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INDEX 
  
Ability, organizing, development of, 14. 
Accident and fire prevention, 239-43. 
See also Committee on safety. 
Accounting: correlation of cost rec- 
ords and general accounts, 123-26; 
standardized list of impersonal ac- 
counts, 168-69. See also Costs; Ex- 
pense. 
Accounting department, 24-25, 26, 82, 
94, 123, 137, 141, 103. See also 
Accounting; Organization. 
Accuracy in employes, 257. 
Adaptability in employes, 262. 
Administration: defined, 2; distribu- 
tion of costs of, 150-51; expense of, 
120-21, 161; standardization in, 
167-69. See also Control; Organiza- 
tion. 
Air-washing, 52-54. 
American Bridge Co., gardens main- 
Linen by, plate between 242 and 
American Society of Mechanical En- 
gineers, conclusions of, on scientific 
management, 191. 
Analytic manufacturing, defined, 11. 
Appearance of employes, 253. 
Apprenticeship system, directed by a 
committee, 7. See also Educational 
work. 
Arrangement of machinery and fix- 
tures, 49-51. See also Plants and 
equipment. 
Assembling department, 90. 
Athletics: favored by  nearness of 
workingmen's houses, 39; handled 
by a committee, 7; by the employ- 
ment manager, 108. See also Wel- 
fare and betterment work. 
Automobile assembling under scientific 
management, 205. 
Automobile industry, locating, with 
reference to supply of materials, 33. 
Banks, a factor in locating an industry, 
3 
38. 
Benefit societies, 248-50. See also Wel- 
fare and betterment work. 
Billing department, 113. 
Bonus system on individual jobs, 227- 
29. See also Wages. 
Bulletin boards, for data of orders, 
104 and 105. 
Bulletining bureau, 4-5. 
Bureau: bulletining, 4-5; instruction, 
5; order-of-work, 4-5; routing, 5; 
scheduling, 4-5. See also Control. 
Business Organization. See Organiza- 
ion. 
Buying: data regarding materiai, 62- 
64; filing purchase order copies, 70- 
71; financial problems in, 72-73; 
folowing up purchase orders, 71-72; 
knowledge of markets in, 64-65; 
qualifications of a purchasing agent, 
61; records of former purchases, 
66; relation of, to receiving and 
stores departments, 73-74; requisi- 
tions on purchasing department, 68- 
10; the human element in, 67. See 
also Purchasing department. 
Cadbury Works, welfare organization 
of, 239. 
Carnegie Steel Co., laborers, plate be- 
tween 242 and 243. 
Charts: of committee control, 19; of 
costs as a basis for selling prices, 
120; of departmental specialization, 
21; of functional control, 18; of 
lay-out of flour mill, 45; of lay-out 
of gas-engine manufacturing plant, 
plate between 58 and 59; of lay-out 
of locomotive shop, 48; of lay-out of 
machine shop, plate between 50 and 
51; of lay-out of ore mill, 46; of 
lay-out of structural steel plant, 47; 
of line-and-staff control, 17; of line 
control, 17; of organization on 
“seven M’s” principle, 22; of pay 
increase under differential piece 
work, 218; of planning of industrial 
activities, 94; of progress of order, 
plate between 26 and 27 ; of progress 
of order (‘‘water-bottle”), 24; of re- 
lation of material records to various 
departments, 81; of sources of cost 
data, 132; of standardized organiza- 
tion, 167-68; of standardized organ- 
ization in the production division, 
169; showing how pay varies with 
output under ordinary piece rate, 
215; showing working of Diemer 
combined system, 230; showing 
working of Emerson efficlency sys- 
tem, 232; showing working of Gantt 
bonus system, 227; showing work- 
ing of Halsey premium system, 222; 
showing working of individual-job 
bonus system, 228; showing work- 
ing of Rowan premium system, 226. 
See also Charting. 
Charting: committee control, 19-20; 
departmental specialization, 20-21; 
285