1.  “A scientific investigation in detail of each piece of work and the determination of the best method and the shortest time in which the work can be done.”

2.  “A teacher capable of teaching the best methods and shortest time.”

3.  “Reward for both teacher and pupil, when the latter is successful."[49]

II

About five years ago Mr. Gantt was consulted concerning the application of Scientific Management in a New England Cloth Finishing house.  The installation of the new system here began on the eve of a strike which the workers lost.  The history of this strike and its causes is not a part of this account.  Only these facts concerning it bear upon the present subject.  The strike started among the men folders, then folding 155 pieces of cloth a day for $10 a week on week wages, and asking for ten per cent increase of wage without increase of output.  The women folders’ wage on lighter work was $7.50.  As will be seen, this request was met by Scientific Management.  The wage was increased far beyond ten per cent.  The output was increased, both by improved mechanical methods, and by a standard of more expert work, to from 447 to 887 pieces a day.  The engineers of Scientific Management had not on either one side or the other any part whatever in the strike.  But undoubtedly one of its contributing causes was a distrust aroused by the rumor that a new system of work was to be inaugurated.

The Cloth Finishing establishment bleaches, starches, and calenders dimities, muslins, percales, and shirtings, and folds and wraps them for shipping.  The factory has good light and good air and an excellent situation in open, lightly rolling country.  About two hundred young women, Americans, Scotch, English, and French-Canadians are now employed here on the bonus and task system, most of them whom I saw living with their families in very attractive houses in pleasant villages near.  One or two were on the gloomy, muddy little streets of a French-Canadian mill town.  These girls, too, were in well-built houses and not living in crowded conditions.  But all their surroundings were dingy and disagreeable.  At the Cloth Finishing factory and both the other establishments, every opportunity for the fullest inquiry among workers as to the result of the system for them was offered by the owning companies.  Difficulties in the industry for the workers were frequently pointed out by managers; and the addresses and names of the less well-paid workers and those in the harder positions were supplied as freely as information about the more fortunate effects of the system.  Both this firm and that of the cotton mill are anxious to obtain first-class work through first-class working conditions as rapidly as trade conditions will allow.