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UIJD North Carolina State library Raleigh Hi TH el VOLUME 21, NO. 1-2 BRICK MANUFACTURING WINTER-SPRING, 1963 CHAIRMAN'S COMMENTS Henry E. Kendall Chairman N. C. Employment Security Commission North Carolina has attained the reputation as the number one brick manufacturing- state in the nation. KtNDALL Our land is "blessed with an abun-dance of clay and shale," a substance of quality brick, reports the author of one of the articles included in our ESC QUARTERLY edition on brick manufacture. We wish to enhance this statement and credit the men of initiative who have developed the brick industry within North Carolina. Reading the stories submitted by our brick makers, it becomes evident that since the turn of the century the industry has experienced multi-ple changes as mule power and hand labor gave way to automation and intricate machinery. When new methods were needed the industry developed them. Seeking added efficiency, the industry devised the tunnel kiln. When fast, up-to-date handling devices were needed, they evolved from industry trial. So, North Carolina is a major supplier of brick to builders across the United States. Today, brick is not only a building material of strength and durability, but through mass production of various shapes, sizes and colors it has added another dimension. It appears that the use of brick is limited only by the builder's or architect's imagination. During 1962 our brick makers produced 688,000,000 bricks, a significant 47 percent increase over production figures 10 years ago. As does every element of industry, brick manufacturers contribute beneficially to our State and its people, and, speculating on the next 10-year period, industrialists predict it to be a time of high employment and additional production records. Their experience and ingenuiety validates, indeed, this opti-mism. In 1963, the U. S. Department of Labor observed its 50th anniversary and the Federal-State public employ-ment service became 30 years old. This is a significant period of service to the nation, and on the opposite page we have reprinted from a Washington publication the statements made on this occasion by U. S. Secretary of Labor W. Willard Wirtz and by Robert C. Godwin, Administrator of the Bureau of Employment Security. With every graduating senior class of high school and college students North Carolina's labor force must absorb a new group of young, ambitious job seekers. Economists tell us that rural population is deplenishing, with both Negro and white farm people turning to the city for employment. Cities grow and consume, resident-ialize, zone and join, tear down, rebuild, market and purchase. Employment opportunities come with growth and expansion and thousands of new workers bid for jobs, employment demands becoming enormous and skills more essential. Beginning in this edition of the ESC QUARTERLY is a series of articles which we hope to continue for several issues—the study of labor market conditions as they exist in our State's cities. Our local Labor Market Analysts have prepared these stories which begin on page 27. (See COMMENTS, page 46) The E. S. C. Quarterly (Formerly The U.C.C. Quarterly) Volume 22, No. 1-2 Winter-Spring, 1963 A special edition devoted to brick manufacturing in North Carolina, another Tar Heel industry which ranks first in the nation. Issued at Raleigh, N. C, by the EMPLOYMENT SECURITY COMMISSION OF NORTH CAROLINA Commissioners Thomas B. O'Conner, Forest City; Dr. Maurice Van Hecke, Chapel Hill; R. Dave Hall, Belmont; W. Benton Pipkin, Reidsville; Bruce E. Davis, Charlotte; and Dr. James W. Seabrook, Fayetteville. State. Advisory Council Public representatives: James A. Bridger, Bladenboro, Chairman: Sherwood Roberson, Robersonville; W. B. Horton, Yanceyville; Mrs. D. C. Lewellyn, Dobson; Em-ployer representatives: A. I. Tait, Lincolnton and G. Maurice Hill, Drexel; Employee representatives: Melvin Ward, Spencer, AFL and H. D. Lisk, Charlotte, CIO. HENRY E. KENDALL Chairman R. FULLER MARTIN Director Unemployment Insurance Division JOSEPH W. BEACH Director State Employment Service Division H. E. (Ted) DAVIS Editor Public Information Officer Sent free upon request to responsible individuals, agencies, organizations and libraries Address: E.S.C. Information Service, P. O. Box 589, Raleigh, N. C. INDEX APPEARS ON PAGE 46 Cover Legend Seemingly about to topple, pallets of bricks stand four and five deep on the clay-rich soil of Lee County, one of North Carolina's most abundant brick-producing areas. Brick yards are common sights to North Carolinians and the dusty red haze of the factory is familiar to many communities. North Carolina produces more brick than any other state in the nation, and the pallets in the cover photo will not stand long before they are shipped out to the construction site. ESC QUARTERLY NEW DIMENSIONS FOR LABOR As the U. S. Department of Labor this year observes its 50th anniversary, it looks also to the high significance of the relationship between that occasion and the 30th anniversary of the Federal-State Public employment service. For no effort is closer to the central concern of the Department of Labor than is that carried on daily by the State and local offices of the Employment Service. It happens also that as we observe these anniversaries, we are faced with what is perhaps one of the most imposing national tasks ever placed before any sector of Government. Indeed, the whole ques-tion of employment, unemployment, and manpower utilization—with which we are so directly concerned —has been characterized by President Kennedy as "the number one domestic challenge of the 1960's." It is a challenge today underscored by a persistent 5- to 6-percent rate of unemployment. The factors which have created this situation are well apparent to the men and women in the pub-lic employment offices, but two of them are particularly deserving of attention. The first is dramatically illustrated in the fact that 1 million more people will be reaching the age of 16 this year than did last year. The second relates to a drastic decline in our average annual increase of new jobs in the private economy. Between 1947 and 1957, that increase ran at a rate of about 1.9 percent a year; since then it has dropped to around 0.9 percent. In new job totals, that means that where we were experiencing an-nual gains of 700,000 during the first period, that figure has declined to about 175,000 in the second. Population expansion is thus combining with declining job creation in the private sector to set the stage for a task of unprecedented magnitude for both the Department of Labor and the public employment service. For the Employment Service, the basic challenge ahead is one of becoming, in a true sense, the "Community Manpower Service Center" in every labor market area which the USES serves. If its 30- year history of testing placement and related activities has always sugested the validity of this concept, new missions assigned to it under the Area Redevelopment Act and the Manpower Development and Training Act serve to reemphasize it. For both these acts are dependent for their success principally upon the welding of a community of interests in towns, cities, and areas all across the country. In most instances, the required leadership and unifying influence will have to come from the local office of the Employment Service. That leader-ship and that influence ought to extend, in addition, to a point beyond basic implementation of the train-ing activities these acts envision. MDTA and ARA, more importantly, reflect a whole new American philosophy toward manpower problems, particularly unemployment, and suggest a whole new dimen-sion to the traditional Federal-State employment service role. The Service, in all its offices, should now function as the focal point for whatever varieties of effort each community directs toward the full and effective use of its labor force. In a new form of cooperation with the Employment Service as it pursues that end, there is at work today in the Department of Labor a new agency of Government which we have termed the Manpower Administration. This arm of the Department brings together all of our missions relating to employment, unemployment, and manpower utilization in general. It is constructed around a framework of three existing departmental agencies: the Bureau of Employment Security, the Bureau of Apprenticeship and Training, and the Office of Manpower, Automation, and Training. The Manpower Administration will seek to weld the work of all Department personnel engaged in this field into a common effort which, we hope, will in time contribute towards a solution of "the number one domestic challenge of the 1960's." It is to that purpose that I hope that all of us can dedicate ourselves on this the occasion of the anniversary year we share. W. Willard Wirtz Secretary of Labor. ESC QUARTERLY 3 THE EMPLOYMENT SERVICE CHALLENGE A STATEMENT FROM THE ADMINISTRATOR THE 30th anniversary of the nationwide public employment service system created by the Wagner-Peyser Act is a milestone in the human affairs of this country. Our history of service is a story of people—those many millions who have benefited in some measure by the many-sided activities of the United States Employment Service and its affiliated State Employment Services, and the thousands of dedi-cated public employees who have made these services possible. In an age when big numbers are all too commonplace, who can regard lightly the human aspects of a cumulative total of 325 million farm and non-farm job placements? And in a program which is 30 years old, a reflec-tion of pride in public service is shown by the fact that over 4,000 Federal and State employees have been with the employment security system for at least 25 years. Since 1933, the Employment Service has encountered the massive impact of the Great Depression, the demands of a global war and several lesser involvements, and a series of short yet intense recessions and recoveries. Today it faces the challenge of a peacetime economy whose demands are in many ways equal to, or greater than, the crises which preceded it. At the time the Wagner-Peyser Act created the employment service system, few could foresee the giant strides that would come in science and technology and the evolving philosophy of public responsibility and participation in national affairs. The Employment Service has shown during this period that it is a living institution by adjusting to, and moving with, the times. From its early emphasis on matching men and jobs, it has expanded its mission to include manpower development and utilization, dissemination of labor market information, widespread im-provements in the mechanism of the labor market, and final emergence as a fully functioning community manpower center. In 1961, the President assigned to the employment service system much of the responsibility for carrying out the new Federal manpower programs. These programs not only imposed a heavy workload on the existing machinery, but also created some new and complex problems. For example, improvement in the ES and new responsibilities involved the absorption of 4,700 added workers. There was the problem of fitting program such as those under the Area Redevelopment and the Man-power Development and Training Acts into ES operations. The move to separate physically the locations of the Employment Service and the Unemployment Insurance Service offices in larger metropolitan areas was designed to improve efficiency and to recreate the image of the Employment Service as a manpower agency intead of an unemployment office. Our Federal-State relationship, which is an outstanding contribution to the science of administrative organization, has enabled us to weather difficulties and crises. Although this is a Nation of striking difference among the States, and even in communities within each State, the Em-ployment Service is one of a few agencies organized to reach down from the national to the community level, with full recognition of State and local differences and their expressions. We shall continue to move forward with a unanimity of purpose. Despite all the problems and complications of this important task on which we are embarked, we can have strong hope for success in it. The mission ahead is a challenging one that demands intelligence, imagina-tion, cooperation, and plain hard work. It is a sobering though to real-ize that what we do directly concerns so many of our fellow human beings, their livelihood, and their aspirations. I have no doubt that our experience and dedication will make us equal to our responsibilities. Robert C. Godwin Administrator, Bureau of Employment Security. ESC QUARTERLY ESC Manpower Study Discloses Critical Shortage In Hospital And Medicare Occupations From The Bureau of Employment Security Research The Bureau of Employment Secur-ity Research study of manpower and training- needs for medical and health service occupations has disclosed a perplexing situation in the labor supply-demand in North Carolina's hospital and other medicare institu-tions. Results of the study, which was completed in June, show a critical need for trained hospital workers at a time when hospital employment is at an all time high in North Carolina. In many areas there are surpluses of labor, including underemployed people who lack the necessary quali-fications for obtaining employment. On the other hand, labor shortages and job vacancies exist in these same areas because of the lack of workers trained in many occupations. Representing the composite think-ing of administrators, directors, and other staff members of more than 400 North Carolina hospitals and other medicare agencies and institutions, the study was requested by the State Board of Education because officials recognized the lack of workers with specialized training for occupations in the medical and health field. The State agency intends to use survey findings to compare trained worker demand for growth and replacement needs with the anticipated trained worker supply from on-the-job training pro-grams, schools and other educational institutions. The study provides a basis for expanding present training programs and initiating new one. Employment Offered Hospitals are widely recognized for their treatment and care of patients and for diagnosis and disease re-search. Their increasing economic im-portance is not so widely recognized, but it cannot be overlooked. Hospitals represent major markets for innumer-able goods and services—and for em-ployment. The survey disclosed that medical and health employment during the first quarter of 1963 in the institutions studied was approximately 39,600 persons. During 1940 there were just slightly over 15,000 persons engaged in hospital and other health service occupations in North Carolina. By 1950, employment had nearly doubled, and by 1960 hospital and medicare employment had jumped to more than 47,000 persons and has continued to grow. In 1960, about 67 percent of the total medical and health service em-ployment was in hospitals. According to ESC research analysts, the following developments since 1940 help explain rapid employment gains in the health service field: (1) Increased expenditures for medical research, rapid advances in medical knowledge and treatment, and the discovery of new medical tech-niques and drugs. (2) Rise in personal income en-abling the general public to afford more health services. (3) Completion of 56 new hospitals in North Carolina since 1945, and, under the .Federal Hill-Burton Act, initiation of more medical facility projects in North Carolina than in any other state. (4) Rapid expansion of subscription to health insurance programs en-couraging people to seek hospital and medical care more readily. (5) Increasing numbers of older persons and the rising public interest in the medical care for these older people. (6) A greater understanding and increased attention to prevention of illness and to the value of professional medical care. (7) Continued medical care for veterans and their families. (8) Trend toward shorter work week for medical and health service workers. These influences are expected to persist in the future. The demand for new workers, coupled with the demand for additional workers who will be needed to replace those who withdraw from work, retire, or leave the field for other reasons, presents many op-portunities in North Carolina for em-ployment in this field during the '60's. According to the survey, hospital and medicare employment (in survey-ed establishments) by the end of 1963 will approach 42,850 persons and nearly 50,000 by end of 1966. Training Inadequate Thirty-four occupations were sur-veyed because employment in this group is expected to increase more rapidly than employment in the whole medical and medicare service field. All employment in this field will advance by 25 percent by the end of 1966, while gains in the 34 selected occupations will rise by 29 percent. If North Carolina's expansion and replacement needs are to be met, 3,950 additional workers will need training in the selected occupations by the end of 1963, and by year-end 1966 this need will increase to about 11,500 workers. Hospitals, medical institutions and schools now do extensive training in many of these occupations. However, the survey indicated that this training-will meet only 54 percent of the needs by the end of 1963 and only 73 percent of the needs by the end of 1966. Thus, additional training will be required to meet anticipated shortages of about 1,820 workers at the end of 1963 and 3,075 workers at the end of 1966. Occupational shortages likely exist in other medical and health service areas not studied such as offices of private physicians and dentists, and it is believed that overall net training-needs shown in this report are conser-vative. Making the survey, ESC Labor Market Analysts contacted employers personally and asked for information about: (1) Current vacancies. (2) Present employment. (3) Anticipated employment to meet future expansion and replacement needs by the end of 1966. (4) Trainee output by the end of 1966 from on-the-job training and training affiliated schools, where ap-plicable. 400 Institutions Surveyed Estimates included in this report represent anticipated needs for 210 hospitals and clinics, 193 nursing and rest homes, 75 health departments and 21 other medical facilities. (Continued) ESC QUARTERLY Existing1 job vacancies for workers in surveyed occupations during- the first quarter of 1963 numbered 1,540, or 39 percent of the estimated addi-tional training needs by the end of 1963. Current need for registered nurses accounted for 650 of the im-mediate trained worker needs in all occupations revealed by the survey. Anticipated trainee output for as-sistant housekeeper, physical therapy technician and hospital equipment servicemen will supply less than 20 percent of the expected total need for each occupation by the end of 1966. Trainee output will furnish less than 50 percent of the total trained worker need by the end of 1966 for each of the 16 occupations studied. Those oc-cupations for which a substantial, but inadequate, amount of training and education is planned include re-gistered nurse, medical-record tech-nician, clinic technician and practical nurse. Planned training is expected to supply more than 75 percent of total demand for each of these occupations by the end of 1966. Most Significant Need Eleven of the 34 surveyed occupa-tions represent more than 95 percent of the net requirements for trained workers at the end of 1966. The fol-lowing occupations show the most significant needs for training: However, it is over optimistic to as-sume that all of those to be trained will enter and stay in this profession. So by the end of 1966, the need will likely be considerably higher than in-dicated. How To Be Used The completed survey, in booklet form, is now available through the Employment Security Commission's Bureau of Employment Security Re-search. It is believed that the survey can be used by management officials interested in the prospective avail-ability of trained medical and health service manpower in planning their own occupational needs more efficient-ly. School authorities may find the survey beneficial in planning cur-riculums because academic and voca-tional training programs can be be planned on the basis of occupational manpower requirements and resources. Results of the survey can be used by young people interested in making an informed choice of a career, or by em-ployment counselors and high school, college and vocational school coun-selors. Since information about occupa-tional labor supply and demand are essential for civil defense emergencies and for manpower purposes, civil de-fense and mobilization people can practically use the hospital and BY THE END OF 1963 Title Need Nurse, Registered-Graduate 531 Nurse, Practical 368 Nurse Aide 278 Orderly-Attendant 161 Secretary-Stenographer, Medical 96 Ward Clerk -. 63 Cook 63 Medical Technologist 61 Laboratory Technician, Medical 50 Surgical Technician 37 Housekeeper, Assistant 31 BY THE END OF 1966 Title Need Nurse Aide 815 Orderly Attendant 440 Nurse, Practical 319 Secretary-Steno, Medical 280 Ward Clerk ' 228 Cook 195 Laboratory Technician, Medical 176 Nurse, Registered-Graduate 97 Surgical Technician 82 Medical Technologist, 74 Housekeeper, Assistant 70 During the first quarter of 1963, about 1,540 trained workers were needed to fill job vacancies which existed in all surveyed occupations combined. Remember, 95 percent of the present job vacancies were in-cluded in the above 11 occupations. Note that the demand for registered nurses ranks first in net training-needs by the end of 1963, but drops to eighth position by the end of 1966. medicare survey. It may also encour-age training under the Federal Man-power Development and Training Act and the Area Redevelopment Act. A Basis for Education The Employment Security Commis-sion engaged in this study to provide a basis from which training needs can be evaluated so that appropriate voca-tional education programs may be planned. However, simply establishing the needs for training will not solve the problem of worker supply and demand imbalance. Effective planning and cooperative action is required be-tween employers, staffs of training-facilities, educational institutions, and other agencies to help provide an ample supply of workers for occupa-tions in which the demand exceeds the supply. It also indicates the need for pro-moting a greater interest on the part of high school graduates and other in-dividuals in continuing their education and training for jobs in these needed occupational fields. It is hoped that employers can be encouraged to anticipate their em-ployment needs and to train as many of their own workers as possible. More assistance might be provided em-ployers in devising training for occupations requiring short training-periods such as nurse aides, orderly-attendants, and ward clerks. Present training programs should be evaluated or re-evaluated in light of present job requirements. On-the-job training-should be expanded and promoted to include occupations for which trained woi-kers are needed, thereby accomp-lishing much to reduce shortages in such occupations as medical secre-taries, medical-record technicians, etc. Possibly more- extension courses could be instituted for currently employed individuals in the hospital and medi-care fields, with employers participat-ing in these training programs by offering incentives to those who re-spond to this plan. No U.l. Coverage Relatively few medical and medi-care workers employed in North Caro-lina are covered by the unemployment insurance program. Therefore, em-ployment figures were not available from this source for establishing a universe and generally results were not expanded to take into account non-surveyed users. It was not feasible to contact all medical and health service establishments during the survey due to the large number of small units with few employees. Indications are, however, that the survey coverage is adequate since census data for total employment in North Carolina medical and health services was about 47,000 in 1960, while the total employment in surveyed establishments during the first quarter of 1963 was about 39,650, with about 23,800 being in surveyed occupations. Thus, approximately five-sixths of the employment was actually included. Once again, a manpower survey, this time in the medical service pro-fessions, has indicated that ample job opportunity will be available for those who qualify, and education is the best insurance against unemploy-ment. ESC QUARTERLY THE BUSINESS DEVELOPMENT CORPORATION OF NORTH CAROLINA . . . FINANCING TARHEEL BUSINESS AND INDUSTRY H. POWELL JENKINS Executive Vice President, BDC of North Carolina The first state development credit corporation was established in the State of Maine in 1949 and started operations in 1950—13 years ago. Since that time, similar corporations have been established and are operat-ing in all of the New England States and in New York, New^Jersey, North Carolina, Maryland, South Carolina, Kentucky, Virginia, Mississippi, Ar-kansas, Florida, and several other southern and mid-western states. The interest in these corporations has been increasingly active and a large number of other states have either passed legislation or it is pending or being considered. These are privately owned and privately financed cor-porations. We have been told by quite a number of prominent banking and government officials that North Carolina has the best of these cor-porations, and it seems the word has gotten around for over the past sev-eral years we have received inquiries about the Corporation from banking and state government officials in perhaps half the states of the Union and many foreign countries. In addi-tion, the Raleigh office has been visited by groups of state government and bank officials from a number of states in the Union and from 18 to 20 foreign countries. Unless Refused In 1955 it was determined that North Carolina had every attraction for industry, except long-term financ-ing, which is needed in many cases for the establishment of new industry, the expansion of existing industry, and the bringing in of industry from other parts of the country, particul-arly small industry. For this reason the Business Development Corpora-tion was created. This would supple-ment the many existing attractions, including natural resources, location, climate, power, transportation, and adequate labor. The need was beyond the conventional lending available through existing financial institu-tions, and in fact, the BDC cannot make any loan unless it has been refused by at least one bank or other financial institution. While the Cor-poration is strictly a private institu-tion, it works very closely with the several departments of State govern-ment and cooperation is excellent. The Corporation was created under the provisions of Chapter 1146 of the Session Laws of 1955, as subsequently amended, for the purpose of promot-ing, stimulating, developing, and advancing the business prosperity and economic welfare of the State of North Carolina. It encourages and assists through loans, investments, and other business transactions in the location of new business and in-dustry in this State, rehabilitates and assists existing business and industry, which tends to promote the business development and maintain the eco-nomic stability of our State. It coope-rates and acts in conjunction with other organizations, public and pri-vate, in the promotion and advance-ment of industrial and agricultural developments in this State. It is a business organization and all finan-cial assistance rendered is on a basis that full repayment with interest is expected. The Board of Directors of the Cor-poration consists of 21 members. All are prominent and outstanding busi-ness and professional men of our State and give generously of their time in directing the affairs of the Cor-poration. Two-thirds of the directors are elected by the members and one-third by the stockholders. Annually, the directors elect an Executive Committee, which is representative of the Board, a Loan Committee con-sisting of men well qualified for that purpose, officers and General Counsel. $11 Million Available The Corporation has an authorized capitalization of $1 million, all of which has been paid in cash by more than 1800 stockholders. Stockholders and members of the Corporation at their annual meeting on February 4, 1963, amended the Charter to increase the authorized capital stock to $2 million. In addition, banks, insurance companies, building, savings and loan associations and other financial in-stitutions may become members of the Corporation, and in so doing agree to lend to the Corporation, on call on a pro rata basis, funds that are small compared to the individual institution but collectively they create a large reservoir of funds. At present, the funds available from our financial in-stitution members total $7,186,500. Also, to supplement the funds avail-able from our members, the Corpora-tion has obtained $2,500,000 in loans from the Small Business Administra-tion under Section 501 of the Small Business Investment Act of 1958. At present, these three sources of funds, together with reserves, make more than $11 million available to the Corporation. The funds available to the Corporation have constantly been on an increase since its beginning, and plans have been made which we hope will result in a further sub-stantial increase during 1963. Since the Corporation started ope-rations in April, 1956, its volume of activities has been far greater during this period than many of those par-ticipating in its establishment an-ticipated when the Corporation was being organized. As an example, it was originally contemplated that the volume of the company would even-tually reach $10 or $11 million in total resources. BDC has already (Continued) ESC QUARTERLY reached those proportions. It has dur-ing this period (up to March 31, 1963) approved 193 loans totaling $27,028,665, including $2,971,887 of participations by other financial in-stitutions in several of the individual loans. The largest loan approved thus far is for $600,000 and the smallest is $2,000. Of the total amount of the Cor-poration's approvals, 67 percent has been to assist in the financing of the construction of new or the expansion of existing plant facilities; 24 per-cent for acquisition of machinery and equipment; six percent for working capital; and three percent for debt repayment. Loans approved were to assist in creating 20,550 jobs and in maintaining existing employment of 13,081; total, 33,631. In addition, it is estimated that five indirect jobs are created for each full-time em-ployee (totaling more than 160 thou-sand). Loans totaling more than $16 million have already been disbursed, maintaining this job ratio of em-ployment. Others will be disbursed as plan construction is completed. In addition to contributing to em-ployment in 1962, these plants pur-chased products from 10,672 farmers; 17,803 farmers received benefits from operations of the plants; and, $32,- 443,611 of North Carolina farm prod-ucts were purchased. It should be noted that the latter figures are based upon cases where loans have been actually disbursed and do not include the undisbursed commitments or those in which members of our staff have assisted in obtaining loans from other sources. Further improve-ments in operations by the same com-panies and those for which present loan commitments will be disbursed within the next few months are ex-pected as follows for 1963: Number of farmers from whom products will be purchased, 14,617; total number of farmers to receive benefits from the plants, 23,013; and, $45,805,472 of North Carolina products to be purcha sed. Looking At The Map Loans have been made from Mur-phy to the seacoast and to many types of business and industry, new companies moving in or establishing branch operations in the State, some newly created companies within the State, and others that have been long established in North Carolina. Each W. F. FANCOURT CO., GREENSBORO, INDUSTRIAL CHEMICALS SEABROOK BLANCHING CORP., EDENTON, PEANUTS HAMMARLUND MGR. CO., MARS HILL, ELECTRONICS KOHLER AND CAMPBELL CORP., GRANITE FALLS, PIANOS ESC QUARTERLY of these loans have resulted in an increase in employment and an ex-pansion of production. Looking at the map on our office wall in Raleigh, a visitor finds that BDC has made many useful and in-teresting loans. Among the purposes are: financing facilities for the manu-facture of electronics in all three sec-tions of our State, eastern, piedmont, and western, with large employment; a p : ckle plant which at the height of last season had nearly 600 em-ployees, of which well over one-third of them are employed the year round, and a company which contracts for thousands of acres of cucumbers from farmers in its area; a straw-berry plant to process great quanti-ties of North Carolina's luscious strawberries; a peanut blanching and processing plant unlike any other in the country which processed approxi-mately 10,000 acres of North Caro-lina peanuts in 1962; several poultry processing plants with annual pro-duction capacity in excess of 60 million birds a year located in the eastern, p: edmont, and western sec-tions of the State and having more than 2,000 employees with additional benefits to hundreds of farmers and others; many textile plants from Murphy to the seacoast; manufactur-ing almost every type of wearing apparel; a ceramic tile plant, which is the only one within several states, which produces an excellent quality of tile; furniture and woodworking; metals; shoe manufacturing; several grain storage and grain manufactur-ing facilities; industrial paper; and, industrial and medicinal gases. All of these projects employ large numbers of people, thus aiding in the economic improvement of our great State. More Than Just S'tting Back On occasion, BDC has been criti-cized because it has had no losses in its loans thus far with a suggestion that perhaps the Corporation has been too conservative in its lending policies. There is much more to the operations of the Corporation than the processing of loan applications and the disbursing of loans (which require a complete analysis and un-derstanding of each case), and then just sitting back while the repay-ments roll in. It is doubtful that any lending institution has ever had a loan where a loss was expected at the time the loan was made. Therefore, it is obvious that much happens after a loan is approved. The servicing of our loans after disbursement requires a great deal more attention from our staff than the processing and disburs-ing of new loans. We are continuously aware that if BDC suffers a loss from a loan, then the borrower suffers a much greater loss. Therefore, much of our time and effort is given to counseling borrowers in an effort to see that the loan accomplishes at least the purpose intended in the first place. We believe our efforts have resulted in the successful operations of some of our borrowers who other-wise might have had rather tough going. As an example, we quote a few words in a letter from one of our borrowers, who after thanking us again for our help financially and our opinions and advice, stated that "you have truly taken a firm headed for bankruptcy and made it possible for us to swiftly get back on the road to recovery." Today, that busi-ness has very successful operation and employs about 300 people. Of course, the BDC office in Ra-le1' gh is very busy trying to determine which proposals are sound and which are unsound and further, those bor-rowers with only an idea they wish to try at someone else's expense. For instance, there have been those who wanted 100% financing for a patent of a machine, although the market is already flooded with similar ma-chines already manufactured in this State by existing companies. But, Officers JOHN P. STEDMAN Chairman of the Board R. A. BIGGERS President H. POWELL JENKINS Executive President W. B. PIPKIN Vice President CHARLES C. CAMERON Treasurer FRANK A. CELLA Assistant Treasurer WILSON F. YARBOROUGH Secretary DORLESE W. COOPER Assistant Secretary General Counsel POYNER, GERAGHTY, HARTSFIELD AND TOWNSEND Attorneys at Law JENKINS the applicant thinks he can produce better at a lesser cost. And, there was an applicant who wanted a loan to finance an almost patented gadget which was so secret that he would not discuss the gadget even with us. These, of course, were declined. There are no legal restrictions as to the size or terms of loans to be made by the Corporation, but the applications are determined by poli-cies of the Board of Directors and by actions of our Loan Committee. There are no fixed yardsticks in con-sidering loan applications, but each case is considered entirely on its in-dividual merit. However, the financ-ing must be on a sound basis from the standpoint of the local area as well as our Business Development Corporation because it would be a disservice to the community and all concerned to assist in financ ;ng an unsound proposition. The Enabling Act, under which the Corporation was organized, and the Corporation's Charter, are very broad and flexible. Much is left to the policies of our Board of Directors and Executive Committee and the actions by our Loan Committee. Management Counseling Another activity of the Corporation is that of business management coun-seling in which our staff in Raleigh has been of considerable assistance to business management in cases where loans were not obtained from our Corporation as well as in cases where loans have been made. The Corporation has a printed form for filing applications for financial assistance. It asks the kind of ques-tions and requests the sort of infor-mation that any lending inst : tution should. The forms may be obtained from the office in Raleigh. Generally, it is very helpful for the prospective loan applicant to discuss his plan with the officers of the Corporation before preparing the application form as it assists in a more expeditious pro- (See CORPORATION, Page 44) ESC QUARTERLY BRICK CAPITOL OF THE NATION GILBERT A. MELAND, BRICK & TILE SERVICE, INC., GREENSBORO, N. C. North Carolina holds the position as the number one brickmaker in the nation, according to State Con-servation and Development Depart-ment Director Robert L. Stallings, Jr. Figures just released for 1962 show that a total of 688 million bricks were produced in North Carolina during that year, accounting for 10 percent of the 6.8 billion bricks produced na-tionally. This represents a gain of 6% percent over the preceding year for the North Carolina clay industry and a whopping 47 percent increase over that of 10 years ago. Ten years ago North Carolina stood in fourth place in the nation as a brick manufacturer. The climb to the number one spot is a perfect example of how our State's natural resources can be turned into jobs and income for North Carolinians. It is estimated that the State's brick industry adds about 50 million dollars each year to its economy. Why this phenomenal growth and consumption here in North Carolina? First, the State is blessed with an abundance of very good brick clays and shales. According to industry en-gineers all recognized specifications for brick establish 3,000 pounds as a minimum strength for the top grade. Recent tests indicate that the aver-age strength of North Carolina brick to resist crushing is over 11,000 pounds, an excellent testimonial to the quality of raw material available. Perhaps equally important is the fact that local brick manufacturers have sufficient confidence in their product and their future to create facilities necessary to make the prod-uct available in quantity and quality. This is evidenced by the fact that North Carolina has the largest con-centration of modern tunnel kilns in the Nation. The tunnel kiln is a prod-uct of years of technical know-how and is the most modern, most efficient method of producing brick today. Each tunnel kiln can produce from 30 to 75 thousand units daily. Brick production today is a far cry from what it was just a few years ago. A visit to a typical plant reveals how raw clays are blended into proper proportions, extruded and cut to proper size by automatic machinery, loaded on kiln cars, dried and burned to some 2,000 degrees Fahrenheit, and cooled—all within a matter of 72 hours. Bricks are then packaged to facilitate automatic loading and un-loading of literally thousands of bricks in a truckload. Where and when are these bricks used? One has only to drive through modern residential subdivisions, to observe the North Carolina landscape being dotted with new, modern in-dustrial buildings, to see our educa-tional facilities being expanded, to see the shopping centers, to observe the many churches under construction. The answer is obvious. Also, it is not unusual to see older residential buildings or older churches being given a brand new look by ap-plication of brick on the exterior as a remodeling material. Not to be for-gotten is the engineer's role in the use of brick. In cases where the pub-lic cannot actually see the use of brick such as sanitation facilities, utilities or structural system areas where bricks are being used for its strength in addition to its aesthetic qualities. The brick industry is keenly cogni-zant of the fact that it must have skilled craftsmen to put their product in the wall and to insure that North Carolina will always have an adequate supply of brickmasons to handle this tremendous output of brick. Conse-quently, industry officials cooperate with the State Department of Public Instruction, Division of Trade and Industrial Education, the Construc-tion Apprentice Council of the Asso-ciated General Contractors, and the North Carolina Department of Labor Division of Apprenticeship and Train-ing. Young men with an aptitude for bricklaying are encouraged and given opportunities to pursue this trade and become journeymen bricklayers in this rewarding field. While North Carolina is the brick capital of the Nation, the existing production facilities are capable of higher production, and the brick in-dustry intends to do just that! 10 ESC QUARTERLY Because of the modern economical methods used in the pro-duction of brick, the "in-the-wall" cost of brick in North Caro-lina is as low, if not the lowest, as any place in the U. S Brick in combination with steel rods (reinforced brick masonry) was the suitable structural material selected by the engineer in the design of this 80-foot diameter waste treatment plant 'blessed by an abundance of natural clay and shale/7 When all brick construction is used in structures such as this magnificent Hones Hosiery plant in Winston-Salem,, the local economy also gains because of the local material and labor used Brick is used abundantly in home construction. Whether the 'ZV J* ,s ?on*em mon P°'<»Y. traditional, or modern, the one com! denominator is brick in varying designs and patterns. When this street was widened, the use of reinforced brick allowed the engineers to have an attractive brick finish retaining wall that would harmonize with the residential neighborhood. Brick placed on sand without mortar is not limited to the back- yard patio. Here the architect incorporated the same popular concept in a large terrace of an elementary school building ESC QUARTERLY 11 wmmm hhee quality of North Carolina clay and shale is excellent for the manu-facture of brick and clay products. Producing approximately 10 percent of the nation's brick supply, Tar Heel manufacturers use shale for about 95 percent of their products, and often blend shale with surface clay. This material is trucked from its deposit site to the plant where it is crushed in primary and secondary crushers, then screened through heated, 10- mesh wire screens. The subsequent, finely textured material is conveyed to pub mills where water is added and the material is thoroughly mixed. ^A vacuum is applied, extjAcfh the raw materiaf|^ll|i|m sjSggj^ij^s&s In tlfoWatmqgi^ ed at gradually i ;g ten K tuges- up |6 2Q04",di^ti|^M__ .,-'*' This is the- .process- whl^^ffffl^^ , --^ brick- ihj^jNstrotfg, '-and Ji'reproofciggf ' •j^s^SMK^^uie~*z"is ; maintain^ gradually cooled as Uieyl *om#--fcom the. kiln. When jeoflded, 4he£ are a finished .product, . ready for delivery 12 M -3*3 ESC QUARTERLY BOREN OFFERS OYER 600 COMBINATIONS BY J. KENNETH THOMAS "In 16 short years, from nothing but a vacant lot to an industrial com-plex stretching across Piedmont North Carolina into South Carolina; ship-ping- brick into 16 states; providing a living for over 400 families; and making eastern U. S. A. beautiful and fireproof," is the exciting story of Boren Clay Products, located at Pleasant Garden just south of Greens-boro. The amazing growth of this com-pany came as another chapter in the story of "North Carolina, the Brick Capital of the Nation," a leadership primarily due to a lucky break plus Tar Heel initiative, according to Orton A. Boren, President of Boren Clay Products and its brick making affili-ates. The luck, says the brick and tile manufacturer, comes from the fact that nature heavily endowed the State with high-grade materials for making quality clay products. Since Tar Heels traditionally make the most of their lot, they have capitalized on these clays and shales to the fullest. The availability of these raw materials combined with the energy and genius of Tar Heel brickmakers has made them members of the num-ber one brick manufacturing state in the nation, with Boren and its sub-s ; diaries being1 the leading supplier of brick in North Carolina. The organi-zation h^s a capacity close to ?00 mil-lion brick equivalents annually. The present Boren group resulted from consolidation with Kendrick Brick and Tile of Charlotte and Mon-roe in 1961, and the prior acqu; sition of Broad River Brick Company, Gaff-ney, South Carolina, in 1960. Another Boren affiliate is the Rockingham Block and Ready Mix Company in Spray, N. C. Architects and engineers have his-torically favored "materials indigen-ous to the region," especially when such local building materials offer advantages such as high quality at a bargain. Tar Heel designers are said to lead the nation in developing new and ingenious ways to do things bet-ter with brick. Who else, for example, would have conce ; ved the very popu-lar reinforced brick masonry swim-ming pools? Boren, like other Tar Heel manu-facturers, has from its beginning con-curred with the desire to provide a variety of brick and clay products for use by architects and engineers, en-joying a reputation as "custom brick makers" with over 600 combinations varying according to size, shape, color, and texture desired. Boren's hand-made brick, manufactured much as it was in the old days and noted for its natural beauty, adds grace and charm to many of the most beautiful buildings on the Eastern Seaboard. Boren also pioneered in the develop-ment of factory-produced special shapes made to exacting specifications, recognizing early the need to facilitate the work of architects and brick-masons. In addition to supplying brick needs of the State and the eastern portion of the United States, Boren and its subsidiaries have heavily emphasized community affairs and service. Boren employees are active in a w: de variety of church and civic functions. Every 42'/i minutes, 1000 brick emerge from the exit of one of the two modern tunnel kilns shown above. During their 36-hour trip through the kilns, green brick were fired as carefully as a cook bakes a cake to emerge with that true beauty that comes only from brick. Many combinations of size, color, shape and texture are produced here. ' ;' ; # rp ^Wir ^L: -. w&z ^... jm| jjj'^^ ' A Shown above is one of the many machines that enable Boren to provide a variety of shapes, styles, and colors in modern face brick. The Company enjoys the reputation as a "customer brick maker." It produces hand made brick, much as it was in the old days. Native North Carolina materials are the key to beautiful Boren brick. A front end loader blends Chatham County shale with Guilford County shale to produce a distinctively North Carolina product. Modern material handling equipment greatly facilitates operations. ESC QUARTERLY 13 A 200 ACRE PURCHASE CONTAINED VAST AMOUNTS OF CLAY AND SHALE From The Hanford Brick Company, Burlington, N. C. Hanford Brick Company of Bur-lington is a direct result of the ma-chine age. Ed R. Hanford, Sr., and brother J. W. Hanford were partners in road and bridge construction utilizing real horse power and drag pans. But in 1927 it became evident that 150 mules and many laborers could not compete with powerful earthmoving machinery which was being developed. When machinery moved in the de-mand for mule power ceased. Intending to retire their livestock, the Hanford brothers purchased 200 acres of land several miles south of the small community of Burlington. They soon discovered that this 200 acres contained a vast amount of shale and clays usually associated with brick manufacture. With this knowledge, and having a readily avail-able supply of fuel from the timber which covered much of their newly acquired acreage, the Hanford brothers purchased a non-operating brick plant in Liberty, N. C. One-hundred and fifty mules and a caravan of wagons transported the disassembl-ed plant to its present location in Burlington in one day, a phenomenal feat in those days and it was the subject of discussion from local folks for many weeks thereafter. The spring of 1928 found the new brick plant in full operation. Bricks were manufactured from March through September because the soft bricks were air dried under open sheds and freezing weather would not permit year 'round production. Bricks were fired by burning cord wood. To cook one updraft type kiln containing 180,000 bricks required 100 cords of wood. The total annual capacity of the plant was then about 2.5 million bricks. Since then all the original equip-ment has succumbed to the march of progress. We continually search for the best equipment obtainable to manufacture brick. In 1930 the type of brick available was number one common. Price was $8.00 per thou-sand. Delivery was by wagon and there were 12 employees. In 1931, two round-type kilns were constructed, allowing brick to be fired more uniformly throughout the kiln and eliminating the soft salmon brick which were always present in the corners of the up-draft type kilns. These new kilns were fired by coal, another step toward a controllable temperature which gave a more uni-formly burned brick. In the years that followed many advances were made in brick manu-facture. Hand loading gave way to automatic loading with a winch type loader, the first of its type to be used in this area. Also of major importance was the elimination of the old open air drying sheds and the installation of a new drying kiln which utilized waste heat from the firing kilns. This allowed brick to dry more quickly, thereby tripling the total production of the plant. The new vacuum de-airing pugging process was added which permitted the use of clays that heretofore had not been used. Addi-tional round kilns were constructed to take care of the increased produc-tion. These improvements permitted brick manufacturing to continue through 12 months instead of during the warm months of the year. By 1938 we were manufacturing four types of bricks. The price per thousand was $12.00. Delivery was in small trucks, production seven mil-lion bricks, and employees numbered 20. In 1939, Hanford Brick Company became incorporated and Edwin R. and Edward R. Hanford, Jr., became officers of the Corporation. These men are the twin sons of the founder and head the manufacturing team today. During the war years, production was curtailed. Foreseeing the growth of North Carolina's economy, plant manage-ment in 1945 began replacing equip-ment, expanding facilities, and con-centrating on an intense program of research in the field of better burn-ing methods. Much time, hard work and money was spent in an effort to burn brick with the powdered coal process. In theory, the idea was ex-cellent but proved to be untenable in practice. Although the idea was dropped, the effort by the Company proved again its forward thinking and readiness to adopt new procedures. In rapid succession, new experiments in firing brick led Hanford Brick Company to initiate the most drastic experiments in the southeastern part of the United States in the method of firing brick. A coal shortage forced the experiment to use fuel oil to fire brick. This proved to be most success-ful. The process shortened the firing period, increased production, and eliminated the many problems con-nected with the use of coal. Further experiments revealed a revolutionary system of loading and unloading brick from round kilns us-ing a fork lift. This new machine could load and unload the kiln at the rate of 100,000 bricks per day. Pre-viously, the job had required 11 men. In 1952 Piedmont North Carolina received its first natural gas line. Again Hanford management took the opportunity to better the brick burn-ing process and remodeled its kilns for natural gas firing, an experiment which proved to be the most success-ful method to date. By 1952, Hanford Brick Company manufactured four kinds of brick. De-livery was being made by medium trucks. Production was 10,000,000 bricks each year and we employed 30 people. Nineteen-fifty-five marked the be-ginning of another major expansion program that to date has not lost its momentum. Prior to his death in 1957, E. R. Hanford, Sr., sanctioned his company's ambition to move forward. Foreseeing the greatest industrial expansion that has taken place in this country's history and with a firm faith in the economy of North Carolina, Hanford undertook its greatest expansion program. From the clay pits to brick storage yards, all processes of the Company were mod-ernized with the latest equipment available, including many exclusive improvements. Today, from what was originally 200 acres of grazing and timber land, there exists a modern tunnel-kilns brick plant adjacent to the city limits of Burlington and Graham. Hanford Brick Company, Inc., is eagerly look-ing forward to serving and growing with the heart of Piedmont North Carolina. We extend an invitation to visitors to see our modern step-by-step manufacturing process of brick, the oldest man-made building product known to man. We produce more than 300 colors and textures of brick today. Price per thousand is $42.00. Delivery is made in large pack hauler trucks. Produc-tion capacity is 35,000,000 bricks each year and we employ 75 people. 14 ESC QUARTERLY The Moland-Drysdale Corporation FACE BRICK -:- COMMON BRICK North Carolina has just recently re-ceived official recognition from the U. S. Department of Commerce of its status as the "Brick Capital of the Nation." Western North Carolina has made a substantial contribution to North Carolina's outstanding record in attaining this high level of produc-tion of brick, putting Ohio into second place. And in western North Carolina, the Moland-Drysdale Corporation, and brick are synonomous, and you cannot talk brick without associating it with the Moland-Drysdale Corpora-tion. This Company was organized in 1923 by Bruce Drysdale who is still the President of the Corporation. He was formerly advertising manager of John Lucas and Company, paint manufacturers of Philadelphia, and while on a business trip to western North Carolina prior to 1923 fell in love with the beautiful country and foresaw a tremendous potential for the clays of the area. The first plant was established at Etowah, North Carolina, with the purchase of approximately 300 acres of land. Many of the area's industrial plants were built of brick made at this Etowah operation. One example is the large American Enka Corpora-tion plant at Enka, N. C. The Etowah operations included 11 round, down-draft kilns. These kilns were operated until 1955. In 1943, Drysdale bought the old Fletcher Brick Company at Fletcher, N. C, and operated round, down-draft kilns at this location until 1951, at which time the first modern tunnel kiln was built for the Fletcher opera-tions. The second tunnel kiln was con-structed at the Fletcher Company in 1953 and the third tunnel kiln in 1955. At this time the Etowah opera-tions were discontinued. The decision to discontinue the Etowah operations and to concen-trate on the Fletcher operations was based on three important factors: (1) the availability of natural gas as a firing fuel; (2) the close proximity to a major highway, and (3) the close proximity to a railroad. High-way 25, which is a major north-south artery, and the railroad are directly in front of the plant. The fourth tunnel kiln was con-structed in 1961. This gave the Fletcher operations a capacity of 40 million bricks each year. The Moland-Drysdale Corporation, through its Fletcher operations, manu-facturers approximately 25 different shades and textures of brick. These brick are shipped over the entire east-ern part of the United States from Massachusetts to Florida and from Michigan to Louisiana. There are approximately 100 em-ployees in all the operations of the Moland-Drysdale Corporation. It has an annual payroll of approximately $400,000. The manufacturing plant (Fletcher operations) is located on approximately 300 acres of land which bears both buff and red clays. The Moland-Drysdale Corporation was one of the first companies to make light-colored brick in the South. Over the years the proportion of light-colored brick to red brick has in-creased until at the present time about 60 percent of the production of the Fletcher plant is light-colored brick and about 40 percent is red brick. An ultra-modern office building in Hendersonville houses the offices of the M o 1 a n d-Drysdale Corporation. In this office is a complete display of the products made at its Fletcher op-walls of the office are constructed of brick of various kinds to give an authentic "in-the-wall" sales appeal to prospective customers. Since the offices of the Moland- Drysdale Corporation are located in a highly popular resort area, there are a large number of visitors annual-ly from all parts of the country. Visi-tors are not only well impressed with the beauties and opportunities of western North Carolina, but they also become well aware that the Moland- Drysdale Corporation plays a vital role in the economy of this region and will continue to play this role in the years to come. ESC QUARTERLY 15 MANUFACTURERS OF S H A L_E FA_CE AND C O t big WKgaai i i-S" INCORPORATED IN 19 9 Cunningham Brick Company was founded in 1909 by two brothers, J. H. Cunningham and C. D. Cunningham, and their brother-in-law, W. H. Os-born, all of Greensboro. The plant was originally located in Greensboro, but because of an insufficient supply of suitable clay and shale in that area the plant relocated at its present site, about six miles southwest of Thomas-ville in Davidson County. There an abundant supply of pre-Cambrian shale was found which, when blended with local clay, forms the ideal ma-terial for the manufacture of varied colors and textured brick. In 1925, the entire plant burned, causing an estimated $100,000 loss to buildings and equipment. Within a year the firm had rebuilt and was making brick from an entirely new plant, costing in excess of $150,000. After the loss from fire, the Company decided that it should never take the risk of another disaster from fire. The new plant was constructed without a single piece of wood or other type of flammable material, and to this day th ; s has continued to be the policy of the Company in all its construction. Prior to 1953, brick, were burned in what was known as periodic or "beehive" kilns. Approximately 75,000 unburned bricks were "set" in these kilns, and using coal for fuel, were hand-fired for about five days. Another four or five days were required for the brick to become cool enough for handling. Today the method of burning has been entirely revolutionized. Brick, ire burned by the most modern method known to the industry. The tunnel kiln process, which is automatic and COM P/\NV uses natural gas as a fuel, produces a much better brick, more uniform in size and color than heretofore pos-sible. Cunningham Brick Company manu-factures a wide variety of face brick in size, texture and color. Although most of their bricks are sold through-out North Carolina, a great many are shipped to such places as New York City, Boston, Philadelphia, Washing-ton, etc. Sales offices are located in Greens-boro, Winston-Salem, Salisbury and at the home office in Thomasville. Of-ficers of the Company are J. H. Cun-ningham, founder and President; R. M. Middleton, Vice-President and General Manager; and Conald Beck, Secretary and Treasurer. Since the disasterous fire in 1925 which destroyed the plant, Cunning-ham Brick Company has taken its place in the economy of North Caro-lina. Management of the company is proud of its association in an industry which has earned its number one rank-ing in the United States. ISENHOUR BRICK COMPANY LISTS MANY FIRSTS IN 67-YEAR HISTORY Isenhour Brick Company of Salis-bury was established in 1896 by G. W. Isenhour. At the turn of the century, his four sons became active in the industry. C. W. Isenhour remained in Salisbury to manage the local p] ant. In 1919 Lewis C. Isenhour es-tablished Sa^ford Br; ck Company at Sanford, N. C, and it is now one of the largest brick companies in the nation. G. M. and Rufus Isenhour establishes! Yadkin Brick Company around 1951. Th°se plants are now being operated by third generation Isenhours. The Isenhour plants have been first in many facets of the br^ck industry in North Carolina. Around 1900 when all plants in the State made brick only during the summer months, the Isenhour plant put in the first dryer to permit all year 'round operations. Around 1916, Yadkin Brick Com-pany at New London, N. C, produced the first face brick in the State. The Company was the first in the State to use round, periodic kilns to fire coal instead of wood. In 1937, Isenhour Brick Company, Salisbury, built the first continuous car tunnel kiln for the production of brick in the Southeast. In 1942, a new and improved type of dryer-kiln combination was de-veloped that made all other types of continuous kilns obsolete. This type of kiln is now in use all across the country. In 1949, Isenhour Brick Company sponsored the organization of Taylor Clay Products, a plant to make buff, white, grey brick and tile in the State by using refined fire clays from dis-tant points and utilizing some of the high grade minerals of North Caro-lina. The combined production of Isen-hour Brick Company and Taylor C^y Products is approximately 80 million bricks per year. These products are marketed in all sections of the East from Boston to Tampa, Florida. Both plants employ approximately 200 persons, and the company con-tinues to seek new and more efficient manufacturing methods. 16 MODERN ASSEMBLY AT ISENHOUR ESC QUARTERLY HYDRAULIC LOADING FACILITATES DELIVERY Pine Hall—- "The Mark Of Enduring Quality" From The Pine Hall Brick & Tile Co., Winston-Salem, N. C. With over half a century of experi-ence in the field, the fine Hall brick and Pipe Company supplies brick and related clay products tor many types of structures. From small beginnings to the Company's present location on Shorefair Drive in Winston-Salem, Pine Hall Brick and Pipe Company has continued to seek better ways of serving customers with better pro-ducts. Located in Pine Hall community a few miles from Winston-Salem, plant number one has fourteen round kilns in operation daily. Plant number two, a few miles north of plant number one, produces vitrified clay pipe in a variety of sizes. At the third plant, near Madison, N. C, huge tunnel kilns are in operation day and night, producing brick around the clock. Pine Hall's total production is over 650 tons of clay products a day. The Company's facilities at the three manufacturing plants include both round kilns and tunnel kilns. The largest of these is the 365-foot tunnel kiln with a capacity of 80,000 bricks a day. It was the first of its size in the South. As the soft brick travel through the kiln, they are burned at temperatures exceeding 2,000 degrees Fahrenheit. This is the process tnat makes brick hard, strong, and fireproof. North Carolina's wealth of natural resources include large deposits of fine clay and shale necessary for the manufacture of brick and other clay products, and Pine Hall's prospectors locate these deposits after testing various possible areas. When a min-ing site has been selected, it is first loosened by dynamite, and then shovel and trucking crews go into action in excavating and transporting the raw material to the plants. When a prospector takes samples of clay and shale, samples are then tested in Pine Hall's laboratory for shrinkage, water absorption, strength, and other characteristics. Keeping in mind that the quality of basic raw materials is essential for the quality of the finished product, the research department helps make certain that the clay and shale to be mined will be up to constant high standards. The superior quality of Pine Hall products is the result of combining top-grade ingredients and flexible production facilities with the skill and experience of production employees and the tech-nical know-how of our ceramic en-gineers. Constant testing of products by independent testing laboratories further assures that all standards for quality are regularly met. Only brick combines so many quali-ties into a single building material. North Carolinians benefit as tax payers and citizens because brick helps make buildings attractive, permanent, safer and more economical to main-tain. Brick also offers the homeowner a better investment through quality construction that will remain sturdy and attractive for generations. This view shows the mining operation. Huge power shovels dig into the deposits and fill the fleet of trucks which transport the clay and shale to Pine Hall's manufacturing plants near by. Soil is previously tested by company lab technicians for shrinkage, wager absorption, strength and other characteristics suitable for brick manufacture. From the blending mill, brick raw material is sent to the extruder to be pressed out through a forming die. From this continual priable column taut wires, shown at top of photo, cut the material into bricks. Bricks then travel through kilns which bakes them hard, strong and fireproof. In the ki'lns temperatures exceed 2000 F. New electrically heated screens sift and sort the clay and shale in Pine Hall's plant near Madison, N. C. Clay and shale are carefully mixed and blended. The Company's two other plants are located in the Winston-Salem area. Total production is over 650 tons of clay products a day and kilns are in operation day and night. A conveyor belt system speeds the newly formed brick to the work-ing area where Pine Hall employees load them on rail cars for movement to the kilns for burning. The largest kiln is a 365-foot tunnel with a capacity of 80,000 bricks a day, the first of its size in the South. Pine Hall facilities include both round and tunnel kilns. ESC QUARTERLY 17 Clay pipe in use is not often seen, as brick is, but is nonetheless impor-tant to all of us. Imagine a city with-out its clay "life lines." Underneath lawns and streets Pine Hall vitrified clay pipe works day and night to keep communities clean and sanitary. Because of its strength and durability, vitrified clay pipe meets the exacting specifications of all building codes and public health authorities. Pine Hall clay products include clay flue liners. clay wall coping, drain pipe, well pipe, flashing block, flue thimbles, clay stove pipe, fire brick, and fire clay. From Stanly Shale, 100,000 Bricks Daily Bricks by the millions, by the hun-dreds of millions, come streaming from kilns all over North Carolina each year. Nothing can beat the per-manent qualities and beauty of brick, and North Carolinians have discovered this fact in a big way, from Murphy to Manteo, as brick constructs homes, factories, schools, churches, and even fallout shelters. With many designs and textures to choose from and with a variety of colors available, contractors and archi-tects from all over the State have specified brick in their designs and construction. The result is that North Carolina is now producing more bricks than any other state in the Union. Located almost in the center of the brick capital is Stanly Shale Products of Norwood. With two tunnel kilns spouting out over 100,000 bricks daily, this plant supplies many in-State builders as well as to builders up and down the Eastern Seaboard. Original-ly built in 1920, the Company had sev-eral owners before it was purchased by Sanford Brick and Tile Company of Sanford in 1949. At that time, with 60 men on the payroll and a daily production of about 25,000 bricks, a new expansion program was started. Today, production is up to 100,000 bricks each day with only about 30 men on the payroll. This makes Stanly Shale Products one of the most mod-ern and efficient brick-making con-cerns in the State. The company is an "at-home" in-dustry, having little or no importing to do outside the State. Raw material used is the abundant shale found on the hillside behind the plant. The finished product is a brick, clean, uni-form, and durable, which has and will continue to make vital contributions to the growth and well-being of the people of North Carolina. PLANT AND FACILITIES OF STATESVILLE BRICK COMPANY, STATESVILLE, N. C. Statesville Company Recounts Many Changes In Brick Industry Since 1900 J. E. Rankin, Vice President Looking back over more than 55 years of service to the building trade is synonymous with the progress that has taken place in the manufacturing and distribution of brick at States-ville Brick Company, as well as most other brick manufacturers of North Carolina. During a good part of the early 1900's, machine-made brick were made almost exclusively of clay ex-truded and cut with an end cutter, dried in open air sheds and fired in what was considered at that time very modern round down draft kilns. These kilns, in the up-to-date plants of that time, were replacing the old rectangu-lar wood fired kiln that was com-pletely rebuilt at each firing. The outer walls, as well as the inside, were made of unfired brick. Shortly after the round down draft kiln came the development of the waste heat dryer, which made brick manufac-turing year 'round business, plus contributing a great deal to more economical production. About 1910, the side cutter had been developed but the end cutter was most generally used until the 1920's. De-airing was developed on the brick machine in the early thirties to help make a more mechanically per-fect brick. Whereas, formerly most plants made smooth common and smooth select brick, more now started making textured face brick as well. Then in the late 1940's, as car tun-nel kilns became perfected, a dryer was developed which made it practical to set brick from the brick machine directly on the kiln cars and without rehandling, first dry then fire them on the same cars. This eliminated one costly handling of the brick. Along with the tunnel kiln in the early 1950's came a trend to improve the quality of brick by using two or more clays and/or shales with sup-plementary properties. Textured face brick had increased tremendously per-centage wise over the smooth common brick and development of colors for textured brick gave the consumer a wide range of colors and textures to select from; consequently, resulting in the possibility of having several blocks of houses made of brick with each of them different, either in color, texture or size. After the war, with the tremendous scarcity of building materials, the concrete block was developed. This product has made great inroads into what had formerly been a common brick market for commercial con-struction and foundation market for residential construction. E. R. Ran-kin, president of Statesville Brick Company, saw a great need for de-veloping a large ceramic unit with the good qualities of brick, and a cheaper in-the-wall cost, that brick manufacturers could use to compete 18 ESC QUARTERLY and regain the lost back-up and par-tition wall market. We began experimenting in the late 1940's with materials and meth-ods of forming in an effort to arrive at something to fill the gap. This project was later taken over by Brick and Tile Service and the work was transferred to North Carolina State College Engineering Experiment Sta-tion. After several years of work it was finally given up as it did not appear practical, due to some of the phases of processing. Statesville Brick Company was determined that a large hollow, light-weight facing unit could be made, and financed another project at North Carolina State Engineering Experi-ment Station. After several years of disappointments, a breakthrough finally came and it was then decided to build a pilot plant and experiment with full size machinery and kiln. Proving the experiments carried on in the laboratory on a full size scale was successful, and work was begun on designing a plant to manufacture these units, which we call "Bricbloe." After a lot of thought, discussion and drafting, we came up with what we though best suitable in the way of machinery, dryer, kiln and layout to do the job. When the plant was finished and in production there was not a hitch in the process, and the first "Bricbloe" produced were of excellent quality. After the "Bricbloe" were in produc-tion, some qualities showed up that it was desirable to improve upon. These improvements were made through the cooperation of laboratory and plant. Laboratory work still con-tinues on investigations of possible new raw materials, the development of colors, etc. To get a comparative figure of the benefit of automation of today, our production in the early years was 110,000 brick per week with 20 men on the payroll, as compared with our present production of 1,070,000 brick per week with only 60 men. Not only has a revolution taken place in the manufacture of brick, but also in their delivery. We, as other small plants, in 1907 and for a number of years thereafter, de-livered brick in Statesville with teams of mules and wagons. Several of the larger plants of those days were shipping brick over the state by rail where there were no local plants to serve the need. In the early twenties, Fontaine came out with a truck mounted body that would handle 1,000 brick on a pallet, and this was a great improve-ment. All excess production above local needs was then shipped by rail until the mid thirties with the advent (See STATESVILLE, Page 46) ESC SURVEYS BRICK INDUSTRY WAGES By Lonnie Dill, Bureau of Employment Security Research North Carolina's expanding econ-omy has provided a greatly increased market for one of the State's smaller industries. During 1962, the State's brick production surpassed that of Ohio to become the largest brick man-ufacturer in the Nation. The brick industry is not new in North Carolina. Early settlers and their slaves were employed in the in-dustry. Nor has the basic process of producing brick been changed for thousands of years. Increased produc-tion in North Carolina as well as in other sections of the country has been brought about by improved equipment used by the industry. Bricks have a low value-to-weight ratio and are therefore seldom pro-duced more than 200 miles from the site where they are to be used. The increased demand for brick in fac-tories, office buildings, retail stores and homes has provided the expanded market for which North Carolina brick manufacturing firms are pro-ducing today. Recently the Bureau of Employment Security Research was requested to conduct a wage survey for selected oc-cupations in the industry. The request came from one of the larger brick companies and when completed, the survey revealed that brick manufac-turing firms are located in almost a quarter of North Carolina's 100 coun-ties. Only the Tidewater section of the State is not represented. Most of the brick manufacturing firms in North Carolina employ fewer than 50 workers and brick makers in the State seldom employ more than 100 persons. The establishments selected to be covered in the study included all North Carolina firms employing 20 or more workers who were primarily engaged in the manufacture of brick and struc-tural clay tile as defined in the 1957 edition of the Standard Industrial Classification Manual. Only one firm meeting these requirements declined to cooperate in the survey. Another firm paid wages so similar to those (See WAGE SURVEY, Page 46) BRICK AND STRUCTURAL CLAY TILE INDUSTRY OCCUPATION WAGE SURVEY February, 1963 br^ b ««rt m ,t ntS f inCl ? de i d ln . M hlS™ rVey Sre Primarily engaged in manufacturing J f-jIaIstructural clay tile. The sample was limited to manufacturing firms identified by Standard Industrial Classification Code Number 3251 Statewide Total Surveyed Coverage-Per Cent Establishments 34 Establishments 29 Employment Establishments 85.3 2,109 Employment 1,970 Employment 93.4 STATE SUMMARY OF STRAIGHT-TIME HOURLY PAY RATES FOR EXPERIENCED WORKERS , Number Most Prevalent Wage Average of Maximum Job Title w °l ^ ate JtHn^" M<>st Preval- Wage Rate 7= Workers From To_ ent Wage Paid Clay Grinder Kiln Drawer (Periodic Kiln) Kiln Fireman (Periodic Kiln) Kiln Fireman (Tunnel Kiln) Kiln Placer (Tunnel Kiln) Kiln Setter (Periodic Kiln) Kiln Unloader (Tunnel Kiln) Maintenance Man, General Utility Offbearer Pugmill Man Hand Trucker Power Trucker (Forklift) , Training rates and premium payments for overtime, holidays.'Thift differentials an/'al,,! bonuses are excluded. Incentive earnings and cost-of-living bonuses are included j^b S occu e r V s a rangeS averaees al'e weighted in terms of the number of firms in which the STRAIGHT-TIME HOURLY PAY RATES FOR SELECTED ENTRY JOBS 87 $1.10 $1.64 $1.31 $2.00 89 1.15 1.55 1.29 1.64 36 1.15 1.64 1.34 1.64 159 1.20 1.80 1.38 2.20 121 1.15 1.60 1.31 2.20 66 1.25 1.90 1.45 2.17 312 1.15 2.00 1.41 2.19 126 1.15 2.22 1.55 2.95 245 1.10 2.04 1.39 2.51 58 1.15 2.00 1.40 2.00 57 1.00 2.17 1.25 2.17 90 1.10 1.69 1.32 2.00 Job Title Clay Grinder (Trainee) $ .90 Kiln Fireman, Tunnel Kiln (Trainee) 1.00 Maintenance Man (Trainee) 1.00 Offbearer (Trainee) .90 Pugmill Man (Trainee) 1.00 Most Prevalent Wage Rate From To $1.33 1.45 1.36 1.28 1.29 Average of Most Prevalent Wage Rate $1.14 1.20 1.20 1.15 1.17 ESC QUARTERLY 19 NORTH CAROLINA BRICK AND STRUCTURAL CLAY TILE MANUFACTURES Taken from Employer's Quarterly Reports ALAMANCE COUNTY Hanford Brick Co Burlington CHATHAM COUNTY Pine Hall-Pomona Corp Gulf Sanford Brick Corp • • ^n[t Cherokee Brick Co Moncure CLEVELAND COUNTY C T. Bennett Kings Mountain Costic Brick Co KinSs Mountain CUMBERLAND COUNTY Ideal Brick Co., Inc Linden DAVIDSON COUNTY Cunningham Brick Co Thomasville DUHHAM COUNTY Triangle Brick Co., Inc Durham Borden Brick Tile Co Durham FORSYTH COUNTY Piedmont Brick Co Winston-Salem GASTON COUNTY Kendrick Brick & Tile ... Mt. Holly GUILFORD COUNTY Borden Clay Products Co Pleasant Garden Pine Hall-Pomona Corp Greensboro HALIFAX COUNTY Nash Brick Co., Inc Rocky Mount HARNETT COUNTY Norwood Brick Co Lillington J. A. Senter Brick Co Lillington HENDERSON COUNTY The Fletcher Brick Co Hendersonville LEE COUNTY Borden Brick Tile Co Sanford Lee Brick Tile Co., Inc Sanford Sanford Brick Corp Colon MECKLENBURG COUNTY Kendrick Brick & Tile Co. . Charlotte MONTGOMERY COUNTY Mt. Gilead Brick Co Mt. Gilead ROCKINGHAM COUNTY Webster Brick Co., Inc Roanoke Va. Pine Hall-Pomona Corp Madison ROWAN COUNTY Isenhour Brick & Tile Salisbury Taylor Clay Prod. Co " Salisbury SAMPSON COUNTY Sampson Brick Co., Inc Roseboro Patterson Brick Co Roseboro STANLY COUNTY Yadkin Brick Yards, Inc New London Sanford Brick Corp Norwood STOKES COUNTY Pine Hall-Pomona Crop Walnut Cove UNION COUNTY Kendrick Brick Tile Co. . . Monroe WAKE COUNTY Cherokee Brick Co., Inc Raleigh WAYNE COUNTY Borden Brick Tile Co Goldsboro NORTH CAROLINA CONCRETE AND BLOCK PRODUCTS MANUFACTURERS Taken from Employer's Quarterly Reports ALAMANCE COUNTY King Brick & Pipe Co Burlington ANSON COUNTY Harwards Block & Tile Wadesboro BRUNSWICK COUNTY Centry Corporation Southport BUNCOMBE COUNTY Concrete Products Co Asheville Asheville Concrete Mat Asheville CABARRUS COUNTY Triece Concrete Co. Inc Kannapolis CALDWELL COUNTY Caldwell Cinder Block Hudson CARTERET COUNTY Morehead Block Tile Co Morehead City CATAWBA COUNTY Catawba Dunbrik Co. Inc Hickory Austin Setzer Block Co Newton CLEVELAND COUNTY Shelby Concrete Prod Shelby Fred J. Wright & Son Kings Mountain COLUMBUS COUNTY Grainger Block Co., Inc Tabor City CRAVEN COUNTY Stevenson Brick Co., Inc New Bern CUMBERLAND COUNTY Cape Fear Concrete Prod < Fayetteville Fay Block Co Fayetteville Cape Fear Block Co. Inc Fayetteville DAVIDSON COUNTY Craver Building Block . . .... Lexington DUPLIN COUNTY Carolina Millwork Warsaw DURHAM COUNTY Carolina Block Co Durham H. O. Concrete Block Co Durham Adams Concrete Prdt Durham EDGECOMBE COUNTY Tarboro Concrete Bldg Tarboro Southern Concrete Prod Rocky Mount Car. Concr. Block Works Rocky Mount Superior Concrete Wks Tarboro FORSYTH COUNTY Leonards Brick & Cone Winston-Salem Motsingers Block Plant Winston-Salem Dixie Concrete Product Winston-Salem GASTON COUNTY Concrete Products Cherryville Dixon Block Co., Inc Belmont GUILFORD COUNTY Car. Quality Block Co Greensboro Structural Concr. Prod Greensboro HALIFAX COUNTY Thompson Concr. Prod Roanoke Rapids HAYWOOD COUNTY Canton Block & Pipe Co Canton HENDERSON COUNTY Gilbert Concrete Prdts. . Hendersonville HYDE COUNTY Jarvis Concrete Prod Engelhard IREDELL COUNTY Moose Concrete Product Statesville Ostwalt Norwalk Vault J/ "-?," Superior Masonry Co Statesville JOHNSTON COUNTY Dixie Block Co - .___; LENOIR COUNTY Smith Concrete Pdts „„,„,,, MACON COUNTY W. A. Hays Franklin MARTIN COUNTY Robersonville Four Oaks . . .Kinston Robersonville Ice • -^KLENBURG COUNTY Charlotte Block, Inc Char otte Superior Block Co Inc Char otte Autry Concrete Prdts. ..._ ^^ ....Charlotte Lynches Concrete B^^^ -^^ Dixie Concrete Prod w! Ston Quality Concrete P^ p^<fc^<***** ^'" "^ EHzabeth City Brick .-^^ C0UNTY • **«** °* Asheboro Concrete Prod isheboro Autoclave Block Corp^.^.^^.^^ -Asheboro Rockingham Blk. & Ready R .S Reidsville Block ft Con. ^^. „ . r,„ Salisbury Johnson Concrete Co. . . -^Ly- COUNTy _ .. . -o, „v Albemarle Southeastern Block guRRY C0UNTY Dixie Concrete Product Mount Airy Surry Concrete Product VANCE C(HJNTY Greystone Concrete Prod.^ -^^ •; Henderson Adams Concrete Product pSeieh Standard Concr. Prodt. Oo^- ^^ **«* Maymead Block Co., Inc. .„^^ Boone Byrds Block & Tile Co N. Wilkesboro Standard Concrete Prod. • • WILSON COUNTY Linstone, Inc .„„-•, YADKIN COUNTY White Bros. Block & Bid Jonesville N. Wilkesboro Wilson 20 ESC QUARTERLY Bates Wins Election As" 64 IAPES President North Carolina's new president of the State IAPES chapter can relish his office with the sweet taste of vic-tory that comes after defeat. When Edson Bates won the highest office in the International Association of Personnel in Employment Security's local chapter at the group's annual convention in Winston-Salem, the honor came one year after he lost the same election by a mere handful of votes at the IAPES meeting in Ealeigh. Old time IAPES members recall the '62 election as "one of the closest." But the 1963 election went for Bates, and the 44-year-old Supervisor of Industrial Services for the Em-ployment Security Commission has taken over leadership of one of the nation's most active chapters with a membership of 700 employees of the Employment Security Commission. "It's my sincere hope that the chap-ter will continue to grow both in membership and activity," Bates com-ments, "and will continue to be a source of inspiration and ideas de-signed to improve the professional competence of the Commission's em-ployees. "The IAPES is an organization which provides an opportunity for employees to meet, discuss mutual problems and through high caliber speakers learn methods of providing better service in all aspects of their work," believes the new president. "It also provides occasions for sociali-bility. This cannot be overlooked, but it is not the main purpose of the organization." Joining Bates as new 1963 officers of the organization are Ben Johnson, Supervisor of Employer Relations, eastern Vice President; Paul Fels-burg, manager of the local ESC office in Bryson City, western Vice Presi-dent; and Shelby Green, ESC Busi-ness Office, as Treasurer. Bates is originally from Georgia, but moved to North Carolina when he was 16 years old. He is a graduate of Lee Edwards High School in Ashe-ville and attended Asheville-Biltmore College. A 2%-year WWII Air Force vet-eran, he was recalled in 1950 and served a year's active duty during the Korean conflict. Bates joined the Commission in 1946 as a claims taker in the Bryson City local ESC office and remained there until 1954, serving as supervis-ing interviewer in charge at Murphy. He was also assigned Veterans Em-ployment Representative at Bryson City. His appointment as Claims Deputy came in October, 1954, and Bates subsequently operated from the Greensboro local office. A promotion to Occupational Analyst came one year later. In De-cember, 1956, he was promoted to his present position as Industrial Serv-ices Supervisor and is in charge of 21 people of that division, including the Commission's Field Center. Bates is no newcomer to IAPES activities, although his term as presi-dent marks his first elective office. He has served as Chairman of the group's Membership Committee, and as Chairman of the chapter's Activi-ties Committee. In 1962, he was the Employment Security Commission's central office representative to the State IAPES and has been a member of the International Membership Committee. Bates has attended five International conventions. Being president of an organization is not unfamiliar, either. He has served as president of the Lion's Club in Bryson City, as Commander of the American Legion Post, Bryson City, is past Chef-de-Gare of Voiture 1307 of the 40 and 8, Cherokee, and is also past president of the couples' class of the Hillyer Memorial Christian Church in Raleigh where his family is active in church affairs. He is married to the former Buell E. Woodard of Bryson City. Bates and his wife now make their home in Cary, just outside Raleigh, with 12-year-old Allen and eight-year-old Beverly Bates. New President Bates (seated) poses with the IAPES Executive Committee at its first meeting. Standing from left to right are: Past President J. B. Harris of Raleigh; Doug Carter, central office representative to the Committee; Conrad Forbes, Winston-Salem, Committeeman-at-large; Shelby Greene, central office, IAPES Treasurer; Carolyn Harper, central office, Secre-tary; and Paul Felsburg, Bryson City,, western Vice President. Ben Johnson of Raleigh, eastern Vice President, was absent when the photograph was taken. ESC QUARTERLY 21 WINSTON-SALEM HOSTS 300 IAPES MEMBERS The North Carolina chapter of the International Association of Person-nel in Employment Security held its 26th annual convention at Winston- Salem's Hotel Robert E. Lee, March 28-29, with about 300 members attend-ing the two-day affair. The association is composed of Em-ployment Security Commission em-ployees engaged in job placement, un-employment insurance, and other ac-tivities of the State agency. There are about 23,000 members in the Inter-national Association. Marcel Guay of Montreal, Canada, president of the international group, discussed the affairs of the associa-tion and described its growth through- Kit the world. He said IAPES now has three chapters in Asia, and one, in Japan, has about 3,000 members. There are also chapters in Iran and Indonesia, he said. Other speakers at the convention included Dr. Frank Fuller, president of the N. C. Personnel and Guidance Association, and Dr. Charles F. Car-roll, Superintendent of the State De-partment of Public Instruction. Fuller spoke on "The Role of High School and College Counselors," saying that many public school counselors are bet-ter trained than college counselors be-cause most colleges do not require training of their counselors as public schools do. A good counselor, he said, needs in-formation and good records and the school counselors obtain these. Fuller said he also believed Employment Se-curity Commission counselors should work closer with school counselors. "We could cut down on the number of dropouts (in school) if we could do something about part-time and sum-mer placement," he said. "The more than one-half (of students) who don't go on to college need your help," he said, addressing the convention. "School counselors aren't in the job-placement business, and the ESC should work with them to gain in-formation which would help in the placement of students." Superintendent Carroll, who is also a member of the President's panel of vocational education consultants, spoke on "Education for a Changing World of Work." He told about the work of the President's panel. "We have not found a proper means for evaluating the vocational progress in the coun-try. This whole idea of employment constitutes one of the greatest do-mestic issues we have, but we can see a ray of hope." One of the greatest needs in the vocational field, Carroll said, is an increase in counseling. He also said the panel report shows "there are few jobs for high school dropouts." Ac-cording to Carroll, the federal govern-ment wants $60 million allotted for vocational education. "This amount is not enough for 87 million people. The panel recommended that it be increased to $400 million," he said. "Unfortunately the administration has seen fit to appropriate only a meager amount. We've been wading around in vocational education. It's time we got wet," he said. The educator told the assembled group of ESC personnel that "voca-tional education is just as important as any education." He said the sec-ond largest educational program in the United States is that conducted by industry, costing $12 billion an-nually to update and train workers already on the job. "Adults retrain three times in their lifetime to keep abreast of job changes," he added. "North Carolina is 23rd in trade and industrial education in the nation, and third in agricultural vocational education." J. B. Harris of Raleigh, Supervisor of ESC Field Representatives, and 1962 president of the State IAPES, DR. CHARLES CARROLL Department of Public Instruction BATES and HARRIS New President and Old presided at the meeting. Mayor John Surratt of Winston-Salem welcomed the convention to the city. The second-day session included the election of 1963 officers and a panel discussion of "Youth Services in the Community." Gilbert Fleming of the Winston-Salem ESC office, Koula D. Litchos of Statesville, Jerry White of Raleigh, Jennie Craig Watson of Gas-tonia and Sarah S. Norwood of Ashe-ville participated as panelists. Claude E. Caldwell, merit system supervisor, later talked on "Merit Sys-tem Changes." Duke Amerson (left) accepts the third place merit award for William Underseth ot Jacksonville. Stella Hottman, central office, received the second place award. Elmer Van Court of the Field Center took tirst place tor editorship of the IAPES magazine, and Clarence Bass ot the Field Center received honorable mention. Meneta Proffit of North Wilkesboro, Chairman of the State IAPES Essay Committee, presents awards to the essay contest winners. Not pictured is the tirst place winner, Helen Caldwell of Raleigh. Hal Jaynes. central office, (right) took second place and Clarence Bass of the Field Center was awarded third place. 22 ESC QUARTERLY Citizen Times Photo by Ewart Ball Asheville Kicks off "Jobs for Youth" Campaign Asheville city, school and industrial leaders met together in April to kick off the 1963 "Jobs For Youth" campaign in Buncombe County at the Asheville local office of the Employment Security Commission. Attending were (L-R): John McGeary, Asheville Dept. of Labor; Clarence Brantley, ESC coordinator in Asheville; Clyde Holtsclaw, high school principal; Robert C. Carpenter, Bank of Asheville; Ross Ballew, Sayles Biltmore personnel manager; Harry Clarke, executive secretary of WNC Industries; Beach Keller, Ashe-ville ESC office; George Fridl, personnel manager of Square D; and Charles Dermic!,, Asheville director of public works. Brantley said that plans were made to use the ESC office as a clearing house in channeling over 1,000 unemployed youth and 1,400 anticipated by school's end to profitable jobs locally and keep them from migrating out of the mountain area. He said the effort is part of President Kennedy's youth employment program. The ESC plans a full-time Supervisor of Youth Services later in 1963 to work with local groups. YOUTH EMPLOYMENT SERVICE ESTABLISHED IN CUMBERLAND COUNTY By Jim Green, Staff Writer, Fayetteville Observer, Fayetteville, N. C. Youth employment in the Cumber-land County area is expected to take a swift jump forward during the com-ing months. This prediction, released by the Employment Security Commission, is based on the recent organization of the Youth Employment Service in Fayetteville. This new agency is the first of its kind in North Carolina, and one of the first established in this country. The service is in answer to a youth employment problem which President Kennedy recently presented to the public. Since that time, the Employ-ment Security Commission has made advancing efforts to solve the prob-lem. A group of young volunteers re-cently met at the local office in an effort to launch the employment pro-gram. The 12 volunteers include two receptionists, two to take applications, two placement members and three teams of canvassers composed of two per team. Following the President's appeal, E. E. (Pip) Reed, youth coordinator, decided to establish the Youth Em-ployment Service (YES) in this area. Public response has intensified dur-ing the past few weeks. Jobs Offered Both permanent and part-time jobs are being offered in this area. S. T. Cherry, manager of the local office, pointed out that many jobs go vacant that could be filled by youths in this section. He added, however, that there are not enough vacancies to employ all area youths, but there is a demand for a number of young workers. The jobs, both on volunteer and paid basis, range from harvest work-ers to life guards. Although the vol-unteer workers receive no financial compensation, they gain experience which may later lead to a paid posi-tion. This new program will offer oppor-tunities for potential high school dropouts and keep the idle hands oc-cupied during the summer vacation. The Fayetteville office, which has been concerned with the youth prob-lem for several years, has pointed out that hundreds of youths and other job seekers look for employment, then are forced to migrate into other areas of the state and nation. The reason for this, Cherry ex-plains, is that this area's economy is affected continuously by the inward and outward migration of displaced individuals from the farms and in-dustrial workers separated from their jobs as a result of automation. Industrial Growth According to a report issued by the Fayetteville office, the total industrial growth in the Cumberland County area has been meager, with manufac-turing even less. Consequently, great numbers of youths become school dropouts, and high school and college graduates migrate from the area after completing their education. Reed said federal funds may soon be available to promote the program. If such funds are appropriated, the Fayetteville office would seek $15,130. The funds would be utilized for and within the Youth Employment Service. Of the requested total, $2,703 would be used to provide pay for the staff currently working on a volunteer basis. A total of $9,074 would be utilized to subsidize the work-recreation seg-ment of the program. This anticipates two groups, composed of 15 youths per group, being paid for accomplish-ing four of work and two hours of recreation under supervision each day, five days a week, over a 13-week period. The remaining $2,453 would be set aside to provide for a survey of all youths enrolled in the local school systems in each year from 1956 through 1962 to determine current lo-cations, work history, work status, and migratory habits. Program Aims The new program will concern it-self with the causes of school drop-outs and their elimination; the sum of youths entering the labor market annually; opportunity for employ-ment; training youths to gain a live-lihood; and studies and surveys to (See YOUTH, Page 35) ESC QUARTERLY 23 APTITUDE TESTS GIVEN HIGHWAY PATROLMEN BY B. R. CHAMBERLAIN, JR. Occupational Analyst, Employment Security Commission I Purpose "This study rvas conducted to determine the best combination of aptitudes and minimum scores on the General Aptitude Test Battery for the occupation of VIII Conclusions "On the basis of the results of this study, Aptitudes . . . with minimum scores of ... , respec-tively, are recommended as norms for . . . ." So begins and ends each technical report for each Specific Aptitude Test Battery developed from the Employment Security Commission's GATB. Each step of the develop-mental process progresses with dull, inflexible sameness, defying deviation from standards. Yet, each study is unique and interesting in its prob-lems and in the suspense contained in the missing links of the above Conclusions. Each study is satisfying if results prove to be of the value anticipated. One such study is now in progress to develop a test for troopers of the North Carolina State Highway Pa-trol. If successful, it will enable the Employment Service to establish a continuing program for the test-selection of Highway Patrolmen. While responsibility for checking ref-erences and making the final selection must remain with the H: ghway Pa-trol, this preliminary service should result in substantial reduction of time involved in screening and some increase in caliber of personnel hired. Provision for uniform initial screen-ing by the Employment Service of-fices across the State should also reduce the number of applicants who make the trip to Patrol headquarters in Raleigh only to be rejected by screening. Personnel of the Institute of Gov-ernment at Chapel Hill, the Highway Patrol, and the ESC are cooperating to achieve these aims. A casual con-versation between Donald Hayman, Assistant Director of the Institute, and Edson E. Bates, Jr., ESC's In-dustrial Services Supervisor, initiated plans for the project which became a reality in February, 1963. Patrol Offi-cials were highly receptive when approached with the suggestion that a test might be developed to imple-ment their employment goals. Col. David T. Lambert, Commanding Offi-cer of the Highway Patrol, and mem-bers of his staff, including Major C. R. Williams, Lt. E. W. Jones, Lt. C. B. Pierce, and Lt. W. S. McKinney, have been both instrumental in mak-ing necessary arrangements and help-ful in providing the miscellaneous data necessary to the success of the project. Valid, Reliable Results As in all test development projects, it is necessary to collect a wide variety of information to obtain valid, reliable results. Aptitude test scores, some measurement of actual proficiency on the job, and an analysis of the aptitu-dinal factors involved in the work comprise the information necessary to develop a specific aptitude test battery. In addition, personal data such as age, education, and experience of the subjects, the test administra-tor's notes pertaining to persons having difficulty with mechanics of taking the test, and miscellaneous in-formation, including methods used in selecting persons for the job, must be collected to check the reliability and validity of test and criterion scores. CHAMBERLAIN The General Aptitude Test Battery, on which this test will be based, is composed of eight paper and pencil tests and four apparatus tests which combine to form nine aptitudinal areas—general learning ability, ver-bal aptitude, numerical aptitude, spa-tial perception, form perception, clerical perception, motor coordina-tion, finger dexterity, and manual dexterity. This Battery, evolved through painstaking processes of elimination by test psychologists of the United States Department of La-bor, Bureau of Employment Security, represents the nine discrete aptitudes found to be required by various occu-pations. A suitable occasion for ad-ministering this test to patrolmen was found during their February, March, and April refresher training sessions held at the Institute of Gov-ernment. Assistant Institute Director Elmer O. Eddinger, who is responsible for the training, selected the time for testing five groups of about 60 patrol-men each. These arrangements com-bined the advantages of mass testing without disrupting Patrol activities and of reducing the effect of chance factors by obtaining a large sample. Some measurement of job profici-ency, such as production records, piecework earnings, or supervisory ratings, must be obtained as a cri-terion with which to evaluate the significance of test results. In this case, supervisory ratings were chosen as the most reliable measure of the patrolman's job performance. A stan-dard rating scale, developed by the Bureau of Employment Security, was reviewed with Col. Lambert, Lt. Jones, and Lt. McKinney to ensure the suitability of each question for rating the work involved. Division sergeants will rate the personnel be-cause first line supervisors would logically know best the ability of each of his subordinates. Questions were carefully designed to rate the men only on factors controlled primarily by aptitudes. While personality traits, cooperativeness, and other non-apti-tudinal characteristics of an individ-ual are important, they are of no value for comparison with aptitude test scores and are therefore excluded from the rating form. Checking and Cross Checking Aptitudinal analysis of the job plays a vital but primarily negative role in the development of a test. Industrial Services Supervisor Edson Bates, and Tom J. Bumgarner and Carl B. Harrelson, Jr., Occupational Analysts of the Employment Security Commission, studied the duties of Highway Patrolmen to determine which of the nine aptitudes were in-volved in the work. Working inde-pendently and without knowledge of 24 ESC QUARTERLY test or criterion results, each decided which aptitudes were totally irrele-vant to job performance and which were strongly involved, or important, in one or more frequently recurring tasks. These decisions were based on knowledge of aptitudes measured by the tests and experienced judgment in reducing tasks to aptitudinal com-ponents. Checking and cross-checking the data collected for the Highway Patrol study embraces at once the most tedious, the most seemingly time-wasting, the most frustrating, and yet the most vitally important step in developing an SATB. To justify faith in end results, one must deter-mine how much trust may be placed in the pertinence and accuracy of each bit of data used. In so far as practical, any variables in testing conditions, factors which may bias results, evi-dence of invalid data, and data ba^ed on subjective judgments are scruti-nized, tested, and cross-checked care-fully to prevent contamination of final results. The computations are tedious, time seems wasted when re-sults bear out a preconceived opinion, and flaws found in the data can be frustrating. But these tests, based on the GATB, are accorded national recognition for excellence because of the rigid requirements for caution in the standardized procedure for vali-dating the tests against job perform-ance. Sum Of Two Judgments Ensuring the value of test scores has already begun. The test admin-istrator's statements concerning ap-parent nervousness, lack of motiva-tion, or similar problems result in discarding any test scores not be-lieved to be an accurate measurement of the individual's aptitudes. Factors which may affect the scores of groups of individuals are checked by com-paring mean scores and standard de-viations on each aptitude for those affected against those not affected. Variables of this kind in this project include using different forms of the test, testing morning and night ses-sions, and including persons having had less than a normal amount of sleep the previous night. While time of testing and test form used are not expected to produce significantly dif-ferent results, there was considerable reason to question the scores of per-sons who had had only two to five hours of sleep and were tested either before or after a day of classroom training. It is, I believe, a tribute to the morale and self-discipline of the North Carolina State Highway Patrol Troopers that there was no signifi-cant difference between scores of those who were relatively well rested and those who were not. Occupational Analyst Charles Love (standing class ot patrolmen at the Institute of Govern Love observes the work of patrolmen D. M. officers were given the tests and test results A strongly subjective element is necessarily involved in supervisory ratings. Standard procedures require the rater to evaluate each man twice at intervals of two to four weeks. This procedure permits correlation of the two sets of ratings to test the consistency of the rater's opinion, and, since the ratings usually corre-late, the sum of two judgments is considered more accurate than either judgment alone. In the rare cases when ratings do not correlate signifi-cantly, both sets may be used sep-arately in comparison with test data. A further check is made by correlat-ing age, education, and experience with the ratings. Significant correla-tions here may indicate that raters are subconsciously influenced by these factors, or that these factors are in-fluencing job performance. Since aptitudes are not influenced by age, education, or experience with-in the range of the tested group, it is , right) explains the test procedure to a ment in Chapel Hill. In the bottom photo Hinton (left) and L. S. Hoist. Almost 200 are now being correlated by ESC analysts. important to eliminate this influence from the ratings. This may be done by adjusting the top or bottom limits of the range as necessary to exclude all but a homogeneous remaining sample or, under certain conditions, by statistical treatment of the cri-terion. The final step in maximizing the validity of data to be used is com-bining the aptitudinal judgment of three analysts. Only those aptitudes so designated by a majority of the analysts are considered either impor-tant or irrelevant for test develop-ment purposes. After all data has been carefully checked and accepted for use, the mean, the standard deviation, and the correlation of criterion scores with aptitude scores are computed. Within the group of nine aptitudes, both the three or four having the highest mean scores and up to four (Continued) ESC QUARTERLY 25 aptitudes having the lowest standard deviations are considered statistically important, provided, in the latter case, that each is significantly below the known standards deviation for the entire population. Any aptitude designated irrelevant by aptitudinal analysis is eliminated from further consideration at this point. Of the re-maining aptitudes, any which corre-late significantly with the criterion are used as trial norms. Those neither eliminated nor already selected as a trial norm are checked as to relative-ly high mean, relatively and signifi-cantly low standard deviation, and analytical importance. Since each of these three factors indicates some de-gree of relationship between the aptitude and the group tested or the job they perform, any aptitude to which two of the three factors apply is also used as a trial norm. Criterion Split The entire sample of Highway Pa-trolmen must be divided into two groups according to their ratings. This is called the criterion split. Those having the lowest ratings are designated "poor workers" and norm-ally comprise about one-third of the total sample. In this study the overall proficiency of the troopers will result in a lower proportion designated as the "poor worker" or low criterion group. The remainder are considered the "good worker" or high criterion group. Each aptitude selected for trial norms is checked, singly and in com-bination with others, against the cri-terion split for selective efficiency. The mean minus the standard devia-tion rounded to the nearest multiple of five is used as a central cutting score for each selected aptitude. Four additional potential cutting scores are established by adding and sub-tracting five and ten points respec-tively to each central cutting score. The number of persons in the high or low criterion groups who fail to exceed each potential cutting score for each aptitude is tallied. Many of the combinations of aptitudes and cutting scores can be eliminated from further consideration at this point on the basis of excessive cutting or ex-tremely poor selectivity. Remaining aptitude and cutting score combinations are tried in pairs, the best several of which are selected as basic pairs. This process is re-peated, adding all remaining aptitude and cutting score combinations, to form three aptitude and then four aptitude combinations with specific cutting scores for each aptitude. Usually a substantial number of three and four aptitude combinations have a markedly higher selective efficiency than any others, and only these are (See TROOPER, Page 46) At award ceremonies at the Caswell Building in Raleigh ESC Supervisor of Evaluation and Training Irma Johnson receives her 30-year certificate and pen from ESC Chairman Henry E. Kendall. About 20 department heads and fellow old timers gathered in the Chairman's office to see the presentation and give Miss Johnson their congratulations. Supervisor of Evaluation and Training First Commission Employee To Attain 30 Years' Service The first employee with the State Employment Security Commission to complete 30 years' service with the agency was honored earlier this year as ESC Chairman Henry E. Kendall presented service pin and certificate to Supervisor of Evaluation and Training, Irma Johnson. A graduate of Duke University with a BA degree, Miss Johnson be-gan work with the State Department of Labor in 1933. When the General Assembly created a free employment service under this agency, she re-opened the Raleigh State employment office, one of five in the State, in 1933. Her work began with the Na-tional Reemployment Service. In 1936 the Unemployment Com-pensation Act was passed in North Carolina and the Employment Service Division became part of the Unem-ployment Compensation Commission. During this time Miss Johnson was an, interviewer in the Raleigh local office. In 1941 she was transferred to the State office as a training technician. She stayed in this position for six months and was subsequently pro-moted to Training Supervisor. In 1949 all evaluation and training for both Unemployment Insurance and Employment Service Divisions were combined and Miss Johnson has been Supervisor of this joint service ever since. Irma says her group has trained every interviewer who has come with the Commission since 1950. "I can-not estimate the number, maybe 75 interviewers every year and numer-ous central office people." Taking congratulations and good natured kidding from fellow old timers in the Chairman's office, Irma said she'll be around for many more years with the ESC. . . . AND THIS YEAR WILL SEE OTHER 30 YEAR EMPLOYEES Irma Johnson was the first em-ployee of the ESC to complete 30 years service with the Commission, but by the end of 1963 there'll be many more employees to join this circle. The following people are employees who will complete, or who would have completed 30 years service with the Commission by the end of 1963: Rebecca F. Boyct, Interviewer, Greensboro; Earle W. Rrockman, Manager, Gastonia; Lee J. Craven, Manager, Raleigh; Simon P. Davis (retired), Manager, Bryson City; Lillian P. Grimes, Interviewer, Roa-noke Rapids; Sherwood E. Hobby (re-tired), Accounting Clerk, Central Of-fice; Janie L. Holoman, Interviewer, Roanoke Rapids; Irelene L. Kistler, Interviewer, Greensboro; Anne B. Knowles, Labor Market Analyst, Char-lotte; Mollie A. Poag, Interviewer, Winston-Salem; Mary E. Powell, Stenographer, Raleigh; Henry I. Shepherd, Area Supervisor; Margue-rite B. Smith, Stenographer, Winston- Salem; Mrs. J. W. Strickland (re-tired), Raleigh; Myrtle R. Watters, Interviewer, Durham; Floyd I. White, Farm Placement Interviewer, Eliza-beth City; and Carl M. Baber (de-ceased), Manager, Mt. Airy. 26 ESC QUARTERLY Cm jm, H \RLOTX A Labor Market Study by Anne B. Knowles, Charlotte ESC Office The Charlotte labor* market area includes all of Mecklenburg County and is located in the progressive . in-dustrial piedmont section of the State. It has a potential labor supply and commuting pattern of a 30-mile ra-dius where over half-million people reside. The area has experienced remark-able growth during the past 13 years. In 1950 its population was over 197,000 persons. In 1960 it increased to over 272,000 and the population is expected to pass 300,000 persons by mid summer. The largest city in the two Carolinas with over 200,000 peo-ple living within its corporate limits, Charlotte has a diversified economy and is one of the nation's major dis-tribution centers with home and branch offices of many national firms located here. In March, 1963, the civilian labor force of the area was estimated at 134,350, total employment, 129,350, and total unemployment of 4,700 persons. Non-agricultural wage and salaried workers employed in the area total 113,725 with about 84,925, or 75 per-cent, employed in non-manufacturing. Trade stands out as the major em-ployer, providing jobs for about 31,600 people or 37 percent of the non-manufacturing total. Service is second with 14,500, or 17 percent of the workers. Transportation, com-munications, and utilities is the third largest employer with 13,025 or 15 percent of the workwers. Favorable Diversification The manufacturing segment em-ploys about 28,800 persons with 6,550 or about one-fourth of this number employed in textile mill products (in-cluding hosiery). New industries coming into the area have favorably broadened Charlotte's diversification of manufacturing operations which has naturally resulted in a decreasing importance of the textile field. Second in number employed is food and kin-dred products with 4,075 workers fol-lowed by chemicals with 2,850, which is currently the fastest growing in-dustry in the area. Although manu-facturing accounts for only a little more than one-fourth of the wage and salaried workers, it is important because all types, except tobacco, are represented here. Grouping self-employed and unpaid family and domestic workers to-gether, an estimate of 14,745 people are employed, ranking about equal to the number of service employees. Farm employment is constantly lessening because as the metropolitan city expands the number of farms de-crease. An estimate of 1,180 persons are now employed on farms of the area. With the large number of currently employed workers, the output of goods and services are below the area's capacity to produce and does not represent the maximum purchas-ing power. Arrayed before us is a growing and increasing labor force with more and better educational opportunities being offered young people as well as older workers interested in up-grading their skills. Three, four-year colleges and two, two-year colleges are located in Mecklenburg County. Three business schools and an Indus-trial Educational Center serve the area. Unemployment Unemployment, estimated at 4,700 persons in March, is about 3.5 per-cent of the labor force. Unemploy-ment is influenced by the large num-ber of new entrants each year of high school and college graduates as well as in-migration from other areas. About 20 percent of the unemployed are experienced clerical and sales persons. Twenty percent of the un-employed are skilled, 23 percent are semi-skilled and the remainder are classified in entry occupations, 15 percent; unskilled, 11 percent; serv-ice, 6 percent; and professional, six percent. This unemployment represents un-used manpower, and new additions to the labor force are constantly en-larging our production and service potential. About 2,800 students are expected to complete high school in ESC QUARTERLY 27 THE CUTTER BUILDING June. Of this number about 1,500 are expected to enter the labor force. Other students plan to further their education, go into the armed services, leave the area, or in some cases girls will get married and not seek work. Nineteen hundred and sixty-three promises little, if any, reduction in the number unemployed since new and re-entrants to the labor market are expected to exceed new and addi-tional job availabilities. Nor will in-dustry be able to absorb all workers released from their present employ-ment by mechanization, automation, and technological advances. The very young, the unskilled, the semi-skilled, and older workers may add to the number of unemployed. Reasons For Unemployment Some workers are unemployed be-cause they are untrainable due to lack of education. Some are unem-ployed because they want white collar jobs and they are blue collar material. Some workers, primarily women, cannot work night shifts and most manufacturing firms operate two shifts or rotating shifts and most stores stay open until nine or ten p.m. which requires staggered work-ing hours. Reflecting a down-trend for such persons, unskilled and semi-skilled job prospects continue to be limited. Likely To Remain The Charlotte area is now classfiied by the Department of Labor as a "C" area, or one of moderate unemploy-ment. For the past ten years the area has been classified in this cate-gory and likely will remain in this classification in the foreseeable fu-ture. During the past ten years more than 34,000 persons have been added to the area's payrolls which indicates that employer needs for personnel both present and future can be met. Job opportunities are plentiful in the area. An average of about 400 to CELENESE CORPORATION OF AMERICA 500 jobs are listed with the local Employment Security Commission office at all times. With shortage oc-cupations existing in certain profes-sional, clerical, and skilled jobs, some jobs go unfilled because of mis-matching of demand and supply. Turnover in the area is generally low although some job-hopping is in evidence, mainly the occupations on the shortage list. Wage differences appear to play an important part Jn this. ; * , Average earnings in the area for factory workers during February, 1963, were $72.50 for a work week of 40.5 hours. An average factory worker earned $1.79 per hour during the month. Potential Unlimited The potential for the area's growth is unlimited. Since the Korean War, the area has experienced a construc-tion boom. The downtown area has had a "face-lifting." Nineteen indus-trial parks and 23 shopping centers have been erected in all sections of the city. The structure of banking in the area has changed considerably. Several mergers have occurred and many br-anches established to extend customer service, making Charlotte the financial center of the two Caro-linas. An excellent system of first class highways radiate in all directions from Charlotte which provides ex-cellent facilities for commuting. Ninety-six motor freight terminals and warehouses are located here available for inter and intra-state hauling. Air transportation plays an important part, also. Four railroads serve the city and four interstate passenger bus companies run regular schedules offering ready transporta-tion to near and far distant parts. Electrical power is supplied by Duke Power Company. Available to both residential and industrial consumers, natural gas is supplied by the Pied-mont Natural Gas Company. Tele-phone service is provided by Southern Bell Telephone Company and Western (See CHARLOTTE, Page 46) FORD CORPORATION CUYAHOGA PRODUCTS, INC. 28 ESC QUARTERLY GREENSBORO A Labor Market Study By Charles 0. Forbis, Greensboro ESC Office HIGH POINT The Greensboro-High Point stand-ard metropolitan statistical area is encompassed by the boundaries of Guilford County, and in terms of the 1960 population, is the second largest city in the state. With an area of 651 square miles, a population of over 246,000 persons and a labor force approaching 123,000 workers, Guil-ford County is truly "the pivot of the Piedmont." Once a predominantly textile community, Greensboro's in-dustrial growth during the past decade has resulted in a much greater diversification. Prior to 1958, employ-ment was concentrated in the manu-facturing segment of the County. Since that time, however, non-manu-facturing industries have emerged as the principal employer, accounting for (Continued) ESC QUARTERLY 29 FURNITURE MARK, HIGH POINT almost 60 per cent of total non-agri-cultural wage and salary employment. The labor market situation com-pared to other areas in the State and nation is very good. Unemployment is slightly over three per cent of the County's civilian labor force, while the national ratio stands at more than six per cent. Over 3,000 firms employ more than 120,000 workers in Guil-ford County. Of this total, around 103,000 are non-agricultural wage and salaried workers; almost 14,000 are self-employed, unpaid family or domestic workers; and the remainder are in agriculture. In 1961, wage pay-ments to employees covered by un-employment insurance amounted to more than $349 million. The average weekly wage of all covered employees was $78. Manufacturing, textiles, furniture, and apparel industries dominate the employment picture and together ac-count for almost two-thirds of the 44,000 workers employed in the seg-ment. Among other manufacturers are producers of food and kindred pro-ducts, cigarettes, chemical and allied products, paper goods, fabricated metals, and machinery. These smaller groups give added diversity to the County's economy. Non-Factory Payrolls The importance of the non-manu-facturing division to the area is brought out by the fact that of all persons gainfully employed, 62 per-cent (76,000) are on non-factory pay-rolls. Among these industries, trade and service dominate with trade ac-counting for about 21,000 workers and service providing employment for some 10,000 individuals. Construction employment averages about 7,000; transportation, communications and public utilities over 6,000; finance, in-surance and real estate about 6,000; and government almost 10,000. While the non-farm economy was changing, agricultural economy was changing, also. According to the 1960 census, the number of persons work-ing in agriculture declined by about 1,500 between 1950 and 1960. As might be expected, there occurred only a negligible decline in the acreage har-vested since changing farm methods reduced the need for workers. The principal products in terms of acre-ages devoted include corn, wheat, to-bacco, and livestock grazing. Labor Potential One asset necessary for industrial expansion is labor, and Guilford County has an ample supply. This group can be divided into two broad categories: those persons actively seeking work (the unemployed) and those who would accept jobs under favorable circumstances. Current es-timated
Object Description
Description
Title | E.S.C. quarterly |
Date | 1963 |
Publisher | Raleigh, N.C.: Employment Security Commission of North Carolina,1947-1975. |
Rights | State Document see http://digital.ncdcr.gov/u?/p249901coll22,63754 |
Language | English |
Digital Characteristics-A | 48 p.; 9.59 MB |
Digital Collection | North Carolina Digital State Documents Collection |
Digital Format | application/pdf |
Title Replaces | U.C.C. quarterly** |
Audience | All |
Pres File Name-M | pubs_serial_escquarterly19611963.pdf |
Pres Local File Path-M | Preservation_content\StatePubs\pubs_serial_escquarterly |
Full Text |
UIJD
North Carolina State library
Raleigh
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VOLUME 21, NO. 1-2 BRICK MANUFACTURING WINTER-SPRING, 1963
CHAIRMAN'S
COMMENTS
Henry E. Kendall
Chairman
N. C. Employment
Security Commission
North Carolina has attained the
reputation as the number one brick
manufacturing- state in the nation.
KtNDALL Our land is "blessed with an abun-dance
of clay and shale," a substance
of quality brick, reports the author of one of the articles
included in our ESC QUARTERLY edition on brick
manufacture.
We wish to enhance this statement and credit the
men of initiative who have developed the brick industry
within North Carolina. Reading the stories submitted
by our brick makers, it becomes evident that since the
turn of the century the industry has experienced multi-ple
changes as mule power and hand labor gave way to
automation and intricate machinery. When new methods
were needed the industry developed them. Seeking
added efficiency, the industry devised the tunnel kiln.
When fast, up-to-date handling devices were needed,
they evolved from industry trial.
So, North Carolina is a major supplier of brick to
builders across the United States. Today, brick is not
only a building material of strength and durability, but
through mass production of various shapes, sizes and
colors it has added another dimension. It appears that
the use of brick is limited only by the builder's or
architect's imagination.
During 1962 our brick makers produced 688,000,000
bricks, a significant 47 percent increase over production
figures 10 years ago. As does every element of industry,
brick manufacturers contribute beneficially to our State
and its people, and, speculating on the next 10-year
period, industrialists predict it to be a time of high
employment and additional production records. Their
experience and ingenuiety validates, indeed, this opti-mism.
In 1963, the U. S. Department of Labor observed its
50th anniversary and the Federal-State public employ-ment
service became 30 years old. This is a significant
period of service to the nation, and on the opposite page
we have reprinted from a Washington publication the
statements made on this occasion by U. S. Secretary of
Labor W. Willard Wirtz and by Robert C. Godwin,
Administrator of the Bureau of Employment Security.
With every graduating senior class of high school
and college students North Carolina's labor force must
absorb a new group of young, ambitious job seekers.
Economists tell us that rural population is deplenishing,
with both Negro and white farm people turning to the
city for employment. Cities grow and consume, resident-ialize,
zone and join, tear down, rebuild, market and
purchase. Employment opportunities come with growth
and expansion and thousands of new workers bid for
jobs, employment demands becoming enormous and
skills more essential. Beginning in this edition of the
ESC QUARTERLY is a series of articles which we hope
to continue for several issues—the study of labor market
conditions as they exist in our State's cities. Our local
Labor Market Analysts have prepared these stories
which begin on page 27.
(See COMMENTS, page 46)
The E. S. C. Quarterly
(Formerly The U.C.C. Quarterly)
Volume 22, No. 1-2 Winter-Spring, 1963
A special edition devoted to brick manufacturing in
North Carolina, another Tar Heel industry which
ranks first in the nation.
Issued at Raleigh, N. C, by the
EMPLOYMENT SECURITY COMMISSION
OF NORTH CAROLINA
Commissioners
Thomas B. O'Conner, Forest City; Dr. Maurice Van
Hecke, Chapel Hill; R. Dave Hall, Belmont; W. Benton
Pipkin, Reidsville; Bruce E. Davis, Charlotte; and Dr.
James W. Seabrook, Fayetteville.
State. Advisory Council
Public representatives: James A. Bridger, Bladenboro,
Chairman: Sherwood Roberson, Robersonville; W. B.
Horton, Yanceyville; Mrs. D. C. Lewellyn, Dobson; Em-ployer
representatives: A. I. Tait, Lincolnton and G.
Maurice Hill, Drexel; Employee representatives: Melvin
Ward, Spencer, AFL and H. D. Lisk, Charlotte, CIO.
HENRY E. KENDALL Chairman
R. FULLER MARTIN Director
Unemployment Insurance Division
JOSEPH W. BEACH Director
State Employment Service Division
H. E. (Ted) DAVIS Editor
Public Information Officer
Sent free upon request to responsible individuals,
agencies, organizations and libraries
Address: E.S.C. Information Service,
P. O. Box 589, Raleigh, N. C.
INDEX APPEARS ON PAGE 46
Cover Legend
Seemingly about to topple, pallets of bricks stand four and five deep
on the clay-rich soil of Lee County, one of North Carolina's most
abundant brick-producing areas. Brick yards are common sights to
North Carolinians and the dusty red haze of the factory is familiar
to many communities. North Carolina produces more brick than any
other state in the nation, and the pallets in the cover photo will
not stand long before they are shipped out to the construction site.
ESC QUARTERLY
NEW DIMENSIONS FOR LABOR
As the U. S. Department of Labor this year observes its 50th anniversary, it looks also to the high
significance of the relationship between that occasion and the 30th anniversary of the Federal-State
Public employment service. For no effort is closer to the central concern of the Department of Labor
than is that carried on daily by the State and local offices of the Employment Service.
It happens also that as we observe these anniversaries, we are faced with what is perhaps one of
the most imposing national tasks ever placed before any sector of Government. Indeed, the whole ques-tion
of employment, unemployment, and manpower utilization—with which we are so directly concerned
—has been characterized by President Kennedy as "the number one domestic challenge of the 1960's."
It is a challenge today underscored by a persistent 5- to 6-percent rate of unemployment.
The factors which have created this situation are well apparent to the men and women in the pub-lic
employment offices, but two of them are particularly deserving of attention. The first is dramatically
illustrated in the fact that 1 million more people will be reaching the age of 16 this year than did last
year. The second relates to a drastic decline in our average annual increase of new jobs in the private
economy. Between 1947 and 1957, that increase ran at a rate of about 1.9 percent a year; since then it
has dropped to around 0.9 percent. In new job totals, that means that where we were experiencing an-nual
gains of 700,000 during the first period, that figure has declined to about 175,000 in the second.
Population expansion is thus combining with declining job creation in the private sector to set the stage
for a task of unprecedented magnitude for both the Department of Labor and the public employment
service.
For the Employment Service, the basic challenge ahead is one of becoming, in a true sense, the
"Community Manpower Service Center" in every labor market area which the USES serves. If its 30-
year history of testing placement and related activities has always sugested the validity of this concept,
new missions assigned to it under the Area Redevelopment Act and the Manpower Development and
Training Act serve to reemphasize it.
For both these acts are dependent for their success principally upon the welding of a community of
interests in towns, cities, and areas all across the country. In most instances, the required leadership
and unifying influence will have to come from the local office of the Employment Service. That leader-ship
and that influence ought to extend, in addition, to a point beyond basic implementation of the train-ing
activities these acts envision. MDTA and ARA, more importantly, reflect a whole new American
philosophy toward manpower problems, particularly unemployment, and suggest a whole new dimen-sion
to the traditional Federal-State employment service role. The Service, in all its offices, should now
function as the focal point for whatever varieties of effort each community directs toward the full and
effective use of its labor force.
In a new form of cooperation with the Employment Service as it pursues that end, there is at work
today in the Department of Labor a new agency of Government which we have termed the Manpower
Administration. This arm of the Department brings together all of our missions relating to employment,
unemployment, and manpower utilization in general. It is constructed around a framework of three
existing departmental agencies: the Bureau of Employment Security, the Bureau of Apprenticeship
and Training, and the Office of Manpower, Automation, and Training. The Manpower Administration
will seek to weld the work of all Department personnel engaged in this field into a common effort which,
we hope, will in time contribute towards a solution of "the number one domestic challenge of the 1960's."
It is to that purpose that I hope that all of us can dedicate ourselves on this the occasion of the
anniversary year we share.
W. Willard Wirtz
Secretary of Labor.
ESC QUARTERLY 3
THE EMPLOYMENT
SERVICE
CHALLENGE
A STATEMENT
FROM THE
ADMINISTRATOR
THE 30th anniversary of the nationwide public employment service
system created by the Wagner-Peyser Act is a milestone in the
human affairs of this country. Our history of service is a story of
people—those many millions who have benefited in some measure by
the many-sided activities of the United States Employment Service and
its affiliated State Employment Services, and the thousands of dedi-cated
public employees who have made these services possible. In an
age when big numbers are all too commonplace, who can regard lightly
the human aspects of a cumulative total of 325 million farm and non-farm
job placements? And in a program which is 30 years old, a reflec-tion
of pride in public service is shown by the fact that over 4,000
Federal and State employees have been with the employment security
system for at least 25 years. Since 1933, the Employment Service has
encountered the massive impact of the Great Depression, the demands
of a global war and several lesser involvements, and a series of short
yet intense recessions and recoveries. Today it faces the challenge of
a peacetime economy whose demands are in many ways equal to, or
greater than, the crises which preceded it.
At the time the Wagner-Peyser Act created the employment service
system, few could foresee the giant strides that would come in science
and technology and the evolving philosophy of public responsibility and
participation in national affairs. The Employment Service has shown
during this period that it is a living institution by adjusting to, and
moving with, the times. From its early emphasis on matching men and
jobs, it has expanded its mission to include manpower development and
utilization, dissemination of labor market information, widespread im-provements
in the mechanism of the labor market, and final emergence
as a fully functioning community manpower center.
In 1961, the President assigned to the employment service system
much of the responsibility for carrying out the new Federal manpower
programs. These programs not only imposed a heavy workload on the
existing machinery, but also created some new and complex problems.
For example, improvement in the ES and new responsibilities involved
the absorption of 4,700 added workers. There was the problem of fitting
program such as those under the Area Redevelopment and the Man-power
Development and Training Acts into ES operations. The move to
separate physically the locations of the Employment Service and the
Unemployment Insurance Service offices in larger metropolitan areas
was designed to improve efficiency and to recreate the image of the
Employment Service as a manpower agency intead of an unemployment
office.
Our Federal-State relationship, which is an outstanding contribution
to the science of administrative organization, has enabled us to weather
difficulties and crises. Although this is a Nation of striking difference
among the States, and even in communities within each State, the Em-ployment
Service is one of a few agencies organized to reach down
from the national to the community level, with full recognition of
State and local differences and their expressions. We shall continue to
move forward with a unanimity of purpose.
Despite all the problems and complications of this important task on
which we are embarked, we can have strong hope for success in it. The
mission ahead is a challenging one that demands intelligence, imagina-tion,
cooperation, and plain hard work. It is a sobering though to real-ize
that what we do directly concerns so many of our fellow human
beings, their livelihood, and their aspirations. I have no doubt that our
experience and dedication will make us equal to our responsibilities.
Robert C. Godwin
Administrator,
Bureau of Employment Security.
ESC QUARTERLY
ESC Manpower Study Discloses
Critical Shortage In
Hospital And Medicare Occupations
From The Bureau of Employment Security Research
The Bureau of Employment Secur-ity
Research study of manpower and
training- needs for medical and health
service occupations has disclosed a
perplexing situation in the labor
supply-demand in North Carolina's
hospital and other medicare institu-tions.
Results of the study, which was
completed in June, show a critical
need for trained hospital workers at
a time when hospital employment is
at an all time high in North Carolina.
In many areas there are surpluses
of labor, including underemployed
people who lack the necessary quali-fications
for obtaining employment.
On the other hand, labor shortages and
job vacancies exist in these same
areas because of the lack of workers
trained in many occupations.
Representing the composite think-ing
of administrators, directors, and
other staff members of more than 400
North Carolina hospitals and other
medicare agencies and institutions,
the study was requested by the State
Board of Education because officials
recognized the lack of workers with
specialized training for occupations in
the medical and health field. The State
agency intends to use survey findings
to compare trained worker demand
for growth and replacement needs
with the anticipated trained worker
supply from on-the-job training pro-grams,
schools and other educational
institutions. The study provides a
basis for expanding present training
programs and initiating new one.
Employment Offered
Hospitals are widely recognized for
their treatment and care of patients
and for diagnosis and disease re-search.
Their increasing economic im-portance
is not so widely recognized,
but it cannot be overlooked. Hospitals
represent major markets for innumer-able
goods and services—and for em-ployment.
The survey disclosed that medical
and health employment during the
first quarter of 1963 in the institutions
studied was approximately 39,600
persons. During 1940 there were just
slightly over 15,000 persons engaged
in hospital and other health service
occupations in North Carolina. By
1950, employment had nearly doubled,
and by 1960 hospital and medicare
employment had jumped to more than
47,000 persons and has continued to
grow.
In 1960, about 67 percent of the
total medical and health service em-ployment
was in hospitals.
According to ESC research analysts,
the following developments since 1940
help explain rapid employment gains
in the health service field:
(1) Increased expenditures for
medical research, rapid advances in
medical knowledge and treatment, and
the discovery of new medical tech-niques
and drugs.
(2) Rise in personal income en-abling
the general public to afford
more health services.
(3) Completion of 56 new hospitals
in North Carolina since 1945, and,
under the .Federal Hill-Burton Act,
initiation of more medical facility
projects in North Carolina than in
any other state.
(4) Rapid expansion of subscription
to health insurance programs en-couraging
people to seek hospital and
medical care more readily.
(5) Increasing numbers of older
persons and the rising public interest
in the medical care for these older
people.
(6) A greater understanding and
increased attention to prevention of
illness and to the value of professional
medical care.
(7) Continued medical care for
veterans and their families.
(8) Trend toward shorter work
week for medical and health service
workers.
These influences are expected to
persist in the future. The demand for
new workers, coupled with the demand
for additional workers who will be
needed to replace those who withdraw
from work, retire, or leave the field
for other reasons, presents many op-portunities
in North Carolina for em-ployment
in this field during the '60's.
According to the survey, hospital
and medicare employment (in survey-ed
establishments) by the end of 1963
will approach 42,850 persons and
nearly 50,000 by end of 1966.
Training Inadequate
Thirty-four occupations were sur-veyed
because employment in this
group is expected to increase more
rapidly than employment in the whole
medical and medicare service field. All
employment in this field will advance
by 25 percent by the end of 1966, while
gains in the 34 selected occupations
will rise by 29 percent.
If North Carolina's expansion and
replacement needs are to be met,
3,950 additional workers will need
training in the selected occupations
by the end of 1963, and by year-end
1966 this need will increase to about
11,500 workers.
Hospitals, medical institutions and
schools now do extensive training in
many of these occupations. However,
the survey indicated that this training-will
meet only 54 percent of the needs
by the end of 1963 and only 73 percent
of the needs by the end of 1966. Thus,
additional training will be required to
meet anticipated shortages of about
1,820 workers at the end of 1963 and
3,075 workers at the end of 1966.
Occupational shortages likely exist
in other medical and health service
areas not studied such as offices of
private physicians and dentists, and it
is believed that overall net training-needs
shown in this report are conser-vative.
Making the survey, ESC Labor
Market Analysts contacted employers
personally and asked for information
about:
(1) Current vacancies.
(2) Present employment.
(3) Anticipated employment to meet
future expansion and replacement
needs by the end of 1966.
(4) Trainee output by the end of
1966 from on-the-job training and
training affiliated schools, where ap-plicable.
400 Institutions Surveyed
Estimates included in this report
represent anticipated needs for 210
hospitals and clinics, 193 nursing and
rest homes, 75 health departments and
21 other medical facilities.
(Continued)
ESC QUARTERLY
Existing1 job vacancies for workers
in surveyed occupations during- the
first quarter of 1963 numbered 1,540,
or 39 percent of the estimated addi-tional
training needs by the end of
1963. Current need for registered
nurses accounted for 650 of the im-mediate
trained worker needs in all
occupations revealed by the survey.
Anticipated trainee output for as-sistant
housekeeper, physical therapy
technician and hospital equipment
servicemen will supply less than 20
percent of the expected total need for
each occupation by the end of 1966.
Trainee output will furnish less than
50 percent of the total trained worker
need by the end of 1966 for each of
the 16 occupations studied. Those oc-cupations
for which a substantial, but
inadequate, amount of training and
education is planned include re-gistered
nurse, medical-record tech-nician,
clinic technician and practical
nurse. Planned training is expected to
supply more than 75 percent of total
demand for each of these occupations
by the end of 1966.
Most Significant Need
Eleven of the 34 surveyed occupa-tions
represent more than 95 percent
of the net requirements for trained
workers at the end of 1966. The fol-lowing
occupations show the most
significant needs for training:
However, it is over optimistic to as-sume
that all of those to be trained
will enter and stay in this profession.
So by the end of 1966, the need will
likely be considerably higher than in-dicated.
How To Be Used
The completed survey, in booklet
form, is now available through the
Employment Security Commission's
Bureau of Employment Security Re-search.
It is believed that the survey
can be used by management officials
interested in the prospective avail-ability
of trained medical and health
service manpower in planning their
own occupational needs more efficient-ly.
School authorities may find the
survey beneficial in planning cur-riculums
because academic and voca-tional
training programs can be be
planned on the basis of occupational
manpower requirements and resources.
Results of the survey can be used by
young people interested in making an
informed choice of a career, or by em-ployment
counselors and high school,
college and vocational school coun-selors.
Since information about occupa-tional
labor supply and demand are
essential for civil defense emergencies
and for manpower purposes, civil de-fense
and mobilization people can
practically use the hospital and
BY THE END OF 1963
Title Need
Nurse, Registered-Graduate 531
Nurse, Practical 368
Nurse Aide 278
Orderly-Attendant 161
Secretary-Stenographer, Medical 96
Ward Clerk -. 63
Cook 63
Medical Technologist 61
Laboratory Technician, Medical 50
Surgical Technician 37
Housekeeper, Assistant 31
BY THE END OF 1966
Title Need
Nurse Aide 815
Orderly Attendant 440
Nurse, Practical 319
Secretary-Steno, Medical 280
Ward Clerk ' 228
Cook 195
Laboratory Technician, Medical 176
Nurse, Registered-Graduate 97
Surgical Technician 82
Medical Technologist, 74
Housekeeper, Assistant 70
During the first quarter of 1963,
about 1,540 trained workers were
needed to fill job vacancies which
existed in all surveyed occupations
combined. Remember, 95 percent of
the present job vacancies were in-cluded
in the above 11 occupations.
Note that the demand for registered
nurses ranks first in net training-needs
by the end of 1963, but drops to
eighth position by the end of 1966.
medicare survey. It may also encour-age
training under the Federal Man-power
Development and Training Act
and the Area Redevelopment Act.
A Basis for Education
The Employment Security Commis-sion
engaged in this study to provide
a basis from which training needs can
be evaluated so that appropriate voca-tional
education programs may be
planned. However, simply establishing
the needs for training will not solve
the problem of worker supply and
demand imbalance. Effective planning
and cooperative action is required be-tween
employers, staffs of training-facilities,
educational institutions, and
other agencies to help provide an
ample supply of workers for occupa-tions
in which the demand exceeds the
supply.
It also indicates the need for pro-moting
a greater interest on the part
of high school graduates and other in-dividuals
in continuing their education
and training for jobs in these needed
occupational fields.
It is hoped that employers can be
encouraged to anticipate their em-ployment
needs and to train as many
of their own workers as possible. More
assistance might be provided em-ployers
in devising training for
occupations requiring short training-periods
such as nurse aides, orderly-attendants,
and ward clerks. Present
training programs should be evaluated
or re-evaluated in light of present
job requirements. On-the-job training-should
be expanded and promoted to
include occupations for which trained
woi-kers are needed, thereby accomp-lishing
much to reduce shortages in
such occupations as medical secre-taries,
medical-record technicians, etc.
Possibly more- extension courses could
be instituted for currently employed
individuals in the hospital and medi-care
fields, with employers participat-ing
in these training programs by
offering incentives to those who re-spond
to this plan.
No U.l. Coverage
Relatively few medical and medi-care
workers employed in North Caro-lina
are covered by the unemployment
insurance program. Therefore, em-ployment
figures were not available
from this source for establishing a
universe and generally results were
not expanded to take into account non-surveyed
users. It was not feasible to
contact all medical and health service
establishments during the survey due
to the large number of small units
with few employees. Indications are,
however, that the survey coverage is
adequate since census data for total
employment in North Carolina medical
and health services was about 47,000
in 1960, while the total employment in
surveyed establishments during the
first quarter of 1963 was about 39,650,
with about 23,800 being in surveyed
occupations. Thus, approximately five-sixths
of the employment was actually
included.
Once again, a manpower survey,
this time in the medical service pro-fessions,
has indicated that ample job
opportunity will be available for
those who qualify, and education is
the best insurance against unemploy-ment.
ESC QUARTERLY
THE BUSINESS
DEVELOPMENT
CORPORATION
OF NORTH CAROLINA
. . . FINANCING TARHEEL
BUSINESS AND INDUSTRY
H. POWELL JENKINS
Executive Vice President, BDC of North Carolina
The first state development credit
corporation was established in the
State of Maine in 1949 and started
operations in 1950—13 years ago.
Since that time, similar corporations
have been established and are operat-ing
in all of the New England States
and in New York, New^Jersey, North
Carolina, Maryland, South Carolina,
Kentucky, Virginia, Mississippi, Ar-kansas,
Florida, and several other
southern and mid-western states. The
interest in these corporations has
been increasingly active and a large
number of other states have either
passed legislation or it is pending or
being considered. These are privately
owned and privately financed cor-porations.
We have been told by
quite a number of prominent banking
and government officials that North
Carolina has the best of these cor-porations,
and it seems the word has
gotten around for over the past sev-eral
years we have received inquiries
about the Corporation from banking
and state government officials in
perhaps half the states of the Union
and many foreign countries. In addi-tion,
the Raleigh office has been
visited by groups of state government
and bank officials from a number of
states in the Union and from 18 to
20 foreign countries.
Unless Refused
In 1955 it was determined that
North Carolina had every attraction
for industry, except long-term financ-ing,
which is needed in many cases
for the establishment of new industry,
the expansion of existing industry,
and the bringing in of industry from
other parts of the country, particul-arly
small industry. For this reason
the Business Development Corpora-tion
was created. This would supple-ment
the many existing attractions,
including natural resources, location,
climate, power, transportation, and
adequate labor. The need was beyond
the conventional lending available
through existing financial institu-tions,
and in fact, the BDC cannot
make any loan unless it has been
refused by at least one bank or other
financial institution. While the Cor-poration
is strictly a private institu-tion,
it works very closely with the
several departments of State govern-ment
and cooperation is excellent.
The Corporation was created under
the provisions of Chapter 1146 of the
Session Laws of 1955, as subsequently
amended, for the purpose of promot-ing,
stimulating, developing, and
advancing the business prosperity
and economic welfare of the State of
North Carolina. It encourages and
assists through loans, investments,
and other business transactions in
the location of new business and in-dustry
in this State, rehabilitates and
assists existing business and industry,
which tends to promote the business
development and maintain the eco-nomic
stability of our State. It coope-rates
and acts in conjunction with
other organizations, public and pri-vate,
in the promotion and advance-ment
of industrial and agricultural
developments in this State. It is a
business organization and all finan-cial
assistance rendered is on a basis
that full repayment with interest is
expected.
The Board of Directors of the Cor-poration
consists of 21 members. All
are prominent and outstanding busi-ness
and professional men of our State
and give generously of their time
in directing the affairs of the Cor-poration.
Two-thirds of the directors
are elected by the members and one-third
by the stockholders. Annually,
the directors elect an Executive
Committee, which is representative of
the Board, a Loan Committee con-sisting
of men well qualified for that
purpose, officers and General Counsel.
$11 Million Available
The Corporation has an authorized
capitalization of $1 million, all of
which has been paid in cash by more
than 1800 stockholders. Stockholders
and members of the Corporation at
their annual meeting on February 4,
1963, amended the Charter to increase
the authorized capital stock to $2
million. In addition, banks, insurance
companies, building, savings and loan
associations and other financial in-stitutions
may become members of
the Corporation, and in so doing agree
to lend to the Corporation, on call on
a pro rata basis, funds that are small
compared to the individual institution
but collectively they create a large
reservoir of funds. At present, the
funds available from our financial in-stitution
members total $7,186,500.
Also, to supplement the funds avail-able
from our members, the Corpora-tion
has obtained $2,500,000 in loans
from the Small Business Administra-tion
under Section 501 of the Small
Business Investment Act of 1958. At
present, these three sources of funds,
together with reserves, make more
than $11 million available to the
Corporation. The funds available to
the Corporation have constantly been
on an increase since its beginning,
and plans have been made which we
hope will result in a further sub-stantial
increase during 1963.
Since the Corporation started ope-rations
in April, 1956, its volume of
activities has been far greater during
this period than many of those par-ticipating
in its establishment an-ticipated
when the Corporation was
being organized. As an example, it
was originally contemplated that the
volume of the company would even-tually
reach $10 or $11 million in
total resources. BDC has already
(Continued)
ESC QUARTERLY
reached those proportions. It has dur-ing
this period (up to March 31,
1963) approved 193 loans totaling
$27,028,665, including $2,971,887 of
participations by other financial in-stitutions
in several of the individual
loans. The largest loan approved thus
far is for $600,000 and the smallest is
$2,000.
Of the total amount of the Cor-poration's
approvals, 67 percent has
been to assist in the financing of the
construction of new or the expansion
of existing plant facilities; 24 per-cent
for acquisition of machinery and
equipment; six percent for working
capital; and three percent for debt
repayment. Loans approved were to
assist in creating 20,550 jobs and in
maintaining existing employment of
13,081; total, 33,631. In addition, it
is estimated that five indirect jobs
are created for each full-time em-ployee
(totaling more than 160 thou-sand).
Loans totaling more than $16
million have already been disbursed,
maintaining this job ratio of em-ployment.
Others will be disbursed
as plan construction is completed.
In addition to contributing to em-ployment
in 1962, these plants pur-chased
products from 10,672 farmers;
17,803 farmers received benefits from
operations of the plants; and, $32,-
443,611 of North Carolina farm prod-ucts
were purchased. It should be
noted that the latter figures are
based upon cases where loans have
been actually disbursed and do not
include the undisbursed commitments
or those in which members of our
staff have assisted in obtaining loans
from other sources. Further improve-ments
in operations by the same com-panies
and those for which present
loan commitments will be disbursed
within the next few months are ex-pected
as follows for 1963: Number
of farmers from whom products will
be purchased, 14,617; total number
of farmers to receive benefits from
the plants, 23,013; and, $45,805,472
of North Carolina products to be
purcha sed.
Looking At The Map
Loans have been made from Mur-phy
to the seacoast and to many
types of business and industry, new
companies moving in or establishing
branch operations in the State, some
newly created companies within the
State, and others that have been long
established in North Carolina. Each
W. F. FANCOURT CO., GREENSBORO, INDUSTRIAL CHEMICALS SEABROOK BLANCHING CORP., EDENTON, PEANUTS
HAMMARLUND MGR. CO., MARS HILL, ELECTRONICS KOHLER AND CAMPBELL CORP., GRANITE FALLS, PIANOS
ESC QUARTERLY
of these loans have resulted in an
increase in employment and an ex-pansion
of production.
Looking at the map on our office
wall in Raleigh, a visitor finds that
BDC has made many useful and in-teresting
loans. Among the purposes
are: financing facilities for the manu-facture
of electronics in all three sec-tions
of our State, eastern, piedmont,
and western, with large employment;
a p : ckle plant which at the height
of last season had nearly 600 em-ployees,
of which well over one-third
of them are employed the year round,
and a company which contracts for
thousands of acres of cucumbers
from farmers in its area; a straw-berry
plant to process great quanti-ties
of North Carolina's luscious
strawberries; a peanut blanching and
processing plant unlike any other in
the country which processed approxi-mately
10,000 acres of North Caro-lina
peanuts in 1962; several poultry
processing plants with annual pro-duction
capacity in excess of 60
million birds a year located in the
eastern, p: edmont, and western sec-tions
of the State and having more
than 2,000 employees with additional
benefits to hundreds of farmers and
others; many textile plants from
Murphy to the seacoast; manufactur-ing
almost every type of wearing
apparel; a ceramic tile plant, which
is the only one within several states,
which produces an excellent quality
of tile; furniture and woodworking;
metals; shoe manufacturing; several
grain storage and grain manufactur-ing
facilities; industrial paper; and,
industrial and medicinal gases.
All of these projects employ large
numbers of people, thus aiding in
the economic improvement of our
great State.
More Than Just S'tting Back
On occasion, BDC has been criti-cized
because it has had no losses in
its loans thus far with a suggestion
that perhaps the Corporation has
been too conservative in its lending
policies. There is much more to the
operations of the Corporation than
the processing of loan applications
and the disbursing of loans (which
require a complete analysis and un-derstanding
of each case), and then
just sitting back while the repay-ments
roll in. It is doubtful that any
lending institution has ever had a
loan where a loss was expected at the
time the loan was made. Therefore,
it is obvious that much happens after
a loan is approved. The servicing of
our loans after disbursement requires
a great deal more attention from our
staff than the processing and disburs-ing
of new loans. We are continuously
aware that if BDC suffers a loss from
a loan, then the borrower suffers a
much greater loss. Therefore, much
of our time and effort is given to
counseling borrowers in an effort to
see that the loan accomplishes at
least the purpose intended in the first
place. We believe our efforts have
resulted in the successful operations
of some of our borrowers who other-wise
might have had rather tough
going. As an example, we quote a
few words in a letter from one of
our borrowers, who after thanking
us again for our help financially and
our opinions and advice, stated that
"you have truly taken a firm headed
for bankruptcy and made it possible
for us to swiftly get back on the
road to recovery." Today, that busi-ness
has very successful operation
and employs about 300 people.
Of course, the BDC office in Ra-le1'
gh is very busy trying to determine
which proposals are sound and which
are unsound and further, those bor-rowers
with only an idea they wish
to try at someone else's expense. For
instance, there have been those who
wanted 100% financing for a patent
of a machine, although the market
is already flooded with similar ma-chines
already manufactured in this
State by existing companies. But,
Officers
JOHN P. STEDMAN Chairman of the Board
R. A. BIGGERS President
H. POWELL JENKINS Executive President
W. B. PIPKIN Vice President
CHARLES C. CAMERON Treasurer
FRANK A. CELLA Assistant Treasurer
WILSON F. YARBOROUGH Secretary
DORLESE W. COOPER Assistant Secretary
General Counsel
POYNER, GERAGHTY, HARTSFIELD AND TOWNSEND
Attorneys at Law
JENKINS
the applicant thinks he can produce
better at a lesser cost. And, there
was an applicant who wanted a loan
to finance an almost patented gadget
which was so secret that he would
not discuss the gadget even with us.
These, of course, were declined.
There are no legal restrictions as
to the size or terms of loans to be
made by the Corporation, but the
applications are determined by poli-cies
of the Board of Directors and by
actions of our Loan Committee.
There are no fixed yardsticks in con-sidering
loan applications, but each
case is considered entirely on its in-dividual
merit. However, the financ-ing
must be on a sound basis from
the standpoint of the local area as
well as our Business Development
Corporation because it would be a
disservice to the community and all
concerned to assist in financ ;ng an
unsound proposition. The Enabling
Act, under which the Corporation was
organized, and the Corporation's
Charter, are very broad and flexible.
Much is left to the policies of our
Board of Directors and Executive
Committee and the actions by our
Loan Committee.
Management Counseling
Another activity of the Corporation
is that of business management coun-seling
in which our staff in Raleigh
has been of considerable assistance
to business management in cases
where loans were not obtained from
our Corporation as well as in cases
where loans have been made.
The Corporation has a printed form
for filing applications for financial
assistance. It asks the kind of ques-tions
and requests the sort of infor-mation
that any lending inst : tution
should. The forms may be obtained
from the office in Raleigh. Generally,
it is very helpful for the prospective
loan applicant to discuss his plan with
the officers of the Corporation before
preparing the application form as it
assists in a more expeditious pro-
(See CORPORATION, Page 44)
ESC QUARTERLY
BRICK CAPITOL
OF THE NATION
GILBERT A. MELAND, BRICK & TILE SERVICE, INC., GREENSBORO, N. C.
North Carolina holds the position
as the number one brickmaker in the
nation, according to State Con-servation
and Development Depart-ment
Director Robert L. Stallings, Jr.
Figures just released for 1962 show
that a total of 688 million bricks were
produced in North Carolina during
that year, accounting for 10 percent of
the 6.8 billion bricks produced na-tionally.
This represents a gain of
6% percent over the preceding year
for the North Carolina clay industry
and a whopping 47 percent increase
over that of 10 years ago.
Ten years ago North Carolina stood
in fourth place in the nation as a
brick manufacturer. The climb to the
number one spot is a perfect example
of how our State's natural resources
can be turned into jobs and income for
North Carolinians. It is estimated that
the State's brick industry adds about
50 million dollars each year to its
economy.
Why this phenomenal growth and
consumption here in North Carolina?
First, the State is blessed with an
abundance of very good brick clays
and shales. According to industry en-gineers
all recognized specifications
for brick establish 3,000 pounds as a
minimum strength for the top grade.
Recent tests indicate that the aver-age
strength of North Carolina brick
to resist crushing is over 11,000
pounds, an excellent testimonial to the
quality of raw material available.
Perhaps equally important is the
fact that local brick manufacturers
have sufficient confidence in their
product and their future to create
facilities necessary to make the prod-uct
available in quantity and quality.
This is evidenced by the fact that
North Carolina has the largest con-centration
of modern tunnel kilns in
the Nation. The tunnel kiln is a prod-uct
of years of technical know-how
and is the most modern, most efficient
method of producing brick today.
Each tunnel kiln can produce from
30 to 75 thousand units daily.
Brick production today is a far
cry from what it was just a few years
ago. A visit to a typical plant reveals
how raw clays are blended into proper
proportions, extruded and cut to
proper size by automatic machinery,
loaded on kiln cars, dried and burned
to some 2,000 degrees Fahrenheit, and
cooled—all within a matter of 72
hours. Bricks are then packaged to
facilitate automatic loading and un-loading
of literally thousands of
bricks in a truckload.
Where and when are these bricks
used? One has only to drive through
modern residential subdivisions, to
observe the North Carolina landscape
being dotted with new, modern in-dustrial
buildings, to see our educa-tional
facilities being expanded, to
see the shopping centers, to observe
the many churches under construction.
The answer is obvious.
Also, it is not unusual to see older
residential buildings or older churches
being given a brand new look by ap-plication
of brick on the exterior as
a remodeling material. Not to be for-gotten
is the engineer's role in the
use of brick. In cases where the pub-lic
cannot actually see the use of
brick such as sanitation facilities,
utilities or structural system areas
where bricks are being used for its
strength in addition to its aesthetic
qualities.
The brick industry is keenly cogni-zant
of the fact that it must have
skilled craftsmen to put their product
in the wall and to insure that North
Carolina will always have an adequate
supply of brickmasons to handle this
tremendous output of brick. Conse-quently,
industry officials cooperate
with the State Department of Public
Instruction, Division of Trade and
Industrial Education, the Construc-tion
Apprentice Council of the Asso-ciated
General Contractors, and the
North Carolina Department of Labor
Division of Apprenticeship and Train-ing.
Young men with an aptitude for
bricklaying are encouraged and given
opportunities to pursue this trade and
become journeymen bricklayers in this
rewarding field.
While North Carolina is the brick
capital of the Nation, the existing
production facilities are capable of
higher production, and the brick in-dustry
intends to do just that!
10 ESC QUARTERLY
Because of the modern economical methods used in the pro-duction
of brick, the "in-the-wall" cost of brick in North Caro-lina
is as low, if not the lowest, as any place in the U. S
Brick in combination with steel rods (reinforced brick masonry)
was the suitable structural material selected by the engineer
in the design of this 80-foot diameter waste treatment plant
'blessed by an
abundance of
natural clay
and shale/7
When all brick construction is used in structures such as this
magnificent Hones Hosiery plant in Winston-Salem,, the local economy also gains because of the local material and labor used
Brick is used abundantly in home construction. Whether the
'ZV J* ,s ?on*em mon P°'<»Y. traditional, or modern, the one com! denominator is brick in varying designs and patterns.
When this street was widened, the use of reinforced brick
allowed the engineers to have an attractive brick finish retaining
wall that would harmonize with the residential neighborhood.
Brick placed on sand without mortar is not limited to the back- yard patio. Here the architect incorporated the same popular concept in a large terrace of an elementary school building
ESC QUARTERLY 11
wmmm
hhee quality of North Carolina clay
and shale is excellent for the manu-facture
of brick and clay products.
Producing approximately 10 percent
of the nation's brick supply, Tar Heel
manufacturers use shale for about 95
percent of their products, and often
blend shale with surface clay. This
material is trucked from its deposit
site to the plant where it is crushed
in primary and secondary crushers,
then screened through heated, 10-
mesh wire screens. The subsequent,
finely textured material is conveyed
to pub mills where water is added
and the material is thoroughly mixed.
^A vacuum is applied, extjAcfh
the raw materiaf|^ll|i|m
sjSggj^ij^s&s
In tlfoWatmqgi^
ed at gradually i ;g ten
K tuges- up |6 2Q04",di^ti|^M__
.,-'*' This is the- .process- whl^^ffffl^^
, --^ brick- ihj^jNstrotfg, '-and Ji'reproofciggf
'
•j^s^SMK^^uie~*z"is ; maintain^
gradually cooled as Uieyl *om#--fcom
the. kiln. When jeoflded, 4he£ are a
finished .product, . ready for delivery
12
M -3*3
ESC QUARTERLY
BOREN OFFERS OYER 600 COMBINATIONS
BY J. KENNETH THOMAS
"In 16 short years, from nothing
but a vacant lot to an industrial com-plex
stretching across Piedmont North
Carolina into South Carolina; ship-ping-
brick into 16 states; providing a
living for over 400 families; and
making eastern U. S. A. beautiful
and fireproof," is the exciting story
of Boren Clay Products, located at
Pleasant Garden just south of Greens-boro.
The amazing growth of this com-pany
came as another chapter in the
story of "North Carolina, the Brick
Capital of the Nation," a leadership
primarily due to a lucky break plus
Tar Heel initiative, according to Orton
A. Boren, President of Boren Clay
Products and its brick making affili-ates.
The luck, says the brick and tile
manufacturer, comes from the fact
that nature heavily endowed the
State with high-grade materials for
making quality clay products. Since
Tar Heels traditionally make the
most of their lot, they have capitalized
on these clays and shales to the
fullest. The availability of these raw
materials combined with the energy
and genius of Tar Heel brickmakers
has made them members of the num-ber
one brick manufacturing state in
the nation, with Boren and its sub-s
; diaries being1 the leading supplier of
brick in North Carolina. The organi-zation
h^s a capacity close to ?00 mil-lion
brick equivalents annually.
The present Boren group resulted
from consolidation with Kendrick
Brick and Tile of Charlotte and Mon-roe
in 1961, and the prior acqu; sition
of Broad River Brick Company, Gaff-ney,
South Carolina, in 1960. Another
Boren affiliate is the Rockingham
Block and Ready Mix Company in
Spray, N. C.
Architects and engineers have his-torically
favored "materials indigen-ous
to the region," especially when
such local building materials offer
advantages such as high quality at a
bargain. Tar Heel designers are said
to lead the nation in developing new
and ingenious ways to do things bet-ter
with brick. Who else, for example,
would have conce ; ved the very popu-lar
reinforced brick masonry swim-ming
pools?
Boren, like other Tar Heel manu-facturers,
has from its beginning con-curred
with the desire to provide a
variety of brick and clay products for
use by architects and engineers, en-joying
a reputation as "custom brick
makers" with over 600 combinations
varying according to size, shape, color,
and texture desired. Boren's hand-made
brick, manufactured much as
it was in the old days and noted for
its natural beauty, adds grace and
charm to many of the most beautiful
buildings on the Eastern Seaboard.
Boren also pioneered in the develop-ment
of factory-produced special
shapes made to exacting specifications,
recognizing early the need to facilitate
the work of architects and brick-masons.
In addition to supplying brick needs
of the State and the eastern portion
of the United States, Boren and its
subsidiaries have heavily emphasized
community affairs and service. Boren
employees are active in a w: de variety
of church and civic functions.
Every 42'/i minutes, 1000 brick emerge from the exit of one of the two modern tunnel
kilns shown above. During their 36-hour trip through the kilns, green brick were fired
as carefully as a cook bakes a cake to emerge with that true beauty that comes only
from brick. Many combinations of size, color, shape and texture are produced here.
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Shown above is one of the many machines that enable Boren to
provide a variety of shapes, styles, and colors in modern face brick.
The Company enjoys the reputation as a "customer brick maker."
It produces hand made brick, much as it was in the old days.
Native North Carolina materials are the key to beautiful Boren
brick. A front end loader blends Chatham County shale with Guilford
County shale to produce a distinctively North Carolina product.
Modern material handling equipment greatly facilitates operations.
ESC QUARTERLY 13
A 200 ACRE PURCHASE CONTAINED VAST AMOUNTS OF CLAY AND SHALE
From The Hanford Brick Company, Burlington, N. C.
Hanford Brick Company of Bur-lington
is a direct result of the ma-chine
age. Ed R. Hanford, Sr., and
brother J. W. Hanford were partners
in road and bridge construction
utilizing real horse power and drag
pans. But in 1927 it became evident
that 150 mules and many laborers
could not compete with powerful
earthmoving machinery which was
being developed.
When machinery moved in the de-mand
for mule power ceased.
Intending to retire their livestock,
the Hanford brothers purchased 200
acres of land several miles south of
the small community of Burlington.
They soon discovered that this 200
acres contained a vast amount of
shale and clays usually associated
with brick manufacture. With this
knowledge, and having a readily avail-able
supply of fuel from the timber
which covered much of their newly
acquired acreage, the Hanford
brothers purchased a non-operating
brick plant in Liberty, N. C. One-hundred
and fifty mules and a caravan
of wagons transported the disassembl-ed
plant to its present location in
Burlington in one day, a phenomenal
feat in those days and it was the
subject of discussion from local folks
for many weeks thereafter.
The spring of 1928 found the new
brick plant in full operation. Bricks
were manufactured from March
through September because the soft
bricks were air dried under open
sheds and freezing weather would not
permit year 'round production. Bricks
were fired by burning cord wood. To
cook one updraft type kiln containing
180,000 bricks required 100 cords of
wood. The total annual capacity of
the plant was then about 2.5 million
bricks.
Since then all the original equip-ment
has succumbed to the march of
progress. We continually search for
the best equipment obtainable to
manufacture brick. In 1930 the type
of brick available was number one
common. Price was $8.00 per thou-sand.
Delivery was by wagon and
there were 12 employees.
In 1931, two round-type kilns were
constructed, allowing brick to be
fired more uniformly throughout the
kiln and eliminating the soft salmon
brick which were always present in
the corners of the up-draft type kilns.
These new kilns were fired by coal,
another step toward a controllable
temperature which gave a more uni-formly
burned brick.
In the years that followed many
advances were made in brick manu-facture.
Hand loading gave way to
automatic loading with a winch type
loader, the first of its type to be used
in this area. Also of major importance
was the elimination of the old open
air drying sheds and the installation
of a new drying kiln which utilized
waste heat from the firing kilns. This
allowed brick to dry more quickly,
thereby tripling the total production
of the plant. The new vacuum de-airing
pugging process was added
which permitted the use of clays that
heretofore had not been used. Addi-tional
round kilns were constructed
to take care of the increased produc-tion.
These improvements permitted
brick manufacturing to continue
through 12 months instead of during
the warm months of the year.
By 1938 we were manufacturing
four types of bricks. The price per
thousand was $12.00. Delivery was in
small trucks, production seven mil-lion
bricks, and employees numbered
20.
In 1939, Hanford Brick Company
became incorporated and Edwin R.
and Edward R. Hanford, Jr., became
officers of the Corporation. These men
are the twin sons of the founder and
head the manufacturing team today.
During the war years, production
was curtailed.
Foreseeing the growth of North
Carolina's economy, plant manage-ment
in 1945 began replacing equip-ment,
expanding facilities, and con-centrating
on an intense program of
research in the field of better burn-ing
methods. Much time, hard work
and money was spent in an effort to
burn brick with the powdered coal
process. In theory, the idea was ex-cellent
but proved to be untenable in
practice. Although the idea was
dropped, the effort by the Company
proved again its forward thinking and
readiness to adopt new procedures.
In rapid succession, new experiments
in firing brick led Hanford Brick
Company to initiate the most drastic
experiments in the southeastern part
of the United States in the method of
firing brick. A coal shortage forced
the experiment to use fuel oil to fire
brick. This proved to be most success-ful.
The process shortened the firing
period, increased production, and
eliminated the many problems con-nected
with the use of coal.
Further experiments revealed a
revolutionary system of loading and
unloading brick from round kilns us-ing
a fork lift. This new machine
could load and unload the kiln at the
rate of 100,000 bricks per day. Pre-viously,
the job had required 11 men.
In 1952 Piedmont North Carolina
received its first natural gas line.
Again Hanford management took the
opportunity to better the brick burn-ing
process and remodeled its kilns
for natural gas firing, an experiment
which proved to be the most success-ful
method to date.
By 1952, Hanford Brick Company
manufactured four kinds of brick. De-livery
was being made by medium
trucks. Production was 10,000,000
bricks each year and we employed 30
people.
Nineteen-fifty-five marked the be-ginning
of another major expansion
program that to date has not lost its
momentum. Prior to his death in 1957,
E. R. Hanford, Sr., sanctioned his
company's ambition to move forward.
Foreseeing the greatest industrial
expansion that has taken place in
this country's history and with a
firm faith in the economy of North
Carolina, Hanford undertook its
greatest expansion program. From the
clay pits to brick storage yards, all
processes of the Company were mod-ernized
with the latest equipment
available, including many exclusive
improvements.
Today, from what was originally
200 acres of grazing and timber land,
there exists a modern tunnel-kilns
brick plant adjacent to the city limits
of Burlington and Graham. Hanford
Brick Company, Inc., is eagerly look-ing
forward to serving and growing
with the heart of Piedmont North
Carolina. We extend an invitation to
visitors to see our modern step-by-step
manufacturing process of brick,
the oldest man-made building product
known to man.
We produce more than 300 colors
and textures of brick today. Price per
thousand is $42.00. Delivery is made
in large pack hauler trucks. Produc-tion
capacity is 35,000,000 bricks
each year and we employ 75 people.
14 ESC QUARTERLY
The Moland-Drysdale Corporation
FACE BRICK -:- COMMON BRICK
North Carolina has just recently re-ceived
official recognition from the
U. S. Department of Commerce of its
status as the "Brick Capital of the
Nation." Western North Carolina has
made a substantial contribution to
North Carolina's outstanding record
in attaining this high level of produc-tion
of brick, putting Ohio into second
place. And in western North Carolina,
the Moland-Drysdale Corporation,
and brick are synonomous, and you
cannot talk brick without associating
it with the Moland-Drysdale Corpora-tion.
This Company was organized in
1923 by Bruce Drysdale who is still
the President of the Corporation. He
was formerly advertising manager of
John Lucas and Company, paint
manufacturers of Philadelphia, and
while on a business trip to western
North Carolina prior to 1923 fell in
love with the beautiful country and
foresaw a tremendous potential for
the clays of the area.
The first plant was established at
Etowah, North Carolina, with the
purchase of approximately 300 acres
of land. Many of the area's industrial
plants were built of brick made at
this Etowah operation. One example
is the large American Enka Corpora-tion
plant at Enka, N. C.
The Etowah operations included
11 round, down-draft kilns. These
kilns were operated until 1955.
In 1943, Drysdale bought the old
Fletcher Brick Company at Fletcher,
N. C, and operated round, down-draft
kilns at this location until 1951, at
which time the first modern tunnel
kiln was built for the Fletcher opera-tions.
The second tunnel kiln was con-structed
at the Fletcher Company in
1953 and the third tunnel kiln in
1955. At this time the Etowah opera-tions
were discontinued.
The decision to discontinue the
Etowah operations and to concen-trate
on the Fletcher operations was
based on three important factors: (1)
the availability of natural gas as a
firing fuel; (2) the close proximity
to a major highway, and (3) the
close proximity to a railroad. High-way
25, which is a major north-south
artery, and the railroad are directly
in front of the plant.
The fourth tunnel kiln was con-structed
in 1961. This gave the
Fletcher operations a capacity of 40
million bricks each year.
The Moland-Drysdale Corporation,
through its Fletcher operations, manu-facturers
approximately 25 different
shades and textures of brick. These
brick are shipped over the entire east-ern
part of the United States from
Massachusetts to Florida and from
Michigan to Louisiana.
There are approximately 100 em-ployees
in all the operations of the
Moland-Drysdale Corporation. It has
an annual payroll of approximately
$400,000. The manufacturing plant
(Fletcher operations) is located on
approximately 300 acres of land which
bears both buff and red clays.
The Moland-Drysdale Corporation
was one of the first companies to make
light-colored brick in the South. Over
the years the proportion of light-colored
brick to red brick has in-creased
until at the present time about
60 percent of the production of the
Fletcher plant is light-colored brick
and about 40 percent is red brick.
An ultra-modern office building in
Hendersonville houses the offices of
the M o 1 a n d-Drysdale Corporation.
In this office is a complete display of
the products made at its Fletcher op-walls
of the office are constructed of
brick of various kinds to give an
authentic "in-the-wall" sales appeal
to prospective customers.
Since the offices of the Moland-
Drysdale Corporation are located in
a highly popular resort area, there
are a large number of visitors annual-ly
from all parts of the country. Visi-tors
are not only well impressed with
the beauties and opportunities of
western North Carolina, but they also
become well aware that the Moland-
Drysdale Corporation plays a vital
role in the economy of this region
and will continue to play this role in
the years to come.
ESC QUARTERLY 15
MANUFACTURERS OF S H A L_E FA_CE AND C O t
big WKgaai i i-S"
INCORPORATED IN
19 9
Cunningham Brick Company was
founded in 1909 by two brothers, J. H.
Cunningham and C. D. Cunningham,
and their brother-in-law, W. H. Os-born,
all of Greensboro. The plant was
originally located in Greensboro, but
because of an insufficient supply of
suitable clay and shale in that area
the plant relocated at its present site,
about six miles southwest of Thomas-ville
in Davidson County. There an
abundant supply of pre-Cambrian
shale was found which, when blended
with local clay, forms the ideal ma-terial
for the manufacture of varied
colors and textured brick.
In 1925, the entire plant burned,
causing an estimated $100,000 loss to
buildings and equipment. Within a
year the firm had rebuilt and was
making brick from an entirely new
plant, costing in excess of $150,000.
After the loss from fire, the Company
decided that it should never take the
risk of another disaster from fire. The
new plant was constructed without a
single piece of wood or other type of
flammable material, and to this day
th ; s has continued to be the policy of
the Company in all its construction.
Prior to 1953, brick, were burned
in what was known as periodic or
"beehive" kilns. Approximately 75,000
unburned bricks were "set" in these
kilns, and using coal for fuel, were
hand-fired for about five days. Another
four or five days were required for
the brick to become cool enough for
handling.
Today the method of burning has
been entirely revolutionized. Brick,
ire burned by the most modern method
known to the industry. The tunnel
kiln process, which is automatic and
COM P/\NV
uses natural gas as a fuel, produces
a much better brick, more uniform in
size and color than heretofore pos-sible.
Cunningham Brick Company manu-factures
a wide variety of face brick
in size, texture and color. Although
most of their bricks are sold through-out
North Carolina, a great many are
shipped to such places as New York
City, Boston, Philadelphia, Washing-ton,
etc.
Sales offices are located in Greens-boro,
Winston-Salem, Salisbury and
at the home office in Thomasville. Of-ficers
of the Company are J. H. Cun-ningham,
founder and President;
R. M. Middleton, Vice-President and
General Manager; and Conald Beck,
Secretary and Treasurer.
Since the disasterous fire in 1925
which destroyed the plant, Cunning-ham
Brick Company has taken its
place in the economy of North Caro-lina.
Management of the company is
proud of its association in an industry
which has earned its number one rank-ing
in the United States.
ISENHOUR BRICK COMPANY LISTS
MANY FIRSTS IN 67-YEAR HISTORY
Isenhour Brick Company of Salis-bury
was established in 1896 by G. W.
Isenhour. At the turn of the century,
his four sons became active in the
industry. C. W. Isenhour remained
in Salisbury to manage the local
p] ant. In 1919 Lewis C. Isenhour es-tablished
Sa^ford Br; ck Company at
Sanford, N. C, and it is now one of
the largest brick companies in the
nation. G. M. and Rufus Isenhour
establishes! Yadkin Brick Company
around 1951.
Th°se plants are now being operated
by third generation Isenhours.
The Isenhour plants have been first
in many facets of the br^ck industry
in North Carolina. Around 1900 when
all plants in the State made brick
only during the summer months, the
Isenhour plant put in the first dryer
to permit all year 'round operations.
Around 1916, Yadkin Brick Com-pany
at New London, N. C, produced
the first face brick in the State. The
Company was the first in the State
to use round, periodic kilns to fire
coal instead of wood.
In 1937, Isenhour Brick Company,
Salisbury, built the first continuous
car tunnel kiln for the production of
brick in the Southeast.
In 1942, a new and improved type
of dryer-kiln combination was de-veloped
that made all other types of
continuous kilns obsolete. This type
of kiln is now in use all across the
country.
In 1949, Isenhour Brick Company
sponsored the organization of Taylor
Clay Products, a plant to make buff,
white, grey brick and tile in the State
by using refined fire clays from dis-tant
points and utilizing some of the
high grade minerals of North Caro-lina.
The combined production of Isen-hour
Brick Company and Taylor C^y
Products is approximately 80 million
bricks per year. These products are
marketed in all sections of the East
from Boston to Tampa, Florida.
Both plants employ approximately
200 persons, and the company con-tinues
to seek new and more efficient
manufacturing methods.
16
MODERN ASSEMBLY AT ISENHOUR
ESC QUARTERLY
HYDRAULIC LOADING FACILITATES DELIVERY
Pine Hall—- "The Mark Of Enduring Quality"
From The Pine Hall Brick & Tile Co., Winston-Salem, N. C.
With over half a century of experi-ence
in the field, the fine Hall brick
and Pipe Company supplies brick and
related clay products tor many types
of structures. From small beginnings
to the Company's present location on
Shorefair Drive in Winston-Salem,
Pine Hall Brick and Pipe Company
has continued to seek better ways of
serving customers with better pro-ducts.
Located in Pine Hall community a
few miles from Winston-Salem, plant
number one has fourteen round kilns
in operation daily. Plant number two,
a few miles north of plant number
one, produces vitrified clay pipe in a
variety of sizes. At the third plant,
near Madison, N. C, huge tunnel
kilns are in operation day and night,
producing brick around the clock. Pine
Hall's total production is over 650 tons
of clay products a day.
The Company's facilities at the
three manufacturing plants include
both round kilns and tunnel kilns.
The largest of these is the 365-foot
tunnel kiln with a capacity of 80,000
bricks a day. It was the first of its
size in the South. As the soft brick
travel through the kiln, they are
burned at temperatures exceeding
2,000 degrees Fahrenheit. This is the
process tnat makes brick hard, strong,
and fireproof.
North Carolina's wealth of natural
resources include large deposits of
fine clay and shale necessary for the
manufacture of brick and other clay
products, and Pine Hall's prospectors
locate these deposits after testing
various possible areas. When a min-ing
site has been selected, it is first
loosened by dynamite, and then shovel
and trucking crews go into action in
excavating and transporting the raw
material to the plants.
When a prospector takes samples
of clay and shale, samples are then
tested in Pine Hall's laboratory for
shrinkage, water absorption, strength,
and other characteristics. Keeping in
mind that the quality of basic raw
materials is essential for the quality
of the finished product, the research
department helps make certain that
the clay and shale to be mined will
be up to constant high standards. The
superior quality of Pine Hall products
is the result of combining top-grade
ingredients and flexible production
facilities with the skill and experience
of production employees and the tech-nical
know-how of our ceramic en-gineers.
Constant testing of products
by independent testing laboratories
further assures that all standards for
quality are regularly met.
Only brick combines so many quali-ties
into a single building material.
North Carolinians benefit as tax
payers and citizens because brick helps
make buildings attractive, permanent,
safer and more economical to main-tain.
Brick also offers the homeowner
a better investment through quality
construction that will remain sturdy
and attractive for generations.
This view shows the mining operation. Huge power shovels dig into
the deposits and fill the fleet of trucks which transport the clay and
shale to Pine Hall's manufacturing plants near by. Soil is previously
tested by company lab technicians for shrinkage, wager absorption,
strength and other characteristics suitable for brick manufacture.
From the blending mill, brick raw material is sent to the extruder
to be pressed out through a forming die. From this continual priable
column taut wires, shown at top of photo, cut the material into
bricks. Bricks then travel through kilns which bakes them hard,
strong and fireproof. In the ki'lns temperatures exceed 2000 F.
New electrically heated screens sift and sort the clay and shale in
Pine Hall's plant near Madison, N. C. Clay and shale are carefully
mixed and blended. The Company's two other plants are located
in the Winston-Salem area. Total production is over 650 tons
of clay products a day and kilns are in operation day and night.
A conveyor belt system speeds the newly formed brick to the work-ing
area where Pine Hall employees load them on rail cars for
movement to the kilns for burning. The largest kiln is a 365-foot
tunnel with a capacity of 80,000 bricks a day, the first of its size
in the South. Pine Hall facilities include both round and tunnel kilns.
ESC QUARTERLY 17
Clay pipe in use is not often seen,
as brick is, but is nonetheless impor-tant
to all of us. Imagine a city with-out
its clay "life lines." Underneath
lawns and streets Pine Hall vitrified
clay pipe works day and night to
keep communities clean and sanitary.
Because of its strength and durability,
vitrified clay pipe meets the exacting
specifications of all building codes and
public health authorities. Pine Hall
clay products include clay flue liners.
clay wall coping, drain pipe, well
pipe, flashing block, flue thimbles, clay
stove pipe, fire brick, and fire clay.
From Stanly Shale,
100,000 Bricks Daily
Bricks by the millions, by the hun-dreds
of millions, come streaming
from kilns all over North Carolina
each year. Nothing can beat the per-manent
qualities and beauty of brick,
and North Carolinians have discovered
this fact in a big way, from Murphy
to Manteo, as brick constructs homes,
factories, schools, churches, and even
fallout shelters.
With many designs and textures to
choose from and with a variety of
colors available, contractors and archi-tects
from all over the State have
specified brick in their designs and
construction. The result is that North
Carolina is now producing more bricks
than any other state in the Union.
Located almost in the center of the
brick capital is Stanly Shale Products
of Norwood. With two tunnel kilns
spouting out over 100,000 bricks daily,
this plant supplies many in-State
builders as well as to builders up and
down the Eastern Seaboard. Original-ly
built in 1920, the Company had sev-eral
owners before it was purchased
by Sanford Brick and Tile Company
of Sanford in 1949. At that time, with
60 men on the payroll and a daily
production of about 25,000 bricks, a
new expansion program was started.
Today, production is up to 100,000
bricks each day with only about 30
men on the payroll. This makes Stanly
Shale Products one of the most mod-ern
and efficient brick-making con-cerns
in the State.
The company is an "at-home" in-dustry,
having little or no importing
to do outside the State. Raw material
used is the abundant shale found on
the hillside behind the plant. The
finished product is a brick, clean, uni-form,
and durable, which has and will
continue to make vital contributions
to the growth and well-being of the
people of North Carolina.
PLANT AND FACILITIES OF STATESVILLE BRICK COMPANY, STATESVILLE, N. C.
Statesville Company Recounts Many
Changes In Brick Industry Since 1900
J. E. Rankin, Vice President
Looking back over more than 55
years of service to the building trade
is synonymous with the progress that
has taken place in the manufacturing
and distribution of brick at States-ville
Brick Company, as well as most
other brick manufacturers of North
Carolina.
During a good part of the early
1900's, machine-made brick were
made almost exclusively of clay ex-truded
and cut with an end cutter,
dried in open air sheds and fired in
what was considered at that time very
modern round down draft kilns. These
kilns, in the up-to-date plants of that
time, were replacing the old rectangu-lar
wood fired kiln that was com-pletely
rebuilt at each firing. The
outer walls, as well as the inside,
were made of unfired brick. Shortly
after the round down draft kiln came
the development of the waste heat
dryer, which made brick manufac-turing
year 'round business, plus
contributing a great deal to more
economical production.
About 1910, the side cutter had
been developed but the end cutter
was most generally used until the
1920's. De-airing was developed on the
brick machine in the early thirties to
help make a more mechanically per-fect
brick. Whereas, formerly most
plants made smooth common and
smooth select brick, more now started
making textured face brick as well.
Then in the late 1940's, as car tun-nel
kilns became perfected, a dryer
was developed which made it practical
to set brick from the brick machine
directly on the kiln cars and without
rehandling, first dry then fire them
on the same cars. This eliminated one
costly handling of the brick.
Along with the tunnel kiln in the
early 1950's came a trend to improve
the quality of brick by using two or
more clays and/or shales with sup-plementary
properties. Textured face
brick had increased tremendously per-centage
wise over the smooth common
brick and development of colors for
textured brick gave the consumer a
wide range of colors and textures to
select from; consequently, resulting
in the possibility of having several
blocks of houses made of brick with
each of them different, either in color,
texture or size.
After the war, with the tremendous
scarcity of building materials, the
concrete block was developed. This
product has made great inroads into
what had formerly been a common
brick market for commercial con-struction
and foundation market for
residential construction. E. R. Ran-kin,
president of Statesville Brick
Company, saw a great need for de-veloping
a large ceramic unit with
the good qualities of brick, and a
cheaper in-the-wall cost, that brick
manufacturers could use to compete
18 ESC QUARTERLY
and regain the lost back-up and par-tition
wall market.
We began experimenting in the
late 1940's with materials and meth-ods
of forming in an effort to arrive
at something to fill the gap. This
project was later taken over by Brick
and Tile Service and the work was
transferred to North Carolina State
College Engineering Experiment Sta-tion.
After several years of work it
was finally given up as it did not
appear practical, due to some of the
phases of processing.
Statesville Brick Company was
determined that a large hollow, light-weight
facing unit could be made,
and financed another project at North
Carolina State Engineering Experi-ment
Station. After several years of
disappointments, a breakthrough
finally came and it was then decided
to build a pilot plant and experiment
with full size machinery and kiln.
Proving the experiments carried on
in the laboratory on a full size scale
was successful, and work was begun
on designing a plant to manufacture
these units, which we call "Bricbloe."
After a lot of thought, discussion and
drafting, we came up with what we
though best suitable in the way of
machinery, dryer, kiln and layout to
do the job.
When the plant was finished and
in production there was not a hitch
in the process, and the first "Bricbloe"
produced were of excellent quality.
After the "Bricbloe" were in produc-tion,
some qualities showed up that
it was desirable to improve upon.
These improvements were made
through the cooperation of laboratory
and plant. Laboratory work still con-tinues
on investigations of possible
new raw materials, the development
of colors, etc.
To get a comparative figure of the
benefit of automation of today, our
production in the early years was
110,000 brick per week with 20 men
on the payroll, as compared with our
present production of 1,070,000 brick
per week with only 60 men.
Not only has a revolution taken
place in the manufacture of brick,
but also in their delivery. We, as
other small plants, in 1907 and for
a number of years thereafter, de-livered
brick in Statesville with
teams of mules and wagons. Several
of the larger plants of those days
were shipping brick over the state
by rail where there were no local
plants to serve the need.
In the early twenties, Fontaine
came out with a truck mounted body
that would handle 1,000 brick on a
pallet, and this was a great improve-ment.
All excess production above
local needs was then shipped by rail
until the mid thirties with the advent
(See STATESVILLE, Page 46)
ESC SURVEYS BRICK INDUSTRY WAGES
By Lonnie Dill, Bureau of Employment Security Research
North Carolina's expanding econ-omy
has provided a greatly increased
market for one of the State's smaller
industries. During 1962, the State's
brick production surpassed that of
Ohio to become the largest brick man-ufacturer
in the Nation.
The brick industry is not new in
North Carolina. Early settlers and
their slaves were employed in the in-dustry.
Nor has the basic process of
producing brick been changed for
thousands of years. Increased produc-tion
in North Carolina as well as in
other sections of the country has been
brought about by improved equipment
used by the industry.
Bricks have a low value-to-weight
ratio and are therefore seldom pro-duced
more than 200 miles from the
site where they are to be used. The
increased demand for brick in fac-tories,
office buildings, retail stores
and homes has provided the expanded
market for which North Carolina
brick manufacturing firms are pro-ducing
today.
Recently the Bureau of Employment
Security Research was requested to
conduct a wage survey for selected oc-cupations
in the industry. The request
came from one of the larger brick
companies and when completed, the
survey revealed that brick manufac-turing
firms are located in almost a
quarter of North Carolina's 100 coun-ties.
Only the Tidewater section of
the State is not represented. Most of
the brick manufacturing firms in
North Carolina employ fewer than 50
workers and brick makers in the State
seldom employ more than 100 persons.
The establishments selected to be
covered in the study included all North
Carolina firms employing 20 or more
workers who were primarily engaged
in the manufacture of brick and struc-tural
clay tile as defined in the 1957
edition of the Standard Industrial
Classification Manual. Only one firm
meeting these requirements declined
to cooperate in the survey. Another
firm paid wages so similar to those
(See WAGE SURVEY, Page 46)
BRICK AND STRUCTURAL CLAY TILE INDUSTRY
OCCUPATION WAGE SURVEY
February, 1963
br^
b
««rt
m
,t
ntS
f
inCl
?
de
i
d ln
.
M
hlS™ rVey Sre Primarily engaged in manufacturing
J f-jIaIstructural clay tile. The sample was limited to manufacturing firms
identified by Standard Industrial Classification Code Number 3251
Statewide Total Surveyed Coverage-Per Cent
Establishments 34 Establishments 29 Employment Establishments 85.3 2,109 Employment 1,970 Employment 93.4
STATE SUMMARY OF STRAIGHT-TIME HOURLY PAY RATES
FOR EXPERIENCED WORKERS
,
Number Most Prevalent Wage Average of Maximum
Job Title w °l ^ ate JtHn^" M<>st Preval- Wage Rate
7= Workers From To_ ent Wage Paid
Clay Grinder
Kiln Drawer (Periodic Kiln)
Kiln Fireman (Periodic Kiln)
Kiln Fireman (Tunnel Kiln)
Kiln Placer (Tunnel Kiln)
Kiln Setter (Periodic Kiln)
Kiln Unloader (Tunnel Kiln)
Maintenance Man,
General Utility
Offbearer
Pugmill Man
Hand Trucker
Power Trucker (Forklift)
, Training rates and premium payments for overtime, holidays.'Thift differentials an/'al,,! bonuses are excluded. Incentive earnings and cost-of-living bonuses are included
j^b
S
occu
e
r
V
s
a rangeS averaees al'e weighted in terms of the number of firms in which the
STRAIGHT-TIME HOURLY PAY RATES FOR SELECTED ENTRY JOBS
87 $1.10 $1.64 $1.31 $2.00
89 1.15 1.55 1.29 1.64
36 1.15 1.64 1.34 1.64
159 1.20 1.80 1.38 2.20
121 1.15 1.60 1.31 2.20
66 1.25 1.90 1.45 2.17
312 1.15 2.00 1.41 2.19
126 1.15 2.22 1.55 2.95
245 1.10 2.04 1.39 2.51
58 1.15 2.00 1.40 2.00
57 1.00 2.17 1.25 2.17
90 1.10 1.69 1.32 2.00
Job Title
Clay Grinder (Trainee) $ .90
Kiln Fireman, Tunnel Kiln
(Trainee) 1.00
Maintenance Man (Trainee) 1.00
Offbearer (Trainee) .90
Pugmill Man (Trainee) 1.00
Most Prevalent Wage Rate
From To
$1.33
1.45
1.36
1.28
1.29
Average of Most
Prevalent Wage Rate
$1.14
1.20
1.20
1.15
1.17
ESC QUARTERLY 19
NORTH CAROLINA BRICK AND STRUCTURAL CLAY TILE MANUFACTURES
Taken from Employer's Quarterly Reports
ALAMANCE COUNTY
Hanford Brick Co Burlington
CHATHAM COUNTY
Pine Hall-Pomona Corp Gulf
Sanford Brick Corp • • ^n[t
Cherokee Brick Co Moncure
CLEVELAND COUNTY
C T. Bennett Kings Mountain
Costic Brick Co KinSs Mountain
CUMBERLAND COUNTY
Ideal Brick Co., Inc Linden
DAVIDSON COUNTY
Cunningham Brick Co Thomasville
DUHHAM COUNTY
Triangle Brick Co., Inc Durham
Borden Brick Tile Co Durham
FORSYTH COUNTY
Piedmont Brick Co Winston-Salem
GASTON COUNTY
Kendrick Brick & Tile ... Mt. Holly
GUILFORD COUNTY
Borden Clay Products Co Pleasant Garden
Pine Hall-Pomona Corp Greensboro
HALIFAX COUNTY
Nash Brick Co., Inc Rocky Mount
HARNETT COUNTY
Norwood Brick Co Lillington
J. A. Senter Brick Co Lillington
HENDERSON COUNTY
The Fletcher Brick Co Hendersonville
LEE COUNTY
Borden Brick Tile Co Sanford
Lee Brick Tile Co., Inc Sanford
Sanford Brick Corp Colon
MECKLENBURG COUNTY
Kendrick Brick & Tile Co. . Charlotte
MONTGOMERY COUNTY
Mt. Gilead Brick Co Mt. Gilead
ROCKINGHAM COUNTY
Webster Brick Co., Inc Roanoke Va.
Pine Hall-Pomona Corp Madison
ROWAN COUNTY
Isenhour Brick & Tile Salisbury
Taylor Clay Prod. Co " Salisbury
SAMPSON COUNTY
Sampson Brick Co., Inc Roseboro
Patterson Brick Co Roseboro
STANLY COUNTY
Yadkin Brick Yards, Inc New London
Sanford Brick Corp Norwood
STOKES COUNTY
Pine Hall-Pomona Crop Walnut Cove
UNION COUNTY
Kendrick Brick Tile Co. . .
Monroe
WAKE COUNTY
Cherokee Brick Co., Inc Raleigh
WAYNE COUNTY
Borden Brick Tile Co Goldsboro
NORTH CAROLINA CONCRETE AND BLOCK PRODUCTS MANUFACTURERS
Taken from Employer's Quarterly Reports
ALAMANCE COUNTY
King Brick & Pipe Co Burlington
ANSON COUNTY
Harwards Block & Tile Wadesboro
BRUNSWICK COUNTY
Centry Corporation Southport
BUNCOMBE COUNTY
Concrete Products Co Asheville
Asheville Concrete Mat Asheville
CABARRUS COUNTY
Triece Concrete Co. Inc Kannapolis
CALDWELL COUNTY
Caldwell Cinder Block Hudson
CARTERET COUNTY
Morehead Block Tile Co Morehead City
CATAWBA COUNTY
Catawba Dunbrik Co. Inc Hickory
Austin Setzer Block Co Newton
CLEVELAND COUNTY
Shelby Concrete Prod Shelby
Fred J. Wright & Son Kings Mountain
COLUMBUS COUNTY
Grainger Block Co., Inc Tabor City
CRAVEN COUNTY
Stevenson Brick Co., Inc New Bern
CUMBERLAND COUNTY
Cape Fear Concrete Prod < Fayetteville
Fay Block Co Fayetteville
Cape Fear Block Co. Inc Fayetteville
DAVIDSON COUNTY
Craver Building Block . . .... Lexington
DUPLIN COUNTY
Carolina Millwork Warsaw
DURHAM COUNTY
Carolina Block Co Durham
H. O. Concrete Block Co Durham
Adams Concrete Prdt Durham
EDGECOMBE COUNTY
Tarboro Concrete Bldg Tarboro
Southern Concrete Prod Rocky Mount
Car. Concr. Block Works Rocky Mount
Superior Concrete Wks Tarboro
FORSYTH COUNTY
Leonards Brick & Cone Winston-Salem
Motsingers Block Plant Winston-Salem
Dixie Concrete Product Winston-Salem
GASTON COUNTY
Concrete Products Cherryville
Dixon Block Co., Inc Belmont
GUILFORD COUNTY
Car. Quality Block Co Greensboro
Structural Concr. Prod Greensboro
HALIFAX COUNTY
Thompson Concr. Prod Roanoke Rapids
HAYWOOD COUNTY
Canton Block & Pipe Co Canton
HENDERSON COUNTY
Gilbert Concrete Prdts. .
Hendersonville
HYDE COUNTY
Jarvis Concrete Prod Engelhard
IREDELL COUNTY
Moose Concrete Product Statesville
Ostwalt Norwalk Vault J/ "-?,"
Superior Masonry Co Statesville
JOHNSTON COUNTY
Dixie Block Co - .___; LENOIR COUNTY
Smith Concrete Pdts „„,„,,, MACON COUNTY
W. A. Hays Franklin
MARTIN COUNTY
Robersonville
Four Oaks
. . .Kinston
Robersonville Ice
• -^KLENBURG COUNTY
Charlotte Block, Inc Char otte
Superior Block Co Inc
Char otte Autry Concrete Prdts. ..._ ^^ ....Charlotte
Lynches Concrete B^^^ -^^
Dixie Concrete Prod w! Ston Quality Concrete P^
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OCLC number | 26477199 |