[Transportation Committee News Vol.1 No.2] [From the U.S. Government Publishing Office, www.gpo.gov] PUBLISHED MONTHLY BY THE OFFICE OF PRICE ADMINISTRATION VOL 1, No. 2 NOVEMBER 1944 Curtiss-Wright’s Transportation Office Works Around-the-Clock To Help Feed the Helldiver Production Line . . . At the home of the famed Curtiss Helldiver, eight miles east of Columbus, Ohio, Curtiss-Wright Corporation’s four man labor-management Transportation Committee assembles daily promptly at 8:00 a. m. Sessions average 4 hours in length, for here on an around-the-clock basis are handled the transportation—carsharing—rationing problems of upwards of 20,000 workers—92 percent of whom need home-to-work automobile transportation. OPA Director John H. Summers regards Curtiss-Wright’s set-up— one of many outstanding transportation operations in the Columbus district—a model of efficiency. The committee, with Dewey H. Boggs as Chairman, passes on all gasoline and tire applications and renewals, meets with ration boards and co-ordinates with OPA on new procedures and problems which arise. In his’ twice-weekly blackboard chalk-talks to the 23-person staff, Mr. Boggs never permits the three main purposes of the transportation office to be forgotten: (1) To conserve all tires, gasoline, and automobiles possible; (2) to assist in keeping the Helldiver production lines going; (3) to keep employees happy as a morale builder. The overall car-sharing average at Curtiss-Wright of 3.64 per car, including overtime and irregularhour employees who must ride alone, is eloquent evidence that the transportation office is on top of its job. That job is complicated by the fact that the plant lies a mile beyond the city limits, and 1^2 miles from the nearest urban bus lines. There are 3 main factory shifts, one large office shift, numerous smaller shift changes. More than half the workers are on the day shift. Shifts are not rotated. The. plant draws from a labor radius of 35 miles; one remote worker lives 75 miles away and hauls 5 passengers with him. The huge zoned map of the city and environs is supplemented by maps of every Central Ohio county, with farm houses detailed, and ffiile-ages to the plant from the townjs metered. A ration applicant quickly finds his correct distance. A driver control card which he fills out shows who rides with him, their addresses and working numbers. If he is a new employee with insufficient riders, he is given a 30-day ration. If he works unusual hours or overtime and claims inability to transport others, that fact is noted. A check of timekeeping records brings out the facts, and a personal interview follows if claims are not substantiated. The driver control cards are filed by shift and zone, of which there are 103 in the city and county, and the file is kept up-to-date. With so many zones the number of em ployees in each is small, and that facilitates checking. A permanent number file lists every driver and rider numerically and affords a fool-proof method of checking applications. For program promotions, the committee uses the weekly CURTISS-WRIGHT-ER, city newspapers, the plaiit’s union publication, bulletin boards, posters. Early ^recognition of the importance of :çar maintenance lead to a working arrangement with the Columbus Alito Trade Association which insures special attention for employees’ cars requiring repair. A visual parking lot tire inspection calls workers’ attention to needed tire care. The Curtiss-Wright Transportation Office appreciates thoroughly the importance of the part it plays in keeping the Helldiver production line moving and leaves few stones unturned. Semiweekly chalk-talks keep the 23-person transportation staff up-to-date on the program. Zoned maps of the labor area promote driver-rider get-together. ImiHagerHioningI Gasoline By Q. W. Regestein Chief, Gasoline Rationing Branch The Office of Price Administration has the responsibility for rationing the quantity of gasoline made available for civilian consumption by the Petroleum Administration for War. Consequently, our task is to see that consumption is held within the required quota. This means that the size of the A book, the extent of eligibility for preferred mileage, and the size of the B ceilings in the various areas in the country are all dependent upon the amount of gasoline which we are given to ration. Despite the record crude oil production of nearly 4,750,000 barrels a day, the amount made available by PAW for civilian consumption is 25 percent less than was used in 1941. The reason is obvious; we are maintaining the largest mechanized military establishment in world history at the same time that substantial shipments of gasoline and oil áre being furnished our Allies. Moreover, home-front production needs have steadily increased. Even though industrial and commercial uses of gasoline are rationed according to actual needs, nonhighway consumption, which goes largely into agriculture production, is now 40 percent greater than in 1941 while commercial vehicle consumption is up 20 percent. It is not difficult to see that the bulk of the saving has been made through the reduction of passenger car use which is now 50 percent lower than its pre-war level. This reduction could be made since the average pre-war motorist did a large amount of driving which during a war is considered unessential. We have been able to eliminate most of it and still retain a large fleet of privately-owned passenger cars as an integral part of our transportation system. At the same time, efforts have been made to secure the maximum efficiency in the utilization of gasoline which is needed for necessary automotive purposes *by ridesharing requirements and the insistence on the use of alternative means of transportation whenever possible. We must also keep sight of the fact that through mileage rationing precious rubber has been saved and many passenger cars which would otherwise be worn out by this time are still operating and thereby serving our transportation needs. There has always been and perhaps for some time there may still remain a delicate point of balance between shortage of gasoline and shortage of tires and automobiles. At present the shortage of available gasoline is paramount. Many people are now asking us what the future holds as far as gasoline rationing is concerned. The answer was well stated recently by Secretary Harold L. Ickes, who said, “You tell us when the war is going to end and we’ll tell you something about additional civilian gasoline.” We shall continue to make gasoline available to civilians in terms of essentiality of use under the quotas furnished by PAW. Transportation Committee responsibility to save every possible mile by seeing to it that the requirements on ride sharing and the use of alternative means of transportation are carefully observed is still of pressing importance. May I urge all of you to keep up the good work and even strengthen your operation so that the Nation’s essential transportation may be maintained. Passenger Tires By John D. Mann Chief, Tire Rationing Branch On September 1, there were, eligible but unfilled in local ration boards, applications for more than 800,000 new grade I passenger tires. This indicates the extent of the continuing shortage of passenger-car tires. Passenger Tires—Grade I (New) All holders of occupational gas rations (“B” and “C” books) are eligible to apply. Based upon miles driven by “B” and “C” cars, demand is far greater than in 1941. After eligibility for new passenger tires was broadened, excessive demands on the quota necessitated the listing of a suggested order of tire issuance for grade I eligibles so that the boards could screen applications. When “A” bookholders become eligible for grade I’s, they will be at the bottom of the preference list. Passenger Tires—Grade III (Used, recapped, factory seconds) All holders of gasoline rations including basic rations (“A” books) are presently eligible. The supply is short; the prospects for an additional supply is limited; the distribution is bad. However, the demand for these tires is expected to gradually increase. The production of passenger tires governs the tires available for civilians. An increased passenger tire production will result in more eligibles. This will not occur until the backlog of present eligibles who have been delayed in receiving tires, has been met. The preference order of eligibles to receive these tires, however, would not change. Automobiles By James F. Boyd Acting Chief, Automobile Rationing Branch Rationing is now confined to 1942 cars and 1941 cars driven less than 1,000 miles. With the reserve stock of new cars reduced to fewer than 20,000 as of the end of September, still further restrictions of eligibility and quotas may become necessary. There is no limitation, however, on the number of used 1942 cars that may be purchased or sold except that the purchaser must first locate a car and then establish eligibility for a rationing certificate. New 1942 cars were given dollar-and-cents ceilings in January 1942, and these still stand. As of July 10, price ceilings were placed on all used cars with dollar-and-cent values as of January 1944. In view of the steadily tightening automobile situation, a 4-point conservation program which featured a recent ODT news release may well be impressed upon all drivers: (1) Share your car. Four workers in a car pool with alternate use of four automobiles will save about 75 percent of the wear and tear on each of the pool member’s cars. (2) Drive at reasonable speeds. Keep tires properly inflated. Avoid curb scuffing and fast stops and starts. Recap at the proper time. (3) Keep your car properly lubricated. Check battery frequently. Keep antifreeze at proper level. Have small repairs made before they become big maintenance jobs. (4) Don’t “hoard” your car. If you are not using it, sell it to an essential war worker. PERIODICAL MAINTENANCE With the number of new automobiles available for rationing rapidly declining to the zero point, with new car production around a corner which no man can clearly see, with repair parts scarce and skilled repairmen scarcer, Preventive Maintenance is a “must” for every car used for essential worker transportation. Its promotion merits a high priority rating on the program of every Plant Transportation Committee. In its owner’s handbook a leading automobile manufacturer points out that every piece of machinery containing moving parts requires a certain amount of periodical attention to assure smooth operation, dependability, and long life of all parts. Periodical maintenance is in reality preventive maintenance which, if duly performed, will eliminate costly emergency service and lengthy delays. Periodical maintenance requires, first, that the car units be lubricated in accordance with the manufacturers lubrication recommenda tion. The second requirement is the adherence to a systematic inspection and adjustment schedule. The experience of operators of large fleets of cars has proved beyond doubt the value of periodical maintenance. Performance, for example, of the following operations at the mileage intervals indicated will go far in assuring consistent driving satisfaction. Lubricate chassis_________Every 1,000 miles. Lubricate body____________.Every 1,000 miles. Change engine oil_________Every 1,000 miles. Inflate tires_____________Every week. Lubricate front-wheel bear- ings______________________Every 5,000 miles. Tune up engine____________Every 5,000 miles. Adjust brakes_____________Every 5,000 miles. Tighten chassis complete...Every 5,000 miles. Check condition of fan belt..Every 10,000 miles. Adjust front wheel aline- ment______________________Every 10,000 miles. Thirty Bristol, Va.z Committees Hold Regular Monthly Meetings Thirty Plant Transportation Committees in the vicinity of Bristol, Va.—Tenn., now hold monthly meetings to discuss mutual problems and achieve more effective cooperation with local War Price and Rationing Boards. The “father” of this plan is L. L. Pfleeger, Personnel Manager of the Universal Moulded Products Corporation at Bristol, who as a member of the Plant Transportation Committee saw the need for similarity of action in the efforts of adjacent industries to secure efficient transportation of employees. Early in 1944, with the cooperation of Mrs. Harriet Bell, Chief Clerk of the Bristol, Va. Rationing Board, Mr. Pfleeger invited members of 25 plant committees to a dinner meeting. Following this social activity, the entire group inspected portions of the universal plant, and then met to hear details of successful Plant Transportation Committee operations in the area and an open discussion of conditions which prevented attainment of a satisfactory car-sharing average. The material presented at this meeting was so well received that those attending voted for regular monthly gatherings. All committees in the Bristol area were invited to participate. Succeeding months saw the count of active committees represented at the meetings rise to 30, and attendance has been 100 percent throughout the history of the venture. One outcome of this program has been the inauguration, in several of the plants, of company-sponsored tire inspection before certification as to need of replacement tires is given to an employee. This policy works as a double check on tire care and tire needs, and assures OPA that only eligible and needed replacement requests are presented by employees of the companies. CONSfHVf CAS*TIRiS*AUTOS Official Car Sharing Symbol Shown here is the official Car Sharing Symbol, which was recently created by OPA’s Information Department, for general use of advertisers in promotion of the car sharing program. The symbol, we think, will make an excellent heading for a Car Sharing-Mileage Conservation column in plant publications. With this use in mind we have arranged to supply Transportation Committees with matrices of the design in two widths— 1" and 1 % ". Address: Editor, Transportation Committee News, OPA FOB 1 (RS 252-J), Washington 25, D. C. Transportation Office, Hill Field, Ogden, Utah This view of the Transportation Office at Hill Field, Army Air Forces Base near Ogden, Utah, gives a hint as to why the Salt Lake City district office characterizes it as “one of the best.” Add the fact that the Field’s car-sharing average, including coupes, is 4.4 by actual count of the State Road Patrol and the reason becomes clearer. Seventy-five percent of the Field’s 16,000 operating personnel come to work in privately owned cars from a radius of 75 miles. Committee certification has been so accurate that it seldom is questioned by any board concerned. The Field has its own messenger service to and from boards and empldyees“ can count on 48-hour service or better. COMING SOON TO ALL COMMITTEES Now on the press at the Government Printing Office, a copy of the TRANSPORTATION COMMITTEE MANUAL—the cover of which is shown here—should reach all committees in November or shortly thereafter. Its purpose is to aid in the formation and operation of organized transportation plans. Into this manual has been incorporated the transportation experience of many establishments, ranging from small to large and located in all sections of the country. This experience should be of value to all those charged with GPO 615430° responsibility for operating organized transportation plans. The manual defines such a plan, tells why it should be adopted, and who should administer it. Committee responsibilities, functions, and activities are defined. Committee relations with local boards and OPA district offices are explained, and a timely chapter is devoted to promotion of maintenance of employees’ cars. Committees everywhere, we are confident, will find this manual a helpful, authoritative guide in many phases of their programs. OFFICE OF PRICE ADMINISTRATION WASHINGTON, D. C. PENALTY FOR PRIVATE USE Tp AVOID PAYMENT OF POSTAGE, $300 (GPO) OFFICIAL. BUSINESS NOVEMBER 1944 The Transportation Committee News is printed with the approval of the Bureau of the Budget as required by Rule 42 of the Regulations of the Joint Committee on Printing. --