Motto: Cooperation and Courtesy are the Parents of Efficiency.
The world bestows its big prizes, both in money and honors, for but one thing, and that is Initiative. What is Initiative? It is doing the right thing without being told.
—Elbert Hubbard.
Cooperation.—The dictionary defines cooperation as concurrent effort, or labor, to attain some particular result. In other words as “working together.” Obviously, the first object of any management is to organize the working force and administer the business so as to obtain the largest measure of cooperation among the members of the organization, among themselves and with the customer. It is safe to say that the useful output of any organization is measured directly by the amount of such cooperation. No organization, however efficient its individual members, or its general arrangement, can succeed without full and free cooperation.
In a navy yard, with its varied functions, its numerous subdivisions and shops, cooperation is not easily secured. The conflicting interests of the heads of the departments, heads of divisions, shop masters, etc., are not always readily reconcilable. Interferences arise and work is delayed and costs increased unless complete cooperation exists.
The securing of a proper system of organization is the first and most essential step in the efforts for cooperation. Obviously, all work must be under the active direction and control of one official, who, in navy yards, is the manager, and under whom are placed the industrial activities of the yard, including the labor force and all facilities of productive shops and offices. The manager is the industrial aid to the commandant and is charged with organizing and administering the business allotted to him, that he may accomplish the desired result, which is, maximum service to the fleet. Having in mind the mission of the navy yard, the manager must indoctrinate the force under him with the necessity for complete and unreserved cooperation. He must take measures to assist and encourage such cooperation, making such physical dispositions of offices, shops, and so forth, as may be necessary to bring the closest contact possible among those who must work together.
Organization, however, is only an instrument of management. Energetic, industrious personnel, actuated by a true cooperative spirit, will accomplish more, even with poor organization, than a perfect organization with personnel lacking in initiative and failing to cooperate. Good management consists essentially in clearing away obstructions and interferences and keeping them cleared away so that every individual in the organization can do a day’s work with the maximum efficiency and, therefore, achieve the maximum output. The matter of keeping obstructions cleared away means constant and painstaking attention to an infinite number of details, because obstructions never remain cleared. This, in turn, means industry, initiative, perseverance, intelligence, and cooperative spirit on the part of all officers, from the manager down, and of all supervisors. No amount of carefully prescribed procedure can take the place of these qualities among the personnel.
It is of the utmost importance that the cooperation of the working force with the management and with each other be secured. The prime requisite for this is for the management to set the example by cooperating with the men in aiding them in securing those things which contribute to their contentment and well being. The principal point is to take all possible steps to keep employment steady, reduce labor turnover and eliminate, so far as may be done, the ever present fear of discharge for lack of work. If the management convinces the force that the best efforts are being made to keep the force employed, the cooperation of the force to complete work satisfactorily may be expected. The slogan to employ in this connection is obviously that, ‘‘The best way to get more work is to do good work.” This has a direct appeal and is most effective. An important element in securing the cooperation of the working force is to keep it fully informed of plans for work in hand and in prospect and what, in general, are the aims of the management and the steps proposed to accomplish such aims. The men should be given credit for their work when successful and appreciation of good work should be expressed freely. The interest of the people in the community should be secured in order that the men may find among their friends and acquaintances an understanding of their activity, and interest in the particular work on which they are engaged. It is natural that a man wants to discuss his day’s work with his home people. If he finds an understanding of its importance and its difficulties, his own interest and desire to make good increase.
It is of importance that the yard working force feel a proprietary interest in the ships and their personnel, their well being, movements, success in target practice, engineering competition, and so forth. The idea should be instilled that navy yards are intended for the service of the ships. The local press should he encouraged to feature the ships at the yard and their activities away from the yard. The purpose of major alterations and experimental installations should be explained as far as possible and interest aroused in the outcome. Ships arriving at the yard should be made welcome and the usual telephone, power, water and heating connections made promptly and without requiring from the ships more than that they indicate their requirements. The convenience of the ships arriving and departing should he consulted, rather than that of the yard.
At the Norfolk yard it has been possible to meet ships before arrival for pre-repair trials and inspections and to explain to the ships’ people the plans for the prospective overhaul. The observance of these amenities assists the morale of the yard, as well as that of the ships’ people and contributes greatly to obtaining cooperation.
The Customer Is Right.—It is a well-known rule in the commercial world that the customer must be satisfied. Many of the most successful stores have as a slogan the phrase quoted, “The customer is right.” In navy yard work, this doctrine is of the greatest value and contributes to securing the best and most effective cooperation between the yard and the ships for which work is being performed. There should be no argument if work is not satisfactory to ships’ officers and they should be informed that it is the intention and desire of the yard to satisfy the requirements of the ships. No one is authorized to find that ships’ requirements are unreasonable, except the commandant or the manager acting for him. The amount of work the yard can perform is, of course, limited by funds available, date of completion and priority, fixed by the Department. Ships are requested to furnish a list of work desired by them in the order of importance. All work undertaken must be completed to the satisfaction of the ship. Courteous treatment and consideration of their wishes brings the greatest possible reward in cooperation from the ships’ people and in securing their good will. This is set forth strikingly in the following, which was embodied in a wall card for display in all shops and on all bulletin boards:
I am the payer of large dividends,
I am the foundation rock upon
Which is built that great asset—
Good Will.
No man is big enough, or small
Enough, to dispense with me,
I am inexpensive, all can have me—
I am Courtesy.
“It Will Be Done.’’—When something has to be done, the proper attitude of mind is—“It will be done and how accomplish it to the' best advantage ?” Personnel should be urged to find ways to do things and not ways not to do them, and to bear in mind Admiral McGowan’s slogan during the war that a person saying something cannot be done is interrupted, generally, by someone doing it. During the war one of the repair ships overseas had a sign over the gangway reading, “Yes, you can have it. What is it ?’’ The limitations of navy yards do not, by any means, permit such liberal policy. However, the attitude should be that anything required will be done so far as limitations permit. Above all, yard personnel should not presume to argue with ships’ people as to whether or not they do need something, or to suggest that they do not know their own minds. This does not prevent giving freely of technical information and advice, but does leave to the ships the decision as to what they desire to be accomplished.
Increasing Output of Force.—If every man in an organization worked continually at the rate he is capable of working and does actually work at times, the output of the force would be increased many times over. It is not humanly possible to accomplish such a result, but it is quite possible to secure a very marked increase in the output by methods that readily are available. Many of these have been referred to in other portions of these notes. One of the simplest and most effective is to give the men concrete assurance, by keeping plenty of work ahead, that they are not working themselves out of a job. There should be more work in the yard than the normal capacity of the force permits of accomplishing. The average worker on a per diem status has in his mind always the fear of losing his job. If there is not work in sight for him, he will “nurse the job” that he is on. If, on the other hand, he is satisfied in his own mind that there is plenty of work ahead for him and that his job depends on the manner of performance of his work, then his efficiency and output will increase. He will do what he can to complete the job in hand as required.
Date of completion of overhaul of ships, delivery of manufactured articles, and so forth, must be rigidly observed. There should be no compromise; ships’ work should be completed and vessels leave the yard on the date set. It is conceivable that conditions will arise preventing meeting a date, but, it is surprising how rarely this happens if the management is firm in not considering pleas for extension. It is surprising how activity of the force on a job increases when the date of completion approaches and how it slacks off if, for any reason, a date is extended.
Policy and Doctrine.—It is of assistance to the officer and civilian supervisory force to have in concrete form a statement of the policy and doctrines of the yard and management. Such a document assists in crystallizing ideas and guides the conduct of personnel in their administration of business. The following memorandum has been drafted and issued to the personnel of the yard and has assisted materially in obtaining the proper cooperation of the various persons affected:
The mission of the Norfolk Navy Yard is to make the maximum contribution possible to material upkeep of the fleet, and to maintain an organization and plant that will permit of the most effective expansion of its activities in time of war. The location of this navy yard in the Port of Norfolk, a most active and important east coast port, renders this latter function of great importance, and it must be kept in mind in considering questions which affect the yard plant and organization.
The doctrine of the yard based on the above conception of our mission may be described briefly:
- To maintain as high state of morale, efficiency and industry as possible among officers and civilian employees.
- To maintain, in the various trades, as uniform force as is possible with the work to be performed and funds allotted by the Department. To reduce labor turnover to the minimum possible.
- To have sufficient work in prospect to give the yard force assurance that they will not work themselves out of a job. The yard officials should have as much interest in obtaining work for the yard as would be the case in a private plant.
- To distribute force in such a way as to meet the requirements of the Department as to dates of completion of work and to observe scrupulously the priority of work as fixed by the Department.
- To keep outstanding in the yard more work than can be performed, in order that each shop’s task may be slightly in excess of its capacity rather than less than its capacity.
- To maintain the morale of the force by keeping them interested in the work in hand and in prospect. To maintain loyalty among the working force, to the yard and its interests, and to the management.
- So to conduct relations with ship’s people and others for whom work is performed as to merit and obtain their good will. So to prosecute work as to merit and obtain approval of those for whom work is performed. This includes workmanship, cost, and manner of carrying on work and administering the business connected with it.
The doctrine of the yard requires that the priority list issued by the management, and based on the instructions of the Department, is the order of work sheet and is binding on all yard personnel. Date of completion of work once fixed or approved by the Department must be met, and no action taken that might lead to delay in completion without prior approval of the Department.
The doctrine of the yard requires that ship work be always of first importance and that no work of a different character, such as work for other government departments, be permitted even to appear to interfere. Such work, however, when within the capacity of the force, is of great importance, for the reason that it makes it possible for the yard to increase its capacity for ship work by maintaining a more uniform and more skilled force and better equipment, and by carrying a part of the yard’s overhead expense which otherwise would be paid from the appropriations for ships’ work. There is a considerable portion of fixed overhead expense which does not change with the amount of work in the yard. This includes items such as heating and lighting shops, pay of supervisory force, maintenance of plant equipment, etc. Work other than ship work, in taking the regular percentage of overhead, pays its share of such charges and so reduces the amount charged to the appropriations for ship work.
The doctrine of the yard as regards manufacturing work requires all possible reduction in costs of manufactured articles, so that funds allotted to the fleet for maintenance be conserved to the greatest extent possible and so contribute to the better material upkeep. For example, through the manufacture of paint at a cost less than commercial prices, this yard has reduced the cost of paints issued to ships by many thousands of dollars, while insuring to them paints of highest quality and maximum effectiveness. All of the money so saved becomes available to the ships for their better upkeep in other particulars, and so is a direct contribution to the maintenance of the fleet.
The doctrine of the yard requires that material in excess of probable requirements will not be manufactured. The stock of manufactured articles should in no case be excessive, and, if for any reason an excess is in store, all possible efforts will be made to dispose of the material to best advantage.
The doctrine of the yard in connection with manufacturing work requires that invariably every effort must be made to meet engagements. This means that there should be no departure from the specifications except as duly authorized, that dates set for delivery should be met, and above all that costs should not exceed the estimates. Much of this work is obtained through the yard submitting estimates in competition with other yards and private concerns. It is of the utmost importance in all such cases that we meet our estimates, and that our product complies with the specifications of the order.
The doctrine of the yard requires that the officers and employees be kept informed of the conditions of work load, the work in prospect, and the reasons for requiring special attention to certain work. In general, the yard employees and their public, that is the local community, should be taken into the confidence of the management to the greatest possible extent. The doctrine of the yard requires that the appreciation and commendation of the management be expressed fully and freely when the results of the work justify praise. Conversely, that full information as to any unsatisfactory work be furnished with statement of the steps taken to obviate recurrence. In private establishments appreciation of good work is expressed in terms of money bonus, advances in pay, etc. No such steps being possible in a navy yard, recourse is to free expression of appreciation, approval and commendation.
The doctrine of the yard as regards the relations with ship people requires that their wishes should receive at all times the highest consideration, and that they should be treated with the utmost courtesy. Our attitude to the ships that come to the yard and have home yard here is that they are our ships, and we have the same interest in them as if in fact they were our ships. Ships’ people must be impressed with the idea that it is the fixed resolve of the yard to make good and to perform all work so as to meet their requirements and to merit and win their approval.
The doctrine of the yard also requires that the good will of all must be obtained. That courtesy is the best means of doing so, and when good work and courtesy go hand in hand no combination can be more efficacious.