A Rational Wages System

eward payment following out the principles described in Part I. This particular

Almost every shop will have its special details, its individuality, and different trades will differ widely in the carrying out of the principles. Manufacturing machinery, laying bricks, sewing shirts, shaving, etc., cannot all be b

welt upon in Part I., but this is in order that th

ting th

st thing to do is to make a drawing of the article, and, following on th

must be done on; how many operations can be done on one machine and with one setting up of the article; which too

e job as it goes through the va

and these can be calculated from the countershaft speeds, the gears, and the cams. On other work, however, where each job has to be set up and taken down, and where too

ope for motion study-that is, moving the job and

osen, and is paid time and

iliar with it, to see that the tools and speeds are satisfactory, and to cut ou

attention, for only in this way can the best method of doing the job be found. The essence of the system is that the

me is taken-not for purpose of driving to get a shorter time, but to record the actual time in which the work has been done under certain special conditions. The process study, together with the time recording, form what is called the "time study," which is a pe

e Time

b, and also a dimensioned sketch of the article in the finished condition. (If nec

nd also description and details of f

taking it off when finished, is put in a column in sequence on the left side of the she

ing the times of the elements, one

ovement of the hand. The stop-watch is mounted on the same board as the time study shee

nd at the end of the first element the time is noted and set down. The watch is not stopped, and therefore each element time c

tudy R

ng. 2nd Timing. 3

i

in

ame.

s.)

.) Re

s.)

.) Re

s.)

in

0·0

3·40 3·20

3·2

e 2·70 3·0

6·2

us 1·10 0·9

7·1

hery 1·00 1·

8·3

·30 2·80

11·1

80 2·10

13·2

n 0·40 0·3

13·5

(mins.

13·5

e complete operation, and therefore the last reading indicates ho

ing owing to accident or becoming dull too quickly, or if a belt breaks-the watch is stopped,

any part of the operation may be done in a quicker or easier w

and time recording. Any job, the slowest or fastest in the whole factory, may be time

ed, the number of sets depending on the circu

y one element, times which are much less or much greater than the others are eliminated, and the average of the remaining t

easons. One is that any time so obtained may be improved on when the worker becomes thoroughly used to the job, and the oth

the fastest time, and we

the time study engineer timing and observing every detail and motion-he works faster than usual. There is no opportunity for little breaks, or rests, or breathing spaces; it is

every worker, and this is taken into consideration when determining the stan

the nature of the work, a higher allowance being made for jobs that need a good deal of han

andling times. An allowance of about 10 per cent. is usually given on the cutting times, and from 15 per cent. to 50 per cent.,

ng Stand

is so fixed in relation to base time that every worker put on that work should be able to reach i

tinuously 100 per cent.

eached by a worker who follows the

ches a high efficiency. Again, sometimes one worker is naturally slower than another; and although his work is good, he can reach 100 per cent. ef

to become as highly efficient as possible, reward be

time or standard production, and this new figure is called "reward ti

mples will make t

ed or even exceeded under favourable circumstances, because in the first place it has already been reached during the time study, and in th

is 3 hours, so that the standard time is 12 + 3 = 15 hours. Therefore, if the worker does the job in 15 hours, he has reached 100 per cent. efficiency, which is the point to be ai

t is, 15 hours with 33? per cent. of 15 hours added; 33? per cent. of 15 is 5, and 15 + 5 =

do the job in 12 hours or even less, yet if the job

he job has taken longer than standard time; it is 1? hours longer than standard. But, as the reward time is 20 hours, it has been done in 3? hours less than reward time; in other words, 3? hours have been saved on the job. The worker gets paid for all the

nt., but efficiency calcula

ob. We will assume that the time study shows a

ity will, of course, be less than this, and, as such work would probably be done on an automatic machine with practically no hand work, an allowance of 10 per cent. is made on the base quantity in order to obtain

certain minimum quantity must be produced before reward begins. This minimum quantity is called "reward production," and begins at 75 per cent

ate is, say, 24s., because this work would be done by unskilled or partially skilled labour. This is 6d. per hour, and if the worker produces 27 or less pieces per hour that

, because 220 is 4 more than standard. Reward is paid on 220-162 = 58, and payment is made at the rate of 6d. for each 27. If we divide 58 by 27, and multiply the resul

is about 10

ws these examples

ime 12

d time

time

aken 1

aved 3

e per h

3? × 9

for week if r

the week (namely,

s 36s. + 7s.

I

ntity 40

quantity

antity 27

orked

y produ

ntity for

quant

t 27 for

for week if r

the week (namel

ings 24s.

example of what a good worker can do, and, as the method of calcu

I

time

me (base +

standard + 33

aken 8

13·3 - 8·5

e per h

9 x 4·8

week if reward is

ate 20

s 36s + 20s.

iency

s not an exc

Instruct

the particulars are given-how to do the job, the sequence of operations, the tools to be used, the

can reach standard time regularly, and the foreman or setter-up and the superint

work and following the instructions, he should always inform t

poile

for all the work produced to pass inspection. Machines may not work quite right;

oiled work to

hich was due to no fault of his. It would be equally unfair for him to

e to bad material or bad machining, the question arises of how far the worker is to blame. He should stop his machine and call the attention of t

is neglect is deducted from his gross produ

receives a day wage of 36s. per week. Then suppose his total production would bring him a reward of 10s., but that deductions on account of spoiled work amounted to 8s. His wages for that week would be 36s. + 10s. = 46s.-less 8s. = 38s. net. Now, if reward due to total production was 6s., and spoiled work amounted to 10s., then if spoiled work

the deduction. It means that, in order to make the article pass inspecti

llowa

ay have to wait for material; the driving belt may need tightening; tools may need changing at odd times not

he quantity of articles produced, and none

es together and writes a day time allowance for the whole on the worker's operation card. If it be necessary to reduce the speed of the machine on account of hard metal, bad material, tools not tempered correctly, or anything th

is stopped for 1 hour during a job that has the standard time of 7 hours, and suppose the time from start to finish is 8? h

allowances of 7 hours, then there ar

ces is to increase the reward, as wil

pieces. If the 4 hours be deducted, the net time on reward is 16 hours, not 20, and the reward quantity for the 16 hours is 16 × 24 = 384. Reward is paid on 500-384 = 116 pieces, instead of 20. Let the job rate be 8d. per hour. Then, as the reward production is 24 per hour, t

iency Cal

ime. Or, if we are dealing with quantities, the percentage ratio between the quantity actuall

ntity is considered to be 100 per

hours; his efficiency is (12 × 100)/10 = 120 per cent. If he takes longer than standard time, his efficiency is less than 100 per cent. Say he does it in 15 hours; his efficiency is (12 × 100)/15 = 80 per cent. Reward time is 12 + 33? per cent. of 12 = 12 + 4 =

me basis, the standard time must be multiplied b

ty per hour-in other words, the quantity which ought to be pr

ficiency is (170 × 100)/170 = 100 per cent. Suppose he produces 200 in the time, then his efficiency is more than 100 per cent., because he has produced more than the standa

nt that the quantity produced in a certain time must be multip

re are 3,000 pieces to be produced, and standard quantity is 150 per hour. Then the standard time for the whole quantity is 3000/150

t time-that is, on the total time of the job afte

RT

TION OF

DIFFEREN

WARD