tag:blogger.com,1999:blog-65609266081355207052023-11-15T10:29:20.169-08:00INDUSTRIAL PROGRESS AND HUMAN ECONOMICSchange the worl, but change your self firstkisi-kisi kehidupanhttp://www.blogger.com/profile/02444877855274401670noreply@blogger.comBlogger25125tag:blogger.com,1999:blog-6560926608135520705.post-51263449213944974892009-12-22T16:00:00.001-08:002009-12-22T16:01:22.701-08:00Care in Applying New Theories.The manual worker's energies are so absorbed in the physical tasks<br />that he is annoyed by any suggestion to change his method. If he<br />were given the position at a desk he would probably be interested<br />in the progressive schemes for betterment of methods of work or<br />management of business.<br />Bearing this state of affairs in mind, it behooves the progressive<br />man to approach the problem of applying his theories in a very<br />careful manner. He must realize that the men in various parts of<br />the work are under stress of every day's requirements that makes<br />it very difficult to intelligently take up any new scheme of<br />procedure. Many an ideal doctrine is a beautiful thing in theory<br />but of little value if its introduction requires an immense but<br />unavailable energy to put it into practise.<br />He must realize that it is the doing of work that counts and that<br />the men who are doing things must not be annoyed. All plans for<br />betterment must conform to the assimilating power of the men and<br />must not cut off their food in time of change. In other words, the<br />new plans should be so matched on to the old methods that the<br />change to the new will not interrupt the production.<br />We have seen that the most efficient way to use man's energies is<br />to allow him to follow habit lines of thought and action, and that<br />the highest efficiency is reached when these habits are habits of<br />concentration of attention and are restricted to the smallest<br />variety of work.<br />Progressive Energy.<br />Progressive energy is so valuable that it needs no praise at this<br />time. We have had its value stated so often that it is actually<br />over-rated in the average mind. Not that it has been over-valued,<br />but that the reiteration has obscured the importance of other<br />qualities. There should be a greater appreciation of the value of<br />energies that are wholly employed in accomplishing results by old<br />means and methods.<br />Progressive energy, when it is kept within certain bounds, is a<br />prime asset of an industrial organization. It is like a wholesome<br />amount of labor to man; it may be drawn upon without loss, and its<br />use actually strengthens its source. But when it is not wisely<br />kept in control it only annoys and interferes with real progress<br />and real accomplishment of results.<br />The only way to get work done is to let the worker move along<br />habit lines. The only way to progress efficiently is to make the<br />new ways and means lead off gradually from those in use.<br />The progressive man who actually directs work along such lines is<br />the most valuable to the world. The one who ignores the "moment of<br />inertia" is a disturber, whether he is a director or a "hewer of<br />wood and carrier of water".<br />The man who is doing the real work in the world is not the<br />so-called progressive. He is one who points out newer or better<br />methods which may be easily established by a gradual exchange of<br />old habits for new ones.<br />Profit by Experience.<br />In considering ways and means for efficient management of<br />industrial organizations, it is not necessary to commence at the<br />beginning of each plant. The method of dealing with the problems<br />of existing plants is also applicable to new organizations, for a<br />new organization is only new in a limited sense. It uses men of<br />experience. It uses existing machines and implements. It follows<br />existing methods of conducting business and in the general<br />management of its affairs.<br />Even the so-called new method which may be the center around which<br />the so-called new business is built contains very little that is<br />new. The newest things in the ordinary industrial world contain<br />many old and well-known elements. The very use of a so-called<br />new method or machine as a center around which to build an<br />organization is in itself so old that it is a confirmed habit with<br />us to be lured on to investing in such things by the statement<br />that some new process or means is to be employed.<br />A really new thing that calls for wholly new ways and new means<br />for manufacture is almost inconceivable. The nearer we approach to<br />newness in the industrial world the thinner becomes the ice on<br />which we are moving. Therefore, let us know that when we advise<br />following habit lines in all moves in management of an existing<br />organization we imply that the same course should be taken in<br />establishing a new company or organization.<br />In both cases we should employ existing ways and means,<br />experienced men and well-tried implements. Both old and new should<br />be conducted along the usual line in conformity with the state of<br />the art, the habits of the workers, and other conditions<br />indigenous to the locality. Any scheme of going contrary to the<br />existing customs and usage must be entered into with full<br />knowledge of the great need of patience, force and courage to<br />offset the barrier of inertia.<br />kisi-kisi kehidupanhttp://www.blogger.com/profile/02444877855274401670noreply@blogger.com6tag:blogger.com,1999:blog-6560926608135520705.post-13289271997287825072009-12-22T15:59:00.002-08:002009-12-22T16:01:22.704-08:00Cure for Mind Wandering.The mind should not be allowed to wander, for wander it will if it<br />is not rationally directed. It should be furnished with some<br />interest, either in the form of study that is taken up out of<br />working hours, and which can be permitted to occupy the mind while<br />work of the habit kind is being done, or, if it is not a study,<br />there should be some wholesome interest or pleasure.<br />Music to some furnishes this need. Music heard in the home or<br />elsewhere will sometimes occupy the mind during working hours when<br />the work is of a monotonous character. In some instances music has<br />been provided during a certain part of the day, just for this need<br />of workers who are employed in an occupation that in itself<br />furnishes no mental nourishment.<br />But these extreme cases do not represent the vast majority. They<br />apply only to the needs of the mind of those engaged in a work in<br />which they can awaken no interest. Nearly all kinds of work offer<br />a chance for the average man to get interested directly in the<br />work itself. Such an interest soon bears fruit in the results as<br />well as in the comfort of the worker, and it is this phase on<br />which we must depend for making specialization comfortable and<br />profitable to the worker. It is this phase that is wholly<br />overlooked by those mentioned above who have seen or felt the joy<br />of work that comes to one who rambles into a new field. We fail to<br />see that the same kind of mental pleasure may be obtained while<br />working along the natural and efficient lines of habit, and that<br />in one case we have had pleasure at great expense of wasted<br />energy, and in the other case we may have made a true progress for<br />ourselves and others by moving along the rational way.<br />The Manager's View.<br />The important duty of weighing up these various views devolves on<br />the management, and its action should be in accordance with the<br />complete and corrected view. It must consider the subject from a<br />top viewpoint, and must then act.<br />The manager keeps in mind that the machines must be built,<br />purchased, and used by human beings, so he carefully studies their<br />peculiarities. He knows that change of thought or habit requires<br />time.<br />In looking over the history of one of the companies engaged in<br />machine building, we find that the cost of the labor has been<br />lowered to about one-fifth of the original. In view of this and<br />the fact that a very slight change in model sometimes involves a<br />temporary increase in the cost of labor three-fold or more, we see<br />good reason for reluctance in making changes, even though we know<br />that two or three years later the labor cost may drop as low as<br />that previous to the change in model.<br />The inventor, the promoter, the salesman, and the oversanguine<br />manager do not always foresee such things.<br />The manager sees the enthusiasm with which the selling<br />organization hails the new model. He realizes that they know the<br />faults of the previous type, and he also knows that no one knows<br />the faults of the new, but he lets it go. Some enthusiasm must be<br />had, even if it be dearly purchased. He knows there will be many a<br />troublesome delay due to the newness, even if the whole scheme<br />proves very much better than the previous type.<br />This manager knows that his business success rests on the facility<br />with which the machines are satisfactorily built, the readiness of<br />the buyers, and, last but not least, the facility with which the<br />product is used. The facility with which the product will be used,<br />to his mind, is almost beyond overestimation.<br />Sub-division of Work.<br />The division of work into separate operations makes it possible to<br />divide the subject into relatively small sub-problems. This<br />division of the subject itself brings it within the capacity of<br />the lesser brains and makes it very much easier for a brain of<br />greater power. In other words, the subdivision of work makes<br />places in which all mental equipments may be used.<br />It is of no benefit to any one to keep the problems difficult by<br />making each man think out a process for accomplishing each one of<br />a great variety of operations, when the work may be so divided<br />that it is only necessary for him to think of just one little part<br />of the whole. And we should not befog the issue by saying that<br />this is degrading.<br />Some of the greatest scientists that the world has known have<br />concentrated attention to the smallest conceivable part of this<br />world, pieces so small that the microscope alone revealed them to<br />the eye. There is a chance for the thinker in most any of these<br />places that have grown out of this process of finest subdivision<br />of work. The hardship comes only when the mind cannot get<br />interested in the work. In many cases this is undoubtedly due to a<br />misfit, but in most cases it seems to be due to a false notion<br />that there is nothing there of interest.<br />The subdivision of work must go on. If hindered in any one plant,<br />industry or nation more than in others, the result will be a loss<br />to that one, and on the other hand, the one that carries it to the<br />most efficient point will become the most powerful.<br />This subdivision develops greatest dexterity and skill, as well as<br />the keenest comprehension of the ways and means of attaining a<br />given end. And this dexterity of operation is more easily carried<br />on than is the fumbling uncertainty of the work of the more<br />primitive type.<br />kisi-kisi kehidupanhttp://www.blogger.com/profile/02444877855274401670noreply@blogger.com0tag:blogger.com,1999:blog-6560926608135520705.post-75421000497321949182009-12-22T15:59:00.001-08:002009-12-22T16:01:22.707-08:00Unimportant DetailsWe can neither regulate the complexity of our environment nor the<br />number of problems which we must settle within a given time.<br />But we can improve the conditions very much by avoiding<br />overconcentration on unimportant details. The brain's best time<br />and energy should be reserved for our own immediate problems; it<br />should not be hampered by details of others.<br />The various officers of an industrial organization should know the<br />ins and outs of the thinking machine on which they depend for<br />guidance. With such knowledge each brain will give the greatest<br />results, and without such knowledge the best brain may be<br />untrustworthy.<br />One of the important characteristics of the mind is its tendency<br />to lose sight of everything except the subject in mind. One danger<br />is dodged by jumping into another which we have not seen. Both<br />dangers were plainly in sight to any one who had not concentrated<br />on one of them.<br />In the regular every-day business life, we seem to have ample time<br />to consider each problem. But in reality our great length of time<br />is offset by a great number of elements to consider, and a more<br />profound effect of long continued teaching or molding of our<br />environment.<br />For years engineers have concentrated energies on the steam-engine<br />of the reciprocating type. The master-minds have made important<br />improvements in the design, and many have given up their entire<br />existence to the science of analyzing the effects of each<br />variation in conditions of working the steam.<br />Our textbooks, our teaching, our observation all concentrated our<br />attention on this type.<br />For some reason Gustav deLaval, followed by C.A. Parsons and<br />Nikola Tesla, broke away from this spell, and we have the steam<br />turbine engine. These individuals are endowed with master-minds,<br />but the task of producing the turbines was probably no greater<br />than the task of others in improving the reciprocating type.<br />In one case a great step has been taken. In the other, we have an<br />example of men of undoubted ability laboring hard for entire<br />lifetimes with relatively small gain.<br />This example applies to more than the inventors' world. It has<br />many parallels in the cold business management of a manufactory<br />and in any one of its departments. Business management requires<br />the same kind of reasoning and getting away from the spell of<br />environment. But this phase we shall consider later under another<br />head.<br />The point to be brought out here is the effect of the spell of<br />environment in magnifying the importance of existing views and<br />methods, and the deceptive part this trusty brain plays in binding<br />us to unnecessarily hard work.<br />kisi-kisi kehidupanhttp://www.blogger.com/profile/02444877855274401670noreply@blogger.com0tag:blogger.com,1999:blog-6560926608135520705.post-29323807483168574082009-12-22T15:37:00.002-08:002009-12-22T15:38:19.544-08:00Money not the Only Dividend.The major policies of management that should be known to the<br />inventor are those which have been adopted to make the business<br />pay. Not necessarily to pay in dollars and cents today, but to pay<br />in every sense, and in the long run, in dollars and in other<br />things.<br />It cannot pay in dollars if the other things are missing. By other<br />things are meant good organization built on best conditions of<br />mind and body for each of the beings included in the organization.<br />On such things the stability of the organization depends.<br />No matter how much the manager of a business may wish to run it<br />for other things exclusively, or for dollars exclusively, he will<br />find that one is not attained without the other. He is forced to<br />run a business for the dollar if he wishes to make an ideal<br />organization for each member of the human family included in it.<br />And vice versa, he must work toward best conditions for all the<br />workers if he wishes to protect the capital invested by making a<br />stable and fairly long-lived organization.<br />This statement is inserted here to clear away doubts as to the<br />real value or necessity of "making a business pay," and to make it<br />clear that no thought is to be tolerated of any scheme of<br />management adverse to the real interest of the workers.<br />The men selected for each of the various positions should be men<br />who are fitted to fill these very positions. This does not mean<br />mere physical and mental fitness; it means each position should be<br />filled by one who wants it, one who knows he is "better off" in it<br />than in any other place he can find. Dissatisfied men are burdens.<br />It is better to have each position filled by a man who is barely<br />competent to fill it than to have it filled by a man who should<br />have a much better position.<br />Of course, this is the ideal, and all moves should be made in this<br />direction whenever it is possible. As a rule, it is easier to find<br />men on this basis than to find men who are bigger than the office.<br />This scheme leads to more promotions in the organization and has a<br />stimulating effect on all concerned.<br />kisi-kisi kehidupanhttp://www.blogger.com/profile/02444877855274401670noreply@blogger.com0tag:blogger.com,1999:blog-6560926608135520705.post-81532420900630780932009-12-22T15:37:00.001-08:002009-12-22T15:38:19.549-08:00Capacity for New Ideas.The assimilating capacity of the industrial world is the real<br />gauge of the progress which should be indulged in. This capacity<br />to take in new ideas and to work by new methods is not the same in<br />all beings, and it is not the same in all organizations. There are<br />ways by which it may be measurably increased. New views are more<br />readily digestible if presented by enthusiastic advocates, as this<br />stimulates an interest. Any attempt to forcibly inject new ideas<br />only results in indigestion.<br />The assimilating capacity of an industrial organization can be<br />greatly increased by any scheme that awakens an interest. The<br />controlling policies should include advance in efficiency and<br />generally in the quality of work turned out, but this advance<br />should not involve a break in the output. It mould be based on a<br />knowledge of the whole business. In other words, it should not<br />only pay in the long run, but if possible it should pay from the<br />moment it goes into effect.<br />We have said that all changes should be of the digestible kind,<br />and the feeding process should not be a stuffing process; that the<br />ingestion should not exceed the digestion. We have also briefly<br />mentioned the importance of keeping the digestion tuned up to the<br />best speed by having the organization in a condition to most<br />readily take in changes.<br />That we must make some allowance for inertia of thought and habit<br />in all mortals goes without saying, but the exact amount to be<br />allowed is very difficult to estimate.<br />Successful management depends on the degree with which a man can<br />estimate the receptivity of other beings with whom he deals. This<br />knowledge of receptivity should include the thought and action of<br />men all the way from the unskilled worker to the directors, and<br />also that of all men in other organizations in any way affected by<br />his organization.<br />Just as food is more digestible if agreeable to the palate, so<br />this receptivity or assimilating power may be increased by<br />presenting new ideas and methods in agreeable form. A full<br />realization of the effect of this inertia of thought and habit<br />makes the great efficiency of specialization more comprehensible.<br />It is this human side that is the key, and if we do not act in<br />full accord with it we will probably be working against a great<br />handicap.<br />The inertia works two ways. It hurts a progressive man just as<br />much to be tied to a work that requires no brainwork as it hurts a<br />sleepy member to be disturbed by progressive talk.<br />kisi-kisi kehidupanhttp://www.blogger.com/profile/02444877855274401670noreply@blogger.com0tag:blogger.com,1999:blog-6560926608135520705.post-68516570376775883602009-12-22T15:36:00.003-08:002009-12-22T15:38:19.556-08:00Physical Condition of Worker.If the use of the machine induces either an adverse mental<br />attitude or physical condition of the worker, it will sooner or<br />later be adverse to the economic success of the machine.<br />We have indicated some of the problems and have suggested the<br />well-known method of mental control for this purpose. A keen<br />observer of men and machinery may not require as much of the<br />so-called practical experience; another may need many years of<br />actual work.<br />The practical experience in the various departments of machine<br />construction, its sale and its use, is undoubtedly almost<br />absolutely necessary for the average man in this work.<br />Its value is primarily to give an opportunity to see things in<br />actual operation. The shop affords an opportunity to see how a<br />machine stands up to its work, where it is weak, and a thousand<br />and one points that can best be seen in actual operation. But<br />there is still another phase that is comprehended more readily by<br />the practical experience, and this applies to the various<br />departments of business as well as to the works. It is the<br />knowledge of the men and their mental make-up and attitude.<br />A keen observer soon realizes that successful life in the<br />machinery world will not come easily to any one who lacks a good<br />understanding of others in the field.<br />kisi-kisi kehidupanhttp://www.blogger.com/profile/02444877855274401670noreply@blogger.com0tag:blogger.com,1999:blog-6560926608135520705.post-43226101234348566102009-12-22T15:36:00.001-08:002009-12-22T15:38:19.562-08:00Good Results with Moderate Effort.A faster pace will not be advocated, for the present gait is<br />overstrenuous. We hope, however, to point out a way by which good<br />results may be obtained with, moderate effort.<br />If, in the past, the brain has been found wanting, we should not<br />lose confidence in its reliability until we have seen how it has<br />been managed.<br />Under some conditions its interpretations are absolutely correct;<br />in fact, under all conditions that would be called fair in testing<br />other kinds of mechanism.<br />Unfortunately, these conditions have not always existed. Opinions<br />regarding important matters have been formed when accurate<br />mentation has been impossible.<br />kisi-kisi kehidupanhttp://www.blogger.com/profile/02444877855274401670noreply@blogger.com0tag:blogger.com,1999:blog-6560926608135520705.post-64071789963126096712009-12-22T15:35:00.002-08:002009-12-22T15:38:19.567-08:00[Footnote]INDUSTRIAL MANAGEMENT.[Footnote text: A revision of material originally under title of<br />Human Factor in Works Management by James Hartness, published by<br />McGraw-Hill Publishing Co., New York.]<br />The navigator in preparing for a voyage carefully examines each of<br />his instruments. He must know the present error of his chronometer<br />and its rate of change, and its general reliability as indicated<br />by its past record. He must also know errors in his compasses for<br />each point, and he should have the fullest information regarding<br />the degree of reliability of every other means on which his<br />success depends; and, last but not least, he must accurately<br />determine his starting-point or point of departure.<br />In taking up the subject before us we will do well to follow his<br />example.<br />In doing so, our task will be to examine two principal elements:<br />one, the means on which we depend for interpreting the information<br />that is available; and the other, the source and character of the<br />information.<br />The means may be considered analogous to the navigator's<br />instruments, and is no less a thing than the brain or mental<br />machinery; and the information is simply the world about us as<br />seen in the existing things, such as machinery, methods, popular<br />notions, textbooks, etc., all of which may be classed as<br />environments, and may be considered as analogous to the charts and<br />other publications of our worthy example.<br />Like the mariner, we must determine the degree of reliability of<br />all these sources of information and our means for interpreting<br />observed facts.<br />When we have ascertained this we will know what allowance to make<br />from the "observed" to get the actual facts. With this knowledge<br />we will be able to accurately determine both our starting-point<br />and best course.<br />The importance of considering our own minds will be seen when we<br />realize that every new fact taken in must in a measure conform to<br />the previous ideas. If some of these old ideas are erroneous, the<br />mind must be more or less ready to discard them. It is very<br />difficult to dislodge deep-seated convictions. Contradictory ideas<br />are not assimilated. Only one of them is actually accepted. Even<br />when to the objective reasoning they seem false, they frequently<br />continue to control our actions.<br />Since we are loaded with the popular ideas which we have absorbed<br />from our environment, it will be well for us to begin by<br />critically examining our environment and the process by which<br />ideas have been taken in. This may enable us to put out some of<br />the erroneous views, and perhaps more firmly fix the true ideas;<br />thereby preparing the mind for a more ready acceptance of what<br />otherwise would be barred out as contradictory.<br />We shall not go deeply into the psychology of the subject, as it<br />will not be necessary to go contrary to or beyond the well-known<br />facts.<br />We shall not try to locate the man or refer to him as the ego or<br />inner man. We shall simply say that we know that we can use our<br />brains to think on any subject, and we can use our senses to<br />collect information regarding any chosen subject.<br />Our senses and mental faculties can be directed to consider one<br />element in a business, and for the moment be unmindful of the many<br />other elements. In other words, we can to a certain extent manage<br />our mental processes. Just as a horse can be managed, so may we<br />manage our brains. A driver may carefully control the expenditure<br />of energy and the course traveled, or he may throw the reins over<br />the dash and allow the horse to go his own gait and route. In the<br />same way we may manage or mismanage our brains.<br />kisi-kisi kehidupanhttp://www.blogger.com/profile/02444877855274401670noreply@blogger.com0tag:blogger.com,1999:blog-6560926608135520705.post-55131063721533385452009-12-22T15:35:00.001-08:002009-12-22T15:38:19.571-08:00SPECIALIZATION.Of the many elements on which industrial development depends, the<br />question of specialization looms large.<br />Under the general term "specialization" we include all plans and<br />methods of work by which the scope of activity of man is<br />concentrated.<br />The highest degree of skill of artist or worker is attained by<br />concentration of energies to a restricted range of work. It is<br />through practice that the skill is acquired. The highest skill and<br />highest ability is attained by the degree of interested attention<br />and number of repetitions of a given kind of work.<br />Other things being equal, the practice, combined with keenness of<br />interest, makes the most successful man in a given profession or<br />work.<br />Repetition of operation becomes an automatic (habit) action in<br />which man accomplishes the most work for a given expenditure of<br />energy.<br />These two results--proficiency and easy performance--are of<br />greatest value, but repetition of action, like nearly all good<br />things, is not without its drawbacks. An overdose of one kind of<br />work with a limited range of action frequently leads to dulling<br />the senses. This stultifying effect produces a most undesirable<br />result. The harm begins when there is a loss of interest in the<br />work, for it is through the interest that the progress is made.<br />The dividing line between the good and bad results varies with<br />different types of men.<br />The simplest tasks may become of intense interest to the scientist<br />and he may achieve great success in a work that to others seems<br />monotonous drudgery. But with all its drawbacks it still is the<br />best way for man to work and while we must labor to eliminate the<br />condition of drudgery, we must face the plain fact that<br />competition between men, industries, states and nations makes it<br />absolutely necessary to specialize.<br />Specialization by the men and groups of men will determine the<br />question of superiority of advance in science, industry, commerce,<br />general wealth and welfare, as well as military strength in the<br />time of war.<br />While we have clearly before us the degrading effects of<br />repetition of distasteful tasks; we must not ignore the other<br />extreme.<br />The opposite condition is the employment of energies of mind and<br />body in ways that cannot produce high degree of ability. With such<br />desultory use of energies, a day's work is of relatively small<br />value, and there is no progress.<br />Of the two extremes we find the most prevalent to be the<br />scatter-brain and scatter ability type.<br />The industries of the higher type lead in providing the best<br />implements and in organization of best team work by which each<br />worker produces the greatest value for a given expenditure of<br />energy.<br />The essential bearing Of these facts is that the worker as well as<br />the business man should compare his work with the work of others<br />with whom he is in competition.<br />In these days of long distance transportation our competitors in<br />the market may be a long distance away.<br />If it is in agriculture, the question of climate, soil and degree<br />to which highly efficient implements can be used, are important<br />factors.<br />If it is in the professions we must see how we can acquire the<br />greatest proficiency and opportunity. This again involves the<br />question of the extent to which we must specialize.<br />The measure then of success is the value of our services as<br />compared with the services of others.<br />One of the important problems in industrial management is the<br />extent to which specialization should be practiced.<br />On one hand we see the ill effects of a routine repetition where<br />there has been an overdose of repetition--one that has gone beyond<br />the beneficial point--and on the other hand, we find that the<br />greatest achievements in the sciences and professions have been<br />wrought by those who have concentrated in a way that has given<br />them a higher development. Unfortunately in many of the<br />industries, the development of machinery has gone forward with the<br />sole end in view of dollars and cents, disregarding the effect on<br />the worker.<br />This is to be found in some of the industries in which originally<br />there was an opportunity for the worker to have a keen interest in<br />his work. Mention is made of this situation as it comes about with<br />certain stages of development of the manufacturing processes. It<br />is unfortunate and something that the engineers and managers<br />should endeavor to eliminate.<br />We have very few of such industries in Vermont; they can broadly<br />be classed as undesirable industries. The fact that there are such<br />industries should not in itself drive us from the scheme of<br />working by which men specialize. We should, however, see to it<br />that the degree of repetition of operation goes only to the<br />beneficial extent. Our greatest trouble in Vermont has been the<br />wasteful scattering of each man's energies over a variety of<br />tasks.<br />Competition with the outer world makes it absolutely necessary<br />that we use our energies in the most effective manner; that most<br />effective manner is the one by which through repetition and<br />experience we acquire skill and ability. The important matter to<br />decide is the degree to which we can specialize. This degree<br />varies with the work and the individual. To an alert and active<br />mentality routine work becomes drudgery, while to the opposite<br />type, mental work is annoying. In an industry, men gradually fit<br />in with the most suitable work. Each man's job should be one that<br />is best for him.<br />Nothing has been said thus far regarding the invention of new<br />forms of articles to manufacture, or of new methods of machinery<br />for manufacturing articles. These elements and many others are<br />necessary in order to complete a successful plant, but the<br />fundamentals embraced in a statement regarding the habit-action of<br />man represented by special ability and skill acquired by<br />experience, and the habit-action of the group acquired in the same<br />way, constitutes a measure in determining the way at ninety per<br />cent of the cross roads in industrial progress. Anyone undertaking<br />the creation of a new organization or the management of a going<br />concern must grasp these facts.<br />The value of experience, if acquired in an industry where such<br />fundamental principles have been recognized, should be given the<br />highest rating. Experience, however, in an industry where the<br />energies of men were not most effectively employed and where there<br />was not a recognition that the effective employment of man's<br />energies require a general development of mind and body up to the<br />man's capacity, cannot be counted as wholly good unless, through<br />force of purpose, there is the strength to adopt a new path.<br />kisi-kisi kehidupanhttp://www.blogger.com/profile/02444877855274401670noreply@blogger.com0tag:blogger.com,1999:blog-6560926608135520705.post-32773572375660929802009-12-22T15:34:00.002-08:002009-12-22T15:38:19.577-08:00HABIT ACTION, BASIS OF SKILL AND PROFICIENCY.We have many text books on the subject of industrial finance, of<br />engineering, of invention, of industrial management, and all these<br />books are written on the assumption that the human being knows his<br />own kind. A study of our failures seems to reveal, however, that<br />we have misunderstood the human being.<br />For instance, while we know that skill and experience is<br />invaluable, we make our mistake by underrating its value, or too<br />often we limit its application to the hand worker. We say that<br />skill of the pianist, the surgeon, the workman must be acquired by<br />practice. We know that in many trades a workman must spend three,<br />four or more years as an apprentice, and at least the same number<br />of years is necessary of actual specialized practice in almost any<br />department of work, but we overlook the fact that that special<br />skill or that special ability on which modern success is based<br />must be acquired under certain conditions.<br />The oriole builds a nest unlike the robin's nest. Each is<br />qualified in its own work. We know that these birds would be<br />sorely handicapped, and would probably be downright failures in<br />providing nests in season for eggs, if each were required to work<br />to plans and specifications of the other bird's nest.<br />Our fundamental error in understanding our own kind seems to lie<br />in the fact that we fail to recognize that man is a creature of<br />habit to an extent not quite equal to that of the lower animals,<br />but nevertheless to a degree that positively stands in the way of<br />any man who tries to create or manage an industry without giving<br />due value to this one element.<br />Another way to say all this is that we must recognize experience<br />is necessary--experience not only for the worker but for each one<br />in the organization.<br />The effect of this characteristic of habit action is so profound<br />that any disturbance in a plant due to changing the position of<br />benches or machinery or changing the character of the work<br />sorely interferes with man's efficiency. On account of this<br />characteristic the degree to which man's energies are most<br />effectively employed goes in direct proportion to the degree in<br />which there is a minimum of changes in the character of the work.<br />The importance of this will be realized when we consider the<br />question of competition, for that, in the last analysis,<br />constitutes the measure of success.<br />Now, if we extend the plan of acquisition of special ability to<br />embrace men in office as well as in the workshop we have covered<br />the whole subject and have said nothing more than that it is<br />necessary for all men in the office as well as in the workshop to<br />have a special ability that has been acquired by experience.<br />If it is as simple as this, why the need of saying it? The need is<br />brought about by the painful fact that one of the characteristics<br />of habit action is to continue on without change even after the<br />mind has apparently recognized that a change should be made.<br />Success comes not from the mere _word_ knowledge of these<br />things, but through action.<br />kisi-kisi kehidupanhttp://www.blogger.com/profile/02444877855274401670noreply@blogger.com0tag:blogger.com,1999:blog-6560926608135520705.post-44840104697380592242009-12-22T15:34:00.001-08:002009-12-22T15:38:19.581-08:00MANUFACTURERS AND NEW INDUSTRIES.One of the forces that operates against increase in the number of<br />industrial establishments is the fact that we do not realize the<br />need of human progress in our plants. Men should progress from job<br />to job until they reach their best achievement. Some gain their<br />greatest success in some manual work in which they acquire great<br />skill and others go on to executive positions and even graduate to<br />join other organizations or to start new industries.<br />We fail to see this fundamental law regarding the growth of the<br />manufacturing organization, and seldom realize the prime necessity<br />of the fundamental law relating to specialization. We overlook the<br />fact that stagnation in place of progress of the men in the plant<br />is deadly to the organization, and feel that if we get an<br />extra-efficient man in a certain position that he must be kept there<br />regardless of his own opportunity for advancement. We fail to realize<br />that progress all the way through the organization, should be<br />encouraged--that while man is distinctly a creature of habit, his mind<br />as well as his body must be considered, and that only by changes of a<br />progressive nature does he develop most favorably.<br />Too often a manufacturer is opposed to the creation of other<br />organizations by men from his own organization, when, as a matter<br />of fact, it would be a great deal better for his own institution<br />if he would encourage the growth of other plants that can be<br />created by his own men.<br />kisi-kisi kehidupanhttp://www.blogger.com/profile/02444877855274401670noreply@blogger.com0tag:blogger.com,1999:blog-6560926608135520705.post-41359689938646962542009-12-22T15:33:00.000-08:002009-12-22T15:38:19.585-08:00INVENTOR'S PROPORTION.In the machine tool industries, one-third of the interest in the<br />plant is given to the inventor. This, to the average investor<br />appears to be an unfair proportion, but it is one of those cases<br />in which the broadest vision is necessary, and a glance at the<br />earning power of such organizations as well as the prestige of the<br />inventions, will bear out the wisdom of the general plan in<br />similar industries.<br />The plan, however, should not be considered as something that<br />boosts only one man or one group of men. If there is any attempt<br />to exploit labor, the plan is wrong. The scheme must be<br />fundamentally right so that each man coming into the workshop or<br />the office of business finds there his best opportunity to develop<br />and receive his best return for the use of his energies.<br />It is hoped that succeeding chapters will build up confidence in<br />the scheme that will make it possible for men to see the way to<br />progress in this line, to have faith in each other and to know<br />that their ultimate success will come through a spirit of<br />cooperation, concentration of attention and energies of each man<br />to his own special work so as to attain highest ability and last<br />but not least, the complete coordination of all in one safe, sane<br />industrious organization.<br />kisi-kisi kehidupanhttp://www.blogger.com/profile/02444877855274401670noreply@blogger.com0tag:blogger.com,1999:blog-6560926608135520705.post-25107576205260044622009-12-21T23:29:00.002-08:002009-12-21T23:31:02.683-08:00NEW INDUSTRIES.The first men to function in the creation of new industries are<br />those who are already well grounded by long experience in some<br />special form of industry. The new organizations must have men well<br />qualified to direct each of its branches.<br />In general it may be stated that a new organization must start<br />with a superior article to manufacture and the elements of a<br />superior organization. Sometimes it is possible by invention alone<br />to win without the aid of the modern plan of specialized<br />organization. On the other hand, the success may be attained by<br />superior organization without a superior article to manufacture,<br />but in general it is better to combine all of the possible<br />beneficial factors in a new organization.<br />Organizers should know the market possibilities. If possible, the<br />product should be sold directly to the user. The contact with the<br />ultimate user is of supreme importance in the development of the<br />invention and the organization. In dealing through a selling<br />agency the manufacturer is not in control of the whole business.<br />The selling agent dictates the policy of the whole business. He<br />dictates the policy of the manufacturing plant from the selling<br />agent's needs and that seldom fits the manufacturing conditions.<br />The selling department generally demands many changes in product<br />and wide range of articles of manufacture, while the manufacturing<br />conditions require that special skill and ability that can only be<br />developed by continuity of action of a given kind, and this<br />restricts the range of produce.<br />If the head or one of the heads of a proposed organization knows<br />the market condition and knows what can be done in the sale of a<br />new article, then the question of invention and manufacture can be<br />safely left to those who have been well grounded in such<br />principles. That leaves only the question of the financial<br />arrangements.<br />The method of forming a stock company under the laws of Vermont is<br />very simple and people are generally well disposed to invest in<br />the stock of the new company providing the men at the head are<br />known to be competent--the inventor as an inventor, the business<br />man as a business man and so on all the way through. The standards<br />of measure of each one of the men and the standards of measure of<br />conducting the business are set forth in other chapters. At this<br />time it is sufficient to say that getting the capital is the<br />easiest part of the job. The real work is the preliminary work of<br />acquiring experience and devising plans.<br />A plan to create a new industry does not call for disloyalty to<br />the employer, for as a rule it is very foolish to attempt to<br />compete with an established organization excepting on some<br />business that gives the new organization an advantage by one or<br />more of the following points: invention, simpler product, simpler<br />methods, a higher degree of specialization, a more effective and<br />direct scheme of sales or a better spirit of personnel.<br />One of the essential things for the business man--if the business<br />man is not the inventor--is to grasp the fact that his success is<br />tied up to the inventor. The inventor is needed in the development<br />all the way through, not only in guiding the form of the<br />manufactured article, but in a large degree by dictating the<br />process by which the article is to be manufactured. The inventor<br />usually needs curbing to keep him from disturbing his own market<br />by the creation of newer forms, but these matters are treated<br />under the chapter of invention.<br />The principle element to set forth now is that it is a waste of<br />time and money for a few business men to buy a patent or an<br />invention and then dispense with the service of the inventor. They<br />are merely going to sea without a navigator. On the other hand it<br />is equally true that the inventor must consider the business side<br />of the problem and do all in his power to devise effective means<br />to facilitate the process of manufacturing.<br />The point to be made here is that there is no chance to win in<br />this game by sharp practice. It is only through work and the<br />combined work and energy of all the men in the organization that<br />anyone can win.<br />kisi-kisi kehidupanhttp://www.blogger.com/profile/02444877855274401670noreply@blogger.com0tag:blogger.com,1999:blog-6560926608135520705.post-39340474960109651502009-12-21T23:29:00.001-08:002009-12-21T23:31:02.688-08:00SOME INDUSTRIAL HOWS, WHYS AND WHATS.How groups of men achieve the highest results in expenditure of<br />given energy.<br />What is necessary to establish such conditions.<br />What are the most desirable opportunities.<br />What are desirable industries.<br />Why the need of building up habit-action.<br />How a group of men, through team work, acquires a group habit- action by<br />which their product greatly exceeds the product of the same number of<br />men working without cooperation.<br />How the individual ability and skill, as well as the group ability<br />and skill is only to be acquired by repetition that establishes<br />habit-action.<br />Why repetition of operation is essential to acquisition of skill<br />and special ability.<br />What are the boundaries that divide the Jack of all Trades, the<br />specialist and the victim of an overdose of repetition work.<br />Why industrial managers should know the cardinal principles of<br />invention, of industrial engineering, industrial management,<br />industrial relations and the human factor in engineering and in<br />the industries.<br />Why a plant may be growing in size and paying dividends and may<br />still be dead so far as the spirit of enterprise is concerned.<br />Why some men try to manage industrial plants regardless of the<br />cardinal principles of progress of workers and the state.<br />Why the ideal conditions for the workers and executives can only<br />be found in an industrial establishment that can successfully<br />compete with others.<br />These "whys", "whos" and "whats" are of importance to all and<br />suggest a line of thought and interest in this industrial<br />discussion.<br />kisi-kisi kehidupanhttp://www.blogger.com/profile/02444877855274401670noreply@blogger.com0tag:blogger.com,1999:blog-6560926608135520705.post-27616035832487064572009-12-21T23:28:00.003-08:002009-12-21T23:31:02.693-08:00"DEAD" ORGANIZATIONS.In all cities we can see "dead" organizations. Many of these<br />companies that are actually "dead" seem to have life in them<br />because they continue to move, but in many instances the motion is<br />only due to the momentum of a push that was given years ago.<br />A "dead" organization may show signs of life in its gradual growth<br />in size, but its real character is to be seen in the extent to<br />which it is departing from specialization or by the continued use<br />of antiquated methods and buildings.<br />The departure from specialization is generally due to either lack<br />of courage to discard obsolete designs or to an inclination to<br />consider the business from the selling end only.<br />It takes courage to discard an old model and it also takes courage<br />to refuse to build some new invention.<br />The indifferent management carries the old and takes on the new.<br />This policy covering many years creates a condition that is far<br />removed from the specialization plan.<br />The management that views everything from the selling side of the<br />business is also inclined to go on indefinitely increasing the<br />line of goods manufactured.<br />The drift away from specialization may not be disasters today or<br />tomorrow, especially, if there are no competitors who are<br />specialists, but the inevitable result will be the burial of the<br />"dead" organization when a real competitor comes into the field.<br />The calamity of the existence of "dead" industrial organizations<br />is something more than the ultimate loss to the stockholders, it<br />is the deplorable stagnation in which the workers find themselves<br />with their progress blocked by lifeless management.<br />kisi-kisi kehidupanhttp://www.blogger.com/profile/02444877855274401670noreply@blogger.com0tag:blogger.com,1999:blog-6560926608135520705.post-24886682638465516772009-12-21T23:28:00.001-08:002009-12-21T23:31:02.697-08:00WHAT IS NOT AN INDUSTRY.Perhaps it will be well to state first what does not constitute<br />an industry. Power, transportation facilities, fine buildings,<br />fine machinery and a group of skilled workmen, a complete office<br />staff and an elaborate system of fad management do not constitute<br />an industry. Such an aggregation might be likened to a cargo ship<br />all ready for service excepting that it lacks a captain and<br />navigating officer and some one to determine what kind of a cargo<br />to take, where to go and how to get there.<br />The greatest value of an industrial plant that has everything but<br />a work to do and a leader to determine its major policies, lies in<br />the skilled workers and able executives in work and office. The<br />buildings and machinery come next in value, but the whole thing is<br />worthless without the idea and the vision.<br />kisi-kisi kehidupanhttp://www.blogger.com/profile/02444877855274401670noreply@blogger.com0tag:blogger.com,1999:blog-6560926608135520705.post-10932662805094180202009-12-21T23:27:00.002-08:002009-12-21T23:31:02.701-08:00PROTECT THE INDUSTRIAL SPIRIT.Industries and the workers should be protected from incompetent<br />managers, investigators and impractical theorists.<br />Industries and the workers go forward by actual work, not on<br />manipulation of stocks, bonds, laws and schemes to wreck or boost<br />for temporary gain of some one interest.<br />In general it is safe to have faith in the honesty of the workers<br />and those who cooperate with them--at least we can start with the<br />assumption that honesty and square dealing are not monopolized by<br />other professions.<br />If we will remember that an industry has a vitality the same as a<br />man, that its life can be destroyed by an ignorant investigator<br />with a probe poking into every nerve and muscle, we will make<br />Vermont a more natural place for industrial development and<br />progress.<br />The attitude of the workers and the general public should be<br />cordial instead of antagonistic for every desirable industry is an<br />asset of great value.<br />In theory and law an industry belongs to the stockholders, at<br />least it is for the stockholders to elect the board of directors<br />who through practical officers manage the business; but, as a<br />matter of actual fact, to the man who has the best job in the<br />world for himself right in that organization, the life of the<br />organization is of greater importance than it is to any one of the<br />stockholders. In the same sense the existence of the industry is<br />of greater value to many others in the organization and in the<br />community than it is to the stockholders.<br />Hence, anything that interferes with the success of the<br />organization injures many people.<br />kisi-kisi kehidupanhttp://www.blogger.com/profile/02444877855274401670noreply@blogger.com0tag:blogger.com,1999:blog-6560926608135520705.post-87631919221315229292009-12-21T23:27:00.001-08:002009-12-21T23:31:02.704-08:00LIMITATIONS OF MAN'S PROGRESS.It is not contemplated that all men will become managers or<br />office men. Such positions are not of a kind that is satisfactory<br />to many of our ablest men. Some are happiest in work in which they<br />acquire great skill. They are disturbed and made uncomfortable<br />when required to solve mental problems. Some of the greatest<br />achievements have been wrought by such men, who have been highly<br />honored in the past and such men will have more recognition as<br />time goes on, for we are coming to understand the fact that we<br />must depend on such men for special ability in the form of skill,<br />whether it is in the surgery, mechanics, art or any other branch<br />or division of work or the professions. Such men are not talkers<br />and do not force themselves into spectacular positions. To say<br />that there is no progress for the surgeon if he cannot become<br />manager of the hospital, nor for the skilled worker if he cannot<br />become manager of the industrial plant, would not be in keeping<br />with facts for we know that such men have made the greatest<br />contribution to the world's welfare.<br />This plan of individual progress should not be disturbing to the<br />worker who has come to a standstill. It is the ideal toward which<br />we must work. It can never be wholly attained, but such a policy<br />will make a vast difference with the prospects of all workers and<br />in the success of industrial organizations.<br />kisi-kisi kehidupanhttp://www.blogger.com/profile/02444877855274401670noreply@blogger.com0tag:blogger.com,1999:blog-6560926608135520705.post-91358520657046022092009-12-21T23:26:00.000-08:002009-12-21T23:31:02.708-08:00OUR INDUSTRIAL POLICY.We must endeavor to establish desirable industries. The most<br />desirable industries are those in which there is an opportunity<br />for development of all the workers and a chance for the greatest<br />number to find the best opportunity to acquire special skill and<br />special ability. In such industries there should be the open door<br />of progress so that those who are qualified for advancement can go<br />forward from position to position with no barrier other than their<br />own mental or physical limitations.<br />Special ability, skill and team work are only acquired by long<br />specialized practice. These qualities constitute the most valuable<br />assets on which to create a new concern.<br />Very elaborate systems have been designed for controlling the flow<br />of the work through the plant and the division of the various<br />activities between men and departments, but the real effective<br />coordination must grow out of the actual working conditions of the<br />workers. This natural evolution of the group's effectiveness as a<br />single organization is one of greatest importance. The impractical<br />theorist coming into an old plant will start in at once to<br />rearrange the order of things irrespective of both the group<br />habit-action and the habit-action of each man.<br />Changes must be most sparingly made, with the full knowledge that<br />anything that interferes with the habit-action of the workers is a<br />serious hindrance. All people concerned, whether as executives in<br />the industry, or as investors, must remember that in a growing<br />industry, individual skill as well as group skill of the whole<br />organization greatly improves with continued action. Under the<br />process of continued action the average man can make a fair<br />showing and with a reasonable degree of moral support will make<br />good, while without it the ablest man will have a hard time and<br />even fail if he is forced to accept changes that disturb<br />continuity of action.<br />The management must conform to the best world practice in<br />engineering, industrial life, individual welfare and economics. It<br />must have every element of organization kept in best condition.<br />The spirit of the group is of great importance, for the<br />organization goes forward on the congenial nature of each man's<br />profession or work. Each man's energies, both mental and physical,<br />must be employed constructively with the minimum disturbance. His<br />energies must be concentrated on his own particular work. This<br />concentration applies to all workers and executives. This plan is<br />based on the fact that, through continuity of attention and<br />application to a given work, man acquires a special aptitude. It<br />also recognizes that each man on the face of the earth, from the<br />tramp along the railroad to the most highly developed scientist<br />and executive, has a special knowledge and special ability that he<br />has acquired by experience.<br />It is needless to say that in competition with the whole world<br />there must be alertness every day in the guidance of details of<br />mechanism and business, and that it is not by the gathering<br />together of a group of men at the end of the year or even once a<br />month or once a week that business can be effectively managed; it<br />is a continued application to the work every day and every hour<br />that counts.<br />There should be no absentee management. The men who manage must be<br />in close touch with the work and the workers--not merely through<br />written or oral reports, but by actual observation.<br />Travel, study and observation of other connections and work are<br />necessary, but the home must be with the industrial plant and that<br />must be the prime interest.<br />kisi-kisi kehidupanhttp://www.blogger.com/profile/02444877855274401670noreply@blogger.com0tag:blogger.com,1999:blog-6560926608135520705.post-45138546778230587882009-12-21T23:25:00.002-08:002009-12-21T23:31:02.711-08:00HAVE FAITH IN VERMONT.Travelers through the west, particularly on the coast statesbring back the story of optimism that seems to be characteristic<br />of the enterprising people who migrated west in the early days.<br />This spirit of optimism is not found in all parts of our country,<br />and yet it is of high value. In New England for instance, in each<br />state there is a state pride, but perhaps not to the extent that<br />we find in the larger cities and in the west. Here we are more<br />interested in the success of our various branches of activities.<br />Vermonters have been notably free to go beyond state boundaries in<br />the acquisition of trade or profession and in practice, but<br />optimism, which is the parent of enterprise, has an excellent<br />chance for existing in our state.<br />The early history of industrial development shows it followed<br />along the avenues of transportation--seaports and lakeports and<br />railways. With the railways the industries spread to other states,<br />notably Ohio, Indiana, Illinois and Michigan. Now there is setting<br />in a readjustment and the time is ripe for Vermonters to use some<br />of their spirit of enterprise within the boundaries of the old<br />state. Goods may be shipped to the best market from the top of our<br />highest mountain at lower cost than it could be shipped from some<br />remote competitors. There is every angle favorable except the full<br />knowledge of the situation and the elements on which industrial<br />success can now be achieved.<br />The coming and use of machinery has been a most potent force in<br />determining the economic rating of city and state, and it is in<br />this respect that Vermont has now its great opportunity, and it is<br />in the field in which invention, the use of machinery, the right<br />methods of building up an effective group of workers that there is<br />the surest reward for the energy put forth by investors,<br />organizers and workers.<br />If you have grasped these facts; continue to study the elements of<br />the plan; fit yourself as an experienced worker or executive in<br />some branch of the work; see that the scheme of work is one that<br />can successfully compete with other producers; then put your whole<br />self into the work.<br />If you wish to get the plan into your own consciousness and<br />action, tell it to others.<br />Become a practical booster of the plan.<br />It fits the future.<br />It fits today.<br />Be a Booster.<br />It is right.<br />It pays.<br />kisi-kisi kehidupanhttp://www.blogger.com/profile/02444877855274401670noreply@blogger.com0tag:blogger.com,1999:blog-6560926608135520705.post-59562911697418518152009-12-21T23:25:00.001-08:002009-12-21T23:31:02.715-08:00OUR PROBLEM.Without going further into the analysis of the conditions that<br />confront us, it is obvious that an increase in the size and number<br />of desirable industries is an object worthy of our attention and<br />efforts.<br />We have clearly in mind that more money flowing into the state<br />will improve our entire economic situation. Taxes, markets,<br />population, schools, opportunities for Vermonters and general<br />improvement in all values and interests.<br />The next thing to do is to get an industrial policy that will<br />guide us in our course as individuals, managers, engineers,<br />manufacturers, investors, progressive workers and as citizens. The<br />idea must precede action and the action must precede results. The<br />true idea will bring results of like character, hence the need of<br />the fullest knowledge on which to form the idea.<br />A simple outline of a desirable industry may be drawn through the<br />following points:<br />First: An ideal industry is an organization in which the energies<br />of mind and body are most effectively employed.<br />Second: Since man is something more than a physical body, his work<br />must be one in which he feels an interest and satisfaction.<br />Third: Since there are various kinds of implements to aid man in<br />his work, a successful organization should use the most effective<br />type.<br />Fourth: Since man is a creature of habit and functions most<br />effectively when he has acquired skill through experience, each<br />one in the workshop and office should be experienced in his<br />particular branch of the work.<br />Fifth: Since the high skill of men is attained through repetition<br />of operations, the management must subdivide the work into classes<br />in which each man can become highly proficient.<br />Sixth: Just as there is an individual skill and ability acquired<br />by the individual, so there must be a group skill built up. The<br />group skill is acquired by the coordination of the energies of all<br />the workers so that the work flows naturally and evenly from<br />worker to worker with the minimum hindrance. This coordination<br />takes place naturally through experience. It only needs common<br />sense supervision and a protection of the workers from the<br />impractical interference of faddists.<br />kisi-kisi kehidupanhttp://www.blogger.com/profile/02444877855274401670noreply@blogger.com0tag:blogger.com,1999:blog-6560926608135520705.post-83101093122461077552009-12-21T23:24:00.000-08:002009-12-21T23:31:02.720-08:00VERMONT FAVORABLY LOCATED.Our nearness to these industrial states give us an advantage over<br />more remote states, but it is not sufficient in itself to bring<br />our share of industrial expansion. Nevertheless it is one of the<br />greatest advantages and constitutes one of the strong points on<br />which we base our faith in our plan for greater industrial<br />development.<br />The next element to nearness to existing plants is the spirit and<br />understanding of the people. Vermont has the best spirit of<br />industry but has not the fullest conception of industrial life and<br />opportunity. It is this purpose of setting forth the principles of<br />desirable industrial life that constitutes the next step.<br />When these principles are understood, we will improve the chances<br />for the acquisition of local industries through the coming of<br />others from nearby states or by the establishment of new plants by<br />some of our own people who are already well qualified to carry<br />forward such enterprise. But whether it is brought about by these<br />or any other means, the basic principle on which successful<br />industries are built must be known and must constitute the policy<br />of organization and management.<br />The principles set forth are basic. They constitute the necessary<br />addition of the practical knowledge of invention, management and<br />general business knowledge gained in existing plants.<br />Industrial life calls for the best that is found in brain,<br />enterprise and ability and should have every possible aid and<br />cooperation. Furthermore it should be protected from impractical<br />promoters, impractical managers and obstructive theorists.<br />It is actual work and accomplishment that counts. The workers and<br />those who lead and cooperate with them should not have their<br />combined efforts handicapped by those who have never done actual<br />work or who have never been performing an essential service.<br />Indifference and misdirection are our greatest enemies in times of<br />peace. These hinder our growth and if allowed to exist, will<br />ultimately lead to our becoming a subservient people.<br />We are all ready to accept these facts but may differ as to the<br />best ways to use our energies.<br />We are already making good progress in various branches of<br />agriculture, granite and marble work, and in various branches of<br />manufacturing of wood, textiles and metal, but a direct comparison<br />with our manufacturing states shows that we do not bring into the<br />state an adequate return for our labor.<br />Many of our young people migrate to more remunerative kinds of<br />work in other states, and as already stated some of these<br />Vermonters have led in the creation and upbuilding of great<br />industrial establishments.<br />There are now many good chances to create new and energize our<br />existing industries.<br />Some may ask why should we consider other industries when we can<br />find many good opportunities in our present enterprises. The<br />answer is that our people drift away to other states to get into<br />these industries for there they have discovered that the best<br />chance to produce a large value for a day's work is where best<br />implements are used and where there is the best organization of<br />workers.<br />They have found that in some respects we are lagging behind in the<br />use of best methods and best implements.<br />kisi-kisi kehidupanhttp://www.blogger.com/profile/02444877855274401670noreply@blogger.com0tag:blogger.com,1999:blog-6560926608135520705.post-48530347731155033822009-12-21T23:23:00.000-08:002009-12-21T23:31:02.726-08:00CONQUEST OF PEACE.Before the war Vermont and the nation were approaching a serious<br />economic crises. The war has accentuated the gravity of the<br />situation, but has also demonstrated certain human characteristics<br />that can be enlisted to correct our course. We found during the<br />war that we were ready to take heroic action whenever an occasion<br />demanded it--that there was a solidarity of purpose of our people.<br />This characteristic must now be invoked. We must meet the<br />conditions that confront us by unity of public opinion and team<br />work.<br />The conditions that confront us do not involve the possibility of<br />immediate invasion of our country by a hostile nation, but they<br />carry a burdensome penalty if we fail to take the right action.<br />Happily we are not required to risk our lives or even work harder,<br />but we must recognize the plain facts that we are not sharing in<br />the general economic progress of our neighboring states.<br />In war the nation that wins the victory imposes a burden of tax on<br />the conquered nation. In the conquest of peace the victorious<br />nations also impose a burden on the losers. This burden is just as<br />real as the burden imposed by war, for in both cases the losers<br />are paying tribute to the winners. This applies to states, to<br />communities, to families and to men. The situation calls for<br />prompt attention and concerted action by the people of our state<br />and country.<br />In the conquest of peace success comes to those people who produce<br />the greatest value with a given expenditure of energy, or, in<br />other words, to the people who at the end of a day's, a year's or<br />a life's work can measure their return in the largest value.<br />Dollars constitute our measures of value for they are our medium<br />of exchange of our products of labor. If, to accomplish the same<br />result, the man with inferior implements must work harder than the<br />man with the best implements, it is very easy to see who has to<br />pay tribute to the other in the market where values are compared<br />and payment made for values.<br />Owing to the advance that has been made both in invention of<br />implements and methods and in the organization of workers, there<br />is now a marked difference in the value of the product of a day's<br />work. A study of this situation shows the supreme need of action<br />that will direct our energies as individuals and as a state in a<br />way that will bring the largest value for a day's work.<br />We must choose with care our work, our equipment and our methods<br />of combining our efforts. There must be team work within each<br />industrial plant and each plant must be in tune with the whole<br />competing world.<br />As a people we have not lagged behind, in fact we have been<br />leaders in many important branches, but our enterprise has known<br />no state boundaries, and many of our men and women have gone to<br />other states. Hence, while as a people we have been leaders, as a<br />state we have been lagging behind the more active industrial<br />states.<br />Vermont is very close to the most highly developed industrial<br />center on the face of this globe. These centers, through<br />coordination, invention and choice of work, have been able to<br />produce greater values per man per day. Men with the spirit of<br />industry and a practical knowledge gained by experience in these<br />highly developed centers go out from such centers and build up<br />other industrial centers wherever the best opportunity appears.<br />The nearest places to these centers are the most natural fields in<br />which to start new organizations. But when no cooperating spirit<br />is found near at hand, these carriers of industry go till they<br />find better places. Many have traveled past Vermont because we<br />were busy in other lines and our money was being sent to other<br />states for investment. Many of our own men left the town of<br />Windsor during the last sixty years, and from this one town there<br />has been built a number of important industries in other states<br />notably in Massachusetts and Connecticut.<br />It is not necessary to assume that the industrial spirit has<br />spread under the guidance of man or just by chance as these men of<br />practical knowledge and enterprise have drifted. It may be that<br />the successful new centers were merely a few of thousands of<br />attempts in other places. Our problem is to study the conditions<br />under which these industries thrive and then see how we can<br />establish these conditions.<br />In this way we will be acting in harmony with the natural drift or<br />natural law, if you prefer, and this is one of the purposes of<br />this book.<br />kisi-kisi kehidupanhttp://www.blogger.com/profile/02444877855274401670noreply@blogger.com0tag:blogger.com,1999:blog-6560926608135520705.post-21528879457181766942009-11-25T05:28:00.000-08:002009-11-25T05:35:49.071-08:00Signs and symptoms of mesothelioma <meta equiv="CONTENT-TYPE" content="text/html; charset=utf-8"> <title></title> <meta name="GENERATOR" content="OpenOffice.org 2.3 (Linux)"> <style type="text/css"> <!-- @page { size: 215.9mm 279.4mm; margin: 20mm } P { margin-bottom: 2.12mm } --> </style> <p>Symptoms of mesothelioma may not appear until 20 to 50 years after exposure to asbestos. Shortness of breath, cough, and pain in the chest due to an accumulation of fluid in the pleural space are often symptoms of pleural mesothelioma.</p> <p>Symptoms of <a href="http://en.wikipedia.org/wiki/Peritoneum">peritoneal</a> mesothelioma include weight loss and <a href="http://en.wikipedia.org/wiki/Cachexia">cachexia</a>, abdominal swelling and pain due to <a href="http://en.wikipedia.org/wiki/Ascites">ascites</a> (a buildup of fluid in the abdominal cavity). Other symptoms of <a href="http://en.wikipedia.org/wiki/Peritoneal_Mesothelioma">Peritoneal Mesothelioma</a> may include bowel obstruction, blood clotting abnormalities, <a href="http://en.wikipedia.org/wiki/Anemia">anemia</a>, and <a href="http://en.wikipedia.org/wiki/Fever">fever</a>. If the cancer has spread beyond the mesothelium to other parts of the body, symptoms may include pain, trouble swallowing, or swelling of the neck or face.</p> <p>These symptoms may be caused by mesothelioma or by other, less serious conditions.</p> <p>Mesothelioma that affects the pleura can cause these signs and symptoms:</p> <ul><li><p style="margin-bottom: 0mm;">Chest wall pain </p> </li><li><p style="margin-bottom: 0mm;">Pleural effusion, or fluid surrounding the lung </p> </li><li><p style="margin-bottom: 0mm;">Shortness of breath </p> </li><li><p style="margin-bottom: 0mm;">Fatigue or anemia </p> </li><li><p style="margin-bottom: 0mm;">Wheezing, hoarseness, or cough </p> </li><li><p>Blood in the <a href="http://en.wikipedia.org/wiki/Sputum">sputum</a> (fluid) coughed up (<a href="http://en.wikipedia.org/wiki/Hemoptysis">hemoptysis</a>) </p> </li></ul> <p>In severe cases, the person may have many <a href="http://en.wikipedia.org/wiki/Tumor">tumor</a> masses. The individual may develop a <a href="http://en.wikipedia.org/wiki/Pneumothorax">pneumothorax</a>, or collapse of the <a href="http://en.wikipedia.org/wiki/Lung">lung</a>. The disease may <a href="http://en.wikipedia.org/wiki/Metastasize">metastasize</a>, or spread, to other parts of the body.</p> <p>Tumors that affect the abdominal cavity often do not cause symptoms until they are at a late stage. Symptoms include:</p> <ul><li><p style="margin-bottom: 0mm;">Abdominal pain </p> </li><li><p style="margin-bottom: 0mm;"><a href="http://en.wikipedia.org/wiki/Ascites">Ascites</a>, or an abnormal buildup of fluid in the abdomen </p> </li><li><p style="margin-bottom: 0mm;">A mass in the abdomen </p> </li><li><p style="margin-bottom: 0mm;">Problems with bowel function </p> </li><li><p>Weight loss </p> </li></ul> <p>In severe cases of the disease, the following signs and symptoms may be present:</p> <ul><li><p style="margin-bottom: 0mm;">Blood clots in the veins, which may cause <a href="http://en.wikipedia.org/wiki/Thrombophlebitis">thrombophlebitis</a> </p> </li><li><p style="margin-bottom: 0mm;"><a href="http://en.wikipedia.org/wiki/Disseminated_intravascular_coagulation">Disseminated intravascular coagulation</a>, a disorder causing severe bleeding in many body organs </p> </li><li><p style="margin-bottom: 0mm;"><a href="http://en.wikipedia.org/wiki/Jaundice">Jaundice</a>, or yellowing of the eyes and skin </p> </li><li><p style="margin-bottom: 0mm;">Low blood sugar level </p> </li><li><p style="margin-bottom: 0mm;">Pleural effusion </p> </li><li><p style="margin-bottom: 0mm;">Pulmonary emboli, or blood clots in the arteries of the lungs </p> </li><li><p>Severe ascites </p> </li></ul> <p>A mesothelioma does not usually spread to the bone, brain, or adrenal glands. Pleural tumors are usually found only on one side of the lungs.</p> <p style="margin-bottom: 0mm;">
<br /></p> kisi-kisi kehidupanhttp://www.blogger.com/profile/02444877855274401670noreply@blogger.com3tag:blogger.com,1999:blog-6560926608135520705.post-87893488962950920412009-11-25T05:26:00.000-08:002009-11-25T05:27:40.600-08:00Mesothelioma <meta http-equiv="CONTENT-TYPE" content="text/html; charset=utf-8"> <title></title> <meta name="GENERATOR" content="OpenOffice.org 2.3 (Linux)"> <style type="text/css"> <!-- @page { size: 215.9mm 279.4mm; margin: 20mm } P { margin-bottom: 2.12mm } --> </style> <p style="margin-bottom: 0mm;">Mesothelioma is a form of cancer that is almost always caused by exposure to asbestos. In this disease, malignant cells develop in the mesothelium, a protective lining that covers most of the body's internal organs. Its most common site is the pleura (outer lining of the lungs and internal chest wall), but it may also occur in the peritoneum (the lining of the abdominal cavity), the heart,[1] the pericardium (a sac that surrounds the heart) or tunica vaginalis.</p> <p style="margin-bottom: 0mm;"><br /></p> <p style="margin-bottom: 0mm;">Most people who develop mesothelioma have worked on jobs where they inhaled asbestos particles, or they have been exposed to asbestos dust and fiber in other ways. It has also been suggested that washing the clothes of a family member who worked with asbestos can put a person at risk for developing mesothelioma.[2] Unlike lung cancer, there is no association between mesothelioma and smoking, but smoking greatly increases risk of other asbestos-induced cancer.[3] Compensation via asbestos funds or lawsuits is an important issue in mesothelioma (see asbestos and the law).</p> <p style="margin-bottom: 0mm;"><br /></p> <p style="margin-bottom: 0mm;">The symptoms of mesothelioma include shortness of breath due to pleural effusion (fluid between the lung and the chest wall) or chest wall pain, and general symptoms such as weight loss. The diagnosis may be suspected with chest X-ray and CT scan, and is confirmed with a biopsy (tissue sample) and microscopic examination. A thoracoscopy (inserting a tube with a camera into the chest) can be used to take biopsies. It allows the introduction of substances such as talc to obliterate the pleural space (called pleurodesis), which prevents more fluid from accumulating and pressing on the lung. Despite treatment with chemotherapy, radiation therapy or sometimes surgery, the disease carries a poor prognosis. Research about screening tests for the early detection of mesothelioma is ongoing.</p> kisi-kisi kehidupanhttp://www.blogger.com/profile/02444877855274401670noreply@blogger.com0