Shop Management

SHOP MANAGEMENT 59 yard labor as an illustration of the application of the study of unit times as the foundation of success in management, the following would seem to him a fair comparison of the older methods with the more modern plan. For each job there is the quickest time in which it can be done by a first-class man. This time may be called the “quickest time,” or the “standard time” for the job. Under all the ordinary systems, this “quickest time” is more or less completely shrouded in mist. In most cases, however, the work- man is nearer to it and sees it more clearly than the employer. Under ordinary piece work the management watch every indication given them by the workmen as to what the “quickest time” is for each job, and en- deavor continually to force the men toward this “standard time,” while the workmen constantly use every effort to prevent this from being done and to lead the management in the wrong direction. In spite of this conflict, however, the ‘‘standard time” is gradually approached. Under the Towne-Halsey plan the management gives up all direct effort to reach this “quickest time,” but offers mild inducements to the workmen to do so, and turns over the whole enterprise to them. The workmen, peacefully as far as the management is concerned, but with considerable pulling and haul- ing among themselves, and without the assistance of a trained guiding hand, drift gradually and slowly in the direction of the “standard time,” but rarely approach it closely.