hood end and coldblooded business methods begin, this should be that point.
But Ford, obstinate in his determination to care for the interests of every one, declared that this policy should stand. As a part of his new plan, he installed the labor clearing house as part of his employment department.
Now when a foreman discharges a man, that man is not sent out of the factory. He goes with a written slip from the foreman to the labor clearing house. There he is questioned. What is wrong? Is he ill? Does he dislike his work? What are his real interests?
In the end he is transferred to another department which seems more suited to his taste and abilities. If he proves unsatisfactory there, he returns again to the clearing house. Again his case is discussed, again he is given another chance in still another department. Meantime the employment managers take an active interest in him, in his health, his home conditions, his friends. He is made to feel that he has friends in the management who are eager to help him make the right start to the right kind of life.
Perhaps he is ill. Then he is sent to the company hospital, given medical care and a leave of absence until he is well enough to resume work.
Over 200 cases of tuberculosis in various stages were discovered among Ford's employees when his hospital was established. These men presented a peculiar problem. Most of them were
