Lesson 42 of Industrial Engineering ONLINE Course
Lesson 43a - Introduction to Industrial Engineering - Review of Module 1 of Industrial Engineering ONLINE Course.
Lesson 43b - Industrial Engineering Concepts - Industrial Engineering ONLINE Course Module 2 - Review.
20 March - Birthday of F.W. Taylor
Taylor's Industrial Engineering in New Framework - Narayana Rao
The New Framework for Industrial Engineering contains:
Industrial Engineering - Definition - IE is Systems Efficiency Engineering.
Concepts of Productivity Science - Productivity Engineering - Productivity Management
Industrial Engineering is System Efficiency Engineering and Human Effort Engineering. - Narayana Rao.
Taylor is given the credit as father of industrial engineering. But Taylor did not write any article or paper with the term "industrial engineering" in the title. All early authors of industrial engineering give him the credit as a pioneer in industrial engineering and they only bestowed the honor on him as father of industrial engineering. To understand "Taylor's Industrial Engineering" we need to study his papers and summarize them into a meaningful explanation of industrial engineering as a discipline with focus on efficiency and productivity of engineering activities in engineering organizations and departments. Such an effort is being attempted in this article. In the explanation developed, one can see the components of system efficiency (efficiency of machines and related tools/accessories/materials/building/space/material handling etc.) and human effort efficiency.
Was The First Industrial Engineering Department started by F.W. Taylor - The Father of Industrial Engineering?
Yes. It was started by him in 1885.
Frederick Taylor's Industrial Engineering Department for Process Improvement for Productivity Increase - 1885.
Frederick Taylor established the first department in factory doing industrial engineering work of process improvement for increase in productivity and cost reduction. The name he gave it to the department is "Elementary Rate Fixing." Its function is to breakdown the process into elements and find the best way of doing each by observing number of persons doing the same element and finding the best way through time study. The next step is to find science behind the way of doing the elements. Then from the best ways of doing each element, a new process is developed and the operators are trained in it. The final step of rate fixing refers to specifying the time required to do each element and the piece rate for it. The Piece rate of a component is fixed by first developing the detail at element level. The operators are provided the instruction sheet at the element level so that they know the time specified for each element and make effort to do it in that time. Taylor stated that operators are motivated to do well when they know the goal clearly and receive feedback quickly. The elementary rate fixing department has the responsibility to develop productivity science, do productivity engineering and do productivity management.
Based on the statements of Taylor, we can say elementary rate fixing department was established in 1885 by Taylor.
TAYLOR'S INDUSTRIAL ENGINEERING - PROF. DIEMER
Mr. Henry R. Towne laid the foundation for industrial engineering through his papers The Engineer as an Economist and Gain Sharing. Towne also described his conception of industrial engineering in a convocation address to Purdue Engineering Students.
Mr. Taylor is the earliest and foremost advocate of engineering management and industrial engineering. Taylor's contribution to production management is well known though his works shop management and scientific management. His contribution to industrial engineering is not that direct through specific works. But he is credited as the father of industrial engineering as his ideas and works became industrial engineering in practice and theory. As early as 1889, Mr. Taylor earnestly pleaded that shop statistics and cost data are to be used by shop engineers to redesign engineering elements of production. While he did not so express himself, the gist of his treatment of industrial engineering is this.
He wants a manufacturing establishment to be designed as one would design an intricate machine. He analyzes each process into its ultimate, simple elements, and compares each of these simplest steps or processes with an ideal or perfect condition. He then makes all due allowances for rational and practical conditions and establishes an attainable commercial standard for every step. This process is described by Prof. Halevi in his book "Process and Operation Planning." The next process is that of attaining continuously this standard, involving both quality and quantity, and the interlocking or assembling of all of these prime elements into a well-arranged, well-built, smooth-running machine. It is quite evident that work of this character involves technical knowledge and ability in science and pure engineering, which do not enter into the field of the accountant. Yet the industrial engineer must have the accountant's keen perception of money values. His work will not be good engineering unless he uses good business judgment. He must be able to select those mechanical devices and perfect such organization as will best suit present needs and secure prompt returns in profit. He must have sufficiently good business sense to appreciate the ratio between investment and income.
His sound judgment and good advice on the design and redesign of the manufacturing system results in companies making large fortunes. Companies not using industrial engineering or scientific management of productivity will be ignoring profit making opportunity and development of the organization. Mr. James Newton Gunn is responsible for the use of the term " production engineer" or "industrial engineer" in speaking of the engineer who has to do with plant efficiency.
The word "production" indicates the making or manufacturing of commodities. Engineering as applied to production means the planning in advance of production so as to secure certain results. The engineer calculates and plans with absolute certainty of the accomplishment of the final results in accordance with his plans, which are based ultimately on fundamental truths of natural science.
The mechanical engineer has to do with the design, construction, testing, and operating of machines. The mechanical engineer designs with certainty of correct operation and adequate strength. Production engineering has to do with the output of machines and men. It requires a knowledge of both. The product involved may be anything that is made by or with the aid of machinery.
It is the business of the production engineer to know every single item that constitutes his finished product, and every step involved in the handling of every piece. He must know what is the most advantageous manufacturing quantity of every single item so as to secure uniformity of flow as well as economy of manufacture. He must know how long each step ought to take under the best attainable working conditions. He must be able to tell at any time the exact condition as regards quantity and state of finishedness of every part involved in his manufacturing process.
The engineer must be able not only to design, but to execute. The production engineer must be able to execute his work as he has planned it. This requires two qualifications in addition to technical engineering ability: He must know men, and he must have creative ability in applying good statistical, accounting, and "system" methods to any particular production work he may undertake.
Hugo Diemer defined or explained Industrial Engineering in chapter I in his book published in 1910.
FACTORY ORGANIZATION AND ADMINISTRATION BY HUGO DIEMER, M.E.
Professor of Industrial Engineering, Pennsylvania State College; Consulting Industrial Engineer
FIRST EDITION
McGRAW-HILL BOOK COMPANY, NEW YORK
1910
"Notes on Belting" is the first paper presented by F.W. Taylor on Productivity Engineering. Taylor's commitment to productivity science can be seen in this first paper. The Paper on Piece Rates presented in 1895 contains both productivity engineering and productivity management aspects.
Taylor wrote in the "Piece Rate" paper that to increase productivity, systematizing that is systematically studying and improving all of the small details in the running of each shop, such as the care of belting, the proper shape for cutting tools, and the dressing, grinding, and issuing tool, oiling machines, issuing orders for work, obtaining accurate labor and material returns, and a host of other minor methods and processes has to be done. Then only on the basis of productivity improvement estimates, piece rates that provide motivation or incentive to operators to participate in the high productivity redesigned process can be given.
Incentives are not the primary means of increasing the productivity. Productivity science and productivity engineering are the foundation for productivity. Incentives are part of productivity management, where by operators are recruited and trained to work in high productivity processes.
In using belting so as to obtain the greatest economy and the most satisfactory results, the following rules should be. observed :
This article is included in
July - Industrial Engineering Knowledge Revision Plan
Ideas and thoughts fundamental to industrial engineering
http://nraoiekc.blogspot.com/2014/07/july-industrial-engineering-knowledge.html
FACTORY ORGANIZATION AND ADMINISTRATION BY HUGO DIEMER, M.E.
Professor of Industrial Engineering, Pennsylvania State College; Consulting Industrial Engineer
FIRST EDITION
McGRAW-HILL BOOK COMPANY, NEW YORK
1910
Contribution of F.W. Taylor to Industrial Engineering
Taylor developed efficient methods, advocated scientific management and advocated study of work by engineers and shop managers. Taylor developed both scientific study of machine work and man work. He also developed stop watch time study to find the improvement in working time due to various changes proposed by industrial engineers/scientific managers.
Taylor was involved in the activities of American Society of Mechanical Engineers (ASME) from the very early years. In year 1886, when Henry Towne called for the study of management, accounting and economics by engineers, Taylor was present in the meeting and he participated in the discussion of cost accounting system proposed by Metcalf. Thus Taylor already had active participation in study of accounting, economics and productivity improvement. Subsequent to the presentation of papers on productivity gain sharing by Towne, and Halsey Taylor presented his ideas on piece rate system and daily wage system that included mechanism for time study and process improvement. Taylor also presented a paper on redesign of belt system based on collection of data for 10 years on cost of the belting system. Thus Taylor laid the strong foundation for redesign of engineering components and systems based on the accumulated cost data and economic decision making.
TAYLOR'S INDUSTRIAL ENGINEERING - Narayana Rao
Taylor's industrial engineering has to be understood from his papers.
Taylor wrote in the "Piece Rate" paper that to increase productivity, systematizing that is systematically studying and improving all of the small details in the running of each shop, such as the care of belting, the proper shape for cutting tools, and the dressing, grinding, and issuing tool, oiling machines, issuing orders for work, obtaining accurate labor and material returns, and a host of other minor methods and processes has to be done. Then only on the basis of productivity improvement estimates, piece rates that provide motivation or incentive to operators to participate in the high productivity redesigned process can be given.
Incentives are not the primary means of increasing the productivity. Productivity science and productivity engineering are the foundation for productivity. Incentives are part of productivity management, where by operators are recruited and trained to work in high productivity processes.
Important points in "Notes on Belting"
In using belting so as to obtain the greatest economy and the most satisfactory results, the following rules should be. observed :
The chief consideration in design of belting in industry has to be how to get the maximum of work from belting ; while, in making up belting design tables, the two most important considerations — how to secure the minimum of interruptions to manufacture, and the maximum of durability — have to be given attention. The one consideration which should have more weight than all others in making up design tables and rules for the use and care of belting is how to secure the least possible interruption to manufacture from this source.
It is the writer's judgment that belts should be made heavier and run more slowly than theory and accepted rules would indicate, not only for the sake of reducing the belt bill in the long run, but even more to avoid the frequent interruptions to manufacture. In figuring the total expense of belting, and the manufacturing cost chargeable to this account, I think that most careful observers soon come to the conclusion that by far the largest item in this account is the time lost on the machines while belts are being replaced and repaired.
The most interesting and important fact noticeable is the superiority of the shifting to the cone belts in every respect except first cost. The life of the shifting belts will be three times that of the cone. The total cost of the shifting belts per year of service is less than that of the cone. After 8.8 years of life the total cost of maintenance and repairs of the shifting belts amounts to only 30.4% of the original cost, while with the cone belts the maintenance and repairs through a life of 6.7 years amounts to one and one-half times the first cost.
The industrial engineering related issues described by F.W. Taylor in the book "Scientific Management" are covered in a separate article.
Industrial Engineering and Productivity Improvement Described in Scientific Management by F.W. Taylor
It is the writer's judgment that belts should be made heavier and run more slowly than theory and accepted rules would indicate, not only for the sake of reducing the belt bill in the long run, but even more to avoid the frequent interruptions to manufacture. In figuring the total expense of belting, and the manufacturing cost chargeable to this account, I think that most careful observers soon come to the conclusion that by far the largest item in this account is the time lost on the machines while belts are being replaced and repaired.
The most interesting and important fact noticeable is the superiority of the shifting to the cone belts in every respect except first cost. The life of the shifting belts will be three times that of the cone. The total cost of the shifting belts per year of service is less than that of the cone. After 8.8 years of life the total cost of maintenance and repairs of the shifting belts amounts to only 30.4% of the original cost, while with the cone belts the maintenance and repairs through a life of 6.7 years amounts to one and one-half times the first cost.
The greatest point of advantage of the shifting belts is the fact that the interruptions to manufacture are nearly seven times as frequent with the cone as with the shifting belts. Each shifting belt having been tightened or repaired on an average only 6 times during nine years, while the cone belts averaged 32 interruptions to manufacture in 0.7 years. The shifting belts having run on an average twenty-two months without tightening, while the cone belts ran only two and one-half months.
The most economical speed for belting is 4,000 to 4,500 feet per minute.
From the paper, Piece Rate System, 1895
The advantages of this system of management (Taylor's Piece Rate System) are :
The manufactures are produced cheaper under it.
The system is rapid in attaining the maximum productivity of each machine and man
The writer has endeavored in the following pages to describe the system of management introduced by him in the works of the Midvale Steel Company, of Philadelphia, which has been employed by them during the past ten years with the most satisfactory results.
The system consists of a principal element: An elementary rate-fixing department (productivity department).
Elementary rate-fixing differs from other methods of making piece-work prices in that a careful study is made of the time required to do each of the many elementary operations into which the manufacturing of an establishment may be analyzed or divided. These elementary operations are then classified, recorded, and indexed.
The remedy for this trouble lies in the establishment in every factory of a proper rate-fixing department ; a department which shall have equal dignity and command equal respect with the engineering and managing departments, which shall be organized and conducted in
an equally scientific and practical manner.
Yet this elementary system of fixing rates has been in successful operation for the past ten years, on work complicated in its nature and covering almost as wide a range of variety as any manufacturing that the writer knows of. In 1883, while foreman of the machine shop of the Midvale Steel Company of Philadelphia, it occurred to the writer that it was simpler to time each of the elements of the various kinds of work done in the place, and then find the quickest time in which each job could be done, by summing up the total times of its component parts, than it was to search through the records of former jobs and guess at the proper price. After practising this method of rate-fixing himself for about a year as well as circumstances would permit, it became evident that the system was a success. The writer then established the rate-fixing department, which has given out piece-work prices in the place ever since.
This department far more than paid for itself from the very start ; but it was several years before the full benefits of the system were felt, owing to the fact that the best methods of making and recording time observations of work done by the men, as well as of determining the maximum capacity of each of the machines in the place, and of making working-tables and time-tables, were not at first adopted.
Before the best results were finally attained in the case of work done by metal-cutting tools, such as lathes, planers, boring mills, etc., a long and expensive series of experiments was made, to determine, formulate, and finally practically apply to each machine the law governing the proper cutting speed of tools, namely, the effect on the cutting speed of altering any one of the following variables : the shape of the tool (i.e., lip angle, clearance angle, and the line of the cutting edge), the duration of the cut, the quality or hardness of the metal being cut, the depth of the cut, and the thickness of the feed or shaving
It is the writer’s opinion that a more complicated and difficult piece of rate-fixing could not be found than that of determining the proper price for doing all kinds of machine work on miscellaneous steel and iron castings and forgings, which vary in their chemical composition from the softest iron to the hardest tool steel. Yet this problem was solved through the rate-fixing department and the “ differential rate,” with the final result of completely harmonizing the men and the management, in place of the constant war that existed under the old system. At the same time the quality of the work was improved and the output of the machinery and the men was doubled, and in many cases trebled. At the start there was naturally great opposition to the rate-fixing department, particularly to the man who was taking time observations of the various elements of the work ; but when the men found that the rates were fixed without regard to the records of the quickest time in which they had actually done each job, and that the knowledge of the department was more accurate than their own, the motive for hanging back or “ soldiering ” on this work ceased, and with it the greatest cause for antagonism and war between the men and the management
The accurate knowledge of the quickest time in which work can be done, obtained by the rate-fixing department and accepted by the men as standard, is the greatest and most important step toward obtaining the maximum output of the establishment.
Of the two devices proposed for increasing the output of a shop, the differential rate and the scientific rate-fixing department, the scientific rate-fixing department is by far the more important. The differential rate is invaluable at the start as a means of convincing men that the management is in earnest in its intention of paying a premium for hard work, and it at all times furnishes the best means of maintaining the top notch of production; but when, through its application, the men and the management have come to appreciate the mutual benefit of harmonious cooperation and respect for each other’s rights, it ceases to be an absolute necessity. On the other hand, the rate-fixing department, for an establishment doing a large variety of work, becomes absolutely indispensable. The longer it is in operation the more necessary it becomes.
Practically, the greatest need felt in an establishment wishing to start a rate-fixing department is the lack of data as to the proper rate of speed at which work should be done.
There are hundreds of operations which are common to most large establishments ; yet each concern studies the speed problem for itself, and days of labor are wasted in what should be settled once for all and recorded in a form which is available to all manufacturers.
68. What is needed is a hand-book on the speed with which work can be done, similar to the elementary engineering hand-books. And the writer ventures to predict that such a book will, before long, be forthcoming. Such a book should describe the best method of making, recording, tabulating, and indexing time-observations, since much time and effort are wasted by the adoption of inferior methods (Taylor himself created the engineering knowledge to determine cutting speeds, feeds and depth of cut of machine tools).
The benefits of elementary rate-fixing including many indirect results.
The careful study of the capabilities of the machines and the analysis of the speeds at which they must run, before differential rates can be fixed which will insure their maximum output, almost invariably result in first indicating and then correcting the defects in their design and in the method of running and caring for them.
In the case of the Midvale Steel Company the machine shop was equipped with standard tools furnished by the best makers, and the study of these machines, such as lathes, planers, boring mills, etc., which was made in fixing rates, developed the fact that they were none of them designed and speeded so as to cut steel to the best advantage. As a result, this company has demanded alterations from the standard in almost every machine which they have bought during the past eight years. They have themselves been obliged to superintend the design of many special tools which would not have been thought of had it not been for elementary rate-fixing.
But what is perhaps of more importance still, the rate-fixing department has shown the necessity of carefully systematizing all of the small details in the running of each shop, such as the care of belting, the proper shape for cutting tools, and the dressing, grinding, and issuing sairfe, oiling machines, issuing orders for work, obtaining accurate labor and material returns, and a host of other minor methods and processes. These details, which are usually regarded as of comparatively small importance, and many of which are left to the individual judgment of the foreman and workmen, are shown by the rate-fixing department to be of paramount importance in obtaining the maximum output, and to require the most careful and systematic study and attention in order to insure uniformity and a fair and equal chance for each workman. Without this preliminary study and systematizing of details it is impossible to apply successfully the differential rate in most establishments.
No system of management, however good, should be applied in a wooden way. The proper personal relations should always be maintained between the employers and men; and even the prejudices of the workmen should be considered in dealing with ]them.
Above all it is desirable that men should be talked to on their own level by those who are over them.
Each man should be encouraged to discuss any trouble which he may have, either in the works or outside, with those over him. Men would far rather even be blamed by their bosses, especially if the “ tearing out ” has a touch of human nature and feeling in it, than to be passed by day after day without a word and with no more notice than if they were part of the machinery.
The opportunity which each man should have of airing his mind freely and having it out with his employers, is a safety-valve ; and if the superintendents are reasonable men, and listen to and treat with respect what their men have to say, there is absolutely no reason for labor unions and strikes.
Source: Frederick Taylor's Piece Rate System
Shop Management was presented by Taylor to ASME in 1905. In the paper, many activities of industrial engineering are described and the system engineering and human effort engineering components become visible in it. As it is a big essay by itself it is presented as a separate article.
Taylor developed his shop management and productivity improvement theories initially in machine shops and later extended to other industrial activities. In the machine shop, improving machine work is important and Taylor devoted considerable attention to machine work and improvement of machines, tools and accessories to increase productivity of machine. He made a presentation his experiments conducted over a period of 26 on machine tools and machining in ASME conference of 1906. It is an elaborate work on machine work study. The summary of Taylor's machine work study is presented in a separate article.
In production systems where machine is the important working component, the large increase in
output is due partly to the actual physical changes, either in the machines or small tools and appliances.
Task Management - F.W. Taylor http://nraoiekc.blogspot.com/2013/08/task-management-fw-taylor.html
Modern engineering can almost be called an exact science; each year removes it further from guess work and from rule-of-thumb methods and establishes it more firmly upon the foundation of fixed principles. Productivity improvement engineering will also become exact science.
In the case of a machine shop doing miscellaneous work, before each casting or forging arrives in the shop the exact route which it is to take from machine to machine should be laid out. An instruction card for each operation must be written out stating in detail just how each operation on every piece of work is to be done and the time required to do it, the drawing number, any special tools, jigs, or appliances required, etc. Before the four principles of productivity improvement through task allotment and management can be successfully applied it is also necessary in most shops to make
important physical changes It is the first principle actually. The work of the machine has to be standardized, meaning it has to be planned for maximum productivity. All of the small details in the shop, which are usually regarded as of little importance must be thoroughly and carefully standardized; such. details, for instance, as the care and tightening of the belts; the exact shape and quality of each cutting tool; the establishment of a complete tool room from which properly ground tools, as well as jigs, templates, drawings, etc., are issued under a good check system, etc.; and as a matter of importance (in fact, as the foundation of scientific management) an accurate study of unit times required for each machine tool operation must be made by one or more men connected with the planning department, and each machine tool must be standardized and a table or slide rule constructed for it showing how to run it to the best advantage.
Importance of Task Organization - F.W. Taylor - F.W. Taylor http://nraoiekc.blogspot.com/2013/08/importance-of-people-organization-fw.html
Modern engineering proceeds with comparative certainty to the design and construction of a machine or structure of the maximum efficiency with the minimum weight and cost of materials, while the old style engineering at best only approximated these results and then only after a series of breakdowns, involving the practical reconstruction of the machine and the lapse of a long period of time. Industrial engineering has to provide completion times for various machine tasks as well as manual tasks like design of machine elements.
Modern Engineering and Modern Shop Management - F.W. Taylor http://nraoiekc.blogspot.com/2013/08/modern-engineering-and-modern-shop.html
The conditions standardization principle of task management (standardized conditions of "machine") is a necessary preliminary, since without having first thoroughly standardized all of the conditions surrounding work, for productivity management under task management or differential piece rate systems.
Task Work - Some More Thoughts - F.W. Taylor http://nraoiekc.blogspot.com/2013/08/task-work-some-more-thoughts-fw-taylor.html
Machine Tool Time Estimation Methods
Methods employed in solving the time problem for machine tools.
As a machine shop has been chosen to illustrate the application of such details of scientific management as time study, the planning department, functional foremanship, instruction cards, etc., the description of the methods employed in solving the time problem for machine tools has to be included at least briefly.
Methods employed in solving the time problem for machine tools
The study of this subject involved the solution of four important problems:
First. The power required to cut different kinds of metals with tools of various shapes when using different depths of cut and coarseness of feed, and also the power required to feed the tool under varying conditions.
Second. An investigation of the laws governing the cutting of metals with tools, chiefly with the object of determining the effect upon the best cutting speed of each of the following variables:
(a) The quality of tool steel and treatment of tools (i.e., in heating, forging, and tempering them).
(b) The shape of tool (i.e., the curve or line of the cutting edge, the lip angle, and clearance angle)
(c) The duration of cut or the length of time the tool is required to last before being re-ground.
(d) The quality or hardness of the metal being cut (as to its effect on cutting speed).
(e) The depth of the cut.
(f) The thickness of the feed or shaving
(g) The effect on cutting speed of using water or other cooling medium on the tool.
Third. The best methods of analyzing the driving and feeding power of machine tools and, after considering their limitations as to speeds and feeds, of deciding upon the proper counter-shaft or other general driving speeds.
Fourth. After the study of the first, second, and third problems had resulted in the discovery of certain clearly defined laws, which were expressed by mathematical formulae, the last and most difficult task of all lay in finding a means for solving the entire problem which should be so practical and simple as to enable an ordinary mechanic to answer quickly and accurately for each machine in the shop the question, "What driving speed, feed, and depth of cut will in each particular case do the work in the quickest time?"
In 1881, in the machine shop of the Midvale Steel Company, the writer began a systematic study of the laws involved in the first and second problems above referred to by devoting the entire time of a large vertical boring mill to this work, with special arrangements for varying the drive so as to obtain any desired speed. The needed uniformity of the metal was obtained by using large locomotive tires of known chemical composition, physical properties and hardness, weighing from 1,500 to 2,000 pounds.
For the greater part of the succeeding 22 years these experiments were carried on, first at Midvale and later in several other shops, under the general direction of the writer, by his friends and assistants, six machines having been at various times especially fitted up for this purpose.
The exact determination of these laws and their reduction to formulae have proved a slow but most interesting problem; but by far the most difficult undertaking has been the development of the methods and finally the appliances (i.e., slide rules) for making practical use of these laws after they were discovered.
In 1884 the writer succeeded in making a slow solution of this problem with the help of his friend, Mr. Geo. M. Sinclair, by indicating the values of these variables through curves and laying down one set of curves over another. Later my friend, Mr. H. L. Gantt, after devoting about 1 1/2 years exclusively to this work, obtained a much more rapid and simple solution. It was not, however, until 1900, in the works of the Bethlehem Steel Company, that Mr. Carl G. Barth, with the assistance
of Mr. Gantt and a small amount of help from the writer, succeeded in developing a slide rule by means of which the entire problem can be accurately and quickly solved by any mechanic.
The difficulty from a mathematical standpoint of obtaining a rapid and accurate solution of this problem will be appreciated when it is remembered that twelve independent variables enter into each problem, and that a change in any of these will affect the answer. The instruction card can be put to wide and varied use. It is to the art of management what the drawing is to engineering, and, like the latter, should vary in size and form according to the amount and variety of the information which it is to convey. In some cases it should consist of a pencil memorandum on a small piece of paper which will be sent directly to the man requiring the instructions, while in others it will be in the form of several pages of typewritten matter, properly varnished and mounted, and issued under the check or other record system, so that it can be used time after time. A description of an instruction card of
this kind may be useful.
Time Study - 1903 Explanation by F.W. Taylor - Process Time Reduction Study - http://nraoiekc.blogspot.com/2013/08/time-study-by-fw-taylor.html
The first move before in any way stimulating them toward a larger output was to insure against a falling off in quality.
Bicylcle Ball Inspection Case Study - F.W. Taylor - As Described in Shop Management http://nraoiekc.blogspot.com/2013/08/bicylcle-ball-inspection-case-study-fw.html
Time study for all operations done by the various machines.
This information is best obtained from slide rules, one of which is made for each machine tool or class of machine tools throughout the works; one, for instance, for small lathes of the same type, one for planers of same type, etc. These slide rules show the best way to machine each piece and enable detailed directions to be given the workman as to how many cuts to take, where to start each cut, both for roughing out work and finishing it, the depth of the cut, the best feed and speed, and the exact time required to do each operation.
Production Planning and Control - F.W.Taylor - http://nraoiekc.blogspot.com/2013/08/production-planning-and-control-fwtaylor.html
In the metal working plant which we are using for purposes of illustration a start for productivity improvement can be made at once along all of the following lines:
First. The introduction of standards throughout the works and office.
Second. The scientific study of unit times on several different kinds of work.
Third. A complete analysis of the pulling, feeding power and the proper speeding of the various machine tools throughout the place with a view of making a slide rule for properly running each machine.
Fourth. The work of establishing the system of time cards by means of which ultimately all of the desired information will be conveyed from the men to the planning room.
To illustrate: For nearly two and one-half years in the large shop of the Bethlehem Steel Company, one speed boss after another was instructed in the art of cutting metals fast on a large motor-driven lathe which was especially fitted to run at any desired speed within a very wide range. The work done in this machine was entirely connected, either with the study of cutting tools or the instruction of speed bosses. It was most interesting to see these men, principally either former gang bosses or the best workmen, gradually change from their attitude of determined and positive opposition to that in most cases of enthusiasm for, and earnest support of, the new methods. It was actually running the lathe themselves according to the new method and under the most positive and definite orders that produced the effect. The writer himself ran the lathe and instructed the first few bosses. It required from three weeks to two months for each man.
Train Foremen and Operators in High Productivity - F.W. Taylors http://nraoiekc.blogspot.com/2013/08/train-operators-in-high-productivity.html
The first of the functional foremen to be brought into actual contact with the men should be the inspector; and the whole system of inspection, with its proper safeguards, should be in smooth and successful operation before any steps are taken toward stimulating the men to a larger output; otherwise an increase in quantity will probably be accompanied by a falling off in quality.
The inspector is responsible for the quality of the work, and both the workmen and speed bosses must see that the work is all finished to suit him. This man can, of course, do his work best if he is a master of the art of finishing work both well and quickly.
Next choose for the application of the two principal functional foremen, viz., the speed boss and the gang boss, that portion of the work in which there is the largest need of, and opportunity for, making a gain.
The gang boss has charge of the preparation of all work up to the time that the piece is set in the machine. It is his duty to see that every man under him has at all times at least one piece of work ahead at his machine, with all the jigs, templates, drawings, driving mechanism, sling chains, etc., ready to go into his machine as soon as the piece he is actually working on is done. The gang boss must show his men how to set their work in their machines in the quickest time, and see that they do it. He is responsible for the work being accurately and quickly set, and should be not only able but willing to pitch in himself and show the men how to set the work in record time.
The speed boss must see that the proper cutting tools are used for each piece of work, that the work is properly driven, that the cuts are started in the right part of the piece, and that the best speeds and feeds and depth of cut are used. His work begins only after the piece is in the lathe or planer, and ends when the actual machining ends. The speed boss must not only advise his men how best to do this work, but he must see that they do it in the quickest time, and that they use the speeds and feeds and depth of cut as directed on the instruction card. In many cases he is called upon to demonstrate that the work can be done in the specified time by doing it himself in the presence of his men.
It is of the utmost importance that the first combined application of time study, slide rules, instruction cards, functional foremanship, and a premium for a large daily task should prove a success both for the workmen and for the company, and for this reason a simple class of work should be chosen for a start. The entire efforts of the new management should be centered on one point, and continue there until unqualified success has been attained.
Introducing Functional Foremanship - F.W. Taylor http://nraoiekc.blogspot.com/2013/08/introducing-functional-foremanship-fw.html
If, however, the management begins by analyzing in detail just how each section of the work should be done and then writes out complete instructions specifying the tools to be used in succession, the
cone step on which the driving belt is to run, the depth of cut and the feed to be used, the exact manner in which the work is to be set in the machine, etc., and if before starting to make any change they have trained in as functional foremen several men who are particularly expert and well informed in their specialties, as, for instance, a speed boss, gang boss, and inspector; if you then place for example a speed boss alongside of that workman, with an instruction card clearly written out, stating what both the speed boss and the man whom he is instructing are to do, and that card says you are to use such and such a tool, put your driving belt on this cone, and use this feed on your machine, and if you do so you will get out the work in such and such a time, I can hardly conceive of a case in which a union could prevent the boss from ordering the man to put his driving belt just where he said and using just the feed that he said, and in doing that the workman can hardly fail to get the work out on time. No union would dare to say to the management of a works, you shall not run the machine with the belt on this or that cone step. They do not come down specifically in that way; they say, "You
shall not work so fast," but they do not say, "You shall not use such and such a tool, or run with such a feed or at such a speed." However much they might like to do it, they do not dare to interfere
specifically in this way. Now, when your single man under the supervision of a speed boss, gang boss, etc., runs day after day at the given speed and feed, and gets work out in the time that the instruction card calls for, and when a premium is kept for him in the office for having done the work in the required time, you begin to have a moral suasion on that workman which is very powerful. At first he won't take the premium if it is contrary to the laws of his union, but as time goes on and it piles up and amounts to a big item, he will be apt to step into the office and ask for his premium, and before long your man will be a thorough convert to the new system. Now, after one man has been
persuaded, by means of the four functional foremen, etc., that he will earn more money under the new system than under the laws of the union, you can then take the next man, and so convert one after another right through your shop, and as time goes on public opinion will swing around more and more rapidly your way.
Personal Relations Between Employers and Employed - F.W. Taylor http://nraoiekc.blogspot.com/2013/08/personal-relations-between-employers.html
The remarkable system for analyzing all of the work upon new machines as the drawings arrived from the drafting-room and of directing the movement and grouping of the various parts as they progressed through the shop, which was developed and used for several years by Mr. Wm. II. Thorne, of Wm. Sellers & Co., of Philadelphia, while the company was under the general management of Mr. J. Sellers Bancroft. Unfortunately the full benefit of this method was never realized owing to the lack of the other functional elements which should have accompanied it.
Best Practices in Shop Management - 1911 - F.W. Taylor http://nraoiekc.blogspot.com/2013/08/best-practices-in-shop-management-1911.html
Summarizing, we may state that the total life of belting, cost of maintenance and repairs, and the interruptions to manufacture caused by belts, are dependent upon
(1) the " total load " to which they are subjected, more than upon any other condition ; and that, in our judgment, the other conditions chiefly affecting the durability of belting are :
(2) Whether the belts are spliced, or fastened with lacing or belt hooks.
(3) Whether they are properly greased and kept clean and free from machinery oil.
(4) The speed at which they are run.
The most economical total load for belting must lie between 174 lbs. and 357 lbs. per square inch of section of belt. The average total load on belting should be 200 to 225 lbs. per square inch section of belt.
Six- and seven-ply rubber belts, and all double leather belts except oak tanned and fulled, will transmit economically a pull of 30 lbs. per inch of width to the rim of the pulley.
Oak tanned and fulled double leather belts will transmit economically a pull of 35 lbs. per inch of width.
Frederick Taylor's Elementary Rate-fixing Department (Industrial Engineering Department).
From the paper, Piece Rate System, 1895
The advantages of this system of management (Taylor's Piece Rate System) are :
The manufactures are produced cheaper under it.
The system is rapid in attaining the maximum productivity of each machine and man
The writer has endeavored in the following pages to describe the system of management introduced by him in the works of the Midvale Steel Company, of Philadelphia, which has been employed by them during the past ten years with the most satisfactory results.
The system consists of a principal element: An elementary rate-fixing department (productivity department).
Elementary rate-fixing differs from other methods of making piece-work prices in that a careful study is made of the time required to do each of the many elementary operations into which the manufacturing of an establishment may be analyzed or divided. These elementary operations are then classified, recorded, and indexed.
The remedy for this trouble lies in the establishment in every factory of a proper rate-fixing department ; a department which shall have equal dignity and command equal respect with the engineering and managing departments, which shall be organized and conducted in
an equally scientific and practical manner.
Yet this elementary system of fixing rates has been in successful operation for the past ten years, on work complicated in its nature and covering almost as wide a range of variety as any manufacturing that the writer knows of. In 1883, while foreman of the machine shop of the Midvale Steel Company of Philadelphia, it occurred to the writer that it was simpler to time each of the elements of the various kinds of work done in the place, and then find the quickest time in which each job could be done, by summing up the total times of its component parts, than it was to search through the records of former jobs and guess at the proper price. After practising this method of rate-fixing himself for about a year as well as circumstances would permit, it became evident that the system was a success. The writer then established the rate-fixing department, which has given out piece-work prices in the place ever since.
This department far more than paid for itself from the very start ; but it was several years before the full benefits of the system were felt, owing to the fact that the best methods of making and recording time observations of work done by the men, as well as of determining the maximum capacity of each of the machines in the place, and of making working-tables and time-tables, were not at first adopted.
Before the best results were finally attained in the case of work done by metal-cutting tools, such as lathes, planers, boring mills, etc., a long and expensive series of experiments was made, to determine, formulate, and finally practically apply to each machine the law governing the proper cutting speed of tools, namely, the effect on the cutting speed of altering any one of the following variables : the shape of the tool (i.e., lip angle, clearance angle, and the line of the cutting edge), the duration of the cut, the quality or hardness of the metal being cut, the depth of the cut, and the thickness of the feed or shaving
It is the writer’s opinion that a more complicated and difficult piece of rate-fixing could not be found than that of determining the proper price for doing all kinds of machine work on miscellaneous steel and iron castings and forgings, which vary in their chemical composition from the softest iron to the hardest tool steel. Yet this problem was solved through the rate-fixing department and the “ differential rate,” with the final result of completely harmonizing the men and the management, in place of the constant war that existed under the old system. At the same time the quality of the work was improved and the output of the machinery and the men was doubled, and in many cases trebled. At the start there was naturally great opposition to the rate-fixing department, particularly to the man who was taking time observations of the various elements of the work ; but when the men found that the rates were fixed without regard to the records of the quickest time in which they had actually done each job, and that the knowledge of the department was more accurate than their own, the motive for hanging back or “ soldiering ” on this work ceased, and with it the greatest cause for antagonism and war between the men and the management
The accurate knowledge of the quickest time in which work can be done, obtained by the rate-fixing department and accepted by the men as standard, is the greatest and most important step toward obtaining the maximum output of the establishment.
Of the two devices proposed for increasing the output of a shop, the differential rate and the scientific rate-fixing department, the scientific rate-fixing department is by far the more important. The differential rate is invaluable at the start as a means of convincing men that the management is in earnest in its intention of paying a premium for hard work, and it at all times furnishes the best means of maintaining the top notch of production; but when, through its application, the men and the management have come to appreciate the mutual benefit of harmonious cooperation and respect for each other’s rights, it ceases to be an absolute necessity. On the other hand, the rate-fixing department, for an establishment doing a large variety of work, becomes absolutely indispensable. The longer it is in operation the more necessary it becomes.
Practically, the greatest need felt in an establishment wishing to start a rate-fixing department is the lack of data as to the proper rate of speed at which work should be done.
There are hundreds of operations which are common to most large establishments ; yet each concern studies the speed problem for itself, and days of labor are wasted in what should be settled once for all and recorded in a form which is available to all manufacturers.
68. What is needed is a hand-book on the speed with which work can be done, similar to the elementary engineering hand-books. And the writer ventures to predict that such a book will, before long, be forthcoming. Such a book should describe the best method of making, recording, tabulating, and indexing time-observations, since much time and effort are wasted by the adoption of inferior methods (Taylor himself created the engineering knowledge to determine cutting speeds, feeds and depth of cut of machine tools).
The benefits of elementary rate-fixing including many indirect results.
The careful study of the capabilities of the machines and the analysis of the speeds at which they must run, before differential rates can be fixed which will insure their maximum output, almost invariably result in first indicating and then correcting the defects in their design and in the method of running and caring for them.
In the case of the Midvale Steel Company the machine shop was equipped with standard tools furnished by the best makers, and the study of these machines, such as lathes, planers, boring mills, etc., which was made in fixing rates, developed the fact that they were none of them designed and speeded so as to cut steel to the best advantage. As a result, this company has demanded alterations from the standard in almost every machine which they have bought during the past eight years. They have themselves been obliged to superintend the design of many special tools which would not have been thought of had it not been for elementary rate-fixing.
But what is perhaps of more importance still, the rate-fixing department has shown the necessity of carefully systematizing all of the small details in the running of each shop, such as the care of belting, the proper shape for cutting tools, and the dressing, grinding, and issuing sairfe, oiling machines, issuing orders for work, obtaining accurate labor and material returns, and a host of other minor methods and processes. These details, which are usually regarded as of comparatively small importance, and many of which are left to the individual judgment of the foreman and workmen, are shown by the rate-fixing department to be of paramount importance in obtaining the maximum output, and to require the most careful and systematic study and attention in order to insure uniformity and a fair and equal chance for each workman. Without this preliminary study and systematizing of details it is impossible to apply successfully the differential rate in most establishments.
No system of management, however good, should be applied in a wooden way. The proper personal relations should always be maintained between the employers and men; and even the prejudices of the workmen should be considered in dealing with ]them.
Above all it is desirable that men should be talked to on their own level by those who are over them.
Each man should be encouraged to discuss any trouble which he may have, either in the works or outside, with those over him. Men would far rather even be blamed by their bosses, especially if the “ tearing out ” has a touch of human nature and feeling in it, than to be passed by day after day without a word and with no more notice than if they were part of the machinery.
The opportunity which each man should have of airing his mind freely and having it out with his employers, is a safety-valve ; and if the superintendents are reasonable men, and listen to and treat with respect what their men have to say, there is absolutely no reason for labor unions and strikes.
Source: Frederick Taylor's Piece Rate System
Shop Management was presented by Taylor to ASME in 1905. In the paper, many activities of industrial engineering are described and the system engineering and human effort engineering components become visible in it. As it is a big essay by itself it is presented as a separate article.
Industrial Engineering Described in Shop Management by F.W. Taylor
https://nraoiekc.blogspot.com/2019/06/industrial-engineering-described-in.htmlTaylor developed his shop management and productivity improvement theories initially in machine shops and later extended to other industrial activities. In the machine shop, improving machine work is important and Taylor devoted considerable attention to machine work and improvement of machines, tools and accessories to increase productivity of machine. He made a presentation his experiments conducted over a period of 26 on machine tools and machining in ASME conference of 1906. It is an elaborate work on machine work study. The summary of Taylor's machine work study is presented in a separate article.
In production systems where machine is the important working component, the large increase in
output is due partly to the actual physical changes, either in the machines or small tools and appliances.
Task Management - F.W. Taylor http://nraoiekc.blogspot.com/2013/08/task-management-fw-taylor.html
Modern engineering can almost be called an exact science; each year removes it further from guess work and from rule-of-thumb methods and establishes it more firmly upon the foundation of fixed principles. Productivity improvement engineering will also become exact science.
In the case of a machine shop doing miscellaneous work, before each casting or forging arrives in the shop the exact route which it is to take from machine to machine should be laid out. An instruction card for each operation must be written out stating in detail just how each operation on every piece of work is to be done and the time required to do it, the drawing number, any special tools, jigs, or appliances required, etc. Before the four principles of productivity improvement through task allotment and management can be successfully applied it is also necessary in most shops to make
important physical changes It is the first principle actually. The work of the machine has to be standardized, meaning it has to be planned for maximum productivity. All of the small details in the shop, which are usually regarded as of little importance must be thoroughly and carefully standardized; such. details, for instance, as the care and tightening of the belts; the exact shape and quality of each cutting tool; the establishment of a complete tool room from which properly ground tools, as well as jigs, templates, drawings, etc., are issued under a good check system, etc.; and as a matter of importance (in fact, as the foundation of scientific management) an accurate study of unit times required for each machine tool operation must be made by one or more men connected with the planning department, and each machine tool must be standardized and a table or slide rule constructed for it showing how to run it to the best advantage.
Importance of Task Organization - F.W. Taylor - F.W. Taylor http://nraoiekc.blogspot.com/2013/08/importance-of-people-organization-fw.html
Modern engineering proceeds with comparative certainty to the design and construction of a machine or structure of the maximum efficiency with the minimum weight and cost of materials, while the old style engineering at best only approximated these results and then only after a series of breakdowns, involving the practical reconstruction of the machine and the lapse of a long period of time. Industrial engineering has to provide completion times for various machine tasks as well as manual tasks like design of machine elements.
Modern Engineering and Modern Shop Management - F.W. Taylor http://nraoiekc.blogspot.com/2013/08/modern-engineering-and-modern-shop.html
The conditions standardization principle of task management (standardized conditions of "machine") is a necessary preliminary, since without having first thoroughly standardized all of the conditions surrounding work, for productivity management under task management or differential piece rate systems.
Task Work - Some More Thoughts - F.W. Taylor http://nraoiekc.blogspot.com/2013/08/task-work-some-more-thoughts-fw-taylor.html
Machine Tool Time Estimation Methods
Methods employed in solving the time problem for machine tools.
As a machine shop has been chosen to illustrate the application of such details of scientific management as time study, the planning department, functional foremanship, instruction cards, etc., the description of the methods employed in solving the time problem for machine tools has to be included at least briefly.
Methods employed in solving the time problem for machine tools
The study of this subject involved the solution of four important problems:
First. The power required to cut different kinds of metals with tools of various shapes when using different depths of cut and coarseness of feed, and also the power required to feed the tool under varying conditions.
Second. An investigation of the laws governing the cutting of metals with tools, chiefly with the object of determining the effect upon the best cutting speed of each of the following variables:
(a) The quality of tool steel and treatment of tools (i.e., in heating, forging, and tempering them).
(b) The shape of tool (i.e., the curve or line of the cutting edge, the lip angle, and clearance angle)
(c) The duration of cut or the length of time the tool is required to last before being re-ground.
(d) The quality or hardness of the metal being cut (as to its effect on cutting speed).
(e) The depth of the cut.
(f) The thickness of the feed or shaving
(g) The effect on cutting speed of using water or other cooling medium on the tool.
Third. The best methods of analyzing the driving and feeding power of machine tools and, after considering their limitations as to speeds and feeds, of deciding upon the proper counter-shaft or other general driving speeds.
Fourth. After the study of the first, second, and third problems had resulted in the discovery of certain clearly defined laws, which were expressed by mathematical formulae, the last and most difficult task of all lay in finding a means for solving the entire problem which should be so practical and simple as to enable an ordinary mechanic to answer quickly and accurately for each machine in the shop the question, "What driving speed, feed, and depth of cut will in each particular case do the work in the quickest time?"
In 1881, in the machine shop of the Midvale Steel Company, the writer began a systematic study of the laws involved in the first and second problems above referred to by devoting the entire time of a large vertical boring mill to this work, with special arrangements for varying the drive so as to obtain any desired speed. The needed uniformity of the metal was obtained by using large locomotive tires of known chemical composition, physical properties and hardness, weighing from 1,500 to 2,000 pounds.
For the greater part of the succeeding 22 years these experiments were carried on, first at Midvale and later in several other shops, under the general direction of the writer, by his friends and assistants, six machines having been at various times especially fitted up for this purpose.
The exact determination of these laws and their reduction to formulae have proved a slow but most interesting problem; but by far the most difficult undertaking has been the development of the methods and finally the appliances (i.e., slide rules) for making practical use of these laws after they were discovered.
In 1884 the writer succeeded in making a slow solution of this problem with the help of his friend, Mr. Geo. M. Sinclair, by indicating the values of these variables through curves and laying down one set of curves over another. Later my friend, Mr. H. L. Gantt, after devoting about 1 1/2 years exclusively to this work, obtained a much more rapid and simple solution. It was not, however, until 1900, in the works of the Bethlehem Steel Company, that Mr. Carl G. Barth, with the assistance
of Mr. Gantt and a small amount of help from the writer, succeeded in developing a slide rule by means of which the entire problem can be accurately and quickly solved by any mechanic.
The difficulty from a mathematical standpoint of obtaining a rapid and accurate solution of this problem will be appreciated when it is remembered that twelve independent variables enter into each problem, and that a change in any of these will affect the answer. The instruction card can be put to wide and varied use. It is to the art of management what the drawing is to engineering, and, like the latter, should vary in size and form according to the amount and variety of the information which it is to convey. In some cases it should consist of a pencil memorandum on a small piece of paper which will be sent directly to the man requiring the instructions, while in others it will be in the form of several pages of typewritten matter, properly varnished and mounted, and issued under the check or other record system, so that it can be used time after time. A description of an instruction card of
this kind may be useful.
Time Study - 1903 Explanation by F.W. Taylor - Process Time Reduction Study - http://nraoiekc.blogspot.com/2013/08/time-study-by-fw-taylor.html
The first move before in any way stimulating them toward a larger output was to insure against a falling off in quality.
Bicylcle Ball Inspection Case Study - F.W. Taylor - As Described in Shop Management http://nraoiekc.blogspot.com/2013/08/bicylcle-ball-inspection-case-study-fw.html
Time study for all operations done by the various machines.
This information is best obtained from slide rules, one of which is made for each machine tool or class of machine tools throughout the works; one, for instance, for small lathes of the same type, one for planers of same type, etc. These slide rules show the best way to machine each piece and enable detailed directions to be given the workman as to how many cuts to take, where to start each cut, both for roughing out work and finishing it, the depth of the cut, the best feed and speed, and the exact time required to do each operation.
Production Planning and Control - F.W.Taylor - http://nraoiekc.blogspot.com/2013/08/production-planning-and-control-fwtaylor.html
In the metal working plant which we are using for purposes of illustration a start for productivity improvement can be made at once along all of the following lines:
First. The introduction of standards throughout the works and office.
Second. The scientific study of unit times on several different kinds of work.
Third. A complete analysis of the pulling, feeding power and the proper speeding of the various machine tools throughout the place with a view of making a slide rule for properly running each machine.
Fourth. The work of establishing the system of time cards by means of which ultimately all of the desired information will be conveyed from the men to the planning room.
To illustrate: For nearly two and one-half years in the large shop of the Bethlehem Steel Company, one speed boss after another was instructed in the art of cutting metals fast on a large motor-driven lathe which was especially fitted to run at any desired speed within a very wide range. The work done in this machine was entirely connected, either with the study of cutting tools or the instruction of speed bosses. It was most interesting to see these men, principally either former gang bosses or the best workmen, gradually change from their attitude of determined and positive opposition to that in most cases of enthusiasm for, and earnest support of, the new methods. It was actually running the lathe themselves according to the new method and under the most positive and definite orders that produced the effect. The writer himself ran the lathe and instructed the first few bosses. It required from three weeks to two months for each man.
Train Foremen and Operators in High Productivity - F.W. Taylors http://nraoiekc.blogspot.com/2013/08/train-operators-in-high-productivity.html
The first of the functional foremen to be brought into actual contact with the men should be the inspector; and the whole system of inspection, with its proper safeguards, should be in smooth and successful operation before any steps are taken toward stimulating the men to a larger output; otherwise an increase in quantity will probably be accompanied by a falling off in quality.
The inspector is responsible for the quality of the work, and both the workmen and speed bosses must see that the work is all finished to suit him. This man can, of course, do his work best if he is a master of the art of finishing work both well and quickly.
Next choose for the application of the two principal functional foremen, viz., the speed boss and the gang boss, that portion of the work in which there is the largest need of, and opportunity for, making a gain.
The gang boss has charge of the preparation of all work up to the time that the piece is set in the machine. It is his duty to see that every man under him has at all times at least one piece of work ahead at his machine, with all the jigs, templates, drawings, driving mechanism, sling chains, etc., ready to go into his machine as soon as the piece he is actually working on is done. The gang boss must show his men how to set their work in their machines in the quickest time, and see that they do it. He is responsible for the work being accurately and quickly set, and should be not only able but willing to pitch in himself and show the men how to set the work in record time.
The speed boss must see that the proper cutting tools are used for each piece of work, that the work is properly driven, that the cuts are started in the right part of the piece, and that the best speeds and feeds and depth of cut are used. His work begins only after the piece is in the lathe or planer, and ends when the actual machining ends. The speed boss must not only advise his men how best to do this work, but he must see that they do it in the quickest time, and that they use the speeds and feeds and depth of cut as directed on the instruction card. In many cases he is called upon to demonstrate that the work can be done in the specified time by doing it himself in the presence of his men.
It is of the utmost importance that the first combined application of time study, slide rules, instruction cards, functional foremanship, and a premium for a large daily task should prove a success both for the workmen and for the company, and for this reason a simple class of work should be chosen for a start. The entire efforts of the new management should be centered on one point, and continue there until unqualified success has been attained.
Introducing Functional Foremanship - F.W. Taylor http://nraoiekc.blogspot.com/2013/08/introducing-functional-foremanship-fw.html
If, however, the management begins by analyzing in detail just how each section of the work should be done and then writes out complete instructions specifying the tools to be used in succession, the
cone step on which the driving belt is to run, the depth of cut and the feed to be used, the exact manner in which the work is to be set in the machine, etc., and if before starting to make any change they have trained in as functional foremen several men who are particularly expert and well informed in their specialties, as, for instance, a speed boss, gang boss, and inspector; if you then place for example a speed boss alongside of that workman, with an instruction card clearly written out, stating what both the speed boss and the man whom he is instructing are to do, and that card says you are to use such and such a tool, put your driving belt on this cone, and use this feed on your machine, and if you do so you will get out the work in such and such a time, I can hardly conceive of a case in which a union could prevent the boss from ordering the man to put his driving belt just where he said and using just the feed that he said, and in doing that the workman can hardly fail to get the work out on time. No union would dare to say to the management of a works, you shall not run the machine with the belt on this or that cone step. They do not come down specifically in that way; they say, "You
shall not work so fast," but they do not say, "You shall not use such and such a tool, or run with such a feed or at such a speed." However much they might like to do it, they do not dare to interfere
specifically in this way. Now, when your single man under the supervision of a speed boss, gang boss, etc., runs day after day at the given speed and feed, and gets work out in the time that the instruction card calls for, and when a premium is kept for him in the office for having done the work in the required time, you begin to have a moral suasion on that workman which is very powerful. At first he won't take the premium if it is contrary to the laws of his union, but as time goes on and it piles up and amounts to a big item, he will be apt to step into the office and ask for his premium, and before long your man will be a thorough convert to the new system. Now, after one man has been
persuaded, by means of the four functional foremen, etc., that he will earn more money under the new system than under the laws of the union, you can then take the next man, and so convert one after another right through your shop, and as time goes on public opinion will swing around more and more rapidly your way.
Personal Relations Between Employers and Employed - F.W. Taylor http://nraoiekc.blogspot.com/2013/08/personal-relations-between-employers.html
The remarkable system for analyzing all of the work upon new machines as the drawings arrived from the drafting-room and of directing the movement and grouping of the various parts as they progressed through the shop, which was developed and used for several years by Mr. Wm. II. Thorne, of Wm. Sellers & Co., of Philadelphia, while the company was under the general management of Mr. J. Sellers Bancroft. Unfortunately the full benefit of this method was never realized owing to the lack of the other functional elements which should have accompanied it.
Best Practices in Shop Management - 1911 - F.W. Taylor http://nraoiekc.blogspot.com/2013/08/best-practices-in-shop-management-1911.html
Machine Work Study by Taylor - Art of Metal Cutting - 1906/7 - Important Points
https://nraoiekc.blogspot.com/2019/06/taylor-art-of-metal-cutting-important.htmlImportance of System for Efficiency - F.W. Taylor
President Roosevelt in his address to the Governors at the White House, prophetically remarked that "The conservation of our national resources is only preliminary to the larger question of national efficiency."
The whole country at once recognized the importance of conserving our material resources and a large movement has been started which will be effective in accomplishing this object.
We can see our forests vanishing, our water-powers going to waste, our soil being carried by floods into the sea; and the end of our coal and our iron is in sight. But our larger wastes of human effort, which go on every day through such of our acts as are blundering, ill-directed, or inefficient, are less visible, less tangible, and are but vaguely appreciated.
We can see and feel the waste of material things. Awkward, inefficient, or ill-directed movements of men, however, leave nothing visible or tangible behind them. And for this reason, even though our daily loss from this source is greater than from our waste of material things, the one has stirred us deeply, while the other has moved us but little.
It is only when we fully realize that our duty, as well as our opportunity, lies in systematically cooperating to train and to make this competent man, to be on the road to "true" national efficiency.
The first object of any good management system must be that of developing first-class men; and under systematic management the best man rises to the top more certainly and more rapidly than ever before.
The paper "Scientific Management" has been written:
First. To point out, through a series of simple illustrations, the great loss which the whole country is suffering through inefficiency in almost all of our daily acts.
Second. To try to convince the reader that the remedy for this inefficiency lies in systematic management, rather than in searching for some unusual or extraordinary man.
Third. To prove that the best management is a true science, resting upon clearly defined laws, rules, and principles, as a foundation. And further to show that the fundamental principles of scientific management are applicable to all kinds of human activities, from our simplest individual acts to the work of our great corporations, which call for the most elaborate cooperation. And, briefly, through a series of illustrations, to convince the reader that whenever these principles are correctly applied, results must follow which are truly astounding.
This paper was originally prepared for presentation to the American Society of Mechanical Engineers. The illustrations chosen are such as, it is believed, will especially appeal to engineers and to managers of industrial and manufacturing establishments, and also quite as much to all of the men who are working in these establishments. It is hoped, however, that it will be clear to other readers that the same principles can be applied with equal force to all social activities: to the management of our homes; the management of our farms; the management of the business of our tradesmen, large and small; of our churches, our philanthropic institutions our universities, and our governmental departments.
Full Content of Taylor on the Issue Part of F.W. Taylor, Scientific Management
The system developed, implemented and advocated by Taylor is based on four principles of scientific management.
____________________
____________________
___________________
___________________
The system developed, implemented and advocated by Taylor is based on four principles of scientific management.
____________________
____________________
Principles of Industrial Engineering - Taylor - Narayana Rao
Presentation at 2017 Annual IISE Conference at Pittsburgh, USA___________________
___________________
The industrial engineering related issues described by F.W. Taylor in the book "Scientific Management" are covered in a separate article.
Industrial Engineering and Productivity Improvement Described in Scientific Management by F.W. Taylor
Levels of Industrial Engineering in Organizations
Industrial Engineering Strategy - Enterprise Level Industrial Engineering
https://nraoiekc.blogspot.com/2014/11/industrial-engineering-strategy.html
Facilities Industrial Engineering
https://nraoiekc.blogspot.com/2020/05/facilities-industrial-engineering.html
Process Industrial Engineering - Process Machine Effort Industrial Engineering - Process Human Effort Industrial Engineering
https://nraoiekc.blogspot.com/2021/11/process-industrial-engineering-process.html
Operation Industrial Engineering
https://nraoiekc.blogspot.com/2013/11/approach-to-operation-analysis-as-step.html
Element Level Analysis in Industrial Engineering - Elements are in Operations - We can understand the term "element" from the subject "Design of Machine Elements". Each engineering product has elements. Similarly each operation, that is part of a process has elements. Some are related to machines and tools used in the process. Some are related to human operators. Some are related to working conditions. Some are related to the work being done. Taylor first named the productivity department as "Elementary Rate Fixing Department." It has to improve each and every element in task and determine the output possible for unit time in the work element. The time allowed for that element for a piece or batch is determined through these elementary standard times or allowed times.
Components of Industrial Engineering
Productivity Science
Productivity Engineering
Productivity Management
Productivity Engineering
Product Industrial Engineering
Process Industrial Engineering
Machine Effort Industrial Engineering
Human Effort Industrial Engineering
This article is included in
July - Industrial Engineering Knowledge Revision Plan
Ideas and thoughts fundamental to industrial engineering
http://nraoiekc.blogspot.com/2014/07/july-industrial-engineering-knowledge.html
Updated on 6.7.2022, 9.3.2022, 15.1.2022, 8 Nov 2021, 14 July 2021, 21 May 2020, 29 June 2019
