7 ;;Quote: systematic, scientific management can fix human inefficiencies with astounding results; it has clearly defined laws, rules, and principles

10 ;;Quote: scientific management increases employee wages while reducing costs; avoids antagonsism between employees and their employers

19 ;;Quote: systematic soldiering -- if everyone has similar work for uniform pay, the best will slow their gait to the worst and least efficient

23 ;;Quote: piece work leads to systematic soldiering; if increased productivity leads to decreased pay, workmen will deliberately mislead and deceive their employer

24 ;;Quote: enormous time saving from motion and time studies; eliminate unnecessary motions and substitute fast for slow and inefficient motions

25 ;;Quote: an accurate, minute, motion and time study can identify the best method and implement for any task

25 ;;Quote: a workman is incapable of understanding all aspects of his work; scientific management requires close, personal cooperation between management and staff

27 ;;Quote: increased wages and close cooperation with management removes all cause for soldiering and increases employment for all

38 ;;Quote: scientific management leads to a subdivision of labor; e.g., each act by a mechanic should be preceded by preparatory acts done by others

39 ;;Quote: tasks are central to scientific management; each day every workman receives detailed instructions about his tasks and how to perform them

39 ;;Quote: a workman should never work at a pace that is injurious to his health; tasks should be regulated for a long, happy and prosperous career

48 ;;Quote: why Taylor started scientific management; life as one continuous struggle with other men is hardly worth living

53 ;;Quote: the combined skill and knowledge of workers is far greater than management's; management is ignorant about what constitutes a proper day's work

55 ;;Quote: there is no uniform relation between energy exerted and the tiring effect of work; may be more tired from 1/8 a horse-power than 1/2 horse-power per day

57 ;;Quote: the tiring effect of heavy labor depends on the percentage of the day under load; heavy pull or push by the arms

57 ;;Quote: can load pig iron only 43% of the day; walk 8 miles carrying 92 pound pigs, 47.5 tons/day

65 ;;Quote: the optimal shovel load is 21 pounds; use 8 to 10 different kinds of shovels instead of one per shoveler; e.g., a small shovel for ore and a large one for ashes

68 ;;Quote: scientific management reduced number of shovelers from 400-600 to 140 while increasing tons per day from 16 to 59; wages per day increased from $1.15 to $1.88

69 ;;Quote: deal each workman as a individual; the labor office plans every laborer's work well in advanced; laborers moved around the yard on maps like a chess-board

69 ;;Quote: if a workman falls behind, send a teacher to guide and study him; either improves or shifted to another class of work

72 ;;Quote: disallow long-term labor gangs of more than four men; avoids loss of ambition and initiative when herded as gangs instead of treated as individuals

77 ;;Quote: nearly triple rate of bricklaying by positioning the feet, building scaffolds, and reducing movements from 18 per brick to 5

82 ;;Quote: improvements to bricklaying require management assistance; bricklayers must work at about the same rate

95 ;;Quote: a third the employees, higher wages, reduced hours, and good relations; scientific management and selecting girls with quick perception

104 ;;Quote: slide rule for metal cutting speed and feed; 12 variables derived from 30,000 to 50,000 experiments

120 ;;Quote: a teacher must present definite, clear-cut tasks

121 ;;Quote: workmen will work harder than their coworkers iff given better wages

123 ;;Quote: instead of a single foreman use an inspector, gang boss, speed boss, repair boss, time clerk, route clerk, and disciplinarian

125 ;;Quote: scientific management does not create narrow, wooden workers; same kind of detailed training as a surgeon

128 ;;Quote: assess every improvement suggested by workmen; adopt a new standard if markedly superior; reward the workman

128 ;;Quote: the mechanism of scientific management is wrong if applied without the essence

128+;;Quote: the essence of scientific management is science, worker selection, education/development, and friendly cooperation

131 ;;Quote: introduce scientific management slowly over several years; requires new mental attitudes; convince one workman first

136 ;;Quote: workers get a fraction of productivity gains; the bulk of the gains go to the market, the whole people

140 ;;Quote: scientific management is science, harmony, cooperation, productivity; the development of each man to his greatest efficiency and prosperity

140 ;;Quote: work requires cooperation, with each preserving their individuality, originality, and initiative; working on best suited task

141 ;;Quote: more than anything else, productivity distinguishes civilized from uncivilized countries