y report of the ,<°: c x \ $ "The Department of Commerce is making the right approach in providing informa- tion and inspiration for updating plants. This is free enterprise at work." Walter Parenge, President Michigan Chamber of Commerce WESTERN MICHIGAN CONFERENCE ON INDUSTRIAL MODERNIZATION OCTOBER 1, 1964 Sponsored by GREATER GRAND RAPIDS CHAMRER OF COMMERi MICHIGAN STATE CHAMRER OF COMMERCE FURNITURE MANUFACTURERS ASSOCIATION and the U.S. DEPARTMENT OF COMMERCE Business and Defense Services Administration SPONSORS Greater Grand Rapids Chamber of Commerce Federal Square Building Grand Rapids, Michigan 49502 Michigan State Chamber of Commerce Michigan Theater Arcade Building 215 South Washington Avenue Lansing, Michigan 48933 Furniture Manufacturers Association 103 Pearl, N. W. Grand Rapids, Michigan 49502 Business and Defense Services Administration, U.S. Department of Commerce Washington, D.C. ( Field Office, 445 Federal Building, Detroit, Michigan 48226 ) WITH THE ASSISTANCE OF American Society of Tool and Manufacturing Engineers Associated General Contractors of America Area Redevelopment Administration, U.S. Department of Commerce Detroit Foundrymen's Association The Floor Covering Industry Association Independent Accountants Association of Michigan Lions Club of Michigan Michigan Aeronautics and Space Administration Michigan Brewers Association Michigan Cartagemen's Association Michigan Electric Industry Association National Association of Engineering Companies Small Business Administration Society of Diecasting Engineers Tool and Die Association . . . and the Chambers of Commerce of Battle Creek Kalamazoo Cadillac Lansing Holland Muskegon Jackson Traverse City EXHIBITORS Michigan Concrete Products Association Associated General Contractors of America, Inc., Michigan Chapter American Society of Quality Control American Society of Tool and Manufacturing Engi ineers Michigan Association of Certified Public Accountants Michigan Society of Professional Engi- neers—Western Michigan Chapter Michigan Society of Architects — Grand Valley Chapter Michigan Bell Telephone Company Consumers Power Company Michigan Consolidated Gas Company Michigan National Bank Old Kent Bank & Trust Company Union Bank & Trust Company S. M. Dix & Associates, Inc. Monroe International, Inc. Western Girl, Inc. International Business Machine Friden Incorporated Haven-Busch Company Northern Air Service Steelcase, Inc. Rapids-Standard Company, Inc. General Technical Services, Inc. University of Michigan Michigan State University U.S. DEPARTMENT OF COMMERCE Business and Defense Services Administration washington, d.c. 20230 OFFICE OF THE ADMINISTRATOR FOREWORD A continuous quest for greater productivity and therefore more profits is in the national interest. Achievement of national goals depends on a vigorous and strong industrial economy. The bases of an aggressive industrial establish- ment are modern machinery, dynamic leadership, and flexible procedures. Our competitive, private free enterprise system has built the most successful economy man has ever known. Yet, in the past fifteen years or so others, developing large contiguous markets and new technology, have become our successful competitors, largely because their equipment was newer and their methods less orthodox. This successful conference, summarized in the following pages, is one way in which private enterprise and Govern- ment can work together. We want to be sure that U. S. technology, U. S. productivity, and U. S. ingenuity stay out front. Academicians, businessmen, trade associations and Government alike benefit from a sound and expanding economy. Removing the roadblocks to business expansion is Government's job. Business must do the rest. GeoE^e Donat Administrator THE WESTERN MICHIGAN CONFERENCE ON INDUSTRIAL MODERNIZATION Pantlind Hotel MORNING SESSION 9:00 A.M. - Ballroom PRESIDING Carl Morgenstern, President Greater Grand Rapids Chamber cf Commerce GREETINGS Chris H. Sonneveldt, Mayor, Grand Rapids, Michigan MODERNIZATION: KEY TO NEW MARKETS George Donat, Administrator Business and Defense Services Administration U.S. Department of Commerce Washington, D.C. "HOW MODERN ARE WE?" Anson Hedgecock, General Executive Divisions Consumers Power Company Jackson, Michigan CASE STUDIES IN MODERNIZATION Gordon E. Reynolds, Executive Vice President Sealed Power Corporation Muskegon, Michigan Robert A. Gollhardt Vice President and Assistant General Manager Instrument Division Lear Siegler, Inc. Grand Rapids, Michigan CONSULTATION PERIOD 11:00 A.M. - Kent State Room Representatives of organizations, offering services available in Western Michigan to aid modernization planning. LUNCHEON 12:00 Noon - Ballroom PRESIDING Walter F. Patenge, President Michigan State Chamber of Commerce "AID AND COMPETITIVE CHALLENGES IN WORLD MARKETS" William S. Gaud, Deputy Administrator Agency for International Development U.S. Department of State Washington, D.C. AFTERNOON SESSION "HOW-TO" WORKSHOPS 2:00 P.M. - 4:00 P.M. Workshop on MANAGEMENT AND INVESTMENT ANALYSIS James Ver Meulen, President American Seating Company Grand Rapids, Michigan Workshop on MARKETING AND SALES H. B. Roberts, Jr. International Sales Manager The Upjohn Company Kalamazoo, Michigan Workshop on PLANT AND EOUIPMENT Wendell C. Davis, President Steelcase, Inc. Grand Rapids, Michigan CARL H. MORGENSTERN - INTRODUCTION The Greater Grand Rapids Chamber of Commerce is proud to be a sponsor of this meeting along with the Furniture Manufacturers Association of Grand Rapids and the State Chamber of Commerce. The major objective of this conference is to stimulate top management of industry to think in terms of beating competition in domestic and foreign markets. Emphasis today should be on modernization of plant equipment, sharpening marketing and management techniques and effective use of local services and resources for improving efficiency and profits, so that Western Michigan firms may successfully compete in the markets of the world. Our hope for this conference is that you may carry with you enthusiasm and determination to modernize not only your plant and equipment, but your entire approach to management's quest for profitable operations. The sponsors have assembled outstanding leaders in industry in Western Michigan to give you the benefit of their experience and to discuss your company's problems as you plan for world-wide competition. C. H. SONNEVELDT, MAYOR We are extremely proud to have this Conference in Grand Rapids... Our community can only move ahead as its industry moves ahead, and in order to make this a progressive, forward-moving city this type of Conference is extremely important. GEORGE DONAT - "MODERNIZATION --KEY TO MORE PROFIT" ' 4 ■ ' ! i Mi ' f . 'mm l PR , % % PRICE STABILITY AND THE STEADY GROWTH OF OUR ECONOMY PROVIDE A FOUNDATION FOR MODERNIZATION. IT CAN INCREASE PROFITS AND PRODUCTIVITY. On behalf of Secretary Hodges, I extend our hopes that you will leave this con- ference better able to overcome profit- ably, the challenges of domestic and international competition. Increased productivity is needed to reduce unem- ployment. It can also help reduce prices and increase profits. The recent income tax cut will be a source of profits, and thereby funds for modernization. These tax savings combined with the 77o investment tax credit and the liberalized deprecia- tion schedule will permit much larger investments in new plant and equipment. Nationally, it is estimated that last year's 5% increase in such investments will be more than doubled this year, because of the greater funds available for investment. At the same time we have maintained price stability while other nations have experienced inflation, so our products are now even more competitive around the world. The steady economic expansion of the past 44 months improves the climate for modernization, which leads to these keys to greater profits: 1. Higher levels of operation reduce unit costs. 2. New plant and equipment are more efficient. 3. Expanded capacity permits expanded marketing. 4. The attractice export market becomes more accessible. 5. Competitors don't outstrip you. These savings permit lower prices which increase demand. The increased profits, which are $12 billion greater this year than in 1961 when this expansion started, stimulate even greater growth and prosperity. A major reason why we are not modern and productive enough is that our machine tools are dulled with age and used by antiquated methods. In competition with foreign firms for world markets we find that others have a much younger average age for their machine tools. This competi- tion is important for us because of our need to expand exports and to modernize to preserve our domestic markets. The Department of Commerce and Small Business Administration are here to try to speed this modernization process. Our Field Offices can be particularly useful as liaison with Washington offices such as BDSA for business service and liaison with other Government agencies, BIC for helping on exports, the Census Bureau for reports, studies and statis- tical data, and the Office of Technical Services for scientific and tech- nical information. W. A. HEDGE COCK - "HOW MODERN ARE WE?" MICHIGAN IS A WORLD PRODUCTION LEADER. LET'S KEEP IT THAT WAY. How modern are we? We here in Michigan are doing pretty well in this modern world. In fact, this state and this area represent complexities of economic strength greater than that of all but a very few foreign countries. But we need to examine how we can improve in a number of areas; our transportation system; distribution system; plants; machines; marketing and sales activity; financing; management; and training of supervisors and employees. Technology changes so rapidly now, that a man's knowledge of his own field quickly becomes obsolete. Government, men, machines, plants, management, marketing, financing, accounting and many other activities need continual updating to meet today's challenges. Today our toughest competitors do not necessarily have an edge on us because they pay lower wages. Wage gaps--both at home and abroad--are closing and will continue to close. But in the meantime, industries overseas are building new plants, buying new machines and applying more up-to-date management theories. G. E. REYNOLDS - "MODERNIZATION AT SEALED POWER CORPORATION" A MODERNIZATION PROGRAM IS NOT ONE THAT WE ADOPT, CARRY OUT, AND THEN CONSIDER OUR TASK COMPLETED. INSTEAD, IT IS AN EVER -CONTINUING PROJECT, FOR THERE IS ALWAYS A BETTER WAY. MANAGEMENT'S JOB IS TO SEEK IMPROVEMENTS CONSTANTLY. Our highly successful middle- size com- pany enjoyed a fine reputation for prod- uct quality, service, and profit posi- tion in a highly competitive industry. However, when the company was reorga- nized following loss of top management personnel through retirements and nor- mal attrition, a critical appraisal and analysis of the company's position revealed cause for concern. The follow- ing steps were taken: 1. Funds for working capital were acquired through public stock offer- ing which widened ownership and gave the closely held stock a market that permitted former owners marketability for their equity. The company's name and products now are better known, and the stockholders show greater inter- est in corporate affairs. 2. A new labor contract was negotiated, strengthening management's effective control of the work force and labor costs, and changing methods of pay. Considerable time and effort was required both to inform the union and employees of the threats to the company's continued success and to adjust union and management's attitudes and relationships. 3. Through research and development, products were improved and exist- ing product lines supplemented with companion products, strengthening our position in the industry. 4. Services rendered original equipment buyers were improved follow- ing a marketing analysis, and new distribution needs in the replacement markets were met. Export sales efforts were intensified to meet the strong threats from foreign suppliers. 5. A manufacturing program for foreign markets was adopted as a part of the effort to increase export sales; this included the establishment of a piston ring plant in Mexico. 6. Facilities were modernized, forcing us to bolster manufacturing engineering staff in order to achieve our objectives in this area. In the past 5 years new additions to plant and equipment totaled $12 million against a net worth of only $15.5 million at the beginning of the period. The effect of this program was striking. Sales volume increased 607«. Operating margins improved, and an annual cash flow increased 1507 o . Net worth increased by 507 o . As the program points up, a modernization program to be beneficial should utilize all the resources available to management and should be directed to improvement of every facet of the industrial operations. Modernization solely for its own sake has no merit. Each segment of the program must directly benefit the future operation of the company. ROBERT A. GOLLHARDT - "MODERNIZATION AT INSTRUMENT DIVISION OF LEAR-SIEGLER " THE ESSENCE OF MODERN MANAGEMENT IS THE VISION, COURAGE, AND CAPABILITY TO RISK AND EXPLOIT THE NEW AND BETTER TO BEAT THE COMPETITION. Our company, as a manufacturer of a broad line of precision instruments, must stay in the forefront of scientific advance. This applies to our engineers, scientists, mathematicians, and production people, because our product is not research but hardware that embodies research. It may surprise you to know that we buy many of our parts locally because the small busi- ness suppliers are better able to produce these items than we are. I will discuss industrial modernization from four angles: 1. Production line and physical plant - Consulting services, customers, equipment suppliers, investors and others can be sources of helpful infor- mation on applying modern technology. We learned as we progressed, and we worked closely with our builder when we replaced our old seven-story plant with a new modern facility eliminating the inefficiencies and wasteful dis- tances of the old one. Our original design for the plant, formed after a brief period of analysis and planning, was revised to allow for expansion. We learned, for example, that installing air conditioning saved on pro- duction rejects. The final move to the new plant was planned with the morale of the employees as well as savings in mind. 2. Machines and equipment - Technologies in our line develop so fast that we have to acquire new machines frequently and our general purpose machines have to be kept modern. Selecting the best machine requires criti- cal, evaluation of many alternatives. One machine we purchased cost $250,000 and paid for itself within a year. This may sound expensive, but a manu- facturer who purchased the same kind of machine with borrowed capital two years ago now has five which are so efficient that he is driving conventional producers of similar parts out of business. 3. Computers - It is impossible to talk about industrial modernization without recognizing the importance of computers. We are using four digital computer systems for engineering, operational, and managerial functions. We believe in renting, because we need the most modern and advanced systems. We have an automated record keeper or calculating device. We use computers for analysis so that we can get more information and circulate more widely, and thus help us to understand and control operations far more precisely. We use computers for developing the optimum combination of performance reliability and cost, and to assist in management decision making by pro- viding more relevent and useful information on purchases, sales efforts, and product development budgets. 4. Management - Modernization requires management to apply old rules to new problems. Define the task. Break it into distinct and interlocking segments. Select good men for each segment. Inspire each man to do his best. WALTER F. PATENGE It is my privilege to be here as President of the Michigan State Chamber of Commerce. We believe firmly that industrial modernization is essential as a continuing program of all industry in order to remain competitive and to grow. We have long since passed the stage where we can remain static in machinery and equipment.. New methods, new processes, and new machinery are being developed most rapidly. The State Chamber is happy to serve as a cosponsor because we believe that the Department of Commerce is making the right approach in pro- viding information and inspiration for updating plants. This conference encourages people to use their initiative and imagination in improving business conditions, thereby improving the job opportunities in the nation. WILLIAM S. GAUD - "THE ROLE OF U. S. FOREIGN AID IN U. S. MODERNIZATION' OUR AID PROMOTES EXPORTS AND OPENS NEW MARKETS, WHICH YOU CAN EXPLOIT, IF YOU ARE AGGRESSIVE AND COMPETITIVE. ABOUT 85% OF ALL AID FUNDS ARE SPENT IN THE U. S. As President Kennedy said, "We live in an untidy world," but we grapple with it to build a world of free nations out of the chaos left by World War II and de- sired by the Communists. Our early programs provide us a measure of the economic and military success of our aid. In Greece and Turkey we have strong trading partners where earlier we had Communist insurrection and threat of conquest. Our aid to Yugoslavia stopped the Yugoslav support of Communist guerrillas and permitted the Greeks to live in peace. Our aid to Western Europe turned the tide against the Communists and then formed the basis for the Europeans helping the rest of the world. Now, the Europeans pro- vide two-thirds of the aid to Africa. The Europeans plus Japan and Canada provide $2 to every $3 of our aid to the rest of the world. Even in the less developed countries currently receiving our aid, local sources provide about $7 for every $1 we provide. Furthermore, most of our funds are provided in loans which are repayable in dollars. Fourteen of these countries are close to self-help and others are making strong progress. Not one of the 51 countries created since World War II has gone Communist . Our aid in malaria control permitted Guatemala to increase agricultural productivity by 60 times and permitted the Philippines to open entirely undeveloped forest areas. Now let me show how in the last year this aid helped our domestic industry and how it supports U. S. industrial modernization: 1. These aid funds provide over 400,000 jobs. 2. About $1,000,000 worth of military equipment is financed. 3. About $450,000,000 is spent on technical assistance contracts with colleges and consulting firms. -~i 4. Out of total U.S. exports aid financed: 31% worth $157 million of iron and steel 37% worth $49 million of railway equipment 46% worth $97 million of fertilizer $310 million of machinery and $83 million of motor vehicles. Anyway one looks at it, our aid means a lot of business today. Generally it acts as seed capital which can be followed by U.S. private sales. Private Indian purchases of railway locomotives have changed from the United Kingdom to the United States. Japan now buys half a billion dollars worth of our grains and we have a $1 billion surplus of exports over imports from Japan. Western Europe gives us a two billion dollar surplus in trade. In Israel our private exports grew from $85 million in 1958 to $235 million in 1963. These figures prove that our aid program provides a strong stimulus and market for U.S. exports, when our industry is modern and efficient. They demonstrate that our aid is constantly shifting as it succeeds in getting recipients onto their financial feet. They illustrate what we all know -- that our aid is a major weapon of free world economic and military strength against poverty, ignorance, disease and hunger. They demonstrate what we may not have realized—that our aid promotes exports and opens new markets which you can exploit, if you are competitive and aggressive. JAMES M. VERMEULEN - "MANAGEMENT AND INVESTMENT ANALYSIS" DYNAMIC MODERN MANAGEMENT IS IN THE FOREFRONT FOR ALL BUSINESSES, LARGE AND SMALL, MORE THAN EVER BEFORE... AS BUSINESS GOES WORLDWIDE OR EXPANDS, THE JOB OF MANAGING BECOMES INCREASING- LY COMPLEX. To modernize, an organization must establish its goals and appraise its ability to achieve them. The goals cover profits, sales, research, manu- facturing, and other areas. To get to these goals we must know: Who has authority and responsibility? Do departments communicate and coordinate? Can our people do the job? Are they trained in current methods? The ten best run companies demonstrate the importance of: 1. Adequate capital — sources can be banks, joint venture, sale of stock, insurance companies, leasing, profits, and Government. Within the Government the Small Business Administration program is broad and designed to meet many differing needs. Financial data to support the granting of loans is essential to obtain capital from any of these sources. In addition to balance sheets and income statements, projections of cash flow and other indications of capacity to repay will be required. The "Return on Invest- ment" approach covers both long term investments and equipment needed for special orders. Capital expenditures evaluation requires description of project, its need, completion date, estimated cost, savings, and other advantages. Costs of equipment needed to fill a special order are billed into cost estimate for that order. 2. Decentralized corporate structure—managers must know that their progress depends upon their record and that they have adequate authority; then they can be judged on results. 3. Communications --if a corporation is to overcome the problems of change, its communications must increase at a faster rate than the company's growth. Methods for stepping up media of information are: a. Area staff meetings. b. Newsletters. c. Letters to homes. d. Management group idea - group problem solving. 4. Active training program— to keep older managers on toes and assure new managers opportunity to move up. Continuing management training programs groom today's executives and prepare middle managers to be executives in the next decade. They cover: a. Speed of technological change. b. Computers. c. Management controls such as Economic Production Quantity (EPQ) , Critical Path Method (CPM) , Program Evaluation Review Technique (PERT), and Economic Order Quantity (EOQ) . d. Distribution and marketing techniques. e. Tax law changes. f. Broadened means of obtaining capital. g. Changed foreign trade situation. Training techniques include: Reading, technical association membership, seminar attendance, education- al courses, and consultants. 5. Adequate compensation program to retain good people and assure continuity. The plan covers salaries, bonuses, profit sharing, fringe benefits and stock options. 6. Willingness to risk money on new development. H. B. ROBERTS - "MARKETING AND SALES MODERNIZATION" A BUSINESS ENTERPRISE IS DESIGNED FOR PROFIT; OTHERWISE, IT HAS NO REASON FOR EXISTENCE. THE PROFIT MOTIVE SHOULD BE COMPLETELY UNDERSTOOD BY THE ENTIRE ORGANIZATION. Marketing includes variations of geography as well as product. While my emphasis is on exports, the principles apply across the board. Marketing for a product either for export or domestic sales must cover questions such as: 1. Is the product unique? Is it protected by a patent on the pro- duct or process? 2. Is the market potential sufficiently investigated and appraised? 3. Is the source of supply adequately under control so that risk of suppliers becoming competitors is minimized? 4. Is the distribution planned to assure that the market potential will be reached? 5. Are you using the key to a successful selling organization -- adequately trained supervisors? (This item is listed at this point rather than first because the preceding items are essential before the selling organization can be effectively utilized.) 6. Is your promotional mix properly balanced? Professional experi- ence is essential, otherwise profits are washed out by expenses unwisely incurred . WENDELL C. DAVIS - "PLANT AND EQUIPMENT MODERNIZATION" MODERNIZATION OF PLANT AND EQUIPMENT HAS BEEN INDISPENSABLE IN MAKING IT POSSIBLE TO EXPAND PRODUCTION. In the early 1950's, our company pioneered in introducing daring changes in the design of office furniture, pro- ducing modular sizes in different colors and with flexibility of use or function, thereby creating a new market. Our three multistoried plants several blocks apart were inadequate and inefficient to meet the new demand. We decided to build a new plant, which was finished in 1957. Among our con- siderations which determined the design of the building were: 1. Production goals. 2. Manufacturing complexities caused by the large product line and the need to ship a complete order at one time. 3. The need for flexibility so that new products, equipment, and processes could be accommodated. 4. Provision for future expansion. The new plant, one-quarter of a mile long, has a manufacturing area of 1,077,000 sq. ft. Its straight-line production line converts coil steel at one end into finished products packaged ready for shipping at the other end. To retain leadership in the industry and to reduce costs, we have continued a program of machinery evaluation started when we moved to the new plant only that machinery which was not obsolete. The following machines paid for themselves in the time indicated: Electronic measurer and sprayer - 3 years Automatic presses - 2\ years Tube mill - 1 year Top welder - 1 year Spot welder for file drawers - 2 years Cabinet conveyor - 1 year Our modernization program has paid off. It has enabled us to: 1. Produce a higher quality product competitively priced. 2. Handle large contracts without interfering with normal orders 3. Double sales since 1958. 4. Move from fourth to first place in the industry. 5. Maintain profits. 6. Increase the work force by 507o. 7. Continue expansion. Additional copies and further information can be obtained from U.S. Department of Commerce Field Office 445 Federal Building Detroit, Michigan 48226 This Office exists to serve you. In addition to assisting and promoting industrial modernization, this Office is responsible for helping foster, promote and develop our foreign and domestic commerce . U. S. DEPARTMENT OF COMMERCE FIELD OFFICES PROVIDE READY ACCESS TO COMMERCE SERVICES • The Department of Commerce maintains Field Offices in the cities listed below for the purpose of providing ready access to the reports, publications, and services of the Business and Defense Services Administration, Bureau of International Commerce, Office of Technical Services, Office of Business Economics, and the Bureau of the Census. Information on activities of the National Bureau of Stand- ards, Patent Office, and the Area Redevelopment Administration are also available. • Experienced personnel will gladly assist in the solution of specific problems, explain the scope and meaning of regulations administered by the Department, and provide practical assistance in the broad field of domestic and foreign commerce. Field offices act as official sales agents of the Superintendent of Documents and stock a wide range of official Government publications relating to business. Each of- fice maintains an extensive business reference library containing periodicals, directories, publications, and reports from official as well as private sources. • Approximately 550 Chambers of Commerce, Manufacturers Associations, and similar business groups are official Cooperative Offices of the Department where many of the basic publications and re- ports of the Department are on file and available for consultation. If specific information is not on hand in the Cooperative Office, your problem will be referred to the nearest Department field office. • These facilities have been established to assist you. You are invited to use them. DOMESTIC TRADE Population Count ana Characteristics; Housing Statistics; Detailed Agricultural Data on County Basis; Retail, Wholesale and Service Business; Estimates on Population Mpvements; National Income Statistics; Regional Trends in United States Economy; Biennial Volume on Business Statistics; Current Releases and Business Indicators; Research Sources on Market Potentials; Development and Maintenance of Markets; Reports on Governmental and Private Technical Research; Regional and Community Development Techniques; Information on Government Procurement, Sales and Contracts. FOREIGN TRADE Tariff Rates of Foreign Countries on Specific American Prod- ucts; Regulations Bearing on the Control of Exchange Abroad; Administration of Regulations Imposing Import Quotas and the Details of Import Licensing Procedures in Overseas Markets; Facts on Economic and Trade Conditions; Business Information on Foreign Firms; Documentation of Export and Import Shipments, Both Here and Abroad; Statistical Data on Both Imported and ExpoTted Products; Assistance on Export Regulations and Problems, Including Prompt Special Service in Emergency Situations; Trade Investment and Licensing Opportunities; Foreign Lists of Buyers and Suppliers. Department Field Offices Albuquerque, N.Mex., 87101, U.S. Courthouse. 247-0311. Anchorage, Alaska, 99501, Room 306, Loussac-Sogn Building. Phone: BR 2-9611. Atlanta, Ga., 30303, 75 Forsyth St., N.W. JAckson 2-4121. Baltimore, Md., 21202, 305 U.S. Customhouse, Gayand Lombard Streets. Phone: PLaza 2-8460. Birmingham, Ala., 35203, Title Bldg., 2030 Third Ave., North. Phone: 325-3131. Boston, Mass., 02110, Room 230,80 Federal Street. CAp- itol 3-2312. Buffalo, N.Y., 14203, 504 Federal Building, 117 Ellicott Street. Phone: 842-3208. Charleston, S.C., 29401, No. 4, North Atlantic Wharf . Phone: 722-6551. Charleston, W. Va., 25301, 3002 New Federal Office Building, 500 Quarrier Street. Phone: 343-6196. Cheyenne, Wyo., 82001, 207 Majestic Bldg., 16th & Cap- itol Ave. Phone: 634-5920. Chicago, 111., 60604, 1486 New Federal Building, 219 South Dearborn Street. Phone: 828-4400. Cincinnati, Ohio, 45202, 8028 Federal Office Building, 550 Main Street. Phone: 381-2200. Cleveland, Ohio, 44101, 4th Floor, Federal Reserve Bank Bldg., East 6th St. & Superior Ave. 241-790 0. Dallas, Tex., 75202, Room 1200, 1114 Commerce Street. Riverside 9-3287. Denver, Colo., 80202, 142 New Custom House, 19th & Stout Street. Phone: 297-3246. Des Moines, Iowa, 50309, 1216 Paramount Building, 509 Grand Avenue. Phone: 284-4222. Detroit, Mich., 48226, 445 Federal Bldg. 226-6088. Greensboio, N.C., 27402, Room 412, U. S. PostOffice Building. 275-9111. Hartford, Conn., 06103, 18 AsylumSt. Phone: 244-3530. Honolulu, Hawaii, 96813, 202 International Savings Bldg., 1022 Bethel Street. Phone: 588667. Houston, Tex., 77002, 5102 Federal Bldg. ,515Rusk Ave. CA 8-0611. Jacksonville, Fla., 32202, 512 Greenleaf Building, 208 Laura Street. ELgin 4-7111. Kansas City, Mo., 64106, Room 2011, 911 Walnut Street. BAltimpre 1-7000. Los Angeles, Calif., 90015, Room 450, Western Pacific Building, 1031 S. Broadway. 688-2833. Memphis, Tenn., 38103, 345 Federal Of fice Building, 167 N. Main Street. Phone: 534-3214. Miami, Fla., 33130, 1628 Federal Office Bldg., 51 S.W. First Avenue. Phone: 350-5267. Milwaukee, Wis., 53203, Straus Bldg., 238 W. Wisconsin Avenue. Phone: BR 2-8600. Minneapolis, Minn., 55401, Room 304, Federal Bldg., 110 South Fourth Street. Phone: 334-2133. New Orleans, La., 70130, 1508 Masonic Temple Bldg., 333 St. Charles Avenue. Phone: 527-6546. New York, N. Y., 10001, 61st Fl., Empire State Bldg., 350 Fifth Avenue. LOngacre 3-3377. Philadelphia, Pa., 19107, Jefferson Building, 1015 Chest- nut Street. 597-2850. Phoenix, Ariz., 85025, New Federal Bldg., 230 N. First Avenue. Phone: 261-3285. Pittsburgh, Pa., 15222, 1030 Park Bldg., 355 Fifth nue. Phone: 644-2850. Portland, Oreg., 97204, 217 Old U. S. Courthouse S. W. Morrison Street. 226-3361. Reno, Nev., 89502, 1479 Wells Avenue. Phone: FA 7133. Richmond, Va., 23240, 2105 Federal Building, 400 North 8th Street. Phone: 649-3611. St. Louis, Mo., 63103, 2511 Federal Building, 1520 Mar- ket Street. MAin 2-4243. Salt Lake City, Utah, 84111, 3235 Federal Building, 125 South State Street. 524-5116. San Francisco, Calif., 94102, Federal Bunding, Box 36013. 450 Golden Gate Avenue. Phone: 556-5864. Santurce, Puerto Rico, 00907, Room 628, 605 Condado Avenue. Phone: 723-4640. Savannah, Ga., 31402, 235 U.S. Courthouse and Post Office Bldg., 125-29 Bull Street. ADams 2-4755. Seattle, Wash., 98104, 809 Federal Office Bldg., 909 First Avenue. MUtual 2-3300. Ave- 520 2- PENN 'fTATE UNIVERSITY LIBRARIES AD0QD7iafl7S77