McGraw-Hill, 1911 - Factory management - 143 pages
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actual adopted allowed amount appear applied assistant average barrow become better called cent clerk complete cost daily desirable differential difficult direct duties earn effect elements employers engineering entirely especially establishment fact feeling first-class foremen four functional gang boss give given hand illustration important improvement increase instruction card interests keep kind labor less machine means mechanic ment methods minutes nature necessary needed never object observations obtained operations ordinary organization output paid particular perform piece planning planning room positions possible practically principles proper receive record referred rest returns sheet shovel speed standard starting Steel success taken task throughout tion trades trained turn union unit various wages whole workmen writer
Page 33 - ... who does not devote a considerable part of his time to studying just how slowly he can work and still convince his employer that he is going at a good pace.
Page 25 - It must be distinctly understood that in referring to the possibilities of a first-class man the writer does not mean what he can do when on a spurt or when he is over-exerting himself, but what a good man can keep up for a long term of years without in jury to his health. It is a pace under which men become happier and thrive.
Page 35 - ... after a workman has had the price per piece of the work he is doing lowered two or three times as a result of his having worked harder and increased his output he is likely entirely to lose sight of his employer's side of the case and become imbued with a grim determination to have no more cuts if soldiering can prevent it.
Page 24 - The possibility of coupling high wages with a low labor cost rests mainly upon the enormous difference between the amount of work which a first-class man can do under favorable circumstances and the work which is actually done by the average man.
Page 22 - This book is written mainly with the object of advocating high wages and low labor cost as the foundation of the best management, of pointing out the general principles which render it possible to maintain these conditions even under the most trying circumstances, and of indicating the various steps which the writer thinks should be taken in changing from a poor system to a better type of management.
Page 24 - That there is a difference between the average and the first-class man is known to all employers, but that the first-class man can do in most cases from two to four times as much as is done on an average is known to but few, and is fully realized only by those who have made a thorough and scientific study of the possibilities of men.
Page 102 - ... clerk daily writes lists instructing the workmen and also all of the executive shop bosses as to the exact order in which the work is to be done by each class of machines or men, and these lists constitute the chief means for directing the workmen in this particular function.
Page 98 - All possible brain work should be removed from the shop and centered in the planning or laying-out department.
Page 121 - They must not be allowed to stand around for a considerable part of their time waiting for their particular kind of work to come along, as is so frequently the case. The belief is almost universal among manufacturers that for economy the number of brain workers, or non-producers, as they are called, should be as small as possible in proportion to the number of producers, ie, those who actually work with their hands.
Page 96 - These nine qualities go to make up a well rounded man: Brains, education, special or technical knowledge [or] manual dexterity or strength, tact, energy, grit, honesty, judgment or common sense, and good health. Plenty of men who possess only three of the above qualities can be hired at any time for laborers
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The Rise and Fall of Strategic Planning
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Managing Quality: The Strategic and Competitive Edge
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Limited preview - 1988