Shop Management

SHOP MANAGEMENT 89 from 10J per day, first to 9J, and latter to 8J; a Saturday half holiday being given them even with the shorter hours. Two recesses of ten minutes each were given them, in the middle of the morning and afternoon, during which they were expected to leave their seats, and were allowed to talk. The shorter hours and improved conditions made it possible for the girls to really work steadily, in- stead of pretending to do so. Piece work was then introduced, a differential rate being paid, not for an increase in output, but for greater accuracy in the inspection; the lots inspected by the over-inspectors forming the basis for the payment of the differential. The work of each girl was measured every hour, and they were all informed whether they were keeping up with their tasks, or how far they had fallen short; and an assistant was sent by the foreman to en- courage those who were falling behind, and help them to catch up. The principle of measuring the performance of each workman against a standard at frequent in- tervals, of keeping them informed as to their pro- gress, and of sending an assistant to help those who were falling down, was carried out throughout the works, and proved to be most useful. The final results of the improved system in the inspecting department were as follows: (a) Thirty-five girls did the work formerly done by one hundred and twenty. (b) The girls averaged from $6.50 to $9.00 per week instead of $3.50 to $4.50, as formerly. (c) They worked only 8J hours per day, with