(y h' y Digitized by the Internet Archive in 2010 with funding from Boston Library Consortium IVIember Libraries http://www.archive.org/details/ganttchartworkinOOclar The Gantt Chart A WORKING TOOL OF MANAGEMENT By WALLACE CLARK Member, American Society of Mechanical Engineers ; Taylor Society WITH APPENDICES by WALTER N. POLAKOV and FRANK W. TRABOLD LIBRARY NEW YORK THE RONALD PRESS COMPANY 177417 ¥ Copyright, 1922, by The Ronald Press Company All Rights Reserved C^4 PREFACE In 1917, after a careful inspection of certain fac- tories in which Mr. H. L. Gantt had installed his methods, General William Crozier, then Chief of Ord- nance, retained Mr. Gantt to act in a consulting ca- pacity on production, first at the Frankford Arsenal, and then, immediately after the declaration of war, in the Ordnance Department at Washington. Large orders had been placed with arsenals and other manufacturing plants for the production of arms and munitions, but it was difficult to get a comprehen- sive idea of what progress was being made in the filling of these orders. Quantities had suddenly jumped from hundreds to millions, and it was impossible to convey by means of -^^p^w^H^feten tables the significance of such unusual quantities or the time necessary to produce them. Charts of the usual type were unsatisfactory because they did not sufficiently emphasize the time and because of their bulk, since only one item could be put on a sheet. Mr. Gantt concentrated his attention on the devel- opment of a method of charting which would show a comparison between performance and promises. Several years previous to this time, he had used a chart on which the work for machines was "laid out" accord- ing to the time required to do it. The Gantt Progress Chart, as developed from this early form, was found to help in the making of definite plans and to be highly eflPective in getting those plans executed. The rate at iv PREFACE which the work goes forward is continuously compared with the advance of time, which induces action to ac- celerate or retard that rate. These charts are not static records of the past — they deal with the present and future and their only connection with the past is with respect to its effect upon the future. General Crozier quickly grasped the possibilities of this chart in helping to fix responsibility for action or lack of action and had it introduced in various branches of the Ordnance Department. During 1918 these charts were used in the United States arsenals, in the production of naval aircraft, and in other government work, such as that of the Emergency Fleet, the Ship- ping Board, etc. After the Armistice Mr. Gantt resumed his private consulting practice. With these charts, which provided a new method of presenting facts, he was able to re- verse the usual way of installing production methods and to build up a system of management which could be understood not only by every individual connected with the rnanagenient, but by the workmen as well. This marked a new era in the usefulness of the management engineer. Mr. Gantt never made any attempt to patent or copyright his charts. He not only gave samples to any- one who asked for them, but published them in several magazine articles and as illustrations to his book on "Or- ganizing for Work." He was always glad to have other people make use of his knowledge. Since Mr. Gantt's death, November 23, 1919, there has been an increasingly earnest desire on the part of workmen, managers, and owners of industrial plants to PREFACE V get at the facts in regard to the operation of their indus- tries, to measure the effectiveness of management, and to secure fair play for both workman and owner. Because the Gantt chart, wherever it has been used, has been of such great value as a means to attain these ends and because the author believes that in its development Mr. Gantt has rendered an undying service to industry, it is here presented in such a way as to make it available for more general use. At the beginning of the book the principle of the Gantt chart is stated, especially the feature which dis- tinguishes it from all other charts, namely: Work planned and work done are shown in the same space in their relation to each other and in their relation to time. The technique of drawing the charts is explained fully, not with the idea of confining the reader to any rigid rules but to give him the result of years of experi- ence in the development of the charts to their present state, so that it will not be necessary for him to go over the same ground. This technique has been worked out with the purpose in view of making it easy to draw the chart and easy to read it correctly, that is, to understand readily the action which should be taken. The application of the chart to the various classes of work in the usual industrial plant is outlined and the possibilities of a much broader application are suggested. Collectively the charts show whether or not equip- ment is being used at any given time and, if not, the reasons for idleness; fix responsibility for idleness and are effective in preventing it ; show how the work of in- dividual employees compares with a standard of per- formance and emphasize the reasons for failure, thus vi PREFACE fixing the responsibility for the removal of those ob- stacles; enable the work to be readily planned so as to make the best possible use of available equipment and to get work done when it is wanted. These charts show the load of work planned for a whole plant or an entire industry, give a continuous comparison of performance with schedule, and make it possible for an executive to foresee future happenings with considerable accuracy and to overcome obstacles more easily. In the chapter on the American Merchant Marine an outline is given of the application of the various types of Gantt charts to the solution of an exceedingly compli- cated problem which arose during the Great War. In conclusion, the effects of the use of these charts are outlined briefly. Although they are only lines drawn on paper, where they are used production is increased, costs and inventories are reduced, special privilege is eliminated, initiative is stimulated, an or- ganization is built up of men who "know," and workmen become interested in their work. In the Appendix Mr. Frank W. Trabold has given his experience as to "How a Manager Uses Gantt Charts" and Mr. Walter N. Polakov, in "The Measure- ment of Human Work," has explained the philosophic concept behind these charts. The reader should not get the idea that this book presents a complete method of management; it merely presents a part of such a method, that is, the part played by the Gantt chart in solving specific problems, in get- ting at the facts in any situation, and in presenting those facts so that they will be understood in their relation to time. PREFACE vii There is perhaps no limit to the application of these charts. They have been successfully used in both small and large businesses, ranging from automobile painting shops, employing two or three men, to nation-wide in- dustries. They have been used in storekeeping, all kinds of office work, foundries, drop forge shops, textile mills, printing and publishing plants, machine shops, power plants, public service corporations, shipbuilding, and many other kinds of work. The author wishes to acknowledge help in the prepa- ration of this book, which has been so generously given by Messrs. Walter N. Polakov, Frank W. Trabold, Fred J. Miller, George M. Forrest, Howard A. Lin- coln, George H. Rowe, Karl G. Karsten, William E. Camp, and by Leon P. Alford, who suggested the series of articles on "The Gantt Chart" for Management Engineering, from which this book has been developed. Above all, the author wishes to acknowledge his in- debtedness to Mr. H. L. Gantt. He placed service to others before profit to himself. It was such men as Gantt that Woodrow Wilson had in mind when he said : "All that saves the world is the little handful of disin- terested men that are in it." Wallace Clark. New York City, April 10, 1922. CONTENTS Chapter Page C/I The Principle of the Gantt Chart 3 An Aid to Management The Advantages of the Gantt Chart The Principle of the Chart L^] II How TO Draw a Gantt Chart The Sheet on Which the Chart Is Drawn Size Paper Binding Perpendicular Ruling Horizontal Ruling Printing the Form Drawing the Chart Entering the Schedule Entering Work Done II The Application and Use of the Gantt Chart . 17 Three Classes of Charts The Broad Field for the Gantt Chart Use During the War Measuring Efficiency of Industry IV The Machine Record Chart 22 Drawing the Machine Record Chart Using the Chart Summary of Idleness V The Man Record Chart . 35 Purpose of Man Record Chart Drawing the Man Record Chart Acting on the Chart Getting the Workman's Co-operation Short-Line Men Long-Line Men The Superintendent VI The Layout Chart 63 Use of Layout Chart in Planning In a Stenographic Department X CONTENTS Chapter Page In a Machine Shop Other Plants In a Foundry VII The Load Chart 67 Difference Between Layout Chart and Load Chart How the Gantt Load Chart Is Drawn A Foundry Load Chart A Load Chart for Machine Tools A Load Chart for a Department VIII The Progress Chart 81 Purpose of the Progress Chart The Value of the Gantt Progress Chart Saving Time for the Executive Drawing the Progress Chart Manufacturing on Order Continuous Manufacture Comparing Operations Office Work Sales Quotas Storeskeeping Budgets and Expenses A Public Service Plant Charts for Executives IX Charting the American Merchant Marine . . , 110 The Shipping Problem During the War First Methods of Keeping Sliip Records Ship Movement Charts Harbor Performance Charts The Task of the Shipping Board The Import Problem Ship Charts of Commodities Individual Commodity Charts Summary of Imports Individual Trade Region Charts Summary of Trades X Conclusion 137 Facts in Their Relation to Time Uses of the Various Gantt Charts General Benefits of Gantt Charts Appendix — A How a Manager Uses Gantt Charts . . . 143 By Frank W. Trabold B The Measurement of Human Work . . 15] By Walter N. Polakov LIST OF ILLUSTRATIONS Figure Page 1 . Gantt Chart Showing the Daily Schedule 6 2. Gantt Chart Showing the Work Actually Accomplished. . 7 3. Gantt Chart Showing the Cumulative Schedule and the Cumulative Work Done 8 4. Binder for Charts 10 5. Standard Ruled Sheets Used in Plotting Gantt Charts. . 12 6. Lettering Pen Used for Making Gantt Charts 15 7. A Gantt Machine Record Chart 24, 25 8. Machine Record Chart of Drop Forge Hammers . . 26, 27 9. A Summary of Idleness Chart 30, 31 10. A Gantt Idleness Expense Chart 32, 33 11. A Gantt Man Record Chart 38, 39 12. Improvement in Conditions Brought About by Man Record Chart 42, 43 13. A Man Record Summary Chart 46, 47 14. Man Record Summary Used for Sharing Profits.. 50, 51 15. Layout in a Stenographic Department 54 16. A Gantt Layout Chart for a Machine Shop 58, 59 17. How Work Ahead of Schedule Is Shown by the Gantt Layout Chart 60 18. How Work Behind Schedule Is Shown by the Gantt Layout Chart 61 19. A Gantt Layout Chart for a Foundry 62, 63 20. A Gantt Load Chart Used in a Foundry 70, 71 21. A Gantt Load Chart Used in a Machine Shop 72 22. A Gantt Load Chart for a Machine Shop Department 74, 75 23. Load Chart for a Drop Forge Plant 78, 79 24. A Gantt Progress Chart Used in a Plant Which Manu- factures on Order 86 25. A Gantt Progress Chart Used in a Plant Where Manu- facture Is Continuous 88, 89 26. Progress of Work Through Various Operations. . . . 92, 93 27. Progress Chart of Office Work 96,97 28. Progress Chart for Sales Quotas 100, 101 29. Progress Chart Showing Unbalanced Conditions of Stores 102, 103 xi xii LIST OF ILLUSTRATIONS Figure Page 30. Progress Chart Used to Determine Shop Costs. . . . 106^ 107 31. A Public Service Plant , 108 32. Movements of Tanker "Vesta" 112 33. Movements of S.S. "Kronstad" 113 34. Ship Movement Chart. . 114, 115 35. Chart of a British Steamer in Harbor of Baltimore. ... 116 36. Chart of a Danish Sailing Ship in Harbor of Baltimore. . 117 37. Chart of a Steamer in New York Harbor 118 38. Ship Chart of Commodities 122, 123 39. Individual Commodity Chart 126, 127 40. Summary of Imports 128, 129 41. Individual Trade Chart 132, 133 42. Summary of Trades 134, 135 43. Graphic Brief of Development of Subject Matter in "The Measurement of Human Work" 149 The Gantt Chart CHAPTER I THE PRINCIPLE OF THE GANTT CHART An Aid to Management Management is concerned almost entirely with the future. Its task is to decide on policies and to take ac- tion in accordance with those policies which will bring about a desired condition. Decisions which affect the futur e must be ba sed on a knowledge o£ what has hap- pe ned i n the pa st, and while a record that certain events have taken place or that a certain amount of work has been done is of value in m aking s uch decisions, it do es not give us sufficient i nsight into the futur e. We must know when those events took place or the rate at which the work was done. In_Qtherw ords, the rel ation of facts to time must be made clear. If manageirn^t is to direct satisfactorily the opera- tion of our industries under conditions of ever-increas- ing difficulty, its decisions and its actions must be based not only on carefully proved facts but also on a full ap- preciation of the importance of the momentum of those facts. The Gantt charts because of its presentation of facts in their relation to time, is the most notable |^ contribution to the art of management made in this generation. The Advantages of the Gantt Chart The use of a Gantt chart makes it necessary to have a plan. Recording that plan on a chart where it can be 4 THE GANTT CHART seen by others has a tendency to make it definite and accurate and to promote the assignment of clear-cut tasks to individuals. The plan is presented so clearly on these charts that it can be understood in detail and as a whole not only by the executive himself but also by those above him and by his subordinates. T he Gantt ch art compares what is done with what w as done^— it keeps the^ executive advised as to^ the pro- gress made in the exe cution of his plan, and_iUhe jprogvess is not satisfactory it tells the reasons why. The executive's time is thus saved because each time a figure is received he does not need to compare it with past records and decide whether it is good or bad. He has determined once for all what figures will be satis- factory and has recorded them on the chart. The com- parison of the accomplishment with the plan then becomes merely a clerical task and the executive is left free to study the tendencies and take the action in- dicated by the chart. The Gantt chart emphasizes the reasons why per- formance falls short of the plan and thus fixes the responsibility for the success or failure of a plan. Causes and effects with their relation to time are brought out so clearly that it becomes possible for the executive to foresee future happenings with considera- ble accuracy. The Gantt chart is, moreover, remarkably compact. Information can be concentrated on a single sheet which would require 37 different sheets if shown on the usual type of curve charts. There is a continuity in the Gantt chart which emphasizes any break in records or any lack of knowledge as to what has taken place. THE PRINCIPLE OF THE GANTT CHART 5 The Gantt chart is easy to draw. No drafting ex- perience is necessary, for only straight lines are used. The principle is so simple that anyone with average intelligence can be trained to make these charts. Gantt charts are easy to read; no lines cross each other and all records move with time across the sheet from left to right. Charts drawn in pencil or black ink convey an impression of practicability, simplicity, econ- omy, and strength which it is not possible to obtain by the use of colored inks or even squared paper. Since no colors need be used on Gantt charts, prints are as intelligible and effective as originals. The Gantt chart visualizes the passing of time and thereby helps to reduce idleness and waste of time. The Gantt chart presents facts in their relation to time and is, therefore, dynamic. The chart itself be- comes the moving force for action.^ The Principle of the Chart In the Gantt^hart a division of space represents both an amount of time and an amount of work to be done in that time. . Ljnes drawn horizontally through that space show the relation of the amount of work actually done in that time to the amount scheduled. This is the feature which distinguishes the Gantt chart from all other charts. Equal divisions of space on a single horizontal line represent at the same time; V 1. Equal divisions of time. 2. Varying amounts of work scheduled. 3. Varying amounts of work done. The word "dynamic" is used in its popular sense. " Kinetic" would be more exact. 6 THE GANTT CHART Thus it shows the relation of time spent to work done. Furthermore, since knowledge of what has hap- pened and when it happened causes action, the past projects itself into the future and records charted in this way become dynamic. A single example may make this method clear. A week's work is planned as follows: Monday 100 Tuesday 125 Wednesday 150 Thursday 150 Friday 150 A sheet is ruled with equal spaces representing days (Figure 1) and the amount of work planned is shown by figures on the left side of the day's space. So far the chart shows the schedule and its relation to time. MON. TUES. WED. THURS. FRI. I0( r /2 3 /5( ^ ?5 15 -> _ _ _ _ _ _ _ _ _ _ _ _ Figure 1. 'Gantt Chart Showing the Daily Schedule The work actually done through the week was: Monday 75 Tuesday 100 Wednesday 150 Thursday 180 Friday 75 This is charted as shown in Figure 2. Lines are drawn through the daily spaces to show a comparison between the schedule and the actual ac- THE PRINCIPLE OF THE GANTT CHART 7 complishment. On Monday the space represents 100; only 75 were done, so a light line is drawn through 75 per cent of the space. On Tuesday 125 were planned; 100 were done; a line is therefore drawn through 80 ll MON. TUES. WED. THURS. FRI. II fO ^ W /5< y ^ rso _ J 1 Figure 2. Gantt Chart Showing the Work Actually Accomplished per cent of the space. On Wednesday 150 were to be done and 150 were done, so the line is drawn through the entire space. On Thursday 150 were scheduled and 180 were done, i.e., 120 per cent of the schedule; a line is therefore drawn all the way across the space to re- present 100 per cent and an additional line through 20 per cent of the space. On Friday 150 were planned, but only 75 were done; a line is accordingly drawn through 50 per cent of the space. The chart now gives a comparison day by day of the amount of work done and the amount scheduled and the relation of both schedule and accomplishment to time. It is, however, desirable to know how the whole week's work compares with the schedule and so the figures representing the cumulative schedule are entered on the right of the daily space (Figure 3). At the end of the day on Friday, for instance, the total amount to be done up to that time was 675. A heavy line is therefore drawn to show a comparison between the cumulative work done and the cumulative schedule. On 8 THE GANTT CHART Monday the heavy hne is the same length as the Hght line. Of the 100 done on Tuesday, 25 have to go to make up the shortage for Monday. The remaining 75 are applied on Tuesday's schedule and the heavy line Figure 3. Gantt Chart Showing the Cumulative Schedule and the Cumulative Work Done IS drawn through 60 per cent of the Tuesday space. Of the 150 done on Wednesday, 50 are needed to meet the schedule to Tuesday night and the remaining 100 are applied on Wednesday's schedule of 150, the line being drawn through 66 per cent of the space. Of the 180 done on Thursday, 50 are used to meet the schedule to Wednesday night and the line representing the remain- ing 130 is drawn through 87 per cent of the day's space. Of the 75 done on Friday, 20 go to meet the schedule to Thursday night, leaving 55 to be applied to Friday. The cumulative line, therefore, shows us that on Friday night the work is two-thirds of a day behind the schedule. This chart (Figure 3) shows the relation of the schedule to time, the work done each day in relation both to time and the schedule, and finally the cumulative work done and its relation to time and the schedule. CHAPTER II HOW TO DRAW A GANTT CHART The Sheet on which the Chart is Drawn Size Gantt charts can, of course, be drawn on paper of any size or shape. It has been found, however, that the most satisfactory size is 11 x 17, because when records are charted by months there is ample space for a com- plete year, and when they are charted by days, two weeks can be shown on one sheet. A sheet 11 x 17 is also a standard size for binders, and when folded once to 8% X 11 it can be placed in a standard letter file. Paper If no copies of charts are needed or they are to be photostated, it is possible to use any kind or weight of paper, although bond paper 16 pounds in weight is possibly most satisfactory. When charts are to be kept a number of years, 28-pound bond or ledger paper may be used. If blueprints of charts are desired, bond paper with- out any water-mark should be used, because on a blueprint a water-mark will sometimes shov/ up as prominently as the lines drawn on the chart. The weight of the paper determines the time necessary to make the blueprint, i.e., the heavier the paper the longer it takes for the light to penetrate it. When paper is 9 10 THE GANTT CHART very light in weight, it crinkles and soils easily. The best results are, therefore, obtained by using a medium weight — say, 12 or 13 pounds. Binding It has been found more satisfactory to bind these sheets on the right rather than the left, for two reasons : 1. Records charted naturally move with time from left to right. This puts the index at the outer edge of the binder and makes it easy to find a specific item in a book of charts. 2. When the time shown on one sheet has passed, a sheet without indices is placed on top of it. In this way the weeks or months are built up on top of each other with only one index. (See Figure 4.) Figure 4. Binder for Charts Perpendicular Ruling First lay off from the right side of the sheet a bind- ing edge of not less than 2 inches. From the left side of the sheet lay off a space in HOW TO DRAW A GANTT CHART 11 which to write the necessary description of the work to be charted. This space may vary in width, but it has been found that one column 2 inches wide and another ^ inch wide will serve most purposes. In some cases, still another column ^ inch wide has been added. The space remaining between the binding edge and the indexing space is divided into columns representing units of time, i.e., hours, days, weeks, months, years, etc. If the hours of the day are to be shown, the space is divided into two parts, each representing a week. Each half is then divided into the days of the week and each day into the working hours of the day. (See Figure 5a.) If days and weeks are to be shown, divide this space into ten equal parts for weeks and subdivide those spaces into five, six, or seven narrow columns, according to the number of days per week during which work is to be done. (See Figure 5b.) If months are to be shown, divide the space into twelve columns for months and subdivide each month into five columns, each representing 20 per cent of the month's total. ( See Figure 5c. ) Separate days, weeks, and months by heavy lines or by double or triple lines. Use black ink for ruling chart forms, since gray or colored inks are not so readily blueprinted or photo- graphed. Horizontal Ruling From the top of the sheet lay off a space 2/3 inch high in which to write a description of the information contained on the sheet. Under that lay off another space 2/3 inch high in which to print or write the units of time s 1 i i i 5 1 MON TUBS WED. C/2 en W r> H ti < a u h H ^ < o 05 -4-> I4 ?| o H § H O Ph O Z M o ^ t) P4 r/3 crl S W ;-i H ^ a ts c/i OJ Q 13 M p^ ■M p^ Q "? < Q O <1 H C/2 >o Ec) tf t) CJ 12 HOW TO DRAW A GANTT CHART 13 and dates. Above and below this space use double or heavy lines. (See Figure 5a.) Through the remaining space rule horizontal lines three to the inch, which is double typewriter spacing for standard Pica type. This spacing is also considered the best for written records. See that the first line on which records are to be entered is typewriter spacing (multi- ple of 1/3 inch) from the top edge of the sheet. It will then be possible to insert the sheet in the typewriter and turn the cylinder until the writing point is brought to any desired line without adjustment by means of the variable line spacer. Where charts are not to be typed and it is desirable to get as much information on a sheet as possible, the horizontal lines can be ruled four to the inch. Printing the Form These forms may be either printed or machine-ruled, the quantity required determining which method is the more economical. If any type is used on the form, such as the days of the week or the form name, Gothic type should be used. Since all the lines in the letters of that style of type are of equal weight, the type matter will be read- able when blueprinted or photostated. Drawing the Chart Entering the Schedule' At the top of the sheet enter a description of the information to be charted on the sheet, placing at the * Entering the schedule, and other information expressed in words or figures, can be done more economically on a typewriter than by hand. The charts used as illustrations in this book are lettered by hand in order to make the cuts clearer. 14 THE GANTT CHART extreme left the one or two words which distinguish this sheet from others in the same binder. At the heads of the columns representing units of time enter the dates. In the columns on the left side of the sheet write a description of the work to be charted on the various lines. The date or hour when work is to be begun is indi- cated by a right angle opening to the right thus : r The date on which work is to be completed is indicated by an angle opening to the left, thus : The amount of work scheduled for any period of time is indicated by a figure placed at the left side of a space, thus: I" I The amount of work to be done up to any specified time is indicated by a figure placed at the right side of a space, thus: I 4(7 If these entries are made by hand, use India ink so that good blueprints can be made. If they are type- written, use a heavily inked black record ribbon and place a sheet of carbon face up against the back of the paper. The resulting blueprints will show clear white typing. HOW TO DRAW A GANTT CHART 15 Entering Work Done Light lines represent work done during any given period of time. I I The length of the line bears the same relation to the width of the space as the amount of work done bears to the amount scheduled. Heavy lines represent the cumulative amount of work done and show its relation to the amount scheduled to be done up to any given date. When charts are drawn in shops, where they are for immediate use and do not need to be kept for reference, they are drawn up in lead pencil. If charts are to be kept for future reference or are to be reproduced, India ink is used. Light lines can be drawn with a sharp pen point or a drawing pen; heavy lines are most easily drawn with lettering pens (Figure 6). D Figure 6. Lettering Pen Used for Making Gantt Charts Size O, which is 1/16 inch wide, is the best for indi- vidual cumulative lines, while size 1, which is % inch wide, is used for group totals. No colors need be used on Gantt charts because lines representing different things never cross each other and 16 THE GANTT CHART can be clearly described in words in the left margin. Whatever emphasis is desirable, as in the case of lines representing totals, can be secured by varying weights of lines. The use of black ink has the same advantage mentioned in connection with lines printed in black, in that blueprints or photostat copies are as legible as the original charts. CHAPTER III THE APPLICATION AND USE OF THE GANTT CHART Three Classes of Charts The principle of the Gantt chart can be applied to any human activity, but up to the present time it has been applied most extensively to industrial produc- tion. Even in that field there are great possibilities for its further application, but the Gantt charts used up to date fall into three general classes: 1. Man and Machine Record Charts. 2. Layout and Load Charts. 3. Progress Charts. In the Man and Machine Record Charts, Gantt provides a mechanism to show the relation between what is done and what could be done by a man or a machine. The gap between actual and possible accomplishment is idleness, that is, the neglect to make any use of time or a proper use of it. The Machine Record Chart shows when a machine is not made use of and the reason why. The Man Record Chart shows whether or not a man makes a proper use of his working hours, and if not, it indicates the reason why. The reasons for idleness, which are emphasized by the Man and Machine Record Charts, indicate that steps must be taken some time in advance in order to a 17 18 THE GANTT CHART avoid idleness. The Layout Chart is Gantt's mechan- ism to plan work so as to avoid idleness of men and equipment and to get work done in the order of its importance. The Load Chart shows the amount of work, in hours or days, ahead of a plant or any part of a plant. The executing of a plan is of equal importance with the making of that plan. The Progress Chart is Gantt's mechanism to get work done by showing a comparison of the accomplishment with the plan and the reasons for failure to live up to that plan. The Gantt chart simplifies a complex situation or problem and points to the action which should be taken. The Broad Field for the Gantt Chart The value and adaptability of these charts is recognized by all progressive engineers. In an article on "Routing Considered as a Function of Up-To-Date Management," H. K. Hathaway, industrial engineer, says: For continuous flow production such as this I know of nothing better for recording output and comparing per- formance with capacity or what ought to be produced, than the straight line charts developed by Mr. H. L. Gantt, which show required and actual production in terms of both quan- tity and time. Their use, however, is not limited to the class of work just described. In his book, "Organizing for Work," Gantt quoted a letter which shows the broad applicability of his chart. This letter was dated December, 1917, and written by Dean Herman Schneider of the University of Cincin- nati to General C. B. Wheeler, then Chief of Ordnance APPLICATION AND USE 19 Referring to the Gantt charts in use in the Ordnance Department, he said: Each production section has production and progress chart systems. . . . The charts give a picture of the progress of the whole Ordnance program including lags and the causes therefor. Combined in one office and kept up to date, they would show the requirements as to workers, . . . materials, transportation, accessory machinery and all the factors which make or break the program. . . . Finally, these charts assembled in one clearing office would give the data necessary in order to make the whole program of war production move with fair uniformity, without disastrous competition and with justice to the workers. Use During the War About six months before Dean Schneider's letter, Colonel (later General) John T. Thompson, then in charge of the Small Arms Division, had adopted these charts with enthusiasm. At the end of the war he received the Distinguished Service Medal "for ex- ceptionally meritorious and conspicuous service as Chief of Small Arms Division of the office of Chief of Ordnance, in which capacity he was charged with the design and production of all small arms and ammuni- tion thereby supplied to the U. S. Army, which results he achieved with such signal success that serviceable rifles and ample ammunition therefor were at all times available for all troops ready to receive and use them." When this medal was awarded to General Thomp- son, he sent a copy to Mr. Gantt with the following generous word of appreciation : 20 THE GANTT CHART A large share in this reward for the accomplishment of a great war task is due to H. L. Gantt and his assistants. The Gantt general control production chart was my compass. In the leading editorial in Industrial Management for February, 1918, entitled -Master Control of Ameri- can Industries for War — Man or Method?" -*L. P. Alford saidi^- How are we to obtain master control of the efforts of these millions of people who are engaged, or to be engaged, in manufacturing, of the production equipment that they operate, of the business organizations of the country? — in short, how are we to control the industry of the United States? This question is the most critical one facing the American people today. Tied up in it are all the problems of transportation, mining, shipbuilding, war industries, and the production of everything needed to care for our civilian population during the war. . . . The solution of this problem involves the complete organ- izing of American industry, both that part engaged in pro- ducing war materials and supplies and the other part turning out articles for civilian consumption. Once organized, all of this industry must be coordinated, so that its efforts will be directed to the production of those things needed by the Government in the quantities demanded by the needs of war — and no more — and beyond that for such civilian needs as are most pressing, for not all of the latter can be satisfied. This demands a form of control far different from anything that has been looked forward to in this country. It is more proper to ask for the way in which this form of master con- trol might be set up. Fortunately, a suggestion is at hand based upon work already done. ... Plot all of the Government requirements of materials of every hind on Gantt charts, together with the receipts of all this material. That is, bring under graphic analysis all of the facts in regard to the production of Government material necessary to give managerial control. APPLICATION AND USE 21 Measuring Efficiency of Industry Another engineer, *Walter N. Polakovrin a paper on "Principles of Industrial Philosophy," presented at the annual meeting of the American Society of Mechani- cal Engineers, December, 1920, said: "^The achievement of Gantt offers a means of measuring the human or social efficiency of industry.— . . . Gantt's method has made it possible to ascertain the cause of the diseased industry just as blood analysis established the cause of malaria. While the latter made the completion of the Panama Canal possible, the former will transform in- dustry from servitude into creative service and its pensioners into respectable members of the community. . . . Unlike statistical diagrams, curve records, and similar static forms of presenting facts of the past (Gantt) charts .... are kinetic, moving, and project through time the integral elements of service rendered in the past toward the goal in the future. CHAPTER IV THE MACHINE RECORD CHART Drawing the Machine Record Chart The purpose of the Machine Record Chart is to show whether or not machines or equipment are being used and, if not, the reasons for idleness. In a manufacturing plant the foreman uses a sheet ruled to represent the working hours of his shop or department. If he works an 8-hour day, he has each wide column which represents a day ruled off into four narrower columns, each representing 2 hours. If he works a 9-hour day, he rules the day off into four wide spaces of 2 hours each and one narrower space for 1 hour (Figures 7 and 8). On the left side of this sheet the foreman or his assistant lists all the machines, benches, or work spaces in his department, arranging them in groups according to responsibility, if there are any subforemen. If there are no subforemen, the foreman arranges them by kinds of machines. At the top of each group he leaves a space for the total of that group and at the top of the sheet a line for the total of the department (Figure 7) . Opposite each machine number the foreman indi- cates whether or not the machine has been running by drawing a light line across the space to indicate how many hours the machines ran. The ratio of the line to the space is the same as the ratio of the hours the ma- chine ran to the working hours of the plant. A blank 22 THE MACHINE RECORD CHART 23 space indicates that the machine did not run, and in that space a letter or symbol is placed to indicate the reason why. The letter indicating the reason is placed at the beginning of the space representing the idleness, so that it would be bisected by the light line if the line were continued, thus: The fewer the symbols used, the easier it is to get men to understand them and use the chart. Under the light line a heavy line is drawn to indicate the cumulative running time of the machine for the whole week. The length of this heavy line is always equal to the sum of the light lines for the various days. The heavy line rests on the printed line and the light line is drawn about 1/10 inch above the top of the heavy line. The running time of the individual machines in a group is averaged and the light and heavy lines entered for the group total. In the same way the groups are averaged to get the total running time of the shop, and the lines are drawn at the top of the sheet (Figure 7). Keys should be attached to charts the first two or three times they are given to anyone. When the charts are thoroughly understood, the keys may be discon- tinued or kept for reference in the binder in which the charts are placed. It is better not to send charts regularly to men who have not the authority to act on them. They may get the impression that the charts are merely cleverly drawn records rather than facts so presented as to indicate the action which should be taken. r P p r '^'*" 1 n ^ i a ^f X r _L T 1 X J S; a. a. a. 1 3 a. iL U- 0. a 0- 0. a. X X X u. X X ^ 1 -5- X ^ - — o ^ d 111 5 Z . ^i 1 E ' 1 = == 53 i — 1 . - — ^ 1- £ s: z = == a i ^ ^ t- ^ r z ^ i _ - 1 j 1 1 cc r E Z z: X r^ 5 v 7" r r f X ^ i z: r [J • r 2: X i^ 1 -- -- cd ^ - z z = p: m e y r u: X 1 \ ^ a = •1 i 1 - I X 4 1 ■^^ c 1 ^ II ^ E i K^ 1 § il — ■ • II i§ ^ - 11 CO 1 1' 1 1 1 ^ 1 1 2 1' > ■ CI 1' 1 24 1 1. eS ^^ •2 cj «J y i^ t3 o CV. ^ C O '■5 « CV..S 1^ o 03 !» 02 a 3 o -' cC *- 0) ?e ^ ^ tn r (-! Ph=^ o OJ 1) « fl :t3' lU o .5 'C :S eg 03 "-I S S «3 '-' R (U -s *^ .s I ° I '-' o o p o 5 .g » ^ {>> '^ a; ;-! a; ■(■J cs ^H fl CO ;-! 0) g ^tc S^ a H OJ o Vl A 1) m •4^ .2 cs n3 ■M 4J riS ^ »s ^3 03 ^ &» ^ tf rb ^ S ^ ^ 5;^ ii 4S ^ .^ o Ph S >, >» >» ^ ^ M OJ 05 '^H &< g ^5 c o ;^ H ^ ^ ^ H II o •+^ ^ § ^ pC »3 ■5 ^ 4J 0^ 03 O o 03 0) 25 — O O ft N o o c ">_ _[ ft: Ci c 5 1 c> L^ _^_ _ N_ i S — — 1 — 1 ^ K u. Ci Qb Q: N Ci Ci <:: ^ Ci c ^ N Ci c i N_ h z UJ Q UJ £ !5 X 1- I Ci O ^ 1 Ci c 1 Q; ci c: i N o c i K N o ^ c :> — 1- c> _^ 1 Ci ^_ ^_ . _ J:i<. Ci c i h^_ _ ISL 3 — tt ■ ~ K lb 1 H J- o h^ ^ ct Ci N Ci c :i K N o z: o — — o K ~" ' _. 11 ^ 1 II ■ IZ 1 o_ _ o _^ _^_ ..^L n| _^:? \ 1 N_ - -r 1 1 K o a C Ci 't 1 o ct N o c ^ N u. O 3 c c> ct Ci Ct 5: N Ci C ^ N X c :> K o Ci tt 1 o (t Ct N Ci c ::> N in UJ K ^ Ci ft: __I Or K N o < :::! N >- -J UJ Z) 1- 1 1 _ ^ ^ > _>_ is 1- 1 " — — ~ ~ _ . — — — 1 o o Q; ^ (t o N o O 1 N r S>5 ^ V5 8§ ^"; ■5 vS "^ :§ ^ ^ a 1^ ^1 1 PRODUCTIVE MACHINES SHFFTN0.5 5- 1 1 1 I, "S t t i J ^ ►5 04 -- 1 I 26 O o Ph (1^ o Q o u < a u o o o w s O o > J^ 0) T 03 >% 03 - c3 ea -.JJ •73 03 » o TJ s« C3 lU ® S e3 P M c3 o o y O *4-4 28 THE GANTT CHART Using the Chart In the Machine Record Chart the foreman has a graphic record of the running of his machines which ena- bles him to visuahze his problem and to grasp the facts and the tendencies much more firmly than he could from any written record or from watching the machines. Moreover, the chart emphasizes above everything else the reasons for the idleness of machines, and those reasons indicate very clearly who is responsible for the idleness. Since it is the foreman's aim to get work done, he studies the facts shown and translates the chart into action. He eliminates as much as possible of the idle- ness over which he or his subordinates have control. If machines have been "waiting for set-up," he plans the work of his set-up men more carefully, and, if necessary, trains an additional set-up man. If machines are idle for "repairs," he does all he can to push the completion of the repairs. If the trouble is "lack of material," he asks the storekeeper for help. A considerable part of the idleness of machines ap- pears to be due to causes over which the foreman has no control, so he takes the matter up with his immediate superior, who may possibly be the superintendent. He shows the charts to him and asks for his assistance in avoiding further idleness. If machines are down for *lack of help," the superin- tendent discusses the matter with the employment department and finds out what prevents the securing of the kind of workmen needed. If idleness is due to "lack of tools," the superin- tendent takes the matter up with the foreman of the tool- THE MACHINE RECORD CHART 29 room; if due to "lack of power," he finds out whether or not it would be wise to provide for auxiliary power service. If the trouble is "lack of orders," the superintendent takes it up with the sales department to see that he is manufacturing what can be sold or that the salesmen are provided with information in regard to the product which will enable them to sell it. Summary of Idleness In order to get a better idea of the progress made in the running of his machines, the foreman prepares a Summary of Idleness Chart on which he enters each week the one line which summarizes his whole depart- ment and he shows the hours of idleness due to the vari- ous reasons (Figure 9) . When machine rates have been developed to show the actual cost of idleness, he uses dollars and cents on the chart instead of hours. The foreman in whose office these charts are kept not only advances his own interests by keeping them, since they enable him to become a more important and capable man in the eyes of the management and his workmen, but by the same means he calls to the attention of other individuals their responsibilities in regard to keeping the shop busy. The Machine Record Charts are of great value to the superintendent because they bring to his attention the problems on which his help is most needed. He does not have to go around the shop asking his foremen what is wrong and frequently finding out only when it is too late. The obst-acles which prevent his foremen from keeping their machines running are brought to his atten- 1 ■^ -] g s s Ci <:^ c^ Ci c> ^ Ci Ci 1 1 c:^ ^ Cb ^ 1 ^ ^ Cb !g ? ?^ ^ ^ so ^ Si? ^ ^ Ci Ci Ci Ci ^ ^ Ci ^ c:i Ci ? rt If P S § S t^ ^ § 1 § ^ ^ ^ ^ J^ -S^ ^ Cli «>o ^ Ci Ci ^ i*- (fl 9 £ a. s S 1 S s § CO 8 CM g § ^ § t^ ^ ^ ^ ^ 18 oS <^> Cj Ci «o c^ c:> ^ <:i ?? cs Ci Ci ^ Q> Ci Qi c> ^ Ci li QO ^ J i P 5 o ^ 1 S 15 § ^ § t^ S S s 1 1 ^ § i 1 ^ 51 § ? t^ ^ § i^ S ^ CM S 8 i S S § ^ ^ ^ s \i CM a § i 1 1 ^ R § ^ 1 S s ? Ri !f5 i$ <3^ ^ ««^ ^5 ?^ ?2 ^ ?s s ^ s^ S ?^ ^ ^ ?i5 h- c:i r* ^ $^ .^ §9 ^ ^ ^ 5; ^ t5 ^ CM i::^ ^ 00 ^ t^ r-. «^ ^ vs> 00 i*^ — 2 s " — — — — — — — U) =• o t "i 8 5 s H ' z S s S S 2 — - — — — — - ul z C\J 5J ^ CSJ o^ ^ C\4 ^ Vfi> i5 ^ ^ ^ J:^ 2§ ^ ""^ 00 icj H Ol ^ (J s^ I Ul 1 Q. 1 1 :; . t t t R 1 £ & 1 R t ft R & 30 o H-l o <1J -M ■5 ^ o ^ 03 o 03 o cj B3 S aJ ■5 ^ ^ "^ ^ ^ ^ 0) s Ph -5 o s be JS -^ I5 I « a -1- - t . ■^ Ph O bo .J:3 TS o fl o ;» C »r o s o -S "^ (U o ^ ^ 'g c3 a ^ -I c« Ph ^ g c3 0) o 03 C3 o 03 p. ^ pi3 1J O P ^ a 03 *43 03 V C6 03 s ^ -^ 2 ^ a «4-l o ^ a ^ 4^ o3 03 «+H .a 03 a o be bc I § ■^ o 03 ^ M 03 03 o vi o; ^ O rH u JH B >i t+-i o Ph .^ 03 «4-l 0) 03 -»J rj 03 4J p. *2 rC o .; vi - 03 a a 03 •T3 o 03 O o; - F^ ^ ^ O ^ ^ -^ o "^ -M 2 c3 Ph 03 '^ 1> 03 2 p5 03 03 03 fl ^ a ;g a tf ^ 03 o P^ 5 03 r3 1^ n3 w 4J aj ^ ''-' 03 rJ 0) § 8 .^ ■5 ^ ^ be S -^ a ^ ^ § g go ^ o 03 S rC O -M •- 03 03 03 w &'^ 03 ■S ^ 03 c3 03 ^ a 03 03 03 u u I 4J 01 Oj *a • l-H o 03 4J «+H fi ^ 03 ■^ ^ 4^ V, o ^ 03 4^ u >• O 5>> c3 ^ P^ .a * 1 '.n 3 fl o 't-t a 03 ^H 03 ■^ r? 03 S ^ 03 03 P. fl O 03 O OJ 0^ a w 03 _ 5 03 a s 03 .3 ^ 4^ O rH «3 Bad 03 03 o Ph 03 03 pis ^ ^ ^ Z *" ;ti - o fl 03 .2 '03 ^ p£3 ^ 03 -PH W «+H 03 "^ £■5 a 31 __ _ n _ _ _ _ z _ 1 Cm Ci ^ CM ^ ^ <:i '^ J "^ U) Q. fe Ci <:> ^ <:^ ^ <:- ^ ^ ES ^ Qi <^ <:^ o UJ a. X u Lr> tT! S u =« ^1 ^ 1 — — — — ^ — 2 2 — — — U) = s K ^ s 0. J5 g u. t « z 111 o o ° *> ? 8 t\J ^ ^ 50 £:: *■*>» ^s1 t^ ■^ ^ ^ ^ 1 1 - ^ 1 1 - - i 1 1 •^ 1 1 H 1 s ^ •■ *^ 1 1 i J 1 IS 1 :; :i ti r 32 I § fl o •a ^ O O a; -a pf3 zj a : c3 ^^ ^ 00 a; 1^ o +J ri^ _^ o -5 o fl o ^ CO e3 t— 1 fl *S '}-l i5 CO a ^fl 03 03 ^C 4*-i fl — " w n3 A o; ^ J. bO O rv O a r-j f-< w l> c« 33 .5 fl re O O a 03 CO fl ^^ P o o fe a "^ « g CO _d a; bC '"^ b -^ 03 03 •-H CO CJ o b£ CO 3 :a 5« ^ CO i-rt 5 ^ ^'^ ^ O -tJ ScS O a "^ ■^ O bo ^ B 34 THE GANTT CHART tion regularly and in detail. In order to get a compre- hensive grasp of conditions, he has the records of all his departments summarized on an Idleness Expense Chart (Figure 10), showing the cost of idleness of his entire plant. Because of his greater experience and broader au- thority the superintendent can be of most service in advancing production by helping the foremen overcome the obstacles with which they are daily confronted and which they report to him on the Machine Record Chart. CHAPTER V THE MAN RECORD CHART Purpose of Man Record Chart The purpose of the Man Record Chart is to show whether or not a man does a day's work and, if not, the reason why. The fact, however, that a man took a certain time to do a piece of work is of but Httle interest until it is com- pared with the time in which the work could have been done. The foreman readily sees the advantage of making an estimate of the time it should take before the work is actually begun. If the foreman has accurate information, he makes use of it, but if not, he makes as close an estimate as possible based on his past experi- ence, his estimate approximating the amount of work which any gpod man should do on a good machine. As time goes on, the foreman compares the estimated time with the time actually taken and his estimates be- come more accurate. When he has made use of all the knowledge he has as to the best and quickest way to perform each job, he asks the superintendent for expert assistance in developing still better methods. Drawing the Man Record Chart In keeping a Man Record Chart the foreman uses a sheet which is ruled according to the working hours of his shop and is similar to the one used for the Machine Record Chart shown in Figure 7 of the preceding chap- 35 36 THE GANTT CHART ter. On the left side of this sheet he hsts the men in his control arranged in groups under his subforemen, if he has any. At the top of the sheet he leaves a line for the total of the department. On the chart the foreman indicates by a line drawn through the daily space how the work done by each man compares with his estimates. The space repre- sents the amount of work the foreman believes should be done; the light line indicates what was done. For instance, an operator has done 150 pieces of work in a day, whereas the foreman believes a good man should do 200. He therefore divides 150 by 200, which gives him 75 per cent, and draws a light line through 75 per cent of the space for that day, thus: Expressing this in a different way, the space represents the time actually taken to do a certain amount of work, while the light line shows how much time it could rea- sonably be expected to take. For instance, a workman has taken 8 hours to do work which the foreman had expected him to do in 4 hours. The width of the column for the day represents 8 hours. He therefore draws a light line through an amount of space equal to 4 hours. Another workman has done in 8 hours what the fore- man expected would require 12 hours of a good man's time. He therefore draws a light line thus: through an amount of space equal to 12 hours, i.e., one line all the way across and another halfway across. THE MAN RECORD CHART S7 Light lines drawn through a second day's space are offset from those of the first day so that they will not appear to be continuations, thus: If the foreman has not estimated the time the work should take, he draws a broken line through an amount of space representing the time actually spent on that work, thus: h — I The portion of the daily space through which no line is drawn shows how much the operator has fallen behind in the work expected of him, and the letter at the be- ginning of the space indicates the reason, thus: The reasons which occur most frequently are listed in the key to the Man Record Chart (Figure 11) together with the method of determining which of several reasons should be used. At the end of the week a heavy cumu- lative line is drawn to show the weekly total of each operator, the heavy line always being equal in length to the sum of the light lines. To get the totals of the various groups and of the whole department, the hours represented by the cumulative lines of the individual workmen are added and divided by the number of men. A line about % inch wide is used for a group total and 1/6 inch wide for a department total. i;: . 1 — — "T 1 m w S p*? 9 -J i • E 1 T 1 • 1 1 E 1 < 1 1 < 1 < 1 CM i 1 o -J • n -I 1 a y~ _j 1 1 1 [ 1 1 1 a: o tn ccl 1 vi> a: 1- en J o CM s -J _ DC - -T u; -^1 II 1 1 1 ^ > -• - ^D H fiC a -J < 1 < < CO 1 — 1 r J a:| 1 ^0 o -J 1 < J - -I -J J i ---r — i ' 1 vO < < < 1 < 1 = is > 1 J T" H 1 Jj o 1 1 1 1 ! < 1 1 < , J 1 = JJ- 1 ( K- i 1 -•l _. r •— o ! 1 1 " < 1 \ < 1 i5 1- >- -J ^ ■| vD * 1 < < j 1 Z < _i - z s: 1 _ -O ^ «r> 4 1 _[| = 1 >z r > 7 >- • V.9 7 _i SI 3 « 1^ S p .So ^ o ^ -' :r; c 2 3^1 o -tj u "^ o c« ii ,^ =+-< > C CV. CO ^ 1/ i^ (U ^3 tH O c y ^^ J 2 o -^ _ o o , « c^ 03 S f-l Jh CO •« TO CC W +3 o ^ 1=5 c2 ^ O O S «fH « :« o 3-1 be 1^3 •S .s o a; « ^ o t: 1^ Q: *i: J _i .1 _, ~} J _ -I _j 00 Q < c «t •«c 1 U> tD •=c II O 1 , , J it , 1 _, 1 1 J) UJ D h <£> Q: •=i; "^ ^0 J 4 , , 1 _, I[ ^ = Z 2 1 _. 1 T VO f;^ ^ '^ ^ ^^ "^ ■^ - - J .1 ] -1 _i ^ _, ^ ^ (0 ' — — T - -:^ ^ "~ — — ~ t^ •«t K 1 1 1 Y 1 1 to 1 K ct K h ji o J ^ K K K E li. "^ 1 D I 51 1: K K l-s CCl VD K 1 tt K K ^ ^ 1 t 1 1 N D UJ K t-- K I- ^ ]• J ct It ct ■^ ^ ^ ^ c/5 UJ D h r Q: ^ K 1 ^ ct K «^ . 1 J J , •^ v^ ^ 2 Z o 2 h , tt K| FT Kl Q: ^"^ ■& % K ^^ t f^ Q 1^ ^ ^ J 1 ^ :t :^ |g- ^ 8? § S5 -SS&! Qi ^ CM ^ I ^i=: -->. Id 1 > :§ ^ ^ 1 1 1 L Olark ^ I. Klimbowskf F. Haraska ^ u uj ^ 1 1 8 1 u 1 1 (V 1 A: 1 II ^^ Eh o < W o U) o pq OS O (M O O 93 «^ o ^ s o » ^1 Si -a 5 p ^ ^ 8 03 03 '^ < o . I " ^ ^ ^ 7^ ^ 'bb OJ -§ 02 o ■(-> o OJ 03 a; rC3 ^ en CO 4J CO . (i; .s > ^ 03 v^ bJD 'in ^ O d o s O o i 03 ^ C3 'bb g - I o a; '^^ bJD s > •^ 03 i-Q CO o ^ ^ CO ST be CO (U 03 u B X p-( ^ a I— I B n3 o CO o 03 r^ ^ •=« Ph -^ o n3 c g a; P ^ be P3 03 o S ■■+■> CO -^ fl CO 02 O 5 ^ C ^ 2 "73 CO 03 "^ 'Eh B CO QJ o '+H o r^ O a B B -0 p^ +j 03 O lU 3 a ■d c a; 03 ■5 bC Ph .Jh .S P^ CO rH bJD =« 03 ^ u 03 O ^ >% CO CO o; bo O "^ o bC 03 _3 43 44 THE GANTT CHART will do all he can to keep up with him. But above all he appreciates the opportunity to watch his own pro- gress from day to day. Short-Line Men There are some workmen, however, who cannot measure up to the average and do not respond to the foreman's effort to stimulate their ambition. These are the men he studies most carefully. Even without records these men know whether they are better or worse than those around them, and they resent the in- troduction of methods which make this fact evident to the foreman and the other workmen. Those who have in the past tried to cover up their low production by attempting to stand in with the foreman and can no longer do so, are opposed to these records and do all they can to undermine their usefulness. Experience has taught the foreman that men who feel their inferiority are very apt to do everything possi- ble to distract the attention of others from that fact. This shows itself in flagrant breaches of shop discipline or in creating discontent in the minds of others. In this way they secure an outlet for their energy and distract their own attention, at least, from their inferiority. When the foreman studies these men who have short lines on the chart, he realizes that this type is usually the backbone of strikes and discord in his department. Their consciousness of inferiority and their discontent is continually smouldering and is easily fanned into flame by some fancied grievance, some real injustice, or some capable agitator. The foreman who wants fewer labor troubles in the future realizes that he must THE MAN RECORD CHART 45 solve the problem of what to do with those men who are below the average — whose lines are short on the chart. Shall he drop them from his pay-roll and ask the em- ployment department to hire others to fill their places? He knows that the available supply of good workmen in most cities, except in times of business depression, is inadequate and that those hired will probably be just as poor as those discharged. If he spends an hour in the employment department watching the applicants, he will see that in good times they are made up largely of men who have never learned to do any job well — men who have been discharged from other jobs because the quality of their work has been poor and their pro- duction low. Discharging the poor workmen in his department will merely add to this mass of floating labor. The foreman who is looking into the future does not dis- charge these men; he trains them to do at least one job well. He tries them out on various kinds of work until some job is found on which they can do better work than on others. On this job a man is given special in- struction, so that no matter how long it takes to bring him up to the average, there are always sufficient in- structors to help him. If there is no work in the fore- man's own department for which one of these men is fitted, he asks another foreman if he will not try the man out. This method of handling short-line men appeals to the foreman's sense of fair play, for he is giving these men for once in their lives a real chance to make good. When these men, who formerly had short lines, get to the point where they are turning out a full day's work ^"^ 1 " "" P «Ci va ^ •^ 5 ^ > CM r- c::i va ^ o J C\J H^ «~» cs» <>o ^ CM C^ S3 - ^ t^ ii' ILI CM S S^ ^ te § ?^ § t^ § 5 ^ ?^ D S ^ ?^ ^ z P H ^ % ^ ftj ^ va s CM SO ^ S^ ^ UJ 1 S § § * ^ S ^ S ^ 5^ § pg3 g 1 s 1 1 1 f5 1 1 Cm ^ . , s fe o fx 13 ^ g 8 /->, i I — — — — — — — — — — — UJ S __ ^ s g S z S CM «s^ i§ K^ ^ r-^ ^ ^ ^ ^ =:= ' g 1 1 R R :: fc 1 'r r » 1 fc i ___ ___ 46 ^ >^ < u < Q O o bC eS fl ;-( 03 p 43 « c3 fl fl (U 0) o o ^ 4^ 03 ^ *43 ^ g pQ c3 ^ 3 r^ r^ 05 03 ^^ 2^ c3 o n^ ^ §•: o o ^ ^ ^ p^ 03 (1) >> 3 o 03 O CJ o O 03 -^ o -73 .2 o 03 5 ^ "So s 03 s 3^ a -^ o ^ p. § a ^ ^ .H 3 ^ ^ - o I bO 03 u 03 03 o 03 -M 03 > ^ S B rTS ""• U OJ -M 02 ■M 03 C3 4^ o 4^ P (V) bC ^ fl a Is 0) O '^ 03-^^ 03 o o a ^ ^ 03 ^ fi 3 o rC 03 o o a: < r s: D 0) ^""" ^"" "~~ " "^ 1 . ■""" to 1 [ III ^ 1 1 . _ CO z UJ r; UJ Q o 1 ro 1 1 ^ 1 1 q: Ll] z 52 L. ^ 1 > o z CO \ -- 1 L. 1 If) 'ii 5 CM s h UJ Q 1 1 It: 1 4. ll 'i' ^ 50 < in Q O U «5l « CO » !> O ^ ■2 g ^ C« H rrt O JJ s O H S «« C S IJ ^ O rt c3 ^- 1 VI a; eS O 05 a; 05 rrj ^'^ »^ .5 "^ 03 fl '^ 03 ^ 2 o 43 00 ^ 03 O. (U 03 PC 03 > ll 03 >^ OJ ^ fl 03 O ^ i-C 4J 03 -M C3 PL, '^ a 03 >1 03 OJ O O 1^ "l^ Q, 0-( 03 rt _cc 03 c3 '^ OJ o3 CO p-Ch 2 g pi3 pl3 03 ■M a; ^ u ^ ^ o -(J ^ ^ o ^ 0) p^ . Ph !>■ n3 ., o 03 03 M bC IB S O ^ 03 ?^ p^ 53 2 S O ^ 03 -M W Ph -73 QJ g a .in fl xi 1-1 O 03 f^ o a; ^H ^ Ph 03 OJ ^ pa bC III I B ^ -s a 03 jS Ph:2 51 52 THE GANTT CHART When the estimates of all the departments are made on the same basis, the superintendent is also enabled to compare the ability of his various foremen to get work done. Since production is the aim of the entire organiza- tion and these charts point out the men who are suc- cessful in getting production, the superintendent or the manager will be able to build up an organization composed of men who have proved their ability to pro- duce. CHAPTER VI THE LAYOUT CHART Use of Layout Chart in Planning Idleness of men and machines is usually the great- est source of waste in a manufacturing plant, and yet it is possible to take definite steps to prevent its recur- rence by presenting to the management in such detail as to fix responsibility, the reasons for idleness, such as lack of help, material, orders, tools, etc. This is done by planning work sufficiently far in advance to advise each individual concerned what he is to do and when. In some plants where a uniform product is manufac- tured this is not a difficult matter. If, for instance, 100 machines are being made each week, every foreman or workman knows that he is to turn out enough parts to make 100 machines. The planning in such a case is very simple and can sometimes be done without any written record. There are very few plants, however, which produce only one article — usually a department has to turn out a great many different parts to be used in the assem- bling of a varied product. Moreover, it is probable that these different parts are worked on in other departments also. It therefore becomes necessary for the foreman to plan carefully the work to be done on each machine in his department and also for the superintendent or manager to plan the work to be done in all the depart- ments of the plant. 53 tj-t O O 4 10 4 s oi o i 1 o ^ o rH O 6 o ^ 0) -^ ^ ^ MlN. PER PA6E C^ lf> C\J ir> ir^ ^ ^ > ^ ^ 1 i r 1 i tQ CQ O ^ *A IV ■*j o •\ o ^ ^' 5 •43 o o CLi oo 1 Hi be '^ In 1 CI a; •4J CO 03 1 .a 13 2 o 13 •S3 03 «3 03 03 c 1 03 > CO -s H Oh o ■4^ 03 o 03 bC 03 bC 03 s OH i «t3 1 o 2 o 03 ■4^ CO • <-* 03 4J C5 o w H 1 •4-> CO O H 1" C« S n-i rfl ^^ fl rM ni u H o 1 >• ^ 03 4J t4H 0) 1 tx ^ 5 03 o CO t/5 •a o >o ■♦J Oi 1 § if n-l o ^ p ,j:3 4-> 03 tn H o fl ^1 O '4J (U -1 n3 a; '1 4 ■4-» O ■M 1 1 tn o Oi ^ 5 o o < CO CO a o a '^ ^ 1-^ 03 ^ <4-« 54 THE LAYOUT CHART 55 The Gantt Layout Chart is used in working out a plan to get the orders in hand done when they are wanted and to make the best possible use of the available men and machines. No method of doing this can be satisfactory unless it emphasizes above everything else when jobs are to be begun, by whom, and how long they will take. In a Stenographic Department One of the simplest forms of the Gantt Layout Chart is that used in assigning work to stenographers. With the two ends in view of sending stenographers to the same dictators whenever possible and of getting all work out the day it is dictated, the proper assignment of stenographers becomes a difficult problem. It is neces- sary for the head stenographer to know at all times how much work each operator has ahead of her, so that when she receives a call for stenographic service she will not have to take the time to ask the individual operators how soon they will finish the work in hand. The head stenographer takes a sheet ruled to show the hours of the day and divides the hour either into six columns representing 10 minutes each or four columns representing 15 minutes (Figure 15). On the left side of the sheet she lists the stenographers and shows the time it takes each individual to write out one page of her notes. This figure does not represent the best pos- sible time but the time the operator takes normally. When a stenographer comes back to the stenogra- phic department after taking dictation, she lays on the head stenographer's desk a slip of paper showing the time of her return and the number of pages of notes to 56 THE GANTT CHART be transcribed. The head stenographer multiplies the number of pages by the minutes per page which appear on the layout sheet. This will give her the time it will take for that individual to complete the work in her book. The head stenographer draws a line on the lay- out sheet representing this amount of time, beginning at the time noted on the slip of paper which the stenog- rapher has placed on her desk. When this has been done for all the operators in the department, the head stenographer can see at a glance from her layout sheet when each stenographer will complete her work. When a dictator calls for a stenographer, she looks to see if the one who is in the habit of handling that man's work can take this dictation and get it out that day. If not, the head stenographer sends to the dictator the one who will first be available. One of the most difficult problems in handling a stenographic department is to get all the letters into the mail the day they are dictated. To get these letters out, it is necessary to distribute them evenly over the availa- ble stenographers so that one will not be loaded up with two days' work while another sits waiting. If the capacity of the whole stenographic depart- ment is taken up for the day and a dictator calls for a stenographer, the head stenographer will then tell him that it is impossible to get out any more work that day unless he prefers to have left over until the next day some of the letters he has already dictated. Another advantage of this plan is that the work is evenly assigned to stenographers, so that if the work is light they all finish early in the afternoon and if it is heavy, they all work up to closing time. THE LAYOUT CHART 57 In a Machine Shop The planning of work in a machine shop is more complicated and the Layout Chart must show more detail in regard to the work to be done (Figure 16) . A sheet is used which is ruled to represent the work- ing hours of the plant, the ruling depending upon the average length of jobs. If they extend over several weeks, the wide columns represent weeks and the nar- row ones days; if they run less than a week, the wide columns represent days and the narrow ones hours; if they last less than a day, the wide columns represent hours and the narrow ones fractions of hours. All the machines or work-benches in a department or shop are listed on the left side of this sheet. When an order is received, a list of the operations through which the material is to go is looked up, if it is not already shown on the order. On the Layout Chart opposite the machine to be used, the first operation is laid out. An angle opening to the right: indicates when the job is to be started. An angle opening to the left : indicates when the job is scheduled to be completed. A light line connecting the angles indicates the total time scheduled for the order: > Q. Ui O -J 1 u X r n S i V S2 i ■ <■ S Uj ' ^ ? G I i - s> ? J 5" 1 ]^ ^ 1^11 £J i t. •i"! tQ "t ^ > \ o ^ OJ 0| } 7-< i ^ ^0 ^ ?P ^- i ^ ^ ^ t^ 1 > "^ u If 05 6 Ki i" ^ ;a ■M s o ^ ^ S t^ ^^ t vo Hi ^ n^ 5- _ Uj \ o 00 > c\i -^- ■^H > "s)- r^ . ■^ vo Uj =0 > »' U) Z o z V f^ ^^ 0^ 1 *l 1 ::; to w i ' eg L ^ i^ 1 IS i ? U- ' 1 0, > ^ 1 1 -J2 1 j 1- 1 1 > ^ 1 ^ « I '^ CO 1^ I- O O «+-! O TO O 1^ biO g ^^ 0) ^ '^ CJ CO 1 a; — a; Oi o a; ^ O ^ n en o fl o CO I CO c3 tu T3 O rC c3 ;h O o; «+H 03 ^ 1 TO ^ -s ^ ^ « o rr^ r5 ^ ■u "U __, ■^ ^ r^ cS in H S CO .2sa I ^H ™ =0 cS V cS lll> ^ 0) ■<-> C '3 u 03 a 03 Ul ^ a ^ .

a' u. UJ d 0) t > a z r r [ ■\\ r in i T / / 1 ■ / \l n I ... J, • I \ i \ Cb 5 = CO A >o i^ = vj^- ii. / - ^ ^- to / l f^ 1 A l\ S E s 7 1 h- V \i\ N i Y ^> ."^ ? f\ / c^> 1 i - ;» CM K 1 c 1^' 1 5^ ,^ s (\i t<5 ts i^ ^ ^ s S?" ~ n ■ y 5 — — -- ^ ? (s g ±, ^ ^> ^ ■^ ■^ ^ t^ ~^ CV) (^ k ^ OD r. ^ £ S io i! I- CM • N i. ■p " iS" in ki OQ ? S "'^ " ^ K !¥ ^ ^ .^ ^ »o ^,1 1^ ? ,^ :t 1 t ffi ^ CL , o 1 1 ^ ^ ? ^ 5 o - J ^ ^ . 1 f? > io~ ~~ V I- Q . CO 10 05 t~- ^ ^ 0) s Z -^- Pi fo to 1 ^ fo 1 C\J on N ^' - 1 ^ N- 00 5^ i op k- 00 (0 <' fM <£) lA 1 S ^ ^^ ^J- i CO ^ i ^ ^ ^ > 10 10 ^ VI Ly o !!!. ¥ > 5 > c VJ R ? > - ^ -i I i > 1 5 is V c 5u o o It 1 62 o u o < o Oi &0 o 03 . D O 'a r^ O n3 CO c« t -a ° 8 0) (U ,bf) -^ O ^3 03 0) S r^ . c3 O fl ^ ^ (H o ^ ^ O 03 03 J-^ 03 03 -3 03 "^ ^ O ^ I bC ^ .3 ^ c3 03 05 M 03 >> a '-' 03 <4H r^ 02 03 o .3 H g "73 »o 03 03 rO 03 pi^ ^ ^ 5 O ^ fl «« J -« 03 2 'o 3 ^ 03 O ^j ^ ^ 03 ri3 03 w O ^ • 1— ( ^^ ■^ O 03 > U > a o CD ^ rH O 03 S2 3 .3 03 03 -M •S 3 :3 o ^ 4^ O O ^ cr o ^ t u «+-! 03 O 03 r£3 »^ ^ t: 03 3 "^ "^ t -i N N CVJ t- S E ^ N N N ^ si N 1 1 t § 52 M N N N .... I 1 1 1 1 vo N ^ >j N 1 1 1 1 1 1 ^ 1 1 1 1 1 1 1 ■1 1 1 n ki N 1 1 o to I NI 1 I 1 1 1 1 1 , 1 1 CO 1 J N N rsj 1 1 1 1 1 1 J N| N - J . 1 1 1 1 1 •w & «> ^ 1 1 i^ 1 N CO 1 1 r^ll ?! 8 1 ol ?, ^o 101 in r, <> o g § ^ 1 1 Ml 1^1 aD| $1 CD 1 ■^ l^l^l 1^1 ^ (b w ^ ^ \4 ? vo ^ o Osl ^J w <^ ^ OJ C O (VJ ^ JS ^ CVJ in I- C D £ i L C f n o u n u: o 1 1 1 i 3'> I. 10 c 3^ L n 8 1 1 n (d o o i •?Q o o 03 ;h a ^ 1 1 CO g CO (U TO >^ ^ CO O a; a; .t; o 03 4J o 2 « OJ co" -^ 5:! ■M O o I— I '-' CJ OJ ^ a fl CO rC3 o >. ^ P-. 03 QJ CO cc c3 ^ ^ CO C3 a; « CO f-t nd _C rN o o 'co CO CO rr-l 2 ^ ,J2 ^ ^ ;> .^ CO r^ OJ ;h -H > ^ a ;^ ^ .2 ^ I ^ o ® o a; ^ ^ .S2 ^ re ° -^ g +3 CO ^ - '^ -^^ 2 S .S S -S ^ ^ 'f'. a HJ ^ -IP ^ p^ o a _Q 03 s .5 P5 o a; •rt o Vi > n N ur nl ?(2 ' C yf Open 7/ or -5 n on rt n p fo T d ■ H.B. Mi//s forCasinqs 1 _ _ _ _ _ _ — z Blade Mii/ers 31 _ _ _ - _ _ _ n z Vert B Mi//s 20 _ _ y- _ _ _ z Dri// Presses. 9 _ _ T "^ _ _ _ — — z Mil/inq Mac/lines 3 _ _ ■^ - z Lucas B.Mills. 2 — - Z _ z H.B.t^i//s 3 z Z — z Lathes 23 - - - - z Lathes forS/iafts. 2 ^ _ -_ _ _ z Blade Grinders 6 3= _ ■n _ _ _ _ _ z Grinders 2 z Z z ■1 z Note- Above Chart is based on /00% Runninq C 1 1 1 1 1 1,1 1 1 1 1 1 1 1 1 ri Tf'N Figure 21. A Gantt Load Chart Used in a Machine Shop This chart shows how far in the future the machine tools will be kept busy by orders in the plant when it is drawn up. On the first line, for instance, it is clear that the one horizontal boring mill will be busy 80 per cent of the time during October, 20 per cent during November, and all of December and January. • The heavy lines indicate that the work ahead of these machines is not well balanced. This chart was drawn at a time when the machine shop did not have a normal amount of work. Some of the operators were laid off and their machines shut down, and therefore in the upper half of the illustration the work ahead of this reduced force was charted. To prevent anyone from getting the impression that this chart represented the capacity of the plant, the same amount of work was also charted against the total capacity of the machines. 72 THE LOAD CHART 73 would keep them busy half their time. For the 5 suc- ceeding weeks 30 per cent or less of their time would be required. The cumulative line showed him that half a week's work was behind the schedule for lack of pat- terns and other reasons, and that the total work ahead amounted to the molders' capacity for only 2I/2 weeks, although that work would have to be spread over 6 weeks. In the steel foundry, however, the superintendent saw that there was more work to be done on the side and bench floors than could be done by the molders assigned to those floors. In all there was 12 weeks' work ahead and it was wanted in 7 weeks. It was im- portant to deliver the castings when they were wanted, so the superintendent immediately issued instructions to run an additional heat each day and he transferred 2 molders from the brass to the steel foundry. He knew that these changes would enable him to make the deliveries promised. In the iron and brass foundries there was not enough work to keep the molders busy, so the superintendent reduced the hours per week until additional orders could be secured. This Load Chart enabled the superintendent to re- duce the idleness in his plant, but, above all, to deliver the castings when they were wanted. A Load Chart for Machine Tools The Gantt Load Chart shows very clearly whether or not the machine tools in a plant are going to be kept busy in the near future — which ones are overloaded and which have little work ahead. In Figure 21 the ma- chine tools in shop No. 10 are listed in groups and the 10 6 z +: O- (U Q c o O '— ~" __• ... Ri N _L io M tr CO N N "^ rsi ' 1 ,. |l fe -Q s — N ^ 4 N isj 1 .t si - to t-- "■ tsl 1 ^1 ^. U ^ 1^ f^ ^^^ ^" 5'g ^ ' M t < ^ ^ S Z J^ ^ .^. ^ _a 1. f^ OD to ■ N r si L 1^ 1 " r ^ H- S ^ "" Nj . . , 1 J t ^ '^ ■" N N 1 4—1 J^ -1 ■ i zl 1 (O . f^ J N IT N N ^ ^ ^ Si S' li§ h K^ ^ if Ki K) ^ K^ll $ ^ S X . < z C5> cvj 5 ID 1 1 5 § 00 K- CM x^ ) ^ CO ^i~ CM IOCO-- nioK) D 5 ":i - CC 5 S U n D L 1 i Q Q Mill Mill 2 Drills - c > CM 74 Q o K s U o Eh < o Q o 1-1 H H o 0) fl .-s C3 i-r^ jj *^ (-1. s+H O O ?§ 5 O «4-( TO rH -l <-! ^ fee -5 o ^ O ^ ^ s ^ ^ ^:a CJ -M 4J TS bC o g en ^ +r fl A 03 Oi a o "S o s^ 2 1^ ^ fl^ < O UH -^ I^ O -1^ ^ oT C3 fl oT ^ Pi lO V U 42 pih be O V fl o 'd bO ^ -3 Ph cs c3 V ^ b£ O O ^ ^ 3 ^ S o ^ ^1 o ^ biD -^ 'Tj en ■+J S a be d; 03 «« ? a o ^ SJ h J h \ N| |h \ ^ 4 . 1 1 r w ' h u ^ J ^ \ H QC (VJ < ^' h 4 h \ ^ 1 1 <\ 0: CO ^ Li H 1 - 1- Id h u Ln < S — - - i ] 00 - 1 1 1 1 1 \ - !> ?^ ^• c> c> VS> c:> v^ V, !i ^^ ^! \\ \ . .; - ^; u. 6 z in 1 S c ^ I ■»^ ; ^ ^ J 5 : t J ^ c r^ UJ H 10 1 ^ * 1 1 30 1 _L 78 P^ o rC3 ^ ^ u ^ ^ ^ O IT3 S3 O O rl3 O bJD 03 r^ c3 o o ^ a; en o ^ CD ^ ^^ ^ i CO ^ -5 P^ y o -M •13 ^ px: CO -M :3 0) C3 c« fee .: CO 03 o be (U 03 p s ^ 03 ^ ^ .2 O 03 -M _be 03 Ph a -4^ 03 rC H a 03 be rXi 79 80 THE GANTT CHART n on general impressions which have been carried over from some previous time. The Gantt Load Chart gives the manager or super- intendent an insight into the future which it is very nearly impossible for him to get in any other way. CHAPTER VIII THE PROGRESS CHART Purpose of the Progress Chart The purpose of the Gantt Progress Chart is to show what progress is being made in the execution of a plan or program. One of the fundamental principles of management was formulated by Gantt when he said : "The authority to issue an order involves the responsibility to see that it is executed/' It is obvious, therefore, that when an executive, i.e., anyone who has control over others, has issued instructions that certain things are to be done, his next step is to provide a mechanism which will at all times keep him advised as to whether or not his orders are being carried out and, if the progress is not satisfactory, will tell him the reason why. The Gantt Progress Chart gives this information clearly and con- cisely and, since the facts are presented in their relation to time, the chart induces action. Some executives look back over their records at the end of a given period of time, possibly a year or a month, compare actual accomplishment with what they believed was possible, and conclude that the perform- ance was either good or bad. It is the wise executive, however, who goes carefully over conditions at the beginning of any period, studies the tendencies, and decides then what performance will be satisfactory. This is his plan or schedule. Should there be, later on, 6 81 82 THE GANTT CHART a marked change in conditions which it was not possible for him to foresee, he will, of course, make the necessary alterations in the schedule. In this way the executive relieves himself of the necessity of analyzing records every time a new figure is received, comparing it with other figures and deciding whether it is good or bad. Usually in the rush of busi- ness, comparison of this kind is likely to be done hastily, and the decision is apt to be unwise. However, where the executive determines beforehand what will be satis- factory to him, he is almost sure to study the matter thoroughly and to secure all the expert advice and ac- curate information available. After this schedule is worked out, a comparison of accomplishment with the plan becomes merely a clerical task ; the executive's time is saved and he is left free to study the tendencies and take the action indicated by the records. The Value of the Gantt Progress Chart In this phase of an executive's work the Gantt Progress Chart is of inestimable value. Its use makes a definite plan necessary and presents that plan so clearly that it can be readily understood in detail and as a whole by the executive's associates and sub- ordinates. It compares the performance with the plan both as to time and amounts, and makes it possible for the executive to foresee future happenings with con- siderable accuracy. It shows what part of the work has been done in accordance with the schedule and empha- sizes the reasons why performance has fallen short of the plan, fixing responsibihty for its success or failure. THE PROGRESS CHART 83 Usually it is not necessary for the higher executive to follow on Progress Charts all the details of the work being done under his direction, but he does wish to follow the progress of the work as a whole, which may be done by following key operations, typical items, or totals. If the progress made on one of these subdivi- sions of the work is satisfactory, he will pay little atten- tion to it, but if another part of the work is behind schedule, he will call for the detail charts in the hands of one of his subordinates. From these records he can see what particular items are being delayed and the reasons. He can then concentrate his efforts on that particular problem and, because of his broader au- thority and greater resourcefulness, may overcome difficulties which to his subordinates are insurmountable. Saving Time for the Executive This method makes it unnecessary for the general manager of a manufacturing plant, for instance, to wade through volumes of reports or to go the rounds of his superintendents or foremen in an attempt to find out what work is not progressing satisfactorily. His subordinates are likely to minimize the importance of some delays and on other items not to realize the effect a short delay will have on other work. Gantt charts emphasize the fact that time is the most important element in production — they bring to the attention of the general manager the things which are most urgent and hold his attention until betakes action and sees the results. The Progress Chart also enables the general manager to know whether or not he will be able to live up to whatever promises of delivery he has made, for 84 THE GANTT CHARr he knows that a reputation for keeping promises is one of the most valuable assets of any organization. Of course, the ability to make quick deliveries will fre- quently secure an order which would otherwise be lost, but quick deliveries depend entirely on the volume of work ahead. If a customer is continually promised quick deliveries by a certain plant and much later deliveries by its competitors, the reputation of that plant will be injured rather than enhanced, for the customer is likely to conclude either that the poor quality of the product prevents the plant from securing orders or that another customer's orders are being set aside for his. One impression is as detrimental as the other, for the customer knows that if another customer's work is set aside for his, it is probable that his work will be set aside for the next insistent customer. It is clear, therefore, that a reputation for deliveries must be founded on the ability to live up to whatever promises are made. If a promise of delivery is to be kept, all the work in a plant must be planned so accurately that, when a new order is received, it is possi- ble to tell almost to a day when the work will be com- pleted. The Gantt Progress Chart enables the manager to keep before him all the promises he has made, to concentrate his attention on overcoming obsta- cles and avoiding delays, and, when it is impossible to live up to a promise, it enables him to give the customer advance notice of the fact. Drawing the Progress Chart Angles opening to the right and to the left indicate respectively when the work is to be begun and com- THE PROGRESS CHART 85 pleted. The amount of work scheduled is shown by a figure at the left of the space and the amount to be done to date by a figure at the right of the space ; light lines represent work done during any period of time and heavy lines the amount done to date, as explained in Figures 1, 2, and 3 in Chapter I. If work is done in a period of time for which no work was scheduled, it is shown by a figure in the middle of the space, for instance : 120 When the amount of work done is more than that scheduled, the light line is drawn across the space more than once, thus: These lines are built up from the bottom to emphasize the fact that they belong to the heavy line below them. If no work is done in a period for which some was scheduled a Z (for zero) is placed in the middle of the space ; thus : A chart will look crowded if more than three light lines are drawn, so when the number of lines exceeds three, the figure is shown thus: This indicates that the work done was seven times as great as the amount scheduled. —: — — ~"~ o Z > S^T U)l ± O ± ti nF ^i ffi ± loT — ' oj ^1 2 3- i- u LO ± ^ ~ 6^ 1 — H ^ 5j >2 o CP X e s^ £-1 — a: — CO 2 r- lOf «D ~± — of ^ ^ ^ r- lO (y> \0 o CO «c (r> — 1 CO r- VD IT) — Ln LO r- 52 ^ CO VO -i- r- — Ln VD 2 tJ- 13 c ?8 lO C^ ro v£> (O ^ CO in r- K) -1- \o IT) to — ^ fO ■<*- CO I Kl CO s CO T, — — 1 1 CO — — — 1 ,^_ _ _ m^m _ u o 1 ro O O ID g Lf) in i Lf) (5i in ID vD O s o in n^ 5| ' O O O o o O O o o o 5 C & iL 6 z in u. o 2 U- ± 6 z I/) 1 U- 1 CO o ID IL O O Z c IT IL cC c Z . in u. c z n3 o T^ CO •4^ 86 THE PROGRESS CHART 87 The heavy cumulative Hnes are drawn on the scale of the space through which they pass. Therefore, if the scale of the spaces or periods of time varies, the sum of the light lines may not equal the length of the cumu- lative line, as is the case in Man and Machine Record Charts. Broken lines represent work which has been done previous to the date when the chart is drawn. If, for instance, a chart is to show quantities of parts manu- factured, a heavy broken line would indicate the quantity in stock when the chart was begun. Manufacturing on Order In a plant which manufactures only on orders from its customers or its own sales organization, a promise of delivery is usually made on each order and each must be watched to see that the promise is kept. The Progress Chart of Crank Handles (Figure 24) was drawn in a plant where all orders were charted. The angle which opens to the right indicates the date on which the material was to be issued from stores; the figures indi- cate the dates on which the various operations are to be begun, that is, on the first line of the chart, 1 indicates that the first operation was to be begun on January 19, operation No. 2 on the 21st, etc.; the angle which opens to the left indicates the date on which the parts were to be shipped, the heavy line shows what operations have been done, and the letters under the lines indicate the reasons for delay. The V indicates that this chart was reproduced on March 3. If the work had proceeded exactly according to schedule, the heavy lines would all end under that D s: o 13 D ■ C i -J r ^"" ~~ """ 3- ^ s: ,>,! § & ^ k^B ^ 0^! ,1 " u c a. < g s ^ ^ — $ ^0f to ( c ^ ^ s i ^ R 2: ^ H 8 ^ ;^- S 1 " II 6> s - s . R R § rr> 9 1 ?^ IP z: S R " ? ^ I S 1 - n — 2 s s -s- cu r^ r h I d +: o O 5: I f 10 Jj- s n S ^ R k Z s 4-* s: - 1 R ^ ■ o 1 .*-» 03 S 11 s IB r^ o o (V > CO pTS ^ I— < o .5 S O O rt CD ^ ^ -" a; en n O il-l *^ C3 H U CO O 03 «5 ^i; ^ fl ^ c 11^ ^ s o o . a; Ph O —I 0) 4J ■^^ o C3 T>- P^ o In S ^^ O ^ ^ ^ 13 +j en < ^ a =^ s ^ -3 ^ "§ c3 o en bC 1 ^ C 1 ^ 03 T3 c3 ^ •"^ o 03 3. 1 > 03 O CO 3 >^ S 4J ^ rO s ^ P. ^ 03 O ^ bJD ^ "i^S o N ; .a ^ "5 1^ $^ 2 s ^ a 1^ a 03 -s O o "S <^-( ^ S n3 a; o I— 1 en OJ i^ ;-! ^ o 1+H o !S -JH ^ ,o 5 ^ ^ n3 03 c3 Ph ^ pJ3 o bX) n3 ^ 'bb ® 5::: ^^ CS 03 11 2:^ § 1 &c o 5 ^ c 2 -^ r-H H CC u o ^ s r^ O Z. a '^^ ^ ^.'^ a; ^ +3 lU en ^ o -^ S CO M ^ CO CO 51 fl ±^ ^ 'S ^ ^ - O OJ nd 03 a; OJ en H 1 o ■ * 1 1 Ll 't ^t-.tttv vl' L'!'!'!' 1' ll'L 1 in •X iO ll lilllirr III 1 -lilil 1 1 1 III M M r-J QBiBaisiHisiiiini n II II 11 II II II II II ni II II ■ ^ TjdT.rir. II 1* L ll N ll II t ^ r ' 1 11 1 n II 11 II II r 13 UJ S^ ■ 1 ll 1* 1 ■ 1 rl 1 r^ 'I ll 1 1 1 1 III Icb 1 1 i Ii L 1 IIIII ■^ ■ . .1 III iiiiiiriii II i 1 1 1 1 L. *T. IV 1 1 III |]l|li|i||il|J 1 1|' r 1 IS c3 ^ ^ ^ ^ ^ ^ s ^ ^ CVJ N >5 ^^ 3 i 1 1 Fit Side Plates Drill Tap Counter Drill Countersink Hand Tap 'Finish Ream Finish Ream N ill Relief 1 1^ I J S.6 kit 1^ 1 •4J ^ 1 i rl^ c; a^ ' ' ^ i a CJ b ^ iTl *a3 03 TJ o; CU > t? "^ Oh o O S «11 fl Tl fl ^ 0) a o o 03 03 o a; 03 O 4^ 03 < > O 73 a 03 ^ CU § o ■M 4J 1-1 o -^ rO 2 03 6 03 tf ^ 'T3 CU ^ O 4J O o w tf 1 05 P ^ 03 ^ •2 1 a o w ?3 > •5 4J O 03 13 a 01 .2h o ?) s P 03 o o •i-i 03 O 1^ % (U o 03 03 n3 C a; 1 1 OJ -M \^ c3 ^ 03 fl ^ T fl ^ C3 ,£5 O OS O o b3 .-S o ^ ^ ■M 0) o o es fl s e« rCS o 'T3 (U CI) W A -n o n) O 03 03 a o .s pi3 O -73 >^ 03 r=H o (U «3 T3 03 o Uh (I) 93 94 THE GANTT CHART which would bring into finished stock during September another month's supply. It was evident, therefore, that there would be a 4 months' supply on hand sometime in September, and accordingly no further manu- facturing orders were placed. It was also evident that there were sufficient f orgings on hand so that no further purchase orders were necessary. On the next type of link, No. 1297-BP, the normal usage was 4,000 per month. When the chart was made up June 1, 5 months' supply was already in stock with manufacturing orders placed for 15,000 more and f org- ings on hand sufficient to last up to October of the following year. The chart made it clear that it was unnecessary to place additional orders for the manu- facture of links or for f orgings. Comparing Operations At times a series of delays occur which interfere seriously with production, but it is difficult to get a com- prehensive understanding of the situation from a table of figures and still more difficult to explain it to someone who is not familiar with the details. During the latter part of the Great War, the Director of Arsenals considered the recuperators, or recoil mechanisms, for the 75mm. field guns the most important work in American arsenals. There had been a number of delays on this work with various explana- tions given and finally the director asked to have the progress shown on a Gantt chart. Figure 26 shows the progress made during a certain week on the framework of the recuperator, usually called the "brake," and compares that progress with the schedules. THE PROGRESS CHART 95 A large machine shop had been erected and machine tools installed to manufacture these recuperators at the rate of 4 per day. The chart shows that on the first operation 5 were done on Monday and Tuesday, 4 on Wednesday, and none the remainder of the week. The production for the week was, therefore, 2^/2 ^^^ ^^ ^ days. Going through the various operations it was evident at a glance that the principal delays were occur- ring on operations 4 A and 5, planing, and on A6 and A7, reaming, and that on the remaining operations little or nothing was being done. This chart focused the attention of the management on those operations and made apparent to everyone concerned the relative im- portance of this delay. Office Work The work of an office is usually more difficult to measure than that of a shop, but it can be done in nearly all cases. Office departments usually have a few things around which their other work revolves; in an advertis- ing department, for instance, they have several indi- viduals whose duty it is to get out circular letters. It is easy to decide on a daily task of a certain number of letters. Another group in this same department may be answering inauiries, and since no one knows in advance how many inquiries will be received each day, no one can say how many should be answered. How- ever, it is most important to have those inquiries handled promptly, so the real task of this group of people is to answer each day all the inquiries received. Their daily task is then expressed in numbers of inquiries received. \ o ■■"■"■ k— / \ • ^ - • -04 cs:> ^ >l . c^ , 1 cu ^ CV)| -1 ^ SI si - - . - o o Cvi M- o o ^0 *i7 04 tI cG CM K ^ §1 CO 10 - ■ • - - " H " O - S- o ^"^ e^ ^h ^>-. O ^1 ^ Q lU - ■ " _ ~ - Nl ^C> f>^ P G^ K^ U ^ • ^1 § LU - ■ 1 _ ^ ^r» l^ O M vy ^ 6^ ? c3|| c^J g § S . - . . - 1 . O r c\J ^ oa vs> 00 0± ^1 i2 Sj ^ 0. ID a LU a: o >» o LU ID (^ LU O O 5^ LU o 1— LU ::e: a, za a MX Q O LI. LL < o O \- LU o UJ -J CO u_ H 0. lU Q O z CO LU -J -J CQ LU 2: Q- zn 0^ LU CD ID tu tU a LU LU en 2 O S o : CO c3 .2 <1 ^ I«s1 ^ C3 — < ?5 Jai o 03 13 s +3 CO a; -^ o S £* O OJ O 03 II 03 "13 u o ^ bJO be fl 03 •X ^ . o M 03 ^ O 03 C3 ^ u o ■tf ^ o3 03 O ^ O 03 ^ U ^ T^ -^ ^ t^ be >% be fl ^ ^ I 03 rM ^ ;:; -5 (V) F^ 3 ffi ^ .2 =« •£. ^'^^^. ^ %. ^ O 03 $-1 ^ be 05 ^ 03 be JS 03 •T3 05 o; 2'^^ Z -^ ^ "03 03 o; H 03 03 ;h 03 03 o; pi; o> 03 ^ C !^ ^ ^ C3 (U 98 THE GANTT CHART The daily task in most office departments can be ex- pressed in one of these two ways, i.e., by a definite quan- tity per day or by the amount of work received each day. Of course, it is impossible to get out at closing time, say, 5 o'clock, work which is not received until 10 minutes be- fore 5, but the day for receiving work may be regarded as ending at 3 o'clock or possibly at noon, while the day for finishing work may not end until 5 o'clock. In a purchasing department, for instance, the task may be to send out requests for quotations or purchase orders by 5 o'clock, covering all requisitions received up to 3 o'clock. The task of a stenographic department would be to transcribe before closing time all letters dictated before 4 o'clock. The filing department's task would be to get into their proper places in the files all papers secured from the various office departments at 9 o'clock that morning. In order to get things done on time in an office, a department head or office manager must be kept advised continually and promptly as to whether or not those under his control are doing their work on time. It is also his duty to maintain a definite standard of quality in the work turned out, but that is not quite so difficult as to keep the work up to date. A Progress Chart such as is illustrated in Figure 27 keeps an office manager accurately and promptly advised as to the status of the work under his charge and enables him to give whatever assistance may be necessary to those behind schedule. Sales Quotas During the last decade sales quotas have come into such general use that it is no longer necessary to point THE PROGRESS CHART 99 out the advantages of giving a salesman a definite task. In most well-managed sales companies today the managers and salesmen sit down together and agree upon what will be a fair quota for each territory or indi- vidual. However, a satisfactory method of showing a comparison between actual sales and quotas is not so generally understood and unless this comparison is con- stantly brought to the attention of those responsible for sales, much of the value of the quota plan is lost. The Progress Chart of Sales Quotas (Figure 28) shows how the sales of one company in the various districts of the United States compared with the quotas. It is evident from the chart that the sales from the southern and southwestern states had fallen very far below what was expected and the attention of the management was turned toward an investigation of the reasons for the poor business in those states. Storeskeeping In keeping materials or finished z ^ C i K^ ^ ^ s s> CM ?^ ^i {\ s uS ^ ^- ^t- o 5 'r i^^ ^^ ^ ;^ lo h u R 1 1 ^ ^ ? S^ ? ^ o g :!: ^' lO - o »o 1 ^ ^ (;5 OJ n Y ca f^ 5 i^ ^ cu Ji ^ R. O t: ^ ^ ^ < § ?? ? R ^ ? ? 5}J ^ § SJ ^ (a •O Y to o Vl «t ^ <> 51 S CO ^ 1^ k ^ 5 f? H ^' n !^ \. f^ S: J8 ^'J^ o "o Y •^ c ^ >£> K> ^ CM o 1 ^, C5 » t^l ^1 s ^ a >- < f^ <> 3^ iti ^ ^ ^ ^^ ^^ ^ h v6 ^8 o ^ 1 i; ^1 a ^ o o k Q. < ^ s? r ^ ? ^ \J ^ ^ ^ *~ I'j tn fi (-J ^^ o b ^ (|u it C>J i^ ^ a: < ^" ■ V) CM ^ R ^ ^ }R p CVJ >^ lO cQ •^ CM CO ^ ^ J- ■^1 § S| CO §1 Si ^ ^ CD UJ IL o !^ ^ f^ !!• 0^ ^ ^ ^ 5 (4 w Ol cu Q) , (n io C 1 w lO ^ \^, CO 't K> z < o (^' ^ !> K ^ ^1 ^ CVJ i^ "^ •>4 1 L 1 i 1 i I. 1 ■ \ J 1 t -■ ■ 1 1 i 1 100 O f3 73 3 O 1 o pC p _fl CO & ■M 0) ^ ri3 5 B 03 c3 '4J .2^ r^ ^ ^ o pC3 ^ .2 03 4^ '^ s TO OJ '^ ?^ O rC O «5 O »2 «^ s s r^ CO 03 > CO (U "^ CO c3 en CO ^ 03 ^^ »3 O a; "S 4J OJ O pC ^ ■^ 5b a; ^ 03 o 2 » »3 > O r^ S 6 •2 1 Ph II O -M 0^ C3 o CO a :S a; 4^ o 03 OJ O 4+H (11 Sh CO CJ ^ !« P. as - P 03 C3 03 o 5 S .£3 CO 03 03 d 2 ® s o - ^ s _CJ +j ■*-* r-^ (U (U .^ ^ H . 03 03 03 05 Ph Ph -^ 2i S f3 rC S C3 +a 03 i—i 101 OJ 03 »2 a . 5^^ § > 0. ^ 03 (u IP eS ^ '^ 2 i^ :« H 1 •to ■ 3 O > in ^~ o • =6 y s,^ s? S ?. ?? ?> R ^ ^ 5 fr . * tr I I; -i k ^ :? k & t*^ ~ ■~ ~ 1- ~ (5) I- 1 V I- 1 - 1 1 ■ ■ • S) -+^ § 1 P' ^ I- 1- ^ (^ 1 . c - 1 © § , __ 1- 1. , )Slt^ m » ^E ^ ^ ra 19 ^ ^ a 3^R 3^ 1^ m ^ ^ ^ ^ ^ 9 s s f^ k^ ^ la Q Id S S 1^1 oa 1 1 1 1 1 1 1 1 \ 1 ] 1 . 1 1 1 1 1 1 1 \ 1 1 1 0-T3 - C ,2^ '^ ^ ^ C ^ § ^^ 1 5 ^ ^ ^ ^l § S § ^ ti JS 1 CO 1 N ^ ^ CVJ 5; I o 1 1 1 1 i ^5 S 1 It 1 ~<3 1 i 1 1 1 1 1 51 3 •a 1 .6: 1 1^ 1 1 1 1 i •1 1 1 1 1 1 1 1 1 } C z -+- 1- -^ s :lO Cm K 4 o ^ g to P5 1 s 102 ^ I— H tj O O 03 03 o a o !>> O CO ^ -M o o n3 a; .a CO 'S ^3 si c3 O 03 bC r4 ■!:f rQ o a 2 tf > "^ o a; a ^ O 03 03 rj '^ 2 O a; CO -M c3 fl Oi o o :a r^ ^ .2 -^•^ I. ^ 5:: G '^ . 3 o o o +, ^ C ^ o 0) C3 03 (U 0) ^ •♦^ ^ ^ '^ tj ^ fl d OJ o 3 ° " I s I :^ « (D 03 ^ 03 i-j s a (u 0) 0^ CJ 03 " S ^ fl .a H C3 -g 2 i^ 0) +3 103 O 4J 03 03 03 s- > $• 5= > " p; L_ ?^ IP, !9 ?> s; '^ p> S ^ C\J i^ v» !Q ti ?^, ^ ^ f^ o > z s S: 5 5: 5: 5: 5 * s: 5: % ?: S; 5: 5: s: ^ S: 4: 5^ 4: s- s 5? i^ 8 S- "^ " K, -5 s^ Si Si tQ (V4 Jij «i ?^ «^ is J^ i^ !i SJ h ^ g *: 5: 5: 5: ^ ^ S: s: 5 S: 5: S: S: 5: S: s; ^ 5: 4: 4 S: ^ ^ S S £? 5 S^ ^ o :5 K) S! !!J If? !^ (^ "0 :; y- !i> ^ Si ^ R) LI ^ J. ^ ^ ^ ^ ^ *: s: % 5- % ^ 5: *: ^ 5: 5: 5. S- 5: ^ 5 5: ^ g_ ^ Ji? « 1^ o>- ^ s^ n' i^ ^^ R? t; OS t^ ^ t; J;] s: rJ "^ « s^ iQ I5i :: 55 *'^N^ ^ >- J D 5: e ^ ^ *: 5: 5 5; *• IP ^ * * *: % *: *:, 5: \ 5; ^ ^ ^ 5- fe ° 5 5 <6 N ^ N f^^ !0 S^, t; is !^ •^ S ^ 5 !D ^ !S 1 1 1 1 1 1 1 1 1 UJ z "3 JE: E to £S S: ^ 1 Hi £: t *■ S: ^ 4: * 5: S: *: 4: ^ ? 4: S \ ^ ^ !3 !^ !Q 5 i? 10 ^ itj- ^ t: 4 1 5 ^ 1 1 1 1 1 1 1 >- < s: ; ^ ^1 ^ ^ ^ £ ,^ *: ^ ^ $; fc 5: % S: 5: ^ ^ S: -^ y Kj § ?? ? •0 ^ ^ =: ^ S^ ^ N iii- N K f^ ^ !* "^ ^ ^' •^ Ir- -- (\; *^ ^ ' j" aq -f — - — 1 1 z < -5 — ij ?> Q. r!^ <^ s t! 5: ^ S O Q k4 5S t. ^1 ^ Q 1 5; ^ Q I § ■^ lo C> 1 i 1 1 1 1 - II 1 1 1 ll \ 1 1 1 1 1 1 ^ "«« C6 ! 1 1 f 1 i .<0 1 1 106 o cu o W Ul w H Q o Q r« r. H 0) 8 ^ TJ n3 rC! ^ Q. OJ 03 X ^ ^ OJ 03 X CO &c 4J ^ fl o 4:^ ^ (U O O (D 0) a g « " ^ - - ^ a ^ ^ ^ ^ a - O CO u a; tn 03 CO OJ ^ "U s ^ ^ C CO -M 5 .- ^ o ^ ':j2 CO Jh ti_, =« O o s s =« ^ ^ ^ 2 a o a "i^ fl a CO O O '^ OS CO g co-^ CL) 03 a; '^ 0) 4J CO CO CO CO t8 ■+J OJ 03 CO t! (U G CO P CO O fl *« 03 « a •s ^ !3 o CO ^ o CO "TJ :a ;S H fin fin O 'i o CO c3 .a o 5 -H a; 03 OS ^ ^ -^ 5 O j^ O !^ O 03 CJ CO i3 a; > O ^ ^ fl 4J C3 (U (U O 107 cS 03 h 0) o ^ «s w ^ CO . ^ t to > 5^ ^ o K) > >t1 J. 6^ V - s; ^ 00 > ^ j^ 1^ JJ .iji 1 ^ j:: r- 5> -^ ?pj t'r 1 v^ 1 i^ CO 6} +- V ^ c> <.^ CO ^^ f> h D CJ > f:"i Ci ■ f^ <:^ ^ ,!^ « ► o 3 < 4- > * ro >- J^ • TS > c% «0 ■ s- c» jr o CO ^ ^ cS ' ^^ ^ L- 1 1 s ^ i 1 1 1 1 t c E 1 1 1 J < Q Pi >^ O -M CJ ^ 8 S> : 1 — I 03 fl 03 ^ C3 Q 03 0) QJ O O TS ■^ 03 ^ f^ "^ 03 :^ -^ p— I 03 03 bJD Of .s 03 '1-1 'cj IS o > ^ rcj .a 03 r^ 03 i^ CO .fH 05 03 4J !> +J 4J !> 03 03 ^ , (1) >, (U ^ a 03 (M Ph 0^ fl CJ ■M (U 01 +3 > ^ 1 ^ CJ 8 IS d o -M ><) i-l a; ■'"' o; -M +3 fl 03 a; a c3 05 1 OJ a CJ ■M 01 >■ fl c 3 ni n-i O i^ Cfl 01 ^ B c3 bU S 03 ^ OJ s s 03 03 03 o 03 >^ 4J CJ O CJ OJ p^ 03 /r P4?-n 1 ZAl n 6U 6A\ ? N.Yr\ \B05'f{0^ n \Ni\Yf Mk\ 7£V ri OEHAS i AR !EN ■ 1 10 14 17 21 24 28 31 4| ^'iFOTEl CO. KL lu 7^ HZJ- Si su 'M \N.:W YC Rh 1 Wsi m IMaI B^L.\ -. -J _ J Figure 33. Movements of SS. "Kronstad" next day she had loaded all the sugar in the warehouses, but her hold was not yet filled, so she weighed anchor and steamed to Caibarien and took on enough to make a full cargo. On the 18th, the "Kronstad" sailed for New York, which she reached on the 24th. After discharging part of her cargo at a refinery there, she steamed up through the Sound to Boston, where she discharged the re- mainder of the sugar. She then came back to New York for a general cargo, but not being able to pick up enough to fill up her holds, she went down to Nor- folk and took on coal. On the 15th, the "Kronstad" steamed into the har- bor of Matanzas where she lay at anchor 4 days while bags of sugar were loaded from lighters. On the 24th, she was back in New York, on the 30th at Boston, and on the 2nd she sailed for Cuba in ballast. ' 1 1 ^ i 5 1 y a: < ^ Ui I^ . k ^ N ^ 5 ■=5 ' u: .^ § 5> III _Ci - *; 5 iij !i k1 ^P 5 u: m ? ?; pe 1 5^ ^ h >. E> Is 5 ii; ^ ? -a: N g ^ <« ^ -.^ TU !3 en (Q o «^ Ij 3 ^ ■J 1- r f^ iJr s- i: to p ;> -4 5 ^ CvJ :s ^ ti ^ *i )c -4 f) %• ?: S •«; P i; ^ , 5 1 -J --I V i 1 ■^ ^ 1 ^ ^ ^ lU ^ 1 § Uj ^ !^ "^ b tn r fc r 1^ ? « J; k to ^ 5 ^ lo lit CM [t 5 ^ > ?i ^ Ui - VI u2 Ii. 3: fci ?i 3 s= ^ f^ ^ o 5^ ^ «: tu e 1 1^ 1 G ^ ^\ ct ^ J: ? >% ?^ 4 Ci ^ ' 1 ^ ^ & i ii- ^ Hi S 3 m ^, ^ 5 ^ ^ ^ 1; s "" S =j ^ ^ 1 t Cl s ffi ^ ~ 05, ^ 15 § p; F 5 k F t^ t f^ < D (D ?; ^ 1 -J ^ in ^ ki 2: ? ' ^ Ii? i 5; 1 "" ^ h? ^^ in 1 i ^ V fc; Ul ^ y i^ ^ ?^ !ii ^ ^ 5 ,i ^ Uj ii 4 •0 CO - 1 g ij < u Uj 1 -J ^ - -J c ? * ff • ,2 ■^ i^ (t) -J (^ ■^ T« 1: 1 5 ^ s '^ ^ c5 ^ 1 !^ 1 ■K ^ S « [is is 5j ^, 5 f ^ . ?) ^ ^ 5 1 ^ e c^ t ^ >, ^ ^ i 2 ■s^ 5 ^ !ii 1^ 1 ». ^ ^ ^ ^ 1 ^ ^ ^ ^ 1 1 - 1 C g ^ - w ^ i c C 1 .5 .0 1 - 1 1 ^ > 1 1 (! ex t r 1 \ 1 I t d 1 : 114 O o a; c3 3 ^ Coo e § - a; r3 C3 •—I ^ O o ?S 5J -^ 0^ (V, T2 ^ -^ ^ o c3 (U ^_, y 3 -t-> «« .2 O S =« Tj '+3 pH .2 "^ bC O c6 bO ^ :§ a; p^ ^ S3 «2 O o -^ 03 p a; O r^ 2^ .§ ^ 'o a; 02 rrt o ^ 6 02 P-i 02 U o ^ 2 "§D 0) r^ ^ > 1 1 ^ J a 2 •S ■M Oi OJ ^ Irf. b3 fl Vl 0^ •S ■M 0^ r^ •r°i a; !§ 1 ^P .2^ c3 bD a; a; 02 J3 S. .S t: bc a; Fi w a 4J 1 n3 J? me to left of arrival— p me to right of departur right of destination— ca 02 .s S S 1 Q r .S 4-> C5 02 1 > ^ i L 1— ( 03 03 i § a 115 116 THE GANTT CHART To summarize: In the 53 days from April 10 to June 2 the "Kronstad" spent 18 days at sea on two round trips to Cuba, 9 days in sugar ports, and 27 days in and around United States ports discharging and picking up cargoes, and this at a time when the Ameri- can people were on rigorous sugar rations. These Ship Movement Charts showed the facts clearly, with few words and in little space. The number of ships whose movements were recorded in this way (see Figure 34) was rapidly increased until the arrivals and departures of 12,000 vessels were kept on record. Harbor Performance Charts While the movements of vessels from port to port were being followed in New York and Baltimore, charts were being made of what the vesssels were doing in port day by day. Of these harbor performance charts the following are typical: A certain British steamer with a general cargo from 15 16 n 18 19 20 21 22 23 24 25 de nc .raf r- I I n mmml Liverpool iverbool Figure 35. Chart of a British Steamer in Harbor of Baltimore Liverpool entered the harbor of Baltimore on the 15th, as is indicated by the angle opening to the right ( Figure 35) . She went immediately to her berth and began dis- charging her cargo the same day. The light line shows that the unloading took a little over 3 days and was completed on the 18th. On the 19th she filled her bun- THE AMERICAN MERCHANT MARINE 117 kers with coal and began loading on the 20th, as is shown by the heavy line. On the 25th she sailed with a general cargo for Liverpool. This was a good record, for she had been in the har° bor only 9 full days and in that time she had discharged her cargo, bunkered, and loaded another cargo without a single idle day. Contrast that record with this (Figure 36) : 15 19 20 21 22 23 24 25, 26 27 26 29 30 31 | Manaanese 5i rear 7 rv) ® Rfo Janeiro 1 2 3 4 5 6 7 6 9 10 11 12 13 14 1 m m (M) _(P)_ CP) 1 CP) 1 CR) I (p) I (p) I ^ 15 16 17 1 (P) (P) ~\ Coal Rio J 7neho Figure 36. Chart of a Danish Sailing Ship in Harbor of Baltimore On the 18th a large full-rigged ship, a Danish ves- sel, entered Baltimore harbor. She dropped anchor in Canton Hollow and waited for permission to move to a dock to unload. She dried her sails, the sailmaker mended a few that had been strained off Hatteras, new ropes were spliced, the painters were busy on her hull — all sorts of odd jobs were done while she waited. After 11 days of idle- ness orders were received and a tug came alongside and she moved slowly to her pier. She spent the rest of that day unloading ballast from one of her holds, as shown by the circles for idleness and the V for ballast. The next morning a big force of longshoremen began un- 118 THE GANTT CHART loading her cargo of 3,000 tons of manganese, which she had taken on at Rio. The following day she spent waiting for ballast to keep her on an even keel and then for 2 days double shifts of men unloaded the remainder of the manganese. On the 3d a tug towed her to a shipyard and 2 days were spent on a repair to her hull. Saturday afternoon, the 4th, she was towed out of the repair yard. Sunday and Monday were spent taking on a cargo of coal for Rio; Tuesday no labor could be secured; Wednesday she completed loading the coal. Then she anchored in the harbor again and waited for permission to sail. For 8 days she tugged at her anchor before her orders came, then she dropped down the stream and started on her long voyage back to Rio. To summarize: She had been in port 30 days; only 3 days had been used in discharging her cargo, 2 in repairs, and 3 in loading an outward cargo ; she had been idle 22 days. Here is another actual case in New York Harbor (Figure 37) : 25 24 IS 26 27 28 1 2 3 4 5 6 7 8 1 Bra-:;!! •r Sfreqm '!""""" © ® '•■N0J8 dROOH .YN 9 10 ( /TN 1 11 \Z 13 14 15 16 17- 18 19 20 21 22 S^ ^ 4 C.N /r. -4^ -^; ® ■" ■^ ,S/r^ 7/77 23 24 25 26 27 28 29 30 31 1 1 Sfrec m ")• Pziro and h7pf!i ' %sano A Figure 37, Chart of a Steamer in New York Harbor On the 23rd a large steamer passed Sandy Hook, coming in from Brazil, anchored off the Statue of THE AMERICAN MERCHANT MARINE 119 Liberty, and waited for a pier 9 days. She then went to a Brooklyn dock and for a day and a half loaded a cargo; for 2 days she was idle for some unknown reason; 2^/2 days were spent in idleness because there was no more cargo ready to load. She then moved to a pier at Constable Hook; for 3 days she loaded case oil; she was idle for half a day; then loaded for a day and a half; and was idle again for a day and a half (Satur- day afternoon and Sunday). She loaded for another day and half and then moved away from her pier and anchored off Tompkinsville. There she stayed idle for 10 days, waiting for her sailing orders. This steamer had been in port 5 weeks and only 8 days had been spent in loading her cargo. The Task of the Shipping Board While this information as to the movement of ships both at sea and in port was being collected, Mr. Gantt was helping to solve the bigger problem of what the ships ought to be doing. The three jobs to be done were, in the order of their importance : 1. To carry troops, munitions, and supplies to France and food to the Allies in Europe. 2. To import into this country the necessary food and the raw materials needed for the manu- facture of munitions. 3. To export to foreign countries the things they had to have in order to produce the raw mate- rials needed by the United States. The ships which carried troops, munitions, and sup- plies to France were operated by the army, but the ves- 120 THE GANTT CHART sels under its control were inadequate. It was there- fore important for the Shipping Board to bring in the necessary imports with as few ships as possible and to turn over all others to the army. The export problem was also important; for in- stance, to get nitrate for munitions and agricultural purposes from the mines of northern Chile, it was neces- sary to supply the coal and fuel oil needed to operate the mines and the railroads which brought the nitrate to the coast. Before manganese for armor-plate steel could be brought from Brazil, coal had to be sent for their railroads and coastwise shipping. If agricultural machinery and coal were not shipped to the Argentine, that country could not send wheat or meat to the Allies. This problem was important, but it was not particularly difficult, because export requirements were very much smaller than import requirements and cargoes could be carried out by vessels which were going after necessary imports. The Import Problem The hardest task before the Shipping Board was this import problem: 1. What had to be imported in order to manufac- ture munitions and to feed the people? 2. What raw materials produced in this country could be substituted for those which had here- tofore been imported? 3. When would these things be needed by the vari- ous government departments, manufacturers, and consumers? THE AMERICAN MERCHANT MARINE 121 No one knew the answers to these questions and it seemed a superhuman task to secure such information. Nothing of the kind had ever been heard of in the ship- ping world, but nevertheless it was done. Experts were called together from universities, trade organizations, and government departments and they put into con- crete form the task before the Shipping Board. About a hundred different commodities were found to be abso- lutely necessary and the amounts needed month by month were determined. The list was short but the quantities were staggering; 2,000,000 long tons of ni- trate were required per year and between 3,000,000 and 4,000,000 tons of sugar. Moving such quantities in ships with average capacities of between 3,000 and 4,000 tons seemed impossible. When the necessary commodities and the proper quantities had been determined, these requirements had to be translated into terms of individual ships and their cargoes : 1. What ships were available to bring in these im- ports? 2. What could they be expected to do per month or year? 3. What commodities could be secured from near- by countries which had heretofore been brought from ports several thousand miles away? The lists of available ships were easily made up, but the answer to the second question was not so quickly arrived at. No two vessels seemed to do a job in the same way, so it was useless to estimate the time required , Q ^ g] s 1 00 o D- UJ < ir z. > o z: s ?, ;- ; • .1 s: h ^ i_ ; ^ E ;- L h Q- iLi (0 S: ^ r L. L ;- "~^ L_ E ■*«^ D < 5: L_ c c ^ w L_ :si '^ ^ «- r- -i ^ >- 1- . L. ^ c I^ -- iL _s^ -if- - p lU z -0 ^ " " -§ 1^ ^""' !^ 3 s r^--' 1 12 -S 2 2 ^ FHfJ ^^^ "^ ~T5-- ^ ?5^^ >- < ^ " "^ ^S ^ ^ ^ " SI8 •03- U i^ -; T5= -^^ - ^ -g C 5 -£ J -g ^ "^ J C E "1: tr ^ ^ a: < 2 ^ ■ 1 i^ ET E? u> ID UJ ^ r PT- . . ^>" ■ ■ _Ci < T§ E -c^ 1 1 5583 1800 3746 4788 3200 2300 8152 10400 9531 4000 3200 4000 < u. « illitlapili^ illililaiilamil o z h UJ _' ) Requirements Estimated Del/vei Actual Deliveries A.D. Bordes Admiral Soodr/ch Aikoku Maru Alice A Leigh Almendral Alvarado Amsteldiik Ancon Annam Antoinette Artemis Asie Jiiiliiiiliiii 1^2 I =^ CO S CO TO O (U lu en ^ B "^ ^ O S O o U o Pi < O ^ a; 03 a 2 4J ^H is a a; (0 o o < O ^H ^ CO -M CO "o 00 CI. >^ 03 ;-! O 03 Ph ^ § s ■s i 03 ex •a a 03 6 "^ ^ o 4J c3 0) g ^ r^^ ^ ^ ^ o t3 0.) 03 fl ^ fl 4J 05 " o a; o o fl ?1 03 a- 03 O ZJ O 0) (M O O Oi 03 S o o 02 « 42 S c o s o '3 M c ?: ^ +^ o . ^^ o ^;S.2 a « 2 .21=^ -S a ^ 05 0) CO bio ^-s O O 1^ C3 ^ t^ 2 o, TO o3 03 r— I ID 03 05 > '■^ bC ■^ a fl -is a ^ a ■ o 03 s^ CO ^1 CO « S e .2 .^ S £ X < g -a ^ i Juii ^ o3 a; a 03 P^ c3 -a ■" c« O O -TJ bC 03 03 -^^ «J CO m 124 THE GANTT CHART for a "turnaround," as a round trip is called in shipping circles, by figuring the distance, the speed, and the possible time of loading. The only information whicLi was of any value was a record of what had actually been done in the past. Accordingly, charts were drawn showing turnarounds based on averages of all voyages for which accurate records were available and they pro- vided a fairly dependable basis for forecasting the dates on which vessels could be expected to discharge their cargoes. Ship Charts of Commodities One of the most important commodities to be brought into the country was nitrate, for it was used in the manufacture of nearly all explosives as well as for agricultural purposes, and neither the munitions nor the food programs could proceed without it. The large deposits in the northern part of Chile were the only source of supply and the nitrate was needed in the cen- tral and eastern states, so vessels had to come up the west coast of South America through the Panama Canal to Atlantic ports from Norfolk to Boston. The quantities required varied from 178,000 long tons in January to 116,000 in August. These require- ments were entered at the top of a chart (see Figure 38) and immediately below them were shown the esti- mated deliveries, i.e., the tons of nitrate which could be delivered by the vessels chartered for that purpose. The first charts for nitrate were made up in February, 1918, and they made it clear that the vessels then on the nitrate trade could not bring in more than half of the requirements. The charts caused the assignment of THE AMERICAN MERCHANT MARINE 125 additional vessels to the trade, but the average turn- around to North Atlantic ports was 66 days. Conse- quently it was not until May that the arriving vessels unloaded anywhere near a month's supply. At the end of July sufficient vessels had been chartered to meet our requirements up to the middle of November and there was ample time to assign additional vessels to bring in the total yearly requirements. The next line showed actual deliveries, which were, at the end of July, 2 months behind schedule. Below these lines showing deliveries there was a list of steamers and sailing vessels on the nitrate trade. During a good part of the year over ninety vessels were engaged in this trade. The amount of nitrate which each ship could carry was shown alongside the name, and under the proper week and month an angle indicated the date of arrival and figures showed the tons of nitrate actually delivered. Angles without figures indicated expected arrivals. Charts of this kind were made up for all of the com- modities which were imported in large quantities. They showed the progress made toward meeting the require- ments; they emphasized the necessity of allocating ves- sels to bring in specific commodities; and, when vessels were allocated, they showed what effect that action would have on meeting requirements. Individual Commodity Charts Many of the one hundred necessary commodities were brought in in part cargoes and from various parts of the world. In order to emphasize the savings in ships' time by importing from nearby countries, each " "" "T" > n "^ " ^ ^^ - S K § — — -5 ^r^ s: _iO V ^ 2 " ^ z " S ^ 5: h ^ ' u n 1 • ^ t" - ' Q. — UJ T: «* .^^ — — ^. 5 ^ "S (O D 1 ^ ~ D 0) ^ 1 :: : s. 1 > — ft~~ J D ' _J_ ■:> ± j_ -lI ■ .1 5: 1 (0 : z z — o D , _l -:> J |_ ±_. -^ ■ - - z y ^ ~ - jt ! 2 J_ -1- . -L (T -S 4 / o (C ^ ' r\ ' A.A _i_i._L ^ 1 ; -. " C 13 " < 2 J ' ^ nil (Q ^ 1 111 fflt u. 4 1 ^ n ] it ^^ 1 z _ 1z 1 ^ ja 1 ^ -s J 1 ., .1 . , • o :^M I/; < o z 4: TOTAL Requirements Actual Deliveriei, 1 Easf Asian 2 Easf Indian J Dntish maiart 4 Australian 5 Hawaiian 6 Amazon /'art 7 CenfmlBmylian 8 LaPlafa 9 CenfmiChilian 10 North Chilian 11 Peruvian 12 Caribbean myiesf Indies 14 Mexican 6ulf 15 Pacific Mexico 16 Arabian n Easf African 18 Soufh African 19 West African 20 Mediterranear\ ZILzvQnt 22 Channel 23 Scandinavian 24 Arcfic Russia 25 dreenland 26 Canadian At/am 71 Canadian Pacif 126 w u >^ S o o U & Q S O 5 =» o a O 2 =« 1 § i o 0) 5b -5 - ^ -^ fl O _ 0^ ^ cs ■^ ^. ^ %« ""2 -M lis 'is t— I '^ O ^ ^ "^ t^ I :.> CO .-I O H n3 > 03 o 4J tC ^ 1 Ph 03 o o; -5 tXl VI VI O 1? o 14-1 03 en I"? TO « bc 0) fciD 2- 5a be ^ tba 4-1 CT* fcC4J 0) Si o ™ « 1> •& I" is; J - i J cc O <0 u ^ P-i bO O 4J 5i 03 ■^ s VI 2 ^ o; O -tJ >-i 03 HI 127 z r z s z cO o i u. o < 0) r A. 1 ^ ^ *: f^ 1 js ^ ^ ^ VI K l^ ci s 1^ !i ~j y . ^ • '^ c r. a > z ^ ^ i^ ^ m ^ S: P S: ^ ^ "f> ^ cU '<^ U) (Si -. ^ , , ;f^ ^ ^ i^ ^ :?, ^ ^. ^ 5; ? 1- o ^ !^ ^ ^ ^ ^ ^ <:i- ,^ i^ ^ S-, P ^ '^ & z ^ 5- N ^ 3 ^ 1 Wj 1 > 2 ^ ^ h ^ ^ ^ ^ ■s; 5: J^ w OJ Ki Cvi ^ il 5y is 1 < ■ 5: ■5, ^ ^ ^ f^ 5: ^ 5: »o © u tvj ci '^ ^ rj •^ 5> N pi 5 ^1 1 CfO 1 < 2 5: 5: 5: 5: ^ iS ^ 5: ^ N p " S; CM S Oj ^ > N h '^ ^ - ^ 1 m' > ^ 5r $; $: VO ^ jt s^ 00 ' 'o ■TO ^. ^ ;i^ iy lO >o [Ll iL 1^^ > N N • |0 f^ N ^ ll ^ s , ' -5- >o II li "t- 1 ^ 00 1 S: to k ^ 1 1 h IlJ r U) ^ S 4?' 1 1 1 1 1 1 i 1 42 1 1 .0 45' Si 1 42' 1 11 4?' 1 P 1 1 1 1 1 43" 1 8 ii 1 1 3 128 I I ^ o; §^ -Si ^ 3 CO ^ +J O a a s a o o I- § ^ be ^ W 03 ^ CO 03 .5 '^ 5 ^ CO r^ a a; ^ ^ a; J" ^ o c3 &JD •S +-• c o o 'bb -d 03 C3 cri fl ^ ^ a; i s c3 1^ H-, Jl 03 c3 ""^ j_l .rt TT ^3 03 O ^ a ^ S 03 ^ J3 !? (U 03 U ^ w -5 O 03 J-l 03 n3 a; « fl 3 ^ ^ ;-( o 1 03 00 ;-i ■M O 03 fl O k. J^ 2e S 1^ __ C 4J en >H P CO O z ^ s: ^ f^ ^ ^ jS: ^ -e ^ -^ CU ■<^ ■ i^ fo <0 ^ ^~ ^ h o o 5: 5; 5: ,? 5: •S: ^ ^ to s ^ (S <\\ lO o cvi cu t^ C\J <, ^ ^ . i! ^ ~ ^ ^ ID < 5: 5: ^ ^ ^ .^ 5 ,^ 5: Ci) '0 ^ ^ c> CU oJ 01 t r~ Ci r o ii ~ Ol -J V- s^ 1 > < 2 ■^ ^ i? 5- >• 5: 5: S: g M d < t: -^ vl s ^ ^ D! < ^ % ^ ^ s ^ ^ 5: ^ Si o C> o d - vl •^ > J^ s !^ % ^ 5: -^ ^ S: ^ ^ ^ -- -^ o d d o 5 d -J 5^ > SH 1^ o ^ CD- UJ 5 S: N $ S 5: S: ^ ^ ^ ^ Ci o a d 10 o d d > -J ^ f^i Ul '^ 1 1 1 1 .1: Ih 1 1: II 11 40" 45- 1 i 5 132 (U 0) -M 03 4^ '■4J O CO «4-( o 1 :S CO «45 53 :5 CO s O CO o a ^ OJ Pi fl ^ PI 03 co" J2 O CO r^ 03 '43 o ^ CI. a -M c 'a pi -M 03 o 1 a a; 03 o 4J «+4 o 4^ .2 5-( ■4^ 1\ 4J ;-i a; S s 4-> CO CQ o a; cS o fl o rl3 1 CO 4J ,X2 .a o -M cq fl a CO fl ^ CO rSi "Ij ,i3 o ce ^ -d c i2 4^ H a CO o S3 o 03 «4H CO 4-i 03 2 8 < a; o •rH a 1 +3 CO « ^ to a 4-J 4-^ a 1 -a o o .^ '3 O ^ o > 03 03 'B ^fl ^ 4^ 4^ rG 3 w tf & o £ I 13 fcJD r^: o (U 4J '4-1 *" CO o3 U Q ^ 03 S n3 o I ^ CO oT 4J 'Ti CO QJ '^ CO s ^ 53 ^ CO OJ OJ 03 CO C 4J »^ to 0-^ O 53 O rH i^ fl ^ 4J ;3 CO CO Ph _ 03 Ph 4J ^ a s ^ a 4J a t 1) 03-^-73 Eh 1^ c3 ^. i < a^ a . O tS a 1^ fH c« 1 jS ^ ^ 1 ?.' <^ cu z ^ I 1 ?. *:, ^ 8 1 1 ^ W h UJ ^ ^ ^ ■^ lo t^ W '•* 1 ^ i^ ,^ ,s- ?. ^ ^ i^ '^ ^ ip CVl % — ?1 s- > ?; cCi ^ ^ > ^ 5: 5- ^ % .^^ s^ ^i 1 ■^ ^ ki ?l^l ' ^ '"' * ^ 1 , lU z 3 > f; ^ 5: 1 ^ i^ g n ^ 5 i V 1^ ^ >- — 5^ s- !^ Sr s- ^ 1 li^ i i^ f^ ^\ < 2 ^ > ? 5. *■ :£ 5: c' ^ k to ,^ f^ - CM s- 5, •^ > Si ^ 1 lO vo q: Q. < *: 5 5: 5: ^: ^ ^ (D ^^ 6^ f§ ^ P^ > > > 5: 1 ^i ^1 ^ ^ < 2 5: ^ ^ ^ ^ ^ S: ^ ^ !a s 1 ^, t^ ^ >^ )? >i > ^ 1 5^ ^ 5: f8 ^1 ^ 1 ^ 1 cb UJ u. ^ ?; $: ^ ^ ^ ^ g: lii 5- •o S s- 5^ 1 1^ f^ >^ ^ t^l z 4: 1 ,^ r^ 5: ^ 1 ^ •^ 5 i; t^ Si 1 ^ ^ y M is, 1 4. ^ ^ 1 i , ^ ? ^ 2 . 1 2 I,. * .§ 3 o < 2: 2: 3 0) 6 z h ti) lU I 0) 1 1 - 1 42 1 Is 11 11 ^ ^ 5 3 JC Is li 1 i li s 3 1 «4 3 3 J 1 11 1 i 1 J ^ 134 2 a ^ g ^ 4-> pC i^ be ^ 02 a ■M c3 't^ e« 13 fl ^ -M a; a; Vi Vi ^ OJ 03 s, CC I — I _r3 rC! 05 _cJ ^^ - i (U 03 . 0} a; X. 'TS -M fl o; 1-^ n3 o; c3 ^ U{ >M 03 03 CO ^ r-i 4^ ,^ o O S ^ ^ i fl 03 4j .3 *^ ""^ > a b -M ^ o 1 03 a 02 1 1 03 03 a 02 02 'B 03 o O u 'a 03 05 :a 02 O C o '■§ o o 13 03 ■M 1 03 .s 02 03 1 1 *4J 03 02 o a ^ fl j::^ ^fl 'o2 02 02 13 ^ 4^ .2 ^ 'tj ^ t 03 s 4J 03 03 1 pq u rO 'o2 03 ,£3 'o2 < 03 02 bJD a 8 03 03 02 03 03 a a o ^ A 03 ^ 02 03 ^ H ■M ^ 1 '% o 03 03 U O 05 •l-H 02 ^ 02 4J a ^