For example, — the use that is to be made of the work after it is completed may entirely change the methods best used in doing it. Thus, the face of a brick wall that is to be plastered does not require and should not have the usual excellence of nicely ruled joints required on a face that is not to be plastered. In fact, the roughest, raggedest joints will be that quality of wall that will make the plaster adhere the best.
As an example of professional observation and investigation with which no untrained observer could compete, we cite the epoch making work of Dr. Taylor in determining the most efficient speeds, feeds, cuts and shape of tools to use for the least wastefulness in cutting metals.[14]
Dr. Taylor, an unusually brilliant man, at the end of twenty-six years, working with the best scientists, engineers, experimenters, and workmen, after an expenditure of literally hundreds of thousands of dollars, was able to determine and write down a method for cutting metals many times less wasteful in time than was ever known before; but the data from the experiments was so complex and involved that a considerable knowledge of higher mathematics had to be used to apply the data. Furthermore, the data was in such form that it took longer to use the knowledge contained therein than it did to do the work on any given piece of metal cutting. After gathering this knowledge, Dr. Taylor, with his assistants, first Mr. Gantt and finally Mr. Barth, reduced it to such a form that now it can be used in a matter of a few seconds or minutes. This was done by making slide rules. [15] Today workers have this knowledge in a form that any machinist can use with a little instruction. As a result, Dr. Taylor's observations have revolutionized the design of metal cutting machinery and the metal cutting industry, and the data
he collected is used in every metal cutting planning department.
Furthermore, as a by-product to his observations and investigations, he discovered the Taylor-White process of making high speed steel, which revolutionized the steel tool industry. No untrained workman could expect ever to compete with such work as this in obtaining results for most efficient planning and at the same time perform his ordinary work.
Wastefulness of Individual Planning. — Even if it were possible so to arrange the work of every worker that he could be in close proximity to the equipment for planning and could be given the training needed, individual planning for "small lots" with no systematized standardization of planning-results would be an economic waste that would cause an unnecessary hardship on the worker, the employer and the ultimate consumer. Individual planning could not fit the broad scheme of planning, and at best would cause delays and confusion, and make an incentive to plan for the individual self, instead of planning for the greatest good of the greatest number.
Again, even if it were possible to plan best by individual planning, there is a further waste in changing from one kind of work to another. This waste is so great and so obvious that it was noticed and recognized by the earliest manufacturers and economists.
Hardship to the Worker of Individual Planning. — To obtain the most wages and profits there must be the most savings to divide. These cannot be obtained when each man plans for himself (except
in the home trades), because all large modern operations have the quantity of output dependent upon the amount of blockades, stoppages and interferences caused by dependent sequences. It is not, therefore, possible to obtain the most profit or most wages by individual planning. Planning is a general function, and the only way to obtain the best results is by organized planning, and by seeing that no planning is done for one worker without proper consideration of its bearing and effect upon any or all the other men's outputs.
The Man Who Desires to Be a Planner Can Be One. — If the worker is the sort of a man who can observe and plan, or who desires to plan, even though he is not at first employed in the planning department, he is sure to get there finally, as the system provides that each man shall go where he is best fitted. Positions in planning departments are hard to fill, because of the scarcity of men equipped to do this work. The difficulty of teaching men to become highly efficient planners is one of the reasons for the slow advance of the general adoption of Scientific Management.