From the principles that have been advanced in connection with the subjects of Manufacturing and Shop Management, it will be readily seen that the work of the manufacturing plant of the present day is a very complex matter, and there must necessarily be very complete and carefully formulated plans and systems by which all its operations are regulated; and a somewhat elaborate plan of records by which these operations and their results are recorded and filed.
In formulating the necessary plans for the methods and records of a manufacturing establishment, we must first determine the requirements of the work and decide definitely on what we wish to accomplish. In other words, the conditions must be first examined and analyzed, their various factors studied at their true value, and the requirements determined, so that a general plan of operations may be followed.
These methods shall cover the following subjects:
1. The selection and employment of workmen.
2. The methods of keeping the time of all employees.
3. The manner of paying workmen.
4. The ordering of work into the shops.
5. The routine of passing work through the shops.
7. The ways of keeping and issuing tools.
Each of these methods will become a part of the routine of the establishment, and the operations carried on under it will be proper matters for regular records made from day to day.
Such records are exceedingly valuable as current information, and, when properly filed, become quite as valuable for reference in the future as for use in current operations.
In all improvements in the working routine of manufacturing operations, there should be previous records by which the present performances may be checked and compared. By this arrangement, it is comparatively easy to ascertain whether or not any improvement is being made, and in what direction it is being made. This knowledge will suggest further plans and betterments. Should the records prove that there are losses rather than gains being made, the warning is equally valuable, and we make haste to better results and greater efficiency in the work.
Thus, whether the plans and methods in use are really successful, or quite the reverse, it is of the utmost importance that we should know by prompt and accurate records just what the results are, in order to keep in close touch with the progress of events, and that, when plans do not produce the favorable results expected and desired, the information may be promptly available, the warning be heard, and plans altered or amended until they bring about a successful routine in the manufacturing operations.