The Principles of Scientific Management

THE PRINCIPLES OF SCIENTIFIC MANAGEMENT 87 (girls) were working ten and one-half hours per day (with a Saturday half holiday.) Their work consisted briefly in placing a row of small polished steel balls on the back of the left hand, in the crease between two of the fingers pressed together, and while they were rolled over and over, they were minutely examined in a strong light, and with the aid of a magnet held in the right hand, the defective balls were picked out and thrown into especial boxes. Four kinds of defects were looked for— dented, soft, scratched, and fire-cracked — and they were mostly so minute as to be invisible to an eye not especially trained to this work. It required the closest attention and concentration, so that the nervous tension of the inspectors was considerable, in spite of the fact that they were comfortably seated and were not physically tired. A most casual study made it evident that a very considerable part of the ten and one-half hours during which the girls were supposed to work was really spent in idleness because the working period was too long. It is a matter of ordinary common sense to plan working hours so that the workers can really “work while they work” and “play while they play/’ and not mix the two. Before the arrival of Mr. Sanford E. Thompson, who undertook a scientific study of the whole pro- cess, we decided, therefore, to shorten the working hours. The old foreman who had been over the inspecting