INDUSTRIAL MANAGEMENT, a term used to cover the many systems of industrial operation and control which have developed and increased in number with great rapidity in recent years. In cluded in this term are purchasing sys tems, store management, balance of stores, record systems, studies of inte rior transportation, routing, factory heating, lighting and ventilating, per sonnel and employment work, industrial psychological tests, employees' welfare work, motion and time studies, cost ac counting, product design, production control, and wage and bonus systems. Modern.industry has in many cases by its rapid growth far outstripped the management's methods of controlling it, and the development of these many sys tems is merely another step in the evolu tion of modern industry.
Although some preliminary work had been done by F. A. Halsey, who spon sored a premium system, by Slater Lewis, who published "The Commercial Organization of Factories" in 1896, and by A. H. Church, the real credit for the early development of this branch of engi neering (as it is now generally conceded to be) should go to Dr. Frederick W. Taylor, of Philadelphia, former presi dent of the American Society of Mechan ical Engineers, whose paper on "Shop Management" in 1903, and book on "Sci entific Management" are the foundation upon which much of this modern profes sion is built. Some of the principles of the Taylor System are the analysis of the fundamental processes which go to make up each operation, a study of those processes, and as a result of that study, the determination of the best way of do ing each particular task. By the appli cation of these principles Dr. Taylor was able in many processes to secure a marked increase in production without greatly increased effort on the part of the operative, and, by a skillfully devised task and bonus system, the operatives were given a share of the profits result ing from this increased production.
It has bean felt that one weak point in the work of this pioneer was his com plete neglect of the human factor, and that he unsuccessfully attempted to standardize human beings. Various dis ciples and followers of Dr. Taylor have" of recent years contributed much to the advancement of the work. Galbraith has done much work on motion and tirne study, and has written extensively on thg subject, as has Emerson on "Efficiency." Dr. Hollis Godfrey, who was personally associated with Dr. Taylor, has done valuable work in the lines of planning of work and the development of control sys tems, but his particular contribution has been in the development of a method of training the teachers of the workmen, "management education," thereby estab lishing a connecting link between the management group and the workers, the lack of which contact has been the cause of the downfall of many plans of indus trial management.
Although much quackery has been practiced under the colors of scientific and industrial management, there can be no question of the benefit, to almost any industry, of the installation of a com plete stores and purchasing system, and of having the work move through the factory by the shortest route, by having planned synchronous assemblies of all parts going to make the finished product, and of a complete control over and exact knowledge of every step in the process, and of having them so expressed that they may be imparted to the workers.