psychologists and physiologists.
This cycle would go on indefinitely. Meantime, all would benefit
with little added cost to any. For the results of the psychological
and physiological study would be available to all, and investigators
in those lines have shown themselves ready and glad to undertake
investigations.
PURPOSE OF STANDARDIZATION.--The purpose of standardizing is the
same under all types of management; that is, it is the elimination
of waste.
STANDARDIZATION FREQUENTLY ATTEMPTED UNDER TRADITIONAL
MANAGEMENT.--In much progressive Traditional Management there is an
appreciation of the necessity of standardizing tools and equipment,
that is to say, of having these on the "duplicate part system," that
assembling may be done quickly, and repairs made without delay.
The manager notices some particularly successful man, or method,
or arrangement of tools, equipment, or the surroundings, and decides
to have a record made thereof that the success may be repeated.
These records, if made in sufficient detail, are very valuable. The
difficulty is that so often the man making the records does not
observe all the variables. Hence the very elements which caused the
success may be overlooked entirely.
VALUE OF STANDARDIZATION NOT APPRECIATED UNDER TRADITIONAL
MANAGEMENT.--It is surprising, under Traditional Management, to
note, in many cases, the years that elapse before any need for
standardization is felt. It is also surprising that, even when some
standardization has been done, its importance is seldom realized.
The new standard becomes a matter of course, and the management
fails to be impressed enough with its benefits to apply the
principle of standardization to other fields.
UNDER TRANSITORY MANAGEMENT STANDARDIZATION BECOMES CONSTANTLY
MORE IMPORTANT.--Not until Motion Study and Time Study have been
introduced can the full benefits of standardization be attained. But
as soon as the Transitory Stage of Management appears, the
importance of standardization is realized. This is brought about
largely through the records of individual outputs, which constantly
call attention to the necessity of making available to all the
methods, tools and equipment of the most successful workers.
RECORDS OF SUCCESSES BECOME MORE PROFITABLE.--The rules which
embody successful practice become more profitable as the necessity
for more detailed recording of all the variables becomes possible.
An appreciation of what scientific motion study and time study will
ultimately do affects the minds of the management until the workers
are given directions as to methods to be used, and the incentive of
extra pay for following directions.
"SYSTEMS" SHOW AN APPRECIATION OF PSYCHOLOGY.--The "Systems,"
standing orders or collections of written directions, that are
evolved at this stage have a permanent value. This is especially
true when the directions, often called "rules," contain the reason
for the rule. There is a decided awakening to the importance of
Psychology in this appeal to the reason of the worker. He is not
affronted by being forced to follow directions for which he is given
no reason and which he has no reason to believe have been
scientifically derived. These rules, in a certain typical case, are
stated in simple language, some in the form of commands, some in the
form of suggestions, and are obviously so prepared as to be
understood and obeyed by the workers with the least possible amount
of effort, opposition and time. As ample opportunity is given for
suggestions, the worker's attention and interest are held, and any
craving he may have for self-expression is gratified.
SYSTEMS PERMANENTLY USEFUL.--These systems, collections of
rules, directions or standing orders are useful even when Ultimate
Management is completely installed--