Efficiency Methods
An Introduction to Scientific Management

194 EFFICIENCY METHODS and look far ahead to produce for itself the kind of people it needs. It has evidently been desired, in the administration of all the chief scientific managers, to arrange for each foreman or skilled man to train up his immediate successor, who mean- while serves under him ; and this seems often to have excellent results. But a far wider and more com- pletely thought-out scheme than this is necessary. Differentiation must be made, too, in most cases, for young people who come in at different ages, accord- ing to their previous education, and according to their aims in a future career. The usual classifica- tion in England, as in America, is the boy or girl from an elementary school, the youth from a secondary school, and the college-student. Under present conditions this classification is likely to continue. The college student is specially valuable for time-study observations if he is given the right sort and amount of preliminary experience as well; and he should also be under training to become an efficiency engineer or efficiency manager. A very good article on the subject of his training was written by Dr. Taylor in 1912, in the Sibley Journal of Engineering, entitled “ Why Manufacturers dis- like the College Graduate.” One of the chief reforms advocated in the paper was the alternation of time in some works with time in academic train- ing, each for a period of about a year at a time. This is already the custom in the curriculum for a degree in engineering in England. In America, during the last two or three years, courses of lectures