The remarkable success of the First Edition of this work and its flattering reception by practical designing Architects, Managers, Superintendents, and Shop Men has been very gratifying; and the fact that in no instance had the author received complaints of errors, or serious criticism, has induced the publication of this Second Edition.

New developments in Shop Management have suggested the addition of four entirely new chapters devoted to these subjects, which have been fully illustrated for the especial benefit and use of Managers, Accountants, and Shop Men.

In the preface to the First Edition it was said that "the aim and object of the author in publishing this book is to produce a work suitable for the practical and everyday use of the Architects who design, the Manufacturers who build, the Engineers who plan and equip, the Superintendents who organize and direct; and for the information of every Stockholder, Officer, Accountant, Clerk, Superintendent, Foreman and Workman of the Modern Machine Shop and Manufacturing Plant of industrial America." These conditions have proved so satisfactory that the same objects have been sought in the new matter added in this Second Edition.

The Systems herein given are those which the author has successfully used himself or seen used in actual shop practice and under everyday conditions, consequently they are eminently practical. They are confidently recommended to those having charge of work, as simple, practical, and readily workable.

The author has enjoyed over twenty years of successful management of shops and factories without having in a single instance encountered "labor troubles"; and believes that much of this smooth-running efficiency has been due to his thorough belief in the intelligent initiative and honest pride of the American mechanic in his work. Therefore he deprecates all attempts to formulate systems of management which tend to make "machine-made mechanics," who do their work in blind obedience to overseeing authority and the tick of the watch of the "speed boss." He believes that whatsoever tends to lower the initiative of the workman and retards his independence of thought along the lines of his work tends to lower his efficiency and consequently his value as a factor in the manufacturing problem.

With this view of the subject this Second Edition is confidently submitted to the manufacturer and his co-workers.

Oscar E. Perrigo, M. E. July, 1917.