It is perfectly possible, but only to one trained in the particular art, to schedule the different operations on all of the different parts of the product; to plot the productive times required, so that each may begin at such a time in relation to the others that all will arrive at the point of assembly at the proper time and in the proper sequence; to combine these studies of the different productive orders on a chart which will show the disposition to be made of all the men and machinery; to prepare advance programs for each man and machine engaged in productive labor; and thus to give to the superintendent and foremen the advantage of the same predisposition of time that they now have of material.
As it is now, the time of these persons is entirely too much occupied with this problem of the disposition of time for which they are only partly equipped, having, it is true, much of the necessary information, but no training in the scientific handling of it. They are, therefore, unable to devote the time they should to the immediate study of the operations and the provision of tools, material and instruction to the men. They try to be all over the shop at once and they depend on getting their information at first hand, and consequently fail more or less clearly to cover the ground. Having such schedules and programs as are above described, and with the proper work tickets distributed on a dispatching board, each one in the division representing the work upon which a man or machine is engaged, having the time of commencement and the standard time thereon, the foreman can see at a glance without leaving his office what men will shortly finish their work and what steps must be taken to see that the drawings, tools and materials for their next work are ready for them
in time. Having seen to this he has some leisure to give his attention to matters immediately requiring it, knowing, if anything is obstructing the other men, that their anxiety to earn their bonus will cause them promptly to bring such matters to his attention. Having this schedule, moreover, the foremen are enabled to order material, etc., ahead and to do so intelligently, thus making the work of the shop transportation department much simpler. In one case by this means 25 men were able to handle the intra-shop transportation in a more satisfactory manner than 75 men had previously been able to do.
The planning department also greatly aids and is in turn aided by the purchasing department, for the times when material must or can be got can intelligently be determined to their mutual advantage. The sales department, too, when it once gets the idea that the shop is not working miracles, but has its limitations, can make delivery promises which really mean something and can be kept, and this is a trump card of no small importance when the fact becomes realized among the customers of the concern.
Responsibility of the Management.
In the opinion of those whose opportunities have enabled them to get at the facts, the inefficiency in manufacturing, which undoubtedly generally exists today, in spite of the prevailing impression to the contrary, is only about one-fourth due to the things over which the employes have control and three-fourths to conditions imposed upon them by the management. The methods outlined above have achieved results whenever they have been faithfully and honestly tried, with proper co-operation by the management and under the direction of skilled specialists, and the results have continued and will continue as long as the methods are followed. The effect upon the men is that
from being often listless, indifferent and antagonistic, they become energetic, ambitious and loyal friends.
One thing more: Much has been done and overdone in the line of so-called welfare work. It is a highly creditable and necessary line of effort, when confined to attempts to remove from the path of the employe any obstacle which prevents him from developing his skill and efficiency to the highest degree. An uncomfortable, unhappy person cannot be efficient. But as steam is necessary to the engine, so is incentive necessary to the worker to get him to make the best use of the facilities provided for him. Under our present civilization, the same incentive which pushes on the master will push on the man, and that is direct personal gain in dollars and cents, not for itself, but for and what that gain will bring. It must come to him quickly after the exertion which its expectation calls forth, for if long delayed, the effect is lost. It must also come to him separately from his regular wage that its amount may be the more readily realized.
Moreover, the results of efficiency methods, within the writer’s knowledge, are sufficient to convince him that their general adoption would so increase the purchasing power of the employe, by increasing his wages and decreasing the cost production, as to have a markedly beneficial and steadying effect upon the business of the country.
Efficiency methods, however, cannot be successfully designed or installed by those trained in other lines and prejudiced by other associations. After these methods have been scientifically developed to suit the existing conditions and actually put into operation by those skilled in the art, they may gradually be relinquished into the control of those who have been educated in the process of installation, with some hope of success for their future operation.