Daily Kennebec journal. [microfilm reel] (Augusta, Me.) 1870-1975, 1911-12-27


and for this reason il cannot be In
troduced suddenly. What you must
do is to deliberately make the man in
your plant better off than he would
be in any other, and at the same time
increase your own profit Give him
the incentive to work and tell him how
to do ID and you will see that he will.
There are four principles In seienti-
fic management which underlie the
whole thing. In the first place, yoit
must gather in The knowledge which
your men possess and substitute sci
ence for the rule OF thumb. Next you
must make a, scientific selection or
your men and develop the man who is
worth while. Teach each one to do
better work and more work than he
has been doing. In the third place,
YOU must bring science and the seien-
tific man together. Many concern
has been ruined because 1T has deveI-
oped the man as highly as possible
and has also developed the machine.
but it has never brought the two into
contract with each other. The fourth,
last. and perhaps tho nest important
principle is that you must make an all
most equal division of the work of the
establishment between the working
man and the management. When
each side has been thus made depen-
dent for success upon the other there
will be no chance of a strike for the
two sides cannot afford to stop to
quarrel with each other.
The best way 20 impress these facts
and their value upoa You is by way of
illustration. PROBABLY You consider
the business of shoveling among the
most elemental and least open to, sci-
entific management that is known.
The Bethlehem steel works, one of the
first concerns to take UP. the idea of
scientific management started out to
experiment with this form of work. 1t
found that the shovelers were using
the same shovel TO dig into a heavy,
wet coal as into a, very light one. Acc
cordingly they called aside two of the
best shovelers in, the company and, put
them through course of experi-,
ments. Each. man, was turning over a
mass of coal Weighing about, 81 pounds
with his shovel, an6 a record was
taken as to the amount which he turn
ed out in a day. Then the shovel waa
cut off and it was found that a greater
daily load could be shoveiHd. When
the shovel had been so reduced In size
that + contained only approximately
II pounds the maximum of output was
made. Special shovels were made,
regulated to the kind of work they
were to be used for, and thus the out
put was increased.
The. steel works made condition
that no man could stay with them
who was not earning 90 per cent. more
than the average pay of men in othet
concerns who we're not using the sci
entific system of management. When
a man failed to earn this. though. he
was not fired" st once, but was given
into the hands of a scientific shoveler
who taught him the fine points of the
art. He was taught to rest the handle
Of his shovel against his body and
not to depend merely upon the muscu-
lar strength of his, aims.
The speaker then proceeded to show
how the same rules could apply to- q
Very highly developed branch of trade
and brought forth a number Of slide
rules to illustrate his point With tbs
aid of a. blackboard he showed tbs
, construction of various new, tools with
which tho output. of labor has, been
greatly Increased, and then continued.
you may ask ii scientific management
pays in dollars aln,t cents, and YOU are
right to ask this for philanthrophy
mixed up with everyday business lis
nonsense. 1t does pay. In tassifi-
stance l have been just telling you