J. C. HECKMAN, Consulting Engineer for Larkin Co., Buffalo, N. Y., is a good combination of the so-called "hard-headed business man" and technically trained engineer. Born at Phillipsburg, N. J., he is educationally the product of the Germantown Boys' Grammar School, the Philadelphia Central Manual Training School, Lafayette College, and Massachusetts Institute of Technology. After working during the summers of his college course he entered the employ of Larkin Co. in 1899 and gradually assumed charge of all engineering and technical matters for that company including design and construction of buildings, machinery, development of new processes and direction of large research activities. In 1909 he took charge of Buffalo plant with title of Superintendent. Mr. Heckman early in the war was commissioned as a major in the Ordnance Department and played an important part in organizing the Supply Division. He was later placed in charge of the Construction and Operating Sections. In 1918 he was promoted to a full colonelcy and after the armistice was made chief of the Supply Division. Judged by both the amount accomplished and the high level of that accomplishment this was a very distinguished war record.

For five years Mr. Heckman has been Chairman of the Technical Advisory Board of the Associated Manufacturers and Merchants of New York State.

EDWARD D. JONES, Ph.D., at present Federal Agent in Employment Management for Federal Board for Vocational Education, was professor in Economics at the University of Michigan from 1901 to 1918. He is the author of The Administration of Industrial Enterprise; Investments; etc. During the War Dr. Jones was attached to the Committee on Education and Special Training of the General Staff of the Army and Director of Course Materials of Employment Management Section of the War Industries Board. He is an inspiring teacher, writer and lecturer on the public platform.

JOHN LEITCH is a mechanical engineer living in Philadelphia who has been more and more specializing in introducing a type of shop organization patterned after the U. S. Government with a Senate, a House and a Cabinet. His plan has been widely used and both the plan and the author highly commended. Mr. Leitch has a magnetic personality and a peculiar ability to gain quickly the confidence of those with whom he works. He is the author of technical papers presented before the American Society of Mechanical Engineers and an unusual book Man to Man in which he describes Industrial Democracy, the name he has given to his plan.

JACOB M. MOSES is a lawyer by profession and acts as impartial chairman for two of the largest men's and boys' clothing manufacturing plants in Baltimore. He is a graduate of Johns Hopkins University and of the University of Maryland. He was a member of the Maryland State Senate (1900-1904). In his practice of the law he has specialized in industrial matters and is the author of a valuable monograph on The Law Applicable to Strikes. Judge Moses has lived his life so as to command the confidence of both sides of the industrial struggle.

GEORGE W. NORRIS, after graduating from the universal preparatory school of journalism, practiced law in Philadelphia for eight years, and in 1894 became a member of the investment banking firm of Edward B. Smith & Co., where he had about eighteen years' experience in railroad and industrial financing. He retired from business in the fall of 1911, and was almost immediately afterwards drafted by Mayor Blankenburg for four years' service as Director of the Department of Wharves, Docks and Ferries in the Philadelphia municipal administration. The following year he was again drafted, this time by the Federal Administration, to serve as Farm Loan Commissioner in charge of the establishment and operation of the Federal Farm Loan System, which in the course of a little over two years has sold nearly $300,000,000 bonds, and loaned a like amount to the farmers of the country.

HENRY T. NOYES, Rochester, N. Y., in answer to our request for material about himself, said, "All I would care to have you put down is that I am Secretary of Art in Buttons." As a matter of fact, he is a distinguished American manufacturer who has done more things first-and done them well-than almost any other manufacturer with whom the editor is acquainted. The buttonmaking plant over which Mr. Noyes presides is a model plant in the best sense of that word. Further, Mr. Noyes is a good citizen and as president of the Rochester Chamber of Commerce and in other relationships has rendered conspicuous service to his city and his country.

J. E. OTTERSON, President of the Winchester Repeating Arms Co., New Haven, Conn., is one of a group of officers trained in the Construction Corps of the U. S. Navy who have taken important posts in private industry and made a deep impression on our manufacturing methods. Mr. Otterson was particularly successful in quickly reaching a high production of small arms during the war. He was an important member of the committee of manufacturers who standardized this class of munitions. He is President of the Taylor Society.

HARLOW S. PERSON, Managing Director of the Taylor Society (society to promote the science of management), Engineering Societies Building, 29 West 39th St., New York City, is an economist who has specialized on the art of organization. For fifteen years as Director of the Amos Tuck School of Business Administration of Dartmouth College, he took a conspicuous part in the development of a technique for American industry. His contributions to the literature of Scientific Management have done much to interpret the movement. During the war Dr. Person served as a major first in the Organization and Methods Section of the Ordnance Dept. and later in the Inspector General's Office. He was one of the organizers of the service by which various colleges and universities gave specialized training in army stores work.

EDWIN G. RUST, Industrial Engineer, Philadelphia, has held a number of important administrative posts in the iron and steel industry. Educated as a mechanical engineer at Lehigh University he passed through the various grades of employment to machinist, master mechanic, draftsman, chief engineer, assistant manager and president. He has spent twenty years in close contact

with the fundamental problem of American industrial development. During the war he assisted in the work of developing the nation's boiler manufacturing capacity in the interest of the Emergency Fleet Corporation.

N. I. STONE, Labor Manager for Hickey-Freeman Co., clothing manufacturers, Rochester, N. Y., is a statistician plus. He is interested in the application. of the factor of precision to the study of industrial processes. As he has at times officially represented "the unions" and at present represents the employer in a union shop his views are especially significant. During 1909-1912 he was chief statistician United States Tariff Board and during 1913-1914 chief statistician Wage Scale Board, Dress and Waist Industry of New York City.

FRANK J. WARNE of Washington, D. C., might well be called a consulting economist and statistician. Since the railway brotherhoods undertook their concerted wage movements in 1910, Dr. Warne has represented them in nearly all of their contests before boards of arbitration appointed by the President of the United States. These arbitrations have necessitated the critical examination of the financial, corporate and operating methods of the railroads, In addition, he is the consulting expert to Public Service Commissions, other labor unions, and large corporations engaged in rate cases before the Interstate Commerce Commission. During the war he rendered service to the Bureau of War Risk Insurance of the Treasury Department, to the Emergency Fleet Corporation of the United States Shipping Board, and is at present Manager of Industrial Relations and a member of the Board of Directors of the United States Housing Corporation.

Dr. Warne's point of view on social and economic problems is tersely summarized by The Outlook as follows:

"He is one of that class of students of social and industrial conditions whom science and humanity combined have produced in America, and who are distinctly a product of a democratic country and a scientific age—that is, of a period in which love of humanity and love of truth are mingled in something like equal proportions in its best teachers."

EDWARD WILSON is a patternmaker in the employ of the Midvale Steel & Ordnance Co. His employers say that he is an unusually skillful patternmaker, regular in his work, dependable and accurate. His fellow patternmakers have shown their opinion of him by twice electing him as their Division Representative. The other Division Representatives have gone one step further and twice elected him as their Chairman.

For many years, Mr. Wilson has been active in politics, and has always stood for civic righteousness. His civic creed is very simple-so simple in fact that for twenty years, in division, ward and city his name has stood for just one thing i. e. the regeneration of Philadelphia from boss rule. For the past two years, he has used his inclination and experience toward the development of industrial righteousness in the plant where he has spent his industrial life.

THE

Production the Goal

By GEORGE L. BELL

Impartial Chairman, Men's and Boys' Clothing Industry, New York City HE urgent necessity for increasing and "speeding up" the output of munitions and other essential materials during the war, and the prospective unprecedented demands following the period of devastation and non-production, have focused attention, as never before, upon production and its attendant problems. Probably never has there been such a large number of people from various walks of life, so many industrial managers and so many workers, in seeming agreement that the aim or principal problem of industry is production. But, in spite of this glib consensus of opinion on generalities, there has been little evidence of real thinking concerning the subject.

While a very worth while forward step in industry has been taken by this quite sudden and general recognition of production as the master aim of the industrial plant, yet it is doubtful if the forward impetus can be maintained and concrete achievement attained by this more or less emotional recognition of a general principle. The word "production" seems to have widely different meanings for many who agree in using the word to describe the principal problem confronting industrial plants. There would be more opportunity for real, constructive progress if we could arrive at an actual, though limited and partial, agreement on the subject.

As a fundamental basis of agreement industrial management must squarely face and accept the fact that the peoples of the world today are not and will not be interested in production at any or all costs, or in production that ignores the human factors. There was a time, not long past, when there was not a very general appreciation of the "safety first" movement, and even today there is a discouragingly large minority of industrial managers who do not feel it to be their imperative duty to take every precaution to protect the workers from physical injuries in their plants. But all except the most "conscientious objectors" to change of any kind must admit that during the war period a new