Efficiency Methods
An Introduction to Scientific Management

6 EFFICIENCY METHODS theless, that something might be created which approached it more and more nearly. He had learned two lessons. First, that before you could ask a man to do a “ fair day’s work ” you must see that all the conditions of shop, machine, supply of materials, the man’s health, bodily position and comfort, and mental attitude towards his work, were made as good as possible, and as uniform as possible. They were in effect to be made standard. (See chap. vi. for the use of this word.) Secondly, that the way to compute the proper time for a job was to divide it into a succession of elementary operations, and observe the time for each singly. A large number of observations on each item can be made and a useful average obtained. Time can also be allowed for rests, and for delays that cannot be eliminated.1 What were the direct results of the development of these ideas in the works where they first took root ? First, the putting of one’s house in order— getting the whole equipment into a better and more uniform condition, before one could invite a work- man to show what he could do. As the American language would put it, “ It’s up to the management, 1 All delays are to be eliminated as far as possible. The material and the tools must be always ready to hand, and to use. This means that the programme for the work of every person each day must be approximately carried out, otherwise other workers cannot get standard conditions. But that involves that the time that ought to be taken for each piece of work is pre- viously known. It begins to look like a vicious circle ; but the gradual side-by-side solution of all these problems is just the work of an intelligent and indomitable organizer.