Management of Research A Series of Articles Considering the Functions of Laboratory organization and the Coordination of Labordory a n d Plant Effort
Selection and Training of Industrial Research Personnel \\'ELI'TER
N. JONES, Processing I )ivision, E. F. (;oodricb Corripany, Akron, Ohio
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CIEXTIFIC discovery and its practica.1 a p p l i c a t i o n are the products of long and arduous research. IXsooveryand inventiondo not spring full grou;n from tlie brains of men. The labor of a host of men, great laboratories, long patient scientific experiment build up the structure of knowledge, nf,t st.one by stone but particle by particle. This adding of fact to fact some day brings forth a revolutionary discovery, an illuminating hypothesis, a great invention. Research, both in pure science ;tiid in it.s application to the arts, is one of the most potent impulses to progress. For it is organized research that gires daily improvement in m a c h i n e s and iirocesses. in methods of agriculture. in the proteetion of health, and in understaiiding." In these words, President Iloover has ably pointed out the importance of research to industrial progress. The stimulus that research in chemistry mid ctreiiiieal engineering received during the World War atbracted the attention of our nation toward scientific investiwtion. The accoinplishments of chemist.ry in tlie improvement of quality uf products, development of new products, and lowering of cost have impressed plant executives; and many hare fourid scientific research esseutial to industrial progress. 111 conseijuence, industrial research organizations Bare been established and expanded vr-ith great rapidity to keep abreast of the times and to meet the needs of the future. Tire atteiidaiit publicity bas attracted the earnest consideration of the youth of the nation, with the result that America.n universities are now graduating annually hundreds of chemists and clieniical engineers who are trained for empirrymcnt i i i research. During the early days of expansion iii industrial research tlie supply of well-trained experienced research men was iiiadequate to meet the demand. I n order to supply their needs, certain industries secured research chemists from a\>road, otliers drev professors from our universities. Gradually the importations from other countries have almost ceased. 9 &ome of the professors have demonstrated their value to industry; others, after a baptism of commercial fire, have returned to leaeliing where they iiom work more effectively as a result of their industrial experience. The attitude of professors that ciitrance into industry is debasing has largely disappeared; in fact, today many professors act as consultants to large indust.rial research organizations. By intirnaOe contact with industry they are eiiabled to give tlieir students better educatiiinal training for an iiidustrial research career. The proper selection and industrial training of research personnel are the most important functions in building sound
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arid successful industrial research urganiaations. The usual method is to select promising young men, thorouglily grouiided in the fundauicntals of chemistry, and then give them in the factory the fundamental knowledge peculiar to the industry to complete tlieir training for halidling its resenreti p r o b l e m s . These men are ordinarily recruited from the graduate scliools of our universities, Consequently, a collegenian x%-ho aspires to enter industrial researeti should not content biirisclf with a four-year course of trainirig, but should continue his work t o w a r d s a g r a d u a t , e degree. Some chemists enter industry irnmediately after graduation with the expectation of later returning for advanced study alter gaining a few years of industrial experience. Only a small number, however, ever fulfil this ambition. If industrial experience is sought by tile student, rrnp~iiymentduring surimer vacations offers i better uieaus of securing it than by inderruption of college training. Summer jobs are often available because iiidustrial concerns employ promising young men for summer work in order to appraise them as potential permaiient employees. ln passiiig, it may not be inappropriate to suggest t h t graduate schools should be very solicitous about the quality of the men upon whom they glace their stamp of approval, brcause tlie reputation of a university depends upon the quality a.rid not upon the number of itsgraduates. A professor should not he motivated by the desire t o increase the number of his publications at the expense of a mediocre maxi whose future success in research is problematical. Oiily young inen of marked promise should be encouraged to do advanced work. David S t a n Jordan expressed the opinion that it is "iio UP(' loading a $10,000 education on a 50-rent buy." The choice of research personnel is not necessarily rt&rictrd to men who have just completed their university tr:iining. Many candidates present themselves after havirrg acquired experience with other eompaiiies. Iiescarcii experience acquired in one industry should he applicable in another, hit repeated shifting from one job to another inevitably raises the question of the fundamental ability of the man. Acquaintance with too wide a field of industrial research may indicate a tendency towards superficiality or w e n instability. 011 the other hand, a capable research riian may he out uf crriploymcnt for reasons which reflect iii mi way upon his abiliiy. Such a man may bring to bear upon research problerris a maturity of judgment which enables hini to be msimilsted more quickly into auother research organization than a man alio has just finished his graduate study. Young technical men xith a bent for rescarch, already
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smployed in technical work in the factory, sliould not be overlooked in making selections for researeli openings. Careful discrimination is necessary to insure that these men are really capable of engaging in researcli. lVlic11 they have research ability, their services frequently prove to he of cxeeptional value and their rate of progress gratifying. Men who have been in close cont.act with the operating departments of an industry not only have gained an idea of tlic value of time in production and in distribution, but accept a i t h mtliusiasm the chance to secure fundamental knowledge, the importance of v;l)icIi their training ha- t,aiIglit,tlicm t.o appreciate.
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reflect empliasia on certain lines of thought and methods of attack upon problems. By employing men from a number of universities, it is possible to enrich a research organizat.ion with grester resources in variety of methods and originality of thought. It is usually desirable to consider several men for each available ~iositionin order to secure men of the best qualifications. With the short time available for an interview, 3 very rapid appraisal must be made. It is preferable, therefore, for interviewers to travel in pairs so that each may check the other’s views as to the qualifications of the candidates. Expericnce has demonstrated t,hat two men operate mucli more effectively than one, and that impressions n-hich are FACTOltS I N SELECTION Ox’ REsEAI%cIiWonKEnS unappreciated by one are often ohscrved by the other. In the selection of productive research workers, it is neces- I‘urtlier, opportunit,y is provided [or discussion immediately sary to consider many factors. The qualitics desirable for a after tlie initial contact, and 3 sound appraisal of the candiparticular kind of work should be carcfully investigated, due dates is much more likely to result. This is especially true attention being given to health, to personal neatness, and to when both interviewers independently reach the same conorderliness-traits which are sure to influence the character elusions. The officials of the universities may, and generally do, of their performance. Qualifications acquired by previous education and experience are useful not only in increasing the render valuable assistance to the representatives of industry immediate value of a man’s servims, but also in giving a clue in the selection of suitable men. While no assurance can be a.6 to his personal inclinations. Since r e all live in a nrorld of given to a student that the school will secure B position for him, human beings and must impress our ideas upon others, it is nevertheless all colleees are interested in seeine that t,lieir necessary in selecting men to consider those qualities of students are advantageously located in work fo;nhich they personality which indicate ability to make satisfactory iiuman are qualified and in wliicii they will acquit t6emselvea creditably. To this end, valuable records covering the past contacts. Research workers should he men of critical judgment and performance of 3 student or reflecting the school’s estimate unquestioned integrity. It is not sufficient that they refrain of his fitness for particular lines of work are maintained and from deceiving others; they should ever he alert t,o avoid offered for inspection. Personal acqnaintance of the interdeceiving themselves. They are primarily seekers after viewers with the faculty and among the associates of the trutli and, in enthusiasm for their work, may easily mislead candidate is often of great assistance in the selection, espethemselves as well as others unlcss they develop a critical cially when eqxrience has demonstrated that t.lie judgment attitude nrhich demands rigorous proof of that which appears of these men is generally sound. The interview between the candidate and the selectors is, in to be true. This necessitates a fine balance, for it is only a step from the possession of this wholesome skepticism to the tlie last analysis, the actual basis for appraisal and selection. development of a cynical attitude which tlirottles initiative While the recommendations and records provide a valuable background and doubtless aid in formulating the appraisal, it and produces 3 negative personality. Many other factors enter into the selection, and, for their is during the interviem that the foundation for a selection is proper evaluation, the qualifications of tliose who make built.. Presnmably, each interviewer has in mind the type of sdections are of primary and controlling import,ance. In large man desired for each position. Very few men, however, can organizations, men of mature experience in indnstrial research, describe the qualities of the desired type so exactly as to who have wide acquaintance in uiiiversky circles and a keen enable another to make the selection for him. It requires personal contact. i n t e r e s t in young Even under most admen, a r e u s u a l l y v a n t a g e o u s condichosen to make piltions the actual decigrimages to the unision is usually 3 comversities to interview promise in wliich the and appraise prospeci n t e r v i e w e r s agree tive employees. T h e s e interviewers upon t h e candidate whomost nearly satisvisit several selected fies the standards of universities, because each. During the inexperience has shown terview, each selector tliat a better-balanced compares the qualiresearch organizat.ion fications of the candiresults if the research date with those which group is composed of men who reflect difhe has cansidered essential, and s e c u r e s f e r e n t m e t h o d s of comparative data for training. Although a specific imprint. of 3 subsequent decision. particular university Educational f i t n e s s and past experience may not be apparent in the graduate, he can be evaluated will, n e v e r t h e l e s s , without an interview. Past records give have acquired some measure of charthrough his t r a i n i n g a c t e r and integrity. characteristics which RUBBEH SHEETING CALENDAR, B. F. Gooonicn Co.
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Ffealthand physical condition can also bc made a part of the record. Only in the interview can mental attitude, personal appearance, bearing, address, and those other intangible qualities which contribute to force and leadership be adequfitelg evaluated. The interview not oiily gives an oppiwtunity for tlie investigators to evaluate the candidate, but it also provides the candidate an opportunity to appraise his prospective position by contact with representatives of the company and by their ansIvrrs to the many pertinent questions wliicli naturally arise in his mind. Through this appraisal, especially if supplemented by inionnation concerning the company’s commercial and financial standing, the candidate should be able to determine whettier that particular company offers adequate opportunity for development of his capabilities for maximum advancement in his chosen profession. In conducting t,he int,crview, the investigators sliould haw in mind not only the type and qualifications oi tlie men they would employ, hut also a well-formed plan for securing during their visit clear answers to such vital qiiestirms as the irillowing: Does the man use good Eziglisli? 1)nes lie speak directly and clearly? When talking, does lie inoe one squarely and look one in the eye or is his gaze wandering‘? Is he intcrrsted and entliusiastic or is lie simply looking for a meal ticket? Is his measure of success largely firiaricial or does be q>prcciate that the attainment of happiness, liealth, and opportunity for service to liuinarrity arc as imj~ortantas a large income? Is he just a bookworm or has study enlarged his capacity to think and act? Has he hobbies and, if so, are dhey constructive? floes he sliow originality and initiative in undertakings of his own? I h e s Ire “carry through” or i. liis record full of projects started and abandoned sliort of complction’j Is he capable of further growth? The int.erviewers should take pains to put tire man a t his ease. It must be remembered that Ire is under strain, and that under suoh conditions many very capable men are unable to sliow their true worth. Furthermore, tlie candidate is usually trying deliberately to put forth what he thinks is desircd, whereas he would probably make a better impression if he were simply and naturally himself.
TRAINING OF
REBEAElCIi WoltKEIlS
~ ~ N I Y E K S I T TRAINING. Y The training oi research workers niay be considered from two distinct points oi view. To the college professor, training may comprise the courses of st,udy which sliould be pursued in order to build the necessary technical ioundation. Questions arise, such as the proper distribution of time between those courses designed to give tlie student mastery of the fundamental sciences aud betweeri rcsearch problems conducted in tlie university laboratories. What are the best methods for development of ability to analyzc problems and to think them through in a logical nranner? flow should the student be trained iii methods of attacking his prohlenis and of planning liis research? These (luestioiis and manv others rielrtlv occuuv I ” . “ the thouelits oi tlie educators. In industrial research the trainiite of workers involves m i t e difierent factors. It starts where dlie educator leaves off. It is assunred that the young worker is thoroughly grounded in fundamentals and has acquired in the university laboratory familiarity with tlie usual research technic. It is taken for grant.cd that tile young man realizes the necessity for investigating thoroughly all of the existing information pertaining to his problems. The importance oi careiul observation and complete notes should be already understood. The differences which arise between laboratory experinients and operations on a plant scale have probably been repeatedly discussed in college, but nothing short of faewry experience will fully Y
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iinprws u p e the chemist the difliculties wliicli must normally be overcome in passing from test tube to autoclave. During his industrial training the new man must be aided in adjusting thiself to liis new environment as smoothly as possible. He must also be given sufficient insight and familiarity in the particular industry with which he is connected so tlitht he is enabled to work intelligently and to translate laboratory experience into the practical operations of the factory’. The aptitude shown by a new man to progress rapidly during the period of training for a specific job and his ready adaptation to new surroundings is of extreme importance in determining his subsequent value and success. Frequently, professors who have been called into industrial positions have
diificulty in adjustiiig themselves to their new environnient. The story is told that shortly after he entered the employ of an industry, a certain professor was visited by a distinguished scientist. It is tlie custom of most factories to require packagepasses for articles carried out of the factory. The baggage of tlie scientist was admitted nithout question. The ex-professor neglected to get a package-pass when the scientist. was leaving and, upon being stopped at the gate, thoughtlessly said to the guard, “Mr. Scientist is a guest of the ,niversity,” Such a remark meant nothing to the guard. It was tlie first time that he had ever lieard his company referred to as a university. Tlie world in which the young cnllegian in industry finds liimself is quit,e in contrast to the university environment to which he has been accustomed. Considerable adjustment in behavior is demanded. An “eight o’clock” in industry means eight o’clock and there are no “cuts.” The research worker sborrld adjust himself to conform to the rules and regulations u i the company and through his own efforts and attainments should become an integral part of industry. He should not regard himseli as one of a specially favored class, ior this inevitably puts him out of step with liis fcllow workers, presents opportunities for adverse criticism, and may result in lack of coiiperation. A research worker needs the suggestions and support of factory men in the same measure that industry needs research. The young man who lias spent four years in obtaining a college degree, followed by three years of graduate work concentrated largely on a specific problem, is apt to lose sight of his duties toward the world a t large and t,o center his attention too exclusively on his own interest. This colicentration may lead hixi to isolate liiniself from those who have nut had similar opportunities. He sliould take care not to make of himself an object of pointed criticism by factory workers. He may be flattered by the sound of Doctor and be offended by the omission of the title. lie can profit by Cliarles 1,amb’s advice in 1\11 Fools Day: “Good Master
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Raymond Lully, you look wise. Pray correct that error.” distribution is often of great importance to the research A research worker has a definite obligation to society which is worker. The training course should be directed and managed worthy of his consideration. He should be a leader in by technically trained men, experienced in the industry, Eho humanitarian and worthy economic endeavors and should not understand the new man’s problems, and who are competent remain aloof, a mere observer or a self-centered critic. to guide and assist him during this period. FACTORY TRAINING. I n order that research shall be of After having gone through a factory training course, the the maximum value to an industry, it is essential that the new man has a distinct advantage over one who started a t the investigations shall have a background founded on precise same time and immediately began laboratory work. He has knowledge of the problems and needs of that industry. The made contacts throughout the organization; has become research worker must therefore have in addition to his college acquainted with many of the factory men; has learned a training considerable knowledge of the materials and methods great deal about the lines of organization; and has accumupertaining to his industry; and, t o supply such knowledge, the lated much detailed information about the industry, its training period should include some factory experience. methods, processes, and equipment. Without this factory Industrial laboratories do, of course, have some problems training, his feeling toward research is apt to be that of doing which require research in pure science, and these can be a very thorough and complete job of investigation to achandled by men without industrial experience. Far more complish the goal which was set a t the start of the problem. frequently, however, problems in applied science arise which After having had factory training, however, the man may see require detailed knowledge of processes and equipment in use the possibility of prompt application of some of the intermediate results of his research work. These often prove t o be in the plant. Often industrial fesearch finds a very fertile field for activity of even more value than the goal toward which he was workin questions involving the raw materials used. I n many ing. Only by knowing the requirements and processes of cases, changes when effected intelligently can greatly reduce industry can he realize the applicability of many bits of costs and improve quality. Use of new materials sometimes information which he might otherwise cast aside as being results in entirely different and more desirable products. valueless. Irrespective of the previous experience of the research man, The training of new men may well include experience in the testing and use of raw materials. The testing and control of an important part of his training is to learn to think in terms of both materials and products furnish the measures by which the factors which determine the success of the industry. He effective production is gaged and through which products are must appreciate the effects of interruptions and speed of solving problems upon production operations. He should not properly designed for service. It is neither necessary nor desirable, in providing an indus- only learn all there is to know of his specialty, but he should trial background as part of the training of research investi- learn t o broaden the sources of his information. A former gators, to waste time and skill by prolonged assignment to professor in physics, upon entering a large industry, was given routine operations. The scientifically trained man grasps the charge of the temperature-measuring instruments in the essentials quickly and can rapidly sense the reasons for entire factory. In the narrow sense this was a laboratory job manufacturing details. Monotonous routine in particular and involved testing and checking instruments to insure the lines of work may dull his interest and cause him to overlook limits of their sensitivity and precision. This man, however, the benefit which the actual experience was intended to give. did not confine his operations t o the four walls of a testing Of course, care must be taken that the inexperienced man is laboratory. He soon discovered that, in many cases of innot exposed to the physical hazards incident to operation of accuracy called to his attention, the instrument was doing its machinery. This may necessitate limiting his factory part, but that the trouble in production came from such activity in some lines to observation only. Nevertheless, causes as improper functioning of steam traps, improper actual performance of the essential operations of the industry location of instruments, avoidable radiation losses, and the by the research man, where this is feasible, is preferable to formation of gas films which retarded heat transfer. His observation; and his training should include this type of duties, therefore. lured him to become a factory investigator, and before long he could be found more frequently in the experience. I n some industries a very satisfactory adjustment from factory or in the engineering division arranging for corrective university to industrial life is provided by a definite training measures than in his laboratory where the actual testing of instruments was c o n d u c t e d . c o u r s e . I n s u c h a course the new man works for short I, i He became so adroit in tracing I 1 troubles back to their sources periods in the raw-materials Other articles in this series on “Managethat his serviceswere sought d e p a r t m e n t and in the serment of Research” have appeared in INDUSTRIAL by all d e p a r t m e n t s of the vice l a b o r a t o r i e s , both on chemi cal analysis and physiAKD ENGINEERING CHEMISTRY, January, 1932, I factory from the pipe-fitters ea1 testing of materials and issue,pages 65 to 71, and February, 1932, issue, to the production executives. He did not attempt to convey product. He then passes as j pages 191 lo 202, the i m p r e s s i o n that he was rapidly as is consistent with teaching those Yhom he helped t h o r o u g h u n d e r s t a n d i n g ,-
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the lines of organization which must be maintained in order to promote smooth operation of the plant. To enjoy fully the advantages of constructive accomplishment, a research worker should reflect optimism. The possession of a critical mind does not exclude a cheerful personality. The possession of a good-humored tenacity in the search for truth not only makes the job more enjoyable, but it inspires others with confidence and makes them want to share in the ,joy of the accomplishment. Very valuable attributes in a good research man are invariable optimism seasoned with judgment and the J\-illingness to icooperate by utilizing other branches of the organization in arrking a t success. Whether training can or cannot implant these attributes, they must be present in the man v h o hopes to succeed. In conclusion it is pointed out that executives and others responsible for research in any growing industry should ever
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keep in mind that the end to be attained in the selection and training of research personnel is t o build up a research organization composed of men having superior qualifications and especially initiative, creative instinct, breadth of vision, and a capacity for hard work; men who possess physical fitness to enable them to carry on energetically, tenacity of purpose to compel them t o stick until the end, resourcefulness to direct them out of the beaten paths into the unexplored areas, personality such as to enable them to live amicably in their environment, and knowledge in their particular fields which will render them capable of effective work. Such an organization will contain few geniuses, for genius is indeed rare, but it will be composed of men of high average ability who are capable of consistent productive labor and combined group effort. This is the sine qua non of industrial research. RECEIVED January 16, 1932.
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Control of Research ExpensaWILLIAMA. HAMORAND GEORGED. BEAL
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Mellon Institute of Industrial Research, University of Pittsburgh, Pittsburgh, Pa. N 1921 the great importance of planning and control began to be recognized in management. Since then many companies have required definite organizational plans for their research departments or laboratories, and in general the results have been beneficial to the directors of these laboratories, principally because their authority and responsibility are now defined. This attention to planning and control has induced various studies of industrial research procedures, and has led in not a few instances to the installation of budget systems whereby financial requirements can be predetermined with satisfactory accuracy. Their first experience with budgetary practice was almost painful to research directors who had no knowledge of the science of management. According to our observations, however, budgets have rather quickly become the guides for the operation of a number of large industrial research laboratories. I n some companies, it is true, the administration of research is still a rather hit and miss affair. If a department desires the laboratory to make an investigation, its request is submitted to a conference committee, a decision is made as to the merit thereof, and authority is then given or withheld. But in more progressive companies a definite organization set-up has been established to plan all research laboratory activities and to control research expense. The laboratory thus has a clearly defined program for the year and can plan its personnel and work accordingly. This systematic planning gives the basis for establishing an expense budget, and experience has shown that, if the latter is controlled, satisfactory progress is made toward controlling the costs of research, to the joint benefit of management, technology, and science. The control of research comprises questions of controlling expense as well as problems of generating desirable spirit and attitude and of producing greater activity. It must be guided by what expense is necessary and what the bu m' e s s can stand. There are many companies that have enjoyed growth because of the successful management of their researches. There are other companies that have died because of their failure properly to evaluate and control the costs of research. It is always essential in planning research
to give due attention to the probability of the solution of the problems a t a cost that is commensurate with the values involved. It must be remembered, moreover, that the expense of research must be controlled and kept within bounds without in any way constringing the initiative of the laboratorian in making investigational advancements. It is plain that the degree of effectiveness of a laboratory staff always has much to do with the cost of a research. .The average industrial research laboratory is founded for profit, and a company cannot afford a laboratory that does not a t least pay for itself. The research laboratory is intended to aid in increasing earnings and in decreasing costs in the company of which it is a part. The best tool for helping to reduce costs in the laboratory and elsewhere is efficient accounting. The purpose of accounting is to control all expenditures, to analyze departments, and to present informative reports to the company officers who should have them. A competent accountant will study the methods of the department to which he is assigned, plan their accounting and procedures of recording costs so that the data procured will satisfy all requirements, and then give the management the information that is needed If accounting records are kept close to the work, the department concerned can secure statistics that can be utilized quickly. APPORTIOSJIENT OF RESEARCHEXPENSEIK IXDCSTRIAL MANAGEMENT "A pencil in t h e hands of a cost accountant ceases t o b e a writing implement; i t becomes a surgical instrument. -An Industrial Research Veteran
A question that has often come to us is, what is the most adequate accounting system to use for crediting the research accomplishments of a laboratory? W7ehave always answered this query by explaining that a comprehensive procedure therefor has not been evolved, and that the current practice, which is conceded to be in the developmental stage and hence tentative, is based upon the evaluation of only part of the results of research-upon the so-called tangibles that can be definitely credited against the expense of scientific investiga-
