12. 8 4 pEj 19
Etta Martin shows how spooler tenders keep thread waste Employees are reminded every day of the cost of pt*
apron pocket until it can be put in proper container, showing typical examples of waste and the actual cost
Towel Mill’s Waste Fighters
A foreign dignitary once visited this country
and was taken on a nationwide tour of industrial
plants. At the completion of the inspection tour he
was asked, “Of all the things you have seen in
America, what would you and your people like
most to have from this country?”
His answer was, “Waste. We could live off the
waste made by Americans.” What impressed this
man most was the lack of thought we too often give
to the waste of materials, supplies, time, man
power, machinery, and many other things.
Although he was referring to the nation as a
whole and to waste generally, his words could be
applied to the textile industry and to the waste
of materials, since the control and reduction of such
waste plays such an important part in the price orf
the finished product.
Fieldcrest employees and management have
long been aware of the importance of this factor in
our manufacturing costs and are continually seek
ing new or better methods in the control of waste.
It is recognized that, in order for any program
of this type to be successful, there must be constant
attention, cooperation, and interest on the part of
all persons involved. In many departments in the
mills, employees and supervisors working together
have achieved a marked reduction in waste.
The Carding and Spinning Departments at the
Towel Mill offer a good example. Among the de
vices used to help control and reduce waste in these
departments are waste charts or records which
keep every employee informed as to how he or she
is doing in controlling waste on the job; displays
which dramatize the cause of waste losses and in
form employees of the cost of materials which end
up as waste; and well-identified, conveniently
placed containers for each type of waste so that
mixing is prevented.
Also used is a system of checking running con
ditions in spinning to detect operating jiieJ
which might result in unnecessarj' waste. In ^ foU-*
etfective practice, many employees wear
with pockets for holding different kinds oi j)C
it unnecessary for the waste to be
on the floor and keeping waste with a highei'
value out of sweeps.
Follow-up meetings in which the sup.e/'vc!'
and operators discuss waste control results
lactor in the effectiveness of the pragram-
meetings, each operator’s individual waste
J'®'^*®wed and a report is given on the
01 the entire department in reducing waste- j,,-
W. B. Chambley, foreman of the Cardi^
Spinning Departments at the Towel MiH..7“r‘’
menting on the success of the program sai“’ f.
primarily due to the interest and cooperatiojj ,35
employees that we have achieved some su
our waste control program
9^^. ®rnployees have taken a great '
acquainting themselves with the money
e materials which they handle oti their J® glii’.
y to day, and they realize that helping J
e waste of any kind is something that ^ ]u® '
a person and becomes a basic part of his '
of 1 -r, : ‘ reaaiiy see tnat careless '““.iiev
^ock will increase the cost of the goods JJg cfHj
tViQ ^ highly competitive business
cost of waste can mean the difference
profit or at a loss, and ^
"'hen they help keep 9
P ^ by controlling waste, they are helP j p
viH to operate morre competitively ‘ ,
vide them with steady employment.” Jl
in 9*^ these pages show some of
mpnf- ^lill Carding and Spinning jj, c
'np+f ^ of the practices they
oatting losses from waste.