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time basis. To that extent the industries did not compete with each other, either on production or on employment. It meant that more people had two days' work a week, than would have been the case if they said, “All right. Let that factory close down and keep this factory operating at full capacity.”

Then I had this other idea, which we only barely touched on because he was very familiar with it, of the education of the industrial public, chiefly employers, investors and bankers, in the techniques of preventing unemployment within a given industry or a given plant. There are many ways by which it can be done. Even then we knew what they were. There were the devices of the Eastman Kodak Company, of the Proctor & Gamble Company, of the Manning-Adams Paper Company of Troy, and others. We had studied and recommended those to others in the State of New York. That was part of what we had done there. These were proving very fruitful, proving that the techniques they had used could be used elsewhere. We had the example of the garment industry. I think I reminded him that night of the fact that Hickey-Freeman had stabilized their industry and prevented unemployment in their industry by making gentlemen's black Chesterfield overcoats as a filler. I called that to his attention as among the projects that we ought to undertake as an educational project springing from the Department of Labor.