tion. 6 Those dissatisfied with their glasses have reported to one man 
 (Mr. Max Poser) and he reports that more discomfort has resulted when 
 there was a difference between the two eyes, even when one approached 
 the normal, than with two equally defective eyes. 
 
 Standards Essential, and Proper Working Condition. As in the 
 correcting of other factors of occupational hygiene, standards have been 
 set, so, after further study, visual acuity standards will have to be 
 
 1 Life Extension Institute, New York City. Address at Banquet, December 3, 
 1919. (Pamphlet), p. 18. 
 
 2 Life Extension Institute, New York City. How to Live. (A Monthly Journal 
 of Health and Hygiene). July, 1919, p. 8. 
 
 3 Survey, v. XL, 1918, p. 90. 
 
 4 Brooks, C. H. Conserving Eyesight For More Production, Textile World 
 Journal, July 17, 1920, v. 58, p. 380. 
 
 8 Factory, July 1, 1920, pp. 55-56. 
 
 6 Poser, Max. Bausch & Lomb Optical Company, Rochester, N. Y. Personal 
 Interview, April, 1921.
 
 EYE CONSERVATION 385 
 
 determined for each grade of workers and readjustments made, with 
 alterations in our methods of testing acuity to suit conditions, until 
 these standards give us the necessary minimum for each kind of work. 
 As examinations are made at present, any set level would exclude workers 
 shown by practical test to be very efficient producers. 
 
 Many sub-normal eyes will work well even for fairly trying work if 
 conditions are good. Therefore it is first of all urgent to bring the work- 
 ing conditions up to the best, on the basis now understood. With 
 relation to the eye, the first consideration is illumination; and on this 
 subject much valuable data has resulted from the careful study given it. 
 
 III. ILLUMINATION 
 
 Improvement in Lighting Conditions Desirable. Even the most 
 superficial survey of lighting conditions reveals that in the majority of 
 plants there is much improvement possible, in spite of the actual increase 
 in production quantity and quality when poor illumination is corrected to 
 standards now considered satisfactory. 
 
 The value of good illumination has been recognized for some time. 
 It has been demonstrated to, and adopted by some industries; yet the 
 following table, in agreement with the opinion almost universally expressed 
 by illuminating engineers, demonstrates that it has not been sufficiently 
 appreciated, on a monetary basis, to force its general adoption. The reason 
 for this is certainly not clearly evident. 
 
 CONDITION OF LIGHTING IN 446 PLANTS INVESTIGATED. 1 
 
 Excellent 8.7% 
 
 Good 32.0% 
 
 Fair 29.1% 
 
 Poor 18.8% 
 
 Very poor 3.5% 
 
 Partly good, partly poor 7.8% 
 
 There seems to be no question of loss due to faulty conditions. One 
 observer estimates the loss in this country as above the entire cost of 
 illumination. 2 (1918) Again it has been shown that improved lighting 
 systems increased output 2% in steel plants and as much as 10% in shoe 
 factories and textile mills where work is more exacting. 3 These are 
 very definite figures determined under an accurate survey, given here 
 only for the two extremes, but certainly convincing. " Experiments 
 
 1 Eastman, R. O. Transactions of the Illuminating Engineering Society. Febru- 
 ary 10, 1920, v. XV, No. 1. 
 
 2 Illuminating Engineering Society Transactions. 
 
 'Eshleman, C. L. Industrial Lighting. Proceedings, American Institute of 
 Electrical Engineering, January, 1913, pp. 41-54.
 
 386 WASTE IN INDUSTRY 
 
 by Mr. Durgin in industrial plants showed that the work was very 
 materially speeded up by increasing the average lighting two or three 
 times what was formerly considered good practice. 1 
 
 Available Codes. Codes prepared by state industrial commissions, 
 by the Illuminating Engineering Society and by the large manufacturers 
 of lighting equipment, make it possible to determine suitable installa- 
 tion even when an illuminating engineer is not employed, while new 
 simplified apparatus makes the testing of results practical. There is at 
 least one small, compact, reasonably accurate foot-candle meter on the 
 market. Also much can be done in the smaller concerns by the common 
 sense application of the rules laid down in these codes without undue 
 expenditure. 
 
 Requirements for Efficient Lighting. The simple requirements on 
 which efficient illumination is based are: 
 
 1. Light enough to see by to do work too little or too much producing dis- 
 
 comfort. 
 
 2. Diffusion to avoid sharp contrasts and deep shadows. 
 
 3. Elimination of glare. 
 
 The quantity or intensity of illumination necessary to produce a 
 brightness of surfaces such that the eye can perform its functions, covers 
 an enormous range. All that is necessary for ordinary comfortable 
 reading is 1.73 foot-candles, but this is below the best for most kinds of 
 work. The standards required in the Massachusetts tentative code 2 
 are as follows, expressed in terms of foot-candles at the work: (a) road- 
 ways and yard thoroughfares, ordinary practice 0.05 to 0.25, minimum 
 0.02; (6) storage spaces, ordinary practice 0.05 to 1.00, minimum 0.25; 
 (c) stairways, passageways, aisles, toilets, and washrooms, ordinary 
 practice 0.75 to 1.59, minimum 0.50; (d) rough manufacturing, such as 
 rough machining, rough assembling, rough bench work, ordinary practice 
 2.00 to 4.00, minimum 1.00; (e) rough manufacturing, involving closer 
 discrimination -of detail, ordinary practice 3.00 to 6.00, minimum 2.00; 
 (/) fine manufacturing, such as fine lathe work, pattern and tool making, 
 light-colored textiles; office work, such as accounting, typewriting, etc., 
 ordinary practice 4.00 to 8.00, minimum 3.00; (g) special cases of fine 
 work, such as watch making, engraving, drafting; close work on dark- 
 colored textiles, ordinary practice 8.00 to 15.00, minimum 5.00. 
 
 1 Ferree, C. E. and G. Rand. Effect of Variations in Intensity of Illumination on 
 Functions of Importance to the Working Eye. Transactions, Illuminating Engineering 
 Society, 1920, v. 15, pp. 769-792. 
 
 2 Massachusetts State Board of Labor and Industries. Tentative Draft of Rules 
 and Regulations for Lighting Factories, Mills and Other Industrial Establishments, 
 1918.
 
 EYE CONSERVATION 387 
 
 Experiments with Varied Intensities. Discussing the effect of vari- 
 ations of intensity of illumination on functions of importance to the 
 working eye, before the Illuminating Engineering Society, October, 1920, 
 C. E. Ferree and Gertrude Rand said: l 
 
 " Some of the beneficial results of increase of intensity may be summarized in 
 six (6) points: (1) Slow, but substantial gain in acuity for all but low intensities 
 where the gain is rapid; (2) gain in speed of discrimination; (3) gain in speed of 
 adjustment; (4) gain in the power to sustain clear seeing; (5) if the task, not the 
 visual angle, is kept the same for the different illuminations, i.e., if the working 
 visual angle is changed to sustain the same percentage to the minimum visual 
 angle at which the observer can just discriminate detail at the different illumina- 
 tions, there seems to be no measurable effect of increase of illumination on the power 
 of the normal eye to sustain the clear seeing of its object for a period of time. (6) 
 Does the eye tend to fatigue more under the high illumination?" 
 
 In one series of experiments four observers were used and the acuity 
 was determined at 0.001, 0.005, 0.01, 0.015, 0.02, 0.05, 0.01, 0.2, 0.4, 
 1, 2, 3, 5, 10 and 20 foot-candles of light normal to the test object. 
 
 Determinations were made of the time required to change the eyes 
 from a position of exact adjustment for a clear seeimr of the test object 
 at 20 cm. (7f in. to one at 6 meters (19 ft. 8 in.) and back again to 
 20 cm. (7| in.) 
 
 The ideal condition is to have the illumination of correct intensity 
 as uniformly distributed as possible over the field of vision with no extremes 
 of surface brightness. 2 Dr. P. W. Cobb holds that the visual acuity 
 is best when the brightness of the surroundings is about equal to that 
 upon which the vision is centered. 3 Cravath finds that the comfortable 
 limiting ratio between the brightest surface and its surroundings varies 
 somewhere between 1 to 100 and 1 to 200 and preferably until we have 
 more evidence, the contrasting brightness of adjacent surfaces should, 
 if practicable, be kept below the 1 to 100 ratio where long-continued 
 work is done. 4 No brilliant light source should be so located that it 
 is visible. It is especially a source of discomfort when it comes from 
 below as reflected from working surfaces. The theory is that the lower 
 part of the retina has for centuries past been the part that has received 
 the greater intensity of b'ght and has become adapted until this excess 
 
 1 Ferree, C. E. and G. Rand. Effect of Variations in Intensity of Illumination on 
 Functions of Importance to the Working Eye. Transactions, Illuminating Engineering 
 Society, 1920, v. 15, pp. 769-792. 
 
 2 Black, N. M. Modern Illumination and Its Relation to Ocular Comfort. 
 Wisconsin Medical Journal, 1914-1915, v. 13, p. 316. 
 
 3 Cravath, J. R. Ocular Relations of Interior and Exterior Lighting, American 
 Encyclopaedia of Ophthalmology, 1916, v. VIII, p. 6,140.
 
 388 WASTE IN INDUSTRY 
 
 stimulation causes less discomfort than light in excess coming from below 
 onto the upper part, even of sun origin, as reflection from sand, snow or 
 water. It is also a fact that the upper lid and upper lashes protect the 
 pupil area to a greater extent than do the lower. 
 
 Reflectors or shading devices used with lamps placed above the 
 heads of the users should be constructed so that the shades intercept the 
 light emanating from the lamp at all angles more than 25 degrees from 
 the vertical. 1 
 
 The Massachusetts code gives "15 degrees or less below horizontal 
 for light less than 20 feet high." The position of the shading can be 
 worked out in each individual instance without regard to the theory of 
 angles if the basic principle is considered that no artificial light should be 
 placed so that its undiffused light will shine directly in the eyes of the user 
 or those near by for any considerable length of time. The more fixed 
 the position of the user the more important this is. As a first step the 
 least that can be done is to use diffusing glass globes, reflectors or shades 
 between the eyes and the light. All are agreed that glare must be 
 controlled. 
 
 The three types of lighting systems may be briefly and practically 
 summed up as follows: 
 
 Types of Lighting Systems Direct. The advantages of the direct 
 system are low cost of installation and maintenance, economic distribu- 
 tion of lamps, and little loss by absorption. The disadvantages include 
 a tendency to over-light the work and leave sharply contrasting dark 
 areas around it. Such localized lighting with opaque reflectors should 
 only be used in connection with some good system of generalized lighting. 
 
 Semi-direct. The semi-direct in which the brightness of the bowls 
 is reduced below 250 milliamberts meets certain requirements. These 
 reflectors are best when made of dense glass or similar material, highly 
 polished on the inside so that the globe gives about the same brightness 
 for equal area as the reflecting ceiling. This requires a greater wattage 
 than the direct systems but there is a reduction of the glare and a much 
 better diffusion. 
 
 Indirect. In this system the source is hidden by an opaque bowl 
 and all illumination comes from ceiling reflections. The glare is reduced 
 to a minimum, shadows are practically abolished and the greatest 
 diffusion is assured. Fatigue is much slower than with either of the other 
 two systems for work that requires reading. Reading and similar use 
 of the eyes seems to offer a very different condition in fatigue development 
 than do various forms of work. Highest acuity and least loss from fatigue 
 cannot be had at the same artificial intensity (both being obtainable under 
 correctly controlled daylight only.) " For all purposes of clear seeing, 
 1 American Encyclopaedia of Ophthalmology.
 
 EYE CONSERVATION 389 
 
 whether the criterion be maximal acuity or the ability of the eye to hold 
 its efficiency for a period of work the best results are given. ... by the 
 systems that give the best distribution. The effect of distribution, 
 however, on the ability of the fresh eye to see clearly is not nearly so great 
 as it is on the power to hold its efficiency for a period of work." ] Indirect 
 lighting is, therefore, probably the best artificial system for office use, but 
 might be a hindrance in other kinds of work because of a decrease in the 
 possibility of judging distances, due to the artificial appearance created 
 by the elimination of shadows. Intensity on the working plane with 
 indirect illumination usually specified is 2.5 to 3.5 foot-candles. 2 The 
 use of an opaque eye shade did not increase efficiency; in fact reduced 
 it with indirect system unless the shade was lined with white. 
 
 Daylight. Daylight from windows is superior in that it is light from 
 a large source that strikes the desk tops at an angle which is usually such 
 that the glare from papers is reduced to a minimum. The window area 
 should be as large a percentage of the total wall area as possible. Trans- 
 lucent shades to cut out direct sunlight must be fitted to windows where 
 needed, working from the bottom upward or from the top as conditions 
 indicate. Ground glass and the like should be avoided in window sashes 
 that are at or below the level of the eye, as they introduce a brightness 
 equal to or greater than that of the sky on a part of the retina which is 
 particularly susceptible to irritation from glare. The contrast to the 
 adjoining walls and floor is also much too great. Fireproof glass is used 
 to a great degree at the present time, making this a common condition. 
 Clear glass gives an area of brightness only equal to that of the landscape. 
 When the adjoining building makes the angle from the sky very sharp, 
 prism glass (there are several commercial forms) may be used, preferably 
 only in the upper half. 
 
 Placing of Machines. The position of machines is of great importance 
 in getting the best results from window lighting. This must be worked 
 out according to the nature of the process and the location where maxi- 
 mum intensity is desired. The north exposure, " saw tooth," roof illumina- 
 tion meets most requirements but is available only where low property 
 values permit the use of one-story plants. It has to a great degree been 
 taken for granted that day-light supplied the best illumination and up 
 to the present time this is probably true, where it is of proper intensity 
 and properly controlled, for the diffusion is more easily secured, the 
 limits of comfortable intensity are much wider apart, and fatigue is 
 much slower in developing than with most artificial lighting. This 
 may not continue to be, when lighting practices develop efficiency; 
 
 1 Illuminating Engineering Society Transactions, v. X, 1915. 
 
 2 Black, N. M. Modern Illumination and Its Relation to Ocular Comfort. 
 Wisconsin Medical Journal, 1914-1915, v. 13, p. 316.
 
 390 WASTE IN INDUSTRY 
 
 and the perfect uniformity, obtainable only with artificial means not 
 influenced by weather changes, may bring a sufficient advantage to make 
 it the superior form. Certainly the daylight is the cheaper and will con- 
 tinue to be so for a long time. 
 
 Need for Campaigns in Smaller Plants. The cost for providing 
 adequate illumination for the entire industry of the country would 
 amount to one-half per cent to one per cent of wages. 1 The cost per 
 capita of correcting vision, instituting and carrying out measures of pro- 
 tection against hazards and bringing the lighting up to good standards, 
 is definitely greater in the small plant than in the larger organizations 
 those employing two thousand workers or more and the small plants 
 are in the large majority. These smaller plants are therefore less ready 
 to take up any of these measures unless the early returns of a dividend 
 can be clearly shown. Reports of more study, the example of the earlier 
 ones to take the steps, must be brought before them constantly so that 
 efforts to check preventable loss along these lines may become more 
 nearly universal. 
 
 ACKNOWLEDGMENT 
 
 I wish to make acknowledgment of, and express appreciation for, 
 valuable help and information received in the preparation of this report 
 from Dr. Cassius D. Westcott, Chicago; Dr. Harry E. Mock, Chicago; 
 Dr. Otto Geier, Cincinnati; Dr. C. C. Burlingame, South Manchester, 
 Connecticut; Dr. R. S. Quinb} r , Watertown, Massachusetts; Dr. Irving 
 Clark, Worcester, Massachusetts; Dr. J. W. Schereschewsky, United 
 States Public Health Service; Dr. James Bordley, Baltimore; Dr. Cross, 
 Chester, Pennsylvania; Dr. Sawyer, Rochester, New York; and Mr. 
 Max Poser, Rochester, New York. 
 
 EARLE B. FOWLER. 
 
 1 National Safety Council, Chicago, News Letter No. 10.
 
 CHAPTER XVII 
 
 PURCHASING AND SALES POLICIES 
 BY C. E. KNOEPPEL 
 
 Waste from Neglect of Protective Policies. Investigations into the 
 operation of industrial enterprises have frequently disclosed wasteful 
 conditions particularly in concerns which have enjoyed a long period of 
 prosperity due to the nature of the product or some other special advantage 
 which are attributable to a failure to adopt a protective policy in the 
 event of a contraction in sales volume.. As a result of a great demand for 
 goods many of these companies have failed to follow conservative plans. 
 Much waste can be charged to this fact, including the waste due to the 
 enormous fluctuations in production. It was common among such 
 companies to sell all the product they could make practically at their 
 own price. These who " plunged " most heavily into production succes- 
 sively " pyramided " their plant capacity until a point was reached 
 where the output facilities exceeded those required to meet the normal 
 demand. 
 
 This condition has resulted from the domination of the business by 
 financial and sales interests. The process may be outlined in this way : 
 
 As the industry grew and more and more business rolled in, more capital 
 was secured or money borrowed, to be invested in fixed assets to permit 
 of further increases of output. The working capital, however, was not 
 usually correspondingly increased. With the sales department calling 
 for volume of output it was natural that maximum production should be 
 sought almost regardless of costs, because the apparent profits were large. 
 As this policy was extended, additional equipment was installed; night 
 shifts were put on; more buildings planned and the sales program broad- 
 ened. So long as demand kept pace with the increasing production the 
 industry prospered. But at the first temporary slackening of demand 
 stock piled up, and soon the working capital was found to be insufficient. 
 Then came shut-downs, unemployment, disruption of the producing and 
 sales organizations and possibly refinancing controlled by other than the 
 original owners. 
 
 The result of a faulty purchasing and sales policy has been here 
 briefly sketched with reference to a rapidly growing industry. This 
 
 391
 
 392 WASTE IN INDUSTRY 
 
 same policy is no less harmful in an established industry where an attempt 
 is made to secure the major volume of profit through the appreciation 
 in value of stocks of raw materials, rather than from efficient production. 
 
 To trace the effect of these faulty purchasing and sales policies upon 
 the operation of industry it is wise to realize the distribution of respon- 
 sibility among: 
 
 Financial backers and owners or capital. 
 
 Executives or management. 
 
 Workers or labor. 
 
 Industrial stability is firmly founded when based upon the proper 
 interdependence of banker, manager and worker. But because man- 
 agement is the keystone of the industrial structure, the managers as the 
 performing executive agency are chiefly responsible for the improvement 
 which will do away with the present industrial shortcomings. 
 
 Responsibilities of Management. Management's manifold respon- 
 sibilities are positive, well defined, unescapable: 
 
 1. To establish sound business policies. 
 
 2. To finance the enterprise. 
 
 3. To control the expenditure of funds. 
 
 4. To develop an organization whose functions are logically assigned to com- 
 petent individuals. 
 
 5. To design, test, improve and warrant a product which is to be distributed in 
 relation to demand and competition. 
 
 6. To build or secure plant and equipment and utilize them economically and 
 effectively. 
 
 7. To procure adequate supplies of proper materials. 
 
 8. To maintain a suitable supply of labor and supervise and co-ordinate its 
 effect. 
 
 9. To organize and sustain proper relationships between owners and workers. 
 
 10. To formulate procedure based upon practicable and economical methods. 
 
 11. To manufacture and sell at a profit. 
 
 Most of these responsibilities have a bearing upon or are influenced 
 by the purchasing and sales policies. The most serious faults of the 
 latter as indicated in previous paragraphs lead to : 
 
 Uneconomic and speculative purchases. 
 Unscientific price setting. 
 
 Results of Speculation and Unscientific Price Setting. Speculative 
 purchases and unscientific price setting injure both industry and com- 
 merce through bringing about: 
 
 1. Unemployment. 
 
 2. Reduced wages. 
 
 3. Reduced operation of plants. 
 
 4. Exaggerated seasonal demand. 
 
 5. Losses in a falling market after plant purchases have been made at high prices.
 
 PURCHASING AND SALES POLICIES 393 
 
 6. Alternate and excessive business fluctuations. At one time depression and 
 business stagnation: At another time activity and over-expansion. 
 
 7. Abnormally low prices in depressed periods and abnormally high prices 
 during excessive production. 
 
 8. Unnaturally high costs during periods of operation which are either below 
 and above normal. 
 
 9. Irregular but periodic idleness of capital, plant, material and labor. 
 
 Need of Stabilization. The evils mentioned in the preceding section 
 affect the buying and consuming that react to price changes. If high 
 prices are very high, demand is stifled because of a concerted waiting 
 for lower prices. If prices are too low demand is unduly stimulated, 
 for too free buying creates a false indication of need, which tends to 
 increase production beyond normal requirements. Too free buying 
 also is soon reflected in higher prices, whose inflation above a seasonal 
 level deters buying, stifles demand, and consequently lessens production. 
 
 Both effects are vicious. The one lessens production directly by 
 inflating prices; the other lessens production indirectly by first over- 
 estimating demand which as a consequence inflates prices. If, on the other 
 hand, we produced pig iron at a more uniform monthly tonnage rate 
 during dull times, we should not have an abnormally low price; the 
 temporary excess production would furnish pig iron in good times without 
 an abnormally high price. 
 
 The stabilization which this process brings can be likened to the 
 conservation and use of a water supply. By storing the flood water 
 and releasing it at a uniform rate over a long period irrigation is supplied 
 when and as needed. Uniform production to cope with and satisfy 
 nation-wide variations in demand will come only by adopting this policy 
 of storing in slack times and releasing in boom times. The evils of 
 economic and speculative purchasing and unscientific price setting can 
 be cured only by a change in policy, not by a modification of administra- 
 tive methods. 
 
 Speculative Profits and Unforeseen Losses. Far too often the faults 
 in purchasing have been considered a necessary evil. Depreciation in 
 inventory values upon a falling market was regarded as something to 
 be expected, as well as gains on a rising market. Wise financial man- 
 agement anticipated the former condition and congratulated itself on the 
 latter. This situation is shown strikingly in the reported 1920 statements 
 of two large manufacturing companies. One was able to charge the 
 larger part of these losses (amounting to $11,151,444) against reserves 
 previously set up to meet such a contingency. After setting aside a 
 considerable new reserve to meet any new losses that may arise, this com- 
 pany was able to show adequate working capital. The other company 
 not only failed to anticipate such losses (amounting, in its case, to 
 $18,247,000, estimated as of December 31, 1920), but actually had reduced
 
 394 WASTE IN INDUSTRY 
 
 its working capital in the face of an enormous expansion of fixed invest- 
 ment. The results were fatal. In a newspaper advertisement in the 
 spring of 1921, referring to this latter company, a further provision is 
 shown in its balance sheet of $32,850,000, to care for depreciated material 
 on hand and on contract. 
 
 Combined with the thought that uneconomic purchasing is a neces- 
 sary evil is the desire to increase profits by speculating in raw materials, 
 buying when they are low in price and selling the product made from 
 them after they have appreciated in the market. This form of speculation 
 is a recognized practice in the purchasing of many great staple materials, 
 such as cotton, wool, leather, crude rubber and sugar. Industrial failures 
 are frequently recorded, caused by " getting caught " with high priced 
 stocks of material. On the other hand profits are frequently made from 
 plants most inexpertly managed as producing units merely through 
 " luck in guessing the market for material." 
 
 The Material Adjustment Account. It will not do to say that the losses 
 due to uneconomic and speculative purchasing cannot be discovered and 
 responsibility placed where it belongs. It is management's business 
 to discover such losses and to separate them from losses due to operating 
 as well as from those due to volume. To do this with even a fair amount 
 of trade co-operation, means to advance a long way toward policies which 
 will stabilize industry. 
 
 It is therefore recommended : 
 
 1. That raw material be charged at current prices. 
 
 2. That use be made of a "material adjustment account " for raw materials. 
 
 If the first recommendation is adopted the advantage from specu- 
 lative buying is removed. Variations between the actual cost of materials 
 and the cost charged at current prices may be adjusted by means of the 
 account named in the second recommendation. 
 
 Into the " material adjustment account " is charged the difference 
 between the actual and current material costs. This practice is par- 
 ticularly desirable for pig iron, scrap iron, coal, steel products, coke, 
 rubber, lumber, cotton, wool and other materials of a staple nature. 
 The account so established would exhibit the profit and loss as between 
 the purchase price of material and the price which is charged into the 
 cost. For example, suppose pig iron to be purchased at $35 a ton and 
 suppose the market later to drop to $30. The cost records would be 
 charged at this latter rate of $30 covering the tonnage actually used, 
 and the " material adjustment account " would be credited with the same 
 figure. A second entry, however, would credit the inventory account, 
 at the actual cost of $35, for the tonnage so used, with a corresponding 
 charge to the " material adjustment account," the difference representing
 
 PURCHASING AND SALES POLICIES 395 
 
 the loss on the material so used. The cost would then be figured on the 
 basis of the normal condition which existed at the time the material was 
 used. The difference would be carried to profit and loss at the end of the 
 year. 
 
 An Adjustment Account for Overhead. The same principle applies 
 to overhead. By ascertaining the normal capacity of a plant which 
 may vary from 75 to 85% of full capacity by standardization of over- 
 head, by determining fair standards of performance per hour for the 
 various operations, by using current prices for labor and material, it is 
 possible to fix normal or standard costs. Add a normal profit and a nor- 
 mal selling price is secured. 
 
 Charge the difference between actual and standard overhead into an 
 adjustment account, the balance of which can be carried into profit- 
 and-loss at the end of the year. It is plain that this charge will decrease 
 as we approach normal, and that it will cease altogether as soon as normal 
 is reached. Moreover, as we go above normal and reach full capacity the 
 total charges will be offset (in whole or in part) by credits to this adjust- 
 ment account. It is not a difficult matter to carry out this plan. The 
 burden account would be charged with actual expenditures, and the 
 work-in-process would be charged with the standard overhead; while 
 the difference between f< standard " and " actual " overheads would be 
 charged to " burden profit-and-loss account." 
 
 The time is coming in industry when purchasing profits and losses and 
 volume profits and losses will be carried forward from year to year, on 
 the argument that business does not arbitrarily stop at one moment in a 
 year, and take on a new form in the next moment. Business is no longer 
 a day-to-day affair, nor a month-to-month matter. It will get away 
 from the year-to-year aspect also, so that a period of years, cycles, effect 
 of good and bad years can be plainly visualized. 
 
 Profits due to volume and to purchasing made in one year should 
 be shown in such a way as to constitute a fund to offset losses in another 
 year. Further, by working on this basis profits will be more carefully 
 studied and dividends will then be paid and buildings and equipments 
 added to, from operating profits and not from the more or less accidental 
 profits due to purchasing and volume. 
 
 The reason we pay profits taxes in one year when there are profits, 
 and get no rebates in the next when there are losses, which is proving 
 harmful in industry, is because there is now no way to visualize and cal- 
 culate profits and losses for a period of years, and this must be the next 
 forward step in industrial accounting, sanctioned by our government. 
 
 The method to pursue in handling is to set up reserves for volume 
 and for purchasing and to treat them the same as most concerns treat the 
 Reserve for Bad Debts. This is the recommendation of the Fabricated
 
 396 WASTE IN INDUSTRY 
 
 Production Department of the U. S. Chamber of Commerce and is an 
 excellent one. 
 
 Foundation of Financial Support. Although these recommendations 
 are aimed primarily to correct purchasing evils in industry they lay the 
 foundation for securing owners' and bankers' support for an enterprise 
 by presenting the opportunity to observe the relations between (1) Pur- 
 chasing profit and loss; (2) Volume profit and loss; and (3) Operating 
 profit and loss. 
 
 Market Analysis. Domination of a business by any one factor is 
 prejudicial. If the sales factor dominates, over-optimism is apt to result 
 in a faulty sales policy which ties up tremendous sums in materials, 
 finished stock, plant and equipment, all beyond the amounts needed. 
 
 A large proportion of trade fluctuations come from failure to develop 
 concerted and intelligent market analysis. Often the exchange of inter- 
 trade statistics (e.g., between the automobile and rubber industries) can 
 be made mutually informative and helpful. Not alone current output 
 data but information as to available world supply of respective material 
 could turn hysterical grabbing into intelligent anticipation of real needs. 
 
 Wastes of Distribution. Extravagances of distribution are an 
 upstanding shame to American business. They may equal or exceed 
 the more patent industrial wastes of production. 
 
 Beginning as " missionary " work believed to be necessary in " edu- 
 cating the public " to some new product or new use, extravagant methods 
 and practices grow beyond the bounds of common sense and become 
 an active danger to any trade which facilitates or even countenances their 
 continuance. " Demonstration " and " guaranty " are twin sources 
 of distributive effort that often over-run into rank extravagance. Besides 
 the highly competitive spirit that often encourages extravagant adver- 
 tising campaigns, the unequitable allowance to favored or insistent 
 customers raises the cost of distribution and sooner or later must find 
 its way into the selling price whereby all purchasers are forced to pay 
 for the concessions of the few who actually profit by them. 
 
 Service Expenses. Another class of distribution expense concerns 
 so-called " service " during a stated period after purchase. Under this 
 guise, free-handed supervisors may travel about, " adjusting " and 
 " entertaining " in a way to foster their personal popularity rather than 
 that of their firms. Akin to this is the too common extravagance of 
 trade shows and conventions where good fellowship and mutual inspira- 
 tion sometimes degenerate into excesses that reflect upon the trade as 
 a whole. 
 
 Service-expense frequently takes the form of " allowances " to 
 retain the customer's goodwill, when in point of fact the sales department 
 thus finds a way to charge off considerable sums to " faulty products "
 
 PURCHASING AND SALES POLICIES 397 
 
 and thus make a concession, which as a matter of truth is no more than 
 a gift to the customer. A continuance of extravagant allowance policies 
 results in more or less open antagonism between salesroom and factory. 
 In extreme cases, " sales mistakes " masquerade as " concessions " to 
 customers' goodwill. Lest this statement be allowed to pass without 
 full understanding, it may be said that in a certain important industry 
 about 10% of the output is " adjusted " by the sales department, although 
 a representative factory declares that only one of its products in every 
 thousand is considered a " second " by the plant inspectors. 
 
 Sales Expense. Sales expense has too long been considered a neces- 
 sary evil, supposed to be uncontrollable and therefore neglected. Here 
 again the responsibility of management cannot be escaped. It is possible 
 to segregate and analyze sales expense in the same way and degree as all 
 other expenses. It is possible to make sure that every proper item of 
 sales expense is charged to the sales department. It is also possible to 
 establish checks which will prevent extravagances. 
 
 The necessity for an adequate sales policy to overcome existing evils 
 leads to these recommendations: 
 
 1. Charge every item of sales expenditure to the Sales Department. 
 
 2. Arrange for a review of sales programs by the Finance Department to check 
 extravagances. 
 
 3. Place responsibility for customers' adjustments in some division other than 
 the Sales Department, and give the Manufacturing Department a voice in 
 preventing "below specification" purchases. 
 
 C. E. KNOEPPEL.
 
 INDEX 
 
 Accidents, industrial, see Industrial Acci- 
 dents 
 prevention of, 27 
 
 in boot and shoe trades, 163 
 Adams, H. H., 376 
 
 American Writing Paper Company, 187 
 Andrews, John B., 283 note, 292 note 
 Armstrong, Donald B., 357 note 
 Armstrong- Jones, Robert, 342 note 
 Associated General Contractors, standard- 
 ization by, 89 
 
 Atlantic Coast Shipbuilders' Association, 
 218 
 
 Bach, E. E., 368 note 
 
 Bainbridge, F. A., 366 
 
 Bandler, William A., 129 
 
 Barnes, Charles B., 282 
 
 Best, Harry, 370 
 
 Billings, Frank, 363 note 
 
 Black, Nelson M., 383 note, 387 note, 389 
 note 
 
 Boot and Shoe Industry, 131-174 
 causes of waste, 133 
 cost, analysis of, 163 
 cost of hiring and training operators, 
 
 table of, 160 
 cost of shoes, effect of waste stoppage 
 
 on, 163-165 
 
 distribution of industry, 131 
 factory organization, imperfect, 133 
 field report evaluation sheets, 165-173 
 internal congestion, overcoming, 164 
 labor difficulties, 156-162 
 labor disputes, basis for settling, 162 
 lost production, results of, 134 
 manufacturing, total reduction in, 165 
 material, waste of, 155 
 over-capacity of plants, 132 
 piece rates, disadvantage of uniform, 
 161 
 
 Boot and Shoe Industry, problems to be 
 solved, nature of, 131 
 
 production, control of, 142-154 
 
 results of labor turnover, table of, 160 
 
 saving material, 165 
 
 seasonal business, 135-142 
 
 seasonal fluctuation, overcoming, 164 
 
 size of shoe industry, 131 
 
 workers' loss of time, 133 
 Bordley, Dr. James, 390 
 Boyd, D. Knickerbacker, 68, 90, 93 
 Brehmer, Helen E., 364 note 
 Britton, J. A., 345 note 
 Brooks, C. H., 384 note 
 Brown, Mabel Webster, 342 note 
 Brownlee, C. H., 362 note 
 Brundage, Dean K., 359 
 Building industry, 53-93 
 
 abnormal conditions shortage of 
 housing, 55 
 
 actual days worked compared with 
 working days possible, table of, 64 
 
 causes of waste analyzed, 59 
 
 chart of sources of waste in, 52 
 
 conditions of financing in the South, 57 
 
 cost-plus contract, 55 
 
 employment managers, lack of, 67 
 
 estimates, waste through duplication 
 of, 11 
 
 extent of, 54 
 
 field report evaluation, charts of, 91, 
 92 
 
 financing, abnormal cost of, 56 
 
 general bureau for clearing work, 68 
 
 Greenf elder, A. P., plan of to reduce 
 seasonal unemployment, 67 
 
 inefficient management, 53 
 
 irregular employment, 53, 60-71 
 
 labor, inefficiency of, 58 
 
 labor regulations, wasteful, 53, 79-85 
 
 labor turnover in, 14, 65
 
 400 
 
 INDEX 
 
 Building industry, loss from irregular em- 
 ployment, 60 
 lost time, distribution of through the 
 
 year, 64 
 
 miscellaneous sources of waste, 85-93 
 number of men in different trades of, 
 
 54 
 
 peculiarities of, 54 
 Philadelphia plan, 71 
 preventable waste, 69 
 primary causes of waste, 53 
 seasonal unemployment, 67 
 secondary causes of waste, 54 
 strikes and lockouts, 68 
 time lost due to strikes and lockouts, 
 
 table of, 70 
 
 waste in management, 72-79 
 Bureau for clearing work in building indus- 
 try, 68 
 Burlingame, C. C., 382 note, 390 
 
 Calendar of the Study, 5 
 
 Cancellations and returns, elimination and 
 
 curtailment of, 25 
 
 Capacity and demand, balancing pro- 
 ductive, 25 
 
 Carlin, Joseph A., 129 
 Carrel, Alexis, 354 note 
 Clark, Dr. Irving, 390 
 Clark, W. I., 345 note, 357 note 
 Climacteric unemployment, 273 
 Clothing industry, labor, waste attribut- 
 able to, 113-114 
 Chicago, conditions in, 114 
 ill-will caused by seasonal unem- 
 ployment, 113 
 
 New York, conditions in, 114 
 strikes and stoppages, 113 
 management waste in, 96-113 
 administrative wastes, 98 
 charts of number of garments in 
 
 cutting lots, 99 
 charts showing distribution of 
 
 sales among models, 97 
 cost system, 112 
 design, variety of, 103 
 distribution of sales among dif- 
 ferent shapes and sizes, charts, 
 107 
 
 effects of waste on workers, 104 
 fluctuations in personnel of cut- 
 ters, charts, 100 
 
 Clothing industry, management waste in 
 fluctuations in production and 
 personnel, chart, 103 
 fluctuations in production, charts, 
 
 102 
 fluctuations in shipments, chart, 
 
 103 
 fluctuations in total working 
 
 force, charts, 101 
 loss to manufacturers and work- 
 ers, 103 
 
 machines, maintenance of, 106 
 models, limiting number of, 104 
 operating wastes, 98 
 performance standards, 108, 110 
 planning and administration, in- 
 efficient, 108 
 production records and versatile 
 
 workers, 111 
 recommendations, 104 
 seasonal demand, 100 
 sell-and-make policy, 96 
 selling and advertising, 105 
 slack seasons, bridging, 105 
 small lot manufacture, 100 
 standardization, lack of, 106 
 sub-contracting system, 112 
 time wasted, charts, 109 
 work content of operations, 107 
 outside contacts, waste attributable 
 
 to, 115-117 
 cancellations, 115 
 mills, relations with, 116 
 seasonal bunching of demand, 115 
 trade association, need of, 116 
 sales policy, faulty, 15 
 Cobb, Dr. P. W., 387 
 Coblentz, W. W., 379 
 Committee, aims of in investigating waste, 
 
 3 
 
 Commons, John R., 283 note, 292 note 
 Community cooperation with industry, 
 
 29 
 
 Comrie, John D., 347 note 
 Conklin, Edwin Grant, 344 note 
 Cost accounting, uniform, 26 
 control, lack of, 13 
 -plus contract in building trades, 55 
 systems survey of United Typothetae, 
 
 13 
 
 Cravath, J. R., 387 note 
 Cross, Dr., 380, 390
 
 INDEX 
 
 401 
 
 Crum, F. S., 321, 368 note 
 Curley, William E., 93 
 
 Davenport, Charles B., 347 note, 357 note, 
 
 362 note, 364 note 
 
 Defective vision and defective teeth, 22 
 Demand, distribution of, 29 
 Design control, faulty, 11 
 Details of questionnaire, 34 
 Devine, Edward T., 279 
 Dexter Folding Company, 186 
 Dodge, F. W. Company, 54, 93 
 Dowling, Oscar, 362 note, 370 note 
 Drinker, C. K., 365 note, 368 note 
 Drinker, K. R., 368 note 
 Dublin, Louis I., 345 note, 354 note, 355 
 
 note, 356 note, 358 note, 370 note 
 Durgin, Mr., 386 
 
 Eastman, R. O., 385 note 
 
 Emerson, W. B., 379 
 
 Emmett, Boris, 361 note 
 
 Employers' Association of Detroit, 211 
 
 Employment exchanges, foreign, 287-292 
 
 activities of Canadian, 289, 290 
 table of, 287 
 
 Canada, 288 
 
 junior division, 290 
 
 government-aided, 291 
 
 Great Britain, 287 
 
 Italy, 291 
 
 survey of British, 288 
 
 table of, 292 
 
 Employment exchanges in United States, 
 277-287 
 
 abuses in commercial, 281 
 
 commercial, 281 
 
 criticism of state systems, 280 
 
 employers' associations' bureaus, 283 
 
 employment, distribution, lack of 
 attempts to systematize, 286 
 
 employment service, functions of, 279 
 
 municipal, 281 
 
 poor opinion of public, 281 
 
 private, 281 
 
 public, federal, 277 
 
 semi-public, 281 
 
 state, 279 
 
 trade union bureaus, 285 
 
 trade union journals, 286 
 
 union business agent, 285 
 
 U. S. Employment Service, activities, 
 278 
 
 Employment, intermittent causes of tem- 
 porary shutdowns and layoffs, 265 
 seasonal employment, 265 
 temporary, shutdowns and layoffs, 
 
 265 
 
 Eshleman, C. L., 385 note 
 Eldredge, Earle B., 93 
 Evaluation sheet, 34 
 
 field directors' instructions, 35 
 points, relative importance, 35 
 waste, calculating, on assigned points, 
 
 35 
 
 waste, estimate of per cent of, 35 
 Eye Conservation, 374-390 
 
 accident to eyes industrial loss, 374 
 American Car and Foundry Co., use 
 
 of goggles, 375 
 American Locomotive Co., reduction 
 
 in eye accidents, table of, 376 
 American Steel Foundries, reduction 
 
 of eye accidents, 377 
 Bethlehem Steel Co., use of goggles, 
 
 376 
 Commonwealth Steel Co., protective 
 
 methods of, 375 
 dangerous operation, 377 
 
 dust and small particles, 377 
 dust and wind, 378 
 excessive dust and small par- 
 ticles, 378 
 
 gases, fumes and liquids, 378 
 objects, 377 
 radiant energy, 379 
 reflected light or glare, 378 
 splashing metal, 378 
 goggles, colored lenses, 379 
 
 overcoming objections to, 380 
 requirements and standards, 379 
 illumination, 385-390 
 available codes, 386 
 condition of lighting in, 446, 
 
 plants, table of, 385 
 daylight, 389 
 direct lighting system, 388 
 ideal conditions, 387 
 improvement desirable, 385 
 indirect lighting systems, 388 
 intensities, experiments with var- 
 ied, 387 
 
 machines, placing of, 389 
 need for campaigns in smaller 
 plants, 390
 
 402 
 
 INDEX 
 
 Eye conservation, illumination, require- 
 ments for efficient lighting, 386 
 semi-direct lighting systems, 388 
 protective devices code, 377 
 protective methods, effectiveness of, 
 
 374 
 
 statistics unsatisfactory, 374 
 unavoidable accidents, 380 
 Union Pacific Railroad Co., use of 
 
 goggles, 376 
 vision, 381-385 
 
 Bausch & Lomb Co., testing, 384 
 Cheney Silk Co., system of test- 
 ing, 382 
 
 correction of sub-standard, 381 
 Hood Rubber Co., system of 
 
 testing, 381 
 
 measuring degree and perma- 
 nence of benefit, 382 
 Robert Gair Co., testing, 384 
 Sears, Roebuck & Co., system of 
 
 testing, 382 
 
 standards essential, 384 
 sub-normal, correcting, 382 
 Underwood Typewriter Co., test- 
 ing, 384 
 Whiting-Davis Co., testing, 384 
 
 Farnum, C. G., 345 
 Farrell, John A., 370 note 
 Federal laws, revision of, 32 
 Ferree, C. E., 383 note, 386 note, 387 
 Field and statistical reports, 6 
 Field evaluation chart, 50 
 
 in boot and shoe industry, 165-173 
 in men's ready-made clothing indus- 
 try, 117-128 
 in metal trades, 223-229 
 in printing industry, 203-208 
 in ready-made clothing trade, 117-128 
 in textile industry, 248-260 
 Field workers, guide questions to, 39-49 
 Finar.cing, abnormal cost of, in building, 
 
 56 
 
 Fisk, Eugene Lyman, 344 note, 346 note, 
 
 348 note, 349 note, 350 note, 354 note, 
 
 356 note, 357 note, 362 note, 364 note, 
 
 367 note, 368 note, 382 note 
 
 Fisher, Irving, 348 note, 349 note, 350 note, 
 
 351, 355 note, 356 note, 368 note 
 Florence, Philip Sargent, 365 note 
 Frankfurter, Felix, 365 note 
 
 Gantt, 220 
 
 Gay, Frederick P., 356 note, 362 note 
 
 Geier, Dr. Otto, 390 
 
 Gilbreth, Frank A., 367 
 
 Gilbreth, Lillian M., 367 note 
 
 Glover, James W., 355 note 
 
 Goldmark, Josephine, 365 note 
 
 Governmental standardization, 32 
 
 Grant, D. J., 93 
 
 Grant, Madison, 344 note 
 
 Greenfelder, A. P., 67 
 
 Guide questions to field workers, 36-49 
 
 Hansen, Edward H., 174 
 Harris, L. I., 345 note 
 Hart, Hornell, 274, 275 
 Hart, Schaffner & Marx, 114 
 Haskell, Robert S., 174 
 Hayhurst, Emery R., 364 note 
 Hays, W. S., 93 
 
 Health, loss from, preventable, 21 
 public policy, 32 
 responsibility of labor for improving, 
 
 28 
 
 statistics of diseases and loss, 20 
 Health of industrial workers, 342-372 
 
 annual work of industrial medical 
 
 departments, table of, 372 
 causes of death, in order of frequency, 
 
 table of, 35'J 
 college death rate, 358 
 community board of health, 371 
 death rate, decreasing, 348 
 death rate per 1,000 population by 
 
 age, table of, 350 
 
 definition of "industrial worker," 342 
 direction of evolution in man, 343 
 economic loss from accidents, table of, 
 
 369 
 
 economic loss from ill health in indus- 
 try, 368 
 table of, 369 
 epidemic and communicable diseases, 
 
 362 
 fatigue, 364 
 
 factors in, 367 
 in heavy work, table of, 366 
 monetary loss from, 367 
 favorable death rate, causes of, 344 
 Federal department of health, 370 
 focal infection, 363 
 deaths from, 363
 
 INDEX 
 
 403 
 
 Health of industrial workers, health super- 
 vision, possible savings from, table 
 of, 354 
 heart disease, acute nephritis and 
 
 Bright's disease, table of, 350 
 industrial insurance mortality experi- 
 ence, 358 
 industrial responsibility for workers' 
 
 health, 371 
 industry, health conditions in, 358- 
 
 361 
 
 is man physically deteriorating?, 348 
 length of "spans" of life, 346 
 Life Extension Institute physical 
 
 examinations, 362-364 
 military examination, table of, 349 
 morbidity rates, 351 
 national, state and local extra-gov- 
 ernment agencies, 372 
 occupational poisons and disease, 368 
 possible lines of organization to rem- 
 edy unfavorable conditions, 370 
 preventable illness, percentage of, 351 
 private agencies for improving health, 
 
 372 
 probability of further improvement, 
 
 353 
 
 psychic and physical trauma, 364-365 
 purposes of investigation, 342 
 reduction in death rate, 358 
 rejection rate in military service. 347 
 sick persons, number of, table of, 360 
 special items of loss, 370 
 state department of health, 371 
 time loss through illness, 351 
 tuberculosis, monetary loss from, 356 
 typhoid fever, monetary loss from, 356 
 venereal infection, 364 
 working population, analysis of, 343 
 workmen's sick and death benefit, 
 
 charts of, 361 
 Henry, Guy A., 374 note 
 Hoffman, Frederick L., 348 note, 350 note, 
 
 370 note 
 
 Hopkins, Mary D., 365 note 
 Hulst, Myra M., 358 note 
 Hunter, Arthur, 357 note 
 
 Idle material, 17 
 Idle plants and equipment, 17 
 Idle men, intermittent unemployment, 16 
 minimum unemployment, 15 
 
 Idle men, unemployment caused by in- 
 dustrial depressions, 15 
 
 unemployment due to labor disturb- 
 ances, 16 
 Immigration and unemployment, 298-300 
 
 number and occupations of aliens, 
 table of, 298 
 
 restricting, recent measures, 299 
 
 total alien immigration and emigra- 
 tion, 300 
 
 Individual plants in printing industry, 
 management of, 180-184 
 
 production standards, 180 
 labor's approval, 184 
 
 quota time, method of determining, 
 182 
 
 theoretical responsibility for waste, 
 
 table of, 181 
 Industrial accidents, 331-341 
 
 Bethlehem Steel Co., prevention in 
 plant of, 333 
 
 cost of, 331 
 
 days lost due to, 331 
 
 direct cost of, 331 
 
 distribution of cost of, 332 
 
 improved industrial relations pre- 
 vent, 337 
 
 increased output through preventive 
 measures, 334 
 
 indirect cost of, 334 
 
 monetary loss due to, 332 
 
 official estimates of possible saving in, 
 23 
 
 per cent reduction in, table of, 333 
 
 prevention as stimulus to efficiency, 
 335 
 
 prevention, benefits of, 334 
 
 prevention conduces to better indus- 
 trial relations, 336 
 
 prevention eliminates nervousness, 
 335 
 
 prevention, joint efforts of employers 
 and workers necessary for, 337 
 
 prevention, results accomplished, 332 
 
 prevention, 75% possible, 333 
 
 prevention, specific cases of highly 
 increased production due to, 336 
 
 relations of safety department to 
 other departments, 340 
 
 safety work, essentials of, 338 
 
 central safety committee, 338 
 foremen and sub-foremen, 339
 
 404 
 
 INDEX 
 
 Industrial accidents, safety work, fore- 
 men's inspection committee, 
 339 
 
 foremen's safety meetings. 339 
 management, 338 
 mass meeting for all employees, 
 
 340 
 
 safety bulletin boards, 340 
 safety engineer, 338 
 workmen's safety committee, 340 
 "severity rate "of, 332 
 teaching of English to foreigners, 341 
 time and money loss from, 22 
 United States Steel Corporation, sav- 
 ing of through prevention, 333 
 War Department's experience, 334 
 Industrial arbitration, table of statutes 
 
 relating to, 316 
 
 Industrial rehabilitation, national pro- 
 gram for, 32 
 
 Industries studied, table of, 4 
 Inspection, 25 
 
 Insurance against unemployment, 294-296 
 American Federation of Labor, 295 
 State compensation, 296 
 trade union benefits, 294 
 Insurance, liability, annual cost of, 23 
 Introduction, 3-7 
 Irregular employment in building, 60-71 
 
 Jackson, C. W., 354 note, 357 note, 368 
 note 
 
 Keane, J. J., 93 
 
 Kellar, Frances, 299 note 
 
 King, James Joseph, 363 note 
 
 King, Mary L., 364 note 
 
 King, W. G., 379 
 
 King, W. I., 308 
 
 Labor control, faulty, 13 
 
 rate setting, inadequate, 14 
 
 Labor difficulties in boot and shoe industry, 
 
 156-162 
 
 accident prevention, 163 
 apprentices, 156 
 basis for settling, 162 
 cost of training operatores, table of, 
 
 160 
 
 Lynn, Mass., strikes in, 156 
 principles for adjustment of, 31 
 rate setting, haphazard, 159 
 
 Labor difficulties in boot and shoe industry) 
 
 rates, accurate, 162 
 results of turnover, table of, 160 
 personnel departments, 158 
 piece rates, disadvantage of uniform, 
 
 161 
 
 shoe making, labor in, 156 
 strikes and lockouts, 156 
 turnover, labor, 158 
 unemployment due to, 16 
 union rules, effect of, 156 
 working hours, 159 
 Labor, health, responsibility of, for, 28 
 industrial relations, responsibility of, 
 
 for, 28 
 inefficiency of, in building industry, 
 
 58 
 
 Labor in printing industry, 193-200 
 craft distinctions, 197 
 inefficient workers, displacing, 195 
 initiative, 194 
 monotony, 194 
 organization, 193 
 
 production, decrease in, table show- 
 ing, 196 
 
 production standards, 194 
 recommendations to, 201 
 responsibility, dual, 199 
 restrictions of output, 196 
 speeding up work, 195 
 Labor legislation, variety of, 31 
 
 production, responsibility of, for in- 
 creasing, 27 
 
 restrictions, responsibility of, for, 28 
 standardization, responsibility of, for, 
 
 28 
 
 turnover, cost of in shoe trades, 14, 15S 
 extreme example in building 
 
 trades, 65 
 high percentage in metal trades, 
 
 14 
 
 in building trades, 14 
 waste in building, 79-85 
 waste in ready-made clothing trade, 
 
 113-114 
 
 Lamb, J. J., 375 note 
 Lee, Frederic S., 365 note, 368 
 Legal machinery for adjusting labor dis- 
 putes in United States, 315-330 
 adequacy of, 315 
 
 industrial arbitration, American stat- 
 utes relating to, table of, 316
 
 INDEX 
 
 405 
 
 Legal machinery for adjusting labor dis- 
 putes in United States, nomencla- 
 ture of State agencies for industrial 
 conciliation, table of, 318, 319 
 State legislation for adjusting labor 
 
 disputes, table, of, 317 
 statutory provisions for adjusting 
 
 labor disputes, table of, 320-330 
 variety of, 315 
 
 Lescohier, Don D., 278, 282 note, 283 
 Lewis, Richard B., Jr., 174 
 Loeb, Jacques, 347 note, 354 note 
 Lockouts, see Strikes. 
 Loss from irregular employment in build- 
 ing industry, 60 
 
 Losses from industrial accidents, 331, 332 
 Lost tune in building trades, 60 
 Love, Albert G., 347 note, 357 note, 362 
 
 note, 364 note. 
 Low production, 10-15 
 Lynn, Mass., shoe strikes in, 156 
 
 Mack, W. J., 269 
 Mackenzie, Nellie Dunn, 342 note 
 Management, definition, note 8 
 Management waste in building industry, 72 
 cost keeping methods, 75 
 employment management, inade- 
 quate, 77 
 
 equipment, lack of proper, 78 
 incentive for production and quality 
 
 needed, 77 
 
 knowledge of a "day's work," 75 
 lack of forethought, 72 
 organizing methods in dwelling con- 
 struction, example of, 76 
 planning on the job, need of, 73 
 preference list, 78 
 progress schedule, 72 
 standardization, results of, 76 
 Management waste in metal industries, 220 
 in ready-made clothing trade, 96-113 
 Massachusetts, building trade accidents, 
 
 86 
 
 industrial accidents in, 23 
 increase in wages'and cost of living in, 
 
 58 
 
 Material control, faulty, 10 
 Material waste in boot and shoe industry, 
 
 155 
 
 damaged shoes, losses from, 155 
 upper leather, cutting, 155 
 
 Mayo, C. H., 363 note 
 McElwain Company, W. H., 149 
 Men's ready-made clothing industry, 95- 
 129 
 
 extent and responsibility for waste, 95 
 
 field report evaluation sheets, 117-128 
 
 labor, waste attributable to, 113-114 
 
 location of industry, 95 
 
 management, waste attributable to, 
 96-113 
 
 outside contacts, 115-117 
 Metal Manufacturers' Association of Phil- 
 adelphia, 217 
 Metal trades industry, 210-239 
 
 cooperation, 217 
 
 cost control, 220 
 
 cost of labor turnover, 217 
 
 divisions of, 213 
 
 equipment, reduction in variety of, 
 219 
 
 executives, views of, 210 
 
 extent of, 211 
 
 field evaluation sheets, 223-239 
 
 instability of employment, 214 
 
 internal relations, 216 
 
 labor turnover in, 14, 216 
 
 large-scale shop, 221 
 
 location of, 213 
 
 management handling of labor, 218 
 human nature in, 220 
 inefficiency of, 220 
 
 one-man shop, 221 
 
 plants studied, 214 
 
 production, possible increased, 210 
 
 standard, variation from, 221 
 
 standardization, 219 
 
 strikes and lockouts, 217 
 
 systems of management, 222 
 
 unemployment, present, 211 
 
 waste elimination, 218 
 
 waste, major causes of, 214 
 Metcalf, H. C., 274 
 Metchnikoff, Elie, 344 note 
 Miscellaneous waste in building industry, 
 85-93 
 
 accident elimination, examples of, 87 
 
 accidents, 85 
 
 causes of, 86 
 
 delays from lack of plans and details, 
 88 
 
 design duplication, 88 
 
 encouraging signs, 90
 
 406 
 
 INDEX 
 
 Miscellaneous waste in building industry, 
 
 material, waste of, 90 
 preventable waste, 86 
 quantity surveys, 89 
 standardization by Associated Gen- 
 eral Contractors, 89 
 standardization of design and details, 
 
 90 
 
 Mitchell, Dr. Thomas W., 129 
 Mock, H. E., 345 note, 357 note, 368 note, 
 
 382 note, 390 
 
 Monetary cost of industrial accidents, 22 
 Montreal, Canada, cooperation in stand- 
 ardizing needle trades, 76 
 
 National Association of Purchasing Agents, 
 
 193 
 
 National industrial information service, 30 
 National Metal Trades Association, 283, 
 
 284 
 
 National statistical service, 31 
 New York State construction accidents, 86 
 
 Opportunities and responsibilities in elim- 
 inating waste, 24 
 Ordway, 274 note 
 
 Organization and executive control, 24 
 Osborn, Henry Fairfield, 344 note 
 Over-equipment, waste through, 17 
 
 Paget, Sir James, 368 
 
 Paper, standardization, waste through 
 lack of, 11 
 
 Philadelphia bricklaying wastes, 85 
 painting wastes, 85 
 sheet metal trades, waste in, 84 
 slate and tile roofing waste, 84 
 time lost due to strikes in building 
 trades, 70 
 
 "Philadelphia Plan" for clearing work in 
 building industry, 68, 71 
 
 Pigou, A. C , 273 
 
 Plan of study, 4 
 
 Plant and equipment, maintenance of, 25 
 
 Poser, Max, 384 note, 390 
 
 Posey, William Campbell, 376 
 
 Potter, N. B., 363 note 
 
 Powers, Margaret J., 277 note 
 
 Printing industry, 176-208 
 
 classes, division of into, 176 
 colors, standardization of, in ink and 
 paper, 186 
 
 Printing industry, craft distinctions, 197 
 display advertisement, determining 
 
 quota time, 182 
 
 equipment, standardization of, 185 
 field evaluation sheets, 203-208 
 folding machines, types and sizes of, 
 
 186 
 individual plants, management of, 
 
 180-184 
 
 industrial suicide, 200 
 labor, 193-200 
 
 management as a whole, 185-193 
 overequipment in, 177 
 paper, brands and water marks, mul- 
 tiplicity of, 187 
 color, 189 
 finish, 188 
 
 obstacles to standardization, 190 
 size, 189 
 
 standardization of, 187 
 thickness, 189 
 unit of count, 190 
 piecework rates, 182 
 presses, variations in sizes of, 186 
 production standards, employers' ob- 
 jections, 184 
 labor's approval, 184 
 recommendations, summary of, 201 
 responsibility, dual, 199 
 restriction of production by labor in, 
 
 19, 196 
 scope and limitations of investigation, 
 
 177 
 small plants in, compared with steel 
 
 industry, 178 
 standardization, advantages of, 190, 
 
 192 
 
 constructive action for, 192 
 losses through lack of, 11 
 standards, how to make effective, 193 
 technique of management, 179 
 theoretical responsibility for waste, 
 
 table of, 181 
 
 United Typothetse, survey of, 185 
 variations in column widths and 
 
 lengths, table of, 191 
 waste, unavoidable, 176 
 Price, C. W., 368 note 
 Production control, 12 
 
 faulty, 24 
 
 correlation of schedules with sales 
 policies, 25
 
 INDEX 
 
 407 
 
 Production control, lost, 20-23 
 from ill health, 20-21 
 
 restricted, by labor, 18 
 
 by owners and management, 18 
 Production, in boot and shoe industry, 
 control of, 142-154 
 
 balancing production, 153 
 
 comparison of time required in four 
 factories, 147 
 
 cost accounting, 153 
 
 delays, avoidable, 152 
 
 effect of complexity of operations, 144 
 
 foremen, responsibilities of, 153 
 
 gains through rapid manufacture, 147 
 
 lasts, buying and scheduling, 152 
 
 leather, purchase of, 150 
 
 machinery, 154 
 
 material, planning and issuing, 149 
 
 organization of executive control, 149 
 
 oversupply of materials, 151 
 
 plant construction and layout, 154 
 
 reasons for lost time, 148 
 
 stores control, 150 
 
 waste, how management can reduce, 
 
 149 
 
 Public interest, need of, 29 
 Public works, 292-294 
 
 emergency, 292 
 
 New York City, emergency, 292 
 
 prearranged, 293 
 
 San Francisco, emergency, 293 
 Purchasing and sales policies, 391-397 
 
 adjustment account for overhead, 395 
 
 distribution, wastes of, 396 
 
 faulty, 391 
 
 financial support, foundation of, 396 
 
 market analysis, 396 
 
 material adjustment account, 394 
 
 responsibilities of management, 392 
 
 sales expense, 397 
 
 schedules, development of, 25 
 
 service expenses, 396 
 
 speculation and unscientific price 
 setting, 392 
 
 speculative profits and unforeseen 
 losses, 393 
 
 stabilization, need of, 393 
 
 waste from neglect of protective poli- 
 cies, 391 
 
 Questionnaire and evaluation sheet, 3 
 description of, 34-50 
 
 Questionnaire and evaluation sheet, index 
 
 to, 36-38 
 Quinby, R. S., 252 note, 381 note, 383 
 
 note, 390 
 
 Rand, Gertrude, 383 note, 386 note, 387 
 
 Recommendations for elimination of waste, 
 
 24-33 
 
 engineers, duty of, 33 
 governmental assistance, 30-32 
 labor, responsibility of, 27 
 management, responsibility of, 24 
 owners, responsibility of, 29 
 public, responsibility of, for, 29 
 trade associations, opportunity of, 30 
 
 Research, 26 
 lack of, 13 
 
 Residual unemployment, 275-277 
 
 common laborer greatest sufferer from, 
 
 275 
 
 lowest stage of employment in J1918, 
 275 
 
 Responsibility and opportunity; the point 
 of view, 3 
 
 Responsibilities, relative, 8 
 percentage of values of, 9 
 
 Rector, F. L., 345 note 
 
 Rogers, Oscar H., 357 note 
 
 Rosenow, E.G., 363 note 
 
 Sachs, T. B., 345 
 
 Sales policies, faulty, 15 
 
 Sawyer, Dr., 390 
 
 Schaefer, A. E., 347 note 
 
 Schereschewsky, J. W., 344 note, 345, 
 356 note, 383 note, 390 
 
 Seasonal business in shoe trade fluctua- 
 tions, 135 
 
 increased cost over 1914 base, 140, 141 
 losses from fluctuations, 136 
 novelty styles, effects of, 139 
 production, ways of evening up, 141 
 rapid turnover in retail stores, 142 
 
 Seasonal unemployment in building trades, 
 67 
 
 Seasonal industries employing skilled 
 
 workers, 266-270 
 anthracite coal mining, 268 
 bituminous coal mining, 267 
 brick and tile products, 267 
 building and allied trades, 266 
 clothing industry, 269
 
 408 
 
 INDEX 
 
 Seasonal industries employing skilled 
 
 workers, coal mining, 267 
 millinery and hat manufacture, 270 
 seasonal nature of all industries, 270 
 Seasonal industries employing unskilled 
 
 labor, 270-273 
 agriculture, 270 
 canning and preserving, 271 
 casual labor in winter, 273 
 dock labor, 272 
 lumber industry, 271 
 migratory labor, 273 
 wheat harvesting, 271 
 Sb.oe trade, cutters, cost of training, 14 
 material control, faulty, 10 
 rate setting, friction caused by, 14 
 waste through production control, 12 
 Shortage of housing, 55 
 Sources of waste in boot and shoe trade, 
 
 chart, 130 
 
 in building industry, chart of, 52 
 
 in clothing industry, chart of, 94 
 
 Strikes and lockouts in the United States, 
 
 301-314 
 causes of, 302 
 
 in coal mines, table of, 310 
 comparison of disputes, 1915-1918, 
 
 table of, 312 
 definition, 301 
 due wholly, or partially to certain 
 
 causes, table of, 304 
 industries, strikes by, table of, 307 
 jurisdictional disputes, 305 
 losses, compensating factors, 308 
 
 popular erroneous views as to 
 
 cost of, 308, 313 
 in wages and productions, 308 
 to employees and to employers, 
 
 table of, 309 
 
 New York State report on, 311 
 number of, 302 
 organized and unorganized labor, 
 
 strikes by, table of, 306 
 seasonal occupations, 310, 313 
 State reports on, 311-312 
 statistical information, lack of, 301 
 sympathetic, 305 
 
 symptoms more fundamental malad- 
 justments, 314 
 table of, 303 
 
 table of, in building trades, 69 
 wage earners' views of, 311 
 
 Strikes and lockouts in the United States, 
 
 waste from, in building trades, 68 
 Stalker's Universal Rate Service, 189 
 Standards, lack of, 4 
 Standardization in printing industry, 
 
 18, 185-193 
 
 lack of, in ready-made clothing indus- 
 try, 106 
 
 losses through lack of, 11 
 
 nation-wide program of industrial, 32 
 
 of equipment, 26 
 
 of materials, 26 
 
 of paper in printing, 187 
 
 of product, 26 
 
 performance, 26 
 
 results of, in building industry, 76 
 Stecker, Margaret Loomis, 352 note, 360 
 
 note 
 
 Stewart, Ethelbert, 265 note 
 Stokes, J. H., 364 note 
 Strathmore Paper Co., 186 
 Style changes, 29 
 Sullivan, John, 189 
 Sydenstricker, Edgar, 352, 359, 364 note 
 
 Tailoring trades, production control, waste 
 
 through, 12 
 
 Taylor, Frederick W., 75, 220 
 Tead, 274 
 
 Technical Publishers' Association, 189 
 Textile industry, 240-260 
 
 field evaluation sheets, 248-260 
 
 investigation, scope of, 240 
 
 size of, 240 
 
 summary of results of investigation, 
 
 241 
 questionnaire supplemental questions 
 
 for, 247 
 
 value of products, 240 
 waste, average per cent of, table of, 
 
 243, 244 
 
 in various plants compared, 242 
 responsibility for, table of, 242 
 table of, 241~ 
 
 table of summary of points, 246 
 Thompson, H. E. K, 174 
 Thompson, Sanford E., 75 
 Trade associations, work for, 30 
 Tyler, John M., 344 note 
 
 Unemployment, 263-300 
 
 American Federation of Labor on, 296
 
 INDEX 
 
 409 
 
 Unemployment, climacteric, 273-274 
 
 common laborer the greatest sufferer, 
 275 
 
 congressional appropriations to re- 
 habilitate disabled soldiers, 276 
 
 employment exchanges, foreign, 287- 
 292 
 
 employment exchanges in United 
 States, 277-287 
 
 immigration and, 298-300 
 as related to, 276 
 
 in metal trades industry, 211 
 
 information, lack of systematized ele- 
 mental, 263 
 
 information, need for continuous, 263 
 
 insurance, 294-296 
 
 intermittent employment, 265-266 
 
 lowest stages of, in 1918, 275 
 
 mental deficiency as factor in, 277 
 
 need for regularizing employment, 264 
 
 public works, 292-294 
 
 residual, 275-277 
 
 seasonal industries employing skilled 
 workers, 266-270 
 
 seasonal trades employing unskilled 
 labor, 270-273 
 
 spreading out the job, 296-298 
 
 temporary shutdowns and layoffs, 265 
 United Typothetae of America, 185, 192 
 
 Varnum, Earl F., 374 note 
 Vernon, H. M., 366 note 
 Vitality, national, report on, 20 
 
 Walters, Jane Wolcott, 342 note 
 Wage payment, methods of, 26 
 
 Waste, causes of analyzed, 59 
 
 comparison of industries investigated, 
 
 table of, 10 
 
 difficulties of studying, 4 
 four aspects of, in industry, 8 
 in metal trades industry, chart of, 209 
 interrupted production, 15-18 
 in textile industry, table of per cent of, 
 
 243, 244 
 
 lost production, 20-23 
 responsibilities, percentage of values 
 
 of, 9 
 
 relative, 8 
 
 restricted production, 18-20 
 sources and causes, 8-23 
 
 Wasteful labor regulations in building in- 
 dustry, 79-85 
 
 hours of labor and wages, 80 
 jurisdictional regulating, 83 
 labor organization, 80 
 limiting apprentices, 83 
 opportunity of the unions, 85 
 requiring skilled men to do unskilled 
 
 work, 82 
 
 restricting output, 83 
 suggestions from unions, 84 
 uniform wage, 82 
 union rules, 81 
 
 Westcott, Dr. Cassius D., 390 
 
 Wheat, Carl I., note, 317 
 
 Whitney, Jessamine, 355 note, 356 note 
 358 note, 370 note 
 
 Williams, Sidney J., 368 note 
 
 Workers, management of, 26 
 
 Workmanship, ineffective, 15 
 
 Wright, Wade, 368 note
 
 Form
 
 Engineering 
 Library 
 
 7J 1 
 
 A 000210650 8