Fedrick Winslow Taylor

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Frederick Winslow Taylor


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BIOGRAPHY


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y Born on March 20, 1856 in

Philadelphia, Pennsylvania U.S.

y American by nationality.

y Mechanical engineer by occupation.

y Known as "Father" of the Scientific

management & Efficiency Movement.


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y After the depression of 1873, Taylor becamean industrial apprentice patternmaker, gainingshop-floor experience at a pump-manufacturingcompany, Enterprise Hydraulic Works, inPhiladelphia.

y At Midvale, Taylor was promoted to gang-boss,foreman, research director, and finally chiefengineer of the works.

y Died on March 21, 1915 (aged 59).


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y Taylor was one of the intellectual leaders ofthe Efficiency Movement and his ideas, broadlyconceived, were highly influential inthe Progressive Era.

y He thought that by scientifically analyzingwork , it would be possible to find ONE BESTWAY to do it.

y He is most remembered for his TIME ANDMOTION studies.


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y He would break a job into its component partsand measure each to the second.

y He is known for the coinage of the termSCIENTIFIC MANAGEMENT.


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PRINCIPLES OF SCIENTIFIC

MANAGEMENT


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y In the earlier days of the INDUSTRIALREVOLUTION , in the absence of anestablished theory of factory organization ,factory owners or managers relied on personal

judgment in attending to the problems theyconfronted in the course of managing their

work.

y This is what is referred to as RULE OFTHUMB.

y It suffered from the limitation of a trial anderror approach.


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y For their experiences to work it was importantto know what works and why.

y In the words of Taylor, scientific managementmeans knowing exactly what you want men todo and seeing that they do it in the best andcheapest way.


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PRINCIPLES


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SCIENCE,NOT RULE OF THUMB


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y As different managers would follow theirindigenous rules of thumb , it is but astatement of the obvious that they all wouldnot be equally effective.

y Taylor believed that there was only one bestmethod to maximize efficiency.

y The more sophisticated the processes ,greater would be the savings.


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HARMONY , NOT DISCORD


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y As mangers they had the mandate to get workdone from the workers , therefore , it shouldnot be difficult for you to appreciate thatthere always existed the possibility of a kind

of class conflict , the mangers vs. workers.

y COMPLETE MENTAL REVOLUTION on thepart of BOTH management and workers.


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y According to Taylor , Scientific management

has for its foundation the firm conviction thatthe true interests of the two are one and thesame ; that prosperity for the employer cannotexist for a long time unless it is accompanied

by prosperity for the employees and vice-versa.

y EXAMPLE : Japanese work culture.


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COOPERATION , NOT INDIVIDUALISM


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y

Extension of the principle of HARMONY NOTDISCORD.

y Competition should be replaced by cooperation.

y Both should realize that they need each other.


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y Management should not close its ears to any

constructive suggestions made by the employees.

y Workers should desist from going on strike andmaking unreasonable demands on the management.

y According to Taylor , there should be an equaldivision of work and responsibility betweenworkers and management .

y All the day long the management should workalmost side by side with the workers helping ,encouraging and smoothing the way for them.


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y Worker training , was essential also to learn the BEST

METHOD developed as a consequence of the scientific

approach.

y Right from the process of employee selection.


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DEVELOPMENT OF EACH AND EVERY

PERSON TO HIS OR HER GREATEST

EFFICIENCY AND PROSPERITY


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y Each person should be scientifically selected.

y then work assigned should suit her/his physical

, mental and intellectual capabilities.

y To increase efficiency , they should be giventhe required training.


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y Efficient employees would produce more andearn more.

y

This will ensure their greatest efficiency andprosperity for both company and workers.


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TECHNIQUES OF SCIENTIFIC

MANAGEMENT


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FUNCTIONAL FOREMANSHIP


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y In the factory system , the foreman

represents the managerial figure with whomthe workers are in face-to-face contact on adaily basis.

y Foreman is the lowest ranking manager and the

highest ranking worker.y He is the pivot around whom revolves the

entire production planning , implementation andcontrol.

y Suggested functional foremanship throughEIGHT PERSONS.


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y Advocated separation of planning and

execution functions.

y This concept was extended to the lowest levelof the shop floor.

y It was known as FUNCTIONALFOREMANSHIP.

y It is an extension of the principle of division ofwork and specialization to the shop floor.


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PLANNING

INCHARGE

PRODUCTION

INCHARGEy Instruction card

clerk

y Route clerk

y Time and cost clerk

y disciplinarian

y Speed boss

y

Gang bossy Repair boss

y inspector


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QUALITIES

y Intelligencey Educationy Tacty

Grity Judgmenty Special knowledgey Manual dexterityy

Energyy Honestyy Good health


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y The best practices can be kept and furtherrefined to develop a standard which should befollowed throughout the organization.

y This can be done though work-study techniques

which include :y Time study

y Motion study

y Fatigue study

y Method study


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CONTEMPORARY TECHNIQUES OF

BUSINESS PROCESS


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y Reengineering

y Kaizen (continuous improvement)

y Benchmarking

y Just in time manufacturing

y Lean manufacturing

y Six sigma


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STANDARDISATION AND

SIMPLIFICATION OF WORK


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y Standardization refers to the process ofsetting standards for every business activity.

y The objectives are :

y To reduce a given line or product to fixed

types , sizes and characteristics.y To establish interchangeability of

manufactured parts and products.

y To establish standards of excellence and

quality in materials.y To establish standards of performance of men

and machines.


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y Simplification aims at eliminating superfluousvarieties , sizes and dimensions while

standardization implies devising new varietiesinstead of the existing ones.

y Simplification aims at eliminating unnecessary

diversity of products.

y It results in savings of cost of labour ,machines and tools.

y It implies reduced inventories , fullerutilisation of equipment and increasingturnover.


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EXAMPLES


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y NOKIA

y TOYOTA

y MICROSOFT

y These companies have successfullyimplemented standardization and simplification.

y This is evident from their large share in theirrespective markets.


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METHOD STUDY


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y The objective of method study is to find outone best way of doing the job.

y There are several parameters :

y Right from procurement of raw materials tillthe final product is delivered to the customer

every activity is part of method study.y Taylor devised the concept of assemble line by

using method study.

y Ford motor company used this concept very

successfully . Even now auto companies areusing it.


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y The objective of the whole exercise is tominimize the cost of production and maximizethe quality of the product and satisfaction ofthe customer.

y For this purpose many techniques like processcharts and operations research etc are used.


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MOTION STUDY


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y Motion study refers to the study ofmovements like lifting , putting objects ,sitting and changing positions etc. which areundertaken while doing a typical job.

y Unnecessary movements are sought to beeliminated so that it takes less time tocomplete the job efficiently.


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y On close examination of body motions , forexample , it is possible to find out :

1. Motions which are productive

2. Motions which are incidental(e.g. , going tostores)

3. Motions which are unproductive


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TIME STUDY


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y It determines the standard time taken toperform a well-defined job.

y The standard time is fixed for the whole ofthe task by taking several readings.

y The method of time study will depend upon1. Volume and frequency of the task2. The cycle time of the operation and3. Time measurement costs.


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y The objective of time study is to

determine the number of workers to beemployed ; frame suitable incentiveschemes and determine labor costs.


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FATIGUE STUDY


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y A person is bound to feel tiredphysically and mentally if she/he does

not rest while working.


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DIFFERENTIAL PIECE WAGE SYSTEM


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y Wanted to differentiate between efficient andinefficient workers.

y Introduced different rate of wage paymentfor those who performed above standard and

for those who performed below standard.

y MENTAL REVOLUTION.

y Lean manufacturing.


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Application of scientific management

by Taylor and his contemporaries


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y Taylor found out the optimum shoveling loads of 21pounds per shovel per worker through a series ofexperiments in work study at Bethlehem steelcompany. The implementation saved the company$75000 to $80000 per year.

y Pig iron handling per person per day was increased

from 12.5 tons to 47 tons. This also resulted in thewages increase to laborers by 60% but also savingsthe company on account of less number of laborersfrom 500 to 140.

y He had published a paper the art of cuttingmetals which turned it into a science.


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y He designed the piece rate wage systemincluding incentives for Bethlehem steel

company.

y Taylors associate Frank Gilbert appliedscientific management to the art of brick

layering and through motion study was able toeliminate certain motions which are consideredby the brick layers to be necessary (reducedmotion from 18 to 5), designed simple

apparatus like adjustable scaffold and itspackets to hold the bricks.


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y And finally also taught brick layers to use boththe hands at the same time. This is a classicexample of application of scientificmanagement to the simple art of brick layering.


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CRITICISMS OF TAYLORy Management theorist Henry Mintzberg is highly

critical of Taylors methods. Mintzberg states thatan obsession with efficiency allows measureablebenefits to overshadow less quantifiable socialbenefits completely, and social values get leftbehind.

y Taylor's methods have also been challenged bysocialist intellectuals. The argument put forwardrelates to progressive deranging of workers in theworkplace and the subsequent degradation of workas management, powered by capital, uses Taylor'smethods to render work repeatable, precise yetmonotonous and skill-reducing.


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Presented by:

y Shukan Mehta

y Rupa Subramaniam

y Mohit Nagodra

y

Shweta Savadekar

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Fedrick Winslow Taylor