The Principles of Scientific Management

ime study, with the implements and methods for properly making it.
Functional or divided foremanship and its superiority to the old-fashioned single foreman.
The standardization of all tools and implements used in the trades, and also of the acts or movements of workmen for each class of work.
The desirability of a planning room or department.
The "exception principle" in management.
The use of slide-rules and similar timesaving implements.
Instruction cards for the workman.
The task idea in management, accompanied by a large bonus for the successful performance of the task.
The "differential rate."
Mnemonic systems for classifying manufactured products as well as implements used in manufacturing.
A routing system.
Modern cost system, etc., etc.
These are, however, merely the elements or details of the mechanism of management. Scientific management, in its essence, consists of a certain philosophy, which results, as before stated, in a com

lathe parts is trifling,

differential rate piece work.*
[*Footnote: Se

The real problem is how to remove chips fast from a casting or a forging,

vertical boring-mill

metal-cutting machine, such as a lathe, planer, drill press, or milling machine

Under scientific management, on the other hand, it becomes the duty and also the pleasure of those who are engaged in the management not only to develop laws to replace rule of thumb, but also to teach impartially all of the workmen who are under them the quickest ways of working. The useful results obtained from these laws are always so great that any company can well afford to pay for the time and the experiments needed to develop them. Thus under scientific management exact scientific knowledge and methods are everywhere, sooner or later, sure to replace rule of thumb, whereas under the old type of management working in accordance with scientific laws is an impossibility. The development of the art or science of cutting metals is an apt illustration of this fact. In the

Mr. Thompson soon recognized that the quality most needed for bicycle ball inspectors was a low personal coefficient.

Men of this type are said to have a low "personal coefficient," while those of slow perception and slow action have a high "personal coefficient."

Some individuals are born with unusually quick powers of perception accompanied by quick responsive action. With some the message is almost instantly transmitted from the eye to the brain, and the brain equally quickly responds by sending the proper message to the hand.