The Principles of Scientific Management

104 THE PRINCIPLES OF SCIENTIFIC MANAGEMENT workman’s whole time is each day taken in actually doing the work with his hands, so that, even if he had the necessary education and habits of generaliz- ing in his thought, he lacks the time and the oppor- tunity for developing these laws, because the study of even a simple law involving say time study re- quires the cooperation of two men, the one doing the work while the other times him with a stop-watch. And even if the workman were to develop laws where before existed only rule-of-thumb knowledge, his personal interest would lead him almost inevita- bly to keep his discoveries secret, so that he could, by means of this special knowledge, personally do more work than other men and so obtain higher wages. Under scientific management, on the other hand, it becomes the duty and also the pleasure of those who are engaged in the management not only to develop laws to replace rule of thumb, but also to teach impartially all of the workmen who are under them the quickest ways of working. The useful results obtained from these laws are always so great that any company can well afford to pay for the time and the experiments needed to develop them.' Thus under scientific management exact scientific knowledge and methods are everywhere, sooner or later, sure to replace rule of thumb, whereas under the old type of management working in accordance with scientific laws is an impossibility. The development of the art or science of cutting metals is an apt illustration of this fact. In the fall of 1880, about the time that the writer started to