IEKC Industrial Engineering ONLINE Course Notes
F.W. Taylor - Frank Gilbreth - Harrington Emerson - Shigeo Shingo - Taiichi Ohno - H.B. Maynard - Ralph Barnes - C.B. Going - Prof Diemer - Narayana Rao
F.W. Taylor - Industrial Engineering Quotations
From Frederick Taylor's Piece Rate System - 1895
Of the two devices for increasing the output of a shop, the differential rate and the scientific rate-fixing department, the latter is by far the more important.
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.
The careful study of the capabilities of the machines amid 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, to which I have already referred, 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.
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.
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.
Industrial Engineering Quotations From Frederick Taylor's Shop Management - 1903
The art of management has been defined, "as knowing exactly what you want men to do, and then seeing that they do it in the best and cheapest way."
It is safe to say that no system or scheme of management should be considered which does not in the long run give satisfaction to both employer and employee, which does not make it apparent that their best interests are mutual, and which does not bring about such thorough and hearty cooperation that they can pull together instead of apart.
What the workmen want from their employers beyond anything else is high wages, and what employers want from their workmen most of all is a low labor cost of manufacture.
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The writer has found, through an experience of thirty years, covering a large variety in manufactures, as well as in the building trades, structural and engineering work, that it is not only practicable but
comparatively easy to obtain, through a systematic and scientific time study, exact information as to how much of any given kind of work either a first-class or an average man can do in a day.
In almost all of the other more complicated cases the large increase in output is due partly to the actual physical changes, either in the machines or small tools and appliances, which a preliminary time study almost always shows to be necessary.
Scientific Management
Quotations by Harrington Emerson
[The Twelve Principles of Efficiency (1912)]"Efficiency like hygiene is a state, an ideal not a method" P.23
Strenuousness and efficiency are not only not the same, but are antagonistic. To be strenuous is to put forth greater effort; to be efficient it to put forth less effort. (P.39)
"He did not know that efficiency reward ought to be preceded by the careful, systematic, and expert application of eleven other principles, of which "Wages" is a minor element of one." P.41
There is nothing men will not attempt when great enterprises hold out the promise of great rewards. - Livy
Out of eighteen items of operating costs, as distinguished from selling costs, only one is directly influenced by the worker, that is time-quality of the work. P.355
Efficiency reward is not a money payment, this is only one of its myriad forms. Men have been willing to die for a smile. P.365-66
The ideal that inspires the formulation of the principles of efficiency is elimination of waste, of wastes of all kinds resulting finally in wastes of the collective soul. P.371
The ideal that inspires the formulation of the principles of efficiency is elimination of waste, of wastes of all kinds resulting finally in wastes of the collective soul. P.371
The ideals of United States Steel Corporation: The ideals of the corporation seem to have been
(1) Law abidence
(2) Rational publicity
(3) Steady prices at a high level
(4) maximum tonnage
(5) Permanence for its own business by the purchase of large ore and coal reserves
(6) Rapid improvement of the properties so as to make them worth the capitalized value
(7) Maintenance of a high level of wages
(8) Identification of the worker with the profits of his work, thus increasing his interesting in his occupation. P.383
Does the Steel Corporation know as to every detail what ought to be as well as it knows what has been? P.391
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