BADIN BULLETIN
Pack Fiyi
Cauliflower, Peppers, Eggplant, Sweet
Potatoes, and Tomatoes.
Tomato plants can be set in the open
ground by the middle of the month, and
with a little care and protection in case
of a cold snap they will grow right on.
I have always found it best to stake the
early crop, and train to one stem. The
fruit will ripen earlier and better than
on the ground.
When the ground is dry enough to
work, keep a dust blanket on the sur
face, to conserve the moisture.
—G. S. Arthur
What Is Efficiency?
{Continued from page 3)
Science is the classification of facts
into basic laws or principles.
Mr. Emerson has designated thirteen
of the underlying principles of efficiency,
the knowledge" and practice of which en
ables one to classify, locate, measure,
and eliminate wastes. They are:
Definite Ideals
Standardized Conditions
Standardized Operations
Written Standard Practice Instructions
Sta7idards
Definite Planning and Scheduling
Despatching
Records
Discipline
Competent Counsel
Common Sense
The Fair Deal
Efficiency Reward
Ideals are that purpose which leads
us on—the reason, the cause, the under
lying push or pull which makes us want
to do our work and do it well.
Personal ideals may be to acquire
wealth or social position or worldly
fame; to have a happy home and family
and friends; to do good in the world,
to heal, to comfort, to enrich the store
of world’s knowledge or music or art.
The ideals of a town may be to make
it a safe and pleasant place to live; to
reduce crime, vice, sickness, shiftlessness,
and poverty; to encourage in their place
thrift, health, good comfortable homes;
to provide our children with safe and
pleasant places to grow and learn.
Ideals may be worthy or unworthy.
A criminal may be very efficient in his*
work, yet wholly undesirable. Germany
was so wonderfully efficient that she
came near overcoming the whole world.
It was only by main strength and won
derful grit that she was held in check
until the moral forces of the allies could
be built up to the magnitude and effi
ciency required to whip her.
Standardized Conditions — Grading,
smoothing, or paving the road over
which we must travel, so that our wagons
will not be mired. Removing the ob
stacles which do nobody any good. Not
allowing your negligence to interfere
with the other fellow’s work, and not
allowing his carelessness to hinder you.
Making sure that you get materials uni
formly good, and of the right kind. Se
lecting the right equipment, keeping it
in good repair, well oiled, and ready
for service.
Standardized Operations. Study out,
try out, and select the best way to do
everything, and stick to that one best
way—no more, no less, always the same.,
Written Standard Practice Instruc
tions. Moses had the ten commandments
carved on tablets of stone. There were
not only ten perfectly definite rules and
guides to conduct, but the Lord was
wise enough to have them permanently
written down. “Thou shalt not steal”—
plain, simple words, which the simplest
mind can understand, yet if passed from
mouth to mouth, and perpetuated by
means of hearsay, would ■ be mutilated
beyond recognition, interpreted to suit
one’s own desire, so as to lose completely
the original intent.
One’s mind has so many ideas stored
away for future reference, such a con
stant demand for one and another of
them to be recalled, and such a quantity
of constantly accumulating new ideas,
that, whenever possible, the more im
portant general instructions should be
written.
Sianda7'ds are the guages by which
we guage our performances; the square
against which the carpenter squares his
timber, the plumb line and level by
which the brickmason keeps his work
true, the clock which governs the dis
tribution of our time day after day.
Standards insure that each day does get
its full quota of hours, that each pound
of butter weighs as much as any other
pound, that each quart of milk contains
thirty-two ounces, and that the ounces
are the same on Tuesday as on Saturday.
Standards establish one piece or ten
pieces or a hundred pieces as a fair day’s
work for a man. Standards establish
certain quality as the proper thing to
expect. Without standards we are hope
lessly drifting; we do not know whether
our results are very poor or very good;
we cannot know where to look for trou
ble, for we do not even know that there
is trouble. Often we unconsciously
manufacture standards out of our own
mind and memory, by comparing against
some past performance. Such standards
are rough, of course, but better than
nothing at all. It is better still to get
the best available advice on the subject,
sit down, think it over, study it out,
and establish a standard which has a
really sound and reasonable basis.
Definite Platia and Schedules. A lit
tle time devoted to thought before begin
ning an undertaking will often save
hours of wasted effort and discourage
ment, perhaps defeat. Imagine the allied
armies fighting without definite, pre
arranged plans and schedules. Imagine
building a skyscraper, or a battleship,
without designs, and without materials
ordered months ahead. Imagine the
builder measuring for each piece of steel
and wood as he needed it, waiting for
the material to be made, then laboriously
fitting it. How long would it have taken
us to build even a sub chaser? Imagine
the satisfaction of traveling if trains
had no schedules, the pleasure of meet
ing a slow freight train at any turn of
the road. It is almost beyond imagina
tion.
Despatching is the carrying out of
the plan according to schedule.
Records multiply our sight a hundred
fold; bring before us in condensed form
the happenings of the day, the night, the
far away. Records should be made to
show us whether we are meeting our
standards or falling behind, and where
and why we are gaining or losing
ground. Records should be reliable,
necessary, immediate, and adequate.
Discipline refers not to harsh words,
“strong arm” methods of dealing with
people, and the influence of fear. In
stead it means good habits of thought—
willingness, contentment; good habits of
work—industry, co-operation, harmony;
in few words, call it the spirit of the
place.
Competent Counsel teaches us to get
advice from every competent source—
not merely the physician, the lawyer, the
banker, for they are only three of the
world’s many advisers. Nearly every
human being in the world is a specialist
at something. Foremen are specialists
in the handling of men; workmen are
specialists in the art of doing certain
operations; teachers are specialists in
the art of inducing children to enjoy
learning. Books and libraries are n,
great storehouse of knowledge, which
we must learn to use. Even animals
and plants are counted among our most
trusted advisors—for example, the watch