SCIENTIFIC MANAGEMENT IN EUROPE record of the amount of work done, but only how much of the time the machines are actually operating, how much of it they are idle, and for what reason. Thus drill press 207 is shown to have had no one to operate it on Monday and Tuesday of the first week; Wednesday, Thursday and Friday, it operated only five hours each day, because it needed repairs, as indicated by R. On Saturday it was shut down and thoroughly repaired, so that during the following week it operated full time until Friday, when, as shown by the line of P's, there was trouble with the power which, of course, affected all the machines. Milling-machine 76 suffered mostly from lack of material and 79, from lack of help. Lathe 847 ran out of orders the second Thursday, and had no operator on Saturday. It is obvious that a chart may be ruled for all the working days of a month, or for all the months of a year, and be used to keep constantly within the vision all important facts. The charts are small; i 1 x 17 in. (279 x 432 mm.) is a good size.
Man Record of employees both in compari son with established standards, and with each other, called man record charts; records of departments, each by itself, and grouped upon a single chart for comparison ; records of expenditures com bined with the budget are readily reduced to a convenient size and style, and the general manager of a factory can get, almost instantly, a complete picture of how the work is going.
The Load Chart.—The principle of the Gantt chart can be applied to almost any collective activity. One of its most useful forms is called the load chart which shows at a glance the date to which each machine or work space has been loaded with work by the planning department. This is most important when the question of taking on more work arises, making promises of delivery, or deciding whether or not to install additional equip ment. Very gratifying results have come from the application of the Gantt chart to purely managerial functions. Not only have such partial installations resulted in important reductions of in ventories, but the allotted time between placing an order and its completion has been reduced in some cases to about one-fourth of what it had been. The work of Taylor, and his associates and followers, Gantt, Barth, Cooke and Hathaway has been supple mented by many others, mainly in the way of properly related and harmonious additions, and they have extended the work outside purely industrial operations and into the fields of budgeting, accountancy, sales and marketing and even financing. It is par
ticularly to be noted that the object of scientific management is not to establish a paternal or an eleemosynary relation, but that it is a purely business arrangement, and like all other freely-made business arrangements must be advantageous to both parties.
The development of scientific management in Europe may be regarded from two angles. The writings of F. W. Taylor have been translated into most of the European languages. The actual methods and systems which he employed have received atten tion from a number of leading industrialists in most European countries. Examples are to be found which, allowing for national differences, represent an attempt to apply completely in individ ual enterprises the management structure outlined in his books. Of greater importance, however, has been the tendency to accept the underlying philosophy which he applied to industrial control. Broadly speaking, that philosophy contemplated the full accept ance of the standards and methods of scientific investigation for the solution of every variety of problem presented by industrial life. It included the whole-hearted application to the tasks of management not only of discoveries in the exact sciences such as physics and chemistry, but of the outlook and work of experi mental psychology, physiology, statistics and sociology.