ui! in Proce** 77 



shoj > ; and traces and follows up the per- 



formance of the work to sec whether it is going 

 through on the schedule laid down. Such a plan- 

 ning department is not intended in any wa 



:ic importance of the shop foreman, 

 but to relieve him of clerical work and free him 

 for the executive work for which he is better fir 



ich he can then do to better advantage. 

 cricncc has taught us that, where such a 

 partmcnt is well-organized and is functioning 

 properly, a large volume of work can be han 

 more quickly, efficiently, and cheaply than where 

 this function of planning has not been so central- 

 ized. It is only through such definite scheduling 

 that intelligent promises for deliveries can he 

 made. If unforeseen contingencies arise, the 

 schedules are readjusted and a new date for de- 

 livery determined. 



It should be borne in mind clearly that the func- 

 tions outlined above are not created by the plan- 

 ning department. If this department does not 

 exist, every one of these functions must be per- 

 formed by some one or more of the executives 

 throughout the plant, most of them by the fore- 

 man. If, therefore, there is no planning depart- 

 ment, there is all the more reason why the fore- 

 man should schedule the movement of material. 

 in order to avoid delays and to increase the effi- 

 ciency of his department. 



The Fort-man /.< Held Responsible for De 



iys clearly involve a foreman's rcspor 

 It the trouble is in the transportation system, i 



