SPECIAL
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DATE
PROMISED r.OMPLETE
DESCRIPTION
CUSTOMER
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Machinery
Fig. 10. Follow-up Rack Card for Special Orders
the progress of orders through the factory, and keeping them
moving according to schedule, it is lacking in certain respects.
For example, how can a factory manager or superintendent de-
termine the number of orders that a certain department has on
hand at any time from a card index? How are such officials
going to find out (without the assistance of a lot of clerical help)
how long an order has been held in a given department? How
are they going to know if promises are kept? For this purpose,
the " Follow-up Rack " was designed, of which two sections are
shown in Fig. 9.
126
SHOP MANAGEMENT
This rack consists of twelve sections, one being provided for
each month in the year, and is used to keep a record of progress
of the work in the factory. A small card, of the form shown in
Fig. 10, is made out at the same time that the estimate card is
made out when an order is sent to the factory. One side of this
card has spaces for the order number, the name of the customer,
the date on which delivery is promised, and a description of the
product called for by the order. The opposite side shows the
different operations that must be performed on the work, the
STOCK
wo. NO.
DATE
PROMISED COMPLETE
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Machinery
Fig. ii. Follow-up Rack Card for Stock Orders
dates when the work should leave the different departments ac-
cording to the schedule, and the actual dates upon which it did
leave these departments. Fig. n shows both sides of the form
of card used for stock goods. This card is of a different color
from that shown in Fig. 10 which is used for special goods, and
the customer's name is omitted. The reverse side is the same as
that of the card described in connection with Fig. 10.
How Follow-up Rack is Used. To illustrate the method of
using the follow-up rack, it will be assumed that Order No. 7001
FOLLOW-UP SYSTEM 127
is received from Jones & Co. for 500 collets on September 2, 1917.
After the card is filled out in Column 2 by the route clerk, at the
same time that he is filling out the estimate and tracer card, the
clerk refers to the capacity sheet, Fig. 7, and to the promised
order sheet, Fig. 8, to find if the order can be completed by No-
vember 28, which is the date specified for delivery. He then
files the card in the 28th column of the November rack, opposite
the department in which the first operation is performed. The
card is then moved up or down in this column, keeping it opposite
the department to which the work has been transferred until the
work is completed. The proper location for the card is found
from the daily report, which not only indicates to which depart-
ment the work has been sent, but also the date on which the order
was promised for delivery. This enables the position of the card
in the rack to be immediately found, and also the date on which
it was promised.
The card remains in the 28th column until the order is com-
pleted, after which it can either be thrown away or filed for future
reference. This arrangement enables one to see at a glance just
how many orders are promised to be completed, and if they are
not finished on time this is immediately indicated by the appear-
ance of the cards in the rack for dates already passed. This
naturally causes everyone concerned to push the work along, and
constitutes a gage of efficiency for both the department foremen
and the follow-up department. This rack also makes it possible
to look ahead, and if there appears to be any doubt in regard to a
given order being unfinished by the specified date, there is ample
time to take the necessary steps to avoid such a contingency.
All twelve racks are arranged in a single horizontal row, and by
looking along the row it is possible to form an accurate estimate
of how many orders a given department has on hand at any time,
which could not otherwise be easily done. By looking at the
back of the card, it is possible to see just when the work should
have been completed in a given department, and when it actually
was finished, the backs of the cards being filled out by the follow-
up clerk from the daily reports of the foremen. This information
is especially valuable for tracing delayed orders.
128
SHOP MANAGEMENT
The capacity records involve a great deal of expense, not only
in getting them up but in keeping them up-to-date. It has been
found, however, that these records are an actual necessity, whether
Machinery
Fig. 12. Production Chart for Recording Progress in Building Machine Tools
a follow-up system is used or not, and consequently this expense
cannot justly be entered on the books against the follow-up sys-
tem. The advantages secured through the follow-up system and
follow-up rack which have been described are far-reaching in
FOLLOW-UP SYSTEM 129
their results. The heads of manufacturing companies have not
generally much time for details, and the use of this system keeps
them informed of nearly all the conditions in the plant that are
of vital importance. Very little time is required to secure this
information, and they can determine just what these conditions
are without spending valuable time in going about the factory.
Figures and data are often misleading and errors or unintentional
deceptions entering into the reports of subordinates are very
frequently responsible for serious complications. Where this
system is used, however, such deceptions are impossible and the
management is thus protected from both deserved and unde-
served criticism of customers, which leads to the loss of future
orders; hence, this follow-up system is a very productive " non-
productive " department.
Charts for Shov/ing Progress of Work. There are several
ways of keeping track of the conditions of production in the shop
when building machines in lots, but no matter how good a system
is employed, it is desirable to have some graphic means of show-
ing the daily progress to the superintendent or general manager.
The board or chart that shows graphically progress and delays
from day to day of operations acts as a spur on the manager, who,
in turn, is likely to stimulate the activity of the men and thus
bring the lagging work up-to-date.
The chart shown in Fig. 1 2 illustrates the plan of a large black-
board installed in the office of the .superintendent of the Inter-
national Machine Tool Co., Indianapolis, Ind., to facilitate the
production of the Libby turret lathes. At the left of the chart
are the principal operations arranged in the order in which they
are generally done. These consist of casting, planing, drilling
caps, milling ends, boring, etc. At the top are the serial numbers
of the turret lathes being built.
Suppose that a lot of eighteen lathes is being constructed. It
is necessary first to obtain the castings from the foundry, and the
chart shows that eighteen castings have been delivered, eighteen
of the squares of the chart having been chalked in. The chart
also shows that twelve of the castings have been planed, eleven
have been drilled for the cap-screws, ten have been milled on the
130 SHOP MANAGEMENT
ends, nine have been bored, and so on. If one of the castings
develops serious defects after being planed, drilled, milled, or
bored, it is rejected and the space on the casting line is erased
until a new casting has been obtained to fill its place.
It will be noticed that the last operation that has been filled in
is No. 1 6, " reaming for the drive-shaft," and this has been done
on one machine only. The general contour of the filled-in spaces
approximates that of a 45-degree right-angle triangle. When
the operations go through practically in the order planned and
everything follows without serious delay, this plan of progression
is carried on throughout. In other words, the operations com-
pleted will be about in the order indicated by the diagonal line,
and as the operations on a lot are completed they "flow off" the
sheet at the lower right-hand corner, shipping being the last job.
The superintendent posts himself each day on the conditions
of work in the plant and then fills in the squares of the operations
completed. In this way, he impresses upon his mind the condi-
tion of work in the plant and at the same time makes a record for
reference during the day. The record also acts as an incentive
to everyone connected with the production department; when
one of the foremen comes into the general manager's office and
sees the conditions of the chart wherever his department is con-
cerned, he is likely to make a special effort to increase production
if that section shows perceptible lagging behind the general ideal
contour of the operation sheet.
The charting system to be described shows, at a glance, the
position of finished parts and completed units in an automobile
factory. The scheme when modified to suit requirements is also
applicable to most branches of engineering. The majority of
managers have at some time experienced difficulties brought
about by unbalanced production. Suppose an order calling for
a production of sixteen chassis per week of a certain type has to
be completed in a given time; then, the aim of the management
is to get out the chassis at the given rate per week, if possible,
but no matter how the weekly production may fluctuate due to
various causes, it is up to the management to make an attempt
to finish the total number before the final date stipulated.
FOLLOW-UP SYSTEM
The chart, Fig. 13, is useful in this connection, as it shows both
weekly and total numbers. The dot-and-dash lines indicate the
estimated output and the full lines show the actual output. The
main object is to arrange production so that the full line showing
total output is above or near to the dotted line showing estimated
total output. If the full line is above the dotted line, then the
16
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si a
Machinery
Fig. 13. Chart Comparing Estimated and Actual Outputs
production is safe; but if it is continuously below and shows a
tendency to fall away, then the management must take measures
to increase the output by overtime or by putting more men or
machines on the job. The chart illustrates how a bad start was
made, but shows a gradual improvement till ultimately the esti-
mated total is reached.
Before the chassis can be built there must be a supply of detail
parts and the chart, Fig. 14, shows a method pf recording how
I 3 2
SHOP MANAGEMENT
these are progressing. Here the main object is to keep all the
thick black lines indicating actual output an even height, either
level with the dotted lines showing estimated output or in ad-
vance of them. If certain details should accumulate much more
rapidly than others, then, if the machines are suitable, produc-
tion may be reduced or stopped on the parts on which there is a
sufficient supply and the machines be used for making parts that
DRG. NOS.
311
320
341
323
325
449
380
392
321
401
417
450
471
335
NAME OF
PART
CAM-
SHAFT
CLUTCH
Ss
BRAKE
DRUM
z
FLY-
WHEEL
P
CLUTCH
CENTER
PISTONS
BEARING
CAP
EXHAUST
NOZZLE
WORM-
SHAFT
CLUTCH
PEDAL
MAY 28
" 21
" 14
" 7
APR. 30
" 23
" 16
" 9
" 2
144
128
112
96
99
80
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TOTAL NO.
OF SETS
FINISHED
UP TO
JUNE 20,
1917
LINES THUS INDICATE ACTUAL OUTPUT
LINES THUS - - INDICATE ESTIMATED OUTPUT
50
50
50
50
50
50
50
50
5P
50
50
50
50
50
Machinery
Fig. 14. Chart showing Progress of Various Details
are lagging behind in production. The best arrangement of this
chart is in section and numerical order, i.e., one chart for the
engine, another for the gear-box, etc., the parts being in the
numerical drawing number order. It is then an easy matter to
locate any particular detail about which information is required.
Mechanical Charts for Following Progress of Work. Figs.
15 and 1 6 show mechanical charts based on the principle of the
chart shown in Fig. 14. Fig. 15 shows a portion of the detail
board, an enlarged section showing the construction appearing
FOLLOW-UP SYSTEM
133
in the lower right-hand corner. It is made of pressed sheet-steel
plates backed with dull white celluloid in a wooden frame. A
series of celluloid-faced sliding buttons are free to slide in slots
provided in the steel plates. On the face of the buttons is printed
the number of parts to one engine, gear-box, or set. For in-
stance, on a 6-cylinder engine there would be one crankshaft,
JfacJiincry
Fig. 15. Mechanical Chart for Following Progress of Work
six pistons, one crankcase, etc. When finished parts or batches
of parts have been finally inspected and sent to the " finished
stores," the sliding button on the chart representing this part is
moved on to the total number then received. As shown in Fig.
15, twenty-five sets of most of the parts are finished. The
object of the responsible official is to push forward the parts lag-
134 SHOP MANAGEMENT
ging behind at the expense of the parts that are in front, so that
a straight row of sliders gradually advancing is maintained as far
as possible.
The numbers at the top of the board, indicating sets completed,
can be modified to suit requirements. When the total output
reaches about 50 sets, the numbers would be changed from 5-50
to 50-100, and so on. The board should also be arranged in
SECTIONS
| SETS COMPLETE
J I 5 I I 10 I I 15 | | 20 | | 25 | | 30 | | 35 | | 40 | | 45 [ | 50 |
. 1 .
1 1 1 1 1
J ' 1 1 '
1
1 " 3\ IsTEEL MET. BOX
a,
1
1 <" 4~| 1 BACK AXLE
1 1 1
~~ FRONTAXLE
J ' 1 1 : '
I 6~l (STEERING UNIT
I
| " 7| | CLUTCH UNIT
1
1 " G| 1 WATER PUMP
1 l I ]
. .
1 " ol 1 OIL PUMP
1 1 || ]
1
1 " 11[ I TIMING GEAR
1 1 '
I 12| 1 BRAKE
1
1 " 13) 1 MAGNETO
"]|l "1
1 14J I CARBURETOR
i
MacJiincry
Fig. 16. Section Board showing Number of Sets of Engine Parts,
Gear-box Parts, etc., that have been completed
numerical and section order; then when, say, twenty-five sets
of engine parts were completed, the slider opposite engines on
the section board, Fig. 16, would be pushed forward. The
management can see at a glance how the work is progressing, and
what parts want pushing forward, without referring to a number
of progress sheets or cards. The fitters know how many sets
of various sections are available and can arrange accordingly.
These charts should be used in conjunction with the progress or
follow-up system to obtain the greatest advantage.
CHAPTER VI
INSPECTION SYSTEM FOR MACHINE SHOPS
THE necessity for a thorough system of inspection and the
advantages gained thereby are now recognized by all modern
manufacturing concerns, so that whereas formerly inspection was
relegated to an inferior position among shop duties, it now
occupies a place in the front rank. The business of a consulting
engineer is assuming larger proportions every year, due to the
tremendous strides being made in manufacturing industries, and
if one stops to analyze the functions of a consulting engineer, it
will be found that inspection duties now form a considerable part
of his work.
As a further illustration of the growing importance of inspec-
tion, it may be mentioned that testing and inspection bureaus are
being established, which make a business of inspecting and
testing factory and mill products at regular intervals. Such
products as wire, cable, flexible tubing, hose, bar steel, etc.,
produced in factories subscribing for the bureau's service, are
now marked with a label or other means, showing that they have
been inspected and passed by the testing bureau. The general
purpose of such an inspection is not only to give customers the
fullest possible guarantee of reliability, and to act as a stimulus
for the maintenance in the factory of high standards in design
and materials, but also to afford manufacturers means whereby
their products will be easily recognized in the field in distinction
to inferior and unapproved goods. Furthermore, such an in-
spection will be an aid to manufacturers in keeping up the quality
of work and supervision to a point which will best serve the
interests of all concerned.
Organization of an Inspection Department. The organiza-
tion of an ideal inspection system would mean the employment
of enough inspectors so that each piece could be inspected after
9 B 135
136
SHOP MANAGEMENT
DEFECTIVE OR SPOILED
CASTINGS OR STEEL.
Date
Depart
each operation. In this way, the inspector would find a defec-
tive or spoiled piece before any more time was spent on it. In
some plants that are not systematized as regards their methods
of inspection, jobs that are spoiled by the first operation are
sometimes completed before the defect is discovered. Another
case illustrating the importance of inspection is when a complete
lot of work comes to the
inspector who not only
inspects it, but also
keeps a record of the
number of pieces re-
ceived, so that, in case
of a shortage, the pre-
vious operator or de-
partment must report
whether it was spoiled
or defective. With one
system, if the last oper-
ator or department can-
not account for the
xgrTjzzt. f s - ing pi r e or r ces ;
the inspector makes out
a shortage slip of the
form shown in Fig. i
against that depart-
ment, which will be
Balance left on ticket
Replaced Bal. left in Rough
iMateiialj^Q?. Foundry Weight
|Charg to Dep't
Foreman
r Inspector
Fig. i. Form used by Inspection Depart-
ment in calling Attention to Shortage in
Quantity
turned in to the cost
department where the
loss will be figured, and at the end of the month an itemized
account is sent to each department showing the heads of de-
partments how much work has been spoiled. Such a record is
also kept in the office, and at the end of the year this will be
found helpful when taking inventory. In case work is spoiled,
the tag shown in Fig. 2 may be attached to the work, which
will prevent any further confusion.
Further along in this chapter, in connection with a discussion
of the inspection of work in the shop and the beneficial results to
INSPECTION SYSTEM 137
be derived from working to limiting instead of to exact dimen-
sions, it is pointed out that it would be equally desirable if some
method could be devised whereby inspectors of materials could
be assisted in handling their work by furnishing them standards
such as samples, curves, or other data showing the limits between
which materials could be passed, thus reducing to a minimum the
possibility of errors in judgment. The idea intended to be
conveyed is exemplified in part by maximum and minimum limit
gages. Where such gages can be used, the product, when in-
spected for correctness of size, is supposed to be not greater than
the larger nor less than the smaller of the two gages.
Careful records should be kept of materials rejected or found
defective in any respect, and steps should be taken to see that
REJECTED
/ O PIECE HQ. & ^?o SHOP
_Jj4L&*MLL*2A
Fig. 2. Form used by Inspection Department in rejecting
Defective or Spoiled Work
such materials are promptly disposed of in order to prevent any
possibility of their becoming mixed with accepted materials. At
the same time, those who are responsible for the defective parts
should be notified immediately so that the defects may be
remedied with the least possible delay. Fig. 2 shows a rejected
or defective material ticket used by a lathe manufacturer.
Extent of Inspection. In factories where the inspection
department is well organized, an endeavor is constantly made in
each department to inspect the work during the actual making
as well as upon the completion of it. When it is remembered
that in the stock-room ledger of many factories there are listed
thousands of different items, one will appreciate the enormous
138 SHOP MANAGEMENT
volume of work that is constantly going through the factory and
consequently through the inspection department. It would be
a physical impossibility without increasing the force to a dis-
proportionate size, to inspect every individual piece. It would
also be equally unnecessary to do so, since many of the parts are
made by automatic or semi-automatic machinery, and on all
such work it is sufficient to inspect on a percentage basis, a case
in point being screw machine products and other repetition
work. After the tools are once properly set for work of this
kind, it is only necessary to inspect for detecting errors due to
the wear of the tools or to a lack of alignment that may develop.
When errors from such causes have been guarded against, an
inspection of a percentage of the finished parts is quite as effec-
tive as an inspection of every piece. On the other hand, parts
which are not made by automatic machines or which are not
manufactured in sufficient quantities to warrant the making
of dies, limit gages, templets, etc., require detailed inspection.
Special Inspection Room. In some shops, the inspection
system is so arranged that the material, after each operation has
been performed on it, is delivered with an identification card to
a separate inspection room where it can be thoroughly inspected
and passed or rejected. If satisfactory, it is retained and, in
due course, reissued to another workman for the performance of
the succeeding operation. Where the work is small, this method
will give excellent results, but in the majority of cases a pro-
cedure of this kind is not permissible on account of the large size
or awkward shape of pieces, which would require too much labor
to handle them. It then becomes necessary for the inspector
to go to the work, inspect it and put his special stamp on it or an
inspection tag similar to the form shown in Fig. 3. It will be
found advisable when the size of piece permits, to stamp it while
in the rough state with a serial number, and to check each serial
number with the check number of various workmen who perform
the work on it. In this way, defective work can always be
traced back to the right person, no matter what the lapse of time
between the performance of the work and its inspection.
In some classes of apparatus, the nature of work is such that
INSPECTION SYSTEM
139
KW* *-'_y " ^ J " L *-'-'-
been incor- * wt "% : &^***
Symbol
Name
Inspected
191.
INSPECTOR
each operation serves as a check on the preceding operation, in
which case the workmen act as inspectors. Carrying this idea
still further, some concerns hold each workman responsible for
any work that may be per-
formed by him on a piece on
which any of the preceding
operations performed by other
workmen have
rectly done.
Disposal of Defective Parts.
All defects or deviations from
the drawings and specifications,
noted by the inspectors during
the inspection of materials or
the building of machinery,
should be given careful consid-
eration to determine whether
the piece should be scrapped
outright, whether it may be
rectified, or if the part happens