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man of this type, if only to keep eargo handling methods up to the most effective standard by keeping the operating executives of the or- ganization fully and promptly in- formed of new developments” of methods and equipment; within and without the organization. If this is not done, there is the likelihood of obsolesence in methods and equip- ment through the progressive de- velopments in cargo handling. Recent developments in the use of fork trucks and cleats have made obsolete operations which were pre- viously satisfactory. Ay “tractor trailer operation was improved by loading the trailers a cleat load at a time, instead of loading it a case or bag at a time, without the aid of mechanical equipment. Many op- erations can be similarly improved. Frequently, uneconomical opera- tions can be improved without cap- ital expenditure. They are chiefly wastes due to faulty methods of op- eration. Further improvement can be made by replacing antiquated equipment with that of modern de- sign. However, decisions on the pur- chase of equipment must be based upon careful study to make certain that the new equipment can be ef- fectively used for improving the economy of operation. The cost of the equipment and the carrying charges must be considered. Carry- ing charges usually represent a minor item in the purchase of such equipment as tractors, trailers, fork trucks, skids, ete. But these charges become very important items in the purchase of large dock cranes and extensive conveyor systems; also in large expenditure for changes in ter- minal layout made with the objec- tive of reducing cargo handling costs. A Research Organization An adequate research organization provides executives with the ‘“‘ma- chinery”’’ to combat many of the dis- eases that limit the profit of a com- pany. One of these diseases is waste of money expended because of lack of adequate knowledge of that which has been done before in reference to the specific problem involved. The design of a new trailer or a _ skid without thorough knowledge of the reasons for previous designs, has frequently resulted in a loss of time and money. The designers gave a great deal of attention to designing trailers or skids which they thought were of the most effective type in every respect. The difficulties arose from the fact that they were not fa- miliar with the reasons for certain details of design which were the out-growth of many years studv by men who had been building equip- ment for ten to fifteen years. A thorough analytical studv of an operation will show the present cost per ton, and also show with a small margin of error the dverage costs per ton with new methods and equip- ment. For example: A thorough analysis of the Cleveland & Buffalo Transit Co. operation at Cleveland resulted in an estimate of $.5081 cost pei ton oi handling cargo, as compared with an actual cost after new methods and equipment became e:rective of $.4975 per ton. Thor- ough analysis of cargo handling op- erations are examples of the appli- cation of the scientific method to terminal operations. Taylor, the “father” of scientific management once said that scientific management was 75 per cent analysis and 25 per cent commonsense, Another author- ity, Copley, said that science seeks net merely the facts, but ail the tacts, The Scientific Method The scientific method may be out- lined as follows: 1. Analysis: Determination of the possibilities and the methods for improvement. Logical reasoning, hewever dignified and high-toned, is of small value unless verified by analysis and observation of facts. It is curiosity and not logic, that gets us the truth. 2. Experimentation: Checking proposed plans for improvement, A little of experimentation is worth more than much argument or opin- ions. 3. Systematic recording of facts: Memory alone or haphazard records are not sufficient. Complete and ac- curate records, intelligently devised and prepared, are important to prog- ress and avoiding waste of time and money. 4, Standardization: That which analysis and experiment gain, stand- ardization holds. bs Control: Directs effort to- ward goal fixed by standardization. In all work, but particularly in research work, it is important to dis- tinguish between ‘‘actual’’ facts and so-called facts ‘‘pulled out of the air’ which are pure guesswork. Some executives will go to the ex- treme of arguing as to what a fact is when a few minutes investigation would determine the feet exactly, Much can be gained by utilizing the experience of other industries. A significant statement was recently made by Ralph Budd, president of the Burlington, in an article in the Traffic World, with reference to the Burlington Zephyr, ‘‘The fields of automotive, aeronautical, and marine engineering all contributed to the creation of the new train. The phe- nomenal advancements in motive power, metallurgy and welding that had been made in those fields led Burlington officials in 1932 to inves- tigate the possibilities of adanting those advancements to railroad equipment.’’ By the same token, knowledge of the accomplishments in materials handling in other than the trans- MARINE REVIRw—July, 1934 portation industry may be made pro- ductive of improvements in cargo handling, A continuing thorough study of the methods of handling freight under all varieties of conditions would avoid many of the mistakes made by executives responsible for methods and equipment used on ter- minals, Most operating executives are too busy with operating duties to do the amount of analyzing on cargo handling operations necessary to the most economical operation. This work can be perfromed_ well enly by a trained assistant who de- votes all his time to this duty. The research worker of proper qualifications will invite rather than resent criticism. His conception of the job should be to find “the one best way” for every operation and to accomplish that objective he must not build a wall around himself to keep out criticism. Constructive criticism is of the greatest benefit in determining ‘‘the one best way.” Financing research work need not be difficult if it is started in a small way and permitted to grow by pay- ing for its growth out of financial results accomplished. In a shipping company, a relatively small sum in- vested in research will be repaid quickly. Under present conditians it is not a question of that which can be afforded for research, but rather that which cannot be done without it—if costs are to be kept down. Italian Line Passengers The Italian line has released the fol lowing information on the number of passengers carried in recent sailings of its vessels: The Rex arrived in New York on May 24 from Naples, Genoa, Nice and Gibraltar, with a total of 998 passen- gers in her four classes. She sailed May 26 from New York on her return trip with a passenger list of 1625 in all classes. The CONTE DI, SAVOIA arrived on June 7 with a total of 1019 passengers, and sailed for Gibraltar, Naples, Nice end Genoa from New York on June 9 carrying 1525 passengers in all classes. When the VULCANIA arrived in New York on May 31 from Mediterranean perts, she carried 673 passengers. She sailed from Mew York on June 2 for Gibraltar, Algiers, Naples, Palermo, Patras, Dubrovnik, Venice and Trieste. The Hamburg-American liner, Nrw York, arrived in New York, May 25 from Hamburg, Southampton, Cher- bourg and Cobh, docking at Pier 84, foot of West Forty-fourth street. The New Yor« is the last of the four “BALLIN” type ships to be rebuilt with a new bow. Some 40 feet were added to the length of the vessels, and an appreciable saving in fuel was e’fe2ted, 29