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Practical Drafting

time, drawing and ing

PRACTICAL DRAFTING The Draftsman's Qualifications 132. Before taking up the subject of work ing drawings, a few words may be said concern ing the draftsman himself.

There are draftsmen good, bad, and indif ferent. There is the man who apparently has no concern about his employer's interests, yet perhaps wonders why his salary does not in crease. Another type is the man who, although able to make mechanically an excellent draw ing, is nevertheless but little better than an animated drafting machine. He can make a drawing when he has explicit directions to fol low; but alas for the drawing when there is to be a little brain supplied! Last and best is the real draftsman—the one who is alive and alert, and whose hands and brain work in conjunction. He is well-grounded in the theoretical principles of his work; he is the man who knows the "why." He must be painstaking and ready to learn. Sloppy and careless work is inexcusable in a draftsman. As has been said by a leading architect of the young man just entering the profession, "He must be prepared to draw heavily on his common sense." He must learn to use his time with dis crimination. In many cases, time spent in

securing great accuracy or fine finish in a drawing is time wasted.

The position of draftsman, if successfully filled, may often be the stepping-stone to some thing better. The one who is best serving his employer's interests, and thereby fostering his own, will not be content to do or know only what is absolutely required. He will broaden his mind and increase his own value by acquiring some knowledge of related lines of work. He will, in short, be prepared so that when a vacancy occurs higher up, he will be just the one to receive the promotion.

133. Employer's Point of View. The man who makes his business a success necessarily looks at the commercial value of the draftsman's work, and very soon learns who is making good, and who may be relied on. In these times of strenuous competition, the margin of profit is often narrow; consequently the employer will advance those who make his success possible, and dispense with the services of those who have no interest beyond their own salaries