Publicly accessible
URL: http://nzetc.victoria.ac.nz/collections.html
copyright 2008, by Victoria University of Wellington
All unambiguous end-of-line hyphens have been removed, and the trailing part of a word has been joined to the preceding line.
Some keywords in the header are a local Electronic Text Collection scheme to aid in establishing analytical groupings.
The New Zealand Railways Magazine is delivered free to all employees in the service of the Railway Department, to the principal public libraries in the Dominion, and to the leading firms, shippers and traders doing business with the New Zealand Railways.
It is the officially recognised medium for maintaining contact between the Administration, the employees, and the public, and for the dissemination of knowledge bearing on matters of mutual interest and of educative value.
Employees and others interested are invited to forward to the Editor, the New Zealand Railways Magazine, Head Office, Railways, Wellington, articles bearing on Railway affairs, news items of staff interest, suitable short stories, poetry, photographs, pen and ink sketches, etc. The aim of contributors should be to supply interesting topical material tending generally towards the betterment of the Service.
Contributed articles should be signed. If to appear over a nom-de-plume this should be stated.
In all cases where the Administration makes announcements through the medium of this journal the fact will be clearly indicated.
The Department does not identify itself with any opinions which may be expressed in other portions of the publication, whether appearing over the author's name or under a nom-de-plume.
The other day we had the pleasure of a trial run on one of the Department's new power units. There was a strong team of experts aboard to watch proceedings, besides a Driver to make it go, and a Fireman to keep it going. Notes were taken of its appearance, comfort and equipment, and stop-watches were out to time the speed up-hill, down dale, and on the level. By the end of the run there was nothing about that outfit which had not been discovered, discussed, dissected, praised, passed, or condemned.
In producing this, the first issue of the New Zealand Railways Magazine which, in all the sixty years of railroading in New Zealand, is also the first magazine to be published by the Railway Administration of this country, the same close scrutiny as on the other trial trip is to be anticipated, and we therefore hasten, while eyes are turned our way, to paint, in prime colours on the bill-board, a list of purposes for which the paper has been created, and of principles upon which it will be run.
We are convinced that, so far as New Zealand is concerned, the Railway is economically the best method yet devised for the land transport of passengers and goods.
Our first business is to help sell railway transport; our next to make it better worth buying. To do the former effectively there must be firm faith in the quality of the goods we have to sell.
Then the whole staff, seventeen thousand strong, should develop an interest in securing business. Combined and properly applied, this great man-power can exercise a tremendous influence on public opinion. There are endless ways by which traffic may be encouraged. Standing up sturdily for the Department against chance-met, ill-informed criticism; recommending Railway methods of travel and transport; using the psychology of “Boost” to make others believe in and appreciate the Railway; these and other means will readily suggest themselves if every member develops the habit of regarding the Department as his own business.
With trade and business relations becoming more impersonal and—the human element being excluded—less interesting, there is a risk,—if nothing be put in to supply its place—that the value of personal interest and co-operation in effort may be lost, without compensation.
We hope to fill that gap by interesting the staff in safety-first movements, in health and general welfare matters, in education, in co-partnership, efficiency, and in points of social development and progress.
This journal stands for whatever is likely to increase co-operation between the Public, the Administration, and the Staff.
Every effort will be made to prevent its interests becoming sectional. If in any issue it appears that one branch of the Service is appropriating all the limelight, readers may be sure that in the next issue that Branch will drop more among the shadows and another be brought under the revealing glow. In the course of each year of issues it is hoped to give every line of Railway endeavour its just proportion of publicity and attention.
What we would like both clients and members to do is to introduce every issue into the home—to make relatives and friends interested in the Railways.
We look for a better service still, for further improvements that will lead to greater perfection in all our dealings with the public, both as travellers and freighters, and with each other as fellow-employees in the largest single enterprise in the Dominion.
“Better means of intercourse and closer community of interest are aimed at between the Public, the Administration and the Employees of the Department.”—
“A Magazine issued by the Administration is now a feature of all progressive railway systems, as it is also of many other industrial organisations and distributing businesses. Indeed such a magazine has become indispensable here if the methods and aims of the Railway Department are to be properly appreciated by the public and staff alike. It will act as an agent for the easy circulation of valuable information; function as a common platform for the interchange of ideas and suggestions and provide a medium whereby to foster that spirit of co-operation which makes for mutual help and a sense of individual and collective responsibility among all sections of employees, without which no great undertaking such as our national railways can be operated successfully with the minimum of friction and the maximum of public advantage.”
Thus did Mr. Coates outline the latest feature in Railway innovations—“The New Zealand Railways Magazine.”—“Another of your notions?” queried his interviewer.
“Not altogether,” he replied, “Shop organs, employees' magazines, and journals issued for criculation among workers and customers are a recognised advantage in the industrial and business world to-day, and I feel assured that by combining the two purposes in this one Departmental organ the good resultant to the Railway will be almost incalculable.”
A reference to overseas departmental magazines led the Minister to remark: “We New Zealanders pride ourselves in being up-to-the-minute in most things. In this one thing, at least, we have lagged behind the Old Country and our Sister Nations of the Empire. Not only State Departments but large private companies have found the departmental magazine, or “Shop Organ,” a useful and valuable medium of communion and inter-communion between the members of various departments and between the combined departments and the Managerial staff. Differences and difficulties which under the old regime might have been allowed to drift until culminating in a serious dispute, have been tackled in the open at the first sign of friction, and by frank and sympathetic handling have been resolved and removed to the mutual advantage of all concerned. The Departmental Magazine has been a great aid also in furthering and stimulating interest in vocational education. The same valuable service can be rendered by our “Magazine.” We can, and I hope we will learn much from these others, but at the same time we hope our Magazine will strike out on lines distinctly appropriate to our special requirements,
Does the manner in which your previous reforms and innovations have been received and carried out encourage you to anticipate a real advance throughout the system as the result of your new enterprise?
“The higher your aim the greater will be your achievement,” quoted Mr. Coates smiling. “I am very appreciative of the backing I have received from members of all grades of the Service in carrying out the reforms referred to. While emphasising the need of efficiency and still more efficiency, let me say that my conception of efficiency is not the ‘driving’ notion which obsessed the American ‘efficiency experts’ of a decade ago, but the reasonable and reasoned idea of increased service by co-operative effort, by the adoption of more intelligent management, improved equipment, and better arrangements for the reduction of physical fatigue and nervous strain among employees; the making of the workers' tasks more interesting, thereby securing the fullest use of each human effort, rather than more effort from each human.”
Referring to the last Railway Statement, the “Railway Gazette” states: “The New Zealand Railways have given a lead to the other railways in Australasia by the creation of a special Railway Fund, entirely distinct from the Consolidated Fund of the Dominion.
In its grasp of the fundamentals of the railway problem in New Zealand, in its keen visualisation of the desirability of following the recommendations of the recent Royal Commission, and in the bold announcement of a progressive railway policy in the future, the statement fully embodies the virility of the Railway Minister, who so recently became Prime Minister of the Dominion.”
Don't you think that sympathy with the workers in their legitimate aspirations for advancement, and the conviction, on their part, that those placed over them are in earnest in their desire to deal justly, go a long way toward bringing about the condition of mind among employees that reflects itself in more willing service all round?
“Emphatically!” exclaimed the Premier. “I want not merely a contented staff, but a happy staff. I want our men to have pride in the service and show it by putting enthusiasm into their jobs. The object of the “Magazine” should be to bring more interest into Railway life; to expand its possibilities not only for personal profit, but for public appreciation; to help toward conditions that make for satisfaction in all ranks within the Department, by reciprocal and mutual service, benefiting each other by the improvement of conditions of service for all.”
Previous to your taking up the portfolio of Minister of Railways, Mr. Coates, you had no experience in the management of industrial undertakings?
The Minister set himself to answer frankly the question which, though not asked, such a statement obviously implied.
“Soon after taking over the portfolio of Railways,” said the Minister, “I came to the conclusion that many members of the Railway Service did not realise how important the success of the Department was to their own advancement. They did not understand or accept their position as co-partners in the undertaking, so I caused a circular to be sent out indicating the need for education on this point. Here is an extract from the circular:-
The successful management of the Department's business is of vital interest to every individual on its pav roll. Their own welfare and progress depend on the patronage afforded by the Public—a patronage which can be adequately secured only by supplying the best possible service at the lowest possible price ………..The road lies open for prosperity in the Department's business if all its members combine to give efficient, intelligent, hearty and courteous assistance in the prosecution of Railway activities.
Then to District Officers:-
I look to you, as head of your district, to see that the proper spirit is fostered and a successful development achieved.
Carrying out the policy therein enunciated,” continued the Minister, “the ‘Magazine’ will help to let the Staff and the Public know what the Management is about, so that all may work together intelligently for a definite object, and help to secure for Public, Administration, and Staff improved relations, linked by bonds of friendliness and mutual help.”
“Now, have you any personal message which you wish the ‘Magazine’ to convey to the Railway Servants of all grades?” was the final question before the interview ended.
“Yes,” Mr. Coates instantly and earnestly replied, “You may say I want the members of the Railway Staff—from Chairman of the Board to the youngest member—to remember that our Railway System is a great National co-operative undertaking. The principle upon which cooperative concerns are conducted is:-
From the workers the best that their energies and their abilities can produce; from their fellow-shareholders, the best conditions of labour that the industry can bear, without the exploitation of the non-employee shareholder who is the user of their products and services.
That, I take it, is the only fair and equitable principle upon which any such or similar industry try can be run successfully, without injustice to the employee or hardship to the shareholder-customer. That is the principle under which I, as Minister, and the Board, as Managers, wish to see our National Railway functioning. My final word for the present to our Railway workers is:-
In proportion as you, its employees, exercise your abilities and energies to make the working of the Railway System efficient, and returning a service commensurate with its costs to the paying public, the easier it will be for me, or for any future Minister to remove any disturbing element and improve conditions of labour and service. And, insofar as your conduct retards, protracts, or postpones the realisation of these things you render it difficult for the Minister or the Board to initiate an improved service to the public and better conditions for you, their servants.”
Keeping shop is a game all children enjoy, particularly when the rules allow the making of money to the heart's content.
When Germany went in for an inflated currency, she carried the game so far that the wildest dreams of childhood were overstepped, and the paper mark as a means of exchange became absolutely valueless.
There is a kind of paper currency in use by the Railway Department known as an approved S.3 which secures for the Requisitioning Officer, without any further payment, whatever commodities entered thereon may be passed for issue, and this currency has the additional fascination that no matter how much it is over-worked, it never drops in value.
It is a cheque drawn for an indeterminate amount which, when duly countersigned, produces the goods required.
The convenience of such a system is beyond question, but it is quite likely that if employees were dealing in actual money they would appreciate more thoroughly the value of the articles supplied through the medium of the stores requisition form.
The ordering, control, and distribution of stores for Departmental requirements is an undertaking of considerable magnitude calling for keen, well-trained business capacity to ensure the successful economic management of its wide-spread phases.
The Stores Branch, under the leadership of its present head, has adopted many improvements in keeping with the best modern railway practice.
Mr. Guinness in his capacity as Comptroller of Stores, is keen on economy, modern methods, and further education of the staff in the proper ordering, distribution, and use of materials.
“If,” said Mr. Guinness, “they could realise and bear constantly in mind that stores cost money, every approving officer, every requisitioning officer, would see that a very close watch was kept over the ordering, approval and use of supplies.
The porter, who, in making up disinfectant calling for proportions of 1 in 400, uses a 1 in 50 mixture; the man who leaves a broom out in the rain; the employee who needlessly discards material of any kind which is capable of being put to further effective service—is, each in his own way, causing waste that eats up money and has inevitably a bad effect upon the general conditions under which employment and operations proceed.”
Mr. F. J. Jones, Chairman of the Railway Board, was born in 1874, and 15 years later joined the Service as a Cadet in the Resident Engineer's Office at Dunedin.
In the next five years he was located successively at Oamaru, Wellington and Auckland, at the latter city becoming a Draftsman in 1894. He was appointed to the position of Assistant Engineer at Dunedin in 1899, and later transferred to Wellington.
In 1901, Mr. Jones was promoted to the position of District Engineer at Greymouth, and later filled similar positions at Wellington, Wanganui, Auckland and Dunedin. He became Supervising Engineer at Wellington in 1920, Assistant Chief Engineer in 1922, and Chief Engineer in 1924, becoming the Chairman of the Railway Board in December of the same year.
It is worthy of note that Mr. Jones carried through the whole course of his professional studies while in the Department's service. He is now a member of the Institute of Civil Engineers, London, member and Past-President of the New Zealand Society of Civil Engineers, and also holds the rank of Honorary Colonel and Director of Railways with the Defence Department.
The career of Mr. Jones from the position of cadet at £30 per annum to the leading place in the Railway Service is one to stimulate to high endeavour every youth entering the Department.
A determination to thoroughly understand everything that he had to deal with has characterised our Board Chairman from the day he entered the Service, and this coupled with industry and sound common sense, qualified him, when the time came, for filling with distinction the highest controlling position in the Public Service of the Dominion.
Mr. J. Mason, operating member of the Railway Board, joined the Service in 1889 as a Cadet in the Traffic Branch, and was first placed in the Auckland Goods Office.
He was later located at various stations in the Auckland District including Onehunga, Helensville, Newmarket and Frankton, receiving a thorough training in all the phases of station work. He was later placed in charge of the outward invoicing at Auckland Goods, and from there was transferred to Whangarei, where he was initiated into District Office work affecting all Branches of the Service, including control of the transport for that section.
In 1906 Mr. Mason was taken into the office of the District Traffic Manager at Auckland where he had charge of the staff work for some years. This was followed by a course of train running work and other senior officer duties.
During the war Mr. Mason was offered by the Defence Department the position of Assistant Director of Recruiting for the Dominion, for which appointment he had been recommended by the General Manager. This work called for organising capacity of a high order, but Mr. Mason proved equal to the occasion, and, upon completion of his work there at the conclusion of the war, was highly complimented by the Defence authorities.
On resuming duty with the Railway Department, Mr. Mason was placed at the Head Office, Wellington, and performed various duties there, including the defence of the Department's actions in connection with the various promotions and supercessions which followed the 1919 general regrading of the First Division.
In 1922 Mr. Mason was appointed one of the two Commercial Agents of the Department, which position he occupied until, upon the reorganisation of the Service in 1924 he was made First Assistant General Manager, and later, when a Board of Management was placed in control of Railway affairs, he became a Member of the Board.
, commercial member of the Railway Board, joined the service of the Wellington-Manawatu Railway Company, Limited, in September, 1890, as Junior on the staff of the Traffic Manager, and occupied various positions with the Company, attaining to that of Traffic Clerk at the end of seven years' service.
He was then appointed Storekeeper, and for the next four years dealt with matters pertaining to the purchase of stores and material, and their distribution for use.
In 1901 Mr. Mouat took up the duties of Bookkeeper in charge of the commercial books and accounts of the Company, and in 1905 was appointed their Assistant Traffic Manager.
In December, 1908, on the acquisition by the Government of the Wellington-Manawatu Line Mr. Mouat transferred to the staff of the N.Z. Railways and was appointed to a position in the office of the Traffic Superintendent at Wellington.
In 1914 he was transferred to the Head Office, and in April, 1915, was appointed Chief Clerk there.
After occuping this position until 1920 Mr. Mouat was transferred on promotion to the post of Assistant Chief Traffic Manager, and while occupying this position he represented the Department on a number of Boards set up in 1920 and 1921 to inquire into wages and conditions of work of the different branches of the Railway Staff.
In February, 1924, on the re-organisation of the Department, the Office of the Chief Traffic Manager was abolished and Mr. Mouat was placed as District Traffic Manager at Auckland.
In January, 1925, in consequence of Mr. J. Mason (a Member of the Board) going abroad, Mr. Mouat was made Acting Member of the Board, a position he has held continuously until his present appointment.
Mr. Mouat's wide range of knowledge and experience, including competitive conditions under private railway working, eminently fits him for membership on the Board of Control.
They are the men who explain things.
They bring business to, and develop appreciation of, the Department.
They improve the public attitude towards the Department.
The Business Agents are like the Huma, the bird that never settles.
On taking over the Portfolio of Railways, I entered upon my duties with an open and, let me be frank, a somewhat perplexed mind. The practical working side of the business was new to me. I was a novice and I knew it. This last was, perhaps, half the battle. I soon realised that I must put aside all preconceived notions of how this, that and the other thing ought to be done, and listen, with every endeavour to understand, to the statements and explanations of those who, in these things, spoke with the voice of authority, backed by theoretic knowledge and practical experience. This done, after much searching, sifting and analysing, the position, as it appeared to me, resolved itself into a recognition of the fact that what our Railway System stood most in need of at the time was a specific policy. That point reached, the next step was to formulate such a policy. This was not as easy as it may appear to some. Soon, however, circumstances forced me to the conclusion that a particular feature of our Railway policy must be the recognition that, while the commercial aspect of the undertaking was of most vital concern, our aim must not be merely to pile up profits for the Government, but to render the best possible service to the public by the adoption of advanced commercial methods in every branch of the System. That conviction reached, we immediately went about setting our house in order. There were many vexatious delays—a hindrance here that had to be removed, a rough corner there that had to be negotiated with care, and, that most unreasonable and likewise most obstinate of obstacles, “It has always been done this way,” which to be removed must be simply but emphatically ignored—and it was! Several drastic changes were introduced. One-man-management gave place to a Managerial Board of three. A Commission, consisting of eminent Railway experts from the Old Country, were taken over our Railways with a view to their advising the Minister and the Government as to the more efficient and economical working of the System. Their Report, after being considered by the Government, was made public and steps taken to act upon such of their recommendations as could be put immediately into effect. The more important of their recommendations, involving heavy expense on the part of the Department, will be pushed ahead with all possible expedition. Fuller particulars of these appear in another part of this issue of our “Magazine.” (See page 46.) I would mention here, however, a change that already has met with marked appreciation on the part of the travelling public, namely the appointment of Divisional Superintendents for North and South Islands respectively. This has been found to yield a more personal form of management and has given greater freedom for the settlement of matters of detail.
Much yet remains to be done. Let me briefly outline the chief points of the various issues facing the Administration.
At the beginning of the current financial year, the Railway Department's finance was separated from the General Fund, thus enabling the Department to conduct its operations on lines approximating to those of a private company. By this means the Administration's responsibility was increased; room was given for exercising greater initiative, and the Department's financial operations rendered sufficiently flexible for carrying out a sustained programme of works, and meeting other emergencies without by one iota diminishing Parliamentary control. Services previously performed gratis for other State Departments, are now debited against such Departments, and vice versa. The new system will have the great advantage of letting the country know just what it is costing to work those lines which, as commercial propositions, would not be worked at all but which are considered to be justified for developmental purposes. Under the old system of finance, the Department was required to return what was called a “policy” rate of interest on capital invested in the railways. This was less than the actual rate of interest payable on the moneys in the railway capital account, and it was generally stated in justification for fixing
Closely allied with finance is the new system of statistics, which has for its purpose the securing of accurate representation of movements in any direction of every phase of operation and expenditure, and clearly showing every fluctuation of same. Information so obtained will prove a reliable guide in promulgating improvements in directions indicated as being necessary or advisable. By the effective use of comparisons, it provides an opportunity to ensure the best being done.
The whole train service has been systematically and thoroughly reviewed; conditions in each district carefully weighed and changes and improved running adopted where such seems likely to stimulate traffic. In a country such as ours where settlement shows a steady upward trend, with population increasing, new industries springing up and intensive development and progress taking place in every direction, it is obvious that the time-table must be amended from time to time to keep up with current requirements. The heavy overhaul of all train time-tables during the year just completed, in order to give a more efficient service, is, to some extent, a confession that the Department, hitherto, had lagged behind. Now, however, the constant endeavour will be to make the time-table more readily responsive to every District's needs and possibilities.
The Management, by mutual arrangement with the Shipping Companies and Motor Service proprietors, is engaged in evolving a scheme to provide a system of “through booking” by train, steamer and motor. This, it is hoped, will meet a public need by removing the necessity of procuring separate tickets for each mode of conveyance and also eliminate unnecessary delay in the completion of long journeys. In this way the motor may be made a feeder of, instead of a competitor with, our Railways.
It is gratifying to learn that the improved time-table has been much appreciated by the trading and travelling public in every part of the Dominion. I take this opportunity also of extending thanks to all in the Service who have co-operated so heartily in the efficient handling of the unprecedented numbers who have travelled by train to New Zealand's record Exhibition.
Precautions for the safety, and care for the comfort of the travelling public have been fully maintained at the high standard previously set by the Department. In regard to the speeds at which trains are permitted to run, there are now in operation on all lines certain maxima for the various classes of trains, applicable to specified sections of track, in every case in keeping with requirements of world standards for safety in train running.
The greatly improved timing of trains obtained under the recent re-organisation of time-tables has been secured by better distribution of the through-cut time, a reduction in the number and length of stops, a general smartening up of work at intermediate stations, expediting despatch and, in certain cases, a limitation of load to secure better time on the up-grades. Slacks on the various runs have been taken up also, but, in every case, timing of trains from point to point has been made to keep within the maximum limits which engineering theory and experience have shown to provide an adequate margin of safety.
In effecting the re-organisation of the Department on strict business principles it has been necessary to adopt methods entirely dissimilar
Admitting that there is a best way of doing everything, the Department is seeking just that, holding high all the while the ring of Progress inscribed with the slogan, “Traffic is secured by courtesy, held by efficiency, and turned to profit by co-operation and economy.” This ideal embraces the preservation of the best of the past and the fullest use of all Railway assets, material, manual and mental.
The best that has been gleaned from abroad by officers who have returned after a world-wide survey of Railway structural and operating conditions will be incorporated in the future working of the Department.
From time to time other officers will be sent to other countries to ensure that the Department may be kept advised by first-hand information of any new details in railway management or equipment which may be of assistance in improving operations on our own system. The whole matter of definite advance in the internal working of our transportation business is indissolubly intertwined with the question of
What we have started out to do in this direction is fully dealt with on another page of this issue of our “Magazine.” (See page 32.)
Hitherto, the Annual Statement to Parliament has been the only means by which the intentions of the Administration, and the effect of Departmental operations have become known to the staff. This was not always in a form easy of assimilation by the bulk of the Department's employees. Being convinced that the confidence and assistance of the personnel in co-ordinated action are essential to obtaining the best results, and that this can be done only by taking more frequent opportunity for keeping them advised of the Department's position, progress and aims I have arranged for an illustrated Magazine to be published by the Administration. In this journal the employees and the business public will be kept apprised monthly of the Railway situation, any contemplated or approved innovations, matters of an educational nature relating to the various phases of Railway working, general news of personal or employment interest, and such other information as may help to develop, with the spirit of team work, a sense of comradeship and joint participation in the welfare of the service.
Although, in general, the new time-table has proved satisfactory to the public, and the running of trains is mostly good, it is felt that something further in the way of supervision is required. This is not with the idea of finding fault with a keenly alert staff, but rather for the purpose of discovering remedies for delays and hold-ups to particular services in various localities. In order to effect improvement in these directions two specially qualified members are about to examine the existing working methods, and recommend remedies for dislocations in transport arrangements where these occur. It is felt that their investigations will assist them materially in deciding what alterations are advisable for accelerating movements of traffic.
It is the hope and intention of the Board of Management that these officers shall come into close personal touch with railway employees in their districts. This, not merely as officials on a round of periodic visitation, but as fellow workers in the same Department; members of the same team. They shall give advice where such is asked or seems likely to be helpful. They will receive also and transmit to Head Office suggestions from any employee for improvement in the working of the service in any of its branches, with the names and status of their authors adhibited thereto. Every suggestion will receive the most careful investigation, and, if accepted, their author will be communicated with immediately.
I feel sure that by improved management in operations and by developing the habit of looking ahead much economy in running costs can be effected. In view of the high cost of operating materials, particularly stores and fuel, a saving in this direction, which would effectually reduce the working ratio, is much to be desired.
The improvement in locomotive tractive power amounting to 42.48% during the last decade, is disproportionately greater than the increase in engine mileage. This leeway can and will be overtaken. I look to every employee to loyally do his bit to aid the speedy and satisfactory solution of this economic problem.
In any comparison of Capital and Costs per mile with those of other countries, recognition must be made of the fact that the cost of railway construction is necessarily heavy in New-Zealand, owing to the exceptionally difficult nature of the country through which most of the lines have been driven. On the other hand tariff rates, to a great extent, are governed by competitive conditions both by sea and road, where the competitors are freed largely from the cost and upkeep of a permanent way, of a safety signalling system, and of terminal accommodation facilities. The hard logic of existing conditions points the only way to a betterment in the financial situation as being through an improved operating ratio between earnings and working expenses. Herein lies the opportunity for a great forward movement by co-operative effort and improved industrial and commercial management.
To achieve the best results it is further necessary that every one employed on our Railways should be equipped with the best machinery and other appliances for his work. The greater the volume of traffic the less will be the unit cost of transport. Therefore the obtaining of more traffic (in which every member of the service may assist the efforts of the Commercial Branch) is the first feature of a policy likely to benefit the Department, its employees and the Dominion.
The cost of construction and repair work on rolling stock is being reduced by improved methods of workshop management. New workshops are about to be erected in the vicinity of Auckland and Petone, and extensions at Addington and Hillside, with the latest world-standards of construction, arrangement, operation and machinery. When these are available this feature will be further developed.
Improved methods for the purchase, standardisation and control of stores are among the economies to be effected.
Better ways for the handling of passengers, parcels and goods traffic are being devised, and already standard elementary works on Railway Economics have been obtained and distributed throughout the various districts as a beginning of vocational instruction, with a view to improving the individual and collective capabilities of every department of the Railway Service.
Efficiency is being promoted also by safety propaganda to reduce accidents among employees. A Safety-First campaign among the staff is under way. This includes the exhibition of posters in Workshops, etc., graphically impressing the lesson of self-preservation, and the Departmental Magazine also will be used to further the same purpose by the exchange of safety-first ideas. Action also is being taken regarding the distribution and exhibition of poster and sticker warnings for the public emphasising the need for taking the greatest care at level-crossings.
Although a most gratifying response has already been made to the new policy I bespeak a still keener interest in, and a still more earnest application to the work in hand. With educational and managerial development along the lines indicated, a fuller appreciation of the spirit of co-operation within all ranks of the service, coupled with increased skill and the elimination of useless waste, the outlook for improvement in the operating ratio—on which staff betterment in conditions and prospects depends—will be brightened considerably, and the likelihood of better rates and accommodation for the public materially increased. Given these, we can look to the future with a cheerful optimism, being well assured that the only dependable method of securing the confidence and goodwill of the public is to deserve them.
A fair exchange of coins makes no one the richer: a fair exchange of ideas benefits all. The day for secrecy and selfishness has gone by. Give freely of what you know. It will help others and strengthen yourself.
Mr. H. H. Sterling, who recently re-retired from the Railway Board of Management to take up an appointment as General Manager of the N.Z. Co-operative Dairy Company, was born in Christchurch in 1886.
He was educated in primary schools in Christchurch, winning a Board of Education Scholarship which took him to the Christchurch Boys High School.
Upon leaving the High School he joined the Railway Service in Christchurch as a Cadet and was at the time of his resignation in the 25th year of his service. After some six years of general station work in Canterbury, Mr. Sterling exchanged to Otago. He spent some years in the District Manager's Office in Dunedin and during that time studied at the Otago University, graduating LL.B., in 1917 and was admitted as a Barrister and Solicitor. He also studied Economics and Advanced Mental and Moral Philosophy with a view to proceeding to the Arts degree, but his studies at Otago University were terminated by transfer in April, 1918, to the Head Office at Wellington. In 1919 Mr. Sterling was appointed Law Officer of the Department and in 1924 was made an Assistant General Manager.
After the Board of Management was constituted to take over the general management of the Department he was appointed a member and placed in immediate control of the Commercial, Legal, Land, Statistical and Rating (Tariff) Branches.
Mr. Sterling's career in the Railway Department has been quite exceptional, he having attained to one of the highest and most responsible positions in the Public Service of New Zealand at an unusually early age. This indicated a standard of ability above the average, while the reputation that he bears shows him to be of unexceptionable character and high integrity. These qualities, together with the first hand experience he has had in dealing with commercial, financial, legal and other problems that arose in connection with the organisation and operation of a large-scale business, should eminently fit him for the position to which he has now been appointed. Mr. Sterling was largely responsible for the new railway tariff, a work of considerable magnitude and importance, and the fact that this Tariff, involving as it did some increases of rates, was carried through and agreements arrived at with all the large interests affected, has no doubt materially contributed to secure to Mr. Sterling the confidence of the commercial community.
Mr. Sterling has also been active in developing the work of the Commercial Branch. The success attending the working of that Branch under his regime has undoubtedly been a great factor in effecting the remarkable change for the better that has taken place in the attitude of the commercial community and the public generally towards the Railways, and the new spirit of service that is now permeating the whole of the operations of the Department where they come into contact with the public.
Outside his official life Mr. Sterling took a keen interest in Rugby football, and last year was a member of the Management Committee of the Wellington Rugby Union.
We are sure that he leaves the Railway Service with the regret of the great body of railwaymen in New Zealand and their best wishes for his success in his new venture.
Mr. F. J. Jones (Chairman)
The first issue of the “New Zealand Railways Magazine” provides a land mark in the history of the railways. The aim of the “Magazine” is to develop that community of interest and team work without which it is impossible to get good results. All ranks are therefore asked to rally to its support. While there are many amongst us who may feel a diffidence about contributing, each and all can at least “read, learn and inwardly digest.”
The motto of the “Magazine” “For Better Service” deserves the thoughtful consideration of every member of the staff. Carried to its logical conclusion it denotes high ideals and good practice. In every direction, avenues for better service will open up before those anxious to give of their best. In a transport service such as ours carrying some twenty-six million passengers per annum and some seven million tons of goods there are endless opportunities of showing courtesy, tact, and assistance to the travelling public. Every passenger, every consignor of goods, is a client of the Department and is entitled to the best service that can be given. And, let me say, the public is very appreciative even of the little courtesies extended to it, therefore endeavour to send it away satisfied.
Another way in which the Department can be served is in the recollection that all new or added business that comes to the Railway is a gain, and makes it that much easier to meet our obligations. Much has been done by the Commercial Branch, by Stationmasters, and others in obtaining extra business. But there is still much to do. Endeavour, therefore, to turn all business possible on to the railway. To do this clients must be given every consideration and courtesy, because it must always be remembered that the only claim we have for the added business is the service which we give.
A further field for better service that offers unlimited scope is that of the reduction of operating expenditure. A great gain forward is made when the economies possible are fully appreciated by the staff. Economy does not mean cheese paring or cutting expenditure without an equivalent gain, but it does mean stopping up every avenue of waste. It means, in effect, cultivating the financial sense.
There are many ways in which savings in operating can be made in train scheduling, in track up-keep, in shop work, in goods handling, in control of stores, etc.
For our present purpose it is not necessary here to go into details; but I do want to draw special attention to the control and use of stores and to the assembling and stacking of second hand material much of which has a large value. In Railway business as in a private merchant's business the stocks on hand should be the least quantity that will efficiently carry on.
The staff of the New Zealand Railways has shown on occasions innumerable that it can be depended upon to rise to the emergency when necessity calls. Disorganisation of train services resulting from slips, floods, and other causes, is tackled by all hands with a vigour and capacity beyond praise. In the same way the reorganisation of train services, of accounts, of tariff and commercial matters has been tackled, and the Board is very appreciative of the good work done. There is, however, still a tremendous amount to do. It may be said that there is no end to what can be done, and we look with confidence to the staff to carry on without relaxation of effort. Our aim must be to give the best service that can be given at the least possible cost; to extend our activities to feeding services; to stretch out our tentacles, so that we may eventually embrace the whole land transport of the Dominion.
Many things are essential to success in the matter of railway operation but none more so than sound organisation. There is a great diversity of opinion as to what organisation is most suitable, but all railwaymen who have given the question serious consideration would agree that no hard and fast rule can be laid down owing to the widely varying circumstances existing in the many countries served by railways.
An organisation entirely suitable in the case of one railway, may not meet the requirements of another where other conditions obtain,
During my recent travels abroad I had the privilege of observing the methods of the administrations of a considerable number of railways and discussing the question of organisation with many highly capable administrators, most of whom were strong advocates of divisional organisation.
It would, of course, be sheer presumption to claim that any one system is the only correct one; but it may be said that, whereas most railways were at one time organised on the departmental system, by far the greater number are now organised on the divisional system. The South African Railways are of the same gauge as the New Zealand Railways and the conditions generally more closely approximate those in New Zealand than do those in most of the other countries which I visited. Furthermore, the South African Railways were formerly organised on the departmental system, and in view of the recent reorganisation of the New Zealand Railways any information as to why the organisation of the South African Railways was changed should be of special interest. The reasons for the change are set forth at some length in a publication entitled “South African Railways and Harbours,” and I give them in condensed form hereunder.
Divisional organisation was adopted throughout the whole of the amalgamated South African Railways when Union was established in 1910. Prior to that the departmental system was in operation on the railways of Cape Colony and also on the Natal Railways, but a few years previously the Central South African Railways had discarded it in favour of divisional organisation.
Under the departmental system the three main departments of the Cape Railways reported to the General Manager as the Chief Executive officer. The Traffic Department, controlled by a Chief Traffic Manager, was responsible for the running of trains, the conveyance of passengers and merchandise and for procuring and developing traffic. The Locomotive Department, controlled by a Chief Locomotive Superintendent, was responsible for the supply, running, and upkeep of engines and rolling stock, the control of the locomotive staff and the management of the railway workshops. The Engineering Department, controlled by an Engineer-in-Chief was responsible for the maintenance of the permanent way and the construction of new lines and new works.
The railways were divided into systems, and on each system there was a Traffic Manager, a Locomotive Superintendent and a Resident Engineer. Each of these officers had a complete office staff, and, under certain limited authorities, was responsible to the Chief Traffic Manager, the Chief Locomotive Superintendent and the Engineer-in-Chief respectively, for the satisfactory working of his section in so far as it concerned his own particular department.
Each system was again divided into districts, the traffic district being in charge of an Assistant Traffic Manager, the locomotive district in charge of a District Locomotive Superintendent, and the engineering district in charge of a District Engineer. These officers reported direct to the Traffic Manager, Locomotive Superintendent, and Resident Engineer respectively, and each had a separate office staff.
The Traffic Manager, Locomotive Superintendent and Resident Engineer combined as separate units under their respective departmental heads, towards the movement of all traffic offering.
It was found, however, that each department gave first consideration to its own direct interests. The Traffic Department having no interest in the engines beyond utilising them to the best advantage for the purpose of handling the traffic was sometimes ready to strain a point beyond the regulations when arranging engine loads, while the locomotive department, being responsible for the engines, was more concerned with their upkeep than with the movement of traffic. Delays to traffic, other than delays in running, did not affect the Locomotive Department by which such matters were at times subordinated to other considerations such as engine working and engine mileage.
The Engineering Department was more interested in its own sphere of operations than in the handling of traffic, and did not always readily acquiesce in the employment of more powerful engines where such could advantageously be used, as their use would entail increased maintenance expenditure.
Although complete co-operation between the different departments was essential to secure efficiency, want of harmony was inevitable in consequence of each department looking after its own interests first, and, with circumlocution through the various offices necessitating each local head reporting the circumstances to his departmental head, who, in turn, communicated with another and possibly a third department, opportunity for removing difficulties with any degree of promptitude was remote. The interests of the three departments were divergent and a want of harmony was inevitable as there was no master-mind to exercise control.
The operating officers of the Locomotive and Traffic Departments had their own ideas as to the way in which traffic should be worked, and they naturally preferred to work it accordingly.
Under departmental organisation each separate department naturally endeavours to attain the results best suited in its own interests rather than the interests of the railways as a whole, and whilst this may not be done deliberately, it is the inevitable outcome of a system under which the efficiency of the railways as a public carrier is subordinated to departmental exigencies.
The only means of securing united effort on the part of responsible officers, and of avoiding friction caused through the clashing of departmental interests, is to make one officer the supreme head of the division and to place the other officers under his jurisdiction.
It has been urged that the secret of successful organisation lies in arranging that the units composing it shall act as one person, whilst utilising the utmost knowledge and experience of all.
The traffic, locomotive, and engineering branches being directly or indirectly connected with the operations of trains for the movement of traffic, the work of the division can be most efficiently carried out under one officer having complete control of the division. He can dispose of many minor points brought forward by the officers responsible for the running of trains and the maintenance of the line, either by decision on the spot or by reference to one superior officer. That is exactly what the transportation or divisional system of working ensures. This is the system which has been in operation throughout the South African Railways since Union, and, under it, the whole of the operations covering the movement of traffic are centred in one Transportation Department.
The South African Railways are at present divided into four systems, each system, so far as transportation is concerned, being under the direct control of an Assistant General Manager (corresponding to our New Zealand Divisional Superintendents) responsible to the General Manager. Each system, with the exception of Natal, is divided into two or three divisions (corresponding to districts in New Zealand), and each division is a complete unit under the charge of a divisional officer (District Traffic Manager and District Engineer in New Zealand). The divisional officer may be a professional or a non-professional man. If a traffic officer, he has a civil and a mechanical engineering assistant, designated Superintendent or Assistant Superintendent, to support and advise him, and an Assistant Superintendent to control the office force. All the officers are contained in one building and have one common staff of clerks to assist them.
The running staff, the maintenance staff, and the traffic staff, consisting of stationmasters, station clerks, inspectors, and foremen are under the Divisional Superintendent, from whom they receive all instructions and to whom they submit their reports. He is thus able to bring about results and to deal with matters which would otherwise be deemed to be entirely outside his scope.
The Assistant Superintendent (Maintenance) deals with matters affecting the maintenance of the line, and, similarly, the Assistant Superintendent (Mechanical) attends to engine and vehicle matters. The traffic official is styled Assistant Superintendent (Operating) and attends to the running of trains, delivery of goods, etc. In the absence of any one of the assistant superintendents another may act on his behalf no matter which branch of the work he usually undertakes.
The Divisional Superintendent, as the head of the division, is charged with the economical and satisfactory working of the whole of its operations. All expenditure on the division is debited against the Divisional Superintendent.
It is claimed that the transportation or divisional system tends to give officers a better training for the more responsible positions, than does the departmental system. It is undoubtedly the case that under the transportation, or divisional organisation, a broader view is taken of the working generally, and of various improvements along the line which are seen to be necessary from time to time. Under this system officers look more to general utility and less to the question as to who should bear the cost, and there is not the same tendency to take no interest in work which, under the departmental system, would be for the benefit of some other department.
On the South African Railways then, the outstanding features are that each system, with the exception of Natal, is divided into two or three divisions, each of which is a complete unit under the charge of a divisional officer (the Divisions correspond to our Districts); that the divisional officer may be a professional or a non-professional man, and, if a traffic officer, he has a civil and a mechanical engineering assistant to support and advise him, and an assistant Superintendent to control the office force; and that all the officers are contained in one building and have one common staff of clerks to assist them.
The running staff, the maintenance staff, and the traffic staff are under the Divisional Superintendent, from whom they receive all
The question naturally arises as to whether in New Zealand it would not be advantageous and more economical to abolish the positions of District Traffic Manager and District Engineer and to appoint District Superintendents with Maintenance or Traffic assistants as the case may be and, as a natural corollary, to house all the officers in one building and have one common staff of clerks. Personally, I think it would.
I am also of opinion that the organisation could be still further improved by appointing Assistant Divisional Superintendents instead of District Superintendents at Auckland and Christ-church—the headquarters of the Divisional Superintendents. This would obviate the necessity for separate offices and staffs for Divisional and District Superintendents, eliminate much correspondence, and permit of economies being effected in various directions. A further advantage would be that the Assistant Superintendent, who should be senior to the District Officers on the Division, would understudy the Divisional Superintendent, and would be capable of relieving him when necessary.
Actually, the present position in New Zealand is that we have Divisional Superintendents superimposed on the old Departmental organisation. In my opinion, as a result of this, that measure of co-ordination and co-operation that is desirable and should be capable of being effected under Divisional organisation, is hardly likely to be accomplished; for the different branches must inevitably continue to function more or less as such, whereas if the whole of the business were under one control the machine should work smoothly as a single unit which, after all, is the object of Divisional organisation.
In South Africa the Commercial side is under the control of the Divisional Superintendents. These, in turn, are responsible to the Assistant General Managers who centrol the respective systems. The circumstances existing in the Dominion no doubt differ from those in the Union, and the Dominion having established a Commercial Branch as a separate unit, which has undoubtedly been a success, I would not at the present time advocate placing the Commercial representatives in the various districts under the control of the District Officers. I wish, however, to emphasise the absolute necessity for close co-ordination between the District Officers and the representatives of the Commercial Branch in the interests of smooth and effective working; and I think, in view of the natural interrelationship of the Transportation and Commercial Branches, that both could with advantage be placed under one member of the board.
There is another direction in which I consider we could advantageously develop our organisation on the lines of that of the South African Railways:—For instance, increasing the authority of our Divisional Superintendents in connection with the authorisation of works; the settlement of claims; the retund of certain moneys where no principle is involved; the writing off of revenue which, owing to certain cricumstances, has become irrecoverable; the clearance of storage and demurrage charges, etc.
One effect of such development of Divisional organisation in New Zealand would be the elimination of a large amount of correspondence in the Districts, ancl also between the Divisional Superintendents and the Railway Board.
It is very undesirable that any matters which might reasonably be dealt with by Heads of Branches, I am Divisional Superintendents should be referred to the Board.
The working of the divisional system in other countries, I am convinced, is based on sound principles and has enabled many railways to obtain more satisfactory results than were obtainable by them under the departmental system. I am also convinced that it develops better all round railwaymen than the departmental system—men with a broader outlook which fits them to grapple successfully with the difficult problems constantly arising. Good team work is the secret of success in any large concern, and divisional organisation is designed to develop such work. Furthermore, divisional organisation gives plenty of scope to all members who take a keen, intelligent interest in their work. There is no cramping, narrowing influence, such as exists where the divergent interests of departments cause members to work selfishly instead of for the good of the railway as a whole.
Mr. A. W. Mouat, Commercial Member.
One of the most interesting developments in our Railways of recent years has been the creation and growth of a special branch, the members of which devote their attention especially to the sale of our commodity—Transportation—as distinct from the great majority of our staff who are engaged, so to speak, in the manufacture of our stock in trade. One has only to consider the matter for a moment to realise how entirely logical is this
The Railway Department is in a similar position. We manufacture and sell transportation. Our facilities for increasing the volume of our stock-in-trade are capable of enormous development. The more we develop, the lower will be the cost of production. And, as greater turnover and lower cost of production make for the material prosperity of the Department and, consequently, of the staff, it is directly to the interest of every member to increase the demand for our product.
Although previous appointments had been made of officers who were designated as Commercial Agents, it was not until 1924 that the first step was taken to constitute a business-getting organisation within the Department.
In that year, in pursuance of his policy of making a vigorous and sustained effort to retain and increase the Railway business, our Minister appointed a Commercial Manager with a staff of Business Agents in each Island. This is the official organisation at the present day, and it cannot be gainsaid that the main purpose of their appointment,—to retain and increase the business of the Department,—has been wonderfully successful.
In saving this, however, it must not be thought that all the credit is due to the few members directly attached to the Commercial Branch. No statement of the facts would be complete which did not ascribe to every individual member of the staff, outside the Commercial Branch, the fullest credit for their loyal and wholehearted co-operation in furthering the policy of the Department and the aims of the Branch. As a matter of fact it can well be said that the work of the Commercial Manager and his Business Agents could not have been nearly so successful, if the general staff had not rendered them the fullest assistance. It must also be remembered that in the future, as in the past, the success of the Department's efforts for “More Business” is, to a very great extent. dependent upon the continuation of this co-operation and assistance.
Every member—no matter what his position in the Service—who, by the display of interest in, and attention to the requirements of the public, creates a friendly feeling, or makes a friend for the Railways, is helping the cause.
After all, the money cost is not the only thing that counts. Service, polite, attentive and helpful service, counts in everyday life for as much as mere shillings and pence. Think of this in its personal aspect. Would you take your own business to an establishment where you were treated in an off-hand, don't-care-a-damn manner, if there is close by another establishment where you know you will be met with attention, courtesy, and interest in your requirements
This matter of courteous, attentive and helpful service is so vital to the popularity and success of our business that its importance cannot be overestimated nor can its constant practice be too strongly urged.
In meeting the keen road competition with which we are now faced in so many directions, it is very frequently the case that this factor—good service—is all that is needed to swing the business over to us instead of to our competitors. Generally the freight rates are in our favour, or if not, the difference is so small as to be immaterial, and the business goes to whichever system shows the most desire to look after the interests of the potential customer. Let us all resolve then that, so far as it depends upon us, that system shall be the New Zealand Railways.
The making of friends (and customers) is not necessarily restricted to those whose every request can be met. Many requests are, and will continue to be, made that it is not possible to accede to, but it does not follow because you cannot grant a man's request that you cannot keep his friendship for the Railways. On the contrary, these are the very cases that call for our best efforts. Show him that although you cannot do exactly what he wants, you are desirous of doing all that is in your power to help him. If you can, explain to him why his request cannot be granted, see if there is any alternative open of which he is not aware. In other words do your best to help him. By doing this you will find that you rarely lose a friend, but on the other hand you will frequently and unexpectedly make one.
From what has been said it will be seen then that the Commercial Branch of our Railways has grown from small beginnings till, now, every man on the pay roll, no matter to what branch he belongs, or what position he occupies in the service, is, and should regard himself as, a potential business-getter. Though everyone is not on all occasions dealing with an individual who is buying transport facilities, yet any man on the staff who, in the course of his work, makes a friend for the Railways may indirectly induce business although he may never hear of it.
Remember that each friend made for the Railways is a valuable asset, a possible source of business. It is up to every one of us who depends on the Railways for his livelihood, to keep this always in mind.
By keeping the idea of commercial enterprise constantly before us, and regarding the Railway as a kind of mill in which transportation, instead of wool or wheat, is the raw material needed to keep both the men and the machinery fully and profitably occupied, the economic aspect becomes clear. It is to the interest of every member to help to bring traffic to the trains; to keep loaded, prompt, and accurate, these swift shuttles of intercourse and commerce which are weaving ever closer the rich fabric of the Dominion's producing, manufacturing and trading interests, on which industrial and national stability and prosperity depend.
In your business or professional life, you rise or you fall according to you ability to get along with human beings, to command their respect, and to create a spirit of co-operation.
President, Princeton University, U.S.A.
* * *
A lady writing to the Department has suggested that the way to prevent accidents at level crossings, is for each train to stop at every crossing and whistle loud and long before proceeding to negotiate it.
Each Commercial Traveller is a potential freight-getter, intent on securing business for his employer. Good service to the traveller is good service to the Department, for if samples be miscarried, delayed, injured or destroyed by want of proper care on our part, loss of trade both to the firm concerned and to this Department is likely to ensue.
Every railwayman who handles Commercial Travellers' luggage can assist greatly in giving satisfaction by exercising proper care in handling and stowing.
Don't roll, push, or throw the containers about, but lift them.
Don't leave samples exposed to the rain.
Do use trollies whenever available, especially when loading into or unloading from vans, but in any case
Don't simply drop or push the containers from the van to the platform. Want of care in this respect causes 50 per cent, of the damage.
The goods are valuable—Handle them accordingly.
From the plan it will be seen that the layout of the new shops differs so much from the arrangement existing at any of those now in New Zealand that a description of the methods to be employed in operating them and of the principles involved will interest everyone.
Minimum handling of material.
Adequate facilities to do the work.
Provision for future extensions.
These are three important factors considered in the design. The layout is centered about a Midway, which is served by an overhead travelling crane throughout its length. All the main shops border on this Midway at one end, thus providing direct access from and to all other main shops and stores. Heavy material will be transported from wagons on tracks that intersect the Midway, and from shops to stores by means of the overhead crane. Lighter material will be transported inter-departmentally by electric trucks.
The main repair and building shops are located on one side of the Midway and the supply departments, namely, the Stores, Black-smithy and Foundry, are located on the opposite side of it, the minimum distance away, as these are the places where the heaviest traffic will be.
Further extension of any shop is provided for by extending away from the Midway.
Included in the plan is a wagon repair shop, it being necessary to provide facilities to handle heavy wagon repairs such as accumulate at each large terminal yard.
The locomotive shops themselves are designed with transverse pits. There are two shops that are served by a power traverser so that engines may be put into and taken from any pit without disturbing any other section of the work. One locomotive shop will handle engines for straight, heavy, medium or light repairs, and this shop has the Machine Shops behind it. The locomotive shop on the opposite side of the traverser will handle heavy boiler-work jobs and tenders, and the Boiler Shop is in the shop adjoining it.
In operation, engines will come direct from the yard on to the traverser. They will then be transported to, and put into the central bays of, the shops where the cleaning vats are located. There they will be stripped and all parts cleaned. The overhead crane will then lift the engine off its wheels and carry it over the other standing engines to its repair bay. Wheels will be cleaned and rolled back right into wheel gang where all repairs will be done. From the stripping and cleaning department all material will be distributed to the different specialised departments and will be returned to the engine pit for re-erection. Wheeling will be done by the crane on this job, after which the engine will be taken by traverser to the steaming test pit for final trimming and test prior to delivery into service.
I have been asked that question outside of the Department many times, but before going into details Is will try and answer the question generally. Is it something new! No, it is what all factory managers and engineers, from time immemorial, have included as part of their many duties. It is the. ‘specialist development of the science of industrial management,” just as every other science and job is specialised to-day to meet modern requirements of competitive business.
The late
The scientific management of industries, the object of which is to do the right job, at the right time, on the right machine, by the right man, at the right cost.
Considering the hundreds of books, the dozens of magazines, and the numerous societies devoted to this specialised branch of management engineering, that answer is a very concise interpretation. If you think over his statement you will realise that its application is to any shop, department, industry, railway, or, in fact, to any industrial institution that considers business efficiency.
Production methods, which is only another term for scientific management, simply analyses management or shop methods into the finest number of elemental details, and examines them in the light of economics and experience, to get at basic facts. When the analysis is complete, the best is chosen in each case, and the whole built up into a new organisation or construction.
one best way.” In railway practices we are all doing the same class of work; exactly the same job in many cases, and each shop does it a different way. It does not require much brains to know they cannot all be best, right or cheapest. We must find the “one best way.” Mr. Gilbreth carried his investigations much further than the mechanical field and went so far as to take motion pictures of surgeons performing operations in large hospitals. Detailed examination of the films of all the different surgeons showed up the unnecessary motions, until what was recognised as the “one best way” was found, and the display of this film for the education of other surgeons with less opportunity has advanced the science.
Do not say that does not apply to us. It does. In railway work, by reason of the great similarity of the operations of all railways and railway shops, there is less excuse than ever for economic inefficiency. The first thing that is necessary is that we think right. Stop the thought that “because you have managed along certain lines for thirty years” it should be good enough. It is not, and that is the best reason why it is not. If true, it means that you have not advanced a step in thirty years. Well, the rest of the World has!
My object here is to get all departments and men concerned to think with an open mind on the subject. There are no secret methods and the best way is to explain in more detail, the reasoning behind the different phases of the work. Passing from generalities and principles involved, let me list a few of the specific jobs that the Railway Production Department requires to give attention to in actual practice:-
(1.) Planning shops, machinery and equipment in order that work may be properly routed, and planning the work by scheduling the operations to be performed to the desired economical result.
(2.) Co-ordinate all the Departments concerned in the output of each shop. In other words, get every department concerned to do its own function right.
(3.) Balance the shops organisation so that it can do economically what it is asked to do.
(4.) Get costing methods that are useful and useable to the men who are spending the money.
(5.) Analyse the methods employed for the purpose of arriving at the “one best way,” whether in offices or shops.
(6.) Budget Expenditures of all departments concerned so that it is known what is going to be spent before it is spent, and not after, when they are only history.
These are some of the subjects 1 shall explain further in future issues. Meanwhile I want to give you one—just one—reason behind “scheduling locomotives,” in regard to which
You will agree that a locomotive is only productive of revenue when on the road and that when it is in the shops it represents loss, because it represents a sum of money, say £7,000, lying idle. Figure the interest alone and you will realise that if we take only £10 per day as its earning value, we are taking a figure for this calculation far below the actual one.
Now, the average number of days an engine was “out of service” for a thorough overhaul in 1924 was over seventy. In a properly equipped and scheduled workshop, 35 days would be excessive, and it is much less in many shops outside New Zealand. From an “engine out of service” point of view, what is the difference to the Traffic Department between these two conditions? The difference is that double the number of engines are “out of service” under the old condition.
Scheduling work through shops does not mean necessarily that we are going to do work in half the time, and therefore double the period output. It just as correctly means planning the work to be done in half the time and yet to deliver the same period output. If this alone were done, the “out of service” days per period would be reduced by half, and this means that the Traffic Department would have available for revenue traffic an increased number of engines equal to half the total number held up for repairs, and this on our railway has been carefully figured out to be equal to forty more engines in service all the time. It is not difficult, therefore, to figure the saving possible by the application of schedule methods.
How is the shop affected? For each engine scheduled a careful plan is made stating when each section of the work is to be delivered to each detail department, and when it is required back in the Erecting Shop. All departments are given a schedule showing completion dates on all parts. The whole plan is co-ordinated with a master schedule which shows the position of each engine daily, and, by a system of cheeking every item not done “on time,” the Workshop Manager is able to prevent delays from affecting the final “out” date. Theoretically the men are working on half the number of engines to give the same output as formerly. Practically this condition may, or may not, be attained, due to the variation in engine classes and the classification of repairs.
The speeding up of the output by schedule methods is attained, not by any increased speed in performing machine or hand operations in detail, but by cutting down the time between jobs, by ensuring continuity of operations by having tools, drawings, materials and instructions in readiness ahead of requirements.
Tenders have been received for the new machinery required in outfitting the new workshops. These are at present being gone into carefully.
The second of the cars designed by
New straight exhaust pipes are being fitted to engines, and are giving very satisfactory results in coal consumption and free steaming.
Grease, instead of oil lubrication, has been tried successfully on the big ends of “Ab” locomotives working express trains. The Chief Mechanical Engineer has now placed an order for fifty grease cups. When received and fitted on the big ends of “Ab's,” the use of lubricating oil for these bearings will be discontinued entirely. Further experiments are about to be conducted in the use of solid lubrication on other bearings. There are many advantages in grease lubrication. In a future issue the method of its use on big ends will be described.
The intermediate engine and tender drawbar-gear, on “Ab” locomotives has recently been thoroughly investigated, and a new design is now being tried out. Another design with slightly different details is also being made. The principal purpose of these is to give flexibility when traversing sharp curves and in negotiating undulating country. Another “Ab” improvement introduced is the use of forged instead of cast steel cross-heads.
Quotations for thirty-one new boilers for various classes of engines are being invited. Some of these are for replacements and some are spare. An order for ten of these boilers (super-heated) has recently been placed with Messrs. The North British Locomotive Company Limited, Glasgow.
Two hundred and fifty rolled steel disc car wheels are on order and will arrive shortly from England.
Spittoons now fitted in first class cars are to be replaced by ash trays of suitable design screwed on the interior walls of the ears. Hopper closets in cars will also be discontinued as soon as the first consignment of trapped W.C.'s specially made for railway purposes is received.
In a trenchant speech delivered at Pukerua Bay, the Prime Minister, when referring to his Department of Railways, said that he wanted the whole staff to “get the big idea.” This was essential before real progress could be made.
Such a movement to be successful should begin at the beginning. It was, therefore, with pleasure that we listened recently to one of the standard lectures prepared by
You have but newly joined the Railway Department, and have to look ahead to forty years in the Service.
To succeed you must love your work, live it, walk it, talk it, have all your thoughts centred in it. Thereby you will make good. This is your great opportunity, and high aims are necessary to take full advantage of it. In starting off you should dream of future success, and, by will and perseverance make your dreams come true.
Put life and ginger into the tuition received here. Aim at perfection by close attention to detail, and remember that close attention to detail is what makes work interesting. Form the habit now and it will help you throughout your career. Even in routine work—such as invoicing—try to improve, to gain speed, to become expert, to go faster and get more done. Don't think any job a small one. Think of your job as big, and keep at it diligently.
The homework you get here gives opportunity for initiative. You have to think for yourselves. Appreciate the chance accordingly and you will find the main pleasure of life, that of self-development, lies at the back of these problems.
Try to improve your English; study the dictionary; read good authors; practice writing and spelling. Be assured that the further you go the wider will the field become, and the more certain will it appear that enjoyment of the work in hand is necessary for improvement and efficiency.
While the above is being delivered, there is another class across the room being lectured on tariff matters, and a group of boys near at hand are practising telegraphy. We note that some of these have drifted nearer and are listening hard, caught in the snare of the speaker's earnest oratory, as he continues:—
Brains and perseverance take you all the way. There are variations in mental capacity. But it is worth remembering that any brain-power handicap can be made up by “sticking to it.”
Don't miss any business-getting opportunities. We are instructing you carefully in the tariff. Well, a definite knowledge of the rates helps to secure traffic by giving that assurance to customers which accuracy alone can yield. If you hear any inquiry regarding Railway matters, do not hesitate to go right up and offer information. If you show courtesy and politeness your help will be appreciated, and your keenness will do credit both to yourselves and the Department. Remember in your dealings with the Public to give equal treatment to all. Personality is the thing that counts, that gets you along, that opens the road before you, and a strong personality is only developed by controlled behaviour. Remember that self-control gives power, and can accomplish all. Therefore cut out the “can'ts,” and make the song of the Loco—and all it means—your favourite melody.
Here a medley of sound, the bang of a typewriter and of several telegraph instruments, commingled with voices from the class across the room, impinges on the senses as Mr. Hayton takes breath in the straight for his final run home. Hear him:—
Punctuality is a necessity for the proper performance of business, and no one can be considered reliable who fails to observe this virtue. Then loyalty to the Department and to your fellow-officers is the mark of a gentleman and must be maintained inviolate. With it is associated trustworthiness—an essential to honesty of character.
In the matter of deportment, a respectful attitude is desirable. You should not be afraid to use the word “Sir.” There is no servility in it. To use it towards a senior is to treat him with proper respect. The public like it. If you practice using the term its use becomes automatic and gives constant pleasure. Then you should all study cleanliness, tidiness and attention to your personal habits, in order that you may improve them and eliminate all things from your way of life which might impede self-development and progress. Thus will your self-respect be increased and your personal value augmented.
The attention of the whole staff is drawn to the work being carried on from this, the Department's Training and Correspondence School. Here is your chance for a systematic education in the science of transportation. Come along and enrol as a student. Take the earliest opportunity of engaging in the study of your job. See the whole course ahead of you. Make your own chances. Get “the big idea.”
Several of the large manufacturers of permanent way equipment in Britain were visited and the latest developments fully discussed.
A matter brought forcibly home to many railways by competition is the cost of track maintenance on light traffic, non-productive lines. Considerable saving has been achieved in some cases by lengthening out the gang-lengths and providing a motor trolley for the gang. Investigations are being made with a view to adopting some such method on our own light traffic lines. The use of motor trolleys for line gangs is fairly general in America, but is quite unsuitable for the greater part of our system owing to sharp curves and deep cuttings. None of the labour saving devices inquired into seemed to be suited to our conditions. They generally require considerable space at the side of the track and are only economical on a big face of work.
The general practice of bridge design and records was touched upon in passing, but no close investigation could be made. Our bridge design conforms to the best practice, and it would appear that we are well ahead of most railways in the systematising of our bridge records.
The commercial field was explored as far as time permitted, and information was obtained in regard to machinery, tools and material applicable to railway maintenance and construction work. Notes were made of various functions outside my particular sphere. The education of staff, the warehousing and issue of stores, the feeding of passengers en route and at terminals, sleeping accommodation on trains, etc. Much that was seen and learned requires to be carefully equated to our system, which has many features peculiar to itself.
The Taranaki roads are the best in the Dominion, a fact which has made more difficult the task of the Department in regaining the traffic lost there to motor transport. But the road competition was also very severe further south, notably between Wanganui and Marton, Feilding and Palmerston North, and between Palmerston North and Wellington. After exhaustive investigations as to the quantity of traffic being carried over the road from Wanganui to Marton, Feilding and Palmerston North, and as to the rates being charged by the lorry owners, our rates were cut below those of the opposition and an extensive canvas was undertaken in an endeavour to win the traffic back to its proper channel, the State-owned transport system.
The results have been very gratifying and the train traffic from Wanganui to the towns mentioned has been growing steadily, with a consequent increase in the revenue and an easing of the burden of lorry traffic on the roads.
The lorry owners of Palmerston North who had been running in competition with us between that town and Wellington, decided about a year ago to form an Association and to act as feeders to the Railway instead of competitors. They had found that long distance runs were not a payable proposition and invited representatives of the Department to meet them and discuss the question of transport. Several meetings took place and eventually the Association agreed definitely to act as feeders of the Railway.
Prior to this, special cut rates for benzine had been instituted from Wellington to stations as far north as Marton and Woodville, from New Plymouth to stations to Patea, and from Wanganui to stations to Marton. The primary object was to eliminate the back loading for the lorries and the results have more than justified the reductions in rates.
Every effort was made to secure the butter and cheese output from factories, meetings of Directors of Dairy Companies being attended and the claims of the Department urged. Reductions were made where necessary to secure the traffic and in many cases the stipulation was made that the benzine traffic for the Dairy Factories should be placed on the rail.
An extensive canvass was undertaken for the wool traffic, woolgrowers being personally interviewed and quoted through rates from wool sheds to destination. The wool traffic in the Wanganui district already shows a large increase over last year.
The passenger traffic has also been exploited, and where a demand existed, Sunday trains were run. The Sunday trains from Hawera to the New Plymouth beaches and from Palmerston North to Foxton have been well patronised and very much appreciated by the public.
The steps that were taken to arrest the flow of traffic from the Railway have been fully justified by the results. The Wanganui district revenue is about £45,000 to the good compared with last year and apart altogether from this there is a very fine relationship existing between the public and the members of the Railway Service to-day due to the loyal, obliging and efficient way in which the Railway men have carried out the policy of the Department.
Looking sun-tanned and particularly fit after nearly a year occupied on his round-the-world tour in search of railway information, Mr. J. Mason, the first member of the Railway Board to be despatched abroad in conformity with the Ministerial policy for reorganising the Railway, was his usual, even, possessed self when visited at his office in the brick building in Featherston Street where the Heads of the Railway are housed. He was quite prepared to tell, for the benefit of members of the service, about the things he had seen and the information he had gained in the course of his globe-embracing itinerary.
Mr. Mason, it will be remembered, set out on his travels accompanied by Mr. Angus, Locomotive Engineer, and with him were also associated, at times in England, Mr. Davidson, Assistant Chief Engineer, and Mr Pickard, formerly of the Wellington District Traffic Office.
The general movement was an outcome of the plan for the education of Railway Officers adopted by the
Mr. Mason included his confrères in alluding to the tour, and paid a tribute to the assistance rendered by them in securing information likely to be of advantage to the working of the Railway system in this country.
Referring to the fact that never before had Railway Executive Officers from New Zealand officially visited England, he remarked that on their present tour they had been “trailblazers.” Members of the service who might in future be sent overseas to bring back the wider vision and surer knowledge, which personal contact with the practice and problems of overseas railroading confers, would have the benefit of the guidance which his own experience and that of Messrs. Davidson, Angus and Pickard has rendered available.
Speaking generally, Mr. Mason said that if anyone expected, as a result of their inspection of Railway conditions in other lands, that a sweeping alteration in the railway methods of this Dominion was likely to be undertaken, they were doomed to disappointment. Nothing of the kind was at present either necessary or desirable.
The chief benefits derivable from the close inspection of overseas railroad methods lay rather in details of administration and technique—matters often small in themselves which were none the less important, and which, in the aggregate, helped to pave the road for successful operation. Still there would be certain directions in which alterations could with advantage be made, which would have far-reaching effects in moulding the Department to the world standard of transportation efficiency.
“I am,” said he, “busily engaged in formulating proposals in report form for the adaptation of the best in the various modern phases of railway working found in other countries to suit the requirements of Railway business in this Dominion.”
As visible evidence of the assiduity with which the search for information was prosecuted by these representatives of our Railways while overseas, it may be mentioned that, for months past, matter bearing upon Railway problems has been landing at the Head Office, containing the ingredients, as it were, from which the pie of improvement for the New Zealand Railways has yet to be baked.
Mr. Mason did some strenuous travelling both in the Old Country and in America in an effort to gather, in a limited time, as much information as possible.
Very frequently after spending the day in close examination of working conditions at, say, Manchester, Liverpool or York, the night or a goodly portion of it was spent travelling possibly to London, or some other centre where appointments lasting through until the evening of the
“I lost seven pounds in weight while in England,” laughingly remarked Mr. Mason. He attributed this to the constant strain of work and travel which the effective carrying out of their ambitious programme of inquiry involved.
Fortunately in New Zealand, through the lines being under one control, difficulties arising from distinctive practice in various parts do not arise, but a great deal of information which is applicable to our lines has been gathered from a careful sifting of railway practice as it exists to-day in Australia, South Africa, the United Kingdom, other portions of Europe, and America.
Amongst the most striking features of railway operating which came under Mr. Mason's observation was the surprising volume of suburban passenger traffic handled at the big London terminals, and the punctuality maintained by the train services.
“The high standard of efficiency in these respects,” he said, “has been obtained by heavy capital expenditure which nothing but the great concentration of population in Great Britain (now 48 millions) could warrant.”
The way in which the populace flocked from all parts of the country to the various watering places on Sundays and Bank Holidays and the popularity of Wakes and Fairs constituted another phase of British life which impressed Mr. Mason.
“For Wake Week in Manchester,” he continued, “the manufacturers simply closed down their works while all the working classes streamed off to the seaside and other holiday places. They were all out for a good time, and nothing could damp their ardour. At these times people might be seen sleeping anywhere about stations at all hours of the day or night waiting for their trains, and nothing disturbed their determination to be carefree and to enjoy themselves. Bad weather, train congestion produced by the handling of such enormous crowds, or any other inconvenience, was treated as nothing to worry about. They had the real holiday spirit. At Blackpool, with rain falling continuously in a heavy drizzle, the town packed to overflowing, and thousands unable to find accommodation, there was no sign of discontent. Instead, all were as gay as possible, singing away and cracking jokes, ‘wet as shags,’ but enjoying themselves immensely. Under similar circumstances a New Zealand crowd would almost certainly feel rather bedraggled and look somewhat downcast.”
Asked as to the goods traffic, Mr. Mason said this was remarkable at some of the big goods stations, there being a huge volume of traffic dealt with.
“At Bishopsgate, where, owing to the site being in a congested area and blocked in with huge buildings, there has been no opportunity for extending their shed space, both inwards and outwards traffic is dealt with through the same building, the outward traffic being worked from midday to midnight, and the inward traffic from midnight to midday. Of course under these circumstances, some overlapping occurs; but the position is well handled in spite of the limited accommodation available.”
Referring to train speeds in England, Mr. Mason said he had timed some trains travelling at over 80 miles per hour on portions of their journey, and others kept up a speed of 60 miles per hour for considerable periods. Yet having regard to the difference in conditions between one country and another, the broader gauge, the more consolidated track, the more level country which England has compared with New Zealand, he considers our express trains do very creditable running, particularly the “Limiteds.” “On this point,” said Mr. Mason, “I have heard many spontaneous complimentary references by visitors. They are pleasantly surprised at the great development in railways they find in so young a country as ours, and also that so much has been done in New Zealand particularly under the more recent development of operations and extension of train services by and for a population which even yet does not exceed one and a-half millions.”
“Although,” he concluded, “each country has its own distinctive features, for speed and comfort it would be difficult to find anything to surpass the English Railways. At the same time it must be acknowledged that in some of the other countries visited conditions were very good indeed.”
Statement by the Minister of Railways
Opportunity for Everyone
Under a new system adopted for promotion in the Service, and to provide vocational training throughout the Service to those requiring it, the outlook for members has been greatly improved. A definite establishment has been decided on for all branches and sub-branches of the Department. This establishment is to become operative after full inquiry by the Staff Superintendent and thereafter will be departed from only in cases of emergency.
A system of marking under an established standard, which will ensure that special attention is directed to officers of special merit and ability and, vice versa, to any demerits or disabilities, is being adopted in connection with the annual reports of controlling officers. Steps will be taken to ensure proper co-ordination in the marking, the reports when completed being subject to the careful scrutiny of the Management. I anticipate that this system will replace the Round Table Conference as soon as it is thoroughly installed.
In further development of the idea of giving all members equality of opportunity, applications will be called for the various senior positions falling vacant from time to time. It is hoped by this means to suit the convenience of members better than under the present arrangement whereby positions falling vacant were filled in rotative order, and members failing to accept such positions were, in general, required to stand down from promotion for two years. Under this system the fact that a member may not choose to apply for a higher position falling vacant will not, in any way, affect his chance of securing appointment to any subsequent vacancy for which he may desire to apply. Merit will be the sole consideration.
Included in the staff re-organisation problem is the question of regrading positions. This work is at present in hand.
Under a new system adopted from the commencement of the current year, cadets entering the Traffic Branch are given four months in a Departmental training school at Wellington. Here they are taught the elements of station work and telegraphy, and lectured daily by thoroughly qualified instructors on such subjects as tariff charges and regulations, station accounts, and the fundamental principles of train working. Included in the curriculum are special talks on business getting, courtesy, behaviour, health, habits, self-reliance and ambition, the purpose being to mould the minds of these young beginners in such a way as will induce in them a proper attitude towards the Department and the public; to make them useful citizens and capable business men, with sustained interest in, and enthusiasm for, the welfare of the service to which they have linked their present energies and future hopes.
A boy who has attended well to the course of tuition given in the training class (which includes also a certain amount of homework and frequent examination tests) should be capable at the end of that period of passing the first of the series of examinations adopted under the new staffing system. He will, however, be allowed a longer time in which to pass.
The main principles of this are based upon the practice obtaining in modern large-scale enterprises, with necessary alterations to suit the special requirements of railway operations. All cadets will require to pass (a) a junior examination before proceeding beyond the probationary stage of their service; (b) an intermediate examination before qualifying for a clerkship.
A senior examination will be held before deciding to promote members to the higher grades.
Tuition for these examinations, open to all members whether belonging to the first or to the second division, will be conducted by correspondence from the Training School at Wellington, and will consist of sets of papers with suitable questions bearing on the ground covered. The set of lessons for the junior examination will deal particularly with elementary rules and with tariff matters coming within the ordinary classification and rating of commodities. The next set will instruct in details coming outside the ordinary tariff scale rates, and a thorough cross reference index to the various instruction books bearing on the points
The senior examination covers a further course of lessons bearing on matters of general importance in all phases of traffic working, including knowledge of the rule books and all relative instructions. The senior course will also include instruction in grammar and composition.
Members will be given ample opportunity to qualify, with all the assistance possible under a careful and thorough correspondence system, and those who pass the various examinations will have a knowledge and a status considerably higher than was possible previously in the absence of tests or special instruction of any kind. The scheme for staff education includes also instruction on technical matters for members engaged in workshops and on other work requiring manual dexterity, while for the higher branches of railway operations it is intended to make use of the facilities available under the University system of the Dominion.
It is hoped by the adoption of a thorough system of the kind indicated to ensure that the best men are given opportunities to proceed with reasonable rapidity in the Service and that the whole quality of work within the Department will be lifted to a higher plane.
The application of these modern methods to Staff matters will have far-reaching effects of a beneficial nature, upon the working of the whole service. And, in particular, it will assist the Administration in keeping each member employed at such work as by training and ability he is best fitted to perform.
Again let it be emphasised that the purpose underlying the provision of improved education facilities is not only to make our staff better railway men, but also to provide a means whereby any employee—whether in the first or second division—can equip himself for the highest positions in the service, and it is earnestly hoped that members of the second division especially will find the scheme of such a practical help to them that the notion of that (so-called) “Division barrier” will be entirely eliminated from their minds.
, whose sad death at Auckland as the result of a motor accident in February cast a gloom over the whole Service, was one of the best-known and best-liked Officers in the Department. Joining the Railway as a Cadet at Invereargill in 1886 the late Mr. Ennis served in various parts of New Zealand, including Auckland, Dunedin, Greymouth, Christchurch and Invereargill, being appointed to the position of District Traffic Manager in the latter district in August, 1924. At the end of that year he was transferred to Head Office to take up the newly created position of Superintendent of Staff. The late Mr. Ennis was the possessor of a fine war record. He left New Zealand as a Captain early in 1915 and returned as Licutenant-Colonel in charge of the Maori Battalion in 1919, having won the D.S.O. and a bar for conspicuous gallantry. He was eminently fitted for dealing with staff matters, being endowed with those sterling qualities of sound judgment, fair dealing, and humane consideration, which went to the making of an invaluable Railway Officer and thorough gentleman.
, who is acting as Divisional Superintendent for the North Island, joined the Engineering staff as a Cadet in 1902 and subsequently served in Wanganui, Auckland, Greymouth and Ohakune Districts. In 1912 Mr. Casey took over the duties of Assistant Engineer, Auckland District and in 1916 took charge of the grade casement works between Penrose and Mercer. In 1921 he was transferred to the Christchurch District and was engaged in remodelling the station yards on the Midland Line prior to the opening of the Otira Tunnel. When it was decided to proceed with the Auckland new station yard and the Auckland Westfield new railway Mr. Casey was specially selected to take charge of this work. In March, 1925, he was appointed Inspecting Engineer with headquarters Wellington, and has occupied the position of Vice-Chairman of the Suggestions and Inventions Committee besides acting on several important Departmental Committees. Mr. Casey is known as a public speaker and debater well above the ordinary, holding an unbeaten record at various competitions in the different centres throughout New Zealand, and from 1910 to 1921 he was one of the most prominent officers of the Railway Officers' Institute.
(Supervising Artist, Railway Advertising Branch)
Develop sufficient originality and you will be locked up.
It is fear of ridicule in Man that is responsible for a world-wide educational system that is tending to destroy all traces of individuality and to create a ridiculous admiration for the super-parrots. Occasionally, it is true, an artist of Epstein's calibre dares to express his mind in paint or clay. The Public are given something they do not, nor do they even wish to, understand; they suspect him of seeking notoriety; they feel their beloved traditions are in danger; and a Press which truly reflects their thoughts and feelings hastens to their protection—vide the recent Press criticism of Epstein.
When the business man says he wants “something original,” he invariably means something conventional, “got up” to look different.
The question that concerns the artist, who knows—either by instinct or by occasional rebuffs—that if he is to earn his living with the brush he must curb his originality, is, How Far Can He Go?
The best poster from the business standpoint is the one that attracts the most favourable attention from the public. Not the poster, mark you, that is merely praised by artists and admired by a small minority of laymen who claim to know this or that artist's work. This praise and admiration is directed solely towards the technical side of the work, and little or no notice is taken of the commodity the poster is intended to advertise.
The successful poster artist owes no small measure of his success to sympathy with these facts, and when called upon to design a poster he thinks and acts as though for the time being he was, himself, the proprietor of the special commodity to be advertised. He must seriously believe that the design he does will attract and interest the majority of the public. He is careful not to be too original, for the poster must be readily understood by all, and he must introduce sufficient technique to avoid offending the minority. The result, in nine cases out of ten, evokes the praise of the client and the pronouncement that it is “just what is wanted.”
The Railway Companies in England display posters designed by some of the greatest artists of the day. These posters are, in the majority of cases, examples of perfect technique, and they attract widespread attention on account of the prominence given to the great artist's name. The exact advertising value of these posters is, however, a matter of conjecture. Their effect is mainly to encourage the public to take a livelier interest in the work of the poster artist. As this interest is stimulated the scope of the artist will be proportionately widened.
The business man knows his public, and knows further that until a different and more sympathetic attitude is adopted by the public towards Art, he must continue to attract their attention along established lines.
There is no dearth of originality amongst artists, but until such time as the public evince some desire for its fuller expression, originality will continue to remain a misunderstood, although, in the artist's mind, a very desirable quality.
(The following are some examples of the fine poster work turned out by Mr. Davis, who is as original in thought as in artistic expression. Ed.)
In considering the subject of etching we must realise from the outset that a true etching is a print from a copper plate, the lines on the plate having been “etched” or bitten into the metal by means of nitric acid or a similar mordant.
It will be clearly understood, then, that although a hundred “pulls” may have been taken from the plate, each print is truly an original etching. The number of prints taken is governed chiefly by the price fixed at which the prints may be sold when placed on the market; thus, should a single print be taken off and the plates then destroyed, that print might be worth a considerable sum of money, since it is the only one in existence.
Much confusion appears to exist in the minds of would-be collectors of etchings, for one hears the term “etching” applied to almost anything done in the medium of black and white. I, personally have heard pen and ink drawings, zincotype reproductions, etc., called etchings.
A sound knowledge of the technique of mordant and needle is essential if we are to appreciate the efforts of our artists in this particular branch of art, for thus we might find fresh interest and charm in a work hitherto regarded as a mere stereotyped mechanical reproduction.
Surely there can be no objection to a fine etching having a number of fellows scattered about the world. As a proof of this, are there not splendid examples of the work of Rembrandt, Whistler, Zorn, etc., in New Zealand, which would certainly be confined to the great European galleries were they the only prints in existence? It is at least comforting to know that by this token we are privileged to share with the older countries works of the great masters.
Until 1925 the financial organisation of the Railways followed closely the system evolved by the “Mother of Parliaments” for the control of the finances of Departments of State in Great Britain. Railway revenue receipts and payments formed part of the Consolidated Fund, the current account of the State, through which are passed the cash transactions of all Government Departments, except certain Departments for which special accounts have been provided, such as the Public Trust Department, Government Insurance Department and State Fire Office.
Under this system the railway finances, though separately recorded, had no separate identity. The Department paid all cash receipts to the Treasury, as the custodian of the Government funds, and forwarded all claims for disbursement of railway expenses to the Treasury for payment. It was the duty of the Treasury to find the cash to meet all railway expenditure, within the limits of the annual appropriation made by Parliament for that purpose, irrespective of the sufficiency or otherwise of the railway receipts to meet the railway disbursements at any given time.
Interest on loan moneys invested in railways was paid by the Treasury but was not charged against the Railway vote. It was, indeed, not possible to ascertain how much interest-bearing capital had been expended on railways, which were built originally by many different authorities, including Provincial Governments, local bodies, private companies, and the General Government, cut of the proceeds of loans, sales of land, ordinary revenue and share capital.
The books of the Public Works Department record the actual or estimated capital investment in the different sections of railway, but neither assets nor liabilities were entered in the accounts of the Railway Department. In actual practice the Railways were expected to earn sufficient revenue to maintain the assets at their original standard, pay working expenses, and return an arbitrary rate of interest (fixed in later years at 3¾ per cent.) on the estimated capital investment in lines open for traffic. This object the Department had been fairly successful in achieving, the surplus revenue over and above working expenses and the “policy” rate of interest amounting to £1,327,649 at 31st March, 1925.
Sufficient has been said to indicate that, financially, the powers and responsibilities of the Department were limited. It had no power to hold cash to provide for arrears of maintenance or depreciation not made good as and when it arose, to create reserves to meet deficits in bad years, or generally to adopt any of the precautions that sound accounting and finance dictate. However suitable such a system might be for the ordinary Department of State it was not calculated to achieve the best results in a gigantic trading concern such as the railways.
In 1924 the Government decided that one of the first and most important steps in the work of reorganisation was to place the finances and accounts on a different footing and as far as possible to bring them into line with commercial practice.
With this object the Government Railways Amendment Act of 1925 was passed. Of this Act it may be said that no more important amendment has ever been made in the constitution of the railways. It created, as from 1st April, 1925, a separate “Working Railways Account” into which all revenue receipts, including interest on investments of moneys belonging to the account, are now paid, and out of which all working expenses are met, as well as superannuation subsidies, interest on fixed capital and temporary loans.
All services rendered by the Railways to other Departments, or to the State in operating non-paying lines as a matter of Government policy, are to be charged for and credited to the Working Railways Account.
Power is given to borrow money from the Consolidated Fund when such a course may be necessary, and, on the other hand, to invest surplus cash not required in the Working Railways Account.
One section of the Act of special interest is that which provided for payment from the Consolidated Fund to the Working Railways Account of £1,327,649, less £854,256, the sum owing by the Railways to the Treasury as at 31st March, 1925.
It has already been explained that the Railways had no power to hold cash and that all surplus moneys arising out of railway operation automatically belonged to the Consolidated Fund. At the commencement of
Under the circumstances it was claimed that the Working Railways Account was equitably entitled to be credited with the sum of £1,327,649, surplus earnings of past years, previously referred to. This claim was allowed, with the result that a reserve fund invested partly in stores stocks, and partly at call in the Consolidated Fund, became available for immediate necessities. Though by no means adequate for a business of such great magnitude the reserve considerably relieved the situation.
The reserves and depreciation funds of the railways of the United Kingdom amount to approximately 10 per cent. of the total capital as against a modest 3 per cent. represented by the initial sum available in New Zealand.
The Act empowers the Governor-General by Order-in-Council to frame regulations governing the operation of the Working Railways Account and fixing, inter alia, the rates of interest payable on capital and on temporary loans, the method to be followed in determining the capital investment in railways open for traffic,—the portions of the line that are to be regarded as non-paying lines, in respect of which the account is entitled to be subsidised, and the method of assessing the losses on such lines. These regulations are of considerable interest, but it is not possible to deal with them fully in the present article.
The Act does not make any alteration in the system of Parliamentary control of railway working expenditure. Estimates will still be submitted to, and appropriations made by, the Legislature annually, defining and authorising the expenditure out of the Working Railways Account for the purpose of Working Railways services.
The setting up of a separate Working Railways Account gives the railways a much greater measure of financial independence, with a corresponding increase in responsibility.
The railways will be paid for all services rendered and will be subsidised for lines operated for developmental purposes or for other reasons of State policy. In return they will be called on to pay interest charges at the average rate on Public Works Fund loans or at the actual rate on loans raised specifically for railway purposes. Superannuation Fund subsidies amounting to £170,000 per annum have to be met, and adequate provision made for renewals and betterments, and for the reserves without which no concern can successfully meet the ups and downs of business. Without adequate and stable finance no public utility can hope to render the best service to its customers, combat by higher standards of efficiency the ever increasing competition, or give and maintain reasonable pay and conditions of employment to its staff.
The financial success of the railways is not solely, or indeed mainly, a problem for the management. It vitally concerns every railwayman who takes a pride in his job and in return expects his job to render fair treatment to him. It can be solved only by the co-operation of all branches of the service.
Commenting on the introduction of “red cap” licensed porters at railway stations the “Auckland Herald” reports inter alia as follows:—
“Since commencing their duties the “red cap” porters at Auckland railway station have proved of undoubted service both to the travelling public and the station authorities. ….. The innovation has proved a decided success and is likely to prove even more successful as time goes on.
Licenses are given carefully, and the men have to be of a very satisfactory type. They work long hours, but have a slack period during the middle of the day. Their duties are to meet every incoming train and to be present before the departure of any outgoing train for the purpose of carrying luggage. They charge for this at a small rate for every article of luggage carried …….. The new porters are proving especially helpful to women travellers, many of whom arrive on the station accompanied by a string of fretful children carrying a large amount of luggage. It is a pleasant experience for them to be relieved of the worry of looking after baggage and, while they are being farewelled by their friends, to have a porter obtain seats for them and make all their arrangements.”
(Contributed)
It is only in the event of a serious emergency arising that the ability, initiative and loyalty of the Railwayman is displayed to the fullest extent. Accidents arising from slips, floods, derailments, etc., involving a complete dislocation of traffic extending over a considerable period are fortunately not of frequent occurrence, but when such occasions do arise one cannot help feeling proud of the spirit of loyal cooperation manifested by both officers and men. The writer during a comparatively long experience extending all over the Dominion, has never known an instance where the men did not give their best to help the Department in times of emergency.
A recent and notable example of this spirit was displayed in December last in connection with the wreck of Bridge No. 1 on the Ngahere-Blackball Line.
On December 4th heavy floods in the Grey River washed out piers 17 and 19 of this bridge with the result that four eighty-feet truss spans, or a total of 320 feet length of bridging, was completely wrecked.
The position was accentuated by the fact that the bridge in question was the sole means of access to the busy mining centres of Blackball and Roa, and in addition to the stoppage of work in the mines entailing financial hardship on the workers, the flooded state of the Grey River formed an effectual bar against the carriage of passengers or even provisions to the marooned inhabitants.
The engineers immediately commenced to organise the work of restoring through traffic and it was decided to temporarily rebuild the structure in sixteen twenty-feet timber spans.
The piles to be driven were 44 in number and varied from 50 to 60 feet in length. It was originally proposed to use blue gum piles in the temporary piers but the extremely hard nature of the driving made it necessary to use ironbark throughout.
Valuable assistance in the supply of bridge materials, piles, etc., was rendered by the Grey-mouth Harbour Board, in fact all the local bodies volunteered any assistance they could possibly render.
Owing to the flooded state of the river and the delay necessary for construction of a special pile driving gantry and the collection of material, it was not possible to commence the actual rebuilding until the 10th December. The work was then carried on continuously by day and night, Sundays and holidays included, with three shifts of eight hours each and extra gangs working on the dismantling of the old bridge and preparation of material during the day.
The bridge was completed on January 1st and trains commenced running on January 2nd, four weeks from the day of the washout and three weeks from the date of driving of the first pile.
The work reflected great credit on all concerned, and having regard to the flooded state of the river and the general conditions under which the work was carried out it constitutes a record in railroad bridge building for this Dominion.
The special thanks and appreciation of the Hon. the Minister and the Railway Board were conveyed to all those associated in the work of rebuilding the bridge.
Mr. Angus Martin, spokesman for a party of four Australian tourists, has this to say about the Dominion:—
“We have been in New Zealand for a week. Your roads and railways are a great improvement on cur own. Your public servants are most obliging and your people most friendly and courteous.”
Mr. A. McNeil, Business Agent in charge of the Railway Bureau at Logan Park, has made valuable use of the radio installation in the Exhibition Station to broadcast the news of what the Railways are doing to facilitate travel. In a recent talk he told about the happy combination of rail, motor, and lake steamer trips arranged at specially low fares this season for visitors to the Southern Lakes, and of the numbers, running into thousands, who have already taken advantage of them.
Mr. McNeil also gave a striking summary of the variety and magnitude of Railway operations, and drew particular attention to the way in which passengers to the Exhibition were catered for by through booking between the Islands, early reservation of seats and berths, and excursion rates for as long as the Exhibition lasts.
After alluding to the advantages of the new kinds of concession tickets, especially the “family” and “trip-bearer” types, the great influx of visitors to Dunedin, and the beauty of the Southern Lakes district, Mr. McNeil said, “The travel habit has set in, and it is obvious that New Zealanders, as well as others, are realising the wonderful asset the Dominion has in its scenic resorts. The Railway Department is assisting to foster tourist traffic, and is doing all that is possible to place the various resorts within reach of the people. ‘See New Zealand First’ is the worth-while slogan.”
As was announced in connection with the last election, the Dominion is henceforth to choose two Rhodes Scholars annually. This decision was conveyed to the University of New Zealand in a cablegram from London recently. In writing more fully to the Registrar on the matter, the secretary of the Rhodes Trust states that the trustees have long felt the urgency of the claim of New Zealand to an additional scholarship. As will be seen from the figures which will be published in the new edition of “Oxford of To-day,” which is now in the press, New Zealand stands at the head of the record of Rhodes scholars from the Dominions. The trustees are confident that New Zealand will be able to send two scholars in future with the same intellectual, moral, and physical qualities as she has sent in the past, and that her scholars will continue to be what they have been—a credit both to New Zealand and to the Empire.
Success is a combination of good habits.
Never be too busy to be polite.
Learn to control your tongue and your temper.
Dare to be original.
Keep in tune with your occupation in life.
Never stifle your conscience.
Never mix personalities with a business proposition.
Work in harmony with your associates.
Look forward not backward.
For some can pot begonias,
And some can bud a rose,
And some are hardly fit to trust with anything that grows.—Kipling.
The judging in the competition for the silver cup given by the Otago Women's Club for the best kept Railway station garden in the Otago district resulted as follows:—
Nine stations altogether competed for this cup. Lady Fergusson, President of the Club, in writing to the Minister of Railways, expressed the Committee's great pleasure with the beautifying results achieved and with the interest manifested by the various station-masters and others concerned.
We heartily congratulate Burnside on its distinction.
The cultivation of such gardens by the staff has much to commend it both aesthetically and from the “better service” aspect. We trust that other districts will emulate the splendid work of Otago in this direction.
Farewell To Mr. Sterling
The Prime Minister, in his capacity as Minister of Railways, was in splendid form at the picnic in Maidstone Park held by the staffs of the Head Office.
And he certainly had a magnificent reception from the thousand happy friendly picnickers who crowded, under the trees of that delightful holiday ground, round the table from which the speeches were delivered and the prizes presented.
“I had thought,” said Mr. Coates, “of an ingenious plan for avoiding a speech on this occasion,” (laughter) “and I regret to find that my ingenuity has been misplaced and that it must now be directed to discover what to say.
“I am not going to deal with questions of salaries and wages. On those points I must keep as still as a dormouse.” (Laughter and applause). “Let us see,” he continued, “how we get on this year. It is really a question whether Mr. Valentine” (indicating the Chief Accountant) “can do anything out of the Railway returns, and I would advise you to get on to him.
“There is, however, one subject on which I feel called upon to address you and that is the imminent departure of Mr. Sterling of the Railway Board to take up work in a leading private commercial undertaking.
“There is, I assure you, not much pleasure for me in saying good bye to Mr. Sterling. He has done a great deal towards the progress and welfare of the Department.
“He has put his whole heart and soul into the problems of the Department with results which reflect extreme credit on himself, and I do not hesitate to say that the value of his work to the Department cannot be overstated. We all recognize that.” (Applause.)
Turning to Mr. Sterling, Mr. Coates continued: “One and all of us recognise your worth, that you are one of our outstanding men. We recognise the hand of the man in much of the good work of the Department.”
Mr. Coates then asked Mr. Sterling to say a few words, “not” he continued, “that we wish to intefere with the cigar merchant over there in the little tent in the corner.” (Loud laughter and great applause.)
Mr. Sterling, who was received with cheers, said:—
“Mr. Coates, Mr. Wynne, and ladies and gentlemen, I must say that when Mr. Coates invited me to accompany him to-day I had not the slightest idea that I would be landed for a speech. At the same time I am very pleased to take the opportunity afforded of saying a few words to you in connection with my approaching departure from amongst you.
“First I must say that it is a very hard thing after 25 years' association with gentlemen of the calibre of those belonging to the Railway Service, to sever connection with them.
“It would be idle and hypocritical for me to say that from the point of view of my personal relationships with the great body of the staff I had any pleasurable feelings in contemplating the change. It is really a great wrench. But I wish here to acknowledge gratefully the splendid assistance afforded me by the officers of the Department both high and low. The confidence I had in their whole-heartedness and loyal support gave me much encouragement to face the problems arising out of the new conditions surrounding the Department's operations in an endeavour to secure and retain to the Service its proper place in the country.
“New problems created mainly by competition have made it necessary to give greater service to the people, and to let the people know what the Department is doing and can do for them. These circumstnaces called for new ideas, which those associated with the Department under the old conditions in days gone by would have looked on with amazement. We had to put off the old coat and put on the new.” (Immense cheering and laughter at what was considered a happy and intentional play upon the Hon. Minister's name.) “I have never,” continued Mr. Sterling in humorously pleading not guilty to the implied accusation, “been guilty of a pun in my life and speaking seriously I assure you I am not in a very hilarious mood at present. I feel the break very much.
“For success it is necessary to get the team spirit. I will say that the men in the Department compare more than favourably with any other body of men, and given reasonable opportunity—and on this point too I may say it usually rests with each to make his own opportunity—I feel sure you will be able to pull the Department through the conditions with which it is at present faced. I have many indications of kindness among my fellow officers, and, while thanking them for their loyalty, would ask them to extend it to my successor, whoever he may be. I have never had any misgivings as to the ability of the Railway staff to do their job and to do it well, and given the spirit of teamwork, success to the Railways is assured. I thank you all and I will always retain my interest in the work of the Department. I won't say ‘Good-bye’ but Au Revoir.”'
This inspiring speech was concluded amidst tremendous applause. Cheers were then given for Mr. Coates and Mr. Sterling, with the hearty singing of “For He's a Jolly Good Fellow.”
“On behalf of the First Dominion Boy Scouts' Jamboree I wish to thank you and the various officials of the Railway Department, particularly the Stationmasters at Lyttelton and Dunedin, for the assistance, courtesy, and kindly way in which they looked after the interests of our Scouters and Scouts when travelling to and from the Jamboree at Dunedin. Again thanking you, Yours faithfully,—
(Sgd.) J. D. Campbell,
Camp Chief.”
The Dunedin “Evening Star” comments as follows:—
“The smooth working of the passenger traffic at the Dunedin Railway Station during the Exhibition pressure is often commented on by the public. Though all the main trains, both inward and outward, are usually long and full, the traffic is always under control, enabling passengers to come and go with no greater inconvenience than is absolutely unavoidable when crowds have to be handled, and the recent speeding up of the trains has proved to be quite possible, thanks to the skill of the drivers and guards and the willingness of the men in other grades. The public see these results and marvel, but guess that a fine spirit of co-operation must inspire all ranks of the service. A prominent official, spoken to about the matter this morning, confirms that guess. “I am delighted,” he said, “at the way our men are working. We have had to take on casuals and to bring in men from other districts, and the readiness with of great satisfaction. The drivers, the guards, the clerks, the platform hands—all on the job—are evidently animated by a high sense of duty, and cager to do their very best on the system that has been devised by the officers in charge. Don't forget also the doings of the staff at Oamaru. Five expresses per day are now running through that station, and to us who know what has to be done the working of the trains there is a wonder. Even the table-maids at the dining rooms at Oamaru share the honour, for it must be a bit of a task to keep the tables going there in the style that all appreciate for five dinners a day.”
Copy of a letter received by the Secretary, Railway Board, from the New Zealand and South Seas Exhibition Company, Limited:—
“The Board of Directors instruct me to express their appreciation of the action of your Board in making the various concessions to visitors to the New Zealand and South Seas Exhibition.
“They feel sure that the facilities granted and concessions made have materially influenced the passenger traffic to Dunedin, and to that extent have lent powerful aid to the success of the Exhibition.
“The Directors are fully apprised of the value of the publicity afforded by your Department, and this no doubt has contributed its share to the great influx of visitors by rail to Dunedin.
“The Directors would be glad if you would convey this expression of appreciation to your Board and the Minister of Railways.”
At a recent meeting of the Raetihi Chamber of Commerce (states the “Waimarino County Call”) the President in presenting his report, “on behalf of the Chamber thanked the Railway Department for the assistance they had rendered the town and district during his term of office, as they had on all possible occasions given assistance by running extra trains for special events, etc.”
From the Otorohanga Chamber of Commerce:
“I am directed by my Executive to write and express my Chamber's appreciation of the extra facilities afforded by the recent alterations in the Railway Timetable.
“So far as this district is concerned the Railway Service has greatly improved. The stoppage of one Main Trunk Express each way every day has been a great convenience to travellers to and from Otorohanga. It has been largely availed of, and we think you will find that the revenue derived therefrom has fully justified the alteration.
“The members of my Chamber will do their utmost to show that they are fully alive to the benefits resulting from the improved services.”
Address of the Chairman of the Railway Board to Society of Engineers
Mr. F. J. Jones, who, besides being Chairman of the Railway Board is also President of the Society of Civil Engineers, made a notable contribution to the fund of thought on the vexed labour question in his Presidential Address at Dunedin.
“One of the greatest disturbing factors in the life of the world to-day,” he said, “is the eternal conflict between labour and capital. The loss of efficiency from strikes, lock-outs, and differences in view point between employers and employees is so staggering as to be almost incalculable.
“The question is one of particular interest to engineers because it is in the industrial life of the nation that their interests lie and the great advances in processes, manufactures, and in the means of transportation are largely due to the activities of the profession. The blame for the regrettable state of affairs that arises when labour troubles culminate in a crisis is cast on either side according to whether one belongs to the class of employers or employees, but a calm analysis of the position leads to the inevitable judgment that neither side is in the right.
“It is worth while considering whether engineers may not be able to throw some light on the situation by applying to the problem the same logical reasoning that they use when investigating the fundamental facts that govern their designs. The definition of the work of an engineer is given by the parent Society as being ‘the art of directing the great sources of power in nature for the use and convenience of man.’ All engineering science is based on natural laws. It is the business of the engineer when dealing with the great forces of nature to study the particular problem he has in hand, with a view to finding out what is the governing law and to define it by means of a mathematical formula. This may be termed the diagnosis. As in medicine, if the position can be accurately diagnosed the remedy is, to the man trained in the science of his profession, comparatively speaking, easy of application. The diagnosis involves the correct measurement of all the forces and variables that affect the matter bringing them to a resultant. As an example take the law governing the flow of water in rivers or open channels. An empirical formula such as Kutters is deduced, which endeavours to take into consideration and affix probable values to all the known variables such as slope, depth, area, roughness, etc. Any such empirical formula arrived at is not correct, but it may be a very fair approximation. We can be sure of one thing: that there is an exact law governing the flow of water could we ‘observingly distil it out.’ The point I wish to make is that all these natural forces—whether it be the flow of water, the weight of an engine on a bridge, the action of the tides, the voltage of an electric current, or the speed of a bullet—obey some definite law which can be expressed mathematically in terms of absolute correctness subject only to our limited knowledge.
“Of all the natural laws the one that appeals to me as being of primary importance is that known as Newton's Third Law of Motion. Action and reaction are equal and opposite. This law might well be termed the first law of nature, its application is so universal. We, as engineers, know the law as expressed in terms of physical science. In terms of moral science the same law was enunciated by St. Paul when he stated ‘Whatsoever a man soweth so shall he also reap.’
“Applying our engineering methods to the problem, we know there is no escaping the law; to get results we must work in conformity with it; and the law connotes that the first essential in dealing with our fellow men is clear abstract justice. When strikes and labour troubles occur, the fact itself is prima facie evidence of unjust dealings. The law that action and reaction are equal and opposite is unfailing. Take the case of Britain to-day with its doles and grants to industries—the quack nostrums of so-called expediency. Clearly the reaction from such specious methods will be proportionate to the amount of expediency used which does not conform to the law. Let me make myself perfectly clear. I am not preaching a sermon, but merely stating indubitable facts. The moral being that, if we keep constantly at the back of our mind the fundamental fact that action and reaction are equal and opposite, and endeavour to act in accordance with it, we will gradually clear up the labour situation by advancing from the abstract to the concrete in the way that all branches of science have advanced.
“The particular application of these remarks to the railway service is more in the nature of what is proposed than what has been accomplished. To get good service the human element must be watched and fostered and given every opportunity to assert its individuality on lines consistent with the well being of the whole service. With this end in view a system of training of staff is in hand and progress in the service will be in accordance with the merits of the case. For special ability, scholarships will be given to enable intensified training to be under taken in subjects germane to railway work. A Magazine to be devoted to the interests of the staff is well under way. This will be issued free to the staff and will cover all variety of interests, not only those appertaining to the service itself, but also to cultural training, musical and
“Efficient transportation is so closely allied to the general welfare of the public that it may be taken as an axiom that it must be organised and carried out on scientifically co-ordinated lines. For close on 100 years the leading means of transportation has been the railway; its growth has been tremendous and for land travel it gradually supplanted all other means. The advent of the internal combustion engine and its use in motor vehicles, has of late years, brought a very strong competitor into the field, and to-day all railways throughout the world are feeling the pressure from the competition of the motor bus and, in a lesser degree, from the motor lorry. As in all new departures in methods it will take some little time to place where the line of demarcation lies between the motor bus and the railway carriage. Where a motor bus enjoys the use of a well surfaced road built and maintained at the expense of the general public without paying an adequate share of the necessary costs, it naturally is able to offer attractions in the way of service and fares not open to its competitors. This, however, is a passing phase; countries throughout the world are investigating the subject with the object of fixing the taxation on a satisfactory basis. With this fixed, and proper costing systems in use to enable the cost of the services to be properly allocated, it will no doubt be found that the motor bus has a limited field in which it can outclass its competitor in the railway ……..
“It must be recognised that both forms of transportation are indispensable and it will be a gain to all when it is recognised where the field of the motor bus begins and ends. The right to carry passengers entails corresponding obligations to the public, and in undertaking the transport of passengers one of the most important obligations is that of providing and maintaining a regular and reliable service. At present many motor bus services, while doing harm to the railways, are being run at a loss. On the other hand when it is clear that a certain zone can be more cheaply operated by motor buses than railways, then the opportunity of taking off the train services should be seized by the Railway Administration with the consequent saving in operating costs. Where the traffic is insufficient for both services people cannot expect full operation at a loss. It must also be clearly recognised that motor bus services have their limitations. For bulk transportation such as is obtained on suburban services in the mornings and evenings the railway is likely to easily hold its own. For the in-between services it may pay the railways better to replace the steam railroad services with buses on the road, both on account of the cheaper operating costs and of the greater mobility of the buses. Experiments in this direction are already being made……..
“In Great Britain, the United States, Australia and other countries railway administrators are fully alive to the fact that it is necessary to co-ordinate the motor services with the railway services rather than to enter into a war of systems which would only be disastrous to both. As previously stated the governing factor in gaining the traffic will be the comparative cost per ton mile of the competing services. Without going into the matter in meticulous detail these costs must include: interest on the capital cost; provision for depreciation and renewals, and the operating cost. The charges per ton mile will then be fixed at a rate sufficient to bring in a revenue to cover all charges …… the difference between profit and loss on a railway is in the obtaining of the last small percentage of revenue which must be coaxed and encouraged and which is easily affected by the lack of conveniences and facilities …… Engineers are more or less familiar with the great advantages of a good costing system in which all work carried out is reduced to, and recorded under, unit costs. The same method is applied to the general working of our railways, and accounts are now kept under a large series of job numbers to enable costs to be analysed…….. The configuration of the country is such that much of it consists of heavy grades and sharp curves……… On good and well maintained straight tracks a speed of 55 miles per hour can be run with perfect comfort, and on curves a speed of eleven times the square root of the radius in chains where the curve is sufficiently canted will give very smooth running.
“The function of a railway is:—
To build up the wealth of the community which it serves;
To pay its way as a business enterprise.
“Generally it may be said that if the construction of a railway is financially justified it must largely benefit the community as a whole. On the other hand there may be sufficient justification in the benefit derived by the community to warrant its construction although the line does not pay its way. In such a case the loss made is a justifiable charge against the community benefited. Logically, if a railway is to be run as a business enterprise, provision should be made for such losses to be recouped to the railway accounts.
“Efficiency must be the criterion, and if the system is run as a business proposition what I might term the mechanical efficiency of the machine as a whole will be enormously greater than if run on the basis of providing free transport. In the latter case all incentive to good work is lost, little progress will be made, and the service will be run at excessive cost. Other things being equal the true measure of efficiency is the balance sheet.”
In June of last year the Suggestions and Inventions Committee of the New Zealand Railways commenced operations. The following list shows the commendations made and awards granted up to 31st March, 1926.
Baker, W. A., clerk, Auckland.—Suggestion that excess labels be not gummed.
Bright, B., term casual fitter, East Town.—Suggested improved device for coupling and uncoupling waggons.
Bassett, W. H., ganger, Westshore.—Metal hand grip for spades.
Borne, S. B., clerk, Christchurch.—Method of advertising on railway premises.
Coles, A., storeman, Thorndon.—Truck card for perishable goods requiring transhipment.
Conder, H. J., porter, Levin. — Affixing labels to damaged wagons.
The Administration invites ideas likely to effect economies or improvements in any phase of Railway operations.
To the keen, observant employee, methods for improving the service sometimes suggest themselves in the course of the day's work.
Your suggestion or invention may be valuable both, to yourself and to the Department. Do not hesitate to send it along to the Secretary, Suggestions and Inventions Committee, Head Office, Railway Department, Wellington.
Note—Although the suggestions and inventions listed have not all been adopted, the enterprise of the members concerned is greatly appreciated.
Caldwell, A. S., turner, Hillside. — Internalgrinding device.
Dorringtoni, F. J., boilermaker, East Town.—Handling steel plates, wheels, et cetera.
Elwood, J. R., turner, Newmarket. — Cylinder-lining boring-bar.
Franklin, H. W., clerk, Welling.—Repairs to gum boots.
Johnson, D., casual bridgeman, Greymouth.—Device for removing bolts from piles and other timber.
Keenan, R. R., clerk, Waipawa.—Form for notifying overcharges on paid items on goods and parcels waybills.
McGill, D., fitter, Palmerston North.—Improved strainers for brake pump.
Meachen, J. B., clerk, Wellington.—Suggestion re publicity matter.
Mauchlin, W. A., carpenter, Addington.—Adjustable head for tenoning machine.
Newlands, J., leading coppersmith, Addington.—Spring hammer for dome-covers, fire-box corners, etc.
Hawken, E. R., leading blacksmith, Kaiwarra.—Special tool for extracting lead-headed nails.
Redshaw, H. J. P., holderup, Napier.—Device for coupling and uncoupling wagons.
Rigby, E., tool fitter, Petone.—Method of cutting india-rubber washers.
Smith, E., leading lifter, Petone.—Improved axle box pad.
Setter, W. R., clerk, East Town.—Computing workshops labour cost of work done for other departments, etc.
Tricker, L. C. P., fitter, Wellington.—Electric telephone-switch.
Wardle, L. A., casual fitter, East Town.—Coupling rod brasses recessing tool.
Frost, C. A. C., porter, Christchurch passenger staff.—£10. Lamp for use in horse boxes.
Hern, W. P., assistant workshop foreman, Addington.—£2. Sealing tool boxes and securing same in position on locomotives.
Jackson, F., fitter, Napier.—£5. Improved draw-gear between engine and tender.
Johnston, J. R., fitter, Linwood.—£5. Alteration to trailing bogie spring bearers.
McGorman, T., boiler-maker, Newmarket.—£5. Suggested method of tapping expansion stay-holes.
Robertson, W., Shift engineer, Otira.—£5. Suggested alteration to end covers of rotary transformers at Otira.
Robertson, W., shift engineer, Otira.—£10. Improved means of lifting electric locomotives.
Rasmussen, A., boilermaker, East Town.—£25. Improved tool for driving and screwing boiler stays and other analogous operations.
Robinson, S., holder-up, Christchurch.—£10 (preliminary award). Improved design for brick arches for “Ab” locomotives.
Smith, E. W., leading lifter, Petone.—£2. Improved draw-bar nut for railway rolling-stock.
Wardle, L. A., fitter, East Town.—£2. Spring for locks of sliding doors of bogie brake-vans.
Wilson, W., fitter, Dargaville.—£5. Improved automatic coupling-buffer and draw-bar.
These are being pushed on with in the order of their importance, the underlying object being to facilitate traffic movement by reduction of grade and extension of terminal facilities.
The Auckland-Westfield duplication is being proceeded with, and good progress has been made to date. All the necessary plans for the completion of this work have been prepared.
The new yard at Auckland is developing rapidly, and tenders are about to be called for the erection thereat of new goods shed and offices. There will be a road overbridge at Campbell's point, excavations for the piers being now in hand, while work on the new passenger station site is being gone on with.
In connection with the Penrose-Papakura duplication double line working between Penrose and Westfield has already been made operative, and the work is being pushed on towards Otahuhu.
At Whangarei the new station yard is nearing completion, while the duplicate line between Whangarei and Kiorcroa was brought into operation in November last.
At Paeroa the new double track bridge over the Ohinimuri River is approaching completion and diversion of traffic to the new station site has already been made.
At Helensville preparations have been completed for the commencement of work on the new station yard.
For Palmerston North the plans of the new line and station yard have been prepared and the preliminary arrangements are approaching the point where a start with the actual work can be made.
The Hutt Valley Railway opening up new areas for suburban settlement is being pushed on with by the Public Works Department.
The Wellington new yard reclamation is being proceeded with steadily, good progress having been made by the contractor in the erection of the sea wall across Kaiwarra Bight.
At Lyttelton it is proposed to provide sidings on the new Gladstone pier and additional siding accommodation in the station yard.
The proposal also covers the removal of the station building and platform to a new site, the facilities to be thereby provided being considered ample for traffic many years ahead.
The position at Christchurch is to be met by first laying out, on the “hump” principle, a new shunting yard between Addington and Middleton. This yard will free both Christchurch and Lyttelton from congestion by taking the bulk of the shunting from them, while additional siding accommodation is being provided at Addington to facilitate the shunting and handling of stock traffic.
The above programme is being put in hand immediately, and on completion of the work at Lyttelton and Middleton a complete rearrangement of the existing station yard and buildings at Christchurch to give increased station, platform, and car storage accommodation can be proceeded with.
At Pelichet Bay the deviation has been completed and the matter of providing a road over-bridge to give access to the Harbour Board's reclaimed, land is in hand.
In connection with the Re-organisation of Workshops, tenders will shortly be called for new locomotive shops at Hillside, and the preparation of plans for car and wagon shops at Addington is in hand.
The new Petone Locomotive Workshops will be erected on the Hutt Industrial Area, and tenders are now being called for this work.
In the Auckland District new Car and Wagon Shops will be erected at Otahuhu, for which tenders are about to be invited.
A recent Reuters' message from Tokio states that the Japanese Railway Department after a two years' special test, has decided to substitute British rails for American, the test having proved that the former are greatly superior and last longer. It is understood that the authorities contemplate complete substitution within the next decade.
This message is particularly interesting to New Zealand in view of the Prime Minister's recent announcement that preference would be given by the use of all British material in the construction of the new Railway Workshops at Petone, Newmarket, Addington, and Hillside.
Resolution passed by the Executive of the Canterbury Progress League:—
“That the League expresses its appreciation of the work done by the Railways during the holiday rush to Dunedin.”
Foreword. Safety First is a system which proceeds on the assumption that prevention is better than cure. It takes its rise in a sound belief in the value of human life. Its main business is to search out the causes of sickness and accident and to devise preventive measures.
We recently analysed official records of accidents throughout the Service and the results obtained were sufficiently conclusive to justify us in treating the subject as one of first rate importance. Accidents not only involve suffering and loss on those immediately concerned, but they reduce the efficiency of the Service, and are a source of great economic waste. Some, of course, belong to that inexorable order which no human sagacity can anticipate or prevent. But the great majority of accidents which occur to Railwaymen in the execution of their duty are preventable. It is this fact we would emphasise most strongly.
There are weaknesses, particularly on the human side, which habits of caution and circumspection would almost entirely eradicate. Accidents may be the product of carelessness, lack of foresight, folly, and even of sheer recklessness. No amount of lamentation will restore an eye or a finger. Let every Railwayman therefore be ever vigilant in the conservation of life and limb, and throw his energy into this “Safety First” movement-wholeheartedly. Our objective is the education of every employee, not in habits of self-preservation merely, but also to a realisation of his responsibility towards those with whom he works. We confidently ask the cooperation of all members in furthering the adoption of “Safety First” methods and habits designed to reduce the number of accidents in the Service.
* * *
There are three grades of eggs. There is but one grade of crossing—and that's dangerous!
The glass in your windshield is the same stuff as they put in hospital windows. Look through one or the other.
Don't try to scare the locomotive with your horn.
The minute you save may be your last.
It's all right to dispute the right of road with the enginedriver, but not while he's on his train.
Thoughtlessness causes accidents. Try thinking.
* * *
The Railway Department, at heavy cost, has installed warning appliances in the vicinity of public level road crossings for the protection of both the road-users and the train-travelling public. But, despite the law, the warning devices, and the deadly peril which carelessness creates, the sober statement of the General Secretary for the Einginedrivers, Firemen, and Cleaners' Association, in a recent communication to the press, is that at the Petone level crossing, where warning signals of the latest type have been installed, motorists are “more reckless than ever.”
(287 working-days, 1925)
(286 working-days, 1926)
*Increase except where otherwise indicated.
The accompanying statement shows where each section stands compared with its position for a similar period last year.
Arranged in order of merit the sections stand as follows:—
It will be seen that Picton is the only section which has improved its position by reducing its operating ratio of expenditure to earnings.
The North Island Main Line and Branches shows the best figure, 74.20%.
The figures given mean that whereas it costs over £74 to earn £100 on the North Island Main Line and Branches, over £191 has to be spent on Departmental Dwellings to earn £100.
Members on the various branches should try to put their section higher up the list (if possible) by obtaining a lower operating ratio. The best way to do this is to get more business.