The first step, therefore, was to make it impossible for them to slight their work without being found out.This was accomplished through what is known as over-inspection Each one of four of the most trustworthy girls was given each day a lot of balls to inspect which had been examined the day before by one of the regular inspectors; the number identifying the lot to be over-inspected having been changed by the foreman so that none of the over-inspectors knew whose work they were examining.In addition to this one of the lots inspected by the four over-inspectors was examined on the following day by the chief inspector, selected on account of her especial accuracy and integrity.
An effective expedient was adopted for checking the honesty and accuracy of the over-inspection.Every two or three days a lot of balls was especially prepared by the foreman, who counted out a definite number of perfect balls, and added a recorded number of defective balls of each kind.Neither the inspectors nor the over-inspectors had any means of distinguishing this prepared lot from the regular commercial lots.And in this way all temptation to slight their work or make false returns was removed.
After insuring in this way against deterioration in quality, effective means were at once adopted to increase the output.Improved day work was substituted for the old slipshod method.An accurate daily record was kept both as to the quantity and quality of the work done in order to guard against any personal prejudice on the part of the foreman and to insure absolute impartiality and justice for each inspector.In a comparatively short time this record enabled the foreman to stir the ambition of all the inspectors by increasing the wages of those who turned out a large quantity and good quality, while at the same time lowering the pay of those who did indifferent work and discharging others who proved to be incorrigibly slow or careless.A careful examination was then made of the way in which each girl spent her time and an accurate time study was undertaken, through the use of a stop-watch and record blanks, to determine how fast each kind of inspection should be done, and to establish the exact conditions under which each girl could do her quickest and best work, while at the same time guarding against giving her a task so severe that there was danger from over fatigue or exhaustion.This investigation showed that the girls spent a considerable part of their time either in partial idleness, talking and half working, or in actually doing nothing.
Even when the hours of labor had been shortened from 10 1/2 to 8 1/2 hours, a close observation of the girls showed that after about an hour and one-half of consecutive work they began to get nervous.They evidently needed a rest.It is wise to stop short of the point at which overstrain begins, so we arranged for them to have a ten minutes period for recreation at the end of each hour and one quarter.During these recess periods (two of ten minutes each in the morning and two in the afternoon) they were obliged to stop work and were encouraged to leave their seats and get a complete change of occupation by walking around and talking, etc.
In one respect no doubt some people will say that these girls were brutally treated.They were seated so far apart that they could not conveniently talk while at work.
Shortening their hours of labor, however, and providing so far as we knew the most favorable working conditions made it possible for them to really work steadily instead of pretending to do so.
And it is only after this stage in the reorganization is reached, when the girls have been properly selected and on the one hand such precautions have been taken as to guard against the possibility of over-driving them, while, on the other hand, the temptation to slight their work has been removed and the most favorable working conditions have been established, that the final step should be taken which insures them what they most want, namely, high wages, and the employers what they most want, namely, the maximum output and best quality of work, -- which means a low labor cost.
This step is to give each girl each day a carefully measured task which demands a full day's work from a competent operative, and also to give her a large premium or bonus whenever she accomplishes this task.
This was done in this case through establishing what is known as differential rate piece work.(5*) Under this system the pay of each girl was increased in proportion to the quantity of her output and also still more in proportion to the accuracy of her work.
As will be shown later, the differential rate (the lots inspected by the over-inspectors forming the basis for the differential) resulted in a large gain in the quantity of work done and at the same time in a marked improvement in the quality.
Before they finally worked to the best advantage it was found to be necessary to measure the output of each girl as often as once every hour, and to send a teacher to each individual who was found to be falling behind to find what was wrong, to straighten her out, and to encourage and help her to catch up.
There is a general principle back of this which should be appreciated by all of those who are especially interested in the management of men.A reward, if it is to be effective in stimulating men to do their best work, must come soon after the work has been done.But few men are able to look forward for more than a week or perhaps at most a month, and work hard for a reward which they are to receive at the end of this time.
The average workman must be able to measure what he has accomplished and clearly see his reward at the end of each day if he is to do his best.And more elementary characters, such as the young girls inspecting bicycle balls, or children, for instance, should have proper encouragement either in the shape of personal attention from those over them or an actual reward in sight as often as once an hour.
