Eo 1 
Va 
Industrial Management 7, Z 
market and found that it could not cc szuously £ 
absorb the product of all these doubling waghines. 2 
Accordingly, twenty per cent of the machi te 
dismantled, and those which remained took caré€ 
normal requirements except in occasional peaks of 
demand, when a second shift was run. The space 
released by taking out the doubling machines was 
used for additional spinning frames for which prof- 
itable orders were secured; and costs were reduced 
because it was no longer necessary to spread over 
their product the expense of maintaining the doubling 
machines in idleness.” 
“Can obstacles which interfere with the workers 
be quickly ascertained and acted upon?” 
“Very quickly. These obstacles, physical or men- 
tal, are usually revealed by variations in the quan- 
tity or quality of a man’s daily output. A record 
which shows promptly and clearly why a man is not 
able to reach an agreed standard, is the information 
needed to reduce these obstacles. 
“In another department of this same spinning 
mill, the man record charts showed that the machine 
operators did not regularly turn out a full day’s 
work. Investigation showed that the lighting was 
poor, the ventilation insufficient. Floors were rough 
and uneven, finished product was placed where it 
interfered with feeding machines, operators were 
required to clean their machines and a part of the 
floor, which distracted their attention from connect- 
ing broken threads. The management installed bet- 
ter lighting, improved ventilation, and assigned spe-