INDUSTRIAL LABOUR 445 



should not be opened by tearing the paper and separating the 

 pieces, but the paper at the base should be broken by a blow of 

 the shovel and the bag emptied by pulling on one end. 



(12) The speed of the various movements is a factor of the 

 greatest importance in attaining the best results. When the 

 defects of the ordinary methods of bricklaying had been fully 

 analysed, an instruction card was prepared which laid down, 

 for the guidance of the workman, the proper arrangements, atti- 

 tudes and motions to be adopted and the unnecessary movements 

 to be eliminated. 



If Gilbreth's methods are faithfully followed it is possible to 

 eliminate no less than 13 movements out of 18 which usually are 

 made in the laying of a brick, indeed by special arrangement it 

 has been found possible to lay a brick with two movements only. 



It will be clear from the above that proper organisation and 

 equipment in bricklaying is at least as important as manual skill 

 and the proper utilisation of muscular force. 



Gilbreth quotes the following case as a practical example of 

 the advantages of scientific methods. The work was the con- 

 struction of the walls of a factory. The walls were -3 metres in 

 thickness. Two kinds of bricks were used, and the joints were 

 pointed on both faces. Under ordinary conditions 120 bricks 

 were laid per man per hour. By the application of the foregoing 

 principle this output was nearly tripled, 350 bricks being laid 

 per man per hour. 



337. To sum up, the American engineers to whom the appli- 

 cation of the above principle is due, recognise unanimously that 

 there are four main conditions which have to be met to obtain 

 the best output both in quantity and quality from the workman. 



1. The correct determination of the laws and circumstances 

 of the work, according to the adequacy of the tools. 



2. Education and even elimination of unskillful workmen so as 

 to have only those absolutely fitted for the work. 



3. The control by well-informed and sympathetic foremen 

 to encourage good workmen and correct the bad. 



4. The equal distribution of labour and responsibility between 

 employers and employed to create between them a unity and an 

 understanding which will benefit all. 



The first condition is, assuredly, the most important, but it is 

 no less certain that the workman must be patiently but continu- 

 ously supervised. Written instructions are insufficient ; they 

 soon become part of the routine and their observance is neglected. 

 The management must assure itself that the workman does really 

 understand and apply such instructions and that he realizes 



