《供应链管理》课程教学资源（专业知识）泰勒科学管理

泰勒科学管理、泰勒的科学管理1.泰勒的科学管理简介（FrederickTaylorandScientificManagement）In 1911, Frederick Winslow Taylor published his work, The Principles of ScientificManagement,in whichhedescribedhowtheapplicationofthe scientificmethodtothe management of workers greatly could improve productivity. Scientificmanagement methods called for optimizing the way that tasks were performed andsimplifyingthejobsenough so that workers couldbe trained toperform theirspecialized sequence of motions in the one"best"way.Prior to scientific management, work was performed by skilled craftsmen whohad learned their jobs in lengthy apprenticeships.They made their own decisionsabout howtheir job was to beperformed.Scientific managementtook awaymuchofthis autonomy and converted skilled crafts into a series of simplified jobs that couldbeperformedbyunskilledworkerswhoeasilycouldbetrainedforthetasks.Taylorbecame interested in improving worker productivity earlyin his careerwhen he observed gross inefficiencies during his contact with steel workers.SoldieringWorking in the steel industry, Taylor had observed the phenomenon of workers'purposely operating well below their capacity, that is, soldiering. He attributedsoldiering tothree causes:1. The almost universally held belief among workers that if they became moreproductive, fewer of themwould beneeded and jobswould be eliminated.2.Non-incentivewage systems encouragelow productivityiftheemployeewillreceive the same pay regardless of how much is produced, assuming the employeecan convince the employer that the slow pace really is a good pace for the job.Employees take great care never to work at a good pace forfear that this faster pacewould become the new standard.If employees are paid by the quantity theyproduce,they fear that management will decrease their per-unit pay if the quantity increases.3.Workers waste much of their effort by relying on rule-of-thumb methodsratherthan on optimal work methods that canbe determinedby scientific study ofthetask.To counter soldiering and to improve efficiency, Taylor began to conductexperiments to determine the best level of performance for certain jobs, and whatwas necessarytoachievethisperformance.TimeStudiesTaylor argued that even the most basic, mindless tasks could be planned in a waythat dramatically would increase productivity,and that scientific management of thework was more effective than the"initiative and incentive" method of motivatingworkers. The initiative and incentive method offered an incentive to increaseproductivity but placed the responsibility on the worker to figure out how to do it.To scientifically determine the optimal way to perform a job, Taylor performed

泰勒科学管理 一、泰勒的科学管理 1.泰勒的科学管理简介（Frederick Taylor and Scientific Management） In 1911, Frederick Winslow Taylor published his work, The Principles of Scientific Management, in which he described how the application of the scientific method to the management of workers greatly could improve productivity. Scientific management methods called for optimizing the way that tasks were performed and simplifying the jobs enough so that workers could be trained to perform their specialized sequence of motions in the one "best" way. Prior to scientific management, work was performed by skilled craftsmen who had learned their jobs in lengthy apprenticeships. They made their own decisions about how their job was to be performed. Scientific management took away much of this autonomy and converted skilled crafts into a series of simplified jobs that could be performed by unskilled workers who easily could be trained for the tasks. Taylor became interested in improving worker productivity early in his career when he observed gross inefficiencies during his contact with steel workers. Soldiering Working in the steel industry, Taylor had observed the phenomenon of workers' purposely operating well below their capacity, that is, soldiering. He attributed soldiering to three causes: 1. The almost universally held belief among workers that if they became more productive, fewer of them would be needed and jobs would be eliminated. 2. Non-incentive wage systems encourage low productivity if the employee will receive the same pay regardless of how much is produced, assuming the employee can convince the employer that the slow pace really is a good pace for the job. Employees take great care never to work at a good pace for fear that this faster pace would become the new standard. If employees are paid by the quantity they produce, they fear that management will decrease their per-unit pay if the quantity increases. 3. Workers waste much of their effort by relying on rule-of-thumb methods rather than on optimal work methods that can be determined by scientific study of the task. To counter soldiering and to improve efficiency, Taylor began to conduct experiments to determine the best level of performance for certain jobs, and what was necessary to achieve this performance. Time Studies Taylor argued that even the most basic, mindless tasks could be planned in a way that dramatically would increase productivity, and that scientific management of the work was more effective than the "initiative and incentive" method of motivating workers. The initiative and incentive method offered an incentive to increase productivity but placed the responsibility on the worker to figure out how to do it. To scientifically determine the optimal way to perform a job, Taylor performed

experiments that he called time studies, (also knownas timeand motion studies)These studies were characterized by the use of a stopwatch to time a worker'ssequence of motions, with the goal of determining the one best way to perform ajobThefollowingareexamplesof someofthetime-and-motionstudiesthatwereperformed by Taylor and others in the era of scientific management.Pig Iron（生铁）If workers were moving 12 1/2 tons of pig iron per day and they could beincentivized totryto move471/2 tons per day,left to their own wits they probablywould become exhausted after a few hours and fail to reach their goal. However, byfirst conducting experiments to determine the amount of resting that was necessary,the worker's manager could determine the optimal timing of lifting and resting sothat the worker could move the 47 1/2 tons per day without tiring.Not all workers were physically capable of moving 47 1/2 tons per day;perhapsonly 1/8 of the pig iron handlers were capable of doing so. While these 1/8 were notextraordinary people who were highly prized by society,their physical capabilitieswere well-suited to moving pig iron. This example suggests that workers should beselected according tohowwell theyare suitedfora particular job.TheScienceofShoveling（铁锹的科学）In another study of the "science of shoveling", Taylor ran time studies todetermine that the optimal weight that a worker should lift in a shovel was 21pounds. Since there is a wide range of densities of materials, the shovel should besized sothatitwouldhold21 poundsof thesubstancebeingshoveled.Thefirmprovided the workers with optimal shovels.The result was a three to four foldincrease in productivity and workers were rewarded with pay increases. Prior toscientific management, workers used their own shovelsand rarelyhad the optimaloneforthejob.BricklayingOthers performed experiments that focused on specific motions, such asGilbreth's bricklaying experiments that resulted in a dramatic decrease in the numberofmotionsrequiredtolaybricks.ThehusbandandwifeGilbrethteamusedmotionpicture technology to study the motions of the workers in some of their experiments.2.泰勒科学管理4项原则After years of various experiments to determine optimal work methods, Taylorproposed the following four principles of scientific management:1）Replacerule-of-thumb（经验法则）workmethodswithmethodsbasedonascientific study of the tasks.2) Scientifically select, train, and develop each worker rather than passivelyleavingthemtotrainthemselves.3) Cooperate with the workers to ensure that the scientificallydevelopedmethodsarebeingfollowed4) Divide work nearly equally between managers and workers, so that themanagers apply scientific management principles to planning the work and the

experiments that he called time studies, (also known as time and motion studies). These studies were characterized by the use of a stopwatch to time a worker's sequence of motions, with the goal of determining the one best way to perform a job. The following are examples of some of the time-and-motion studies that were performed by Taylor and others in the era of scientific management. Pig Iron（生铁） If workers were moving 12 1/2 tons of pig iron per day and they could be incentivized to try to move 47 1/2 tons per day, left to their own wits they probably would become exhausted after a few hours and fail to reach their goal. However, by first conducting experiments to determine the amount of resting that was necessary, the worker's manager could determine the optimal timing of lifting and resting so that the worker could move the 47 1/2 tons per day without tiring. Not all workers were physically capable of moving 47 1/2 tons per day; perhaps only 1/8 of the pig iron handlers were capable of doing so. While these 1/8 were not extraordinary people who were highly prized by society, their physical capabilities were well-suited to moving pig iron. This example suggests that workers should be selected according to how well they are suited for a particular job. The Science of Shoveling（铁锹的科学） In another study of the "science of shoveling", Taylor ran time studies to determine that the optimal weight that a worker should lift in a shovel was 21 pounds. Since there is a wide range of densities of materials, the shovel should be sized so that it would hold 21 pounds of the substance being shoveled. The firm provided the workers with optimal shovels. The result was a three to four fold increase in productivity and workers were rewarded with pay increases. Prior to scientific management, workers used their own shovels and rarely had the optimal one for the job. Bricklaying Others performed experiments that focused on specific motions, such as Gilbreth's bricklaying experiments that resulted in a dramatic decrease in the number of motions required to lay bricks. The husband and wife Gilbreth team used motion picture technology to study the motions of the workers in some of their experiments. 2. 泰勒科学管理 4 项原则 After years of various experiments to determine optimal work methods, Taylor proposed the following four principles of scientific management: 1）Replace rule-of-thumb（经验法则） work methods with methods based on a scientific study of the tasks. 2）Scientifically select, train, and develop each worker rather than passively leaving them to train themselves. 3）Cooperate with the workers to ensure that the scientifically developed methods are being followed. 4）Divide work nearly equally between managers and workers, so that the managers apply scientific management principles to planning the work and the

workersactuallyperformthetasks.These principles were implemented in many factories, often increasingproductivity by a factor of three or more. Henry Ford applied Taylor's principles in hisautomobilefactories,andfamilieseven began toperformtheir householdtasksbasedontheresultsoftimeandmotionstudies.3.科学管理的缺陷（DrawbacksofScientificManagement）While scientific management principles improved productivity and had asubstantial impact on industry,theyalsoincreasedthemonotonyof work.Thecorejob dimensions of skill variety, task identity, task significance, autonomy, andfeedback all were missing from the picture of scientific management.While in many cases the new ways of working were accepted by the workers, insomecasestheywerenot.Theuseofstopwatches（用秒表测定时间，跑表）oftenwas a protested issue and led to a strike at one factory where"Taylorism"was beingtested.ComplaintsthatTaylorismwasdehumanizing ledto aninvestigationbytheUnited States Congress. Despite its controversy, scientific management changed thewaythatworkwasdone,andformsof itcontinuetobeusedtoday

workers actually perform the tasks. These principles were implemented in many factories, often increasing productivity by a factor of three or more. Henry Ford applied Taylor's principles in his automobile factories, and families even began to perform their household tasks based on the results of time and motion studies. 3. 科学管理的缺陷（Drawbacks of Scientific Management） While scientific management principles improved productivity and had a substantial impact on industry, they also increased the monotony of work. The core job dimensions of skill variety, task identity, task significance, autonomy, and feedback all were missing from the picture of scientific management. While in many cases the new ways of working were accepted by the workers, in some cases they were not. The use of stopwatches （用秒表测定时间，跑表）often was a protested issue and led to a strike at one factory where "Taylorism" was being tested. Complaints that Taylorism was dehumanizing led to an investigation by the United States Congress. Despite its controversy, scientific management changed the way that work was done, and forms of it continue to be used today