Canadian wood products industries . s and ample space for the assembling andsetting up of special order work not marked forspeedy delivery. While the company have made a specialty of cater-ing to the demands of the Coast wholesale trade, theyalso do a large volume of business every spring withthe salmon canneries, and later with the fruit andvegetable growers of the Fraser Valley, carload lotsof boxes and crates for apples, plums, peaches, straw-berries, raspberries, cherries, tomatoes, rhubarb, etc.,being shipped at intervals to Mission, Hatzic. I lammond, Chilliwack and other Valley points d
Canadian wood products industries . s and ample space for the assembling andsetting up of special order work not marked forspeedy delivery. While the company have made a specialty of cater-ing to the demands of the Coast wholesale trade, theyalso do a large volume of business every spring withthe salmon canneries, and later with the fruit andvegetable growers of the Fraser Valley, carload lotsof boxes and crates for apples, plums, peaches, straw-berries, raspberries, cherries, tomatoes, rhubarb, etc.,being shipped at intervals to Mission, Hatzic. I lammond, Chilliwack and other Valley points during thepast summer. In addition the company found itpossible to make several large shipments of butterboxes to Ireland and Liverpool, as well as a few car-loads of various types of containers to Winnipeg andother prairie wholesalers. The companys plans for 1916 cover the erectionof a sawmill to cut their own box material. Theyown a considerable area of hemlock and spruce timberup the Fraser and elsewhere, and by selling the clear. Corner of sawing floor, Vancouver Box Co. lumber they will be able to make an additional profitthat will look well on the yearly balance sheet. During 1915 an average of 35 men appeared on thecompanys payroll, and for part of the season theworking time had to be increased to thirteen hoursper day to cope with the rush orders. The Difference Between Success and Failure The manager whose time is continually occupiedwith details cannot originate, or plan or carry out,methods of increasing the efficiency or of cutting outleaks in his factory. The most successful managersshift details to the shoulders of less expensive em-ployees, and devote their time to the big things. Theyaim to keep their time so free from the small thingsthat they always have leisure to investigate a goodthing; to follow up a good idea; and to think of plansto increase business, to increase efficiency and to de-crease cost of manufacture. In a small organizationthe manager will alwa
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Keywords: ., bookcentury1900, bookdecade1910, bookidcanadianwood, bookyear1916
