F.W. Taylor
Work/Operation/Process/Task element science development, engineering and management
The system introduced by the writer, however, is directly the opposite, both in theory and in its results. It makes each workman’s interests the same as that of his employer, pays a premium for high efficiency, and soon convinces each man that it is for his permanent advantage to turn out each day the best quality and maximum quantity of work.
The advantages of this system of management are:
First. That the manufactures are produced cheaper under it, while at the same time the workmen earn
higher wages than are usually paid.
Second. Since the rate-fixing is done from accurate knowledge instead of more or less by guess-work, the motive for holding back on work, or “ soldiering ”, and endeavoring to deceive the employers as to the time required to do work, is entirely removed, and with it the greatest cause for hard feelings and war between the management and the men.
Third. Since the basis from which piece-work as well as day rates are fixed is that of exact observation, instead of being founded upon accident or deception, as is too frequently the case under ordinary systems, the men are treated with greater uniformity and justice, and respond by doing more and better work.
Fourth, It is for the common interest of both the management and the men to cooperate in every way, so as to turn out each day the maximum quantity and best quality of work.
Fifth. The system is rapid, while other systems are slow, in attaining the maximum productivity of each machine and man; and when this maximum is once reached, it is automatically maintained by the differential rate.
Frank Gilbreth
The aim of motion study is to find and perpetuate the scheme of perfection. There are three stages in this study:
1. Discovering and classifying the best practice.
2. Deducing the laws.
3. Applying the laws to standardize practice, either for the purpose of increasing output or decreasing hours of labor, or both.
Standardizing the trades is the world's most important work to-day, and motion study is the first factor in that work.
In presenting this material I have attempted to show the necessity for Motion Study and the savings that are possible by the application of its underlying principles.
While Professor Shaler's book was right, and while the waste from the soil washing to the sea is a slow but sure national calamity, it is negligible compared with the loss each year due to wasteful motions made by the workers of our country. In fact, if the workers of this country were taught the possible economies of motion study, there would be a saving in labor beside which the cost of building and operating tremendous settling basins, and the transporting of this fertile soil back to the land from whence it came, would be insignificant. Besides, there would still be a surplus of labor more than large enough to develop every water power in the country, and build and maintain enough wind engines to supply the heat, light, and power wants of mankind.
There is no waste of any kind in the world that equals the waste from needless, ill-directed, and ineffective motions.
By motion study the earning capacity of the workman can surely be more than doubled. Wherever motion study has been applied, the workman's output has been doubled.
Our duty is to study the motions and to reduce them as rapidly as possible to standard sets of least in number, least in fatigue, yet most effective motions.
PLACE OF MOTION STUDY IN SCIENTIFIC MANAGEMENT
Motion study as herein shown has a definite place in the evolution of scientific management not wholly appreciated by the casual reader.
Its value in cost reducing cannot be overestimated
Its value as a permanent element for standardizing work and its important place in scientific management have been appreciated only since observing its standing among the laws of management given to the world by Mr. Frederick W. Taylor, that great conservator of scientific investigation, who has done more than all others toward reducing the problem of management to an exact science.
Harrington Emerson
THE TWELVE PRINCIPLES OF EFFICIENCY
SIXTH Edition
NEWYORK
THE ENGINEERING MAGAZINE CO.
1924
The Twentieth Century dawns with the as yet unaccomplished task of conservation, of eliminating wastes wanton and wicked wastes of all kinds, wastes that make our civic governments a by-word, our destruction of natural resources a world scandal, our complacent industrial inefficiency a peculiarly national disgrace, since, of all nations, we Americans ought to know better. (p9)
It is this national inefficiency, this national wastefulness, this national squandering of cur rent and future material, human and machine resources, that can be remedied, if we but believe and practice the plainest teachings of recent history, which are an appropriate introduction to a statement of efficiency principles
and organization. (p10)
American sympathies were with Japan, but scarcely was the war over before the industrial organization of Japan, as much superior in principle to ours as were her army and navy to those of Russia, began to make us cry out in cowardly fear. (p20) (This is an interesting statement by Harrington Emerson)
Efficiency, like hygiene, is a state, an ideal, not a method; but in America we have sought our salvation in methods.
American industrial organization, even when it has good methods, cannot use them, because the organization, inherited from antiquated British models, is so defective in theory as to make an application of the principles as well as of good methods impossible. (p24)
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