Pioneers In Industrial Engineering

PIONEERS IN INDUSTRIAL ENGINEERING

WORK SYSTEM DESIGN

ASSIGNMENT- I DATE: 22-09-2008

SUBMITTED BY

KAILAS SREE CHANDRAN CLASS NO. 432

S5 INDUSTRIAL

COLLEGE OF ENGINEERING THIRUVANANTHAPURAM

CONTENTS SL. NO DESCRIPTION PAGE NO

INTRODUCTION 1

1 FREDERICK WINSLOW TAYLOR 2

2 FRANK GILBRETH 7

3 CHESTER BARNARD 9

4 MAX WEBER 13

5 HERBERT SIMON 17

6 HENRI FAYOL 21

7 MARY PARKER FOLLETT 26

8 ELTON MAYO 27

9 HENRY GANTT 31

10 CARL G. BARTH 34

11 HARRING EMERSON 34

12 MORRIS L. COOKE 34


WORK SYSTEM DESIGN ASSIGNMENT NO.1

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INTRODUCTION Industrial engineering is a branch of engineering that concerns

the development, improvement, implementation and evaluation of

integrated systems of people, money, knowledge, information,

equipment, energy, material and process. It also deals with designing

new prototypes to help save money and make the prototype better.

Industrial engineering draws upon the principles and methods of

engineering analysis and synthesis, as well

as mathematical, physical and social sciences together with the

principles and methods of engineering analysis and design to specify,

predict and evaluate the results to be obtained from such systems.

In lean manufacturing systems, Industrial engineers work to eliminate

wastes of time, money, materials, energy, and other resources.

Industrial engineering is also known as operations

management, systems engineering, production engineering,

manufacturing engineering or manufacturing systems engineering; a

distinction that seems to depend on the viewpoint or motives of the

user. Recruiters or educational establishments use the names to

differentiate themselves from others. In healthcare, industrial

engineers are more commonly known as management

engineers, engineering management, or even health systems

engineers.



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FREDERICK WINSLOW TAYLOR

Born 20 March 1856 Philadelphia, Pennsylvania U.S. Died 21 March 1915 Philadelphia, Pennsylvania U.S. Nationality American Occupation efficiency expert management consultant Known for "Father" of the Efficiency Movement



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1. FREDERICK WINSLOW TAYLOR Frederick Winslow Taylor (20 March 1856–21 March1915),

widely known as F. W. Taylor, was an American mechanical

engineer who sought to improve industrial efficiency. Taylor is

regarded as the father of scientific management, and was one of the

first management consultants. He was one of the intellectual leaders

of the Efficiency Movement and his ideas, broadly conceived, were

highly influential in the Progressive Era.

Frederick W. Taylor was the first man in recorded history who

deemed work deserving of systematic observation and study. On

Taylor's 'scientific management' rests, above all, the tremendous surge

of affluence in the last seventy-five years which has lifted the working

masses in the developed countries well above any level recorded

before, even for the well-to-do. Taylor, though the Isaac Newton (or

perhaps the Archimedes) of the science of work, laid only first

foundations, however. Not much has been added to them since - even

though he has been dead all of sixty years.

Scientific Management

Taylor believed that the industrial management of his day was

amateurish, that management could be formulated as an academic

discipline, and that the best results would come from the partnership

between a trained and qualified management and a cooperative and



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innovative workforce. Each side needed the other, and there was no

need for trade unions.

Future U.S. Supreme Court justice Louis Brandeis coined the

term scientific management in the course of his argument for

the Eastern Rate Case before the Interstate Commerce Commission in

1910. Brandeis debated that railroads, when governed according to

the principles of Taylor, did not need to raise rates to increase wages.

Taylor used Brandeis's term in the title of his monograph The

Principles of Scientific Management, published in 1911. Eastern Rate

Case propelled Taylor's ideas forefront of the management agenda.

Taylor wrote to Brandeis "I have rarely seen a new movement started

with such great momentum as you have given this one." Taylor's

approach is also often referred to, as Taylor's Principles, or frequently

disparagingly, as Taylorism. Taylor's scientific management consisted

of four principles:

1. Replace rule-of-thumb work methods with methods based on a

scientific study of the tasks.

2. Scientifically select, train, and develop each employee rather

than passively leaving them to train themselves.

3. Provide "Detailed instruction and supervision of each worker in

the performance of that worker's discrete task" (Montgomery

1997: 250).



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4. Divide work nearly equally between managers and workers, so

that the managers apply scientific management principles to

planning the work and the workers actually perform the tasks.

Management Theory

Taylor thought that by analysing work, the "One Best Way" to

do it would be found. He is most remembered for developing the time

and motion study. He would break a job into its component parts and

measure each to the hundredth of a minute. One of his most famous

studies involved shovels. He noticed that workers used the same

shovel for all materials. He determined that the most effective load

was 21½ lb, and found or designed shovels that for each material

would scoop up that amount. He was generally unsuccessful in getting

his concepts applied and was dismissed from Bethlehem Steel. It was

largely through the efforts of his disciples (most notably H.L. Gantt)

that industry came to implement his ideas. Nevertheless, the book he

wrote after parting company with Bethlehem Steel, Shop

Management, sold well.



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SR. FRANK BUNKER GILBRETH

Gilbreth with a wire representation of the path of motion for a unit of work

Born July 7, 1868 Fairfield, Maine Died June 14, 1924 (aged 55) Montclair, New Jersey

Known for "Father" of the Motion Study Contributions Motion Study, Principles of Motion Economy, Therbligs, Micromotion Study, Simo Chart, Microchronometer, Cyclegraph, Flow Diagram.



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2. SR. FRANK BUNKER GILBRETH Frank Bunker Gilbreth, Sr. (July 7, 1868 - June 14,1924) was

an early advocate of scientific management and a pioneer of motion

study, but is perhaps best known as the father and central figure

of Cheaper by the Dozen.

Gilbreth had no formal education beyond high school. He began

as a bricklayer, became a building contractor, an inventor, and

evolved into management engineer. He eventually became an

occasional lecturer at Purdue University, which houses his papers. He

married Lillian Moller Gilbreth in 1904; they had 12 children, 11 of

whom survived him. Their names are Anne, Mary (died in

1912), Ernestine, Martha, Frank Jr., Bill, Lillian, Fred, Daniel, Jack,

Robert and Jane.

Gilbreth discovered his vocation when, as a young building

contractor, he sought ways to make bricklaying (his first trade) faster

and easier. This grew into a collaboration with his eventual

spouse, Lillian Moller Gilbreth, that studied the work habits of

manufacturing and clerical employees in all sorts of industries to find

ways to increase output and make their jobs easier. He and Lillian

founded a management consulting firm, Gilbreth, Inc., focusing on

such endeavors.

According to Claude George (1968), Gilbreth reduced all

motions of the hand into some combination of 18 basic motions.



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These included grasp, transport loaded, and hold. Gilbreth named the

motions therbligs, "Gilbreth" spelled backwards with

the th transposed. He used a motion picture camera that was

calibrated in fractions of minutes to time the smallest of motions in

workers.

George noted that the Gilbreths were, above all, scientists who

sought to teach managers that all aspects of the workplace should be

constantly questioned, and improvements constantly adopted. Their

emphasis on the "one best way" and the therbligs predates the

development of continuous quality improvement (CQI) (George 1968:

98), and the late 20th century understanding that repeated motions can

lead to workers experiencing repetitive motion injuries.

Although the Gilbreths' work is often associated with that

of Frederick Winslow Taylor, there was a substantial philosophical

difference between the Gilbreths and Taylor. The symbol of

Taylorism was the stopwatch, and Taylorism was primarily concerned

with reducing the time of processes. The Gilbreths sought to make

processes more efficient by reducing the motions involved. They saw

their approach as more concerned with workers' welfare than was

Taylorism, which workers often perceived as primarily concerned

with profit. This led to a personal rift between Taylor and the

Gilbreths, which after Taylor's death turned into a feud between the

Gilbreths and Taylor's followers.



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Chester Irving Barnard

Born Nov 7, 1886 Malden, Massachusetts Died June 7, 1961 New York City. Residence United States Citizenship American Fields organizational theory Known for Functions of the Executive (1938)



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3. CHESTER BARNARD

Chester Irving Barnard (1886 – 1961) was an

American executive and an early organizational theorist. He was

author of Functions of the Executive, an influential 20th

century management book, which presents a theory of organization

and the functions of executives in organizations. This book became an

essential resource in the teaching of organizational sociology and

business theory.

Barnard looked at organizations as systems of cooperation of

human activity, and was worried about the fact that they are typically

rather short-lived. Firms that last more than a century are rather few,

and the only organization that can claim a substantial age is

the Catholic Church.

According to Barnard, this happens because organizations do

not meet the two criteria necessary for

survival: effectiveness and efficiency. Effectiveness, is defined the

usual way: as being able to accomplish the explicit goals. In contrast,

his notion of organizational efficiency is substantially different from

the conventional use of the word. He defines efficiency of an

organization as the degree to which that organization is able to satisfy

the motives of the individuals. If an organization satisfies the motives

of its participants, and attains its explicit goals, cooperation among

them will last.



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Functions Of The Executive

The book 'Functions of the Executive' from 1938, as indicated

by the title, wants to discuss the functions of the executive, but not

from a merely intuitive point of view, but deriving them from a

conception of cooperative systems based on previous concepts.

Barnard ends by summarizing the functions of the executive (the title

of the book) as being:

The establishment and maintenance of the system of

communication

The securing of the essential services from individuals

The formulation of the organizational purpose and objectives

Theory Of Authority And Theory Of Incentives

Two of his theories are particularly interesting: the theory

of authority and the theory of incentives. Both are seen in the context

of a communication system that should be based in seven essential

rules:

The Channels of communication should be definite

Everyone should know of the channels of communication

Everyone should have access to the formal channels of

communication

Lines of communication should be as short and as direct as

possible



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Competence of persons serving as communication centers should

be adequate

The line of communication should not be interrupted when

organization is functioning

Every communication should be authenticated

Thus, what makes a communication authoritative rests on the

subordinate rather than in the boss. Thus, he takes a perspective that

was very unusual at that time, close to that of Mary Parker Follett, and

is not that usual even today. One might say that managers should treat

workers respectfully and competently to obtain authority.

In the theory of incentives, he sees two ways of convincing

subordinates to cooperate: tangible incentives and persuasion. He

gives great importance to persuasion, much more than to economic

incentives. He described four general and four specific incentive. The

specific inducements were:- 1. Material inducements such as money

2. Personal non-material opportunities for distinction 3. Desirable

physical conditions of work 4. Ideal Benefactions, such as pride of

workmanship etc.



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MAXIMILIAN WEBER

German political economist and sociologist Born 21 April 1864 Erfurt, Prussian Saxony Died 14 June 1920 (aged 56) Munich, Bavaria Father of Modern study of sociology, Public administration.



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4. MAX WEBER Maximilian Carl Emil Weber (21 April 1864 – 14 June 1920)

was a German political economist and sociologist who was

considered one of the founders of the modern study of sociology

and public administration. He began his career at the University of

Berlin, and later worked at the universities of Freiburg, Heidelberg,

and Munich. Weber's major works deal with rationalization in sociology of

religion and government. His most famous work is his essay The

Protestant Ethic and the Spirit of Capitalism, which began his work

in the sociology of religion. In this work, Weber argued that religion

was one of the non-exclusive reasons for the different ways the

cultures of the Occident and the Orient have developed, and stressed

importance of particular characteristics of ascetic Protestantism which

led to the development of capitalism, bureaucracy and the rational-

legal state in the West. In another major work, Politics as a Vocation,

Weber defined the state as an entity which claims a monopoly on the

legitimate use of physical force, a definition that became pivotal to

the study of modern Western political science. His analysis

of bureaucracy in his Economy and Society is still central to the

modern study of organizations. His most known contributions are

often referred to as the 'Weber Thesis'.



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Achievements

Along with Karl Marx and Émile Durkheim, Weber is regarded

as one of the founders of modern sociology, although in his times he

was viewed primarily as a historian and an economist. Whereas

Durkheim, following Comte, worked in the positivist tradition, Weber

created and worked – like Werner Sombart, his friend and then the

most famous representative of German sociology – in the

antipositivist, hermeneutic, tradition. Those works started the

antipositivistic revolution in social sciences, which stressed the

difference between the social sciences and natural sciences, especially

due to human social actions (which Weber differentiated

into traditional, affectional, value-rational and instrumental). Weber's

early work was related to industrial sociology, but he is most famous

for his later work on the sociology of religion and sociology of

government.

The Protestant Ethic And The Spirit Of Capitalism

Weber's essay The Protestant Ethic and the Spirit of

Capitalism (Die protestantische Ethik und der Geist des

Kapitalismus) is his most famous work. It is argued that this work

should not be viewed as a detailed study of Protestantism, but rather

as an introduction into Weber's later works, especially his studies of

interaction between various religious ideas and economic behaviour.

In The Protestant Ethic and the Spirit of Capitalism, Weber puts

forward the thesis that Calvinist ethic and ideas influenced the



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development of capitalism. This theory is often viewed as a reversal

of Marx's thesis that the economic "base" of society determines all

other aspects of it. Religious devotion has usually been accompanied

by rejection of mundane affairs, including economic pursuit. Why

was that not the case with Protestantism? Weber addresses

that paradox in his essay.

Economics While Weber is best known and recognised today as one of the

leading scholars and founders of modern sociology, he also

accomplished much in other fields, notably economics, although this

is largely forgotten today among orthodox economists, who pay very

little attention to his works. The view that Weber is at all influential to

modern economists comes largely from non-economists and

economic critics with sociology backgrounds. During his life

distinctions between the social sciences were less clear than they are

now, and Weber considered himself a historian and an economist

first, sociologist distant second.

From the point of view of the economists, he is a representative

of the "Youngest" German historical school of economics. His most

valued contributions to the field of economics is his famous work,

The Protestant Ethic and the Spirit of Capitalism. This is a seminal

essay on the differences between religions and the relative wealth of

their followers. Weber's work is parallel to Sombart's treatise of the

same phenomenon, which however located the rise of Capitalism

in Judaism.



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HERBERT SIMON

Born June 15, 1916 Milwaukee, Wisconsin, USA Died February 9, 2001 (aged 84) Pittsburgh, Pennsylvania, USA Nationality United States Fields Artificial Intelligence Cognitive psychology Computer science Economics Political science Known for Logic Theory Machine General Problem Solver Bounded Rationality



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5. HERBERT SIMON

Herbert Alexander Simon (June 15, 1916 – February 9, 2001)

was an American political scientist whose research ranged across the

fields of cognitive psychology, computer science, public

administration, economics, management, philosophy of science and

sociology and was a professor, most notably, at Carnegie Mellon

University. With almost a thousand, often very highly cited,

publications he is one of the most influential social scientists of the

20th century.

Simon was a polymath, among the founding fathers of several of

today's important scientific domains, including artificial

Intelligence, information processing, decision-making, problem-

solving, attention economics, organization theory, complex systems,

and computer simulation of scientific discovery. He coined the

terms bounded rationality and satisficing, and was the first to analyze

the architecture of complexity and to propose a preferential

attachment mechanism to explain power law distributions.

Decision-Making

Administrative Behavior[7] was Herbert Simon’s doctoral

dissertation and his first book. It served as the foundation for his life's

work. The centerpiece of this book is the behavioral and cognitive

processes of making rational human choices, that is, decisions. An



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operational administrative decision should be correct and efficient,

and it must be practical to implement with a set of coordinated means.

Any decision involves a choice selected from a number of

alternatives, directed toward an organizational goal or sub goal.

Realistic options will have real consequences consisting of personnel

actions or non-actions modified by environmental facts and values. In

actual practice, some of the alternatives may be conscious or

unconscious; some of the consequences may be unintended as well as

intended; and some of the means and ends may be imperfectly

differentiated, incompletely related, or poorly detailed.

The task of rational decision making is to select the alternative

that results in the more preferred set of all the possible consequences.

This task can be divided into three required steps: (1) the

identification and listing of all the alternatives; (2) the determination

of all the consequences resulting from each of the alternatives; and (3)

the comparison of the accuracy and efficiency of each of these sets of

consequences. Any given individual or organization attempting to

implement this model in a real situation would be unable to comply

with the three requirements. It is highly improbable that one could

know all the alternatives, or all the consequences that follow each

alternative.

The question here is: given the inevitable limits on rational

decision making, what other techniques or behavioral processes can a

person or organization bring to bear to achieve approximately the best



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result? Simon writes: “The human being striving for rationality and

restricted within the limits of his knowledge has developed some

working procedures that partially overcome these difficulties. These

procedures consist in assuming that he can isolate from the rest of the

world a closed system containing a limited number of variables and a

limited range of consequences.”

The correctness of decisions is measured by two major criteria:

(1) adequacy of achieving the desired objective; and (2) the efficiency

with which the result was obtained. Many members of the

organization may focus on adequacy, but the overall administrative

management must pay particular attention to the efficiency with

which the desired result was obtained.

Simon's contributions to research in the area of decision-making

have become increasingly main stream in the business community

thanks to the growth of management consulting. Simon's decision-

making steps of Intelligence, Design, Choice, and Review are the

basis of the work of Inferential Focus.


WORK SYSTEM DESIGN

Born

1841 in Istanbul

Died

died 1925 in Paris

Nationality

British

Subjects

Management and Politics

Father of

Functions of Management



HENRI FAYOL

Politics

Functions of Management

ASSIGNMENT NO.1

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6. HENRI FAYOL Fayol was one of the most influential contributors to modern

concepts of management, having proposed that there are five primary

functions of management: (1) planning, (2) organizing, (3)

commanding, (4) coordinating, and (5) controlling (Fayol, 1949,

1987). Controlling is described in the sense that a manager must

receive feedback on a process in order to make necessary adjustments.

Fayol's work has stood the test of time and has been shown to be

relevant and appropriate to contemporary management. Many of

today’s management texts including Daft (2005) have reduced the

five functions to four: (1) planning, (2) organizing, (3) leading, and

(4) controlling. Daft's text is organized around Fayol's four functions.

Fayol believed management theories could be developed, then

taught. His theories were published in a monograph titled General

and Industrial Management (1916). This is an extraordinary little

book that offers the first theory of general management and statement

of management principles.

Fayol suggested that it is important to have unity of command: a

concept that suggests there should be only one supervisor for each

person in an organization. Like Socrates, Fayol suggested that

management is a universal human activity that applies equally well to

the family as it does to the corporation.



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Fayol has been described as the father of modern operational

management theory. Although his ideas have become a universal part

of the modern management concepts, some writers continue to

associate him with Frederick Winslow Taylor. Taylor's scientific

management deals with the efficient organisation of production in the

context of a competitive enterprise that has to control its production

costs. That was only one of the many areas that Fayol addressed.

Perhaps the connection with Taylor is more one of time, than of

perspective. According to Claude George (1968), a primary difference

between Fayol and Taylor was that Taylor viewed management

processes from the bottom up, while Fayol viewed it from the top

down. George's comment may have originated from Fayol himself.

In the classic General and Industrial Management Fayol wrote

that "Taylor's approach differs from the one we have outlined in that

he examines the firm from the "bottom up." He starts with the most

elemental units of activity -- the workers' actions -- then studies the

effects of their actions on productivity, devises new methods for

making them more efficient, and applies what he learns at lower

levels to the hierarchy." He suggests that Taylor has staff analysts and

advisors working with individuals at lower levels of the organization

to identify the ways to improve efficiency.

According to Fayol, the approach results in a "negation of the

principle of unity of command Fayol criticized Taylor’s functional

management in this way. “… the most marked outward characteristics

of functional management lies in the fact that each workman, instead



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of coming in direct contact with the management at one point only, …

receives his daily orders and help from eight different bosses” Those

eight, Fayol said, were (1) route clerks, (2) instruction card men, (3)

cost and time clerks, (4) gang bosses, (5) speed bosses, (6) inspectors,

(7) repair bosses, and the (8) shop disciplinarian. This, he said, was an

unworkable situation, and that Taylor must have somehow reconciled

the dichotomy in some way not described in Taylor's works.


WORK SYSTEM DESIGN

MARY PARKER FOLLETT

Born

1868 Massachusetts, United States

Died

1933

Occupation

Social worker and Writer

Nationality

American

Genres

Non-fiction

Subjects

Management and Politics



MARY PARKER FOLLETT

United States

Writer

Politics

ASSIGNMENT NO.1

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MARY PARKER FOLLETT



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7. MARY PARKER FOLLETT

Mary Parker Follett (1868–1933) was an American social

worker, consultant, and author of books on democracy,human

relations, and management. She worked as a management and

political theorist, introducing such phrases as "conflict resolution,"

"authority and power," and "the task of leadership."

Follett was born into an affluent Quaker family in

Massachusetts and spent much of her early life there. In 1898 she

graduated from Radcliffe College. Over the next three decades, she

published several books, including:

The Speaker of the House of Representatives (1896)

The New State (1918)

Creative Experience (1924)

Dynamic Administration (1941) (this collection of speeches and

short articles was published posthumously)

Follett suggested that organizations function on the principle of

power "with" and not power "over." She recognized the holistic nature

of community and advanced the idea of "reciprocal relationships" in

understanding the dynamic aspects of the individual in relationship to

others. Follett advocated the principle of integration, "power sharing."

Her ideas on negotiation, power, and employee participation were

influential in the development of organizational studies.

She was a pioneer of community centres.



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ELTON MAYO

Born December 26, 1880 Died September 7, 1949. Residence United States Citizenship American Worked as Australian psychologist, Sociologist and Organization theorist. Known for Human Relations Movement



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8. ELTON MAYO

George Elton Mayo (December 26, 1880 - September 7, 1949)

was an Australian psychologist, sociologist and organization theorist.

He lectured at the University of Queensland from 1919 to 1923 before

moving to the University of Pennsylvania, but spent most of his

career at Harvard Business School (1926 - 1947), where he was

professor of industrial research.

Mayo is known as the founder of the Human Relations

Movement, and is known for his research including the Hawthorne

Studies, and his book The Human Problems of an Industrialized

Civilization(1933). The research he conducted under the Hawthorne

Studies of the 1930s showed the importance of groups in affecting the

behavior of individuals at work. However it was not Mayo who

conducted the practical experiments but his employees Roethlisberger

and Dickinson. This enabled him to make certain deductions about

how managers should behave. He carried out a number of

investigations to look at ways of improving productivity, for example

changing lighting conditions in the workplace. What he found

however was that work satisfaction depended to a large extent on the

informal social pattern of the work group. Where norms of

cooperation and higher output were established because of a feeling

of importance. Physical conditions or financial incentives had little

motivational value. People will form work groups and this can be

used by management to benefit the organization. He concluded that



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people's work performance is dependent on both social issues and job

content. He suggested a tension between workers' 'logic of sentiment'

and managers' 'logic of cost and efficiency' which could lead to

conflict within organizations.

Criticism regarding his employees' procedure while conducting

the studies:

The members of the groups whose behavior has been studied were

allowed to choose themselves.

Two women have been replaced since they were chatting during

their work. They were later identified as members of a leftist

movement.

One Italian member was working above average since she had to

care for her family alone. Thus she affected the group's

performance in an above average way.

Summary of Mayo's Beliefs:

Individual workers cannot be treated in isolation, but must be seen

as members of a group.

Monetary incentives and good working condition are less

important to the individual than the need to belong to a group.

Informal or unofficial groups formed at work have a strong

influence on the behavior of those workers in a group.

Managers must be aware of these 'social needs' and cater for them

to ensure that employees collaborate with the official organization

rather than work against it.



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Criticism Of Mayo:

Mayo's contributions to management thought have come

increasingly under fire. The celebrated sociologist Daniel

Bell criticized Mayo and other industrial sociologists for practicing

"not a science of man, but a cow-sociology," meaning that Mayo was

solely concerned with "adjusting men to machines," as Bell put it,

rather than with enlarging human capacity or freedom. James Hoopes

criticized Mayo in 2003 for "substituting therapy for democracy."


WORK SYSTEM DESIGN

HENRY LAURENCE GANTT

Born 1861 Died November 23, 1919 Citizenship United States Worked as Management consultantFields Scientific managementKnown for Gantt chart




anagement consultant, Mechanical engineer

Scientific management

ASSIGNMENT NO.1

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9. HENRY GANTT Henry Laurence Gantt, A.B., M.E. (1861 - 23

November 1919) was a mechanical engineer and management

consultant who is most famous for developing the Gantt chart in the

1910s. These Gantt charts were employed on major infrastructure

projects including the Hoover Dam and Interstate high way system

and continue to be an important tool in project management.

Gantt Charts

A Gantt chart is a type of bar chart that illustrates a project

schedule. Gantt charts illustrate the start and finish dates of the

terminal elements and summary elements of a project. Terminal

elements and summary elements comprise the work breakdown

structure of the project.



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Some Gantt charts also show the dependency (i.e, precedence

network) relationships between activities. Gantt charts can be used to

show current schedule status using percent-complete shadings and a

vertical "TODAY" line as shown here.

Contributions

Henry Gantt's legacy to production management is the following:

The Gantt chart: Still accepted as an important

management tool today, it provides a graphic schedule for

the planning and controlling of work, and recording

progress towards stages of a project. The chart has a

modern variation, Program Evaluation and Review

Technique (PERT).

Industrial Efficiency: Industrial efficiency can only be

produced by the application of scientific analysis to all

aspects of the work in progress. The industrial

management role is to improve the system by eliminating

chance and accidents.

The Task And Bonus System: He linked the bonus paid to

managers to how well they taught their employees to

improve performance.

The social responsibility of business: He believed that

businesses have obligations to the welfare of society that

they operate in.



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10. CARL G. BARTH An associate of Taylor, developed a production slide rule for

determining the most efficient combination of speed and feeds for

cutting metals of various hardness, considering depth of cut, size of

tool and life of tool. Barth is also noted for the work he did in

determining allowances.

11. HARRING EMERSON He wrote a book, Twelve Priciples of Efficiency, in which he

made an effort to inform management of procedures for efficient

operation. Emerson coined the term Efficiency engineering. His ideal

was efficiency everywhere and in everything.

12. MORRIS L. COOKE He published Organized Labor and Production in which they

brought out that the goal of both labor and management is optimum

productivity. This he defined as “the highest possible balanced output

of goods and services that management and labor skills can produce,

equitably shared and consistent with a rational conservation of human

and physical resources”.

Pioneers In Industrial Engineering

Education

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