112 THE BELL SYSTEM TECHNICAL JOURNAL, JANUARY 1957 



sponsibility, they were required to thoroughly learn the design, the 

 operations to be performed, the facilities to be used, the data to be 

 recorded, the cleanliness practices to be observed ■ — and in most cases, 

 prepare themselves to be able to do practically all of the operations, be- 

 cause subsequently they had to train selected operators to perform criti- 

 cal operations to very high quality standards under rigidly controlled 

 manufacturing conditions. As shop supervisors and employees were 

 assigned to the manufacture of repeaters, they were thoroughly indoc- 

 trinated in the design intent and the new philosophy of manufacture. 



Standard ability and adaptability tests were used in a large number 

 of cases to assist in proper selection and placement of technicians. Tests 

 for finger and hand dexterity; sustained attention; eyes, including per- 

 ception and observation; and reaction time of the right foot after a visual 

 stimulus. (The latter test was relatively important for induction brazing 

 operations.) Other requisite considerations were a high degree of de- 

 pendability and integrity, involving intellectual honesty and conscien- 

 tious convictions; capability of performing tedious, frustrating, and 

 exasperating operations against ultra-high quality standards, verifying 

 their own work; perseverance and capability to easily adapt to changes 

 in assignment and occupation or the introduction of design changes. 

 We considered whether or not they would stand up under "fishbowl" 

 operations, wherein they would receive a considerable amount of ob- 

 servation from high levels of Western Electric Company and Bell Sys- 

 tem management and other visitors. Also, could they duplicate high 

 quality frequently after quahfying for a particular operation? 



During the period of repeater manufacture, the number of employees 

 rose from less than 50 in January, 1954, to a maximum of 304 by Feb- 

 ruary, 1955, after which there was a gradual reduction to a level of about 

 265 employees for six months and then a gradual falling off as we were 

 completing the last of the project. In the period from May to December, 

 1954, between 30 and 45 employees were constantly in training prior to 

 being placed on productive work. During 1955 this decreased to prac- 

 tically no employees in training during the midpart of the year and there- 

 after training was required merely to compensate for a small labor turn- 

 over and employee reassignment. It is significant that labor turnover 

 was very low and attendance was exceptionally good during the life of 

 the Hillside operations. 



Personnel Training 



The original plan, which was generally followed, was to prove in the 

 tools for each phase of the job, followed by an intensive program of train- 



