Showing posts with label Taylor. Show all posts
Showing posts with label Taylor. Show all posts

Friday, April 3, 2026

Machine Work Study - Machine Tool - Metal Cutting - Taylor - Part 1


The Machine Work Study was done by Taylor over a period of 26 years on metal cutting over the period of 1880-1906 and the results of the study as productivity science of metal cutting were presented in the 1906 conference of ASME. Taylor himself was the president of ASME and he gave the presentation as Presidential Address.

Results of 50,000 experiments

The following is a record of some of our more important steps: _

33 (A) In 1881, the discovery that a round-nosed tool could be run under given conditions at a much higher cutting speed and there- fore turn out much more work than the old-fashioned diamond- pointed tool.

34 (B) In 1881, the demonstration that, broadly speaking, the use of coarse feeds accompanied by their necessarily slow cutting speeds would do more work than fine feeds with their accompanying high speeds.

35 (C) In 1883, the discovery that a heavy stream of water poured directly upon the chip at the point where it is being removed from the steel forging by the tool,would permit an increase in cutting speed, and, therefore, in the amount of work done of from 30 to 40 per cent. In 1884, a new machine shop was built for the Midvale Steel Works, in the construction of which this discovery played a most important part; each machine being set in a wrought iron pan in which was collected the water (supersaturated with carbonate of soda to prevent rusting), which was thrown in a heavy stream upon the tool for the purpose of cooling it. The water from each of these pans was carried through suitable drain pipes beneath the floor to a central well from which it was pumped to an overhead tank from which a system of supply pipes led to each machine. Up to that time, so far as the writer knows, the use of water for cooling tools was confined to small cans or tanks from which only a minute stream was allowed to trickle upon the tool and the work, more for the purpose of obtaining a water finish on the work than with the object of cooling the tool; and, in fact, these small streams of water are utterly inadequate for the latter purpose. So far as the writer knows, in spite of the fact that the shops of the Mid- vale Steel Works until recently have been open to the public since 1884 no other shop in this country was similarly fitted up until that of the Bethlehem Steel Company in 1899, with the one exception of a small steel works which was an offshoot in personnel from the Midvale Steel Company.

36 (D) In 1883, the completion of a set of experiments with round nosed tools; first, with varying thicknesses of feed when the depth of the cut was maintained constant; and, second, with varying depths of cut while the feed remained constant, to determine the efiect of each of these elements on the cutting speed.

37 (E) In 1883, the demonstration of the fact that the longer a toolis called upon to work continuously under pressure of the shaving, the slower must be the cutting speed, and the exact determination of the effect of the duration of the cut upon the cutting speed.

38 (F) In 1883, the development of formula: which gave mathematical expression to the two broad laws above referred to. Fortunately these formulae were of the type capable of logarithmic expression and therefore suited to the gradual mathematical development extend- ing through a long period of years, which resulted in making our slide rules, and solved the whole problem in 1901.

39 (G) In 1883, the experimental determination of the pressure upon the tool required on steel tires to remove cuts of varying depths and thickness of shaving.

40 (H) In 1883, the starting of a set of experiments on belting described in a paper published in Transactions, Vol. 15 (1894).

41 (J) In 1883, the measurement of the power required to feed a round-nosed tool with varying depths of cut and thickness of shaving when cutting a steel tire. This experiment showed that  EVERY MACHINE  TOOL required as much pressure to feed it as to drive the cut. This was one of the most important discoveries made by us, and as a result all steel cutting machines purchased since that time by the Midvale Steel Company have been supplied with feeding power equal to their driving power and very greatly in excess of that used on standard machine tools.

42 (K) In 1884, the design of an automatic grinder for grinding tools in lots and the construction of a tool room for storing and issuing tools ready ground to the men.

43 (L) From 1885 to 1889, the making of aseries of practical tables for a number of machines in the shops of the Midvale Steel Company, by the aid of which it was possible to give definite tasks each day to the machinists who were running machines, and which resulted in a great increase in their output.

44 (M) In 1886, the demonstration that the thickness of the chip or layer of metal removed by the tool has a much greater effect upon the cutting speed than any other element, and the practical use of this knowledge in making and putting into everyday use in our shops a series of broad-nosed cutting tools which enabled us to run with a coarse feed at as high a speed as had been before attained with r‘ound- nosed tools when using a fine feed, thus substituting, for a considerable portion of the work, COARSE FEEDS AND 1-non srnnns for our old maxim of coansn FEEDS AND snow srnnns.

45 (N) In 1894 and 1895, the discovery that a greater proportional gain could be made in cutting soft metals through the use of tools made from self-hardening steels than in cutting hard metals,the gain made by the use of self-hardening tools over tempered tools in cutting soft cast iron being almost 90 per cent, whereas the gain in cutting hard steels or hard cast iron was only about 45 per cent. Up to this time, the use of Mushet and other self-hardening tools had been almost exclusively confined to cutting hard metals, a few tools made of Mushet steel being kept on hand in every shop for special use on hard cast- ings or forgings which could not be cut by the tempered tools. This experiment resulted in substituting self-hardening tools for tempered tools for all “ roughing work” throughout the machine shop.

46 (P) In 1894 and 1895, the discovery that in cutting wrought iron or steel a heavy stream of water thrown upon the shaving at the nose of the tool produced a gain in the cutting speed of SELF-HARDEN- mo TOOLS of about 33 per cent. Up to this time the makers of self- hardening steel had warned users never to use water on the tools.

47 (Q) From 1898 to 1900, the discovery and development of the Taylor-White process of _treating tools; namely, the discovery that tools made from chromium—tungsten steels when heated to the melting point would do from two to four times as much work as other tools. This is the discovery of modern high-speed tools.

48 (R) In 1899- 1902, the development of our slide rules, which are so simple that they enable an ordinary workman to make practical and rapid everyday use in the shop of all the laws and formulae deduced from our experiments.

49 (S) In 1906, the discovery that a heavy stream of water poured directly upon the chip at the point where it is being removed from CAST IRON by the tool would permit an increase in cutting speed, and therefore, in the amount of work done, of 16 per cent.

(T) In 1906, the discovery that by adding a small quantity of vanadium to tool steel to be used for making modern high speed chromium-tungsten tools heated to near the melting point, the red hardness and endurance of tools, as well as their cutting speeds, are materially improved.

51 We regard as of by far the greatest value  our mathematical work  on experimental data which has resulted in the development of the slide rules; i. e., the mathematical expression of the exact effect upon the cutting Speed of such elements as the shape of the cutting edge of the tool, the thickness of the shaving, the depth of the cut, the quality of the metal being cut and the duration of the cut, etc. This work enables us to fix a daily task with a definite time allowance for each workman who is running a machine tool, and to pay the men a bonus for rapid work.

52 The gain from these slide rules is far greater than that of all the other improvements combined, because it accomplishes the original Object, for which in 1880 the experiments were started; i. e., that of  superseding “ rule of thumb” by scientific control.

53 By far the most difficult and illusive portion of this work has been the mathematical side: first, finding simple formula: which expressed with approximate accuracy the effect of each of the numer ous variables upon the cutting speed; and, second, finding a rapid method of using these formulae in the solution of the daily machine shop problems.



63 In the second portion of this paper will be given in detail a statement of the appliances, methods and principles which we believe to be necessary to use in order to obtain reliable results. For the pur- pose of a. more general discussion of the subject, however, it seems important to anticipate this portion of the paper by describing in detail the standard which we have finally adopted as a true criterion for determining the effect of each of the variables upon the cutting speed.

64 The efect of each variable upon the problem is best deter- mined by finding the exact rate of cutting speed (say, in feet per minute) which shall cause the tool to be completely ruined after having been run for 20 minutes under uniform conditions.

65 For example, if we wish to investigate the effect which a change in the thickness of the feed has upon the cutting speed,~it is necessary to make a number of tools which are in all respects uniform, as to the exact shape of their cutting edge, their clearance and lip angles, their chemical composition and their heat treatment. These tools must then be run one after another, each for a period of 20 minutes, throughout which time the cutting speed is maintained exactly uniform. Each tool should be run at a little faster cutting speed than its predecessor, until that cutting speed has been found which will cause the tool to be completely ruined at the end of 20 minutes (with an allowance of a minute or two each side of the 20-minute mark). In this way that cutting speed is found which corresponds to the particular thickness of shaving which is under investigation.



66 A change is then made in the thickness of the shaving, and another set of 20-minute runs is made, with a series of similar uniform tools, until the cutting speed corresponding to the new thickness of feed has been determined; and by continuing in this way all of the cutting speeds are found which correspond to the various changes of feed. In the meantime, every precaution must be taken to maintain uniform all the other elements or variables which affect the cutting speed, such as the depth of the cut and the quality of the metal being cut; and the rate of the cutting speed must be frequently tested during each 20-minute run to be sure that it is uniform.

67 The cutting speeds corresponding to varying feeds are then plotted as points upon a curve, and a mathematical expression is found which represents the law of the effect of feed upon cutting speed. We believe that this standard or method of procedure constitutes the very foundation of successful investigation in this art; and it is from this standpoint that we propose to criticise both our own experiments and those made by other investigators. For further discussion of our standard method of making experiments see Par. 137.

68 It was only after about 14 years’ work that we found that the best measure for the value of a tool lay in the exact cutting speed at which it was completely ruined at the end of 20 minutes. In the meantime, we had made one set of experiments after another as we successively found the errors due to our earlier standards, and realized and remedied the defects in our apparatus and methods; and we have now arrived at the interesting though rather humiliating con- clusion that with our present knowledge of methods and apparatus, it would be entirely practicable to obtain through four or five years of experimenting all of the information which we have spent 26 years in getting.

69 The following are some of the more important errors made by us:

70 We wasted much time by testing tools for a shorter cutting period than 20 minutes, and then having found that tools which were apparently uniform in all respects gave most erratic results (particularly in cutting steel) when run for a shorter period than 20 minutes; we erred in the other direction by running o.ur tools for periods of 30 or 40 minutes each, and in this way used up in each single experi- ment so much of the forging that it was impossible to make enough experiments in cutting metal of uniform quality to get conclusive results. We finally settled on a run of 20 minutes as being the best all-round criterion, and have seen no reason for modifying this conclusion up to date. 

71 We next thought a proper criterion for judging the effect of a given element upon the cutting speed lay in determining the particular cutting speed which would just cause a tool to be slightly discolored below the cutting edge at the end of the 20 minutes. After wasting six months in experimenting with this as our standard, we found that it was not a true measure; and then adopted as a criterion a certain definite dulling or rubbing away of the cutting edge. Later it was found, however, that each thickness of feed had corresponding to it a certain degree of dullness or injury to the cutting edge at which point regrinding was necessary (the thicker the shaving the duller the tool should be before grinding); and a third series of experiments was made with this as a standard. While experimenting on light forgings a standard dullness of tool was used which was just sufficient to push the forging and tool apart and so slightly alter the diameter of the work.‘ All of these criterions were discarded, however, when in 1894 we finally bit upon the true standard, above described, of completely ruining the tool in 20 minutes.

72 As will be pointed out later in the paper, this standard demands both a very large and expensive machine to experiment with, and also large, heavy masses of metal to work upon, which is unfortunate; but we believe without apparatus and methods of this kind it is out of the question to accurately determine the laws which are sought. See paragraphs 210-263.

73 Experiments upon the art of cutting metals (at least those experiments which have been recorded) have been mainly undertaken by scientific men, mostly by professors. It is but natural that the scientific man should lean toward experiments which require the use of apparatus and that type of scientific observation which is beyond the scope of the ordinary mechanic, or even of engineers unless they have been especially trained in this kind of observation. It is perhaps for this reason more than any other that in this art several of those elements which are of the greatest importance have received no atten- tion from experimenters, while far less fruitful although more complicated elements, have been the subject of extended experiments.

74 As an illustration of this fact we would call attention to two of the most simple of all of the elements which have been left entirely untouched by all experimenters, namely: a the effect of cooling the tool through pouring a heavy stream of water upon it, which results in a gain of 40 per cent in cutting speed; b the effect of the contour or outline of the cutting edge of the tool upon the cutting speed, which when properly designed results in an equally large percentage of gain.

-------------------

The problem before us may be again briefly stated to consist cf a careful study of the effect which each of the twelve following variable elements has upon the selection of the cutting speed and feed and therefore on the cutting time.

a. The quality of the metal which is to be cut, i. e., its hardness or other qualities which affect the cutting speed;
b. The diameter of the work;
c The depth of the cut, or one-half of the amount by which the forging or casting is being reduced in diameter in turning;
d. The thickness of the shaving, or the thickness of the spiral strip or band of metal which is to be removed by the tool, measured while the metal retains its original density ; not the thickness of the actual shaving, the - metal of which has become partly disintegrated; e The elasticity of the work and of the tool;
f. The shape or contour of the cutting edge of the tool, together with its clearance and lip angles;
g. The chemical composition of the steel from which the tool is made, and the heat treatment of the tool ;
h. Whether a heavy stream of water, or other cooling medium, is used on the tool;
j. The duration of the cut, i. e., the time which a tool must last under pressure of the shaving without being reground; '
k. The pressure of the chip or shaving upon the tool;
l. The changes of speed and feed possible in the lathe; m The pulling and feeding power of the lathe at its various speeds.


The ultimate object of all experiments in this field is to learn how to remove the metal from our forgings and castings in the quickest time, and that therefore the art of cutting metals may be briefly defined as the knowledge of how, with the limitations caused by some and the opportunities offered by others of the above twelve variable elements, in each case to remove the metal with the highest appropriate cutting speed.

 137 Before entering upon the details of our experiments, it seems necessary to again particularly call attention to the fact that “standard cutting-speed” is the true criterion by which to measure the


To give another illustration of our practical use of this standard. If, for example, we wish to determine which make of tool steel is the best, we should proceed to make from each of the two kinds to be tested a set of from four to eight tools. Each tool should be forged from tool steel, say, 5- inch x 1§ inch and about 18 inches long, to exactly the same shape, and after giving the tools made from each type of steel the heat treatment appropriate to its chemical composition, they should all be ground with exactly the same shaped cutting edge and the same clearance and lip angles. One of the sets of eight tools should then be run, one tool after another, each for a period of 20 minutes, and each at a little faster cutting speed than its predecessor, until that cutting speed has been found which will cause the tool to be completely ruined‘ at the end of 20 minutes, with an allowance of a minute or two each side of the 20-minute mark.


Every precaution must be taken throughout these tests to maintain uniform all of the other elements or variables which affect the cutting speed, such as the depth of the cut and the quality of the metal being cut. The rate of the cutting speed must be frequently tested during each 20-minute run to be sure that it is uniform throughout.

Throughout this paper, “the speed at which tools” give out in 20 minutes, as described above, will be, for the sake of brevity, referred to as the “standard speed.” ~ 141 After having found the -“standard speed” of the first type of tools, and having verified it by ruining several more of the eight tools at the same speed, we should next determine in a similar manner the exact speed at which the other make of tools will be ruined in 20 minutes; and if, for instance, one of these sets of tools exactly ruins at a cutting speed of 55 feet, while the other make ruins at 50 feet per minute, these “standard speeds," 55 to 50, constitute by far the most important criterion from which to judge the relative economic value of the two steels for a machine shop.


https://babel.hathitrust.org/    cgi/ssd?      id=mdp.39076000032131

About Carl Barth
https://www.naha.stolaf.edu/pubs/nas/volume13/vol13_7.htm




Ud. 3.4.2026
Pub. 28.5.2020

Thursday, April 2, 2026

March - F.W. Taylor Month of Industrial Engineering and Productivity Management



What is industrial engineering?

Industrial engineering is concerned with improving the productivity of engineering systems and processes. The productivity improvement has to take care of employee comfort and fatigue. So it has human focus and orientation along with engineering orientation. Productivity leads to cost reduction and hence, entrepreneurs and managers can reduce prices and increase revenues and profits. In the process, employees get more income. Hence consumers, employees, entrepreneurs & capitalists and society at large is benefitted by effective industrial engineering practice. Industrial engineers are very important professionals.


Remember F.W. Taylor. Birthday - 20 March 1856.

To be remembered for Productivity Improvement System, Productivity Engineering of Machine Tools, Shop Management, Scientific Management. 


Frederick Taylor's Productivity System for Rapidly Attaining The Maximum Productivity - Part 1

#IndustrialEngineering  #Productivity

https://nraoiekc.blogspot.com/2018/07/frederick-taylors-piece-rate-system.html


Productivity Engineering of Machine Tools and Machining - F.W. Taylor - Part 1

https://nraoiekc.blogspot.com/2020/05/machine-work-study-machine-tool-metal.html


F.W. Taylor - Shop Management - With Appropriate Sections.

https://nraoiekc.blogspot.com/2016/03/fw-taylor-shop-management-with.html


F.W. Taylor Scientific Management - With Appropriate Sections

#FWTaylor

https://nraoiekc.blogspot.com/2016/03/fw-taylor-scientific-management-with.html




Frederick Winslow Taylor - Birthday - 20 March 1856 

F.W. Taylor Industrial Engineering/Productivity Week (14 - 20 March)

Articles Recommended for Reading







Frederick Winslow Taylor (Birthday. 20 March) - A Pioneer Industrial Engineer

https://nraoiekc.blogspot.com/2012/04/frederick-winslow-taylor-pioneer.html


F.W. Taylor - Biography - Some Important Events and Opinions by Others

https://nraoiekc.blogspot.com/2015/06/fw-taylor-biography-book-some-important.html

F.W. Taylor Medal 

The "F.W. Taylor Medal of CIRP" is an award conferred upon younger research workers of outstanding merit who author original scientific research papers on topics falling within the fields of CIRP.

CIRP: THE INTERNATIONAL ACADEMY FOR PRODUCTION ENGINEERING

https://www.cirp.net/about-cirp/history-col-250/internal-regulations/558-ir-art20.html


Recipients of the CIRP Taylor Medal since 1958

https://www.cirp.net/about-cirp/awards.html?id=553








Important Industrial Engineering Contributions.

Notes on Belting, Piece Rate System, Shop Management, Art of Metal Cutting, Scientific Management
https://nraoiekc.blogspot.com/2019/06/taylors-industrial-engineering.html


Productivity Science of Machining - Taylor to Current Times

Productivity science of human effort - Development of Science in Mechanic Arts - F.W. Taylor

Productivity Engineering by F.W. Taylor

Productivity Management - F.W. Taylor

___________________________________________________________

Important Events in Life


Date of Birth: 20th March, 1856
Mr. Taylor was born at Germantown, Philadelphia, on March 20, 1856

Taylor took a home study course to get his college degree in mechanical engineering in 1883 from Stevens Institute of Technology at Hoboken, New Jersey


1905 and 1906
President of ASME
Taylor was President of the American Society of Mechanical Engineers in 1905 and 1906.

1911 -  Tuck School hosted a major conference that helped launch the scientific management movement started by Frederick Winslow Taylor.

Taylor was awarded the honorary degree of Doctor of Science by the University of Pennsylvania. Taylor was made a Professor by the Tuck School of Business at Dartmouth College. He spent some time in teaching and research at this business school.

21st March 1915: F. W. Taylor, Expert in Efficiency, Dies
BY THE NEW YORK TIMES
PHILADELPHIA, March 21--Frederick Winslow Taylor, originator of the modern scientific management movement, died here today from pneumonia. He was 59 years old, and was a former President of the American Society of Mechanical Engineers.
http://www.nytimes.com/learning/general/onthisday/bday/0320.html

About Taylor in ASME Proceedings of 1907
https://babel.hathitrust.org/cgi/pt?id=mdp.39076000032131&view=1up&seq=57&size=150
---------------------------------


Taylor's Industrial Engineering in Taylor's Papers

Notes on Belting, Piece Rate System, Shop Management, Art of Metal Cutting, Scientific Management
https://nraoiekc.blogspot.com/2019/06/taylors-industrial-engineering.html

Taylor's Industrial Engineering in New Framework - Narayana Rao

https://nraoiekc.blogspot.com/2019/07/taylors-industrial-engineering-in-new.html


More Details of his life and contribution to scientific management and industrial engineering

F.W. Taylor - Biography


Contribution of Taylor to Industrial Engineering

F.W. Taylor - Productivity Engineering of Belting - 1893 - Notes on Belting

https://nraoiekc.blogspot.com/2019/02/fw-taylor-productivity-engineering-of.html

Piece Rate System - Elementary Rate Fixing System - Productivity Improvement System - 1895


1. Frederick Taylor's Piece Rate System - Part 1   -   Part 2   -  Part 3 -  Part 4 - Part 5 - Part 6

Shop Management 


1. Definition of Management 

2. Difference in Production Quantity between a first class man and an average man

3. Developing and Employing First Class People in an Organization

4. Confronting Soldiering - Slow Pace of Work

5. Halsey Plan - F.W. Taylor's Comments

6. Task Management

7. Investment for Increasing Productivity or Efficiency

8. Importance of people - organization

9. Modern Engineering and Modern Shop Management

10. Task Management - Starting and Ending Times

11. Task Work - Some More Thoughts

12. Usefulness of Gantt's system

13. Time Study by F.W. Taylor

14. Bicylcle Ball Inspection Case Study

15. Need for Functional Foremanship or Functional Organisation of Foremen

16. Functional Foremanship

17. Production Planning and Control

18. Role of Top Management in Managing Change to High Productive Shop

19. Train Operators in High Productivity One by One and Then in Small Batches

20. Organizing a Small Workshop for High Productivity

21. Introducing Functional Foremanship

22. Personal Relations Between Employers and Employed

23. Don't be in a hurry - It Takes Time to Manage Change

24. Best Practices in Shop Management


Scientific Management - Basis for Industrial Engineering


Basic Principles of Industrial Engineering


1. Develop science for each element of a man - machine system's work related to efficiency and productivity.
2. Engineer methods, processes and operations to use the laws related to the work of machines, man, materials and other resources.
3. Select or assign workmen based on predefined aptitudes for various types of man - machine work.
4. Train workmen, supervisors, and engineers in the new methods, install various modifications related to the machines that include productivity improvement devices and ensure that the expected productivity is realized.
5. Incorporate suggestions of operators, supervisors and engineers in the methods redesign on a continuous basis.
6. Plan and manage productivity at system level.
(The principles were developed on 4 June 2016 (During Birthday break of 2016 - 30 June 2016 to 7 July 2016).

The principles were developed by Narayana Rao based on principles of scientific management by F.W. Taylor)

Principles of Scientific Management


The managers following scientific management thought do the following things.

First. They develop a science for each element of a man's work, which replaces the old rule-of.-thumb method.

Second. They scientifically select and then train, teach, and develop the workman, whereas in the past he chose his own work and trained himself as best he could.

Third. They heartily cooperate with the men so as to insure all of the work being done in accordance with the principles of the science which has been developed.

Fourth. There is an almost equal division of the work and the responsibility between the management and the workmen. The management take over all work for which they are better fitted than the workmen, while in the past almost all of the work and the greater part of the responsibility were thrown upon the men.
(From THE PRINCIPLES OF SCIENTIFIC MANAGEMENT - F.W.Taylor)

Scientific Management 


1. Importance of National Efficiency

2. Foundation of Scientific Management

3. Soldiering and Its Causes

4. Underlying Philosophy for the Old Systems of Management

5. Scientific Management - Introduction

6. THE PRINCIPLES OF SCIENTIFIC MANAGEMENT

7. Illustrations of Success of Scientific Management - - Pig Iron Handling

8. Background for Development of Scientific Management - -Midvale Steel Company Machine Shop

9. Elaborate Planning Organization - Need and Utility

10. Illustrations of Success of Scientific Management - Bricklaying Improvement by Gilbreth

11. Illustrations of Success of Scientific Management - Bicycle Balls Inspection Example

12. Scientific Management in Machine Shop

13. Development of Science in Mechanic Arts

14. Study of Motives of Men

15. Scientific management in its essence

16. Role of Top Management in Implementing Scientific Management

17. Scientific Management Summarized

Shop Management and Scientific Management

Related Articles



Taylor's Industrial Engineering in New Framework - Narayana Rao

https://nraoiekc.blogspot.com/2019/07/taylors-industrial-engineering-in-new.html

Principles of Scientific Management of F.W. Taylor and Practice Implications

https://www.youtube.com/watch?v=5jru9fo94q4

The Principles of Scientific Management - Reassessment after 100 Years in 2011




Industrial Engineers with Birthdays in March

Dasari Amarendra, PGDIE, NITIE


This article has to be included in the IE Newsletter of March Month.


Ud. 19.2.2025
Pub. 20.3.2023

Behavioral Aspects in Industrial Engineering

Industrial Engineers use behavioral science discoveries and behavioral management approaches in their discipline.


F.W. Taylor was made a villain by some human behavior authors and the campaign was amplified by many without reading Taylor's original works. A study of original writings of Taylor will make it clear that Taylor respected workmen and the human behavior experts. The work of Taylor was evaluated in a book by Lilian Gilbreth, a psychologist. But the trumpeteers have no place for her work in their papers and books. Some statements by Taylor which were included in a book by special introduction by him were wrongly used to create a picture of Taylor who did not recognize the importance of man and his dignity in factories. 


F.W. Taylor in Shop Management

Regarding the personal relations which should be maintained between employers and their men, Taylor  quoted  the following paragraphs from a paper written in 1895. 

Additional experience has only served to confirm and strengthen these views; and although the greater part of this time, in his work of shop organization, has been devoted to the difficult and delicate task of inducing workmen to change their ways of doing things he has never been opposed by a strike.

"There has never been a strike by men working under this system, although it has been applied at the Midvale Steel Works for the past ten years; and the steel business has proved during this period the most fruitful field for labor organizations and strikes. And this notwithstanding the fact that the Midvale Company has never prevented its men from joining any labor organization. All of the best men in the company saw clearly that the success of a labor organization meant the lowering of their wages in order that the inferior men might earn more, and, of course, could not be persuaded to join.

"I attribute a great part of this success in avoiding strikes to the high wages which the best men were able to earn with the differential rates, and to the pleasant feeling fostered by this system; but this is by no means the whole cause. It has for years been the policy of that company to stimulate the personal ambition of every man in their employ by promoting them either in wages or position whenever they deserved it and the opportunity came.

"A careful record has been kept of each man's good points as well as his shortcomings, and one of the principal duties of each foreman was to make this careful study of his men so that substantial justice could be done to each. When men throughout an establishment are paid varying rates of day-work wages according to their individual worth, some being above and some below the average, it cannot be for the interest of those receiving high pay to join a union with the cheap men.

"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.

"The employer who goes through his works with kid gloves on, and is never known to dirty his hands or clothes, and who either talks to his men in a condescending or patronizing way, or else not at all, has no chance whatever of ascertaining their real thoughts or feelings.

"Above all is it desirable that men should be talked to on their own level by those who are over them. Each man should be encouraged to discuss any trouble which he may have, either in the works or outside, with those over him. Men would far rather even be blamed by their bosses, especially if the 'tearing out' has a touch of human nature and feeling in it, than to be passed by day after day without a word, and with no more notice than if they were part of the machinery.

"The opportunity which each man should have of airing his mind freely, and having it out with his employers, is a safety-valve; and if the superintendents are reasonable men, and listen to and treat with respect what their men have to say, there is absolutely no reason for labor unions and strikes.

"It is not the large charities (however generous they may be) that are needed or appreciated by workmen so much as small acts of personal kindness and sympathy, which establish a bond of friendly feeling between them and their employers.

"The moral effect of this system on the men is marked. The feeling that substantial justice is being done them renders them on the whole much more manly, straightforward, and truthful. They work more cheerfully, and are more obliging to one another and their employers. They are not soured, as under the old system, by brooding over the injustice done them; and their spare minutes are not spent to the same extent in criticizing their employers."

The writer has a profound respect for the working men of this country. He is proud to say that he has as many firm friends among them as among his other friends who were born in a different class, and he believes that quite as many men of fine character and ability are to be found among the former as in the latter. Being himself a college educated man, and having filled the various positions of foreman, master mechanic, chief draftsman, chief engineer, general superintendent, general manager, auditor, and head of the sales department, on the one hand, and on the other hand having been for several years a workman, as apprentice, laborer, machinist, and gang boss, his sympathies are equally divided between the two classes.

He is firmly convinced that the best interests of workmen and their employers are the same; so that in his criticism of labor unions he feels that he is advocating the interests of both sides. The following paragraphs on this subject are quoted from the paper written in 1895 and above referred to:


"The author is far from taking the view held by many manufacturers that labor unions are an almost unmitigated detriment to those who join them, as well as to employers and the general public.

"The labor unions--particularly the trades unions of England--have rendered a great service, not only to their members, but to the world, in shortening the hours of labor and in modifying the hardships and
improving the conditions of wage workers.

"In the writer's judgment the system of treating with labor unions would seem to occupy a middle position among the various methods of adjusting the relations between employers and men.

"When employers herd their men together in classes, pay all of each class the same wages, and offer none of them any inducements to work harder or do better than the average, the only remedy for the men lies in combination; and frequently the only possible answer to encroachments on the part of their employers is a strike.

"This state of affairs is far from satisfactory to either employers or men, and the writer believes the system of regulating the wages and conditions of employment of whole classes of men by conference and agreement between the leaders of unions and manufacturers to be vastly inferior, both in its moral effect on the men and on the material interests of both parties, to the plan of stimulating each workman's
ambition by paying him according to his individual worth, and without limiting him to the rate of work or pay of the average of his class."

The amount of work which a man should do in a day, what constitutes proper pay for this work, and the maximum number of hours per day which a man should work, together form the most important elements which are discussed between workmen and their employers. The writer has attempted to show that these matters can be much better determined by the expert time student than by either the union or a board of directors, and he firmly believes that in the future scientific time study will establish standards which will be accepted as fair by both sides.



There is no reason why labor unions should not be so constituted as to be a great help both to employers and men. Unfortunately, as they now exist they are in many, if not most, cases a hindrance to the prosperity of both.

The chief reasons for this would seem to be a failure on the part of the workmen to understand the broad principles which affect their best interests as well as those of their employers. It is undoubtedly true, however, that employers as a whole are not much better informed nor more interested in this matter than their workmen.

One of the unfortunate features of labor unions as they now exist is that the members look upon the dues which they pay to the union, and the time that they devote to it, as an investment which should bring them an annual return, and they feel that unless they succeed in getting either an increase in wages or shorter hours every year or so, the money which they pay into the union is wasted. The leaders of the unions realize this and, particularly if they are paid for their services, are apt to spend considerable of their time scaring up grievances whether they exist or not This naturally fosters antagonism instead of friendship between the two sides. There are, of course, marked exceptions to this rule; that of the Brotherhood of Locomotive Engineers being perhaps the most prominent.

The most serious of the delusions and fallacies under which workmen, and particularly those in many of the unions, are suffering is that it is for their interest to limit the amount of work which a man should do in a day.

There is no question that the greater the daily output of the average individual in a trade the greater will be the average wages earned in the trade, and that in the long run turning out a large amount of work each day will give them higher wages, steadier and more work, instead of throwing them out of work. The worst thing that a labor union can do for its members in the long run is to limit the amount of work which they allow each workman to do in a day. If their employers are in a competitive business, sooner or later those competitors whose workmen do not limit the output will take the trade away from them, and they will be thrown out of work. And in the meantime the small day's work which they have accustomed themselves to do demoralizes them, and instead of developing as men do when they use their strength and faculties to the utmost, and as men should do from year to year, they grow lazy, spend much of their time pitying themselves, and are less able to compete with other men. Forbidding their members to do more than a given amount of work in a day has been the greatest mistake made by the English trades unions. The whole of that country is suffering more or less from this error now. Their workmen are for this reason receiving lower wages than they might get, and in many cases the men, under the influence of this idea, have grown so slow that they would find it difficult to do a good day's work even if public opinion encouraged them in it.


In forcing their members to work slowly they use certain cant phrases which sound most plausible until their real meaning is analyzed. They continually use the expression, "Workmen should not be asked to do more than a fair day's work," which sounds right and just until we come to see how it is applied. The absurdity of its usual application would be apparent if we were to apply it to animals. Suppose a contractor had in his stable a miscellaneous collection of draft animals, including small donkeys, ponies, light horses, carriage horses and fine dray horses, and a law were to be made that no animal in the stable should be allowed to do more than "a fair day's work" for a donkey. The injustice of such a law would be apparent to every one. The trades unions, almost without an exception, admit all of those in the trade to membership--providing they pay their dues. And the difference between the first-class men and the poor ones is quite as great as that between fine dray horses and donkeys. In the case of horses this difference is well known to every one; with men, however, it is not at all generally recognized. When a labor union, under the cloak of the expression "a fair day's work," refuses to allow a first-class man to do any more work than a slow or inferior workman can do, its action is quite as absurd as limiting the work of a fine dray horse to that of a donkey would be.

Promotion, high wages, and, in some cases, shorter hours of work are the legitimate ambitions of a workman, but any scheme which curtails the output should be recognized as a device for lowering wages in the long run.

Any limit to the maximum wages which men are allowed to earn in a trade is equally injurious to their best interests. The "minimum wage" is the least harmful of the rules which are generally adopted by trades unions, though it frequently works an injustice to the better workmen. For example, the writer has been used to having his machinists earn all the way from $1.50 to seven and eight dollars per day, according to the individual worth of the men. Supposing a rule were made that no machinist should be paid less than $2.50 per day. It is evident that if an employer were forced to pay $2.50 per day to men who were only worth $1.50 or $1.75, in order to compete he would be obliged to lower the wages of those who in the past were getting more than $2.50, thus pulling down the better workers in order to raise up the poorer men. Men are not born equal, and any attempt to make them so is contrary to
nature's laws and will fail.

Some of the labor unions have succeeded in persuading the people in parts of this country that there is something sacred in the cause of union labor and that, in the interest of this cause, the union should receive moral support whether it is right in any particular case or not.

Union labor is sacred just so long as its acts are fair and good, and it is damnable just as soon as its acts are bad. Its rights are precisely those of nonunion labor, neither greater nor less. The boycott, the use of force or intimidation, and the oppression of non-union workmen by labor unions are damnable; these acts of tyranny are thoroughly un-American and will not be tolerated by the American people.

One of the most interesting and difficult problems connected with the art of management is how to persuade union men to do a full day's work if the union does not wish them to do it. I am glad of the opportunity of saying what I think on the matter, and of explaining somewhat in detail just how I should expect, in fact, how I have time after time induced union men to do a large day's work, quite as large as other men do.

In dealing with union men certain general principles should never be lost sight of. These principles are the proper ones to apply to all men, but in dealing with union men their application becomes all the more
imperative.

First. One should be sure, beyond the smallest doubt, that what is demanded of the men is entirely just and can surely be accomplished. This certainty can only be reached by a minute and thorough time study.

Second. Exact and detailed directions should be given to the workman telling him, not in a general way but specifying in every small particular, just what he is to do and how he is to do it.

Third. It is of the utmost importance in starting to make a change that the energies of the management should be centered upon one single workman, and that no further attempt at improvement should be made until entire success has been secured in this case. Judgment should be used in selecting for a start work of such a character that the most clear cut and definite directions can be given regarding it, so that failure to carry out these directions will constitute direct disobedience of a single, straightforward order.

Fourth. In case the workman fails to carry out the order the management should be prepared to demonstrate that the work called for can be done by having some one connected with the management actually do it in the time called for.

The mistake which is usually made in dealing with union men, lies in giving an order which affects a number of workmen at the same time and in laying stress upon the increase in the output which is demanded instead of emphasizing one by one the details which the workman is to carry out in order to attain the desired result. In the first case a clear issue is raised: say that the man must turn out fifty per cent more pieces than he has in the past, and therefore it will be assumed by most people that he must work fifty per cent harder. In this issue the union is more than likely to have the sympathy of the general public, and they can logically take it up and fight upon it. If, however, the workman is given a series of plain, simple, and reasonable orders, and is offered a premium for carrying them out, the union will have a much more difficult task in defending the man who disobeys them. To illustrate: If we take the case of a complicated piece of machine work which is being done on a lathe or other machine tool, and the workman is called upon (under the old type of management) to increase his output by twenty-five or fifty per cent there is opened a field of argument in which the assertion of the man, backed by the union, that the task is impossible or too hard, will have quite as much weight as that of the management. If, however, the management begins by analyzing in detail just how each section of the work should be done and then writes out complete instructions specifying the tools to be used in succession, the cone step on which the driving belt is to run, the depth of cut and the feed to be used, the exact manner in which the work is to be set in the machine, etc., and if before starting to make any change they have trained in as functional foremen several men who are particularly expert and well informed in their specialties, as, for instance, a speed boss, gang boss, and inspector; if you then place for example a speed boss alongside of that workman, with an instruction card clearly written out, stating what both the speed boss and the man whom he is instructing are to do, and that card says you are to use such and such a tool, put your driving belt on this cone, and use this feed on your machine, and if you do so you will get out the work in such and such a time, I can hardly conceive of a case in which a union could prevent the boss from ordering the man to put his driving belt just where he said and using just the feed that he said, and in doing that the workman can hardly fail to get the work out on time. No union would dare to say to the management of a works, you shall not run the machine with the belt on this or that cone step. They do not come down specifically in that way; they say, "You shall not work so fast," but they do not say, "You shall not use such and such a tool, or run with such a feed or at such a speed." However much they might like to do it, they do not dare to interfere specifically in this way. Now, when your single man under the supervision of a speed boss, gang boss, etc., runs day after day at the given speed and feed, and gets work out in the time that the instruction card calls for, and when a premium is kept for him in the office for having done the work in the required time, you begin to have a moral suasion on that workman which is very powerful. At first he won't take the premium if it is contrary to the laws of his union, but as time goes on and it piles up and amounts to a big item, he will be apt to step into the office and ask for his premium, and before long your man will be a thorough convert to the new system. Now, after one man has been persuaded, by means of the four functional foremen, etc., that he will earn more money under the new system than under the laws of the union, you can then take the next  man, and so convert one after another right through your shop, and as time goes on public opinion will swing around more and more rapidly your way.

I have a profound respect for the workmen of the United States; they are in the main sensible men--not all of them, of course, but they are just as sensible as are those on the side of the management There are some fools among them; so there are among the men who manage industrial plants. They are in many respects misguided men, and they require a great deal of information that they have not got. So do most managers.

All that most workmen need to make them do what is right is a series of proper object lessons. When they are convinced that a system is offered them which will yield them larger returns than the union provides for, they will promptly acquiesce. The necessary object lessons can best be given by centering the efforts of the management upon one spot. The mistake that ninety-nine men out of a hundred make is that they have attempted to influence a large body of men at once instead of taking one man at a time.


Have you as an industrial engineer or manager read the above content by Taylor.
What are your views after the reading this piece of writing by Taylor in 1895. Does industrial engineering have behavioral orientation since its beginning or not?


These conclusions will include the following:

Psychology Evaluation of Scientific Management by Lilian Gilbreth - 1914


The conclusions  include the following:

1. "Scientific Management" is a science.
2. It alone, of the Three Types of Management, is a science.
3. Contrary to a widespread belief that Scientific Management kills individuality, it is built on the basic principle of recognition of the individual, not only as an economic unit but also as a personality, with all the idiosyncrasies that distinguish a person.
4. Scientific Management fosters individuality by functionalizing work.
5. Measurement, in Scientific Management, is of ultimate units of subdivision.
7. Standardization under Scientific Management applies to all elements.
8. The accurate records of Scientific Management make accurate programmes possible of fulfillment.
9. Through the teaching of Scientific Management, the management is unified and made self-perpetuating.
10. The method of teaching of Scientific Management is a distinct and valuable contribution to Education.
11. Incentives under Scientific Management not only stimulate but benefit the worker.
12. It is for the ultimate as well as immediate welfare of the worker to work under Scientific Management.
13. Scientific Management is applicable to all fields of activity, and to mental as well as physical
work.
14. Scientific Management is applicable to self-management as well as to managing others.
15. It teaches men to cooperate with the management as well as to manage.
16. It is a device capable of use by all.
17. The psychological element of Scientific Management is the most important element.
18. Because Scientific Management is psychologically right it is the ultimate form of management.
19. This psychological study of Scientific Management emphasizes especially the teaching features.
20. Scientific Management simultaneously
a. increases output and wages and lowers costs.
b. eliminates waste.
c. turns unskilled labor into skilled.
d. provides a system of self-perpetuating welfare.
e. reduces the cost of living.
f. bridges the gap between the college trained and the apprenticeship trained worker.
g. forces capital and labor to cooperate and to promote industrial peace.



A Conference Paper Presentation by Prof. K.V.S.S. Narayana Rao in 2012 on Employee Involvement in IE Projects - It summarizes the thoughts of IE scholars on the area

Employee Involvement in Industrial Engineering Projects
Narayana Rao - Presentation - 2012 - YouTube Video

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Sunday, March 15, 2026

F.W. Taylor Industrial Engineering - Productivity Management Week, March 14 - 20

I would like to bring to your notice Birthday of F.W.Taylor on 20th March.  

  • You can celebrate the birthday of F.W. Taylor in your Industrial Engineering Department and Company. You can share what you are implementing in your company from Taylor's Ideas. 
  • You can also circulate a newsletter to all  employees highlighting Taylor's ideas to improve productivity and reduce costs.

My Industrial Engineering Newsletter - March 2026 - Taylor Month of IE - Contribution of F.W. Taylor to Industrial Engineering and Productivity Management.

https://www.linkedin.com/pulse/march-2026-issue-taylor-month-ie-contribution-fw-industrial-kvss-71nlc

 

Neglected Industrial Engineering of F.W. Taylor.


Machine Effort Industrial Engineering.

Quality Shop floor Foreman

Speed Shop floor Foreman

Time reduction through process improvement focus of Time Study

Employee Involvement and Personnel Relations by Managers and Process Improvement Specialists

Knowledge Management

Industrial Engineering Research and Productivity Science Development

Productivity Engineering - Engineering improvement of products, processes and facilities is the main task of industrial engineers.

What are your comments on neglected aspects highlighted?


F.W. Taylor Industrial Engineering/Productivity Week (14 - 20 March)

Suggested Reading

Frederick Winslow Taylor (Birthday. 20 March) - A Pioneer Industrial Engineer
https://nraoiekc.blogspot.com/2012/04/frederick-winslow-taylor-pioneer.html


Father of Industrial Engineering - Frederick Winslow (F.W.) Taylor
https://nraoiekc.blogspot.com/2017/03/father-of-industrial-engineering.html



Frederick Taylor's Productivity Study System for Rapidly Attaining The Maximum Productivity - Part 1
http://nraoiekc.blogspot.com/2018/07/frederick-taylors-piece-rate-system.html



Please share your thoughts on Taylor's contribution to industrial engineering.



Pub. 13.3.2026



Sunday, March 8, 2026

150+ Years of Taylor's Engineering, Industrial Engineering, Productivity Improvement, Science, Engineering and Management - 1875 - 2026

New

Modern Industrial Engineering - Summary Explanation.

https://www.linkedin.com/pulse/modern-industrial-engineering-summary-explanation-april-kvss-8hiyc



Engineering, Industrial Engineering, Productivity Improvement, Science, Engineering and Management have an interesting 150 years history starting with Taylor taking up engineering education instead of law.

1875 - Taylor started his engineering education with an apprenticeship.

1880 - Founding of American Society of Mechanical Engineers.

1895

TAYLOR, F. W., "A Piece-Rate System, Being a Step Toward Partial Solution of the Labor Problem,"
Transactions of the American Society of Mechanical Engineers 16, 856-903, 1895


Frederick Taylor's Productivity System for Rapidly Attaining The Maximum Productivity - Part 1


The advantages of this system of management (Taylor's Piece Rate System) are :

The manufactures are produced cheaper under it.
The system is rapid  in attaining the maximum productivity of each machine and man




TAYLOR, F. W., "A Piece-Rate System, Being a Step Toward Partial Solution of the Labor Problem,"
Transactions of the American Society of Mechanical Engineers 16, 856-903, 1895

A PIECE-RATE SYSTEM: BEING A STEP TOWARD PARTIAL SOLUTION OF THE LABOR PROBLEM.

BY FRED W. TAYLOR.


The system introduced by the writer (Taylor's system of productivity improvement and piece rate payment),  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 writer has endeavored in the following pages to describe the system of management introduced by him in the works of the Midvale Steel Company, of Philadelphia, which has been employed by them during the past ten years with the most satisfactory results.

The system consists of three principal elements :

( i ) An elementary rate-fixing department. - The productivity improvement department.

( 2 ) The differential rate system of piece-work.

( 3 ) What he believes to be the best method of managing men who work by the day.




Elementary rate-fixing differs from other methods of making piece-work prices in that a careful study is made of the time required to do each of the many elementary operations into which the manufacturing of an establishment may be analyzed or divided. These elementary operations are then classified, recorded, and indexed, and when a piece-work price is wanted for work the job is first divided into its elementary operations, the time required to do each elementary operation is found from the records, and the total time for the job is summed up from these data. While this method seems complicated at the first glance, it is, in fact, far simpler and more effective than the old method of recording the time required to do whole jobs of work, and then, after looking over the records of similar jobs, guessing at the time required for any new piece of work.

The differential rate system of piece-work consists, briefly, in offering two different rates for the same job, a high price per piece in case the work is finished in the shortest possible time and in perfect condition (quality emphasis), and a low price if it takes a longer time to do the job, or if there are any imperfections in the work. (The high rate should be such that the workman can earn more per day than is usually paid in similar establishments.) 

The system by which the writer proposes managing the men who are on day-work consists in paying men and not positions. Each man’s wages, as far as possible, are fixed according to the skill and energy with which he performs his work, and not according to the position which he fills. Every endeavor is made to stimulate each man’s personal ambition. This involves keeping systematic and careful records of the performance of each man, as to his punctuality, attendance, integrity, rapidity, skill, and accuracy, and a readjustment from time to time of the wages paid him, in accordance with this record.

The advantages of this system of management are :

First. That the manufactures are produced cheaper under it (cost of production per unit is reduced), 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.

Sixth. It automatically selects and attracts the best men for each class of work, and it develops many first-class men who would otherwise remain slow or inaccurate, while at the same time it discourages and sifts out men who are incurably lazy or inferior.

Finally. One of the chief advantages derived from the above effects of the system is, that it promotes a most friendly feeling between the men and their employers, and so renders labor unions and strikes unnecessary.

There has never been a strike under the differential rate system of piece-work, although it has been in operation for the past ten years in the steel business, which has been during this period more subject to strikes and labor troubles than almost any other industry. In describing the above system of management the writer has been obliged to refer to other piece-work methods, and to indicate briefly what he believes to be their shortcomings.

Full paper

 Part 1 -  Part 2   -  Part 3 -  Part 4 - Part 5 - Part 6

1903

Paper - Shop Management  presented in ASME Conference.

Shop Management - Themes


1. Definition of Management 

2. Difference in Production Quantity between a first class man and an average man

3. Developing and Employing First Class People in an Organization

4. Confronting Soldiering - Slow Pace of Work

5. Halsey Plan - F.W. Taylor's Comments

6. Task Management

7. Investment for Increasing Productivity or Efficiency

8. Importance of people - organization

9. Modern Engineering and Modern Shop Management

10. Task Management - Starting and Ending Times

11. Task Work - Some More Thoughts

12. Usefulness of Gantt's system

13. Time Study - Part 1- F.W. Taylor in Shop Management

14. Bicylcle Ball Inspection Case Study

15. Need for Functional Foremanship or Functional Organisation of Foremen

16. Functional Foremanship

17. Production Planning and Control

18. Role of Top Management in Managing Change to High Productive Shop

19. Train Operators in High Productivity One by One and Then in Small Batches

20. Organizing a Small Workshop for High Productivity

21. Introducing Functional Foremanship


1906
Taylor - Productivity Science and Art of Metal Cutting - Important Points

1907 - 1908 - Industrial Engineering course was started by Prof. Diemer in Penn State College.

1910



                                                                         F.W. Taylor
                                                    Publications and Contribution of Taylor

Important Points of Prof. Diemer's Description of Taylor's Industrial Engineering

  • Analyze each engineering process into its ultimate, simple elements, and develop ideal or perfect elements.
  • Make all due allowances for rational and practical conditions and establish an attainable commercial unit time production standard for every step.
  • The next step is attaining continuously the unit time production standard, involving both quality and quantity for each element.
  • Process integration - Assembling the improved prime elements into a well-arranged, well-built, smooth-running engineering process (machine).
  • The industrial  engineer must be able to select mechanical devices, people and perfect the organization that suits present needs and secures prompt returns in profit.
  • Engineering as applied to production means the planning in advance of production so as to secure certain results.
  • The engineer calculates and plans with absolute certainty of the accomplishment of the final results in accordance with his plans, which are based ultimately on fundamental truths of natural science.
  • The mechanical engineer has to do with the design, construction, testing, and operating of machines. The mechanical engineer designs with certainty of correct operation and adequate strength.  Industrial engineering (Production engineering) has to do with the output of men and machines. It requires a knowledge of both. The product involved may be anything that is made by or with the aid of machinery.
  • It is the business of the Industrial engineer (production engineer) to know every single item that constitutes his finished product, and every step involved in the handling of every piece. He must know what is the most advantageous manufacturing quantity of every single item so as to secure uniformity of flow as well as economy of manufacture. He must know how long each step ought to take under the best attainable working conditions.


Process/operation element analysis was described in detail by H.B. Maynard.


TAYLOR'S INDUSTRIAL ENGINEERING - PROF. DIEMER


The first president of ASME in 1880 pointed out that engineers have to make efforts to reduce cost or products.  Mr. Henry R. Towne laid the foundation for cost reduction by engineers  (industrial engineering) through his paper "The Engineer as an Economist." Towne also described his conception of industrial engineering in a 1905 convocation address to Purdue Engineering Students. Prof. Diemer specially describes the concept of industrial engineering according to F.W. Taylor.

Mr. Taylor is the earliest and foremost advocate of engineering management and industrial engineering. Taylor's contribution to production management is well known though his works shop management and scientific management. His contribution to industrial engineering is not that direct through specific works. But he is credited as the father of industrial engineering as his ideas and works became industrial engineering in practice and theory. As early as 1889, Mr. Taylor earnestly pleaded that shop statistics and cost data should be more than mere records, and that they in themselves constituted but a small portion of the field of investigation to be covered by the industrial engineer. While he did not so express himself, the gist of his treatment of factory management is this:

He considers a manufacturing establishment just as one would an intricate machine. He analyzes each process into its ultimate, simple elements, and compares each of these simplest steps or processes with an ideal or perfect condition. He then makes all due allowances for rational and practical conditions and establishes an attainable commercial standard for every step. The next process is that of attaining continuously this standard, involving both quality and quantity, and the interlocking or assembling of all of these prime elements into a well-arranged, well-built, smooth-running machine. It is quite evident that work of this character involves technical knowledge and ability in science and pure engineering, which do not enter into the field of the accountant. Yet the industrial  engineer must have the accountant's keen perception of money values. His work will not be good engineering unless he uses good business judgment. He must be able to select those mechanical devices and perfect such organization as will best suit present needs and secure prompt returns in profit. He must have sufficiently good business sense to appreciate the ratio between investment and income. 

The industrial engineer to-day must be as competent to give good business advice to his corporation as is the skilled corporation attorney. Upon his sound judgment and good advice depend very frequently the making or losing of large fortunes. Mr. James Newton Gunn is responsible for the use of the term " production engineer" or "industrial engineer" in speaking of the engineer who has to do with plant efficiency.

The word "production" indicates the making or manufacturing of commodities. Engineering as applied to production means the planning in advance of production so as to secure certain results. A man may be a good mechanic but no engineer. The distinction between the mechanic and the engineer is that the mechanic cuts and tries, and works by formulae based on empiricism. The engineer calculates and plans with absolute certainty of the accomplishment of the final results in accordance with his plans, which are based ultimately on fundamental truths of natural science.

The mechanical engineer has to do with the design, construction, testing, and operating of machines. The mechanical engineer designs with certainty of correct operation and adequate strength. Production engineering has to do with the output of men and machines. It requires a knowledge of both. The product involved may be anything that is made by or with the aid of machinery.

It is the business of the production engineer to know every single item that constitutes his finished product, and every step involved in the handling of every piece. He must know what is the most advantageous manufacturing quantity of every single item so as to secure uniformity of flow as well as economy of manufacture. He must know how long each step ought to take under the best attainable working conditions. He must be able to tell at any time the exact condition as regards quantity and state of finishedness of every part involved in his manufacturing process.

The engineer must be able not only to design, but to execute. A draftsman may be able to design, but unless he is able to execute his designs to successful operation he cannot be classed as an engineer. The production engineer must be able to execute his work as he has planned it. This requires two qualifications in addition to technical engineering ability: He must know men, and he must have creative ability in applying good statistical, accounting, and "system" methods to any particular production work he may undertake.

With regard to men, he must know how to stimulate ambition, how to exercise discipline with firmness, and at the same time with sufficient kindness to insure the good-will and cooperation of all. The more thoroughly he is versed in questions of economics and sociology, the better prepared will he be to meet the problems that will daily confront him. As economic production depends not only on equipment and plant, but on the psychological effect of wage systems, he must be able to discriminate in regard to which wage system is best applicable to certain classes of product.

Hugo Diemer defined or explained Industrial Engineering in chapter I in his book published in 1910.

FACTORY ORGANIZATION AND ADMINISTRATION BY HUGO DIEMER, M.E.

Professor of Industrial Engineering, Pennsylvania State College; Consulting Industrial Engineer
FIRST EDITION
McGRAW-HILL BOOK COMPANY,  NEW YORK
1910



https://archive.org/details/factoryorganiza00diemgoog

Above link was accessed by me on 8.10.2022. The book available is 3rd edition published in 1921. See page 11. Point 15. It was mentioned that in the first edition of the book, the writer outlined the methods of industrial engineer. It was briefly given again this edition.


The first edition of the book is available at

Hugo Diemer started industrial engineering with first teaching a subject, then starting a 2-year program and then a 4-year program.

1911
F.W. Taylor Scientific Management - With Appropriate Sections

1912
Testimony of Taylor before Special Investigation Committee

1915

INDUSTRIAL ORGANIZATION AND MANAGEMENT

HUGO DIMER
1915
https://archive.org/stream/industrialorgan00diemgoog/industrialorgan00diemgoog_djvu.txt


Qualifications of Time-Study Observer

(pp. 203 to 207)

It is desirable, although not absolutely essential, that the observer be trained in the trade under observation.  College training in laboratory practice in which a man has become accustomed to taking accurate readings is good preparation for this work, provided it has been followed by some shop
training in the trade involved.

The workman on whom the time study is made should always be informed of its purpose, and his interest and co-operation secured. Time study for the purpose of getting the motion and time elements should always be made on first-class men, and such percentage of extra time added in establishing a time limit as will afford an incentive for the average man.

It is customary to pay an advance over a man's ordinary rate when he is acting as a subject for time
and motion studies. This extra pay is in no sense in the nature of a bribe, but it is in recognition of the fact that the man is being called upon to assist in a higher grade f work, since he and the time-study man are now doing team work of a research nature, which is a higher grade of work than ordinary production. The workman may be called upon by the time-study man to stop suddenly in the midst of a process, and to think about certain motion elements involved, and discuss whether these elements are ordinary practice, or whether a certain improvement, short cut, or device suggested by the time-study man is feasible or not, and many similar matters.

Preparation of the Instruction Card

An instruction card is the synthetic or constructive result of the analytic or observational operation known as the time study. It will be noticed that in the instruction card each element or sub-operation is distinctly listed and the standard time which has been agreed on is listed after each sub-operation.

After the time-study work has progressed to such an extent that a considerable variety of standard elemental operations and times have been listed and filed, the building-up of the instruction card for a new piece will consist very largely in assembling these standard elements, leaving only a few elements remaining, for which the time can frequently be figured from known data, so that the actual time-study work becomes less all the time, and the result of every additional time study becomes more and more extensive.

Doing the Work According to Instructions

Where the men have never worked under instruction cards, it will require patient and systematic training and an insistence on careful reading and following of the individual steps of the elemental operation instructions. At the beginning men who have been accustomed to looking at the time consumed on a job merely in the light of the total time are apt to consider impossible the time reductions indicated on most instruction cards.

The writer had experience of this sort in the assembling of automobiles and of engine-governors. After considerable preliminary work in planning and getting materials and tools ready, accompanied by careful time studies, it was decided to offer a bonus in the case of automobile-assembling, beginning at 100 total hours of assemblers' time. The best previous record had been 225 hours. With careful handling of the men the time was reduced at the first to 90 hours and ultimately it was a common occurrence for the total assembling time to take no longer than 65 or 70 hours. In the case of steam-engine governors a great deal of time had been lost by reason of poor fits and the necessity of having the assemblers do a great deal of filing. After the adoption of standard limits on the parts which were to be fitted together, the total time of assembling governors was reduced to about one-third of the former time.

A skilled demonstrator or leader needs to remain with the workers until they are able to do the tasks specified in the instruction cards, and within the time limits designated. When a job has reached the stage where it is continuously done in the time specified, it can be safely left alone. Frequently, however, after considerable savings have been made on work done by an experienced man or group of men, when a new man or group of men undertakes the same task, it takes a much longer time. Under these circumstances it is quite likely that the services of the demonstrator or leader will be again required.

2017
Principles of Industrial Engineering - Taylor - Narayana Rao

2020
THE NEW INDUSTRIAL ENGINEERING (2020): CREATING ENTERPRISE EXCELLENCE
An Article in  Maynard's Industrial and Systems Engineering Handbook, 6th Edition - Edited by Prof. Bopaya M. Bidanda


Publication - Job Shop Lean: An Industrial Engineering Approach to Implementing Lean in High-Mix Low-Volume Production Systems  By Shahrukh A. Irani.

2021
#IISEAnnual2021 - Captains of Industry Forum with Apple CEO Tim Cook - Interview
https://www.youtube.com/watch?v=W6kcA8weV90

Important point made. - Industrial engineers are not happy with status quo. They are constantly in search of improvement and innovation


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Industrial Engineering 4.0 - Computer Aided Industrial Engineering: Work Systems Analysis in Industry 4.0

Rao, Kambhampati Venkata Satya Surya Narayana; Rathod, Aniket.  IIE Annual Conference. Proceedings; Norcross (2021): 49-54.
#IndustrialEngineering #Productivity #CostReduction


Coca-Cola - A case study of total productivity management.

Rao, K V S S Narayana.  Industrial Management; Mar/Apr 2021
#IndustrialEngineering #Productivity #CostReduction



2023
Publication:
Maynard's Industrial and Systems Engineering Handbook, 6th Edition - Edited by Prof. Bopaya M. Bidanda

2024

Deepseek
DeepSeek’s  #Optimization Strategy: Redefining AI Cost and Efficiency.
By focusing on cost reduction, open-source collaboration, and efficient model architectures, 
DeepSeek redefined what’s possible in AI. 
Now in  AI, the future belongs to those who can do more with less. #IndustrialEngineering in demand.
Product and Process Industrial Engineering of Generative AI - LLM Models - Deepseek Story.




2025

2025 India National Productivity Week - 12 - 18 February Theme - From Ideas to Impact: Protecting Intellectual Property for Competitive Startups.

The theme for Productivity Week 2025 provides a crucial platform to address the interconnected challenges and opportunities related to innovation, intellectual property (IP), and productivity within the Indian startup ecosystem.

For industrial engineers innovation and productivity are important themes to focus on. 

IEs have to organize events, participate in the event actively and promote industrial engineering as the department, function and discipline to promote productivity through innovation.

I am collecting background material to support industrial engineers in preparing for the events of the week.

Background Material - 2025 India National Productivity Week - February 12- 18, Theme - From Ideas to Impact: Protecting Intellectual Property for Competitive Startups.




How Industrial Engineering is Changing the World in 2025?

AIIEM
Mission
Our mission is to empower industrial engineers and managers across the Middle East and North Africa by enhancing their skills and knowledge, enabling them to meet evolving market demands. We are committed to fostering education, promoting professional development, and conducting essential market research to create sustainable solutions in the educational sector.




Neglected Industrial Engineering of F.W. Taylor.

Machine Effort Industrial Engineering.
Quality Shop floor Foreman
Speed Shop floor Foreman
Time reduction through process improvement focus of Time Study
Employee Involvement and Personnel Relations by Managers and Process Improvement Specialists
Knowledge Management
Industrial Engineering Research and Productivity Science Development
Productivity Engineering - Engineering improvement of products, processes and facilities is the main task of industrial engineers.

Celebrate the birthday of F.W. Taylor in your Industrial Engineering Department and Company. Share what you are implementing in your company from Taylor's Ideas.

Birthday of F.W. Taylor 20th March. Modern Industrial Engineering March  2026 Issue - Taylor Month of IE - Contribution of F.W. Taylor to Industrial Engineering and Productivity Management - Implemented and Neglected Aspects

Access Essays on F.W. Taylor's Writing - Belt Drive Design, Productivity System and Section, Shop Management, Productivity Science of Machining, and Scientific Management

Sharing IE Department Newsletters in your organization can attract the attention and engage more employees in total industrial engineering. - Narayana Rao.


Ud. 8.3.2026, 12.4.2025
Pub. 4.2.2025