EFFICIENCY MEASURED BY TIME AND MOTION STUDY.—­Time and Motion Study.

      (a) measure the man by his work; that is, by the results
          of his activities;
      (b) measure him by his methods;
      (c) measure him by his capacity to learn;
      (d) measure him by his capacity to teach.

Now measurement by result alone is very stimulating to increasing activities, especially when it shows, as it does under Scientific Management, the relative results of various people doing the same kind of work.  But it does not, itself, show the worker how to obtain greater results without putting on more speed or using up more activities.  But when the worker’s methods are measured, he begins to see, for himself, exactly why and where he has failed.

Scientific Management provides for him to be taught, and the fact that he sees through the measurements exactly what he needs to be taught will make him glad to have the teacher come and show him how to do better.  Through this teaching, its results, and the speed with which the results come, the workers and the managers can see how fast the worker is capable of learning, and, at the same time, the worker, the teacher and the managers can see in how far the foreman is capable of instructing.

FINAL OUTCOME BENEFICIAL TO MANAGERS AND MEN.—­Through measurement in Scientific Management, managers acquire—­

    1. ability to select men, methods, equipment, etc.;
    2. ability to assign men to the work which they should do, to
       prescribe the method which they shall use, and to reward
       them for their output suitably;
    3. ability to predict.  On this ability to predict rests the
       possibility of making calendars, chronological charts and
       schedules, and of planning determining sequence of events, etc.,
       which will be discussed at length later.

Ability to predict allows the managers to state “premature truths,” which the records show to be truths when the work has been done.

It must not be forgotten that the managers are enabled not only to predict what the men, equipment, machinery, etc., will do, but what they can do themselves.

THE EFFECT ON THE MEN IS THAT THE WORKER CO-OPERATES.—­1.  The worker’s interest is held.  The men know that the methods they are using are the best.  The exact measurements of efficiency of the learner,—­and under Scientific Management a man never ceases to be a learner,—­give him a continued interest in his work.  It is impossible to hold the attention of the intelligent worker to a method or process that he does not believe to> be the most efficient and least wasteful.

Motion study and time study are the most efficient measuring device of the relative qualities of differing methods.  They furnish definite and exact proof to the worker as to the excellence of the method that he is told to use.  When he is convinced, lack of interest due to his doubts and dissatisfaction is removed.