BfSON DEPARTMENT OF THE ARMY PAMPHLET -NO. 18-510-5 us /)/DI..L.~: IS-SID -S IBM DATA PROCESSING TECHNIQUES MANAGEMENT OF THE PUNCHED CARD DATA. PROCESSING DEPARTMENT ~ ~ "(Q A reprint of former TM 12-510-5 ~ redesignated DA Pam 18-510-5 ~ HEADQUARTERS, DEPARTMENT OF THE ARMY JUNE 1966 Reprinted by permission of International Business Machines Corporation. DA Pam 18-510-5 HEADQUARTERS DEPARTMENT OF THE ARMY Washington, D. C., 30 June 1966 DA Pam 18-510-5 (a reprint of IBM Publication C20-1611-0) is issued for the guidance of all concerned. By Order of the Secretary of the Army: HAROLD K. JOHNSON, General, United States Army, Official: Chief of Staff. J. C. LAMBERT, Major General, United States Army, The Adjutant General. Distribution: Active Army: USCONARC (1) TAGSUSA (40) Units org under fol TOE: 12-510 (10) NG: None. USAR: Same as Active Army. For explanation of abbreviations used see AR 320-50. • • Management of the Punched Card Data Processing Department CONTENTS Procedure Development . . • . . . . . The IBM Data Processing Department Objectives . . . . . . ·, . • . Source Documents . . . . . . . Document and Accounting Controls IBM Card Requirements Master Cards ....... . Transaction Cards . . . . . Prepunched Transaction Cards • Individual Transaction and Summary Cards . . . . . Cards as Source Documents Constructing the Procedure Reference Material . Manuals of Procedure • . . Operation Manual Narrative Instructions Job Step Instructions . Planning Charts ... Operation Test Cards Instruction Binders Machine Setup Cards Manager's Manual General Manual . . . . 1 1 1 1 1 1 2 2 2 2 2 3 3 5 5 5 6 16 17 17 18 20 23 Workloads Volume Measurement • Operations . . . . . Manual Operations . Keypunching and Key Verifying Calculating Production for Keypunching . . . . . Automatic Operations Processing Time on Auxiliary Machines ........ . Proces.sing Time on Accounting Machines .........• Processing Time on the IBM 602 Calculating Punch . . . . . . Recording and Using Time Factors Summary ....... . Evaluation and Improvement . Recording Operating Data . Methods of Evaluation Eliminate Overtime . . Use Idle Time Productively Improve Scheduling Using the Evaluations ..... 25 25 26 26 26 30 30 32 34 37 3'1 40 41 41 44 44 4L!. 45 46 This manual will serve as a guide to the management of an IBM punched card data processing department. The responsibilities of the IBM department manager are described for four major areas of management: procedure development, manuals of procedure, workloads, and evaluation and improvement. • PROCEDURE DEVELOPMENT THE IBM DATA PROCESSING DEPARTMENT The function of the IBM data processing department is to translate original source data into accounting and management reports. Any number of procedures can be designed to accomplish a job; however, the objective is to select the most efficient. The purpose of the first section of this manual is to assist the IBM department manager in developing sound punched card procedures. The manager of the IBM data processing department must lrnow the importance of preparing procedures that can be handled in the most accurate, economical and efficient manner while attaining the results desired by company management. In some cases the IBM manager will have the assistance of systems or methods people within the organization. In any case his creative ability is of prime importance in designing a good operating procedure. OBJECTIVES Procedures are adopted to produce, quickly and economically, results that are valuable to the company. Before a. procedure can be developed, it is essential to lrnow certain facts about the reports to be produced. This is accomplished through discussion with the respective department manager or other responsible persons who will use the reports. The IBM manager should determine: • What information is needed on the reports. • In what classification or classifications the reports should be prepared. • What format the reports should have. • Whether the reports should be detail-or groupprinted. • Who will receive the reports and how they will be used. • What priority is assigned to these reports as opposed to existing workloads. Sample reports should be sketched or typed and submitted for approval to the respective parties. Further meetings will then take place to determine the adequacy of source data required for the application. (For additional information on report design, see "Form and Card Design", C20-8078.) SOURCE DOCUMENTS The proper design of source data plays a most im portant role in the accuracy and speed with which IBM cards can be keypunched for input to IBM punched card processing machines. In examining the source data relative to the application, the following questions must be resolved: 1. Are source documents available that contain the basic data for the reports? 2. Are the documents in good form for transcribing into IBM cards? 3. What clerical work is necessary in preparing the documents for keypunching? a. Is provision made for complete and accurate coding? b. Will the present document format allow for good keypunch production? c. Should data be rearranged and coded on a slip attached to each document to attain maximum keypunch production? d. Is it necessary or possible to redesign the document to attain maximum keypunch production and avoid extra clerical effort? DOCUMENT AND ACCOUNTING CONTROLS The purpose of accounting controls is to protect company assets and create a satisfactory audit trail. Controls must provide for the checking and documentation of transactions to ensure (1) that only correct and authorized data enters the accounting operation, (2) that all data is included and processed, and (3) that accounting operations are performed accurately and in the proper sequence. The amount of checking and balancing necessary for good control depends on the nature of the application to be processed and the equipment and procedures employed in processing it. There are basically two types of accounting controls: (1) those established and used outside the data processing department -primarily the initiation, authorization and verification of source documents representing accounting transactions -and (2) those used within the data processing department -for example, checking operations, in which transcribed data is verified, and balancing operations, which ensure the accurate processing of all transaction data. For further details refer to "Document and Accounting Controls" (C20-8060). IBM CARD REQUIREMENTS The various IBM cards used in a specific procedure should be designed as the procedure is developed. Information in the cards must contain the basic data needed for the printed reports along with certain control data necessary for report preparation. Various approaches to be taken in determining number for the accow1ting department. In this case the types of cards to be used in the procedure are there are two approaches: (1) keypunch individual discussed below. Master Cards These contain predetermined data that can be common to a number of transactions, such as salesman number, customer number, customer name and address, state and county codes, etc. Transaction Cards These contain all detail data concerning the trans action, such as date, item code, description, quantity, unit price, sales amount, etc. In a billing procedure these cards normally represent the line items on a bill or invoice. Pr·epunched Transaction Cards These are used when transaction data can be predetermined. In the case of a billing operation, these cards are prepunched with such data as product number, product name, selling price, cost price, etc. The cards are pulled from a tub file and keypunched with variable data such as quantity and discount. (In some cases, keypunching can be completely eliminated by having all the transaction data prepunched.) Prepunched transaction cards and customer master cards are merged by the IBM sorter or collator. These cards are then processed on the IBM accounting machine to print the customer bill or invoice. Individual Transaction and Summary Cards In some cases, classification of data into separate cards is accomplished advantageously on the basis of source information. When the data required for reports must come from several sources, it may be more practical to keypunch separate cards from each source. For example, material and stock procedures use this method because a stock status report must reflect the net result of a variety of transactions. Separate cards are keypunched for receipts, issues, transfers, adjustments, etc. These cards are assembled by the stock or part number, and the stock status report is prepared. The net result of these various transactions reflects the inventory status. Some source documents contain more than one classification of source data and require separate outputs. For example, an accounts payable procedure requires the machine preparation of checks for vendor's invoices for the accounts payable department, and a cost distribution report by account accounting data cards which are needed for the cost distribution report with data such as date, vendor, account number, discount amount, item amount, etc., and keypunch one card for the total amount of the invoice with the data needed for preparation of accounts payable checks -data such as vendor number, order number, due date, invoice amount, discount, etc.; (2) keypunch individual cards with the data needed for both the payment of the invoice and the account distribution report. After balancing these cards, process them on the accounting machine to create an accounts payable summary card, with the necessary payment data for each vendor invoice. These same methods can be applied to accounts receivable, sales analysis, payroll, and labor distribution. It is not always necessary to keypunch all cards in these types of applications. The dis tribution cards can be keypunched and the accounting cards can be summary-punched from them, or both sets of cards can be keypunched independently and then balanc.ed to prove the accuracy of the source records and the keypunching. The design of the final report may dictate the distribution of data to the various card forms needed. For example, in a billing procedure the format of the bill or invoice to be printed may require customer name and address, shipping instructions, miscellaneous data, commodity, freight, and control data. All data is represented by separate IBM cards. Since data on the first line is normally printed from the first card, and data on the second line printed from the second card, etc. , this sequence determines the data to be contained in each card. When it is necessary to carry item descriptions, customer names and addresses or other information requiring large numbers of card columns, a distinct advantage is gained by having such data prepunched in a separate card, along with its numerical control code or codes. Since cards of this type are used frequently, the accuracy, speed, and efficiency with which the job can be clone is obvious. Cards As Source Documents When the information for a document originates within the organization, a study should be made to determine the feasibility of using the IBM card as a source document. Such IBM card documents are frequently used for job shop reporting, attendance time records, and payroll checks. The distinct advantages of using card documents are that they can eliminate duplication of effort and that machine processing can be • accomplished directly from them. (For detailed 4. Interpreting cards and proofreading information regarding the design of card forms, see 5. Keypunching data twice and comparing it on "Form and Card Design", C20-8078.) an IBM collator 6. Double-punch, blank-column checking on an CONSTRUCTING THE PROCEDURE IBM reproducing punch Once the procedure is developed it is important Three prime requisites for developing any application to put it on paper so that it can be reviewed, revised, and explained to the people involved. The best way procedure are: • Input. -What is the sou::ce of information to record the procedure is with the use of a flowchart which will show the flow of data, the operations needed? • Processing. -What steps or operations are performed, and the sequence in which they are necessary to obtain the final result? performed. • Output. -What final results are required? Flowcharts are a means of presenting the inforAfter agreement is reached regarding source data mation and operations so that they are easy to and the final results required (as stated earlier in visualize and follow. Figure 1 shows a typical (For "Objectives"), the procedure can be developed. An operational flowchart for accounts receivable. outline should be made of the steps necessary to detailed information regarding flowcharts, see process the job from source to final documents. As "Flowcharting Techniques", C20-8152.) the steps or operations are outlined, careful consideration should be given to selecting the correct processing method if there is more than one way to obtain the same result. Some examples of these REFERENCE MATERIAL multiple methods are: Reference to the following IBM manuals will be a valuable aid in the course of developing procedures: Card Punching "Document and Accounting Controls" (C20-8060) "Form and Card Design" (C20-8078)1. Keypunching repetitive information 2. Automatic reproduction of repetitive data "Coding Methods" (F20-8093) from master cards "Flowcharting Techniques" (C20-8152) "Accounts Payable" (E20-8030) 3. Gang-punching from prepunched cards "Plant and Equipment Accounting" (E20-8031) 4. Mark-sense punching "Inventory Control and Material Accounting" (E20-8034) Verifying "Accounts Receivable" (E20-8035) "Order Writing, Billing and Sales Analysis" 1. Key verification 2. Visual verification (printing punched cards) (E20-8036) 3. Listing cards and proofreading "Payroll and Labor Accounting" (E20-8037) 3 Summary Punch Invoice Summary Accounting Machine Reproduce Sales Cards To Sales Procedure Accounting Machine Invoice Accounts Receivable Cards Figure 1. Accounts receivable entries Billing Cards • Invoices Balance t------::~ Interpreter Accmmting Machine A/R Cards (Vouchers and Credits) Accounts Receivable Balance and Post MANUALS OF PROCEDURE • Three basic manuals are discussed in this section: the Operation Manual, the Manager's Manual, and the General Manual. These manuals are essential because they: • Enable machine operators and clerical personnel in the data processing department to process a job from beginning to end with little or no supervisory assistance. ·• Provide a permanent record of the procedure in the event of illness, vacations, and personnel turnover. • Provide assembled facts for simplifying corrections and improvements of the procedure. • Facilitate the duties of managing the IBM data processing department. • Allow for a complete understanding and control of the data processing department. OPERATION MANUAL Every application for machine processing must be planned. The flowchart of operations, prepared when the procedure was developed, is a good basis for translating the procedural steps to a form suitable for use as the Operation Manual. Facts recorded in this manner are a requisite for sound operation. The logical time to write an instruction or oper ation manual is immediately after the procedure is established and approved by management. In some cases it may prove difficult for the data processing manager to prepare the operation manual. If properly instructed, the operations personnel can be qualified and assigned the task of writing the manuals, subject to final review by the manager. Experience has shown that this approach gives the operations people a good understanding· of the job and frequently results in improvements to the procedure. There are two fundamental methods for writing the operating instructions: narrative and job step. Narrative Instructions The narrative approach employs a job instruction form in which several job steps are covered on one page. Each step should be described in sufficient detail to enable a partially trained operator to perform a job completely with little or no guidance. While it is difficult to write perfect instructions at the first attempt, the instructions can be improved as questions arise. The ·reverse side of the narrative job instruction form has been designed for drawing flowcharts. While flowcharts generally contain insufficient detail to enable machine operators to set up machines and carry jobs through to completion, they may at least supplement written instructions. If the first page of the instruction sheet is left blank, and the reverse side used to flowchart the steps described on the next right-hand page, the flowchart and its corresponding narrative will always appear on facing pages (see Figure 2). (The first page, instead of being left blank, ma.y be used to record special notes, -such as the source of informatiort and the disposition of cards and reports.) Heading blocks are provided on the job instruction sheet to record the job name and number. T!1e frequency of report preparation should be checked if applicable. Space is provided for recording the time and date, when the source information is due in the department. (The date, in most cases, is the day of the week or the working day of the month, rather than a chronological date.) The due-out space is reserved for recording the time of report completion. Vertical columns are provided to record the sequential operation (or step) number, the machine type to be used for processing, the estimated card volume, and the estimated time required for the step. The area set aside for description is used for machine setup information and details to enable the operator to perform the job. The narrative form is sometimes favored because several steps may be described on one page. Its disadvantages, however, are that (1) the writer may forget to include necessary information, and (2) when changes are required, it is often necessary to rewrite the entire page. FLOWCHART IBM IBM JOB INSTRUCTIONS Job Name /r,;:;:,o1 Sales Accounting Est. Commod.ltv Time Description Misc. Data 1 82 6,500 .2 Sort ca.rda on column 80 to pull out freight and control r Name and carda. All commutator swttcbes except 6 and 8 should Address be ousbed to center. Cards falling into pocket 6 are frehlht cards· hold for shiooinR reoort. The control cards 1n pocket 8 are destroyed. Remaining carde I re·ect pocket) to operation 2. 514 S, 500 1. 0 Gangpuncb branch, customer number, salesman ( Commodiw· (Misc. Data number invoice date and invoice number into all rCoatro1 I r Name and rFre~htI I commoditv cards. Address DESTROY HOLD FOR SHIPPffiG NOTE: Branch and customer number are punchedREPORT from the name and address cards. Salesman number, invoice number, invoice. date are punched from the miscellaneous data card. Set PX brush 1 on column 5 Set PX brush 6 on column 7 3 Sort @ 62 5, 500 . 2 Sort cards on X ln column 5. I 1. Carda falling in X pocket are aame and address I cards. Re-file to the billl!ut tub file. rName aod 2. Cards in reject pocket continue to operation 4. Address r($Misc. Data TO OPERATION 4 * IJ ~~ Oat.. -lL!PL Section __J_ Page_l_ L-----------------------------------~ Figure 2, Flowchart and corresponding narrative of job instructions c Job Step Instructions When job step instruction sheets are used (Figure3), each step is described on a separate page. Aspecial sheet is designed and preprinted for eachoperation. These sheets contain spaces on whichmachine setup information should be recorded,as well as other information pertinent to the particular phase of the procedure. For the most part,heading information for all machines has beenstandardized. Job Name Job No. Control Operation Name Op.Code Mach. Type Panel No. STOCK CONTROL 825 18 MERGE 53 85 Frequency Due In Due Out Estimated Volume Est. Time l8l Daily 0 Monthly Time Date Time D Weekly' 0 Ouarterly Houn Tenths II IDate 11,000 Bal. D Biwe~kl'y 0 Annual 9:00 Daily 11:00 Daily 3, OilO Detail 1.1 0 Semimonthly 0 Other i Cards Used Disposition of Cords I Received From Figure 3. Heading for job step instruction sheet 6 An operation code has been included because some organizations collect operational data on a refined basis. This code contains an analysis of the operation to the extent of machine capacity required to do the job. This is more evident in clerical functions where such items as balancing, coding, posting, and typing may be identified by different codes even though the overall scope is considered clerical. The table illustrated on this page shows a typical code that can be used for this purpose. The body of the job step instruction sheet is designed to accommodate specific setup data for each machine type. Spaces are provided at the bottom to record the data on which the procedure step was written or revised. The procedure manual is sectionalized by major functions, and page numbers are assigned within the section. In some cases the reverse side of the sheet is a wiring diagram form which, when filled in, enables the operator to wire simple control panels or modif-,r them when required. Standard wiring diagram forms may be included as a supplement to the instructions for those machines where printing is not shown on the back of the form. Job step instruction sheets are illustrated in Figures 4 through 11. Operation Operation Code No. Operation Name Code No. Operation Name 10 Messenger service 41 Interpreting 11 Preparatory (at machine) 51 Sorting 12 Coding 53 Collating 13 Decoding 54 Dividing 14 Checking -reports 60 Waiting time-chargeable 15 Calculating -adding machines, etc. 71 Balancing with accounting machine 16 Typing headings, etc. 72 Proving with accounting machine (mult. , etc.) 17 Card pulling and refiling 73 Group printing 18 Clerical-chargeable 74 Detail printing 19 Control figure work 20 Facsimile posting operations Non-Billable Operations 21 Wiring (not at machine) 80 Clerical -non-chargeable 23 Job instruction 81 Awaiting machines 25 Planning -special 82 Awaiting assignment 29 Mark-sense punching 83 Procedure planning 30 Operating proof machine 84 Receiving training 31 Punching 85 Supervising 32 Verifying 86 Illness or personal reason 34 Visual check -alphabetic punching 87 Late 35 Gang-punch1ng 88 Vacation 36 Reproducing 91 Machine repair 37 Multiplying 92 Machine error 38 Crossfooting 93 Instruction error 39 Multiplying for checking 94 Operator error 40 Combined calculating 95 Customer error INTERNATIONAL BUSINESS MACHINES CORPORATION form X24-6302.0 ,,inted it~ U.S.A. IBM • CLERICAL INSTRUCTIONS JOB NAME OPERATION NAME OP. CODE ACCOUNTS PAYABLE Coding 12 FREQUENCY DUE IN DUE OUT ESTIMATED VOLUME EST. TIME 1111 Doily 0 Monthly TIME DATE TIME HOURS TENTHS DATE Weekly 0 Quarterly 0 Bi-Weekly 0 Annual 0 10:30 Daily 3:00 Daily 200 3 3 D Semi-Monthly 0 .... SOURCE DATA TYPE OF DOCUMENT LINES FROM AVER. N; I ro I Vendor's Invoice Mail Room Keypunch DETAILED INSTRUCTIONS The following factors are to be coded or written on the voucher apron attached to each vendor's invoice: INVOICE DATE: This is the date written on the invoice being. processed. VENDOR NUMBER: This 5 digit numerical code should be looked up in the vendor's -· code book which is arranged alphabetically. OUR INVOICE NUMBER: Each invoice should be stamped with a consecutive number stamp. DUE DATE: Calculate the date which payment is required to be made, based upon the terms quoted for discount. INVOICE AMOUNT: Write in the face amount of invoice. This factor may or may not include freight data. Distribution Data ACCOUNT NUMBER: Assign the account code to be charged for merchandise purchased. In the event two or more distributions are required on one invoice, a second line of the apron should be used. DEPARTMENT USED: Identify the department to be charged with material or services. QUANTITY: Fill in number of items received of each item to be distributed. UNIT OF MEASURE: Code the unit of measure as follows: 01 Each 02 Pound Dote:_=.2/c..:1::.c0:...:/______ Section___.:;:;1__ Poge_-=1'---- 640105MSP Figure 4, Clerical instruction sheet form X24·6299·1 Printed ;n U. S. A. INTERNATIONAL BUSINESS MACHINES CORPORATION IBJ.1 CARD PUNCHING OR VERIFYING INSTRUCTIONS JOB NO. CONTROL OPERATION NAME OP. CODE MACH. TYPE PANEL NO. JOB NAME 24SALES ACCOUNTING 630 -----Card Punching 31 DUE OUT ESTIMATED VOLUME EST. TIME HOURS TENTHS FREQUENCY DUE IN 1&1 Doily 0 Monthly TIME DATE TIME DATE 0 Weekly 0 Quarterly 0 Bi-Weekly 0 Annual 8:00 Daily 3:00 Daily 1,000 4,.. 5 0 Semi-Monthly 0 Other PROGRAM CARD NO. 14 CARD ELECTRO IFORMI NO. SWITCH SETTINGS SPECIAL FEATURES USED ON OFF SWITCH 0 ALTERNATE PROGRAM 0 HI SPEED SKIP PROGRAM UNIT X 0 AUXILIARY DUPUCATE n INTERSPERSED GANG PUNCH AUTO FEED X 0 CARD REVERSING Q CONTINUOUS SKIP AUTO SKIP-AUTO DUPL. X 0 CARD INSERTION r::J CONTINUOUS SPACE PRINT no 0 DECIMAL TABULAliON 0 SELF CHECKING NO. SELF CHECKING NO. SOURCE DOCUMENTS USED: no DISPOSITION OF CARDS: to verifier station Sales Invoices DOCUMENTS RECEIVED FROM: Billing Department to verifier station COLUMNS FUNCTION* REMARKS CARD FIELD FROM TO 1. 30 33 p Manually turn auto skip Invoice Date 2. 34 38 p and dupl. switch off for Invoice Number 3. 39 43 D first card punched for Customer Number 4. 44 48 D each invoice Location 5. 49 51 D Duplicate from first card 6. 52 53 D punched for each invoice. 7. Trade Class Branch 54 56 D Salesman Number 8. p 9. Quantity 57 61 Commodity Number 62 66 p 10. p 11. p Net Amount 67 73 74 80 Invoice Amount 12. Will be gang-punched Columns 1 -12 13. Will be calculated. Columns 13 -29 FUNCTION" SYMBOL 14. DUPLICATE D PUNCH p 15. SKIP s X-SKIP xs 33 18 VERIFY TOTAL KEY STROKES PER CARD-SELF ND. CK "CK IPunched duplicated 640510MSP Section__..=2:...___ Poge__l__Dote: 2/10/ Figure 5. Card punching or verifying instructions INTERNATIONAL BUSINESS MACHINES CORPORATION IBM• REPRODUCING AND SUMMARY PUNCHING INSTRUCTIONS Form X2"-6303.() Printed in U.S.A. c JOB NAME JOB NO. CONTROL OPERATION NAME OP. CODE MACH. TYPEPANEL NO. PAYROLL TIME CARDS 1320 10 Reproduce 36 519 FREQUENCY DUE IN DUE OUT ESTIMATED VOLUME EST. TIME D Daily Monthly D TIME DATE TIME DATE HOURS TENTHS ~ Weekly 0 Quarterly D Bi-Weekly 0 Annual D Semi-Monthly D Other --------3:00 Friday 3,000 .s CARDS USED: Payroll Master (178321) • DISPOSITION OF CARDS: Weekly Attendance (166212MS) Master Cards to File RECEIVED FROM: Attendance Cards to Timekeeper Payroll Master File OPERATION [I] REPRODUCE D INTERSPERSED G. P. D SUMMARY PUNCH DDPBC [I] GANG PUNCH ~END PRINT D M.S. PUNCH 0cOMPARE READ FEED CARDS X-D CTL PUNCH FEED CARDS X-D CTL Payroll Master X-21 Blank Attendance Cards RX PX BRUSH 1 2 3 4 5 1 2 BRUSH 3 4 5 6 CARD CARD COL. COL. ON OFF SWITCHES COL. READ COLS. PUNCH COMPARE DPBC PRINT REPRODUCE 1-5 1-5 X X SEL. REP. G.P. COMP. 6-30 6-30 X c D. M. CARD "X" MARK SENSE MASTER CARD PUNCH END PRINTING ru 1st LINE D 2nd LINE D OFF PRINTING POSITIONS 1 2 3 4 5 u L 1 2 3 4 s 6 7 8 OPERATING INSTRUCTIONS: Gangpunch payroll period date into each reproduced card, columns 31-35. Date:_ __:2:..:./-=1_0;_/_____ Sectio,.___3___ 4 Page____ Reproducing summary punching machines INTERNATIONAL BUSINESS MACHINES CORPORATION SORTING INSTRUCTIONS FORM XU-6304-0 IBJ.1 PRINTED IN U S A JOB NAME JOB NO. CONTROL OPERATION NAME OP. CODE MACH. TYPE PANEL NO. SALES ANALYSIS 1435 Sorter Sorter 51 82 FREQUENCY DUE IN DUE OUT ESTIMATED VOLUME EST. TIME 0 Doily IX Monthly TIME DATE TIME DATE HOURS TENTHS 0 0 0 Weekly Bi-Weekly Semi-Monthly 0 0 0 Quarterly Annual Other 1:00 2nd W.D. 8:00 3rd W.D. 22, 000 detail 1, 600 master s.4 OPERATING INSTRUCTIONS: DISPOSITION OF CARDS: Item Master (153762) 403 Accounting Machine RECEIVED FROM: CARDS USED Sales Detail (748342) Operation Step 3 Monthly Sales File Item Master File SORTING SEQUENCE COLUMNS FIELD Y£5 I. I J ALPHABETIC c CARD 1&: JCROM J TO Product Class 30 29 J NUMERICAL IX J COUNT 0 NO COLUMNS FIELD Y£5 2. ALPHABETIC 0 ICARD 0 I'ROM 20 I TO 16 I NUMERICAL COUNT NO Place location master cards in front of file before starting this sort. Location ~ ~ COLUMNS 3. FIELD I J ALPHABETIC 0 ICARD 0 Y£5 FROM NO I ro I NUMERICAL 0 COUNT 0 FIELD COLUMNS I YES 4. ALPHABETIC c ICARD 0 lf'RCM NO ITO NUMERICAL c COUNT 0 I 5 2 Sect•on _____ Poge____ Dote:_....:2::.. z 0 37' 38, 39 HAMMER ..J LOCKS 1-X "'0 1 ili HAMMER SPLITS f Remit. 4 11 5 6 LAST PRINT LINE State • 12 GANG PUNCH X TENSION ADJUSTMENT LAST CARD FORM THICKNESS ADJUSTMENT TOP CENTER LOWER HIGH CENTER LOW X AUTO TOTAL PAPER BRAKE 0 liJ 0 IRJ 0 0 SUMMARY PUNCH TYPE ~ DETAIL PRINT FORM NO. 40371 NO. COPIES 1 YES~ NOD I 519 GROUP PRINT D I OPERATING INSTRUCTIONS: The check used is an inverted paper form with remittance statement at top and check as lower portion. When completed, checks are to be delivered to the accounts payable department. Summary-punched cards are used for check reconciliation. Section ___ 4__ Poge __ 3__ Date: __2.:.../_1_0;_/____ 6311 OSMSP Figure 11. iBM 403 accounting machine instructions Planning Charts Certain machine types require the use of planning charts. IBM calculators and accounting machines handle problems one step at a time and require planning on the same basis. Figures 12 and 13 illustrate the instruction sheet and the planning chart for the IBM 407 Accounting Machine. All basic data needed for control panel wiring can be arranged in table form for ease of reference on the part of the individual who wires the control panel. If a portion of the problem is complex, the corresponding area of the planning chart can be supplemented by a wiring diagram. Even though fixed control panels are used, it is important that written instructions be maintained to facilitate changes to the control panel as modifications to the procedure occur. INTERNATIONAL BUSINESS MACHINES CORPORATION form X 24-6300-I Printed in U. S. A. IBM .. 407, 408, AND 409 ACCOUNTING MACHINE INSTRUCTIONS JOB NAME JOB NO. CONTROL OPERATION NAME OP. CODE MACH. TYPE PANEL NO. PAYROLL SUMMARY REPORT 800 80 Group Print 73 407 FREQUENCY DUE IN DUE OUT ESTIMATED VOLUME EST. TIME 0 Doily 0 Monthly TIME DATE TIME HOURS TENTHS I l:lll Weekly 0 Quarterly DATE 0 Bi-Weekly 0 Annual 0 Semi-Monthly 0 Other 11:00 Mon. 3:00 Mon. 1,500 .8 CARDS USED MACHINE, Payroll Earnings DISPOSITION OF CARDS CARRIAGE· Pahaoll Deductions ·Stan ard MACHINE, Collator Step 10 RECEIVED FROM: CARRIAGE: Sorter Step 8 SORT FIELD COLUMNS PROGRAM FIELD COLUMNS Dept. &Serial No. (14-16) (17 -21) I. Serial No, 1 Z-21 MINOR 2. Department 14-16 INTERMEDIATE 3. MAJOR 4. FINAL 5. SPECIAL ALTERATION SWITCHES ON OFF SWITCHES ON OFF NO. REMARKS INVERTED FORM 1 X X FINAL STOP FORM STOP 2 X X X RESET CHECK NO. FORM THICKNESS ADJUSTMENT D 3 X FORM NO. Stock 2 NO. COPIES SUMMARY PUNCH ATTACHED YES NO 0 ~ 4 X MACHINE TYPE OPERATING INSTRUCTIONS: CARRIAGE TAPE CHAN. FUNCTION CHAN. FUNCTION 1 FIRST PRINT LINE 7 2 8 3 9 • 10 5 11 6 12 LAST PRINT LINE Date: --~2~/1~5_,/____ Sect;an _ __.:::,10.:___ Page __9_ 64010SMSP Figure 12. IBM 407 accounting machine instructions PLANNING CHART Employee Number Earnings after REPORT HEADINGS Deductions Net Pay Dent. Serial Taxes CARD COLUMNS 14-16 17-21 76-80 76-80 76-80 EMITTED CHARACTERS • *CR TRANSFER CR PRINT NORMAL 45-46 ENTRY 11-13 15-19 25 34 41 ~4 COUNTER 26-27 32-33 35-36 38-40 42-43 CONTROLLED 22-24 :6eros to .01 .01 ZERO PRINT CONTROL 1oo:86 100.00 100.00 INormal the left PRINT CONTROL PROGRAM CONTROL MINOR 14 10 GROUP 6 -z"'0 +~74 ~ CONTROL +NX74 +NX74 -74 ,;_ GROUP "'~ i': CONTROL ~ GROUP ~ "'0 0u ::> "' z '"'< CONTROL ~ GROUP .. ~ ;;: CONTROL GROUP "' CONTROL "' UNIT ~ IN "'0 !;; OUT SUMMARY PUNCH CARD COLUMNS PU NO. PU NO. PU NO. PU ~ NO. PU NO. PU NO. PU NO. PU NO. PU NO. PU NO. PU NO. "'~ T T T T T T T T T T T N N N N N N N N N N N ~ c c c c c c c c c c c Figure 13. IBM 407 planning chart for ease of comparison against the calculation made Operation Test Cards during the test. If these cards are maintained for Each time a machine is set up for a particular each job to be calculated, it is not necessary to punch and compute an example each time the machine operation or report, it should be tested to ensure that it is functioning properly. A card should be is set up. included in the test for each possible type of transaction, to ensure that all mechanical features are Instruction Binders in proper working order and that the control panel is wired properly. If an X or digit control is used, A loose-leaf notebook is recommended for procedure a card for each possible combination should be instructions. For best results, books of this type included. should be sectionalized by the job or application to Results of tests made on the accounting machine be performed. should be compared with a sample copy of the report In most cases it is desirable to maintain inretained with the procedure instructions. structions, wiring diagrams, planning charts, test Test cards for calculating punches should be decks, sample copies of reports, and accounting punched to include both the factors to be calculated machine carriage tapes together for each job. The and the correct answer as well. When this is done, procedure envelope illustrated in Figure 14 has the precalculated answer should be recorded in a been designed for this purpose. Each logical segment field other than the one into which the answer is to of a job should be contained in a separate envelope be punched. In addition, it should be interpreted and filed in job-number sequence. 17 INTERNATIONAl BUSINESS MACHINES CORPORATION Form X2~·6l11.0 Pdnted ;~ U.S A. IBM Procedure Instructions IB:M • AppHcotion _.:.P.:.;A:..::Y:..::R.:.O::.L=L-------Job Nome PAYROLL CHECK & REGISTER JobNumber ~ Sequence of Operations Function Calculate First net pay Merge Year to date summaries Merge Deduction Cards Group Print & S. P. Register and Summaries 4 Group Print Balance Summaries Detail Print Payroll Checks 10 11 12 13 14 15 Figure 14. Procedure envelope Machine Setup Cards Detailed instructions are written to supplement the instruction manual and slots are provided in the covers of fixed control panels to contain setup instructions for the machine (see Figure 15). Frequently these instructions are complete enough to be used by experienced operators for repetitive jobs without reference to other instructions. However, they are not a substitute for the detailed instructions even though these instructions may not be referred to on a day-to-day basis. Descriptions of suggested formats for accounting machine and auxiliary machine setup cards follow: IBM 402, 403, 407 and 419 Accounting Machines These cards contain space for control panel number -either the panel serial number or an assigned number (see Figures 16 and 17). Three sections are shown for setup to allow for the use of alteration or setup change switches where more than Estimated Time Frequency • 7 D Doily .3 lliJ Weekly .8 D Monthly 3.0 D Quarterly . 7 D Annual 2.8 0 This Envelope Contains @ Job Instructions [i] Wiring Diagram GJ Test Deck @ Sample Report @ Carriage Tape Q FlowChart one report is prepared from the same panel. Carriage tapes should be kept in the control panel slot or in the envelope containing the instructions. All carriage tapes should be posted with a tape number and the job identification. Figure 15. IBM 402 fixed control panel cover Auxiliary Machine Setup Cards 40Z-19 The interpreter setup card is shown in Figure 18. 3306Z Payroll Check Heading information is similar to that previously described. The IBM 557 can print in 25 different ~1-UPCooA..~( $01 .... s .... ~ ..,., 19 locations on the card. The bottom of the card identi Payroll Check " fies each of these positions in relation to the card. 0" The printing line dial is set to correspond with the "' 0 f. printing location desired. The print entry switch ZERO 5 9 13 )> "' makes it possible to use the same board for a SPLITS () () second job. Only upper or lower dial setting need A[PQitl NO 2 0 c z be indicated for the IBM 548. -j z The collator setup card (see Figure 19) provides s(T·u• ,.....~cc s• TAPE NO IJ ill ., Gl ~ a block to indicate the function performed. The )> "' ocr () types of cards fed into the primary and secondary !'.f.MM(A I z feeds are shown. Under "Control" are listed the LOCMS 1"1 fields and card columns used to govern the function Ill ZERO 1"1 performed; under "Card Pockets", the status of c SPLITS ~ ll cards directed into each pocket. REPORT NO 3 () )> Again, on the reproducing and summary punch 0 ]) setup cards (see Figure 20) the function performed 5[1-IJI'Ct X 0 z X STOP 3076-1 0 ""'~o'"'- FORM "' RESET CK. 0 LJ~ X c REPORT NO. 2 z o"'"":!! -1 D.0..d N (j) z ~==~~P~R~,_~TO~NG~PO~S~OT~oO~N~b-=---~~ REFERENCE FOR DIAL SETTING 1'1 TAPE NO r------,-------,------~;n ALTERATION SWITCHES ~ L 557 548 I ON I ' I 2 I ' I • 0 )> __ '"ix~~~-.---r--------t_---,-,-,--1 Ul 0" 11 I 2 ON SWITCHES NO --------LOW[R ~ YES SUMMARY 0" z INVER TEO I I PUNCH 1'1 X -------• FOAM _____ , c' FORM USED (/) 11 FINAL TOTAL 1'1 0 -------· -----7 -1 0 FORM STOP 1-----· )> RESET CK. c lJ -----· 1-------oo 11 0 REPORT NO.3 0 3----02 ___, )> lJ 4----o< ___, 0 ALTERATION SWITCHES s----.. TAPE NO. I I • I 2 I • L • 6---oa ON ___, )----20 0" ___, ON SWITCHES YES NO O" SUMMA.A1' 8---21 INVERTED PUNCH ___, FORM l FOAM USED 9---.. fiNAL TOTAL FOAM STOP AESET CK Figure 17. IBM 407 setup card Figure 18. Interpreter setup card CONTROL PAN(l NO, 085-2.03 J08 ZIOZ Accounts Payable Merge Address Cards OPERATION DS£0UENCEC11[CK DJ.~ATCH (") o~EAGE 0 r ~t.IERGE WITH SElECTION r )> OTHER -i 0 PRIIIIARY CAROl :0 (/1 A/P Invoice Cards 1'1 -i ' c SECONOARV CUOS lJ (") Vendor Address Cards I> :0 0 COfrtT'ROl F'IEI..O NAME COlS. .. Vendor Number 1-5 .. '· .. .. CARO ..OCIIIUS .. Unmatched Invoice Cards Merged Name and Invoice Cd .. .. Unmatched Name Cards Figure 19. Collator setup card CONT!;O.. P,U,.[l NO. 519-12.4 J08 32.71'> Attendance Cards 1-n.......-,;;;;------------j :0 1'1 ll :0 ~R[PAOOuCE ~[NQPAINT {i)GANG PUNCH OsuMIII.t.JIY PuNCH ~COMPAR[ DMSii'UNCH 8 '"'~mr.~,oT'-'-"-------------~ ~z r..uo f[[O CAAOS (;l. Payroll Master )> P~'-c•~'~£<~o~c•'"OOMS-----------------5 (/1 Blank Time Cards 1--:,...--,----·~----------j ~ .. . c . ' ! ; ' ~ ~·. --I> CAAO ; :0 ,,, -02. -2.38 .. 42.061 Cost of Goods Sold fOR....._ A AxB=C (Group Multiply) \IIIP \TOP IOIS(ATt. 4:30PM Invoice c Daily Customers 1:00PM Register D Daily Supervisor 3:00PM AccoWtts Receivable *Remittance Advice E DaiJy Cashier Daily Cashier 2 PM lOAM Cash Receipts F Daily Chief Acct. 2 PM Aged Trial Balance G Monthly I st Statements H Monthly Mail Room 5th Sales Analysis Cost of Sales I Monthly Sales Mgr, lOth Sales by Customer J Monthly Sales Mgr. IS th Commission Statement K Monthly Sales Mgr. 17 th Sales by State 1 Monthly Sales Mgr. 20th Sales by Salesman M Monthly Sales Mgr. 25 th ·•Source Document Figure 23. Schedule of reports Operational flowcharts -the individual, detailed steps for each application (see Figure 24) . These flowcharts help the manager maintain a good overview of the job being processed. If additional detail is required, the step number on the flowchart serves as a cross reference to the accompanying written instructions. Description Cards Control Cards All Other Cards GangPunch Heading Cards GangPunchCompare Freight Cards Misc.. Data Cards Sales Cards Back Order Cards Figure 24. Operational flowchart Destroy Destroy • Evaluation data -operating experience information that can be used for comparison of actual operations with previously planned activity. Evaluation makes possible improvements in such vital areas as procedures, modification of machine load assignments, revision of schedules, and reallocation of personnel. (The final section of this manual, entitled "Evaluation and Improvement", describes this subject in detail.) Although these three areas constitute the main part of the Manager's Manual, it is desirable to include the following pertinent information: Code lists -such items as the chart of accounts, detailed expense classifications, customer number, vendor code listings, and other pertinent codes. X and digit assignment lists -clearly establishing specific designations of each card for each application. This information is necessary to properly revise existing procedures and to adequately plan for new jobs. Index of card forms -with an up-to-date sample of each electroplate in use. Changes in card design and correlation of common fields in several applications can be accomplished effectively using these details. It may also be advisable to maintain inventories simultaneously. Index to all stationery forms -enabling the manager to control revisions and improvements. Thus the Manager's Manual, providing a thorough knowledge of the data processing department and complete control of its operations, is an absolute requisite for fulfilling the responsibilities of any IBM installation. GENERAL MANUAL This manual outlines the broad objectives to be attained by the data processing installation, and summarizes the department's operations. It has a threefold purpose: • To orient company trainees or new machine accounting department employees • To provide executives with the information that serves as a basis for the common understanding and the mutual control of the department by the executive and the data processing manager • To show visitors the nature and the scope of the work performed by the data processing department. As the title implies, this manual should be of a general nature. Sall).ple copies of reports and source data, together with general flowcharts of major applications, provide a simple but complete appreciation of the results produced and the data handling involved. Pictorial flowcharts (see Figure 25) often portray a clearer illustration of the operation than do general flowcharts. However, since the former are more difficult to prepare, consideration should be given to the frequency with which they are used. t'-' NATIONAl PRODUCTS INC. GENER A co ~ .................u SOLD rSUVUII HOlliE SUPPLY tO 12 3 .. 5 TO L;~~:::s!::,'!EH SHIP r~:·:u:~~~~~: ~=PLY tO TO LIIIICHAII.OS IUEF N H Jr Commodity cards used to prepare invoices ...... ~·-con•-• @10,..1 .. -~~ are combined with automatically produced CIIU .. FU\GHT '" n ..,_,. "" "In----· -· .. 199111 •O~OflO EUC FAM 121M 2 1 95 106:20 199119 •oLOfi.OEUC FAfll BIN a:so 110 100 ..26111 IIOAN liNG CCIIN POPPEll. . IP60 1s:eo 6611111 YACU-lOit VACUUJII ITS 2PT " .. ... Slo68 n•.. LU•UA'I' HUT PADS s:so u•oo ........................... ... : ··~· " sn:oe I;,.;..,; ~ -~"~' ·~· ~~~~ ... tF F~j· ~~· ~ _.:___ !_~: ::q~i~ ..; I .... •~ ~. •~ ~·r :,~... ,,:, ',. ""''·"'' - .... ........:.... --... --·-· --·- t·;-li --·------~I ~ !lUll'I ·iij --------_Q\ u:otl ~ \;I. ·--------41.1\ .-u:Ot l -------Oil\ (I .-...ot ... ---·------IUl LUI IIIli II ~if t51'"'' ., LIQU_jlltf Ol 'o•!!~!.' .!~ '!' ~ ~ -::-1='=11011 =-= !!l=r-r-'1=--- -~ ·--·-I ~~~··;i;•· ·:~:...................111111111111111111111:11111111;~;r.;;;r,;;t·~-r:· ~~~~~;~, II,,-~ 111111111 !IIIII 11111111111111ll11111jiJ.JJIJ1II!IIIItiiJ II'JIUtlll~l u) ~ II Ill 11. llllnnUIIIIIIIIIII~I+IIIIIII.IIII 111 U!llllt11J)I I II ~··~1~ Ill Ill ·~I I -·-.. - :~;!:~~ ... I::::.....::::1111111:!~~::~~~~11 II tu~n• j ·~ ! 2"-:. --·-... -- p-1-·1=-i-.-:. -=f.::. .-;-: 0 ............. '! '!!!!I!!!!!!!I!!!!!!J~~~!!!I:!'ll!~~;:• ' 0 0 Commodity cards 0 0 0 0 ----·· --··· ,. ' w ." 0 "' Daily totals posted .. to control sheet 0 " --· Figure 25. Pictorial flowchart accounts receivable cards to list the sales register and proof sheet. Jlh. ~~Ill I L.....- SAUS REGISTER 0 --- -·· - 0 ;:~:~~. ··:.=~~~·: .. ;~... , .. .,,..,, _ _.,..o,,o;.,..,._o; ~';:~!;~";.. ~·~...... '·" "' .. ~ ,....~ ' .. .., ., ....... ;.;: !~!•.:~:;.:' :~o"~"o :::: .-:~: :·::~:;~:;:·:0 .,:.. ~ t !oO •t)1C' ~ l•'• ~ ;r" _g~:~ : ~ : ~.: ! i;JI 1 cl'~ o I !J~ I.,., ~:~' z•ho ' 0 0 0 0 --~- ~ ! ~I'" : r ~ '• 1 ' ' :a'•• 0 ... -·-· - · - -- ·--·· -· .. - . ., .. " "' " ' , " . . ,,. . .. " I Commodity cards are separated and filed for later analysis • Accounts receivable cards are filed by customer number It n WORKLOADS Accurate machine and personnel workloads are essential to the operation of the IBM data processing department for these reasons: • To meet schedules • To compare actual time with standard time for each job step and thus maintain an efficient rate of production • To maintain accurate cost figures so that costs can be allocated to the proper departments for work done Inaccuracies in scheduling result from insufficient facts, fluctuating volumes, and unexpected workloads. VOLUME MEASUREMENT In order to schedule personnel and machines accurately, three factors must be established: 1. The number of source documents received can be obtained from control clerks who maintain control over the source documents. Frequently, item counts and/or the number of batches is recorded as part of the document control routine. In other cases it is necessary to take a physical count. In this case, a representative period of time should be used. Maximum and minimum volumes should be known. In some cases the number of documents is calculated by dividing the number of cards punched by the average number of cards per document. Accurate data on the volume of source documents enables the IBM manager to convert volume to time for scheduling, and also to have cost figures available for the overall job as well as a cost per document for evaluation. 2. The number of cards punched and processed. This is the most significant figure to compile and use for good scheduling. The time required for most operations depends on the number of cards processed through the machines. In most cases these figures are obtained by card-counting devices on sorters and accounting machines. In some cases volumes are obtained from the keypunch section, where accurate production records should be kept. Card volume figures should be recorded (either on a form designed for this purpose or on a chart or graph), because they provide a means of de termining the time for each operation -and hence for the job -and because fluctuations in the work load must be known to permit effective scheduling. For an example of the effect of fluctuation on scheduling, consider the results of a particular job volume study shown in Figure 26. The following important facts may be deduced from this chart: a. The card volume varies from about 500 cards to about 3, 000 cards a day. This indicates that time factors for the oper ational steps should be calculated on a time-per-thousand basis. b. The maximum workload occurs about the 22nd working day of the month. This is the period that requires closest scheduling with other jobs. c. The dotted line represents the average volume that may be expected on any day of the month. The figures for these days become the basis for determining time factors for the operations in this job. d. The upper and lower probable limits indicate the possible variations allowed for in scheduling. When this fluctuation becomes relatively greater from day to day, low machine utilization is found in the same period with more overtime, thus reducing the overall effectiveness of the operation. c~• ........ Figure 26. Volume study It is advisable to keep separate records of cards punched in the keypunch section, since the number of cards processed is usually much greater than the number punched there. This ·results from the multiple use made of punched cards and the use of master cards and prepunched commodity cards. 3. The number of reports produced -for example, the number of checks prepared per week, the number of invoices produced per day, the number of report pages run each month. Such figures can be obtained automatically from the accounting machine while the reports are being prepared. Departmental output figures are useful in calculating unit costs of each type of report or result produced. Such volume figures are also needed to calculate accounting machine time and to evaluate accounting machine performance. Figure 27 illustrates a method of combining the volume of documents, cards, and reports on one chart. This makes possible many studies of relationships between factors. It is advisable to make separate volume studies for each major job handled by the department or, at least, for each major procedure or application. Volume 3.000 .------.----.-----.---,.------, 10 1.5 20 woRir~g Dor~ Figure 27. Combination volume study OPERATIONS The three distinct types of work in a data processing department are: • Manual operations -which consist of posting control tota.ls, in some cases using offline adding machines or calculators for control or balancing purposes, coding, manual checking or verification, machine preparation and testing, and control panel wiring • Keypunching and key verifying -where actual production time for punching and verifying is based on the number of card columns and the type of source document • Automatic operations -which consist of the processing of IBM cards through IBM accounting and auxiliary machines. The machine operator's duties are to set up the machine, test the operation, and feed the cards to the machine. Manual Operations Standards can be used for estimating and scheduling time for certain manual functions in the IBM department. Experience has shown that standards can be used for wiring the control panels of auxiliary machines and accounting machines, and for setting up and testing the machines for production. Of course, the experience of the machine operators must be considered in applying these standards. The time schedule for certain clerical functions, such as coding and manual verification, should be determined by conducting a time study of an actual portion of the particular operation, or by using the existing schedule from a similar clerical operation. The variables encountered in estimating the production of some clerical steps create the need for actual work experience in order to arrive at a firm schedule for the particular step. Keypunching and Key Verifying The following factors must be considered in order to arrive at the production time for keypunching and key verifying operations: • Design of source documents and cards • Legibility of source documents • Number of card columns to be punched and/or verified, columns to be duplicated, and the proporti;:m of alphabetic to numeric card columns • Skill and experience of the operators • Type of IBM equipment used • Operator instructions • Volume of transactions • Flow of work • Duties other than keypunching • Working conditions Design of source documents and cards. This is important to the speed and accuracy of keypunching. Because the card moves automatically through the keypunch as each column is punched, the operator must read the data from the document in the sequence in which it is to be punched. The best document and card design, therefore, provides for exactly the same arrangement of an existing source document. When information such as customer number, account number, etc. , must be added to the source record before punching, it is often desirable and economical to attach an apron or use a rubber stamp on the source document. All the information, or that part of the information which is added, is transcribed to the apron for keypunching (see Figure 28). The information on the apron should be arranged in punching sequence. When information on the source document is not in the same sequence as on the card, rearranging it on the apron makes for ease and speed in punching. However, every attempt should be made to redesign the source document or the cards so that transcription to an apron is not necessary. The ideal source document for keypunching shows on one line all information to be punched in one card. Thus the document may be read from left to right. Transcription forms or alignment sheets are designed for use in many jobs where the source information arises within the company. These transcription sheets are in the form of grids, with all the data for one card entered in one horizontal row of 80 (or fewer) squares, and with 25 or 50 horizontal rows to accommodate the data for that many cards. Such sheets may be used to good advantage when the information must be collected from many sources before it is punched, when there are coding or editing functions to be performed, or when the • 2-10 NET 30 11472 45961 24027 APPROVED BY INVOICE tft-i :to AMOUNT QUANTITY ITEM NO. DESCRIPTION UNIT UNIT COST AMOUNT DISCOUNT '1 :~ ~ NET 144 16716 DEMIJOHN FRAMED E 1.16 $ 169.92 474 15::1. AMOUNT 6 9497 FLASK 5 GAL FIREGLAS E 6.43 50.56 ACCOUNT NUMBER SUPt-CODE AMOUNT I /:1.31 /(,0 '"'' : '1.:2. ,000 55643 JAR 1 QT. FLINTGLASS M 26.37 263.70 SOLD TO SHIPPED TO INVOICE NUMBER VENDOR NUMBBt INVOICE DATE :l.+o:l.7 117'1 ~/17/6· GENERAL ACCOUNT YOUCHBt NUMBE11: DUE DATE VIA G.t3 3/27/lr 1 1 I :l. 1 3 I ERMS NIXON GLASS NIXON, VIRGINIA DATE ODIN CHEMICAL co 1117/6-BROCKTON PENNSYLVANIA SAME THOMAS MOTOR FREIGHT FOB NIXONICUST.ORDERNO.I OUR ORDER NO. IINVOICE NO. I /::l~: f/5 50 of /~31 ;;1.10 ;2.1..3 :70 II I I II : I I Figure 28. Vendor invoice and coded apron source document is so poorly designed or illegible that the keypunch operation would be inefficient without special forms. The design of the card, in regard to the duplicated, punched, and skipped fields, further affects card-punching speed and efficiency. The best production is achieved when duplicated information appears at the left of the card, and when all fields to be keypunched are grouped together so that the punching need not be interrupted by skipping. Legibility of source documents. The legibility of the source data is one of the more important factors that affect production in keypunching. For this reason, original copies, rather than the sixth or twelfth carbon copy, should be routed to the keypunch section whenever possible. A source document that contains manually written data should be designed to allow enough space for large, legible handwritten characters, especially when the hand writing is to be done by someone other than a clerk. Number of columns to be punched. The number of cards punched per hour is directly dependent on the number of columns to be punched per card. To evaluate production of keypunch operators, it is customary to express production in terms of columns punched per hour, or keys depressed per hour. This is obtained by multiplying the number of cards punched per hour by the average number of columns punched in each card. Whenever possible, information common to groups of cards should be punched automatically by " 464.20• using the duplicating feature of the machine. Duplication not only saves actual punching time, but also increases the accuracy of the job and simplifies verification. Skill and experience of operators. In evaluating the work of keypunch operators, it is important to consider their training and experience. For new operators the number of cards punched per hour or the number of errors made is not as important as the weekly improvement they make. This trend is the best indication of the type of production that can be expected in the development of each operator. Only after an operator's production has reached a plateau should his proficiency be given an absolute evaluation. It is of paramount importance that the supervisor of a card punch and verifier section keep accurate and up-to-date speed and accuracy records for each operator. Speed is usually measured in keystrokes per hour. One effective method of keeping these records and making studies of the key-driven production of each operator is illustrated in Figure 29. Such records are valuable in calculating time factors for punching operations; they are also useful in evaluating the progress of the card punch and ver.ifier operators. The prevailing percentage of error will have an important bearing upon the kind and amount of verification that will be built into the procedures. / l ,-"~,...l---t--1--1----1--1 / I s.ooo 1--+----l,f--/-:::1.-£--t--t-+--+-+--+-t--+--l ~--:~-~~-----~-~~+-+-~-+~~ I • I f---'--.I----t--+-+--+--1--1----1-+---1 H----t---1--+--t---t---+--+-+--t---1 10 11 12 . . . 0 . 1" . ....... . ~..,,_, !'..... 0 t\. . "\/ .............. ---' ', .............. . ........ ' ----- .........--.\.IICe,,_hO..•Oiooo .. I . Wuh Figure 29. Keypunch production and accuracy charts Type of IBM equipment used. The special features of each type of keypunch should be used to simplify the keypunching job and increase production. For example, if two types of cards are keypunched from the same source document so that two separate program controls are required, the use of the alternate program feature should be considered to determine whether both cards could be keypunched without handling the source documents twice. Operating routines change for some types of equipment and they should be reviewed to make sure they are updated for the change from one machine to another. Operator instructions. The keypunch supervisor can do much to raise the production and reduce the errors of keypunch operators. Complete and clear instructions are extremely important. Oral directions preferably should be summarized in written form. If directions are given verbally, and in a rather hurried manner, as is often the case, the speed and accuracy with which the work is done will be below standard. These conditions can be eliminated by carefully writing all instructions necessary for performing all jobs. It is even more important that one-time jobs or infrequent jobs have written instructions, because the operator will have little or no experience to use as a guide for these jobs. All jobs should have written instructions for the operator and become part of the operator's manual of procedure (see Figure 30). 28 Volume of transactions. It is expected a keypunch operator will produce more per hour when working on jobs of large volume in which there is no change in the setup of the machine or in the documents and cards. It is true that production increases as the operator becomes more familiar with the job, as in any standardized operation. The element of fatigue may, however, offset the increased production resulting from job-familiarity. The two factors may even exactly balance each other, so that the same rate of production is obtained by the operator, regardless of the volume of the job. The effect of the size of the job on production, then, depends entirely upon the operator. An operator who enjoys routine work will have a higher rate of production when the size of the job increases. An operator who desires change and novelty will become quickly fatigued on such jobs. This element of fatigue in relation to the size of the job should be given consideration in planning work, so that it may be reduced to a minimum. Flow of work. Good production cannot be attained when an ·operator is interrupted continually to perform special jobs, when a job is shifted from one operator to another, or when work is done piecemeal as documents become available. When more than one operator is required for a job, the amount of work assigned to each should be commensurate with his productive capacities. Furthermore, each operator should have a backlog of documents -not so large that it creates a pile of idle material, nor so small that his work is interrupted. This requires careful planning and scheduling on the part of the keypunch supervisor. The flow of work should not require the operator to leave the machine. If an operator transfers work from one station to another, he should be located so that he does not have to leave his machine to do so. Duties other than keypunching. Keypunch operators are frequently called upon to do other jobs, such as coding, auditing, selecting, comparing, and checking, while they are keypunching. Keypunch production is inevitably lowered in such a case, and these factors should be taken into consideration in evaluating production. It is sometimes better to have other people do these jobs. Working conditions. The conditions under which keypunch operators perform their duties, and the morale of operators are intangible factors with which the data processing manager must deal. Because they are intangible and immeasurable, morale factors are too frequently overlooked. It is recognized by management that efforts to improve operator morale can do more than efforts in any other area to increase production and improve working relationships. INTERNATIONAL BUSINESS MACHINES CORPORATION • IB~ CARD PUNCHING OR VERIFYING INSTRUCTIONS JOB NAME SALES ACCOUNTING FREQUENCY Doily 0 Monthly 0 lXI Weekly 0 Quarterly 0 Bi-Weekly 0 Annual 0 Semi-Monthly 0 Other PROGRAM CARD NO. 14 SWITCH SETTINGS JOB NO. 630 DUE IN TIME 8:00 ON OFF SWITCH X PROGRAM UNIT X AUTO FEED X AUTO SKII"'-AUTO X PRINT X SELF CHECKING NO. SOURCE DOCUMENTS USED: Sales Invoices RECEIVED FROM: Sales Department DATE Daily DUPL. I. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. IS. Dote: CARD FIELD Invoice date Invoice number Customer number Location Trade class Branch Salesman number Quantity Commodity number Net amount Invoice amount Columns 1 -12 Columns 13 -29 Note: Turn Auto Skip and Duplicate switch off for first card punched for eacn mv01ce. TOTAL KEY STROKES PER CARD- Feb. 27, CONTROL OPERATION NAME OP. CODE PANEL NO. DUE TIME 3:00 31Card Punching OUT ESTIMATED VOLUME DATE Daily 1,000 Form X24-6299-1 Printed in U. S. A. MACH. TYPE 24 EST. TIME HOURS TENTHS 4 .... 5 CARD ELECTRO IFORMl NO. SPECIAL FEATURES USED 0 ALTERNATE PROGRAM 0 HI SPEED SKIP 0 AUXILIARY DUPLICATE [] INTERSPERSED GANG PUNCH 0 CARD REVERSING [l CONTINUOUS SKIP 0 CARD INSERTION 0 CONTINUOUS SPACE 0 DECIMAL TABULATION 0 SELF CHECKING NO. DISPOSITION OF CARDS: To Accounting Machine DOCUMENTS To Accounting Machine COLUMNS FROM TO 30 33 34 38 39 43 44 48 49 51 52 53 54 56 57 61 62 66 67 73 74 80 33 punched FUNCTION• REMARKS p p D Duplicate from D first card D punched for D each invoice D p p p p Will be gang-punched Will be calculated FUNCTION" SYMBOL DUPLICATE D PUNCH p SKIP s X-SKIP XS 18 VERIFY v duplicated SELF NO. CK CK 6<051 OMSP Section _ _-=2:___ Page 7 Figure 30. Card punching and verifying instruction fonn Calculating Production for Keypunching Although many variables exist in key-driven oper ations, the simplification of key-driven procedures and the accumulation of accurate production-rate figures for each operator make possible a good degree of precision in determining the time re quirements for a given operation. By using accurate production records, supervisors are able to estimate card-punching schedules from which actual pro duction varies by no more than 10';{. Once rates of production are established, it is possible to de termine quickly the time requirements for a card punching or verifying operation according to the formula: Hours number of cards x columns per card key strokes per hour The product of cards times columns equals the total number of keystrokes required to complete a given job. The speed of the operator, in keystrokes per hour, varies with the quality of the original document. This quality, in turn, is a function of legibility and of indications to skip or transpose data from one field to another. The top speed of an operator can be reduced as much as 50';b when keypunching from a poor clocumenL After card volume, number of columns to be punched, and the number of keystrokes per hour are known, Figure 31 can be used to determine production time. In this figure the vertical axis on the left represents, reading from the top clown, the number of cards to be ptmched or verified. Oblique lines slanting clown and to the right represent the number of columns per card, as indicated along the horizontal axis. Keystrokes per hour are represented by oblique lines slanting ur:; and to the right, and the time required for keypunching is represented by the right-hand vertical axis. To obtain the desired figure in hours, read the number of cards on the left axis, follow horizontally to the right to an intersection with a columns-per-card line, then move vertically (up or clown) to the intersection with the estimated keystrokes-per-hour line, and then move horizontally to the right to read the hours on the right-hand vertical axis. The clotted line on the figure shows an example in which 4, 500 cards, each with 40 columns, can be punched by an operator working at 8, 000 keystrokes per hour in a total of 22. 5 hours. Under the same conditions, 45, 000 cards would take 225.0 hours. Automatic Operations To understand the process that determines the time requirements of a given operation on an automatic machine, it is necessary to examine the factors affecting every automatic operation. The first element of operation time is setup time. Before a card can be passed through the machine, the operator must place the correct control panel in the machine, bring the cards to the machine, make other necessary settings and adjustments, perhaps receive instructions pertaining to the oper ation to be performed, and run test cards through the machine to prove the accuracy of the setup. All such operational details, performed once for each operation, contribute to setup time. The second and usually the major element of time is machine time. This is determined by converting the volume of cards into corresponding machine time. Many methods are available to facilitate the calculation. For example, one method uses the formula: Machine hours number of cards cards per hour The third element of time applied to an automatic operation is handling time. After the operation begins, it is normal to expect short interruptions in the operation of the machine. These interruptions may be caused by such details as placing more cards in the machine, spot-checking the results of machine operation, operating a second or third machine simultaneously, checldng or balancing results, making minor adjustments to the machine, and handling many other details for good operational control. Handling time is expressed as a percentage of total time. Computation of total machine time may be illustrated by an operation that involves reproducing 24, 000 cards. The manager knows that the machine speed is 100 cards per minute or 6, 000 cards per hour and experience has taught him that reproducing operations require a setup time of about five minutes. From machine-time graphs (see Figure 34), he determines that the machine time will be four hours. Evaluations of previous runs of the job indicate that about 25';{, of the total time is required for handling; this means that one hour of handling time is required for this job. These three factors are shown diagram matically in Figure 32; Figure 33 shows the time for 12,000 cards. • Figure 31. Keypunch production Setup Handling Time Machine Time Time 5 mLLin-.------..,4.,-ho_u_rs________J_l hour II - Figure 32. Reproduce 24,000 cards Setup Machine Handling Time Time Time II 5 min. 2 hours 30 min. • Figure 33. Reproduce 12, 000 cards The machine-time chart in Figure 34 shows the relationship between these factors for various numbers of cards. A study of this chart assists in understanding the following principles: 1. In operations with large batches of cards (more than 2, 000), setup time is insignificant, but machine time and handling time are important. 2. In operations with small quantities of cards (less than 2, 000), setup time and machine time are significant, but handling time becomes relatively unimportant. 3. Because handling time increases with volume, a percentage should be used when expressing or applying this factor. 4. Because setup time is constant, regardless of volume, it should always be expressed or applied as a fixed number of minutes or fractions of hours. Number of Cordl 24,000 22.000 20.000 18,000 1+··---~i--· -..................., 16,000 f-1-·----+----..-·-·--+ 1.4.000 12,000 H----·--1-·---..·--· 10,000 6,000 ~ l 4,000 I+-···· ~-----------1---t-----+----+---2,000 K--~""---1----+----+----+···-····--···--........+--··-......--1 Hours Figure 34. Machine-time chart To compute handling time from machine time, a manager must be sure that the method of applying this factor conforms to his particular definition of "percentage for handling". There are two common methods of expressing handling time: as a per centage of machine time, or as a percentage of the total time (except setup) for the job. Both may be illustrated for a job in which the machine time (excluding setup) is four hours and the handling time has been estimated at 20%. 32 Handling expressed as a percentage of total time. If percentage of handling is defined as a percentage of the total time, handling is related to the machine time according to the following calculation: Total time= machine time (1 -percentage for handling) 4 4 (1-0.20) 0.80 5 hours Handling time expressed as a percentage of machine time. If percentage for handling is defined as a percentage of the machine time to be added to machine time to obtain total time, the calculation is as follows: Total time = machine time + (percentage for handling X machine time). For example, assume that the machine time is four hours, and the handling time is 20%. The total time is: 4 + (0.20 X 4) = 4.8 hours Handling time on the production graphs, Figures 35, 36 and 37, are based on this formula. The preceding principles emphasize the importance of constantly studying operations so that the manager will have an accurate lmowledge of the necessary (setup time and handling time to use in scheduling. Whether this study concentrates more on setup or handling time depends on the average number of cards per job or operation, because batch size determines the relative importance of the two factors in the overall operation. Processing Time on Auxiliary Machines The graphs in Figures 35 and 36 are used to determine the approximate machine time and handling time for auxiliary machines. The card-per-minute speeds of these machines vary, depending on the machine and model. Knowledge of these speeds is a requisite in using the graphs. The graph in Figure 35 is used for the following machines: • Calculators (except 602 -see Figure 38) • Reproducers • Interpreters • Collators To determine the approximate total time it will take to perform a given machine operation, three factors must be known: card volume, machine speed, and the percentage of handling time to be applied to the machine operation. For instance, in Figure 35, following the horizontal dotted line from 10, 000 to 100, 000 card volume on the left side of3, 200 cards to the oblique line representing 100 cpm, then vertically down to the handling time area, the graph, the total processing time must be increased by shifting the decimal point one position it appears that 3, 200 cards processed at 100 cpm can be completed in 32 minutes with O% handling to the right. For example: time. Following the dotted line down to the 10% handling time, the total processing time would be 3, 200 cards @l 100 cpm, 0% handling = 32 minutes approximately 35 minutes. 32,000 cards @l 100 cpm, 0% handling = 320 minutes Following this same dotted line for a volume of 32, 000 cards, the processing time would be 320 3, 200 cards @l 100 cpm = 32 minutes + 10% handling = minutes with O% handling time. With 10% handling 35 minutes total processing time time, the total processing time would be approxi32,000 cards @l 100 cpm = 320 + 10% handling = 352 minutes total processing time mately 352 minutes. In other words, when using the NO OF CARDS --~ 1-; :! -1 HM'f$ . •-. !--. I 100,000 10,000 --11 ~, t:lm' _, tR!: ~ 90,000 9,000 ·r 80,000 8,000 70,000 7,000 60,000 6,000 50,000 5,000 40,000 4,000 30,000 3,000 20,000 2,000 t 10,000 1,000 ~ HANDLING: 0% 10 20 301 40 50 60 70 80 90 100 110 120 130 5% 10 20 30: 40 50 60 70 80 90 100 110 120 130 14C 10% 10 20 30 40 50 60 70 80 90 100 110 120 130 140 I I 15% 10 20 30 40 50 60 70 80 .90 100 110 120 130 140 150 20% 10 20 30 40 50 60 70 80 90 100 110 120 130 140 150 16C 25% 10 20 30 40 50 60 70 80 90 100 110 120 130 140 150 160 li .~ I j I I I I 1 I I I I I I I ! ! I I I 1 I I ! ! I ! I I I 1 I I I I I I t I ! 1 J I ,. I I I I 1 I ! I 1 1 I I I 1 1 1 ! j ! 1 1 ! 1 ! 1 J 1 I ! 1 1 1 ! 1 1 I 30% 10 20 30 40 50 60 70 80 90 100 110 120 130 140 150 160 170 35% 10 20 30 40 50 60 70 80 90 100 110 120 130 140 150 160 170 18C 40% 10 20 30 40 50 60 70 80 90 100 110 120 130 140 150 160 170 180 I~ 45% 10 20 30 40 50 60 70 80 90 100 110 120 130 140 150 160 170 180 190 50% 10 20 30 40 50 60 70 80 90 100 110 120 130 140 150 160 170 180 190 20C Figure 35. Processing time for calculators (except 602), reproducers, interpreters and collators 33 Processing Time on Accounting Machines The graph in Figure 36 is used to compute the approximate total processing time for higher-speed machines such as sorters, collators, the 101 The graph in Figure 37 is used to compute the Electronic Statistical Machine, and the 108 Card approximate time for report preparation using IBM Proving Machine. Similar in design to the graph accounting machines (402, 403, 407, 409, 419). in Figure 35, this graph shows an example of procThe speed of these machines is dependent on the essing 55,000 cards at 1, 000 cpm with a 10% rated speed of the particular model, whether listing handling time. The total processing time is: or group printing, the number of totals to be printed, and, if summary punching, the number of summary cards to be punched. These factors must be known 551 000 cards @l 1, 000 cpm = 55 + 10% handling= 61 minutes total processing time in order to arrive at the total time to produce a NO OF CARDS T n•·• •:Hi.): '" bl4·:_.'~f t-j H-1 100,000 10,000 J i+ EE ~$ 90,000 9,000 ~ 80,000 8,000 ~ ~ 70,000 7,000 60,000 6,000 1t ·ftt 1--- c 50,000 5,000 40,000 4,000 30,000 3,000 I 20,000 2,000 10,000 1,000 ~. '±:: ~ _j-~_::~ :~~:~-t+ HANOLING: 0% I 2 3 4 5 I 6 7 8 9 10 II 12 13 5% I 2 3 4 5 16 7 8 9 10 II 12 13 14 10% I 2 3 4 5 7 8 9 10 II 12 13 14 I .~ .I....L.I...l...J..LJ]._ __ 15% I 2 3 4 5 6 7 8 9 10 II 12 13 14 15 20% I 2 3 4 5 6 7 8 9 10 II 12 13 14 15 16 u.l.i 25% -'-'-'-'-'-'-'·1 2 3 4 5 6 7 8 9 10 II 12 13 14 15 16 30% I 2 3 4 5 6 7 8 9 10 II 12 13 14 15 16 17 ~ u...._.' LU l~. l......__.._,, ,...J........l, L.lL~ L •.• <11. 35% I 2 3 4 5 6 7 8 9 10 II 12 13 14 15 16 17 18 .l....l....i..._u_w...uJJiJL.I..L.U.J.JL.LuJJIJ•],,,.,,._...._d 40% I 2 3 4 5 6 7 8 9 10 II 12 13 14 15 16 17 18 I ...................... ,,~ ___ ,__ w,,--L..L..i....i. L.L..L•-~-~'''L'···'-·'·· 45% I 2. 3 4 5 6 7 8 9 10 II 12 13 14 15 16 17 18 19 ~ • ......! • .,[._,,.,._,,~ ili.II.U.I...J...J...l......W.........,,.J........o.l..J._,,, .J ... .•....•....•• u......_.~••.• ,l.l.J. 50% I 2 3 4 5 6 7 8 9 10 II 12 13 14 15 16 17 18 19 20 Figure 36. Processing time for sorters, collators, 101 electronic statistical machine, and the 108 card proving machine • report. Following are the approximate card-per minute speeds for total printing and summary punching: Total printing takes approximately one card cycle. Thus, accounting machines with rated speeds of 50 cpm will print 50 totals per minute; machines with rated speeds of 100 cpm will print 100 totals per minute; and machines with rated speeds of 150 cpm will print 150 totals per minute. Summary punching on accounting machines with a rated speed of 50 cpm will be done at a rate of about 25 cpm. Machines with a rated speed of 100 and 150 cpm will summary-punch cards at a rate of about 50 cpm. Following is an example of the three factors for an accounting machine job with individual and total time: 12,000 cards (cil 150 cpm (rated speed) 80 minutes 3, 000 totals t,cil 150 cpm total per minute 20 minutes 3, 000 summary cards (w 50 cpm 60 minutes 160 total minutes In the case where MLP (multiple-line print) or MLR (multiple-line read) cards are used, the volume of cards should be increased by the number of lines to be printed from the cards. For example, 3, 000 MLR cards X 3 lines per card = 9, 000 printing lines (lines and cards are synonymous). Using the graph in Figure 37, assume the following three parameters with 10% handling time: 45, 000 cards to be listed at a speed of 100 cpm 4, 500 totals arc to be printed 4, SOO summary cards are to be punched The graph must be consulted once for each parameter accumulating the totals as follows: 4S, 000 cards (cil100 cpm -~ 4SO min + 10% handling = 49S min 4, SOO totals (cil100 cpm ~ 4S min + 10% handling = SO min 4, SOO sum mary cards (ru SO cpm "· 90 min + 10% handling= 99 min total processing time = 644 min NO. OF CARDS 100,000 10,000 m -!~:\:j_i:,; 90,000 9,000 -·· 80,000 8,000 70,000 7,000 60,000 6,000 50,000 5,000 40,000 4,000 30,000 3,000 20,000 2,000 ~..,.. 4t 10,000 1,000 HANDLING: 0% 10 20 30 40 I 50 60 70 80 _9p 100 110 1g0 130 5% 10 20 30 40 I 50 60 70 80 100 110 120 130 14C 90 .1. 10% 10 20 30 40 60 70 80 90 l(j)O 110 120 130 140 I .~o l!llllllllll!l!llllll!lllllll!lll!lllll 15% 10 20 30 40 50 60 70 80 90 100 110 120 130 140 150 20% 10 20 30 40 50 60 70 80 90 100 110 120 130 140 150 160 25%~-,0 20 30 40 50 60 70 80 90 100 110 120 130 140 150 160 17 30% 10 20 30 40 50 60 70 80 90 100 110 120 130 140 150 160 170 35% 10 20 30 40 50 60 70 80 90 100 110 120 130 140 150 160 170 18C 40% 10 20 30 40 50 60 70 80 90 100 110 120 130 140 150 160 170 180 I~ 45% 10 20 30 40 50 60 70 80 90 100 110 120 130 140 150 160 170 180 190 50% 10 20 30 40 50 60 70 80 90 100 110 120 130 140 150 160 170 180 190 20( ,, .! I! I ell!!l!!ll''""""""''"ll"!lfl ....... ,.I sis I !II Is Figure 37. Processing time for 402, 403, 407, 409, 419 accounting machines c c Processing Time on the IBM 602 Calculating Punch • The number of cycles per card and the number of columns to be punched determine the speed of the 602 for any given problem. The maximum speed is 3,000 cards an hour; it is obtained for all problems requiring from one to four cycles to calculate and from one to two columns to be punched. The speed then decreases proportionately with the increase in both.the number of cycles taken and the number of columns punched. Generally, the approximate number of C'}rds per hour is obtained by dividing cycles-per-card into 12,000. Production speed for a given problem can best be estimated by first analyzing the problem on a planning chart (Figure 38). Each step in the problem except multiply and divide is counted as one cycle. Obtain the number of cycles for multiplication and division for a given number of digits by reference to Table 1 (multiplication) and Table 2 (division). Next, add the number of cycles for all steps as shown by the planning chart. In the case of fractions, drop the fraction and increase the number of cycles by 1. Then determine the approximate production TASLB I. MULTIPLICATION TABLE 2. DIVISION NO. OP AVG,NO. OF AVG. DIGITS IN NO. OFDICITSIN NO.OP WULTIPLIEil CYCLES QUOTIENT CYCLES 1.4 I !.4 2 !.4 2.8 3 6.3 3 4.2 ., 4 1.6 H 7.2 7.0 ! 8.1 9.0 6 8.4 6 7 9.8 7 9.9 8 10.8 11.2 • 7 cycles (!-digit multiplier-sec Table I) ' 7.2 cycles (4-digit multiplier-sec Table 2) t16.2 cycles (70! cards per hour-sec Table 3) STOIACI UNIT COUNTll OIVIOlHO CYCLES :u. : ll ' ~ l .... /3 CYCU A -+-: -t-P • 7 I MULT I'ROMA/4 ;111o, "0 -1-I -1-:...p •e£ : "E iXIP-1 ' c ' l4nd J IL .c-;( /'11,/V ri--lLY 6 . .=!I 7 JL{ I 101 30 02. s· (/ u I 3, 00 06. o· !01 36 02. 6" 3106 06. j• I 10142 02. 7" \ I 3•12 06. 2" .!01 48 02. 8" I 3. 18 06. 3" I01 54 02. 9" 3· 24 06. 4" I 3130 06. s• 11106 03. ]• I r-- 11:00 03. o· I 31 36 06.6" 31 42 06. 7• I L 12 03. 2" 31 48 06. 8"j!LIB 03. 3" 3. 54 06. 9" !L 30 o3. s· 4100 01. o• IL 36 03. 6" I II 124 03. 4" 4106 07. j• II• 42 03. 7" I 4• 12 07. 2" !L 48 03.8" 1/ 41 IB 07. 3" !L 54 03. 9" 4124 07. 4" 4: 30 01. s· 12:00 04. o· 12:06 04. J•/ 4: 36 07. 6" 121 12 04.21 4142 07. 7" 4148 01. s· 12124 04. 4" 121 IB 04. 3" 4154 07. 9" 12· 30 04. s· Sl 00 os.o· NOTE: IF WORK IS DONE DURING LUNCH HOUR PLEASE INO ICATE HERE. Figure 45. Machine utilization form • Figure 46 illustrates comparative data relative to machine usage and performance and job performance. Figure 47 illustrates forms posted with the infor mation needed for useful evaluation. This infor mation may be entered daily, weekly, or monthly depending on the frequency with which studies of departmental activities are made. In evaluating such information, comparisons with fixed standards or with facts furnish a basis for judging the efficiency of the job worked on in the IBM department. Number of cards handled, compared with amount of work completed, is one important comparison which can be expressed as cards processed per man-hour of work. Among other useful comparisons are number of documents processed per dollar cost, number of cards processed per available machine-hour, number of documents handled per employee, percentage of cards spoiled by card punch operators, machine usage at peakload periods, operator overtime hours compared with machine idle time, cards processed per dollar cost, and cost per final document produced. MACHINE USAGE AND PERFORMANCE F"ORW[[K STARTING~ ACTUAL AYAILA8l[ UTILIZATION SCHEDUlED MACHIN[ TIME TIME EFF. TIM[ PERFORMANCE REMARKS (HRS) (HAS) (HAS) OF STD. (0) '!lo C"t>ra'P,.~,;, "I 3-fl. ~0 85" 32 !H· CtmiP..~c;,"z 30 40 l.S 32 !07 J,,..rc,.. 35 40 88 35 ;oo l?eprt:~t?ucer 20 40 so /8 90 b?II J.1o,., 9rl. i:ll. 09 " 3 0 f7SM '?7..~,~-.;;. -"· •• .)1 ~ ,_,, _,-, '-'>M -(1. o9 ol<>l " ,.~-J] 7" 0 .il.f.IM ~ ..1 ..l< 'I ·~0 '"'' OPERATING DATA SUMMARY COST OF OPERATIONS MACHIN[ III()IHN lOULULAIIIIU SUI'I'LitS OY[ItHtlO fOULSUVIClC".t.ltGl (j.__ £ 5"D ~·7D 76 '-'>'0 /' 41~ "_3_..& roo .>"70 J7V •> ""', ~ ~7:i J"7~ ~>o 7~ 1' .ro l.u...L r vo· .o"7D ... '7~-/1$"()IL f_fS ->"?D .>.J" 7.) I• .r_,·I 0«-£. tr6· .>"70 tJS ?.j ;,.~- TOTALs. f -/JO .;y