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 frequently
 need even more careful analysis and planning
 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 problems
 of executives as industries increase in size and
as problems of production and selling normally become
 more complex and difficult. These charts relieve
 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 important
 phases of the business such as: orders, ship-