SEPTEMBER 10, 1953
Part Of A Two-Way Street
If the tires on your automobile are Firestone tires, you need not
read further. To those employees whose cars are not so equipped
these questions are properly directed:
Is it fair to work for a company—any company—and support as
a customer some other competing company? Does not the company
for which a person works have a right to expect that employee’s
loyalty for the products he helps produce ? Isn’t loyalty, in fact, a
two-way street on which benefits pass freely in either direction?
The answers to these questions should be obvious. Yet it is evident
that many of us have been unmindful or thoughtless of the importance
of this loyalty to the products we help manufacture. A casual walk
through the Company’s parking lots, observing tire brands as you go,
will be convincing. You will be surprised at the number of non-
Firestone equipped cars employees are driving.
The only valid reason an employee has for not having Firestone
tires on his automobile is that he had to accept another brand on his
car at the time he purchased it. Following World War II the buyer of
an automobile sometimes had to take what was offered him in the way
of equipment and accessories. Ihis was true because demand for new
cars far exceeded the supply during the first few years after the war.
Now, eight years after the war, we have seen a return to normalcy
and greater selectivity on the buyer’s part in the automotive field. Thus
a new car buyer today can ask for and get Firestone tires for his car.
The two-way street called loyalty is that thoroughfare on which,
figuratively speaking, flow the raw materials that go into the build
ing of healthy, sound company-worker relations. You as an employee
have a responsibility to see that your side of this “street” is open and
operating. One of the best ways to do this is to use the products you
and your fellow employees are daily building. As a result of the
combined genius and work of all Firestone employees the products
of the Company are proudly hailed as “Best Today, Still Better To
Why should you have Firestone tires on your car? By using
Firestone tires you help preserve your job as an essential worker
in the tire making process. Moreover, you help create employment for
others by adding to the demand for the Company’s chief product.
Aren’t these good and sufficient reasons ?
Firestone Men Among Visitors
THE photograph above was taken at the Clinchfield Coal Mines
in Clinchfield, W. Va., during a visit of engineers and buyers from
industries served by the mines in that area. Among the visitors were
W. G. Henson (at right smoking cigar), plant engineer, and R. L.
Tompkins, purchasing agent. According to Mr. Henson, 150 visitors
were at the mines for a 3-day tour that included inspection of the
latest kinds of coal mining equipment and a 4-hour descent into one
of the mines.
Volume II, No. 16, September 10, 1953
Published at Gastonia, North Carolina
By Firestone Textiles
A Division of
The Firestone Tire & Rubber Company
Department of Industrial Relations
R. H. HOOD, Editor
CARDING—Guinn Briggs, Edna Harris, Jessie Westmoreland.
SPINNING—Lois Bolding, Mary Turner, Maude Johnson.
SPOOLING—Nell Bolick, Helen Reel, Rosalee Burger.
TWISTING—Annie Cosey, Frances Huffman, Wilma Smith, Nevie
Dalton, Corrie Johnson, Dean Haun, Margaret Tate, June
Shirley, Elene Dodgins.
WEAVING—Mary Johnson, Lucille Davis, Inez Rhyne, Irene Bur
roughs, Vivian Bumgardner, Nina Milton, Sarah Davis.
QUALITY CONTROL—Dealva Jacobs, Irene Burroughs, Leila Rape,
WINDING—Mayzelle Lewis, Kathleen Hovis.
CLOTH ROOM—Margie Waldrop.
WAREHOUSE—George Harper, Albert Meeks, Dorothy Sanborn.
MAIN OFFICE—Mozelle Brockman.
SUPERINTENDENT’S OFFICE—Sue Van Dyke.
PERSONNEL OFFICE—Flora Pence.
REFRESHMENT DEPARTMENT—Deuel Redding.
Job Calls for Cooperation. . . •
Control Of Waste Sejen As Vital Necessity
WASTE PROBLEMS have existed in industry since the beginning of mass production manufacturing.
Actually the problem is as old as man, but not until machine methods replaced hand methods was any
scientific approach to the problem undertaken. As the individual’s output increased with the help of mod
ern machinery, so did his output of waste, unless he was fully aware of the problem and careful to avoid
making unnecessary waste.
Thus the advent of modern pro-9-
duction methods has brought with
it various sorts of waste con
trol programs, all with one purpose
in mind: The reduction of waste in
manufacturing to an irreducible
One of the best ways to combat
a problem is to let all concerned
know what the problem is. The
Waste Department at Firestone
Textiles, headed by Raymond
Mack, operates on the theory that
a production worker needs to know
the nature of the problem first
hand. Mr. Mack is available to dis
cuss waste problems with anyone
in the plant. As a matter of routine
he maintains waste charts by de
partments, placed where employees
may see them. These charts show
the department’s progress in con
trolling the various types of waste
identified with the department in
After an employee becomes
acquainted with the problem he
will then want to consider the
serious effects that poor waste
control can have on an industrial
concern and its workers. In some
critical industrial operations it is
possible that profit can be wiped
out by waste. Said another way,
the amount of unnecessary waste
in some cases represents the profit
that would have been realized had
the operation been carried out with
a minimum of waste loss. It goes
without saying that a company
that can’t operate with a profit
doesn’t remain in business very
long. Thus workers’ jobs are at
stake in a very real sense if
waste is allowed to get out of con
Even where wasteful production
is not allowed to eliminate all
profit from an operation, it can
so cut down on profit that the
company in question cannot afford
to give its employees many of the
benefits that they would expect
and get from a more waste con
scious company. Thus it is seen
that waste control calls for co
operation from every production
worker: Cooperation based on an
understanding of the problem, and
a knowledge of the mutual bene
fits to company and worker that
arise from good waste control.
The Waste Control Engineer at
this plant deals constantly in per
centages: Percentage of waste pro
duced per day or per week, etc.,
at each production process in the
plant. It is not necessary to cite a
mass of figures to convince the
reader of the importance of waste
control. The charts in each de
partment pinpoint the problem in
an easy to understand manner.
Your attention to these charts is
The following specific sugges
tions, by departments, are placed
here in outline form. You are urged
to read these suggestions and fol
low them where they apply to
SPINNING — Watch for tangl
ed bobbins, cockle yarn, soft bob
bins, bobbins too full. Do not knock
yarn from bobbin. Be certain you
have the right color bobbin for the
yarn in question.
it W4N1 E
RAYMOND MACK, right, waste control engineer, shows Loom
Fixer Hansford Wilkes some examples of excess filling yarn left
on quills. This is one of the most serious waste situations in the
Weaving Department, according to Mr. Mack. The graph in the
background allows employees to see what progress is being made
in their department on this and other waste problems.
. If you paid personally each
day for the waste you caused,
you wouldn't waste much, would
you? We each pay, you know,
for wasted materials, time,
SPOOLING—Watch for tangled
cheeses. When untangling a cheese,
save all yarn possible. Be sure
yard counts are correct; keep all
yarn off of floor; and keep white
waste out of sweeps.
PLY TWISTING — Watch for
drop-plys and over-plys. Watch for
high and low bobbins, bad builds,
and overrun bobbins. Do not handle
yarn with oily hands.
WEAVING—Watch for exces
sive amount of filling yarn left on
quill when loom changes. Run warp
out, take cloth off at cut mark,
and keep spooler room informed on
bad run-outs on section beams be
hind slashers. When taking off
cloth where warp is tied on, cut
cloth as close to warp knots as pos
sible. Keep hands clean when
WINDING—Do not knock yar«
from partially filled cones or tubes-
Do not mix pieces (partially fill®^^
PLY TWISTING — Watch iot
beam rayon, soft and oily rayon-
soft, hard, oily, and drop-ply rayo^'
WEAVING—Watch for soft fi^'
ing waste, hard waste, and wast®
made at splicing, tying-in, an
extra careful to make good cones-
PLASTIC DIP AND WEAVINw
(Nylon)—Watch beam nylon;
or nylon thread waste; and bla
nylon thread waste.