Garrington Emerson(1853–1931) – American scientist, representative of the school scientific management.

G. Emerson was educated in Europe (England, Germany, France, Greece, Italy). After graduating from the Bavarian Polytechnic University in Munich, he became a mechanical engineer. G. Emerson spoke nineteen languages fluently and initially worked as a professor of modern languages; at the age of twenty-three he became dean of the faculty foreign languages at the University of Nebraska. He carried out economic and engineering studies for the Burlington Railroad. In 1901, he began working as a consultant on production management and soon became one of the most famous management experts in the United States. He received worldwide recognition for his achievements in introducing a system of cost calculation, accounting and bonus wages. Considered the "first efficiency engineer".

Main works:“Labor productivity as the basis for management and remuneration” (1900), “Efficiency as the basis for production activity and wages” (1908). The most famous and important for the promotion of ideas scientific management is the work "Twelve Principles of Productivity" (1912).

Unlike G. Gantt, the Gilbreths, S. E. Thompson and some other representatives of the school of scientific management, who were engaged in the development of methods for the rational organization of labor within one enterprise and in relation to one profession, G. Emerson explored the possibilities of applying scientific management to any production in any sector of the economy. He considered the country's entire economic system ineffective. In his opinion, national production efficiency is not a function of excess or deficiency natural resources: even having them in sufficient quantities, a country may lose its advantages due to ineffective and irrational use resources. Only the right organization can ensure effective application machines, materials and human effort, reducing production costs.

Performance principles. In his work “The Twelve Principles of Productivity,” G. Emerson presented the general concept of efficient use of labor and formulated the principles proper organization both the labor of an individual performer and production process enterprises as a whole. The work consists of sixteen chapters. The first chapters examine types of organizations and how they operate. G. Emerson says that since the beginning of life on our planet there have been and are only two types of organization - functional and military. The first type can be otherwise called the organization of creation, and the second - the organization of destruction. Both the plant and the state, with any type of organization, can move from extreme unproductivity to the highest productivity in a very short time, and the main prerequisite and instrument of productivity will be organizational theories and principles.

Before moving on to characterize the basic principles of productivity, G. Emerson distinguishes between productive labor and intense labor. Voltage and productivity are not only not the same thing, but they are exactly the opposite. Working hard means putting maximum effort into something; To be productive means to put in minimal effort into a task. True productivity always produces maximum results with minimum effort; tension, on the contrary, produces fairly large results only with abnormally heavy efforts. Piece payment is based on the voltage principle, and production rationing and a bonus system are based on the productivity principle.

G. Emerson emphasized that any enterprise can operate at maximum productivity only if there is a correct and properly equipped organization, headed by an experienced leader who applies the right principles. Applying these principles changes the old view of management and requires a new way of thinking on the part of the manager. Although each of the principles in the work is devoted to a separate chapter (from the third to the fourteenth), the author views them not as isolated, but as interconnected and interdependent. In a simplified interpretation, they can be reduced to the following:

1. Precisely set ideals or goals. Their presence is a prerequisite effective management. This principle emphasized the need to achieve agreement among all members of the organization; there should be no contradictions between managers and employees. The ideals of a leader must be communicated to every employee. If people do not understand or do not have a common goal, then the consequence will be uncertainty, insecurity, lack of commitment, and intra-organizational conflicts.

2. Common sense. The principle emphasized the importance of studying a problem in depth and using specialized knowledge wherever possible. Common sense also involves recognizing individual mistakes and looking for their causes. The main consequence of this principle is the absence of wastefulness (unreasonable expenditure of resources, money, equipment not used in the enterprise).

3. Competent consultation. The main content of this principle is the requirement to create a consulting headquarters at the enterprise. Innovation consultants must work to improve productivity based on the latest and most accurate knowledge of various areas that the serviced enterprise may need. Competent advice must permeate the company from top to bottom.

4. Discipline. Its basis is clear coordination, ensuring the subordination of people to the rules adopted in the organization, control over their compliance, accurate accounting and use of a reward system. Disciplinary responsibility falls on the employee immediately after hiring. To establish discipline you can use various methods- starting with life lessons and ending with punishments deliberately imposed by a person. Moreover, the highest discipline is created not by fear, but by a higher feeling.

5. Fair treatment of staff. Fairness is considered from several angles and presupposes: fair selection of personnel, fairness in relations between workers and employers, compliance with labor protection requirements, establishing a balance between production and remuneration. G. Emerson emphasized that when choosing people for work, characteristics such as education and physical strength are not so important; the main attention should be paid to internal abilities and inclinations, to character - to what ultimately determines a person. The manager must identify in which job the subject can hope for maximum success.

The enterprise administration is obliged to know the needs and desires of workers and take them into account, listen to their production instructions. Normalization of working conditions involves reducing the working day to reasonable limits and using overtime only in cases of extreme necessity. At the same time, general safety and health requirements have a direct impact on the mood and moral level of workers, but none of them are dictated by any philanthropic or altruistic motives.

One of the most difficult is the issue of establishing fair wages. Question about wages can be successfully resolved through a fair agreement that determines hourly wages, working hours, and time equivalents for each operation.

6. Fast, reliable, complete, accurate and permanent accounting. Documentary accounting provides significant information for management, restores previous events, warns and allows you to make forecasts for the future. “There is an accounting of normalized conditions, an accounting of normalized operations, an accounting of discipline, an accounting of justice. But the main thing is to take into account cost and productivity.” G. Emerson emphasizes the need to take into account all the details, which results in taking into account the whole, each individual item for each day, all items over a long period of time: “Only he who takes into account all quantities and all prices, who takes into account the efficiency of both, takes into account in relation to all consumable materials, takes into account the time spent, the hourly rate and labor productivity for each operation, who takes into account work time and the hourly operating cost of the machines, only he can truly apply all the other principles and achieve high productivity.”

7. Dispatching. Dispatching involves preliminary sequential planning and precise day-to-day implementation of the plans. The term “dispatching” itself was borrowed from the practice of the traffic service.

8. Norms and schedules. Physical standards allow you to accurately measure any performance shortfalls and intelligently work to reduce losses. To develop rational labor standards accurate timing of all operations, sufficient competence of the administrator developing the plan, as well as the use of all the achievements of sciences such as physics, anthropology, physiology and psychology are necessary.

9. Normalization of conditions. According to G. Emerson, there are two completely different ways normalization, or adaptation of conditions: either adapt oneself to the environment, or adapt the environment to oneself, normalize it according to one’s needs. To achieve normalization of conditions, it is first necessary to have a proper understanding of time, effort and cost. Normalized conditions are necessary for accurate, fast, complete accounting, drawing up accurate schedules, and increasing labor productivity.

10. Rationing of operations. Each operation must be designed several times before being accepted and included in the instructions in its final form. Only on the basis of a huge, comprehensive, most accurately verified material can accurate instruction cards for workers be compiled. G. Emerson emphasized that by rationing operations, “all unnecessary loss of time will be eliminated and that energy will never be wasted.”

11.Written standard instructions. Written instructions should not concern secondary, auxiliary “internal regulations”, but should be drawn up in such a way that each employee of the enterprise understands the entire organization as a whole and his place in it. An enterprise without standard written instructions is unable to move forward steadily and will not be able to quickly achieve new successes.

12. Reward for performance. According to G. Emerson, neither daily nor piecework wages, nor profit sharing correspond to the principle of reward for productivity. We can only speak of true reward for productivity when the worker himself can understand this reward as closely related to his personal success at work, when it is paid to him for the good performance of the very task for which he is responsible. Moreover, rewards for productivity should not be limited to just a monetary bonus. In order for people to work well, they must have ideals.

In order for work to give maximum results and be accompanied by a healthy, joyful upsurge, three conditions must be met: work should be enjoyable, it should not be hard labor, but a game; the work should require such and such results in such and such a period, it should not be an indefinite, endless burden; professional ease is required.

The purpose of developing the twelve principles of productivity for G. Emerson was to eliminate waste, and it did not matter in what particular business to eliminate waste. He emphasized that if these principles of productivity are not applied, then high productivity is impossible, and it is also impossible in the case when they are only recognized theoretically, but not tested in practice.

G. Emerson paid great attention to the study of management efficiency. In his opinion, a developed enterprise, even one that uses all the principles of productivity, cannot function effectively without an experienced and reasonable manager, without a well-formed organizational structure. IN large companies a decrease in management efficiency occurs as a result of the presence of a cumbersome organizational structure and insufficient consistency in the decisions of various departments and units of the enterprise. The principles of designing a management system also affect productivity and costs.

Principles of management organization. At the beginning of the twentieth century. the most common were linear, functional and staff structures of the organization. Like F.W. Taylor, G. Emerson believed that increasing the efficiency of an organization is possible by supplementing the linear principle of structure with the staff principle. At the same time, for the coordinated work of line and staff management units, clear coordination and definition of the system of their relationships is necessary. The line manager has the authority to initiate actions, but this should not happen independently of staff members. The main purpose of headquarters units is to ensure that "every member of the line unit can benefit at all times from staff knowledge and staff assistance."

The functions of the headquarters include:

Selection, preparation, organization and distribution of human resources;

Correct placement and maintenance of machinery and equipment;

Development optimal methods labor and organizing the delivery of materials at the right time and place.

In addition, to improve the efficiency of the entire organization, a strong leader is needed who will control, regulate and harmonize both line and staff levels.

In accordance with the concept of the General Staff, when a complex problem arises, it is divided into several separate issues, each of which is worked out in detail by one of the staff members. Next, all available information on this problem is accumulated and processed at the headquarters and presented to the manager in a concentrated form. Only the manager has the authority to accept final decision and bears personal responsibility for its consequences. Moreover, the leader may not be a specialist in either the staff or the operational part, but he has those qualities that allow a person to manage people and coordinate their efforts.

G. Emerson formulated the position that each hierarchical level of management is created to improve the service of the lower level, and not to facilitate the existence of higher levels of the management pyramid.

G. Emerson became one of the most famous followers of F.W. Taylor, a promoter of the principles of scientific management to workers. Many of Harrington Emerson's ideas regarding ways to improve the efficiency of an enterprise, rationalize its organizational structure and principles of productivity have not lost their relevance today.

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Kredisov A.I. History of management teachings. Kyiv: Vira-R, 2000. P. 129.

Emerson G. Twelve Principles of Productivity. Ch. I. URL: http://orel.rsl.ru/nettext/ekonomik/emerson/12pr002.htm (access date: 01/27/2010).

Emerson G. Twelve Principles of Productivity. Ch. II. URL: http://orel.rsl.ru/nettext/ekonomik/emerson/12pr003.htm (access date: 01/27/2010).

Right there. Ch. VII. URL: http://orel.rsl.ru/nettext/ekonomik/emerson/12pr007.htm (access date: 01/27/2010).

Emerson G. Twelve Principles of Productivity. Ch. VIII. URL: http://orel.rsl.ru/nettext/ekonomik/emerson/12pr008.htm (access date: 01/27/2010).

Right there. Ch. X. URL: http://orel.rsl.ru/nettext/ekonomik/emerson/12pr010.htm (access date: 01/27/2010).

Right there. Ch. XII. URL: http://orel.rsl.ru/nettext/ekonomik/emerson/12pr012.htm (access date: 01/27/2010).

Duncan W. J. Fundamental ideas in management. Lessons from the founders of management and management practice: trans. from English Moscow: Delo, 1996. P. 34.

Output of the tutorial:

History of management: textbook / E. P. Kostenko, E. V. Mikhalkina; South Federal University. - Rostov-on-Don: Southern Federal University Publishing House, 2014. - 606 p.

August 4, 2012 at 08:11 pm

Emerson's 12 Productivity Principles for the Freelancer

Project management

At the beginning of the 20th century, Garington Emerson formulated 12 principles of productivity and labor organization that can be applied to literally any area and allow achieving maximum results of human activity and the enterprise as a whole. After reading his book, I realized that I reached most of his principles with my own head through mistakes in my life, it seems that if I had read his book earlier, my life would have been more productive. In this post, I'll look at these principles for freelancing.

1. Clearly defined production goals and clearly defined personnel tasks. Think about what the goal of your current project(s) is? It's definitely not about writing code or making money. Do other project participants know about these goals? Are they chasing them? For example, a system administrator thinks that his main goal in the project is to ensure that the server does not crash; all he does is provide redundancy and complete fault tolerance. And the programmer needs help installing gaerman and he doesn’t know how to install it, and the system administrator tells him I’m busy and the main thing for me is that the server doesn’t crash. As a result, the project will not be completed and no one will care whether the server crashed or not.

2. Common sense. Don’t forget to look at the goals and methods with a sober eye; perhaps you will see many things taken to the point of absurdity. For example, you buy a top-end i7, which is three times more expensive than a mid-range i7, is this justified from the point of view common sense(increasing productivity by 15 percent due to a three-fold increase in the cost of equipment)?

3. Competent consultation. I constantly ask questions in qa habrahabr, support different projects, forums and simply hiring specialists for consultations, I pay approximately 1 to 5 thousand rubles for a consultation. It is often easier, more profitable and faster to ask than to completely figure it out yourself. We must remember that it is not realistic to understand everything on your own.

4. Discipline. Yes, yes, yes, mandatory discipline. When I live in Thailand, every day at the same time at my favorite cafe I work for at least 2 hours. I have made it a rule to respond within 24 hours to any request from my clients, except weekends. You can’t build any kind of business if everyone in your company is prone to disappearing, like most freelancers.

5. Fair treatment of personnel, expressed in the idea “you work better, you live better.” Your employees should not go hungry, not sleep at night, or experience other arbitrariness from you. Common sense, of course, does not cancel two sleepless nights per quarter during release, but the rest of the time a person must work off his quota and have adequate time to rest. This is where free food in companies comes from.

6. Fast, reliable, complete, accurate and permanent accounting. Everything needs to be taken into account: changes in the code using git, all financial transactions on the project, communications, contacts, hours spent by programmers, etc.

7. Order and planning of work, dispatching. Create a project management system and plan your work, every little detail. For small things that require 1-2 actions, I use miniplan.ru with email notifications and free sms, for more global things planfix.ru. Each task must have a deadline and a responsible person. You must clearly understand when a project is going off the rails and redistribute resources.

8. Norms and schedules. Standardize the work, for some it’s man hours, for others it’s completed tasks. Take into account time zones, do the minimum workload.

9. Normalization of conditions. Do normal conditions labor. For version control use git and github. For the test server, do continus integration. Maintain a knowledge base for the project. Give it to programmers fast computers and fast test servers. This will reduce their effort to complete the work and increase efficiency. Train your employees.

10. Rationing of operations. Practice usually always helps here; performing certain procedures takes so much time and people must adhere to such deadlines. The Scrum method is well suited for estimating tasks for programmers. Programmers gather and are given cards with numbers from 1 to 10, a list of tasks with small explanations is posted, and for each they vote how many hours it will take to complete, everyone votes secretly and then opens the cards, if everyone has roughly agreed, the average score for the task is taken. If it doesn’t agree, then what’s wrong is discussed, usually details come up from experienced programmers about the pitfalls, and after discussion, a second vote is taken in which it always converges.

11. Written standard instructions. Here, in my opinion, the most important thing is instructions for beginners on how to enter the project and how to work. So the employee came and what next? You should automatically create an account on the corporate forum, share the wiki, open access to Git and the test server, and give the newbie a piece of paper on how to work with it and with whom to consult on the nuances of each system. I recommend writing job descriptions for all permanent and non-permanent employees.

12. Reward for performance. If a person does a job that normally requires 100 hours in 90, he should receive a reward, and he should spend the remaining 10 hours on the next project. Immediately why, following common sense, if a person does the work in 10 hours instead of the standard 100 hours, somewhere you made a mistake. This could be an assessment of the work or some kind of hook for greater automation of the project; in such cases, it is imperative to review the standards. If a person came up with a method for doing a certain job 10 times faster, then of course he should be rewarded and his method applied.

I am ready to reveal more about points that are not completely clear, if there are any. Talk about other people's and your experiences.
Do you follow any of these principles, and your company?

Introduction.

Introduction.
Mechanical engineer Garrington Emerson (1853-1931), educated at the Munich Polytechnic (Germany), taught for some time at the university American state Nebraska, then took part in the construction of a large railway, in the design and construction of a number of engineering and mining structures in the United States, Mexico and Alaska.
His work “The Twelve Principles of Productivity” aroused great interest and attracted the attention of specialists and entrepreneurs not only in the United States, but also in other countries. At that time they wrote: “These principles can be taken as a standard. Using this measure, any production, any industrial enterprise, any operation can be examined; the success of these enterprises is determined and measured by the extent to which their organization deviates from the twelve principles of productivity.”
The concept of productivity, or efficiency, is the main thing that Emerson introduced into the science of management. Efficiency is the most favorable ratio between total costs and economic results. It was Emerson who put forward this term as the main one for rationalization work, and the entire presentation of the book is built around this term.
G. Emerson raised and substantiated the question of the necessity and expediency, in modern scientific language, of using an integrated, systematic approach to solving complex multifaceted practical problems of organizing production management and all activities in general.
G. Emerson's book represents, as it were, the result of his almost forty years of observations and rationalization in the field of specific organization of production.
However, it should be borne in mind that G. Emerson’s book was written in a different era, under different socio-economic conditions and at a different level of development of the productive forces.
The first principle is precisely set goals
The first principle is the need for precisely defined ideals or goals.
The destructive confusion of heterogeneous, competing, mutually neutralizing ideals and aspirations is extremely typical of all American manufacturing enterprises. No less typical of them is the greatest vagueness and uncertainty of the main goal. Even the most responsible managers do not have a clear idea about it.
The uncertainty, uncertainty, and lack of clearly defined goals that are so characteristic of our executives are only a reflection of the uncertainty, uncertainty, and lack of clearly defined goals that plague the leaders themselves. There should be no contradictions between the driver and the dispatcher, between the dispatcher and the schedule, although it is the schedule that determines, down to the second, all the timing of the train, covering thousands of miles of distance at colossal speed.
If every responsible worker in industry clearly formulated his ideals, persistently pursued them in his enterprise, preached them everywhere, instilled them in all his subordinates from top to bottom of the hierarchical ladder, then our manufacturing enterprises would achieve the same high individual and collective productivity that good baseball team.
Before the leader industrial enterprise, unless he is devoid of common sense, only two paths open. Either he sets forth his personal ideals and abandons all principles of productivity that do not agree with him, or, on the contrary, he accepts the productive organization and principles of productivity and develops high ideals corresponding to them.
The second principle is common sense.
To create a creative, constructive organization, to carefully develop sound ideals in order to then firmly implement them, to constantly consider each new process not from the immediate, but from a higher point of view, to seek special knowledge and competent advice wherever it can be found, to support the organization high discipline from top to bottom, building every business on the solid rock of justice - these are the main problems to the immediate resolution of which common sense is called upon higher order. But perhaps it will be even more difficult for him to cope with the disasters of excessive equipment, this direct result of a primitive organization accustomed to working with colossal natural resources.
The third principle is competent consultation
The talented chairman of the board of the transcontinental railroad found himself in great difficulty due to a flood of the river, which washed away the track that ran along the side of a hill. Highly qualified engineers advised moving the roadway to the side, which would cost $800,000. The chairman called in a contractor and an Irish road foreman. They hastily went to the scene in the personal carriage of the chairman of the board and wandered there all day, studying the area.
According to their advice and plan, several ditches were dug, which drained the water from the hill. All the work cost $800 and was a complete success.
Truly competent advice can never come from one person. We are surrounded on all sides by the natural laws of the world, laws that are partially understood and summarized in systems, and partially unknown to anyone. We need direct or indirect instructions from every person who knows more about a particular issue than others; we cannot and should not stop at information last week, last month, year, decade or even century, but are obliged to always use special knowledge that today is in the hands of a few, but tomorrow will spread throughout the world.
Competent advice should permeate every enterprise from top to bottom, and if in fact competent advice is not put into practice, then the fault is due to the insufficiency of the organization, the absence of some necessary unit in it. And this still uncreated unit is a special apparatus for increasing productivity.
The fourth principle is discipline.
The most merciless creator of discipline is nature.
With truly rational management, there are almost no special rules of discipline, and even fewer punishments for violating them. But there are standard written instructions, from which every employee knows what his role is in common cause, precise definition responsibilities, there is a quick, accurate and complete accounting of all significant actions and results, there are normalized conditions and normalized operations, and finally, there is a system of rewards for performance.
Almost all manufacturing enterprises workers and employees are not disciplined enough, the administration does not treat them fairly and honestly enough, dispatch is so poorly organized that production orders barely get to the shops and workshops, there is no accurate and rational planning almost anywhere, and where there is, it is very weak, standard written There are no instructions, equipment is not normalized, operations are not normalized, performance reward systems are no good.
A true organizer, be he a saint or a murderer, under no circumstances allows into his organization those people because of whom friction may arise in the future; thereby eliminating nine-tenths the possibility of disorder. A true organizer certainly takes care of the spirit of the team, which in turn eliminates nine-tenths of the remaining possibilities of unrest. Thus, the possibility of violations of discipline is reduced to one chance in a hundred, which is a completely normal ratio, since the organizer always and very easily copes with this only chance.
If some employers have certain ideals, then this is not enough; These ideals must be transmitted to all workers and employees, and anyone who has studied mass psychology knows that this is very easy to do. But to expect the average worker to look at things from a broader point of view than that which is revealed to him from his workplace is absurd. If this workplace untidy, dirty, disorderly, if the worker does not have the necessary amenities, then neither the most advanced machines, structures, nor in general the whole mass of devoid of equipment, on which we pinned so many hopes in the past, will inspire the worker.
Automatic discipline, which deserves inclusion among the principles of productivity, is nothing other than the subordination of all the other eleven principles and the strictest observance of them, so that these principles in no case become twelve separate, unbound rules.
Fifth principle – fair treatment of staff
Like all other principles of productivity, fair treatment of workers and employees must be normalized, it must be in harmony with all the other eleven principles, and must be the special subject of the work of a special, highly qualified staff group, enjoying the help and advice of a number of specialists: characterologists, hygienists, physiologists , psychologists, bacteriologists, safety experts, heating and lighting engineers, economists, salary specialists, accountants, lawyers. In a word, in this work, as in any other, it is necessary to use the entire treasury of relevant human knowledge. Supported by the correct organization of the enterprise, based on ideals and common sense, developing under the influence of the advice of competent specialists, simplifying its tasks by immediately eliminating the unsuitable human element, the principle of justice is carried out by prompt, accurate and complete accounting, by rationing operations, by accurate written instructions, through detailed schedules and in general everything that the twelve principles of productivity require from enterprises.
The sixth principle is fast, reliable, complete, accurate and constant accounting
The purpose of accounting is to increase the number and intensity of warnings in order to give us information that we do not receive through external senses.
Accounting has as its goal the victory over time. It takes us back to the past and allows us to look into the future. He also conquers space, reducing, for example, an entire railway system into a simple graph curve, expanding on a drawing a thousandth of a millimeter to a whole foot, measuring the speed of movement of the most distant stars along the lines of a spectroscope.
We call anything that gives us information an accounting document.
The administrator or accountant cannot know the position of his enterprise until the accounting data informs him of the following information regarding each function or operation:
Normal amount of materials;
Efficiency in the use of materials;
Normal material price per unit;
Price efficiency;
The normal number of units of time for a given job;
Efficiency of actual time spent;
Normal wage rates for appropriately qualified labor;
Effectiveness of actual rates;
Normal working hours of the equipment;
Efficiency (percentage) of actual working time of machines;
Normal hourly cost of operating equipment;
The efficiency of equipment use, i.e. the ratio of the actual hourly cost of operation to the normal one.
Accounting for all the details, resulting in accounting for the whole, each individual item for each day, all items over a long period of time, is one of the principles of productivity. Only he who takes into account all quantities and all prices, who takes into account the efficiency of both, takes into account in relation to all consumable materials, be it a ton of rails or a pint of oil, only he who takes into account the time expended, the hourly rate and the productivity of labor for each operations, who takes into account the working time and the hourly operating cost of the machines (again for each operation), only he can truly apply all the other principles and achieve high productivity.
The seventh principle is dispatching

The very term “dispatching” was borrowed from the practice of the traffic service, and therefore in our work we adopted the organization of this service. Since in the workshop the train driver corresponds to a master, we had to create a new position dispatcher, and the workplace of this dispatcher was connected with all operational workers using telephone and courier service. As for the dispatch accounting system, it was borrowed from banking practice. The employee who accepts money from the depositor writes the amount in his personal book and at the same time credits the bank's cash book and the depositor's personal account with it. When the depositor writes out a check and presents it to the window where money is issued, the employee pays him the appropriate amount and again debits both the cash and personal accounts with it. By the end of the day, cash on hand should be equal to the balance of all accounts.
Dispatch accounting is organized in exactly the same way: on the dispatch board, like in a cash book, all assigned work is taken into account. Immediately upon completion, each operation is entered into the debit of the corresponding order.
Practice has shown that it is better to supervise even irregular work than to normalize work without supervising it. Here the situation is the same as in the traffic service, where it is better to dispatch trains, even if not on schedule, than to run them on schedule, but then not dispatch them.
Dispatching, like all other principles, is a branch of management science, a certain part of planning; but although the eye can discern it, like a separate pebble in a mosaic, it must be intangible to the touch, like the same pebble. The most beautiful and perfect example dispatch is the meal plan healthy person, starting from the moment he brings a piece to his mouth, and ending with the restoration of destroyed internal tissues. We consciously perceive only the pleasant taste of food, and the entire superbly organized further path along which each molecule of the eaten piece reaches its final destination remains invisible to us.

Eighth principle - norms and schedules

Norms and schedules. They are of two kinds: on the one hand, physical and chemical standards, recognized and established in the last century, characterized by mathematical precision, and on the other hand, those schedules which are based on standards or norms, the limits of which are not yet known to us.
They stimulate excessive tension, force workers to squeeze out maximum efforts, when in fact we need such an improvement in conditions that would give maximum results with, on the contrary, reduced efforts.
Physical standards allow us to accurately measure any performance deficiencies and work intelligently to reduce losses; but when developing standards and schedules for human work, one must first classify the people themselves, the workers themselves, and then give them such equipment, furnish them in such a way that they can, without spending additional effort, produce six times, seven times, and maybe , and a hundred times more than now.
The development of rational labor standards for people requires, of course, the most accurate timing of all operations,4 but in addition, it requires all the skill of the administrator who develops the plan, all the knowledge of a physicist, anthropologist, physiologist, psychologist. It requires limitless knowledge, guided, directed and animated by faith, hope and compassion for man.
In the future, we must fully resolve the main task of humanity - the task of constantly increasing results while steadily reducing the effort expended.

The ninth principle is normalization of conditions

There are two completely different ways of normalizing or adapting conditions: either normalize yourself in such a way as to become higher than the unchanged external factors- earth, water, air, gravity, wave vibrations, or normalize external facts in such a way that our personality becomes the axis around which everything else moves.
In order to live a truly full life, each individual is given only two possible and at the same time easiest ways: either to adapt himself to the environment, or to adapt the environment to himself, to normalize it according to his needs.
We need normalized conditions for accurate, fast, complete accounting, and for drawing up accurate schedules. Thus, before we talk about schedules, we should outline the normalization of conditions. But without drawing up at least a theoretical schedule, we cannot know which conditions and to what extent should be normalized.
The ideal of normalizing conditions is not a utopian ideal, but a directly practical one; Without an ideal, selection and selection of what is needed is impossible. When creating a statue, the Greek sculptor copied an arm from one model, a leg from another, a torso from a third, a head from a fourth, and the features of these different people merged into a single ideal, but in the artist’s head this ideal had to precede the work, otherwise he could not choose models.

Tenth principle – normalization of operations

It's one thing to build a battleship, selecting and assembling parts as they come from factories, it will be a random system. It’s another matter to first develop a plan, assign certain deadlines, certain sizes, certain places, certain production to all the details. And then gradually complete and assemble all these parts with the precision and accuracy of a clock. There is the same difference as between the flow of sand through a random, non-normalized hole and the accuracy of a chronometer. Valuable results are not achieved by chance.
Whatever the industry of activity, but if pre-planning is included in it permanent element, in the order of solid skill, then all difficulties inevitably yield to the patience and perseverance of the performers.
Planning is beneficial, as is the application of all productivity principles in general. But the rationing of operations is the principle that calls louder than all others to the individuality of man, the worker. In relation to workers, ideals are passive, common sense is passive, planning is passive in all its stages, but good standardized execution gives the worker personal joy, gives him the wealth of active manifestation of personal strength.
Principle Eleven – Written Standard Instructions
In order for a production or any other enterprise to really move forward, it is necessary not only to take into account all successes, but also to carefully and systematically consolidate them in writing.
The work on applying all the ten principles of productivity already outlined can and must be written down, summarized in firm standard instructions so that each employee of the enterprise understands the entire organization as a whole and his place in it. But in many factories there are no written instructions, except for minor, auxiliary Internal Regulations, stated in an unacceptably rude form and always ending with the threat of calculation.
A collection of standard written instructions is a codification of the laws and practices of an enterprise. All these laws, customs and practices must be carefully examined by a competent and highly qualified worker, and then compiled into a written code by him.
An enterprise without standard written instructions is unable to move forward steadily. Written instructions give us the opportunity to achieve new and new successes much faster.
Principle Twelve – Reward for Performance
In order to give workers fair compensation for productivity, accurate labor equivalents must be established in advance. How high the labor equivalent, the unit of labor, will be paid is not so important: the principle is important. Employers and workers can agree on a minimum wage for a maximum working day, there is no need to object to this; but in any case, every daily wage must correspond to a completely definite and carefully calculated equivalent of labor.
According to Emerson, the application of the principle of reward for performance is formulated as follows.
1. Guaranteed hourly pay.
2. Minimum productivity, failure to achieve which means that the worker is not suitable for this job and that he must either be trained or transferred to another place.
3. Progressive performance bonus, starting at such a low level that not receiving the bonus is inexcusable.
4. A standard of overall performance established on the basis of detailed and thorough research, including time and motion studies.
5. For each operation there is a certain norm of duration, a norm that creates a joyful upsurge, that is, standing in the middle between overwhelming slowness and too tiring speed.
6. For each operation, duration standards should vary depending on the machines, conditions and personality of the performer; thus, schedules must be individualized.
7. Determination of the average productivity of each individual worker for all operations performed by him over a long period.
8. Constant periodic review of standards and prices, adapting them to changing conditions. This requirement is important and necessary. If changing conditions require workers to improve their skills or increase their efforts, then wages must also be increased. Norms for the duration of operations have nothing to do with rates. They need to be reviewed and changed not in order to influence wages one way or another, but so that they constantly, under all changing conditions, remain accurate.
9. The worker must be able to complete the operation not at an exact standard time, but a little earlier or a little later, within a certain standard zone. If the normal duration does not seem right to him, then he should be able to limit himself to an hourly wage and give low productivity. Such behavior will greatly increase the cost of production, and the employer will have, in his own interests, to normalize the physical or mental working conditions in order to help the worker produce the full standard.
In order for people to work well, they must have ideals; they must have the hope of a high reward for productivity, otherwise neither the outer senses, nor the spirit, nor the mind receive any stimulus.
Literature:
1. Emerson G. twelve principles of productivity. Moscow. Economics.1992.

2. Common sense. Don’t forget to look at the goals and methods with a sober eye; perhaps you will see many things taken to the point of absurdity. For example, you buy a top-end i7, which is three times more expensive than a mid-range i7, is this justified from the point of view of common sense (a 15 percent increase in productivity due to a three-fold increase in the cost of equipment)?

3. Competent consultation. I constantly ask questions in qa habrahabr, support of various projects, forums, and simply hire specialists for consultations, paying approximately 1 to 5 thousand rubles for a consultation. It is often easier, more profitable and faster to ask than to completely figure it out yourself. We must remember that it is not realistic to understand everything on your own.

8. Norms and schedules. Standardize the work, for some it’s man hours, for others it’s completed tasks. Take into account time zones, do the minimum workload.

9. Normalization of conditions. Make normal working conditions. For version control use git and github. For the test server, do continus integration. Maintain a knowledge base for the project. Give programmers fast computers and fast test servers. This will reduce their effort to complete the work and increase efficiency. Train your employees.

I am ready to reveal more about points that are not completely clear, if there are any. Talk about other people's and your experiences.
Do you follow any of these principles, and your company?

“Working hard means making an effort
maximum effort to the job;
to work productively means to make an effort
minimal effort to get to the point"

Garrington Emerson

Harrington Emerson interested in issues of holistic organization of the enterprise and improving management efficiency. Based on his experience as a business consultant, he formulated a system of principles for increasing labor productivity:

"1. The principle of targeted production, clear identification of personnel tasks.

2. The principle of common sense. The manager must have the courage to face the truth: if there are difficulties in organizing production (it does not make a profit, the goods produced are not sold out on the market, etc.), then there are specific reasons that depend primarily on managers. It is necessary to find these causes and eliminate them boldly and decisively.

3. The principle of competent consultation. It means that it is advisable and profitable to involve specialists in this field in the continuous improvement of the management system [...]

4. The principle of discipline. The point is that real discipline, first of all, requires a competent distribution of functions: managers and performers must clearly know their responsibilities; everyone must be aware of what they are responsible for, by whom and how they can be rewarded or punished.

5. The principle of fair treatment of personnel, expressed in the idea: “If you work better, you live better.” Arbitrariness in relation to employees must be excluded.

6. Feedback principle. Allows you to quickly, reliably and fully take into account and control the actions taken and the products manufactured. Violations in feedback lead to failures in the control system.

7. The principle of maintaining strict order through work planning.

8. The principle of having norms and schedules. It means that high results in work are associated not with an increase, but with a reduction in effort. Reducing effort is achieved through knowledge and consideration of all productivity reserves, the ability to implement them in practice and avoid unjustified labor costs, loss of time, materials, and energy. True productivity always produces maximum results with minimal effort.

9. The principle of normalization of conditions. It is not necessary to adapt a person to a machine, but to create machines and technologies that would enable a person to produce more and better.

10. The principle of rationing operations means that labor must be correlated with standards so that the worker is able to complete the task and earn good money (we are talking about the feasibility of working conditions).

11. The principle of clarity and accuracy of instructions (we are talking about standard instructions issued to workers). According to Emerson, such written action plans serve to free the employee from memorizing routine information.

12. The principle of reward for performance. It is advisable to introduce a remuneration system that takes into account both the time spent by the employee and his skills, which are manifested in the quality of his work.”

Sharukhin A.P., Psychology of management: Tutorial, St. Petersburg, “Rech”, 2005, p. 18.