Cornell University Library VM 173.A5 1919 The training of shipyard workers. Report 3 1924 002 406 910 NING OF SHIPYARD WORKERS MM 1*3 UNITED STATES SHIPPING BOARD EMERGENCY FLEET CORPORATION INDUSTRIAL RELATIONS DIVISION EDUCATION AND TRAINING SECTION PHILADELPHIA, PENNSYLVANIA THE LIBRARY OF THE NEW YORK STATE SCHOOL OF INDUSTRIAL AND LABOR RELATIONS AT CORNELL UNIVERSITY Cornell University Library The original of this book is in the Cornell University Library. There are no known copyright restrictions in the United States on the use of the text. http://www.archive.org/details/cu31924002406910 z U H (Si < W a o S5 o u THE TRAINING OF SHIPYARD WORKERS REPORT ON THE WORK OF THE UNITED STATES SHIPPING BOARD EMERGENCY FLEET CORPORATION INDUSTRIAL RELATIONS DIVISION EDUCATION AND TRAINING SECTION W ISSUED AT PHILADELPHIA, PENNSYLVANIA APRIL 20th, 1919 May 1, 1919. R. W. LEATHERBEE, Manager Industrial Relations Division, Emergency Fleet Corporation, Philadelphia, Pa. Dear Sir: — Plans were made for closing the work of the Education and Training Section while Dr. L. C. Marshall was Manager of the Industrial Relations Division. It was agreed by Dr. Marshall that inasmuch as the Emergency Fleet Corporation had expended con- siderable money in conducting shipyard training, and that this furnished probably the first opportunity for investigating the efficiency and results of training as conducted on a large scale, it was due the country that a careful study be made of the cost and effectiveness of the training as conducted, and that the results of this study be published. It was considered that a study of these results would be of value, not only to the shipbuilding industry, but also to other lines of industry as well, in pointing out conditions under which effective training can be conducted, and the relation between costs and train- ing results. The report transmitted herewith presents the findings of the Education and Training Staff. Yours truly, E. E. MacNARY, Head, Education and Training Section. PREFACE April 30, 1919. The training of the new man -in order that he may excel at his individual operations, and the training of the present worker to increase the quality and quantity of his work, are fundamental requirements in the new scheme of things. An equally fundamental and somewhat higher training also needs consideration. An instance of this is the training of the leading man and foreman in the ship- yards who comes immediately in contact with the worker and who has more influence over him, perhaps, than any other person in the plant. Foremanship is as distinctly a trade as any of those at which the foreman formerly worked. Likewise, the work of an instructor is just as much an art as that of a mechanic, the man who follows the plow or anyone else engaged in the vicissitudes of our industrial fabric. If we want a piece of steel turned to 1/1000 part of an inch, we would naturally turn to the machinist. By the same reasoning we should get an expert in the art of teaching when it is desired to instruct in industrial procedure. We have, of course, made many fundamental mistakes in the securing of an expert on a given subject to impart his knowledge to others. There is no more intelligence in a system that picks a mechanic with no knowledge of teaching to instruct inexperienced persons in a given trade than there is in a system that permits an English speaking person to teach English to foreigners simply because he happens to speak the language. Most of us speak English well enough to be understood, but few are fitted to teach it to others without training in the art of teaching. It is only just to those who would learn, par- ticularly to the coming generation, that they receive their instruction by the best methods in order to learn their trade in the simplest, easiest and quickest manner, thereby becoming self-supporting and a positive economic factor in the nation. The Smith-Hughes Act, creating a Federal Board for Voca- tional Training, was a big step forward, and demonstrated the appre- ciation of Congress in so important a matter. There is, of course, much to be done along this line of endeavor, and the field is yet hardly touched. It is most encouraging to note the remarkable work done by the War Department in training the fighting mechanic, as well as the educational work of the Navy Department, the Department of Labor and the War Industries Board It is also gratifying to be able to record in the following pages the results of the work of the Educa- tion and Training Section, Industrial Relations Division of the Emergency Fleet Corporation, which I believe is the beginning of a new trail to be blazed in the industrial world. It is hoped that this report will be of importance to the industries of the country in its rela- tion to the cost of training and the reduction of labor turnover by efficient training methods. Aside form the question of American industrial supremacy, if we are to do even as well as other countries in the future, the worker should be taught to concentrate on the quality and quantity of his product, and this can be done only by complete human understanding, sympathetic and sincere methods. It is my hope that this report, which was so ably prepared by Mr. MacNary and his associates, will prove a healthy stimulus and a constructive guide to all participants of industry, and that the result will be to create a more intelligent understanding of the problem of Industrial Relations and lead to co-operation between the employers and the workers for their mutual benefit. R. W. LEATHERBEE, Manager, Industrial Relations Division. CONTENTS PAGES Preface 5-6 Part I — Summary 11-13 Part II —Plan 15-18 Part III —Scope 19-20 Part IV — Results 21-32 Part V —Costs 33-47 Part VI —Training Factors 49-60 Part VII —Special Phases 61-73 Part VIII— Appendix Nos. 1, 2 and 3 75-88 THE Education and Training Section was started on September 12, 1917, by the United States Shipping Board Emergency Fleet Corporation on the recom- mendation of Admiral F. T. Bowles, Man- ager of Ship Construction. At that time there were 37 steel shipyards and 24 wood shipyards, employing about 50,000 workers. Instructions were given to the Section to make plans for training men in sufficient numbers to increase shipyard forces tenfold. P < >< 2 k1 " W Q W O ►J Ph S *3 w a s < > Q O O 5= Q < <" id q U £ w <9 HPj o < Q O O PI| 5 - ej 5 el <* c3 in i ;- 1 8 g R § on O ~ 2 t/3 w H < Eh a w £ W W h : F* % § % <& s 8 i i > a j 3 B <3 *4 3 8 8 S Si J c- « U J a a « ¥ ? s « i J 1 o W * -« 2 2 « ss M Ph s en W < « u 2 Part I SUMMARY THE PLAN FOR SHIPYARD TRAINING LAID OUT BY THE EMERGENCY FLEET CORPORATION 1. All training of shipyard workers was to be done by the ship- builders. 2. Instructors were to be selected by the shipbuilders and assigned for the training of workers in the yards. 3. These instructors were to be specially trained in the best methods of giving instruction. 4. Special instructor training for shipyard mechanics was to be con- ducted by the Emergency Fleet Corporation. 5. The Emergency Fleet Corporation was to maintain a staff of training experts to help the shipyards in their training activities. THE SCOPE OF THE TRAINING WORK CONDUCTED BY THE EMERGENCY FLEET CORPORATION 1. The first training center was opened on November 15, 1917. 2. Thirty-six centers were opened during the year November IS, 1917— November 15, 1918. 3. One thousand and ninety-eight skilled shipyard mechanics were trained as instructors. 4. The Education and Training Section was responsible for the actual training of 80,000 men through the efforts of trained instructors. RESULTS FOLLOWING THE INSTALLATION OF INTENSIVE METHODS OF TRAINING 1. The number of yards for which instructors were trained totaled 71. 2. Instructor training was given to men of 30 different shipyard trades. 3. Average number of men trained per instructor per month is 8.55 men. 4. The average length of training period studied in 21 yards for 20 trades and from the records of 9677 men was found to be 19.27 days. 5. The tonnage produced by the men trained by the intensive methods of the Emergency Fleet Corporation totaled 498,780 tons or equivalent to 62 ships of 8000 dead weight tons capacity. 11 12 Summary Part I THE COST OF TRAINING. MEN AND THE METHOD OF ARRIVING AT THESE COSTS 1 . Two bases are adopted in presenting costs : (a) By utilizing actual yard costs and values. (b) By utilizing standard awarded wages and average values. 2. The average actual cost — (a) method — of training riveters in eight yards was found to be $24.34 per learner trained. 3. The average standardized cost — (b) method — of training riveters in eight yards was found to be $27.60 per learner trained, and for chippers and caulkers — $64.87 per learner trained. 4. The cost of replacing rivets, average cases : When cut out by acetylene, $0.65 per rivet. When cut out by hand (sledge and chisel), $0.61 per rivet. When chipped with pneumatic hammer, $0.67 to $1.15 per rivet. 5. The actual cost of driving rivets in a study of nine yards varied from $0,094 per rivet to $0,161 per rivet. The average cost of driving rivets was as follows : Labor $0,103 per rivet, 87.3% Supervision $0,015 per rivet, 12.7% Total $0,118 per rivet, 100% THE FACTORS WHICH MADE FOR EFFECTIVE TRAINING 1. The instructors who were trained were found to have had an average trade experience of 10.6 years. 2. In all the yards studied, the training was done on ship material, in the shops or on the ways, no practice work being done. 3. Segregating the learners on a "school ship" was found to increase the average training period for five trades in several yards from 25.98 days to 44.62 days and to reduce the number of learners per instructor from 8.09 per month to 6.26 per month. 4. For the yards studied, the size of the groups of learners under one instructor varied from an average of 7.3 men in one yard to 16.5 men in another. The two yards that produced the men with highest capabilities averaged 11.1 and 9.3 men in a group respectively. 5. The giving of instruction in proper sequence was of considerable importance in developing effective training. 6. By charting the extent to which the "Training Factors" or those factors that make for effectiveness, were followed, it is shown that the yards which most closely concentrated on these training factors turned the best men over to the ship construction department. Part I Summary 13 SPECIAL PHASES OF THE WORK 1. The occupations from which the largest number of men came to the training departments of the various shipyards were, in order of number, (1) the less skilful trades in the shipyards them- selves, (2) manufacturing, (3) mechanical industries. 2. Alternating half day sessions for instructor training are not as effective as full day sessions. 3. Excellent results in building up shipyard forces were secured by taking men from allied trades and giving them "conversion" training. 4. It has been found that the keeping of proper records are necessary to enable a training department to do its work properly and to justify its existence. 5. The bonus scheme worked out by the Emergency Fleet Corpora- tion for the benefit of the shipbuilders established business rela- tions with the Education and Training Section which facilitated the promotion of effective training. 6. Seventy-one men were trained as electric welders for twenty-one shipbuilding and auxiliary concerns. Part II PLAN 1. ALL TRAINING OF SHIPYARD WORKERS TO BE DONE BY THE SHIPBUILDERS. In order to provide facilities for training men in large numbers it was proposed that each yard should train the men it needed. The training consisted of three phases : Trade improvement for the men already in the yard, in order that they could assume positions requiring greater skill or more respon- sibility, and be able to direct the new incoming forces. The training of men coming to the yard from kindred occupations. The training of men coming to the yard with no previous trade experience. 2. MEN TO BE TRAINED ON ACTUAL SHIP CONSTRUCTION. Learners were to be trained in the shops and on the ways on ship construction work and under the usual working conditions. The train- ing of learners on practice work or in special schools was considered to be inefficient and not adapted to emergency training for shipbuilders. 3. INSTRUCTORS TO BE SELECTED BY THE SHIPBUILDERS AND ASSIGNED FOR TRAINING WORK IN THE YARD. In order that shipyard training should be carried out as a distinct job, it was proposed that the yards select men from their skilled forces who showed promise of making good instructors. These men were to be assigned to the special task of training learners in specific trades. They were to be responsible solely for training, and to free the ship construction departments from the respon- sibility of breaking in men. These instructors were to have the sole responsibility for turning out skilled men and not a quantity of ship construction work. 4. SKILLED WORKERS TO BE SPECIALLY TRAINED AS INSTRUCTORS. The men selected as instructors, while skilled in their trade, in most cases were not skilled in methods of giving instruction. As the demand for trained men was so great, and the available time so short, 15 16 Plan Part II $ ! ■i- -8 4 •9 ' ■s 0> <: » 2! v, S * •S: "^ S «0 * ^ & s i. s ^0 i5 <0 I <0 1 * 8- y k k <5 $ ►) 1 *0 i * u S ts 4 si 1 N s V .5 O N ■^ ">5 ^ 1 Part II p LAN 17 it was essential that these men become skilled in giving instruction so that the training could be given in the most effective manner, and the trained men turned out in the shortest possible space of time. This meant that an intensive course in how to give instruction was needed for these prospective instructors. The instructor training course is outlined in Fig. 4, page 16. 5. INSTRUCTOR TRAINING TO BE GIVEN BY THE EMERGENCY CORPORATION. The Education and Training Section of the Emergency Fleet Corporation assumed the responsibility for giving the instructor train- ing courses to the prospective instructors. A staff of industrial train- ing experts was organized for this purpose. 6. CENTERS FOR GIVING THIS INTENSIVE INSTRUCTOR TRAINING. Instructor training centers were to be established at convenient points to which shipyards were to send their prospective instructors for a six weeks' intensive course in instructor training. After this period they were to return to their own yards and proceed with the training of shipyard mechanics. 7. EMERGENCY FLEET CORPORATION MAINTAINED A STAFF OF TRAINING EXPERTS TO CO-OPERATE WITH YARDS. The Education and Training Section tendered assistance to the yards in organizing and helping them to operate training departments, served as an exchange for training matters between the yards, and checked up the results of the instruction work for the benefit of the yards. 18 Plakf Part II Part III SCOPE 1. THE FIRST INSTRUCTOR TRAINING CENTER. This was opened at the plant of the Newport News Shipbuilding & Drydock Company* on November 15, 1917. Eighteen yards sent men to the center. The attendance at this center increased from 85 in November, 1917, to 150 in January and February, 1918. 2. NUMBER OF TRAINING CENTERS. Thirty-six (36) instructor training centers were established dur- ing the year of November 15, 1917, to November 15, 1918. The accompanying map indicates the location of these various centers. In some cases the centers accommodated men from a number of yards and in other cases instructors were trained solely for the yard in which the center was located. The yards in which these centers were located co-operated in every possible way, provided instruction quar- ters and gave free access to shops and hulls for putting over instruction units. 3. NUMBER OF INSTRUCTORS TRAINED. A total of 1098 skilled shipyard men were trained by the Educa- tion and Training Section to become skilled instructors. At the com- pletion of the six weeks' course these men returned to the yards and proceeded to train men in the trades which they were prepared to teach. 4. TOTAL NUMBER OF MEN TRAINED AS SHIPYARD MECHANICS. About 280,000 shipyard workers were added to the shipyards from September, 1917, to November, 1918. About half of these men did not need training because of the type of work for which they were needed. Of the remaining half, that is about 140,000, that did require training, a portion of them were broken in by being placed directly on the job under production foremen. Various modifications of the inten- sive plan set up by the Education and Training Section were adopted by other yards. Taking into account the 1098 newly trained instruc- tors and an additional number of instructors who were trained in turn by these men, it is estimated that out of the 140,000 men trained, 80,000 men were trained through the efforts of trained instructors. *Every facility was provided by the Newport News Shipbuilding and Drydock Company for the setting up and operating of this center. Instruction quarters were provided in the plant, co-operation with the various shop and ship construction departments was given, equip- ment for instruction was provided, and housing was secured for men attending the course. The Newport News Shipbuilding and Drydock Company permitted these men to instruct groups in the yard and on the ship ways so that they would immediately put into practice the instruction given to them and acquire actual experience in handling groups under instruction. 19 20 Scope Part III s§3 III S i m i z o H <; « o « o o H ■ w w 1-1 :* o w u w a w w w H >< W Q w H o D Q z o u « w H z w u o z o H U £> a H c/) Z i£? o z o H < CJ o 1-1 Part IV RESULTS The facts given in the diagrams and charts relative to the number of training centers, instructors trained, trades of trained instructors and number of learners trained per instructor per month were secured from records kept by the Education and Training Section and from records of the shipbuilders that co-operated with this section. LOCATION OF TRAINING CENTERS Table No. 1 Training Center Number 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 LOCATION OF CENTER Newport News S. B. & D. D. Co., Newport N., Va. American International S. B. Co., Hog Island, Pa.. Sun S. B. Co., Chester Pa Submarine Boat Corp., Newark, N. J Merrill-Stevens S. B. Corp., Jacksonville, Fla The Atlantic Corp., Portsmouth, N. H Housatonic S. B. Corp., Stratford, Conn The Mobile S. B. Co., Mobile, Ala Downey S. B. Corp., Arlington, S. I., N. Y Federal S. B. Co., Kearney, N. J The American S. B. Co., Wyandotte, Mich Manitowoc S. B. Co., Manitowoc, Wis Maryland S. B. Co., Baltimore, Md McDougal-Duluth Co., Duluth, Minn Merchants S. B. Co., Bristol, Pa Standard S. B. Co., Shooters Island, S. I., N. Y... Craig S. B. Co., Long Beach, Cal L. H. Shattuck, Inc., Portsmouth, N. H Bethlehem S. B. Corp., Elizabethport, N. J American S. B. Co., Brunswick, Ga Northwest Steel Co., Portland, Ore Groton Iron Works, Groton, Conn Virginia S. B. Co., Alexandria, Va Todd D. D. & Constr. Co., Tacoma, Wash Pacific Coast S. B. Co., San Francisco, Cal Union Construction S. B. Co,. San Francisco, Cal. . , Schaw-Batcher Co., Oakland, Cal Hanlon D. D. & S. B. Co., Oakland, Cal Liberty S. B. Co., Wilmington, N. C Doullut & Williams Staten Island S. B. Co., Staten Island, N. Y Newburgh Shipyards, Inc., Newburgh, N. Y.. ..... . Pensacola S. B. Co., Pensacola, Fla Terry S. B. Co., Savannah, Ga Bayles Shipyards, Inc., Pt. Jefferson, N. Y Albina Engineering & Machine Wks., Portland, Ore Total men Number of Men Trained 229 197 23 67 31 24 15 46 26 24 20 11 23 31 23 9 40 17 6 18 23 14 6 12 11 42 19 8 10 23 9 11 5 10 5 10 1098 21 22 Results Part IV YARDS FOR WHICH INSTRUCTORS WERE TRAINED Table No. 2 Name of Shipyard No. of Men Trained Albina Eng. & Mach. Works 9 Alabama Drydock & S. B. Co 11 American Inter. S. B. Corp 187 American S. B. Co., Buffalo 6 Brunswick. ... 17 Cleveland 2 Lorain 2 Wyandotte.... 1 Toledo 1 The Atlantic Corporation 24 Baltimore D. D. & S. B. Co 7 Bayles Shipyard, Inc. (Plant) 13 Bethlehem S. B. Corp. (Fore River) 12 (Moore Pit.) 6 " (Sparrows Pt. Plant) 20 Benicia S. B. Corporation 2 Ralph J. Chandler S. B. Co 2 Cramp & Sons, William, Ship & Engine Co 5 Chester S. B. Co., Ltd 12 Dantzler S. B. & D. D. Co 1 Dierks Blodgett S. B. Co 5 Doullut & Williams S. B. Co., Inc.. 20 Downey Shipbuilding Corp 27 Federal Shipbuilding Co 24 Foundation Company, The 1 Fulton Shipbuilding Co 3 Globe Shipbuilding Co 2 Great Lakes Engineering Works ... 3 Groton Iron Works 14 Hanlon D. D. & S. B. Corp., Ltd... 6 Hillyer-Sperring-Dunn Corp 2 Hodge S. B. Co., Ltd 1 Housatonic Shipbuilding Co., Inc.. 13 Jahncke Shipbuilding Co., Inc S Johnson Shipyards, Inc 2 Johnson, The Iron Works, Ltd 1 Liberty Shipbuilding Co 10 Long Beach S. B. Co 9 Los Angeles S. B. & D. D. Co 19 Name of Shipyard No. of Men Trained Louisiana S. B. Co 2 Manitowoc S. B. Co 7 Maryland S. B. Co., The 9 McDougall-Duluth Co 26 Merchant S. B. Corp 35 Merrill-Stevens S. B. Corp 32 MobileS. B. Co 26 Moore S. B. Corp., San Fran., Cal. 9 Newburgh Shipyards, Inc 19 Newport News S. B. & D. D. Co.. . 22 New York S. B. Corp 5 Northwest Engineering Works (Manitowoc) 4 Northwest Steel Co 23 Oscar, Daniels S. B. Corp 1 Pacific Coast S. B. Co 11 Pensacola Shipbuilding Co S Penna. & N. J. S. B. Co., Gloucester, N. J. 10 Pusey & Jones Co., Wilmington, Del. 10 Saginaw Shipbuilding Co 4 Schaw-Batcher Company 17 Shattuck, Inc., L. H 17 Southwestern Shipbuilding Co 7 Submarine Boat Corp 164 Standard Shipbuilding Corp 10 Staten Island S. B. Co 11 Sun Shipbuilding Company 23 Superior Shipbuilding Co 3 Tacoma Shipbuilding Co 1 Tampa Shipbuilding & Engr. Co. . . 1 Terry Shipbuilding Co 10 Texas Steamship Co 3 Todd Drydock & Constr. Co 12 Toledo S. B. Co 1 Traylor Shipbuilding Corp 1 Union Construction Co 42 Virginia S. B. Corp., The 8 Total men Total number of yards, 75. .1098 Part IV Results 23 TRADES OF TRAINED INSTRUCTORS Table No. 3 TRADE No. oi Men Trained Acetylene Welders 16 Anglesmiths 3 Blacksmiths 8 Bolters 78 Boilermakers 4 Chippers and Caulkers 124 Carpenters 119 Coppersmiths 2 Crane Operators 4 Caulkers (Wood) 3 Drillers and Reamers 92 Draftsmen 1 Electric Welders 17 Electricians' 7 Erectors 67 TRADE N ,5- en 0f Trained Fasteners (Wood 3 Heaters 13 Holders-on 14 Machinists 43 Outside Machinists 10 Moulders (Iron) 1 Tool Repairers 4 Pipefitters 34 Pipe Coverers 2 Plumbers 13 Punchmen 7 Painters 2 Riveters 261 Shipfitters 138 Sheet Metal Workers 8 Total men 1098 T t otal Number of Trades, 30 AVERAGE NUMBER OF MEN TRAINED PER INSTRUCTOR PER MONTH Table No. 4 These figures were determined from a study of 11 typical yards that kept records and reported on the work of their Training Departments. YARD* Average Number of Trained Instructors Total Number of Learners Trained By All Instructors for Six Months ** Period Number of Learners Trained Per Instructor for Six Months Period Number of Learners Trained Per Instructor Per Month YardO........ Yard P YardQ........ YardR Yard S 7.8 16.8 6.6 10.0 8.0 8.0 10.5 9.9 16.2 9.5 17.0 393.12 725.76 237.60 318.00 350.40 672.00 359.10 344.52 1924.56 233.70 612.00 50.4 43.2 36.0 31.8 43.8 84.0 34.2 34.8 118.8 24.6 36.0 8.4 7.2 6.0 5.3 i 73 Yard T YardU Yard V. ....... Yard W YardX Yard K 14.0 5.7 5.8 19.8 4.1 6.0 Average number of men trained per instructor in six months, 51.3. Average number of men trained per instructor in one month, 8.55. •The Government Agency yards are not included in this list. **In most of the shipyards training departments were established for a longer or shorter period than six months. The figures given in this column are, therefore, proportional. 24 Results Past IV 00 < o CO * IT N o V0 «0 N o a } *) Part IV Results 25 The accompanying table shows the average lengths of time required to train workers in the different trades by 21 shipyards. These averages were determined by taking the totals of the days in the training periods for all the men in the particular trade, and divid- ing by the number of men trained. A composite average length of training period for all trades was found to be 19.27 days. This was determined in the same manner as for an individual trade, that is, by adding the days in all the men's training periods for all trades, and dividing by the number of men trained in all trades. Missing Page Part IV Results 27 to to a a to < 3 3 s £ ? j H S g i " M I « f ™ ^ Si 2 S 2 tfinJ — air) r» (0 ec- iau I taifl I I 1—1 1 I — I —L 1 — L — I 1 1 iai9 ioJ AT6ji6 Fig. 11— NUMBER OF TRAINED INSTRUCTORS TURNED OVER TO THE SHIP- YARDS FROM DECEMBER, 1917, TO DECEMBER, 1918 TONNAGE PRODUCED BY TRAINED MEN The number of instructors trained from November 15th, 1917, the date the first center was opened, to December 31st, 1918, totalled 1,081. In order to determine the output of these instructors in terms of trained men, it is desirable to estimate the mean number of in- structors training new men during all the months of this period. Figure No. 11 shows the accumulated number of instructors in this service for each month. The mean number of instructors per month, as shown on the chart, is 476.66. 32 Results Part IV It will be observed that no instructors began training men before January 1st, 1918, and that the instructors who were trained after December, 1918, are not included in this estimate. It has been shown in another part of this report that the average number of new me- chanics trained per instructor is 8.55 men per month. On this basis the instructors trained by the Education and Training Section turned over to the production departments of various shipyards 4,075 men (476.66x8.55) per month, or 48,900 men in the twelve months the instructors were training men. This means that as the number of new mechanics increased from nothing on December 31st, 1917, to 48,900 men on December 31st, 1918, the mean number of trained men pro- ducing ships during the period is 24,450. Fig. No. 12 shows this graphically. Assuming that the actual average number of working days per month is 25 and allowing 15 per cent, for absences, the number of days worked per month is 21.75 days. The total number of hours per month at 8 hours per day is 170 hours (21.25 x8). Under these conditions, the tonnage produced in twelve months, using the average figure of 100 man-hours per dead weight ton, is (mean number of men trained for the period) x (number of hours per month) x 12 divided by 100. The tonnage produced by intensively trained men therefore is (24,450 x 170 x 12 -=- 100) and is equivalent to 498,780 tons or 62 ships of 8,000 D.W.T. capacity. 50.000 4-5,000 40000 35,000 30,000 25000 10,000 IS.000 10000 5.000 1,000 439003 MEAN or new N PflOOU* la^T MEN r DEC 1917 JAN. 1918 FEB MARCH APRIL MAY. JUNE. JULY. AUG SEPT. OCT. NOV. DEC. 1913 Fig. 12— NUMBER OF NEW MECHANICS TURNED OVER TO SHIP CONSTRUCTION Part V COSTS* 1. AVERAGE COSTS OF TRAINING MEN BY TRADES. The average cost of training men was based on data secured from twelve steel yards where records were kept by the training depart- ments. The following formula was used in determining these costs : (R X T) + (S & I) + (S. M.)** — P = Cost of Training. Where: — (R X T) is the learners' rate per hour multiplied by the total number of hours in training. (S & I) is the learners' proportion of supervision of director of training, and instructor's wages. **(S. M.) is cost of spoiled material. P. is the labor value of work produced by learn- ers while in training. The value given to the learners' product was equal to the figure it would have actually cost the yard for labor to produce it. In other words, the resulting cost of training was arrived at by taking the actual cost of turning out production work in the training department (including wages, supervision, instruction charges, and spoiled ma- terial) and deducting the amount the production would have cost if it were turned out in the ragular ship construction departments. The usual overhead charges are not included since those for the training department do not vary from those for the production depart- ment. If they were included in both training department costs and production department costs for the same qualities of production, they would simply be subtracted from each other and would not affect the results ; hence they were omitted. A training department should not be expected to be self-support- ing. Effective instruction takes time and costs money; the object is to expend a certain amount of time and effort in giving instruction at the outset in order that it may be substantially made up for in increased production later. Like good planning operations, it means an expendi- ture as an investment on which ample returns may be realized. •No costs of training given in this report were secured from the Government agency yards, as it was recognized that owing to the size and special nature of the work, these yards are not typical. The cost of training instructors is not included in the figures given in this study. This is because of the special emergency conditions that existed. **In those yards in which information on spoilt work was available it was found that the work spoilt by the learners was so small as to be negligible and is consequently omitted in working out the costs which follow (see page 40). 33 34 Costs Part V Cost per man by formula (8) oo w o U o 00 t— 1 I— 1 (A o U o * s + OO j. CM ON ucm m Q U O 1 o CM + Oir> UCM 4-» O U CO On Total average labor cost value during training period (7) CM 1 1 o CM on CM O in y— 1 ON NO 00 NO o co o NO o co o ON o r- 1 NO o 00 Total gross cost per man trained (6) o CM ON o cm' NO 00 in o in CO CM in rs.' NO o cm' CM in NO CO o «*; in" Proportion of cost per man for director and co- ordinator dur- ing training (5) in o\ °) 1-1 NO NO CM O o ON •* CM 00 O in in ■* CM NO ■*' Proportion of cost per man for instructors dur- ing training period (4) 00 on t— I co m CO CO OO in On CM ° i— < CO CM cm' 00 00 CM in CM t^ CM Total wages paid based on actual days in training (3) o t^ On no in 00 CM 1^ o in 00 O CO CO o 1 — 1 00 in NO CM O CM CM in CO* T— 1 Average num- ber of days in training (2) O o CO in CM 00 CM 00 in in CM CO CO o CM O CO in t^ ON CM Total trained men in produc- tion from which study is made (i) 1— 1 On ■* t^ T— 1 o *— 1 in NO a < < > t- > t- >- 1- > l- > c t R !i "C u ct > Part V Costs 35 METHOD OF COMPARING TRAINING EFFICIENCY BETWEEN YARDS BASED ON COSTS When comparing training efficiency between yards, it is necessary to standardize figures for wages and average labor cost values. The figures given on page 34 as "actual" costs should not be used. These "actual" cost figures include the wages paid on different wage scales and allow whatever it happens to cost the yards to get the jobs done. To offset these varying conditions, the wage rates awarded by the Shipbuilding Labor Adjustment Board, together with average values for labor costs on units of production are used in determining training costs for purposes of comparing efficiency between training depart- ents of the various yards. In the case of training riveters, a fair method of determining train- ing costs for comparison between yards consists in taking an average standard cost of driving rivets for all yards and to use this cost as the production value to be applied to the rivets driven in the training department. At the same time standard wage rates should also be applied. This permits a direct comparison of the training costs between the yards and makes it possible to compare the efficiency of training departments on a common basis. 2. STANDARDIZED VALUES FOR COMPARISON. In the following tables standard awarded wages were applied in place of actual wages paid, and standard average labor cost values were applied in place of the actual or local production cost in par- ticular yards. These figures aim to give a comparison as to efficiency between training departments, and later, to furnish a basis for deter- mining what factors made for efficiency in these departments. 36 Costs Part V .6 w U o 1 ^ Wl^ Om u<«- CM V 1) bo si! 2 ° M-ri OJ;.So «-2 H ^13 Q. « o 8S w 00 u S O w « < *1* H CM toT3 1- O C 3 2u« O W Ph "S 10 be £•0 a.g stss >-2 n &9- .STIJ3 « «£SS Q < X cm fft «5^ VO o\o o 55- vO 8 ON a C3 a t^ Vi- s VO 69- 00 58 § «- 8 -a CM t— 1 a a) -*- 1 CO of o OlO 00 a 3 «3- VO OS 8 cm 005 & § « (4 "SB «3 O o rti3 •J M Part V Costs 37 w « 2h a8 N Pi % < Is CO > « < 9 « 3 o < CO o a « s & < on d S3 3 < Cost per man by formula. (8) DON «9- * u o «?8 (33 ^,CM „co ,OCM ^2 «CM OCM (3^ «in OtJ- UON otM Total average labor cost value. (7) §8 CM r>. «9- 2 \o CO ■* oo CM 00 CM CO 00 CO 00 CO »— * CO T— 1 00 CO ON 00 CM oS CM Total gross cost of training men. (6) in cm CO CM «9- CM r>. in CO CM co r-A CM no y— 1 in CO o CO in m CO 00 CO CO CO s t< On 1-H Proportion o f cost for director and co-ordinator during training. (5) CO St m T-t CM - O CO •"I-' r^ n- CO no CO ON r— 1 to Proportion o f cost of instruct- ors during train- ing period. (4) s £ ■tr- io Cm' CO »— 1 in no CO 8 CO Tl- CM no tr m CM CO o NO ON CO o\ to CO Total wages paid based on actual days in training. (3) NO no CO ■*■ »— i «9- 8 8 NO S3 g CM CO ON CM 00 CM S T-H cm' CM to CO to Average total number _ of days in training. (2) ts. in CM CM ON to CM ON tl-' cd On co CM m to CO Total trained men in produc- tion from which study is made. (i) CO to VO NO CO T— 1 to o Q ti < •c t- > 1- * . ■c 1- « >- C •c u re >< p. 1- rt >• C •c u a > i •c C3 If u 38; Costs Part V H W O O « O M < W o < co W « > w O >» us C « tfl CO S3 r^ cm' T— I a. o T-H M* e/j- (A o U 0) '(« M3 bo H CM CM >— m* ^ CO 2*B r 1 tn w *9- u b ■4-t I* l* oBSm O rt C tion dire rdin aini "1 Propor st for d co-o ring tr I-H 60- oca U CATS *0 o S 3 «j gZH r^ •H G bOT3 ^f ropor for i durin perio Ph « w bo O £ C O O-S « c c 4J O" 4 o CM £ CO « CO Total id b a tual d lining CM 69- « o u ft cd krf -H (A S3 i-H 2u' s ^O flj ■= 2 - - 6 T-H — ■ e ° 2 '" H o :>» c °2 C'wS bfl c +2 us Oh J3 C/3 Part V Costs 39 In connection with the costs of training men it it enlightening to consider the period immediately following the training and observe the production of these men in relation to the amount of wages paid to them. Records were secured from nine yards giving the earnings and production of men over average period of 41.15 days following their training period. These figures have been combined with the wages and production of these same men for their training period, and the resulting costs are shown on the table below. COST OF TRAINING RIVETERS DURING PERIOD OF TRAINING, PLUS A PERIOD OF 41.15 DAYS IN PRODUCTION Table No. 11 NAME OF YARD Total Number Days in Both Periods Total Cost for Both Periods Yard L 57.35 $166.98 Yard M 73.65 1.27 Yard N 71.15 35.23 Yard 69.40 118.29 Yard P 56.95 49.58* No Costs Yard Q 60.15 153.93 Yard R 66.85 • 120.67 Yard S 75.15 214.69 Yard T 70.15 60.96 *Labor value of work done exceeded the costs involved. It will be noted that this cost is higher than the cost for the train- ing period. This means the men produced on the average less in pro- portion to the wages paid them during the period following training than they did during the training period. Two causes contributed to this situation. The wages were increased by the Shipbuilding Labor Adjustment Board to the full journeyman rate when the men were turned oved to the ship construction departments. And, partly because of hindrances, due to war emergency conditions, partly because of 40 Costs Part V poor management, work was not provided in sufficient quantity to keep the men fully occupied. This applied not only to the men coming from the training departments, but to the other men in the yards as well. In making a study of the relation between the average labor costs for units of production and the average piece work rates for the same units, it was found that the average cost to the yard for turning out work is about double the average piece work price, including the cost of supervision, that is : the wages of the leading hand quartermen and foremen. Figures from nine yards showing average costs for driving rivets are given. AVERAGE FIGURES SHOWING COST OF DRIVING RIVETS Table No. 12 LABOR SUPERVISION TOTAL PER RIVET Yard A $0,112 $0,016 $0,128 Yard B .094 .014 .108 Yard C .116 .017 .133 • Yard D .085 .014 .099 Yard E .118 .016 . 134 Yard F .093 .013 .106 Yard G .141 .020 .161 Yard H .082 .012 .094 Yard I .094 .012 .106 Average labor cost value .103 .015 .118 Percentages 87.3% 12.7% 100% In the case of chipping and caulking, drilling and reaming, a study of wages and production indicated that the actual cost of production units to the yard plus supervision was about twice the average cost of piece work price. COSTS OF SPOILED WORK IN RIVETING The amount of spoiled work to be replaced is an important factor in every shipyard and has a very close bearing on the matter of train- ing. A small percentage of badly driven rivets will cripple a yard financially. A training department that ultimately reduces the per- centage of spoiled rivets in the ship construction departments may Part V Costs 41 more than justify its existence. It is difficult to secure adequate infor- mation relating to the amount of work spoiled by men in the training departments and ship construction departments. A summary of the results obtained shows that contrary to com- mon supposition the number of rivets cut out in the training depart- ment is not excessive. For instance, in one yard it was 1.6 per cent, compared with 1.65 per cent, in the ship construction department; in another training department it was only 0.8 per cent. — a most credit- able showing. Though it seems to be a fact that but few shipyards keep a record of rivets cut out, such figures can be of considerable significance to the shipyard managements. PERCENTAGE OF CUT-OUT RIVETS Table No. 13 Yard A — Training Dept Ship Construction Dept. Yard B — Training Dept Rivets Driven 50418 19860 16215 Cut-Outs 806 328 129 Per Cent 1.60 1.65 0.80 In addition the study included a determination of the cost of cutting out and re-driving rivets under actual working conditions. As might be expected, labor cost is the largest item ; the costs of air, gas, fuel used, and the value of the new rivets are comparatively very small. This is shown graphically in the report. The total cost of compressed air for all purposes, divided by the number of rivets driven, varies from 1.58 cents per rivet in a steam driven compressed air plant to 0.89 cents per rivet in an electric driven plant, and 8.4 cents per 1,000 cu.ft. of air in the steam plant compared to 7.18 cents per cu. ft. of air in the electric driven compressors. Four cases are taken as the basis of this study and the tabulated results are in each case averages for several operations. Gross time means the total time required for the work and includes time getting ready and- clearing up afterwards. The net time is the period the riveting gun or chipping tool is in actual operation. This gives the basis upon which the air consumption is computed. Cases A and B are taken from the same yard, the only difference being in the kind of rivet and the additional use of the reaming machine in the second case. The quantities given are based on records taken over long peridos. The cost figures given for cutting out and replacing the rivets do not include intangible costs, such as cartage, repairs, and overhead administration charges. 42 Costs 41.15* Part V 81.0 1 80.679 $0,623 i a V 4 [U .031 I - _ «, >_ •H y/i rt Or, .1 no < f or t_ 5 f7 7/0 /J' 1 'lit, \h< tbi &7 /)/i < ?/•< >u/ ct On x5/ >p 3; uc *v ?i>A bs f />i ct< id. A,. I/O £ •it t i ' Z t 4 I j r < ; 7 D '5 1 ' /z v7 a A 7? At Ik W r/ r /i 3/: S> 2 Oi / Fig. 14— PROGRESS OF LEARNERS IN RIVETING DURING TRAINING PERIOD Thin black line indicates progress by days through learning difficulties. Heavy black line indicates progress by weeks. Values are based on schedule of piece work prices. Quantities have been computed on a ten-hour day basis. 52 Training Factors Part VI 6. DIRECTOR OF TRAINING. The director of a training department is an important factor in effecting the success of training in a shipyard. Experience has shown that he may net be an experienced shipyard man. He may not neces- sarily have had experience in industrial training. In the first place he must be a good executive, a leader of men; he must appreciate the principles governing effective training; he must understand the shipyard organization; he must be co-operative with all departments, he should be a man big enough to head up to the general manager and work on a par with the various superintendents and head foremen. As head of the training department the director should have com- plete control of all the training work in the plant. The training depart- ment relieves the ship construction department of the responsibility of breaking in men and enables it to devote its full energy to ship con- struction. The training department, specializing in effective training methods, devotes its full energy to the turning out of trained men. The responsibilities of the director of training include (1) the supervision of the instruction given. (2) Securing from the produc- tion department the jobs to be given learners in proper order to meet their requirements. (3) Seeing that proper records are kept of the learner's progress, production output, and the instructor's output in trained men. (4) Co-operating with the employment department by training workers for skill when skilled workers cannot be secured through the ordinary channels. (5) Keeping in touch with the train- ing requirements of the yard. (6) Following up the work of the men who have been trained. (7) Informing the management regularly of the progress of the work. The director of training is responsible directly to the same head that the production or construction depart- ments are responsible to, usually the general manager. 7. ORGANIZATION The accompanying chart indicates the relation of the training department to general plant organization. Part VI Training Factors 53 CBN mqs. OFHCE MGH. MOB. PUBCH. AGENT works MG1L PROD. E.NG. 1 TLAUT dm ■T. I e 5 ! ■ - > 5 I I i c a HULL «UPT. MACH. SUPT. s a a TRAINING DIRECTOR 1 V -- Fig. IS— ORGANIZATION CHART SHOWING RELATION OF TRAINING DEPART- MENT TO OTHER DEPARTMENTS IN THE SHIPYARD 54 Training Factors Part VI MAN ENTERS c, I I MAIN GATE ---® ' FOREMAN'S REOUismw FOR MAN AND \^SUBSE8tlENT INTERVIEW, no sfc a ^ # PNT/l V * .-^ * «• «(©„ ^ ith s li 1 L - <■ - — » /3 % @y ENTERS TRAINING DEP'T. Fig. 16— CARTOON USED IN EXPLAINING TO THE SHIPBUILDERS THE RELATION BETWEEN THE TRAINING DEPARTMENT, THE EMPLOYMENT DEPARTMENT AND THE SHIP CONSTRUCTION DEPARTMENT Part VI Training Factors 55 8. THE EFFECT OF FOLLOWING THE TRAINING FACTORS. The influence that the training factors exercise under diverse conditions are shown in detail. The facts secured are grouped in three charts. Chart A. — Study of groups of learners in a large yard, determin- ing the extent to which the training factors were followed in comparison with the quality of the learners at the end of their training periods. Chart B. — Study of Influence of training factors on quality of learner after he has been turned over to the ship construction department about 40 days. The chart will enable the reader to gauge immediately the positions of yards relative to each other, according to the extent to which training factors were followed, and also according to the results secured in training. Chart C. — Full study of relation between costs, production values, and training factors, capability of men from training depart- ment after they have been turned over to the ship construc- tion department. 56 Training Factors Chart A Part VI Training? Factor;* 5 c o s £ ■S u tr) 5 3 *• 9 s ■5 t; o * ir c H* f oo oc o r^ o ^t- »-i o O cr w o- c ON C\ -9 CN "^r co ^d w H t— •f T-H (M Q CM < J3 O « bo q H r" '?« *o < >* is S o M-H Si * a. 51 .&1B (V l-l CM l-H "^ <^- ■5f C\ Ov c? ■^f CM OO .5* CN t>) IA CN C3N CM M c/) a -M bo cu M < _c 6 u .5 '5. o C\ r- O- C to • i T— c\ r^ ■* oc 'i — ' « ^f C t CN VC Tf 1— •«f c\ i-i OO CM > IN T~ *- 00 « u bo CO Ih CD £ -* C •M 1— 1 u bto bo O o* O G G a. C«-j t— ■^t »— i ro \0 ■— ' co CM ^T -H O CO •a -a ca H Id o u U U s 3 "3 co < o < .2" 15 \c c: ■* ^ o- -c ■ LT CN tv \C co 'i CJ +J T-H 00 VO CM iri CM CN Tt VO o iS "o r— ■«r t-t 'co PQ a co £ a 3 o u 1 3 pa en u a, C U a. u a. On H 4 C t- a V > .i i 2 • *n t u o o o L- z 'i t < i .s > , Pi > t J £ 1 c 1 > *ci » t ) ■- i c 1 -f 1 1 1 s I 4- « c ! 5 J 4 H -C J ' CI 1 V ! 2 , p. » t i c a X u a > C ) t/ ■*- 2 1 I c i 61 62 Special Phases Part VII Part VII Special Phases 63 2. THE SCHOOL SHIP PLAN. in„ JX 1 " thiS ft , thC training de P artm ent is put in charge of build- ing a hull on which learners exclusively are employed The reasons usually given by shipyards for establishing a school ship for training learners are, (1) to furnish a quantity of work in variety, for the training of learners without interfering with the work of the ship construction department on other hulls. (2) To provide an incentive to the learners to do the best possible work on "their ship" and to speed the work of the learners. (3) To avoid friction between the training department and the ship construction department. The results secured from training on a school ship, however, do not substantiate the reasons given for establishing the school ship plan in a yard. The school ship furnishes a large quantity of work to the learners, but not always in variety to provide for the progression of learners in proper sequence, so that learners frequently are kept continually on a line of work that they no longer need practice on. The tendency on a school ship is toward changing the training department into a ship construction department. The output of trained men is overshadowed by the building of the ship. The incentive is no greater for doing a high standard of work on a "school ship" than when working on other ships. The stimulation due to association with skilled gangs who work speedily and up to required standard is missing on a "school ship." Learners separated from regular working gangs usually work at a lower rate than when they work alongside of ship construction gangs. Friction between learners and the regular gangs is not avoided by training on a "school ship." Rivalry is usually developed between the training and ship construction departments as a result of having the training department build a ship. This later is evidenced by the difficulty put in the way of the learners getting tools and materials, and when they are ready to be turned over as trained men, there is hesitation over receiving them in the ship construction department. It is found under the school ship plan that training takes longer, fewer men are turned out per instructor and the cost of training is greater. NUMBER OF DAYS IN TRAINING Table No. 15 trades Riveting Chipping Bolting Drilling and Reaming Ship-fitting SCHOOL SHIP PLAN NO SCHOOL SHIP PLAN Increase for School Ship in Length of Training Period. 32.95 Days 52 Days 18 Days 28.18 Days 92 Days 28 Days 28 Days 9.9 Days 12.8 Days 51.2 Days 17% 85.7% 82% 118.8% 79%- 64 Special Phases Part VII The trades given are those in which the greater demand for training existed. Fewer trained men were turned out by the school ship plan in a given period. Average number of men transferred to ship construction depart- ment by each instructor per month: Under the school ship plan 6.26 Where no school ship plan existed 8.55 In explaining why training on the school ship is less efficient than that conducted alongside of regular gangs, it may be pointed out that several training factors are violated. (1) The men are not trained under regular working conditions. (2) The program of the ship requires the doing of jobs that are not in proper sequence for the learner's advancement. (3) Co-operation with the ship construc- tion department is usually lacking, causing difficulty in getting ma- terial and tools and also in preventing the trained men from being turned over promptly. These difficulties will be overcome if the training department co-operates with the ship construction department in placing learners on any hull in the yard where they can secure the kind of jobs required in training, and thus supply the learners with the stimulation that comes from working alongside of skilled gangs. 3. CONVERSION TRAINING. By utilizing the experience of men who had a trade similar to a shipbuilding trade, skilled men were secured for shipbuilding in a much shorter time and with greater ability than when men from other sources were trained. Because of the unprecedented require- ments of men, it was necessary to turn to allied industries and crafts not only for skilled workers but also in some cases to secure instructors of shipbuilding trades. An analysis of allied trades showed that men employed in building bridges, tanks, and boilers, had considerable experience which could be used in erecting, bolting, drilling and ream- ing, riveting, chipping and caulking, and other shipyard trades. Some of the men from allied trades with particularly high qualifications were chosen to become instructors. These men were, of course, un- familiar with the terms, abbreviations, symbols, location of parts and other specialized ship knowledge, and to make up for this deficiency were given from two to six weeks experience on the actual working conditions in shipyards, and under the direction of skilled instructors. This experience was called conversion training. The plan provided a way out to the government agency yards who were faced with the necessity of building up large forces in a Part VII Special Phases 65 short time, but who were ordered not to draw their men from estab- lished yards. Men from allied trades, when trained as instructors, filled .the need, and proved in most cases to be readily adaptable to the emergency situation. The Education and Training Section organized a Conversion Training Department with a staff responsible for determining the individual needs of each man undergoing conversion training, negotiat- ing for his term of experience in a well organized yard, and following up his work to see that he became sufficiently skilled in a shipyard trade to enable him to become a good worker or instructor in the new trade. Following his conversion training, if the man was to be em- ployed as an instructor he was given a regular instructor training course. The Conversion Training Department ■ of the Education and Training Section from the date of its organization on May 1, 1918, to the day it finished its work on December 14, 1918, supplied conversion training to 176 men, as shown in the table. TRADES FOR WHICH MEN RECEIVED CONVERSION TRAINING Table No. 16 TRADE Number of men who re- ceived conver- sion training. TRADE Number of men who re- ceived conver- sion training. 20 16 20 10 23 27 15 Erecting Machinists . . . 6 Bolters 13 Drillers 5 Heaters Electric Welders Ship Carpenters Total 3 Riveters 18 Chippers and Caulkers Ship-fitters 176 As intimated elsewhere in this report, the men were given con- version training on actual jobs, on the hulls and under the super- vision of experienced shipyard workers. As soon as shipbuilders requiring conversion training developed their own training departments, they assumed the responsibility for doing the work in their own yards. Conversion training is naturally an emergency measure and was used only in an effort to overcome the difficulties of the situation. During the emergency, conversion training met the situation from an economic standpoint, in view of the fact that the building trades were actually shut down and a large number of structural iron workers were unemployed at that time. Wood yards employed a large number of house carpenters, who also would have otherwise been idle. The 66 Special Phases Part VII managements of the various Government agency yards, which were engaged in building fabricated ships, were unanimous in their approval of the plan of utilizing the skill and experience of tradesmen from other industries to enable them to build ships as rapidly as possible and still secure good workmanship. 4. THE VALUE OF RECORDS CONCERNING TRAINING. In order that a training department may do its job intelligently and efficiently, records of several kinds must be religiously kept. The department needs to know what is expected of it and what plans are ahead of it in order to meet the requirements of the management in the matter of providing skilled men ; it needs to let the management know what is being done to justify the money that is spent upon it. The records kept by the training department may be divided into two kinds. (A) INFORMATION FOR GAUGING WHETHER THE TRAINING DEPARTMENT IS DOING THE BEST POSSIBLE JOB Both instructors and director should have a cumulative record of the learner's work, so that each may know at any time what experi- ence and information the learner has received and also what work he still needs to complete his training. A sample card convenient for the instructor to handle is shown. Name Address Previous Trade Present Trade . Instructor Started Finished Days Attended Possible Number Days DATE HOURS JOBS (Kind, quan- tity and loca- tion) BLOCK OF IN- STRUCTION LEVEL IN BLOCK SPOILED WORK Fig. 21 Part VII Special Phases 67 The information gathered from the cards of the learners can be supplied to the managements by the training department in the follow- ing form, each trade being separated: Form No. 1 (Weekly) NUMBER OF MEN TRAINED AND IN TRAINING Number of Number of Total Total men in Number of Number of men men Number of training men men in Number of turned requisi- tioned from department added training quit dur- over to over at begin- during at end of ing week production to produc- training ning of week week during tion to department week week date to date Fig. 22 Under the same head, the next form deals with both the pro- ductive capacity of the learners and labor turnover figures for each trade. In order to obtain these it is necessary for the training depart- ment to make arrangements with related departments, since the influ- ence on both increase of productive capacity and decrease of labor turnover cannot be determined until the learner has been turned over to the production department. Form No. 2 (Weekly) TRADE CAPABILITY AND LABOR TURNOVER FIGURES Average daily pro duction of men ir training department. AVERAGE Per Man TOTAL Average daily pro- duction of men whole yard. AVERAGE Per Man TOTAL Total num- ber of men turned over to produc- tion to date from train- ing depart- ment Total num- ber of men from training depart- ment still in yard Labor turn- over of men from train- ing depart- ment. (Allow for men who leave while training) Total labor turnover in yard Fig. 23 The next most important records are for supplying information to the shipyard management justifying the existence of the department. 68 Special Phases Part VII (B) INFORMATION RELATING TO COSTS AND VALUES INFLU- ENCED BY TRAINING IN BOTH TRAINING AND PRODUCTION DEPARTMENTS The first set of figures may be much the same as those for form No. 2 except that they are totals worked out for all the trades instead of for one trade. Form No. 3 (Monthly) COSTS AND VALUES IN TRAINING DEPARTMENT (1) Total number of men in training during month and total number trained to date (2) Total wages paid to learn ers and in- structors dur- ing month (3) Labor value for work spoiled during month (4) Labor value for work pro- duced during month (5) of Actual cost training (item 2 plus 3 minus 4) during month (6) Cost of train- ing per man turned over to production during month Fig. 24 If possible an effort should be made to secure production figures of men from the training department after they have been turned over to the production department. These figures could be totaled and put up for the management in the the following form : Form No. 4 (Monthly) OUTPUT OF MEN FROM TRAINING DEPARTMENT IN PRODUCTION DEPARTMENT Average of daily production of men from training department over or under that of other men in production department. (In- crease or decrease in production per man.) Total increase in production due to train- ing for month. (Daily increase in value of production per man X total number of days spent by men from training department in production department during month). Fig. 25 5. SUPPLEMENTARY TRAINING. Supplementary Training given outside of the shipyards and usually in evening schools has considerable value from the standpoint of trade improvement. This work is not expensive and when properly organized reaches a large number of workers. Fundamental prin- ciples underlying supplementary instruction require that the learner Part VII Special Phases 69 should study some line of work connected with his trade which he can apply to his daily job, and that the instruction should be based on the actual work in the yard and not on abstract exercises. Usually supplementary training can be given advantageously for the technical phases of the work, such as blueprint reading, mathematics, and the study of types of construction, but cannot be effectively given for actual trade operations. These operations can only be effectively taught on the job under actual working conditions. Supplementary training usually involves co-operation of local public school authorities, and chambers of commerce. State and munic- ipal educational authorities in the various shipbuilding districts have given considerable aid in conducting evening courses for shipbuilders during the war period. Instruction material was prepared by the Education and Training Section for supplementary training in six courses. Pamphlets were also prepared on a number of shipyard crafts. This material was distributed to the various shipyard districts where evening courses were being conducted. 6. REIMBURSEMENTS BY THE EMERGENCY FLEET COR- PORATION. During the war emergency period the Emergency Fleet Cor- poration followed the policy of sharing with the shipbuilder the burden of training new men. Shipyards sending skilled mechanics to in- structor training centers were reimbursed $5.00 per day for each man attending the center. The shipyards paid these men regular wages and if the center happened to be at a distance, the necessary traveling expenses were also paid by the yard. The $5.00 per day paid by the Emergency Fleet Corporation ration was a partial reimbursement for this expenditure. Shipyards setting up training departments according to the plans laid down by the Education and Training Section, were offered a bonus of $1.00 per day for each man under instruction. Fifty cents (50c) went to the shipbuilder as a partial reimbursement for the cost of instruction and fifty cents (50c) was given to the man, provided he remained in the shipyard 78 days, including the instruction period. Eighteen yards availed themselves of this bonus plan. The weekly reports and records kept by the shipyards which worked on this plan furnished considerable data for this report. In the appendix is given a summary of the circulars that were sent to the shipyards advising them of the reimbursement conditions connected with the training plan of the Emergency Fleet Corporation. 7. ELECTRIC WELDING TRAINING. Training in electric welding was encouraged by the Emergency Fleet Corporation to the extent of setting up four electric welding 70 Special Phases Part VII training centers, namely Schenectady, N. Y., Brooklyn, N. Y., Cleve- land, Ohio, and Philadelphia, Pa. Equipment was sent to San Fran- cisco for the purpose of establishing an additional center there, but the Armistice was signed before it was established and plans for this center were abandoned. Seventy-one (71) men attended these centers and twelve (12) men were given instructor training, following trade training in electric welding. The electric welding centers were the only training centers con- ducted by the Education and Training Section that gave trade train- ing. In all other cases trade training was given by the yards. Training was given in welding with bare and covered electrodes and with D. C. and A. C. current. In order to stimulate training in electric welding the yards were notified that they would be reimbursed $5.00 per day per man for men sent to training centers previous to June first, 1918. SHIPBUILDING AND AUXILIARY CONCERNS SENDING MEN TO ELECTRIC WELDING TRAINING CENTERS Table No. 17 COMPANY U. S. Ordnance, Cleve land Pusey & Jones Bethlehem Shipbuilding Corp., Fore River Plant Bassard Co., Utica, N. Y Bethlehem Shipbuilding Corp., Sparrows Point Plant American International Shipbuilding Corp. . . . Emergency Fleet Corp.. Metropolitan Engineer- ing Co Bethlehem Shipbuilding Corp., Harlan Plant . . Brooklyn Navy Yard... Tennessee Coal & Iron Co No. of men trained 7 6 20 1 10 3 COMPANY Bethlehem Shipbuilding Corp., Alameda Plant Albee & Godfrey Bethlehem Shipbuilding Corp., Moore Plant. Lincoln Elec. Co Oscar Daniels Co. . . . Globe S. B. Co Pensacola S. B. Corp. Chester S. B. Co Pioneer Iron Co W. G. Mitchell Bartlett Edge Tool Co. Virginia S. B. Co Chuse Engineering Co. Total No. of men trained 71 Part VII Special Phases 71 8. EXPERT TRAINING STAFF ORGANIZED BY THE EMERGENCY FLEET CORPORATION TO HELP THE SHIPYARDS WITH THEIR TRAINING ACTIVITIES. The Education and Training Section had seventy men in the field giving instructor training, co-operating with the shipbuilders in setting up training departments and following up the training work in the various districts. Claims for the $1.00 per day bonus were checked up by the field staff, who also followed up the training work and reported on its effectiveness. Assistance was given by the Educa- tion and Training Section to the shipbuilders in setting up and operat- ing training departments when invited by them to give such assistance. Complete control of the training work was in the hands of the manage- ments of the shipyards at all times. The Education and Training Section gave the benefit of the experience and special knowledge of the men on its staff to the shipyards and served as a medium for the exchange of ideas relating to training work between the different yards. 9. ADAPTATION OF MEN FROM ONE KIND OF WORK TO ANOTHER. The policy of systematically promoting men already in the yard from unskilled or semi-skilled jobs and training them for skilled jobs was followed by most of the yards. The graph on page 62 indicates the extent to which the shipbuilders placed men in training depart- ments from their regular forces. This policy has strengthened the morale of the yards and in many cases has held men of ability who would have otherwise sought ad- vancement elsewhere. In a number of cases where men failed to meet the training depart- ment standards after a fair trial in one craft they were transferred for training to another craft which was more suitable to their capaci- ties. For instance, men being trained as holders-on who did not show reasonable progress were transferred to the bolting-up department. This practice not only saved the cost of hiring a man to replace the one who failed in the first craft, but also developed among those in charge the ability to put the right man on the right job. 10. HALF TIME INSTRUCTOR TRAINING. One of the interesting variations from the regular full time instructor training course was a half-time plan put in effect at several of the yards. In emergencies that arose it was sometimes necessary to begin training learners before instructors were trained. The pros- pective yard instructors, after spending ten days on lesson planning and trade analysis, were split into two groups and alternately gave 72 Special Phases Part VII learners instruction in the yard, and themselves received instructor training. One group would spend the morning in the training center under a staff instructor and the afternoon in actually putting over lessons to green men under the supervision of the same staff instructor. The second group would alternate with the first under another staff instructor. This plan can be measured from the standpoint of efficiency of training, production in training, and from the learner's standpoint. The chief consideration in evaluating the part-time plan should be given to effectiveness in training instructors. It is clear that putting a theory into practical use unit by unit, makes that theory much more understandable. There are times, however, when it is a disadvantage to interrupt the training course each half -day. The staff instructor who is training the instructors under the half-time scheme has an op- portunity to help in organizing an efficient training department at the same time that he is giving the instructor training work and can leave it in full swing when he has completed his work in that yard. From the production standpoint there is an apparent advantage to the yard. The prospective instructors are partially earning their wages, while receiving instructor training by actually breaking in green men who in turn are driving so many rivets or chipping and caulking so many feet of joint. On the other hand this is a comparatively small factor when considered in connection with the output of learners under these instructors who later become thoroughly competent. The half-time plan practically carries on an experiment at the expense of the learners in the yard. The prospective yard instructor does not completely know his own job as an instructor when he starts giving lessons; this naturally has an adverse effect on the learner's advancement. Again, when two prospective instructors are working with the same learner he is likely to get a different viewpoint twice a day, which is accentuated by the tendency of partly trained instructors to differ with each other rather than to fall into the same methods of handling the tools and doing operations. To sum up; the half-time plan may be justified under certain emergency conditions. There are some advantages in the scheme which very well fit certain parts of the instructor training course, but at other times the half-day interruptions are a decided disad- vantage. The product of the learners during the instructor period is relatively small and there is a distinct disadvantage to learners in having two half-time instructors. Part VII Special Phases 73 11. EFFECTIVENESS OF HANDLING A GANG BY ONE INSTRUCTOR. The training of riveters, holders-on and heaters by separate instructors, each specializing in one part of this craft, was practiced by a number of yards. In several respects dividing gangs in this way while in training presented more difficulties than when the training was given to gangs as units by an all-around riveting instructor. Riveting gang efficiency depends largely on the team-work of the gang. To get this team work, the entire gang must be trained as a unit. When trained by a special instructor for each part of the gang, team co-operation cannot be developed until the specialized instructors have completed their instruction and the gang is turned over to ship construction. This involves delay in developing the speed of the gang. There is also occasional interference on the part of instructors with each other's work, owing to the fact that two or three instructors have contact with the same learners, and would on occasion give instruction to learners they were not responsible for. 12. TRAINING OF FOREMEN. Some instructors, on their return from the instructor training centers, were placed by the shipbuilders in the ship construction depart- ments as production foremen. The shipbuilders found that certain portions of the instructor training course fitted in very well with the work of the men as foremen. The Education and Training Section immediately responded by making arrangements for the training of foremen along these lines. The features of the course which made for an increase of efficiency were those which dealt with trade analysis, the proper giving of instructions so that they would be most easily and effectively absorbed by the worker, the retaining of the attention of the worker while giving him instructions, the giving of jobs in a progressive order and to the most suitable men, the creation of a sympathetic and sincere viewpoint toward the worker, particularly in connection with the handling of men who are new to the yard, and the planning of operations, so that equipment could be used to fullest capacity and the movement of material take place with minimum fric- tion and loss of time. The shipbuilders quickly realized the value of instructing their foremen on these points, and were unanimous in expressing their opinions that the results which followed the training of foremen were very gratifying. Part VIII APPENDIX No. 1 Copy of letters sent to the shipbuilders informing them of the training program, the bonus arrangement of the Emergency Fleet Cor- poration for instructors and learners, the training conditions under which the bonuses would be paid and suggestions for the choice of directors of training and instructors. UNITED STATES SHIPPING BOARD EMERGENCY FLEET CORPORATION Philadelphia, Pa. PROGRAM OF EMERGENCY TRAINING FOR SHIPYARDS Purpose of Training. Further increases in the working forces in the shipyards must be made through the training of men. Workers from other trades must be given a short intensive training to fit them for shipyard work. Instruction and intensive training can only be given by skilled shipyard workers trained as instructors and working as a separate department in charge of a director of training. To secure competent directors and instructors the Emergency Fleet Corporation is giving a series of short intensive courses in the method of giving instructions to skilled shipyard workers selected by the shipyards themselves. The period of preparation is completed in about six weeks, after which the instructor returns to the home yard to begin the training of inexperienced workers. Invitation to Shipyards. Shipyards requiring trained workmen are invited to send to the nearest training centre skilled workers of trades in which trained men are most needed. 75 76 Appendix No. 1 Part VIII UNITED STATES SHIPPING BOARD EMERGENCY FLEET CORPORATION Philadelphia, Pa. SUGGESTIONS FOR THE SELECTION OF INSTRUCTORS AND DIRECTORS OF TRAINING Prospective Instructors (1) Should have had not less than five years' experience in the occupation he is expected to teach. (2) Should have had the equivalent of a grammar school education. (3) Must be of recognized ability in the trade he is to teach and show at least some of the following traits: (a) Patience. (b) Dependability. (c) Regularity. (d) Ability to talk clearly and intelligently about his work. (4) Preference will be given to men who have had charge of workers. (5) Preference will be given to men between 25 and 40 years of age. Prospective Directors In addition to the qualification noted above prospective directors should have the following: (1) Must have had experience in charge of men and should have made good as foremen or leading hand. (2) Preference will also be shown for men who have secured some supple- mentary technical education by taking advantage of evening school courses, correspondence courses, etc. It is desirable that the best available men be sent to the Instructor Training Center, for these men are depended upon for the development of the training departments in their respective shipyards. Part VIII Appendix No. 1 77 UNITED STATES SHIPPING BOARD EMERGENCY FLEET CORPORATION Philadelphia, Pa. BONUS FOR TRAINING IN SHIPYARDS AND CONDITIONS OF APPROVAL On December 12, 1917, the following letter was issued: "Each shipyard which creates a Training Department for the training of shipyard workers in a manner satisfactory to our Educa- tion and Training Section, the Emergency Fleet Corporation will pay the shipbuilder $1.00 per day for each man under instruction, one-half of which (or $0.50) is to go to the shipbuilder to com- pensate him for the cost of instruction and the reduction of efficiency while under instruction; and one-half (or $0.50) is to go to the man under instruction as a premium over the regular wage for undertaking the service, provided that the shipbuilder will not be paid his share nor the employee his share unless the man remains in the employ of the Company seventy-eight (78) days, including his period of instruction." Provided, the shipyards fulfill the following conditions of approval, that: 1. The training department has been established as part of the organiza- tion in the plant. 2. A head of the training department has been appointed. 3. The training department has been organized as a department distinct from any other department. 4. The organization between the training department and production departments is such that training can be given on production work on the job. On receipt of information that the above conditions have been estab- lished and on such evidence as may be necessary to show the details have been properly worked out the Education and Training Section will list the training department as eligible for the bonus. 78 Appendix No! 1 Part VIII UNITED STATES SHIPPING BOARD EMERGENCY FLEET CORPORATION Philadelphia, Pa. Payment to Shipyards: To all the shipyards meeting the above conditions for sending men to be trained as instructors the Emergency Fleet Corporation agrees to pay at the rate of $5.00 per day for each employee sent to the training center on completion of the course. This payment is made on the under- standing that the shipyards will enter into an agreement with the men selected for such training to retain them in the employ of the yard at least six months following the completion of the course and the employees will agree to remain in the employ of the yard for the same period. Before the men leave their yard complete arrangements should be made for paying them wages and expenses while they are at the instructor training center. (Signed) E. E. MacNARY, Superintendent of Training, Emergency Fleet Corporation, Part VIII Appendix No. 2 79 APPENDIX No. 2 Facsimiles of the bonus and training department reports are shown. On the bonus report were given names, trades and lengths of training periods of all trained men who were entitled to the bonus of 50 cents per day. This report furnished the Education and Train- ing Section with an excellent means of keeping in touch with the accomplishment in the various shipyard training departments. The training department report furnished information on the size of groups, total number of men trained, labor turnover in the training department, number of instructors in the yards, and the capacity of the training department. 80 Appendix No. 2 Part VIII H Z ft S H ft < ft ft Q O IS 21 fa o H ft O ft w ft 1-1 M ft w u s o IS O >-t H O ft GO O 2 ft H Q IS < IS O H < Q ft p w w total men transferred to production since Jan. 1st, 1918 * o H < W S H W W t/> s H 55 O U H 1/5 M w n P M Ft 1* Z (4 W £ H < w 2 H O og &s s o < & £ M 55 W 3* < izi o en w M s w o < W H O « W Q W 2 o M ,, w o£ 3 H « fa Ul •--*■ 1 — I t — I ft Part VIII Appendix No. 2 81 o < H <; a > ■J 2 o S5 < S- fc 88 _ w £* o H Ci W < H . O > a < S vi E> V) Q Id U fc H o *R H b ° O >< o « *o CO E> 2 « 2 O M < O ?! fc H 5 fc £ w SIS H w > a < fc B < _ o a a S £ H _ < 2 O Ed 92 u w s-l id o H < Q S * S.S •TJ M o «- Date of Completion of 78 Day Period 3 « rt No. of Bonus Days OX g >■ Q(i; , ' Days on Work Other Than Train- ing US «; e *i ° >> tfl .2-a PL. wg (4 o < s 85 !fl .3< .■sS Cd w Hicq « H oil a 04 9 ■ III « o s- fc ft. J 3 w t-si >°5; 1 WITHOUT A TRAINING DEPARTMENT Date L/UC ■dJB./.n 9 PRINTED IN U. S. A Cornell University Library VM 173.A51919 The training of shipyard workers.Report 3 1924 002 406 910