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INTRODUCTION
There is evidence that some of the principles have been originated and used in
ancient times. For example in 2900 B.C., the Egyptians demonstrated all functions of
management by utilizing planing, control, work allocation, predicting, directing by
building the remarkable pyramids (Karmakar and Sarkar Datta, 2012, pp.47–48).
around Year 1950 B.C. The Babylonians used the principle of a minimum wage, labor
specialization was used around 1644 B.C. by The Chinese and The Romans had a
primitive form of factory system for production (P. Groover, 2014, pp.3). The Romans
also perfected military organizational structure which is still the basis for some
today’s organization of work (P. Groover, 2014, pp.3). Although we have evidence of
ancient work management, the Industrial Revolution that started in England around
1770 with invention of several new machines for the production of textile is what
resulted in fundamental changes how work is being organized and accomplished (P.
Groover, 2014, pp.3). Approximately during the same period the important concept
of interchangeable parts manufacture was being introduced in the United Stated (P.
Groover, 2014, pp.3). The need for more efficient production methods development
arise with introduction of several consumer products such as sewing machine, bicycle
and automobile in order to meet the demand for this products and it is being
considered as the Second Industrial Revolution (P. Groover, 2014, pp.3-4). During this
period visible are the effects of this need by introduction of mass production,
assembly lines and scientific management.
Mass production was an answer to a large demand for products that was developed
in the United State in the early 20th century. One of the important technologies of
mass production was the moving assembly line firstly applied for a production of
cars in the United States (P. Groover, 2014, pp.4).
The scientific management is the response to the need to plan and control the
activities of growing numbers of production workers and was started late 19 th century
in the United States. The scientific management principal approaches are: “motion
study, time study to establish work standards for a job, extensive use of standards in
industry, the piece rate system and similar labor incentive plans and use of data
collection, record keeping and cost accounting in factory operations” (P. Groover,
2014, pp.4). These principal approaches, although revolutionary in the time of first
implementation, are still fundamental and unavoidable techniques that are used in
today’s business and industry for work management (P. Groover, 2014, pp.4).
James Watt invented steam machine and Henry Maudslay invented screw-cutting
lathe which lead to a fundamental changes how the work is being organized and
accomplished – “transfer of the skill from workers to machines, the start of the
machine tool industry, the introduction of factory system” (P. Groover, 2014, pp.3).
Eli Whitney is given much credit to the concept of interchangeable parts manufacture
(P. Groover, 2014, pp.3).
Sir Robert Owen was a pioneer in the field of human resources management. His
main idea is that returns of investment in human resources is greater then
investment in machinery and equipment. He introduced new ideas for human
management and relations such as shorter working hours, training of workers,
hygiene, rest or pause, housing facilities and more (Karmakar and Sarkar Datta, 2012,
pp.48).
Professor from Cambridge University England. Developed the idea of profit sharing
and participative decision making, Pioneer in operations research (Karmakar and
Sarkar Datta, 2012, pp.48). Designed a programmable computing device, first ever
mechanical computer and his design blueprint served later for other more complex
machines (Famousscientists.org, 2014).
Henry Fordintroduced the moving assembly line firstly in production of Model T Ford
car, which latter have become a form of work system and made possible the
production of other complex consumer products (P. Groover, 2014, pp.4).
Henry L. Gantts best contribution is using charts for scheduling production as visual-
diagrammatic tool which later gets popular name as the Gantt Chart. He is
predecessor of today’s Critical Path Metod (CPT) and Program Evaluation and Review
Technique (PERT) (Karmakar and Sarkar Datta, 2012, pp.48).
Frederick Winston Taylor is known as the “father of scientific management” and his
contributions are known as “the principles of scientific management”. He was
devoted in solving managerial problems in scientific way. Some of his contributions
are: scientific, systematic approach in analyzing industrial operations; applying the
mechanism of time and motion study, division of work and intelligent organization of
workers on the basis of their skills; descriptive cost accounting; mutual interest
between workers and management; bonus for suggestions; profit sharing (Karmakar
and Sarkar Datta, 2012, pp.49).
Frank and Lillian contributed the most to the motion study part of scientific
management and continued the concept of scientific management further from
Frederick Taylor (Karmakar and Sarkar Datta, 2012, pp.49). Frank is sometimes
referred as the “father of motion study” (P. Groover, 2014, pp.6). Lillian helped by
arguing that scientific studies of management need to concentrate on both analysis
and synthesis. Analysis brakes down the task to to its essential parts or elements and
with synthesis the task is reconstructed only with elements necessary for efficient
work (Karmakar and Sarkar Datta, 2012, pp.49). Frank developed two theories about
work, which are considered his most important theories. First is that all work is
composed of 17 basic motion elements that he called “therbligs” and the second is
that there is “one best method” to perform a given task (P. Groover, 2014, pp.6).
It is most important that under no circumstances the time study person try to
approach operative of interest without his or her knowledge, with hidden stop watch
or from a covert position. It is most likely that someone will see, spread the word and
further negative and hard to fix consequences are possible, also it is immoral to do
so.
After selecting representative, qualified worker for the position of interest, he or she
should be approached with the supervisor and the workers’ representative. The
worker should have full briefing and explanation about the purpose and the
requirements of the study and should be asked to perform the observed task at
normal pace, with normal rest times, should be able to exhibit any difficulties
encountered. Time study and work study have nothing to hide. It is important that
the person performing work study, if not already known in organization, approach
first to supervisor and workers’ representatives to explain what is going to be done
and why and all the answers to them should be answered honestly and sincerely. By
doing so it is lowered the possibility that the study will be misunderstood or
misrepresented with following negative reactions. Also it is possible that the work
study is welcomed by operatives realizing its effort to improve the method of doing
the job, possible reduce of the fatigue and remove of unpleasant work
(INTRODUCTION TO WORK STUDY, 1992, pp.282–285).
The relation between work study and product design is evident. Although the work
study person alone is not able to perform changes to product design it is not rare
that the work study has effect in simplifying product design which can lead to
reduction of components parts, standardization or modularization of parts and
possible use of existing machinery and equipment. Reduction in components saves a
lot. It has knock on effect to the cost of acquiring the parts, assembly line, cost of
equipment, inventory, floor space, storage requirements and distribution.
Standardization is trying to create some standard parts that can meet requirements
for several products. This also means less parts hold in stock which facilitates
production planning and enables better usage of space. The ability to use existing
tools, installation and/or equipment implies a great reduction cost without necessity
for further elaboration (INTRODUCTION TO WORK STUDY, 1992, pp.187–188).
5. CONCLUSION
Industrial engineers have been playing great role in finding solutions for a different
situations and challenges that humanity faced from its early beginning to this days.
Industrial engineers today need, more than ever, strong and continuous training and
education to gain, develop and improve instruments to deal with a world of constant
change, with new disciplines, technology and complexity and all that in service of
figuring out how to make or do things better.
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