Naturally he was enthusiastic.
Why not? He had persuaded the manager to have this new product analyzed by experts—and the analyses had proved extremely favorable.
He wanted to go ahead.
But the manager moved slowly. "It may make a good flour and the bread made from it may be good for the digestion," said he, "but will the bread taste as good?"
Finally, after trying out the flour in his own home, he refused to go ahead with the project. The miller, knowing how good the bread would be for people, fired up his job, went into business for himself and put his trick flour on the market.
It never sold.
The bread baked from it didn't taste good.
The mill owner, you see, had kept his eye on what the miller had neglected—the big, vital element of the business—that people bought flour to make bread, and that anything affecting the quality and taste of the bread must therefore be handled very carefully.
What the miller needed, to take the place of the boss's years of experience, was a chart like the one on the opposite page—a graphic outline in skeleton form of his work's vital element.