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WA^=Ti ME
WORIlCi l^'l
MAMB B©QM
l e a s ® road oa.Tt>xGll^« - ^ A
oil h a T i S anJ- s^igge rations
i n d l y r e p o r t tEQ2i to o f f i O Q o
W i l l ije g l a d to
u s e them
H J 0 c R o n d e a u Sfeoe G&.-i
�W A R - T I M £
W O R K E R ' S
HANDBOOK
What Every War
Worker Should
by
A.
C.
Know
CROFT
�1
MANPOWER
Copyright 1943
National Foremen's Institute Inc.
Deep River, Conn.
Printed in D.S.A.
All rights reserved. No part may be reproduced in any
manner without written permission from the publisher.
Wherever you may be employed on the
second line of our defense . . . amid the
brain-rattling din of a shipyard; the Hades
heat of a steel mill; the roar and clatter of
a factory; the quiet hush of a drafting
room . . . you represent American manpower.
You, men and women alike, are the soldiers of SUPPLY. No one has to tell you
NOW that you are as important to our final
victory as the soldiers, sailors and pilots
who man, fire and fly the instruments of
destruction you help manufacture.
All of you who read the newspapers
know that an army is only as good as its
suppHes. SUPPLY and communication lines
[1]
�must be established before an army can
move to the attack.
Those supplies which our armed forces
will need in ever-increasing tonnage are
being produced today by American war
workers. They are being produced by the
greatest industrial empire this world has
ever seen, created by men of genius, courage, strength and determination. Free men.
The mounting tide of our vast industrial
production has been accomphshed through
unity of effort on the part of management
and labor. When the citadel of American
liberty was attacked, management, labor,
and government forgot their differences for
a common cause. Today they stand like
the Three Musketeers—"one for all, all for
onel" . . . America.
ply and feed our allies. One hundred and
thirty-four odd miUion Americans must be
clothed and fed. •
The loss of a single worker in any part
of the war effort slows down production!
If you are a worker in a factory, or plant,
producing goods for civiHans your job is
just as important as that of any war worker.
Our generals and our leaders realize home
morale must be maintained. Our Axis enemies seek to destroy it. Propaganda and
violence are their weapons. YOUR presence on the job is just as important as that
of any war worker.
General MacArthur told his soldiers:
"Every American soldier must kill five
• Japs."
Manpower must be spread thin. Tremendous demands upon our great industrial
empire will be made during the next year
of war. Battle-losses must be replaced
quickly if the tempo of attack is to be maintained. Through Lend-Lease we must sup-
He was talking about Manpowerl He
was urging every soldier to do more than
his share . . . to stay in there fighting just
as long as it was humanly possible. General MacArthur knows that a soldier absent
from the ranks, no matter what the cause,
will be felt in the test of battle. Replace-
[2]
[3]
�ment takes time and might mean the difference between victory and defeat!
You, then, as a soldier of supply, must
stay on the battle-line of industrial production until Hitler, Tojo and Mussolini, and
their armies, have been completely crushed.
To stay on the job means something more
than desire. I don't think any real American would dehberately stay away from any
job he felt aided the war effort. There are,
however, imforeseen things . . . things we
don't think about which might be the
cause.
2
HEALTH
We must keep fit to do onr hit!
The common cold still ranks as the top
knocker-outer of men and women from the
ranks of manpower. There's much you can
do about beating this national menace: get
plenty of rest; drink plenty of liquids; eat
lots of nutritious foods; take medicines prescribed by a physician.
We live through four seasons—WinterSpring—Summer—Fall. Each season means
adjustments in the clothes we wear, the
exercise we take, the food we eat and the
way we live. I n all seasons sleep is important. War workers must have proper rest
to do their jobs. Eight hours should be
enough. Less than six is not.
[41
[5]
�All of us are making money. It is natural
we should want to spend some of it on a
"good time." Have your "good time" the
night before your day off. The next morning you can pound your ear.
Drinking. Too much alcohol off the job
can cause tragic accidents on the job. A
"hangover" can slow your reflexes up to
40%. On high speed machines this can
mean loss of a limb or eye. Don't drink on
the job—you are endangering yomr life and
the hves of fellow-workers.
As for seasonal habits:
Winter. Dress warmly. Your clothing
should be hght in weight, warm in texture.
Eat foods containing starches and proteins
(fats). Exercise. You should work up a
sweat, followed by a warm shower or bath.
Sleep. Warm, hght covers in room temperatures not over 65°.
temperatures) restore loss of salt in your
system through prescribed use of salt tablets. Sleep. (On-hot, humid nights this is
a problem). Wearlligl*, absorbent night
clothes. Use a fan to circulate the air
toward open vsdndows. Never direct the
blast of air at yourself. Cold wiU result. Hot
drinks (tea) are most cooling. Too many
iced drinks increase body temperatures.
Spring and Fall. These in-between seasons are the tapering off periods. They are
the most dangerous. Don't take chances of
shedding winter clothing too quickly in
Spring; or dressing too hghtly as Fall
arrives.
Summer. Dress lightly. Avoid long hours
in direct sunlight. Eat plenty of greens,
vegetables, fruits, and drink fruit juices. If
you take violent exercise (or work in high
Exercise. War work, war news, worry
over some relative or friend in service, tends
to tighten us up. Exercise relaxes and
invigorates. Bowling, handball, squash, tennis, volley-ball, golf, boxing, hiking, scores
of other sports are excellent. They condition you for your job, too. If you can, walk
to your plant and save the gas, oil and tires
Uncle Sam needs.
[6j
[71
�Women. If you have a home and family
to care for keep in good health. Get plenty
of rest, relaxation and exercise. If housing
conditions are bad and your child must be
boarded out in a nursery, keep in mind
that the job you do today makes for a better America tomorrow.
Injuries. Don't take chances! Cuts,
burns, scalds, foreign bodies in your eye,
should be treated at once by a doctor or
nurse, no matter how minor you think they
are. Infection fights with the Axis.
3
SAFETY
The plant in which you are employed
will have done everything within their
power to safeguard you on the job.
If you have any suggestions that will
further prevent accidents during operations
suggest them. Your foreman will be only
too glad to hear about it. Keep in mind
that during each and every working day
some worker discovers a new method of
operation, a new safeguard for workers, a
new shortcut to speed up production.
Your suggestions on safety, or any other
suggestion that will protect or produce,
will be gratefully received by the management.
[8]
[9]
�If uniforms are provided, or demanded,
in the work you are doing, wear them.
They are designed for your protection.
If you wear goggles operating abrasive
machines, or other machines from which
particles or sparks fly, wear them.
In a war plant the other day a worker
came into the plant hospital cursing. He
had a steel splinter in his eye.
"in be
1" he gritted. " I just hfted
my goggles for a minute and look what
happenedl"
He was off the job for three days suffering with that eye.
Wooziness. If you get that hght-in-thehead feeling report to your foreman at
once. Don't try to stick on the job in the
hopes that feeling will pass. I t might, but
a it does not you might suffer serious injury.
Good Housekeeping is the essential to
safety. Don't fling tools around carelessly;
[10]
don't allow spilled grease to remain on the
floor; don't toss inflammable waste into a
corner, or around your machine, or bench.
Put it in the metal container provided for
its disposal. T r y and keep the area in
which you work as clean as the living room
of yom: ovm home and you'll reduce accidents 70 per cent.
Most plants employ janitors to keep the
aisles clear, the grease mopped up, but,
make it your job to see to it that there is
less disorder, better housekeeping for your
own, and your fellow-worker's safety.
Cooperate.
If you are clean and orderly, take good
care of your tools and equipment, keep
your eye open for new safety methods, cooperate with your management and fellowworkers, you will produce more and
produce better and safeguard your life.
[11]
�That's where yon, the worker, come in.
Cooperate. Suggest.
4
COOPERATION
Only God is perfect. Keep that uppermost in your mind. Your foreman is a human being. He has the same headaches
(only more most of the time) that you
have. He makes mistakes just the same as
you do. He might make a mistake that directly affects you, but it isn't dehberate.
H e l l be glad to correct it because in the
last analysis he is interested in producing
the most with the least cost and waste of
time.
It's a safe bet that as human beings you
are not going^ to I3ce every worker in your
unit, or every foreman, or supervisor you
come in contact with. That is impossible.
We all know very well that ff, in a
gathering of a dozen people, we meet one
person we like instantly we have been very
lucky.
The important thing to keep in mind is
this: you are doing a job . . . a great job.
You are working to win the war. If you
don't like Jack or Sally that's too bad, but,
they too, are doing a job. They are working to win.
The same thing goes for management.
They will try to do everything for your
betterment and the betterment of the
plant's production but like all of us, human
beings, they might not think of eversrthing.
When you went to school, as a boy or
girl, you had a "pal" or a "friend" you i k e d
best. The rest of the class were just so
many other kids. It will be that way all
through your hfe. That's the way we're
made.
[12]
[13]
�" I can't stand that foreman," a worker
complained. "He's got a sense of htmior
like an undertaker."
He was right, too. The foreman was just
one of those men who was born with an
inverted sense of humor. He couldn't help
it and the harder he tried to be a "good
fellow" the deeper he shpped into the
quicksand of dissatisfaction with his
workers.
One worker solved it vsdth the others
over the table in a restaurant this way:
" I don't care a hang for Fred," (the foreman) he said, "but we've got to look at it
this way. We work for pay. We're working to knock Hitler and his pals for a loop.
Just because Fred happens to be a sourpuss
half of the time and about as fuimy as a
crutch the rest, doesn't mean we should all
lay down on the job. Let's just do our jobs
the best we know how. After all we're not
married to the guyl"
only side you should be on is Uncle Sam's
side.
All over this great country of ours there
are millions of people of different faiths,
different creeds, different colors, yet, we
have worked for a common cause . . . to
make this land of hberty and free enterprise the greatest in the world.
We have done that job because we have
done, each and every one of us, our ovra
jobs to the best of our abihty.
Let's all pull together and hang Hitler
and Company higher than kites.
That's a pretty swell ideal Do your job.
Don't take sides in shop "pohtics." The
[14]
[15]
�up of the amount and quantity of equipment they had on hand at the time.
Brig.-Gen. Claire .Chennault, leathery,
tough-fisted leader of'TTie"American Flying
Tigers, said:
ABSENTEEISM
Absenteeism is hurting the war production job. The bad thing about this high
rate of absenteeism is that most of it is due
not to sickness, or injury, but to deliberate
staying away from the job by war workers.
Unless a war worker is flat on his, or her
back, sick, or injured, or some serious emergency within their immediate family has
come up, they should not be absent from
their jobsl
For every hour lost, 'a soldier, sailor or
pilot will die in the blood and roar of battle.
"If we had the same mmiber of planes
the Japs have we would drive them the
heU out of Burma."
He was right. These reckless Knights of
the Blue shot down a ratio of fifty Japs for
every American. They were forced to make
repairs of active planes from parts of others
that had been shot dovra. Some of them
were actually held together with baling wire
toward the finish of that epic! Yet, these
Flying Tigers power-dived those ships
head-on into echelons of Jap bombers and
Zero fighters!
Military leaders always write the history
of their victories or defeats in the stmiming
When the alarm rang they were on the
job, ready, eager, with what equipment
they had, to tackle 'the Jap. They never
asked for time out. When the davm patrol,
which protected the Burma Road, was
called out, they all reported.
[16]
[17]
That's not propaganda^that's
the truth!
�Marshal Rommel, recognized as a brilliant strategist by Allied commanders,
couldn't do anything but flee with his army
when the British Eighth Army, and American fliers got together more guns, more
men, more tanks, more planes.
You can't produce equipment to beat the
Axis by staying away from your job. You've
got to be in there every working day, giving
your best.
The day we throw more shells, more
bullets, more men, tanks, jeeps, planes,
mechanized cannon at 'em the quicker the
war will be won and over.
hberately you're letting down a soldier,
sailor, or pilot who trusts you.
If you are going to be absent on something you know about in advance notify
the foreman. This gives him a chance to
replace you for the time you will be out.
If you don't notify him precious hours are
lost in making the replacement.
If you are taken sick during the night
have a member of your family call the
plant, or the foreman's home, and tell him
about your illness. Let him be prepared.
One days fighting all over the world
means the loss of life to thousands of Alhed
troops; the loss of hmbs and sight, and
hearing to thousands of others; capture and
abuses for thousands more.
I f what you do today can end the war
tomorrow those thousands of fighting men
will owe their lives to you!
When you are absent from the job de£18]
[19]
�6
ATTITUDE
What you think affects the way you act.
You must think right to act right.
There will always be a certain element of
the people who are "boss haters." A psychologist can tell you why they "hate" the
boss, or the plant, or their fellow-workers.
I t is simply this:
If they can't build a house of their own
they're determined to tear down the other
fellow's house.
There used to be a saying that people
never asked how you made money, just how
much did you make.
Don't believe that! Don't think the average hard-working American respects a
criminal with a lot of money. They respect
a man who has made money through sheer
abihty and drive.
[20]
I don't think that anyone resents the fact
Thomas Edison made a lot of money
through the discovery of the powers of
electricity. He brought a new life to milhons of people,all orer the world.
All men are created equal. Some men
do better in the race of life than others.
We all wind up equal at the grave.
You can't take it with you!
You, as a war worker, are paid wages
for the work that you do. The management
of your plant has the right to ask that you
do the job you are paid to do to the very
best of your ability.
If Y O U have a radio, or car, or whatnot,
repaired, you expect the radioman, or
garageman to do the best job he can for
you. I f he doesn't you feel justified in not
paying him for not doing it. Either that,
or he loses your confidence and your trade.
What Y O U expect from the other fellow
you should expect your boss, or management, to expect from you.
The management of your plant has a
tremendous investment at stake. I n one
large plant I know of, mathematics proved
[21]
�that each worker represented an investment
of more than $12,0001 That's not hay!
This money was invested in tools, equipment and plant space for each worker in
that plant.
Most workers don't realize values. This
is directly rated to their attitude. Tools
and equipment represent money. That
money had to come out of the profits of
the management and be returned to the
plant for repurchase of more tools and
more equipment.
Tools and equipment represent the earnings of management and labor.
Tools that are lost, strayed, stolen or
abused are dollars and cents in the working day.
Take the proper attitude toward your
machine, tools, and equipment. They are
entrusted to your care by management.
Treat your machine and tools as though
they were your own. I n the final analysis
they are. They represent the difference
between profit and loss.
A company cannot operate on a lossplus basis 1
[22]
Here is an example of a lack of values: a
worker dropped a valuable die on the floor.
He was sorry, blushed, and said to the foreman, "There goes twenty bucks!"
On the way off the shift that night the
foreman fell into step alongside the worker
and said, "Dick, you made a remark about
that die costing twenty bucks. Do you
know how much it really cost? Do you
care?"
"Sure I do," Dick rephed. "I'm sorry
about it."
"That die cost $130, Dick," the foreman
related, "and the time and man hours it
will take to replace it, plus the time lost in
our unit will run close to five himdred."
Normal depreciation of machines and
tools are figured out by plant managers.
What they can't figure on is a machine
slated to last the company 10 years burning itself out in half that time due to lack
of proper care by workers.
Dick had the right attitude but he had
no idea of values.
As we begin to scrape the bottom of the
barrel for raw materials replacement of ma[23]
�chines is going to be harder and harder.
This might well mean that replacement of
worn-out equipment, vital as it might be,
will have to go by the board.
That can only mean two things: the
operator of the worn-out machine is out
of work and our armed forces will have to
do the best they can with what we can
produce on the machines that are left.
If you l a v e the right attitude, if you are
interested in your job, interested in the
part your plant is playing in the war effort,
whether you are making arms and munitions, or civilian needs, you will be a good
worker and a happy one, too.
Sabotage and Espionage: Every wartime worker should know all they can about
them. There are saboteurs; there has been
sabotage . . . sabotage in which war-time
workers have lost their lives; sabotage that
has created crippling bottlenecks.
There are spies. They seek and pry. I t
is their job to find out: production rates;
new weapons we might manufacture; ship
and troop movements; to steal plans, and
work with the saboteur.
[24]
The Axis worked patiently for eight years
honey-combing this nation with spies and
saboteurs. We cannot undo that work in
one year. The FBI\has done a wonderful
job. State, local and industrial poHce will
continue to be alert. You, the war-time
•worker, must be alert. It is Y O U who might
and can detect attempted sabotage. Y O U
are on the job. You can spot a spy. While
the police number in thousands Y O U workers number in millions.
Don't talk about your jobi
Don't talk about new weaponsi
Don't talk about the things you make and
where they are shipped.
Don't associate with
repute!
people of shady
Don't be caught napping . . . it may
cost you and your fellow-workers your
fives!
T H E AXIS S O L D I E R S O F D E S T R U C T I O N A R E YOUR E N E M I E S . . . F I G H T
T H E M BY B E I N G A L E R T !
[25]
�pie can buy, or impose taxes, to pay the
cost.
When you read a headline—"War Cost to
Government 100 Billion"-that is 100 Billion
of our money, employer and employee alike.
WHY WORKER TAXES?
It is no secret that this war is costing
money. The more money we make the
more money we pay in taxes. That is the
way it should be. Each month billions of
American taxpayers' money is poured into
the vast cauldron of war. Economists figure it will cost the United States 10 times
as much to fight this war as Great Britain.
- . . 20 times as much as it will cost Russia.
Higher wages, higher costs for materials,
a higher standard of living are the reasons
for our heavy war debt.
The government hasn't any money. The
government makes no money. When the
government has a bill to pay for some project whether it is WPA, or a dam, or a
super-highway, it must issue bonds the peo[26]
This year there will be about 40 million
taxpayers. Simple arithmetic will give you
the answer to the individual cost to each
man, woman and child in America.
Pay-as-you-go taxation had to come and
a manner for the collection of these taxes
had to be devised. On the old system the
taxpayer paid in 1943 for earnings in 1942.
With millions of workers making from 25%
to 50% more than they ever earned before,
with more milHons working who never
worked before, the tax collection situation
looked bad.
Here is an example: John Smith was a
porter in an ofiice building earning $1,000
a year. Now he is a carpenter's helper at
$105 per week, or $5,260 per year. He
should have no trouble paying his taxes on
the latter income, but one of these days the
war will end and the need for carpenter's
[27]
�helpers will not be as great. If he is lucky
John Smith might get his $l,000-a-year job
back.
Now, if this happened under the old system John Smith would have a $985 tax bill
to pay with a $1,000 income. That would
leave him $15 for all other expenses and,
of course, he would wind up in the poor
house, or on relief.
Under the pay-as-you-go tax plan John
Smith pays his tax on $5,260 as he earns
it, then, should he ever retiu-n to his $1,000a-year job he pays-as-he-goes on that, too—
$89 tax on the porter's job leaving him $911
to live on instead of $15.
The twenty per cent withholding tax,
which goes into effect on July 1st, includes
the Victory Tax.
This is only the beginningi
President Roosevelt, in his budget message to Congress in January 1943, urged
that tax bills be framed to carry 50% of
the war-cost load.
The nation, today, is spending at the rate
of 100 Billions yearly and taxing at the rate
of 30 Billions. Roughly Americans are
called on to pay only about 30% of their
war burdens.
The Congress has devised that there shall
be a 20 per cent withholding tax. A withholding tax merely means that the government has asked that your management be
its collection agent, deducting from your
weekly earnings twenty per cent for payment of taxes.
I n New Zealand they pay 66% of their
war costs through direct taxation; in Great
Britain 56%, and in Canada 50%. A l l of
these countries (and it is costing every one
of them Bilhons less to wage war) are
looking toward the future, not wishing to
saddle their children, and their children's
children, with an overbearing debt burden.
The tax assessments you paid in March
and June will be applied to your 1943 tax
returns.
The Government will collect a little better than 36 Billions by taxes for 1943. The
President has proposed that Congress draft
[28]
[29]
�a tax bill aimed at raising 16 Billions additional for next year.
We have just begun to fight. Victories
so far have been "preliminary." Our losses
in men and materiels have been relatively
slight. When the "all out" invasion of the
European fortress Hitler has built gets
underway, Americans will then, for the first
time, really begin to understand the grim
tragedy of blood and dollars needed to be
spent before final Victory is won.
Our fighting men are facing Death hourly
with a courage and determination that will
carry them to final,Victory. '
We must face our tax problems with the
same courage and determination imtil
Fasci-sm is crushed forever.
Don't Gripe . . . G I V E !
Military experts state (at a minimum)
that conquest of Hitler will come in the
FaU of 1944. The minimum guess for
Japan's final mihtary destruction is early
1946.
At the minimum, then, we face three
long, gruelling years of savage war. The
more we attack and attack the higher our
losses in men and materiels—the higher the
costs of war soar—the higher our national
debt rises—the more lofty our tax increases.
There is the saying: "There are only two
sure things—Death and Taxes."
[30]
[31]
�8
SUMMARY
What does it all mean?
Do your job!
There isn't one element in our country
today—not even the Communists—who don't
think we've got one heck of a big job to
do together.
Democrats, Republicans, Management,
Labor, the Church, aU agree every one of
us must pitch in and give every ounce of
oui energies.
This is no time for petty bickering; this
is no time for one element to try and outstrip the other; this is no tune for anything
except complete agreement on one thing:
"WORK TO W I N ! "
Old workers or new workers . . . manpower or womanpower . . . management
[32]
and labor, must all hunch their shoulders
into the harness and pull together in ONE
direction.
Production miracles have been accomphshed since the smoke of Pearl Harbor
drifted away to reveal the treachery and
power of our enemies. What we thought
were great production figures ten years
ago are mere nothing today.
We are not fighting this war for Management, for Labor, for Democrats, or
Repubhcans.
We are fighting this war for freedom for
you and for me and in testimonial to those
thousands of American fighting men who
died at Pearl Harbor before they had a
chance to strike back.
We are ready to strike back now. When
we strike it will be a Joe Louis left hook
multiplied by the strength and devotion to
duty of milUons of fighting men and war
workers.
The Jap£ had it all figured out.
[33]
We
�would never rally. Management and Labor
were at each other's throats. The Republicans were sniping at the Democrats.
Subversive elements were nmning riot
throughout the country. We were fat, soft
and easy to take. What a shock they goti
Stay on the supply linet
Watch your health I
Be careful!
Cooperate!
Be on duty I
Think right!
Work to wini
134]
�IMPORTANT INFOHMATION
My department number is
My foreman's name is..
:^iii£.g.£^.„.:...^;4:.
UJ^-
My identification number is
My time clock number is
,
My locker number is..
My Social Security number is..
��
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Books, Booklets, Ledgers, & Diaries
Document
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Dublin Core
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Title
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R O Rondeau Shoe Company War Time Workers Hand Book Circa 1943
Description
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A thirty-four page, World War II, R. O. Rondeau Shoe Company <em>War Time Workers Hand Book, What Every Worker Should Know,</em> circa 1943. <br /><br />This item belonged to Farmington worker 636, Department 52, which was stitching, all information written on the back inside cover, along with the worker Social Security number(not inlcued in scan). The Foreman for the worker was Louie Underburger. <br /><br />The booklet contains a fair amount of American propaganda, helpful home and work advice during wartime, financial advice, community service advice, commentary on the war, post Pearl Harbor Attack, and some forcasting on the war effort.<br /><br />This item does contain biases from earlier periods.<br /><br /><br /><br /><br />FHS-Kyle Leach
Creator
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Written by A.C. Croft
National Foreman's Institute
R. O. Rondeau Shoe Company
Publisher
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National Foreman's Institute
R. O. Rondeau Shoe Company
Date
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1943
Date Created
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Circa 1943
Date Copyrighted
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1943
Contributor
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Donated by Joann Doke
1940's
booklet
business
document
Farmington
industry
pdf
Rondeau Shoe Company
workers