The devices for laying out the work of the workers appeal to the
imagination as well as the reason. The route chart is a graphical
representation of a large river, starting with the small
stream,--the first operation, gathering to itself as the
tributaries, the various other operations,--till it reaches its full
growth, the completed work.

The pin plan, with each pin or flag representing a worker, or
work place, and following his progress on a plan of the work,
presents a bird's-eye view in miniature of the entire working force;
and the bulletin board, with its cards that represent work ahead,
not only eliminates actual delay of shifting from one task to
another, but permits studying out one task while doing another, and
also destroys all fear of delay between jobs.

IMPOSSIBILITY OF DESCRIBING ROUTING DEVICES ACCURATELY.--These
routing devices might all be described at length, but no description
could do them justice. A visit to a shop, or factory, or other
industrial organization operating under Scientific Management is
necessary, in order to appreciate not only their utility, but the
interest that they arouse. These programmes are no dead, static
things. They are alive, pulsing, moving, progressing with the
progress of the work.

PROPHECY BECOMES POSSIBLE UNDER SCIENTIFIC MANAGEMENT.--The
calendar, or chronological chart, becomes a true prophecy of what
will take place. This is based on the standardized elementary units,
and the variations from it will be so slight as to allow of being
disregarded.

SUMMARY

RESULTS OF PROGRAMME TO THE WORK.--Under Traditional Management
the tentative calendar might cause speed, but could not direct
speed. Under Transitory Management elimination of waste by
prescribed methods and routing increases output. This increase
becomes greater under Scientific Management. Standardized routing
designs the shortest paths, the least wasteful sequence of events,
the most efficient speed, the most fitting method. The result is
more and better work.

RESULTS OF PROGRAMMES TO THE WORKER.--A programme clarifies the
mind, is definite. The Traditional worker was often not sure what he
had better do next. The worker under Scientific Management knows
exactly what he is to do, and where and how he is to do it.

The attention is held, a field of allied interests are provided
for possible lapses, as are also methods for recalling attentio