Historical Newspapers of South Carolina

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2 <g&asfir?s? CLo$ > ? Published mo "I yy 1 for employee ' f* < anc* Lydia < X?t Clinton, S. C direction of w , ? . Crocker, Ind Member of South Atlantic Council of lions L Industrial Editors Calvin Cooper E. C. Huffstetler The publishers of The ( items of interest from il to your department personm A Great As fellow employees of Cli of a great industry. Sometimes it would be well look about us to see just how 01 the lives of people elsewhere. The cloth of our mills be* textile product of the United product is something that pe< primarily into clothing, but lai hold and industrial uses. It would be hard to imagine life that does not require text airplanes, trains, all the ships The textile industry has a and today the new things in t glamorous industries of all. Each of you can well be p great industry?an industry m A Littl That Can Si A little leak can send a be as a big leak can. Nobody in his right senses he depended on to keep him ; jjcty nu neea 10 me nine leaKs depend on to keep them afloal Every careless mistake, bi? the cost of the company's proc Waste?careless use of mat* reduces productivity, the viti makes the difference between Today's employees know th affect the competitive ability ( Waste can give a big edge and might even price your pi Safety and t You settle down with the done. Good sunner nnHor vn rI J ~ things in general. You run across a vigorous Meaningful facts with blood j Punchy quotes from your Pol errors. "Good stuff." you thi to heart." You pick up your Cloth ma unsafe practices responsible 1 last year. "Good stuff," you 1 to heart." WHO ARE THOSE GUV aren't they? Or just about < YOU are never included, h education features applied to you're reading NOW applies It is a strange thing. The any serious notion that we're r a i i - i men, penece nuniers. necausc Yet, our attitude toward saf some illogical reason we DO fectly safe working employe between our minds and an improve our attitudes and a Take a new slant. Realize the "other guy". Safety ech safety to heart. Nothing mor but it might save you a fingei It might save your life. ifc* nthly by and r s of Clinton r Vi ^/^yjr Cotton Mills, !., under the VjaBF:/ Claude A. ustrial Rela- ^ liroptnr Member of American urecior. Association of Industrial Kdltora Editor - Staff Artist Hlothmaker will welcome ;s readers. Turn them in il reporters or to the el office. Industry nton-Lvdia Mills, you are part if each of us would pause and iir own work might be affecting :omes a part of a tremendous States, and this overall textile aple everywhere need. It goes rge amounts also go into house? any major item of modern-day iles in some form?automobiles, at sea. i stirring and dramatic history extiles make it one of the most roud of the fact that yours is a ade great by such people as you. e Leak ink the Boat ?ar 10 me oottom just as surely would ignore a leak in the boat afloat. Yet there are some who in the business which they must t economically. ( or little, is a leak that adds to luct. trials, time and tools?inevitably i\ efficiency of production that success of a business and failure, lat costs affect prices, and prices af every business to 'stay afloat.' > to competitors here or abroad, roduct out of the market. he Other Guy evening paper. Day's work all >ur belt. Satisfied feeling about > article about traffic accidents, and suffering between the lines, ice Chief, citing common driving nk. "Hope those guvs'll take it ker, read an interesting story on for most of your plant's injuries think, "hope those guys'll take it S? They're everyone but you. everyone but you. At any rate, a other words, all those safety the "other guy", not you. What to the other guy, not you. >rr? nro four nmnnrt nc ti/ViA liotrn ? perfect citizens, perfect fisher? we're well aware of our faults, ety messages indicates that for have the notion that we're per?es. So?there's a curtain down y worthwhile ideas that could ctions and skills. ?once and for all?that YOU are jcation is meant for you. Take e than a simple shift in attitude, *, your sight, your earning power. THE CLOTHMAKER The Un-Pui Many people have the idea that money can provide the solution to all problems. For instance it has been reported that one city in the United States is spending some sixty million dollars a year in an effort to solve its juvenile delinquency problems. The records in that city show that its teenage crime has reached tidal proportions and they are losing ground in their efforts. Laws against crime can be legislated but correct human behavior can not be enforced. Certainly, money can provide solutions to many prob lems but there are many things money can't buy. Among the things money can't buy are those which are in most instances the most precious and worthwhile possessions in life. These are the un-purchasables. For example; money can't buy life, yet life is considered one's most cherished possession. Life is a gi' and should be considered as a sacred trust to be used for the betterment of mankind. Health is another un-purWHO IS Tl There seems to be a common tendency on the part of many people to blame others for things that take place, especially if these people don't like what has happened. For instance, who is to blame if an officer catches someone breaking the law? \At/mi1^1 i?/mi K1 o*v?n tKncn \i r V"> VVWU1\.4 > V'u IHV70V %vi?v# made the law, the arresting officer, or the one who broke the law? In some instances the person caught breaking the law blames someone else other than himself. To illustrate further ? let's take, for example, a football game. A football game takes twenty-two players. The regulations governing the game require at least four officials to officiate the game. There are basic rules which have to do with the behavior of the players during the game. The players usually know and understand the rules. They know that the whole team will be penalized if a member of the team fails tn nln\r hv tho rnlns Tn fnr*t there arc rules, if broken, which require the team to be penalized and the offending player to be put out of the game. If a player fails to abide by the rules during a game, causing the whole team to be penalized, who is to blame? Would you blame those who wrote the rules, the officials for carrying out the rules, or the player who failed to plav bv the rules? Actually, the one to blame ir this instance is the plaver who failed to play according to the rules. Frequently, as in football a larger group is penalized because someone fails tr abide by the rules. A department in a planl can De compared to a tootbal team. The employees mak( up the players and the super visors are the officials. Ir this case, as in football, then are certain basic rules whicV rchasables chasable. One can buy medical and surgical treatment but one can not buy health. A person can buy a house but he can't buy a home. A home is developed by the proper relationships of the family members. Success and happiness can't be bought. Success is earned by the way one does his work, while happiness is secured bv the way one lives. Success is measured by one's being able to get what he wants, while happiness is determined by one's enjoying _--1 a 1 1 wnai [it* lias. Friends and neighbors can't be bought nor the love and respect of one's fellowman. These have to be earned. Among the un-purchasables are two other raits which should not be overlooked. They are: character and reputation. Neither of these can be bought but both are determined by the way one lives and works. Certainly the weakest spot in the moral armor of man\ people is their reliance on money to solve all problems. HE BLAME? govern the behavior and work of the members of the department team. The supervisors are charged with the responsibility, as are officials in a football game, to see that each person abides by the rules. The failure of one member of a department to work according to the rules can cause the whole department to be penalized. While the penalty in football is in yardage on a football field, the penalty in a department in most instances will be in production and quality. If a member of a department is responsible for the whole department's being penalized, who is to blame? Those who made the rules, the supervisors who must see that the rules are followed, or the one who failed to abide by the rules? It certainly seems fair to conclude that in both cases, in football or in a department, the one to blame is the one or ones who fail(s) to follow the rules. It behooves everyone, in his effort to blame others for things that happen, to be sure to find out and blame those who are actually responsible. In some instances he may find he must blame himself. ; j JANUA CLINTO Richard C. Bundrick?Spinning Ernest T. Millwood?Spinning [ Bobby J. Samples?Spinning I Jerry R. Pre } LYDIA Gerald D. Satterfield?Spinning Mary Azalee Vincent?Spinning 1 Mary J. Wooten?Spinning } Ruth L. Young?Spinning Carl E. Turner?Carding FEBRUARY. 1960 SKYSCRAPER m HHRI I ^I ^ ^KMK ftj^jESr*.^ 298 ficSy^M^-'jg?\ .1 Wayne Johnson. 15 year old son of Mr. and Mrs. Herman Johnson. Clinton Mills, is shown on 12-foot stilts he made himself. Starting with a four-foot set. Wayne gradually added height as he became more and more proficient in handling them. kRY. 1960 IN MILLS Abilena S. Evans?Spooling Jesse J. Dunaway?Weaving Lonzo R. Leopard?Weaving ssley?Weaving . MILLS Ruth Ammons?Weaving Thomas E. McCarson?Weaving Lacon B. Pinson?Draw-In Lois W. Stevens?Draw-In George Cato?Shop