Monday, September 30, 2013

Assignments - Industrial Engineering - Section B Students - NITIE - PGDIE 42 - 2013-14

1. Learning Curve and Productivity Improvement Through Employee Participation.

2. Supply Chain Cost Reduction through Industrial Engineering Tools

3. Industrial Engineering Support for Materials Management.


Business/Managerial/Administrative Process Efficiency Improvement (Special Focus on IT Hard and Software)

1. Business Process Efficiency Improvement in Manufacturing Planning and Control Processes.
2. Business Process Efficiency Improvement in Marketing Processes
3. Business Process Efficiency Improvement in Financial Accounting Processes
4. Business Process Efficiency Improvement in Cost Accounting Processes
5. Business Process Efficiency Improvement in Materials Management Processes
6. Business Process Efficiency Improvement in Distribution and Logistics Processes
7. Business Process Efficiency Improvement in Human Resource Management Processes
8. Business Process Efficiency Improvement in Product Design Processes




* Design for Manufacture and Assembly and Cost Reduction(Ch 13.2 in Maynard)

* World-Class Manufacturing--An Industrial Engineering View (Ch 13.7 in Maynard)


Lean Enterprise

1. Lean Supply Chain Management
2. Lean Manufacturing
3. Lean Materials and Components Supply Systems
4. Lean Retailing and Distribution Systems
5. Lean New Product Development
6. Lean Marketing
7. Lean Warehousing
8. Lean Maintenance
9. Lean Construction
10. Lean Office



New Technologies

1. New Technology and Equipment -  Machine Tools
2. New Technology and Equipment - Construction Machinery
3. New Technology and Equipment – Chemical Engineering
4. New Technology and Equipment – Electrical Engineering
5. New Technology and Equipment – Biotechnology
6. New Technology and Equipment – Electronics Devices and Computer Components
7. New Technology and Equipment -  Robots
8. New Business Software
9. New Technology and Equipment – Transport Facilities
10. New Technology and Equipment – Information Technology



Technology Efficiency Engineering

Industrial Engineering in Ship Building
Industrial Engineering in Bicycle Industry
Industrial Engineering in House Construction
Industrial Engineering in Electricity Companies
Industrial Engineering in Irrigation Projects
Industrial Engineering in Railways
Industrial Engineering in Road Transport Organizations
Industrial Engineering in Pharmaceuticals
Industrial Engineering in Biscuits
Industrial Engineering in Chocolate Industry
Industrial Engineering in Textile spinning companies
Industrial Engineering in Tyre Companies
Industrial Engineering in Watch Making
Industrial Engineering in Jewellery Industry
Industrial Engineering in Computer Manufacture
Industrial Engineering in Mobile Manufacture
Industrial Engineering in Electric Motors/Generators
Industrial Engineering in Electronics Component and Equipment Manufacture
Industrial Engineering in TV Manufacturing
Industrial Engineering in Biotech Companies
Industrial Engineering in Nnanotech Companies







 Operations Research Models

OR Models in Manufacturing
OR Models in Marketing
OR Models in Materials Management
OR Models in Distribution and Logistics
OR Models in Supply Chain Design
Optimization of Databases
OR Models in IT Systems
OR Models in Electricity Generation and Distribution Systems

Assignments - Industrial Engineering - Section A Students - NITIE - PGDIE 42 - 2013-14

1.1: The Evolution of Industrial Engineering.

1.2: The Definitions of Industrial Engineering – Critical appraisal

2: Total Productivity Management.

Engineering Economics

 3.1: Engineering Economy- Analytical Methods

 3.2: Data Collection and Estimating for Engineering Economy

Human Effort Engineering

 4.1: Motion Study – Principles of Economy

 4.2: Motion Study – Two Handed Process Chart

4.3; Fatigue Analysis and Reduction

Work Measurement

 5.1: Stop Watch Study (Include recent digital tools for Time Study)

 5.2: Work Sampling for Time Standards and Work Measurement

 5.3: PMTS Systems – MOST

 5.4: Work Measurement in Automated Processes (Look in Maynard Handbook first).


Manufacturing Process Improvement

6.1: Process Analysis and ECRS Method

 6.2: Operation Analysis

 6.3: Continuous Improvement (Kaizen using Employee Involvement)

 6.4: Setup Time Reduction.

Ergonomics




7.1: Importance of Ergonomics in Industrial Organizations and Industrial Engineering

7.2 Ergonomic Principles

7.3: Designing, Implementing, and Justifying an Ergonomics Program.


Compensation Issues


 8.1: Job Evaluation and Primary Wage/Salary Determination

8.2: Performance-Based Compensation: Designing Incentives for Operators to Drive Performance.

 8.3:  Performance-Based Compensation: Designing Incentives for Executives and CEOs to Drive Performance.


Facilities and Equipment

9.1: Facilities Layout and Design and Process

9.2: Layout Efficiency Improvements and Computer Software

9.3 Equipment Selection and Replacement – Engineering Economics

9.4: Improving OEE

9.5 U-Type Layout - Benefits



Planning and Scheduling Systems.

10.1: Optimization of Aggregate Planning

10.2: Optimization of Inventory in Manufacturing Systems.

10.3 Optimization of Scheduling

10.4: Supporting Lean Flow Production Strategies through planning and control.

10.5: Just-in-Time and Kanban Scheduling.

Section XI: Statistics and Operations Research, and Optimization.

11.1: Linear Programming Models and Cost Minimization

11.2 Tranportation and Assignment Models and Cost Minimization

11.3 Nonlinear programming models and Cost Minimization

11.4 Simulation for and Cost Minimization

11.5 New optimization techniques and Cost Minimization

Value Engineering

12.1 Introduction and Benefits

12.2 L.D. Miles Techniques

12.3 FAST

12.4 Value Engineering Case Studies

12.5 Value engineering in civil engineering and construction

Statistics
13.1 Statistical Process Control and Cost Minimization
13.2 Statistical Quality Control and Cost Minimization
13.3 Application Statistics in Work Sampling and Cost Minimization
13.4 Six Sigma Methods and and Cost Minimization
13.5 Lean Six Sigma Methods and Cost Minimization


Technology Efficiency Engineering

14.1 Industrial Engineering in Steel Plants
14.1 Industrial Engineering in Cement Plants
14.1 Industrial Engineering in Fertiliser Plants
14.1 Industrial Engineering in Car Manufacturing
14.1 Industrial Engineering in Aluminium Smelter Plant
14.1 Industrial Engineering in Paints Manufacturing
14.1 Industrial Engineering in Garment Manufacturing


Send Mail to kvssnrao55 @ gmail.cokm

KVSSNRAO's Handbook of Industrial Engineering - 2014 Edition


Will be Published Shortly Online

1.1: The Evolution of Industrial Engineering.

1.2: The Definitions of Industrial Engineering – Critical appraisal

2: Total Productivity Management.

Engineering Economics

 3.1: Engineering Economy- Analytical Methods

 3.2: Data Collection and Estimating for Engineering Economy

Human Effort Engineering

 4.1: Motion Study – Principles of Economy

 4.2: Motion Study – Two Handed Process Chart

4.3; Fatigue Analysis and Reduction

Work Measurement

 5.1: Stop Watch Study (Include recent digital tools for Time Study)

 5.2: Work Sampling for Time Standards and Work Measurement

 5.3: PMTS Systems – MOST

 5.4: Work Measurement in Automated Processes (Look in Maynard Handbook first).


Manufacturing Process Improvement

6.1: Process Analysis and ECRS Method

 6.2: Operation Analysis

 6.3: Continuous Improvement (Kaizen using Employee Involvement)

 6.4: Setup Time Reduction.

Ergonomics




7.1: Importance of Ergonomics in Industrial Organizations and Industrial Engineering

7.2 Ergonomic Principles

7.3: Designing, Implementing, and Justifying an Ergonomics Program.


Compensation Issues


 8.1: Job Evaluation and Primary Wage/Salary Determination

8.2: Performance-Based Compensation: Designing Incentives for Operators to Drive Performance.

 8.3:  Performance-Based Compensation: Designing Incentives for Executives and CEOs to Drive Performance.


Facilities and Equipment

9.1: Facilities Layout and Design and Process

9.2: Layout Efficiency Improvements and Computer Software

9.3 Equipment Selection and Replacement – Engineering Economics

9.4: Improving OEE

9.5 U-Type Layout - Benefits



Planning and Scheduling Systems.

10.1: Optimization of Aggregate Planning

10.2: Optimization of Inventory in Manufacturing Systems.

10.3 Optimization of Scheduling

10.4: Supporting Lean Flow Production Strategies through planning and control.

10.5: Just-in-Time and Kanban Scheduling.

Section XI: Statistics and Operations Research, and Optimization.

11.1: Linear Programming Models and Cost Minimization

11.2 Tranportation and Assignment Models and Cost Minimization

11.3 Nonlinear programming models and Cost Minimization

11.4 Simulation for and Cost Minimization

11.5 New optimization techniques and Cost Minimization

Value Engineering

12.1 Introduction and Benefits

12.2 L.D. Miles Techniques

12.3 FAST

12.4 Value Engineering Case Studies

12.5 Value engineering in civil engineering and construction

Statistics
13.1 Statistical Process Control and Cost Minimization
13.2 Statistical Quality Control and Cost Minimization
13.3 Application Statistics in Work Sampling and Cost Minimization
13.4 Six Sigma Methods and and Cost Minimization
13.5 Lean Six Sigma Methods and Cost Minimization


Technology Efficiency Engineering

14.1 Industrial Engineering in Steel Plants
14.1 Industrial Engineering in Cement Plants
14.1 Industrial Engineering in Fertiliser Plants
14.1 Industrial Engineering in Car Manufacturing
14.1 Industrial Engineering in Aluminium Smelter Plant
14.1 Industrial Engineering in Paints Manufacturing
14.1 Industrial Engineering in Garment Manufacturing


1. Learning Curve and Productivity Improvement Through Employee Participation.

2. Supply Chain Cost Reduction through Industrial Engineering Tools

3. Industrial Engineering Support for Materials Management.


Business/Managerial/Administrative Process Efficiency Improvement (Special Focus on IT Hard and Software)

1. Business Process Efficiency Improvement in Manufacturing Planning and Control Processes.
2. Business Process Efficiency Improvement in Marketing Processes
3. Business Process Efficiency Improvement in Financial Accounting Processes
4. Business Process Efficiency Improvement in Cost Accounting Processes
5. Business Process Efficiency Improvement in Materials Management Processes
6. Business Process Efficiency Improvement in Distribution and Logistics Processes
7. Business Process Efficiency Improvement in Human Resource Management Processes
8. Business Process Efficiency Improvement in Product Design Processes




* Design for Manufacture and Assembly and Cost Reduction(Ch 13.2 in Maynard)

* World-Class Manufacturing--An Industrial Engineering View (Ch 13.7 in Maynard)


Lean Enterprise

1. Lean Supply Chain Management
2. Lean Manufacturing
3. Lean Materials and Components Supply Systems
4. Lean Retailing and Distribution Systems
5. Lean New Product Development
6. Lean Marketing
7. Lean Warehousing
8. Lean Maintenance
9. Lean Construction
10. Lean Office



New Technologies

1. New Technology and Equipment -  Machine Tools
2. New Technology and Equipment - Construction Machinery
3. New Technology and Equipment – Chemical Engineering
4. New Technology and Equipment – Electrical Engineering
5. New Technology and Equipment – Biotechnology
6. New Technology and Equipment – Electronics Devices and Computer Components
7. New Technology and Equipment -  Robots
8. New Business Software
9. New Technology and Equipment – Transport Facilities
10. New Technology and Equipment – Information Technology



Technology Efficiency Engineering

Industrial Engineering in Ship Building
Industrial Engineering in Bicycle Industry
Industrial Engineering in House Construction
Industrial Engineering in Electricity Companies
Industrial Engineering in Irrigation Projects
Industrial Engineering in Railways
Industrial Engineering in Road Transport Organizations
Industrial Engineering in Pharmaceuticals
Industrial Engineering in Biscuits
Industrial Engineering in Chocolate Industry
Industrial Engineering in Textile spinning companies
Industrial Engineering in Tyre Companies
Industrial Engineering in Watch Making
Industrial Engineering in Jewellery Industry
Industrial Engineering in Computer Manufacture
Industrial Engineering in Mobile Manufacture
Industrial Engineering in Electric Motors/Generators
Industrial Engineering in Electronics Component and Equipment Manufacture
Industrial Engineering in TV Manufacturing
Industrial Engineering in Biotech Companies
Industrial Engineering in Nnanotech Companies







 Operations Research Models

OR Models in Manufacturing
OR Models in Marketing
OR Models in Materials Management
OR Models in Distribution and Logistics
OR Models in Supply Chain Design
Optimization of Databases
OR Models in IT Systems
OR Models in Electricity Generation and Distribution Systems



Wednesday, September 18, 2013

Chapter - Process/Actvity Improvement - Method Study - 2013 Edition


Process Improvement Sections


Process Analysis - ECRS Method

Operation Analysis

Motion Study

Method Study - Case Studies

Pre-Motion Study Process Analysis

Bibliography

Presentation of Radheya Machining Limited on improving gear machining process to reduce defects and reduce cost. 2012 Presentation
http://conclave.qci.org.in/pres/Radheya%20Machining%20Ltd.pdf


Productivity improvement by Jubilant Industries-2012
http://conclave.qci.org.in/pres/Jubilant.pdf

Improving productivity by modifying storage procedures
http://www.ijarset.org/papers_Vol_1_Iss_1/Rakesh_Kumar_Malviya_paper_240-31201.pdf

Forces Causing Pressure for the Reduction of Cost

The forces, causing this pressure for the reduction of cost
are principally two. The older and cruder is competition.
The later and larger, which in itself carries the answer to
competition, is the effort toward efficiency.

Competition was not created by the manufacturing sys-
tem. It existed from the foundation of the world. But
it took on a new meaning and new activity when the things
began to be made first and sold after (as they are under the
manufacturing system) instead of being sold first and made
afterward, as they were under the older order. If you con-
tract to buy something which is not yet in existence a
bridge, a house, a suit of clothes, or what not the bar-
gain is largely a matter of estimate, often, indeed, a matter
of guess work, on both sides. You have to strike a mental bal-
ance between the several alternatives presented and compare
in your mind net results of cost, design, quality, certainty and
promptness of delivery, personality, credit, and perhaps
many other things, some of them intangible, and some only
to be proved by the outcome. The proposition that seems
most attractive is closed; the competing ones are never car-
ried out at all. The buyer never can tell with absolute cer-
tainty whether or not he got the best value for his money;
he can only compare the thing which has been made with what
he thinks the other things would have been if they had been
made. The seller does not know until everything is over
whether or not he made a profit, or how much. But when
you sell things already made, like lathes or high-speed en-
gines or dynamos, off the sales-room floor, the prospective
buyer can make the most absolute and intimate comparison
between the things and their prices. He can compare
Brown & Sharpe with Lodge & Shipley, Harrisburg with
the Ball engine, Westinghouse with Crocker-Wheeler. He
can compare accurately design, quality, cost before a word or
a dollar passes. The necessity for offering the best goods
for the least money and yet making a fair* profit becomes
vital and insistent, and so the knowledge of actual costs and
the ability to reduce costs become fundamental. Competi-
tion has therefore been in one way a tremendous force for
economy in manufacturing. And yet, by a paradox, in an-
other way competition has been one of the great sources of
waste, by causing duplication of plant, of organization, of
equipment, of sales effort, and of middle-men none of
which may have any better reason for existence than some-
one's desire to share in tempting-looking profits, but all of
which must be paid by the consumer all of which become
a burden on society at large 1 .

The new and ethically fine ideal, therefore, is efficiency
the reduction of costs and the elimination of waste for
the primary purpose of doing the thing as well as it can
be done, and the distribution of the increased profits thus
secured among producer, consumer, and employee. Effi-
ciency is a concept as much finer than competition as crea-
tion, conservation, is finer than warfare. It is a philos-
ophy an interpretation of the relations of things that may
be applied not only to industry but to all life. Let me quote
a few sentences from Harrington Emerson's " Efficiency as
a Basis for Operation and Wages " :

" If we could eliminate all the wastes due to evil, all men
would be good; if we could eliminate all the wastes due to
ignorance, all men would have the benefit of supreme wis-
dom; if we could eliminate all the wastes due to laziness and
misdirected efforts, all men would be reasonably and health-
fully 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
inefficient 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. The attainable standard becomes very high, the at-
tainment itself becomes very high.

" Efficiency is to be attained not by individual striving,
but solely by establishing, from all the accumulated and
available wisdom of the world, staff-knowledge standards
for each act by carrying staff standards into effect through
directing line organization, through rewards for individual
excellence; persuading the individual to accept staff stand-
ards, to accept line direction and control, and under this
double guidance to do his own uttermost best."

Efficiency, then, and in consequence industrial engineer-
ing, which is the prosecution of efficiency in manufacturing,
involves much more than mere technical considerations or
technical knowledge. If we consider the way in which the
manufacturing system came into existence, we can quite
easily and clearly discover its most important elements; we
shall see particularly something that it is of the utmost im-
portance for us to understand, and that is that it did not
originate in technical advances alone, and it has never de-
pended upon technical advances alone, but it has been in-
fluenced at least in equal and perhaps in larger proportion
by economic or commercial conditions, and by another set
of factors which are psychological that is, which have to
do with the thoughts and purposes and emotions of men.


Industrial Progress Needs Wise co-ordination and balance between technical, commercial, and human considerations - Going Industrial Engineering

The point is very important, because true and stable in-
dustrial progress, whether for the individual, the manufac-
turing plant or corporation, or the nation at large, depends
upon a wise co-ordination and balance between technical,
commercial, and human considerations. It is frequently
necessary in addressing a commercial audience to empha-
size the importance of the technical element. Before a
technical audience, on the other hand, emphasis must often
be laid on the commercial and psychological factors that in
practical achievement must always be interwoven with the
technical factor. Every great industrial organization and
every great step in industrial progress to-day includes all
three elements, but they will perhaps appear more distinct
if we look at the origin and source of the manufacturing sys-
tem, out of which this new science of industry has sprung.
The origin of the manufacturing system was clearly enough
the introduction of a group of inventions that came in close
sequence about the end of the eighteenth century and be-
ginning of the nineteenth. These were the steam engine,
mechanical spinning and weaving machinery, the steamboat,
the locomotive, and the machine-tool. It is commonly as-
sumed that the great cause of the entire movement was
Watt's improvement of the steam engine that the indus-
trial era which began a little more than a century ago was,
so to speak, waiting in suspense, in the hush of things un-
born, ready to leap into being as soon as the prime mover
had been perfected to a point of practical service.

This view seems to be incomplete. The steam engine
had been discovered, forgotten, and rediscovered, it would
be difficult to say how often, from the time of Hero or
earlier down to the time of Watt forgotten and ignored
because the world had no use for it ; the economic conditions
were not ripe for it. If there had been the same demand
for power to pump the mines in England, the same demand
for machinery in the textile industries of England, the same
need for better vehicles to transport commercial products by
land and by sea, in the time of Papin or the Marquis of
Worcester that there was in the time of Watt, I think it is
quite conceivable that the inventions which made Watt fa-
mous would have come a full century earlier, and his genius
would have been exerted upon a later stage of the problem,
as the genius of Willans and Corliss and Parsons and Curtis
has been within the period of our own lives.

I am strongly inclined to believe that the world has al-
ways had something near the quality and quantity of en-
gineering talent it has been able to use. When civilization
was dependent chiefly upon roads, aqueducts, bridges and
buildings, it got them. We have never done some of these
things better, technically speaking, than the Assyrians, or
the Romans, or the architects of the great cathedrals of the
middle ages; some, indeed, we perhaps never shall do again
as well. Newcomen, Watt, Arkwright, Stephenson, Besse-
mer, applied genius to a new sort of opportunity, rather than
embodied in themselves a new order of genius. They may
indeed have been greater than other workers who preceded
them, but the more important element in their success is that
the world was at last ready and waiting as it never had been
before for the peculiar product of genius they had to offer.
This readiness that opened the door to their success was due
to economic or commercial conditions, not merely to the
technical invention. In its larger relations, then, technical
success depends upon commercial opportunity. There must
be a potential market. Bessemer steel could not have found
any welcome in the Stone Age. The typewriter would not
have succeeded in the dark ages when no one but a few
clerics could read and write. Savages who traded cocoa-
nuts for beads and brass wire could afford no encouragement
to the manufacturer of the cash register or the adding ma-
chine. It was not because of thermodynamic inefficiency
that Hero's engine failed of adoption. On the other hand,
when the world was ready for steam power it accepted very
gladly to begin with a very crude machine, and technical im-


provement went step by step with larger practical utilization,
sometimes leading and sometimes following. There must,
then, be a potential market or application, or advance in the
applied sciences will be limited. This is an axiom to be
placed alongside of another that there must be scientific
study and research, or industries based upon the applica-
tions of science will stagnate and remain at a low stage of
efficiency.

The second factor in industrial progress, then, is the com-
mercial factor. There must be a potential market; but it
does not follow from this that technical progress is wholly
subordinate to economic conditions. The inventor or the
engineer is not of necessity merely a follower of progress in
commerce or industry. Many of the great advances in ap-
plied science, or in branches of industrial achievement per-
haps too lowly to be called applied science, have been made
by man who foresaw not only technical possibilities but
commercial possibilities who undertook not only to per-
fect the invention but to show the world the advantage of
using it. I think this was substantially the case with wire-
less telegraphy, with the cash register and typewriter. No-
body had demanded these things because nobody had thought
of them, and the productive act in each instance included
not only technical insight into the possibilities of doing the
thing, but human insight into the fact that people would ap-"
preciate these things and use them if they could be furnished
at or below a certain cost. Modern industrial methods have
shown us that in many cases there is no such thing as a fixed
demand beyond which supply can not be absorbed, but that
demand is a function of cost of production. There may be
no demand at all for an article costing a dollar, but an al-
most unlimited demand for the same article if it can be sold
at five cents. A large part of the work of the production
engineer lies in the creation of methods by which the cost of


production is decreased and the volume of production is
thereby increased, with advantages to both the producer and
the consumer.

In all these cases you see that technical achievement, tech-
nical success, is closely interlocked with industrial or eco-
nomic conditions, and with the understanding and control of
industrial or economic influences and forces.

The third factor in industrial progress is the psychological
factor the element contributed by the mental attitude,
emotions, or passions of men. I might suggest its possible
importance by reminding you that there were centuries in
which the inventor of the steam engine, far from being re-
warded, would have been burned at the stake as a magi-
cian. This would not have been because the extraordinary
character of the achievement was unrecognized, but because
its nature was misinterpreted. That particular form of ex-
pressing intellectual dissent has gone out of date. We are
much more civilized now, and nineteenth- or twentieth-cen-
tury inventors who are far ahead of their times are no longer
burned; they are merely allowed to starve to death; while
those who are timely, but not commercially shrewd, are us-
ually swindled by some promoter, who in turn is frozen out
by a trust. In any case, you see, the simple technician gets
the worst of it industrially, not because his physical science
is weak, but because his commercial and mental shrewdness
is not correspondingly developed.

Taking a larger view of it, we shall see that almost every
important advance in engineering progress is made only after
a period of pause, an interval following proof of the tech-
nical achievement, following even demonstration of its com-
mercial economy. We might call this the psychological lag
the time necessary for the growth of human faith suf-
ficient to energize an industrial movement. In the case of
the electric railway, or the motor vehicle, for example, this
lag was measured by years. Bessemer could not convince
the ironmasters of England, and had to build his own plant.
Westinghouse, having gained after much difficulty an audi-
ence with the greatest railroad manager of that day, was
told that this practical railroad man had no time to waste
on a damn fool who expected to stop railroad trains with
wind. The matter deserves emphasis because it is almost
certain to enter into the individual experience of every man.
You will have to make someone believe you, and believe in
you, before you can get anywhere or do anything. When a
technical man has a proposition to put before an individual,
or a group of individuals, or society at large, he is very
likely to think that scientific demonstration of its technical
soundness ought to be convincing. You will find, however,
that men at large will substantially ignore scientific proof,
and that you must add to it, second, proof of the commer-
cial or economic argument, and third, that psychological
force which convinces not the reason, but the emotions. In
all industrial engineering, which involves dealing with men,
this psychological or human element is of immense, even
controlling importance. The principles of the science are
absolute, scientific, eternal. But methods, when we are
dealing with men, must recognize the personal equation
(which is psychologic) or failure will follow. The differ-
ences between the several philosophies of works management
as expressed in the wage systems which we are going to con-
sider later are psychological. Success in handling men and
women, which is one of the most important parts of the
work of the industrial engineer, is founded on knowledge
of human nature, which is psychology.

The great industrial movement, then, with which we have
to do is triune in its nature, the three chief elements being
the technical or scientific, the economic or commercial, and
the psychological or human. They seldom respond at equal
rates to the impetus of advance. Sometimes the technician
pushes so far ahead that the world loses touch with what he
is doing and his work lies long unused until civilization
catches up; sometimes the commercial tendency is unduly
aggressive, and discourages or impedes real scientific achieve-
ment; very often the men most concerned with the indus-
trial activities go badly wrong in their philosophy, and get
disastrously false notions as to what makes for real progress
and real welfare. More difficulties, perhaps, come from this
cause than from any other.

To the technical man, it is an ever-present duty to keep in
view absolute ideals, to seek every chance for their advance-
ment, and to mould conditions and men so as to obtain con-
stantly nearer approach to these ideals; but in doing this he
must never forget to attach full weight to economic condi-
tions, and he must never allow himself to ignore human na-
ture.

Unfavorable Results of Aggregation, Specialisation and Standardization - Industrial Engineering Remedies

Although the immediate effect is industrial expansion at
an increasing rate of increase, there are certain further re-
sults that are not favorable.

The first unfavorable result is the disappearance of the
generally trained all-around skilled artisan. There is little
opportunity under the present industrial system for a boy
to learn a trade as every apprentice learned his trade in
former years. Factory or shop conditions do not permit
it, and the wage inducements are against it. A machine
tender on a special job can acquire in a few months, or
even weeks, enough skill in his limited routine to earn larger

1 This is, of course, only an illustration. The making of spectacles is
specialized to an immensely greater degree than this.


wages than the apprentice can hope to get in three years,
and the ordinary beginner does not and perhaps can not
look beyond this fact.

The second unfavorable effect is that although general
standardization (that is, standardization of such things as
weights and measures, screw threads, sizes of wire, sections
of steel rails or structural shapes) is wholly desirable,
private standardization (or standardization of each manu-
facturer's special product) leads to inflexibility and re-
sistance to desirable change and improvement. Every-
thing about the whole establishment drawings, patterns,
special machinery, processes, operations, materials having
once been standardized and installed for the standard
product, can be changed and adapted to a different product
only at considerable expense and trouble. It is a matter
of common complaint that our American manufacturers
very often oppose a tacit or even a stubborn resistance to
advancement; that they buy up and pigeon-hole patents for
improvements in their field; that they seek to control a
market by masterful salesmanship, by combinations to
regulate products and prices, rather than by progressive
betterments of output. It is asserted by authorities of the
highest credibility that we are losing, indeed have lost, our
mechanical supremacy, largely through over-standardization,
over-adherence to standard products lost it to Continental
manufacturers whose less complete standardization left
them more elasticity, both of equipment and of mind, and
enabled them to follow improvement after improvement,
until in excellence of product, and especially in efficiency of
product, they have left us far behind.

It would not be right to leave unmodified the impression
that the disadvantages or the dangers just suggested are
sufficient to overbalance or perhaps even to balance the
benefits to industry and to the public which have come so
far through standardization and specialization in manu-


facturing. The low cost of the product which has thus
been secured has put it within the reach of large classes
of buyers who would otherwise have been unable to pur-
chase. The volume of manufactures, many of which in
turn become the basis of other manufactures, has not only
filled the world's stores with necessities, conveniences, luxu-
ries, and tools of livelihood, but has made it possible to
provide profitable occupation for the increase of the throng-
ing nations who are filling up the once-abundant acres of the
earth. Specialization, also, has furnished well-paid posi-
tions in vast numbers for a class of ability which could not
have commanded skilled wages and which, if it were not
for this opening, would have had to be content with the
smaller pay of common labor. As against these great
economic and social advantages, the drawbacks I referred
to are perhaps small. Still, the dangers do exist, and they
may increase if they are not recognized and met. It is part
of the problem of the industrial engineer of the present and
of the future to find preventive measures against the in-
flexibility the ossification which threatens us when we
become over-standardized, and against the dreadful narrow-
ing of functions and the deadly monotony of occupation
which comes to us when our work is over-specialized.

We need, then, some countercheck that may be balanced
against specialization and standardization, so that we may
enjoy their economic advantages without incurring evils that
lie beyond. This countercheck it is part of the industrial
engineer's function to provide.


The answer appears in the
doctrines of that first apostle of scientific management,
Frederick W. Taylor in the gospels also according to
Harrington Emerson and H. L. Gantt, and other leaders of
advanced thought in this field. It is, in part, the exaltation
of specialization its investment with a new dignity, with
depth in place of breadth, making fwtensiveness instead of
#tensiveness, the goal of desirability; and with this, the

recognition of a standard as something which itself must
continually advance as something which is a living evo-
lution and not a rigid crystallization.

But we must not follow this thought further, as we have
to consider another condition springing from aggregation
as well as from specialization and standardization, and in-
volving that most intensely interesting and important of all
the problems of industrial engineering the relation be-
tween employer and workman. This is the exchange of
the workman's independent individuality for membership in
a class. Under the old order the village blacksmith was
a character, a landmark, a figure in local history and a
theme in literature. Under the new order, the counter-
part of this iron worker in a modern smithshop probably
tends a forge press or works as one of the gang, and passes
unnoticed to and from his work and into and out of his
employer's service, filling a job designated by a number,
and perhaps not even known by his own name.

And now we come to a very important point. When a
plant employs thousands, and even a department employs
hundreds, it is only by infrequent and improbable chance
that a superintendent or manager can observe any individual
difference among his many employees. Very rarely is any
attempt made even to keep records by which individual per-
formance can be studied and compared, if the supervising
official should be anxious to make such comparison. The
man of superior efficiency, even though he may do two
or three times as well as the inferior workman beside him,
has little chance of recognition and practically no chance
of reward proportioned to his worth. His position is fixed,
his wage is fixed, by his class and occupation. As Mr.
Gantt has pointed out, it is inevitable that under such con-
ditions the exertions of the more energetic man should be
turned to the attempt to raise the class rate. It is inevitable
that the efficient man should say: " I can't make any more

money by laying more brick a day than Smith or Brown or
Jones; but if I get Smith and Brown and Jones and all the
boys to join in a demand for higher wages for bricklayers,
we can get them."

A direct result of the submergence of the individual in a
class is the elevation of the class into the attitude of an
individual in its demand for recognition. But the class
demands larger pay, not as the equivalent of larger work,
but as a tribute to larger power. As a rule, the amount of
work done by each man tends downward to the level of the
least efficient; while the wages secured by the class through
collective bargaining tend upward toward the maximum that
can be grasped and held by the power of the union. This
is immensely unsatisfactory to the employer, but it is the
logical consequence of conditions that the employer not
the employee has created.

One more great difficulty confronting the industrial
engineer in the administration of the manufacturing sys-
tem is the material counterpart of this impersonalizing of
the man. It is the disindividualizing of the work, or, to
use the more familiar language of the shop, of the job.
As the practice of specialization already referred to divides
all operations among different workmen and departments,
the manufacture of any single thing, whether this thing
is a locomotive or a watch or a bridge or a ton of copper
or a pair of shoes or a train mile, starts in many different
places by the apparently independent acts of many different
men. Further, each of these separate acts, which is going
to be co-ordinated with other acts so as to produce some
completed article, each of these separate acts is not a sole
individual act, but is one of a series of repeated identical
acts performed by the workmen. I hope I make this point
clear. Each unit of product is built up out of manifold
dements gathered from the work of many men. The work
of each man is divided and subdivided among many units

of product. The lines of movement between the many
workmen on the one hand, and the many units of product
on the other hand, are an enormously complex interlace-
ment. The industrial engineer must control the orderly
guidance of this interlacement; he must see not only that the
elementary producers do their work and do it efficiently,
but that the elements thus produced are kept in the right
balance and proportion and are combined to form the right
product at the right place and at the right time. In every
direction, then, the spaces, forces, institutions of industry
have far outgrown the limits of the man. It seems as
though the world of manufacturing were no longer one of
persons, but of classes, departments, systems. And yet, in
all human affairs the originating and guiding power is the
individual brain. Nothing can take its place. However
complex the order, it must rest upon a systematic support
of human intelligences and wills. And the method of co-
ordination by which many minds and hands carry on one
of the vast industrial enterprises of the day is organization.
Its fundamental principles and methods will be taken up
in the following chapter.

Efficiency and Principles of Organization - Going Industrial Organization - Chapter 3

CHAPTER III
PRINCIPLES OF INDUSTRIAL ORGANIZATION

WE have seen so far that the introduction of power and
machinery first inaugurated the manufacturing era,
and next gave rise to certain tendencies and policies in manu-
facturing. The most important of these were growth in
size of the manufacturing plant, and development of manu-
facture on a wholesale scale; and in connection with this
the re-apportionment of duties among the artisans employed,
so that it has become general for each to do only some
limited special part of the whole process of manufacture,
and to do this by repetitive reproduction of a fixed pattern.
While this has vastly reduced costs of production and
facilitated manufacture per se, it is evident that from the
works-management point of view it introduces very serious
problems. One is merely quantitative; the great size of a
modern factory makes it impossible for the manager to
oversee it all in person. Another is the division of opera-
tions among different workmen or departments. Each
single thing manufactured starts, or may start, in as many
different places as it has parts, each part again being not
an individual but one of a lot of like parts; and such a
lot of identical parts, though they start off together through
the shop, may- later on be divided and sub-divided and di-
verge to various finished products if they happen to be
standard to more than one pattern. The workman actually
engaged on the job has no idea of the destination of his
work and no responsibility beyond finishing his own indi-
vidual job to the standard pattern and quality, and perhaps
within some standard time.



Take a pocket knife for illustration. It has a blade of a
certain size and shape, which probably is used not only in
the one pattern of knife we happen to be considering, but
also in some two-bladed and some four-bladed knives made
by the same factory. It has certain German silver pieces,
probably drop-forged, possibly not made by the knife manu-
facturer at all, but bought in quantity from some other
maker. It has some bone or pearl pieces, still more prob-
ably purchased from an outside manufacturer and used in
a number of different styles of knife, sold at various prices.
It has certain steel springs, and thin brass plates, and a
number of rivets. All these parts in hundreds and thou-
sands are passing through the factory, and being assembled
into knives just like the one we happen to take as an ex-
ample, andJnto other knives of more or less varying design,
in a continuous stream year in and year out. Each indi-
vidual workman, as, for example, the man grinding the
blade, sees no more than his own job. But if the factory
is to succeed, John Smith's order for one dozen knives like
the one we have, to be shipped to Topeka, Kansas, must go
forward at a specified time, and must be billed to him at
a price that pays a fair profit, and still is low enough to
meet competition from other knife factories.

The manufacture of a knife is a comparatively simple in-
stance. In the case of some mechanical products such as
typewriters and automobiles, for example, there are hun-
dreds and thousands of separate pieces to be routed through
the factory, worked upon, and finally assembled into a unit
of product. The paths of the several parts are something
like the paths of letters in the mail; a myriad of units from
scattered sources are gathered into larger streams, travel
together so long as their paths can be economically united,
and then diverge again in new groupings to various indi-
vidual destinations. It is utterly impossible for any one
person to follow each transaction, and yet a positive and





sure result must be secured. And this is the function of
organization. System must do what the individual can not
accomplish.

It looks like an impossibly intricate problem; and yet if
we look again at the illustration used just above the Post-
Office we see that a fixed organization and fixed systems
of collection, transportation, and distribution produce a re-
sult in exact accordance with our plan and desire, and with
almost infinite variety and elasticity in meeting that plan
and desire. This is an illustration only not a close par-
allel; for in manufacturing we have the added condition
that each item handled is or may be worked upon and
changed during its movement through the factory, and
in all industry all operations and processes must be con-
ducted with strict regard to economy and efficiency. We
have not an unlimited Government appropriation behind
us, and we have the neighbor across the way competing with
us and by close bidding forcing prices down so that we
have to consider even small fractions of a cent. Still, the
illustration helps us to see what organization and system do
accomplish.

Organization is fundamentally a practical plan for sub-
dividing the conduct of any undertaking into parts, each
small enough to be handled by an individual, by a method
that enables all to work together.


The efficiency of organi-
zation depends on the wisdom and skill with which this di-
vision is made the success secured not only in selecting
efficient individuals, but in arranging that each may work
at his best efficiency, and all work may keep balance and
harmony in achieving the desired result.

Line, Functional and Line-Staff Organizations- Efficiency Implications - Going Industrial Engineering





There are two great principles in organization commonly
known as line and staff, or, to use the terms preferred by
some industrial engineers, " military " 1 and " functional."

1 The use of the term " military " in this sense is misleading. Military
organization has long comprehended both line and staff. Indeed, as the

Line organization is essentially simple, mathematical
subdivision. An army under a major-general is divided into
brigades under brigadier-generals; each brigade is divided
into regiments, under their colonels, and each regiment into
battalions under lieutenant-colonels or majors; each bat-
talion is divided into companies under captains; each com-
pany is again subdivided under its lieutenants, and so on
down to the corporal with his squad. Promotion is step
by step upward; the private may hope to be made a corporal,
a sergeant, a lieutenant, a captain, a major, a colonel, a
general. The lines of authority and responsibility run con-
tinuously through the whole body from top to bottom, as
the veins of the leaf gather to the stalk, and many leaf-
stalks to the twig, and many twigs to the branch, and many
branches to the trunk; and veins and stalk and twig and
branch and trunk have practically similar duties to perform
in the life and growth of the tree.

Staff organization is a division according to functions
division by which one military department does all the
engineering work for the whole army, another supplies all
clothing, or rations, etc. It is the division by which the
roots absorb moisture and salts from the earth, the leaf
cells make chlorophyll, the sap carries the products of these
laboratories to the cell-building processes of the tree. Staff
functions are co-ordinate and co-operative, but they do not
stand to one another in any order of ascending and descend-
ing scale. The captain, simply as captain, ranks and com-
mands the lieutenant; that is a line relation. But the en-
gineer, as engineer, does not command the quarter-master;
the quarter-master does not rank and command the surgeon;
the leaf does not rank the root; that is a staff relation.
On the other hand, the captain is primarily responsible only

oldest of the " noble professions," the military long since discovered and
applied many of the principles lately reannounced by investigators of
" scientific management."




for his own company; each branch of the tree supports only
its own twigs and each twig its own leaves. That, again,
is line organization. The scope of the individual is limited
in area, but unlimited in responsibility within that area.
But the engineer builds a bridge for the entire army
general, colonels, captains, and privates; each root and leaf
contributes its share to the life of the entire tree. That is
staff organization. The responsibility of the individual is
unlimited in area, but limited to one function throughout
that area.

The functions of staff and line are, therefore, not an-
tagonistic; they are not alternative and rival systems of
organization, between which we may choose and say we
will adopt this or that and refuse the other. Line organi-
zation is. essential to discipline and essential to the con-
tinuous existence of the whole body. If the general re-
tires there must be a colonel to succeed him; if the captain
is killed in action, the lieutenant must take command of the
company, or the men are scattered and lost. Staff organi-
zation is essential to efficiency, each branch of it in its own
particular function. If the commissary fails and there is
no food for the troops, the engineer can not make up for the
deficiency by vigorously building bridges. Each staff must
have a line organization within itself for discipline and
continuity; but every complete organization must embody
the principles of both line and staff if we are to secure the
best results, the staff supplying expert functional guidance,
applied through the line's direct control.

In manufacturing and industrial operations generally there
is no lack of development of line organization, but there
is too often a very meagre appreciation of the valuable re-
sults attainable by far-reaching applications of the staff
principle.

This is generally characteristic of modern in-
dustrial concerns, and it is here that we are likely to dis-
cover weakness when the attainment of high efficiency is

desired.


Under line organization, the foreman is supposed
to decide every question for the men under his particular
control employment or discharge, wages, jobs, diffi-
culties with materials, difficulties with tools, difficulties with
processes, difficulties with other employees. If the ques-
tion is too big for the foreman he goes to the superintendent,
and if it is too much for the superintendent he puts it to the
general manager, and it may finally go to the board of
directors. The assumption under-lying is akin to the sup-
position that the corporal must be a better shot than the
private, and the sergeant than the corporal, and the lieuten-
ant than the sergeant, and so on up to the general in com-
mand.


It is one of the very strong features of what has
lately been called " scientific management," that in its study
of operations, its preparation of instructions, and its formu-
lation of schedules, it introduces staff co-operation to a yet
larger extent through the work of expert instructors. We
need a much fuller recognition of this principle, not as the
occasional or unusual accompaniment of the introduction
of a new system, but as an organic part of our regular sys-
tem. We need to incorporate the staff idea into our settled
industrial policy, so that expert direction as to relations
with employees, as to equipment and its maintenance, as to
materials, as to methods and conditions, as to performance,
shall operate throughout our works not in series but in
parallel, and shall be available at every point, to every man,
in every job, at every time.

The average foreman is not could not be able for
all this. He is rarely strong in even one of the three parts
into which Mr. Gantt divides the labor problem finding
out what is the proper day's task for a man suited to the
work, finding out what is the compensation needed to in-
duce the man to do that work, and planning so that the man
can do the work continuously and efficiently.

These are
the things that control the result of all our industrial ven-


tures. After we have laid our plans and bought and in-
stalled our machines and assembled our forces and organized
our whole complicated establishment, with its investment
of money and hopes and expectations, the result depends
very largely on the efficiency of the individual workman.
The cultivation of high efficiency is a matter of vast im-
portance not merely to the invested capital, but to the eco-
nomic and social future of the country.


It has been left
in the past very largely to the foreman, and because he did
not know and could not know the conditions that produce
inefficiency, and the means of cultivating efficiency, the out-
put of the average worker (in the estimate of very careful
students of the question) is not one-third of what it should
be and can be without any increased tax on the body or
brain of the operative. Here is an opportunity for the
conservation of human resources which comes nearer
home even than the conservation of coal or of water
powers.

The defect of the average, usual, old-line organization
is that, in the desperate speed of industrial expansion, it has
tried to meet the onslaught of conditions, the mere quanti-
tative problem of expansion, by throwing itself into the only
form with which humanity (as the heritage of centuries of
fighting) is intimately familiar the military form. The
ordinary philosophy of management is (to borrow a defini-
tion from Harrington Emerson) " autocratic authority at the
top delegated authority and imposed responsibility all
down the line, and anarchy everywhere." Just as in em-
ergencies each man below turns to the man above, so in
ordinary routine the order is reversed. The president " puts
it up " to the general manager, the general manager "puts
it up " to the superintendent, the superintendent " puts it
up " to the foreman, the foreman " puts it up " to the work-
man. The work is finally done by, and the efficiency of
actual execution is usually dependent upon, the man of lowest


capacity, of least knowledge, of least possible breadth of
vision, of least power to control conditions that is, the
actual workman. His only source of all help and instruc-
tion is usually but one step higher in knowledge or in power,
and that is a job boss or foreman.

The entire ideal of industrial-engineering organization,
of " scientific management," as it has lately been called, is
diametrically different. It is the study of the plans for
executing the work and of the ultimate operations of the
work itself by the highest expert skill obtainable ; the defini-
tion of the best means for. doing the work by the most
competent specialist obtainable; the reduction of these re-
sults to standard definitions and standard instructions; the
provision of the best apparatus for doing the work, and its
maintenance in the best condition, again by specialized
skill; the careful training of the workmen by competent
instructors to do the job in the best way with these best
appliances, and in the minimum of time; lastly, the provision
of some incentive sufficient to secure the workman's co-
operation, to make him willing to do the work in the way
and in the time that have been studied out. This incentive
may be a day wage, a piece rate, a differential piece rate,
a bonus, a premium, or a purely sentimental reward " an
imaginary value," as Dr. Junge calls it. These wage
methods are not fundamental institutions in themselves, as
they are sometimes mistakenly supposed to be. They are,
or should be, only the last step in a far broader philosophy
of production. Scientific management, then, involves these
three great steps : First, analysis or the accurate estima-
tion of productive elements and preventable wastes; second,
standardization of attainable maxima of performance, and
establishment of conditions by which the men may practi-
cally reach these maxima ; third, and last, devising an incen-
tive by which the interest of the employee is visibly and
convincingly advanced, parallel with the interest of the em-

ployer, as the workman approaches and reaches or even sur-
passes the standards set.

To sum up in three words: The elements of scientific
management are analysis, standardization, incentive.

The difference between it and ordinary management is
that it provides for these things, while ordinary manage-
ment provides only for the transmission of orders and
maintenance of discipline, with little or no instruction or
assistance to the workers.

To put it in still another way: by co-ordinating the two
elementary ideals of management line, for permanence,
authority, discipline; staff, for development of high func-
tional efficiency "scientific management" 1 restores, both
to the job and the man, the identity the individualism
which under ordinary management is lost by a policy of
wholesale dealings and mass relations.

At the present time two leading schools of scientific
management seem to be forming, characteristically asso-
ciated with the names of F. W. Taylor and Harrington
Emerson. It is hardly fair to the subject or to the reader
to attempt to point out in a brief paragraph their distinctive
doctrines, for each requires and has been given by its chief
sponsor an exposition reaching the dimensions of a fair
sized book. 2 As an introduction or an incentive to further
study, however, the following summary is offered:

The Taylor system displaces ordinary management by
the introduction of a highly specific, distinctly defined

1 The term " scientific management " is used with some reluctance be-
cause of its general current employment in a restricted and specialized
sense. Scientific management means only the application of scientific
principles and methods to the work of management. The sciences in-
volved may be, and are, several. Scientific management can not be re-
duced to a formalized and formulated system, although a systematic
scheme of management may be based on scientific principles.

2 See "Shop Management," by F. W. Taylor; Trans. Am. Soc. M. E.
June, 1903. No. 1003. See also " Efficiency as a Basis for Operation and
Wages," Harrington Emerson ; The Engineering Magazine.




" functional force." The performance of work is first di-
vided into two phases planning and execution. Each of
these phases is separated into four major functions. The
four functional representatives in the planning department
are " the order of work clerk," " the instruction card man,"
" the time and cost clerk," and " the shop disciplinarian."
The four functional representatives in the active work of
the shop are " the gang boss," " the speed boss," " the in-
spector," and " the repair boss." There may be one or
many representatives of each function, depending upon the
frequency with which their function necessarily brings them
in contact with the men; but within any one function, the
workman looks to the particular boss of that function for
his orders and assistance. The workman takes orders from
eight different bosses instead of from one only as under the
ordinary system of management. The details of the sys-
tem are also highly specific, as, for example, that all work,
tools, and equipment parts are symbolized, the performance
of every operation is charted, all instructions are written,
etc. The salient feature, however, is that the old line
organization is discarded, and eight functional lines are
put in its place.

Emerson leaves the old line intact, but supplements it
with an expert staff, who bring to bear highly specialized
knowledge and skill upon the various elements of operation
that are susceptible to improvement. These might be, for
example, such matters as the economical burning of fuel, the
custody and issue of materials, the cutting of metals, the
care of machinery and equipment; these are random illustra-
tions only. The staff organization would be specialists in
the subjects of largest influence upon economy of operation,
but their knowledge would be applied, not by direct orders
to the workmen, but by guidance, instruction, suggestion,
counsel, to the regular line officials. Emerson's faith is
not in methods, but in principles of efficiency and their pur-
suit by a line-directed and staff-guided organization, adapted
to the circumstances and conditions of any given operation.
These principles of efficiency are: Ideals; Common-Sense
and Judgment; Competent Counsel; Discipline; the Fair
Deal; Reliable, Immediate and Accurate Records; Plan-
ning and Dispatching; Standards and Schedules; Standard-
ized Conditions; Standardized Operations; Written Stand-
ard-Practice Instructions; and Efficiency Reward. 1

In the acceptance of fundamental ideas and foundational
data there is no important difference between the two
schools. In methods of practice there is a very wide dif-
ference, the latter being much the more elastic. One of the
first precepts of the Taylor school is that no half-measures
are possible. The system must be adopted in its entirety or
let entirely alone. From Emerson's doctrine of efficiency,
on the other hand, follows the deduction that betterment
may proceed by almost infinite gradations, depending on the
willingness and thoroughness with which the principles of
efficiency are accepted and applied.

In the early sections of this chapter organization and
system were spoken of as being effective in controlling large
operations that are beyond the grasp of the individual.
System is the method by which organization works to se-
cure desired results and to maintain control of every item
of work in hand at all times.

"The Twelve Principles of Efficiency;" The Engineering Magazine.
June, 1910, et seq. 

Forms of Industrial Ownership - Sole Owner - Joint Owners - Going Industrial Engineering - Chapter 3

CHAPTER IV

FORMS OF INDUSTRIAL OWNERSHIP

PURSUIT of a systematic inquiry into the science, princi-
ples and institutions by which manufacturing operations
are carried on leads from the general to the specific. It is
therefore proper to supplement the examination of organ-
ization at large by a short survey of the forms of organiza-
tion legally established for the conduct of industrial opera-
tions. These are few and highly specific. For while the
internal regulation of industrial concerns, being governed by
individual freedom, is (as we have seen) far from stand-
ardization, their external relations have been very exactly
fixed by law. Society, in its general care for the rights of
the individual and of property, has prescribed certain def-
inite forms of ownership by which the manufacturing plant
may be held and operated.




The first and simplest of course is possession and oper-
ation by the individual owner. It is scarcely necessary to
comment upon so familiar an institution as single propri-
etorship. The condition is one that has probably come un-
der the personal observation and experience of all of us, and
if we magnify the cobbler's bench up to the huge shoe fac-
tory, or the little jobbing foundry up to the gigantic iron
works, the legal position of the individual proprietor is
substantially unchanged. He may hire such assistance as he
desires, delegate to employees such of his powers or func-
tions as he sees fit, carry on the most diverse occupations if
he think best. His credit is such as he may establish by
his character and property qualifications. His liability ex-
tends to all that he has, subject only to the ordinary legal
exemptions, to which all men are entitled. In short, he has
all the authority, all the profits, and all the responsibility,
and he carries on business as he sees fit, subject only to the
general law of the land.

One qualification of the individual freedom to carry on
an individual proprietorship without public notice or legal
restraint should, however, be noted. If a man elects to
operate not under his own name, but under such style as
the Elite Foundry or the Vacuum Process Co. or the Ex-
celsior Machine Shop, although in fact he is sole owner and
proprietor, he must file in a designated public office (in
New York State, the office of the county clerk) a state-
ment setting forth who is actually carrying on the business
and all necessary information to advise the public duly of
the facts and the person responsible for the acts, obligations
and debts of the business.

There is no necessary limit to the size of the business that
may be conducted individually. The Krupp works were
so carried to a foremost position in the iron and steel in-
dustry of the world; and I believe they are yet (or at least
they were quite recently) under individual sole ownership,
though the actual management had been turned over
largely to a Direktorium of twelve members.


_____________

Joint Ownership



For reasons of convenience or finance, however, it often
becomes expedient for an owner to divide his duties, profits
and responsibilities with one or several others, who become
joint owners with him, in equal or unequal proportion as the
special arrangements may determine. In the case of a new
business several men may thus associate themselves in joint
ownership at the outset, each contributing his share of
money and his particular talents and work to the prosecu-
tion of the business. In the case of a business which has
been running as a sole proprietorship, the original owner
may want to attach an important employee permanently to
the business by giving him a share in the results, rather than



a mere salary independent of the results. He may want to
bring in more capital without borrowing against his own
credit. Or he may want to bring in some special knowl-
edge or skill or some trade connection possessed by some
special individual. In either case, or for whatever motive,
we have as the result a second form of industrial unit, no
longer single, but compound; this is the partnership or joint
partnership or firm, as it is variously called.

A partnership is a group of individuals (usually a small
group) who have joined their property, services, and credit,
for the purposes of conducting business for their joint ben-
efit This relation is established by agreement between
themselves, but it is subject to certain regulations or limita-
tions or definitions, both under the old common law and by
statute. These statutory provisions concern both the rela-
tions of individual partners to one another, and relations of
the entire partnership to outside individuals or to the public
at large. You can readily see how the creation and use of
the partnership as an industrial institution would necessarily
give rise to a body of partnership law. Smith, Jones and
Robinson, doing business as a partnership, owning certain
property, machinery and materials in the firm name, mak-
ing a contract with you to employ your services as superin-
tendent, or to buy from you a steam engine which you are to
build on their order, are, plainly enough, a distinct entity,
separate and different from either Smith, or Jones, or Rob-
inson individually. If John Smith individually contracts
with you to do or supply some thing, you know that you
are to look to him personally for performance of that con-
tract and that he can be held financially responsible to the
extent of his entire property for faithful performance. But
suppose Smith, as a member of the firm Smith, Jones and
Robinson, makes a similar contract; has he divested him-
self of two-thirds of his responsibility by taking in these
two partners? Or if the contract is not carried out and it




proves that Smith, after all, has no property from which
you can recover damages for the non-performance, can you
take Jones's house or Robinson's bank deposit to make you
whole in a negotiation which was originally begun with
Smith?

These and other questions of the rights and duties of
joint partnership are settled by rules of law or by statutes
which vary somewhat in different countries and states. In
general, however, a partnership, and each and every partner
in that partnership, is bound by the act of any member of
the partnership done in the name of the firm and within the
scope of his apparent authority. In other words, each part-
ner is a general agent of the firm, with full authority to do
any and every act necessary to the transaction of the firm's
business. Each partner, also, is liable for all contract obli-
gations of the firm, whether incurred by himself or some
other partner, and each partner is liable for wrongful acts
committed by one or more of his fellow partners within the
scope of their apparent authority.

For instance, suppose Smith, Jones and Robinson are a
firm of iron founders, and Smith, driving a truck load of
castings for delivery to a customer, negligently runs over a
pedestrian in the street and injures him, or negligently runs
into another wagon and overturns it, giving rise to dam-
ages. The firm will be liable for these damages, and if the
firm's property were insufficient to pay the amount awarded,
Jones's personal property or Robinson's might be attached
to pay the judgment for the act done by Smith. This is an
instance of a wrongful act committed within the scope of
Smith's apparent authority as a member of the firm. If he
got down from his truck and beat a man on the sidewalk,
the firm as a firm or the other persons individually would
not be liable, because the act, although wrongful enough,
is not within the scope of his apparent authority.

To a certain extent, therefore, the law makes a partner-




ship an artificial person. In the case of liability for acci-
dents the firm's property must be exhausted before the per-
sonal property of its component members is taken. But
when the limit of the firm's property is reached, the persons
are each accountable for debts and acts of the firm as if
these debts and acts were their own personally.

There is, however, an exception to be noted in the case
of special partnerships. A man may enter a firm as special
partner to the extent of a fixed amount of capital and with
the limitation of his liability to this amount of capital ac-
tually contributed; but this is permitted by statute only on
condition that the special partner's stated contribution is
actually all paid in cash ; and furthermore in such cases a
certificate must be duly filed with the proper public official
setting forth who are the general and who are the special
partners, with the amounts contributed by each of the spe-
cial partners, and an affidavit that these amounts have ac-
tually been fully paid in. They must also advertise in the
county in which their chief place of business is located,
specifying the general and special partners and the amounts
contributed by each, and giving a copy of the affidavit and
the articles of agreement. Furthermore, no firm can be
composed of special partners only. There must be at least
one general partner whose liability is unlimited.

To the largest possible extent, however, the law leaves
a partnership as free as an individual in the transaction of
business, with no restrictions as to the number and kinds of
legitimate business a single partnership may carry on. This,
as we shall see, is in contradistinction to the last form of
business organization we are to consider, the corporation or
stock company, which is altogether an artificial person, op-
erating with such powers only, with such scope only, and
under such conditions only, as are expressly stipulated by
the statutes permitting it to exist.


Corporation form of Industrial Organization -Going Industrial Engineering

Corporation


Before taking up the corporation, there is one other but





relatively unimportant form of business organization to be
noted.

A joint-stock association is formed by agreement among
its members, requiring no charter and no publication of the
articles. The capital is divided into shares, as in a corpo-
ration, and the shares are freely transferable. It may sue
and be sued by its president and treasurer, and its directors
are personally liable for its obligations after the property
of the association is exhausted. It exists by recognition of
statute.

A corporation is a wholly artificial person. It is recog-
nized by law and created in accordance with the legal reg-
ulation for carrying on undertakings of various kinds, public
or private, eleemosynary or commercial, financial or trans-
portation. We are concerned only with commercial or in-
dustrial corporations. As the corporation exists by pro-
vision of law, it has only such powers, rights, and privileges
as are expressly conferred by law. It has not the natural
and inherent rights possessed by an individual. This is one
of the principal distinctions between the position and con-
duct of the corporation and that of an individual proprie-
torship or firm. Smith, Jones and Robinson may start up
in business as a firm without notice to anybody, if they so
please, and do any and every kind of lawful business they
may elect to carry on. Excepting in the particular case of
a special partnership already referred to, no declaration of
their agreement, nor of their money matters, is required nor
need they declare their respective functions in the business.
They may think it expedient to make a statement of their
finances or of other details to their bankers, or to those
from whom they wish to buy on credit, but it is a voluntary
and private communication. If, however, they decide to in-
corporate as the Smith, Jones and Robinson Co. they must
file articles of incorporation with the secretary of State
and with the county clerk in the county where their prin-





cipal office is situated, declaring their purpose, defining the
kind of business they propose to carry on, and the amount
of capital with which they propose to operate. They must
secure from the secretary of State a charter authorizing them
to carry on business; and while the charters of large corpo-
rations especially are often very broad, a corporation is not
in general permitted to do any kind of business not fairly
included in the charter provisions; for example a company
incorporated for manufacturing may not generally engage
in banking, nor may a railroad company engage in mining.

The case of the " Coal Roads " illustrative of this point
is fresh in mind. The charter of the U. S. Steel Corpora-
tion is very broad, but very probably it could not legally en-
gage in the theatrical business in Pittsburg. Corporations
must state in their articles of incorporation the capital (that
is, the amount of money value) which they profess to devote
to the purposes of their business, and they must pay an in-
corporation tax and a tax annually thereafter on this cap-
italization. This capital, however, is often nominal, and
there is no general legal requirement nor provision for pub-
lic inquiry into the equivalence of the capital declared and
the value of the property and funds actually possessed by the
corporation, although New York State subscriptions to capital
stock must be paid in cash or in property at a fair valuation.
That is a matter in which the investor who is putting funds
into the corporation must determine for himself. The mar-
ket value of the stock of any going corporation usually ex-
presses the public estimate of its actual worth. There is,
however, a tendency of late (as part of the movement to
exercise larger governmental control of corporations) to
provide for some official physical valuation, especially of the
property of railroad corporations, with a view to larger
protection of investors against the deceptions of promoters or
of manipulators.

In financial make-up the firm and the corporation differ





thus : The proportions in which the members of a firm
share in the ownership and the results of business are fixed
by agreement among themselves. As a general proposition,
no new member may be admitted to a firm, no member may
retire, no member may transfer to another person all or
any part of his interest, without the consent of all the other
members of the firm or without adjustment of the debits or
credits of the firm to date of change. In a corporation the
total capitalization is divided into a fixed number of shares.
Each of these shares has a definite par value usually
$100, though some large industrial companies have shares
of a par value of $50 and many mining corporations divide
their stock into shares of a par value of $10, $5 or even $i.

These shares are commonly sold in the first instance by
public subscription or given in exchange for properties,
patents, etc., and thereafter are transferable without restric-
tion, passing from hand to hand in the open market, pur-
chasable by anybody in any quantity that market condi-
tions permit. In the case of the large corporations listed
on the exchanges, the stock is traded in to the extent of
thousands, tens of thousands, and even hundreds of thou-
sands of shares a day. Each transfer is recorded if de-
sired by the buyer on the books of the corporation. The
buyer brings in the old certificate endorsed by the former
owner, with proper witnessing signatures, and receives in
exchange a new certificate issued in his own name. The
corporation recognizes as voting members those stockholders
whose names are registered on its stock ledgers at any given
time, and the voting power of each shareholder is measured
by his stock holdings. Thus the membership in a corporation
may be and usually is constantly shifting, both as to persons
and proportion held by each.

There is another very important financial difference be-
tween a corporation and a firm. In a firm, as we have al-
ready seen, each member (except a special member) is like





an individual proprietor in that he is liable to the extent of
his entire possessions for the liabilities of the firm. Now a
stockholder in a corporation is not usually liable, either for
its debts or its wrongful acts, beyond the amount of his
stock. That stock may become valueless because all the
property of the corporation is exhausted, and so the stock-
holder may lose what he has put in; but the creditors or the
holders of a judgment against a corporation can not go be-
yond the property of that corporation and attach property
of the individual stockholder. In former times, under the
old law of corporations, a creditor could do so, and in one
famous case in Scotland, the case of a bank, if I remember
rightly, every stockholder, no matter how small his holding,
was ruined by the failure of the bank, the successive assess-
ments to meet the debts of the corporation exhausting finally
the last shilling of the last man. In some places and in
some kinds of corporations there still exists what is called
" double liability." That is, each stockholder may not
only lose originally what he put in, but he may be com-
pelled to pay in addition an amount equal to the ^par value
of his stock holdings if this is necessary to meet the obliga-
tions of the company. This is the case with all national
banks, but with manufacturing corporations it is exceptional
and as a general proposition there is no liability and no as-
sessment collectible beyond the single value of the stock
each member of the corporation holds.

The management of a corporation is vested in a board
of directors elected annually by the stockholders. These
directors in turn elect the officers of the company and ap-
point its chief officials. The law requires that there shall be
certain specified officers, in New York a president, a secre-
tary, and a treasurer. Other officers may be added if de-
sired. Very frequently in large corporations there are sev-
eral vice-presidents, each heading one of the principal di-
visions of the corporation's work. One, for example, may





be a financial man and look after marketing of bonds or notes,
loans, and banking and financial affairs generally; another
may direct the commercial or sales department; a third may
be a technical man in charge of manufacturing or produc-
tion; a fourth may be a lawyer and control the legal work,
the drawing of contracts, patents, etc. The general man-
ager, who is the active executive official in direct charge of
the principal activities of the corporation, is very often, per-
haps generally, not a director, although in many cases the
president or vice-president is also general.manager.

Directors are elected for a term of one year by a majority
vote of all the stock represented at the meeting. A single
share may thus determine the control of a large corpora-
tion. In our larger and better companies, however, it is
generally conceded as a moral right that a large unified
minority interest shall have representation on the board of
directors. If " cumulative voting " is provided for in the
constitution of the company, a respectable minority may be-
come actually able to elect a director, irrespective of any
moral right to representation. The amount of freedom
given to individual officers or officials (freedom, that is, to
act without prior approval by the directors) naturally varies
greatly with the circumstances. Very generally, an exec-
utive committee of limited membership, easily got together
for consultation by the general manager, has plenary powers
and decides even very important matters without calling to-
gether the full board, merely reporting its action for con-
firmation at a later regular meeting. But in an issue, the
majority vote of the board of directors decides. You often
see, therefore, a struggle for control of a large company
thrown into the stock market, both sides striving to buy up
floating stock so as to control votes in the election of a board
of directors who will carry out their policies.

There is an old saying that a corporation never dies.
Even a corporation may be extinguished under proper legal





procedure by settling all its obligations, dividing its assets
pro rata, and surrendering its charter. But a corporation is
not affected as to continuity by the death of any individual.
It is immaterial to its mere existence who owns any part of
its stock. An individual proprietorship or firm, on the
other hand, may be very seriously embarrassed and even
unwillingly forced to wind up by the death of a sole owner
in one case or of a partner in the other. Some difficulty or
embarrassment in administering the estate of the deceased,
some quarrel among the heirs if no one interest is strong
enough to buy out all the others, may leave no alternative
except to close out the business. But as the corporation is an
artificial entity, wholly independent of any of its component
members, it goes on unaffected.

For this reason, as well as on account of the limitation of
liability already spoken of, a corporation is strongly favored
even for businesses which are essentially proprietary. A
man may make a stock company of his own business, dis-
tributing just enough shares to secure the legal number of
stockholders, and electing officers from members of his own
family or entirely trustworthy friends, and thus may give his
business a form in which it may be perpetuated without dan-
ger of immediate collapse at his death. For this and other
reasons industrial undertakings in the United States tend
more and more to be conducted under the form of an in-
corporated company.

The money paid in by the stockholders when the com-
pany is first organized is its capital stock or capital. This
is used to provide (or, as already noted, it may in part al-
ready have the form of) buildings, machinery, patents, and
equipment. That part of the capital which is not perma-
nently crystallized in these fixed forms that part which
remains in " liquid " form is called the working capital,
in centra-distinction to the other or fixed capital. As earn-
ings or profits begin to come in and accumulate, the total




value of all the assets of the company becomes something
more than the original capital. This excess value is called
surplus. From time to time, if the directors think wise, a
portion of the accumulated earnings is distributed pro rata
among the stockholders, profits so distributed being known
as dividends.

That portion of the property of a corporation which con-
sists of money or things which can readily be converted into
money, such as good accounts due the company, bills receiv-
able, marketable securities belonging to other corporations,
or perhaps even readily salable merchandise, is called the
" quick assets " of the company; while that portion consist-
ing of buildings, machinery and equipment installed, patent
rights, etc., which can not readily be turned into cash, is
called the fixed assets of the company. This is a classifica-
tion which has nothing to do with capital and surplus. A
large part of the capital of the company might be in the form
of quick assets, while conversely all its surplus might have
gone into a form in which it can not be converted into money
at all, as, for instance, in the case of a telegraph company
which constantly put a part of its surplus into extending its
lines.

A corporation may usually buy, own and hold the stock
of another corporation just as an individual might own it.
But in the case of railroads, this right has of late been con-
siderably limited and abridged by statute. For conven-
ience, to segregate its activities, or to avoid overstepping its
charter, a large corporation will often organize a subsidiary
corporation to carry on some contributing industry. A steel
company might thus organize a subsidiary transportation
company to haul its ore or products, or a subsidiary mining
company to produce the ore, or a subsidiary tin plate or wire
mill to work up its products. The parent company might
then own all the stock of the subsidiary, appoint all its di-





rectors, and receive all its dividends, which would then go
to swell the profits of the parent concern. Or it might sell
part of the stock of the subsidiary companies in open mar-
ket, retaining only a majority control.

There are many other applications of corporation law
such as the organization of a holding company, or a con-
struction company, which are of high ingenuity, but too
frequently of very low morality. Many of them are de-
signed to evade the intended limitations of corporate powers,
or perhaps to segregate all the assets in the unassailable pos-
session of one corporation, while all the liabilities are in-
curred by another. These devices are not creditable to
American finance, and the evils they have created, the
abuses to which they have given rise, are the prime cause of
the public hostility toward corporations which is causing the
present industrial disturbance and preventing a full meas-
ure of industrial prosperity. Such legal and financial
legerdemain has no place in our consideration. We are con-
cerned only with a brief general outline of the principal in-
stitutions by which industrial operations are carried on; and
having now broadly sketched such an outline, we will pro-
ceed to an equally rapid survey of the methods generally
followed in the particular department in which we are spe-
cially interested the manufacturing or production de-
partment of a large organization.