泰勒科学管理原理(英文版).doc

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1、The Principles of Scientific Management(1911)by Frederick Winslow Taylor, M.E., Sc.D.IntroductionChapter I: Fundamentals of Scientific ManagementChapter II: The Principles of Scientific ManagementINTRODUCTION President Roosevelt, in his address to the Governors at the White House, prophetically rema

2、rked that The conservation of our national resources is only preliminary to the larger question of national efficiency. The whole country at once recognized the importance of conserving our material resources and a large movement has been started which will be effective in accomplishing this object.

3、 As yet, however, we have but vaguely appreciated the importance of the larger question of increasing our national efficiency. We can see our forests vanishing, our water-powers going to waste, our soil being carried by floods into the sea; and the end of our coal and our iron is in sight. But our l

4、arger wastes of human effort, which go on every day through such of our acts as are blundering, ill-directed, or inefficient, and which Mr Roosevelt refers to as a lack of national efficiency, are less visible, less tangible, and are but vaguely appreciated. We can see and feel the waste of material

5、 things. Awkward, inefficient, or ill-directed movements of men, however, leave nothing visible or tangible behind them. Their appreciation calls for an act of memory, an effort of the imagination. And for this reason, even though our daily loss from this source is greater than from our waste of mat

6、erial things, the one has stirred us deeply, while the other has moved us but little. As yet there has been no public agitation for greater national efficiency, no meetings have been called to consider how this is to be brought about. And still there are signs that the need for greater efficiency is

7、 widely felt. The search for better, for more competent men, from the presidents of our great companies down to our household servants, was never more vigorous than it is now. And more than ever before is the demand for competent men in excess of the supply. What we are all looking for, however, is

8、the ready-made, competent man; the man whom some one else has trained. It is only when we fully realize that our duty, as well as our opportunity, lies in systematically cooperating to train and to make this competent man, instead of in hunting for a man whom some one else has trained, that we shall

9、 be on the road to national efficiency. In the past the prevailing idea has been well expressed in the saying that Captains of industry are born, not made and the theory has been that if one could get the right man, methods could be safely left to him. In the future it will be appreciated that our l

10、eaders must be trained right as well as born right, and that no great man can (with the old system of personal management) hope to compete with a number of ordinary men who have been properly organized so as efficiently to cooperate. In the past the man has been first; in the future the system must

11、be first. This in no sense, however, implies that great men are not needed. On the contrary, the first object of any good system must be that of developing first-class men; and under systematic management the best man rises to the top more certainly and more rapidly than ever before. This paper has

12、been written: First. To point out, through a series of simple illustrations, the great loss which the whole country is suffering through inefficiency in almost all of our daily acts. Second. To try to convince the reader that the remedy for this inefficiency lies in systematic management, rather tha

13、n in searching for some unusual or extraordinary man. Third. To prove that the best management is a true science, resting upon clearly defined laws, rules, and principles, as a foundation. And further to show that the fundamental principles of scientific management are applicable to all kinds of hum

14、an activities, from our simplest individual acts to the work of our great corporations, which call for the most elaborate cooperation. And, briefly, through a series of illustrations, to convince the reader that whenever these principles are correctly applied, results must follow which are truly ast

15、ounding. This paper was originally prepared for presentation to The American Society of Mechanical Engineers. The illustrations chosen are such as, it is believed, will especially appeal to engineers and to managers of industrial and manufacturing establishments, and also quite as much to all of the

16、 men who are working in these establishments. It is hoped, however, that it will be clear to other readers that the same principles can be applied with equal force to all social activities: to the management of our homes; the management of our farms; the management of the business of our tradesmen,

17、large and small; of our churches, our philanthropic institutions, our universities, and our governmental departments. CHAPTER I: FUNDAMENTALS OF SCIENTIFIC MANAGEMENT THE principal object of management should be to secure the maximum prosperity for the employer, coupled with the maximum prosperity f

18、or each employee. The words maximum prosperity are used, in their broad sense, to mean not only large dividends for the company or owner, but the development of every branch of the business to its highest state of excellence, so that the prosperity may be permanent. In the same way maximum prosperit

19、y for each employee means not only higher wages than are usually received by men of his class, but, of more importance still, it also means the development of each man to his state of maximum efficiency, so that he may be able to do, generally speaking, the highest grade of work for which his natura

20、l abilities fit him, and it further means giving him, when possible, this class of work to do. It would seem to be so self-evident that maximum prosperity for the employer, coupled with maximum prosperity for the employee, ought to be the two leading objects of management, that even to state this fa

21、ct should be unnecessary. And yet there is no question that, throughout the industrial world, a large part of the organization of employers, as well as employees, is for war rather than for peace, and that perhaps the majority on either side do not believe that it is possible so to arrange their mut

22、ual relations that their interests become identical. The majority of these men believe that the fundamental interests of employees and employers are necessarily antagonistic Scientific management, on the contrary, has for its very foundation the firm conviction that the true interests of the two are

23、 one and the same; that prosperity for the employer cannot exist through a long term of years unless it is accompanied by prosperity for the employee, and vice versa; and that it is possible to give the workman what he most wants high wages and the employer what he wants a low labor cost - for his m

24、anufactures. It is hoped that some at least of those who do not sympathize with each of these objects may be led to modify their views; that some employers, whose attitude toward their workmen has been that of trying to get the largest amount of work out of them for the smallest possible wages, may

25、be led to see that a more liberal policy toward their men will pay them better; and that some of those workmen who begrudge a fair and even a large profit to their employers, and who feel that all of the fruits of their labor should belong to them, and that those for whom they work and the capital i

26、nvested in the business are entitled to little or nothing, may be led to modify these views. No one can be found who will deny that in the case of any single individual the greatest prosperity can exist only when that individual has reached his highest state of efficiency; that is, when he is turnin

27、g out his largest daily output. The truth of this fact is also perfectly clear in the case of two men working together. To illustrate: if you and your workman have become so skilful that you and he together are making two pairs of shoes in a day, while your competitor and his workman are making only

28、 one pair, it is clear that after selling your two pairs of shoes you can pay your workman much higher wages than your competitor who produces only one pair of shoes is able to pay his man, and that there will still be enough money left over for you to have a larger profit than your competitor. In t

29、he case of a more complicated manufacturing establishment, it should also be perfectly clear that the greatest permanent prosperity for the workman, coupled with the greatest prosperity for the employer, can be brought about only when the work of the establishment is done with the smallest combined

30、expenditure of human effort, plus natures resources, plus the cost for the use of capital in the shape of machines, buildings, etc. Or, to state the same thing in a different way: that the greatest prosperity can exist only as the result of the greatest possible productivity of the men and machines

31、of the establishment that is, when each man and each machine are turning out the largest possible output; because unless your men and your machines are daily turning out more work than others around you, it is clear that competition will prevent your paying higher wages to your workmen than are paid

32、 to those of your competitor. And what is true as to the possibility of paying high wages in the case of two companies competing close beside one another is also true as to whole districts of the country and even as to nations which are in competition. In a word, that maximum prosperity can exist on

33、ly as the result of maximum productivity. Later in this paper illustrations will be given of several companies which are earning large dividends and at the same time paying from 30 per cent to 100 per cent higher wages to their men than are paid to similar men immediately around them, and with whose

34、 employers they are in competition. These illustrations will cover different types of work, from the most elementary to the most complicated. If the above reasoning is correct, it follows that the most important object of both the workmen and the management should be the training and development of

35、each individual in the establishment, so that he can do (at his fastest pace and with the maximum of efficiency) the highest class of work for which his natural abilities fit him. These principles appear to be so self-evident that many men may think it almost childish to state them. Let us, however,

36、 turn to the facts, as they actually exist in this country and in England. The English and American peoples are the greatest sportsmen in the world. Whenever an American workman plays baseball, or an English workman plays cricket, it is safe to say that he strains every nerve to secure victory for h

37、is side. He does his very best to make the largest possible number of runs. The universal sentiment is so strong that any man who fails to give out all there is in him in sport is branded as a quitter, and treated with contempt by those who are around him. When the same workman returns to work on th

38、e following day, instead of using every effort to turn out the largest possible amount of work, in a majority of the cases this man deliberately plans to do as little as he safely can - to turn out far less work than he is well able to do - in many instances to do not more than one-third to one-half

39、 of a proper days work. And in fact if he were to do his best to turn out his largest possible days work, he would be abused by his fellow-workers for so doing, even more than if he had proved himself a quitter in sport. Under working, that is, deliberately working slowly so as to avoid doing a full

40、 days work, soldiering, as it is called in this country, hanging it out, as it is called in England, ca cannie, as it is called in Scotland, is almost universal in industrial establishments, and prevails also to a large extent in the building trades; and the writer asserts without fear of contradict

41、ion that this constitutes the greatest evil with which the working-people of both England and America are now afflicted. It will be shown later in this paper that doing away with slow working and soldiering in all its forms and so arranging the relations between employer and employee that each workm

42、an will work to his very best advantage and at his best speed, accompanied by the intimate cooperation with the management and the help (which the workman should receive) from the management, would result on the average in nearly doubling the output of each man and each machine. What other reforms,

43、among those which are being discussed by these two nations, could do as much toward promoting prosperity, toward the diminution of poverty, and the alleviation of suffering? America and England have been recently agitated over such subjects as the tariff, the control of the large corporations on the

44、 one hand, and of hereditary power on the other hand, and over various more or less socialistic proposals for taxation, etc. On these subjects both peoples have been profoundly stirred, and yet hardly a voice has been raised to call attention to this vastly greater and more important subject of sold

45、iering, which directly and powerfully affects the wages, the prosperity, and the life of almost every working-man, and also quite as much the prosperity of every industrial establishment in the nation. The elimination of soldiering and of the several causes of slow working would so lower the cost of

46、 production that both our home and foreign markets would be greatly enlarged, and we could compete on more than e en terms with our rivals. It would remove one of the fundamental causes for dull times, for lack of employment, and for poverty, and therefore would have a more permanent and far-reachin

47、g effect upon these misfortunes than any of the curative remedies that are now being used to soften their consequences. It would insure higher wages and make shorter working hours and better working and home conditions possible. Why is it, then, in the face of the self-evident fact that maximum pros

48、perity can exist only as the result of the determined effort of each workman to turn out each day his largest possible days work, that the great majority of our men are deliberately doing just the opposite, and that even when the men have the best of intentions their work is in most cases far from e

49、fficient? There are three causes for this condition, which may be briefly summarized as: First. The fallacy, which has from time immemorial been almost universal among workmen, that a material increase in the output of each man or each machine in the trade would result in the end in throwing a large number of men out of work. Second. The defective systems of management which are in common use, and which make it necessary for each workman to soldier, or work slowly, in o