THE JOURNAL OF THE

Society of Dpers 6 Colourtsts VOL. XLII1.-No. 3

I~nred dfonthlu.

Mem bets...,........ 4P/- Non-Members, A E B O C ~ ~ L ~ S ......... 21/- eO/- per annum MARCH 1927 Junior Members l0/6 Post Free.

Proceedings of the Societv WEST RIDING SECTION

Meeting held at the Midland Hotel, Bradford on 16th Dec. 1926, Mr. H. JENNINGS in the chair.

Organbation and the Dyeing Industry WILLIAM LEACH

Much has been said and written in recent years on the subject of industrial organisation. Reproduction, repetition, specialisation, and standardisation have become bywords, and t o the student of efficiency there would appear to be a satisfactory method of dealing with any process of a manufactured article from its raw to its finished state, its sale, and ultimately ih destruction or its utility as a waste product.

The question of how highly an industry can be organised depends very largely upon the article dealt with, and the dyeing trade is not one that lends itself altogether to reproduction, repetition, or specialisation, compared, e.g., with the making of motor cars, soap, or con- fectionery. There are not, therefore, the same opportunities for organising in the most efficient manner.

One of the h t essentials to good organisation is the co-operation of the management and the workpeople, each appreciating the position of the other, and recognising that the well-being of one is dependent on the other, and each realising that efficiency can best be attained by the greatest economy in materials, machines, and man power, not by the excessive expendi- ture of energy, but by the elimination of waste.

Co-operation is essential to efficiency, and efficiency is essential to good organisation. The conduct of the management and the em- ployees is largely determined by their outlook on commercial interests, and should be governed by an intelligent fellow-feeling. The interests of both should be the same, each contributing to the prosperity and contentment of the whole community.

Joint management has been suggested as a means of cementing the interests of those engaged in the industry, implying that joint management of employer and employee would promote joint interest, but joint interest can and does exist where joint management is not

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practical. Where joint interests of management and workers can be secured, and where the two elements co-operate, the result is good organisa- tion, and the employee is prepared to give a fair day’s work, and the employer pays a fair day’s wage.

Could we examine the minds of the manage- ment and the worker, we should have taken the first step in establishing this essential co-operation.

Irrespective of personal considerations, the management has to organise production with the least amount of waste, and although the indi- vidual worker may desire to help in this direc- tion, he can only do so within limits, as he ceases to exercise his individuality immediately he becomes part of a combination of workers, and allows his individual efforts to be sub- ordinated to that of the combined idea of the whole of the employees in the works, and more often than otherwise to workers a t other estab- lishments. This combined idea may be deter- mined by an intelligent conception of industry and society, or by a stupid or disgruntled outlook. In any case the management has to deal with individuals whose individuality cannot be considered: It is very difficult, but essential, that the management should try to under- stand and appreciate this combined idea, and interpret its desires in the most generous manner. It would be futile to encourage the individual to give of his best unless the whole of the units are taken into consideration.

It may be difficult for the worker on his side to understand his relation to the management, tnd also his attitude towards his fellow-workers tnd his outlook on general things may be warped by the intermingling of industrial and political events, as no clarified combined idea s ever sufficiently stabilised in the ever-changing :onditions of political activities.

Since the days of the individual employer, tvhose interest brought him in personal contact vith his workpeople-and there are some still n existence-a growing element of co-ordina- ;ion has come into being. Employers’ and :mployees’ organisations have sprung up, each Lppreciating their own positions but not always inderstanding each other. Until the organised :mployers and the organised employees recog-

LEACH-“ORGANISATION AND THE DYEING INDUSTRY” [March 1927 70

nise the attitude of each other, progress in eliminating waste will be slow and insecure.

The management has the two-fold responsi- bility on its shoulders of managing the com- merical side of the business and of und‘er- standing the psychology of the combined idea. If the management finds the burden too heavy, then an agent is employed to take charge of this branch of the work. Thus both employers and employees become represented by agents, each of whom represents a combined idea, and each groping, on many occasions, to express the combined idea in an understandable formula.

The officials of the Employers’ Federations and those of the Trade Union face each other. These officials may be expert psychologists, or they may be prejudiced individuals. In the former case understandings may result, in the latter case it will be very difficult to make progress, even if only one side is affected.

The objects which the management desire to obtain can probably be placed under two heads-

(1) That an employee should be capable and efficient, and realise the importance of doing his work in the most efficient manner.

(2) That he should use every effort to avoid waste in power, machinery, and materials.

The workers on their side would probably define their position, as a return for such efficiency, in the following demands-

(1) That everything possible should be done to prevent unemployment and under-

employment. (2) That the remuneration should be such

as to give the fullest opportunity for development, and to be compatible with the profits earned by the employer.

(3) That they should be treated as part of the necessary organisation, and en- couraged to contribute to and suggest necessary changes in machinery and processes.

If these objects could be kept free from political bias, it would be possible to establish the co-operation necessary, and place the industry on a sound basis.

Industrial Councils were established in some industries, and attempts made to formulak methods of overcoming difficulties, but owing to their inability to impose their findings these Councils have become very one-sided, and they are chiefly confined to a consideration oj wages and hours, and they usually give verj little thought to the development of the in. dustry, or how best the two parties could assisl each other, and the co-operation of the two sider has not been realised. The combined ider failed, and so long a8 each side is composed oj conflicting interests the idea of the combinatior can only be a weak compromise.

Profit sharing schemes have been tried wit1 a view to creating the necessary co-operation

lut whether they have been successful those iarticipating are best able to judge. The mployers and employees generally are opposed o this method. These schemes may be bene- icial to the individual employer and his em- doyees, but would be very difficult t o work vhere a combination of firms, with their various Rculiarities, are under one Federation or issociation.

Bonus schemes appear to be very satisfactory vhere the work is of a reproductive character, !iving the worker an advantage for extra effort md the employer a comparative advantage in :conomising on standing charges. Where it is ?ossi ble to determine the normal production md where the normal would be constant, the 3onus scheme may help to initiate a feeling if co-operation, but if the co-operation begins and ends with increased production and in- :reased wages, then the help to industry is very meagre indeed. The adoption of a bonus scheme In production in the dyeing trade is difficult, ts more work and time is entailed in a small production than in a higher production of the 3ame shades and under the same conditions. In actual practice the intermittent production in the dyeing trade does not conform to a iuccessful bonus scheme.

A piecework system would probably prove most satisfactory in the dyeing trade, and pro- viding satisfactory arrangements, agreeable to both parties, can be arrived at, collective piecework is the best form, but individual piecework if the collective method is impossible Dr undesirable. The results would be higher wages and a reduction in production costs, and both parties stand to gain, as i t would give the workers an interest in their work, and providing the quality of work was good, i t would relieve the management of a great amount of super- vision.

Piecework would not in itself establish the necessary co-operation, but would go a long way to invalidate the present unjust system of paying each worker on the minimum wage irrespective of ability, efficiency, or the class of work upon which the individual is employed. The system of paying equal wages is a travesty of the minimum wage agreements, creating dis- content to both parties and subjecting them to the iniquity of the combined idea.

When piecework has been established and the worker has responded by added efficiency and increased production, this should not be an excuse for rate cutting, but encouragement should be given for further effort. Where an employer deprives the employees of any fruits of piece rates intelligently arranged, he is just as contemptible as the workman who does not give an honest day’s work.

Having briefly considered the functions of Industrial Councils, profit-sharing, bonus schemes, and piecework, and not having found

March 19271 LEACH-“ORGANISATION AND THE DYEINU INDUSTRY” 71

a method to bring about the co-operation of employer and employee, let us try to examine further the attitude of each side, as by this means i t may be possible to find a solution to our difficulties.

A t the present time two forces are opposing each other, and no attempt is made to bring into Line the recalcitrant unit. Each force is employed in finding a means of exploiting the other, and both parties are out for themselves; the worker under the influence of the combined idea and its fear of unemployment, resorts to %a’ canny,” and the employer, on the other hand, is compelled to reduce the earnings of one class of employee owing to the jealousy of another class of employee , thus practising another form of “ca’ canny,’’ or a t least helping the practice. The question of restricting output by the workers is just as much a mistake as superficial concessions by an employer for the purpose of getting increased output. Both means are reactionary and cannot be lasting, but one or both may have very detrimental effects on industry, and on an industry that is like a sick person after a long illness. The time appears to be looming in the not distant future when a supreme effort will have to be made by employer and worker if our industries are to remain intact, and unless the principle of “service in return for life’s necessities” is fully understood, we shall succumb to our com- petitors for the world’s trade. The workers, like the employers, generally have a reason for their actions, and unless each side under- stands the other, misunderstandings and strife result.

A remedy for the chaotic state of industry is to get down to the individual works, and each side try and fully understand the requirements of the employer and the workers, not by the employers’ or the workers’ organisations inter- fering with details, but by accepting the con- ditions of the works as they exist.

Certain principles embodied in agreements must be carried out, such as minimum day and piecework wages, and the hours of labour.

If the employees would appoint one of their number (a reasonable and efficient person) to negotiate piecework rates with the person appointed by the employer, they could together examine the whole position of calculations and estimates, and under the necessary guarantees be approved by the workers’ organisation.. The same method could be adopted in dealing with any other questions affecting the works, and a full discussion could take place between individuals who understood the exact position. Employers and workers must realise that they should be in partnership. Let each appreciate that mutual effort means mutual benefit, and that their combined resources will be essential if we are to establish our industries in the hardest fight which has still to come, and retain our economic existence.

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Suspicion, hostility, and strife will not be of any avail, but with a recognition by both parties of mutual interests, where the elements are foresight, ability, willingness, resource, and tolerance, and where the desire to re-establish our industrial position is paramount, and with both sides working in harmony, we shall win through, and make possible a happy, healthier, and more enlightened working community.

The solution to the organisation in the dyeing trade and most other industries lies in the mutual interests of all engaged in the industries being recognised. When an employer appre- ciates and agrees that the proceeds of industry should be fairly distributed, and when the workman freely gives of his best, both free from the restrictions of the combined idea, then we shall have made the first step towards co- operation. Strife will cease, and honest en- deavour become a feature of the future, service coming before pleasure, and pleasure being appreciated because i t is the result of service.

DISCUSSION The Chairman (Mr. H. Jennings) said that the

introduction of either piece rates or a bonus system info the dyeing trade was a difficult matter. But in the dyeing trade there had been for a considerable time a better understanding than had existed in most trades, due largely to the formation .of Industrial Councils and Refer- ence Boards, which had dealt with many of the problems brought forward. He was inclined to agree with the Lecturer, however, that these bodies were now becoming mere wages boards, which was not their original object. Industrial Councils were intended to help towards the elimination of waste and the raising of the whole organisation to the highest efficiency. In attempt- ing to do that one found that the organisation of a piece rate system for the dyeing industry was most difficult, because no two works were equipped alike. Two firms might do exactly the same class of work, but on a piece rate system one would pay 60% less than its com- petitor, because i t was fitted with an efficient plant. When an employer seriously con- templated bringing about a real state of effi- ciency, he should investigate and eliminate inefficienoy in plant and equipment before attempting to reorganise working costs. He should bring the equipment up to date, and let the worker see that he was working under the best possible conditions, and one could then ask the employees to do their share towards elimina- ting waste. There was no doubt that the question of organisation would have to be seriously tackled if this country was to hold its own with its competitors abroad.

Captain J. Denton said the problem in its essentials was that of obtaining the mutual co-operation of employer and employee. He had personally tried many schemes-friendly schemes , schemes of financial encouragement.

72 HODGSON-"SUBSTITUENTS ON CHEMICAL REACTIVITY AND COLOUR" [March 1897

and so on; but inevitably one came across difficulties. As the Chairman had said, one had to overcome suspicion on both sides. One important point relative to efficiency which had not been dealt with by the lecturer was that of the interchange of ideas between the various sections of the textile industry as a whole, and that was a direction in which they might develop with mutual advantage to the ultimate benefit of the workpeople.

Mr. E. Spence said that there were epecial difficulties in the yarn and warp dyeing trade, where piece rates could not be applied. A boy entered the trade a t 14 or 15 a t a certain wage; he advanced every six months, and a t the age of 21 he got a man's wage whatever his efficiency How was i t possible to obtain his interest in efficiency under such a system ?

The Lecturer said the existence of a scale of wages-leaving out of the question whether the amount paid or the grading of the scale war, j u s t l e d to the establishment of a minimum wage which also became the maximum. When employers and employees dealt with these problems individually and not as combinations, there would be a chance of arriving a t proper decisions. When the matter was dealt with by combinations, the result could only be a com- promise. There were systems of piece-work in the hank-dyeing trade, but any such system often gave men excessive wages one week and almost robbed them of wages the following week, which was not satisfactory; and that wae what was apt to happen on a production bask in the warp-dyeing trade. Whatever rates one might fix, one should try to arrange them in such a manner that a man's wages would be as nearly uniform as possible for the same numbei of hours of work.

Mr. R. B. Liley asked if the lecturer could give an outline of a method of piecework applicable to the dyeing of loose wool, loost cotton, and rags?

Mr. F. Smith agreed that it was a most diffi cult thing to establish a piece-rate system ir the dyeing trade on account of the differenct in conditions in different works.

Mr. A. Dudbridge asked how a piece-rah system could be introduced into a fwm dealin! with loose wool, yarn, and pieces. If one par of the dyehouse was quiet, men would be trans ferred to another department. I n his opinior the greatest difficulties were due to the presen Bytitem of standard rates. Personally he believe( in paying a man what he was worth. A present a man drew his wage whether he workec hard or slacked If a minimum were fixed le i t be possible to pay more for greater efficiency and they would get far better results.

The Lecturer said he did not think thl introduction of a piecework system under sucl conditions was quite so difficult as it seemed but the advisability of introducing piece-worl could only be ascertained after investigatioi

rer a long period. With regard to the wage uestion, he desired to see elasticity over and 3ove the minimum. He did not want to see ie minimum abolished, because they had to ppreciate the fact that even the slowest worker sd to live. Mr. R. B. Liley asked if there were any means arriving a t a reasonable minimum amount of

.ark turned out per man per day. The Lecturer said that only actual practice

Duld show what the normal turnout was. If n employer was not satisfied with his present utput, he should not start piecework until he ras Satisfied. Let the organisation be what i t ught to be a t the start, and then one could deal hirly with the men.

M i . E. T. Holdsworth said that the lecturer tould apparently like to get back to the con- .itions of fifty years ago, when the individual mployer dealt with the individual employee n a particular factory. In that case, of course, he functions of combinations of masters and of rades unions would be very much curtailed. 'ersonally he did not think they should look ipon piecework systems as being by any means I solution of their difficulties.

Mr. A. Buchan considered that the great thing vas to ensure that the workers were satisfied md had a reasonably secure future.

The Lecturer said he did not want to go back fo the conditions of fifty years ago, nor did he ,hink piecework was a solution of the diffi- mlties. It was very difficult t o say what was L solution. There seemed to be a tendency a t ,he moment to attack trade unions. He was 10 party to such an attack. Trade unions must emain in existence even if one obtained CQ- )peration inside the workshop between the nanagement and the employees. General matters must be negotiated between federations If employers and combinations of employees, .epresented by their respective heads, but i t was the details that caused trouble to-day, because men who did not understand the position of individual works were dealing with details. No two works were alike. No two jobs were alike in any works. -~ .- -

SCOTIlsH SECTION -

Meeting held a t Glasgow, 22nd Oct. 1926, Mr. JAMES CRAWFORD in the chair.

Tbe Positional Infiuence of Subrtituentr on Chemical Reactivity and Colour

HERBERT HENRY HODUSON, M A., B.Sc., Ph.D. , F.I.C.

Introduction.-The present investigation re- lates to the positional influence exerted by certain groups upon the propertier, of the com- pounds associated with them, and forms part of a general study of colour and constitution.