. Cost keeping and scientific management . bulletins. If not, he must immediately notifythe shop superintendent by telephone, and explain the reasons,and obtain instructions. If the work can be completed in the time required, the plan-ner must determine the date on which material must be de-livered and dates on which castings, forgings or work fromother shops must be received to enable the work in the ma-chine shop to be accomplished and the work as a whole com-pleted within the required time. He now inserts these dateson the shop orders, and enters under the heading Scheduleof Material Ordere
. Cost keeping and scientific management . bulletins. If not, he must immediately notifythe shop superintendent by telephone, and explain the reasons,and obtain instructions. If the work can be completed in the time required, the plan-ner must determine the date on which material must be de-livered and dates on which castings, forgings or work fromother shops must be received to enable the work in the ma-chine shop to be accomplished and the work as a whole com-pleted within the required time. He now inserts these dateson the shop orders, and enters under the heading Scheduleof Material Ordered on the route sheet, Fig. 17, a summaryof these orders. The description of the completion of the or-ders, preparation of instruction cards and entries on routesheet, and the filing of this sheet are given in subsequent para-graphs which describe the duties of other members of theplanning stafT. When material, castings, forgings, etc., have been receivedin the shop, to justify beginning the work, the planner will MACHINE SHOP METHODS 189. 190 COST KEEPING AND SCIENTIFIC MANAGEMENT take the route sheet with accompanying instruction cards fromthe file, and consulting the order-of-work board, which showsthe status of work in the shop, will route the work to the ma-chines to the best advantage, and he will then turn over theroute sheet, with the instruction cards, .and standing orderslips, to the standing-order-board man to put the work inprogress. The chief planner must keep track of the progress of thework, and take the necessary steps to make good any delayswhich may occur in the program as planned. He must keepthe shop superintendent informed of all delays. The shopsuperintendent will depend on him to get the work throughthe shop in stipulated time, and if the planner anticipates thatthe ultimate completion of the work will be delayed he shouldpromptly notify the superintendent. Each day at four oclock, from the ticklers, reports ofreceipt of material and work from other shops,
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