Detroit evening times. (Detroit, Mich) 1921-1958, 1942-09-03

IN s oppa &c OF
va" @sSsSsS&~M work since the
MIR. AVERY first union con-
tract was signed with the Go
in 1887.
As a record Of successful collec-
tive bargaining, the company and
the union have jointly sponsored
a book on production standards. y
In order TO fit the union stewards
10 meet the challenge Of modern
industrial techniques. 1t was ar
ranged that an outside engineer
ing management firm should give
educational courses.
Clarence w. Avery, president OF
the corporation, in setting forth
the philosophy behind the effort
TO get union support for scientific
management. pointed out:
Management and labor have
always had problems that
neither could solve alone.
space Of production has al
ways been matter Of prime
importance to the production
worker.
"What il fair work rate to
the man on the job?
What is reasonable produc-
ton to management which must
provide quality product ut
price the customer is willing to
pay?
"Time study Is the accepted
scientific method of determining
and assigning the normal work
rate"
BOOK DEDICATED
Likewise. Lloyd r. Jones. presi.
dent. Local No. 2 UAW-CIO, the
union involved, said:
1--WE contribute these advances
In labor-management relations
as the reason Local No. 2 has
had no stoppage of work since
the signing of our first agree
ment I'm 1887 and we dedicate
this book to the labor movement
with the thought In mind to
enlighten labor I'm regard TO
production standards and time
study and aid labor in arriving
at an equitable and intelligent
solution to our production stand
ards problems.
The foregoing expresses n con
Structive attitude. When the unions
work with management TO heighter
the productivity of men at the
work bench, they are helping &c
raise pay in the best possible
manner.
QUOTES II. j. THOMAS
r. J. Thomas. president of the
parent or international union in
volved. made this comment:
"The union and organized
labor in general has long recog-
nized that production standards
have been one of the most dis
puted subjects and frequently
one of the most difficult to adj
lust. This (Co-0perative) step
(of prepa ring joint manage
ment-labor book OF time study,
taken by Murray Local No. 2
and the Murray Corporation in
their Joint effort to facilitate
adjustment of these problems, Is
therefore unique and probably
the most forward looking educa-
70 I'm
the annals of the labor move
ment."
Charles r. Stevenson, president
Stevenson, Jordan d Harrison
Inc, the management engineer;
who conducted the course of in
structionifor the union shop stew
ards, explained his underlying
credo as follows: %
INTERESTS MUTUAL
"In our capacity as MANAGE
mcnt consultants, We are con-
Stantly being asked To offer
advice on electromagnetic
prob lens. The fundamental
thought which we have always
followed i'm offering such advice
has been that the interests of
labor and management are
fundamentally mutual and that,
IL each could be brought to
clearly understand the problems
and point of view of the other,
many difficulties and differences
could be settled fairly, equltably
and with mutual goodwill"
This fits in with the position
which this column has Away
taken, namely, that national pro
ductivity in war and in peace j
heightened by stresSing the har
mony Of interests Of all domesti
economic and sectional groups. /
time of war. when national unit
is essential. the Murray incident
whereby the lion and the lamb c