March 10, 1922 



HARDWOOD RECORD 



21 



ical lahor s;iviiig feature of the jol> time recorders is that they 

 automatically eliminate the lunch period from all jobs that start 

 in the morning and finish at noon, so that the clerk need not make 

 any deductions from the time shown on the job ticket for the lunch 

 period. As an example, the recorders print 0.0 at 7:30 a. m., which 

 is starting time in the morning. At 12:00 the recorders print 4.5 

 and then are automatically suspended until 12:30, when they again 

 automatically start up with 4.5. So a man starting a job at 7:30 

 a. m. and finishing it at 3:00 p. ni. will register as follows: 



Stop 7.0 



Start 0.0 



Elapsed time 7.0 hours 



The clerk needs merely to make a simple subtraction, without 

 the necessity of deducting the lunch period. The simplicity of cal- 

 culating time in this decimal scheme is also valuable. 

 DiEtribution of Records 

 The information and records obtained from work order and time- 

 card are summed up and entered on the employee's pay-roll card 

 and on the piece-part cost summary, as well as on other cards, 

 including piece-part-progress records, etc. 



It will be noticed that on each work-order time card there are 

 spaces for four order numbers on jobs. This is done to permit of 



bunching two or more jobs and running them all at one time when 

 possible. Every lot of parts on a job going through is identified 

 by a tracing tag. These tags are placed with the various batches 

 of material when it is cut by the stock-cutters, and they follow the 

 material through all the machine operations, remaining with it 

 until it is transferred to the assembly department. When any set 

 of parts leave the stock sawyers it is up to the planning clerk to 

 route the work from then on, assigning it to various machines and 

 machine operators by schedule. 



The secondary or wall clocks indicate the same accurate time as 

 the rest of the time system equipment, and are so located as to be 

 seen by practically every employee. 



Careful observation has proved that employees will ascertain the 

 time of day, if not by a mere glance at the wall clock, then by. 

 walking over to a neighboring employee who is known to have a 

 watch. This usually leads to a more or less lengthy conversation, 

 with the result that both employer and employee are losers in pro- 

 duction. 



It is highly important that the secondary clocks be exact in time 

 and agree with other time equipment. An entire department of 

 fifty employees might lay down their tools and prepare for quitting 

 Thus a total loss of an hour or more at noon and again at night 

 .-1 minute or more too early, if their department clock is a bit fast, 

 would be occasioned. 



Our natural American sense of thrift causes us to feel acute 

 distress whenever we see something of value going to waste. 

 Engineers and scientists are figuring and experimenting on waste 

 and means of making all the heat units in a ton of coal, do full duty 

 so that part of them will not go up the chimney to no purpose. 



Scientists are pursuing earnest studies in relation to the lighting 

 problem, that valuable light wave? shall all be put to good use 

 and not dissipated through inefficient apparatus. We are con- 

 cerning ourselves with economy in conservation along business 

 ' lines, — production of raw material, manufacture and distribution; 

 and for the last few years we have heard a great deal about per- 

 sonal efficiency. 



It takes a lot of agitation to arouse a large mass of people, and 

 to get them thinking along the same lines. At the same time, we 

 must not forget that an impulse or a sentiment arowsed and not set 

 to work in a constructive icay, is an injury in place of a benefit. 



This is apparent, for once we are eager for something and are 

 disappointed, or have a desire which comes to naught, — then we 

 are more difficult to interest and arouse the next time. After a few 

 such experiments, we become calloused and are inclined to remark, 

 "Oh, yes, I have heard that line of hot air before! " 



So if we are in earnest in our desire for personal efficiency, we 

 must get right down to brass tacks and set to work in the right 

 direction, or we will be mere echoes of others about us, or merely 

 tolerant of what we consider theory, glittering generalities, and 

 high-sounding, inspirational bunk which soon tarnishee when 

 exposed to the storm and sun of everyday business life. 



Just the same, there is such a thing as personal efficiency raised 

 to the nth degree! Some people seem to have it naturally; others 

 acquire a fair degree of it because of earnest desire to improve and 

 to climb; and still others have it thrust upon them by their asso- 

 ciates, the organizations to which they belong, and the heads of the 

 firm who are always bellowing the modern aiiplication of "England 

 expects every man to do his duty! " 



Our Constitution declares that all men are born free and equal, 

 and the makers of the Constitution came more nearly being scien- 

 tific than they realized at the time. Of course, some men have 

 greater ability in certain lines than others, but natural human 

 endowment is marvelously similar. That is to say, the normal 

 individual is born with a certain set of faculties — the ability to sec. 



to hear, to taste, to touch, to smell, and to reason; with a social 

 nature, a religious nature, and a desire for work and pleasure and 

 comfort. 



Heredity does not count as much as people used to think it did. 

 Education and environment are the big developers of life. Educa- 

 tion adds nothing. It only releases and leads out latent powers. 

 The man who is digging in the ditch may have been made stolid 

 and dull by lack of physical care as a child, by sleeping in stale air, 

 by eating unsuitable food, by lack of education and by over-work. 



The man in the executive chair is where he is because of the 

 release of latent powers. The man who is a genius, or who has 

 struggled on and on until he has accomplished something big and 

 fine and worth-while is the man who consciously or unconsciously 

 is using his latent powers. 



Just how can we go about it? What practical idea as to the real 

 use of our own "Acres of Diamonds" can we dig up for our own 

 enlightenment and guidance? Just where can we start? How can 

 we get out of the beaten track and stop stupidly imitating the 

 other fellow, who perhaps is setting us an imperfect copy at that? 

 Mere is the point nf departure! 



Life is motivated along the line of suggestion. Our lives are 

 organized as to our sleeping and awakening, and meals and work, 

 largely according to what society has hinted or laid down. So 

 great is the power of suggestion that fine building equipments to 

 suggest prosperity, and great advertising campaigns to suggest 

 desirability, are the order of the day. 



It doesn't matter whether we are selling professional knowledge, 

 or standing timber, or manufactured hardwood — the psychological 

 appeal is made along the same lines. Great is the power of sug- 

 gestion! We react to it as a matter of course. 



Science now tells us that the mind of every individual functions 

 on two planes— the conscious and the sub-conscious. The subcon- 

 scious is the inner storehouse of impressions, desires and of will 

 power itself. The conscious mind is the expression of these inner 

 impressions. If the inner impressions are weak, blurred, confused, 

 and without special objective, the expression, or the conscious life, 

 or the achievement of the individual as expressed in the conscious 

 life are in exact proportion. Our latent powers arc bound up in 

 the snb-conscious. 



The sub-conscious is reached through suggestion— either the sng- 



