Scheduling Material in Process 75 



rapid turnover is, therefore, able to compete 

 more successfully against another firm with a slow 

 turnover. It can work on a smaller margin of 

 profit and yet show the same earnings at the end 



he year as though there were twice the profits 



on half the number of turnovers. This principle 



i turnover is used by the five and ten cent 



stores, which base their business on a great number 



of quick sales, each one at only a small profit; but, 



:ig to the volume of business done, yielding 

 large gross profits. 



Anything, therefore, that the supervisors or 

 management can do to decrease the time that the 

 material is in process will mean an increase in the 

 ng capacity of the business. 



Drlays I the Time in Production. As 



has been said, most of the time during which 

 material is going through a factory is taken up, 

 not by actual operations on it or by its movement 

 in process, but by delays incident to its being 

 moved from one operation to another. These 

 form the largest element which can be worked on 

 to reduce the time of processing. 



Certain causes for delay will occur to any shop 

 10 reviews his experiences. In the first 

 place, there are inadequate moving facilities, not 

 enough men to do the work, or shortage of ma- 

 chine equipment. Secondly, we have uncertainty 

 as to whose business it is to move the material, 

 failure to notify the proper person that the work 

 is ready for movement, failure to come up to the 

 schedule, congestion due to waiting for tools or 



