Organization of the Industrial Research Laboratory ERNEST
H.
VOLWILER,
Executive Vice President, Abbott Laboratories, North Chicago, 111.
T h e results o f coordinated effort, s m o o t h a d m i n i s t r a t i o n , and better w o r k i n g conditions are t h e d i v i d e n d s of g o o d o r g a n i z a t i o n t h a t have enabled the industrial research laboratory to b e c o m e a n essential ingredient in industry O I N C E our geographical frontiers are limited, the only physical world that remains to be conquered depends upon t h e application of scientific effort. Recognition of this fact during the past quartercentury has led t o a greatly increased a p preciation of the necessity for and value of industrial research laboratories. Although such laboratories may, and often do, contribute to the sum total of fundamental scientific knowledge, their principal function is to apply such fundamental scientific information for the general benefit of man. As a matter of fact, scientific research would be no more than an expensive hobby if there were not the hope that some day the results might be applied to a practical purpose; and this is true n o matter how "pure" or fundamental the research m a y be. A government survey showed that expenditures for research of manufacturing corporations increased from $116,000,000 in 1930 to over S240,000,000 in 1940. In the latter year there were 265 industrial research laboratories staffed by 70,000 scientists and technicians. Human effort involving such a large number of highlytrained persons and so much money must be well organized to be effective. The cost of research must sooner or later be paid for from the returns; otherwise, the venture will fail. Industrial research laboratories were originally looked upon as a luxury, then as insurance, and finally today as the one essential ingredient required to keep our industrial corporations running. Since a constantly growing number of commercial operations depend directly upon technology, industrial research is growing rapidly in importance and recognition. T h e organization of research has been of comparatively recent origin. In most cases it was begun on a very modest basis with a few men working in limited fields. The results, however, were often so striking and paid such large dividends that the scientists were moved out of the corners in which they were working, usually in the production department, and given more room and facilities. It has been less than 25 years since large numbers of corporations began to construct well-equipped re-
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search buildings for their staffs. Today many of our industrial corporations have research laboratories employing hundreds of scientists and supplied with complicated apparatus. T h e purpose of organization is to coordinate the efforts of a group of people. I t is necessary that such a n organization provide smooth administration and a t the same time give the individual research worker sufficient freedom to exercise his own originality in a congenial atmosphere. T h e organization of industrial research laboratories will naturally vary. The number, as well as the type, of separate divisions of research may b e quite different in the research laboratory of a manufacturer of biologic products, let us say, from those of the manufacturer of metallurgical products. The greater the number of divisions within the laboratory, the more apparent the need for organization becomes. I t should b e kept in mind, however, that organization is merely a tool and n o t an end. The dangers of overorganization are certainly not less than those of underorganization. The important question always t o b e kept in mind is: "What is best for t h e individual research worker from the standpoint of effective and congenial working conditions? , , H o w much can a corporation afford t o spend on research? Stevens and Stevenson reported in 1943 that a median ratio of research expenditures to gross sales among companies doing research was 2 % , and Karl Compton reported that this ratio increases as company capitalization decreases until companies under a million gross sales average 2.5%, and the smallest companies with a capitalization from $20,000 t o $75,000 spend 5 % of gross sales income on research. Since t h a t time expenditures on research have risen in a number of industries. Such figures and percentages should, however, not b e taken too literally because the term research is often rather loosely used. In some cases it covers research, development, chemical engineering design, and installation and operation of semicommercial equipment; in other instances, control and process development are included. Percentages are, therefore, somewhat
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meaningless without definition of what is included. In general, an estimate may be made of 2 % of gross sales of the entire chemical industry spent for research and research development, and a somewhat higher figure in a number of specialized chemical industries—for example, the pharmaceutical manufacturing industry.
Elements
of Good
Organisation
T h e National Industrial Conference Board in a recent bulletin has properly called attention to several factors that are essential to any good organization. These factors apply to an industrial research laboratory : ( 1) define the duties and functions of all persons, (2) outline the extent of authority, (3) establish efficient channels of contact between personnel. The importance of each of these factors is obvious; yet they m a y be overlooked in part, particularly in an organization which has grown rapidly from a small beginning. Unless they are observed, misunderstandings due to overlapping and assumptions of authority and responsibility are likely t o occur. T h e third of the above points—the establishment of official channels of contact between personnel—warrants further comment. Unless means are taken and encouragement is given to establish such contact, individual research workers, or groups will soon fail to coordinate their work with the broad objectives of the research program, and lack of friendly cooperation will result. T h e means for establishing such contacts through meetings, conferences, group discussions, and reports is discussed later.
Direction
and
Management
T h e selection of a man in charge of research is of more importance than any other decision that needs to be made with reference to a research program. He is the key figure in the entire organization, not necessarily for what he himself may contribute in t h e way of specific ideas (although most good research directors do supply many ideas), but rather as the focal point about which the institution revolves. When a company initiates a research program, it m a y originally be under the general direction of a layman in the business who has the vision, enthusiasm, and research attitude which will enable him t o inspire the scientists whom he assembles
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around him to do effective work. I t will not be long, however, hefore such a man will select a well-qualified individual to devote full time to the general direction and operation of the research laboratory. Such a man must be a high-grade scientist who commands respect for his own first hand knowledge of and accomplishments in the general field for which he is respon sible. It has'repeatedly been pointed out, however, that to be a first-rate scientist is not sufficient. He should be an energetic and tactful organizer. He should have vision beyond the immediate problems that have come to hand, and he should also have a lively appreciation of fundamental economics. It goes without saying that a good research director must be receptive to ideas no matter from what source they may come, and he must be alert t o give credit to the members of the staff who come forth with the ideas, make inven tions, and carry out the work. In a small research laboratory the di rector is often responsible not only for the conduct of the scientific work, b u t also for a wide variety of administrative func tions, including matters of salary, condi tions of work, supplies, budget, personnel records, assembling of reports, and keep ing of records. Perhaps no research di rector can ever divorce himself completely from some of these functions, but as the laboratory expands in personnel and scope the director's close contacts with his most important function, the research work it self, will suffer unless he delegates many of these purely administrative matters to others. I n some large laboratories, even the hiring of scientific personnel is handled by someone other than the man who directs the research work. When the strictly scientific and the strictly administrative work is divided between two individuals, it is highly important that these two men be on a very close cooperating basis, be cause there is bound to be considerable overlapping of function. In some cases the general over-all responsibility ma}'- be in t h e hands of the vice president in charge of research and development, to whom the director of research and the administrator for the other functions report. In any case the research director can not execute every function, not even every research function. While he as the re search leader is still responsible for the end result, he will find it necessary to dele gate much responsibility. If this is not done, he becomes involved in a maze of detail; .important decisions which should be made promptly are held up, results are delayed, and morale of the whole organi zation suffers. One of the main functions of the man in charge is to see to it t h a t the catalytic ferment of ideas has a proper medium in which to grow and t h a t it will continue to have proper nourishment. C. Ε . Κ. Mees has said, "No director who is any good ever really directs any research. What he does is to protect the research V O L U M E
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search point of view exists throughout the company.
men from the people ΛΥΙΙΟ want to direct them and who don't know anything about it." In his job of coordinating the.work that the individual research people do, the re search director will have frequent indi vidual talks, as well as group discussions, with the members of his staff. These are highly important. Xhe research director is in the best position to have an over-all picture of the desired result, and by keep ing the individual scientists as fully in formed a s possible h e stimulates their in terest and enthusiasm relating not only to their own part in ttie broad picture but also to tlie whole problem. The research director naturally must depend for his in formation in large p a r t on the discussions with and reports from his department heads, section chiefs, or group leaders, whatever they may be called. He will have frequent occasion to discuss problems with the men actually doing the research. When matters of policy are involved, he should i n general go below his first echelon only alter a n understanding with the leader of the group t n a t Is involved. The matter of representation of the re search department in the group which manages the entire lousiness is important. Management has come to realize that in vestment in well-managed research over a period of years is likeLy to pay higher dividends than a n y other investments that can be made. It has, therefore, be come much more general practice to have the research and development department represented in management. This often occurs through a vice president in charge of research a n d development. Corpora tions depending largely on scientific de velopments, particularly chemical indus try, frequently have a number of scientifi cally trained men in their management and on the board of directors. Frequently, too, men originally trained in the research laboratory assume positions of high re sponsibility in other phases of the business, so that a broad appreciation of the re » M A Y
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Staff ami Equipment As an aftermath of the shontsighted policies during the war there is at present a distinct shortage of scientists in practi cally all fields. A policy of selection can not now be followed as rigidly as would normally, occur. The output of any organization tends to reflect the least com mon denominator; hence, it is important that the quality of the research men be kept high. It is almost axiomatic that a few good men are better than many mediocre men. The quality of these indi viduals is more important than the equip ment or the facilities that are provided, or the money that is spent. The number of assistants that a senior grade research man should have cannot be answered in very specific terms. Some outstanding men working on a problem can do their best work themselves, with little or no assistance. Some men wrho are accomplished investigators in their own right tend to quit work when they are given assistants, and thereafter the output of their laboratory is limited and medio cre. Others find assistants working with them in the laboratory very valuable in increasing the total output. In many in stances, a senior scientist, together with one or two scientists of lower grade and perhaps a handy man assistant, provides an effective working unit. Beyond this type of unit we come, of course, to groups and sections, which are a different matter. In spite of what I have said about the quality of the research worker being more important than certain other things such as equipment, it should be kept in mind that to deny a research worker equipment that he may effectively use is a short sighted policy. A corporation's invest ment in a man's annual salary, basic equipment, and overhead is so high that it is good business to provide him with any equipment which wall increase his effi ciency and his output. A man's brains are the most expensive thing one can buy and they should be utilized to the greatest possible extent. I have encountered very few scientists who were unreasonable in their demands for equipment or who had Ά tendency to buy gadgets merely because they looked well and were nice to have around. Scientists realize that high-grade, specialized apparatus is expensive, and they accurately estimate the need there for, oftentimes even before the research director is aware of it. With proper and adequate equipment, not only the output but the morale of the research worker rises. Rewards What rewards should a scientist expect? I t goes without saying that he should have an adequate salary which not only repre sents his value as a scientist, but also com pares favorably with the salaries of men of comparable importance in the business, 1327
whether that be in manufacturing, finance, advertising, or sales. T h e question of bonuses for research workers frequently arises. Some industrial corporations pay such bonuses based upon" value and accomplishment; a very few have had such plans in effect for many years and they are apparently operating fairly satisfactorily. Other firms have tried such plans and dropped them a s unworkable. A much larger number have given serious consideration to the adoption of a bonus plan but h a v e not established one because of the difficulties of administering it equitably. Although more t h a n half of t h e bonus plans that have been tried have sooner or later been dropped, serious thought is being given to the question in m a n y corporations today. Some of the difficulties that must be overcome are the following: How should the head of a group rate in comparison to the individual scientist who is actually carrying on the work? How will ideas be evaluated? How will the scientist who does outstanding work on a problem that is tough and perhaps insoluble be rewarded in comparison with one who gets a lucky break leading to a highly successful product? Who will decide the relative shares in a bonus? Will it improve morale, have a neutral effect, or destroy morale of the research workers? How much credit shall be given for the man's cooperativeness, enthusiasm, and general mental catalytic effect on his co-workers? Until these questions can be satisfactorily answered it appears that it is best to rely on salary a n d other rewards, based upon the m a n ' s general accomplishments and qualifications. Aside from financial rewards, there are m a n y other factors which influence his output. A young man who enters on a new job will usually require several years before he becomes thoroughly oriented and can contribute materially through ideas of his own. When the scientist has attained a position of experience he may look forward to other recognitions and rewards, depending upon his capacity and personal characteristics. More difficult, extensive, or involved problems may be assigned to him. He may be given more freedom to evolve his own problems and carry them through. P e r h a p s a title indicating a higher status m a y be bestowed. He may be m a d e a group, section, or department leader. Scientists generally appreciate the opportunity of participating in broader discussions involving policy, sitting in on higher councils, a t t e n d i n g more meetings of scientific societies, being assigned to some outside contacts and jobs. Another recognition for older and accomplished scientists, which has h a d some very limited application recently, is the granting of w h a t corresponds to sabbatical leave, with salary paid, to permit t h e individual to s t u d y fundamental science in an educational institution. While t h i s idea has m u c h to commend it, application for some time to come will probably b e limited be-
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cause of t h e shortage of scientists a n d the difficult housing situation. Several of the above factors deserve additional comment. T h e first is a t t e n d ance a t scientific meetings. I t is impractical t o close shop a n d have all qualified research men and women from a dep a r t m e n t a t t e n d a scientific meeting. However, national, regional, and local meetings come frequently enough so t h a t attendance can be staggered. I t lifts the scientist o u t of h i s perhaps confined field and gives h i m n o t only new information b u t also new interest, vision, a n d enthusiasm. Managements of industry based on technology are also coming to realize t h e importance of publication, from the standpoint of both t h e scientist's satisfaction and t h e reputation and standing.of the firm. Publication of scientific articles representing the thought and work of a research man or woman enhances his reputation among his contemporaries and establishes his name in history. T h e opportunity t o publish is one of his prized assets and rewards. I n some instances publication needs to b e delayed for purposes of patent coverage and marketing, b u t usually these matters are not incompatible with publication within a reasonable length of time. industry
and Fundamental
Research
The fountainhead of fundamental research, on which industrial research is based, m u s t continue to be the universities. However, t h i s does not exclude industrial laboratories from carrying on some fundamental research themselves. Some scientists a r e more interested than others in this opportunity. As a research worker gains s t a t u r e in h i s work, he will encounter problems from time to time whose fundamental aspects, a s distinguished from the early application standpoint, he would like to explore more full}*. It is not unreasonable t o give such a man the opportunity to spend p a r t of his time on such a n extension of his work. T h e chances are t h a t h e will not abuse the privilege, but t h a t it will actually a d d to his o u t p u t of usable results. One need only recall the far-reaching results of t h e work of Irving Langmuir, which when first undertaken was of a fundamental character and whose eventual applications t o industry could n o t be foreseen. Some of this so-called '•pure research" will be unusable, b u t the worker will have gained inspiration and stimulus t o thought. Some very large research laboratories m a y also find it feasible to assign a few men t o full-time fundamental research, although i t m a y be more practical to make this possibility available to a larger number of key scientists for work i n a university for a year or so. Any industrial research laboratory which is properly staffed will alwTays have more problems which i t would like t o work on t h a n i t can handle. Some of these arc short-range, let us say, requiring up t o two
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or three years to complete, a n d others are long-range problems which may require five or ten years, or even more, to finish. Many of the short-range problems are of a character which require immediate attention from a competitive standpoint. Attention to these cannot b e deferred. Interspersed among them should be a t least a limited number of long-range problems whose end result, if successful, may be of. major importance. These long-range problems sometimes serve as a backlog to be worked on and temporarily dropped as the conditions may require. It is desirable t o have both types. Staff
Organisation
I t is impossible to set up a standard type of internal organization for a n industrial research laboratory. The combination line and staff type of organization appears to be most desirable. Department or division heads, responsible to t h e research director, are selected, and these divisions are in turn broken down to the extent t h a t the scope of the work m a y require. When it comes to a close actual day-by-day direction of research, one m a n cannot effectively direct a large number. Perhaps six is the maximum. Occasionally it may be desirable to cut across the above type of organization in order to handle an i m p o r t a n t research problem effectively. I n such a case a research team is made up from representatives of all the departments t h a t m a y be called upon. For example; in the study of a new antibiotic drug one m i g h t make up a team consisting of a bacteriologist, a biochemist, an organic chemist, a pharmacologist, and a clinician. Ordinarily, however, such teams tend to be too fixed and lack the flexibility t h a t is required. No uniformity exists as to titles of scientists in an industrial laboratory. In the cases of some large laboratories they are merely classified as Class 1, 2, 3, or A, B, C, etc. In other cases, titles such as group, section, and division leaders are employed. I t is m y feeling t h a t although some system of classification is desirable, its form is of considerably less importance to operation and morale than other factors, such as conditions of work, congenial atmosphere, and due recognition of accomplishment. Reference has already been made to coordination and contacts betw r een divisions of research. I t is easy for a research group to become so engrossed in i t s own work t h a t it unconsciously or semiconsciously builds a wall around itself. This inevitably retards progress. A conscious effort should, therefore, be made within a research laboratory t o bring as much information on problems and policies to the group as a whole as can be done effectively without permitting t h i s to become the tail t h a t wags t h e dog. Such dissemination of information can be brought about in a variety of ways. Going from small groups to t h e larger ones we encounter extemporaneous discussions on specific subjects
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or phases, followed by staff meetings within divisions, discussions between representatives of different divisions having connection with a. problem, and finally the more general informative and educational meetings for t h e personnel of the entire research laboratory. The latter may take the form of a research club which meets either during or after hours. The Sigma Xi Society has recently made it possible for properly staffed industrial laboratories to establish local clubs which can put on their own programs, as well as call upon the national Sigma X i lecturers. Such activities are usually of outstanding importance for successful operation. If the industrial research department is properly organized, ideas will flow not only from the research director and the group leaders, b u t in large measure from the members of the staff if they are given sufficient freedom t o stimulate their thought and ingenuity. These ideas may come from other sources as well—from customers, sales o r manufacturing departments, or management. Obviously some of the ideas will be more promising than others and they will need to be sifted. To accomplish this it is desirable that there should b e a new product committee or group which will act as the screening body. X h e various research divisions should b e represented on this committee, as well a s representatives of the manufacturing a n d sales and other departments of the business. A similar group should be available to decide when a new product is ready f o r manufacturing and promotion, and to m a k e suggestions regarding its applications. Development and Patent Departments Closely tied i n with the activities of both the research laboratory and the manufacturing department is the development department. This department takes over a new product from the research laboratory, develops it through larger sized runs in equipment simulating that to be used in production, and frequently introduces changes in the laboratory process. The development department may also be called u p o n by the manufacturing department for assistance in overcoming difficulties in a plant process, or to improve a process for economic reasons. Another function may b e the actual production for distribution of a product during its early stages when such distribution to the trade is necessary, even before the manufacturing metnods have been well worked out. * It may a l s o serve effectively in the production of products which are small in volume but high in value. It has an important functioriin the production of larger amounts of intermediates and finished products for the research laboratory and for testing purposes. There has been considerable discussion as to whether the development department should b e responsible to the research VOLUME
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department or to the manufacturing department, or whether it should be an independent division responsible directly to some member of the management. I believe that it is generally desirable that it be tied in very closely with the direction of the research department. This permits a good liaison when the products are still new and in the transition stage. At the same time the man in charge of the de-* velopment department, who in this type of industry may well be a chemical engineer, should keep in continual close touch and on very good terms with the manufacturing department. The development department can also serve another important function. Since it is the meeting ground of rcsearcli and production, it can provide an excellent training center for both types of personnel. Certain research men and certain production men may at times be assigned or loaned to the development department for work on specific problems in which they are involved, and to gain additional training. It is here that they can well obtain a mutual understanding and respect for the problems and the work of each other. Development department or pilot-plant studies are expensive and may be beyond the resources of a small manufacturer. Nevertheless, such studies are necessary for the orderly development of a process and for its economic evaluation; hence, it is desirable that the development department be established early in conjunction with a research program. Another important division of a wellstaffed industrial research laboratory is the patent department. In spite of the fact that an industrial scientist will generally carry on his work with the objective of obtaining patents, he is not an expert in the field and is, therefore, likely to overlook or neglect factors which may be crucial. By the time these matters come to the attention of an outside patent lawyer it may be too late. When a research department attains fair size it is desirable to have an intermediary patent man or department within the research laboratory, who will be in close contact with the work and can sense its direction, and to some extent influence its policy. The man in charge of such a department should not only be trained in science and in law, but should also have had sufficiently long experience with the work of the research laboratory, so that he may serve the staff in the most effective manner. If desired, the final prosecution of the patent applications, interference procedures, and other legal matters can then be placed in the hands of an outside firm of patent lawyers. Library
and Other
Facilities
Another highly important integral part of a good research organization is the library. At its head should be a librarian who views the library as a service organization rather than as a collection of books to be guarded. The most important part * MAY
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about such a library is its collection of journals and reports, rather than its texthooks and similar works. T h e librarian and her staff can be of great service to the members of the research department in helping them tu find what they need. I do not believe that the library staff, even it' technically trained, can most effectively make extensive and specific literature searches on a problem because they are less well qualified than the research worker himself, and they cannot fully anticipate I lis needs or desires, or understand the value of a stray observation that they may encounter during the search. An industrial research library may prepare and distribute abstracts of the important current literature. T h i s is a n extensive and expensive service if it is done properly and fairly completely. In some laboratories it has been found that a fairly adequate substitute is the listing of titles of appropriate articles, these lists t o be distributed in the form of bulletins to all research workers, say once a week. To provide either an abstracting or listing by title service, individual research workers are made responsible for the listing or abstracting of a limited number of journals, and the library is responsible for the assembling of the necessary data and their distribution. A research division may have considerable use for a certain type of service which falls within the domain of another division. For example, if the organic chemical division has frequent need of results to be obtained by the use of an electron microscope, or of bactériologie examination, the suggestion may be received that a physical chemist or a bacteriologist should be made an integral part of the organic chemistry department in spite of the fact that a well equipped physical chemistry or bactériologie department may already exist in the research department. Such establishment of small nuclei of foreign sciences within a division is generally inadvisable because the large department can generally do the job better than a single worker in a strange department, and there is also more flexibility. The industrial research laboratory needs to have adequate facilities for such matters as analytical work, physical measurements, biological tests, and bacteriological examinations, if these are indicated. Adequate secretarial help must be provided. If this becomes burdensome and complicated, some short-cuts for record keeping are now available through the medium of photostatic and microfilm equipment. What facilities do the industrial research laboratory and· the individual research worker require? First of all, I would build such a laboratory around a suitable conference room or rooms. T h e importance of discussions relating to t h e work has already been emphasized and suitable facilities for carrying on the discussions are highly essential. There should be available, either within the building or some1329
where near at hand, a ineeting place which can accommodate the o n t ire staff for the general programs. The i n d i v i d u a l scientist should he provided w i t h adequate labora tory desk space, w h e t h e r this be in a small room for himself and a few others or in a large room accommodating m a n y research ν orkcrs. The general preference is for smaller rooms a c c o m m o d a t i n g from two to four men, rather than larger laboratories. However, this m a t t e r of size depends upon the type of problem a n d the industry. A central storeroom on which all the divisions can depend for supplies is desir able in any research l a b o r a t o r y of moderate or large size, a n d often also a workshop with the necessary n u m b e r of mechanics. Reports T h e paper side of a research d e p a r t m e n t r a n n o t be ignored. If i t is n o t well organ ized, confusion will soon result a n d ineffective use of research w o r k comes about. Laboratory notebooks, both as to t y p e and use, deserve more a t t e n t i o n t h a n is often given them. T h e research worker may prefer a loose-leaf book which he can organize according to the problem as he goes along, but this is open to serious ob jections from the s t a n d p o i n t of p a t e n t protection. Hound, n u m b e r e d notebooks are much safer, and these should be very carefully indexed and filed. By the use of photostats, which can now be made rela tively inexpensively, it is possible t o make copies of laboratory notes for filing, circu lation, or retention in t h e laboratory of the research worker. For the information of t h e research di rector, other d e p a r t m e n t heads, a n d cer tain members of m a n a g e m e n t , i t is desir able t h a t research reports a t various levels be prepared a t regular intervals and be made a p a r t of the p e r m a n e n t records of the research d e p a r t m e n t . W h e n a product is deemed to have been carried far enough in the research d e p a r t m e n t , the manufac turing directions should be carefully written out according to s t a n d a r d form, and then s u b m i t t e d to t h e development de partment for checking a n d extension. Similarly, when the development depart ment has carried t h r o u g h its work t o a suitable stage, manufacturing directions are transmitted to the production depart ment. Based upon reports p r e p a r e d by division heads, the research director should prepare a broad annual report for t h e board of di rectors. T h i s report s h o u l d cover the re sults of t h e year's research effort, i t s costs, and research plans for t h e coming year. Relations
with
Universities
T h e maintenance of contact with the fountainhead of f u n d a m e n t a l information, t h e universities, is generally recognized. T h i s can be accomplished by several methods, including v i s i t s t o the universi ties by staff members, fellowships or g r a n t s for work i n certain fields, a n d t h e a p p o i n t m e n t of faculty m e m b e r s as consultants to 1330
the industrial laboratory. T h e latter mode of contact has long been in use in Kurope, particularly G e r m a n y a n d E n g land, and has had considerable extension in this country during t h e last 25 years. T h e plan has much to c o m m e n d it because it not only brings to the industrial labora tory the knowledge and fundamental point of view of the university man, h u t the latter in turn obtains information a n d ideas which might otherwise n o t reach him until considerably later. Further more, from the standpoint of t h e future welfare of science, it is much b e t t e r to fol low this plan of leaving the university pro fessor where he is and m a k i n g use» of his knowledge for the benefit of all concerned than to employ him full time in t h e indus trial laborator}' and thereby eliminate him as a producer of new generations of scien tists. N o w since t h e war has ended t h e univer sities are overwhelmed with s t u d e n t s and it h a s become increasingly difficult for t h e m to fulfill one of t h e i r principal func tions—namely, to e x t e n d our frontiers of fundamental knowledge. Recognizing this need, financial g r a n t s t o educational insti t u t i o n s for t h e s u p p o r t of research in broad fields have become increasingly common in recent y ears. Unless this re sponsibility is to be t u r n e d over to the Federal Government, which m a n y would not welcome, industry will be called upon in a n increasing degree t o m a k e g r a n t s to science d e p a r t m e n t s in universities, n o t only for t h e s t u d y of specific limited sub jects or projects, b u t for general funda m e n t a l scientific research. Location Finally, a word as to t h e location of a re search laboratory. T h e r e are b o t h advan tages and d i s a d v a n t a g e s in locating near
t h e manufacturing department. Among t h e a d v a n t a g e s are t l i e r e a d y access to, a n d u n d e r s t a n d i n g of, tbie problems o f m a n u facturing a n d the coordination of effort and activities. Against t h i s it lias been argued t h a t if the l a b o r a t o r y is close a t hand t h e manufacturing d e p a r t m e n t will be inclined to refer its p r o d u c t i o n prob lems to the researcli laboratory, thereby interrupting and interfering w i t h t h e orderly new investigational work which t h e laboratory should b e carrying on. Perhaps as Midgley once suggested, one laboratory might l>e established near at hand, which would work o n problems m o r e closely r e l a t e d to muumfacturing;, and an other l a b o r a t o r y several hundred miles away for work on m-ore f u n d a m e n t a l prob lems. T h i s sounds like a nice separation, b u t I d o u b t that it, is q u i t e t h a t simple. W i t h p r o p e r organization of process labora tories i n t h e m a n u f a c t u r i n g d e p a r t m e n t , a n d the use of the facilities of the develop m e n t laboratory, t o g e t h e r with a n under s t a n d i n g between the h e a d s of the re search a n d m a n u f a c t u r i n g divisions, it should n o t be too difficult to keep t h e process problems at areasonahle level a n d a t the s a m e time to gain, t h e advantage of proximity for interchange of information a n d discussion of common problems. Our industrial research laboratories are growing, both in s i z e and n u m b e r . If t h e men a n d women Avorking in t h e m a r e given g o o d facilities, b o t t i psychological a n d physical, for carrying o u t their activi ties w i t h a minimu-m a m o u n t of red t a p e a n d unnecessary restrictions, they will produce abundantLy. T h i s is t h e only object o f organization. P R E S E N T E D before the Scmina-r in M a n a g e m e n t of Research, Illinois Institute of Technology. Sept. 25, 1946.
Use of Isotope Tracers Increasing JL H E growing i m p o r t a n c e of labeled ele m e n t s as tools of scientific research was demonstrated a t t h e Symposium o n Radio active Isotope Tracers held a s p a r t of the scientific program of t h e a n n u a l m e e t i n g of the National A c a d e m y of Sciences in Washington. T h e papers reflected the r a p i d i t y with which t h e biological sciences h a v e p u t tracer techniques t o use, and as Louis B. Flexner, Carnegie I n s t i t u t i o n , pointed out, m a n y of these studies would n o t h a v e been possible except for t h e availability of tracers. Dr. Flexner used ,vater tagged with heavy water or radioactive s o d i u m or chloride ions t o show t h a t t h e walls of the blood vessels a r e more permeable t o water and chloride than to s o d i u m . T h r o u g h the use of tracers h e w a s also able to indicat e r a t e at which a s u b s t a n c e reaches the e m b r y o from t h e m a t e r n a l blood stream. Other biological uses of the tracer tech nique were reported b y Dean Cowie, Car C H E M I C A L
negie Institution,· "ΛΥ. F . Bale, U n i v e r s i t y of Rochester ; Vine eut d u "Vigneaud, Cor nell Medical College; A . Baird H a s t i n g s , H a r v a r d Medical College; and 3D. W r i g h t Wilson, University of Pennsylvania. At o t h e r sessions, J. H . Hildebrand of t h e Universit}' of California s p o k e on forces b e t w e e n polyatomic molecules, a n d W . D. - H a r k i n s of -the U n i v e r s i t y of C h i cago discussed stru-cture o f soap micelles. Alfred Richards, University of P e n n s y l vania, «-as elected p r e s i d e n t fora four-year t e r m . E l e c t e d as m e m b e r s of t h e council of the academy were W . A. NToyes, J r . , p r e s i d e n t of t h e A C S , and D . D. V a n Slyke, Rockefeller Institu-te. C h e m i s t s elected t o the a c a d e m y w e r e P. D . BartLett a n d E . Bright Wilson, J r . , H a r v a r d U n i v e r s i t y ; A. C. P o p e , M I T ; Farrington Daniels, University of Wisconsin; and Lars Onsager, Y a l e University. K . linderstrjftnL a n g a n d J . N. Bronsted of Copenhagen were elected as foreign a s s o c i a t e s . AND
ENGINEERING
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