over and over again. They call, however, for a greater departure from
the ordinary types of organization than would at first appear. In the
case, for instance, of a machine shop doing miscellaneous work, in order
to assign daily to each man a carefully measured task, a special
planning department is required to lay out all of the work at least one
day ahead. All orders must be given to the men in detail in writing; and
in order to lay out the next day's work and plan the entire progress of
work through the shop, daily returns must be made by the men to the
planning department in writing, showing just what has been done. Before
each casting or forging arrives in the shop the exact route which it is
to take from machine to machine should be laid out. An instruction card
for each operation must be written out stating in detail just how each
operation on every piece of work is to be done and the time required to
do it, the drawing number, any special tools, jigs, or appliances
required, etc. Before the four principles above referred to can be
successfully applied it is also necessary in most shops to make
important physical changes. All of the small details in the shop, which
are usually regarded as of little importance and are left to be
regulated according to the individual taste of the workman, or, at best,
of the foreman, must be thoroughly and carefully standardized; such.
details, for instance, as the care and tightening of the belts; the
exact shape and quality of each cutting tool; the establishment of a
complete tool room from which properly ground tools, as well as jigs,
templates, drawings, etc., are issued under a good check system, etc.;
and as a matter of importance (in fact, as the foundation of scientific
management) an accurate study of unit times must be made by one or more
men connected with the planning department, and each machine tool must
be standardized and a table or slide rule constructed for it showing how
to run it to the best advantage.