His assistant, Weinert, was superintendent
of the lab's machine shops, giving Constable control over all
39
the activities Building Constable was engineer, not
a professional manager, and came under constant pressure
from Mambert run the lab business rather than an
engineering service.
Running the lab business principles implied giving highest
priority the work with the greatest return. Mambert believed that the laboratory
should supported the income earned and argued that it
should operated little more the business principle,"
especially when came giving priority different types
of work. Mambert wanted financial
results first and was not supporter long-term projects or
the many small jobs done for Edison's personal interest.^® This was not new idea for the financing the
West Orange lab; had been Edison's original intention that
the lab should self-supporting.
Constable's position chief engineer was supplemented
by new title division manager when the laboratory was made
into division. had ever suggested that
the laboratory should pay its own way. But many things had changed
since 1887 and few people TAE Inc.W.
Mambert assured Constable that the division manager was
responsible for the organization and management the lab, but
when Constable tried exert his authority over Edison's
secretary, R. Kellow, was promptly rebuffed.XII-20
came end the laboratory. Mambert was
instructed remind the chief engineer that was hired to
