File:Factory and industrial management (1891) (14781028822).jpg

Identifier: factoryindustria35newy (find matches)
Title: Factory and industrial management
Year: 1891 (1890s)
Authors:
Subjects: Engineering Factory management Industrial efficiency
Publisher: New York (etc.) McGraw-Hill (etc.)
Contributing Library: Engineering - University of Toronto
Digitizing Sponsor: University of Toronto

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3, etc. As soon as the order gets under way, theworkmen know that the parts are for order 250 and the assemblerswill soon fix 250 in their minds, so that when it is desired to follow WORK WANTED AT ONCE To the Foreman of the Department. The following orders are ur-gfpptly r^^d^d. nive tlipm preferenpp nvpr all other nrrfpra W.M. Order # Piece Drawing Order # Piece Drawing: The Eng.Magazine FORM 8. REQUISITION FOR URGENT WORK. Up an order, any person looking for the parts that go to make up 250will have no great difficulty in finding them. A workman should always have at his floor the material that hecan commence upon as soon as he fiijishes the job on which he isworking. For a man to finish a job, go to his foreman for another,and then wait for the material, certainly does not assist in makingdividends for the manufacturer. In a large number of plants thework is such as will admit of a job ahead plan, which is in suc-cessful operation in a number of enterprises. The system can be used
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402 MAXIMUM PRODUCTION. 403 in conjunction with a time clock, by the introduction of an additionalcard rack which is to hold the job ahead tickets. When a foremangets the production order, he knows the operations necessary to com-plete the work as well as the men who will do the work, so that it isan easy matter to make out the time cards for the necessary opera-tions and place them in the proper pockets in the ^job ahead rack, atthe same time sending the material requisitions covering the work tothe stock room. When a man finishes the work he has in his machine,he takes his card from the jobs in operation rack, stamps it properlyand then takes the top card from his pocket in the job ahead rack,stamps it, sees what work it calls for, places it in the jobs in opera-tion rack; goes to his machine, finds the material ready for him, andgoes to work without losing much time unless he creeps to the clockand back, as is often done. To prevent this creeping, and in order to see to it that a w

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