RECORDS MUST LOWER COSTS AND SIMPLIFY WORK.—­The quantity of records that should be made depends on the amount, diversity and state of development of the work done.  No record should be made, which does not, directly or indirectly, actually reduce costs or in some way increase efficiency.  The purpose of the records, as of Scientific Management in general, is to simplify work.  Only when this is recognized, can the records made be properly judged.  Numerous as they may at times seem to be, their number is determined absolutely by the satisfactory manner in which they—­

    1.  Reduce costs.
    2.  Simplify work.
    3.  Increase efficiency.

RECORDS OF WORK AND WORKERS.—­Records may be of the work or of the worker[2]—­that is to say, of material used, tools used, output produced, etc., or of individual efficiency, in one form or another.  Records of efficiency may be of workers, of foremen, and of managers, and a record may be made of any man in several capacities; for example, a record is kept of a functional foreman in the form of the work of the men who are under him, while another record might be kept of him as a worker himself; for example, the time being taken that it took him to teach others their duties, the time to learn what was to be done on any new work, etc.

RECORDS OF INITIATIVE.—­Records of initiative are embodied in the Suggestion Card.  Even under advanced Traditional Management the cards are furnished to the men upon which to write any ideas as to improvements.  These suggestions are received, and, if accepted, are rewarded.

Under Scientific Management such suggestions become more valuable, for, as has been shown, they are based upon standards; thus if accepted, they signify not only a real, but a permanent improvement.  Their greatest value, however, is in the stimulus that they furnish to the worker, in the information that they furnish the management as to which workers are interested, and in the spirit of cooeperation that they foster.

The worker receives not only a money-reward, but also publicity, for it is made known which worker has made a valuable suggestion.  This indicates that the worker has shown good judgment.  His interest is thus stimulated, his attention is held to his work, and the habit of initiative comes to him.  That this habit of initiative can be fostered, is shown by the actual fact that in many sorts of work the same man constantly makes suggestions.  It becomes a habit with him to look for the new way, and as he is constantly rewarded, the interest is not allowed to diminish.