"
Thirteen members of the Society discussed the piece rate system at
length, and only two briefly referred to the study of the "unit times."
The writer most sincerely trusts that his leading object in writing this
book will not be overlooked, and that scientific time study will receive
the attention which it merits. Bearing in mind the Bethlehem yard labor
as an illustration of the application of the study of unit times as the
foundation of success in management, the following would seem to him a
fair comparison of the older methods with the more modern plan.
For each job there is the quickest time in which it can be done by a
first-class man. This time may be called the "quickest time," or the
"standard time" for the job. Under all the ordinary systems, this
"quickest time" is more or less completely shrouded in mist. In most
cases, however, the workman is nearer to it and sees it more clearly
than the employer.
Under ordinary piece work the management watch every indication given
them by the workmen as to what the "quickest time" is for each job, and
endeavor continually to force the men toward this "standard time," while
the workmen constantly use every effort to prevent this from being done
and to lead the management in the wrong direction. In spite of this
conflict, however, the "standard time" is gradually approached.
Under the Towne-Halsey plan the management gives up all direct effort to
reach this "quickest time," but offers mild inducements to the workmen
to do so, and turns over the whole enterprise to them.
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