. Railway mechanical engineer . orge White, fitting 231 232 RAILWAY MECHANICAL ENGINEER VciL. 94, Xu, 4 shop foreman, to take Jacks place, and so on, filling everyposition with a foreman or a mechanic for understudying. Ofcourse, this did not have an immediate magical effect onrestoring shop efficiency, but improved operation was steadilynoticeable. In the meantime Brown at Mountain Dare was beginnmgto realize the Old ALans motive in sending him away. TheMountain Dare shops were of about the same size as his ownand similarlv equipped, yet tlie average output was three tofive engines a month gr
. Railway mechanical engineer . orge White, fitting 231 232 RAILWAY MECHANICAL ENGINEER VciL. 94, Xu, 4 shop foreman, to take Jacks place, and so on, filling everyposition with a foreman or a mechanic for understudying. Ofcourse, this did not have an immediate magical effect onrestoring shop efficiency, but improved operation was steadilynoticeable. In the meantime Brown at Mountain Dare was beginnmgto realize the Old ALans motive in sending him away. TheMountain Dare shops were of about the same size as his ownand similarlv equipped, yet tlie average output was three tofive engines a month greater than at Ashville and the costslower. Surprised as well that Welsh, the D. & O. shop super-intendent, should have so much time to spend with him, helearned that Welsh believed firmly in organization and direc-tion of shop operation with control charts. Brown learned that instead of blindly hunting for ob-stacles, Welsh .spent hours at his desk carefully studyingresults from these records, planning his campaigns for im-. and that organization will stand. And I am further con-vinced that when I or the general foreman notice a workmanusing a wrong practice or doing something that appears wrongwe should hunt up the foreman instead of correcting theman. Then if the foreman is wrongly informed he can beset right, without the man learning of his ignorance. At thesame time it prevents misunderstandings and needless inter-ference when some deviation from usual practice is shop spirit is built up, increased respect of the workmanfor his foreman insured, and responsibility absolutely fixedon each man, all of which results in bettering output. But I found out that organization not only helps to keepthings running smoothly, but it will give me an opportunityto control things if I have the proper records. I am goingto have started immediately control charts showing monthlycomparisons of man-hours per locomotive repaired and man-hours per 1,000-lb. tractive effort. In addition
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Keywords: ., bookcentury1900, bookdecade1910, booksubjectrailroadengineering
