Shop Management, Frederick Winslow Taylor [most important books of all time .txt] 📗
- Author: Frederick Winslow Taylor
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may be convinced that he knows a much better way of doing the work. The
first step is for each man to learn to obey the laws as they exist, and
next, if the laws are wrong, to have them reformed in the proper way.
In starting to organize even a comparatively small shop, containing say
from 75 to 100 men, it is best to begin by training in the full number
of functional foremen, one for each function, since it must be
remembered that about two out of three of those who are taught this work
either leave of their own accord or prove unsatisfactory; and in
addition, while both the workmen and bosses are adjusting themselves to
their new duties, there are needed fully twice the number of bosses as
are required to carry on the work after it is fully systematized.
Unfortunately, there is no means of selecting in advance those out of a
number of candidates for a given work who are likely to prove
successful. Many of those who appear to have all of the desired
qualities, and who talk and appear the best, will turn out utter
failures, while on the other hand, some of the most unlikely men rise to
the top. The fact is that the more attractive qualities of good manners,
education, and even special training and skill, which are more apparent
on the surface, count for less in an executive position than the grit,
determination and bulldog endurance and tenacity that knows no defeat
and comes up smiling to be knocked down over and over again. The two
qualities which count most for success in this kind of executive work
are grit and what may be called “constructive imagination”—the faculty
which enables a man to use the few facts that are stored in his mind in
getting around the obstacles that oppose him, and in building up
something useful in spite of them; and unfortunately, the presence of
these qualities, together with honesty and common sense, can only be
proved through an actual trial at executive work. As we all know,
success at college or in the technical school does not indicate the
presence of these qualities, even though the man may have worked hard.
Mainly, it would seem, because the work of obtaining an education is
principally that of absorption and assimilation; while that of active
practical life is principally the direct reverse, namely, that of giving
out.
In selecting men to be tried as foremen, or in fact for any position
throughout the place, from the day laborer up, one of two different
types of men should be chosen, according to the nature of the work to be
done. For one class of work, men should be selected who are too good for
the job; and for the other class of work, men who are barely good
enough.
If the work is of a routine nature, in which the same operations are
likely to be done over and over again, with no great variety, and in
which there is no apparent prospect of a radical change being made,
perhaps through a term of years, even though the work itself may be
complicated in its nature, a man should be selected whose abilities are
barely equal to the task. Time and training will fit him for his work,
and since he will be better paid than in the past, and will realize that
he has been given the chance to make his abilities yield him the largest
return—all of the elements for promoting contentment will be present;
and those men who are blessed with cheerful dispositions will become
satisfied and remain so. Of course, a considerable part of mankind is so
born or educated that permanent contentment is out of the question. No
one, however, should be influenced by the discontent of this class.
On the other hand, if the work to be done is of great
variety—particularly if improvements in methods are to be
anticipated—throughout the period of active organization the men
engaged in systematizing should be too good for their jobs. For such
work, men should be selected whose mental caliber and attainments will
fit them, ultimately at least, to command higher wages than can be
afforded on the work which they are at. It will prove a wise policy to
promote such men both to better positions and pay, when they have shown
themselves capable of accomplishing results and the opportunity offers.
The results which these high-class men will accomplish, and the
comparatively short time which they will take in organizing, will much
more than pay for the expense and trouble, later on, of training other
men, cheaper and of less capacity, to take their places. In many cases,
however, gang bosses and men will develop faster than new positions open
for them. When this occurs, it will pay employers well to find them
positions in other works, either with better pay, or larger
opportunities; not only as a matter of kindly feeling and generosity
toward their men, but even more with the object of promoting the best
interests of their own establishments. For one man lost in this way,
five will be stimulated to work to the very limit of their abilities,
and will rise ultimately to take the place of the man who has gone, and
the best class of men will apply for work where these methods prevail.
But few employers, however, are sufficiently broad-minded to adopt this
policy. They dread the trouble and temporary inconvenience incident to
training in new men.
Mr. James M. Dodge, Chairman of the Board of the Link-Belt Company, is
one of the few men with whom the writer is acquainted who has been led
by his kindly instincts, as well as by a far-sighted policy, to treat
his employees in this way; and this, together with the personal
magnetism and influence which belong to men of his type, has done much
to render his shop one of the model establishments of the country,
certainly as far as the relations of employer and men are concerned. On
the other hand, this policy of promoting men and finding them new
positions has its limits. No worse mistake can be made than that of
allowing an establishment to be looked upon as a training school, to be
used mainly for the education of many of its employees. All employees
should bear in mind that each shop exists, first, last, and all the
time, for the purpose of paying dividends to its owners. They should
have patience, and never lose sight of this fact. And no man should
expect promotion until after he has trained his successor to take his
place. The writer is quite sure that in his own case, as a young man, no
one element was of such assistance to him in obtaining new opportunities
as the practice of invariably training another man to fill his position
before asking for advancement.
The first of the functional foremen to be brought into actual contact
with the men should be the inspector; and the whole system of
inspection, with its proper safeguards, should be in smooth and
successful operation before any steps are taken toward stimulating the
men to a larger output; otherwise an increase in quantity will probably
be accompanied by a falling off in quality.
Next choose for the application of the two principal functional foremen,
viz., the speed boss and the gang boss, that portion of the work in
which there is the largest need of, and opportunity for, making a gain.
It is of the utmost importance that the first combined application of
time study, slide rules, instruction cards, functional foremanship, and
a premium for a large daily task should prove a success both for the
workmen and for the company, and for this reason a simple class of work
should be chosen for a start. The entire efforts of the new management
should be centered on one point, and continue there until unqualified
success has been attained.
When once this gain has been made, a peg should be put in which shall
keep it from sliding back in the least; and it is here that the task
idea with a time limit for each job will be found most useful. Under
ordinary piece work, or the Towne-Halsey plan, the men are likely at any
time to slide back a considerable distance without having it
particularly noticed either by them or the management. With the task
idea, the first falling off is instantly felt by the workman through the
loss of his day’s bonus, or his differential rate, and is thereby also
forcibly brought to the attention of the management.
There is one rather natural difficulty which arises when the functional
foremanship is first introduced. Men who were formerly either gang
bosses, or foremen, are usually chosen as functional foremen, and these
men, when they find their duties restricted to their particular
functions, while they formerly were called upon to do everything, at
first feel dissatisfied. They think that their field of usefulness is
being greatly contracted. This is, however, a theoretical difficulty,
which disappears when they really get into the full swing of their new
positions. In fact the new position demands an amount of special
information, forethought, and a clear-cut, definite responsibility that
they have never even approximated in the past, and which is amply
sufficient to keep all of their best faculties and energies alive and
fully occupied. It is the experience of the writer that there is a great
commercial demand for men with this sort of definite knowledge, who are
used to accepting real responsibility and getting results; so that the
training in their new duties renders them more instead of less valuable.
As a rule, the writer has found that those who were growling the most,
and were loudest in asserting that they ought to be doing the whole
thing, were only one-half or one-quarter performing their own particular
functions. This desire to do every one’s else work in addition to their
own generally disappears when they are held to strict account in their
particular line, and are given enough work to keep them hustling.
There are many people who will disapprove of the whole scheme of a
planning department to do the thinking for the men, as well as a number
of foremen to assist and lead each man in his work, on the ground that
this does not tend to promote independence, self-reliance, and
originality in the individual. Those holding this view, however, must
take exception to the whole trend of modern industrial development; and
it appears to the writer that they overlook the real facts in the case.
It is true, for instance, that the planning room, and functional
foremanship, render it possible for an intelligent laborer or helper in
time to do much of the work now done by a machinist. Is not this a good
thing for the laborer and helper? He is given a higher class of work,
which tends to develop him and gives him better wages. In the sympathy
for the machinist the case of the laborer is overlooked. This sympathy
for the machinist is, however, wasted, since the machinist, with the aid
of the new system, will rise to a higher class of work which he was
unable to do in the past, and in addition, divided or functional
foremanship will call for a larger number of men in this class, so that
men, who must otherwise have remained machinists all their lives, will
have the opportunity of rising to a foremanship.
The demand for men of originality and brains was never so great as it is
now, and the modern subdivision of labor, instead of dwarfing men,
enables them all along the line to rise to a higher plane
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