The following chart .(Fig. ii) brings out in a graphic way the elements mentioned above. This particular form of organization was taken for various reasons. It is a good illustration of that type in which the departmental or functional principle is carried out in a modified way to suit a small industrial plant. Moreover, it shows the position of the planning de partment in its relation to the other departments.
It will be noticed that on this chart ( Fig. 11) the press shop is divided into groups of men and machines. Each group has a gang boss, who is responsible to the press shop foreman. The departments other than the press shop are all small and employ but few men, ex cept the tool room and the die shop. The erecting floor is in charge of the gang boss, under whom are several assistant gang bosses, according to the number of jobs or different kinds of work in process on the flOors assigned.
It will be noticed that the planning department is the medium thru which the superintendent controls the shop. All orders, designs, detailed drawings, super vision of new work, etc., emanating from either the counting room or the engineering and drafting rooms, pass thru the superintendent's hands and the planning department before reaching the manufacturing de partment.
5. Organization records.—The organization chart will meet its full possibilities only when it is supple mented by the organization record. It consists of a book of written instructions covering the duties of each person shown on the organization chart. Copies of this record are furnished to each employe or officer concerned. Managers who add this important aid to their equipment will promote their interests in three ways: (1) writing of instructions prevents the mis understanding or forgetting of oral orders ; (2 ) writ ing out instructions generally clarifies the ideas of the men who issue them; (3) writing leaves a permanent record of all instructions which have been issued, often preventing, as a consequence, many confusions and conflicts of authority. Oral instructions leave no written record for future employes. Alen who are removed to other departments, or who leave the em ployment of the firm altogether, often carry with them knowledge of important details which the firm is likely to lose because the foreman, not appreciating the importance of these details in the work, neglects to see that they are recorded. Under a system of proper written instructions, however, this could not occur, for all important details are noted as being a part of the whole operation.
6. Written records abasis for standards.—It should be noted here also that a slip of written instructions is absolutely necessary if a manager wishes to adopt one of the further aids mentioned later on, namely, prede termined standards for the accomplishment of his work. If such a record is properly kept up it will fur nish the management with a complete account of all the details of the business. It will also contain all the forms from the accounting and other departments, with a full description and explanation of their uses.
It need hardly be mentioned that all changes in the instructions should be written out, copies handed to the persons affected and a duplicate posted in the or ganization records. It may not be necessary to record the duties of the manager, but beginning with tbe as sistant manager and continuing on down to the loWest man in the organization, the record should contain written instructions covering the specific duties of each man. These instructions, if compiled in book form, would make a goodly volume, and the collection of the data requires much time and labor. After the information is gathered it has to be continually re vised. These are the objections generally offered against adopting such a record as an aid to the man ager. If all this information which is floating about in the possession of the employes, unknown to the manager, is vitally essential to the accomplishment of the work, then it is well worth while to have it put down in writing even tho the process does require much labor and money.
7. Lack of control causes confusion.—One of the commonest sights in the ordinary machine shop is men running here and there looking for tools, ma terials or seeking further instructions. To a greater or less extent this lack of system is found in every business which has not adopted some method of rout ing material or tools to the mechanic and supplies to the clerks and operators, whereby they may be sup plied with everything necessary to carry out their work. Such a condition denotes a lack of strict super vision. This situation bas grown up largely because industries have increased. so in size; that is, business enterprises have added to their equipment and to their labor forces, while, on the other hand, they have not had a correspondingly large extension in the depart ments of management and administration.