. Electric railway journal . eason for this isundoubtedly the fact that the operations involved in themaintenance of electric railway cars are in no sense com- illllllllllllllllllllllllllllllllllllllllllllllllllllllllllllll Illlllllllllllllllllllllllllllll! Illlllllllll!l!lllllllllll!l!lllllllll I Illl l!ll!lllll!ll!llllillllllll!l!lllllllllll!llll!l!llllllll!IIH IIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIH IN i ■ h 574 ELECTRIC RAILWAY JOURNAL [Vol. XLII, No. 14. 1 parable to manufacturing processes, and in consequencethere does not exist the exact daily routine of operationswhich
. Electric railway journal . eason for this isundoubtedly the fact that the operations involved in themaintenance of electric railway cars are in no sense com- illllllllllllllllllllllllllllllllllllllllllllllllllllllllllllll Illlllllllllllllllllllllllllllll! Illlllllllll!l!lllllllllll!l!lllllllll I Illl l!ll!lllll!ll!llllillllllll!l!lllllllllll!llll!l!llllllll!IIH IIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIH IN i ■ h 574 ELECTRIC RAILWAY JOURNAL [Vol. XLII, No. 14. 1 parable to manufacturing processes, and in consequencethere does not exist the exact daily routine of operationswhich is so necessary if a comprehensive analysis of eachworkmans movements is to be made. Another reason,possibly of more influence than the foregoing, is the bitter Thus, on the Boston Elevated Railway the improve-ments in shop operation, as outlined at the last A. A. convention, have been continued during the pastyear with gratifying success. These consist in what maybe termed common-sense engineering, the practice being. Department in East New York Shop, Brooklyn Rapid Transit System, Where All Seat Repairs Are Made controversy which has arisen within the ranks of theefficiency engineers themselves regarding not only therelative importance but even the actual value of some ofthe methods applied in some of the more elaborate sys-tems of efficiency engineering. Most of this controversy has arisen through attemptsto confine the field of efficiency engineering largely tomethods whereby the individual output of the workman isgreatly increased, such as are generally accompanied byspecial systems of payment for rewarding skilful or indus-trious employees, and to a large extent the belief thatscientific management is thus limited has come to be theunderstanding of manufacturers and shop officials gener-ally. Judged by the weight of opposition among effi-ciency engineers, this impression appears to be incorrect,and, indeed, it now seems to be the consensus of opinionthat a very hig
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