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Show 1 TH PRINCIPLE O SCIENTIFI MANAGEMEN making, rules which have for their object curtailing the output o their members, and those men who have the greatest influence wit the working-people, the labor leaders as well as many people wit philanthropic feelings who are helping them, are daily spreadin this fallacy and at the same time telling them that they ar overworked A great deal has been and is being constantly said about ‘"‘sweatThe writer has great sympathy wit shop" work and conditions those who are overworked, but on the whole a greater sympathy fo For every individual, however, who i those who are under paid overworked, there are a hundred who intentionally underwor - ever greatly underwor da of thei lives an wh reason deliberately aid in establishing those conditions whic end inevitably result in low wages for thi in th And yet hardly a single voice i being raised in an endeavor to correct this evil - th Second. As to the second cause for soldierin relation which exist between employers and employés under almost all o the systems of management which are in common use - it is impossible in a few words to make it clear to one not familiar with thi problem why it is that the ignorance of employers as to the prope time in whieh work of various kinds should be done makes it fo the interest of the workman to ‘"soldier. The writer therefore quotes in the appendix from a paper rea before The American Society of Mechanical Engineers in June 1903, entitled ‘‘Shop Management," which it is hoped will explai fully this cause for soldiering Third. As to the third cause for slow work, considerable spac will later in this paper be devoted to illustrating the great gain both to employers and employés, which results from the substitutio of scientific for rule-of-thumb methods in even the smallest detail The enormous saving of time and thereof the work of every trade fore increase in the output which it is possible to effect throug eliminating unnecessary motions and substituting fast for slow an inefficient motions for the men working in any of our trades, can b fully realized only after one has personally seen the improvemen which results from a thorough motion and time study, made by competen man To explain briefly, owing to the fact that the workmen in all o our trades have been taught the details of their work by observatio of those immediately around them, there are many different ways i common use for doing the same thing, perhaps forty, fifty, or hundred ways of doing each act in each trade, and for the sam |
