Efficiency Methods
An Introduction to Scientific Management

THE SCHEDULE TIME OR STANDARD TASK III on an average 2-17 minutes. After the method had been modified the worker took i-6 minutes. In a short time she took only -5 minute. He says1 “ Inasmuch as any large reduction in the time of an operation is usually made by a change of method, it is necessary to get the operator out of his old habits and train him in new ones.” The scientific managers make it quite clear that they have no scientific law for adjusting the standard task or schedule time between the minimum and the learner’s average; they make a rule, but are governed by circumstances in making it. Mr. Gantt is obviously fully aware of the difficulty, and the nature of the criticism, and has stated very well the conditions which primarily govern the choice of the percentage. The time allowed must be liberal—a good worker may often take less, and profit by his celerity—so that failure is not easily caused by any small contingency, for failures will occupy the time of the foremen and investigators in finding out how the worker can be helped to make good. On the other hand, he finds that he gets better work all round if the task is not too easy and requires undivided attention. In his work with girl opera- tors, quoted above, the minimum time (about *5 minute) was increased by 30 per cent. The result in six months was that most of the girls had exceeded their task by 30 to 40 per cent, in their output, and their wages by 50 or 60 per cent., which was con- sidered very satisfactory on both sides. 1 “ Industrial Leadership,” p. 76.