HARDWOOD RECORD 



25 



preceeding that the catalpa has no redeiiming features. It has, but 

 they have been so over emphasized that a word of caution seems 

 desirable. In some parts of the couutrj' nursery firms are sending 

 out smooth-tongued agents selling catalpa seedlings at $20 to $25 

 per thousand. This is from four to ten times their actual value for 

 they are the most easily grown of all tree seedlings. Seed true to 

 name can be procured from reliable dealers very cheaply and the 



plants can be grown with the same ease .as radishes. Since the cost 

 of the planting stock (which must be computed at compound in- 

 terest for from twelve to twenty years) is often the principal factor 

 in determining the financial success or failure of the plantation it 

 deserves very careful consideration. The catalpa is all right in its 

 place but its greatest financial returns so far have inured to nursery- 

 men and unscrupulous promoters. 



^ C^os<:/a;y;.v>;^>^:,:^:>XiX,w^y■\^s^:;tos^^:/^.y;; > ^ 



Co-Operation and Sales Efficiency 



iJodern methods of business show some startling reveUitions com- 

 pared with those of olden days and are especially marked in the 

 case of some of our concerns of national reputation. In former 

 years a product was made and sold to whomever would buy. As 

 time wore on, transportation facilities increased and made accessible 

 much broader markets. As a result manufacturing establishments 

 have had to increase capacity until now production is the most 

 enormous we have ever k^.o^^•n. As transportation facilities have 

 increased, so has each step in the process of manufacturing been 

 more closely analyzed. Now, with production at top-notch, steps 

 are being taken by the employment of efficiency engineers to add 

 from a quarter to a half more with the same investment, same 

 number of men and the same expense, by simply applying a new 

 and modern method of handling men, work and machines. It is 

 simply a sign of the times, or in other words, progress. 



Aside from all other problems of importance that the large manu- 

 facturer has to deal with, the most important today are those of 

 organization and sales efficiency. Modern methods of merchandising 

 practiced by some of the largest concerns are worthy of emulation 

 by the lumber business. It is said that we are all too close to our 

 own business to see the defects therein and in this case an outsider 

 is more capable of telling uS|Of defects in our methods, or of 

 mdicating where wc are losing money. In general, it is safe to say 

 that one cannot get many new ideas in merchandising lumber from 

 the lumber industry — he must watch the methods of some manufac- 

 turer or merchant in an entirely different line of business. There 

 it is always passible to get points that can be applied to advantage 

 in merehaudising lumber. This has already been done by one or 

 two lumber concerns, as some of the following examples will show. 



In past days we all attended to our own aifairs and didn't worry 

 about what was happening to the other feUow. Consequently there 

 were all sorts of conditions that were detrimental to all. Today there 

 is everywhere a spirit of co-operation. We have meetings of manu- 

 facturers, of jobbers, and of retailers, who confer with one another 

 to effect an uplift of business in general because it is recognized 

 tliat each receives his share of benefit thereby. We meet and discuss 

 different problems, exchange ideas and each probably gets points 

 that are applicable to his business. But how many really carry the 

 spirit of co-operation back with them to apply in their own concerns? 

 Probably very few. 



How about the spirit of co-operation as between you and your 

 salesmen and office force? Have you a perfect organization? Do 

 you realize that your office boy and your salesmen are factors or 

 cogs in the wheels of your organization just as you are yourself? 

 By using the spirit of co-operation you can swing a disorganized 

 mass, each individual of which is pulling in a different direction, 

 into line, and thereby secure the maximum efficiency. 



To illustrate: One of our largest manufacturers — not a lumber 

 manufacturer by the way — gave his annual dinner recently and as 

 usual, called in all his salesmen, some of whom had to journey from 

 the Pacific coast. He also had present all of his office force, super- 

 intendents, foremen and heads of each department even down to 

 the department of shipping and inspecting; in fact, his entire or- 

 ganization. I met the sales manager recently and in part he said, 

 "After the dinner there were talks by the heads of each department 

 on the products of this concern. Xext day we all went through 

 the plant and the superintendent and the heads of each department 



explained in detail each process and also the new methods put in 

 since the last yearly meeting. It's a good thing, I think, once a 

 year to have everyone refresh his knowledge of the manufacturing 

 end no matter how well be knows it. In the afternoon we held an 

 open meeting. The salesmen brougnt up new selling ideas as well 

 as new objections that they had to fight against. The advertising 

 men got many new pointers and the advertising manager outlined the 

 plan of campaign for the coming year. The superintendent learned 

 of some defective points in the manufacturing end by hearing the 

 salesmen talk. He in turn, made some suggestions in the selling 

 end. Each man got up and said something and each went away 

 fired up with enthusiasm and a determination to go in and work his 

 hardest. The men who had won the money prizes for the best records 

 went away determined to eclipse their former records. ' ' 



There you have the spirit of co-operation and one by one you 

 see concerns of national reputation adopting this method because 

 it means increased business, an improved product and the welding 

 of the whole concern into one unit. 



This dinner idea is a good one. I believe Andrew Carnegie was 

 one of the first to adopt it. Each week he would set aside a night 

 for the dinner and have ail his heads of departments discuss the 

 various problems of manufacture. In this way he secured the active 

 interest which brought out many ideas that perfected his methods 

 and brought him success. I know also of one lumber manufacturer 

 who carries out this idea. He has even the sawyer and the filer at 

 this dinner. In fact, it is said that many of the suggestions of the 

 sawyer and of the chief inspector find use in the sales-department 

 and vice-versa. 



I heard recentl.v from one of our largest lumber operators enjoying 

 the co-operative spirit. This concern used to be one of the easy- 

 going kind and I was so interested in hearing the man who owned 

 it tell about it, that I made the trip purposely to see how it was 

 working out. The operation was mammoth. As far, seemingly, as 

 the eye could reach, there was lumber — millions and millions of feet. 

 The minute I got off the train I was conscious of a feeling of power, 

 speed and purpose. It seemed in the very air. Two western lumber 

 manufacturers were with me, one of whom after going through 

 the mill and finally meeting the superintendent — a man of about 

 twenty-five — exclaimed, "Dog-goned if it don't look like the place 

 is run by kids" which remark, although ungrammatical, nevertheless 

 expresses a fact. There is hardly a mac over twenty-eight and 

 there are some that are but twenty-two, but the mill pays the best 

 wages of any in the section. In the morning, before work starts, 

 there are about twenty men applying for jobs. It's the most popular 

 mill in the South. There's the first point in co-operation — they pay 

 good wages. Now let's see how it works out. 



The whistle blows at 6 a. m., but the engineer wanders in about 

 .5:30 and starts the engine going about 5:40. :\nd by 5:50 the mill 

 is going full tilt, every man at his place working to full capacity. 

 When the whistle blows at noon or night, there's no mad rush to 

 get away. Somatimes the mUl runs five or ten minutes after. What 

 is the secret? Interest! And interest is co-operation. The men's 

 quarters are good; their food is plain but good, and they're the 

 healthiest crowd I ever saw. The concern does everything to make 

 the men contented. Even the drinking water is tested frequently. 

 When the men see the interest that is manifested in them, that 

 interest is reflected back in their work. 



