In the case of a company doing a manufacturing business with a uniform
and simple product for the maximum economy, the number of producers to
each non-producer would of course be larger. No manager need feel
alarmed then when he sees the number of non-producers increasing in
proportion to producers, providing the non-producers are busy all of
their time, and providing, of course, that in each case they are doing
efficient work.
It would seem almost unnecessary to dwell upon the desirability of
standardizing, not only all of the tools, appliances and implements
throughout the works and office, but also the methods to be used in the
multitude of small operations which are repeated day after day. There
are many good managers of the old school, however, who feel that this
standardization is not only unnecessary but that it is undesirable,
their principal reason being that it is better to allow each workman to
develop his individuality by choosing the particular implements and
methods which suit him best. And there is considerable weight in this
contention when the scheme of management is to allow each workman to do
the work as he pleases and hold him responsible for results.
Unfortunately, in ninety-nine out of a hundred such cases only the first
part of this plan is carried out. The workman chooses his own methods
and implements, but is not held in any strict sense accountable unless
the quality of the work is so poor or the quantity turned out is so
small as to almost amount to a scandal.
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