The Economy of Workshop Manipulation / A logical method of learning constructive mechanics. Arranged with questions for the use of apprentice engineers and students.

by John Richards

This failure of laws to regulate apprenticeship, which facts fully warrant us in assuming, is due in a large degree to the impossibility of applying general rules to special cases; it may be attributed to the same reasons which make it useless to fix values or the conditions of exchange by legislation. What is required is that the master, the apprentice, and the public should understand the true relations between them—the value of what is given and what is received on both sides. When this is understood, the whole matter will regulate itself without any interference on the part of the law.

The subject is an intricate one, and has been so much affected by the influence of machine improvement, and a corresponding decrease in what may be called special knowledge, that rules and propositions which would fifty years ago apply to the conditions of apprenticeship, will at the present day be wrong and unjust. Viewed in a commercial sense, as an exchange of considerations or values, apprenticeship can be regarded like other engagements; yet, what an apprentice gives as well as what he receives are alike too conditional and indefinite to be estimated by ordinary standards. An apprentice exchanges unskilled or inferior labour for technical knowledge, or for the privilege and means of acquiring such knowledge. The master is presumed to impart a kind of special knowledge, collected by him at great expense and pains, in return for the gain derived from the unskilled labour of the learner. This special knowledge given by the master may be imparted in a longer or shorter time; it may be thorough and valuable, or not thorough, and almost useless. The privileges of a shop may be such as to offset a large amount of valuable labour on the part of the apprentice, or these privileges may be of such a character as to be of but little value, and teach inferior plans of performing work.

On the other hand, the amount that an apprentice may earn by his labour is governed by his natural capacity, and by the interest he may feel in advancing; also from the view he may take of the equity of his engagement, and the estimate that he places upon the privileges and instruction that he receives. In many branches of business, where the nature of the operations carried on are measurably uniform, and have not for a long time been much affected by changes and improvements, the conditions of apprenticeship are more easy to define; but mechanical engineering is the reverse of this, it lacks uniformity both as to practice and what is produced. To estimate the actual value of apprentice labour in an engineering-work is not only a very difficult matter, but to some extent impracticable even by those of long experience and skilled in such investigations; and it is not to be expected that a beginner will under such circumstances be able to understand the value of such labour: he is generally led to the conclusion that he is unfairly treated, that his services are not sufficiently paid for, and that he is not advanced rapidly enough.

With these conclusions in his mind, but little progress will be made, and hence the reason for introducing the subject here.

The commercial value of professional or technical knowledge is generally as the amount of time, effort, and unpaid labour that has been devoted to its acquirement. This value is sometimes modified by the exclusiveness of some branch that has been made the object of special study. Exclusiveness is, however, becoming exceptional, as the secrets of manufacture and special knowledge are supplanted by the application of general principles; it is a kind of artificial protection thrown around certain branches of industry, and must soon disappear, as unjust to the public and unnecessary to success.

In business arrangements, technical knowledge and professional experience become capital, and offset money or property, not under any general rule, nor even as a consideration of which the law can define the value or prescribe conditions for. The estimate placed upon technical knowledge when rated as capital in the organisation of business firms, and wherever it becomes necessary to give such knowledge a commercial value, furnishes the best and almost the only source from which an apprentice can form an opinion of the money value of what he is to acquire during his apprenticeship.

An apprentice at first generally forms an exaggerated estimate of what he has to learn; it presents to his mind not only a great undertaking, but a kind of mystery, which he fears that he may not be able to master. The next stage is when he has made some progress, and begins to underrate the task before him, and imagine that the main difficulties are past, that he has already mastered all the leading principles of mechanics, which is, after all, but a "small matter." In a third stage an apprentice experiences a return of his first impressions as to the difficulties of his undertaking; he begins to see his calling as one that must involve endless detail, comprehending things which can only be studied in connection with personal experience; he sees "the horizon widen as it recedes," that he has hardly begun the task, instead of having completed it—even despairs of its final accomplishment.

In the workshop, mechanical knowledge of some kind is continually and often insensibly acquired by a learner, who observes the operations that are going on around him; he is continually availing himself of the experience of those more advanced, and learns by association the rules and customs of the shop, of the business, and of discipline and management. He gathers the technical terms of the fitting-shop, the forge and foundry; notes the operations of planing, turning, drilling, and boring, with the names and application of the machines directed to these operations. He sees the various plans of lifting and moving material, the arrangement and relation of the several departments to facilitate the course of the work in process; he also learns where the product of the works is sold, discusses the merits and adaptation of what is constructed, which leads to considering the wants that create a demand for this product, and the extent and nature of the market in which it is sold.

All these things constitute technical knowledge, and the privilege of their acquirement is an element of value. The common view taken of the matter, however, is that it costs nothing for a master to afford these privileges—the work must at any rate be carried on, and is not retarded by being watched and learned by apprentices. Viewed from any point, the privileges of engineering establishments have to be considered as an element of value, to be bought at a price, just as a ton of iron or a certain amount of labour is; and in a commercial sense, as an exchangeable equivalent for labour, material, or money. In return a master receives the unskilled labour or service of the learner; this service is presumed to be given at a reduced rate, or sometimes without compensation, for the privileges of the works and the instruction received.

In forming an estimate of the value of his services, an apprentice sees what his hands have performed, compares it with what a skilled man will do, and estimates accordingly, assuming that his earnings are in proportion to what has been done; but this is a mistake, and a very different standard must be assumed to arrive at the true value of such unskilled labour.