25. Planning introduces no neva duties.—It was not intended in the foregoing description of the vari ous duties performed in the planning department, to describe all the activities that might possibly be in cluded in a planning department. The description, however, will serve to show that there are no new duties or functions carried out in the planning depart ment which have not previously been carried on in the shop. Those duties which could be easily separated from the purely operative functions have been put by themselves. One important feature of this form of management is that the workmen have absolutely no clerical work whatsoever to do and it is not necessary that they touch a pencil or time-stamp, from the time they arrive at work in the morning until they stop at night. As L. M. Gilbreth says in a paper in Indus trial Engineering : Master planning is the last study. The best planner is he who—other things being equal—is the most ingenious, the most experienced and the best observer.
The art of observing is founded upon a study of the mental element. In order that planning may be done best, the entire sequence of operations must be laid out previous to starting the work, so that the ideas and values of every element of evel-y subdivision of the process of work may be corrected to act most efficiently in relation with each and all of the subse quent parts and events that are to follow. This planning for ward and backward demands an equipment of time-study and motion-study records such as can be used economically only when all the planning is done in one place, with one set of records. The planner must be able to see and control the
whole problem in all of its aspects.
26. Other functions associated with planning de partment.—The duties of the disciplinarian, gang boss, speed boss, repair boss and inspector have not been touched upon here. Altho these men may be put into the planning department, they are more closely allied with the "performing department." The planning department, then, in contrast with the performing department, classifies its work under seven general functions, namely, (1) what is to be done, (2) the sequence in which it is to be done, (3) the method by which it shall be done, (4) which men shall do it, (5) the time that it will take, (6) the exact quality of product, (7) the amount of addi tional pay that will be given for doing it. The workers are given standard tasks to do. They have teachers to help them, and as a reward they are given a standard wage according to the performance. The management, knowing what the planning department is expected to do, is also in full possession of facts as to just what the men in the shop are expected to do. The workers are expected: (1) to give their cooper ation in carrying out prescribed work, method and quality; (2) to exercise their ingenuity in making improvements after they have learned the standard prescribed practice; (3) to fit themselves for higher pay and promotion.