The Washington herald., 1910-01-09

Louis J. Horowitz, in the New YORK Evening Post.
Science is knowledge reduced TO a sys-
tematio and workable basis. and the word
applies to the subject Of modern build
ing, when one takes INTO consideration
all that is required OF general contrac-
tors nowadays.
The better TO comprehend what the sys-
temizatiOn OF the building business has
accomplished let US take the three most
important factors IN a building operation,
namely. quality, economy, and speed
Collectively, these considerations are Of
Importance. and the omission of any of
them may, and often does, spell disaster.
Heretofore owners and contractors have
been inclined to concern themselves with
quality and economy TO the exclusion of
the question Of speed. and the result Of
this policy can best be understood by the
following illustration;
Take an operation involving $3.50 900
for land and building from which the net
income is from S9oOc10 TO S4O0,00 per
annum
FEFu - now q z ACTOR
Bearing these figures in mind, il will
readily be seen that If the question of
speed Is overlooked and the building is
not completed ON time thereby missing
the renting season. the loss will make a
tremendous hole in the calculated Teve-
nue.. and the owner be crippled at a
time when he should be enjoying the
benefits Of his enterprise.
1t is experience of this sort that has
brought owners to a realization OF what
rapidly of construction really means to
them, and il is TO the same reason that
we may attribute the growth of building
organizations adequately equipped to in
sure a finished building on contract
time.
The old method pursued by general
contractors was as follows:
The specifications and plans for a build
ing subdivided the work into about
twenty classifcatons Of twenty trades.
The general contractor then called in
the subcontactors. representing each
trade. and secured from each the lowest
possible figures. He would then submit
his bid 10 the owner. made up of such
subbids, first adding his own profit, the
dimensions OF which more or less de-
pended on how anxious he was 10 secure
the job. II he succeeded in obtaining
the job. then subcontractors We're due
for another competitive session, and the
successful bidders would get the lowest
figure that the general contractor could
persuade them to take
System Causes Trouble.
From this point trouble started. and
usually continued until the end of the
operation. Each subcontractor had but
one incentive TO get every possible dollar
Of profit out of his line of work. and
naturally quality suffered. Each sub
contractor would conduct his work with
out regard to its proper relation to other
lines Of work. and no subcOntractor
would start work al ali until conditions
were ideal for performing his obliga-
tons IN a manner most conductive TO
his own profit, and, consequently. delay
ensUed.
conflict Of interests, with a horde OF sub
contractors each pulling his own way.
causing poor workmanship. and, directly
and indirectly, excessive cost to the
owner. It is the modern building organi-
zation which has minimized these evils,
put a stop 10 the reprehensible practice
of mulcting owners for extras. insured
rapidity OF construction. and evolved a
system out of the chaos Of old methods,
and put the building business on the
plane where it belongs.
SubcOntractOrx Essential.
The modern building organization de-
ponds upon subcontractors as little as
possible. II has acquired the voting ma
joTity in its operations by performing
most OF the lines Of work. thus elimina-
ting 10 a large extent the middleman's
profits. On account of the magnitude of
lGs operations ii gets preference both on
prices and deliveries not only in connec-
ton with the work it performs direct,
but also from such subcontractors as it
is advisable 70 employ on an operation 10
furnish, for instance. elevators. dynamos,
motors. boilers. &C
In a big building organization the as
sembling of material at the site IS done
by day labor. and his daily wage remain
ing the same the mechanic has no In
centive 10 slight his work Each build
ing operation is planned on a carefully
worked out schedule. which provides a
date for the beginning and finishing OF
every line of work in It's proper relation
to other lines Of work. But the re-
sponsibuity for completion Is altogether
TOO important 10 accept promises for the
delivery Of materials
A properly equipped building concern
keeps a force OF trained inspectors 10
visit various plants where materials are
being prepared. with a view to seeing
that proper progress is made, and that
material OF the proper quality is being
used. so as to avoid at the eleventh hour
the possibility that the material is not
ready. or that it does not come UP to
specification requirements.
Incurs Vast Detail.
operation are so great and entail such
responsibilities. particularly where a con-
tractor has q large number Of operations
going on az one time, that It is necessary
for the various units in a building or
ganization to be kept in constant touch.
and 4 building organization perhaps more
than any other sort Of organization must
hold frequent meetings. at least one a
week, az which the heads of departments
may discuss the progress Of the work
and find remedies for the difficulties
which crop up in connection with almost
every building operation.
= successful building organization must
include men of experience in the various
lines OF work IN its charge II is no
easy matter 70 prepare q time schedule
for a building before il starts. and there
after to see that such schedule is strictly
adhered 20. not only in its entirety. but
IN every line. for delay in one lire of
yrOrlg mans a qorracpondinsr dalav IN