Industrial Management 153 
about $40,000. Another chart showed that money 
would come in faster than it would go out during 
November and December, and that the surplus at 
the end of the year would equal normal expenses for 
about a month and a half. 
“This is a simple example of how manufacturing, 
sales and finances can be codrdinated by methods of 
planning. It is not often appreciated that the 
methods and costs of distributing products fre- 
quently need even more careful analysis and plan- 
ning than manufacturing. Good scheduling of 
finances makes possible a greatly increased volume of 
business with the same working capital.” 
Master-Charting for Executives 
“Can the executives keep in touch with all phases 
of operations?” 
“There are charts which greatly simplify the prob- 
lems of executives as industries increase in size and 
as problems of production and selling normally be- 
come more complex and difficult. These charts re- 
lieve the executive from detail, and yet bring 
promptly to his attention those things on which it is 
important that he take action. There is a technique 
of executive direction which not only tells him what 
is happening, but shows the tendencies so clearly 
that he can foresee and control the future. 
“For example, there is the chief executive of a 
company which makes refrigerators. First, a plan 
was drawn up for the year covering the most impor- 
tant phases of the business such as: orders, ship-