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MINUTES OF PROCEEDINGS OF 
best stores with the greatest practicable economy and rapidity. Know¬ 
ledge of manufacture is not so much required in the administrator as 
a knowledge of man. At the same time, great manufacturing know¬ 
ledge and power of administration are by no means incompatible. The 
Superintendent, and the officer in charge of the workshops, must ever 
be considering and taking counsel with their subordinates, regarding 
improvements which can be effected in manufacture, or in administra¬ 
tion. Unless this be done, the whole system sinks into one deep 
groove, from which in time of emergency it is unable to rise and seize 
the opportunity presented for the expansion of ideas and the develop¬ 
ment of work. The Superintendent must be a man of such tact and 
demeanour, that his moral power and personal influence may be brought 
to bear on the execution of work. It is his duty to see that everything 
under his control is in the highest state of efficiency, and that the stores 
are fit for immediate issue; that the taking of u stock 33 or “ remains” 
is executed in accordance with the rules of the service, and that this 
work continually progresses through the departments at regular dates.* 
The Superintendent must supervise the preparation of the estimates, 
and he must be responsible that the regulated proportions of stores are 
continually kept up, and the sums granted in the estimates expended as 
they are allotted. The application of the skilled labour at disposal; the 
apportionment of duties to the personnel consistent with the knowledge 
and power of individuals, or classes of men; these form part of the 
personal duties of the Superintendent. 
By this brief summary it will be seen how varied and important are 
the duties of this functionary. He must be guided by ordinary rules in 
time of peace, and yet know how to shake himself free from the restraint 
of routine when he shall judge that the urgency of the case demands 
such a responsibility. 
The duties of the Asst.-Superintendents must vary with the require¬ 
ments of the arsenal. Thus, in a second-class arsenal, one might be 
placed in charge of all the storehouses, a second in charge of the Issue 
and Receipt Departments, while a third would be placed in charge of 
the workshops. One of them would be placed in supervision of the 
“ interior economy 33 of the arsenal. Under him would come supervision 
of labourers in the arsenal; to him applications for leave, &c., would 
be made; the keeping of fine books, defaulters' book, nominal roll, 
&c., being performed under his orders. It might be possible to have 
only two Asst.-Superintendents, but in an arsenal of any size this 
would be impracticable. 
The Depy.-Asst.-Superintendents and serjeants must be proportioned 
in number to the necessities of the work. In some cases the stores 
enumerated might be amalgamated into fewer departments, but retain¬ 
ing the same separation as to classes. 
Circumstances must decide the number of employes . The wants and 
capacity of the arsenal can alone determine the personnel. 
The office establishment of the arsenal should be sufficient for con- 
* In a large arsenal it would be impossible to take stock of the whole of the stock at one par¬ 
ticular time in five years, according to rule, as it would render necessary a stoppage of all current 
work. 
