The Standardization of Work and Rest.
Meantime, in standardizing work and rest periods, it is customary and proper to make a larger allowance for fatigue than the records show to be necessary. We cite as an example a case of folding handkerchiefs. The old method of folding was to have the workers seated at low tables in chairs of ordinary height, working throughout the entire day, with the only rest periods an hour at noon and such ceasing from folding as took place when the workers went for supplies, or took back finished product to be checked, or other rest periods that they took at will, as the work was piece work. After an intensive study of the problem, made not only to increase their output but to better their working conditions and allow them to earn more money with less fatigue, the following schedule of work and rest periods was adopted.
Each hour was divided into ten periods. The work was placed on a work table of the proper height. The handkerchiefs already folded, those being folded, and those to be folded were arranged in the most convenient and efficient manner. All variables of the work had been studied, and the results of the study standardized. The first four periods, that is, the first twenty-four minutes, the girl remained seated. She worked five minutes and rested one; again worked five minutes and rested one. That is to say, she had four minutes’ rest out of the twenty-four, and spent this rest seated so that she might lose no time in getting back to the work. The next two periods, that is for twelve minutes, the girl was standing. Again she worked five minutes and rested one minute, and for the second time worked five minutes and rested one minute. That is, she rested two out of the twelve minutes in the same position in which she worked. The third group, a space of eighteen minutes, she spent either sitting or standing, as she pleased. Here also she worked five minutes, rested one minute; worked five minutes, rested one minute; worked five minutes, and rested one minute in the position, either standing or sitting, which she herself had chosen. The last period, which consisted also of six minutes, was spent by the girl walking about and talking, or amusing herself as she otherwise chose. With this might be combined the last rest minute or period No. 9, which thus gave her seven consecutive minutes for unrestricted rest activity.
This was the schedule for all hours of the day except the hour before noon and the hour before closing time at night. In these hours the first nine periods resembled the first nine periods of the other hours; but the tenth period was spent in work, as a long rest period was to follow.
At the end of the day’s work under these conditions the girls accomplished more than three times the amount of their previous best work, with a greater amount of interest and with no more fatigue. It may be stated here that the primary aim in this investigation was not to eliminate fatigue, but to increase the wages of the girls by raising the output. The operators had not seemed overfatigued at the start. They maintained that they were less tired at the close of the day when using the new method, and certainly the amount of fatigue caused by producing an amount of output such as was made under the old method was reduced to an enormous extent. With further practice these preliminary results will be further improved.
It is of fundamental importance in making an investigation of this type that the allowance for fatigue be greater than the physical condition of the worker at the end of the day seems to indicate necessary. It is also fundamental that the results of the investigation be at once incorporated into actual shop practice. If each member of the organization is at once placed under such working conditions that he can enjoy the rest periods along with the high pay that comes from a large product, he will co-operate most fully in the progressive work of fatigue elimination. It is a fundamental rule of scientific management that the rate once set must never be cut. It should also be a fundamental principle of our management that rest periods once established should not be abolished or shortened. Let the error, if error there is, always result to the advantage of the worker, never to that of the employer. If you have not allowed enough rest, make the allowance larger, then reinvestigate. If you have allowed too much rest, let the job stand as one to be given for special merit, and attack some other problem. The result will be an increased co-operation which will more than compensate for the occasional over allowance for fatigue.