N.A.F.W.R. Conference
Page 44
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Oilers Economic for Removals
Problems of Removals to Scottish Islands: Specialized. Training for Supervisors
THE economics of oil engines for pantechnicons, the difficulties of removals to the Scottish islands and the importance of adequate training for supervisors were some of the many subjects discussed at the conference of the National Association of Furniture Warehousemen and Removers at Whitley Bay this week.
The main points made in addresses on these topics are recorded on this page. A further report will be published next week.
£591 Saving in 10 Years REVIEWING the merits and demerits of petrol and oil engines for furniture vans, Mr. C. J. Claridge, sales engineer, Cornmer Cars, Ltd., gave as disadvantages of the compression-ignition unit its higher cost and weight and greater wear on transmission and tyres, caused probably by high torque at low speed and the marked braking effect on overrun.
Its outstanding advantage was its extreme economy in fuel consumption and maintenance, Stop-start work caused no serious increase in fuel consumption. The oil engine of a 5-tot forward-control 1,200-cu.-ft. pantechnicon running 10,00012,000 miles ayear would nbt require to be decarbonized for eight years and reboredor relined for 10 years.. The oil need not be -changed for 4,000 Miles and injector nozzles Wciuld not require to be checked until the vehicle had covered 12,000 miles.
Over 10 years and a mileage of 100,000, the petrol-engined van costs £591 more than an oiler to run, with fuel bought at the pump, or £525 more if fuel were purchased in bulk. On the basis of 200 miles per week the petrolengined 5-tormer cost 28.70d. per mile and the oiler, 27.28d.
Mr.. L. J. Cotton, technical manager (cars and commercial vehicles), transport division, Unilever, Ltd., pointed out that it was now economic to use an oil engine in a vehicle covering as little as 9,000 miles a year, and in exceptional cases, such as refuse collectors, at an annual mileage of 5,000 or less. An oiler was at least 50 per cent, more economical than a petrol engine, and under severe conditions the improvement might be 75 per cent. The average mechanical maintenance cost of an oil engine would be about 75 per cent. of that of a petrol engine.
Provided that routine maintenance, such as changing engine oil and filters, was conducted at regular intervals, an oil engine should give trouble-free serviCe with little attention. In furniture removals it would be reasonable to expect a life of 120,000-150,000 miles before major overhaul—the normal life of the vehicle.
Because of vibration, it was not uncommon for body repairs in an oilengined vehicle to be a little more expensive after five years or so than those of a petrol van. The all-metal light-alloy body was. preferable.
Mr. Cotton thought that, with careful drivers, removers would not find tyre wear greater on-oil-engined vans than on petrol vehicles. He recommended that the maintenance of oilers should be done by the manufacturer's local distributors.
Referring to the use of plastics for pantechnicon bodywork, he said that a polyester reinforced glass-fibre moulding was preferable for compound curves, such as in roof corner panels, because it was more resistant to accidental damage, such as might be caused by overhanging trees.
It was cheaper to use metal than glassfibre for flat Side panels. If translucent glass-fibre were to be used for roofs it should be tinted or lined to prevent Undue heat reaching the interior. A glass-fibre roof made by a reputable concern would be waterproof, and if it were properly fixed to the body pillars, it would be as good as the conventional all-welded onepiece metal roof, and possibly cheaper.
Tough Work in the Scottish Isles
VIALUABLE advice on conducting V removals to the Scottish isles was given by Mr. A. N. Blackwood, director, John H. Lunn, Ltd., Edinburgh. He was dealing with the Orkneys, Shetlands, Inner and Outer Hebrides and the islands off the Clyde coast.
He pointed out that the steamship companies, notably David MacBrayne, Ltd., Glasgow, were able to help and that there were other smaller boat hirers. There were, however, difficulties in obtaining lorries, labour and other facilities.
It was advisable to inquire about weight restrictions on containers shipped to the Shetlands and Orkneys. In some cases it was possible to send containers to the Inner and Outer Hebrides, otherwise it was necessary to pack in cases, crates and so on.
Vehicles could be operated directly to some of the Clyde islands, notably the islands of Bute and Arran. It was also possible to send a vehicle direct to the Isle of Skye, and containers could be shipped by Coast Line steamer from Leith to Stornoway, Lewis. In -removals to islands such as Jura, containers or small vans must be used.
The Orkney and Shetland islands were served mainly from Leith and Aberdeen. In winter, steamers had difficulty in lifting containers on and off lorries, and frequently containers had to be landed on piers and the contents transported looSe to the destination.
Containers could safely be landed in Stronsay, Sanday and Westray, or, given favourable weather and. tides, at Rousay and Eday. Vans could not be sent to the other northern group of islands. Some of the islands were joined by the "Churchill barrier" constructed during the war.
"I think that few furniture removers have it as tough as they do in the Shetlands and other small Scottish islands," concluded Mr. Blackwood.
Influence of Supervisors on Employees
DESCRIBING the "Training Within industry" scheme operated by, the Ministry of Labour, Mr. C. Fee stressed the powerful influence that supervisors exerted on the attitude of employees and on output. • He summarized the basic requirements of a supervisor as knowledge of the work, of responsibilities and of safety measures, and ability to ensure their use; skill in leading: ability to impart information, and consciousness of the need for, and the ability to suggest improvement in, method. Supervisors with years of experience, as well as newcomers, benefited by specialized training.
"Training Within Industry" was usually conducted in a concern's own premises and six to 12 supervisors took a course together. • The course was conducted by a member of the concern specially trained for the task by the Ministry. The programme of training for supervisors took 25 hours. In small concerns with not more than 15 supervisors, composite groups were made up of representatives from several businesses.