Gitting the Cost of Stenographic Service Gittin^ the Gjst of Stenographic Service Published by The Stenographic Efficiency Bureau Remington T5rpewriter Company (Incorporated) Copyright, 1914, by Remington Typewriter Company (Incorporated) What this little book tells about Chapter Pai^e I. What Stenographic Inefficiency Costs You - 5 II. How Stenographic Work Should Be Managed - - . . - 9 III. Equalizing Service Rendered and Work Done - - - . - 11 IV. How to Facilitate Dictation - 15 V. How to Facilitate Transcription - 19 VI. Improving Equipment and Envi- ronment - - - - . - 23 VII. Hiring and Handling Stenographers! - 27 VIII. How to Measure Output - 32 IX. How to Select a Machine - 36 X. How the Remington Efficiency Bureau Can Serve You 39 CHAPTER 1. WHAT STENOGRAPHIC INEFFICIENCY COSTS YOU. A few months ago the advertising manager of a nationally advertised office appliance asked us for a method of handling stenographic work so that each operator would be paid in pro- portion to the amount of work performed. He thought that he could probably cut down expenses of his circular work in this way. We suggested a method, which he adopted with success, as a result of which he was able to cut down the expenses of an average mailing from $ 1 , 1 00 to about $800. He very naturally concluded that the difference, $300 per mailing, represented the cost of stenographic inefficiency in his particular department. But last January in going over his records for the year, he was struck with the fact that there was a phenomenal increase 5 in the number of replies received from his circular mailings; and upon analyzing the circumstance he came to the conclusion that the increase was partly due to the fact that his circulars had been more timely, because gotten out more expeditiously, and partly to the fact that he was able to get out his circulars more frequently, hence use them more freely. “The three hundred dollars” he said recently, “that I saved in actual operating expense, was the smallest part of the price of poor stenographic service in my case. I’ve been losing in- quiries and sales worth thousands of dollars to me besides.” This incident shows better than could a long array of statis- tics what stenographic inefficiency costs in a business — for it illustrates very clearly the two ways in which such inefficiency is to be paid for in any business, viz: 1. The direct waste — in the department itself. 2. The indirect waste — caused in other departments. Under the head of direct waste comes tfie waste of stenog- rapher’s own time, waste of materials and supplies and undue depreciation of equipment. Even in the office employing only two or three stenographers a waste of from 10% to 25% of stenographer’s own time, a very conservative estimate, means a loss of two to four hun- dred dollars a year. In an office where there is a force of fifteen to thirty girls the same amount of lost motion in pro- ductive operation (that is, dictation, transcription and other copying work) would mean a loss of from one to three thou- sand dollars. The materials and supplies that would be purchased by an office employing three stenographers, and one employing thirty may be tabulated as follows: Three Stenos. Thirty Stenos. Stationery .. $100.00 $1,000.00 Ribbons 27.00 270.00 Carbon Papers. . . 20.00 150.00 Rubber Erasers. . .50 5.00 Pencils 5.00 50.00 Note Books 7.00 70.00 Miscellaneous. . . . 10.00 50.00 $169.50 $1,595.00 Tills estimate, of $169.50 to $1,595.00 is computed upon the needs of an average business office. We do not pretend that it is accurate, but it serves to show that a saving of 5% to 10% in supplies, materials, will amount to an appreciable sum, even in a small office. TTie equipment of three stenographers means an investment of $100 per machine, and $20 to $30 each in desk and other accessories. The depreciation of the machine is, of course, the important item. Taking into consideration the cost of replacing the platen and other repairs, it amounts to anywhere from $6 to $18 per year. Consequently the care of the machines may easily make a difference in operating expense of $12 to $36 a year in an office of three stenographers, and ten times as much in an office where thirty are employed. These three sources of waste— lost motion, waste in valu- able supplies and undue depreciation in a stenographic depart- ment, insignificant in themselves, make in the aggregate consid- erable difference in the expense of operating the department. Even the small office, by scientific management of stenographic service, will save a great deal of money. If the purpose of scientific management were merely to effect this saving in the department itself, the effort would be well repaid. EFFECT ON OTHER DEPARTMENTS. But great as is the direct saving to be effected in almost any business it is the indirect waste due to stenographic in- efficiency that calls most imperatively for the adoption of effi- ciency principles in the handling of this important part of the office work. The fact that stenographic inefficiency affects all other de- partments in a business is what makes the scientific manage- ment of stenographic service so highly profitable. A wholesale grocer, for instance, has a force of four sales- men who are held up from 15 minutes to an hour each morn- ing waiting for a chance to have their dictation handled by an unscientifically managed stenographic department. Here is a curtailment of sales efficiency of 15% to 20% per man for something like eight possible sales per day. Meas- ured by the year, this source of possible sales and profits reaches an appalling sum. A class publication, employing two types of high-salaried men, solicitors and creative thinkers and workers, seriously im- paired the efficiency of both classes, by permitting conflicts, personal bickerings, and confusion over stenographic service. In similar ways countless other concerns are losing thou- sands of dollars monthly in high-priced executive time and in sales and business promotion, opportunities passed by, in addi- tion to the actual net loss due to inefficiency in the stenographic department itself. It is impossible to compute what the loss from this source 7 is in any case. Each man must figure it out for himself. But whatever your system may be, your conclusion will lead to the inevitable fact that you need stenographic efficiency in your business not so much to keep down the cost of producing the typewritten copy as to save the time and energy of all of those workers whose efficiency directly or indirectly depends upon the service they get from stenographers. Bear these things in mind then in considering the sugges- tions outlined in the following chapters. CHAPTER 11. HOW STENOGRAPHIC WORK SHOULD BE MANAGED. There is no difference in principle between the scientific man- agement of a factory workshop and the scientific management of the stenographic work of an office. Each involves: 1. The equalizing of tasks. 2. The standardization of operations. 3. The standardization of equipment. 4. The improvement of working conditions. 5. Scientific hiring and handling. 6. Proper supervision of work done. To equalize stenographic tasks means to give each execu- tive service according to his needs, to give each stenographer work according to her capacity and to equalize periods of rush and slack work. The efficiency possibilities in standardizing operations ex- tend from the time the boss says, “Come and take dictation” until the stenographer closes her desk, and goes home at night. Typewriter equipment may be standardized, first as to form; second, as to quality. You standardize as to form when you change or modify the shape or location of equipment, so that it becomes more con- venient and effective in use. STANDARDS ESTABLISHED BY TEST. You can standardize the quality of stenographic equipment by careful comparative tests to determine which make and style of typewriter is best adapted to your needs, will stand up best under the service you have to give it — by adopting the style of chair and desk that will be most comfortable and the most convenient for the operator — by adopting a standard in buying carbon paper, typewriter ribbons, pencils, tools and other supplies, so that their fitness for the various uses will be determined in advance — and by working out a similar list of efficiency requirements for all other items purchased. It is almost needless to say that stenographic working con- ditions are widely different in almost every office, and that it is, therefore, practically impossible to cover here all specific questions in stenographic management. But certain conditions are common and inevitable in all offices and general principles covering these conditions may be derived and applied with suc- cess in very widely diversified fields. 9 CO-OPERATION BETWEEN DICTATOR AND STENOGRAPHER. As in every business relation, co-operation between dictator and stenographer means better, bigger results for the employer and easier work for the stenographer. You can imbue your stenographer with a great deal of your own enthusiasm and interest in your work by taking her into your confidence and putting responsibility upon her. This re- moves her from the plane of an automaton — and fills her with ambition and earnestness so that she gives your work conscien- tious attention and your efforts enthusiastic support. In the selection of stenographers the specific needs of an or- ganization may be analyzed and individual requirements ap- proximated in the same plain and practical manner that a pur- chasing agent chooses materials and supplies. For exacting work a stenographer of greater skill, paid at a much higher rate, will in the end be found to be far less expensive than a stenographer less proficient in writing short- hand. For a slow dictator a less rapid writer may be chosen, provided she is able to transcribe her notes with equal speed. Or, if it is your purpose to turn over routine detail to a stenographer, the most profitable procedure would be to en- gage a less proficient operator and train her, not as a stenog- rapher primarily, but as an integral part of your organization capable of performing stenographic duties for you. GIVING THE STENOGRAPHER A CHANCE TO ADVANCE. In many cases the hope for advancement to higher salaried positions, or to minor executive positions, is sufficient to maintain enthusiasm and interest even under heavy stress of work and exacting conditions. A number of prominent organizations, however, have found it profitable to pay a bonus to stenog- raphers who complete the day’s dictation before a certain hour; and still others pay periodical awards to the stenog- raphers making the fewest errors and accomplishing the largest volume of work during a given period. Just as the capable general manager distributes and dele- gates authority among his lieutenants, so should some respon- sible head study the natural tendencies of the members of a stenographic staff and assign the work to each operator. The following chapters outline the way these principles have been applied with success under the direction of the Remington Efficiency Bureau, and show how they can be applied to your own stenographic problem with equally satisfactory results. 10 CHAPTER III. EQUALIZING SERVICE RENDERED AND WORK DONE. Not long ago the general manager of a large office supply house noticed that the stenographer who usually took his dic- tation seemed to be making a great many more mistakes than usual in transcribing. Upon looking into the matter he found that she was taking the dictation of three busy men while four other stenographers were practically idle a quarter or more of the day. These four stenographers were assigned to as many execu- tives, each of whom had a heavy volume of dictation, and each of whom imagined that he required the exclusive time of a girl to do his stenographic work and look after his filing and desk routine. Upon analysis, it was found that the time of the stenog- raphers assigned to the four heavy dictators was on an average consumed as follows: 15% in taking dictation to be transcribed. 44% in transcribing dictation. 11 6% in correcting transcription. 10% in taking dictation of instructions as to care of dic- tators office work. 14% in actually carrying out these dictated instructions. 1 1 % in ostensibly carrying out these dictated instructions, but in reality (perhaps unconsciously) in visiting and gossiping, etc. HOW THE GENERAL MANAGER SOLVED THE PROBLEM. The manager thereupon made these changes in routine: First, he placed the five stenographers in a section of the office by themselves, and appointed the previously overworked stenographer, who was a very bright girl, as stenographic sec- retary. The desks were arranged with the secretary facing the others. Then he cleared out a mass of matter rightfully belonging in the general files, from the desks of the four dictators, and from his own as well, and had the general files arranged as a sort of wall or partition between the stenographic force and the rest of the office. And finally, he issued instructions that the stenographic sec- retary should : 1st. — Receive all requests for stenographic service over the office phone, making and keeping track of all assignments. 2nd. — Receive and deliver, through the office boy, all the transcribed matter from stenographers. 3rd. — Take dictation of all instructions for filing and for getting data from files, for appointments and other office “chores.” 4th. — Carry out all these instructions, and otherwise take care of the desk needs of the six men in the office. In making and keeping track of the assignments, the secre- tary, under the manager’s instructions, adopted the plan of sending a fresh stenographer at the end of one hour’s dicta- tion to relieve a girl who had been taking notes that long. This plan had four distinct advantages. First, it relieved the stenographer of continued dictation taking; second, it kept notes from growing cold before being written; third, it pro- vided an absolutely equable distribution of work ; fourth, it pre- vented or minimized the accumulation of notes to be tran- scribed in a rush at the end of the day. The plan, as a whole, absolutely cut out lost motion, in- creased the capacity and efficiency of the stenographic force, and reduced mistakes to a negligible quantity. 12 This plan, or substantially the same plan modified to suit special conditions, is the one most frequently adopted to dis- tribute the burden of stenographic work equally among stenog- raphers. In the average office it will provide each man with the kind and quality of stenographic force he needs, and it will almost do away with the “15-minutes of five” rush. In some cases, however, this plan will not give each dictator the kind of service he wants, or has to have. So other ways of securing distribution of the stenographic burden are adopted. For instance, a public service corporation solved this prob- lem by the following simple plan: RESERVING ONE STENOGRAPHER FOR FILLING IN. The first thing in the morning, specific stenographers reported to specific men at a given hour. Then the most important things of the day were disposed of. While the dictation was being transcribed, a stenographer who was called a “filler in,“ was used for anyone who wanted to give instant dictation. She was familiar with the peculiarities of each man, trained to re- tain her elBSciency, even though constantly interrupted. This simple expedient eliminated all congestion of the morn- ing’s mail, simplified tremendously the work of the whole force and enabled the executive to get stenographic service without exasperating delays. A very serious mistake, easily made and generally practiced in the best offices, is disregarding a scheduled assignment and having a high-priced stenographer do the work of a low-sal- aried operator. ANOTHER METHOD OF DISTRIBUTING WORK. A large publishing house, employing six stenographers, solved this problem by assigning the work as follows: One high-priced stenographer for owner and manager; one for general correspondence; and four stenographers for sales- men, slower in taking dictation and in transcribing, and whose work also comprises filing, checking, etc. These three examples are related at random to show how concerns in various lines of business apply the principle of task-distribution to meeting divergent stenographic needs. The principle, of course, is the same in all cases. But its application depends upon the special circumstances involved. We cannot hope, therefore, in this general booklet, to show you exactly how you can apply the principle to your particular 13 business. But we do believe that with these examples as a guide, you can devise a way to apply the principles yourself. This, of course, is the important thing to you. If you desire further facts, bearing more particularly on your business, the Remington Ef&ciency Bureau will be glad to serve you. In the next chapter we discuss the greatest accuracy in pro- ducing “copy” for transcription. 14 CHAPTER IV. HOW TO FACILITATE DICTATION. There is one best way in dictation. That way is to establish the best possible working relation between the dictator on one side and the stenographer on the other. It is a joint productive process in which each has an equal responsibility for the results secured. In the average business there are two classes of dictators. — First — Busy executives and salesmen who are in the office only a short time each day — who must be able to get a stenog- rapher to take dictation whenever they are ready. Second — Lesser officials and clerks — ^who may let their notes and letters accumulate and then dictate them all at once at an appointed time during the day. The initial step to take to bring about the best working relations between dictators and stenographers is to separate these two classes of dictators and handle stenographic assign- ments accordingly. COLLECTING SCATTERED ITEMS. The usual way is to have the minor official or clerk — or occasional user of stenographic service — read his letters or carefully consider the various items that come to his attention, and decide in his own mind the disposition of each matter. He then places these items, one by one, in a folder as he goes through his mail. Then when a stenographer is available, he simply refers to his folder and disposes of all the items col- lected at one sitting. This doesn’t mean, necessarily, that there shall be stated hours for dictation, but that a stenographer shall not be taken from her typing to take scattered letters or isolated memoranda. Of course, just who is to have the privilege of dictating at will and who shall be restricted is a problem varying with the circumstances in each office. After this problem is settled comes the question of co- operation between dictator and stenographer in producing shorthand “copy” for transcription. 15 THE DICTATOR’S SHARE IN THE WORK. The dictator is the first link in the chain of “copy** pro- duction. His responsibility begins with being prepared to dictate when the stenographer is called — and with giving clear and explicit directions to the stenographer for the proper handling of each piece of copy. If the dictator will go through his letters or memoranda in advance — making all notations and collecting all necessary data — and then choose a time for dictation when there will be a minimum of interruption, the first great step towards im- proved notes and accurate transcription will have been made. For the stenographer will be able to make better notes and the dictator himself will save time. One busy executive applies this principle by giving all cor- respondence to his stenographer after dictating a letter and re- questing her to read over the letter which has just been an- swered, while he, the dictator, is picking up another letter. This can be done in most cases and it gives the stenographer a much better idea of the matter treated in the dictated letter, and where dictating has been fast and notes not well made, this sometimes clears up doubt in the mind of the stenographer. Besides being ready to dictate and giving clear and explicit instructions, the dictator should dictate plainly. A clear and distinct tone should be used. If it is the habit of the dictator to pace up and down the room while speaking, care should be taken to raise the voice when going from the stenographer. CLEAR ENUNCIATION. The dictator should avoid speaking while his back is turned to the stenographer; he should not hold a cigar, cigarette or pipe in his mouth while dictating unless he can articulate very distinctly while smoking. To further insure accurate transcription it is also a very good idea to spell every proper name, every foreign phrase and every word that is not in the average person’s vocabulary. In spelling, it should be borne in mind that it is harder for a stenographer to write a whole word in shorthand, and your spelling should, therefore, be much slower than your regular dictation. The dictator should remember also that shorthand can be written best at a moderate speed — that as the speed increases, the mechanical recording of stenographic characters requires 16 more and more attention, thought given to the subject matter diminishes, the subject matter is less understood and mistakes in transcription result. Still another way in which the dictator himself can facili- tate the joint process of dictation, is by getting through his dic- tation before taking up other matters. DONT PUT OFF DICTATION TILL THE LAST MINUTE. A bad practice in some offices is to leave the stenographer with very little to do during the day, putting off dictation un- til very late in the afternoon — then requesting correspondence early for signature or asking the stenographer to sign it herself. This has two bad effects: First — it wastes the time when she could give her work careful attention, and crowds her whole day’s work into a few hours of the day when her energy and vitality are really the lowest, when her mind is turning towards other interests (home and recreation). Second — If the work is heavy, (in order to gain speed) the stenographer will not give it proper time and attention and mis^ takes will be more apt to occur. Her efficiency is lowered by the mere fact that she is rushed. THE STENOGRAPHER’S RESPONSIBILITY. If the dictator is responsible, first of all for stenographic efficiency, it is equally true that the stenographer herself is responsible in the end. She must contribute her share in this joint process of producing shorthand copy at fair speed and with reasonable accuracy. She contributes her share by paying close attention to what the dictator is saying, striving to know absolutely what is spoken and the spirit of what is said; and by so conserving her energy in the handling of her work that she can give to the frequently harassed and hurried dictator the benefit of a fresh, serene mind. For nothing can be less conducive to good stenographic team work than inattention on the part of the stenographer; and nothing can be more certain to result in disaster, than for two strained and nervous temperaments^ — dictator and stenographer — to attempt to work together. The two great rules for the stenographer to follow then are: First — Keep cool and pay close attention. Second — Don’t wear yourself out by worry or waste mo- tion. 17 HOW TO PREVENT FATIGUE The late Isaac Dement — an authority on stenographic sub- jects, who attained higher stenographic speed on selected mat- ter than any other writer — said that the responsibility for errors in the recording of dictation could be traced, in a large degree, to the weakness of the average stenographer’s writing muscles. With the average stenographer the muscles of the hand get very tired after taking dictation for a period of an hour. This is because the stenographer holds the pencil, when writ- ing shorthand, in the same manner as it is held when writing longhand. The easiest and least tiring way to hold the pen or pencil when writing shorthand is upright between the first and second fingers and the thumb, resting the little finger on the table and the point of the elbow also on some support. Hold the wrist rigid and write with the fingers only. This form of writing takes some time to develop. It is best obtained by practising with a heavy weight held on the point of the elbow and a roll of some material, like a news- paper, underneath the wrist. At the end of a few weeks’ prac- tice the stenographer will note a vast improvement both in the speed with which she can write and the ease with which she can take dictation in long stretches. Another way to minimize the expenditure of nervous and muscular energy in taking dictation is for the stenographer to sit squarely at the dictator’s desk — at the side of the desk — with both feet squarely on the floor, both arms resting on the table and the body held erect. We will beg the executive who reads this to call his sten- ographer’s attention to this chapter and also the next which tells about the one best way to transcribe. IS CHAPTER V. HOW TO FACILITATE TRANSCRIPTION. In transcription as in dictation there is one best way. There is one best way to handle notes and use a typewriter in turning out the written copy. Unlike dictation, however, transcription involves only one human or variable factor — the stenographer herself. Moreover, the equipment for transcription involves the same elements in all businesses. For this reason, therefore, we can treat more definitely of the specific methods that have been found most effective and satisfactory in transcription than we can of the one best way to take dictation. Let us begin by considering the requirements of a good transcriber. 19 WHAT TO EXPECT OF THE OPERATOR. First of all the really efficient operator must be a touch operator. Second, she must be an even, steady operator. Third, she must understand how to set up a letter. All sight typists should learn to operate by the touch sys- tem. It will increase the operating speed at least 35%. This is because the sight typist loses so much time in looking from her notes to the keyboard of the machine, losing the place in her notes, and looking for it each time she shifts her eyes. A steady, even operating touch, which is as important as touch operating itself, can be gained in but one way and that is by practicing for rythm and cadence. Such practice is the only one sure road to accuracy and speed. This is illustrated by comparison with an artist at the piano. High-class pianists can never hope to acquire the technique of real art merely by playing classical music. Before classical music can be attempted there must be long hours spent in the practice of exercises in dry technique. This is necessary to give absolute control of the muscles of the fingers and to se- cure their voluntary co-ordination. Without this control and co-ordination a pianist could not keep time and rythm and play with the proper emphasis. Exactly the same thing is true of typewriting and of the typewriter operator. CADENCE AND RHYTHM IN TYPEWRITING. Cadence in piano-playing, of course, means the diminution and increase of force in striking the keys to secure the proper tone emphasis. In typewriting the cadence means striking each key of the keyboard in any combination with the same force as any other key is struck. Rythm to the pianist means adherence to the time in which the music is written. In typewriting it means making the same number of finger strokes in each second and consuming the same particle of a second for every stroke made in the second. Touch typewriting will increase the efficiency of any sight operator to a very great degree, but the acquisition of cadence and rythm by a touch operator will increase her efficiency to even a greater degree. It will not only make for an even touch and for a greater speed, but, what is vastly more important, it makes typing an automatic, unconscious process requiring no more mental effort than the movement of our tongue, palate and teeth when we talk. 20 The mind of the stenographer is left free to study her work. She thinks only of what she is going to write — not how she is going to write — and the intelligence and energy she can bring to bear on her work is immeasurably multiplied. HOW TO HOLD THE HAND AND BODY. In typewriting, one stenographer, who has been taught at this sort of work for a long while, says that there is a great deal in the position of the hands. The hand and the wrist should be held as a good pianist holds her hands. That is, the wrist should be flexible and held above the keys and the fingers curved over, almost in a quarter of a circle. This alone will prevent about 75% of the typographic errors made by the average stenographer who does not hold his or her hands in the proper position. As a rule, the operator sits too low in the chair. If the chair is raised up so that the forearm of the operator is hor- izontal and the elbows close to the body with the fingers rest- ing on the second bank of keys, she will be surprised at the greater convenience with which she can operate the machine. When one is sitting so low that the point of the elbow drops below the bottom row of keys, it is necessary to reach up, and towards the end of the day the speed of the operator is de- creased and the muscles have been tired needlessly. If the stenographer will look closely at the keys on the typewriter she will notice that they all slant from left to right. That is, the letter “m” is slightly to the right of the letter “j,” and “j” is in a similar position to the letter “u” and so on. If the typist will sit so that she is a little to the right, and not directly in front of the typewriter, her fingers, instead of having to shift from one side to the other, will only have to move up and down. This facilitates operation and increases speed. AVOID ERASURES. Another great loss of time in typewriting is due to the eras- ing of mistakes. The greater part of the mistakes made ordi- narily could be avoided if the stenographer would train herself in concentration while typing. Errors such as transposition of letters, thus causing erasures, are generally due to fatigue. Not only should the operator concentrate on her work, but she should come to work in the morning refreshed by a good night’s rest. Sometimes when there are three or four erasures in a letter, and there are carbons to be erased also, as much time is lost in erasing as it takes to write the whole letter. 21 One firm saves time in the stenographic department by having their ofifice boy prepare a box of letterheads, carbons and sec- ond sheets for each stenographer every morning. This enables the stenographer, when starting a letter, to pick up all three sheets, ready for insertion in the machine. This saves the time ordinarily taken up to put the three sheets together. After the letter is written, the stenographer merely drops the carbon into the drawer of her desk reserved for that pur- pose. THE CARE OF THE TYPEWRITER. A typing machine should not be heavily oiled. The dust will collect and stick to the bearings that are heavily oiled, and the operation of the machine will become sluggish. It should be cleaned each morning. The typing machine should be on a firm stand. If it is on the shelf of a collapsible desk, the shelf should be very firm, because if the machine shakes, it tires the operator, injures the eyes, and causes inaccurate writing. The type of a machine should be carefully cleaned with a small stiff bristle brush, made especially for this purpose. The Remington Efficiency Bureau will be glad to explain at length and in detail any suggestions made in this chapter which may be of particular value to you. 22 CHAPTER VI. IMPROVING EQUIPMENT AND ENVIRONMENT We have said that typewriter equipment may be standard- ized: first, as to form; second, as to quality. Standardization as to form usually precedes standardiza- tion as to quality — for it determines to a large extent your requirements as to quality. How to proceed to standardize as to form and quality — and the relations between the two — is well illustrated by the experience of a newly appointed advertising manager, who with the assistance of the Remington Efficiency Bureau, recently effected the physical reorganization of his advertising depart- ment. LAYING OUT A DEPARTMENT. This advertising manager began his work by arranging the desks in his department in consecutive order, corresponding to the various stages of the work to be done — just as a pro- duction expert lays out the successive processes in a factory. He had the following elements to deal with: 1 st. Stenographers. 2nd, Card followers (senders of follow-up forms). 3rd, Card file keepers. 4th, Fillers in for circular form letters. 5 th, Stencil cutters. 6th, Stencil file keepers. 7th, Addressing machine operator. 8th, Multigraph operator. Having arranged these classes of workers so that the work passed from desk to desk with the minimum effort and almost no lost motion, the advertising manager then turned his atten- tion to the problem of keeping the work to be done and the supplies and tools required for doing the work so closely and conveniently located that each operator would be relieved of the necessity of getting up at all. While he was experimenting as to shape and location of this equipment he used temporary expedients. For instance, he used accordion files, mounted and held open by wooden frames, until he had decided just the size and shape of form- letter rack he needed for the desks of his card followers and circular letter fillers in. With this experience to guide him he was able to choose a certain ready-made style of rack which answered his purpose most economically and satisfactorily. 23 In a similar way he determined first the location, then the form and finally the make and quality of equipment best adapt- ed to each kind of work. And, in a similar way, you — no matter what your busi- ness — may determine by analysis, rearrangement and experi- ment, just the form and quality of equipment needed in your stenographic department. WHERE TO BEGIN TO STANDARDIZE. Bear in mind, though, that this analysis does not necessarily begin with the arrangement and form of equipment needed. It may go back further than this — and provide for new sta- tionery forms or changes in routine working methods which will make possible a better use of existing equipment. For instance, many firms have found that by arranging order and bill forms to correspond with tabular stops or col- umn selector on a typewriter, the output will be greatly facili- tated, which means money in the monthly getting out of cus- tomer’s account statements. Again, you might adapt your system of order writing so that orders can be filled in on the typewriter in multiple instead of singly in longhand. In many cases this simple plan will cut out all the way from twelve to twenty-five operations, and through greater legibility prevent mistakes. HOW ENVIRONMENT INFLUENCES THE WORK DONE. Just as in a factory — where the application of efficiency principles is best exemplified — the improvement of the work- ing environment of a stenographer depends, to a great ex- tent, upon good light, fresh air and freedom from distraction; but, in stenographic working conditions there is an environ- ment of far greater importance — personal surroundings. Here, as in almost every other phase of stenographic work, the dicta- tor can do as much as the stenographer to put stenographic service upon a more efficient plane. A dictator should, above all things, endeavor to establish some bond of sympathy between himself and his stenographer. She should be encouraged to learn about his business and to be given some insight into the policies of her principal. Place responsibility and confidence in your stenographer and you will imbue her with much of your own enthusiasm and interest — you will receive unlooked for, earnest co-operation and heart- felt support in your work. 24 The delegation of responsibility and authority to a sten- ographer insures greater accuracy in transcription and lessens the liability of errors, made by her principal thoughtlessly, slipping through. Besides, this also develops stenographers for higher positions. This one fact alone is significant, because the cost of training help for positions of responsibility is very great and the capable, well-trained stenographer is often well equipped for better positions. And, furthermore, the average stenographer seems to feel that she is regarded with less respect than her real ability en- titles her to, and this bond of sympathy, if established, takes away this feeling and substitutes a feeling of loyalty and re- sponsibility. A congenial co-operative spirit between dictator and sten- ographer will do more than anything else to maintain the in- terest of a stenographer in routine and often tedious work. HOW A MISUNDERSTANDING WAS ADJUSTED. A new stenographer was added to the staff of a prominent publishing house only a few months ago. She seemed excep- tionally capable. Her work was of a different nature — the dictation covered a wide variety of subjects — it was given in long takes and quick transcription was necessary. The young lady gave unusual satisfaction for one so inexperienced in the work she handled. Very suddenly, however, her interest lagged, she became careless, errors were so frequent that she became undepend- able. Disappointedly, the manager of the department attri- buted this to the stenographer’s attitude alone, and decided that it was but a question of time before a change would be necessary. He was most decidedly mistaken. A frank, kindly dis- cussion disclosed the real reason — uncongenial environment. This young lady received dictation from a nervous dictator, whose work in the main was creative thinking. In moments of over-concentration he had assumed an imperious and un- reasonable attitude. The manner had been resented and a breach between the dictator and the stenographer resulted. The breach was healed by a friendly talk, the girl took a new interest in her work — and a valuable employe was saved for the organization. After personal environment come physical surroundings — good light, fresh air and freedom from distraction. 25 IMPORTANCE OF GOOD LIGHT. Good light is probably best secured by placing the desk of a stenographer so that her back is to the light and the light falls from above and behind. The question of good light is perhaps more important for the stenographer than for the majority of office workers. Not only must notes be trans- cribed with precision and copy read for typographical and tex- tual errors — but this must be done so rapidly that good light is essential to accuracy. From the humanitarian viewpoint alone, the light given a stenographer should receive careful consideration. But, disregarding humanitarian thoughts, good light will pay such large dividends in the speed and accuracy of work performed that it cannot be overlooked. Fresh air, of course, is a part of the general ventilation problem. Nevertheless, it may stand new study and consider- ation. Interesting tests and experiments have proved fresh air to have a beneficial influence for better, easier work, not easy to reckon in dollars and cents, yet of utmost value and importance. The physical conditions of every office must be studied to give as much protection from distraction as possible to sten- ographers. Foreign sounds and confusion are as annoying to the stenographer as to the executive heads of an office. This is because a stenographer must concentrate upon matter which is not essentially interesting to her, nor even thoroughly intel- ligible. Desultory conversation is perhaps the most wasteful distrac- tion possible in a stenographic force. To prevent general talk- ing among its stenographers, one organization alternates sales- men’s desks with stenographer’s desks. Another firm places the desks of girls inclined to be talkative and inattentive be- tween the desks of quiet, industrious workers. A third company, where difficulty was not to prevent gen- eral conversation between stenographers themselves, but be- tween stenographers and salesmen, placed their stenographers along a wide, well-lighted corridor, and separated them from the general passageway by a railing. The gates in this rail- ing were placed between desks, and not opposite, making it inconvenient for passers-by to stop and talk. CHAPTER VIL HIRING AND HANDLING STENOGRAPHERS. In selecting a new stenographer one organization chooses the applicant conforming most closely to an arbitrary type which meets the requirements of its particular business. This places the selection of stenographers upon a basis of merit and special fitness for the work to be performed. The qualifications and list of outer characteristics adopted as the standard by this concern, however, might be altogether inapplicable to your purpose and use. The conditions govern- ing the management of your business might create a need al- together different. And, so only a close study in a given office would make possible the formulation of a standard type to govern the general employment of a stenographic staff. There are, however, certain general and technical qualifica- tions which should be met by all stenographers and which may be used to gauge the real ability of an applicant. They are: 27 First — A good basic knowledge of English language. Second — A good knowledge of shorthand. Third — Ability to operate a typewriter. Fourth — Agreeable personality and ability to concentrate. Personality and the ability to concentrate should be the qualifications first to be considered, for unless there is a bond of sincere sympathy and co-operative spirit between a dictator and stenographer, all other attempts at stenographic efficiency will be almost worthless. And as for ability to concentrate: the head of one of the largest stenographic schools in the country is quoted as saying that the inability to concentrate on small matters is alone re- sponsible for the vast majority of the innumerable mediocre and incompetent stenographers in the field today; that almost every stenographer who has achieved any degree of success owes it to concentration on the big little things of the day’s routine. Inexorable nature has decreed that man must form habits, good or bad, intentional and unintentional, that his habits shall follow concentration and repetition, constructive and de- structive; and the stenographer who is able, by concentration, to make routine work and mechanical operation a matter of habit, can reserve her greater thought and energy for other and more important work. ONE MAN TO HIRE. In the majority of large concerns it has been found most profitable to assign the selection and employment of sten- ographers to one man, rather than to permit each individual to employ the stenographer who is to work for him. This method has one advantage in that one person is held responsible for stenographic costs, service and requirements, will know the real needs of a business house and be better able to gauge the fitness of an applicant to meet them. In addition, it precludes the possibility of a stenographer being employed through some personal whim or prejudice, which is as dangerous to stenographic efficiency as the employ- ment of a stenographer uncongenial to the dictator. In hiring a stenographer, then, consider first of all the work to be done — the manner of doing it — the personal environment; decide the qualifications most necessary to meet the demand and then en- deavor to fill that demand as closely as possible. 28 INSPIRING ENTHUSIASM. In the management of a stenographic force, the really vital question is the proper maintenance of enthusiasm and interest in the daily routine work. Often the hope for advancement to higher-salaried stenographic positions or to lesser executive po- sitions more than suffices, while some concerns appeal to the pride of a stenographic force in an endeavor to keep work up to a set standard. This is done by a careful tabulation of the time spent in taking dictation, the amount of matter typed, and the number of errors occurring, awarding a cash bonus to those who exceeded the standard amount of work for a stated time. Another business house which followed this plan reduced a stenographic force of nine to six and the six stenographers retmned, increased their salaries by 25 per cent. The com- pany thus reduced stenographic expense and at the same time secured better stenographic service in every respect. JUSTICE IN ASSIGNMENTS. Unequal distribution of work and seeming favoritism has done more to breed discontent among stenographers than is generally supposed. For this reason it is very important, in equalizing assignments, that the schedule decided on be a just one and strictly adhered to. The average stenographer is working under a constant strain — sometimes imperceptible but nevertheless always pres^ ent in a greater or lesser degree — and as the nervous strain is raised, individual efficiency is decreased, work is done more slowly and with greater effort and mistakes occur more often. One cause of nervousness on the part of stenographers is un- due interruption. This is a little thing in itself, but it has great weight in disrupting a stenographic force. In a large business, employing eight stenographers, it was found that though a perfect system as to the impartial and just distribution of work was in practice, and though every ar- rangement had been made for the stenographer’s comfort, the work was not up to a maximum. The office manager talked the matter over with the super- visor, the whole question was carefully gone into and a simple plan for the recognition of effort and reward for merit was adopted. This inspired the whole force with enthusiasm and started a friendly feeling of competition which was the production of alertness and better work. 29 THE VALUE OF A GOOD SUPERVISOR. Very few business enterprises revolve around one man. In any great organization, there are always executives, subordi- nate to the manager himself, whose duties embody the super- vision of others, who in turn supervise down to the of&ce boy. The delegation of authority and responsibility begets effi- ciency and assures the greatest amount of work with the least possible amount of friction. To obtain the maximum from your stenographic force, the same principle is applicable, first, choose carefully your sten- ographic supervisor. She must be sympathetic, have a just idea for the relative value of things, be conscientious, have initiative and, above all, be of an impartial mind to those di- rectly responsible to her. Such a supervisor will free your stenographic force from petty jealousies and lax work, instill a system and act for the best interests of all concerned. Then let the supervisor be backed up by an office manager who will see that there is an impartial distribution of work. There is no reason to assume that because one stenographer is better than another, she should be given a fresh batch of work when she is extremely busy and the other stenographers have nothing to do. See that besides an impartial distribution of work, there is a just distribution. UPHOLD THE DIGNITY OF THE DEPARTMENT. Another phase that enters into the duties of the supervisor is the personal conduct of those under her. See that there is no familiarity between the stenographic force and the rest of the clerical force. It not only sets a bad example but cul- minates in a whole inefficient office force. Not long ago a large department store buyer walked into a silk house with every intention of giving a good-sized order. The offices were open, enabling him to see the whole clerical force. The first thing that confronted him was an interested office boy listening with avidity to the repartee of a stenographer and bookkeeper, while the rest of the stenographic force were engaged in exchanging persiflage with the salesmen. So dis- gusted was the man that he walked out fearing, as he after- wards told a friend, to do business with any house that al- lowed such inefficiency. 30 DICTATOR'S OWN RESPONSIBILITY. Remember above all things that your own viewpoint is not the viewpoint of your stenographer. Remember that she has not the grasp on the details of your organization that you have. Remember that she is not as thoroughly versed in the conditions of your business as you are yourself, and cannot at all times grasp the thread of your dictation on the subject which has had your attention and consideration. One of the greatest causes of poor stenographic service, is the continual order to “rush.” Unless your work is important, unless it actually does re- quire rushing, you will get better results by letting it come through in the regular order. When you are continually wanting your work rushed with- out just cause, you begin to get the same attention as the boy who continually cried “wolf.” Rush all necessary work but see that a judicious judgment is used in laying stress on work that requires no special rush and you not only help the work of your stenographer but in- sure rush work when you want it and as you want it. THE RESPECT DUE A STENOGRAPHER. Show your stenographer the proper respect due any of your business associates. Treat her as a factor in your efficiency, in your best success and you will find that she becomes so interested in your work — so careful to watch for any devia- tion from what you want — that those countless little details that waste time and arouse friction are taken off your mind. Not long ago the president of a large manufacturing busi- ness heard one of the subordinates saying that the stenographic force was just a necessary evil that they were merely non- producers without interest in any phase of that particular busi- ness, and this seems to be the attitude of many business houses towards its stenographic force. But the real spirit is that your stenographic force is inseparably linked to your pro- ductive processes — one can’t go on without the other. Poor work, carelessly written letters, misspelled words and unclean stationery have been the means of losing many a good customer. Just as good work and intelligent stenographic in- terest have been important factors in many a successful deal or business-getting plant. To facilitate your work, therefore, the first essential is to inspire the loyalty and interest of the stenographer to whom you dictate. It is easy to do this by courtesy, consideration and tact. 31 CHAPTER VIII. HOW TO MEASURE OUTPUT. There are five commonly used methods of computing sten- ographic time and measuring stenographic output: 1 s t — The Time Card Method. 2nd — The Time Chart Method. 3rd — The Square Inch Method. 4th — The Line Method. 5th — The Cyclometer Method. The Time Card Method uses a card ruled like the form shown on the opposite page. The figures in the first left-hand column show the division of the working day into 10-minute periods. The figures in the other columns show the number of letters written from notes during the periods indicated. The stenographer herself fills out this blank each day, show- ing how her time is occupied and the amount of work done, in each indicated period. The Time Chart Method fills the same function and ac- complishes the same results as the Time Card Method — only it does it automatically. By means of a graphic disk chart and a device attached to the machine the time the typewriter is operated is indicated, as well as the speed and nature of operating and handling. With this chart the stenographic supervisor, office manager or other responsible person can learn just how much of each stenographer’s time is productive and unproductive — and to a large extent the reason for the latter. TWO METHODS COMBINED. As a rule in using the Time Card Method only the number of letters taken down, transcribed or typed in a day is taken into consideration, but either the Time Card or the Time Chart Method may be used in connection with the Square Inch or Line Method of measuring the amount of work done in a given time by a given operator. In the Square Inch Method of measure, as the name indi- cates, only the actual area covered with the type imprinted is taken as the basis for computing work done — due allowance being made, of course, for salutation and conclusion. In the Line Method of measurement a certain standard length of line must be adopted so that there will be a common unit of measure. 32 Name Date t/. Started Kind of Work StoppecL ^mtr Done ffoCk^. ' SinJi /2-f ^ 37«r l:io fiPh. ^ ^ :; » ♦ oT.ac (s^fO 4*71' o v_/ 33 WHEN A LINE IS A SQUARE INCH. 1 1 2 3 2 4 5 3 6 7 4 6 9 5 10 11 6 12 15 7 14 15 8 16 17 9 18 19 10 20 21 11 22 23 12 24 25 13 26 27 14 28 29 15 30 31 16 32 33 17 34 35 18 36 37 19 38 39 20 40 41 21 42 43 22 44 45 23 46 47 24 48 49 25 50 51 26 52 53 27 54 55 28 56 57 29 58 59 30 Use first ool- ximn for single space, second for double* In the ordinary correspondence machine, using pica type, the letter spacing is ten char- acters to the inch, and the line spacing is six to the inch. From this you readily see that if a line of typewriting is 60 spaces long it is equal to one square inch of typewritten work. A good standard line for business correspond- ence is 60 spaces long, beginning at 10 on the scale, and ending it at 70. The cyclometer is a device for automatic- ally registering the number of characters writ- ten on a typewriter. One point on the cyclom- eter represents 180 points on the typewriter scale; in other words, if we use a 60-space line one point on the cyclometer indicates that three lines have been written. By hourly read- ing of the cyclometer it is easy to ascertain whether a typewriter has been properly used during the hour or whether the operator has been idle or absent from the machine. The cyclometer should be read at least four times daily, morning, before and after luncheon, and at quitting time at night, so that deduc- tions may be made for any changes in tlie meter cajused by the repairman or other oper- ators while the regular operator is absent from the machine. In a large office it was found that one department was always behind in work. When meters were attached to the machines, and hourly readings were taken, it was found that the reading varied greatly, when compared with those of another depart- ment, due to visiting and frequent absences from the machines. When this was called to the attention of the operators their meter read- ings came up to the average of the operators in other departments and the work was kept up to date. 34 A SIMPLE LINE MEASURE. The easiest and most convenient way of measuring lines is by means of the simple cardboard measuring column shown herewith. You can easily manufacture one or more of these measuring columns on your typewriter in a few minutes. Or if you will write to the Remington Stenographic Efl&ciency Bureau we will send you one or as many more as you request. There are three reasons why it is advisable to measure sten- ographic output. The first is that it shows exactly how a stenographer’s time is utilized. The second is that for awhile at least it will spur each stenographer to do her best if she knows that her output is scientifically measured in comparison with others. The third is that it affords a true basis of remuneration. It is the last reason which counts — if the success of the method is measured in increased output. For only by a scien- tific system of rewards and bonuses will the operation of the measuring systems be made worth while. 5 CHAPTER IX. WHAT THE MACHINE ITSELF CONTRIBUTES TO EFFICIENCY. The machine itself contributes to stenographic efficiency, first, by its general ease, speed and accuracy of operation, and then, by its special time and labor-saving features. It is just as essential in buying a machine to see that these fundamental requirements of service are filled, as to look for special attachments. What are the fundamental requirements of a typewriter? First of all, comes touch. Touch is a factor, both in ease and in speed of operation. With the lightest running typewriter it takes about 5 ounces of pressure to make one imprint. That is, every time a stenog- rapher depresses a type-key she exerts a pressure force of 5 ounces with one finger. With 70 type spaces in a line she exerts a pressure of 350 ounces for each line. In writing an average letter, therefore, of 40 lines, the stenographer exerts a force of 875 pounds, considerably over one-third of a ton weight. Since typewriters vary in touch from a minimum of 36 5 -ounce key pressure to from 12 to 15 ounces, think what a difference, therefore, in physical demand upon the stenographer in just this one feature alone. If you will consider, also, the physical force required by shift key and carriage return — one-half pound for each de- pression of the shift key and three pounds to move the car- riage back against the spring tension — this brings the total ex- penditure of energy up to about twenty-five pounds per line. A BIG DIFFERENCE IN THE DAYS WORK. In the course of an average day’s work of, say fifty 40-line letters, the variation in the force required to operate two dif- ferent machines (one of which is perfectly adapted to the work in hand and the other of which is not) may amount to an ag- gregate unnecessary and avoidable expenditure of physical energy on the part of the operator equivalent to the lifting of a dead weight of fifty times 1,200 pounds — or 30 tons a day. Think what a difference this will make both in the quality and quantity of the work turned out. After touch comes accessibility of operating parts. Accessibility is also a factor in both ease and speed of oper- ation. A typewriter should be operated, so far as possible, only by the keyboard. Every motion that takes the hand from the keyboard wastes time and energy — because once the hands are removed it is necessary for the operator to readjust her- self to the keyboard and locate her fingers at the right place again. Tests have proven that if the hand is required to leave the keyboard once during the writing of every line of matter that there is a loss of one-sixth of the total time of operation. Measure this in terms of the total amount of work turned out and it means a difference of 1 6 2-3 per cent in output. Other fundamental factors affecting the convenience of op- erating a machine, hence the efficiency of the operator, are the location of margins and tabular stops — the ease of adjust- ing paper guide — the location and ease of inserting ribbon reels — ^the location and convenient access of color shift for ribbon — the location of the line spacer and similar parts. A machine that is built right with respect to these funda- mentaJ requirements will therefore contribute the most to steno- graphic efficiency. These fundamental factors, therefore, are the first things to look out for in choosing a machine for the work you have to do. SPECIAL ATTACHMENTS THAT SAVE TIME. Having fulfilled these fundamental requirements, however, a machine is valuable from an efficiency standpoint in propor- 37 lion to its special time and labor-saving attachments. Some of these are the key set tabulator, column selector, Wahl add- ing machine attachment, interchangeable platen, variable line spacer: for instance, one of the most valuable attachments to concerns utilizing a large battery of machines in straight steno- graphic work, is the individual touch adjustment. By means of this attachment, which is one of the features of the Mon- arch, each machine can be adjusted to fit the individual touch, that is the personality, of each operator. No matter whether the operator is inclined to strike the keys with too much force or too lightly, this adjustment will insure that each key will strike the platen with just the right force. This, of course, means uniformity of typographical appearance for all letters turned out by the department. No one machine, of course, combines every special feature. The problem, then, is to choose that machine which, everything considered, has the greatest number of special features com- bined with fundamental factors which will insure the best serv- ice in each particular business or department. Here is where the maker’s responsibility comes in. From an efficiency standpoint the function of the manufacturer is not only to study efficiency needs and supply machines which in fundamental requirements and special features will meet those needs, but in addition to this he should be able to give each typewriter buyer authoritative advice and suggestions as to the selection of the machine for his specific needs. TYPEWRITER MAKERS SHOULD KNOW USER’S NEEDS. The manufacturer should be able to say definitely and spe- cifically just what business and lines of business his machine is best adapted to and how it is adapted to these lines. He should be able to say which model of his machine, what attachments, etc., should be employed in a given business under particular conditions encountered. The typewriter manufacturer, therefore, who performs this service will make a vitally important contribution to steno- graphic efficiency, independent of the fundamental excellence of his machines and the number, variety and up-to-dateness of their special models and attachments. And it was to point out this fact — to show the business men the need and value of stenographic efficiency — to indi- cate in a broad and sweeping fashion the way in which effi- ciency principles could be applied in the management of the stenographic problem — that the Remington Stenographic Efficiency Bureau was founded and services offered freely to the business man. The next chapter will explain how you can take advantage of the services of this bureau without cost or obligation. 38 CHAPTER X. WHY THE REMINGTON EFFICIENCY BUREAU IS IN A POSITION TO HELP YOU. TTie Remington Typewriter Company, as you know, manu- factures and sells the Remington, Smith Premier and the Mon- arch Typewriters. Each of these three typewriters is a distinct type of machine, and each is either pre-eminent or the only machine in its field. Among standard or universal types of machines the world- wide leadership of the Remington is, of course, universally rec- ognized. Its fundamental excellence is attested by the fact that by far more Remington Typewriters have been sold than any other make. And its permanent supremacy is insured by the constant addition of exclusive patented advantages to meet and anticipate the developing needs of business. The Smith Premier with its complete keyboard and in- terchangeable platen has been the only machine of its type on the market for many years. Its world-wide reputation for fundamental ease, speed, minimum of noise and accuracy of operation is excelled only by that of the Remington itself. It meets a well defined need among typewriter users. The Monarch, though the newest of the three machines, has attained an enormous sale on account of its light touch, perfect alignment, neat looking work and complete adaptability to straight correspondence service and fast transcription work of every sort. THE COMBINED EXPERIENCE OF THREE ORGANIZATIONS Combining the manufacturing experience embodied in mak- ing these three typewriters, each the best in its field, the Rem- ington Company is in a position to give unusually authorita- tive advice as to typewriters. We know typewriters — familiarity with the uses and spe- cial advantages of the three types of machines. Remington, Smith Premier and Monarch, gives us that knowledge. We know your needs, the needs of the business man in the way of stenographic service — a field organization coming into constant contact with conditions in every line of business, en- countering every sort of stenographic problem, equips us here. We know stenographers, how to train and handle them — our experience in conducting three world-wide organizations for employment, training and supplying of stenographers for commercial and professional service has given us an extraor- dinary advantage here. 39 Occupying this unique position, therefore, in the typewriter world, recognizing the tremendous waste through stenographic inefficiency — which is in turn due to the comparative ignorance of stenographic management by the business man — the Rem- ington Company believed that it would be altogether appropri- ate to tell the business man, through its advertising and upon special request, some of the things that it had found out about stenographic service. In the foregoing chapters we have attempted to cover the ground in a very general way. Necessarily, we have not been able to touch every problem encountered in every business. We have not been able to point out the exact thing to be done in every contingency. But the chances are that we have encountered that very dif- ficulty in our experience and can advise with reference to that particular condition, if it is brought to our attention. If you will write us, therefore, on your own letterhead, stat- ing the nature of your business and stenographic requirements, we will be very glad to give you a specific report applying to your particular case, showing you how to get more efficient service, or to save money and get better service simulta- neously. Writing for this information involves you in no obligation of any sort to buy any one of our three machines. We will not even send a salesman, or solicitor unless you request it. We simply offer this service to business men for the general good of the typewriter business. Simply write us on your own letterhead and we will re- spond promptly, with the special information that you request. TRI-ARTS PRESS, NEW YORK 40