each month being 10 1/2 per day, was 37 per cent. This increase was due
to the introduction of piece work. The increase per day from July to
August (the length of working days in July being 10 1/2 hours, and in
August 9 1/2 hours, both months piece work) was 33 per cent.

The increase from August to September (the length of working day in
August being 9 1/2 hours, and in September 8 1/2 hours) was 0.08 per
cent This means that the girls did practically the same amount of work
per day in September, in 8 1/2 hours, that they did in August in 9 1/2
hours.

To summarize: the same ten girls did on an average each day in
September, on piece work, when only working 8 1/2 hours per day, 2.42
times as much, or nearly two and one-half times as much, in a day (not
per hour, the increase per hour was of course much greater) as they had
done when working on day work in March with a working day of 10 1/2
hours. They earned $6.50 to $9.00 per week on piece work, while they had
only earned $3.50 to $4.50 on day work. The accuracy of inspection under
piece work was one-third greater than under day work.

The time study for this work was done by my friend, Sanford E. Thompson,
C. E. who also had the actual management of the girls throughout the
period of transition. At this time Mr. H. L. Gantt was general
superintendent of the company, and the work of systematizing was under
the general direction of the writer. It is, of course, evident that the
nature of the organizations required to manage different types of
business must vary to an enormous extent, from the simple tonnage works
(with its uniform product, which is best managed by a single strong man
who carries all of the details in his head and who, with a few
comparatively cheap assistants, pushes the enterprise through to