Efficiency Methods
An Introduction to Scientific Management
Forfatter: A.D. McKillop, M. McKillop
År: 1917
Forlag: George Routledge & Sons, Ltd.
Sted: London
Sider: 215
UDK: 658.01. mac kil. gl
With 6 Illustrations.
Søgning i bogen
Den bedste måde at søge i bogen er ved at downloade PDF'en og søge i den.
Derved får du fremhævet ordene visuelt direkte på billedet af siden.
Digitaliseret bog
Bogens tekst er maskinlæst, så der kan være en del fejl og mangler.
84
EFFICIENCY METHODS
very carefully, or their efforts will make the manage-
ment look foolish, and produce a harmful effect on
the workers. Wherever possible more than one
observer should be set to work, as the statistics will
be much more valuable if personal idiosyncrasies
can be eliminated by comparison and repetition.
Each observer should be a man already trained in
scientific method, but he must not be a novice with
regard to the operation being observed. The
workmen must feel quite sure that he already knows
a good deal about their work. He should then
stand beside each workman as a colleague and
co-operator, not as one having authority over him,
but still less, emphatically, as an ignorant person
whose sole equipment consists of stop-watch, pencil,
and paper.1
i The later exponents of time-study methods insist very
strongly that no workman should have the details of his work
studied and timed except with his fullest consent and co-
operation. It seems that friction and ill-feeling have been caused
by surreptitious time-observation, as must be, indeed, natural.
It would be a very tactless mistake to put the observer in the
position of a spy who is noting something which the worker is
assumed to wish to conceal. Taylor and Thompson say in
“ Concrete Costs,” that the practice of observing a workman's
time of doing an operation without his knowledge is to be
deprecated generally, but may occasionally prove useful or
necessary. The main thing, apparently, is not to be detected in
the act ! Of course, only the very simplest apparatus could be
used for observations of this kind, and the more recent workers
favour rather elaborate machines and methods, which must be
in evidence.
Detailed advice as to the actual use of a stop-watch is given
in the articles on time-study mentioned in the text, in Taylor’s
** Shop Management,” and in Parkhurst’s " Applied Methods of
Scientific Management ” ; while the more elaborate machinery
is described in Mr. Gilbreth’s " Motion Study,” and in recent
magazine articles on his work.