Efficiency Methods
An Introduction to Scientific Management

THE SCHEDULE TIME OR STANDARD TASK IO7 the constant in negotiations and calculations.1 Mr. Gantt says that the setting of each of his tasks meant at least a year’s preliminary work at time- and motion-study, general or special, and in some cases two years. We have seen that the operation has been exam- ined, element by element, to find the best way of performing each, and to improve every surrounding condition; that the time of a good worker to perform each element has then been ascertained, and a total time obtained by addition. Allowances are then made for rest and for delays that cannot be avoided. Finally a percentage is added to the best possible time to transform it into the usual time which a worker should take, after the approved method has been acquired. It is the fixing of this percentage increase in time which is not an easy matter. The principle that there should be an increase is laid down quite clearly by all scientific managers, from Taylor onwards. 1 In Mr. Sanford Thompson’s articles on time-study, to which reference has already been made (p. 85), he advises the approaching of the schedule time gradually, with the object of making it an unalterable quantity when finally fixed. Thus (p. 386) : “ In beginning tasks on a certain line of work it is frequently advisable to give a longer time than will be adopted permanently ; provided, however, it is clearly stated to the operatives that this is simply temporary, so as to enable them to become accustomed to the new methods, and provided it is also clearly stated that after a certain fixed period the rates will be changed to new definitely-stated figures. These permanent figures must be given out before tasks are begun. Never change this regular rate unless radical changes in methods or machinery are made by the management, and then only with the consent of the operatives.”