294 



THE INDIA RUBBER WORLD 



[March 1, 1913. 



The "History of the Case" can be conveniently typewritten 

 on the back of the order. The completed order is filed in the 

 laboratory, separate cases being used for each section. In 

 order to prevent delay, due to loss of an "original" order, a 

 carbon copy is made and this is filed in a case in its proper 

 numerical order. No chemist undertakes any work without 

 a Laboratory Order Blank of which a carbon copy has been 

 filed. The "History of the Case" should be entered at 

 least on the carbon copy. The laboratories of the several 

 plants should be strictly subordinate to the supervising chem- 

 ist. All standard methods of sampling and analysis must be 

 standard methods of the company, so that superintendent 

 and chemists should cooperate for their strict enforcement. 



Salaries of the chemists should be standardized as far as 

 possible and promotion made according to the kind of talent 

 which the individual possesses. Thus it is found that some 

 men are far better adapted for superintending factory work, 

 while others are peculiarly fitted for research. The efficiency 

 of the chemical department may be increased by: 



1. Periodic visits to the different laboratories of the com- 

 pany by the supervising chemist, in order to see that the 

 standard methods are being properly followed, and to en- 

 able him to compare the general efficiency of the plants. 



2. Occasional visits of the supervising chemist to labora- 

 tories of other industries, in order to incorporate in his or- 

 ganization the favorable developments made by others. 



3. Periodic general meetings of the chemists to promote 

 cordial cooperation and to discuss specific subjects. 



4. Periodic exchange of chemists between the different 

 laboratories, to broaden the experience of the individual 

 chemist. 



5. Monthly reports by each laboratory of the company to 

 the supervising chemist explaining all difficulties encountered 

 in investigations, and making suggestions for improvements 

 in existing methods. 



Laboratory buildings should be roomy, adequately lighted, 

 well ventilated, and equipped with all apparatus required for 

 accurate, rapid work. Unhealthful, dismal surroundings and 

 crowded quarters interfere considerably with efficiency and 

 progress in chemical work. Slovenly arrangement of notes 

 and samples should not be tolerated by the head of the 

 laboratory. 



The Central Laboratory and office should have all im 

 portant chemical and engineering periodicals in an easily ac- 

 cessible file, and should possess a permanent library of the 

 best books on these subjects. All the laboratories should be 

 in the same building, so that the library may be easily reached 

 and the individual chemists may have consultations. In the 

 case of a corporation with plants in different cities, the Cen- 

 tral Laboratory should be connected with one of the large 

 plants, so that mechanics will be available for construction 

 work in the laboratory. Such a location makes it possible 

 for the chemists to ask advice of the foremen and superin- 

 tendents. Certain rules, such as those given below, might 

 well be posted in the laboratories: 



1. The accuracy of balances, weights and measuring ap- 

 paratus, thermometers, and hydrometers, must not be taken 

 for granted. They must be checked for accuracy by compari- 

 son with standards of known accuracy as often as required. 



2. All standard solutions must be checked by the head of 

 this laboratory or one of the chief chemists. 



3. All important determinations must be made in duplicate. 



4. All clerical work and calculations must be checked. 



5. Systems of weighing and manipulation, devised to pre- 

 vent errors, should be employed, and adhered to even in the 

 simplest determinations. 



The form of organization, just described, must never take 

 the semblance of dull routine. The personnel must be of the 

 highest type and all necessary plans must be carried out 



with enthusiasm and thoroughness. The interest in the work 

 can be decidedly sharpened by having the chemist come into 

 personal touch with the department for which his work is being 

 carried out. 



The laboratory department should lead the way so strikingly, 

 that its methods are never justly censured. It should, by pre- 

 cept and example, be an exponent of the profession of chem- 

 istry. 



The plan just outlined provides for a chemical department 

 with one supervising chemist and live first assistants, but 

 it will readily be seen that the functions of these chem- 

 ists must in certain cases be embodied in a smaller number of 

 men. This should, however, not interfere with the sub-divi- 

 sion of work, and great care should be exercised, in keeping 

 records as to the time spent on any investigation and the re- 

 sults arrived at. For this purpose an adequate system of 

 Laboratory Order Blanks should be installed in the manner 

 indicated. (See "Supervising Chemist."; The supervising chem- 

 ist must interview his assistants at least once each week and ob- 

 tain from them written reports of progress. 



In one case which was brought to the speaker's notice, the 

 corporation professed that such a corps of men could not be 

 maintained, as the cost would be prohibitive, yet that same 

 factory was operated in such a manner that every three 

 workmen were doing work which could, without any undue 

 training, be performed by two men. That corporation was 

 keeping down its production by employing unproductive 

 men in quantity, at a minimum wage of $10 per week. A 

 large part of the success of chemical supervision will, of 

 course, depend on the use made of the laboratory by the 

 factory manager, the buyer and the sales manager. Park- 

 hurst has called attention to the need for showing clearly the 

 line of authority and the responsibility of each individual. 

 The duties of each person must be determined and the posi- 

 tions should be filled by men who have had an adequate train- 

 ing in chemistry. The factory manager should be so sure 

 of his ground that he will not have to fear anything from 

 an inspection of the factory by the supervising chemist; on 

 the contrary, he should draw the chemist into his confidence 

 and call his attention to "weak spots" in the chemical 

 processes, so that he may benefit by his suggestions. This 

 point is fully covered by that basic principle of factory man- 

 agement : "Each and every employe shall be supplied with 

 written instructions describing fully his duties and responsi- 

 bilities.' Important details of a process are sometimes for- 

 gotten, because an employe who was at one time given oral 

 directions, has died or has been transferred to another de- 

 partment. 



In the laboratory, as in all other departments, remarks 

 such as "RUSH," etc., should be omitted from an order. In 

 their place should be put a definite date on which a report is 

 desired. This makes it impossible for any work to be post- 

 poned as a matter of convenience or on some other weak plea. 

 If a new material is offered to the purchasing department, it 

 is important to know at an early date whether it is desirable 

 or not, and the same remark holds good for material which 

 is tested previous to shipping, by the sales chemist. 



Thus it is seen that scientific management includes not 

 only the factory, but the purchasing and selling departments 

 as well. It resolves itself into — buying the best material of 

 a given grade at the lowest possible price and the sale of a 

 finished product of a given quality at the lowest possible 

 price. To accomplish this end, our most progressive manu- 

 facturers have drawn to their aid the services of one or 

 more men exercising the above functions. 



Note: For collateral reading see W. C. Ferguson on "Or- 

 ganized Research and .Analytical Chemistry," read at VIII 

 International Congress .Applied Chemistry, 1912. 



