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functions and the Board paid no attention to that work. I stopped that. That was one of the first things that I determined to do. I wanted to make the Industrial Board responsible for the action which was taken.

I also insisted that every variation that was recommended should be written up in terms that would show what they proposed to allow and what that was to be in lieu of, the reasons which made it a practical difficulty or unnecessary hardship to comply with the full requirements of the law, the terms of the variation, both in time and in any other condition that might be imposed. Then I wanted to have the exemptions filed in such a way that they could be checked regularly. Variations didn't become permanent but were checked regularly by the factory division chiefs to see if there had been any change of conditions over and beyond those which existed in the terms of the variations granted.

Many people didn't like this procedure and the deputies particularly hated it because it made a lot of work for them. They had to clear their minds about what they'd allow, instead of saying, “Well, I guess that's all right, John. I'll fix that up.” They had to put in black and white just what the reasons were, which is very difficult. I learned a great lesson out of that - one of the best ways to educate people about their jobs is to make them put down