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about it, but he'd follow up before the morning was over. He called up himself, because he was punctilious about speaking himself to the high officers if he wanted something done, and not sending a message through a subordinate. He was nervous about it. You could see that he got very nervous about these things. If somebody told him that something ought to be this way or that way, he called right up to know why it wasn't. The fact that you had to go get the papers, or that you had to find out about it yourself, or that this episode had occurred five years ago and there was a record of it in the factory inspection division that you had to look into before you committed yourself, didn't seem to matter. He had to know right away what had happened.

As far as somebody replacing me was concerned, I recommended to him Elmer Andrews, who was then the Deputy Industrial Commissioner. I had, of course, lived to regret it. Although he had been a well-nigh perfect deputy, he didn't turn out so well as Industrial Commissioner. He was an engineer by training, recommended to me by Bob Moses. I had decided that I wanted as a deputy a man with engineering training, because I wanted someone to whom I could turn over the general supervision of our code-making authority and the enforcements of our codes. The codes themselves had to do with many problems that, if they were not engineering,