Shop Management

60 SHOP MANAGEMENT With accurate time study as a basis, the “quickest time” for each job is at all times in plain sight of both employers and workmen, and is reached with accu- racy, precision, and speed, both sides pulling hard in the same direction under the uniform simple and just agreement that whenever a first-class man works his best he will receive from 30 to 100 per cent, more than the average of his trade. Probably a majority of the attempts that are made to radically change the organization of manufactur- ing companies result in a loss of money to the com- pany, failure to bring about the change sought for, and a return to practically the original organization. The reason for this being that there are but few employers who look upon management as an art, and that they go at a difficult task without either having understood or appreciated the time required for organization or its cost, the troubles to be met with, or the obstacles to be overcome, and without having studied the means to be employed in doing so. Before starting to make any changes in the organi- zation of a company the following matters should be carefully considered: First, the importance of choosing the general type of management best suited to the particular case. Second, that in all cases money must be spent, and in many cases a great deal of money, before the changes are completed which result in lowering cost. Third, that it takes time to reach any result worth aiming at. Fourth, the importance of making changes in their proper order, and that unless the right steps are taken, and