Evening public ledger. [volume] (Philadelphia [Pa.]) 1914-1942, 1915-03-23

'he teachlng and did the whole task as,,..,
u hlrl' he received $1S5 a dav. Tb, "a NJ
eN'l@ day was the inducement viv,. I
make the men use the science which tb.v J..
been taught. H''' ~
The task and bonus system is som.lr..
EXTENDED to the foreman. He receive,
small bonus for each man receiving h,,.
under him, and larger bonus when sv.-
man under him gets a bonus n torom,,
mas l. men under him and he gets 3 r,rA
ponus per day for each man who recslvs.
oofius' and II II of them get a bonus hs y F
ce1ves IS cents. But if he gets /, rs,,
bonus each if every man receives q bonn, h
is entitled to $1.4t. Thus the bonus sch,5
quickens the whole shop.
The Board of Strategy
The fourth principlc--dividng the work I F
that the management does all that Il q;
do better than the men-is one of the bsss
principles of the Taylor plan. In the "paa,
ming department" trained executives analn
various problems, map out the work Of "a,
entire establishment, and distributeiIt amen,
the various departments They are d.
board of strategy" An example Of ha
work: A route chart" or working plan {
made Of each order, and copies are sent E
the foremen of all the departments col.
cerned. 1t shows the route or travel Of al E
parts which make up the product; 1t specIfa
what parts can be taken from stock what E
parts must be made, how and by whom nj E
what tools will be needed. When the phs
ming and routing Is skilfully done all papI E
will reach the assembly room at about b E
same time.
This system enables the workman to eos
centrate on his task and increase his produs :
tion, and his production determines his con;
pensation. The planning department doa f
not require a large number of hgh-pnca E
men; few can do the work. The emplaIa E
Of the plant Is not turned into mere ms'
chine for the man lacking in initiative y
comes more skilful, and hence more intif-
ested in his work; and the others can otih
discover improved methods which win 90
vancement.
The ideas of Mr.. Taylor have proved hf
reaching. Not only did his inventions aH
discovery of new processes lead to reVelR
tlon in the mechanical and technical methea
employed in the Woodworking industhz
but the principles of efficiency and manass
ment which he promulgated-thoug hs v
not their sole originator-led to one Of y E
important social and Industrial moyemsHH
Of century In almost every kind OF baz
ness enterprise these principles have enez
important changes. Employment engines
ng," concerning which an article appear
In these columns a short time ago, =
1ne of the Sciences" thus initiated y
whole world of business is under nssa
iebt to Frederick w. Taylor.
A Science of Cooperation
Scientific management swas defined py =
Taylor as follows:
"It does not necessarily involve any 81.
invention nor the discovery of new or s'4
ing facts. 1t does, however, involve :
ain combination of elements which nafe 8
xlsted in the past, namely, old knoS'a
o collected, analysed grouped and clAz'
nto laws and rules that 1t eonsti1ue
"It is no single element, but rafhsf
'hole combination, that constitutes sei'
which may be summaries
Science, not rule of thumb.
Harmony, not discord.
"Co-operation, not indivldualism
Maximum output, in place OF resins
utput. ~
THE development of each man %
reatest efficiency and prosperity
e