New-York tribune. [volume] (New York [N.Y.]) 1866-1924, 1903-09-18
FACTORY MANAGEMENT.

good many manufa cturers will be interested
in the story which DR.. Louis Bell relates in
Casters Magazine" for September. James NJ.
Dodge. who presides over a machine shop near
Philadelphia. where several hundred men are
employed. has adopted policy whereby the
working time Of his men is reduced and the
output Of the establishment is increased. By
the adoption Of the premium plan the accom-
plishment of the latter result has repeatedly
been effected elsewhere, but usually without
any change I'm hours. AS Mr.. Dodge has not
offered bonuses. his success is more remark
able
When the new programme was initiated it
was regarded an experiment. Mr. Dodge had a
plain talk with his employees, in which its posi-
bic advantages were pointed out. At first the
length of the day was reduced from ten hours
TO nine and one-half and later TO nine. The
men were paid by the piece, and they were told
that If they could get in as much work for
merly in the lessened period, they could have
so much extra time TO themselves. The price
was made satisfactory. and the result was mu-
tually advantageous. To the factory the cost
Of labor per ton Of output was cut down 2S.5
per cent. The men earned about per cent
more day than formerly. and the shortening
Of their hours really meant an advance in the
pay per piece Of 15.5 per cent. Nearly year
has passed since the time was cut down 20
nine hours. and the system seems TO give per-
feet satisfaction.
Underlying the innovation in Mr.. Dodge $
works is a principle that is not any too we'll
recognized. In addition to what may be Justly
regarded good days work. most men have
additional power. which can be utilized if
necessary. As American workmen come much
nearer 10 the limit of their full capacity than
foreigners, it has been suspected that no per-
ceptible margin of this kind was available in
this country. The Philadelphia venture shows
that such is not always the case. In the works
managed by Mr.. Dodge it has been possible TO
produce more machinery than before with the
same plant and same men, and the employees
reap distinct benefit from the chance to turn
their reserve power to account The system is
also based upon the theory that all men are un-
equal. Some are smarter than others. A diff
ferent way of stating the same fact is that one
man has a bigger reserve TO draw upon than his
fellow. and has right 10 derive what pecuniary
advantage he can from Natures favor to him.
Obviously. 4 number Of conditions arc essen
tia to the imitation of the procedure here de-
scribed. 1t is available only where the char
acter Of the work admits of payment by the
piece. The personality Of the employer is also
an important factor No matter how well con-
WINGED he may be of the virtues Of the plan, he
may not be able to present it in a convincing
fashion to others. Possibly Mr.. Dodge is an
exceptional man in this respect
Not the least striking feature Of DR. Bells
article is its title. The Philanthropy OF Self
Help When the reader discovers that Mr. Dodge
dispenses with luncheon rooms. the golf links
reading rooms and that sort OF supplementary
provision for his employees pleasure. he is
puzzled 10 perceive any particular benevolence
in the policy. Moreover, Mr.. Dodge himself
disclaims philanthropic motives, and declares
that he simply made business proposition TO
the men. and that the latter accepted it. IT,
however, one substitutes for the phrase self
help" either Independence or liberty to make
the most Of ones self" and then learns that
Mr.. Dodge's shop is a non-union shop II be-
comes possible to guess what DR.. Bell is driving
at. Mr.. Dodge seems to think that in giving to
bis employees 4 larger freedom to get on In the
world he has rendered them kindness like that
which the United States recently did to Cuba