Other formats

    TEI XML file   ePub eBook file  


    mail icontwitter iconBlogspot iconrss icon

The New Zealand Railways Magazine, Volume 5, Issue 1 (May 1, 1930)

The Use and value of Graphs

The Use and value of Graphs.

Further analysis of the work indicates the use of graphs. At the end of each day the work is checked up to show a ratio of work done.

page 36

Suppose the graph for total time is 12 days, then, after eight days, approximately two-thirds of the work is, or should be, finished. The “planner,” or schedule officer, calls daily conferences. At these, each of the chief foremen shows how far his work is behind, up to, or even beyond the schedule, if this is possible. From these daily reports the schedule officer is able to advanced the work is. But it tells even more than just that. It indicates the other vital factor, namely, cost. If, for instance, the painters have completed a section of the work quicker than was expected, or even the opposite; if certain paints do not dry or “firm” as quickly as expected, then there is in the first case a saving in production costs. It shows the materials which give the best results under certain conditions. As a case in point, consider the painting of carriages. The time allotted for this was nine days. During one period, work fell behind schedule because of unusual climatic conditions, combined with a slowness of “firming” in the first coat. Such an experience will not be repeated, because the paint shop has graphs for such an events, and work can be modified accordingly.

As the work in the various shop is completed, it is assembled in the main shop on the schedule day. The need for intensive planning is here most apparent. Just as a puzzle is dependent upon its many parts for completion, so too is the work in a factory complete only when all the component parts dovetail into place on time. It is here that production costs enter the realm of” ultra-expensive,” for the inability to complete a job because of the minor fittings means the initial heavy outlay is merely adding to that mysterious “overhead”—actually a potentially interest—earning job losing money. For that reason, as the job nears completion, the schedule officer is most assiduous in his attention to Section C, where this is relevant to “real” finishing.