The six local unions of coatmakers consist of five language locals-Bo-^1 4 CLOTHING WORKERS OF CHICAGO hemian, Polish, Lithuanian, English, and Italian-and one local union of women. The membership of the local unions varied in December, 1921, from 80 for local 272 to 11,510 for local 89. For all practical purposes, the local union is the place to which the members of the same branch of the industry or of the same craft may come to discuss their problems in relation to the policy of the organization, make suggestions to the Joint Board, discipline members who have violated the principles of the organization, and in general act as a center for the consideration of questions that are of concern to its members. \The effective and important unit of government in the *^^y j^union is, however, the Joint Board. This body is composed *^of 85 delegates elected annually by the local unions, a manager and financial secretary-treasurer elected by the entire membership, and two deputies-at-large similarly elected.Because of the size of the Joint Board, the conduct of current, routine business is entrusted to a smaller board of directors, a finance committee, and an appeal board which hears appeals from the decisions of local unions. In the Joint Board is centered the collection and disbursal of money, the initiation and execution of the policy of the union in the industry, and the supervision over the staff of the organization.Probably one of the principal features of the Chicago union of clothing workers is the centralization of its finances in the Joint Board. The money collected through dues goes not to the local union but to the Joint Board, where it is distributed and is subject to strict and frequent auditing by both the local and national offices of the union. The dues of two dollars a month which is required of each member of the union is at the outset allocated in the following way:25 cents for building and maintenance 50 cents for the national office 20 cents for the reserve fund 5% cents for the local unions 7% cents for the papers published by the national office 92 cents for the Joint Board. THE CHICAGO JOINT BOARD 5The sum received by the Joint Board is used to pay salaries, rent, organization expenses, the expenses of shop meetings, donations, and the loss in wages through union business of oiRcials who work in the shop.The relation of the union to the machinery of arbitration and adjustment of disputes has made necessary the development of an additional unit of government and of elaborate administrative machinery. A large part of the life of the factory worker is after all spent in the 'shop. There he has his disputes with the foreman, objects 'to rules, protests his new piece rates, feels discrimination in the failure to apply the equal division of work principle, and participates in a, stoppage, or is affected by one. In any or all cases adjustment must be made promptly and on the spot. Neither the management nor the worker can afford to wait until the point at issue has been brought to the local union or t...

Manufacturing companies still have relatively few points of contact with the circular economy. Especially, extending life time of whole products or parts via remanufacturing is an promising approach to reduce waste. However, necessary cost-efficient assessment of the condition of the individual parts is challenging and assessment procedures are technically complex (e.g., scanning and testing procedures). Furthermore, these assessment procedures are usually only available after the disassembly process has been completed. This is where conceptualization, data acquisition and simulation of remanufacturing processes can help. One major constraining aspect of remanufacturing is reducing logistic efforts, since these also have negative external effects on the environment. Thus regionalization is an additional but in the end consequential challenge for remanufacturing. This article aims to fill a gap by providing an regional remanufacturing approach, in particular the design of local remanufacturing chains. Thereby, further focus lies on modeling and simulating alternative courses of action, including feasibility study and eco-nomic assessment.

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