Efficiency Methods
An Introduction to Scientific Management

THE PLANNING DEPARTMENT 35 does not belong, would in all probability go un- detected. Three examples will now be given of the per- sonnel, in each case, of three rather complicated planning departments. The complication really arises from the facts that (1) the planning office is arranged to accommodate men with whom the purely planning activity must be in close contact; (2) the time-study and study of detailed methods of work is placed there too; and (3) that in two of the three cases the product leaves the factory from the planning department, having returned there when completed. List A is taken from H. K. Hathaway’s “ Planning Department,” published in Industrial Engineering, vol. xii., and reprinted in C. B. Thompson’s Col- lection already mentioned, p. 372. It belongs to an unspecified plant where 100 men were directed by a planning force of 20, as “ the concern manufactures a great variety of products.” List B is from Parkhurst’s “ Applied Methods of Scientific Management,” and represents the usage of the Ferracute Co. List C is from Lieut. Sterling’s “ Successful Application of Scientific Management ” {Journal of the American Society of Naval Engineers, vol. xxiv., p. 167, and reprinted in C. B. Thompson’s Col- lection, p. 300). It refers to an unspecified en- gineering shop “ in many ways analogous to a naval yard.” Printed forms, cards, and tabs used in this shop are given in much detail in the same article.