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430 put is so greatly increased that, not- withstanding large reductions in the force, it is difficult to find sufficient volume of work to keep the shop up to the new standard. The sail loft and flag shop are no In the sail exceptions to this rule. THE. MarRINE REVIEW other and more efficient way of oper- ating the shop, and they gave effective co-operation. An assistant, J. M. Willis, who had been employed under my supervision for three years in shop improvement work, was assigned to this work, and Fic. 4--Orrice or Frac SHop. STANDING OrpDER Boarp ON THE LEFT. INSPECTION TABLE ON THE RIGHT. loft all work had been done by hand, even plain seaming, and there was not a machine in the shop. With no re- duction in the amount of work to be done, the introduction of machines and the better organization of the shop reduced the number of men by half and it was not possible to keep this number continuously employed. In the flag shop it had been the boast of ine Shop that there had been no re- @uction in the force for five: or six years. Soon after this shop came un- der my supervision it was studied and systematized, and with no reduction in the amount of work accomplished the force was cut in half. In these two shops, if additional 'volume of work can be provided, the efficiency can be further increased. Without the additional work the ten- dency will be to restrict the output @e much as possible in order that there shall be no further reduction of the force. 'No Opposition from Foremen to Ifn- provements. In these two shops there was no opposition from the foremen to chang- es. They knew that the new manage- ment had made improvements in other shops and they knew that this had been done in spite of opposition. They had also learned that the management while lowering costs, did not ask the impossible, and that it was the aim to do exact justice to every employe. These foremen, therefore, were will- ing to be shown that there was an- the re-organization and the satisfac- tory results obtained were accom--- plished under his immediate super- Vision, Separation of Work Into Elements. Here, as elsewhere, no attempt had previously been made to separate the work into elements, and to give each part to those best qualified for that November, 1910 the following sections: marking, cut- ting, basting, machining, heading and pressing; and to each section was as- signed the workers best qualified for each class of work. In the sail loft similar conditions were found and similar changes were made. Routing Work. All work is carefully planned and routed, and written instruction cards issued. All material necessary for a job is assembled before the work is undertaken, and is delivered to the proper section at the right time. The ; standing order board, material order sheets, instruction card holders, etc., are the same as those described in previous articles, and no further de- scription is given. The sheet and instruction card differ from those used in other shops and. previously described. A great deal of the output is duplicate manufacture work, and it is. desifable to have. accurate «record of the times taken on the operations, and also the direct cost, in such shape that comparisons can read- ily be made of the work accomplished. The route sheet (Fig. 1) is an en- velope, on the front of which in ap- propriate columns the order is re- corded, the operations are defined, and the assignment of the work made. When the completed, the dates of completion are entered and also the time taken for each operation and the total direct cost of the job. This envelope forms an excellent pock- route work 1s Pia 5 HLAG SHOP, INSTRUCTION CARDS AND Time Tickets For Eaco Worker. class of work. For example, in mak- ing an intricate foreign flag, the whole _job was assigned to one worker, who laid out the design, did the cutting, basting, stitching, embroidering, head- ing, pressing and folding. Under the new system the work was. divided into MARKING, CUTTING AND DesicGn DEPARTMENTS. Note et for filing the completed instruction cards, bills of material, and other data regarding the job, the condensed in- formation being given on the outside. The instruction card (Figs. 2 and 3) contains a description of the work required and has blanks in which the FALlOUS -