clearly defined task laid out before him. This task should not in the least degree be vague nor indefinite, but should be circumscribed carefully and completely, and should not be easy to accomplish.
(b) Standard Conditions.—Each man's task should call for a full day's work, and at the same time the workman should be given such standardized conditions and appliances as will enable him to accomplish his task with certainty.
(c) High Pay for Success.—He should be sure of large pay when he accomplishes his task.
(d) Loss in Case of Failure.—When he fails he should be sure that sooner or later he will be the loser by it.
When an establishment has reached an advanced state of organization, in many cases a fifth clement should be added, namely: the task should be made so difficult that it can only be accomplished by a first-class man.
There is nothing new nor startling about any of these principles and yet it will be difficult to find a shop in which they are not daily violated over and over again. They call, however, for a greater departure from the ordinary types of organization than would at first appear. In the case, for instance, of a machine shop doing miscellaneous work, in order to assign daily to each man a carefully measured task, a special planning department is required to lay out all of the work at least one day ahead. All orders must be given to the men in detail in writing; and in order to lay out the next day's work and plan the entire progress of work through the shop, daily
