Other formats

    TEI XML file   ePub eBook file  

Connect

    mail icontwitter iconBlogspot iconrss icon

The New Zealand Railways Magazine, Volume 3, Issue 6 (October 1, 1928)

Assistance

Assistance.

Any assistance we can get that will prevent us overlooking one point, that will indicate any shortcomings on the part of individuals or plant —is that much more energy available to production. You may have a wonderful memory—which is a splendid asset—but what happens when you are away sick or on leave? Of what use, in such circumstances, is your good memory to the man who relieves you? Besides, organisations can't place absolute dependence on any one person's memory.

If you think of it in a bigger way you must realise that the whole work of the railway is a planned business. Every department must plan its work, and its output. Therefore, by the same reasoning every shop in the works, every department in every shop, must plan, or work to prepared plans.

Don't think that what I have been saying applies only to Workshops. It applies to railways, to outside businesses, to offices, theatres, to everything. But don't say “it does not apply to me.”

(The chart illustrated is taken from Wallace Clark's book on the Gantt Chart. It shows that in the shop to which it refers each day's job consisted of the work received up to 3 o'clock that day. The figures at the left of each space represent the number of orders, etc., received day by day. The lines represent the amount of work done, the light lines showing the daily production and the heavy lines the amounts done since the beginning of the week.

Taking, for instance, the orders for “A” on Monday, 420 orders were received, and 252 were passed through to the shop. As 252 is 60 percent. of 420, a light line is drawn through 60 per cent. of the space for Monday. A heavy line is drawn below the light line to indicate the cumulative work done.)