A second standard may be obtained by carefully selecting the place where the box is to stand. A low, strong table can be used. This table at once stand ardizes the spot where the stock shall be placed; and the fact that the workman becomes accustomed to reach for his stock always in the same spot aids ap preciably by inducing in him a set of standard actions. The conditions are now ready for a test for the purpose of determining the least time necessary to do the work. A series of stop-watch tests upon an active workman will serve as a basis for a standard time for handling this part of the work. It is well, however, to check this test by other trials performed by an expert "tester." The latter is really a stan-dardized laborer.
16. Standard assembling time.—The establishment of a standard time for assembling work presents prac tical difficulties which are far more serious than those connected with machine standards. The variations in human judgment and skill are more difficult to de termine than the peculiarities of a machine. In most factories the workmen dislike to have their best speed known to the management, for then if they do not at tain it, a relative decrease of pay often results. The only general rule that can be applied in the determina tion of the standard times in this work, is to separate the assembling operations for any particular job into as small a number as possible. If a worlunan can be confined to three operations, or fewer, the problem is much simplified. But where the assembler has as many as ten different operations on a particular part, the solution becomes highly involved. The character of the difficulties in the way of the determination of this standard time indicates that the manager should help solve the problem. "The waste of time," says
Mr. C. U. Carpenter, in his excellent book, "Profit Making in Shop and Factory Management," "in the ordinary assembling department of the average manu facturing concern is almost beyond belief." 17. Economy gained by a standard time.—A test made by Mr. Carpenter on assembling work shows what can be done in effecting economy in this direction. Taking advantage of a strike in the polishing depart ment, the manager adopted a system of determining the new men's standard times of assembling. Twelve expert polishers were assigned to instruct sixty-two green hands. A partial analysis of the work after a few weeks showed that a reduction of 40 per cent could easily be made in the rate paid, and still the men could be provided with a good wage. In three weeks it was found possible to put the entire force upon piecework at the reduced rate. The men were assured that no further reduction would take place and were urged to do their best. The records showed that at the end of a period of ten weeks, the average earnings exceeded $5.50 per day, whereas under the old system they were only $3.00 per day. And at the same time, the work itself increased so materially that at the end of six months the actual records showed savings in the pay roll in this department amounting to over $55,000 per year.
The relation of standard times to other features of organization is very close and vital. The determina tion of the "shortest time" in which a job can be done is the first problem to be solved in establishing a wage system ; and what standard times mean to the cost system has only to be mentioned to be realized.