the high speed of the new system.

It does not appear that Mr. Gantt has recognized the full advantages to
be derived through the proper application of his system during this
period of transition, at any rate he has failed to point them out in his
papers and to call the attention to the best method of applying his plan
in such cases.

No workman can be expected to do a piece of work the first time as fast
as he will later. It should also be recognized that it takes a certain
time for men who have worked at the ordinary slow rate of speed to
change to high speed. Mr. Gantt's plan can be adapted to meet both of
these conditions by allowing the workman to take a longer time to do the
job at first and yet earn his bonus; and later compelling him to finish
the job in the quickest time in order to get the premium. In all cases
it is of the utmost importance that each instruction card should state
the quickest time in which the workman will ultimately be called upon to
do the work. There will then be no temptation for the man to soldier
since he will see that the management know accurately how fast the work
can be done.

There is also a large class of work in addition to that of the period of
transition to which task work with a bonus is especially adapted. The
higher pressure of the differential rate is the stimulant required by
the workman to maintain a high rate of speed and secure high wages while
he has the steady swing that belongs to work which is repeated over and
over again. When, however, the work is of such variety that each day
presents an entirely new task, the pressure of the differential rate is
some times too severe. The chances of failing to quite reach the task
are greater in this class of work than in routine work; and in many such