PROFIT MAKING IN SHOP AND FACTORY MANAGEMENT
Chapter I.
The Factory Reorganization Utilizing Modern Management Methods
Any manufacturer feeling the existence of unsatisfactory and unprofitable conditions must make up his mind that the real reasons for them must be discovered and the causes removed at the earlist; for should the management, in its conduct of the business, not discover its weaknesses, this same management may be sure that some thoroughly organized competitor will drive the condition to their startled attention when more severe seasons of trade come upon us.
Necessity for Analysis.
To solve the problems confronting him, a man must bring to them an absolutely unbiased mind and a determination to analyze the situation thoroughly to form an accurate judgment as to the underlying reasons. You, the manufacturer, may be sure that unless your factory, selling, and executive organizations can stand this test of your coldest and most searching examination — your analytical test — with any change from expanding conditions of trade, you will find the foundation of your business slipping from under it, slowly perhaps, but surely.
Advantageous Position of a Well Organized Concern.
We hear much today of the advantages that one competitor secures over another through the "secret rebate," special "shipping privileges," unfair "rate classifications," "secret agreements," etc.
In a manufacturing business these advantages count for little against a company with an effective organization of the working force, stimulated by a desire to work not only for self but also for the good of the concern, aided by up-to-date mechanical methods and modem tools especially adapted to the quick, accurate, and economical manufacture of the parts to be produced; supported' by compre- hensive, though simple, systems that enable the management to keep an accurate check upon the cost of production, and also enable them to determine the proper course to pursue in order to secure still greater economies — a system of manufacture that enables the management to feel certain that the most economical methods of production are being planned and pursued.
Add to this an efficient selling force, properly trained by modern methods, and an economical plan of putting the manufactured goods upon the market, and the firm possessing such advantages is in an impregnable position.
The Manufacturer "With His Eyes Closed."
In this day, a firm which would hold its own, must adopt the / most modern methods in organization, method, and system. Reputtation gained in the earlier days of a firm's existence is a valuable asset when backed up by modem methods, but amounts to little when it is coupled with obsolete ways of doing busiaess. A business that does not progress will slide backward in the market. . The manufacturer can always feel certain that if he is not progressing some one of his competitors surely is. This he may learn to his sorrow. The old maxim "a stern chase is a long one" applies with peculiar force to business conditions. Once your competitor has built his tools for economical production, improved his product, organized his forces, and secured the proper start on the market, his sales and profits multiply and yours decrease. And the longer you delay adopting similar methods, the more the difficulties increase.
There are still many manufacturers who are not satisfied to give their unqualified approval to modern methods in shop and selling organization. The idea of "organization" is not compatible with their idea of economical management. To these the idea of "system" is indissolubly linked with "red tape." " System" to them means additions to their clerical force, and additions to their clerical force means additional dollars spent upon "non-producers." They will refuse to admit the advisability of systems sufficient to care for their heavy factory interests, and yet they have sufficient intelligence to keep up their general accounting system. In brief, they do not note the tremendous leaks in their factories because they have not sufficient experience or data to enable them to know, with any degree of exactness, whether or not they are getting proper and economical results from either foremen, men, or machinery. A moment's thought must make such as these realize the possibilities of the existence of such leaks, and they may be absolutely certain that where such possibilities exist, unchecked and unsystematized, there also exist the losses.
The Manufacturer "With His Hands Tied."
There are, however, many manufacturers on the other hand who realize that something is wrong, seriously wrong, and who would be glad to adopt modern methods if they but knew what they were and how to apply them. But to many a man who is intent on improving conditions, but who necessarily faces ignorance, prejudice, false pride, and stubbornness on the part of those in his organization who should help him. To such, however, as recognize the conditions and are willing to attack the problem, methods can be suggested, the value of which has been proven over and over in actual experience under the most distressing conditions. Careful investigations, coupled with a thorough campaign of action along organized lines, will bring the reward.
The Reward.
The reward for such investigation, coupled with vigorous, intelligent, and tactful action, is so great as to justify the required expenditure. That it will take time, and in most cases a long time, is very true ; but that is all the more reason for beginning and continuing courageously along steady lines of progress, and in such a manner that any backward step would not be be possible. The most difficult and discouraging problem to contend with, next to the difficulty of wheeling the old men into line, is that of progressing along new lines, devising and putting into effect new methods and new processes and tools, and at the same time not interfering with the regular required output. However, if the manager is sufficiently impressed by stern necessity to lay out plans for improvement, every one upon whom he must depend must be impressed with the idea that every day must show some 'progress, however slight, on the part of every one connected with the plans.
Organizing the Method of Investigation and Analysis.
The manufacturer, and such advisers as are qualified and trustworthy, must make up their minds to analyze coldly each and every machine, man and situation. The problem may be attacked as outlined hereinafter.
Let us consider first the usual defects in organization, system, and methods, in their order, and attempt to discover the "sticking points" in each division. They may be classified as follows : —
1. — Defects of factory organization, dealing with the superintendent, the foremen, the job bosses, and the workmen, and the usual methods of management.
2. — Defects of systems and methods of manufacturing.
3. — Defects of sales organization and executive control.
The separations made here are important ones and should be considered as thoroughly in the case of the concern with fifty men as in the case of the one with five thousand.
If you are interested, take these divisions item by item and make a faithful memorandum of the defects under each heading that you alone know of. If you have such a knowledge of the business as you should have you will be surprised at the number of your notations. Then when you come to the headings of those processes with which you are not familiar, secure the advice of competent persons in each line and observe the extent and character of your notes.
I. Defects of Factory Organization.
The Superintendent.
The method of management usually adopted is that of placing all the responsibility on the shoulders of one superintendent and failing to surround and strengthen him with a small body of the most efficient foremen, who might prove to be advisers of great value to him. In adopting such a method, the management fails to recognize the great benefit to be derived from securing the best advice of a small group of the best qualified men upon most important subjects, and from giving its foremen an opportunity to increase their knowledge of the business and so to grow to be of greater worth to the concern. The stimulus to the ambition of the foremen because of the opportunity so to show their worth is thus lost. Instead of these men being moved by the hearty desire to co-operate with the firm and with each other " for the good of the company," they are usually impelled by feelings of jealousy and impair the efficiency of themselves and the entire organization by their backbiting and faultfinding.
And yet with any method of organization there must be a head and a strong one. A " cheap'-' superintendent is dear at any price. A strong and capable man in this position is usually worth any reasonable amoimt necessary to secure or retain him. A large manufacturer once said : " My $20,000 superintendent is the cheapest man I have." In reply to the expected "Why?" he said: "He's my ' dividend maker.' I tried 'em at $3,000, $5,000, $10,000, only to keep on losing. Finally, I made up my mind I wouldn't pay less than $20,000 — got my man, and he's bringing my dividends. Cheap at $20,000."
The Foremen.
The most important men in the shop. You may have the best qualified superintendent, but if you have inefficient foremen, you have poor management; you may have the best machinery — but with inefficient foremen, poor results; the best systems — complication; the best desires toward your workmen — your poor foremen bring upon you labor troubles galore.
When one stops to consider that these are the men who come into daily touch with your workmen — that they practically control the shop life and shop destinies of your men on machines and bench — that to them falls the responsibility of getting the best results from the workmen, and upon their knowledge you must depend when it comes to the question of getting the proper and best results from the machinery you have bought — is it not absolutely true that they are the most important men in the shop, and that their methods, their intelligence, their experience, are questions most vital to you and your business?
Usual Methods of Appointment and Development. — And yet what are the facts in many cases? The foreman is often a former machine hand promoted to this position because of superior intelligence, diligence, and desire to please. This man, who should have a wide and thorough experience in modern machine practice, is often simply a graduate of your own shop, with experience limited to your routine practice.
The Proper Type. — The foreman should have a thorough knowledge of the best mechanical processes and the types of machines best suited for the work he handles. He should have also a wide knowledge of the tools, such as jigs, milling fixtures, dies, etc., best adapted to his work, and of methods of using them so as to procure the greatest economy in production; and, last but not least, the ability to handle men and get the best from them. Am I setting too high a standard for the foreman? I say No ! positively No ! These are the men who can "make or break" the concern. As is the foreman, so is the department. In nine cases out of ten, he is your "StickingPoint," or is responsible for it, be it poor workmanship, high costs, tardy production, or trouble with your workmen. This is as true of the small shop as of the large one.
Therefore, select him with care, watch him and help him, educate him, and, above all, give him the stimulus of "his chance" and watch him grow, if he is the right kind.
True it is that in the most modem shops the tendency now is to depend less and less upon the foremen on the important questions of speed of machines, types of tools, setting of standard time, and proper prices on jobs. The best practice in the up-to-date shop is to institute speed bosses, rate-making departments, and tool and tool-designing departments, entirely independent of the foremen. In fact, as will be brought out later, such plans, properly instituted and carried out, will accomplish wonders; but this course is rendered necessary because of the weakness of the ordinary foremen. But in most shops it is hardly possible to consider such elaborate, though extremely valuable plans amongst the first steps. Depend upon your foremen you must. Even though the greater plan of organization with speed bosses, rate-making departments, etc., may be determined upon, this consideration of the foremen's efficiency is equally necessary. In fact, the broader plan will utterly fail unless it is supported by the intelligent efforts of the heads of departments.
The Management's Representatives. — Never forget that the foremen are the management's direct representatives to the workmen. The men form their opinion of the company from their opinion of their foremen. Their daily life and career are subject to his control, his whims and vagaries ; their promotions and increases in pay depend upon his characteristics and knowledge. They more often have reason to depend upon his practice of favoritism than upon his sense of fairness. The character and ability of the foremen affect the workmen more directly than any other three factors in the shop organization and management, and as a consequence have a direct effect upon their output and disposition toward the company.
Job Bosses and Workmen.
In any shop organization, however small, the question of the proper division of the working force, so that the proper amount of supervision can be given to each man or group of men, must receive careful attention. A foreman cannot properly oversee his entire department without assistance and still give his attention to the larger and more important details of his work. The usual method of securing this result is to appoint the more efficient members of the working force "job bosses" with some limited degree of authority over a small group of men. These men perform their share of the work, receiving a slight increase in their pay.
The importance of carefully selecting these men is at once apparent. They are usually the next in line for advancement to assistant foremanship. From these men come your heads of departments. And yet how many managers or shop superintendents possess accurate information concerning the character and ability of their job bosses? They usually promptly pass over to the foremen the responsibility for making these selections, and very often they in turn just as promptly pass the coveted position to some favored friend without much regard to the matter of his ability compared to that of the rest of the group affected — or, to drive the thought harder home — without regard to the ability and intelligence of the rest of the candidates for promotion. Advancement in wage and authority is as important to the $1.50 per day workman as it is to the superintendent. It is the neglect of just such points as these that cause workmen to feel that merit and hard work count for little, and that extra effort brings no reward in the face of an unfair foreman's selection of his friends and favorites for the only progress that is possible to them.
System of Pay and its Effect Upon Workmen.
Of equal importance in its direct effect upon men is the question of the "system of pay" and the method of handling it. Little will be said at this point regarding these matters. However, in considering the defects directly affecting the workmen and seriously affecting the cost of production in many forms of business, the first prize (for total inefficiency) may usually be given blindly to the pay system without much danger of going amiss.
The average system, usually piece work, started by men little versed in modern methods and based upon data usually secured by the foreman by methods " strictly their own" — and as often totally incorrect — supplies a first-class millstone to burden any concern.
Little faith can usually be placed in the average foreman's estimate of a "fair price" for a job. Lacking proper knowledge himself, he will, however, unhesitatingly and with a great display of confidence, place a price upon any piece of work. Then follows the old story of, first, excessive earnings by workmen; second, dissatisfaction on the part of the employer, and consequent reductions in price; and, third, the invariable result of discontented workmen, who find that their only protection from reductions in price lies in. the strict adherence to a certain limited rate of earnings and hence of production. The foremen continue blithely to set the prices, the employer suffers unconsciously through excessive costs and limited output, and the workman works away discontented and determined to even up matters for unfair treatment. These conditions are still very prevalent.
It is astonishing to note the manner in which otherwise sensible men will put into effect and enforce methods and policies vitally affecting the workman's daily life, without regard to the "human element" that enters into his makeup and that the manager should know must of necessity be reckoned with.
Much has been said about the tendency of the modem workman to limit his output and not put forth his best efforts to improve either himself or the company's product. This complaint, however, generally comes from the manufactiurer who does not consider it worth while to give close attention to such details as are mentioned briefly here. Seldom is it "heard from the manager who wisely "puts himself in the other fellow's place," and then builds up his plans along lines that he realizes would mean encouragement and inspiration to him were he in that other fellow's place.
Any man who has sufficiently clear vision to recognize such faults existing in his business must make up his mind to start right in at the bottom and build up. No points can be neglected. The faults in organization and methods mentioned in this brief outline, if existing, must be eradicated before any permanent or really effective improvement can result.
II. Defects of Systems and Methods of Manufacturing.
In this chapter, the intention is to point out the most serious defects of the ordinary systems, as the succeeding chapters will deal with the defects and suggested methods of betterment quite fully. The need of system is, of course, becoming more widely recognized each year. But in many cases the manufacturer stops just short of full success. Many times he also fails to realize the full purport of his system and to reap the full, and, in fact, the greatest benefit possible from it.
System of the shop processes of production, such as machining, assembling, etc.
Proper results in the shop processes of production come from systems in production methods.
The lack of accurate information relative to the amount of work that can and should be turned out from a first-class tool is astounding. In many shops it is only another case where those methods which vitally affect the cost of production are "up to the foremen," and the foremen, lacking knowledge and experience, cheerfully run their departments year in and year out, satisfied if they turn out sufficient volume to keep the "superintendent" off their trail.
Machining Methods.
In my own shops before they were reorganized, I have seen cases where one department was operating the machinery at such cutting speeds and with such depths of cut as to show a loss of 21 per cent when compared with another department directly beside it but under another foreman. And, at that, both departments were far below the standard of efficiency they have now attained, and the end has not yet been reached.
In this matter understand me clearly. The average foreman wants to do well and to make a good showing. But he cannot but lack the desired (and indeed necessary) training and experience to secure proper results. The only proper method of handling these men is to train them. It can be done. It has been done with fine results. Necessarily, then, this vital information as to what should be produced from any one machine is usually lacking in foremen and superintendents.
I recently installed in certain factories several large boring mills and heavy planers built by two of the highest grades of manufacturers. In order to test the amount of knowledge possessed by the manufacturers of these machines, they were called upon for advice as to the best results that could be secured from them when working under differing conditions. Simple questions were asked as to the speed and depth of cut possible in order to secure the best results. These builders of the tools could not give a definite answer that would be of any material assistance to any one needing light. They knew that their machine tools ran as fast and "would turn out as much work, etc.," as any in the market, but when it came to the question of shapes of tools, depth of cuts, results upon differing grades of metal, results from the use of water and composition on the tool, etc., they floundered hopelessly. The lack of knowledge of the best results obtainable is not by any means confined to the older type of shops. There is many a factory today which to the eye presents a modem appearance, with its new buildings, well ventilated and cleanly, its fine equipment in machinery and tools, and its show of bustle and hustle, which yet needs the " doctor's care" badly. The shop, whether new or old in appearance, operating under the older methods of obsolete of obsolescent wage and shop systems, hampered by lack of accurate knowledge of best obtainable results in up-to-date processes of production, by lack of progressiveness and lack of " pulling for the good of the company" spirit in the working organization, is far behind in the race for commercial supremacy.
More details regarding the improvement of machining methods are covered in a full chapter.
The Stock System.
To the manufacturer who is not thoroughly awakened to modern possibilities, the stock system is simply a means of keeping track of his stock. It may never occur to him that it is possible to develop it easily so that he can cut down his necessary working capital to a minimum and reduce his interest account to the lowest point possible, or that, by a little development and attention on the part of several intelligent men, monthly inventories correct within 1 and 2 per cent can be easily secured and made the basis for an exceedingly valuable factory profit-and-loss sheet, so that factory conditions can be accurately noted monthly.
The Order and Tracing System.
The order and tracing system are often considered "necessary evils," and yet the great success of many a concern depends upon the promptness in filling orders and keeping delivery promises, and the tracing system is responsible for this.
The tracing system as an aid in keeping down stock investment through keeping the regular stock constantly moving is also often a new idea.
The Cost System.
The possibility of ascertaining the cost of the article is often the only thought in the manufacturer's mind when the "cost system" is mentioned, and is accordingly its only function that is developed. In fact, however, the valuable analyses of costs, operation by operation, to be secured from an efficient cost system, supply the manager with invaluable data from which to work in reducing costs. Nor does their effectiveness stop here. If it is decided to start a campaign to increase the efficiency of the factory force and to eliminate the inefficient men, then the individual records of the man will be secured from the cost records. In large bodies of workmen, a steady and intelligent campaign along these lines will work wonders.
While to some this last point may appear to be an unnecessary refinement, it must be admitted by all that a cost system must provide a method of cost analysis which will unerringly reveal the points of high and excessive costs throughout every stage of manufacture. The failure to accomplish this means the failure of the chief function of any cost system, namely, making possible the greatest economy in manufacture.
Linked up closely with the cost system is the "system of pay" or the wage system already touched upon. This will be handled fully later, but must be mentioned now because of its great importance. It, and the "method of organization," form the two pillars upon which rest the whole framework of a successful concern. Any weakness here is felt throughout the entire structure.
III. Defects of Sales Department and Executive.
The Sales Department.
Thorough and careful consideration of sales-department methods is considered essential in this discussion. A full study of any business is incomplete if the sales-department methods are neglected. For the "production of orders" is a most essential link to the chain.
The possibilities of scientific development in this branch of the ordinary business are so great that they must be carefully studied. To this statement I often hear the manager say: "Scientific development of the selling end of the business! Why! a salesman is a salesman. The selling of the goods is an art in itself. A matter of individualism. Salesmen are born, not made. Training of salesmen! Bosh!"
The managers who make such statements are usually of the type that will employ a new salesman, let him " dig around the shop a bit," give him a catalogue and start him out. A mere " taking of orders on price alone," not a finished salesman. For the gulf of difference between a man who takes orders because he quotes lower prices than his competitor, and the salesman who sells the goods at a higher price than his competitor because of his skill and knowledge of his business, is a very wide and deep one. That there is a " psychology of salesmanshp" I would be the last one to deny. But innate selling ablity, unless backed up by proper knowledge, will not win. Add to natural selling ability a thorough training in the "talking points" of the product, the defects (and good points) of the competitors, the best methods of meeting arguments and objections, gained from the experience of all the best men in the selling organization, the most successful means of demonstrating the merits of the goods to the prospective customer — and you have a strong salesman.
Train your men collectively, thoroughly organize them along scientific lines, and then back up your training by simple yet adequate systems whereby you may know that the territories are being completely covered, your prospective customers are being handled properly, profitable prices being secured and competition being met, and you will have an invincible selling organization.
Instead of this condition; one often sees a group of salesmen, jealous and distrustful of each other, lacking in the desire to work together for the good of the company, without a thorough knowledge of the company's goods or their competitors' product, and very chary about sharing what knowledge they do possess either with each other or with the poor newcomer. Usually the firm itself is almost entirely responsible for such conditions.
The possibilities that lie in the development of proper methods are astounding. Actual experience to be described in later chapters has proven it beyond the peradventure of a doubt.
The Executive.
The weaknesses outlined in the preceding pages will surely be felt in the executive division whether that consists of one man or twenty. With the possibility of securing only such insufficient data as can be obtained with lack of organization, methods, and systems, such as has been outlined, what can the executive do but struggle along in. the dark and in doubt, trusting that his untrained salesmen can sell his product for such a price that a reasonable profit will be shown after his factory, without proper organization, system, and training, has produced? In passing, let me state again that there is many an executive today who, not realizing the inefficient condition of both branches of the organization, wonders what there is wrong with a business that apparently is in good condition as far as surface conditions are concerned. To such I say analyze the business to the uttermost. Compare it with a modem concern with an organization built upon lines that inspire the workers in it to give their best knowledge and ability to further its progress, with methods that ensure the best results in cost and volume, and systems that will not only tell the story of progress but also indicate the " Sticking Points" — and then begin to build along proper lines. And when the work is once begun, never let up; fight it out to a finish, It will pay.
End of the chapter
PEOFIT MAKING IN SHOP AND EACTORY MANAGEMENT
BY
CHARLES U. CARPENTER
NEW YORK
THE ENGINEERING MAGAZINE
1908
Copyright, 1908
By JOHN R. DUNLAP
https://archive.org/stream/cu31924002748576/cu31924002748576_djvu.txt
CONTENTS.
Chapter I. The Reorganization op a Run-Down Concern
The Necessity for Analysis of Existing Conditions — ^Advantageous Posi-
tion of a Well Organized Concern — The Manufacturer with his Eyes Closed —
The Manufacturer with his Hands Tied — Organizing the Methods of Inves-
tigation and Analysis — The Usual Defects of Organization, System and
Methods in Manufacturing Plants — ^The Superintendent — ^The Foremen —
Job Bosses and Workmen — Systems of Pay and their Effect — ^The Stock
System — The Order and Tracing System — ^The Cost System — ^Machining
Methods — Defects of the Sales Department — Defects of Executive Con-
trol 9
Chapter II. The Practical Working op the Committee System
No Ready-Made System is a Panacea — ^Why New Systems so Often
Fail — Co-operation of the Working Force is Essential — ^The Human Element
and the Get-Together Spirit — Formation of the Committee System — ^The
General Factory Committee — Its Personnel — Its Work — Its Meetings —
Subsidiary CoHimittees — Job Bosses' Meetings — General Foremen's Meet-
ings — ^The Workmen — Promotions 23
Chapter III. Reports; Their Necessity and Their Uses
The Necessity for Reports of Varied Kinds — ^What they should be and
what they should Cover — A General Outline of the Essential Reports — ^The
Monthly Analyzed Profit and Loss Sheet — ^The Sales Reports — ^The Factory
Reports — ^The Cost Reports — ^The Points to be Shown and the Methods of
Use 36
Chapter IV. The Designing and Drafting Department
Results to be Secured — Close Relations with the Tool Room — Require-
ments of an EflScient Drafting Department — ^Meetings with the Com-
mittees — Co-operation with Shop Foremen — Standardization in Design —
Designing for Cheap Machining and Assembling — ^Making and Following
of Drawings to be Invariable — Reports from Machining and Assembly
Departments — ^The Use of the Coiimaittee System 42
Chapter V. The Tool Room; the Heart op the Shop
The Full Functions of the Tool Room — Systems of Tool Supply —
Speed of Production in the Tool Room of Vital Import — ^Methods for
Hastening Production — ^The Choice of the Foreman — Specialization of
Labor — Standaxdization — Duplication of Standard Parts — Subdivision of
Labor — ^The Small Shop — Speeding up Tool Production and Checking the
Cost — Tool-Cost Cards — Examples — ^Method of Use — Tool-Room Commit-
tee Membership 50
Chapter VI. Minimizing the Time of Machine-Tool Operations
The Determination of Standard Times — ^The Concentration of the Work-
man's Time on Running his Machine — ^The Adoption of High-Speed Steel —
Causes of Lost Time — The Starting Point in Minimizing Operation Costs —
Investigation of Existing Machinery — Systematic Report upon Improve-
ments in Old Machines and Recommendations for Replacements or New
Purchase 64
Chapteb VII. Possibilities Attending the Use of High-Speed Steel
What Percentage of Increase may be Expected in the Output — ^The
Abundant Provision of Cutting Tools — Standard Shapes for Tools — ^How
Determined — Forging — Hardening — Form for Records — CooHng — Grind-
ing — Use of Automatic Grinders 73
Chapter VIII. The Determination or Standard Times por Machining
Operations
The Shop Conditions upon which Standard Times Depend — Tests of
Times which should be Attained — ^How to Begin — Classification of Parts —
The Expert Tester — ^His Qualifications — Practical Speeds in Lathe Work —
In Planer Work — In Drilling — ^Tables — How to Use the Tables — ^The Com-
mittee at Work — Requirements for Maximum Production by the Work-
man 83
Chapter IX. Standard Times for Handling the Work
The Elements which must be Considered — Causes of Lost Time in Hand-
ling—Injuries to Stock or Parts in Handling — ^The Use of Standard Boxes —
Standard Places for Stock and Parts — Records of Handling Times —
Forms — Setting-up Time— Times for Work on the Machines — ^Time for
Removing Work from the Machines — ^The Use of Committee Action 94
Chapter X. Standard Times for Assembling
Special Difficulties to be Found in this Subject — ^Methods of Procedure
which Succeed — Examples of Results Secured — ^An Instructive Case
Described — ^Foremen's Co-operation Essential — How it can be Enlisted. . . . 101
Chapter XI. Stimulating Production by the Wage System
The Attitude of the Workman — ^Mischief Caused by Cutting of Rates —
The True Theory of Costs — ^The Wage Problem in Introducing Standard
Times — ^How to Get the Workman to Stand for Them — Systems of Pay —
Day Work — Piece Work — Premium Plan — ^The Differential Plan — ^The
Bonus Plan — Special Modifications of the Bonus Plan Recommended 109
Chapter XII. Stock and Cost Systems as a Factor in Profit Making
The Prime Requisites of a Cost System — Wha,t it should Accomplish —
The Three Fundamental Problems at a Stock System — A Simple and Suc-
cessful System Described — ^The Forms and Cards and their Mode of Use —
Storage Platforms and" what they AccompUsh — Stock-Tracing and Cost
Sheets — ^Forms — ^How the Data are Used 116
Chapter XIII. The Upbuilding of a Selling Organization
The Various Methods of Selling Manufactured Goods Defined — ^What is to
be Considered in Developing a Selling Force — ^Training of Salesmen — Its
Possibilities Proved — Development of a Selling System — Salesmen's Demon-
stration Meetings — A Typical Programme — ^Modes of Stimulating Interest —
Salesmen' Training Department — Selection of an Instructor— Prepara-
tion of a Manual — Reports and their Importance — ^Forms — Lists — Adver-
tising ._ 124
Chapter XIV. Effective Organization in the Executive Department
Difficulties Peculiar to the Executive Division — The Personal Element —
The Use of the Report System — Reports from the Selling Division — ^Forms
— Factory Reports — ^Forms — ^Executive Reports — ^Forms — The Methods
Illustrated by an Example and a Typical Programme — ^The Results
Secured 138
About Carpenter
https://en.wikipedia.org/wiki/Charles_U._Carpenter
Charles Underwood Carpenter (Indiana, January 1872 – January 15, 1928[1]) was an American business manager, management author, and inventor, known as "one of the earliest advocates of the committee system in factory management."
Carpenter got his degree from Princeton University in 1893, and started his career in industry.
