TIME AS MONEY.

Auckland Star, Volume LX, Issue 300, 19 December 1929, Page 9

TIME AS MONEY.

RAILWAYS' EFFICIENCY.

MORE EXPECTED NOW. *

"DEFEND YOUR DEPARTMENT."

"If we can each, at the Hutt Valley Workshops, save five minutes per day— I do not mean' force the men along, there are other ways to do it—a sum of £6000 to £7000 would be saved in the course of a year in this workshop alone. Imagine what that saving would be if a similar result could >be achieved throughout the service," said the works manager, Mr. A. E. Walworth, at the first reunion of officers associated with the Petone and Hutt Valley Railway Workshops. Referring to what Mr. Walworth had said about organisation, Mr. H. H. Sterling, General Manager of Railways, said it was a good sign that so many were found to be thinking along the same lines. The old order was changing. •

Among the changes was the, coming of motor competition. In. relation to that, rail way ni en felt that the railways were in the position of an only son having to share a heritage-when a little brother arrived; This little 'brother was growing up to vigorous manhood; his rights could not be denied, he had to have them. But what the railways could help to do was to make their joint heritage bigger, so that when the little brother grew up he would get his share, while the railways' share would be no less. (Applause). "It is our business to. make the railways of greater and greater use to the public. They are still a power in the country, and they will continue to .be that while the railways loyally continue to do the country's work." .. A

"Through a. Storm of Criticism." . Mr. ..Sterling acknowledged tributes, paid to those who had planned the workshops, and those who had carried them through. They had come through a storm of criticism, much of it illinformed. Most of the critics failed to recognise that the men were entitled to have the tools and facilities which modern inventions could Supply, and decent industrial eurrbun'dihgs. So far as that went, goodness was hut a relative term—what was good enough yes-

terday was Tiot good enough to-day. He complimented the works manager on the standard that has been set in the new shops, and said that he felt sure his efforts were appreciated 'by those under him. There were obligations •associated with improvements such as had been effected in the Hutt Valley Workshops. "As you get the means for more efficiency, more efficiency is expected. As the material standard of the conditions under which youworlc is raised, so must there be an improvement in the production standard. "We Can Do a Good Job." "We must let the public know," continued Mr. Sterling, "that we can do a good job. That is the policy I have pursued and shall continue to pursue. ■ When critics tell me I must clean up this or that, I certainly look into it, but my job and your job is largely one of public education 011 the lines that will. enable them 'to understand the value of the work, we are doing, and its extensive, far-reaching, benelicial effects on public welfare. • "I want you to feel that that is a job worth while, and though I hardly expect you to go out, as did the disciples of old, , and preach the gospel of railways to all and sundry, 1 urge that you should never let a chance go by of defending and speaking for the Department. If criticism arises anywhere, the thing to do is to carry it on and endeavour to bring others up to a true sense of the position. I feel sure that if that is done .by our 19,000 employees, we shall get somewhere." .