time that no workman was obliged to be out of work for more than a day
or two, and so the poor workmen were practically as well off as ever.
The feeling, instead of being one of pity for the inferior workmen,
should be one of congratulation and rejoicing that many first-class
men--who through unfortunate circumstances had never had the opportunity
of proving their worth--at last were given the chance to earn high wages
and become prosperous.

What the writer wishes particularly to emphasize is that this whole
system rests upon an accurate and scientific study of unit times, which
is by far the most important element in scientific management. With it,
greater and more permanent results can be attained even under ordinary
day work or piece work than can be reached under any of the more
elaborate systems without it.

In 1895 the writer read a paper before The American Society of
Mechanical Engineers entitled "A Piece Rate System." His chief object in
writing it was to advocate the study of unit times as the foundation of
good management. Unfortunately, he at the same time described the
"differential rate" system of piece work, which had been introduced by
him in the Midvale Steel Works. Although he called attention to the fact
that the latter was entirely of secondary importance, the differential
rate was widely discussed in the journals of this country and abroad
while practically nothing was said about the study of "unit times."
Thirteen members of the Society discussed the piece rate system at
length, and only two briefly referred to the study of the "unit times."

The writer most sincerely trusts that his leading object in writing this
book will not be overlooked, and that scientific time study will receive
the attention which it merits. Bearing in mind the Bethlehem yard labor