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towork out the statistical pattern. That would be ridiculous. There was no sense in the Secretary of Agriculture working out the call-up of the farmers. He had somebody in his department who was particularly familiar with manpower as related to production. So for the most part the daily or weekly meetings were not meetings of a conference where they met and talked. I always discouraged that. That's the darndest thing that happens in this government. The person who was doing the work talked with the person who was going to use the work, and they not only agreed, but corrected their procedures so that they flowed freely. We had a minimum of complaint.

We had the most intelligent and correct relationship with Selective Service. Hershey himself was extremely conscious of the necessity for men in the supply services. I don't think he came out of the supply services either, but was an infantryman in his training. He was no logistics man, but he had the most complete conviction as to the necessity for keeping up the supply and keeping up the Labor force. Of course, he would, every now and then, question whether so many thousand men were necessary in such and such a plant. But when you're in a hurry, you can't go beyond the answer that this is the pattern, this is the way the General Motor Company or the Allen Paper Company, or whatever, operates. We would say that we had examined an operation critically and that there were no more per thousand of production than there were in