# Shop Management/Index

INDEX
Ability, rising through especial, 17.
Accident insurance associations, 119, 120 198.
American Machinist cited, 38,
American Screw Works, 73.
American Society of Mechanical Engineers, 5, 37, 58, 80.
Analysis of orders for machines, 111, 112; of inquiries for new work, 111, 114.
Apprentice system of Mr. Vauclain, 202.
Assembling sheet for time study, 160, 161.
Average man, work of, compared with first-class man, 24, 28, 50.
Balance clerk, duties of, 113, 114.
Barth, Carl G., law of cycle of operations discovered by, 173; developed a slide rule, 180.
Belts the tightening of, 125, 136.
Bench work, time study for, 111-113
Bethlehem Steel Co., 46; case of, used in illustration of shop management, 46-56, 73; functional foremanship in, 105, 100; concentration of departments in, 110.
Bicycle balls, inspection of, 85-90.
Bonus, men do better when it is offered, 175; time, 176.
Bosses, gang, duties of, in military type of organisation, 96-98; eight under functional management, 99, 100; executive functional four types of, 100; gang, 100, 101; speed, 101; inspectors, 101; repair, 101, 102; of the planning room, four types of, 102; improvement due to introduction of, 108; and over-foremen, in system of functional foremanship, 108, 109.
Boycott, the, 191.
Change in management. See Management, change in.
Chemical manufactories, case of rival used as illustration, 18.
Clerks, order of work and route, duties of, 102; instruction card, duties of, 102, 103; time and coat, duties of, 103.
Contract system, 35.
Coöperation, quotation on, from A Piece Rate System, 37; no scope for personal ambition in, 37; remoteness of the reward, 37.
Cost, of items manufactured, entered in planning room, 115; of production, lowered by separating brain work from manual labor, 121.
Cycles of elementary operations, 172; mathematical law of, 173, 174.
Day work, 20; task work applied to, 71.
Deceit involved in soldiering, 36, 41.
Details must be carefully standardised, 65.
Differential rate system of piece work, 68, 76: compared with task work with a bonus, 76-80; applied to inspection of bicycle balls, 85-90; applied to large engineering establishment, 92-94.
Disciplinarian, shop, duties of, 103, 104, 119.
Disciplining of men, 195-199.
Dividends, relation between the payment of, and shop management, 19, 20.
Dodge, James M., 80, 143.
Dollar, the, 6.
Drifting, objection made to the use of the word, 41.
Employment bureau, 118, 119.
Emrie, Alman, his system for manaaging messenger boys, 201.
Engineer as an Economist, the, 5.
Engineering, analogy between modern methods of shop management and modern, 66-68.
Exception principle, example of, 109; coming more and more into use, 126.
Executive functional bosses, duties of, 100-102.
Expense exhibits, 115.
Fining system, 197-199.
First-class man, his work compared with average man's. 24, 25, 50; wages of, 25, 27; conditions of development, 28; treatment of at Bethlehem Steel Co., 55.
Foremanship, functional. See Functional foremanship.
Foremen, their duties under military type of organization, 94; functional, 98, 99, 108, 109; the selecting and training of, 138-140; best to begin by training in the full number of, 140; difficulty of selecting in advance those who are likely to prove successful as, 140, 141; different types of men should be chosen as, 141-143; inspector first to be chosen, 144.
Formulæ in time study, 159, 162, 163, 165.
Four principles of good shop management, 63, 64, 69, 70, 71, 75.
Functional bosses, executive, duties of, 99, 102; of the planning room, duties of, 102-104.
Functional foremanship, advantages of, 104, 105; how to realize full possibilities of, 105, 106; in limited use, 106; managers apologise for, 106; introduced into Midvale Steel Co., 107; best way to introduce, 107, 108; and over-foremen, 108, 109; analogy of, to management of large school, 109; selection and training of foremen, 138-140; a difficulty in introducing, 145; objected to, 146. See Foremen.
Functional management, what it consists in, 99, 100.
Gang bosses, duties of, in military type of organization, 96-98: duties of, in functional management, 100, 101; improvement due to introduction of, 108.
Gantt, H. L., 70, 77, 180.
Halsey, F. A., 38; quoted, 42.
Hand work, time study for, 111-113.
High pay for success, 64.
High wages and low labor cost the foundation of the best shop management, 22, 23, 25, 27, 46; principles to be followed to obtain, 63
Improvement of system on plant, 120.
Information bureau, 110.
Inspectors, duties of, 101; improvement due to introduction of, 108; first to be chosen, 144.
Instruction card, for lathe work, 171; description of, 180-182.
Instruction card, clerks, duties of 102, 103.
Insurance associations, accident, 119, 120, 198.
Labor cost low, the foundation of the best shop management, 22; conditions of high and low, 23.
Labor unions, 186-194; the ideal, 56, 57.
Large daily task, 63.
Lathe work, instruction card, 171. Limiting of amount of work by unions, 188, 189.
Loafing, 30.
Loss in case of failure, 64.
Machine tools, methods employed in solving the time problem for, 178,179.
Machines, analysis of orders for, 111, 112; time study for operations done by, 111, 113.
Machinist, in system of functional foremanship, 146.
Maintenance of system and plant, 116-118.
task desirable, 63, 69; standard conditions, 64, 71; high pay for success, 64, 70; loss in case of failure, 04, 71; necessity and economy of a planning department, 64-67; analogy between modern engineering and modern methods of, 66-68; freedom from strikes under scientific, 58; task system, 69, 76, 80; differential rate system, 75-94; shops under-officered, 94.
Change in, functional management, 98-100; should not be made without foresight of what is involved, 128-130; object of, 130, 131; men must be brought to see what is meant by, 131, 132; instruction of men as regards, 132, 133; men must rise from one plane of efficiency to another, 133. 134; should be made gradually, 134, 135; change in, the first step of should be the selection of competent reorganizer, 135, 136; where beginning should be made in, 136-138; the selecting and training of functional foremen, 138; inspectors first to be chosen, 144; the task idea, 144, 145; a difficulty in, 145.
Master spirit, rise of, from humble position, 17; good management of his particular department, 18.
Messenger boys, Mr. Almon's system for managing, 201.
Messenger system, 118.
Metal tools, improvement in, 8, 9.
Metcalfe, Captain Henry, his card system of shop returns, 202.
Methods, desirability of standardising, 123, 124.
Midvale Steel Works, under the old system, 44: functional foremanship introduced into, 107; repair force in, 118; study of time problem carried on in, 179; no strikes in, 183; the policy of, 183.
Military plan of management, 92, 98, 99.
Minimum wage, 190.
Mnemonic symbol system, 115, 116.
Mnemonic system of Messrs. Smith and Towne, 201.
Mutual accident insurance associations, 119, 120, 198.
Natural laziness, 30.
Non-producers, and producers, relative numbers of, 121, 122; what is meant by, 122: the diminishing of the number of, 147.
Note sheet for time study, 151-168.
Order of Work and Route clerk, duties of, 102.
Orders for machines, analysis of, 111, 112.
Organization, the building of an efficient, slow and costly, 62; good, of more importance than a good plant, 62, 63. See Management.
Pay department, 115.
Piece Rate System, A, quoted 37, 81; cited, 58; its main object overlooked, 58; quoted, 177, 183-186.
Piece work, feeling of antagonism under, 35; adoption of, at Bethlehem Steel Co., 50, 53; task work applied to, 73.
Planning department, 64; expense of, 65; necessity and economy of, 67; four functional bosses of, 102-104; where best placed, 109, 110; general management should belong to, 110; leading functions of, 112-120; objections sometimes made to its doing the thinking for the men, 146.
Plant and system, maintenance of, 116-118; improvement of, 120.
Post Office Delivery. 118.
Premium Plan, 43.
Producers, and non-producers, relative numbers of, 121, 122; what is meant by, 122.
Promoting of men, 142, 143.
Purdue University, 5.
Reorganization. See Management, change in.
Repair bosses, duties of, 101, 102; improvement due to introduction of, 108.
Repetition in work, 28.
Reports, 117, 126, 127.
Rogers, Charles D., 73, 201.
Rush order department, 120.
Sales department, inquiries for new work received in, analysis of, 114.
Science of Industrial Management, 9, 11.
Selecting and training of men, 138-143.
Sewing-machine, 8.
Shop disciplinarian, duties of, 103, 104, 119.
Shop Management, great value of the monograph, 7, 9.
Sinclair, George M., 180.
Slide rules, 113, 180.
Smart and Honest, 40.
Smith, Oberlin, his mnemonic system of order numbers, 201.
Soldiering, 30-34; under Towne-Halsey plan, 40; enforced by fellow workmen, 32, 34, 67.
Speed, of a first-class and an average man, 176; need of a book on, 177.
Speed bosses, duties of, 101; improvement due to introduction of, 108.
Speed element in Towne-Halsey and task system compared, 44, 45, 126.
Standards, 116, 175.
Stop watch, 155.
Strikes, freedom from, under scientific management, 68; none in Midvale Steel Co., 183.
Study of unit times. See Time
Subdivision of job into unit operations, 168-172.
Symonds Rolling Machine Co., 83.
System and plant, maintenance of, 116-118; improvement of, 120.
Task idea, 144, 145.
Task system compared with Towne-Holsey system, 42.
Task work, 69, 85; with bonus, 70; applied to day work, 71-73; applied to piece work 73; compared with differential piece work, 76-80.
Taylor, Dr. F.W., his valuable contribution to the art of industrial engineering, 5, 7; Shop Management, 7, 9; The Art of Cutting Metals, 8; A Piece Rate System, 58.
The Art of Cutting Metals, 8.
Thompson, Sanford E., 91; his study of unit times, 150; implements developed by, 150-154.
Thorne, Wm. H., his method of analyzing work upon new chines, 201.
Tickler, use of, 116-118.
Time and cost clerk, duties of, 103.
Time card, and workmen, 127, 128.
Bethlehem Steel Co., 48, 52-56; comparison of older methods with modern plan, 59; quickest time, 59; for hand work, 111-113; for operations done by machines, 111, 113; advantages of, 148; difficulties of, 149; made by Mr. Thompson, 150; implements of, developed by Mr. Thompson, 150-154; note sheet, 151-158; watch book, 152 153; atop watch, 155; of several men at once, 158; formulæ in, 138, 162. 163, 165; assembling; sheet, 160, 161; table for shoveling earth in average contract work, 164; every detail necessary in, 165, 166; practical trials of results desirable in, 106; should lead to accurate prediction of time, 167, 168, 174; subdivision of job into units, 168-172; classes of work which can be submitted to, 176, 177; need of literature on the subject, 177; for machine toots, methods employed in, 178, 176; in Midvale Steel Co., 179-182; pay, etc, best determined by, 187.
Tools, desirability of standardizing, 123-126; machine, methods employed in solving the problem for, 178, 179.
Towne, Henry R., 5; The Engineer as an Economist, 5; mnemonic system of order numbers amplified by, 201.
Towne-Halsey system of management, described, 38-42, 59; and task system compared, 42; writer approves the plan of, 39, 81.
Training and selecting of men, 138-143.
Transportation, time study for, 111-113.
Trusts, component companies of, built up through especial ability of one or two men, 17.
Typewriting-machine, 8.
Union men, how to deal with, 191-194.
Unions, labor, 186-194.
Unit times, study of. See Time Study.
Vauclain, Mr., of the Baldwin Locomotive Works, his apprentice system, 202.
Vise work, time study for, 111-113.
Wadleigh, A. B., 54.
Wage, minimum, 190.
Wages, for first-class men, 25-27: should be regulated to fit special work, 28.
Ward, Artemus, quoted, 70.
Watch book, 152, 153.
Welfare work, 199, 200.
White, J. Maunsel, part discoverer of the Taylor-White process treating tool steel, 124.
Workman, and employer, interests should be mutual, 20; and employer, relations between, 21, 182-188; average and first-class, 24; should be given highest class of work for which he is fitted, 28; 29; should be called upon to do his best, 28, 29; should be paid according to his work, 29; loafing and systematic soldiering, 30-34; objection to piece work, 34; under contract system, 35; in military type of organization, 99; in functional management, 99, 100; and use of time card, 127, 128; must be brought to see what change in organisation means, 131, 132; instruction of, as regards reorganization, 132, 135; must rise from one plane of efficiency to another, 133, 134; looks upon change as antagonistic to his interests, 137; different types of men should be chosen, 141-143; his mistake in limiting amount of work, 138, 189; needs proper object lessons, 195: the disciplining of, 195-199. See Union men.