MANUFACTURING
Manufacturing Conditions and Developments. Millions of dollars are annually spent in building new factories. Other millions are spent in equipping them with the best machinery that trained and experienced men have been able to devise. Still more millions of money are annually paid to the officials who manage and the employees who man these enormous manufacturing plants.
Why? Why could not these expert employees labor in their own homes or their individual shops, and produce the manufactured goods without all these enormous expenses? What are the necessities which impel men to spend these vast sums of money in erecting, equipping, and operating these immense plants?
Casually considering the question, the factory or manufacturing plant does not seem to be a real necessity. A large force of employees working under a single management does not seem to be the most economical method of producing the desired goods. Certainly every man is free to choose his own particular line of work; and there are many persons who, seeing a large force of employees giving their entire life work to the enrichment of successful manufacturers, while the employees themselves work long hours at hard and laborious tasks and fare so poorly that they are seldom enabled to save any considerable portion of their wages, not infrequently ending an industrious life in poverty and want, are led to believe that the factory is not a necessity or even a benefit to mankind, but rather a means for reducing the individual worker to a condition of grinding servitude, voluntary perhaps, but often the result of dire necessity.
These people, considering all the hardships in the life of factory employees, are likely to hold and often to express the opinion that the highest welfare of the human race really demands a return to the simpler life of early days, when a much larger proportion of the people lived upon farms, producing their own provisions, raising the flax and the wool wherewith they clothed themselves, quite independently of the wealthy classes, whether bankers, capitalists, or manufacturers, the factory as we know it to-day having hardly begun its marvelous era of existence.
Let us consider for a moment how all this has come about. In the earlier years of the independence of this country, the chief dependence was upon the results of agricultural work. In due time the development of the resources of the country has placed manufacturers at the front, so that in very recent years the value of manufactured products has become nearly double that of agricultural.
These results, like many others of a less notable character, commenced from very small beginnings; and it has been by inborn mechanical ability, remarkable ingenuity, patient development, and tireless energy, that mechanical undertakings have been developed from meager initial facilities, until, in the vast manufacturing enterprises of the present day, the American mechanic in nearly all lines leads the world in originality and practical achievement.
Early New England Mechanics. When the early settlers of New England labored under the restrictive and harassing laws of the Mother Country, and under their administration were goaded and exasperated beyond endurance in many ways, not the least of which was that of being obliged to purchase many manufactured articles from England at extortionate prices—or, if purchased from other countries, still paying taxes to England for the privilege—they rebelled. Determining to buy no more foreign goods, they set out, at first in most clumsy and primitive fashion, to make for themselves such articles as were really necessaries, and, in noble self-denial, to live without those which they could not make for themselves. They doubtless little realized, however, that they were thereby laying the foundations of the greatest manufacturing country in the world. By the principles thus inaugurated, they instituted the first industrial boycott in the history of the country—the one that has had more important and far-reaching influences than anything of the kind before or since.
Industrial Freedom. While the departure of the Pilgrims for this country, and the making of their homes on the "stern and rock-bound coast" of New England, were for the purpose of seeking religious freedom, it is also true that freedom soon meant very much more than this to them; and with a larger conception of their opportunities and possibilities, some of which were in reality forced upon them by adverse circumstances, there came to them the inspiration of industrial as well as religious freedom. The world has seen and has given them due credit for the determined and heroic manner in which they went about their self-appointed task; and they have amply demonstrated to posterity their appreciation of and grasp upon the possibilities and conditions, and the breadth and nobility of character which they exhibited in working out the many perplexing problems that confronted them.
Development of American Industrial Enterprises. American manufacturing came into being with these small beginnings and crude efforts to fashion those common objects of household necessity and daily use, which, although crude and clumsy, yet answered the purpose until supplanted later by those of more improved form and workmanship. These primitive successes led to greater endeavors, and developed into still broader usefulness, when the time came that necessities had been provided for and luxuries were now demanded by the higher plane of living to which the people had in due time advanced.
Thus the crude beginnings and rude surroundings among which the early American mechanic performed his work, were in his own house. Soon he outgrew these primitive facilities, and built small shops, frequently in the garden or back yard of his home. These gradually enlarged. The development of the business demanded increased facilities, and buildings were erected quite independent of the home surroundings, and two or more men were associated as manufacturers. These plants developed and enlarged, and in due course of time became the machine shops and the factories, which have since multiplied many hundreds of times, not only in number and in value, but in influence and importance, until to-day our country stands the foremost manufacturing nation of the world. This is true, not only as to the volume and value of her manufactured productions, but also as to their great range and diversity of kind and usefulness. One by one the American mechanic has taken up the various classes of work formerly monopolized by this country or that, failing perhaps at first, but always progressing and developing, until, by native ingenuity and unflagging energy, all obstacles have been overcome, all difficulties put aside, new industries have come into being, and other "victories" of peace "no less than those of war" have been added to the laurels of the American mechanic and of his ever-ready and ever-confident partner, the American manufacturer and capitalist. It is to this combination, each confident of and faithful to the abilities and honor of the other, and each acting his part in his own sphere of usefulness, that the immense success of American manufacturing is due.
The factories of to-day are the logical results of a natural growth and development of the various branches of business for which they were originally built and organized. As the buildings increased in numbers and dimensions, the methods of construction, the equipment, and the systems by which they were managed, developed methods of greater economy and efficiency.
Tools of the Early Mechanic. The early mechanic had few tools and appliances wherewith to perform his work; and these were crude and primitive, consisting principally of a limited number of hand-tools brought from the Old Country, and occasionally a hand-lathe of modern dimensions and operated by foot-power. But with their few tools and meager facilities, and animated by the condition that "necessity is the mother of invention," these old-time mechanics proceeded with practical common sense and ingenuity to design and construct better tools and machines—which have continually developed, until we have the splendid array of manufacturing machinery seen on every hand to-day. As machinery developed, larger and larger amounts of money had to be expended; and the banker had to be called upon to provide it. Thus the capitalist became the partner of the manufacturer, the one furnishing the mechanical ability and inventive genius for the actual designing and building of machinery and manufactured goods, while the other contributed the money to carry on the work, and the business ability necessary to market the product.
Relations of Capital and Labor. In brief, this is the condition to-day. But, says the carping critic, "there are often hundreds of struggling and hard-working employees where there is one rich manufacturer." This may be partly true, although it is a fact beyond dispute that the American mechanic is the best paid workman in the world. It is true that there are hundreds of workmen to one capitalist. Why? The Creator has so ordained that there shall be many of moderate ability, and but few possessing the unusual ability and talent to lead them. So it has ever been since the days of Moses, and so it probably will ever continue to be. Doestick's regiment composed entirely of colonels was a manifest absurdity, and so intended as an illustration of a well-known and natural condition that should be realized by every reasonable and thoughtful man who considers these questions.
Considering carefully the great scheme of manufacturing, and the immense industrial problem of supplying the wants of the people of this great country and providing for the vast volume of trade that goes abroad, by the modern manufacturing plants equipped with all that is latest and best in machinery for every conceivable purpose, it should not be forgotten that, as the very basis and foundation of the whole, stands the modern machine tool, and that it is principally to the great and important development of this that we owe primarily our industrial growth and prosperity as a manufacturing nation. To the machine tool may easily be traced the gradual but continued upward tendency of the mechanic and his methods, from the hard physical toil and small pay of the early days, to the immeasurably lighter exertion and increased compensation made possible by the highly developed condition of the automatic machines of the present day. It has been an oft-repeated victory of "mind over matter," wherein brains have won where hands made but little advance; ideas have developed wonderful mechanisms that have revolutionized the earlier methods of manufacturing and raised the standard of mechanical excellence beyond what was thought possible years ago, and at the same time reduced the cost to a fraction of its former amount.
Here, again, the capitalist furnished the means whereby the practical realization of the ingenious designs of the mechanic's fertile brain became possible, and the successful combination of capital and labor brought success to both.
Combinations of Capital. But here comes our critical labor agitator again with the comment: "It is all very well to talk about the amicable relations of capital and labor, and how each ought to help the other, but how about the great combinations of capital that we ordinarily call "trusts"? To give a correct and intelligent, as well as a fair and truthful answer to this question, we must know the conditions under which the combination is formed, the plan upon which it is organized, and the object of its formation. As these are not given, we must assume the conditions of some well-known combination. Let it be the United States Steel Corporation. One of the foremost men in this combination has defined his position on the subject, and in so doing has outlined the policy of the corporation, by saying:
"Any combination of capital which operates, first, to prevent competition; second, to increase the price of the product; and third, to reduce the wages of the workmen, is working under a trio of wrong principles that sooner or later will bring about disaster."
Let us see how the actual operation of this combination of capital really works out in practice.
First—The Steel Corporation has never sought to prevent competition. Steel mills, large and small, have operated when, where, and how they pleased, with no interference from the Steel Corporation.
Second—The price of steel has not been increased; on the contrary, it has been greatly reduced under its management. Thirty years ago a very indifferent quality of machine steel cost from 8 to 12 cents per pound. To-day ordinary machine steel of a much better quality than that mentioned above can be had for 2 cents a pound or less.
Third—The wages of workmen have not only not been reduced, but have actually been doubled since the labor troubles in the steel mills known as the "Homestead Strike" (1892). The Steel Corporation has gone much further than to double the wages of the steel workers. They have made it possible for the workmen to become partners in the great work of the corporation, by obligating themselves to sell to their workmen a certain amount each year of stock in the corporation, so that the men who labor in the mills may also become part owners and participate in the dividends resulting from their work on exactly the same percentage as the capitalist himself does.
Our critic comes back to the charge by saying that "the Steel Corporation has bought up many steel plants in various parts of the country, and added them to its already enormous properties." Quite true. And for what purpose? Let us see what they do with these plants. How do they manage this part of the business? What is their plan of working? The conditions were these: Before the advent of the United States Steel Corporation, there were many isolated steel manufacturing plants, each being equipped for the making of a number of kinds of steel products—for instance, steel railroad rails, structural steel, merchant bar steel, steel boiler-plates, steel tank-plates, and so on. The equipment necessary for producing these different forms of steel was very expensive; and inasmuch as a considerable portion of this equipment for some particular kind of product would necessarily be idle on account of the fluctuations of trade, the expense burden was abnormally high on account of this idle equipment. How has this condition been handled by the Steel Corporation? This has been the plan: Suppose they have purchased five plants, each making the five classes of product indicated above, and working under the disadvantages of a variety of products. These plants are examined, and inventories made of their equipments. It is then decided which mill is best adapted for making each one of the five classes of products. Then there is a redistribution of the equipment of the plants, placing in the plant selected for it all that in the several plants is adapted to a certain product; removing all the machinery from this plant that is not adapted to the particular product to be turned out, to be distributed among the other plants according to the particular class of products for which each one is designed. Thus each plant is equipped to turn out the single class of product which is most appropriate for it, by drawing upon the other plants for such machinery as they have which may supplement its own in this line.
By this plan, each plant makes but one class of product. Having the best machinery from all the plants for this purpose, and concentrating its energies on a single class, it is enabled not only to turn out a better product, but to turn it out much more economically than before. As the workmen become more expert on their single line of product, they work more efficiently and consequently earn higher wages. All these conditions, producing an economical output, enable the manufacturers to reduce the selling price.
The conditions of economy brought about in the management of the manufacturing operations and in marketing the product, are very marked when a large number of plants operate under one general head. Again, with the immense amount of capital at the disposal of such a corporation, it is enabled to secure the services of the best experts, and the most valuable processes in existence.
There are many other advantages, not only to the corporation and its employees, but to the users of its products, and so to the general public, when a combination of capital is honestly made and honestly administered.
Betterment of Industrial Conditions. What has been said of the Steel Corporation as to favoring of employees, has been duplicated in various ways by different manufacturers all over the country. Factory sites have been beautified by landscape gardening, and trees and shrubbery have made the surroundings of working men and women pleasant and attractive. Land has been purchased, and workingmen's homes built and rented to them at fair rates. Factory dining rooms are provided; reading rooms, libraries, gymnasiums, clubs, and social organizations are inaugurated; emergency hospitals or "first aid" rooms are arranged, with all or nearly all these services free except that provided in dining rooms, which is furnished at actual cost. More recently, a firm in Connecticut announces that it will furnish free medical attendance to all its employees and their families.
Schools have been established for apprentices, wherein they receive such technical instruction as may be necessary to their success in the trade they are learning—and this, not only without expense to themselves or to their parents, but they are paid by the hour for time spent in their school work, the same as for their time in the shop.
To foster a practical interest in the work of the shops, many concerns have what is called the Suggestion System, whereby the employees may make written suggestions of any improvements which they desire as to shop methods and routine, the design and construction of the product, and many kindred subjects, the best suggestions made each month receiving prizes.
All of these matters emphasize the fact that the mutual interests of the capitalist who manufactures and sells, and of the employee by the efforts of whose hand and brain the products are being turned out, are each year being recognized and in a very large majority of cases are being acted upon in good faith.
Methods of Modern Manufacturing. In former times, machines were built one at a time or in very small lots. Parts were made and fitted to the particular machine to which they belonged; and while the same general form and dimensions were practically maintained, there was no attempt made to render the several parts so exact as to fit upon any other machine than the one for which they were intended. Systems of gauges had not been developed, and the planer was yet a comparatively new tool; much work was still done by hand, the hammer, the cold chisel, and the file being the chief reliance of a large majority of machinists. This was the state of the machine shop and its methods nearly up to the year 1800.
Interchangeable Manufacturing. The use of milling cutters and the commencement of practically interchangeable manufacturing, came into machine shop practice at nearly the same time. It has been said that "but for the milling machine, there would have been no such thing as interchangeable manufacturing." It might be said with quite as much truth, that if the system of interchangeable manufacturing had not been conceived, there would have been little need for the milling machine. Each, to a great extent, depended very much upon the development of the other—and upon a third factor, the conception and development of the method of handling work (particularly small parts) in jigs and fixtures.
Milling cutters were made in America by one of the early machinists, a Frenchman named Vaucanson, who died in 1782. A sample of these had a hexagonal instead of a round hole, and the pitch of the teeth was very fine, so that the cutter resembled a saw rather than those at present in use. It is said that a man by the name of Bodmer, in Manchester, England, had made a milling machine in 1824.
It is altogether probable that Eli Whitney, the inventor of the cotton gin, had built and used milling machines previous to this date, as the following item of mechanical history would seem to indicate. In January, 1798, Eli Whitney received from the United States Government an order to furnish ten thousand muskets, of which four thousand were to be delivered in one year, and the balance in two years. Mr. Whitney went at the undertaking in a very thorough and systematic manner. He first developed a water power; then erected suitable buildings; considered and developed ways and means for a larger and better product than had previously been realized; designed and built machinery to effect it; and trained workmen to a degree of skill necessary to success in their new employment.
The difficulties which Mr. Whitney encountered and the obstacles which he had to overcome, were so much greater than he anticipated that it was really eight years instead of two before he had succeeded in completing the government order for the ten thousand muskets. However, the progress which he had made in this new enterprise, and the character of the product which he turned out and delivered, were so satisfactory to the government officials that Congress treated him with the greatest courtesy and consideration.
His shops were situated in the city of New Haven, Conn., and soon became the Mecca of government officials, manufacturers, traveling notables, and foreigners, who had heard of this wonderful American mechanic and came to see his work for themselves—to find that the system, the machines, and the tools which he had perfected were well worth the journey. His innovations in the manufacture of arms formed as great an epoch in mechanical history as had his invention of the cotton gin.
Jigs and fixtures were among his equipment; and it is altogether probable that milling machines were also in use, since he must have had practical knowledge of the utility of the milling cutter at this time, as it is generally assumed that the first practical use of the milling machine was in the making of parts of muskets.
The buildings which Mr. Whitney erected for his use were substantial stone structures, and stand in a part of the city called in his honor "Whitneyville." They form a part of the extensive plant of the Winchester Repeating Arms Company.
At this point and at this early day, therefore, was inaugurated the modern system of interchangeable manufacturing—or the manufacturing, in large numbers, of duplicate parts, within such a limited degree of variation as to admit of their ready interchangeability with one another. The system was not one that would be confined to the manufacture of arms, but was adaptable to the production of all kinds of small and moderate-sized machinery, and was the initial effort which in due time revolutionized the then existing shop methods, and which has since built up the American system of manufacturing to the proud distinction of being superior to anything of the kind in other manufacturing countries.
In the operations of modern manufacturing, the principal object sought is to turn out the product economically and accurately. To produce these results economically, the parts must be produced very rapidly. To produce them rapidly, not only must there be a very complete and efficient equipment of machines, attachments, tools, jigs, fixtures, and gauges or measuring devices, but there must also be a very complete system of shop methods by which the operation of this equipment is carried on.
It has been well said that "the man in whose brain the manufacturing system was born was he who first took a piece of scrap iron and drilled two holes in it, to guide a drill in making another piece with two holes in it the same distance apart as in the first piece." The men who now fill our drafting rooms and tool rooms, and who devise and construct tools for the production of interchangeable metal parts, are his descendants. They have made possible the manufacture of the breech-loading gun, the typewriter, the cheap sewing machine, the cash register, the machine-made watch, the automobile, as well as a thousand and one other mechanical articles, machines, and devices which form an integral part of our twentieth-century civilization.
To render these systems efficient and economical for these purposes, the work must be repetition or duplicate work. That is, there must be very large numbers of each of the different parts; and to carry out the scheme of operation for the division and subdivision of work; a single operation on a large number of parts is performed; then the work is handled again, perhaps in another machine, and another operation is performed; and so on until the part is complete. Thus a piece of comparatively simple form may require a large number of separate and distinct operations to complete it. But, as each single operation is performed by one operator, he may give his undivided attention to the accuracy of that operation; hence very accurate work can be produced.
A MACHINE SHOP WITH GALLERIES AT THE SHIPBUILDING PLANT OF THE GAS ENGINE & POWER CO. AND CHARLES L. SEABURY & CO., CONSOLIDATED
In the development of these systems, the work has continually grown more and more complex, as have also the requirements as to the buildings in which manufacturing work is performed, and as to the equipment necessary to perform it. Conditions have been continually changing; greater speed as well as greater accuracy in all machine operations has been demanded; and a largely increased output per employee has been required. So great and urgent has been this demand that the employee of to-day will turn out from three to ten times the volume of product of a given kind that he did only a few years ago. Undoubtedly this result has been brought about in great measure by the great improvement in machines, tools, and fixtures. Much is also due to the use of tools composed of high-speed steel; still more, to the employment of improved systems for handling work.
But all of these do not fully explain the enormous increase in product per employee. This has been brought about by various methods of shop management. One of these is the specialization of operations and the division and subdivision of departments, whereby each operator has a certain well-defined and very limited number of operations to perform. These operations he performs over and over, hundreds and sometimes thousands of times daily, until he becomes so accustomed to each movement that the operations are performed not only with great rapidity but also with great accuracy. Still another factor in the question of individual output, is the efforts that have been made through systems of premiums, bonus, and similar methods of reward for individual effort when the output reaches or exceeds a certain fixed limit. These rewards are not confined to the operatives, but are often extended to the foremen, assistant foremen, gang bosses, and others of the "non-productive" force who have indirectly contributed to the efficiency of individuals and hence to departmental efficiency.
In the succeeding articles, these matters will be taken up and treated in detail, giving the actual practice as now prevailing in some of the best organized manufacturing plants.