that the pattern of a certain symbol and number was shipped to
the foundry on a specified date. When the castings have been
made and the pattern returned, the date of its receipt is recorded
on the card opposite the date on which shipment was made, and
the pattern is returned to the pattern store-room. When both
dates on the card are filled, it shows that the pattern has been
returned, but if the space for the return date is blank, it indicates
to the production department that the pattern has not come back.
SHOP MANAGEMENT
In ordering castings or other material, the form shown in Fig. 16
is sent to the purchasing department requesting the purchase of
a specified number of castings.
When the castings arrive at the receiving room, the production
department is notified to that effect. The production depart-
Form No. 2-MB-K
A. ML ft 9. Co.
REQUISITION FOR PURCHASES
Quantity
DESCRIFTTIOIN
-^ ITt-*-.- c xv
-I
Fig. 16. Requisition Form used in calling upon Purchasing
Department for Supplies
Stores Clerk: Deliver for Dept. Not *)"'ftr, e/c Job Order / *?/{}/
Quantity
KINO or MATERIAL
Vt/alght
COST
I /J$~
^to-^ ^?-^^6 -v-, $<2/y- Vcf
?7
'~f'Jr- ^ ">'r ' }
' /
\ /Sj~
* * JV/^- '07**'
D / ?..
Issued by i / /^ Rec'd by , , x-
i j ?<*..^T"~f -'"'''/ I / K. -v/ r
Fig. 17. Requisition Form used in ordering Material sent out to Shops
ment then orders the castings to be sent to whatever department
will perform the first machining operation on them, the material
requisition form shown in Fig. 17 being used for that purpose.
In making delivery of castings or other material, the receiving
department uses small tags of the form shown in Fig. 18. These
GENERAL SHOP SYSTEMS 37
tags are either pink, blue, or yellow, according to whether the
material is to be used for a regular order, a repair order, or an
experimental order. As a check on the prompt delivery of ma-
terial by the receiving department, the production department
notifies the department in which the first machining operation is
to be performed that the /~
material has been re- /
ceived, the form shown J.O.
in Fig. I9 being used for ||
this purpose. MTE /- Z: /J:.
Method of Accounting I DEPT.
, _. A
for Jigs and Fixtures.
The production depart- Fig< l8 ' Tag used in sending Material to Shops
ment also has supervision over all jigs and fixtures used in
the factory. When the blueprints have been made for a given
order, and the necessary material to start the order has been
CASTINGS REC'D
FOR DEPT. /
J. O.
Fig. 19. Form used in notifying Shops that Material is on Hand
ready for Use
received, the production department sends out the requisite tools
to each department in which work is to be done on the order
in question. This is only in the case of jigs or fixtures that are
used at more or less infrequent intervals. Those that are in
quite general use are kept in the departments in which they are
needed to avoid loss of time in transferring them back and forth
between the jig-room and the factory. The form shown in Fig.
20 is used for keeping a record of each tool in the jig-room; and
38 SHOP MANAGEMENT
it will be seen that spaces are provided for recording the name
and number of each tool, and its proper place in the jig-room.
The form reproduced in Fig. 21 is used for sending tools out to
different shops. As in the case of the pattern records, this form
shows, at a glance, what tools have been returned from the factory
and what ones are still outstanding. After the work for which
each tool is used has been completed, the work and the tool are
sent to the inspection room where the tool is examined to see that
all its parts are complete and in good condition before it is re-
turned to the jig-room.
Data Recorded on Drawings. The detail drawings of indi-
vidual parts are made on large sheets from which tracings and
BUBRil&flBIBHHmiiiHBHHHHHHHIHBH^HKHKK
FORM NO. 1. 7-21*10
Tool Record American Machine and Foundry Co.
Part Ha. S&M r tf0 / Shtlf X ~ . Toolfc.
BiscriptioB
CHANGED FROM
fcsaoiefor
[marks
Fig. 20. A Card from Production Department's Tool Record
blueprints are made, and the blueprints are afterward cut up into
individual sheets. In preparing to send these small sheets, or
" cut-ups," out to the factory, the production department stamps
them on the back with a rubber stamp. This stamp gives the
order number and the color of the tag to be used; i.e., whether
the work is for a regular order, a repair order, or an experimental
order. The job order, the number of pieces required, and the
date on which the print is sent out are also given, together with
the department numbers in which the work is to be done. These
department numbers are given in the order in which the work is
to be sent through them. The blueprints are all sent down to the
assistant superintendent, whose first duty is to look over the
GENERAL SHOP SYSTEMS
39
arrangement of the departments through which the work is to
pass, and see that the routing has been specified to the best
possible advantage. If it is necessary to make a change in the
routing, the blueprint is returned to the production department
to have the same change made on the transfer cards. The
assistant superintendent also notes the stock to be used in the
space entitled " stock req.," after which a clerk fills out the ma-
terial requisition form shown in Fig. 17, upon which the necessary
material is ordered.
Following Progress of Work in Shop. For use in keeping a
record of each order going through the shop, the production de-
Fig. 21. How Record of Tools sent out to Shops and Those
that have been returned is kept
partment maintains a set of transfer cards, the forms of which
are shown in Figs. 22 and 23, these forms being printed on the
opposite sides of the same card. The form shown in Fig. 22 is
used to keep a record of the castings that have been ordered, the
number that have been received on various dates, and the number
that have either been spoiled in machining or found defective.
Fig. 23 shows the form used for keeping a record of the transfer
of work from department to department. This form provides a
space for entering the part and job order numbers and the symbol
and number of the part, together with the date on which the
blueprints were sent out to the factory and the number of parts
ordered. Spaces are provided for recording the number of parts
completed daily in each department, and for the transfer of such
SB
4 o
SHOP MANAGEMENT
work to the succeeding department. These two forms are used
for following the progress made in machining castings. For
keeping a record of the machining of other parts, such as steel
shafts, etc. where the material is not a casting a card printed
;g'
.<* ! PISH.
M
=/
&/3
CASTINGS TO DEP,
Fig. 22. Form used for Recording Order and Receipt of Castings
-
(=SPOK_EiJ OR <
Fig. 23. Transfer Card showing Progress made Each Day in ma-
chining Castings
with the same form as that shown in Fig. 23 is used. This form
is printed in black on a yellow card, while the castings record is
kept on a form printed in red on a white card. In this way, the
production department is able to distinguish between the two
classes of work.
GENERAL SHOP SYSTEMS
Transfer of Work to Inspection Department. When each
department finishes work on a given order, a tag of the form
shown in Fig. 24 is filled out and attached to the work, which is
then forwarded to the inspection department. The upper part
of this form provides spaces for the name of the operation, the
order number, the symbol and piece numbers of the part, the
number of pieces required, and the date. If the work is required
in a hurry, the department doing certain work will not wait until
the order has been completed before forwarding it to the inspec-
tion department, but will forward a portion of the work with a
tag of the form shown in Fig. 24. The inspector counts the work
; "TRACER
OPERATION.
KB ORDER } mm.
PIECE b.
No. OF PIECES MTE
RETURNED TO DEP'T 16
to. OF PTS
RECDBY
NO.OFPTS
REC'O BY
No. OF P'C'S
REC'O BY
lonn
Fig. 24. Card used in delivering Work to Inspection Department
and records in the space on the card the number of pieces re-
ceived, and then writes his initials opposite this number in
another space provided for that purpose. This tag is perforated
across the end so that it is easy for the inspector to tear off the
card and return it to the department handling the first operation.
When the next lot of pieces is forwarded to the inspection de-
partment, the card is sent with them and the number of pieces
recorded in the same way, this being continued until the com-
plete number of parts has been machined. Each shop foreman
has a box on his desk in which these cards are filed when returned
by the inspection department. After the inspection department
has looked over the work, a new tag of the same form is made out
and attached to those pieces which have been found satisfactory;
the pieces are then sent on to the next department. This enables
42 SHOP MANAGEMENT
work that is required at once to be handled without any unneces-
sary delay.
Tags of the form shown in Fig. 24 are printed on either pink,
yellow, or blue cardboard, according to whether the work is
required to fill a standard order, a repair order, or an experimental
order, as previously mentioned. The colors of these cards enable
the shop foreman to determine, at a glance, to which class the
work belongs and advise him as to the method of procedure to
follow in handling it. The standard orders are the regular manu-
facturing operations for which jigs and fixtures are provided.
After the jig has been set up on the machine for handling a given
class of work, the first piece is made and sent to the inspection
department to determine its accuracy. If it is found satisfactory,
subsequent pieces are given a more rapid inspection, the jig being
TIMB CARD.
OPERATORS
NAME BP.4 NUMBER
Fig. 25. Time Card used by Each Foreman in recording Work
done by his Men
relied upon to maintain the necessary dimensions. In the case of
repair work, jigs and fixtures are also used, but, as such parts are to
be shipped out and absolute reliance must be placed on their inter-
changeability, each part is given a thorough inspection before being
shipped. Parts for the experimental orders are made without the
assistance of jigs or fixtures of any kind. This work is usually
assigned to the most skilled mechanics, but even under such con-
ditions it is found advisable to have each part subjected to a most
rigid inspection before it is sent on to the assembling department.
Time Records. A time card of the form shown in Fig. 25 is
printed on the back of each tracer card. Space is provided for
GENERAL SHOP SYSTEMS 43
the time and date upon which each job was started and finished
and for the name and number of the operator. This card is for
the guidance of the foreman in enabling him to keep track of
his men. The time-keeping department keeps an independent
record of each job on cards of the form shown in Fig. 26. Spaces
are provided on this card for the name and number of the opera-
tor, for the date and the job number, and the time at which he
started and stopped work on a given job. The different classes
of operations are tabulated on this card and, in using it, the time
clerk draws a line through the figures indicating the time of
starting and stopping work and the operation performed. The
card is then sent to the foreman and turned over by him to the
cost-keeping department. In handling standard orders, little
trouble is experienced in maintaining a satisfactory rate of pro-
duction, but the record of production time on repair and experi-
mental orders is of great assistance in making sure that the work
is turned out in reasonable time. The time required for pro-
ducing any given job is compared with that taken for performing
work of a similar nature which was done in the factory at other
times, and if an excessive amount of time is taken in any case,
the foreman of the department in which the work was done is
given an opportunity to explain the cause.
Issuing Blueprints. The method of issuing a single set of
blueprints which follows the work from department to depart-
ment is adopted where a relatively small number of parts is to be
made. In many cases, however, a single order may be received
for as many as two hundred machines, and this will keep the
factory busy for a considerable length of time. It would ob-
viously be impractical to hold all of an order in a given depart-
ment until it was completed. ' To obviate the necessity of such a
course, the production department supplies each department in
the factory that is to work on the order with a complete set of
blueprints, and as fast as the work is completed it is sent on from
department to department, the method of recording the work on
the transfer cards (Figs. 24 and 25) being that previously de-
scribed for the case where less than the entire number of pieces
Called for on the order was forwarded to the inspection depart-
44
SHOP MANAGEMENT
ment. In this way, the work can be handled in an expeditious
manner. If a certain quantity of parts is required ahead of the
JOB No.
Alter
Key Seat
Thread
45
15
Anneal
Knurf
Tools
1~~
30
Assemble
Lap
Tool Rep.
15
45
Bend
Lay Out
Turn
' 30
^JT * .
Bdre
Mark
Watching
45
15
Box
Mifl '<i -
Wood Work
2.-^- ,__,_. -
30
Broach
Oil
'15
45
Bush!
Paint
30
&
Cam Cut ;
Pattern
-45
15
Center
Plane
3~~
30
Chamfer
Polish
15
45
Counter'b
, Profile
30
9. : \
Chip
Punch
Piece No.
45
'
15
Cutoff
Rack Cut .
&/y
4
30
Draw's
Ream
f/~. f/
; 15
^W
"Drill
Rivet
*/~&
30*
f f\ _ ,
Face
Sctew Mch
No', of Pieces
_45^
10
, 15
File
Scrape .
/ > ^*
Of^
30
Firing
Sett l g tip
/J^t
15:
45
Fit i -.,'., '<;
Shape
' ,
30
11
Forge
^ Shrink
Time
45
6"
15
Gear Cut
Slot
30
Graduate
Splicing
15
PGrmd
Str'ght'u
Kate
30
Harden
Sweep '
45
7_
15
jKelp
Tap
Cost
"***
Inspect
Temper
APPROVED
Foreman.
Fig. 26. Form of Card used by Time-keepers
full amount, an excess amount of parts is started to provide for
the possibility of damage or defective parts being found, and
this work is pushed along as rapidly as possible.
GENERAL SHOP SYSTEMS 45
Defective Work. In every factory it occasionally happens
that work is spoiled in machining or that castings or other mate-
rials are found to be defective. When such a condition arises in
the work handled by the American Machine & Foundry Co., the
job is held up by the inspection department and the production
department is notified that a certain number of pieces has been
found defective. Certain parts are carried in stock to provide
for such contingencies, but if stock parts are not available for
replacement purposes, the method of procedure depends upon
whether a single set of blueprints is provided, which follows the
work from department to department, or whether each depart-
ment works from a separate set. When a single set of prints is
used, the inspection department fills in a form stamped on the
back of the blueprint and sends the print to the production de-
partment. If the parts are in stock, the required number will be
withdrawn and the number of parts called for on the print reduced
to correspond. If the parts are not in stock, the blueprint will
be returned to the assistant superintendent who will send it to the
department that performs the first operation. The inspection
department holds up the remainder of the order, until the re-
placement parts have reached the same stage as the rest of the
work. If a separate set of blueprints is issued to each depart-
ment and the replacement cannot be made from stock, a special
blueprint will be issued to follow the work from department to
department. When the replacement order has been brought to
the same condition as the remainder of the regular order, the
inspection department will combine the two and destroy the
replacement blueprint.
There are few factories of any prominence that are not capable
of turning out work of the necessary accuracy and finish to meet
the requirements of their customers; but there are a great many
shops that are hindered in the production of their work through
lack of system or through the use of inefficient systems which fail
to accomplish the results for which they were installed. The
system described is one which combines the valuable characteris-
tics of simplicity and efficiency. It was worked out to meet the
requirements of a plant dealing with a great variety of special
46 SHOP MANAGEMENT
work in addition to standard manufacturing work, and its prin-
cipal features may be applied in other shops and factories.
Stock-keeping System. In all manufacturing establish-
ments, a great deal of money can be lost or saved in the stock-
room. In many cases, however, this department is placed in
some poorly-lighted, ill- ventilated, obscure part of the building
and is in charge of a man who has probably secured the position
in consequence of a good memory or his inability to become a
mechanic, and who is very frequently incompetent, probably due
to his being very much underpaid. As assistants, there are usu-
ally with him a few boys or old men who cannot be usefully
employed in other departments.
The system of stock-keeping to be described has been tried in
various plants and proved to be very successful, not only from a
production, but also from a pay-roll, standpoint. It must be
understood, however, that the success of any system depends
largely on the cooperation of the office and accounting depart-
ments with the stock-keeper, and any error or misunderstanding
between them should be investigated and settled at once; for
frequently, even in the best managed plants, the office is obliged
to call on the stock-keeper for information, and his prompt at-
tention facilitates matters.
The stock entering into the finished product which is kept in
the stock-room should be drawn out, as required, on orders signed
by the proper authority usually the foreman of the depart-
ment concerned. This stock may be divided into three classes:
finished stock, rough stock, and supply stock. Under the classi-
fication " finished stock " are included all the parts which are
manufactured in the plant. The rough stock includes all pur-
chased materials such as steel, iron, rough castings, etc. Supply
stock constitutes such materials as paint, waste oil, small tools,
etc., and at times includes such things as advertising matter,
letter-heads, envelopes, and office supplies. The first-mentioned
of these supplies are frequently included under the " rough-
stock " head, but experience shows that, by keeping these sup-
plies under a separate heading, better accounting results may be
secured. These divisions may be varied to suit the requirements
GENERAL SHOP SYSTEMS
47
of the accounting department, but in most cases these three
divisions will be found sufficient.
Stock Numbers. It cannot be too forcibly stated that every
article in a stock-room should be known by a number in addition
to its name, and, wherever possible, that number should appear
on the requisition for material. In good manufacturing systems,
the use of names for parts may be entirely eliminated, numbers
being used exclusively, the result being better and quicker service
C
B
A
7 8
A
B
C
D
AISLE
AISLE
D
C
B
A
5 6
A
B
C
D
AISLE J AISLE
D
C
B
A
3 4
A
B
C
D
AISLE
AISLE
D
C
B
1 ocoJl
A
B
C
D
Machinery, N.Y
Fig. 27. Plan of Stock-room for Keeping Machine Parts
in the filling of orders. The use of letters in designating material,
except where absolutely necessary, is to be avoided, although in
some cases a letter is placed before or after a number to show the
kind or quality of the material. For example, 2 nA might mean
casting; 6426, forging; and so on, although a system of number-
ing may be devised that is equally effective. For instance, if the
product is a machine consisting of a number of minor assemblies,
all numbers ending with o would designate an assembled part;
01, a screw; 03, a casting, and so on. By such an arrangement,
a parts-list may be made up and mastered after a little study.
Location and Arrangement of Stock-room. The center of
the building seems to be the generally preferred position for the
4 8
SHOP MANAGEMENT
stock-room, although, in many cases, a better location is at the
end of the building, as near the office as possible, for in the former
case a considerable drawback arises should it ever become neces-
sary to enlarge this department, as other departments would be
more or less inconvenienced. Furthermore, firmer and better
structures for holding material may be built at the end of the
building.
/0/^>w\. &UJL
4-210
3
5-
Ox
0.
CL
Machinery, N.Y.
Fig. 28. Portion of Parts-list
The drawers or shelving for parts that are in constant use
should not be more than seven feet above the floor, the space
above this being utilized for such parts as are only occasionally
called for. In so arranging the parts that they may be readily
located, an indexing system has been devised which, with slight
variations, may be suited to any special business. Fig. 27 shows
the plan view of an arrangement used by a plant manufacturing
a number of small machines. This room which is about forty
GENERAL SHOP SYSTEMS
49
feet square is divided through the center by an aisle four feet wide
and is subdivided into sections, tiers, and compartments. The
term " section " is applied to the construction on either side of
the aisle, that on the right being designated by even numbers
and that on the left by odd. These sections are divided into
" tiers " which represent spaces between the uprights and are
alphabetically lettered to avoid the confusion of numbers. The
" compartments " are the drawers or shelving for holding parts.
STORES ORDER
DELIVER TO HJL DEPT.
ORDER
NO. 143?
/7 DATE 1/1-1 19 LOT NO. .2,
QUAN
DESCRIPTION
NO.
PE ra,T
T C 0T S A T L
too
ToA^/2, tb CL^Qji^YlJrtjL
$U50
FILLED BY
6/6
CHECKED BY
7/2-
O'K 1 STOREKEEPEH
S % v-/
^^n^/i^i^
FOREMAN
4~A-'L^cr7x/Vv^
Fig. 29. Stock Requisition Slip
Machinery.N. Y.
Sheet steel or heavy tin is the most practical and durable con-
struction material for drawers. They should be made inter-
changeable, the tiers being fitted with strips to hold interchange-
able boards upon which the drawers can rest. In drawers that
are of the same width as the tiers, these strips may be fastened
to the sides and will be found to work very satisfactorily.
Parts-list and Stock Requisition. The arrangement for
taking care of the stock having thus been attended to, the appli-
cation may next be considered. Fig. 28 shows a section of a page
of a parts-list in common use. A requisition calls for part 4250
which is shown in parts-list as being located in section i, tier A,
drawer i (lAi). The stock clerk knows that i, being odd, is
located to the left of the main aisle; A, being the first letter of
SHOP MANAGEMENT
the alphabet, is the first tier of section i ; and drawer i will be at
the bottom of a tier. One company has its product divided into
sections, parts for which are drawn out, assembled, and then re-
turned to the stock-room and again drawn out combined with
other assemblies, completing the finished product. Fig. 29
shows the form of stock requisition slip which is given to the stock
clerk, who turns to the card or sheet shown in Fig. 30 of the cor-