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"The Problem of Industrial Efficiency," Page 1 Henry Gantt, The Engineering Digest, March 1911, pp. 179-183

"Elementary Time Study as a Part of the Page 6 Taylor System of Scientific Management." Industrial Engineering and The Engineering Digest, Vol. XI, No. 2, February 1912, pp. 85-95

"A Little Faking on Both Sides," Page 17 Anon., Bulletin of the Efficiency Society, Vol. 1, No. 2, December 1912, pp. 10-11

"The Efficiency Movement: An Outline," Page 19 Charles B. Going, Journal Efficiency Society, Transactions Volume 1 (1912), 1913, pp. 11- 20

"The General Principles of Organization Page 29 Applied to an Individual Manufacturing Establishment," Henry R. Towne, Journal Efficiency Society, Transactions Volume 1 (1912), 1913, pp. 77-83

"Training for Large Responsibilities in Page 36 Business," James P. Munroe, Journal Efficiency Society, Transactions Volume 1 (1912), 1913, pp. 399-405

"Inefficient Efficiency Experts," Page 43 Anon., Bulletin of the Efficiency Society, Vol. 2, No. 4, April 1913, pp. 8-9

"A Few Words on the Subject of Getting Page 45 Things Done," Henry Gantt, Journal of the Efficiency Society, Volume 2, No. 6, June 1913, pp. 8-9

"Making Goods Versus Making Records," Page 47 Henry Gantt, Efficiency Society Journal,

Vol. 6, No. 9, September 1917, pp. 460-461

"Training Men to Specialize in Cutting Page 49 Costs," Edward L. Ryerson Jr., Factory: The Magazine of Management, 1 March 1921, pp. 590-594

THE ENGINEERING DIGEST 179 omy, page 205). In these tests the relative velocity increases. This merely corresponds velocity of the gases, obtained by multiply to the well-known fact that overdriving tends ing the pounds of combustible per sq. ft. of to decrease efficiency. Whether it is possible grate per hour, by the pounds of gas per lb. with the same quantity of coal burned to in C is crease the efficiency by increasing the velocity Test No. 1 2 3 4 5 6 of the gases, such as might be done by giving Relative velocity of gases: a Babcock & Wilcox boiler five or seven vert ical gas passages instead of three, and in 1 1.64 2.45 2.64 4.74 2.92 creasing the pressure of the forced draft to The relative quantity of water evaporated is overcome the greatly increased friction of 1 1.66 2.33 2.71 3.80 2.71 the passages, is another question, and one And the relative efficiencv which is not answered by these tests or by 1 0.99 0.97 0.98 0.85 0.93 any other of which the writer has knowledge. The only conclusions that can be drawn In view of the fact that these tests show such from these figures are that the total quantity high results as to leave little margin for im of water evaporated tends to increase at a provement, it is highly improbable that any slower rate than the increase of velocity, and material increase in efficiency can be obtained that the efficiency tends to decrease as the by the means stated.

THE PROBLEM OF INDUSTRIAL EFFICIENCY' The Solution, in Which Equity is the Greatest Factor, A Question for the Engineer BY H. L. GANTT2

About fifteen years ago the financiers of extremely popular for three or four years, this country discovered a new and, seemingly, and the formation of consolidations or trusts a very important principle. They realized in manufacturing, and of great systems in that in many cases, at least, large factories railroading, went on at a rapid rate. The were making a larger percentage of profit economies that had been produced by these than small ones, and conceived the idea of methods, together with the fact that, with uniting the small ones under one system of the elimination of competition, the selling management. By this move they certainly price had been upheld, enabled many such did give the small factories a better financial combinations to pay dividends on stock standing, at the same time reducing what which had originally represented little or no might be called the financial or business ex value. pense. The unprecedented prosperity that fol This move also reduced competition, and lowed the introduction of these methods was decreased the cost of selling, which has al undoubtedly caused, in a large measure, by ways been a large element of expense. Un them, and the financier was justly regarded der these conditions business prospered rap as having done much to promote the prosper idly, for there was in many cases, undoubt ity of the country. Our internal trade grew edly, a reduction in cost. The illustrated at an astounding rate, but the American in magazines were filled with the pictures of vasion of Europe did not materialize, and it the "captains of industry" that had engi was not very long before we began to hear neered these combinations, and it was freely complaints of the inefficiency of labor. predicted that the economies to be obtained Wages began to rise, but the output of the were so great that it was only to be a ques workmen did not rise correspondingly. The tion of time before Europe would be flooded financier had undoubtedly effected econo with American goods. mies on those portions of the business di Magazine articles of this character were rectly under his control, but had not suc ceeded in producing a similar effect on those ■An address delivered to the National Civic Federation, New York, Jan. 12, 1911. with which he did not come in direct con Consulting Engineer, 120 West 57th St., New York. tact. MARCH, 1911 180 INDUSTRIAL ENGINEERING and

As a matter of fact, while the financier costs will in the future be higher, are we not had been forming his great combinations of pointing to the time when tliese necessities manufacturing interests and railroads, with will again be luxuries? the effect, at least as far as the public is The statement, which happily few believe concerned, of upholding prices, the workmen to be a fact, that in any industry the mini had gone him one better. By their unions mum cost has been reached and that hereafter ' not only have they upheld the price of their costs must be higher, is such a serious one, labor, but in many cases markedly increased and fraught with such serious consequences it, without rendering any more service than to our industries at large, that many of us formerly; the employers, in many cases, say feel like asking the great financiers who are less. backing this statement to speak for them Under those conditions the projected inva selves only, for there are many engineers who sion of Europe seems to be postponed in not only do not agree with them, but who definitely, and the continually increasing cost believe there are means of increasing efficien of living in this country seems to indicate cies and reducing costs that the financier that we need something more than able finan has as yet no conception of. These ciering to round out our theory of industrial methods have been applied in isolated cases, economy. and to a greater or less degree to a great This has been a growing conviction on the variety of industries and have produced a part of students of our economic conditions better product, and a cheaper product, and for several years, but the most critical were the workers have been better paid and are not prepared for the admission, before the better satisfied. Interstate Commerce Commission, by some In making this statement it is not intended of the most noted railroad financiers of the to disparage the work of the financier, but to country, apparently seconded by Mr. Morgan remind him that the civilization of to-day has himself, that they had done everything pos not been built up solely by his efforts. The sible to reduce the expense of operating engineer and his able assistant, the skilled railroads and that from now on the public mechanic, have been even more integral fac must accustom itself to increasing freight tors than the financier, and until they hold up rates. These financiers thus admit that in their hands and say the end is reached, that the branch of industry in which the financial modern combination of engineer and me man is perhaps more nearly supreme than chanic, the mechanical engineer, respectfully in any other, and in which competition has asks that they withhold their cry of despair been practically eliminated, rising costs force and allow him to present what Mr. Brandeis them to ask the public to bear a portion of calls his "Gospel of Hope." their burden. The civilization of to-day differs radically It is inconceivable that the president of a from those of the past, which were founded manufacturing concern should make such a on wealth wrung from unwilling millions by statement, but if it is allowed to go unchal the hand of the oppressor. That of to-day is lenged the public naturally asks if other in supported by the industry of millions of dustries will not soon be making similar re workers in the mechanic arts. quests. Until within a few years all mechanical The student of economics asks if there is knowledge was empirical. It had been gath not something lacking in our system of indus ered by cut-and-dry methods through cen trial economy that makes such requests neces turies and was handed down from father sary, or even possible. If it is a fact that, to son with no written record. Yet it is won in any branch of industry, every possible derful what great progress had been made, economy has been affected, and that in the and the master workman of a century ago was future costs will be higher, we are confronted justly proud of his work, and of the appren with a very serious condition, the far-reach tices that went forth from his shop. With ing effect of which it is hard to foresee. the perfection of the steam engine, which is It has been our boast in the past that with the foundation on which our civilization is our labor-saving machinery and our im built, and which I wish to remind you did not proved methods, we had so reduced costs as happen by chance, but war" the invention of to make the luxuries of to-day the necessities a mechanic, whose work has had a greater of to-morrow. If, now, in any branch of in influence on the w:orld than that of all the dustry we are forced to acknowledge that financiers that ever lived ; with the perfection MARCH, 1911 THE ENGINEERING DIGEST 181 of the steam engine the master workman ob the other, and can only be considered as a tained cheap power and was enabled to in temporary expedient. The much-vaunted crease the size of his shop. system of collective bargaining has certainly The increase in size of the workman's shop increased the wages of the workman; but, gradually developed into the factory system as a principle, cannot alone offer a final solu of to-day, in which the foreman and work tion of the labor problem, for wages cannot man have no interest other than their daily be increased indefinitely. The railroad presi wage, and where they are too often laid dents already claim that the increase of wages off without cause and without notice to suit obtained by this means necessitates increased the plans of the owner. Is it surprising freight rates, which, if granted, must neces that under those conditions their interest in sarily, in a measure at least, increase the cost the training of apprentices should lag, and of living. Thus, neither arbitration nor col that the foreman and workman should take lective bargaining, on which we have placed but little trouble to train men who will so much dependence in the past, gives promise shortly become their competitors ? alone of any permanent solution of our diffi But this is not all. The owner too often culties, and the time seems rapidly approach puts all responsibility for the promotion of ing when the friction of conflicting interests efficiency up to his superintendent and fore will seriously hamper our further develop man, yet limits them in the wages they are ment. We, therefore, naturally ask why allowed to pay or the records they are al these interests conflict. The answer is plain: lowed to keep. The records as a rule are neither party has been willing to consider the just sufficient for him to make criticisms by, interest of the other. The employer too of but not in enough detail to enable the fore ten insisted on paying the lowest wage, re man or superintendent to know where the gardless of the service rendered, while the inefficiencies are, or which of his men are employee, through his union, has demanded most valuable to him. Having no individual the highest wage regardless of what he gave record of his men the financial head too often in return. In other words, both have dis orders that all men of a certain class shall regarded the greatest principle, that of be paid the same wages, and for a long time equity, which is the foundation of all har it has been extremely difficult for the capable mony. man to rise much above his fellows, no matter In the commercial world it has long been how much more or better work he did. What recognized that the transactions which do has been the result? The capable man, fail most to promote prosperity are those which ing to rise above his class, has devoted his are beneficial alike to buyer and seller. Does energy to raising his class, and by means of not the same law hold good in the indus his union has forced his employer to raise the trial world in the purchase of labor? With class wage regardless of the work that was the operation of such a law the interests of done. employer and employee become identical and The employer now complains bitterly ; but we have laid the foundation of their harmon has he not combined with his fellow to get all ious co-operation. Having done this we are he could for what he had to sell? Are the ready for the next step, namely, the promo workmen not playing the same game he has tion of efficiency, in the utilization of human played, and playing it better? By forcing the effort. The progress so far made in this di capable man to remain in their class the em rection has been in spite of a lack of equity in ployer has held back the individual but great many cases between the employers and em ly strengthened the class ; until to-day the ployees. Consider how much faster prog employer with his combination on one si'e, ress could be made if all men were assured and the workman with his unions on the of an equitable return for their efforts. other, stand facing each other as two great As a matter of fact, efficiency is impos armies, each trying to get the better of the sible without equity, for no man will con other by maneuvering, if possible, but by tinue to put forth his best efforts without a fighting if necessary. proper reward. The idea of doing work Without considering who is to blame for efficiently is comparatively new to people in this condition, let us ask if there is any rem general. It is only within very modern times edy. While arbitration has certainly averted that the best educated people have given any strikes, it has not settled everything or di thought at all to the subject of work. The minished the desire of either party to oppose only serious subject requiring manual skill t, 1911 182 INDUSTRIAL ENGINEERING and that was considered worthy of their attention The public is aroused on the subject, and was that of fighting or war. As a matter of large numbers are asking who can tell them fact it was Sir Henry Bessemer's search for more about it. There is but one answer — the a stronger metal with which to make field engineer. He can offer the workman a scien guns that gave us Bessemer steel. Until tific instead of an empirical solution for his within a few generations it has been very problems, and can teach the employer the much more important to defend the wealth value of such a solution. one had than to acquire more than sufficed It has been the training of the engineer and for his daily needs. Hence the importance the educated mechanic to study the efficient of defence. utilization of the materials and forces of in The time has come, however, when a man animate nature, and the locomotive, the no longer has to defend his surplus with his steamship, the automobile, the flying machine, skill or life, and can devote his energies to show how well he has done his work in the acquiring a surplus for himself and family. field of transportation ; while the electric gen The great majority of men are ambitious to erator, the electric light, the electric motor, secure such a surplus and are willing to learn including the electric locomotives that have to work efficiently and industriously if they made possible the great terminals of the New can be assured of an equitable compensation. York Central and the Pennsylvania railroads, The precise method of compensation is com the telegraph, the telephone and other devel paratively immaterial, provided efficiency is opments too numerous to mention, show what rewarded, and not penalized as it is too often. he has done in the electrical field. In the What has become of the ingenious Yankee field of automatic machinery, of which the of whom we heard so much forty years ago? general public knows nothing, his work has Are Yankees less ingenious to-day? Not at been, if possible, more marvelous still. all ; but our factory system of to-day too Examples almost without end might be often fails to reward either ingenuity or cited where the man, animated with the idea efficiency, and the men have turned their at of efficiency, has succeeded in benefiting the tention to getting their advancement through public, in spite of the fact, as a well-known their labor union. How much better it financier once told the writer, that an in would be for the community at large if ventor seldom made anything from his inven these men could devote their labors to the tion. Consider the fact, and think how much promotion of efficiency and thus get their re more rapidly the world would progress if ward, instead of employing the method of efficiency were adequately rewarded, and an Rob Roy who believed in swer the question as to whether the promo The good old way, the simple plan, That they should take, who have the power, and tion of efficiency on the part of the employer They should keep who can. is a moral question or not. The New York Times, in an editorial on Up to this time the engineer has devoted the brief of Mr. Brandeis before the Inter his energies almost exclusively to the inani state Commerce Commission, states that "effi mate materials and forces, the owner or finan ciency is not a moral duty." This statement cial man usually reserving it as his portion I take issue with most emphatically. We to specify how human materials and forces cannot, however, expect a man to strive for should be utilized and compensated. Now, efficiency if he is penalized for so doing. It however, when some of the ablest financiers is the duty of every employer of labor to see of the country have acknowledged that they that he is rewarded and not penalized for can go no further in this direction, is it not exerting his best efforts. time that they allow the man who knows Thanks to Mr. Brandeis the word "effi most about efficiency to take hold of the ciency" has gained a large publicity of late, problem of the efficient utilization of human but if we are to judge from the editorials on labor? Fortunately, one engineer began the the subject which have appeared in the me study of this subject thirty years ago. Seven chanical and daily papers, and which I sup years later the writer became associated with pose are meant to be taken seriously, the him and has devoted a large portion of the idea of efficiency has not as yet dawned upon past twenty-three years to the subject. many editors. The few that appreciate the Is not the promotion of any scheme that importance of the idea are doing the great hastens such a change, as doubling the wages est service that can be rendered to any coun of employees and trebling their output, a try. moral duty? If the moral side does not ap MARCH, 1911 THE ENGINEERING DIGEST 183

peal to the employer, the financial benefit "Until some such interlocking of interests should be incentive enough for any reason can be accomplished I do not think that any able man, for the elimination of waste which national or international agreements between results as soon as the spirit of efficiency be masters and workers can ever bind. A class- gins to permeate any organization does much rate is the result of conflicting pressure and to increase the profits. in human affairs constant equilibrium is im The writer's book, "Work, Wages and possible ; one side or the other will be spy Profits," discussing the methods by which ing its advantages to push the line up or the above results are accomplished, was of down. Also, while it is maintained, the good fered as a portion of the evidence before the workman will lack the difference in wages Interstate Commerce Commission in the which should be the outward and visible rec freight rate hearing. ognition of his excellence ; and he will be In a review of this book by Stephen M. urged by class feeling to limit his output for Gwynn. M.P., published in the London Daily the sake of the weaker brother. A class-rate Mail, Mr. Gwynn, who is one of the fore does its best to kill the pride of work in him. most students of economic conditions in In so far as he retains it, pride must make Great Britain says: against stability, for he knows that under the "What I like especially about Mr. Gantt's compromise he is being paid less than his plan is, first, that it is not only designed to worth, that the bad worker may be paid more. pay specially and permanently for efficiency, "Pride in their work is the one factor but that it lays out money to enable work which can be relied on to keep men con men to qualify for this special rate; and, tented. It is a factor grievously neglected secondly, that it commits itself in advance to under modern industrial conditions, in the definition of what efficiency is. I cannot be calculations both of labor leaders and the di lieve, from a general observation of human rectors of employment." nature, that you will ever secure content and It is of course a matter of great satisfac economic stability by paying equal wages to tion to the writer to have the support for his the more and the less efficient ; but it should be a principle that the efficient worker im ideas of such an eminent authority as Mr. proves instead of depresses the interests of Gwynn — and he is a real authority — but the his class. Under this system, if he earns his one thing that gives most satisfaction is that bonus, he merely shows other men what they he recognizes the supreme importance of equity as the only basis on which we can can do; he does not interfere with the day found a solution of our problems. wage, and he does not tempt the management to impose his standard of exceptional effi With equity as a basis efficiency grows ciency as the normal measure ; since it is to be apace, and together — each inducing the the manager's main interest to secure effi other — they will usher in a period of continu ciency he will be thankful to pay increased ous prosperity and harmony such as the wages to all who can earn them. world has never seen.

THE ROLLING OF THREADS BY J. F. SPRINGER There is perhaps no important subject of inch bolt threaded to a depth of 0.08 in. metal manufacturing in which less is known amounts to about 0.125 cu. in. of metal for than that of the cold forming of metallic every inch of threaded length. In 10,000 materials. It is well known that such metals bolts having a 6-in. thread, the waste would as steel can be made to flow in the cold amount to over 2,000 pounds of steel. An state under heavy pressure without injury. other advantage is that cold working may Even ice can be made to flow, as is proved benefit the metal. The surface will often by the glaciers in the Alps. be harder than the interior, which under There are several advantages to be gained some conditions is desirable. An advantage wherever cold forming of steel can be prop over hot processes is the accuracy with which erly applied. As compared with cutting, it work may be finished. The final drawing avoids the waste. In steel bolts, when the of seamless steel tubes is a cold forming thread is cut, there is wastage of the ma process, as is also the drawing of wire. The terial cut from the groove. The loss on a one- movement of the substance of steel when MARCH, 1911 INDUSTRIAL ENGIN EERI N G

and THE ENGINEERING DIGEST

Vol. XI FEBRUARY, I9 I 2 No. 2

ELEMENTARY TIME STUDY AS A PART 0F THE TAYLOR SYSTEM OF SCIENTIFIC MANAGEMENT Anu'Exposition of the Principles and Methods oi the Art which Is the Foundation

of Scientific Management ‘ B'Y — H. K. HATHAWAY1

Elementary time study is in many respects time ordinary or straight “piece-work” was the most interesting phase of scientific man well known as a means of increasing output; agement, and plays a most important part and Mr. Taylor’s differential rate, offering in the application of the principles upon ‘as it did not only the incentive of a reward which the science of management is based, for greater production, but the added as well as in the development of the science Ieature of a more severe penalty in case of itself. Indeed, it 'would be almost as dif— failure, appealed to managers generally as ficult for the science of chemistry to exist a good thing; while elementary time study if there were no such thing as quantitative being something entirely new and beyond analysis. as for scientific management to their ken, as well as calling for consider exist without elementary time study. able work, was shied away from; especially In 1893 Frederick W. Taylor, in a paper as every foreman and many superintendents describing his differential piece-work sys and managers felt that, either by reason of tem, developed at the Midvale Steel Works, their experience, or through some super called attention to the method originated naturally endowed intuition, they were able by him for arriving at the time required to to tell at a glance how long any job should perform any given piece of work, namely, take. the study of unit times, or what is now Indeed, the writer can look back a few generally known as elementary time study. years to the time when he became a foreman He stated. however, in his paper on Shop and recollect that, by virtue of several years’ Management.” several years later, that he experience, he had considerable confidence was disappointed in the interest aroused in his own ability to shut one eye, go into a being chiefly in the piece-work system rather trance, and fix the proper time for a job. than in the substitution of a fair and accu Another popular method for setting piece rate method for setting rates in place of the rates—0n repetition work especially—has guess-work methods generally in vogue. been to put a good man on the job: keep a This, however, was but natural, as at that record for several days of his production; divide the time taken by two or three: and '\'lce-Preatdent. Tabor Mtg. (70.. Phllndelphla. arbitrarily make the result the rate. Many ’Tnns. All. 800.. )1. PL. XXIV. 1337. FEBRUARY. 1912. I 86 INDUSTRIAL ENGINEERING and other methods, equally bad, have from time It will be Wise, even at the risk of cover to time been adopted in piece-work shops, ing ground gone over before, to show just all of them being based on ignorance and where the part of Scientific Management deceit, and lacking a spirit of fairness and fits in. Mr. Taylor states the four basic mutual confidence between the employer and principles, in his book “The Principles of employee. Scientific Management,” in such a concise Where piece rates are set by any of the manner, that it is not until he has studied old methods, the management feels little or the subject exhaustively and become quite no responsibility for the provision and main familiar with it through intimate contact, tenance of proper facilities and good work that the average person grasps their full ing conditions; such as make it possible for meaning and importance. These basic prin the worker to perform, without undue exer~ ciples are as follows: tion or worry, a relatively large day’s work; I.--The development of a science in place and as a result, instead of true co-operation, of "rule of thumb” knowledge. This means we see the management on one hand put scientific investigation and study; the collec ting a task up to the worker that is either tion and codification of data and their re ridiculously easy, or on the other hand im duction to laws. In this “time study” plays possible or extremely difiicult; without, in an obviously important part. many of the latter cases, knowing how he 2.—The scientific selection and training of is to accomplish it, and “making little or no the workman in place of workmen being em effort to help him solve the problem. Ulti ployed as a result of expediency, necessity, mately, even where the task is unreasonably or mistaken personal preference on work for hard, the workman, by~the exercise of in which they may be physically, temperament genuity and perseverance. may bring about ally, or mentally unsuited: or, as Mr. Taylor conditions that enable him to first accom expresses it, “in the past he (the workman) plish the task, and gradually to exceed it, chose his own work, and trained himself as until, unless he adopts the expedient of sys best he could.” Improper selection of the tematically loafing as a means of self workman has resulted in many “square pegs protection, his earnings become, in the eyes in round holes.” of his employers, excessive. He is then 3.—Hearty co-operation between the man lewarded by having the piece rate arbitrarily agement and the men, so as to insure all cut to a point where he has difficulty again work being done in accordance with the in earning a fair day’s pay. principles of the science which has been Improper piece-rate setting, or, to put it developed. in another way, ignorance of their own busi 4.—An almost equal division of the work ness on the part of the management, and a and responsibility for results between the disregard of their responsibility for the management and the workmen, the manage maintenance of proper working conditions, ment taking over all of the work for which has been, and still is, one of the chief causes they are better fitted than the workmen; in of distrust and antagonism between em the past almost all of the work, and the ployer and employee. In this connection it greater part of the responsibility were may be well to point out that while the thrown upon the men. employer has been quick to 'see the iniquity If these principles are kept in mind, it of “soldiering” on the part of the workman, will be seen that time study is only a means he is inclined to overlook the fact that at' to their proper application, and that it must least half the responsibility for its existence not be considered apart from its relation to lies at his own door. Scientific Management as a whole. \Vhile this article is intended to treat of Misunderstanding of the purpose of time but one element of Scientific Management, it study is common alike to management and is of the utmost importance that we do not workmen, the management on one hand lose sight of its relation to the subject as a thinking that their task and responsibility whole; and while not minimizing its individ end when they have found how long it ual importance, the writer wishes to empha takes to do things, and have put it up to the size the fact that it is. after all, but one workman. -On' the other hand, the work part of the management machine. Take it man is. apt to regard time study as spying away, and the machine runs imperfectly; upon him, and a reflection upon his integrity. and alone it is practically useless. indeed, time study has been characterized FEBRUARY, 1 91 2. THE ENGINEERING DIGEST 87 by some men in the ranks of labor as un There are two classes of time studv: American; but such an opinion can only be I.—That which is made for the Purpose regarded as being based on ignorance of the of ascertaining what is wrong with a process subject, or on bias. If to seek the truth as it exists. were tin—American, then time study might be. - 2.—That which is made after conditions have been. standardized, and the best method The workman's suspicion and opposition established. may be justified where time studv is grafted The first is more correctly motion study, onto the old type of management, as has as its prime object is to discover delays, false frequently been attempted by the manager, or unnecessary motions, and their causes, who, having heard enthusiastic accounts of and this is the sort of time study that should what has been accomplished under Scientific be first undertaken. It should result in the Management, with a “little knowledge” improvement of conditions, and the estab— (proverbially a dangerous thing), concludes lishment of standards. It is the first step that while he cannot see the advantage of all in the development of a science. the features of the “System.” time study is A. simple illustration or two may help a good thing, and that he will adopt it. ‘It is to make this clear, In one of the plants apparently as a result of “setting rates” for in which the writer took a part in the in piece-work or bonus work that increased stallation of the Taylor System, we selected output is achieVed; so he calls into his office a simple operation on which to make our a bright but inexperienced young man, and first time study. Briefly, this operation con tells him to start making time study and .-1sted of putting a roll of cloth into a ma setting rates. Just as likely as not the chine, which, when properly set, automatic “bright young man” intuitively realizes that ally cut it up into pieces of the required maybe the workman will not like it, and may 5126. gently, but firmly impress his objection upon In making a study of this operation, the him with a monkey wrench or hammer, so following things came to light: he tactfully concludes that it will be best I.—The operator had to walk a distance not to annoy the men by letting them know of about twelve feet to secure the roll of what he is doing. Therefore he hides back (10th required. To remedy this, a suitable of a post while making his “time study,” or rack was provided, close to the machine, on else. keeping his watch and his hands in his which a laborer kept supplied the cloth for‘ pockets, afiably endeavors to persuade the three ,jobs ahead. workman that he is not at all interested in 2.-—It was necessary for the operator to anything that is going on within a radius set, for each new job (so as to cut the cloth of many miles. to the required width), eight to sixteen It is this kind of “time study” that arouses circular knives, loosening a screw in each, the workman’s ire, and which has brought sliding it along a shaft, measuring the dis forth from those who have encountered it tance between the knives and tightening the and know not the right kind, the contention screws. The operator was expected to pro that it is un-American in spirit. In this vide his own screwdriver and rule, and, as view the man is amply justified, for not only a matter of fact, any other tools he might is such “time study” worthless, but posi need. From the time study of this part of tively vicious and an insult to the work the operation it was found that the screw man’s intelligence. Just the minute the time driver used by the operator was too long study man undertakes to deceive, he gives for the job, resulting in fumbling; that it the workman license to deceive him. The was of an inferior quality of steel, so soft workman may then loaf and make as many that after being used for several jobs the false moves as he pleases, but the time study end became twisted, and the operator had man, if such he may be called, has put him to leave his work to grind or file it to shape. self in a position where he cannot object. Some of the knives fitted their shaft so Instead of two men co-operating in a quest tightly that it was quite a difficult matter to of truth, such misguided attempts at time move them along the shaft; and measuring study become a covert battle of one man’s the distance from one knife to another with wits against another’s, resulting in mutual an ordinary foot-rule was slow, awkward and distrust where confidence should exist. uncertain. To remedy these difficulties, the

FEBRUARY, 1912.

88 INDUSTRIAL ENGINEERING and

management took it upon themselves to pro up by time study, how great the loss in out vide screwdrivers of the right length, and put from this cause was. In fact, it was of good steel; to have the knives made to regarded as one of the minor troubles. It properly fit the shaft; and to provide a was found that operators had to leave their gage which could be readily and accurately machines to procure materials that should set to the width of cloth to be cut, and so have been brought to them; that many of ' constructed that it was only necessary for the spools of wire would not fit the ma the operator to place one end against the chines; that the operators were handicapped first knife set, and move the next up until through having no convenient place for it touched the other end of the gage. their materials, for their finished products, 3.—It was found in setting the shear for or for their tools. Their tools and machines cutting the strips of cloth to length, that it were found to be in bad condition, and some was necessary to loosen a nut. To do this of the tools provided were found to be un the operator used a monkey wrench, which suitable for the work. incidentally he provided himself, and which In both of the cases just cited. the con he had to adjust to the size of the nut. This ditions found had existed for a long time, wasted time, so the management did the and, without making a minute time study, obvious thing and replaced the ordinary it is doubtful if the management would hexagon nut with a wing nut which could have ever realized the necessity for correct be loosened and tightened with the hand ing them. With definite and reliable in without the need of a wrench. _ formation to work upon, however, it was 4.—It was found that the rolls of cloth possible to almost entirely eliminate the dif . supplied by the mill contained, instead of ticulties. one continuous length, several pieces to-a These two illustrations -~are but one step roll, making it necessary to re-thread the beyond Mr‘.~Taylor‘s illustrations of han cloth into the machine everv time an end dling pig iron and shoveling. was reached. To remedy this, the mill was After making time studies of the class told that only one-piece rolls would be ac— just described, the next step is to correct cepted, with the result that they furnished the faults 'in materials, methods and imple one-piece rolls. ments that have been brought to light, and This illustration embodies all of the prin establish standards and provide means for ciples of Scientific Management. As a re keeping up the standards. Then assuming sult. the operator turned out twice as much that a routing system has been developed work under the improved conditions as to the stage that will-insure the 'workman’s formerly, and with less worry, and little, if work being planned ahead, materials, in any greater, effort. formation and proper tools always being It may be well, hort'cr'cr, to point out that at hand when wanted, time study may be it would have been futile to have made this undertaken for the purpose of setting tasks. time study until a routing systmn had been and the payment of a reward for the task’s developed that would insure the workman accomplishment may be started. being kept constantly supplied with mate— Many people have misunderstood time rials, so that he would not have to waste study to mean ascertaining and recording time between jobs. This operator worked the time required to perform any given job. upon from .ten to twenty different jobs a This is not at all what 'Zt'C mean by element dav. ary time study. In describing just what is Let us take another case in a totally dif— meant by elementary time study, the writer 1erent line of business—that of winding will draw upon the machine shop for his magnet coils for small electrical apparatus—— illustrations, and leave it to the reader to resulting in almost as great an increase in draw his own analogies with regard to the output as the case just cited. A study of lines of industry in which he may be in this operation showed that one-third of the terested. Operator’s time was wasted, and through no All machine work may be divided into fault of the operator. Twenty-one per cent. the following classes: of the operator’s time was found to be (a) “York done by a machine. wasted on account -of defective material. (bl \Vork done bv the workman. and as this was scattered through the day’s The time that machine work should take, work, no one realized, until it was shown or the actual cutting time, may be easily

FEARUARY. 1912. THE ENGINEERING DIGEST 89 calculated, and, where tools, materials and agement in the past. was the classification and machines are standardized, may be reduced tabulation of the data accumulated in such to slide rules. The work done by the work a manner as to make it readily available for man, or the handling time, must be arrived use on future jobs, differing as a whole, or at in another and more difficult manner. in part, from those upon which the observa Handling time in machine shop work, tions had been made. In plants having a and in most other manufacturing processes, standard line of product, doing the same kind may be classified under three heads: of work year after year, this was a com 1.--The handling of tools used in con— paratively simple matter, as there the data nection with the work. could be classified and filed according to 2.—The handling of the machine. the product; and in such a plant changes are 3.—The handling of the material being infrequent and usually affect only certain worked on. details, necessitating only a study of the The first, handling of tools, is the greatest parts of the work affected. of the three. and may be roughly said, in Likewise, in industries where each ma— general machine shop work, to represent chine performs only one simple operation 75 per cent of all handling time. which is essentially the same on all work—— The second. handling of the machine, will although the job itself may be different in represent about I 5 per cent, and handling many respects, this problem is comparatively of materials about 10 per cent. These per “simple, and the elementary data may be centages. of course, will vary in different classified and filed under the headings of the classes of work, and are given only for'the different machines. A'good example of this purpose of illustration. type of work is stamping or punching sheet Handling of tools consists of such things metal parts, which might be analyzed ‘into as putting bolts, clamps. etc., on work; put— the following elements. which. ‘for a given ting tools such as drills, reainers, turning size and type of machine, wOuld be common tools. etc., into the machine; measuring with to all work done in‘the machine: calipers. gages. scales, or dividers. Putting in dies; Handling of machines consists of such Adjusting stops, guides, and stroke of things as stopping and starting machines; machine; changing the speed or feed ; adjusting or set— Feeding materials into machine; ting various parts of the machine to suit the Working'time of machine. work to be done. Of course, each of these might be further All of these elementary operations are sub-divided. done repeatedly on a great variety of jobs, _It is in general machine shop work, how and in many cases are the same for work ever, that the problem of classifying and done on totally different machines. These tabulating data becomes especially difficult, are what we make a'time study of, and not and the greater the varietv of the product any one job as a whole, which is simply a the greater the difficulty. This is due to the combination of a number of different ele comparatively large number of different ele ments. For instance, we must start and ments that may be involved, and the almost stop the machine several times in doing any infinite number of combinations of these job: consequently, we should study the start elements. For example, on a drill press. one ing and stopping of each machine on each job may be the drilling of a single hole in of its various speeds, and record the time a block of iron, consisting of a v'ery simple under that heading for each machine. adjustment of the machine. clamping the For any drill-press job we must put drills work with a single bolt and clamp, putting 0f one or more sizes into the spindle, and re one drill into the spindle, starting the ma move them after the holes are drilled; con chine. letting the drill run through the piece. sequently, we should study the time required stopping the machine, removing the piece to put in and take out drills of each size. and the drill. The next job may include the This will apply on a great variety of jobs drilling. tapping, and reaming of a number done in various drill presses, and in any of holes of several different sizes (counter Shop. that is, provided proper standards boring some of them) on different surfaces have been established. of a complicated piece of work. necessitatingr The greatest difficulty encountered in con several elaborate settings. and many careful nection with this branch of Scientific Man measurements. This job would include all

FEBRUARY. 1912. 90 INDUSTRIAL ENGINEERING and of the elements entering into the first, and others taking enough interest and taking many more in addition. There is one saving the trouble to have them attended to; and grace, however, due to the fact that in spite as many of the things he endeavored to of its complication there are a number of have done were inevitably neglected or lost elements that repeat themselves a number of sight of, be frequently became hopelessly times in almost every job'. discouraged and lost interest in attempting To give a more definite idea of the nature to have things right. Such effort as might of elementary time units and their use, the be made by the workman to maintain con author will show a few examples of instruc ditions was, in any event, at the expense of tion cards, outlining in detail the method to output from that unit of the plant repre be followed in performing certain jobs and sented by the workman and the machine he giving the time for each element. was employed to operate. These cards are not the result of a time \Vith the proper co-operation and assump study of the specific jobs, but were made up tion of responsibility by the management, from the drawings of the parts on which however, the workman is relieved of all this, the work was to be done before any of the and can devote his undivided attention to parts were made. The elementary time the work for which he is employed. units were previously studied in connection Under Scientific Management the ma with previous jobs, or individually, some of chines are periodically inspected, repaired, them in shops other than the one in which and adjusted before they have had time to the work in question was done. get into a condition that prevents their effi This represents planning of an advanced cient operation. Instead of the foreman type, and cannot be done, as has been already looking after this important matter—as an pointed out, until conditions have been stan incidental that may be disregarded if other dardized, so that the machine in which the things appear to be of greater immediate work is to be done may be depended upon importance—it is made the sole function of to be in first-class condition (as it was at a repair boss. the time the study of the elementary time All tools are kept in a tool room, from units was made), that all tools are in first which they are issued for each job, and re class condition and are supplied to the oper turned after being used. The tool-room ator in advance, ready for use; that mater foreman is responsible for seeing that no ials are always at hand, and placed conven tools are issued that are not up to the stand iently for the operator, etc. ard, and in place of the responsibility for This is one instance of the assumption of the maintenance of standards being widely responsibility by the management, and of scattered among the entire working force, the management's co-operation with the who lack the means, and in some cases the workman. incentive, for its enforcement, we have this Under the old type of management, the responsibility concentrated in one man, who workman was responsible for having at his represents the management. machine, or securing as required, such tools The author trusts that he has made clear as he needed for each job, and was expected the necessity for standardized conditions to have them kept in good condition. The and functional foremanship being established difficulties in the way of the workman's before any attempt is made to inaugurate meeting these responsibilities were tremend— any system of task work based on element ous, and little or no help did he receive from ary time study. To make this still more the management as represented by the fore emphatic, let us see what would happen man, who was so harassed with details, and if this were ignored. generally overloaded with work, that it was Suppose we were, in a shop run the old a physical impossibility for him to do much way, to make a study of drill—press work, for the workman, even though he recog— and after our preliminary investigation had nized the importance and necessity for doing the machine, tools, etc., put into first-class so. condition, and then made a careful study of Under such conditions, it was difficult and the time the various elementary operations annoying for the workman to keep his ma should consume under proper conditions. A chine and tools in good condition. as he certain amount of time passes before we could only call attention to the need of re make use of the data collected, and we then pairs or new tools, and was dependent upon set tasks, based on the result of our obser

FEBRUARY. 1 912. THE ENGINEERING DIGEST 91

CLASSIFIED ELEMENTARY TIME UNITS FOR FITTING DRILLS “'ITB OR WITHOUT SLEEVES. USED EITHER. IN SPINDLE OR IN SOCKET ALREADY IN SPINI)LE DRILL VVrrHou-r SLasva SHAXK os- DnILL, Monsz TAPER ...... 1 2 3 4 5 6 For INTO SPINDLE on INTO TIME roa PU'rrmo DRILL IN, IN MINUTES..., 0.26 0.26 0.26 0.27 0.30 Socxs'r ALREADY IN SPINDLE— Select drill from tray or table ...... 0.10 0.10 0.10 0.10 0.10 N0 SLEEVE USED Put drill into spindle ...... 0.04 0.04 0.04 0.05 0.07 Time given in this sectlon to Put wood block under drill either on be used when drill is put into work or table ...... 0.02 0.02 0.02 0.02 spindle or socket. Force drill up hard into spindle by 'DSSS already in spindle pulling down on lever ...... 0.08 0.08 0.08 0.08 0.09 where no sleeve is necessary to Remove block ...... 0.02 0.02 0.02 0.02 0.02 make shank fit bore. TIMI son Raucvms DRILL, 1N MINUTES ...... 0.10 0.10 0.10 0.10 0.14 Pick up hammer and dritt ...... 0.04 0.04 0.04 0.04 0.04 REMOVE mom SPINpLn Knock out drill from spindle ...... 0.04 0.04 0.04 0.04 0.08 on FROM Replace tools on table or in tray ...... 0.02 0.02 0.02 0.02 0.02 Socxs'r IN SPINDLE. DaILL AND ONE SLEEVE (ALREADY AssmmLsp) Pur m'ro SPINDLE DRILL AND Oct-Isms: Tam or SLI-mvs ...... 1 2 3 4 5 6 ONE Sumvn ALREADY Assam Tnn: son Pur'rmo DRILL AND SLEEVE IN'ro BLED. SPINDLE, IN MINUTES ...... 0.26 0.26 0.27 0.30 (For time to put sleeves on Select drill from tray or table ...... 0.10 0.10 0.10 0.10 drills see Sheet DSSC) Put drill and sleeve into spindle ...... 0.04 0.04 0.05 0.07 All sleeves to be put on drills Put wood block under drill either on before starting Job. work or table ...... 0.02 0.02 0.02 0.02 GENERAL Norm—Socket DSSS Force drill and sleeve up hard into should be used where several spindle by pulling down on lever.... 0.08 0.08 0.08 0.09 drills with same size shank are Remove block ...... 0.02 0.02 0.02 0.02 to be used in succession. TIME FOR REMOVING DRILL AND SLEEVE, IN Remove FROM SPINDLE DRILL mmrrss ...... 0.10 0.10 0.10 0.14 AND SLsm no'r SEPARATED Pick up hammer and drift ...... 0.04 0.04 0.04 0.04 (For time to separate drill and Knock out drill and sleeve ...... 0.04 0.04 0.04 0.08 socket see Sheet DSSC) Replace tools on table or in tray ...... 0.02 0.02 0.02 0.02 All sleeves are to be removed from drills after Job is finished.

vations, for various jobs to be done on the TOOL LIST OPERATION SYMBOL FOR 2 N 2 C 2 C drill press in question, and one of these MACHINE NO. D 1 DRAWING NOS. 6-28-2 tasks is assigned to the workman. Tools called for on this tool list must be issued in a tote box. The list should be placed in the tag The first thing he is required to do may pocket on the box and accompany the tools to and be to adjust the height of the arm of his ma from machine. Pmcss NAME SIzsI Toot. SYMBOL chine. \\'e have allowed the proper time ééxi C B L for picking up a wrench of the right size from a tool stand, and loosening the bolts that secure the arm; but since we made our @Nhnih 94x5 observations the wrench has disappeared, 114, having been borrowed by a fellow workman, 1%x3x29'7é, Boring Cutters or rsislaid. Our workman then falls back Drills 17/32 Collet upon his trusty monkey wrench, which is Counter Bores his own property, and which he has there Reamers Arbors fore guarded with care, and consumes as Die Head much time adjusting it as should have been Boring Bars NHHHHHHH Sleeves .LL - massUUUU HHHmammm UUUgm8 mm consumed in the entire job of loosening the “= w“ {I}O0 bolts had a wrench of the right kind been Sockets available; this alone might be enough to Driver the? prevent his accomplishing the task in the Tap Holder Taps 1 e" time allowed. ##k *wb-l Next, he places the piece to be drilled Gauges on the table of his machine, and selects a Dies Cutting Tools clamp and bolt of the proper length from Milling Cutters the box or rack in which he keeps them. Jig 1 Wrenbh 55 W F H H The bolt selected has no nut on it, so he Man's No. Hour Month Day Year Signed Checks Re lakes one oi? another bolt and, after plac quired. . . . 10 6 '11 R. Ing his bolt and clamp in position, starts When the tool list is not correct the gang boss must at once report the error to the man who to screw the nut on. He finds that it sticks, signed this list. due to the thread on the bolt having been damaged, and instead of being able to screw to take a wrench and laboriously work it it on rapidly with his fingers, he is obliged down the entire way. It is also probable

FEBRUARY, 1 91 2. o2 INDUSTRIAL ENGINEERING and

CLASSIFIED ELEMENTARY TIME UNITS FOR CLAMPING IVORK TO DRILL PRESS TABLES.

__ >_ _.

MEDIUM SIZE C C F K Uiam. Length Thickness YVeight of ITOIt, of clamp, 01' clamp, of in. in. in. clamp, I) L T ll). oz. F5, 10 1% 3 11 a. 11 1% 6 ~— iii 12 1% 7 8 1 13 11,5, 10 8

DIAMETER or BOLT, memes. . . . ,_---"~>;t' and 34 -~—— '50 and 1—————— LENGTH OF BOLT. memes ...... 6 12 i4 18 6 12 18 24 30 36 "Inn: FOR CLANII’ING, MINUTES. ..0.42 0.45 0.45 0.51 0.48 0.53 0.57 0.69 0.78 0.92 Lift holt, clamp and block to CLAMPING.——-BOLT To 131-: PU'r tahle ...... 007 0.08 0.08 0.09 0.09 0.10 0.10 0.13 0.14 0.17 IN snor. tholt remaining in hand) Put bolt in slot ...... 004 0.04 0.04 0.05 0.04 0.04 0.05 0.05 0.06 0.07 The time given in this Slip clamp on bolt and on section to be used only for work ...... 0.05 0.05 0.05 0.05 0.05 0.05 0.05 0.06 0.07 0.08 first piece in lot or on other Put block under clamp ...... 0.04 0.05 0.05 0.05 0.04 0.05 0.05 0.07 0.08 0.10 pieces when bolt has to be Screw nut down with fingers.0.05 0.06 0.06 0.07 0.06 0.07 0.08 0.10 0.11 0.14 put in slot. Tighten nut lightly with wrench ...... 008 0.08 0.08 0.10 0.11 0.12 0.13 0.15 0.17 0.19 Draw down nut tight with wrench ...... 009 0.09 0.09 0.10 0.09 0.10 0.11 0.13 0.15 0.17

Rmmovmo.—‘Bour nor To Turn TOR REMOVING, MINUTES..." 16 0.17 0.17 0.18 0.22 0.22 0.24 0.26 0.29 0.33 BE TAKEN mom SLOT. Loosen nut with wrench.....0.11 0.12 0.12 0.13 0.17 0.17 0.19 0.20 0.22 0.25 The time given in this Remove clump from l)0lt....0.05 0.05 0.05 0.05 0.05 0.05 0.05 0.06 0.07 0.08 ‘section to be used for all nieces in lot excepting the last piece.

TIME F01: CLAMPING. Minti'rt-Is. .030 0.33 0.34 0.37 0.35 0.39 0.42 0.51 0.58 0.68 Slip clamp on bolt and on _ _ CLAMPING.—BOLT AL work ...... 005 0.05 0.05 0.05 0.05 0.05 0.05 0.06 0.07 0.08 READY m 'snor. _ Put block under clamp ...... 0.04 0.05 0.05 0.05 0.04 0.05 0.05 0.07 0.08 0.10 The time given in this Screw nut down with fingers.0.05 0.06 0.06 0.07 0.06 0.07 0.08 0.10 0.11 0.14 section to be used for all Tighten nut lightly with pieces in the lot after the Wl‘ellt‘h ...... 008 0.08 0.08 0.10 0.11 0.12 0.13 0.15 0.17 0.19 first piece when bolt has Draw nut down tight with not been removed. wrench ...... 008 0.09 0.10 0.10 0.09 0.10 0.11 0.13 0.15 0.17 'TIME F01: REMOVING. Minoras. ..0 94 0.?5 0.25 0.27 0.30 0.30 0.33 0.37 0.41 0.47 REMOVING.——BOLT TO BE Loosen nut with wrench.....0.11 0.12 0.12 0.13 0.17 0.17 0.19 0.20 0.22 0.26 TAKEN FROM snor. Remove clamp from holt.....0.05 0.05 0.05 0.05 0.05 0.05 0.05 0.05 0.06 0.07 The time given In this Remove bolt from slot ...... 0.03 0.03 0.03 0.04 0.03 0.03 0.04 0.04 0.05 0.05 section to be used only for Put clamp, bolt and block in last piece in lot. Or on other tote box on floor ...... 005 0.05 0.05 0.05 0.05 0.05 0.05 0.08 0.08 0.10 pieces when bolt has to be _*______g_ 4_# a"- ____ V_____ fi___ A a _ _ taken from slot. that the trusty monkey wrench has to again . Minute be called into action, by reason of the ab- TC; '1'!“ ‘?°tll“"lt' mg?" “t'l‘ll Clamp to lhe 7 - - - - Inc 0 c mac me oo< ...... 0.0 Q)“gnu ‘> 0t ‘ (me ‘ Of flu 1 Hi‘ht ' T kmd and Size" To put the bolt in. slot of table ...... 0.04 “hen our time study was made, we found T0 rommc the nut from the 1m“ by “n that under proper conditions 0.7t minute FCl'Cwmg with the llllgt‘l'S took ...... 0.13 was to be the proper time for putting on To put IcllanLp over bollt and on work..... 0.05 flu" is; .h.‘ a It ,7rm“ dainp ‘ . Y , but _ ofm“ \- ,- (Y K 1 tht ' is, . e T011111 0 ,_ put washer 111C ' um on er bolt c amp ...... 0.070.0; ~ Con‘htmns not hang mammmed» the be“ To screw not on I‘olt with fingers ...... 0.13 the workman could do took anywhere from To tighten nut lightly with wrench. .. 0.07 two to ten timQS as ](»mg_ It is no Qxaq- To draw nut down tight with wrench.... 0.10 geration to sav that we have seen a work- Total 51116 rcWitt“I ------~ 0-71 man spend fifteen minutes in trying to screw To follow through each step of the oper a nut onto a clamping bolt. ation in this manner would take too long. Our observations of this one item showed and the two points cited are typical of what as follows: night he expected at almost every stage of

FEBRUARY. 1912. THE ENGINEERING DIGEST 93

MACHINE HANDLING TIME FOR BETTS HORIZONTAL BORING MILL TOTAL HANDLING TIMI: I-‘OR TURNING TABLE END FOR END ...... 2.41 ELEMENTARY UNIT TIME

Take off two bolts 55x4 ...... 38 Time in this space is for Walk six feet...... 05 turning table end for end. Take off other two bolts “X4 ...... 38 which is done only when Take out key...... '...... 04 work is to be bored on Turn table end for end ...... i ...... 38 each end that cannot be Put in key ...... 04 bored without clamping Put on two 55x4 bolts and tighten ...... 52 ends. “'alk six feet...... 05 Put on other two bolts %x4 and tighten ...... 52 “'alk six feet ...... 05 CHANGING Sessos From 18 to 2B .21 28 to 1B .22 38 to 18 .22 48 to 113 .22 1B to 3B .42 28 to 3B .36 33 to 213 .22 48 to 2B .26 18 to 4B .30 28 to 4B .28 313 to 4B .25 48 to 313 .42 18 to 1A .41 28 to 1A .55 38 to 1A .57 48 to 1A .62 112 to 2A .54 28 to 2A .41 SB to 2A .60 4“ to 2A .64 Time in this space is to 113 to 3A .59 28 to 3A .57 3B to 3A .41 48 to 3A .63 be taken when changing of 113 to 4A .70 28 to 4A .67 313 to 4A .63 48 to 4A .40 belt is necessary. 1A to 2A .13 2A to 1A .14 3A to 1A .16 4A to 1A .22 1A to 3A .18 2A to 3A .16 3A to 2A .19 4A to 2A .20 1A to 4A .29 2A to 4A .26 3A to 4A .24 4A to 3A .10 1A to 18 .48 2A to 113 .62 3A to 113 .64 4A to 18 .70 1A to 2B .63 2A to 2B .48 3A to 28 .67 4A to 2B .74 1A to 3B .68 2A to 3B .64 3A. to 3B .48 4A to 311 .90 1A to 4B .77 2A to 4B .74 3A to 4B .72 4A to 4B .48 Put on facing attachment and set ...... 4.60 Time in this space is to Take off facing attachment ...... 2.39 be taken when facing at tachment is used.

MACHINE HANDLING TIME FOR BETTS HORIZONTAL BORING MILL TOTAL HANDLING TIME FOR ELEMENTARY UNIT TIME Distance Traveled. 2 in 4 in. 6 in. 8 in. 10 in. 14 in. Moving spindle forward ...... 08 .12 .21 .26 .31 .43 Moving spindle back ...... 08 .12 .20 .25 .28 .40 This time includes going after helper. Move and support back 2 it. Helper Time in this space is to not at machine ...... , ...... 2.35 be taken when preparing More end support forward and tighten for a Job or in course of 42 ft.). Helper at machine ...... 80 operation where any of Move auxiliary table forward ...... 26 .42 .58 .74 .90 these operations are taken. More auxiliary .table back ...... 29 .45 .61 .77 .93 - Raise bolts, table. start includes machine, loosen raise and four tighten 4%x4 1.60 1.90 2.20 2.50 3.00 A Lower table. includes loosen four 4%x4 bolts, start machine, lower and tighten 1.60 1.90 2.20 2.50 3.00 Put one bushing in end support ...... 06 Time in this‘ space is to Put two bushings in end support ...... 09 be taken when putting Put three bushings in end support ...... 11 bushings in tail support. Take one bushing out of end support ...... 06 Take two bushings out of end support ...... 07 Time in this space is to Take three bushings out of end support ...... 10 be taken when taking bush Start machine .03 ings out of tail support. Stop machine .10 Cruncmo Fssos Change from A feed to C fee ...... 06 H“ "" BA “ " “" A B “" ...... 03.03 be Time taken in when this changing space is ofto " “ B “ “ C “ ...... 03 feeds is necessary. " “ C " “ A “ ...... 06 " “ C " “ B " ...... 03

the work. The picture is in no sense over also the machines in which they are to be drawn; if anything, the reverse is true. performed. Instruction cards such as those used for The method followed in making up in— illustrations are the second step in the plan struction cards for new work, then. is as ning of the work. Before they are made up, follows (assuming, of course, that all ele the work as a whole has been laid out or mentary time study data are available, and routed; the various operations to be per properly classified and tabulated): formed on each piece of work have been The man in charge of this part of the determined, as well as their sequence, and planning—who must, of course, be an ex

FEBRUARY, 1912. 94 INDUSTRIAL ENGINEERING and

INSTRUCTION CARD FOR OPERATION SYMBOL 1PLV3P 1 SHEETS, Suns-r N0. 1 DRAWING No. 6601.105 MACHINE N0. L10 ORDER No. PLVP MATERIAL, STEEL Cnass No. . . . PIECES IN LOT, 400 TIME FOR Lo'r. 393.61 BONUS. . . . . DESCRIPTION or OPERATION: Drum. AND CUT OFF Con Time tlnuous Element for or time per entire running Item DETAILED INSTRUCTIONS Feed Speed piece lot time 1 Change card ...... 2.00 2 Learn what is to be don ...... 2.00 3 Change jaws to 1,6 ...... 91 4 Put collar on stock ...... 19 5 Put stock in spindle and adjust collets ...... 59 6 Set stop for length ...... 31 7 Put CCCE 9'; in turret head ...... 31 8 Put DDTS 3/16 in CCCE ...... , ...... 22 9 Set stop for DDTS 3/16 ...... 31 10 Put in PATL tool and set ...... 77 7.61 11 Set stock to stop ...... 15 12 Turn turret and start machine ...... 08 13 Drill 3/16 hole, 3/16 run ...... HF 5.26 r .14 1 14 Turn turret ...... _08 15 Cut off piece and round corners with file ...... HF 1F .12 16 Put piece in tote can ...... ,02 17 ' Count every 100 pieces. Time per piece = ...... 02

_ .61 90% on handling time .35 ...... 32 10% on machine time .26 ...... ,03 .96 Disassemble 2.00. Time for lot : tnumber of pieces Y .96) + 2.00 + 7.61 Time for 400 pieces : 393.61 or 66 tenths + 2.00 + 7.61. REV. PER MIN. WHEN MACHINE CANNOT m: RUN 11s onnansp, MACHINE BOSS mus-r AT 1 9 11 oucs REPORT TO MAN WHO SIGNED THIS CARD Month Day Year Signed R,

Checked perienced and practical man, selected by rea cation of material shapes. he finds the time son of his qualifications for the work—has for handling pieces of the same approxi before him the drawing of the part to be mate shape and weight as the one under machined. His first step is to decide upon consideration. the general method to be followed in the MAKING TIME STUDIES. operation being planned. In doing this, two The writer has, as yet, said very little or more methods may suggest themselves, with reference to the actual making of time bringing up a question as to which is the studies. In general, it may be said that the best. In this event, he will add up the time man undertaking this work should be as for each of the elements entering into the familiar as possible with the work being diFferent methods, and select the one that studied, and if he has actually worked on gives the smallest total time. the jobs being studied, so much the better. He next sets down on the instruction card All other things being equal, a man who ' a description of the job, element by element, has worked at, and is skilled in the trade in their proper sequence, going through under consideration, makes the best time the operation just as he would at the machine study man. itself. As he does so, he draws off a list 'Next to the skilled workman. the best of the tools required, which will be sent to time-study man is a chemist, whose training the tool room before the job is to be done, has impressed upon him the importance of and the tools delivered to the workman. exactness, and of little and apparently in After having put down on the instruction srgnificant points. The chemist has also card all of the elements to be done, he learned how to analyze things into their turns to his data file, and indexed under the elements. The best possible time-study man machine number he finds the time for each would, in the writer’s estimation, be a chem of the adjustments or manipulations of the ist possessing practical experience in the machine. Under the tool symbol he finds work being studied. the time for each of the elements involving The equipment required is very simple, the use of a tool, while under the classifi consisting of a decimal stop watch that can FEBRUARY, 1 912. THE ENGINEERING DIGEST 95

INSTRUCTION CARD FOR OPERATION. SYMBOL 2 N 2 C 2 C 1 Sums, Sam No. 1 DRAWING N0. 6-28-2 MACHINE No. D1 ORDER NO. N 2 C C MATERIAL, C. 1. CLASS No. . . . PIECES IN LOT, 200 TIME Foa Lo-r, 302.62 Boxus. . . . .

DESCRIPTION OF OPERATION: DRILL AND TAP C on Time tinuous Element for or time per entire running Item DETAILED Ins'rnuc'rroxs Feed Speed piece lot time 1 Change card ...... 2.50 2 Learn what is to be done ...... 6.00 3 Assemble drills and sleeves ...... 48 4 Clamp 2CSP 1%x3x295é across table 211'; in. apart equidistant 5 to center hole or table ...... 81 6 Put 17/32 drill and sleeve in spindle...... 27 7 Raise or lower head ...... 71 8 Change speed and teed start machine. .40 11.17

9 Pick up piece and put on table over center hole ...... 03 10 Spot 17/32 hole ‘ ...... 1F 18 .10 11 Drill 17/32 hole 1 in. run ...... B 113 .48 12 Put piece on floor ...... 02 13 REPEAT ITEMS #12 To 15 ON EAcII PIECE 1N LOT 14 Take out drill and sleeve and put in DSTH 31-1 and sleeve.. .45 15 Pick up piece and put on table over center hole ...... 03 16 Put tap in fixture and set ...... 09 17 Start mach.ne .03 1’, Tap with second tap ...... 1F 113 .34 N011: z—ALLow Trip To 00 ALL THE “'AY THROUGH. 19 Put piece in tote box ...... 02 20 Stop machine and pick up tap ...... ~ .06 21 Stop machine. change drills and start machine every 20 pcs. time per piece ...... 03 1.23 .45 40% on handling time. .31 ...... 12 10% on machine time. .92 ...... 09 1.44 Disassemble 3.00. Time for int = (if of pcs. X 1.44) + (3.00 + .45 + 11.17). Time for 200 pcs. = 302.62 or 50 tenths. Wmzx MAPHINE CANNOT BE RUN As ORDERED, MACHINE BOSS MUST AT 10 8 11 oxen REPORT TO MAN WHO SIGNED THIS CARD Month Day I Year Slgned R ___—__ _ #‘ —_ Checked. . . . be stopped at any point, started from the sumed by each in each series of observations. same point. or snapped back to zero at will. If an operation is one that is repeated We have found it necessary to have these over and over again, the way to study it watches made especially, and Mr. Sanford Is to first list the elements entering into it, E. Thompson, whom we of the Taylor and then take the time on each with the Group regarded as the foremost time-study watch running, stopping it in case of false man in the country, has, for a number of movements, or anything going wrong, and years, taken upon himself, as a matter of starting it again when the actual work is accommodation to the rest of us, to keep resumed. When the observations have been a supply of these watches on hand. from completed, the time for each element is com which he has supplied our needs, and those puted by subtraction, and the time for each of our clients; and I take this opportunity element ascertained. Wherever possible, a to publicly acknowledge the debt we owe number of observations should be made on him for doing so. each sequence of operations, and in deter In addition to a watch, the only other mining the elementary time unit, we elimi equipment required is a board for holding nate the times that are too high and too the watch and the sheet of paper on which low—usually as a result of error in observa the observations are recorded. Several dif tion—and follow the general rule of select ferent forms of time-study observation ing the time unit that occurs most frequent sheets have been developed, but essentially ly for each element. they are all the same, providing first a An expert time-study man can observe a column in which are entered the various sequence of elements totally new, and put elements to be observed in the order of down a description of the element and its their occurrence, and then a series of col time as the operation progresses; but this umns in which are entered the time con— is no task for the beginner. FEBRUARY, 1 912. 10 BULLETIN OF THE EFFICIENCY SOCIETY

the members by certain efficiency engineers. Cer ciency engineering, we are going to know without tain business men circularized efficiency engineers for a shadow of a doubt that the people can produce professional information, asked them to call, got them on the money we pay them. We are going to have to make surveys of their plants and submit proposi some sort of an opening to get out, in the event tions, and all without the slightest intention of using they do not. We have never had any concern, so them. This only reacted on the one soliciting. Neither far, perform any services for us that have been of secured commissions or advice that was of value by any value." trying to make use of their membership in this way. The membership at large complained of it, and with In the course of our answer we said — reason, for no one had come into the Society to be "When a man is in charge of a factory and that exploited. factory fails, the failure is due entirely to him, Lately there have been complaints that certain effi and, if he hires experts and they fail, their fail ciency engineers and systematizers take the opportu ure is due entirely to him." nity presented at the monthly dinners to solicit commis sions from managers of business enterprises. On the The statement has been made to us concerning the other hand, certain managers try to get pointers on manufacturing firm with which this writer is con systematizing from efficiency engineers to the annoy nected that it has never given an efficiency expert a ance of the latter. The brand of membership does not free hand with which to work and that it employed of itself make an efficiency engineer exceptionally com experts only for diplomatic reasons and was quite in petent. He must acquire competency by capability different to the results they might achieve. There and experience. Nor does it entitle a manager, who is no need of securing positive verification of this has made a failure of his business through his igno statement, because the Society is not recommending rance of the principles of organization and manage any list of efficiency engineers to this firm. The mat ment, to sudden acquisition of information by which ter is cited here only that those responsible for the his plant will be resuscitated. This can come about employment of experts may be made to understand only by long and intelligent reconstruction. that they are responsible for what is introduced in It is expected that the mere bringing of these facts their plants, and the efficiency engineer is only an to the attention of the membership at large will make adviser, and if his advice is accepted the employer plain that the getting together in order to discuss the must not blame the efficiency engineer for the result. very important questions which interest all for the Sometimes a very successful old time manufacturer mutual benefit of all is the fundamental purpose of makes up his mind to modernize conditions in one of the Society and must be held to, if we are to grow into the departments of his factory. He employs an effi a vital, representative body. ciency engineer and turns him loose in the shop. After a while he finds that the efficiency engineer has intro duced methods which he does not understand — they A LITTLE FAKING ON BOTH SIDES do not comport with those established in the rest of A recent article about the Efficiency Society which his plant. He begins to feel queer about the situation, appeared in various papers throughout the country not knowing where he is coming out, and after a talk made much of the fact that the Society was expected with the efficiency engineer he dismisses him and the to eliminate fakers who were trying to sell their ser conditions revert to where they started. A greater vices as efficiency experts. opportunity for faking, however, is on the other side, This is undoubtedly one of the first duties of the and apparently the desire to fake sometimes outruns Society, but it is also somewhat the duty of the So the opportunity. ciety to point out the faking that sometimes takes A decent-appearing chap comes into the office of place on the side of those who employ efficiency the Efficiency Society and asks qualifications for mem experts. Generally officials of mismanaged and, there bership. He says he w:ould like to join and that he fore, failing concerns wait until the last moment would like to have a list of efficiency engineers and a before employing an efficiency expert. When he is list of business firms wishing to employ efficiency en employed lie is simply turned loose in the plant and gineers. He says that he hopes to secure commissions then they expect the business, which has taken pos to install efficiency methods in factories and business sibly many years to run down, to be resuscitated in a houses. A little questioning reveals the fact that he few- weeks as if by a magic wand. They do not want knows nothing about the management of factories or to pay much for the service, and they hardly get business houses, nor about mechanical details of shop started when they become dissatisfied and discharge work ; that he is simply a man out of a job. Of course, the engineer as a failure. it is difficult to have patience with one who asks the The other day the Society received an inquiry from Efficiency Society to make him by fiat an efficiency a manufacturing firm in regard to employing an expert. It is as presumptuous as if he should ask efficiency engineer, in the course of which the writer Congress to make him by fiat an ex-president of the said — United States. "We are very much like a burnt child; we The following correspondence will serve to indi dread the fire. We have been tricked and spent cate the sort of questions which the Efficiency Society considerable money and time with efficiency is receiving continually. workers in both factory and office. Also systema Here is a portion of a letter to Mr. James G. tizing companies and auditing companies, and if Cannon from a man connected with a western firm. we ever take up a new proposition, such as effi "Sunday's paper gave a brief account of 'The 11

Efficiency Society' of which you are President. concern for this kind of work is another point The article was too short to enable me to form about which I would like to know, as I realize that a clear opinion of the purposes and possibilities in some instances this work is very delicate and of this society. I am very much interested in must be handled with a great deal of care, espe 'Efficiency Engineering.' I never go into any cially in union factories. Would like to know if factory but that I find myself looking for defects in these instances the concerns are made to un in the method of operation. I believe this is work derstand beforehand that the progress would de I would enjoy very much, and since I have an pend largely on the conditions in the factory." inclination for such work, I believe that if I can get into the right field I can make good. To such a request we could only reply with whatever I am a photographer in a tourist resort and I patience we could summon, as follows: have work only three months in the year. During "No man can become an efficiency engineer at the season we are busy, but this work does not a bound. It implies a general recognition of a offer me anything of real interest as an opportu man's expertness for him to be called Efficiency nity for advancement, so I am on the lookout for Engineer. Merely to have done expert work is something better and with a field for development. not sufficient. The best way is to become master of a special He received this reply : field of industrial work and to know your job "I am a little surprised to see how many people in that connection so much more thoroughly than feel that they can qualify immediately and almost any one else in it that people can't escape asking magically as experts in branches of industry in your professional advice." which they have had no experience. Your letter is by no means unique in expressing such a desire. If men with no claim to expertness in any field of Our answer to all who wish to become efficiency industry wish to adopt the whole world of knowledge experts is to advise them to choose that line of as their province, we can easily imagine how strong work in which they wish to be recognized as ex the temptation is with men genuinely expert in certain pert, and then proceed to become so. lines to extend the field of their operations; and when, There is a certain degree of justification, how in a slack time, an opportunity comes for them to ever, in your wish to instruct others in time-sav install methods in a line of work for which they are ing methods. There is a good deal of difference, not really fitted, we can realize how few of them are of course, between doing work efficiently and in likely to profess a lack of fitness. observing how it can be done most efficiently. The Efficiency Society cannot judge the professional Many a person lacking the manual dexterity for qualifications of business experts. We should require a given task has the faculty for pointing out how a board of judges as omniscient as some of the effi a person doing that work can reduce effort. ciency experts claim to be. All it can do is to point My advice, however, would be for you to be out that many of the experts who have joined the come expert in the routine work of photography. Society are annoyed by the pretensions of a few of There is a great field for time-saving in this art, their fellows. The first-class consultant in every case simply because most photographers insist upon is co-operating with the Society in its recommendation considering their business merely an art and neg that business firms look carefully into the qualifica lecting the business side. If you can simplify tions and experience of efficiency engineers; that they the processes of your work and the business deal give more credence to those who define their field and ings with the public, you are bound to be that, having employed efficiency engineers, they con recognized and to secure material reward. Con tinue to regard them merely as consultants, at no time sider how much time is wasted, for instance, in surrendering authority. posing, and consider further how every added The Society is asking several efficiency engineers to moment in posing a subject simply adds to the prepare papers on the subject of the relationship be artificiality of his expression. A more scientific tween the efficiency engineer and the general manager, study of the conditions that obtained when you so that in the course of the next few months the So secured the best results would enable you to re ciety can present to its members the views of men produce those conditions an indefinite number of actually engaged in efficiency work on the subject we times. Consider further the opportunities there have just been discussing. are for shortening the length of time between pos ing and handing the finished pictures to the GRADING EXPERTS subject. If your work is such as to give you much leisure time, as you pointed out, you are in a Mr. Hannah's letter in the "Awaiting Answer" singularly fortunate situation for making such Column asks to have the Efficiency Society assign effi studies." ciency engineers to certain grades and ranks according to their abilities. A young man in Connecticut writes that he is not The Efficiency Society can hardly attempt to do this. satisfied with his present work and would like to be It proposes, however, to strike at the difficulty pointed come an efficiency expert. He says : out by Mr. Hannah in what will prove almost as "Would like to know about how much salary effective a way. It is going to let the efficiency en a person of my experience entering this line of gineers rate themselves. work would get. The form of contract with a The proposal made by Mr. Hannah involves an The Efficiency Movement. An Outline.

By CHARLES BUXTON GOING Editor Engineering Magazine

The history of the Efficiency Movement is like that of many an other extension of knowledge, whether physical or mental. It is a record of independent partial contributions of discovery or interpreta tion, which later are found to be all interrelated parts of one great, harmonious and comprehensive whole. Columbus, Vespucci, Balboa, Cabot, Magellan, Hudson — rivals in purpose and in claims — soon proved collectively the nature and delimi tations of one and the same new world. So Halsey, Taylor, Emerson, Hine, Pinchot, Talbot, Church — differing in vision and philosophy, differing in scope and application of methods — are just beginning to be recognized and to recognize one another as apostles of a single faith — a faith so large, so universal, that it benefits all fields, and in varying guise inhabits all nature, animate and inanimate. Taking only the larger manifestations of this faith as it has been shown by its works, we may identify distinctly at least seven which have come into being and have gathered force and volume within ap proximately the last century — some of them, indeed, within the last generation, and a few within the last decade. The first is the profession of engineering, which has grown up from the root idea of efficiency in the use of power and mechanical effort, and has carried this vitalizing principle into every branch into which it has expanded. The second is the conservation movement, seeking to prevent hitherto reckless waste in the use of natural resources and the funda mental materials of industry. The third is fire prevention, which looks toward better protection from a special form of waste of structures, equipment, and manufac tured products. These three all deal with materials. Fourth, we find the propagandism of general hygiene and its ex tension into the wider sphere of eugenics, adapting the theory of con 12 THE EFFICIENCY MOVEMENT. AN OUTLINE servation and the ideals of waste-prevention to the individual human unit and to the race at large. Fifth comes welfare work and the effort toward reduction of in dustrial accidents — a manifestation differing distinctly in scope from general hygiene, and addressing its effort toward a particular class and a specialized purpose. Sixth, in scientific management (using the term in a broadly de scriptive sense, and not the narrow titular one in which it has some times been monopolized) we find generically the same concept, worked out into concrete policies and methods intended to raise the efficiency of processes and the prevention of waste in production, supervised or secured by human toil. Seventh, less manifestly but no less truly, earnest prosecution of cost study and analysis, which leaped so strikingly into notice less than twenty years ago, is part of the same impulse — a potentially and then actively constructive application of effort toward efficiency in the realm of money. To this group of seven distinctive manifestations of a single im pelling idea in seven different fields should perhaps be added an eighth — the movement toward greater efficiency in government, or toward efficiency in the political field, which is already conspicuous by its propaganda and may crystallize into a movement as definite, as characteristic, as any of those already identified. It is only in the field of application and in the elements or facts to which the effort is applied that these several movements differ. The essential concept or energizing ideal is always the same. It is the elimination of waste. It is the raising of the ratio of useful result to effort expended. It is the bringing up of actual performance as near as possible to the level of a reasonable and equitable standard. This is efficiency, which is something quite different from effectiveness. Effectiveness considers only the achievement of the result, without regard to the proportion or disproportion of the means employed and the effort expended. Efficiency considers not only the attainment of the result, but its attainment at a minimum expenditure of necessary effort and with the minimum of attendant waste. The removal of an aching tooth by means of a charge of dynamite would be effective but not efficient — ineff1cient because much more power is employed than is necessary and much more waste and de struction are caused than is reasonable. An engine delivering fifty CHARLES BUXTON GOING 13 horse power, however efficient it might be through mechanical and thermo-dynamic perfection, would be ineffective to drive a mill which actually required seventy-five horse power — ineffective because, how ever perfect the engine's operation, it was under-proportioned to the standard of the task. American achievements, American institutions, American methods generally, have often been extremely effective (as in our gigantic lumbering operations, or production of huge tonnages of coal, or farm ing of uncounted miles of prairie) but hideously and almost criminally inefficient, because of the preventable wastes permitted to run un checked. The essence of the Efficiency Movement is insistence upon a deter mination of standards of achievement — equitable and reasonable stand ards, by which the ratio of useful result secured to the effort expended, or the expense incurred in any given case, may be compared with the ratio that should exist in a normal utilization of the agencies at hand. Efficiency does not demand nor even encourage strenuousness. It does not impose nor even countenance parsimony. It merely demands equivalence — equivalence between power supplied and work performed ; equivalence between natural resources utilized and products obtained ; equivalence between vital opportunity and individual or national health; equivalence between attainable degrees of security and the actual proportion of casualties; equivalence between production capa city and finished product. The development is too new to be fully grasped. It is too multi form to be traced except in a very limited field. Seven coordinate provinces have been recognized, with no thought of arranging them in rank of relative importance, except the very general one of following approximately the chronological order in which they have come into wide public notice. Least of all is there any thought of considering the dollar before the man. If the more detailed survey attempted in the following pages is confined to the prosecution of efficiency in in dustry, it is only because continued observation and investigation have been centered within those bounds. Confining attention, then, for the present to the field of industrial effort, where the phenomena are most concrete, the movement is so new that the very use of the term "effi ciency," in its new current sense, dates back but five years. And the term "scientific management" is younger still, having come into being at the rate hearings in Washington less than three years ago. 14 THE EFFICIENCY MOVEMENT. AN OUTLINE

What might be called a self-conscious attempt at the improvement of industrial efficiency is somewhat older than this, having been clearly apparent and specifically expressed in the literature and thought of the subject by occasional contributions dating back to the first half of the nineteenth century, although no well-formed wave appeared until about a quarter of a century ago. Perhaps it would be truer to say that there were two waves of thought, starting at different points of the horizon but converging and gradually coalescing. The first of these impulses was originally analytical and was ad dressed to the careful, critical examination of costs, with a purpose of discovering the elements of expense and reducing them to basic units, so that one cost could be compared accurately, intelligently, and use fully with another. This is of course vitally necessary to the deter mination of standards, and on the fixation of standards depends the measurement of efficiency. The literature of cost study did not become prominent until about 1896, but from that date on it increased rapidly in volume and in intensity and definiteness of interest. The second impulse was primarily constructive, and addressed to individual situations with the purpose of reducing existing costs, what ever they might be, sometimes without very definite vision of either absolute, attainable standards, or of the relative importance of the factors attacked; but always with confidence that progress toward better things could be made, and would be made if any factor in the expense formula were diminished. For that was the underlying pur pose in the earlier wage systems, and in the work of the sincere sys- tematizers, who did much good, however many crimes may have been committed in the same name by later and less genuine disciples. These agencies rapidly developed into the more complete, better balanced, and earnestly considered policies of comprehensive control, of which so-called "scientific management" is the most widely known example. In a rapid review of this modern constructive movement for the betterment of industrial efficiency, the first efforts (first, at least, if we follow the order of public announcement) centered upon the work man, as the man most familiar with the conditions and possibilities of every operation, and took the form of offering an inducement to him to increase his output by a better use of his knowledge, skill, and the facilities supplied. These measures, which are elsewhere classed as belonging to the "policy of incentive," were proposed in Mr. Henry CHARLES BUXTON GOING 15

R. Towne's "Gain Sharing," and reduced to more specific and practi cal methods in the Halsey premium plan, published in 1891, and in the Rowan, Ross, and other forms of premium payment which are sub stantially modifications of Halsey's idea. While these measures were dictated by a sincere attempt to pro mote efficiency, they had faults of two opposite kinds. First, as the only element directly acted upon was the worker, many inefficiencies might still remain uncorrected in materials, ma chinery, processes, distribution, and sequence of work, or other matters beyond the workers' control. Hence the product might fall short of a reasonable standard. Second, in the temptation of increased earnings, with no accurate determination of a standard method or task, a worker might be stimu lated to over-exertion, to strenuosity, in the attempt to reach high effectiveness instead of high efficiency, and so the tax put upon the man might over-run a reasonable standard. Five years later, in 1896, Frederick W. Taylor presented the dif ferential piece-rate method, in which there is to be found a definite suggestion of organized methods, of institutions designed to check both these tendencies, while still retaining the incentive of reward for high performance. It is scarcely more than a suggestion. The only specific institution proposed is a rate-fixing department, replacing by careful and thorough study the somewhat haphazard methods of set ting standards by the judgment (or guess) of a foreman or minor official. This is a very positive and unmistakable adoption of the idea of determining a reasonable and equitable standard of performance; but so far as concerns extension of vision to any factor in the problem except the performance of the workman, the evidences of Mr. Taylor's paper of 1896 are fragmentary and indistinct. The working conditions, upkeep of machinery and tools, despatching and routing of jobs, etc., are broadly referred to as details in which the management should co operate; but the prime force in the system is repeatedly stated to be the desire inspired in the worker to obtain the larger wages paid for accomplishment of the established task. Five or six years later another important advance toward full recognition of the necessities for efficient working appeared in H. L. Gantt's paper on "Task and Bonus" (1901), supplemented by his second paper on "Graphical Daily Balance" (1903), both presented to the American Society of Mechanical Engineers. These formulated a 1 6 THE EFFICIENCY MOVEMENT. AN OUTLINE

complete scheme of management involving the use of scientific prin ciples. In addition to the careful, thoroughly informed study of the operation and of the best way of performing it, there now appeared the added elements of printed scheduled instruction cards, and of delib erately appointed instructors, showing the workers how to perform the task. The method of payment, while it retained the bonus award to the successful task worker, no longer penalized the worker who tried but failed. He was still protected in the ruling day rate of his class. Immediately thereafter, also in 1903, came Frederick W. Taylor's classical contribution on "Shop Management," in which all the fore going elements were embodied and incorporated with still more ad vanced ideas of scientific control of manufacturing operations. Much more attention was given to elementary time-study as a basis for scientific time setting. Most striking of all, a new form of organization was proposed. All work was first separated into the two great func tions of planning and execution. Each of these functions again was subdivided into four. Functional organization instead of fractional, or, as Mr. Taylor rather unfortunately called it, "military," was pro posed as the efficient means of performing all work in the most efficient manner. About five years later yet came two contributions of unequal im portance but both significant. The first was the suggestion, by Charles U. Carpenter, of the com mittee system, characteristic of a school of thought which I have else where called the "school of suggestion," because it depends chiefly upon creating an attitude of mind in the managing officials by influ ences which are materially rather slight, depending upon psychology rather than upon substance, and on establishing a different point of view rather than on the introduction of new institutions. The second was Harrington Emerson's proposal of the "efficiency system," defined first in his book "Efficiency as a Basis of Operation and Wages," and amplified in "The Twelve Principles of Efficiency." Mr. Emerson, like the specialists who preceded him, accepted most of the elements of scientific operation already recognized, as, for ex ample, time study, task setting, standardized methods and standard instructions, despatching and scheduling of work. He recognized fully also the necessity of functional as well as fractional distribution of duty in any efficient organization. Instead, however, of the func tional foremanship advocated by Taylor, Emerson adopted the model CHARLES BUXTON GOING 1 7 of line and staff furnished by the Prussian military organization, which was so triumphantly successful in 1870-71. More important, however, than any institutional forms or measures advocated was Emerson's recognition of efficiency as a universal ideal — his identification of the agitation going on in industrial fields as part of something world-wide, indeed, universe-wide — as part of a great awakening to the sinfulness of waste, and of a struggle toward better utilization of the materials and forces supplied by an infinitely efficient nature. Premium plans, bonus plans, piece rates, scientific manage ment were all revealed, not as unrelated, hostile individualities and powers, but as fragmentary parts of separate strugglings toward a com mon end. It is hard to realize, now that "efficiency" has become a catch-word everywhere, that Emerson not only gave it to us in this sense, but established the identity of the concept throughout the entire range of physical and psychical activities, and reduced it to terms of universal application; and neither last nor least, he revealed as essen tial components of any complete concept of efficiency the ethical or altruistic principles — ideals, discipline, the fair deal — supplementing the purely practical and non-moral principles of scientific management which, taken by themselves, could be made as instrumental in promot ing evil as in securing good. Efficiency, therefore, is a concept immeasurably larger, vastly wider and more general in its relations and applications, than scientific man agement, which is often mistakenly used as if it were a synonymous term. Scientific management is one mode of promoting efficiency in one class of situations. The Taylor System is the most highly devel oped, most completely institutional, and therefore most closely special ized form of scientific management. Its technical excellencies are such that it may produce the most intensive results where it can be applied ; but against this deep intensiveness stands the difficulty that it appears to lack qualities of psychological attractiveness sufficient to insure its extensive adoption. The quality of comprehensiveness is most important, indeed is es sential, in any philosophy which is to succeed in gaining adoption by so large and so heterogeneous a body as that of our industrial managers and workers. The ultimate problem of efficient industrial management is to make the man, both managing and managed, want to do the thing as it should be done. This is a problem in psychological forces of which as yet, perhaps, we know but little; but we do know that the l8 THE EFFICIENCY MOVEMENT. AN OUTLINE most magnificent enthusiasms, the most splendid devotions, and the most tremendous standards of achievement have been secured by in fluences wholly psychical and absolutely devoid of systematic and insti tutional provisions. Indeed, it would almost seem that when any movement is reduced to institutions and canons it begins to lose vitality and energizing force. At all events, there is enormous opportunity for the useful applica tion of doctrines and methods perhaps less intensive but certainly more widely catholic in their appeal and influence than the doctrines of scientific management. Of these "philosophies of suggestion" perhaps none is more interesting than the youngest — Major Hine's theory and practice of "Unit Organization," in which an apparently almost nominal change of title and relations to the organization brings about a new and comprehensive understanding of an official's responsibility, not merely for departmental, but for total efficiency. Very great interest also attaches to the still newer methods (of which Dr. Blackford is the principal exponent) of scientific, analytical study of the individual, to determine individual aptitudes and place each worker where the joy of doing the thing he is best fitted to do en courages him continually to fuller and more efficient utilization of his powers. Nowhere, indeed, among all the seven — or perhaps the seventy times seven — channels through which the stream of this new movement flows is there larger hope and more joyous prospect for the world and for men than along those lines which lead to betterment of the indi vidual — betterment in health, in environment, in adjustment to his task, in outlook upon his surroundings, in happiness and satisfaction with his lot. It is because efficiency deliberately recognizes these essentials and incorporates them among its fundamental principles that it is so much larger, more hopeful, and more helpful than any merely tech nical scheme of management, however scientific so far as its technical factors are concerned. There can be no real scientific management without incorporation of true ideals, fair dealing, wise and generous discipline, competent counsel as to the psychical and physical needs of the worker. Therefore those who would promote material efficiency must work hand in hand with the apostles of human efficiency, and if there is to be any order of precedence, those who are promoting the welfare of the man — body, mind and soul — must be given the first place. CHARLES BUXTON GOING 19

In this necessarily rapid and very broadly outlined sketch of the efficiency movement in its relations to industry, only the principal structural lines have been indicated. Many of the points in their de velopment have been fixed by contributions of thought or work, per haps apparently small if measured by the place given them in current thought and work, and yet of great significance in determining the direction and the relations of other parts of the whole scheme. Some of these were almost prophetic in their foresight of ideas not clearly revealed nor accepted until years later. It is particularly interesting to note how often farsighted engineers discerned the possibility, the desirability, the necessity of applying the practical ideals of efficiency characteristic of engineering to the broader problems of economics, sociology and accounting that arise in industrial management. As far back as 1888 or 1889, Mr. Henry R. Towne declared this unmistakably in a paper entitled, "The Engineer as an Economist," read at the Chicago meeting of the American Society of Mechanical Engineers. He proposed that that society, through the organization of a new section, should congregate and analyze the data of industrial management with a view of discovering and publishing standards of efficiency, thus foreshadowing much of the work now taken into the province of the Efficiency Society. Substantially the same thought, reached independently and without knowledge of Mr. Towne's prior publication, was restated by Mr. James Newton Gunn in The Engineer ing Magazine a few years later. Through many of the serial publica tions made in the same periodical from 1895 on may be seen at least partial visions of the principles of efficiency as actually exhibited or as capable of application in railroad management, in machine-shop man agement, in the arrangement and construction of industrial plants, or in the interpretation and use of cost data. Out of these elements, practical and theoretical, intellectual and psychical, the movement has been assembled. In its completeness it is infinitely greater than any of the component ideas — capable of return ing, to any of the spheres of activity to which in part it owes its ex istence, infinitely more than they have contributed to it. Let its essence and its potential future be summarized by its greatest apostle, Harring ton Emerson : "Efficiency is to be attained, not by individual striving, but solely by establishing, from all the accumulated and available wisdom of the 20 THE EFFICIENCY MOVEMENT. AN OUTLINE world, staff-knowledge standards for each act — by carrying staff standards into effect through directing line organization, through re wards for individual excellence, persuading the individual to accept staff standards, to accept line direction and control, and under this double guidance to do his own uttermost best. "If we could eliminate all the wastes due to evil, all men would be good; if we could eliminate all wastes due to ignorance, all men would have the benefit of supreme wisdom; if we could eliminate all the wastes due to laziness and misdirected efforts, all men would be reasonably and healthfully industrious. It is not impossible that through efficiency standards, with efficiency rewards and penalties, we could in the course of a few generations crowd off the sphere the in efficient and develop the efficient, thus producing a nation of men good, wise, and industrious, thus giving to God what is His, to Caesar what is his, and to the individual what is his." No. 2 The General Principles of Organization Applied to an Individual Manufacturing Establishment

By HENRY R. TOWNE President of Yale & Townc Manufacturing Company

THE POSSIBILITIES OF EFFICIENCY IN MANAGEMENT By various authorities we are informed that there are at least one hundred ways of defining "efficiency," and I shall venture on one of them, and that is "the percentage of money spent to the profits earned, or to the results produced." Whatever definition we may accept, however, this is true in eco nomics and in management, that the result is less than the applied effort. It cannot be more than unity; it rarely reaches it. There is always some loss by friction, and the problem of the efficiency engineer is to reduce that loss. Now, taking the mechanical field, let us see what inspiration we can draw from that as to the possibilities of this new science which we are taking as a specialty for a new organization. Take steam en gineering: in Smeaton's time, about 135 years ago, it took 35 pounds of coal in a furnace to produce one horse-power; whereas, to-day it takes, with good practice, less than 1 pound. In boiler efficiency, even now we are getting only I2J4 per cent. of the theoretical efficiency, and steam engineers have that great field or margin still to work upon. Let me refer now to a product of my own factory. Twenty-three or twenty-four years ago the Weston differential pulley block was the best-known device as a self-sustaining hoisting machine. Its efficiency was about 28 per cent. It has been practically superseded, all over the world, by the Triplex chain block, the efficiency of which is 79 per cent. It is hardly likely that we can accomplish elsewhere in this field a similar increase of almost three-fold greater efficiency. These are two illustrations of what has been done in increasing mechanical 78 THE GENERAL PRINCIPLES OF ORGANIZATION efficiency. In human efficiency the field is a new one and an open one. It is virgin soil, almost. Then there is the other direction, efficiency of management, man agement not only of industrial plants but of all kinds of business, commercial, transportation and banking. There is no field where you may not increase the efficiency of human effort. It is a new proposi tion. The effort in the past was to increase the productiveness of industrial plants by the larger use of machinery, and thereby to in crease the output per unit of employee. But what we are learning now can be done, is to increase the productiveness of the individual human unit, by applying higher study to his individual work, and by training him how to utilize the knowledge which we so acquire.

THE BASIS OF THE SCIENCE The movement is in full swing, although we are just starting to crystallize it by organization, and I believe that the greatest single contribution to it thus far, certainly in the industrial field, is Dr. Tay lor's theory of time study. That is the Baconian system applied to industrial facts and conditions, as a basis on which to reason from them to better things ; and therefore, to my mind, it marks the greatest single contribution to this new science that has yet been made. There are many others. Functional management may be put next in rank, but planning and routing and stores management are parts of this harmonious whole. The dictionary tells us that science is knowledge acquired by sys tematic observation and correct thinking, which knowledge has been coordinated and arranged. That is the function of this new organiza tion. To bring together a lot of knowledge which is in the minds and notebooks of the members, and in the records of the great corpora tions, to bring that knowledge together into a common fund, where it shall be available, not for the individual or one concern, but for all. It is to do for management what science has done for architecture, medicine, and engineering, by bringing together the results of the studies of all who are active in that field, and making them, in turn, available for all others. Enough work of this kind has been done already to show that we have begun to lay the foundations of the science. The papers read in our engineering societies, and published in their journals and in books, HENRY R. TOWNE 79 taken collectively, constitute a definite and valuable nucleus for the new science. Now, the results in mechanical efficiency have been obtained through the application, consciously or unconsciously, of the Baconian system of induction. The same process, I predict, will be followed in this new science, not only in its application to industrial plants, where it has first taken root and where already much has been accomplished, but in its extension from that into businesses of all kinds — transporta tion, merchandising, any field of activity in which the human factor is a large and essential element in the economy of the total processes, and especially where the final result depends upon the coordination of the efforts of large bodies of men.

EXAMPLES OF INCREASED EFFICIENCY Again, resorting to past facts to illustrate future possibilities, and because I believe they will interest you as examples of concrete results in individual cases, I have put on paper a few of the results obtained at the plant at Stamford, of which I am the official head, as the result of applying this modern system of intensive efficiency under the Taylor system. I have taken four cases, selected at random, which I will designate as A, B, C, and D. In case A, after the system had been effectually established, there was a reduction in labor cost of the article of 50 per cent. ; an increase in the wage-earnings of the operatives of 81 per cent. ; and an increase in the output of 275 per cent., with the same machine. In case B, the labor-cost was reduced 45 per cent.; the pay was increased 15 per cent., and the output increased 1.1 per cent. In C, the labor was reduced 76 per cent. and the output was in creased three and a half times. The rate of wages earned, however, was decreased 14 per cent. The explanation of that reduction in the earnings of the operatives was that the process had been so much im proved that, whereas before it required highly skilled labor, it now became possible to use less highly skilled labor. But in doing these operations, the less skilled operatives earned more than they could at other occupations. In case D, the labor cost was reduced 49 per cent., and the wages earned increased 91, and the output was increased four times. In one case the former rate of output was 800 pieces, and the new 80 THE GENERAL PRINCIPLES OF ORGANIZATION rate was 2,900. In another, the old was 2,500, and the new 6,000. In another the old was 3,500, and the new 7,090; and in another the old was 1,750, and the new 7,000. These are concrete examples of what efficient management can do, even where the work was previously done under conditions which up to the last few years would have been considered excellent. The total efficiency of the department where this new system was established was so increased that, whereas in 1907, with all machinery employed, and some overtime required to get the needed output, that output was 80,000 units, in 1910, with some of the machinery not in use, and with no overtime, the output was 120,000 units. I may state that it took two and a half years, and cost about $25,000 to get the new system established in that department, an expenditure of money and time which at first seemed discouraging, but which was persevered in, and which has been justified by the outcome. I mention this for the encouragement of others who may be discouraged and in doubt. Again, as an illustration of the benefits to be derived from func- tionalizing, let me give one or two concrete examples. In our own plant, to which I refer, as I have the data, we functionalized the care of belting. We have in all some 6,000 belts to take care of. Prior to 1907 the belts were taken care of as in all of the similar shops, the smaller ones by the operators at the machines, and the main belts and the jack-shaft belts by men who were not specialists in this field. In 1906 the cost per belt was 96 cents. As a result of specialization, in 1907, it was reduced to 73 cents. In 1908 it was reduced to 45 cents. In 1909 and 1910 it was reduced to 42 cents, which is about where it stands to-day. And we appear to have about reached bottom. Here we have a reduction of cost of more than one-half from the preceding condition. And as illustrating how these things pay, the difference between the former and present cost, multiplied by the number of belts, makes $3,240 per annum, which you can put your finger on as a direct saving. Even better is the saving from having all belts adjusted properly. These results have been duplicated in many cases.

THE NEED FOR EXPERTS Facts like these point the way to things which should be sought out and attempted in other fields of human activity in the effort to attain higher efficiency. The same method which accomplished the result in HENRY R. TOWNE 8 1

that plant will accomplish it elsewhere; namely, that of applying higher intelligence and study to the specific problems. But to succeed, the higher intelligence is needed, and it is the best economy to employ experts at the start, and then later to turn the work over to men who have been trained by them. In that connection, I may quote an excel lent definition by ex-Controller Metz, who defined an expert in this way : "The scientific man knows why ; the practical man knows how ; the expert knows why and how." There is a lot of sense in that definition. The men whom we need as efficiency engineers should be experts in that sense. They need to know both the why and the how : the why in order to aid them in learning the how; and the how in order to transmit it to the men who are to do the work under their direction.

THE WORK OF SCIENTIFIC ORGANIZATION

Now, to come more directly to the topic which has been assigned to me, I will venture to define the scientific principles of efficiency or ganization in an industrial plant. The first requirement is a receptive attitude, and especially at the head of the business. If the manager of the business approaches this subject in an attitude of antagonism or of such deep-seated doubt as to have no faith in it, he had better let it alone. It is not an easy prob lem, nor a short one. It is a very profound problem, which will take a long time to work out successfully, and, unless you have the right attitude of receptiveness at the start and at the head, you had better lay it aside until you can get those prerequisites. The second thing is knowledge of the science down to the date when you undertake to apply it to your business. Some heads of de partments may have that knowledge and are competent to apply it. They are the exception and not the rule, however; and where that technical knowledge is not possessed down to date, they should seek the expert. There has developed a new field of engineering, which we recognize as closely identified with this association and the move ment it stands for, in which such experts may be found. The third factor, in order and importance, I should put as that of functionalizing on rational lines. You cannot make much progress in any highly organized and ramified business until you have function 82 THE GENERAL PRINCIPLES OF ORGANIZATION alized to some extent. Cut loose from the old plan of military organi zation, in which one man is at the head of each room, or department, or shop, with so many hands under him, and is supposed to direct and control everything that every one does. Get away from that military basis, and on to the better and more modern basis of functionalized management, under which, while that man may still remain as the captain and be responsible for discipline and general direction, other men will have charge of certain functions pertaining to the work car ried on in the room or shop by its occupants, each of whom are special ists in their respective fields or departments, and who are used as such in all departments of the plant. The next in sequence is the segregation of this new system from your current work. If you attempt to combine one with the other, one or both will suffer. Probably the new system will go to the wall and not be effectively accomplished. It should be segregated, both in its management and physically, by that management being located in an office by itself. The next essential is a competent head, best of all an outside man, having experience in this field, and not hampered by the conditions and requirements of your current work. The next and last in order is the selection of the line of least re sistance. Find out your easy problems and take those first, especially in regard to the human element. Start your work in shops or rooms where the human attitude is not antagonistic. Finally, put all of these facts together, develop your method of planning, of time studies, of stock cards, and everything, so that the whole system may be put into operation harmoniously, and make sure that your leaders give it a fair chance at the beginning. The management behind the plan must have courage, faith, and confidence. If you have the conviction that it can be applied to your business, that others have made it succeed, and that you can, then you will succeed in the end. The whole aim in an industrial establishment may be summed up in a concrete phrase : it is the effort to have the right article in the right place in the right quantity and at the right time. If you accomplish that, you will have nearly all you can ask for in the way of movement of material through your plant. This statement, of course, relates only to management of men and material, not to the operation of machines. As a final word, I should like to say that there have been a good many definitions of efficient management as applied to industrial plants, HENRY R. TOWNE 83 but here is a new one: that it is a five-thousand-dollar intelligence applied to the study of five-dollar or five-cent jobs and problems to find out how they should be done, and then to teach the five-dollar or the three-dollar or the two-dollar man how to do them. Then your $5,000 intelligence passes on to the next job. No. 39 Training for Large Responsibilities in Business

By JAMES P. MUNROE Secretary of the Corporation, Massachusetts Institute of Technology

EVERY BUSINESS IS A PARTNERSHIP My only excuse for talking about large responsibilities in business is that I manage a small business and can speak, therefore, from the unprejudiced point of view of that much neglected and much abused person — the average consumer. Those of you who had the pleasure of hearing Professor Hart, Saturday evening, will think, I fear, that I have stolen his thunder; for, like him, I am going to emphasize the fact that in business, as he says is true of politics, it is a question not of methods, but of men. Since large responsibilities connote big business, what is big busi ness? Our own notorious and frenzied Bostonian, in his articles so cleverly designed to stimulate the lust for gambling, says, with many wonderful words, that it is a hideous curse; Mr. Morgan, who non chalantly refers to a million dollars as "a small sum," maintains that it is an unadulterated blessing; while those of us who are coming in contact with it every day find it to be just a normal manifestation of the good and bad — inextricably mingled — in common human nature. But we shall not get Congress and our lurid newspapers out of the prevailing state of hysteria regarding "big business" until we and they look at it, not as some mysterious legerdemain carried on by super-men, but as the simple effect of every man's desire to get the most money with the least work. From the standpoint of efficiency, however, as well as from that of good-will, the principals in this big game ought to play fair and observe the rules and regulations of team play. Be it little or big, every business is a partnership in which the three partners are: the employers, who steer the game; the employes, who do the work; and 400 TRAINING FOR LARGE RESPONSIBILITIES IN BUSINESS the public, which pays in its good money at the gate; and the reason why we are in such a turmoil of investigation and crimination and recrimination is because some of the partners are convinced — and with good show of reason — that they are not getting a square deal.

HOW BUSINESS HAS CHANGED Under the old free-competitive system among small business, the public, as a consumer, did get, under normal conditions, a square deal, and the cost of living was low. But that same public, as a pro ducer, under competition, had a hard struggle to make both ends meet; and, as an employe, was forced to accept an unreasonably low wage. The obvious way out of the dilemma of poor wages and minus profits was through combinations of one sort or another — pools, gen tlemen's agreements, trusts, etc. — but first it was necessary to shut out competition from abroad. Hence the protective tariff, with its much advertised solicitude for American labor, and with incidentally its temptations to extravagant management. Behind this safe barrier, big business grew with such whirlwind speed that to-day we think and talk as easily in millions as our fathers did in thousands. But, while business combination has produced such fortunes — real and paper — as were before undreamed of ; and while it has made us a world power politically ; it has not brought with it that increased efficiency which its beneficiaries so loudly promised; and it has done little toward making this country that leader in the markets of the world which our natural advantages should long since have brought about. Business combination does ensure, without question, marked econ omies through the use of huge capital, the elimination of middlemen, and the prevention of needless duplications. Not only these advan tages, however, but also those due to the increasing application of science to agriculture, commerce, transportation and manufactures, have been more than offset by the extravagant promoting, syndicating, and stock-watering burdens which have been foisted upon almost all such combinations by those who have brought them about. These were long concealed from the general public, however, through the abundance of those natural resources which formed the basis of most of these combinations; through the rapid growth of home markets; JAMES P. MUNROE 401 through the fact that wages could be kept down by the inflowings from the enormous reservoirs of cheap foreign labor; and through the sudden blossoming of extravagance which made the American public indifferent to the rapid rise in the cost of living, until that rise had reached the startling figures which confront us to-day. That increased cost is due, of course, to many other things besides the trusts ; but some one has got to pay the huge and wholly unneces sary expenses of promotings, manipulations, and general watering ; and that somebody — age-long experience has shown — is the ultimate con sumer. But that patient elephant has turned; and the burden of costs cannot much longer be placed upon the public's ample and well- seasoned back. Therefore business — big and little, for, of course, the little men have to follow the big — realizes at last that it is up against the problem of a drastic cutting of costs. Under such a necessity, the first refuge is, of course, to reduce wages; but there business finds itself confronted with, on the one hand, a fairly well-organized body of labor which, far from submit ting to a reduction, is demanding a raise with which to meet the in creased cost of living. It finds itself confronted, on the other hand, with a Frankenstein which it has itself evoked, the I. W. W., with menacing ranks recruited from the cheap labor which big business has been so industrially bringing in, without making proper provision for its training for American citizenship. So that way out is barred.

ATTEMPTS AT SCIENTIFIC MANAGEMENT The easy alternatives, either of putting the burden of extra cost due to inefficiency (or worse) upon the public or■of taking it out of the employe, being thus cut off, the managers of big business have been forced to look within their own domains and to see if costs can not be reduced through what we vaguely call scientific management. And, with the help of eager specialists, what a host of panaceas have we successively discovered! First : scientific accounting which, it is true, revealed a lot of leaks, but which, itself, is expensive. Next : cost accounting, which did much to shake our former self-satisfaction; but which touches only the fringe of the problem of reduction. Next : development of piece and bonus systems, stop-watch studies, and a whole academy of Taylor 402 TRAINING FOR LARGE RESPONSIBILITIES IN BUSINESS

doctors, Emerson surgeons, and other eminent specialists sitting at the bedsides of our sick businesses for months, making infinitesimal diagnoses and prescribing, sometimes a cure, and, sometimes, reme dies worse than the disease! Nevertheless, the whole efficiency propaganda has been infinitely wholesome, for it has waked business men up, and has proved, what some of us have long suspected, that the so-called Captains of In dustry are not, after all, to be regarded as great business executives, but merely as colossal manipulators of established enterprises. They are not, however, to be blamed for cutting melons rather than cutting ice. After giving the matter a fair trial, we might as well acknowledge that it is not humanly possible for any single man really to administer efficiently one of the huge business or public service aggregations of to-day. The small competitive business proved inefficient, because it couldn't command funds big enough to run it economically. The large combination is proving even more inefficient, because it cannot find men big enough to run it economi cally, or even honestly. For not Argus himself could keep an eye on every leak when there is a constant inpouring and outpouring of tens of millions of comparatively "easy money." And big business has so many things to look out for that it fails to see that which little business does generally perceive, that, as I have said, every enterprise, large or small, has three equal and always to be remembered partners : the employer, who should do honest financing; the employe, who should do honest work; and the purchasing public, which objects to paying high prices for shoddy or watered goods. This means that real business efficiency is only to a minor degree a question of raw materials or machines or time-clocks or newspaper advertising; it is a question of sound, well-balanced human relation ships — of men and women working together loyally, heartily, and honestly for the good of the business and, through it, of themselves. And every such business, or the small federated units into which every big business ought to be divided, must be so compact that those human relations may be kept close and vital.

COOPERATION ONLY SOUND ROAD TO EFFICIENCY In other words, having tried free competition and found it waste ful, having tried unrestrained combination and found it even more extravagant, we are driven by the logic of circumstances to try what JAMES P. MUNROE 403 we long ago found was the only sound road toward political and social efficiency : namely, cooperation. Cooperation within the busi ness itself and cooperation between that business and the public which it serves. So long as the employer studies only his machines and office methods, leaving out of consideration the human forces which enter into his business (those forces being the managers and foremen, the workmen, the sellers and buyers, and the general public good- will) he will be saving at the spigot and wasting at the bung. So long as the employe seeks only to force the highest wage for the least return in work, forgetting that he is the partner with most at stake and that the cost of every wasted hour or bad job comes out of his and his fellow workmen's pockets, he is doing more than all the "grind ing monopolists" put together to depress the wage-scale. So long as the public, through harassing laws, sensational charges, a foolish encouragement of fake advertising and shoddy buying, and the elec tion of fools or knaves to office, puts all sorts of needless burdens upon business, it is doing all it can to keep the cost of living on the upward climb. Efficient business management, then, means honesty, reasonable ness, fair-mindedness, and "gumption" in handling and in dealing with men. The manager who assumes large responsibilities in busi ness must know how to choose assistant managers, foremen, and other lieutenants so that they will do team work as well-balanced as that of the finest foot-ball eleven; must know how to handle work men so as to get from them, not task work, but loyal service of the highest possible effectiveness ; must know how to deal with the public so as to get its confidence and to make it appreciate that the aim of that particular business is so to eliminate wastes and so to promote efficiency as to save the public every needless cent of cost.

POOR MANAGEMENT GREATEST CAUSE OF INEFFICIENCY The greatest source of inefficiency in most large or small busi nesses to-day is to be found, I believe, in the management; and the best service that our high schools, colleges and technical schools can render to the common weal is in training up young men and women who will be competent to handle commercial and industrial enter prises in a scientific and statesmanlike way. 4

HOW TO OBTAIN GOOD MANAGERS Needless to say, the type of man for which there is to-day every where a crying need is the last; and — in the case of a big business 1nvolving large responsibilities — this is the way, it seems to me, to get him. Begin far down in the lower schools to develop the boy's initiative, gumption, and knowledge of human nature by encouraging him to work out things for himself, to do things, build things, and carry out schemes with the rest of the gang in the same spirit in which he captains the baseball team. Impress him early with the fact that he has got to earn his living and that to be efficient in doing it is about the finest goal in life. When he gets to the high school, don't waste his time cramming him for college examinations. Find a college that is sensible enough to take the school's word for his proficiency. But in that high school try to get the cooperation of the manufacturers and merchants so that the boy may spend a part of his time in real paid-for work, learning how to apply his books to business and finding out what business needs from books and other school paraphernalia. All this means sound, genuine industrial training from top to bottom of the schools, as well as a new spirit and attitude toward, and in, education. In that high school, moreover, give the boy even more opportu JAMES P. MUNROE 405 nity than he had in the lower schools to rub up against other boys, to get experience of bossing and being bossed, of planning and or ganizing, of buying and selling and getting sold. And in college, help the youth to choose a well-rounded course that shall, in the first place, bring him in contact with real men — not with greasy grinds grown into cub instructors — and that shall, in the second place, give him, through history, economics, sociology, applied science and studies of that type, a knowledge of men and of man's development, of the principles of organization, order, and true effi ciency. Pitch him early, too, into politics and teach him that unpaid public service is not merely his duty but his opportunity. And, in his summer vacations, and possibly in a year between high school and college, in college, or right after graduation, let him see just as much of his own country and of other countries as can possibly be managed. If he knocks up against the world in the right way, by roughing it, tramping, and living with the people, he can do it without much expense, and making a little money go a long way will do him untold good. Finally, let him start in business at the very bottom, doing real, hard continuous work in every department, rubbing up against the workmen long enough to get their point of view, and rubbing up against the public, through the selling end, until he appreciates their cooperative possibilities. Above all, and from the very beginning, impress in every possible way upon that boy and youth the fact that if he is to succeed as the executive of a great business he must know men, be able to work with men, and to make them work with him. Impress him also with the fact that if he is to get the highest efficiency out of his enterprise, it will be through the intelligent conservation and the wise and just ex ploitation, through cooperation, of all the human factors in his com plicated business problem. A man so trained will have studied business as a real profession ; and when he gets to the top, he will know what efficiency means, and will have that understanding of men and that hold upon men which will enable him to extend and to enlarge his enterprise upon the only sound and lasting lines — those of thorough cooperation between the management that creates, the workman that constructs, and the pub lic that pays the freight. 8 BULLETIN OF THE EFFICIENCY SOCIETY INC. absence of trucks, conveying belts taking tbeir places y^^Inefficient Efficiency Experts as far as possible, with escalators for up-going mer * In a recent issue of the Railway Age Gazette ap chandise. In fact they have many different time andi peared an article concerning the conference on Scien labor saving devices used to assure practical efficiency tific Management held by the Western Economic So in handling merchandise and in office work, such as ciety in Chicago, March i4 to i5 last, from which we their method of distributing orders to departments — quote : thirty-five miles of pneumatic tubes being used for this "One thing is going to delay the general intro — the numbering system of catalogues, etc. duction of the new principles for many years, and In speaking of mail order catalogues. Mr. I'unn that is that so few men are actually fitted to intro said : "Our catalogue is a sort of psychological cata duce them, and that so many fakers have rushed into logue. I dare any one of you to look through that the field. * * * To develop a trained leader in this catalogue for fifteen pages and not see something there field should require at least as much time as to train that you want to buy. There are a good many mil a first class physician, and yet look at the so-called lion people who can't buy the things they find in the 'Efficiencv Experts' who have sprung up like mush catalogue because it runs the whole gamut of human rooms in a night ! Near the close of the session one necessities except coffins. I don't think we sell coffins. factory manager who had introduced scientific man We had a woman once write from Iowa and ask if we agement with good results, asked if there was no way sold coffins. She said she didn't want it right away, in which these fakers could be driven from the field, but she wanted to have it on hand. She said she and no one could suggest a solution of the problem." needed another one for a member of the family, her In the December, i9i 2 number of our Bulletin there daughter. She said her daughter didn't care whether appeared an article entitled "A Little Faking on Both it fitted or not. Another thing she said, was that Sides." which touched on this very subject, and in 'sugar is very high out here and if vou can buy the which the view was brought forward that in some coffin and furnish it you might fill it up with sugar.' " cases there was also faking on the part of those who Mr. Dunn also talked most interestingly of parcels employ efficiency experts ; that as a rule many firms post and its value to the public, and called attention employing the latter do not wish to pay much for the to the importance of simplifying this most wonderful services rendered, yet often delay calling in such men of services. until after their plant has been running down for Following these papers, which are to be printed in years, and when they do call in such experts, if con full and distributed to our membership, the speakers ditions do not improve rapidlv they are dissatisfied were asked several questions, and replied to them. with them. In fact, the course pursued is much as if a family should call in a physician to attend a man, The members who attend these monthlv meetings ill with typhoid fever, only after his entire system was appreciate more and more the powerful and whole thoroughlv worn out by many days' or weeks' suffer some influence they exert over the work of the entire ing from the disease, during which no treatment had Society, and how they help to develop public senti been afforded him, and then expect the phvsician's ment everywhere on the value and advantage of being treatment and skill to make a well man of him at a member of the Efficiency Society. once. The next monthly meeting will be held at the Al- That there are fakers in the efficiency field, as in dine Club, 200 Fifth Avenue, on Tuesday, the twenty- every other field, is, alas, only too true! Yet with seventh of May. The topic will be "Office Efficiency" proper care on the part of firms employing efficiency and promises to be an exceedingly interesting one. engineers, and a rigid examination into their fitness for The principal speakers will be Dr. Melvil Dewey, the work desired done, the chances of being "stung," the well-known pioneer in devising filing and card as one firm put it, are slight indeed. systems on "Ofis Motion Study." Leon O. Fisher, 3d When, for example, one requires the services of a Vice President, and Chairman Committee on Econ dentist, care is taken to consult one with an estab omy and Efficiency, Equitable Life Insurance Co., on lished reputation, and not visit the "Painless Dental "Office Efficiency as it Effects the limployee." and Parlor," the claims of its advertising having struck Mason Britton, Manager Hill Publishing Co., on their attention, because charges are low and promises "Practical Methods of Securing Office Efficiency." large ; on the other hand, when one has selected a dentist in whom he has reason to place confidence, if there is serious trouble with his teeth, due to Chairmen of Standing Committees their having been allowed to run down and become inefficient in the performance of the work it is their At the meeting of our Board of Directors on April i6, the following gentlemen were elected as Chairmen function to accomplish, it is not expected that the im mediate application of the skill and the experience of of the standing committees of the Efficiency Society: the dentist will at once place one's teeth back in proper M. V. R. Weyant, Chairman, Finance Committee. condition. It takes time, skill and expense to do that. Travis H. Whitney, Chairman, Meetings and Publicity To the firms employing efficiency engineers we can Committee. only say, inquire well into the qualifications of the William H. Lough, Chairman, Publications Com man you think of employing, not only as an efficiency mittee. engineer, but his qualifications for and experience in Joseph F. Johnson, Chairman, Membership Com doing the class of work you desire done, and once mittee. having selected the right man. give him the proper

BULLETIN F1CIENCY SOCIETY INC. 9

clTance to show what he can do, and do not expect the "This statement will not be furnished at the request work of a short interval to correct at once troubles of the manager alone, because the Society receives which have crept in during a period of years. many inquiries about efficiency engineers which are While it would be utterly impossible for the Effi not bona fide inquiries and which are merely covert ciency Society to possess knowledge concerning all attempts of one engineer to secure the records of men practicing as Efficiency Engineers, yet we are another. endeavoring as rapidly as possible to obtain, for the "The statement will not be furnished at the request benefit of our members and all who desire to have of the engineer alone, because that would put the So work of an organizing or systematizing nature done ciety in the position of advertising agent to drum up in their plants, information regarding business experts business among managers who might not wish to re in different lines which will enable them to judge, to ceive the statements. some extent at least, as to the man best qualified by "The value of these statements will consist solely in his experience to undertake the work they desire done, the fact that it will compel engineers to make the same or at least to get some idea of the field in which such claims for themselves to all prospective clients. This experts, by their training and investigations, are best will involve of necessity a modification of claims, be able to give advice as to methods for efficient and cause the engineer will know that, as between the successful operation. general practitioner and the specialist, the manager In conclusion we can only repeat that the first class wishing special information will consult the specialist. consultant, in every case, is co-operating with the "By this method the Society will be conferring a Society in its recommendation that business firms look double benefit : it will protect the client against en carefully into the qualifications and experience of ef gineers who misrepresent their experience and abili ficiency engineers, and that they give more credence ties, and it will benefit the engineers by cutting down to those who define their field ; while those who em the present necessity of claiming too much in order to ploy the services of an efficiency engineer should compete with the 'know-it-all' engineer, and by in remember that the conditions which have made the creasing public confidence in the claims they make employment of the latter desirable, if not absolutely about themselves." necessary, as is often the case, are the out-growth of years, and the result of the inefficiency of the manage Legal Ten Commandments ment itself, and that it takes time to cure unhealthy conditions in a business organization the same as it Vice-President Marshall, who is one of our Charter does unhealthy conditions in the human organism. Members, in a recent address before the George Wash ington University Law School, laid down rules for The Blue List of the Efficiency the moral and professional guidance of young lawyers Society, Inc. which the New York Times has given in condensed The Secretary is constantly in receipt of communi paraphrase as legal ten commandments as follows : cations from persons desiring the services of efficiency i. Don't put a fee before a just cause. engineers, and it is, therefore, most necessary that 2. Don't worship money to the extent of being will the Secretary's office should maintain a file not only ing to write a dishonest contract in order to get a large of the names and addresses of efficiency engineers, fee. but also of their experience and other training. 3. Be a peacemaker ; that is the lawyer's business. In the December issue of our Bulletin we called 4. Don't chase ambulances. attention to this proposed ''Blue List," and requested 5. Honor your profession as your own sacred honor ; therefore, do not seek or confound litigation. efficiency engineers to send the Society statements of 6. Don't accept contingent fees. their experience, and to date several have done so. 7. Use your influence against the system of allow Owing to the constant calls we have and the im portance of our having such information, we quote be ing attorneys' fees in advance of divorce cases. Therein lies the evil of the divorce laws ; when that low from the article on "Grading Experts," published in the Bulletin for December, hoping thereby to im has been abolished half the divorce cases will be stopped. press on all efficiency engineers the advantages of 8. Use your influence to compel a person charged sending the Society such information. with crime to testify in the cause ; the innocent man "The Efficiency Society asks efficiency engineers in cannot be harmed thereby. its organization and those who are not members to 9. Take the part of the known criminal, but- only to make full and detailed statements of the lines of ac see that justice is tempered with mercy. tivity in which they feel competent to work if they i0. Don't inquire as to your client's pocketbook be choose to be recorded as available for commissions fore fixing your fee. and are desirous of being referred to business houses A set of ten commandments is now in order for applying for assistance. It will ask them to state, the young men taking up the study of efficiency with furthermore, their experience or other training. the object of practising as Efficiency Engineers, and Every efficiency engineer complying with this request we should be glad to publish them. will be included in the Blue List of the Efficiency So ciety, and these statements will be furnished to mana gers at the request' both of the manager and of the Promotion of Commerce efficiency engineer who expects to secure the manager Of much interest is the pamphlet "Promotion of as a client. Commerce," Miscellaneous Series, No. 6-B., issued by H JOURNAL OF THE EFFICIENCY SOCIETY INC.

The officers of the Society wish to extend to the families and friends — the present membership of the membership at large their fullest appreciation of the Society, of one thousand, ought to have increased to confidence expressed in their loyalty to the Cause, as twenty-five hundred or three thousand; and this num shown by the general tenor of the correspondence ber ought to be doubled by the time of the Annual which comes in, all of which is of helpful nature; Meeting. Do not, however, let the desire to add new also by the promptness of payment of dues, and, members lead to recommending those who cannot more than all, by the willingness to work for the meet the high grade of membership which has been welfare of the Society — not only in the locality of its established. Let quality outweigh quantity always. Headquarters, but throughout the country. Our members should assist the Membership Committee And interest in our welfare is also spreading abroad. in this regard. Not only have we members in Canada, but in England, Let us see what our members can do in a cam France and Germany; and before long we shall have paign of this kind, remembering that every new mem members in Japan — students from that Nation who ber who comes in adds so much greater benefits to have attended our colleges and joined our ranks as every other member through the increased efficiency student members, and are now returning home, will of the Society and the broadening of its scope. make their residence in that country and promise to start the movement there. A Few Words on the Subject of Getting But if our movement is to advance it must do so with added strength. We should develop a healthy Things Done growth, and this means that we must expand the By H. L. Gantt, Member number of our members. There is much that we must A great many people imagine that they have dis do at once, for which a greater income is necessary. covered something when they have begun to talk Our present income only meets our daily needs. We about efficiency. They imagine that when they get a must develop an educational propaganda to show our new system of management they are going to get members how their books may be kept so that they greater efficiency. To my mind the term has been can be closed daily to tell them how to organize overworked. Talking about efficiency will not pro their establishments for efficient management; to fur duce efficiency. Efficiency and inefficiency are habits nish them details of methods and processes which will of action, and unless habits of action are changed, prevent waste and lessen expense. talking will do but little good. Our Board of Directors, realizing that nothing is I find that many people think that when they have accomplished unless proper organization is established changed the forms or blanks that they are using in for the purpose, has inaugurated at its Headquarters their business, they are going to get efficiency instead a Membership and Publicity campaign. Every mem of inefficiency, and are disappointed when they do not ber will be solicited to secure at least one new mem accomplish this result. To change people's habits is ber per month. We cannot see why every member a big job and takes a long time. It cannot be accom cannot, with slight exertion, perform this act. Some, plished by so-called "get together" methods. Such of course, will be so placed that they can add many methods produce temporary enthusiasm and serve to members every month, so that we hope that the aver waken up the public to possibilities, but the only age will be above the result desired. If we could methods which get results are those which involve con double our membership every month for the rest of tinuous and persistent training. the year our Society would be marching forward with I find that few people over thirty years of age will tremendous strength and giving to our members bene submit to the amount of training necessary to change fits which they now can scarcely realize. them from inefficient to efficient workers, and those In this issue of our Journal there goes to every under thirty years of age will not submit to it unless member a blank form to be filled out with the names they receive a very substantial share of the products of proposed new members. Every member who re of their increased efficiency. ceives it is asked not only to fill it out, but to write Many people regard the problem of increasing the to the various people whom he nominates and urge efficiency of a human being much in the same way them to become members ; and do not, by any means, as they regard that of increasing the efficiency of forget that women are now eligible. So let us all put a machine, and expect themselves to get the benefit our shoulders to the wheel, and let us see what can of the full increase. In the case of a machine or be done month by month, to help along our member animal which requires no share in the profits, their ship campaign. expectations may be realized; but in the case of hu If any member is called upon to address a public man beings, we can get efficiency only by having their meeting, let him seize the opportunity to talk about entire co-operation, and if we are to have their entire the Society and what it is doing; and if anyone wishes co-operation we must give them a fair share of the literature forwarded to him for the purpose of distrib profits accruing from that co-operation. But this is uting it to prospective members, do not hesitate to not all. The amount of work that a man can do de write for it and it will be forwarded promptly. pends largely upon his physical condition, and the A record will be presented in our monthly Journal sanitary conditions of his surroundings. If, then, we and the credit will be given to those who secure the would promote efficiency in our employees, we must largest number of members. By the time of the Fall see — Conference at Lake Placid, at which it is hoped there First, that a scheme of compensation is devised by will be a large gathering from all sections of the which they can get a fair share of the products of country — of both men and women members with their their efficiency. JOURNAL OF THE EFFICIENCY SOCIETY INC. 9

Second, that they must be taught methods by which The mental work would have been previously per efficient work can be accomplished, and trained to formed in planning the standard policies. This of operate according to these methods. This training course would have to be done with care and delibera oftentimes covers a great deal of time. tion. When constructing a standard — in whatever line Third, the work must be so planned and the sur — neither time nor effort are spared to get the most roundings so arranged that the worker is able at all perfect product possible. times to preserve the best of health and to put forth The obvious objection to standardizing your policies his energies without detriment to his physical con is that you may sometimes miss a profit or incur a dition. loss. I am inclined to believe, however, that in many It is impossible for me to overemphasize the im cases we would be more scared than hurt. A pros portance of these three points, for no matter how pective profit or loss always looks bigger than an in fully I explain them to employers, they never take them visible overhead expense. A hundred-dollar sale goes seriously enough, and it is very exceptional when I off like a bomb, but a hundred-dollar expenditure of find employers who do not so neglect one or more of a good man's energy is almost inaudible to the aver these points as to bring dissatisfaction among their age ear. employees. When this point is reached, and we point This much is certain : There is a multitude of high- out to them that the workman has a legitimate cause priced men whose chief activity is to answer over to be dissatisfied, they seem to realize fully for the and over again practically the same questions. I can first time that we really mean what we say when we not escape the conclusion that we should gain in the specify the conditions necessary for the promotion of long run by answering these questions once for all, efficiency. to the very best of our ability, and then take the losses In conclusion, I wish to say that a few more ex if any, for the sake of the immense saving in nervous amples of efficient co-operation between employer and energy. employee will do more to advance the cause of effi A friend of mine tells me that on a camping trip ciency than any amount of academic discussion on he once got into the habit of shaving irregularly. He the subject. would look in the mirror mornings, and if his face were fairly presentable he omitted to shave; if, how Standardizing Mental Operations ever, his appearance were altogether intolerable, he dutifully got busy. He finally found it such a nuisance By Roger W. Babson, Member to decide the daily question to shave or not to shave, Our friends the psychologists claim that it is just that he returned to his regular custom of shaving every as hard work to make a decision as to swing a pick; morning as a matter of routine, — and then he had no and our women folks afford a practical demonstration bother at all ! of that fact when they spend an afternoon shopping I hope no reader will interpret me as overlooking and return home all tired out from making so many the opposite danger of getting in a rut or as advocating choices. "rubber-stamp" management. An out-grown, ill- In fact, any man knows from his own experience advised standard is worse than no standard at all. that a large part of his day's work consists in passing Moreover, all standards, particularly those of policy, judgment on questions referred to him for decision. must be continually studied and improved; it is this For example, a manager is asked by one of his sales bigger job which should engage the best ability that men whether it is advisable to shade a price in hope money can command. My contention is that we can't of landing a certain important order; or the factory afford to let such men wear themselves out deciding will call up to know whether certain work can be held each particular case on its own petty merits. Let them up to make way for a rush order just received; or keep in touch with detail, if necessary, but have this the advertising department will put up some plan for detail so standardized that it can be passed upon with approval. the minimum of mental effort. Now all these things are largely "matters of judg One secret of personally managing a large volume ment"; as the saying is, you "use your head." In of work in a short time is to have at your command other words, each case is handled as an individual a set of standard decisions, — and the courage to apply problem and decided on its own particular merits. them, and lack of courage is generally where the rub "All things considered, it seems best under the cir comes. cumstances" — that is the usual basis of the verdict. I question whether we don't waste a great deal of When Does Social Work Make Good? energy by not having our policies more fully standard ized and then sticking to these policies more relig By Boyd Fjsher, Ex. Asst. Sec'y iously. Suppose that the manager mentioned above This was the basic question discussed at a three had a definite one-price policy; his standard decision days' conference of social workers held at the Church when shading was proposed would be "No." If his of the Ascension in New York, June i3 to i5. factory policy were to fill all orders in rotation by At this conference social work was defined as the date of receipt, his position with respect to the rush activities of all those who are striving to enforce the order cited would also be "No." If his advertising pro-social or community point of view wherever the policy were to put full reliance in that department, his private interest point of view has led to evils and un decision on the plan recommended would be "Yes." just inequalities. Social work was shown to be deal Those three matters, therefore, would be cleaned up ing increasingly with industry where the private in with practically no mental work at all. terest point of view is most frankly taken, where Making Goods Versus Nlaking Records By H. L. GANTT.

()Rli than twenty years ago our industries reached a point where much better methods of accounting and record keeping were needed than those which the __| people then directing them had been able to devise. l‘hey naturally called to their assistance men who had experience in accounts—bookkeepers, certified public accountants and va rious other kinds Of accounting experts, Unfortunately, few of these men who were trained in figures had had any experience in production. Their activities had been almost entirely confined to merchandising. The result was that they devised schemes of accounting and record keeping that did not meet the needs of the manufacturer, and at length thinking men began to realize that they could not greatly improve their industries by figures that were not related to the productive process. About this time the word “efficiency” came into prominent notice, and the new idea was heralded as a sovereign cure for all the evils that existed. Naturally, many accountants simply changed their title to efficiency engineer, bought stop watches and started on a new campaign. The result in many cases was a further complication of the problems of production, for they were still accountants, and had the minds of bookkeepers whose prime object is to balance accounts. Systems of manufacturing devised by such people were made to conform to systems of ac counting, often leading to dissatisfaction as well as to the detri ment of the productive process. ‘ This was so true in many cases that in the attempt to produce a line system of accounting, one that would balance all expendi tures to a cent, the feature of production was entirely lost sight .of, and the productiveforces were hampered to an almost incon ceivable degree by a method that led nowhere. This attempt to make production conform to the ideals of an accounting system perhaps reached its highest perfection in the departments of the Federal Government, where the manufacture of records (paper work), which nobody uses goes on with an activity and continuity which cause the productive forces to seem insignificant by comparison. Congress is blamed for much of this. but members of Congress would never have legislated Making (food t't'rsus illaking Records ' 461 such schemes on to the departments if those schemes had not been devised and advocated by men of accounts who were sup posed to know but, as experience proves, did not. We cannot get true efficiency until the whole scheme is changed and manu— facturing records are devised with the primary object of promot ing productive effectiveness. Some civilian engineers are today feeling the irksomeness of the Army and Navy accounting methods. They are complaining that too much stress is put on figures and documents. The written records loom large when actually the thing itself is what the nation needs. Battles are not fought with figures in a book but are lost or won by guns and shells. The biggest national task of recent years was the building of the Panama Canal. It required organizing and engineering ability of the highest order. Two eminent civilian engineers successively undertook the responsibility of its direction, and both resigned after a few months because of .the hampering restraints of red tape, General Goethals followed them, met the same difiiculty, obtained executive permission to violate governmental regula tions where necessary and built the canal. The great war into which we have so recently entered also teaches us most emphatically-that power no longer belongs to those whose principal ability is making figures, but to those who can produce the goods. If we would do our part in the struggle which is before us, we must organize on a basis entirely different from the one which now prevails, and devote our efforts to supporting the man who knows what to do and 11020 to do it, rather than dissipate our energies in making records which serve no useful purpose—(Refrinted from Industrial Alanagcment.)

Copyright, 1917. by the Engineering Magazine C0. but he wants the information that they leading to further SU(CCSS€S. Business The monthly statements of manufactur~ contain at the earliest possible moment. news, while it is news, is an important ing concerns have been greatly facilitated If mistakes have been made, the time to aid in the deciding of right policies, and by the development of accurate methods correct them is immediately after their right policies lead to success. This fact of cost-accounting which have aided in commission and not when the habit of is seen in the tendency for all progressive making the control of the business definite making them has been firmly established. business concerns to have monthly state and flexible. Much of this delay is If a course of action has proVed to be ments and reports instead of the once-a inevitable, due to the length of time successful, the reason for the success, if year reckoning with profits—or losses— needed to handle the details, but much known at once, holds the possibility of on which our fathers used to depend. _ of it may be obviated by correct methods. TRAINING MEN TO SPECIALIZE IN CUTTING COSTS Reductions in labor, material, and operation costs, when made on repetitive tasks, often mean the saving of thousands of dollars. This simplification of operations is the job of an industrial engineer, and this company trains these engineers in the plant by a course which has produced excellent results

By EDWARD L. RYERSON, JR. VICE-PRESIDENT, JOSEPH T. RYEBSON AND SON

STRICTLY speaking, we are not a fundamentals of so-called efficiency en We have long held that water rises no manufacturing company at all. We gineering. Unloading steel channels from higher than its source; that the best way do,however, turn out a productknown a freight car in a snow storm may strike for any organization to weave policies as the industrial engineer. Furthermore, one as an operation so crude, so simple, into even its lowest members is to start this extremely human “product” we turn as not to merit a great deal of attention, those policies in at the top, being sure out, not for public consumption, but for much less warrant the development of a that the management is the first to our own private use. school to train young men how to discover practise what it preaches. We cannot Our main work consists in handling fin the best way to perform a job like that. expect our men to do better than we do ished steel stock of all descriptions and sup Yet, when such simple operations have ourselves. Of course, the larger the plying it to customers. First, “service,” to be carried out on a large scale, the organization the greater the practical then “economy” in handling, are the aggregate economies possible are worth difficulties in bringing management and terms and aims most constantly in mind. all the attention we can put on ferreting men close together. The peculiarities of such a business— them out. One way is to delegate representatives selling steel—bring our work right down Indeed, it was that sort of thing that of the management—men thoroughly to a crude labor basis; the exact antithesis first suggested to the great efficiency saturated with the spirit and policies of of a company manufacturing watches, for pioneers the possibilities that resulted in the company heads themselves—to bring example. At first glance, it might seem what we call today—with or without to every employee on the payroll these that we had as little excuse as anyone respect—“scientific management." One same policies. could have for building up a group of in hears a great deal about the efiiciency or Now, in any business like ours, it is dustrial engineers for home consumption. otherwise of labor. But one hears mighty most important that every operation, no But here is the other side. This crude, little about those qualities as applied to matter how simple or crude, be performed basic type of labor lends itself to the very management. in the one best way. Efliciencyl That's

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AN OFFICE ARRANGEMENT THAT GETS RESULTS This industrial engineering force—called the betterment department—includes both experienced engineers and engineers in training. It is a money-sailing department, and cuts company expenses by a worth—while amount each year 690 FACTORY for MARCH 1, 1921 what it is; the old-fashioned meaning of the term, before it'fell into industrial disrepute. There is no doubt that the managing end of a business is where efficiency should commence, and it was with some thing like this in mind that, about eight years ago, we started to train young men in a course that gives them an effective, unbiased approach to our own particular problems. It came about through a study that Emerson made at our plant some years ago. It was a careful study and it opened our eyes to possibilities we hadn’t thought of before. But after he finished his investi gations, laid down some rules for us to follow and went his way, what then? Well, we were finally forced to the con clusion that if you go in for scientific management under any of its names, it’s a good deal like riding a bicycle—either you have to keep pedaling or you fall 05. There’s no way to stand still. At one time the popular conception of bringing a plant up to date was to hire an industrial doctor to diagnose the case, feel the plant pulse, and leave a little EARNING HIS SALARY AND COST OF TRAINING box of pills—one to be taken eVery hour There are two parts to each job an ing the machine, who is busy and unable until gone. Just how the pills Were to do industrial engineer tackles. Here, for to make undisturbed observations. After their curing was, of course, a bit vague. l, example, is an engineer making observa the changed methods are approved, then Anyhow, if everything didn't turn out tions on the manner of handling and the engineer must make time studies to just as the doctor said it would, why, by shearing iron plate. His first task is to determine the standard time which shall simplify the operation by eliminating or be set. This is the sort of work engineers that time he was a long way 03 prescribing altering some of the movements in are trained to do at the Ryerson plant, for another patient. What matter that l handling, or by changes in the design and it is this sort of work which saves the the management was left with a sick, of equipment. He is better able to company thousands of dollars in labor, make these changes than the man operat material, and operating costs each year. i peevish plant on its hands. We believe that scientific management, or plant betterment, or whatever one chooses to call it, is a. growth process that the end of each year, then it would have Character, judgment, efficiency, under needs a resident physician right on the no place in our organization. standing, or experience, and knowledge. job all the time to keep it growing. One The principal ends that the betterment In connection with the course, these cut-and-dried set of rules becomes obso department aims at are better service to characteristics are perfectly tangible and lete almost at once. At least it needs our customers, and more economy in the furnish guide-posts and criterions by which constant revision. methods we use for handling our steel we judge the young man’s progress. Our task then became one of going products. Just these two, for they are Perhaps number five may be considered ahead from where Emerson left us. the two fundamental problems of our low in the scale for so important an ele We formed an additional department. business. Yet in them lie endless chances ment as “knowledge.” Yet we have “Betterment Department” was the name for the highest sort of industrial engineer proved time after time that knowledge, decided on. Perhaps it isn’t the bCSt, ing work. > And our betterment depart while it is important, is a quality not to but at least it suggests a broad viewpoint; ment forms the vehicle that carries on be compared with character in looking broader, perhaps, than one finds in the the course for training industrial engineers. ahead towards the student’s ultimate bare word “efiiciency.” success. Character involves a human The function of our betterment depart HOW THE CANDIDATES element more necessary in our business, ment is to better our plant activities ARE PICKED perhaps, than in others. in ways possible through a calm, un For take work that is done largely on prejudiced, third-party view. Hence this Not every young man entering our complicated machinery. You can figure department holds a separate position, employ goes into the betterment depart out on paper the very best that that wholly by itself, on our organization chart. ment. It is not a vestibule school. We machine will do when run at full speed. It is always at hand to aid other depart pick a few applicants, perhaps a dozen, Then you can speed it up to this known ments in overcoming difficulties as they during the year. The betterment depart point. But when it’s a man and not a develop. However, we are mighty care ment usually contains about 30 men. machine you’re dealing with, a much ful that it doesn’t usurp the authority Let me again emphasize a distinction finer intuition is needed to understand that belongs to other department heads. right here: that this department is not what that man is capable of, as a human Perhaps you’ll understand it’s position for the sole purpose of training men to being. Our work calls for just that sort best when I say that, should it be removed become industrial engineers. It is a of understanding and we find in character entirely, the plant would function just practical department of our company and the best guarantee for our students' the same. Mind you, I do not say the happens to be the logical and convenient success in their later dealings with workers. plant would continue to improve in the medium in which to carry the course on. The course really divides itself into way neceSsary to meet competition year in When a new man enters, his succeSs three parts. The first, consisting of and year out. No, the betterment depart depends, we have learned, on five traits four months, is long enough to tell us ment is as essentially a profit-making de that we look for and try to develop when whether or not we wish to continue it partment as any other. If it could not we find them in him. Here they are, on this particular man. In these first show—as it does—substantial savings at and this is the order of their importance: four months, the chief instructor, who, by 591 e the way, is the head of the betterment de he won’t do much at it, yet we are willing probably more popular in the past than partment, is most concerned with little to give him this training. He may try today. We want him to take the best occurrences that crop out to show the new his hand at improving the standard from each, and so obtain the true founda man’s character. We believe that per practise for wrapping express parcels. tion for his more detailed work that will sonality indicates character, and so the Success in this one thing would be of follow. supervisor lays stress on the student’s some real value. To keep the man to some degree in an personality as shown in his contact with We like to give him a taste of general atmosphere of books we have equipped a older men, in his loyalty to the com methods as well as letting him study some technical and semi-technical library with pany he has been with so short a time, specific operation. For example, he may an attendant in charge. Not only can in his ambition and in his zeal over be detailed on a job to write standard any student take out text-books that the work. practise instructions covering the use of a we want him to read, but here he gets Naturally, an applicant is of mighty tool and jig record card for a pattern into the habit of glancing over the various little use to us for a while. He has storage system. magazines and publications that tell him small, unimportant jobs given him to do, more about the general progress of his the use of which is chiefly in giving the THE PART WHICH OUTSIDE READING PLAYS chosen profession. We make every instructor an insight into the man’s IN THE TRAINING PLAN effort to keep this library “usable.” character. Thoroughness and accuracy Outside of the informal oral sort, we are traits we watch for hopefully. Some‘ There is one other type of work he have no regular examinations. This times the new man’s work is judged by must devote some time to along with sounds peculiar, no doubt. Possibly we one of the other students who is a senior the above. I refer to his study and shall lay more stress on the more formal in the course. In time he himself will review of jobs completed by one of his type of examination later on. Up to be called on to instruct novices. seniors. ‘This automatically starts him the present, hQWever, we have found Considerable time is devoted to stand into the class of work he will take hold of that a close scrutiny of the way the ardizing operations. Doubtless, we lean next. student has gone about the elementary towards this a trifle more than might Even at the start the junior begins jobs given him takes the place of more another kind of company, since proper the reading that we insist on. For regular examinations. On the basis of standardization means everything in a example, during these first four prelim his evident ability as shown by the way business dealing simply with the storage inary months he studies three fundamental he tackles these tasks his advancement of steel forms, handling them in the text-books, Taylor’s “Principles of Scien rests. most economical way and making every tific Management,” Gilbreth’s “Applied I say we have no regular examinations. motion count. “Standardization” is, so Motion Study,” and Emerson’s “Twelve That is wrong. From the first hour he to speak, our students’ middle name. Principles of Efficiency.” From these reports for work in the course, every job Yet we never go beyond the elementary books he gets a broad conception of the we give the student is an examination. tasks with the new man during those first whole profession into which he is entering. Indeed, that is the function of his first four months. He may be allowed to It is farthest from our wish to lead the work: to give us an insight into the man, work on some new system for bettering student to think that any one tart-book not for any great value that may come layouts of materials or machines. Perhaps is the book. Indeed, such an idea was from the thing he tries to do.

a.-." a *cwci. W A a _ — ~ _ a a 1 r ' ' ' - ‘ " - ~ ~ - - - - ~ r - - '1 , 5 | I . ‘ ;L _ . VICE-PRESIDENT ______. _ _| ______- J ;v

r GENERAL MANAGER “

OF DEPARTMENT MANAGEMENT PERSONNEL DIRECTION I I _

PROGRAMS . ‘ TRAINING POUCY ENGINEERING PRACTISE AUDITING AND CONTROL _ ADVANCEMENT ' AUTHORITY D'V'SION I OPERATING DIVISION DIVISION ' I _ >

AUDITS OF JOBS REPORTS OF RESULTS F OUTLINE PRACTISE I FORECASTS l _. _

EQUIPMENT GENERAL INDUSTRIAL STATISTICAL DIVISION ENGINEERING ANALYSIS

l I I _ I ChleénErézrfim Buffalo St. Louis Chicago New York Detroit Chief g “ Manager Manager _ Manager Manager Statistician Dilpafchur _ .

Designer! and Resident Resident Imagfire'zt Chicago Staybolt Resident Resident Engineer: Staff Sta" “Sta” General Staff Plant Staff Staff Stafl sun

I _ R FUNCHONS ORGANIZATION nvcsiigatioris and spoils _ Organization Studies _ Plant Layouts DEPhm-MENT 0F INDUSTRML ENGINEEmNG Eqwpment Desigrs _ Standardizing Operations — General Surveys Systems —~ Methods -- Accounting 105,5?“ 1“ RYERSO" AND SON

A DEPARTMENT THAT SPECIALIZES IN COST-CUTTING This organization of an industrial engineering department has worked successfully at the plants of Joseph T. Ryerson and Son. The training of men for IIIIS work is an important function of the department which is described in the accompanying article 592 FACTORYfor MARCH 1, 1921

For example, not long ago the head of __ . "e the course gave a student this task: “Outline the company’s complete order BOOKS THE STUDENTS READ system.” Now the point was that this man had TAYLOR—~P1'ln0iples of Scientific Management been enrolled in the course only three First Period: (Manama—Applied Motion Study days. The head of the department hardly anticipated a correct answer, but he ex Emnnsox—Twelve Principles of Efiiciency pected to learn a good deal about that student’s powers of observation and sound DAY—Industrial Plants judgment from the answer he gave. Pur KENT—Investigating an Industry Second Period: posely the instructor left to the other’s KNOEPPEL—Gl'aphic Production Control judgment the type of report desired, Jonas—Administration of Industrial Enterprises whether written, oral, with diagrams, or what. It was strictly “up to the student." The instructor was a bit surprised, EARTH—Supplement to “On the Art of Cutting Metals” therefore, when the man shmved that in Third Period: the three days he had been with the Hancock—Taylor System in the Franklin Man company he had noted our complete order agement system. He also used good judgment in

the form of his report by combining full written details with several diagrams that BOOKS FOR EXECU I IV ES. TOO helped in the explanation. You see, his These books assigned for student reading are fundamental for the manager who wants superior found out more about that man’s to understand the principles of more scientific management. This list is not a complete real character than he could have by more one; ot er books and current publications are included specific instructions that would have left less to the man’s own judgment and department. That job was a good ex A typical problem of this kind might initiative. The single job, to “outline amination of what the student had in him. be developing a set of instructions to our complete order system,” was a fairly There have been times when, at the cover shortages as reported by customers. complete examination in itself. end of the first four months, we have After he has finished a piece of work of During the first four months it is our dismissed a student for want of just the this kind it must, of course, be criticized intention first to discover the new man’s type of character and judgment that we by the man's senior or, better still, by character; second to throw him among insist on. A careful investigation at the the head 0 the betterment dtpartment, men enough to test his capacity for sound start, hoWever, tends to eliminate the who studies the results with special judgment. Tasks are assigned which dropping of a man afterward. reference to the man’s accuracy and will give him opportunity to get the view Assume, then, that the junior has thomughness. point of the workers with whom he will finished the first four months, performed He is now beginning to do work that, have to deal so largely, and this can best satisfactorily the simple tasks given him, done correctly, is of direct value to our be obtained through practical experience, studied the text-books we require, and company. This part of the course in frequently letting the student take the has come out of it all with colors flying. cludes frequent open discussions between place of a worker. We think this sort of In other words, assume that we have all members of the industrial engineering experience invaluable for a proper under found in this student, in character and staff. There is, after all, nothing like a standing of men through close contact. judgment, a real man. plain old-fashioned “talk it over" to It shows up a man’s judgment, which is Under those conditions we feel justified bring out certain points that might one of the traits we set great store by. in keeping on with him. , otherwise remain hidden. I am reminded of one comparatively Then we start to look at him with the Besides this, a regular lecture course new student to whom the instructor ends in view of efficiency, understanding is given by some well-qualified member assigned some job that threw him with a and, last and least, knowledge. Now he is of the staff. He explains and empha gang of laborers who had not been getting giVen jobs that call for more initiative sizes basic requirements, he reviews along very well with their work. It and more analytic ability. An efiicient special problems that have proved hard. happened that the men in this gang were industrial engineer needs all of this. We More and more, also, during thi second new and totally unacquainted with our take it as simply another name for effi period of training, are the policies of our company. Perhaps you think laborers ciency. Then, too, the bigger the job, particular company brought forward and are not susceptible to company policies. the more we want it to call into play the hammered home. This, of course, is What happened in the case of this student man‘s accuracy and decisiveness. absolutely necessary for the man’s future will, I think, prove otherwise. For no usefulness to us. And, after all, no sooner had he rubbed elbows with the WHY THE "TALK IT OVER" matter how sound, broad and fundamental men, discovering them to be but recently PLAN GETS RESULTS a training in the principles of industrial employed, that he immediately put engineering he may acquire in our employ, himself on their plane, became one of It is not that we doubt that he has these we are not giving it to him through the gang and began to instill into them qualities. He must have them to have philanthropic motives. We are primarily something of the company’s general reached this point in our course. But we training him to be of use to us. policies and ideals that he himself had believe it of the greatest importance to His reading, always considered of the acquired. keep developing his accuracy, decisiveness, greatest importance by us, is expanded. The student’s influence was reflected thoroughness, and all such bed-rod: traits Day’s “Industrial Plants,” Kent’s “In in better work from that gang. So so necessary in any strong industrial vestigating an Industry,” Knoeppel's noticeable was the improvement that the engineer. “Graphic Production Control,” Jones’ gang foreman reported it to his boss, who Up to this time, about half of the man’s “Administration of Industrial Enterprises" remarked about it to his boss. So in a time has been devoted to unimportant —all these he studies hand in hand with short time what the student was doing jobs. Now we decrease the time allotted the more important problems that he out there traVeled back from one ofiicial to such minor work and arrange his attacks in our own plant. He learns t0 the next until, springing from a purely schedule so that he can put at least that there is a real application of theory operative branch of the business, it came 70% of his time on more general systems to practise. Much that heretofore has back to the head of the betterment and methods. remained a bit hazy begins to show up in 593 clearer outline. We are always very periodicals begin to come in for their suming in us to insist that our industrial careful, however, to emphasize the fact share of the man’s higher training. He is engineer students have some one hobby that what the student reads in this second expected to keep abreast of the times entirely foreign to their profession. Never period represents only types. We want through current publications. theless, we do lay stress on this. Without him to keep his mind open, and to let I think it true that some of the criticism it the student, or, later on, the expert his vision broaden, rather than permit directed towards industrial engineers who himself becomes easily overtrained. Then himself to think of any one text-book as are retained as part of a manufacturing half his value iS gone. infallible. company is justified. But I also think Rewards! That is a. much mooted Going along in this way, the man’s that the main trouble comes from the subject in any such course as this of ours. secondary training takes from eight to engineers getting wrapped up in their own Of course, there must be rewards. We twelve months. After that, his training particular oganization and forgetting the believe in them. Even the ablest en continues, it is true, but there is a decided existence of other companies that are gineer cannot do his best unless his efforts shift of responsibility. It shifts from his developing new and perhaps better ideas are rewarded. But by “rewards” I do instructors to himself. He is expected now than their own. To remedy this defect, not mean money prizes, or, necessarily, to begin to produce. Problems that arise we encourage our industrial engineer any other kind of material gift. There from now on are “up to him.” He is be students to visit other plants, meet other are times when the friendly word of ginning to be an industrial engineer rather men, not only in our own lines, but in encouragement, the interested nod of a than merely a student of the profession. radically different lines. superior, eVen a thoughtful criticism, is We try in every way to help him develop the best reward. Its value, of course, through assigning him to an increasing HOW VISITS TO lies in the fact that the student knows amount of original work calculated to OTHER ORGANIZATIONS HELP that his work is being watched and utilize most of the ground principles he appraised on its real merit, and that the has been immersed in for so many months. What advantage, it might be argued, management is back of him in every Perhaps he will be given the problem of does an industrial engineer in our kind sincere effort he makes. creating and supervising the installation of work gain from visiting a mail-order So much for rewards, from the student of bonus or premium schedules for some house like Sears, Roebuck and Company, engineer’s standpoint. But there is the particular operation. In general he must or a packing plant like Armour’s? Had other side to rewards. They act auto handle satisfactorily such studies as he not better spend his visiting time in matically to acquaint the management involve imprQVement of methods applied to specting rolling mills, for example, which with its- men. To appreciate what a machines, materials and men. would more closely tie up with our kind man is doing so as to render proper Compulsory reading, according to our of business? I think not. Because, in reward, we cannot let him shift for him idea, Ought still to continue and parallel studying a wide range of manufacture and self until all we see is a mere automaton. whatever practical work the man does. distribution, the student primes his We must study not only the results he Therefore, during this third and final imagination. And imagination, skilfully brings about, but the man himself. That division of his training, he reads such applied to our own business, is one of the leads at once to the conclusion that, works as Barth’s “Supplement to 'On the most valuable commodities that we can after all, the management can never Art of Cutting Metals’,” and Babcock’s buy from any industrial engineer. successfully keep separated from its men. “Taylor System in the Franklin Manage There is one last requirement that I The oil that keeps the whole machine ment.” We are not content with his think many managements overlook in moving is inspiration and that, I think, book reading, hOWever, and the leading training men. It may seem a bit pre must emanate from the boss. To sum up the course, then, for training

our own industrial engineers, we lay stress first on the man’s character and judgment. We test out these qualities by a four months’ series of elementary tasks accompanied by selected reading. When we find at the end of that time that, in the candidate, we have “a man," the remainder of the course is aimed at devrrloping in him the other three traits that we insist on in our industrial en gineers: efficiency, understanding, and, finally, knowledge. But the methods we follow of instructing him are the same; namely, tasks, later criticized and anal— yzed for his benefit, and reading. The tasks and text-book study are both care fully upgraded to lead and direct the man’s broadening capacities and to acquaint him more specifically with our own work. A year of this, perhaps, and he is thrown on his own initiative in originating new methods of solving the more intricate problems we give him in the regular line of our plant work. EVen during this final period we insist on his reading not alone higher text-books, but all matter that keeps him in touch with the general developments of his profession. Then, ANOTHER JOB FOR THE INDUSTRIAL ENGINEER as a. safeguard to his mental poise, we Members of this department are required to handle a great variety of work. Here encourage some, shall I say, hobby. Any Is a problem of testing the power requirements for the lOO-horsepower motor used wholesome recreation, in fact, meets our to drive a powerful friction saw through 24-inch structural beams requirements in that, so long as it is entirely separated from his profession.

FACTORYfor MARCH 1. 1921