speed instructions given them, then one at a time they can be raised to
the level of maintaining a rapid pace throughout the day. And it is not
until this final step has been taken that the full measure of the value
of the new system will be felt by the men through daily receiving larger
wages, and by the company through a materially larger output and lower
cost of production. It is evident, of course, that all of the workmen in
the shop will not rise together from one level to another. Those engaged
in certain lines of work will have reached their final high speed while
others have barely taken the first step. The efforts of the new
management should not be spread out thin over the whole shop. They
should rather be focused upon a few points, leaving the ninety and nine
under the care of their former shepherds. After the efficiency of the
men who are receiving special assistance and training has been raised to
the desired level, the means for holding them there should be perfected,
and they should never be allowed to lapse into their old ways. This
will, of course, be accomplished in the most permanent way and rendered
almost automatic, either through introducing task work with a bonus or
the differential rate.

Before taking any steps toward changing methods the manager should
realize that at no time during the introduction of the system should any
broad, sweeping changes be made which seriously affect a large number of
the workmen. It would be preposterous, for instance, in going from day
to piece work to start a large number of men on piece work at the same
time. Throughout the early stages of organization each change made
should affect one workman only, and after the single man affected has
become used to the new order of things, then change one man after
another from the old system to the new, slowly at first, and rapidly as
public opinion in the shop swings around under the influence of proper
object lessons. Throughout a considerable part of the time, then, there