The Psychology of Management, L. M. Gilbreth [always you kirsty moseley txt] 📗

unimportant portion of the data. There is little so unimportant that time and motion study would not be valuable. Just as it is a great help to the teacher to know the family history of the student, so it is to the one who has to use time and motion study data to know all possible of the hereditary traits, environment and habits of the worker who was observed.

Specialized Study Imperative. — As an illustration of the field for specialized investigation which motion study and time study present, we may take the subject of fatigue. Motion Study and Time Study aim to show,

1. the least fatiguing method of getting least waste.

2. the length of time required for a worker to do a certain thing.

3. the amount of rest and the time of rest required to overcome fatigue.

Dr. Taylor spent years in determining the percentage of rest that should be allowed in several of the trades, beginning with those where the making of output demands weight hanging on the arms; but there is still a great amount of investigation that could be done to advantage to determine the most advisable percentage of rest in the working day of different lengths of hours. Such investigation would probably show that many of our trades could do the same amount of work in fewer hours, if the quantity and time of rest periods were scientifically determined.

Again, there is a question of the length of each rest period. It has been proven that in many classes of work, and especially in those where the work is interrupted periodically by reason of its peculiar nature, or by reason of inefficient performance in one of the same sequence of dependent operations, alternate working and resting periods are best. There is to be considered in this connection, however, the recognized disadvantage of reconcentrating the attention after these rest periods. Another thing to be considered is that the rate of output does not decline from the beginning of the day, but rather the high point of the curve representing rate of production is at a time somewhat later than at the starting point. The period before the point of maximum efficiency is known as "warming up" among ball players, and is well recognized in all athletic sports.

As for the point of minimum efficiency, or of greatest fatigue, this varies for "morning workers," and "night workers." This exemplifies yet another variable.

The minuteness of the sub-fields that demand observation, is shown by an entry in the Psychological Index: "1202. Benedict, F.G. "Studies in Body — Temperature." 1. Influence of the Inversion of the Daily Routine; the Temperature of Night Workers."14

Selection of Best Unit of Measurement Necessary and Important. — Selecting the unit of measurement that will of itself reduce costs is a most important element in obtaining maximum efficiency.15 This is seldom realized. 16 Where possible, several units of measurements should be used to check each other. 17 One alone may be misleading, or put an incentive on the workers to give an undesirable result.

The rule is, — always select that unit of output that will, of itself, cause a reduction in costs.

For example: — In measuring the output of a concrete gang, counting cement bags provides an incentive to use more cement than the instruction card calls for. Counting the batches of concrete dumped out of the mixer, provides an incentive to use rather smaller quantities of broken stone and sand than the proportions call for, — and, furthermore, does not put the incentive on the men to spill no concrete in transportation, neither does it put an incentive to use more lumps for Cyclopean concrete.

Measuring the quantity actually placed in the forms puts no incentive to watch bulging forms closely.

While measuring outputs by all these different units of measurements would be valuable to check up accuracy of proportions, accuracy of stores account, and output records, the most important unit of measurement for selection would be, "cubic feet of forms filled," the general dimensions to be taken from the latest revised engineer's drawings.

Necessity for Checking Errors. — Dr. Stratton says, — "No measurements, whether they be psychic or physical, are exact beyond a certain point, and the art of using them consists largely in checks and counter checks, and in knowing how far the measurement is reliable and where the doubtful zone begins." 18

Capt. Metcalfe says, — "Errors of observation may be divided into two general classes; the instrumental and those due to the personal bias of the observer; the former referring to the standard itself, and the latter to the application of the standard and the record of the measurement." 19

The concrete illustration given above is an example of careful checking up. Under Scientific Management so many, and such careful records are kept that detecting errors becomes part of the daily routine.

SUMMARY

Results of Measurement to the Work. — Under Traditional Management, even the crudest measurement of output and cost usually resulted in an increase in output. But there was no accuracy of measurement of individual efficiency, nor was there provision made to conserve results and make them permanently useful.

Under Transitory Management and measurement of individual output, output increased and rewards for the higher output kept up the standard.

Under Scientific Management Better Methods and Better Work Results. — Under Scientific Measurement, measurement of the work itself determines

1. what kind of workers are needed.

2. how many workers are needed.

3. how best to use them.

Motion Study and Time Study measurement, —

1. divide the work into units.

2. measure each unit.

3. study the variables, or elements, one at a time.

4. furnish resulting timed elements to the synthesizer of methods of least waste.

Accurate Measuring Devices Prevent Breakdowns and Accidents. — The accurate measuring devices which accomplish measurement under Scientific Management prevent breakdowns and accidents to life and limb.

For example. —

1. The maintained tension on a belt bears a close relation to its delay periods.

2. The speed of a buzz planer determines its liability to shoot out pieces of wood to the injury of its operator, or to injure bystanders.

Scientific Management, by determining and standardizing methods and equipment both, provides for uninterrupted output.

Effect on the Worker. — Under Traditional Management there is not enough accurate measurement done to make its effect on the worker of much value.

Under Transitory Management, as soon as individual outputs are measured, the worker takes more interest in his work, and endeavors to increase his output.

Under Scientific Management measurement of the worker tells

1. what the workers are capable of doing.

2. what function it will be best to assign them to and to cultivate in them.

Waste Eliminated by Accurate Measurement. — This accurate measurement increases the worker's efficiency in that it enables him to eliminate waste. "Cut and try" methods are eliminated. There is no need to test a dozen methods, a dozen men, a dozen systems of routing, or various kinds of equipment more than once, — that one time when they are scientifically tried out and measured. This accurate measurement also eliminates disputes between manager and worker as to what the latter's efficiency is.

Efficiency Measured by Time and Motion Study. — Time and Motion Study.

(a) measure the man by his work; that is, by the results of his activities;

(b) measure him by his methods;

(c) measure him by his capacity to learn;

(d) measure him by his capacity to teach.

Now measurement by result alone is very stimulating to increasing activities, especially when it shows, as it does under Scientific Management, the relative results of various people doing the same kind of work. But it does not, itself, show the worker how to obtain greater results without putting on more speed or using up more activities. But when the worker's methods are measured, he begins to see, for himself, exactly why and where he has failed.

Scientific Management provides for him to be taught, and the fact that he sees through the measurements exactly what he needs to be taught will make him glad to have the teacher come and show him how to do better. Through this teaching, its results, and the speed with which the results come, the workers and the managers can see how fast the worker is capable of learning, and, at the same time, the worker, the teacher and the managers can see in how far the foreman is capable of instructing.

Final Outcome Beneficial to Managers and Men. — Through measurement in Scientific Management, managers acquire —

1. ability to select men, methods, equipment, etc.;

2. ability to assign men to the work which they should do, to prescribe the method which they shall use, and to reward them for their output suitably;

3. ability to predict. On this ability to predict rests the possibility of making calendars, chronological charts and schedules, and of planning determining sequence of events, etc., which will be discussed at length later.

Ability to predict allows the managers to state "premature truths," which the records show to be truths when the work has been done.

It must not be forgotten that the managers are enabled not only to predict what the men, equipment, machinery, etc., will do, but what they can do themselves.

The Effect on the Men Is That the Worker Co-operates. — 1. The worker's interest is held. The men know that the methods they are using are the best. The exact measurements of efficiency of the learner, — and under Scientific Management a man never ceases to be a learner, — give him a continued interest in his work. It is impossible to hold the attention of the intelligent worker to a method or process that he does not believe to> be the most efficient and least wasteful.

Motion study and time study are the most efficient measuring device of the relative qualities of differing methods. They furnish definite and exact proof to the worker as to the excellence of the method that he is told to use. When he is convinced, lack of interest due to his doubts and dissatisfaction is removed.

2. The worker's judgment is appealed to. The method that he uses is the outcome of coöperation between him and the management. His own judgment assures him that it is the best, up to that time, that they, working together, have been able to discover.

3. The worker's reasoning powers are developed. Continuous judging of records of efficiency develops high class, well developed reasoning powers.

4. The worker fits his task, therefore there is no need of adjustment, and his attitude toward his work is right.

5. There is elimination of soldiering, both natural and systematic.20

All Knowledge Becomes the Knowledge of All. — Two outcomes may be confidently expected in the future, as they are already becoming apparent where-ever Scientific Management is being introduced:

1. The worker will become more and more willing to impart his knowledge to others. When the worker realizes that passing on his trade secrets will not cause him to lose his position or, by raising up a crowd of competitors, lower his wages, but will, on the contrary, increase his wages and chances of promotion, he is ready and willing to have his excellent methods standardized.

Desire to keep one's own secret, or one's own method a secret is a very natural one. It stimulates interest, it stimulates pride. It is only when, as in Scientific Management, the possessor of such a secret may receive just compensation, recognition and honor for his skill, and receive a position where he can become an appreciated teacher of others that he is, or should be, willing to give up this secret. Scientific Management, however, provides this opportunity for him to teach, provides that he receives credit for what he has done, and receive that publicity and fame which is his due, and which will give him the same stimulus to work