154 The Stock Market Crash—And After 
ments, work ahead of the plant, inventories of raw 
materials and of finished product, costs and other 
data. 
“The figures in the monthly spaces represented 
the quantities planned for each month. A light 
line showed what was actually done during the 
month, and a heavy line showed that cumulative re- 
sult compared with the plan. If everything had been 
done as planned, all the heavy lines would end under 
a large “V”, 
“This chart showed the chief executive that, al 
though the orders had been exceeding the quota, 
there was very little work ahead of his plant and 
that he had on hand a stock of finished goods equal to 
five months of normal sales. He, therefore, under- 
took a more intensive selling campaign. The value 
of such a chart lies in the fact that the chief executive 
has before him absolute facts, and he does not need 
to rely on the opinions or impressions of others. 
“Similar charts are being used in government and 
private industries by executives who direct a num- 
ber of plants which make different products so closely 
related that any lack of progress in one immediately 
affects the others. From a single chart of this kind a 
single executive directs the progress of iron mines, 
blast furnaces, a rolling mill, a foundry and a large 
machine shop.” 
“Does this process of planning and coérdination 
do away with preconceived notions?” 
“As the scientific organization of a business enter- 
prise progresses and the methods described are used