Shop Management

INDEX 205 Management, Shop, unevenness in development of its elements, 17- 19; lack of apparent relation be- tween, and the payment of divi- dends, 17, 19, 20; rise of men of especial ability, 17; master spirit in, 18; should be looked upon as an art, 18, 60, 63; elements of the successful, 19; in this country behind modern management, 20; art of, defined, 21; relation be- tween employer and men, 21 ff.; high wages and low labor cost the foundation of the best, 22, 63; ignorance in regard to the amount of time required for work, 24, 30, 34; indifference to proper sys- tems, 30; indifference toward the men, 30; contract system, 35; failure of cooperative experi- ments, 37, 38; Towne-Halsey system of, compared with task system, 42-45; accurate time study the basis of good, 46, 58; example of, at Bethlehem Steel Co., 46-56; old and modern methods compared, 59; diffi- culties of radical changes in, 60, 64; managers too over- whelmed by work to give thought to, 61, 62; a good organization of more importance than a good plant, 62; four principles which should be followed to unite high wages with low labor cost, 63, 64, 69, 70, 71, 75; a large daily task desirable, 63, 69; standard conditions, 64, 71; high pay for success, 64, 70j loss in case of failure, 64, 71; necessity and economy of a planning depart- ment, 64-67; analogy between modem engineering and modem methods of, 66-68; freedom from strikes under scientific, 68; task system, 69, 76, 80; differential rate system, 76-94; shops under- officered, 94. Change in, functional manage- ment, 98-100; should not be made without foresight of what is involved, 128-130; object of, 130, 131; men must be brought to see what is meant by, 131, 132; instruction of men as re- gards, 132, 133; men must rise from one plane of efficiency to another, 133, 134; should be made gradually, 134, 135; change in, the first step of should be the selection of competent reorgan- izer, 135, 136; where beginnings should be made in, 136-138; the selecting and training of func- tional foremen, 138; inspectors first to be chosen, 144; the task idea, 144, 145; a difficulty in, 145. Master spirit, rise of, from humble position, 17; good management of his particular department, 18. Messenger boys, Mr. Almon’s sys- tem for managing, 201. Messenger system, 118. Metal tools, improvement in, 8, 9. Metcalfe, Captain Henry, his card system of shop returns, 202. Methods, desirability of standard- izing, 123, 124. Midvale Steel Works, under the old system, 44; functional fore- manship introduced into, 107; repair force in, 118; study of time problem carried on in, 179; no strikes in, 183; the policy of, 183. Military plan of management, 92, 98, 99. Minimum wage, 190. Mnemonic symbol system, 115, 116. Mnemonic system of Messrs. Smith and Towne, 201. Mutual accident insurance asso- ciations, 119, 120, 198. Natural laziness, 30. Non-producers, and producers, rela- tive numbers of, 121, 122; what is meant by, 122; the diminishing of the number of, 147. Note sheet for time study, 151-158. Order of Work and Route clerk, duties of, 102. Orders for machines, analysis of, 111, 112. Organization, the building of an efficient, slow and costly, 62; good, of more importance than a good plant, 62, 63. See Man- agement. Over-foremen, in system of func- tional foremanship, 108, 109. See Foremen.