STANDARD PROCEDURES 3N INDUSTRY fiuixbtthomfififi. MIG‘QIGAN STATE COLLEGS Car! .57. Johnson 19-49 THESIS This is to certiig that the thesis entitled "SBLHQQIL rrcCecurc: in Industry" presented In] Carl J. Johnson has been accepted towards fulfillment of the requirements for i'i- 5‘ . degree, in Riajur pruicssnl‘ 0169 .&]_;nierneEIzuig 853m nocm 1! 1mm! 3? em. J. JGISOI A m1: . mud to the School of Greduete Studiee of Hi State College of Agrtcultnre end Applied Sciuce in pertiel fulfill-eat at the requirdente for the degree 0! mm 01‘ 801ml Depert-ent at lechenicel mineerinc 19‘s Car1.J. Johnson W The author herewith wishes to express his sincere appreciation to Professor James I. Apple and the Department of Mechanical Engineering of Michigan State College for their patience and advice in helping with the preparation of this thesis. I would also like to thank the following companies for the information that they supplied: A. B. Dick Company Eaetnan W Compaq A. C. Spark Plug Division of General Motors Carrier Corporation Standard Register Company International Business lashines Conpany mum IOIMWGEIW 0.000.000.0000. IIeMHfiOflumeOOeeeeeoeee III. GMMMTSWASWEDPROCM . IV. mmmornnmmol ......... Y. mammzmmms .o.o...... Lad“. eeeeeeeeeeeeeee D. leausotcemnicatien........ Coupon. gooeoooeeeeeeo Dohcofll..o..o........o VI. mmmcm........... VII. comrorrnocmr ........... L. Standardisation ........... 3. me problem or! organisation . . . . . c I Simpluiation O O O O O O O 0 O O O l. 2. 3. u. 5. Overall stud: of the activity . no flow of m... and intonation he use and design at equiment 0 Detailed study or! the individual Job Wont eeeOeeeeeee De Immling erMt. e e e e e e e "ILEWABDPECW .o......... ‘0 60mm eeeeeeeeeeeeeoe 3. Points to consider . . . . . . . . . C. Illustrations of current practice for their preparation 0.00.90.00.0000 SSWNNUIUIFUHH 61+ 55 D. I. I. G. Samples latent of current practice Sales for revision or correction 0000... Summary of reasons for standard procedures IIe mm C O O O C O O O O A. 3. X» CONCDUSIOI BIBLIOGBIEE! ”augment e e e Procedurelaennals 0 iii 1-W In any industrial or business enterprise there are too funds-sap tal or basic probl-s. bees are organisation and Operation. Control and Procedure are the basic factors in the field of operation. Aprocedure is sinplyaasthod, .nnsrorm of proceeding iaa process or course of action. here specifically it is a specification of the methods and conditions of perforaauce of activities for the cen- pletion of a specific project. Procedure and control are closely related since the fonaer aust be so designed that it assists in the accusplishnsnt of control, i.e.. the process of regulating activity. A procedure introduces orderliness and uniformity, facilitates the detenination of sun and knowledge requirements. provides opportunities for specialisation and better utilisation of house abilities and relieves the executive of new routine phases of planning and control, freeing hin for lore creative activities. Procedure should represent the one best aethod, insofar as practicable. he aore it is possible to standardise factors and functions, the more this becomes true. However, a procedure produces results only so far as it is soundly conceived and properly applied by the individuals and groups couposing the organisation. 1:. W 9. w. more are nay tense in cannon usage relatix to nethods. and easy definitions have been offered by authorities in the field of engineering and management. is evidence of this fact the following chart was prepared, and the following definitions derived in an attempt to better express and interpret the subject. Standard procedure: A practical written outline specifying policy, the method to be followed with the steps listed in sequence and aided by charts. the forms. supplies and eminent, and the individuals or groups necessary for the efficient and economical performance of related clerical or nnsgerial tasks. llote that this is a definition of a standard procedure and it should not be confused with the definition of 'procedure' which has a broader connotation as already given. “Standard practice instruc- tions' instead of standard procedure is sometimes used by authors. but. as shall be seen. a standard procedure should be more than an instruction. Systen: a group of related policies and procedures. or rules and regulations, i.e., organised work. Routine: a task or series of tasks frequently repeated. Control: A system used to constrain and regulate activity. Policy: a principle used as a guide to govem actions. function: A phase or part of the work of an enterprise, group, or individual. Refer new to the illustration on the following page which shove the relationship between these tom as used herein. (ff/ART 5/f0W/A/G VAR/AZ/ONS //V DEf/N/T/O/MS OF Tf/P/V/J -‘»—r-_-i?o..- . 800K T/7L£ STAND/#80 Wédfi‘flflfi/j’ * .. , , - , 3 5671/14 RouT/NE w/VC r/ozv PROCESb 5 m AWARD P01. xc Y A/vo AUTHOR we Moan/pa (Fflofl'duuxb‘) Rey“ /dr m;fl¢oJ or /. /?equ/dt’ can an: if /. ACfIOHJfK‘r f‘m‘m ~ 1467‘ uf [arm-comer 77fo which 1.5 lfiartdyemc'nfar pmaztlw . , IVY-Inner, melded of Nd order ._:..> 11) ltd/r b05141»: hr offinq/ dnCC. 2 off/Cu” Frafrfiulxs, ddraucc 13.) fab/LVAHJ by _‘ “’9 [)dJCéI [Jr/Mdn/ CW W£B57Z§€5 of ynxzzduuf (3.. C.ur‘ 5,0er [.4 .mc3 Gui-1:3.» pup 05¢) (SH/celeb}, AJWICJ .F act/ens cu; fem )éistf'hdr'lfy m‘f'eru/ mics-€512: am"? “Cr/tad. J. (3,“. bus-Jacob .1. A» rc‘ju/ar .1! I’Of‘CJJ/(N’I ) or a era‘f/ono 0" 7¢nerd/ C'vactn/ ”of/IO“ Men 0'1 :77}! D/C 770/}04H V fm {ductl .«f a mum...) [graces/um collard occura’hon. dCffIde’le Corn/dc- a; a model of (rpm: cup/ALI 2.14.10 k1! 0r alumnae/3n .‘o b)“ hafnf ”17 /a an and. 6,<¢rn//i: /'.’,/‘/1‘«‘."/’/0N CKMCJC ddoyffiil and JLD//OmJC4J :{Vd bod/y or Ind/yr «3/ 5m“"""'3 A Concurreuf' QUC‘W-S f0 {OW‘MM AK)“ /7ha.>‘c m fie war/4 _ for/n Cl [95 and ru/es , ._ a «mi Jeencua/u/ tn/af/Jn ~ o’dfed/ (3/11 0T om arc/angaflon (Gunftj Alba’s-fag) 07‘ ac: mu r’r’m'f‘ dd,“ WS/A/L‘Dj 0H3/hV/Z477&/V sin-:95 ,4 per form-once. chmdan:(/}cc/ char/X «1/5 7"": jig/afield» 015 dirt’aC‘ht/Vii yard/.17 OefH/Pc‘n fiend/Wort}, procedure, front afiof‘qu’f phage, «.5 I‘D our 0‘ C‘cfiVfif (4ND (9/Jf/Qfl f/O/V Lieu/1565’ a”! /)A/‘f,(‘e/ H! ”K: ”747“ ()‘f‘ our fcrfinjs uni/cr/ly/ne M2 '/(1’/¢"3/J. _ comic/t fish :41) pr-OJecf MC. DAV/5 “hf" 5yeaf/ta1‘10n5 {of H1: effecflvef'cmnom - Ica/ [perforntance 01C flax" +14 H Cf/blt tf» . For #4“: par/2058 of G;¢

Storage Inspection in operation occurs when an object is intentionally changed in any of its characteristics. as assembled with or disassembled from another object. or is arranged or prepared for another operation. trans- portation. inspection. or storage. An operation also occurs when in- . fomtion is given or received or when planning or calculating takes place. An operation m 2; W. a transportation occurs when an object is moved frat one place to another emcept when such movements are caused by the process or by the operator at the work station during an operation or an inspection. a transportation m. a storage occurs when an object is kept and protected against unauthorized ruoval. a storage 2221- An inspection occurs when an object is examined for identifica- tion. verified for quantity or quality. or measured in any of its char- acteristics. An inspection 1951.212. 1 tmplate my be used in drawing the symbols. A process chart should be headed with a title that clearly states what the procedure is and where it is performed. fhe date and the name 30 of the analyst should also appear. fhe chart should start where the unit or units being surveyed start their first action. Gare must be taken to record each action no matter how unimportant it my appear. All of the steps in the operation performed by one person should be recorded beside one operation symbol unless the operator is going through a series of operations. puts the work down and then goes through a second series. Descriptive matter is entered beside each symbol. brief but sufficient to describe the operation. transportation. storage. or inspection. {articular attention should be placed on all delays that occur. smetimes a delay is representsnted by a separate symbol. but actually a delay is a storage of wasteful nature. a delay inter- feres. . a canary should be placed on the chart listing the total num- ber of times that each type of event occurs. the total distance the item moves. and if time has been included. the total time for the entire procedure. In constructing the chart. the basic flow should occuw the main vertical lines of the chart. Auxiliary or side flows should be distinct from the main flow. Occasionally it is desirable to emjilasise the main flow by connecting the symbols describing it with a heavier line than is used for auxiliary flows. men a division in the flow of work occurs. such as separate actions on different copies of a form. the division is shown by a line perpendicular to the original flow and then parallel lines each represen- ting a form or copy are drawn off of this. Sue general points to remember what constructing process flow charts are: 31 (1) lost operations have a storage. sometimes temporary in ’ nature. both preceding and renewing the operation. (2) There is usually a transportation between each operation performed by separate individuals. (3) If each of two operations is performed separately by a single clerk. there will be a storage between the opera- tions. supplmsentary inforntion to be recorded should include: (I) laterials. forms. and equipment used. (2) Distances traveled on transportation steps. (3) leans of transportation. such as clerks. messengers. trucks. tubes. etc. (It) lotations of any backtracking or speciél re-routings caused by errors or eruptions to the regular type of work. which cause delay and require additional time. flotations should describe the reason for the exception and the extent of its occurrence. (5) If possible and deemed necessary the time for each stop any be included with the description. Ihere there is occasion to construct a chart of the flow of only one form or type of form such as an order. a check. a request. etc.. and there are no copies. a chart has been devised with the flow symbols already on it. and the analyst my complete it merely by writing out the descriptions and connecting each event to its proper symbol. the sywol outline new be traced or filled in as a means of making it more easily discernible. Refer to the sample on the following page. 2o make out such a process chart the following steps should be taken: FLOW PROCESS CHART a D C compny PART NAME 1 Ecconended 1:an nt Procedure u-Jgpmimyg‘ application (xi-"Women , T "i PROCESS DESCRIPTIONngpt ice of Lcceptance Toms FABRICATIONS .L-S-u DEPARTMENT“; 'ngsnppnpl MOVES ” ’ P 5 PLANT; 11. onifio E“ Illinois ‘1“ m STORES" -. ll 11mins °° 1‘ ° 'wm. INSPECTS." . 41;" RECORDED BY 0. J. Johnson DATE lbw-1+9 TOTAL 5mg ‘ -' , 25 .. an em- E3 22553.6? 55; DESCRIPTION OF mum“. 5.130.. '3 $8 0 83% :2 _4 ...-.......,Proposed..........METHOD Section Jest . Hrs. "' harm/100 H u "‘ {x f“. _ . . . .l {>- ‘QA *--' form 5] in 'in' box Register ' .r~‘ ,\ r°l . .~ 2. ~ 6“ 14'": Lists in Register " .010 6's. '0‘ 1"": ‘ 3 “Q2, I.-. 4'-.. Assigns to preper rater " :'.030 '; ’le\ ’3. 1111- ' 5 X) ‘QI-n‘ L4 toms 57 by messenger 321m 50... (‘3 I" T". ’ m V .. ' T‘ 6 V \..’ L--. 'In' box ' .. 61-) I\ f": . - ‘- ‘ ' 7 “- «4 -—-J htet qualifications " "-_ ".025 "\ ,4» {-1 ‘ . .. ,, mg 1‘" “'3‘ “-3 M rgafisition number " :.010 a" [.‘. "1. - ,. .. ‘9 “2 "" L" “Out“ box " (“a Q ”‘~ 3.1 ‘ - 1 .E' " "” ""' 19.1.29 57 by messenger ' 3.5.... o", 1" A :"I ' lnvesti-, ' 11 \J u,’ L...) » 'In. box fiatim I“ ,’\ ,"‘ . , '~ 12 W’ L» checks citizenship ' -- .100 \‘ 3'“: i , . . . . ‘ '- 13 . ’ t-J Not as law previousrecord " ~ ; -, .05.: 1‘} <3" _ . -3 'Qnt'M" "s (3 Q A {j i '. ".145 " 9‘“- WWOI‘ " :20 A t'.‘ f? . _ L . '. “1,54 {v.5 ‘-’ ...- -‘-". , '11:“ box Clearanc ‘ ‘ Q“ "‘~ 3'1: j . - 17.. ".’ ~""-‘"*"f Obtains-0.83. clearance " - ' p.97. . .mp1 ' . .' ' .11- ..l. .v . 1...: “"Qt'l‘l! I , , 4‘. I“ 9.. = - - -- -. . . ‘ 19 ‘u’ Q’Ls‘ 3-4 Jonas 5‘] by messenger " .100 (”‘l I ' a. .'-T ‘ c.rtu1- ....... 20 A v ‘-’ ..'--,’ .flgnlbox m IE -— 1 (over) I a m x . 5 I 5 u m o. O y i l . t. - r c . m.“ Ht . e. .H . ... . m” s... a. . | ‘ . .‘e m i w. ..u m 1 c .1. I R . e d“ g 8 c as m e n 0 .ml t n a. m m... . ... N m n d a .m s m an e mm a .1. u as m f O D t 0 n T.» _ u d. u m o 7 . . . n 5 m m a m . t v m 0 m 1 y F I n l _ 1. c J . 1-.., - ...... t... .. .... .-...m1: ... ..-. ...... at. ...... s. ... u... a-.. .34 BommmZH ”I“ MI“ MOS rel" ma He.“ ‘Ib MO . ”O'I“ I.“ HOB“ "II|“ POO". 0"-“ Mia“ ”II”. "II.“ "lee“ ”lea“ Pd.“ . my... 0"." PSI" .. . .... \. ... . . .. . x H... x .. ... . mmwmwmw can.“ seat" lave I’m so. we...“ one” «elm Ax.” «eta Ala“. «I’m 4/“ film and” tie seam As. ea“ As.” .../m a.“ o , .. I. mommoem . . . .- .. H; . - -. - .-..-. -, ...}: . H>oz OH”. Q ”UV an. 0" \C ”.0 \. C' \I. “II“. .‘H‘l. OH.“ A.” ' ‘O 0" Q“ 0‘“ \— "l U. "I \O "'V of d. \o .0. \o .0 C. C’s- \. of b" ‘0. e .e o s t )1 ) \I s): } unammww? r...» A.» .n» A”. .u» C, ...»...V 0. .0. «9.0. .... xv «... .... .‘r.v AV 6. 6. A... «c .1 2 a), in. knew u 2 2 2 2 ”Q m 32 (1) Decide on the symbol that best describes the first step in the procedure. Inside the symbol place a lumber one (1). (lots: each type of symbol is numbered consecutively). (2) In the description colusn. enter sufficient information to indicate what is being done. Rumor. do not repeat the word indicated by the symbol. (3) 1111 in the inforntion desired in the right hand columns (time. distance. equipent. etc. as necessary). (3) Repeat the above steps to the end of the procedure and connect successive symbols. (5) Summarize each column and enter the results in the smary on the ridit of the heading. If the process is new or a revision of an old method the process chart may also be used. but the operations should first be planned in the light of the objective having sufficient space to fill in the ne- cessary transportations. storages. and inspections later. Some process chart forum are provided with two sets of coluns. ens for the present method and the second for the new or revised metth his facilitates comparison of the two procedures. A particular application of the printed form is for a process chart where a person instead of a form or record is to be followed through a series of operations. Service work. and such of the work of supervisors and executives can be reduced to charts of this type. Usually the portraying of an office procedure. however. involves the charting of several clerical operations that are performed on a number of related form. rer this reason the chart will be of the first type. that is. especially designed for each situation. and printed chart 33 forms cannot be used except in limited cases. no use of symbols has been carried to a higher degree than the basic four as described above. On the following page is a chart show- ing symbols used in several governent offices. These were developed by Piecitelli. The advantages of the process charts so far described are their simplicity and the ease with which they may be followed and understood. 'lhey answer the questions (1) what action is taken? (2) how is the action initiated? and (3) when does it tales place? However. if a system or procechire is to function preperly two other questions must be answered: (1+) who takes action? and (5) where does it take place? a chart more difficult to follow but helpful in answering these questions may be used by placing the steps chronologically under a series of columns headed by the persons or departments performing the work. he chart can be made up for either an interdepartmental sys- tem or procedure or an intradepartmental procedure. but both should not be incorporated into one chart. fhe description of each step may be placed next to its symbol or in a separate column at the side but horizontally opposite the symbol. The latter method is preferable. Refer to the illustration on the following page. Ibo symbols used for this type of chart are slightly different than those already illustrated. Since each line will indicate a trans- portation between individuals or departments no symbol for this action is necessary. Renee a solid line denotes the path of travel that a form or information will take. a different line is used. to represent each form. copy, or information. and each line should be labeled to PROCED URE .CHA RT 5 YMBOL 5 FOR OFFICE OPERATIONS O MaSMIH‘OI 6 seed b, Messenger 9 Deliver [museum/I, {or «Arch fheecl! as 0 Miscellaneous qseranea snafu .3]:qu Semfuenf “fat-Hiram: M © Indicafcd document: or process he,” HBCQIJOV *e flee [Mica/aa- chats-fl ’I// M form Prepare In Her, refer r , sin. A rainy-tour refine a, fie flee! sf walk-"am deem-sear: from a and «More perfects/u efirw fans are, "of Imports.“ fl fig m: '41? Cheri. 6 519.1 lefty“ meno‘efc, T,p¢. Voucher prqers hon These. may. ( Aka ercheJ date nfem,). Numberdrv‘fism’eed’ era. (9 (9 © @@ Perferefam , Jud- ss : Cdfla—‘J’O'MK of I 50min!) 9F tom’s» : or Elf-filmy daft: 6—9 Puff/Is, in: Myer) Jour- neyman. (a, med) ® @ Paar/seq (at leiiyef‘JM" he I, cfc. (B, macho-us) Record :- due), @ Serf‘ @ Area-e. ale ® DcJ‘fro,eJ Visit-leaf: is We as more flop/a Confer «free or more. peep/e ales-Any Mei/tel“ ’Vofc em] JI’~(J‘-erno-e) Trance. 1+ mieraeafua 9v falaplt eac . ® 0 © ® E: Search .f temporary 6/: 6» Jess-4 41‘ ”new? file. @ w M Van In A Rec awed (occurs In fee-mafia: a, fe/ay‘ one V [5/6 *eesefoyaH/y V I:IIC prevented/r Chec/a for fiaonfti/ 0 Check for qua/if, cluci for be" punch}, and yua/n‘) (flawlnc) lac/sci figs qua-she, and perform operas/en lover/wed“ for fuel: I )1 3.14 perform OWJfIOK (Jelecf- clue-t) and neck: £4197). Approve (Admmzaffsl‘orj or DIWJIsu Hera/5' perfiaacfar, J77~afur¢ (dual, emcm/ flu/ apfrorsl 0/ an, em: ). grievances proof or Ofltef MCGI‘OHICI/ deck of an anfinefic efcnsfan. pdcumeul‘, 15M 41‘ dramas/oer: far cg - lane’s/e. SFI- I49 melee; er/ymel - nee cepMJ of {one Fl- 14‘? 014 can flea r1", 5 m fer.- fuucf/oeey ras- lnvperfaae‘f 76 fits chrf. Title WAS/W Observer m Date” MEL f 1}!!le mmww €0.___- “Q Q] Places of II»:rt‘olfqmmce Explanation 3] s'Outs‘DU AGENN. SUMMIT ugdtw 0:31.: 1%}? Q ! new w 12. '1' “n [ms inlmsocoosr TF—fi sumawpeglscdnoscuocs TE vi: ‘ r l 1 * .L .1. ' ‘H‘WN‘? 3%.":— 6. Q 3’ 'a-"i ! 2-“ | c. _Q { __J L Q [E .............. --L! 1 animus 6! 1 j: \ ’ --- 73. I! 7 JD\\ an; A j ... .' Wm 10! _! '"_ ! 7"“ be? .9 -7 n 1 "a ; _ . 11 .. “.... mm.” i hwcntw 15 r“ ‘ -—! 14 32‘: c: , "'“' % mm ll .2!“ ‘-‘r----~!-;—___&1i{' _ L !__-nn°: 'T.’"‘.".‘°! Oncnon TAKEN -—— -PERMANENT HLL 8 FORM mew/aw #nmoomv nu: um FORM DESIROVED 31!» indicate which form it represents. a kc is provided to denote the form that the abbreviations represent. A broken line my be used to denote an optional path (the path a form my occasionally tan). following are recomnended as symbols to be used: <> denotes action taken. Something is done. denotes a form originated. for each copy that is originated. there will be a line from the block to the dinond and the form abbreviation is placed in the block. W denotes a pemanent file: the fans will not be used again in the process cycle. V denotes a temporary file. V M denotes form destroyed. lumbsrs are placed after the symbols in the hey at the bottom of the chart giving the total number of fame originated. the number des- troyed. the number permanently filed. and those temporarily filed. 35 fhus. by means of this chart. one's duties in a system or pro- cedure can be insodiatoly perceived. Io mks this type of chart certain rules should be followed in tracing a procedure. (1) Title. observer's name. and date entered in the heading as (2) (3) (it) (5) (5) before. Determine the party or the department where the first action is taken. Inter the title of the position or name of the department in the heading at the top left side of the columns. and place the proper symbol (usually form originated) in the top square of the first column. l'ollow the form that initiates action with a line or lines. indicating path of travel. to the next column and the sec- ond square from the top and repeat rule 3. Il'ollow each form that is originated and send it to a new step if action is tahsn. If it is filed in the same de- partment. the path of travel my send it to the next stop in the same column. there should never be more than one action taken or form originated in one step. but there my be any number of files or destroys in one stop. he reason for this is that since it is necessary to explain each action taben and form originated. it is impossible to place more than one in each step. i'he files and destroys are not explained. and hence can be entered on any step. If a form is held for future reference a temporary file symbol should be used. and when the form is used again. the (7) (8) (9) (10) (11) (12) 36 path of travel should take the form out of temporary file to the proper step where it is used. Place the abbreviated name of the tons on each path of travel line. at the same time enter the abbreviation of the form in the hey at the bottom of the page with its iden- tification name. If three or four copies of one form are made. each copy can be identified by use of a sub-m». An example of this might be: PR3. - Original copy of a Piece Bate Raquest P332 - Duplicate copy In the explanation column to the right. the details of the action teleen or form originated may be explained. It is important not to repeat those things that the chart por- trays. Ihe explanation column is a what and why column; the where and who are shown on the chart. The step column. on the left is used toidentify each step by a number in sequence. a time column. at the extreme right may be used to indicate the approximate time required to mine out the required form and deliver it to the next place of performnce. (11' several cepies are made out put down the tine for the copy taking longest to deliver). After the chart is completed. total the number for each symbol and enter it under the total column at the bottan of the form. Several points m be listed as a means of checking the chart: 37 (a) Each form must be originated. (b) Places of performnce should not be repeated. (c) Places of performance should not contain both depart- ' ments and sections of departments. (6.) hch form must have a final resting place. i.e.. must be either pemanently filed or destroyed. (a) Each form and each copy should have a separate line indicating its flow. (f) Bach flow line should be marked to indicate what form is used. (g) The number of lines entering a place of action or a temporary file should equal the number of lines leaving the place of action or temporary file. (h) No two places of action should occur at the same step. (1) rue chart 1- read from top to bottom. 1.... there should be no flow upward. (J) The total of permanent files and forms destroyed should ' equal thenumber of forms originated. The point of checking a process chart cannot be overanphasised. The check establishes the validity of the original Job. If errors are left uncorrected. all subsequent work based on the original becomes in- accurate and useless. whenmalcing out a chart. there is ample opportunity for inaccur- acies to creep in, but if the factors which mu cause errors are recog- nised a more effective Job may be done. not only in catching errors. but also in preventing than while the chart is being constructed. i'he follow- ing is essential: 38 (1) Complete familiarity with the chart to be used; the meanings of symbols, and rules governing the procedure for making the chart. (2) All detailed information regarding the procedure met be at hand. Ihis is frequently a difficult Job, and there is mch chance for the inclusion and acceptance of faulty infomtion due to variations in interpretations. (3) m the data met be organised so that it can be readily in- cluded in the chart. In an involved procedure. the mainten- ance of proper relation between forms. the sequence of entries. and the flow of the various copies becomes difficult. (It) In making the chart. it may be necessary to make changes as data originally intended for inclusion was omitted. lhen changes are made. care mst be taken to insure that complete influence of the change is noted. he points indicate only generally the manner in which errors nay originate. there are other causes depending upon the procedure re- corded and conditions surrounding the Job. the method of checking the accuracy of the chart must be thorough. but easy to sales. Any part of- the procedure which has been omitted or any part which has not been properly shown must be discovered. A check. sheet consisting of a series of questions such as I'Is there an origin for each form?" or 'Is there one flow line for each form' will serve to indicate areas to be checked. By this means it is easy to rate a thorough check quickly. b. Analysis for Improvement After a thorough investigation of the existing procedure has been 39 ads and it is completely understood. the charts and data must be analysed for improvnents. Ihe method usually advocated is the same as used in checking the soundness of a chart. hat is. as an analysis tool the chart may be supplanted with a check sheet consisting of a series of questions to be applied to each step of the procedure. These two together will aid the analyst in determining the need for each form used in the procedure. the purpose of each entry. and the general soundness and practicability of the entire procedure. he most co-on questionnaire consists of six questions to be asked of the process as a whole and each operation and inspection in the procedure: m - must it be done? Is the work essential? On it be eliminated? The is the most important question of the series and aunt not be passed over hurriedly. M - mines the work necessary? Could previous processes and operations or regulations and directives be changed to elimi- nate the necessity of the work - or reduce the mount of it? M - could it be done more economically? Should the se- quence of steps be changed? lh___e_1;9_ - could it be done more economically! Should it be cas- bined with work done elsewhere or should part of the operation be separated? mere else is the work being done? Check for duplications that can be eliminated. 9.9. - is the proper type of person for the Job or the proper office, brana. department. etc. to perform the operation or step? Are employees of the proper skill and temperament being selected for the Job? could a change be made in the work to no pensit using a lower skill? Are skilled individuals being wasted on unskilled work for a large proportion of their time? fig - should the work be done? Gan equipment or method be im- proved? Does the work-place lay-out provide for a minimum of effort? Can mechanical equipment be profitably utilised to re- ‘ duce nnual labor? he questions mat be asked searchingly and repeatedly. A satis- factory answer or defense against each question met be obtained other- wise there is indication that improvements can be effected. Remember that to those answering these questions the “present m“ is likely to appear ”natural" and I'best". After carefully reviewing the existing procedure. by means of the foregoing six questions. and recording possible changes. the following list of check points can be used as possible leads to further improvement: (1) can the time required for each operation be reduced by com- bining it with some other part of the system? By separating it? (a) Avoid combining high and low skilled Jobs unless the advantages through elimination of transportation and storages will affect the loss due to overpayment to the skilled employee during that part of his time when he will be performing the low skill part of the activities. (b) Do not increase responsibility to such an extent that quality of the work will be affected. (c) Consider the effect of combinations on training period. (d) It is advantageous to blend combined operations into a ‘41 single operation rather than as a sequence of two opera- tions. this is not always possible. (2) Can storage locations be moved advantageously? (3) Can storages be eliminated? Often more of the overall time is occupied by storages than by actual operations. If speed of processing is important, these met be studied. (h) Inspection as a separate activity should be questioned as to the desirability of cosbining it with some other activity. (5) can transportation be eliminated. shortened or expedited? (a) till a rearrangement of layout or sequence of operations eliminate the necessity for moving the work? (b) Can transportation distances be reduced? (c) Can backtracking be eliminated or reduced? here should be a direct movement over the minimal distance. (6) How can interruptions be avoided? (7) lhat are the causes of enceptione to the general flow of work? How can they be rechiced? Should they be handled differently? (8) Are there certain operations or steps delaying the comple- tion of the process through bottlenecks? How can these be eliminated? (9) me analysis will sometimes indicate duplications of work. (10) Can equipent be improved? 5. US] AND D3163! 01' mm A form is a standardised record used for efficient accumlation and transmission of information. a. form may be Classified as: (1) External fouls - those sent outside of the camps”. (2) Internal forms - those used or received by employees. (a) Memorandum - to request or instruct (b) Records - to store information for further use. (c) Reports - to simplify accumlated data. forms are also single or mltiple. that is, of one or more than one capy. Good forms expedite office work and fix responsibility where written evidmxce is required. fhey should simplify methods and ismrove procedures. thus saving time and preventing errors. rhey also reduce costs by reducing the amount of writing. he use of forms. however. can becase unwieldy and burdensose. It is said that 68$ of clerical work is used in handling forms. b. m basic principles involved in forms control my be listed as: (l) Iorms met be standardised and the standard adhered to. (2) All forms should be reviewed periodically. (3) here met be authority for form design according to the standards and requirements of the fem. (h) The authority Inst be a contributor, and not a censor. c. Actually there are two primary factors governing the problem of forms: (1) Purpose - Generally a fan is used to make clerical work easier than if a blank sheet of paper were used, but beyond this each form has a special purpose and exerdnation must be made to determine Just how much of this purpose is achieved. (2) Use - his will determine the method of design and the ”3 characteristics. For example, whether the form is to be typed or written out will require differences in design. d. Standardisation » lhe standardisation of forms is concerned primarily with the phy- sical characteristics - sise, quality of paper, ink, color, type styles, punching and padding. Iorm size is usually the first factor to consider. fables of standard form sises have been prepared by numerous paper manufacturers and distributors, and by several anthers of textbooks. I’aper requirements are usually considered through the analysis of four main factors: (1) Degree of permanency of record: longivity. (2) Amount of handling, exposure, folding, treatment, etc. (3) Hethod of applying the ink. (It) Appearance or appeal of the paper. Considerable data is also available on the quality or grades of paper available to fit these needs. i'ype faces should be simple: generally Gothic faces are prefer- able. me nufler of different sises and types should be kept to a min- imum. Bold type should be used where aphasis is essential. i'he same type face should be used for all item of equal importance. e. Design of Ions i'he primary question in reviewing any fora is ”why is it ne- cessary" If the purpose is obtained, the next step is to determine the information required and the easiest source for obtaining the necessary data. be final step is to design the form so that it can be prepared with a minimum of effort, and after completion can be used most effectively. . be filling out and use of the form is often placed in secondary consideration to the physical specifications as given above. fhe average form costs less than one cent a copy but when the value of the labor and overhead involved in completing a form is included, it is always at least ten times the cost of the actual form. here is no one “best“ way, but the following considerations will assist in good design: ' (1) rm. - Clear and descriptive, giving the purpose and a simple means of identification. (2) Information required clearly indicated - brief but with words and abbreviations chosen carefully. (3) lliminate unnecessary data. (It) Instructions - should be brief if they are necessary at all, and subject to only one interpretation. (5) form numbers - should be assigned according to a definite system for positive identification. (6) Proportion spaces for entering data properly. (7) Consider the possibility of combining a form with or com- pleting it in conjunction with another form. (8) Consider the effect on other forms with creation or revision of a form. (9) Identification - if detached from a file of related papers. (10) Identification - in the most conspicuous position, 1: a rovi- sion, indicate the revision date. (ll) Consider “box design“ - where the information is placed in a box on the form. (12) hallot type entries - speeds completion and insures definite answers. (13) Headings - should be located above, not below, the blank for visibility while typewriting. (11$) Machine specifications — consider requirements for use in the machine. If the form is to be filled in on a typewriter, observe the following: (a) Start as my lines as possible from a cannon left hand margin point. (b) Ihere typing of several blocks must be carried across the form, arrange printed matter to permit cannon starting points to enable use of tab key, or, arrange starting points close enough so that spacing can be done with a few strokes of the space bar. (c) Observe vertical typewriter spacing in lining (ruling) the form so that the carriage return lever may be utilised to advantage and it will not be necessary to adjust the roll to each line. (15) table design - use when filed with papers fastened at the top so that the back side can be read by turning the page. (16) Consider space for fastening or pasting - so that no infor- mation is covered. (17) Colored'paper - use light shades and use only when it in- creases the efficiency of the operation. (18) Consider sise to agree with envelope sises - if form is to be mailed. the window envelopes wherever possible. (19) Use a continuous fans - if it can be used to advantage such as when using a typewriter, when may forms of the same type 15 are to be mde and carbon cepies are necessary. his saves time in inserting carbons and placing the form in the type- writer. (20) Arrange infomtion in the best possible sequence. Important points should be given emphasis. Related data should be grouped together. Forumlly, the person entering the informa- tion should be given first consideration when arranging the sequence. However, if time of the individual analysing the form is of importmce, he should be given preference. (21) Arrange data on the form in the order in which it is copied ‘ or pasted. he forms from which information is to be taken should be so considered. hen forms are used for posting or copying, informations should be arranged in identical order, if possible, on both forms to facilitate this process. (22) Usually it is preferable not to use both sides of a form for entering informtion - the reverse side can often be used to carry detailed standard instructions. (23) Consider the type of person who will fill in the form. Design should be such as to eliminate possible error. rorms filled in by unskilled persons require more instructions. hen the desip is complete, develop instructions to cover the use of the fem. As a final step, have it approved by the proper authorities and check it with the people who will use it. lhen it is to be initialed, be certain that all parties who will receive the form or parts of it receive due notice. his should usually be in the form of a directive. Various questionaires or check sheets have been designed to assist 1*7 in making fonss surveys. he use of these simplifies and standardises the method of form control. It can readily be seen that the problem of form control is impor- tant in the analysis of procehre. 6. m as: in 13mm or nmm7 his subJect envolves the knowledge of the types and uses of supplies, furniture, material handling, comunications, and also of plant and office layout, and indivichial working area layout. In the consideration of facilities to assist in the individual operations principally manual in nature, operation analysis should pre— cede the consideration of the equipment and supplies. However, so such equipment that will affect the whole procedure or even the syston is available, that a study of this should usually precede an analysis of the individual operation. a. Iachines and Appliances In the selection of machines the following principles should be realised: (1) Use only when they will reduce the actual cost of doing work. (2) Install a machine if its cost can be realised in one or two years. his principle is given since the equiment involved in procedures and systems usually becomes obsolete very rapidly and its use abandoned. (3) Use machinery where the nature of the work is repetitive and monotonous. (1}) here accuracy is important, machines may be used and advan- 7 his topic is so very broad that only generalisations can be m. hone is tags may be taken through mechanical and automatic checks. (5) here time is of utmost importance, mchines are often profitable. (6) Standardisation of nkes of machines is wise because of the ease in training of operators, measuring outcput, unifons work and reduction of cost in nintenance. A general classification of machines in comon use in procedures (1) Writing and Reproducing machines (a) Typewriters and billing and boohseeping mchines (b) Dictating and transcribing machines (c) Duplicating or reproducing processes (d) Check writing, signing and endorsing machines (e) Addressing nchines (f) numbering, dating, receipting and canceling devices. (2) Computing machines (a) Adding and subtracting (b) Registering nchines (c) Calculating, miltiplying and dividing machines (3) Classifying mid selecting machines (it) Hail handling machines (5) Intercoummnication systems (6) rise and quantity machines (7) Paper processing mchines Of these, the installation of classifying and selecting machines such as those built by the International Business Machines (IBM) Company, and the Remington Rand Company will have a great effect on the systems 1+9 and procedures of any industrial enterprise in existence today. However, their use is generally limited to large volumes of work. Iheir influ- ence is greatest in accounting and production control systems through the use of punched card forms and records. niece companies have published considerable data on the procedures for the use of punched cards in these systems. In the selection of particular mines of nmchines certain factors should be considered since not all machines will accomplish results with the same degree of efficiency even though the same results may be obtained. Among these are: (1) Speed of the operation. (2) Simplicity - means easier to operate and maintain. (3) flexibility - where the volume of work of one type is some- what limited, but the machine may be adapted to other types as well. Specialised equipment is preferred where volume is warranted. (1t) Portability - if a frequent change in location of the machine is desirable. (5) time required to train the operator. (6) Adaptability - the ease with which it can be adapted to a present system or procedure. me application of a machine mey require the complete rearrangement of the forms and records involved in a system. In order to avoid the opera- tion of two parallel systems for an extended period, exten- sive copying of records to new fem may become necessary and costly. Consideration must be given to the effect on other procedures. Personnel must be retained.. (7) Maintenance service - avoid foreign sakes. (8) Operating cost - including supplies, space, special equip- ment, forms, repairs, power, etc. (9) Cost of nchine - often overunphasised. b. Supplies Supplies such as fasteners, chemicals, paper and other materials used will influence the procedure. c. Furniture In any cases the design of furniture should be considered during the analysis of the individual Operation, but for standardisation of furniture the entire procedure must be analysed. In the design of furniture, consideration must be given to the available area and the location. Available filing and storage cases and methods must be con- sidered also. d. Iaterial Handling Equipment me use of conveyors, trucks and pneumatic tubes must be con- sidered. !his is also an important consideration in the layout of the plant and office. 7. mum sum or m momma .1st lhen it is desired to analyse for additional improvement, a portion of work which would appear on a process chart such as an opera- tion, an inspection or a transportation, the operation chart can be used. An Operation Chart is a method of recording the individual motions simultaneously nude by each hand wile perfoming a task. Wand the information on layout and follow-up is adapted from the IManual for Control Officers“, Volume III, prepared by the Control Division Bflflrters, Services 3; m - g_.§_. m, 1912. _rr.3n 51 a. Operati on Charts here are a umber of types of operation charts and various methods are used to express the body motions. the type used depends largely on the degree of detail with which the analysis is nude. A type which suffices for most analyses consists of a simple statement of what is done by each hand. The left hand column is used for the movaunts of the left hand and the right for the right hand. Iording is brief and operations or movements which occur at the same time are entered opposite each other. A sample chart is shown on the following page. After preparing an operation chart covering the existing method, it my be analysed for possible improvmnent through consideration of the following: (1) [ill a rearrangmnent improve the motion paths? (2) where do ineffective or unnecessary motions occur? (3) Are any unnecessary delays present? Can they be eliminated by: (a) A rearrangement of motion sequence. (b) A change in type of motion so that a more simplified motion is used, using less of the body or parts of the body. (c) A better synchronisation of work members. (d) Introduction of some other work. (It) Is the distance traveled at a minimum (5) Can the number of times a hand moves «upty be reduced by: (a) A rearrangement of the order of motions. (b) Better arrangement of equipnent. (c) Use of drop delivery, slipping bins, or a circular work W's Michigan State College Mechanical Engineering Department ."w. -- ACT CHART' . PART um --- - PART no. ‘11 OP mo ION mm "wmfiynleiiwmifiilmmm ........ OPELR . NO . .ij DATE 54-109 DEPT....W;¥..§- - 7 0351mm 9,1,1. STANDARD TIME "" imam PROD. ' fl“ LAYOUT I RIGHT SIDE EXPLANATION EXPLANATION OBJECT ACT I ACT OBJECT Iron 2 Hold-other ’ On form ' On carbon 361 left hand ram and carbon rack Hold On form £111 out left Iron drawer ' lait Hold fans a envel 3117010 on 'desk envel wait ' i I I envel form In envelope (hold pen) 0'1 desk whit envel P ngenvel "4‘“ "JP-18m LEFT SIDE EXPLANATION OBJECT ACT RIGHT SIDE OBJECT 'EXPLANATIOH 13 Envel. Plac pencil 11+ In mail basket l'rom dos}; In 'drawsr . «u-na..w~> carb on‘ Plac I carbon,“ jet fog 0nd Duplicat g form 0- -.h“. —. - "ih'EiiE'hhsket 16 17 18 19 2O 21 22 23 21+ . 25 26 27 28 .29 REMARKS' ”...”.-.4 52 (6) Can guides or steps be used to reduce hesitation in finding or disposing articles? (7) Can a fixture be used to eliminate holding an object in the hand dnring a routine! (8) Is the work confined as much as possible to the 'norml" work area: that is, within the area covered by the hands when the arm is extended frms the elbow? lhen part of the work met be outside the nonnal area, it isconfined within the “maxim area“; that is, within reach when the arm is ex»~ tended from the shoulder without bending or twisting? (9) Can the operation be performed two at a time - one by each hand? (10) Are the motion paths easy to learn? (11) Are the motions mane along the natural paths of the members involved? (12) Is it practical to combine some movements so that two or more are done sinmltaneouslyt b. rho following principles of motion econoaw should be observed in developing an improved Operation Chart: (1) Both hands should preferably begin their movements simltan- eously. (2) Both hands should preferath complete their movements at the some instant. (3) Both hands should not be idle at the some instant, except during rest periods. 00») lotions of the arms should be in opposite and symetrical direction and should be made simultaneously. 53 (5) Hesitation should be studied and, if possible, it. cause eliminated. (6) Band motions should be as simple as possible. This will provide the fastest motions. be fewer body when that are used the faster the motion. !he classifications in order of econonw are: (a) finger motions only (b) ringer and wrist motions (c) ringer, wrist and forearm motions (d) ringer, wrist, forearm and upper arm motions (e) ringer, wrist, forearm, upper arm and body motions (Note: {Ehe last class requires a change in position while the first four do not). (7) laterial and equipment should be located as nearly as possi- ble within the normal grasp area. (8) Sliding, rather than carrying is usually quickerto trans- port snll objects. (9) Ivory instance where delay occurs suggests the advisability of providing some optional work which will pet-nut the utilisation of the time of delay. (10) Straight-line motions requiring sudden changes in direction are not as desirable as continuous curved motions. (11) no sequence of motions should be so arranged that they in- crease the possibility of rhythm and can become automtic. (12) work equipment and materials should be put in place before work begins: their position should be settled to reduce the operations of searching, finding and selecting. 5:; Detailed Job analysis with the use of operation charts will proba- bly not be warranted unless the work is highly repetitive and similar operations are performed by a number of people. Simple Jobs such as form typing (i.e.. filling in of some fem continuously) and operation of standard machines such as typewriters, adding machines and tabulating equipment lend thnselves readily to this type of analysis. 'hen the Job is complex it is sanetimes advisable to study the simpler parts of the operation and improve these. l'or instance, all Jobs involving typing could be studied from the point of location of materials and assembly of paper, insertion in the machine, removal, etc. Operation Charts can often be used to facilitate the training of an employee in the proper way to do his Job. then the revised method is determined the instructor and the employee on the Job can be taught the simplified sequence of motions and the proper timing by direct reference to the charts. It has been stated that the two work areas comonly used in lay- out of desk equipment are: (l) the semi area is that whose limits are covered by an are made by the hands when the an is extended from the elbow, and (2) the maxim area is that area within reach when the arm is extended from the shoulder without bending. then forms are located on a desk, frequency of use should decide where the forms will be placed. Ihose forms which are used very fre- quently should be located within the norml work area. rorms used fairly frequently should be located within the maxim work area. l'orms or materials seldom used my be located off the work surface in drawers if necessary. Ihen supplies such as paper clips are used frequently, they can 55 be located near the normal area or a small quantity can be removed from a reservoir supply and placed directly on the surface of the table with. in the normal area. Disposal trays should be built with two sides to act as a guide and stop to locate the papers and keep than frun falling off the desk. i'he two open sides face the operator. This type of equipment facili- tates disposal of forms. there volume warrants, disposal bins may be sunk into the table t0p or attached to the side of the table. be following is a check list of factors to be kept in mind in changing equiment or placing the materials on the work area: (1) fools and materials should have predetermined locations. (2) Location should be such as to pensit the best sequence of motions. (3) Good illumination should be provided. (I!) A chair of a type to assure good posture should be provided. (5) The principles of motion economy should be observed. 8. won t a. Advantages of Proper Office Layout be obJectivss of office layout study are: (l) !o obtain a straight-line flow of work which will insure a minimum of cuss-crossing of items in process. (2) To conserve space while providing enouch room for each indi- vidual and section to operate efficiently without being cramped- (3) re reduce the time necessary to do a section's work. (R) 1'0 provide working conditions that will increase personal efficiency and reduce office strain and fatigue. 56 (5) To plan for expansion so that interim moved may be reduced to a minim In procedures improvement, layout planning principles met be applied to present quarters as well as when a move is contemplated. loving to new quarters should always be taben as an opportunity to im- prove a poor layout. However, moves at other times can be profitable when existing layouts require backtracking, congested areas, etc. b. Layout Chart a simple lucut chart can be used to detemine if the layout can be improved. On a scale drawing of the office, draw lines between desks, etc.. to show the flow of work through the office. If, on in-~ spection of the completed chart, considerable cries-crossing and long distance hauls are noticed, a rearrangement may be profitable. Once the need for a new layout has been established the ideas and suggestions of employees should be solicited and discussed. fhe total amount of floor space available not next be allotted among the various operating units. In allotting and locating these units, the following points should be observed: (1) Be sure that the work of each unit flows continually for- ward within itself. (2) Place units that compliment or work with each other in adJacent quarters. (3) Locate supervisory officers near the units which they control. (1;) Place offices that are visited by the public near the en- trance. ' (5) Minimise the mother of private offices and partitions since 57 these not only make clerical supervision difficult but also tend to interfere with lighting, heating, ventilation and the flow of work. Private offices should be assigned only when quiet is essential or conferences are required. a confer- ence room, available for all who my need it, is often adopted. This allows the supervisory personnel to be located in the cpen office space. ‘ (6) Use the best lighted portions of the office for locations of clerical activities or those requiring close and constant visual work. Areas away from windows should be used for aisles, files, etc. (7) Ihen possible, segregate movement or noise producing actions from personnel doing mental work. (8) Locate near ramps or elevators those units which will make the greatest use of these facilities. Draw a plan of the space to scale. his will be a floor plan showing all doors, windows, columns, telephone and electrical outlets. It should be drawn to a scale of 1/8 or 1/h inch to a foot depending on the size of the office under consideration. taper ruled in quarter inch squares can be used. ‘ in outline, to the same scale as the floor plan, should be made of each piece of furniture or equipment used. i'hese templets can either be hone-made or purchased. then made by hand, they should be cut from light cardboard of a color that will contrast well with the basic floor plan, to assist not only in visualizing the lay- out during trial location of the tanplets, but to provide contrast should it be desirable to photostat the finished plan. 58 Blue is not satisfactory for motcstating. c. Considering hpansion and the l'uture ‘ If it is contemplated that expansion will be necessary in the near future, space should be provided for the additional equipnent and personnel. Templets of two colors, one representing current equipment and another future equipment, can be tacked into place on the master floor plan. the template of future furniture or files should be so indicated. d. Checking the Ideal Layout km the templets have been shifted about to what appears to be the best office layout, a check should be rude to see if the flow at work is as straight as possible. fhis can be done in either of the following methods: (1) Chart the flow of main work with pencil or thread. Next, select the supplaentary functions of the unit and follow the same routine using a different colored thread for each. lhen completed, inspection will aid in deciding whether the layout can be improved. (2) Planning rearrangements or moves - the day of the rearrange- ment should be planned far enough ahead to enable proper scheduling and closing of current operations. rims and inconveniences of moving can be minimised by planning the move for a week-end or holiday. D. penguin W Once the possibilities for improvements have been determined, mediate steps should be taken for their installation. file following steps are usually desirable, in the order mentioned: 1. Presentation 2. Discussion 3. Conclusion l4r. Orders 5. follow-up Presentation - The presentation is usually in written form and supporting detail should be included. findings or facts should be stated and followed by the corresponding recomendations. Expected re- sults from recomended changes should be listed, with reasons for such expectations. lhere material, such as process charts, etc.. has been deve10ped, these should be attached, showing the ”before” and ”after“ comparison. i'he report should be complete so that no additional verbal explanation is necessary. It is desirable to review reports or recounendations with those directly charged with the responsibility of performing the functions, so that there is mutual agreement on as any of the recomendations as possible. Such review also permits the correction of any erroneous in- formation on which proposed changes may have been predicated. If agree- ment is reached, it should be so indicated in the report. If agreement is not reached, the recommended changes and arguments against the pro- posal should be presented in the report so that the higher authority, who must mks the final decision, will be in possession of the facts and arguments pro and con. These policies will avoid requests for supplementary reports by those who miss the final decision. fisggsion - Discuss all recounended changes freely with those con- cerned. Agreement will not only be reached mch easier, but the whole report will receive much better reception if it is felt that nothing is being ”pinned on them“ that they do not know about. a second reason for open discussion is that the staff survey group is not in a position to know all the facts which may have a bearing on, a proposed change. There may be some underlying reasons for a certain procedure in force that have not been located in the study. A coopera- tive group of supervisors will aid the team by bringing out these reasons. The advisability of the study being a cooperative endeavor cannot be overemphasised. It is up to the survey group to "sell' their ideas to the heads of the department. The ”selling” is worth the expenditure of considerable effort by the survey group. If the best system in the world is not ”sold“, it has smll chance of working as well as a poorer, more popular system. Conclusion - Once definite conclusions are reached, the final re- port can be developed. In addition to the items to be covered under (1) above, it is well to include a brief sumary or check list of recommendations in the final report. This aids in the follow-up. ‘ If definite results to be obtained can be stated such as savings or elimination of operations, this should be shown. Q£d_e_r_s. - Orders can be of two kinds. First are the temporary directives to the supervisors to get the changes nude. Second are the Standard Procedures. (These shall be discussed separately). Again it is a question of ”selling". individuals who are responsi- ble for putting new methods into effect must understand the natural 61 reluctance of employees to depart from accustomed work habits. To them, the old way invariably seems the best. They have grooved their notions or thinking and working habits along certain paths so that the old oper- ation seems easier. Anything that upsets this routine is usually con- sidered slower, harder, more conducive to errors and unnatural, and the employee decides that it is bad. If the survey group has done a good Job of ”selling“ to the super- visor, the directive to the heads of the department will be nothing more than an official "go—ahead“, as they will already be in egreanent with the suggestions and in many instances will probably have put some of them in force or have them underway. Where there has been disagree- ment, a definite decision must be reached by a hidler authority and a directive issued. lhile instructions can be issued to the employees, it is still a question of salesmanship. In other words, the changes should be ex- plained. hot them know the reason HEY. hplain that the change is not for the purpose of making anyone work faster. Rather, it is to simplify, eliminate wasted effort, and reduce fatigue in order to make the Job easier. ol ow-u - a. To see that all recomended changes have been made effec- tive. b. To see if the changes operate as anticipated. c. To get a measure of the results expressed in terms of re- duction of organisation or increased volume handled. d. To see if changes when not functioning properly can be made to function. Possible reasons for lack of proper application may be: (1) Insufficient instructions (2) Misunderstanding regarding instructions (3) lack of desire to effect the change (h) Insufficient follow-up by the supervisor (5) Conditions outside of the departmental control when the new procedure depends on a change by another group. The follow-up should be a Joint responsibility of the survey group and those in charge of the department. Iverything on the sumary of recomendations should be checked. Sufficient time should be allowed so that there has been a reasonable time to effect the changes. A report should be issued showing the results of the follow-up 3m”. VIII- W W ‘- 9mm ' Standard procedures, or standard practice instructions, as they are sometimes called, are usually written up for each procedure or routine and will usually include the work of more than one individual. That is, the standard procedure is written up from the standpoint of the work involved by all the individuals necessary to carry out an objective, rather than from the standpoint of the various tasks an individual is required to carry out throughout the day, week, month, etc. This latter method is carried out through the function of Job evaluation and its resulting Job descriptions usually published in the organisation manual. Standard procedures are write-ups of established procedures for the carrying out of various activities or the perfomance of certain kinds 63 of wont. Such writedups constitute the “system! of the enterprise, but should not be allowed to degenerate into the class of unnecessarily complicated routines commonly called ”red tape". The organisation chart of an enterprise will tell “where“ the func- tion is placed, the organisation'manual tells "what“ the detailed nature of the function or position is and indicates its relationships to other functions and positions while the standard procedure tells "how” the functions are carried on and.the duties and responsibilities are to be dischanged. It is necessary to have procedures written up, not only for the guidance of new employees performing the work - so that it is all done according to instructions - and the training of new employees, but also because many of the important procedures cover several sec- tions and departments, some of which are feeders-in of information that others must then compile and use in carrying on their work. Thus the procedure of handling time tickets covers not only getting the workers' time on Jcbs, but also the checking off of completed.work from.production schedules, the making up of the payroll to pay workers, the charging of time to Jobs or kinds of prochict to get current costs and record data for future estimating, and posting of entries in the general accounts. In addition, these time ticlsets form the basis for social security pay roll deductions and taxation and reports to workers and the government on earnings and withholdings. The time tickets are only one of hundreds of items for which standard proce- dures are not only helpful but imperative. Standard procedures may range from a detailed statement of clerb ical routine to a broad statement of executive policy. the extent to which details are carried will depend upon the organisational level 6h affected by it. The lower the level to be reached, the more detailed it met be. r. norms 29 cousnm Because conditions in different companies vary, no standard outline for the formulation of a standard procedure can be easily suggested. However, the following points should be considered: 1. 2. 3. h. 5. 6. 7. where (in what plant, territory and/ or department) does the procedure apply? What is the procedure about, i.e. subject? This may be covered in the title. When is the new plan or procedure effective, i.e. date? That is the present or current plan? This may be answered by indicating the number and date of the standard procedure the new plan is to replace. lho is responsible for the performance of individual opera- tions? (Indicate by Job or position title). K separate list. of all persons or departments concerned as well as who will do each stop. what is the procedure? This will list in detail the steps in outline form, in sequence, and will make up the body of the standard procedure. It should be supplemented by process charts and other illustrations. How are the various steps to be performed? This should in- clude equipment, supplies, etc. necessary and also detailed operational charts and layouts listing the movements for the individual operational cycles if such analyses have been made. Are approvals or signatures to show that the method has been 9. 10. 11. 12. 13. 1h. 15. 16. 55 authorised shown? Has a number been assigned to the standard procedure? Are the forms involved clearly indicated by number and with samples? Samples will help eliminate reference. Does each page contain a page number and the total number cf pages? Have any general policies on which the procedure is based been given? its examples and illustrations provided as necessary? Has it been classified as to whether it is a general, depart- mental, or operator procedure? . If the procedure has been revised have the specific changes been clearly distinguished? _ Is there adequate information concerning the source of material and the disposition of results? As much as possible a standard form should be adapted and all proce- dures written up in accordance with this standard. Thus the principles and rules under standardisation and form design apply to procedure write- “Pie 0. W or. we. mean 19.1: _mm W The a. 3. Dick Company and the Carrier Corporation have prepared standard procedures for the preparation of procedures. Samples of these are shown on the following pages. The following points should be noted in regard to the set-up at the Carrier Corporation: 1. The Procedures (or Ilethods) Section is responsible for all inter- departmental clerical procedures within the Corporation. Time stuw and production methods are a function of the Manufacturing Division. 2. New or revised inter-departmental clerical procedures may be written in rough draft form by any employee for screening by the Procedures Section. However, a large number of the changes are caused by various departments requesting an analysis of their clerical methods by the Procedures Section or by this section pointing out possibilities for improvements and obtain- ing permission to conduct surveys and recomand improvements. 3. New or revised guy-departmental procedures are usually handled within the department involved and may or may not be issued directly to the manual holder within the department. The Proce- dure Section my or may not serve in an advisory capacity in these instances. In the a. 3. Dick Company, the responsibility for standard procedures is assigned to the line management group. The Staff Assistant-Procedures has the responsibility of collaborating with Division, Department, and Section Managers when requested or when the need arises in the prepara- tion of these procedures. To secure uniformity in the published in- structions covering procedures, they are all issued by the Staff Assist- ant -Procednres . ' mane: (loss) ”.46 DATE (FFECTIVI INSYRUCTION NO. . INTER-WARTMLNTAL ‘ STA NDA RD PRAC TICE INSTRUCTIO N5 “7.54.7.9? 3.2 “/27,“ PAGE 1 OF2 CARRIER compass MN, .3 mucuszm. v. SUBJECT SUPERSEDLS umr mm. ms AID ORGANIZATION CHARTS 3-2 12/1/18 General maroon the purpose of this procedure is to establish and insure stand- ardisation of all inter-departmental procedures, printed or duplicated fem, and organisation charts. mum Detailed informtion and instructions are covered in the related mm procedures listed below: 3-3 - Preparation, approval and distribution of Inter-departmental Instructions. D—h - Dorms Control. 3-5 - Preparation, approval and distribution of Organisation Charts. mmnznfi The Procedures Section has been established by the “moat to 0! effect the following: mm SICTION 1. Coordinate and standardise inter-divisional and inter-departmental systems and procedures. 2. Survey and revise clerical procedures, where flwuur’s 3. Deco-send the elimination of obvious duplication through the correction and flow of paper work. 1+. Develop and install new or improved clerical procedures. 5. Prepare and edit inter-departmental instructions. 6. Control and distribute an inter-departmental instructions. 7. lstablish and mintain proper procedure over all printed forms. (Torn, Tags, Labels, Letterheads and Invslopes). 8. Din-.1 preparation and distribution of all organisa- tion MI. It will be the respmsibility of each Department Head to see: That the functions pertaining to the authority and responsibility of the Department are covered proper- ly by written procedures. _ ' fuses custaucnous senescent APPRO VED BY DATE Im'rfirs'ir-Foncs - -A—n----- —-o fi-vr r em. 000001046 INTER~D£PARTM£NTAL oars EFFCCTIVE mmucnou ~o. STANDARD PRACTICE wsmucnoms wflfl‘? 3—. A E 0' PG mamas wnromnom ermcusem. v. SUBJECT 50 R 0 UN". nocrm. mm m osmwror cm 3-2 12/1/t3 General @8311!” M a new or revised procedaurs is issued it becomes effective 01' upon the date specified and all previous written or verbal instruc- rsocmrm tions covering the specific procedure will be voided at that time. rsocrmnr All inter-departmental procedures will be checked, revised and] or my corrected, if necessary, by the Procedures Section to insure coordina- AlD tion, then distribution will be made to the Standard Practice Instruc- APPDDVAL tion Iauual after approval of the departments affected and final approval by the Comptroller. pom All printed or duplicated ferns, before printing, nut be cleared mm. through the Procedures Section where they will be checked, revised m and/ or corrected, if necessary, to insure standardisation. All forms mmvn. sill be ordered by the Procedures Section after approval of the depart- ments affected and final approval by the Supervisor of the Procedures Section. YHESE INSTRUC IONS "new new. APPROVED sv DATE ““ .. ...... mums?! or sense I Aflflfl‘ll'fl nu n-‘rr mourn (loan) we STANDARD PRACTICE INSTRUCTIONS INTm~o£mRrM£N rAL M 7‘ t r r “7' "5 INS TRUCTION N 0. 3:3 MT! ISSUED 1&5 names concur/0N, dmncusgu. v. SUBJECT manner. mom. m nxernmnor or mn- mmmnflmm mortar mrmcrrous FAG! 1 0’3 dunnezéis 3-3 12/1/15 UN 01' General MIMIC! ”VIII custom P300!!!“ mm mm 1. 2. 3. It. 5. 6. l. 2. 3. l. procedure, will review his will be determined after: 2. 3. n. !he purpose of this procedure is to standardise the preparation, approval and distribution of all inter-departmental instructions. After writing an original draft of a proposed new or revised procedure, the employee will have it typed, double spaced, then prepare :ofiitten nose addressed to the Supervisor of Procedures, showing the owing: Date. State, new or revised procedure. Pmposed title (new procedure). Instruction number (revised procedure). Reason revision is necessary net be clearly stated. Signature of Department Head. The Procedures Section, upon receipt of a proposed new or revised or rewrite the procedure, if necessary. Analysis of information subdtted. Research in related procedures, as outlined in other instructions and in the use of forms. ' Personnl contact with the departnents or div- isions which will be affected by the new or revised procedure. After an outline has been ads and the proper arrangement of pare- graphs determined, the following points should be considered: he title of the procedure should be brief end clearly define the subject. A simple, direct style of writing, using short sentences and unified paragraphs, is recomded. As a rule. future tense will be used. Use titlee of individuale, not nuns. Irena form is first mentioned, state the fern name and mber. future reference to the fern will be made by number only. APPROVED BY anpnnvrn Av THIS: INSTRUCTIONS WIRE RIVII M08018 0' uwvfifirarfifiinn 10 BY "it IS MANUAL FORMO-I (loan) H46 . ,~Tm_D£PARTM£NTAL can: :rrccm: ms mucnou m5. 3- STANDARD PRACTICE wsmucnows Mfg/Ll“? 3 amen concur/0N, ornncuszm. v. ‘ H745 no: 2 or 3 “m" mama! mu. an memos or 1mm- ”"mm W" mm comm mono: momma: 3'3 12/1,,” “”mfl MGR!“ 01' A rem manure! m 0-1 WARE!“ rem 0-2 W! mm: APPROVAL he introduction of a printed fern into written procedure will be handled as follows: 1. State the number of copies and where originated. 2. kplain in general tenns the method of prepara- tion, the infonsstion to be recorded on or taken from the fern. 3. State how the form is to be made out, typewriter. billing nchine, longhand, eta. I4. Indicate titles of persons who are to sun and approve the four. 5. Show distribution of each copy. 6. Show final dispoeition and method of filing em GOwe Hter the proposed new or revised procedure has been reviewed, the Procedures Section will have sufficient copies typed, double spaced, on” Porn 0-1 and distributed to the Heads of the various Departments or Divisions affected. !he Procedures Section will prepare sufficient copies of “Request for Procedure Approval', rem 0-2, to subunit the tentative procedure to the supervisors affected. Porn 0-2 will indicate all individuals to {hen the procedure has been forwarded and the date this procedure met 0 "Sande the employee receiving a copy of Porn 0—2, with the attached tentative procedure, will, after reviewing the proposed procedure, at as follows: 1. Approve 'as submitted”, then return to Procedures Section. 2. Approve 'as corrected“, inserting between the double spaced lines any recomended changes or attaching a supplementary sheet with the proposed changes, then send to the Procedures Section. lots: f one-2 is not returnedb the date .. ted the ”m L' f .LA: to --O 3 .121: W- APPROVED BY L rust. merwucrlous WM: RthWlO BY THE HOLDER or 7m: muua DATE —_—1 .(D ADDITIQILI mmc'nc 7’— WROV‘D 6v A990-.. DATE EFFECTIVE wrm~o£mRrM£~rAL [INSTRUCTION ~c 5m NDARD PRACTICE wsmucno N5 W539? "Lc CARRIER CORPORATION, 5YRACU§£,N.Y. ”El/“5 PAGf 3 of l “M" mama. mom. m msmmmon or mm- W" ““5 0"" Q mmmm. 32mm rumor mammals 3-3 12/1/33 mm nun mama 01' m APPROVAL WA” ISSUAIOI 01' mm ADDIMWAL “All AID Imcl'lm lhsn the copies of Porn 0-2 covering the tentative procedure have been received by the Procedures Section, the recommended changes will be tabulated and analysed. on. Procedures Section will coordinate the suggested changes by personal contact with the departments involved. In case a major change is necessary, the procedure will be revised and sent out again for approval to only those directly concerned. After necessary approvals have been secured and the necessary changes made, the final draft will be submitted to the Comptroller for final approval before distributim is made to the holders of SPI annuals All employees who require written procedures for the efficient performance of their duties will be issued on 31’! annual. hch lamal will contain those instructions dealing with the work or duties of the uployee receiving the manual and such related procedures as will be helpful. complete annuals will be issued only to the General Innagenent, Department Heads and to other employees or individuals designated by th. comptroller. Dew and] or revised instructions will be iseued to each employee charged with a manual and dealing with their duties or related func- tims. Instructione will be accompanied by Porn A-lS (Rev. lW95). In the case of revised proceduree, superseded procedures will be re- noved from the manual and destroyed. All requests for an SP! nnual and for additional copies of SP! instructions will be sent to the Procedures Section, in writing, showing: 1. Date, employee's name and title. 2. Department name. 3. List of the instruction numbers requested. M an employee is terminated or transferred to another Job, the Division or Department Head will obtain the manual before releasing the ”9107‘. If a unusual is reassigned, the Department Head will notify the Proceduree Section, in writing, showing the llamal number, we of the employee formerly posseesing the namal, and the lame and Title of the hployee to when the manual is being reassigned. Other- wise, the manual is to be returned to the Procedures Section. APPROVED ev nonpnurn flat run menucnoes 7 west new so v Tm: ‘ DATE MOI-Oil or go: no“ nucrfiB‘BF'rToI'bca 5 TA NDAR D PROCEDURE INSTRUCTIONS U EC ' $222258. _A:___1 rmwror um 31718103 or srmm 230cm mementos justatntm‘- .. .. “zpczrrvrmr: ‘‘‘‘‘ |r‘ Eat: T - 7.3; - T - ”an; " “933°“ ‘L " " 5.1.1.5 . 5"""°‘°“ u A-l : m Pages I 3-1345 ”—_-___J_._-_—.L__-—-.L.__~——.a _____ .J_.O_E._._..g_ ..EAi‘é W Standard Procedure Instructions will aid Cuspany unagement in nintaining control of Company operations. may will provide standardised, written instructions for handling paperwork and related details in accordance with established, uniform procedures. Heads of organisational units will be responsible for initiating, preparing or revising procedures and Standard Procedure Instruct ions, in collaboration with the Staff Assistant - Procedures in the Controller's Division. Staff Assistant - Procedures will be reamible for seeing that procedures are developed and maintained to provide and record all accounting information and related data concerning the Company's operations; assisting and collab- orating with all organisational units of the Company in the design, coordin- ation and installation of all procedures; and reviewing, editing and issuing all Standard Procedure Instructions in prescribed form. ‘ Dfiails 2f Procedurg 1 DIVISION DIRECTOR, mm WAGE on SECTION men will recOgnise need for new procedure or for revision of existing procedure, together with covering Standard Procedure Instructions (including auxiliary Desk Instructions when necessary). a Seed of organisational unit will prepare a statement of proposed procedure or revision of existing procedure, as it applies to his own unit and to other units within the scope of his information. b Submit this statement in writing to Staff Assistant - Procedures for the purpose of obtaining his assistance and collaboration. Submission of related forms and other pertinent Interial will be helpful. c Staff Assistant - Procedures will, on his own initiative or at the request of the Controller, prepare statements of proposed procedures or revisions of existing procedures as in sub-step (a). 2 SI'AJ'I‘ ASSIST“! - PROGRESS will originate or will receive and appraise statements of proposed new or revised procedures to detemine: Divisions, departments, sections or other organisational units concerned in the proposal. Desirability of proposal in the light of existing Company policies and practices, and in accordance with indicated objectives of management. a Confer with originator, others concerned in the proposal and with the Controller, as the case my require, in completing the appraisal, and FORM SP-I I b 3UE£CT _l STANDAR D PROCEDURE INSTRUCTIONS N U MOE! Au-l PREPARATION AND REVISION OI —— STANDABD new new C'H SUPPLEMENT All Pages I 3-31-46 _J...._..,_.._._.J__._.-__.L. .Q.£__2_.£A.Q‘_§ in order to deterndne urgency of the proposal relative to other procedure projects already undertaken. lstablish procedure work program, with approval of the Controller, and advise originator of proposal of the action to be undertaloen. Collaborate in the design, coordination and installation of the pro- cedure and required foms. Review, edit, issue and distribute the covering Standard Procedure Instruction (including auxiliary Desk Intructions when necessary). In connection with these activities, obtain the endorsement or approval of the proposed procedure and covering instructions from the Controller, other Division Directors and other personnel concerned. 3 VARIWS INDIVINAIS will receive copies of Standard Procedure Instructions (together with cepies of auxiliary Desk Instructions when necessary). a have Instructions filed in Procedure Manual binders or other suitable hmsing provided for that purpose. Have any superseded Instructions removed and returned to Staff Assistant - Procedures. Discuss the procedure and Instructions with Staff Assistant - Procedures when advisable, explain to others under their supervision the use of the procedure, and see to it that the Instructions are followed. FORM SP-I 67 D. am On the following pages are presented samples of standard procedures as used by the following companies: 1. 2. 3. Western Electric Company - 11.1).1. (Wacturing Departmental Instruction) i'he samples show the form used and cover: 9.. Instruction Bulletins b. Schematic diagram to standardise the preparation of M.D.I.'s on reports. A. C. Spark Plug Division of General Motors. The standard procedure for a Request for Change in Routing and a sample of the form to be used and was taken from a manual for supervisors entitled ”me Supervisor and Efficiency”. The purpose of this manual is to provide A. C. supervision with a better understanding of problaus concerning efficient operation and their relationship to the Efficiency Department which stands ready to assist when needed. A., 3. Dick Company - Standard Procedure Instructions covering a Request for Operation Change. ... Iestern Electric Company, Inc. Hanufacturing Division Hawthorne ll.D.I. luau—E Reissue June 16, 19% Replaces pages 1,2 5 3 of 5-12-37 MOT NB 1. GENERAL 1.1 This instruction prescribes the routines and responsi- bilities for handling Instruction Bulletins. 2- W 2.1 The lierchandise Division is functional for ordering and stocking Instruction Bulletins for the llerchandise Division and for such organisations in the Menu:- facturing Division as have agreed to include Instruction Bulletins in preliminary packing Operations. 2.11 To assure properly edited Instruction Bulletins which are in agreunent with current Copies to: 3215 m (15) All departments, Org. 1000 2000 All departments 7000 937-1 Bell Telephone Laboratories ”I“ and “CO” specifications all re- orders will be placed by the Merchandise Division which is responsible for the accuracy and clarity of the Bulletins. 3- MEG D S 3.1 Manufacturing organiser- tions which have entered into local agreements with the Herchandise Division to include Instruction Bulletins in pre- liminary packing operations shall proceed in accordance with In: son-c, ”Preliminary Packing Instruction Card,“ to be issued as specified in M.D.I. 25.30 “-3, ”Handling and Preliminary Packing." D. MINCE, lorh Ianeger Reason for reissue: Complete revision to prescribe the functional responsibility for ordering, stockingand packing of instruction bulletins. Issues [Itcveuc Co. . MA~.'ACYJIIV3 DIVISION. Isc., 113I91L4§cu£vanc ron PREPARATION or v,o,;,vs o~ sepgsrs "In: n‘u'sghmm mnoc cunt" (“I "(01" .._____._m— — ..-. 2““ I; L": “a? "0:. ' I. I n I A I I I - luilhlcufl "‘1‘ .Inuwms as]. l LISY '1 ILWI? ohrsop IUHII us- In!»9 new eI mm M" “w m h." ' M "M t ”I I" . . ”('10 .1 n; .1me Mn 5:! Cal-:19 Is r“. 7.0 “I”. U H.0d. I. ‘1 .I IsIe. “HP-‘33 (- ‘I \ U.O.| , 1. I2 6-H .ee(~0Is A Otcsests 5. 19b? m r. or gag/RI- 50' “M 8:33 J \ i “' A§A T \\ ' g l \ \r--_- . "Hestern Electric Company. Inc ‘ H D I 1.1 6-—- d . 0 e o 2 m" linut‘aoturknr Di vi:'Ion \\ 4/?“ a.'-] H“ m. ”1. lMHIMC’ “HI. IAN“! II I’HV l-Ilw- I AI em II on ‘US! a. sum. Lin um 11 m III (msv sIooss snv) 2=§3"“2‘2 ,2 is! E Ist‘nsusonsl - CCASlmtV “'sges°3ssigss‘s 13 ES i! 3;‘:l :3 3 a 5 sf 2. § :*";1 :8 as”! m.§.1 cue-III IIII I»: on em «ammo-av us net. Ions Int OI some nmu am on Ismeeuos nouns. u-(e In as mow! cIus ro- tun-I ' 3:. u I III III ICVLII. ”)l' OI men's run I ”nuns. g. II: II III: :mI Ins nan-Is III lung‘ch Ivsd‘uv It" In! [031% lulfllK UM one-III- “Manhattan": Io Imo- III: III: Is «no. soul l.e. 'II'. IS'DIL ImmIOIVImu IUOII (I: lo “1 Pens-maul I. a... an. Iowa” has I! "all! sv IuosIss It. um so" K) It)! III em mus. s.s.I ‘.u rs: I. 'I.'"-( I.... (an m" “in Hm 'n‘ see-eeae-eeoe s- pun-III! Item I. s InIIIi.::I;LELL.uHH Uh :I MD"! I. (M CI ll PIP... I'll- \- ""”n“C::IE%Ei?biiar“'—‘—‘—‘ my (mum so“ I‘ll) .nosI IOII report die {In} (A. In”. I“) ZERIOD conxnp DISTRIBUTIOI AID sermons g. M t 19 his report covers (insert period covered; e.¢., 'fiseel menths') ‘ eh]! be issued e rolls-Isa ”m IIIvIe-III Sean (IV. Ins.) in" I 2 LLYVLQJIOIQIIE I MW ' I I HI "'0' IMO E u - IICUII m. you us. as.) a .- sumo-I1 Ions N - l with '11th - Its!“ II- P mm miss u - II Icon sears me. In.) I: - rrva; IIO‘IL II. link I. -mqucIuoIsc Iv. I I my, cs - run-Is; .v 5 100m sv DIV. 1!. II - Mums-a ms"; - RI“ um 90 III. I B on (consul! In. one.) in - (will 0! me HUI! E! - 1. mm. MS I“. I - o!" 3! l. 3 Museum INI:!IIII&. . tucnosccs s . IIIIIuI-I 90'; use. I! IuIeIImr II.-I I :3 Ion! Sim-.3 s. "new It: Ins-Is I. - Incas sears (In. Isa) 23.31.“. Etinetioa I iiii§'§;i§§§§ a? I; i .. is 33% III“ m n. .JIIIII .6... IEV".SER D. IOI-II IIIIGII To an! sequel Ttnei visio PROS? To 61 Obta tend affc Inv. tha EQUET 1'03 CHANGE IN ME mares; To authorise changing, adding or removing Operations, or revising the sequence of operations from present “Iquipnent Operation and Standard Time Rantings. when the changes are not otherwise authorised through re- visions of tooling rantings or blueprints. ROOM Eo obtain prompt action on your preposed change, fill out IRequest For Change In Routing - Il'orm AG 727' complete with all details requested and add a sketch when possible. (See example on next page). Obtain the approval and signatures of the department foreman, superin- tendent and inspection supervisor in the department or departments affected by the change and forward to the Efficiency Department. Investigation will then be made and approvals as necessary obtained so that routing can be revised. hwza .02 .0 .‘ "l '11' 02.5.30! 2 _ ”02(10 “Oh FWUDOMK I0! >IOFUUZU.U.th . Handa . ¢>C aunts UZ.IUUZ.OZH 44:.0 U402...” N orxO¢lt< \r } ? L. } > } H~H ...:u.». 0. oz.» ox. .uuanz. a u~ anus. ....o zo us... z. «.40: N «cam on m H~H ..oxun». o. 02.. oz. .uuguz. m 2. «3.... 3:3 .3 us... .... 3.6.. m ......o om m KT 3 v.3... ......3 20 ...... z. 340.. m ......q cu m 2. 2.2.0:. .53» oz... ...0 ”.523: 0“ a «M ¢ n g ¢ 0." a ..b. an... ......» .5. a“... to». 02.50.. 3.9.0.... 02.50.. 5.3.... azumufl 3.3 .8 2:2. .6 3.5252. 000.0.H OH! >456! Fla :2...» .x .0 8020.530 own nozccuao oo< wmowomu .0... See... .33 .030 ..o .0300... .33.. 23.... o... .o no.» scion zo Nfithhd .02 =(l ux0 ouoa¢u >408unn¢ x. uaODOCb U02<10 (Oh 200(UI 3..” 62.0... 02.5.30! 2. m02<10 m0... 530“". I. bus. 0( 5 TA NDAR 0 PROCEDURE INSTRUCTIONS u tcr . 1:35:51 #25 man! 102 mm cam: granary- _ _ PAGE NO. Wavy-7.7.77.7: ''''' FEE-.3..- T " 7...“. - T " 3.7a " 4‘ v " — — ‘1' * 9-1-4: : 60mm“ : bet I 1 Page ‘ roan-he -..-.._.__.-____.._ _____ L..__._._.' _____ J_Q£__1__PA.2£.§ rocednre Request Tor Operation Change (Porn 1' so Rev. will be used to request a temporary process change in method of manufacturing a part, or to request a permanent revision in the manufacturing method. A request for a temporary change will apply to one specific production lot only. Originator (foreman or other employee) will prepare a request in accordance with detailed instructions given below, and will secure written approval thereon from his imediate supervisor before sending the request to liethods Section of Icthods and flaintenance Department in Ianufacturing Division. Hethods Section will analyse the Bequest; designate it as a permanent change to be handled in accordance with Process Change Order procedure (SP1 11-71) or as a temporary change under Process Deviation Permit procedure (SH 1927). Etails of Pram 1 osmium (roman OR OTHER EMPLOYEE) will prepare Request for Operation Change (Porn P 806 Rev.) in triplicate, filling in the following information: an IOe Operation lo. Department No. Ibte Iemporary or Permanent - Check whichever is applicable Details «1 desired change Reason for change If the request is for a temporary change in the method of manufacture. the number of pieces and the lot number affected will be shown under "Details of Desired Change". Ioreman or Supervisor will sign original and forward it with the duplicate to Methods Section. 2 MODS MOTION will receive Request for Operation change from Originator who signed the request. Analyse the request. Assign requests for permanent change to a Methods Ingineer by recording name on request; pass both capies to Methods hgineer. (See SPI 11-71). On requests for temporary chi-MO. review, and accept or reject, consulting with real nagineer, Hethods a Maintenance Manager and/ or rectory Superinten- dent. if desired. If accepted, place check in I'accepted" space on both copies and enter date and signature. Give both copies to Control Clerk. (See SP1 5-27). If reJected, place check in ”rejected” space and write reasons for reJection on reverse side; send original to Process Sheet mater file and duplicate to originator. FDRM SP~I 68 n. mmorcmmm The number of M.D.I.'s published by the Western Electric Company make up several volumes. The A. 3. Dick Company has prepared a list of Standard Procedure Instructions in current use by that company. A capy of the first page of this list is presented here to illustrate the ex- tent to which this company has prOgressed in the write-up of proce— dures. The list consists of a total of seven such pages. SH 19. 5-1 Au-2 1.3 #5 Ar-6 5-? 8-8 1.10 1.11 1.12 1.13 1.1t 1.15 1-16 1.17 1.13 1.19 5-2]. EST 01' STQQAED mama INSECTIE Index tabs indicate those included in this binder Effective ate 3-1345 2.1-h8 7-31-hh 7fihm 6—31-h5 3.15.1.3 3-3145 8.1.uu 11.1.nn 10-11-hn 11-2o-u6 1.1.15 2-15-h7 l-l.h7 1-1-h5 7-22-h6 7-22-h6 9-2247 Title Preparation and Revision of Standard Procedure Instructions Procurement and Approval of Part Samples Withdrawn Testing Tissue Samples Purchases and Sales of Fiber Rhndling Reports on Competitive Supplies and Accessories Complaints on Quality of Products Inquiries Regarding Production Schedules Of All Standard Itmns Not Carried in Inventory Tool Orders Engineering and Manufacturing Changes Raquest l'or Tracer on Incoming ShiFnent Purchase qunieition Preparation - 'G' Series Budgetine Withdrawn Flexible Factory Budgets - Jackson Blvd. Jackson Boulevard Departments Normal Volume and Normal (Standard) Burden Rates Preparation of Process Sheet For Non-Current Parts Transfer of Information from Old (1 662 and.! 663) to New (1' 835) Type of Process Sheet Iorking Schedule lotice Not Issued Issued “-1448 1'. M m REVISION O_R_ CORRECTION If a provision of a standard procedure is found undesirable or in error, a revision to correct the fault should be promptly issued. The purpose of procedure write-ups is to assist, rather than hinder departmen- tal operations and a procedure should.never'become an inflexible set of rules. lhen a particular procedure is revised, it is necessary to maks certain that corresponding revisions are made in all related standard procedures, and that copies are properly distributed. The original issue of a.procedure can be identified as ”issue AF and.its revisions by change letters beginning with ”issue 3" as the first alteration. On the following page is a sample of a form used for correspondence within the A. 3. Dick Company and used in this case to release a revised standard procedure. Verbal deviations from.a procedure should not be permitted as this will lead to the entire procedure system.falling apart. In cases ihere immediate change or correction of a procedure is imperative, an amend- msnt stating the nature of the revision should be issued from official source to all persons concerned. This amendment will be in the form of a directive or'bulletin. In.the case of a new procedure several minor changes may be found to be necessary. The most practical policy here is to issue two or three amendments before reissuing the revised proce- dure incorporating the changes. A. 3. DICK COHPAUI Reply on Blue Sheet.Retain Duff Copy for Your Piles SUBJECT: Standard Procedure Instruction g: l, 195 A-l Revised Date W61: To: Prom: STAR ASSISTANT - mom Enclosed is a copy of revised S.P.I. A-l, “Preparation and Re- vision of Standard Procedure Instructions”, dated 5-1448, for insertion in your Procedure Ianual. Please return S.P.I. A-l, dated 3-3145 ()1 pages) and accom- panying Plow Chart to us for cancellation. The principal change reflected in this procedure and covering instruction is the delineation of responsibilities for initiating, pre- paring and revising procedures. Roads of organizational units are made responsible for these activities in collaboration with Staff Assistant- Procedures. Systems and Procedures Department has been replaced by the Staff Assistant - Procedures in the Controller's Division. Copies of this S.P.I. are being distributed to all persons who have Procedure Kennels or have only certain S.P.I. 's for their own use. Any questions regarding this procedure should be referred to I. ll. Carrithcrs, extension 315. Please acknowledge receipt on the attached duplicate. “Carri there a up Enclosure rm IRITIHG TO A RESIDUAL OJ'I'ICE INCLUDE A! EETRA COPY-OR IRITE TISSUE To be used for correspondence within the company onlyqom 1,3131 1,. dun--1-hs 70 G. SUMMARY O_F_ EEO—N5. LO; STANDARD PROCEDURES Throughout this thesis many reasons and bases for writing up proce- dures have been presented. The following list is given as a summary of these reasons for the establishment of standard procedures in industry:9 1. Determination of manpower needed A given volume of work performed in a standard manner, under like conditions, at a uniform rate, should require a certain number of man-hours. This affords a basis for checking perfor- mance; actual against desired. 2. Determination of Cost Aside from lowered cost. it is desirable from a control stand- point to know what the cost of doing a specific piece of work should be. This includes payroll. material, supplies and other items as well. 3. Determination of time It is important for such other reasons as improving service to customers, meeting delivery promises, handling orders, prepar- ing reports, and aubndtting estimtes. It provides a basis for planning scheduling, and assigning work to individuals, depart- ments, plants or offices. N. Assurance of quality or accuracy The quality of work expected is established definitely. For office operations accuracy of performance is prescribed. 5. facilitation of supervision Situations which are variations from normal are minimised. It § Adapted from Holden, Dish and Smith, “Top Management Orgmisar- tion and Control“, 1'23 Standford University Prggs, 19148. 6. 7e 71 enables executives to concentrate attention on matters which are exceptional, resulting in consequent improvement in supervision. Interchange of personnel If, throughout an entire company, an activity is carried out in identical manner, those engaged in the activity can be shifted from one unit to another with no reduction in proficiency and with no loss in time for learning. Training new employees Standardization of procedures implies standard instructions or procedure manuals, either of which provides a new employee with detailed information as to his specific duties with respect to any activity. Moreover, it takes no longer for a new employee to learn a well-defined method than to learn by word of mouth a procedure which may change from dew to day. Then, too, the learning process can proceed with a minimum amount of coaching and explanation upon the part of the new anployee's supervisor or associates. Reliance on procedure It is much safer to fix definite methods of carrying out repe- titive activities than to depend upon uncertainties of memory and variable Judgment of those involved in the activities. Only by prescribing fixed practices can consistency and permanency be given to the conduct of such activities. Capture of basic information One of the most important objectives of establishing standard practices is to corral certain basic operating data which other- wise reposes solely in the minds of long-service employees. 72 Such information is the rightful property of the company, as it has been gathered on time paid for by the company. Unless, through standardizing practices, it is gathered piece-meal from those possessing it, certain portions of it are lost every time there is any turnover of personnel. To be sure, a synthesis of such captured data may not produce the best way of performing a given activity, but the foundation for developing the preper standard practice does lie fmdamentally in this informtion. 10. Incorporation of policies The preparation of standard practice instruction or procedure manuals provides the opportunity for incorporating positive statements of policy. Numerous company policies can be given positive definition, and therefore uniform interpretation, through the medium of standard practice statements. Moreover, a means is provided whereby chech can be instituted as to compliance with policies, a method of control not easily recog- nised otherwise. 11. Central office control there a company has branch offices or a number of plants, legal, statistical and accounting considerations require establisMent of uniform practices. The ultimate objective of standard procedures should be to have every necessary task in the company recorded so that if any part or all of the personnel were to die or otherwise become unavailable for work, they could be replaced by others with basic experience in each of the functions and with reference to the standard procedures the operations of the company could return to full capacity with a minimum of delay. 73 11- was standard procedures should be located in a convenient place accessi- ble to all requiring the information they contain. They Inst be classi- fied or filed for easy reference. The best means for doing this is to nice up a mal. file types of manuals or means of classifications used will depend upon the individual company. L W In a small company, standard procedures may be placed with other pertinent data to form a book. As an example, such a book might have the following contents: 1. History of the company. 2. Policy of the company in its dealings with others. 3. The company rule book, covering: a. Hours (1) Punctuality (2) Overtime b. Vacations and holidays c. Salary payments 6.. Changes in addresses a. Personal calls f. Ordering supplies g. Use of telephone h. Use of messenger service, etc. 1+. Standard Procedures Covering the standard methods of perfonning work. 5. Current practice 6. 7’4 Covering the current method of performing Operations which have not been standardised. Individual standard practice and current practice sheets. Covering the particular instructions for each employee's Job. Such a manual would form a series of pamphlets or sheets, and no one clerk would have all of them. Each clear, however, should be furnished ' with sections 1, 2, 3 and 6. An example of a type of classification of manuals used for larger companies is as follows: 1. 2. General or company-wide instructions 13. Ce Matters of organisation (1) Organisation charts; outline of responsibilities of officers, executives, and supervisors (2) Job analysis Hatters of policy (1) All general policies of company wide significance Hatters of procedure (1) Procedures of a general nature which are necessary to operations throughout the compaw (2) Procedures established by one division for the guidance of another division Departmental instructions (A separate menial for each department) b. fitters of policy (1) Special or detailed policies of interest only to employees of one department ' (2) Such general policies as is deemed wise to publish to the department Hatters of procedure 75 (1) Departmental practices, outlining the procedures and. routines applying to one department 3. Job instructions a. Hatters of procedure (1) Instructions applying exclusively to one Job, irrespec- tive of where it exists in the company It. nuployee handbooks a. Batters of policy (1) Booklets distributed to all employees outlining per- sonnsl policies and general information about the coupany. b. Hatters of procedure (1) Booklets of procedures required of all employees A final method and probably the most practical is to have annuals classified according to the following types: (1) Organization, (2) Policy, (3) Procedure and (h) Inployee Handbook. Under each of these for numbers 1, 2 and 3 above, information can be placed in separate general, departmental and operator manuals. Employee handbooks are ordinarily of a general nature. The discussion that follows shall be limited to manuals of procedure. 3- w m In modem administrative practice, manuals of procedure are the principle means for the recording of faCts. The tem manual, as used in connection with industrial procedures, refers to the written record or handbook of these procedures. The purpose is threefold: to mine instructions definite, to provide an authoritative reference in answer to questions pertaining to procedure, and to improve administrative 76 control. The male are prepared, not so such for the benefit of magement, but for the benefit of employees and the assistance of management. Every organisation and every department will include different types of information in a manual of procedure, depending upon the nature of the work being done. One department my have comparatively simple proce- dures, but its volume of work my be a major problem, its annual would contain work loads and scheduling information. Another department may have a small volume of work but complex procedures: in this case, a manual asphaeicing procedures would be most useful. Still another de- partment may perfom Jobs which are simple in procedure and light in work load, but material supplies may be a Nor problem; here a manual containing procurement, storage, and supply information would be most valuable. In all cases, the manual of procedures represents the ”core' of the Job to be done by each individual, department, or group, Any discussion of manuals of procedure can only suggest how to build a manual and what to include in it. l'our basic premises should be taken into consideration in the development of a manual: l. for a manual of procedure to be used, it must be useful. 2. The information included must be consistent with the interests of the persons using the manual. 3. The manual must be so prepared and arranged that changes can be readily made to beep it current. )4. Pictures, charts, diagrams, and samples should be substituted for words whenever possible. Experience shows that manuals of procedure are used by three groups. of individuals: 77 l. m of the organisation and visitors from outside the organisation have an over-all interest in the purpose and work of the group, i.e.. the results. 2. !he memnr, whose duty is to produce the results, is interested in the Job gtgpg necessary to complete the work. 3. The opgrators, whose duty is to Operate machines and handle clerical functions, used to know specifically 1:2! to do each element of the Job. It is impossible to compile a single manual which will be of great- est service to all three classes of peeple. me executive would not be directly concerned with operating instructions furnished the Operator; any such machine and clerical informtion would be more confusing than helpful to him. Ihe supervisor has department-wide responsibilities which are not the direct concern of either operators or the executive. The operator has detailed responsibilities for machine operation and clerical functions which should not be the continued concern of the supervisor once the Job has been set up and instructions issued. he most satisfactory service is rendered by the use of three annuals-none for each of these groups. The preparation of three manuals has an added advantage of estab- lishing method in the work and thinking of the person preparing the manual. Any Job is performed most effectively when attacked methodically. As already presented this will consist of determining the ultimate ob- Jectives, determining the facts with which to start, devising methods of procedure so that the objectives can be reached from the starting point, and the study of each part of the procedures to determine how each step will be accomplished. 78 If the manual is so developed, then it should consist of three sections: 1. a General Raul showing ultimate obJectives, source informa- tion and the general procedure of accomplishing the Jobs. This information is usually desired by executives and visitors, but should also be available to departments. 2. s Supervisor's Ianual which shows all the Job steps of the pro- cedure and perhaps other infometion pertaining to mchines, personnel and procedures. his becomes the basis of the supervisor‘s work. 3. An Operator's Manual daich gives the operator all the details of each Job step needed to perform the work. This division into three annuals W not be the ideal physical arrangment, nor will the suggested content of each manual necessarily meet the requirements of all situations. It is felt, however, that the develOpment of the ml by starting with the general and working toward the specific is the best sequence to follow. If the manual is to be kept current it must be arranged physically in such a way that changes can be made with a minimum of effort. he only manual which requires articulate form and appearance is the general manual. this information, being general, requires few changes, and a given set of information remains current for a longer period of time. The supervisor‘s manual changes more frequently, but requires few repro- ductions so that even a typewritten recording is generally satisfactory and can be clunged easily. i'he operator's annual may require reproduc- tion for distribution to the various operators. Por this purpose, typed copies, ditto, or mimeograph reproductions are often used. 79 For ease in changing and flexibility all manuals should be loose- leaf. Notebooks which accomodate the standard a;- x 11" paper are gm- erally satisfactory. All the mterial should be well illustrated. lords alone often have little meaning, even to the person who takes the time to read them. Ihenever and wherever possible, replace or supplement worded instructions and descriptions with charts, grams, drawings, pictures, samples, dia- grams, or other illustrations. Some means should be available for determinirg who has what types of manuals. a simple way to accomplish this is to have each manual serially numbered so that distribution m be recorded. Each individual charged with a meal should be responsible for its upkeep. All changes should be made as soon as authorised notice is received. All manuals should be collected periodically and reviewed as a check on their general condition. and to see that changes have been incorporated. 1. me am WAI- A general annual shows exhibits of documents, reports and records. They may contain simple process charts which show the general outline of the Job. The first step is to determine: a. mat reports are desired? b. mat fans should the reports take? c. Do they contain valuable information? d. Is all the information being used? e. Are the reports too detailed? f. lhen should the reports be presented? the second step is to determine all source information available. The following inquiries are made: a. Do the source documents contain the desired information? b. Hill the documents be available when the are needed? c. Are the documents sufficiently legible? ' d. Is redesign desirable or necessary? Once these reports and documents have been listed and samples of each collected, the general manual is practically complete. The only remaining part of the general manual is the development of application process charts. These are drawn to emphasise the documents, files, fours and reports - the materials which move through the procedure. Thus mater- is]. might be arranged as follows: a. Schedule of reports b. Sample documents c. Sample reports d. Process charts a schedule of reports say be made up classifying the reports as to type, application, or according to due-out sequence, etc. in exhibit letter may be shown beside each report as a reference to the actual samples of reports and documents which follow in the manual. Other colunms would include the time or date the report is due in and out and the place or persons from which it came or will go. 2. m SUPERVISOB'S MANUAL The supervisor's manual consists mainly of procedure data, supple- mented by data on equipnent and personnel. lhen procedures have been developed which best accmnplish the desired results, the supervisor met know the unit functions or Job steps required to bridge the gap be- tween source documents and final reports. Here great advantage m be 81 taken of process charts. These are usually designed primrily for the supervisor's use and are a basis for all of the plans, controls, and evaluations of the department's operations. 3. m oral-rams WAI- i'he Operator's usual will consist of the detailed information per- taining to each step and will include operation charts, Job descriptions, suple fome, set-up or layout diagrams. instructions on the operation of equipment, and samples of any reports or documents that must be pre- pared. IIhe instructions will be used by the clerks or operators of the department and must be logical and clear. The degree of detail 1111 depend upon the nature of the Job. In a large, functional-type organisation, each Operator my specialise on certain equipment, or routines highly repetitive in nature and may use the equipment or routine layout for several Jobs each day. Iith such a Job it is generally more suitable to have a separate sheet or sheets for each Job so that by reading such a sheet the details of setting up the work or equipment, the schedule, volume, source, and disposition of forms, reports, and other detailed infomtion pertain- ing to the work, may be quickly obtained. It is important that these sheets be so numbered or identified that they may be related to the entire procedure. These are generally numbered according to the Job-step sequence number found on the process chart. It is evident that this method uses the Job-step as the unit of operational control. They are most suitable where the volume of work is large and each step has been carefully analyzed and studied and schedules 82 have been set. This would compare to a Innufacturing instruction sheet. in example of its use in a procedure would be a sorting operation using punched card equipnent. Where volume is usually small, or where procedures are more complex, the Job-step is too small a unit of work for effective operational con- trol. For these departments, the procedure of Job write-ups can be used to best advantage. In this case the procedure becomes the unit of work, and the instruction is of the entire procedure or a large portion of it. This has been previously illustrated and is the more cannon practice in clerical or managerial work. It might appear upon superficial inspection that a procedures manual would be required in large departments and that small departments could depend upon the department head to define verbally departmental policies, rules, and procedures whenever the need arose. However, this will only lead to conflicting decisions over a period of time, particu- larly when long periods elapse between recurrences of similar questiom Also, too mch of the executive's time may be consumed in conveying in- structions on routine matters. The time spent in eXplaining a procedure or policy once is little greater than that required to prepare the information as a written procedure - thus answering the question per- manently for all concerned. 1- W It has been the objective of this thesis to present as much data as is currently available in the field and texts on the writing up and con. trol of standard procedures. in attempt has been made to point out that: 1. During the preparation stages of procedures, overlapping func- 2. 3. 5. 6. 7. 33 tions, duplications of work, uncoordinated relationship between departments, inconsistencies in operations, and wastes of time, effort, and money are recognized and eliminated. A procedures program provides a basis for refinement of exis- ting procechires and developnent of new ones. new procedures and the refinement of methods can best be carried out by reducing the procedures to writing. Procedures are an excellent medium to use in training employees. Procedures define responsibility and reduce errors by telling each individual to whom and for what he is responsible. The use of manuals of procedure makes results uniform. However, unless the manuals are accessible for employee's use and are faithfully followed much of their value is lost. The procedure manual relieves the supervisor of considerable detail, facilitates other important duties and provides a basis for scheduling, exercising controls, measuring production, and for evaluating equipment and personnel performance. lacts left unrecorded often cease to be facts. Just as folklore, passing from generation to generation by word of mouth, may accmmlate fantasy and lose accuracy, so the everyday facts, procedures and organ- isational details of modern industry and business may be distorted un- less they are set down for the record. accorded facts are lasting, de- pendable tools. BIBLIOGRAPHY 35 3131.1 OGRAPRY 1. BOOKS Production Handbook byL. P. AlfordandJohnR. Bangs Publisher: The Ronald Press Company, 191+? Business Organisation and Operation by R. C. Davis Publisher: R. L. Rodrick. 1937 Office Management by C. 1.. Ease Publisher: The Ronald Press Company, 1911»? Text book of Office Management by I. R. Leffingwell and E. M. Robinson Publisher: McGraw-Rill Book Company, 19h} Office Management and Practices by J. J. W. Hammer and B. R. Haynes Publisher: South-Western Publishing Company, 191+7 The Engineering of Organization and Management by R. T. Livingston Publisher: McGraw-Hill Book Company, 1919 Engineering Organisation and Methods by J. E. Thompson Publisher: McGraw-Rill Book Company, 19,47 Top Managanent Organisation and Control by P. s. Holden, 1.. s. rish, and H. L. Smith Publisher: Stanford University Press, 19% Principles of Business Organization by W. R. Spriegel Publisher: Prentice Hall, 19% Science of Production Organisation by E. R. Anderson and G. T. Schwenning Publisher: John Wiley a Sons, 1938 Industrial Organisation and Management by W. 3. Cornell Publisher: The Ronald Press, 19+“: 2. PERIODIC” AND PW Manual for Control Officers Vol. III Work Simplification by Control Division Headquarters, services of Supply, 191+2 General Motors Executive Training Program Text The Routine Sequence Chart Advanced Management Quarterly Journal, Sept., 1914'] Effective Controls for Top Management by Milton Ball Advanced Management Quarterly Journal, June, 19% Installing a Methods Program by H. B. Maynard Modern Management. May. 19147 Management Controls by John B. J oynt Modern Management, October, 1914-6 Coordination - A Job for Top Management by Frank L. Rowland Modern Management, August, 19% Developing Simplified, Worknble Company Procedures by James G. Hendrick Modern Management, November, 19% The Interrelationship of Organisation and Procedures by Iilliam A. G111 Modern Management, October, 19145 Work Simplification - A Good Tap Management Philosophy by H. r. Huffman ”The Supervisor and Efficiency“ Manual prepared by: A. C. Spark Plug Division of General Motors Management Bulletin, November, 1915 Process Charting - Its Use in Procedural Analysis prepared by: Executive Office of the President Bureau of the Budget IBM Accounting - Fundamentals of Supervision Manuals of Procedure prepared by: Department of Education, International Business Machines Corporation Booklets prepared by The Standard Register Company 1. A B C of Work Simplification in Office Operations 2. Paper work Simplification, Number 13 3. A Working Plan for Reducing Paper work by: B. B. nepfer, Office Manager 1+. Modern Management - Paper work Simplification by: Ben 8. Graham, Director Future Demands Department ROOM USE ONLY 0 1293 03047 OSJ Ill | | l III | I III | III II ll | I | | I l | III Ill. ||I| Ill II I III II I III || | I l III! III ||Iu I I I'll l | || || || IIII 3