In looking over the history of one of the companies engaged in machine building, we find that the cost of the labor has been lowered to about one-fifth of the original.  In view of this and the fact that a very slight change in model sometimes involves a temporary increase in the cost of labor three-fold or more, we see good reason for reluctance in making changes, even though we know that two or three years later the labor cost may drop as low as that previous to the change in model.

The inventor, the promoter, the salesman, and the oversanguine manager do not always foresee such things.

The manager sees the enthusiasm with which the selling organization hails the new model.  He realizes that they know the faults of the previous type, and he also knows that no one knows the faults of the new, but he lets it go.  Some enthusiasm must be had, even if it be dearly purchased.  He knows there will be many a troublesome delay due to the newness, even if the whole scheme proves very much better than the previous type.

This manager knows that his business success rests on the facility with which the machines are satisfactorily built, the readiness of the buyers, and, last but not least, the facility with which the product is used.  The facility with which the product will be used, to his mind, is almost beyond overestimation.

Sub-division of Work.

The division of work into separate operations makes it possible to divide the subject into relatively small sub-problems.  This division of the subject itself brings it within the capacity of the lesser brains and makes it very much easier for a brain of greater power.  In other words, the subdivision of work makes places in which all mental equipments may be used.

It is of no benefit to any one to keep the problems difficult by making each man think out a process for accomplishing each one of a great variety of operations, when the work may be so divided that it is only necessary for him to think of just one little part of the whole.  And we should not befog the issue by saying that this is degrading.

Some of the greatest scientists that the world has known have concentrated attention to the smallest conceivable part of this world, pieces so small that the microscope alone revealed them to the eye.  There is a chance for the thinker in most any of these places that have grown out of this process of finest subdivision of work.  The hardship comes only when the mind cannot get interested in the work.  In many cases this is undoubtedly due to a misfit, but in most cases it seems to be due to a false notion that there is nothing there of interest.

The subdivision of work must go on.  If hindered in any one plant, industry or nation more than in others, the result will be a loss to that one, and on the other hand, the one that carries it to the most efficient point will become the most powerful.

This subdivision develops greatest dexterity and skill, as well as the keenest comprehension of the ways and means of attaining a given end.  And this dexterity of operation is more easily carried on than is the fumbling uncertainty of the work of the more primitive type.