SlideShare a Scribd company logo
Spreading the Gospel of Efficiency Thinkers –II Barth, Gilbreths, Gantt and Emerson
Others Involved in the Scientific Management Movement Carl George Lange Barth Henry L. Gantt Frank Gilbreth Lillian Gilbreth Harrington Emerson
Carl Barth (1860-1939): The Most Orthodox Mathematician who helped Taylor with some metal-cutting experiments. He was probably a major influence in the writing of the “official” biography of Taylor. Assisted in installing scientific management in various companies.
Carl Barth One company was the Franklin Motor Car Company which was noteworthy because it preceded Henry Ford’s moving assembly line. Note: Scientific Management lost its importance to the auto industry once the assembly line was implemented.  Work was placed on a belt and individuals were no longer able to influence their output and therefore their reward. Barth created a “slide rule” for every machine for scientific measurements.
Henry L. Gantt (1861-1919) The Most Unorthodox Mechanical engineer Joined Midvale Steel Company as an engineer Gantt’s early work paralleled Taylor’s in his belief about worker selection, incentives to reward performance, mutuality of interests, etc.  Taylor and Gantt admired each other’s work. Gantt was a prolific writer – over 150 titles . Henry L. Gantt
Books and other contributions Works, wages and Profits-1910 Individual Leadership-1916 Organizing for work -1919 Papers : A bonus system of rewarding Labour-1902 A graphical daily balance of manufacture-1903 Training workmen in habits of industry and cooperation-1908 The relations between production and cost-1915
Henry L. Gantt: Task and Bonus System Implemented task work with a bonus to stimulate performance. When he discovered that this provided little incentive beyond meeting the standard, he modified the payment plan. He influenced Taylor because Taylor believed Gantt’s plan was better. Rewards to supervisors when their employees came up to standard (rewarded development of employees). Emphasized importance of morale, training, and development of employees.
Figure 8-1 Gantt Chart
The Gantt Chart Steadily evolved into a valuable tool for planning and controlling work. Widely used during World War I. Became an international management technique. A forerunner of subsequent planning and controlling techniques such as major milestones, PERT & CPM.
Other Gantt Ideas He understood the importance of trade unions in an industrial society better than Taylor The New Machine – a group headed by Gantt to promote the idea that engineers should be industrial leaders. Social responsibility – Gantt’s concern that business should not lose sight of its service role in the economy.
Frank & Lillian Gilbreth Partners for Life Frank – Worked in the construction trades and called his job design “motion study.” Independent of, but influenced by, Taylor. Lillian – our “First Lady of Management” and “First Lady of Engineering for her accomplishments with her husband as well as after Frank’s death. Frank and Lillian Gilbreth
Frank Gilbreth (1868-1924) Refused a place in MIT to work as a laborer. His first job was apprentice brick layer. He was able to lay 2700 bricks per day compared to others who were laying an average of 1000 per day. Motions to lay a brick reduced to 4 from 18. Frank Gilbreth
Gilbreth Patent Scaffold This invention eliminated a lot of stooping by keeping the bricklayer at the same distance from the top of the growing wall. The scaffolding was the first in Gilbreth’s attempts in reducing motion and fatigue in workers.
Frank’s Construction Business Boston was in a period of rapid growth…during the building age of the country. He used advertising to promote contracts and the need for workers which was uncommon at this time. Within six years from the start of his business, he was one of the most important men in contracting in Boston.
Frank’s Construction Business Building constructed by Frank at MIT in record time
Lillian Gilbreth (1878-1972) Earned undergraduate and graduate degrees from the University of California-Berkley. Enrolled in a Ph.D. program at the University of California. Study was interrupted by her family who decided that Lillian should travel abroad Lillian Gilbreth
The Partnership Soon after their marriage, Lillian realized that she would not fill the traditional role of “wife.” Lillian followed Frank to work and began to learn the business. Frank and Lillian Gilbreth
Lillian’s Dissertation Lillian finished her thesis in 1912. However, the University of California would not lift the residency requirement so she could not graduate. Her thesis was eventually published in book form by Sturgis and Walton in 1914 under the name L.M. Gilbreth (so one could not distinguish that is was written by a woman) The book stands in management literature as one of the earliest contributions to the study of the human element at work.
Gilbreth’s Motion Study “ Our duty is to study the motions and to reduce them as rapidly as possible to standard sets of least in number, least in fatigue, yet most effective motions” (Gilbreth, 1911, p. 3) Frank Gilbreth
Therbligs Frank developed a list of seventeen basic movements to aid him in analyzing motion. Each movement was called a “therblig.” These fundamental movements, which could not be broken down into other motions, gave Frank a way to accurately analyze elements of any movement a worker may make. Can you determine the origin of the term “therblig?”
 
Motion-Picture Camera Using a motion-picture camera, Frank was able to capture each movement of a job on film so he could easily analyze each motion. To save film, he changed the camera aperture to record 4 movies on one reel of film.
Applied Motion Study The Gilbreths also used lights and time-lapsed photography in their motion study. This use of light and photography was called the “chronocyclegraph method of recording.” This device recorded a path of motion a worker used to complete a job. The device consisted of a small electric light which was attached to a finger or another moving part of the body. The film was exposed during this time period and recorded each line of light.
Applied Motion Study The Gilbreths conducted motion studies with typists, surgeons, nurses, and sports. The photographs to the left were from an exhibit of the Gilbreths’ work at the Smithsonian.
Applied Motion Study – Typing for Remington Typewriter Co.
Applied Motion Study - Surgery
Applied Motion Study – Surgical Sewing
Fatigue Studies Through proper rest breaks, fatigue could be reduced. Suggestions: Reduced working hours so that employees had sufficient time to recover and be prepared for the next working day. Longer lunch periods, coffee or tea breaks. To make rest breaks more attractive to employees, the Gilbreths suggested that organizations could provide proper reclining chairs, lunch rooms, rest rooms, or other entertainment.
Home Reading Box Movement The Gilbreths also worked to establish libraries at each job site to check out material to read at home or during breaks.
Ergonomics Frank Gilbreth is often called the “Father of Ergonomics.” The Gilbreths pioneered the use of devices, such as adjustable chairs and improved workstations, to ease strain on the body and reduce injuries. Adjustable chair designed by F. and L. Gilbreth
The End of the Partnership Frank died in 1924. Lillian continued to work even though it was difficult for a woman and to make a name for herself without Frank. She spent the rest of her life (into her nineties) consulting and speaking all over the world. Lillian Gilbreth
Some Lillian Gilbreth Honors Only woman awarded the Gilbreth Medal (named for Frank and Lillian). Only woman awarded the Gantt Gold Medal. Only woman Awarded the CIOS Gold Medal. Earned over 13 graduate degrees between 1928-1952 in addition to her first 3 degrees. US Postage stamp issued in her honor in 1984
Books and papers of Frank Gilbreth Concrete System-1908 Bricklaying System-1909 Motion Study-1911 Primer of Scientific Management-1912 Fatigue Study-1916 The writings of the Gilbreth-1943 Lillian’s Books The psychology of Management The quest of the one best way The Foreman and Manpower Management Papers : “ What scientific Management means to America’s Industrial position”-1915 “ Process Charts”-1921….and many others
Harrington Emerson (1853-1931): Efficiency through Organization He worked for the most part  independently of Taylor but they corresponded and he was aware of Taylor’s ideas. His experience as a consultant on railroads provided his qualifications at the Eastern Rate Case regarding the savings possible if scientific management methods were installed. He founded Emerson Consultants which exists today. Books : “Efficiency as a basis for operation and wages” 1911 “ The twelve principles of Efficiency” 1913 Harrington Emerson
Harrington Emerson’s Ideas Lack of organization was a major problem. He proposed the line-staff organization as a way of bringing staff knowledge to assist the line managers. His line-staff idea was similar to Taylor’s desire to use the knowledge of functional foreman, but an improvement since it did not split the chain of command. He took Taylor’s idea of setting performance standards and applied this to cost accounting. Standards should be established for what the costs  should  be, rather than estimating costs from previous records.
Harrington Emerson’s Ideas Emerson provided 120% wages for 100% performance (the standard) and that increased if the worker produced more. Of Emerson’s numerous “principles,” clearly defined ideals (objectives), participative decision making, and the proper use of staff stand out as the more unique of his ideas.
Harrington’s Twelve Principles of Efficiency Clearly defined ideals Common Sense Competent Counsel Discipline Fair Deal Reliable Dispatching Standards and Schedule Standardized conditions Standardized operations Written Standards Efficiency Rewards

More Related Content

PPTX
Frankn and lillian gilberth
PDF
PPTX
F.W.Taylor-Father of scientific management
PPTX
The gilbreth theory
PPT
Peter F Drucker and His Contribution in Management
PPTX
FW Taylor Principles of Scientific Management
PPSX
Pre scientific management theory
PDF
What is Charismatic Leadership
Frankn and lillian gilberth
F.W.Taylor-Father of scientific management
The gilbreth theory
Peter F Drucker and His Contribution in Management
FW Taylor Principles of Scientific Management
Pre scientific management theory
What is Charismatic Leadership

What's hot (20)

PPTX
Scientific management
PDF
Henry Gantt
PPTX
Taylor principles of scientific management
PPTX
History of Management
PPTX
Leadership ppt
PPTX
Beauractric managment and Comparison of Administrative vs scientific vs burea...
PPTX
Organizational Theories.pptx
PDF
Evolution of Management Theory
PPTX
Development of management thought
PPT
Ouchis theory z
PPTX
Contemporary Approach to Leadership.
PPTX
Scientific Management
PPTX
Classical theory of management
POTX
How To Implement Change
PPTX
Delegation.ppt
PPTX
Taylor’s scientific management
PPSX
Luther Gulick and Lyndall Urwick
PPTX
Scientific management theory
PPTX
Trait theory of leadership
PPTX
Scientific management Theory By FW Taylor
Scientific management
Henry Gantt
Taylor principles of scientific management
History of Management
Leadership ppt
Beauractric managment and Comparison of Administrative vs scientific vs burea...
Organizational Theories.pptx
Evolution of Management Theory
Development of management thought
Ouchis theory z
Contemporary Approach to Leadership.
Scientific Management
Classical theory of management
How To Implement Change
Delegation.ppt
Taylor’s scientific management
Luther Gulick and Lyndall Urwick
Scientific management theory
Trait theory of leadership
Scientific management Theory By FW Taylor
Ad

Similar to Gilbreths and gantt (20)

PDF
Pioneers In Industrial Engineering
PPTX
Chapter 2 Traditional and Contemporary Issues and Challenges.pptx
PPTX
F. W. Taylor , The Management Guru 1
PPTX
Frank Bunker Gilbreth
PPTX
Major contributors of school of management thought
PPT
Principles Of Mgmt
PPT
Principle of managment
PPT
Lecture 1
PPTX
historicalevolutionofoperationsmanagement-210805093726 (1).pptx
PPTX
historicalevolutionofoperationsmanagement-210805093726 (1).pptx
PDF
Work Systems: The Methods, Measurement & Management of 1st Edition – Ebook PD...
PPTX
Historical evolution of operations management
PDF
Historical evolution of operations management
PDF
Taylorism And Anti-Taylorism
PDF
Briefly describe the contributions to the quality movement made by e.pdf
PPTX
Revista ruben
PPT
Barcus.histof io
PPTX
OM GROUP PPT
PDF
Lane Office History
PPTX
Organizational psychology
Pioneers In Industrial Engineering
Chapter 2 Traditional and Contemporary Issues and Challenges.pptx
F. W. Taylor , The Management Guru 1
Frank Bunker Gilbreth
Major contributors of school of management thought
Principles Of Mgmt
Principle of managment
Lecture 1
historicalevolutionofoperationsmanagement-210805093726 (1).pptx
historicalevolutionofoperationsmanagement-210805093726 (1).pptx
Work Systems: The Methods, Measurement & Management of 1st Edition – Ebook PD...
Historical evolution of operations management
Historical evolution of operations management
Taylorism And Anti-Taylorism
Briefly describe the contributions to the quality movement made by e.pdf
Revista ruben
Barcus.histof io
OM GROUP PPT
Lane Office History
Organizational psychology
Ad

More from Aniket Verma (18)

PPT
PPT
New conflict and settlement of disputes session
PPT
Ir in usa
PPT
Industrial relation theories
PPTX
Industrial conflict
PPT
C ollective bargaining
PPT
Work measurement
PPTX
Supply chain management
PPT
Business process reengineering
PPT
Workstudy
PPTX
Formulating hypotheses
PPTX
Tail of two cities only
PPT
Human behaviour school
PPTX
Henry fayol
PPT
Effectiveness org. behaviour
PPT
Effective oral presentations
PPTX
Csr and ethics
PPT
02 el bus_comm_ch_02
New conflict and settlement of disputes session
Ir in usa
Industrial relation theories
Industrial conflict
C ollective bargaining
Work measurement
Supply chain management
Business process reengineering
Workstudy
Formulating hypotheses
Tail of two cities only
Human behaviour school
Henry fayol
Effectiveness org. behaviour
Effective oral presentations
Csr and ethics
02 el bus_comm_ch_02

Recently uploaded (20)

PPTX
OMC Textile Division Presentation 2021.pptx
PPTX
Tartificialntelligence_presentation.pptx
PPTX
Programs and apps: productivity, graphics, security and other tools
PDF
Zenith AI: Advanced Artificial Intelligence
PDF
Microsoft Solutions Partner Drive Digital Transformation with D365.pdf
PDF
ENT215_Completing-a-large-scale-migration-and-modernization-with-AWS.pdf
PDF
WOOl fibre morphology and structure.pdf for textiles
PDF
Hindi spoken digit analysis for native and non-native speakers
PDF
Approach and Philosophy of On baking technology
PPTX
cloud_computing_Infrastucture_as_cloud_p
PPTX
A Presentation on Touch Screen Technology
PDF
Mushroom cultivation and it's methods.pdf
PDF
Transform Your ITIL® 4 & ITSM Strategy with AI in 2025.pdf
PDF
Video forgery: An extensive analysis of inter-and intra-frame manipulation al...
PDF
DASA ADMISSION 2024_FirstRound_FirstRank_LastRank.pdf
PDF
Getting Started with Data Integration: FME Form 101
PDF
Encapsulation_ Review paper, used for researhc scholars
PPTX
KOM of Painting work and Equipment Insulation REV00 update 25-dec.pptx
PDF
7 ChatGPT Prompts to Help You Define Your Ideal Customer Profile.pdf
PDF
Encapsulation theory and applications.pdf
OMC Textile Division Presentation 2021.pptx
Tartificialntelligence_presentation.pptx
Programs and apps: productivity, graphics, security and other tools
Zenith AI: Advanced Artificial Intelligence
Microsoft Solutions Partner Drive Digital Transformation with D365.pdf
ENT215_Completing-a-large-scale-migration-and-modernization-with-AWS.pdf
WOOl fibre morphology and structure.pdf for textiles
Hindi spoken digit analysis for native and non-native speakers
Approach and Philosophy of On baking technology
cloud_computing_Infrastucture_as_cloud_p
A Presentation on Touch Screen Technology
Mushroom cultivation and it's methods.pdf
Transform Your ITIL® 4 & ITSM Strategy with AI in 2025.pdf
Video forgery: An extensive analysis of inter-and intra-frame manipulation al...
DASA ADMISSION 2024_FirstRound_FirstRank_LastRank.pdf
Getting Started with Data Integration: FME Form 101
Encapsulation_ Review paper, used for researhc scholars
KOM of Painting work and Equipment Insulation REV00 update 25-dec.pptx
7 ChatGPT Prompts to Help You Define Your Ideal Customer Profile.pdf
Encapsulation theory and applications.pdf

Gilbreths and gantt

  • 1. Spreading the Gospel of Efficiency Thinkers –II Barth, Gilbreths, Gantt and Emerson
  • 2. Others Involved in the Scientific Management Movement Carl George Lange Barth Henry L. Gantt Frank Gilbreth Lillian Gilbreth Harrington Emerson
  • 3. Carl Barth (1860-1939): The Most Orthodox Mathematician who helped Taylor with some metal-cutting experiments. He was probably a major influence in the writing of the “official” biography of Taylor. Assisted in installing scientific management in various companies.
  • 4. Carl Barth One company was the Franklin Motor Car Company which was noteworthy because it preceded Henry Ford’s moving assembly line. Note: Scientific Management lost its importance to the auto industry once the assembly line was implemented. Work was placed on a belt and individuals were no longer able to influence their output and therefore their reward. Barth created a “slide rule” for every machine for scientific measurements.
  • 5. Henry L. Gantt (1861-1919) The Most Unorthodox Mechanical engineer Joined Midvale Steel Company as an engineer Gantt’s early work paralleled Taylor’s in his belief about worker selection, incentives to reward performance, mutuality of interests, etc. Taylor and Gantt admired each other’s work. Gantt was a prolific writer – over 150 titles . Henry L. Gantt
  • 6. Books and other contributions Works, wages and Profits-1910 Individual Leadership-1916 Organizing for work -1919 Papers : A bonus system of rewarding Labour-1902 A graphical daily balance of manufacture-1903 Training workmen in habits of industry and cooperation-1908 The relations between production and cost-1915
  • 7. Henry L. Gantt: Task and Bonus System Implemented task work with a bonus to stimulate performance. When he discovered that this provided little incentive beyond meeting the standard, he modified the payment plan. He influenced Taylor because Taylor believed Gantt’s plan was better. Rewards to supervisors when their employees came up to standard (rewarded development of employees). Emphasized importance of morale, training, and development of employees.
  • 9. The Gantt Chart Steadily evolved into a valuable tool for planning and controlling work. Widely used during World War I. Became an international management technique. A forerunner of subsequent planning and controlling techniques such as major milestones, PERT & CPM.
  • 10. Other Gantt Ideas He understood the importance of trade unions in an industrial society better than Taylor The New Machine – a group headed by Gantt to promote the idea that engineers should be industrial leaders. Social responsibility – Gantt’s concern that business should not lose sight of its service role in the economy.
  • 11. Frank & Lillian Gilbreth Partners for Life Frank – Worked in the construction trades and called his job design “motion study.” Independent of, but influenced by, Taylor. Lillian – our “First Lady of Management” and “First Lady of Engineering for her accomplishments with her husband as well as after Frank’s death. Frank and Lillian Gilbreth
  • 12. Frank Gilbreth (1868-1924) Refused a place in MIT to work as a laborer. His first job was apprentice brick layer. He was able to lay 2700 bricks per day compared to others who were laying an average of 1000 per day. Motions to lay a brick reduced to 4 from 18. Frank Gilbreth
  • 13. Gilbreth Patent Scaffold This invention eliminated a lot of stooping by keeping the bricklayer at the same distance from the top of the growing wall. The scaffolding was the first in Gilbreth’s attempts in reducing motion and fatigue in workers.
  • 14. Frank’s Construction Business Boston was in a period of rapid growth…during the building age of the country. He used advertising to promote contracts and the need for workers which was uncommon at this time. Within six years from the start of his business, he was one of the most important men in contracting in Boston.
  • 15. Frank’s Construction Business Building constructed by Frank at MIT in record time
  • 16. Lillian Gilbreth (1878-1972) Earned undergraduate and graduate degrees from the University of California-Berkley. Enrolled in a Ph.D. program at the University of California. Study was interrupted by her family who decided that Lillian should travel abroad Lillian Gilbreth
  • 17. The Partnership Soon after their marriage, Lillian realized that she would not fill the traditional role of “wife.” Lillian followed Frank to work and began to learn the business. Frank and Lillian Gilbreth
  • 18. Lillian’s Dissertation Lillian finished her thesis in 1912. However, the University of California would not lift the residency requirement so she could not graduate. Her thesis was eventually published in book form by Sturgis and Walton in 1914 under the name L.M. Gilbreth (so one could not distinguish that is was written by a woman) The book stands in management literature as one of the earliest contributions to the study of the human element at work.
  • 19. Gilbreth’s Motion Study “ Our duty is to study the motions and to reduce them as rapidly as possible to standard sets of least in number, least in fatigue, yet most effective motions” (Gilbreth, 1911, p. 3) Frank Gilbreth
  • 20. Therbligs Frank developed a list of seventeen basic movements to aid him in analyzing motion. Each movement was called a “therblig.” These fundamental movements, which could not be broken down into other motions, gave Frank a way to accurately analyze elements of any movement a worker may make. Can you determine the origin of the term “therblig?”
  • 21.  
  • 22. Motion-Picture Camera Using a motion-picture camera, Frank was able to capture each movement of a job on film so he could easily analyze each motion. To save film, he changed the camera aperture to record 4 movies on one reel of film.
  • 23. Applied Motion Study The Gilbreths also used lights and time-lapsed photography in their motion study. This use of light and photography was called the “chronocyclegraph method of recording.” This device recorded a path of motion a worker used to complete a job. The device consisted of a small electric light which was attached to a finger or another moving part of the body. The film was exposed during this time period and recorded each line of light.
  • 24. Applied Motion Study The Gilbreths conducted motion studies with typists, surgeons, nurses, and sports. The photographs to the left were from an exhibit of the Gilbreths’ work at the Smithsonian.
  • 25. Applied Motion Study – Typing for Remington Typewriter Co.
  • 26. Applied Motion Study - Surgery
  • 27. Applied Motion Study – Surgical Sewing
  • 28. Fatigue Studies Through proper rest breaks, fatigue could be reduced. Suggestions: Reduced working hours so that employees had sufficient time to recover and be prepared for the next working day. Longer lunch periods, coffee or tea breaks. To make rest breaks more attractive to employees, the Gilbreths suggested that organizations could provide proper reclining chairs, lunch rooms, rest rooms, or other entertainment.
  • 29. Home Reading Box Movement The Gilbreths also worked to establish libraries at each job site to check out material to read at home or during breaks.
  • 30. Ergonomics Frank Gilbreth is often called the “Father of Ergonomics.” The Gilbreths pioneered the use of devices, such as adjustable chairs and improved workstations, to ease strain on the body and reduce injuries. Adjustable chair designed by F. and L. Gilbreth
  • 31. The End of the Partnership Frank died in 1924. Lillian continued to work even though it was difficult for a woman and to make a name for herself without Frank. She spent the rest of her life (into her nineties) consulting and speaking all over the world. Lillian Gilbreth
  • 32. Some Lillian Gilbreth Honors Only woman awarded the Gilbreth Medal (named for Frank and Lillian). Only woman awarded the Gantt Gold Medal. Only woman Awarded the CIOS Gold Medal. Earned over 13 graduate degrees between 1928-1952 in addition to her first 3 degrees. US Postage stamp issued in her honor in 1984
  • 33. Books and papers of Frank Gilbreth Concrete System-1908 Bricklaying System-1909 Motion Study-1911 Primer of Scientific Management-1912 Fatigue Study-1916 The writings of the Gilbreth-1943 Lillian’s Books The psychology of Management The quest of the one best way The Foreman and Manpower Management Papers : “ What scientific Management means to America’s Industrial position”-1915 “ Process Charts”-1921….and many others
  • 34. Harrington Emerson (1853-1931): Efficiency through Organization He worked for the most part independently of Taylor but they corresponded and he was aware of Taylor’s ideas. His experience as a consultant on railroads provided his qualifications at the Eastern Rate Case regarding the savings possible if scientific management methods were installed. He founded Emerson Consultants which exists today. Books : “Efficiency as a basis for operation and wages” 1911 “ The twelve principles of Efficiency” 1913 Harrington Emerson
  • 35. Harrington Emerson’s Ideas Lack of organization was a major problem. He proposed the line-staff organization as a way of bringing staff knowledge to assist the line managers. His line-staff idea was similar to Taylor’s desire to use the knowledge of functional foreman, but an improvement since it did not split the chain of command. He took Taylor’s idea of setting performance standards and applied this to cost accounting. Standards should be established for what the costs should be, rather than estimating costs from previous records.
  • 36. Harrington Emerson’s Ideas Emerson provided 120% wages for 100% performance (the standard) and that increased if the worker produced more. Of Emerson’s numerous “principles,” clearly defined ideals (objectives), participative decision making, and the proper use of staff stand out as the more unique of his ideas.
  • 37. Harrington’s Twelve Principles of Efficiency Clearly defined ideals Common Sense Competent Counsel Discipline Fair Deal Reliable Dispatching Standards and Schedule Standardized conditions Standardized operations Written Standards Efficiency Rewards