ci-, 5> 1%}P^^*^ -■ V 0° <■' -7\ ^^. * ^ * ^"<^., ■' ^•^~' "^/^ * ^%.^A^ ,0*^ The Gantt Chart A WORKING TOOL OF MANAGEMENT By WALLACE CLARK Member, American Society of Mechanical Engineers ; Taylor Society WITH APPENDICES by WALTER N. POLAKOV and FRANK W. TRABOLD NEW YORK THE RONALD PRESS COMPANY 1912 \ \ < 5^ \^ Copyright, 1922, by The Ronald Press Company All Rights Reserved MAY -5 1922 I.A659965 PREFACE In 1917, after a careful inspection of certain fac- tories in which iVIr. H. L. Gantt had installed his methods, General William Crozier, then Chief of Ord- nance, retained Mr. Gantt to act in a consulting ca- pacity on production, first at the Frankford Arsenal, and then, immediately after the declaration of war, in the Ordnance Department at Washington. Large orders had been placed with arsenals and other manufacturing plants for the production of arms and munitions, but it was difficult to get a comprehen- sive idea of what progress was being made in the filling of these orders. Quantities had suddenly jumped from hundreds to millions, and it was impossible to convey by means of typewritten tables the significance of such unusual quantities or the time necessary to produce them. Charts of the usual type were unsatisfactory because they did not sufficiently emphasize the time and because of their bulk, since only one item could be put on a sheet. Mr. Gantt concentrated his attention on the devel- opment of a method of charting which would show a comparison between performance and promises. Several years previous to this time, he had used a chart on which the work for machines was "laid out" accord- ing to the time required to do it. The Gantt Progress Chart, as developed from this early form, was found to help in the making of definite plans and to be highly effective in getting those plans executed. The rate at iv PREFACE which the work goes forward is continuously compared with the advance of time, which induces action to ac- celerate or retard that rate. These charts are not static records of the past — they deal with the present and future and their only connection with the past is with respect to its effect upon the future. General Crozier quickly grasped the possibilities of this chart in helping to fix responsibility for action or lack of action and had it introduced in various branches of the Ordnance Department. During 1918 these charts were used in the United States arsenals, in the production of naval aircraft, and in other government work, such as that of the Emergency Fleet, the Ship- ping Board, etc. After the Armistice Mr. Gantt resumed his private consulting practice. With these charts, which provided a new method of presenting facts, he was able to re- verse the usual way of installing production methods and to build up a system of management which could be understood not only by every individual connected with the management, but by the workmen as well. This marked a new era in the usefulness of the management engineer. Mr. Gantt never made any attempt to patent or copyright his charts. He not only gave samples to any- one who asked for them, but published them in several magazine articles and as illustrations to his book on "Or- ganizing for Work." He was always glad to have other people make use of his knowledge. Since Mr. Gantt's death, November 23, 1919, there has been an increasingly earnest desire on the part of workmen, managers, and owners of industrial plants to PREFACE V get at the facts in regard to the operation of their indus- tries, to measure the effectiveness of management, and to secure fair play for both workman and owner. Because the Gantt chart, wherever it has been used, has been of such great value as a means to attain these ends and because the author believes that in its development Mr. Gantt has rendered an undying service to industry, it is here presented in such a way as to make it available for more general use. At the beginning of the book the principle of the Gantt chart is stated, especially the feature which dis- tinguishes it from all other charts, namely: Work planned and work done are shown in the same space in their relation to each other and in their relation to time. The technique of drawing the charts is explained fully, not with the idea of confining the reader to any rigid rules but to give him the result of years of experi- ence in the development of the charts to their present state, so that it will not be necessary for him to go over the same ground. This technique has been worked out with the purpose in view of making it easy to draw the chart and easy to read it correctly, that is, to understand readily the action which should be taken. The application of the chart to the various classes of work in the usual industrial plant is outlined and the possibilities of a much broader application are suggested. Collectively the charts show whether or not equip- ment is being used at any given time and, if not, the reasons for idleness; fix responsibility for idleness and are effective in preventing it ; show how the work of in- dividual employees compares with a standard of per- formance and emphasize the reasons for failure, thus vi PREFACE fixing the responsibility for the removal of those ob- stacles; enable the work to be readily planned so as to make the best possible use of available equipment and to get work done when it is wanted. These charts show the load of work planned for a whole plant or an entire industry, give a continuous comparison of performance with schedule, and make it possible for an executive to foresee future happenings with considerable accuracy and to overcome obstacles more easily. In the chapter on the American Merchant Marine an outline is given of the application of the various types of Gantt charts to the solution of an exceedingly compli- cated problem which arose during the Great War. In conclusion, the effects of the use of these charts are outlined briefly. Although they are only lines drawn on paper, where they are used production is increased, costs and inventories are reduced, special privilege is eliminated, initiative is stimulated, an or- ganization is built up of men who "know," and workmen become interested in their work. In the Appendix Mr. Frank W. Trabold has given his experience as to "How a Manager Uses Gantt Charts" and Mr. Walter N. Polakov, in "The Measure- ment of Human Work," has explained the philosophic concept behind these charts. The reader should not get the idea that this book presents a complete method of management; it merely presents a part of such a method, that is, the part played by the Gantt chart in solving specific problems, in get- ting at the facts in any situation, and in presenting those facts so that they will be understood in their relation to time. PREFACE vii There is perhaps no limit to the apphcation of these charts. They have been successfully used in both small and large businesses, ranging from automobile painting shops, employing two or three men, to nation-wide in- dustries. They have been used in storekeeping, all kinds of office work, foundries, drop forge shops, textile mills, printing and publishing plants, machine shops, power plants, public service corporations, shipbuilding, and many other kinds of work. The author wishes to acknowledge help in the prepa- ration of this book, which has been so generously given by Messrs. Walter N. Polakov, Frank W. Trabold, Fred J. Miller, George M. Forrest, Howard A. Lin- coln, George H. Rowe, Karl G. Karsten, William E. Camp, and by Leon P. Alford, who suggested the series of articles on "The Gantt Chart" for Management Engineering, from which this book has been developed. Above all, the author wishes to acknowledge his in- debtedness to Mr. H. L. Gantt. He placed service to others before profit to himself. It was such men as Gantt that Woodrow Wilson had in mind when he said: "All that saves the world is the little handful of disin- terested men that are in it." Wallace Clark. New York City, April 10, 1922. CONTENTS Chapter Page I The Principle of the Gantt Chart 3 An Aid to Management The Advantages of the Gantt Chart The Principle of the Chart II How to Draw a Gantt Chart 9 The Sheet on Which the Chart Is Drawn Size Paper Binding Perpendicular Ruling Horizontal Ruling Printing the Form Drawing the Chart Entering the Schedule Entering Work Done III The Application and Use of the Gantt Chart . 17 Three Classes of Charts The Broad Field for the Gantt Chart Use During the War Measuring Efficiency of Industry IV The Machine Record Chart 22 Drawing the Machine Record Chart ' Using the Chart Summary of Idleness V The Man Record Chart 35 Purpose of Man Record Chart Drawing the Man Record Chart Acting on the Chart Getting tiie Workman's Co-operation Short-Line Men Long-Line Men The Superintendent VI The Layout Chart 63 Use of Layout Chart in Planning In a Stenographic Department X CONTENTS Chapter Page In a Machine Shop Other Plants In a Foundry VII The Load Chart 67 Difference Between Layout Chart and Load Chart How the Gantt Load Chart Is Drawn A Foundry Load Chart A Load Chart for Machine Tools A Load Chart for a Department VIII The Progress Chart 81 Purpose of the Progress Chart The Value of the Gantt Progress Chart Saving Time for the Executive Drawing the Progress Chart Manufacturing on Order Continuous Manufacture Comparing Operations Office Work Sales Quotas Storeskeeping Budgets and Expenses A Public Service Plant Charts for Executives IX Charting the American Merchant Marine . . . 110 The Shipping Problem During the War First Methods of Keeping Ship Records Ship Movement Charts Harbor Performance Charts The Task of the Shipping Board The Import Problem Ship Charts of Commodities Individual Commodity Charts Summary of Imports Individual Trade Region Charts Summary of Trades X Conclusion 1^7 Facts in Their Relation to Time Uses of the Various Gantt Cliarts General Benefits of Gantt Charts Appendix — A How a Manager Uses Gantt Charts . . . 143 Bt Frank W. Trabold B The Measurement of Human Work . . 151 By Walter N. Polakov LIST OF ILLUSTRATIONS Figure Page 1 . Gantt Chart Showing the Daily Schedule 6 2. Gantt Chart Showing the Work Actually Accomplished. . 7 3. Gantt Chart Showing the Cumulative Schedule and the Cumulative Work Done 8 Binder for Charts 10 Standard Ruled Sheets Used in Plotting Gantt Charts. . 12 Lettering Pen Used for Making Gantt Charts 15 A Gantt Machine Record Chart 24, 25 Machine Record Chart of Drop Forge Hammers.. 26, 27 A Summary of Idleness Chart 30, 31 A Gantt Idleness Expense Chart 32, 33 A Gantt Man Record Chart 38, 39 •Improvement in Conditions Brought About by Man Record Chart 42, 43 A Man Record Summary Chart 46, 47 Man Record Summary Used for Sharing Profits.. 50, 51 Layout in a Stenographic Department 54 A Gantt Layout Chart for a Machine Shop 58, 59 How Work Ahead of Schedule Is Shown by the Gantt Layout Chart 60 How Work Behind Schedule Is Shown by the Gantt Layout Chart 61 A Gantt Layout Chart for a Foundr}^ 62, 63 A Gantt Load Chart Used in a J'oundrj^ 70, 71 A Gantt Load Chart Used in a Machine Shop 72 A Gantt Load Chart for a Machine Shop Department 74, 75 Load Chart for a Drop Forge Plant 78, 79 A Gantt Progress Chart Used in a Plant Which Manu- factures on Order 86 A Gantt Progress Chart Used in a Plant Where Manu- facture Is Continuous 88, 89 Progress of Work Through Various Operations .... 92, 93 Progress Chart of Office Work 96, 97 Progress Chart for Sales Quotas 100, 101 Progress Chart Showing Unbalanced Conditions of Stores 102, 103 xi xii LIST OF ILLUSTRATIONS Figure Page 30. Progress Chart Used to Determine Shop Costs. . . . 106^ 107 31. A Public Service Plant 108 32. Movements of Tanker "Vesta" 112 38. Movements of S.S. "Kronstad" 113 34. Ship Movement Chart 114, 115 35. Chart of a British Steamer in Harbor of Baltimore. ... 116 36. Chart of a Danish Sailing Ship in Harbor of Baltimore. . 117 37. Chart of a Steamer in New York Harbor 118 38. Ship Chart of Commodities 122, 123 39. Individual Commodity Chart 126, 127 40. Summary of Imports 128, 129 41. Individual Trade Chart 132, 133 42. Summary of Trades 134, 135 43. Graphic Brief of Development of Subject Matter in "The Measurement of Human Work" 149 The Gantt Chart CHAPTER I THE PRINCIPLE OF THE GANTT CHART An Aid to Management INIanagement is concerned almost entirely with the future. Its task is to decide on policies and to take ac- tion in accordance with those policies which will bring about a desired condition. Decisions which affect the future must be based on a knowledge of what has hap- pened in the past, and while a record that certain events have taken place or that a certain amount of work has been done is of value in making such decisions, it does not give us sufficient insight into the future. We must know tchen those events took place or the i^ate at which the work was done. In other words, the relation of facts to time must be made clear. If management is to direct satisfactorily the opera- tion of our industries under conditions of ever-increas- ing difficulty, its decisions and its actions must be based not only on carefully proved facts but also on a full ap- preciation of the importance of the momentum of those facts. The Gantt chart, because of its presentation of facts in their relation to time, is the most notable contribution to the art of management made in this generation. The Advantages of the Gantt Chart The use of a Gantt chart makes it necessary to have a plan. Recording that plan on a chart where it can be 4 THE GANTT CHART seen by others has a tendency to make it definite and accurate and to promote the assignment of clear-cut tasks to individuals. The plan is presented so clearly on these charts that it can be understood in detail and as a whole not only by the executive himself but also by those above him and by his subordinates. The Gantt chart compares what is done with what was done — it keeps the executive advised as to the pro- gress made in the execution of his plan, and if the progress is not satisfactory it tells the reasons why. The executive's time is thus saved because each time a figure is received he does not need to compare it with past records and decide whether it is good or bad. He has determined once for all what figures will be satis- factory and has recorded them on the chart. The com- parison of the accomplishment with the plan then becomes merely a clerical task and the executive is left free to study the tendencies and take the action in- dicated by the chart. The Gantt chart emphasizes the reasons why per- formance falls short of the plan and thus fixes the responsibility for the success or failure of a plan. Causes and effects with their relation to time are brought out so clearly that it becomes possible for the executive to foresee future happenings with considera- ble accurac3^ The Gantt chart is, moreover, remarkably compact. Information can be concentrated on a single sheet which would require 37 different sheets if shown on the usual type of curve charts. There is a continuity in the Gantt chart which emphasizes any break in records or any lack of knowledge as to what has taken place. THE PRINCIPLE OF THE GANTT CHART 5 The Gantt chart is easy to draw. No drafting ex- perience is necessary, for only straight lines are used. The principle is so simple that anyone with average intelligence can be trained to make these charts. Gantt charts are easy to read; no lines cross each other and all records move with time across the sheet from left to right. Charts drawn in pencil or black ink convey an impression of practicability, simplicity, econ- omy, and strength which it is not possible to obtain by the use of colored inks or even squared paper. Since no colors need be used on Gantt charts, prints are as intelligible and effective as originals. The Gantt chart visualizes the passing of time and thereby helps to reduce idleness and waste of time. The Gantt chart presents facts in their relation to time and is, therefore, dynamic. The chart itself be- comes the moving force for action.^ The Principle of the Chart In the Gantt chart a division of space represents both an amount of time and an amount of work to be done in that time. Lines drawn horizontally through that space show the relation of the amount of work actually done in that time to the amount scheduled. This is the feature which distinguishes the Gantt chart from all other charts. Equal divisions of space on a single horizontal line represent at the same time: 1. Equal divisions of time. 2. Varying amounts of work scheduled. 3. Varying amounts of work done. ' The word "dynamic" is used in its popular sense. "Kinetic" would be more exact. 6 THE GANTT CHART Thus it shows the relation of time spent to work done. Furthermore, since knowledge of what has hap- pened and when it happened causes action, the past projects itself into the future and records charted in this way become dynamic. A single example may make this method clear. A week's work is planned as follows: Monday 100 Tuesday 125 *" Wednesday 150 Thursday 150 Friday 150 A sheet is ruled with equal spaces representing days (Figure 1) and the amount of work planned is shown by figures on the left side of the day's space. So far the chart shows the schedule and its relation to time. ~ — 1 MON. TUES. WED. THURS. FRI. 1 ^ \> /2 3 /5( ) ~1 IS ish - -^ Figure 1. Gantt Chart Showing the Daily Schedule The work actually done through the week was: Monday 75 Tuesday. 100 Wednesday 150 Thursday 1 80 Friday 75 This is charted as shown in Figure 2. Lines are drawn through the daily spaces to show a comparison between the schedule and the actual ac- THE PRINCIPLE OF THE GANTT CHART 7 complisliment. On Monday the space represents 100; only 75 were done, so a light line is drawn through 75 per cent of the space. On Tuesday 125 were planned; 100 were done; a line is therefore drawn through 80 ^^^^^^^^^= MON. TUES. WED, THURS. FRI. 'id b 1^ b ^ h w\ ISO — ^ — = _ =J _ Figure 2. Gantt Chart Showing the Work Actually Accomplished per cent of the space. On Wednesday 150 were to be done and 150 were done, so the line is drawn through the entire space. On Thursday 150 were scheduled and 180 were done, i.e., 120 per cent of the schedule; a line is therefore drawn all the way across the space to re- present 100 per cent and an additional line through 20 per cent of the space. On Friday 150 were planned, but only 75 were done; a line is accordingly drawn through 50 per cent of the space. The chart now gives a comparison day by day of the amount of work done and the amount scheduled and the relation of both schedule and accomplishment to time. It is, however, desirable to know how the whole week's work compares with the schedule and so the figures representing the cumulative schedule are entered on the right of the daily space (Figure 3). At the end of the day on Friday, for instance, the total amount to be done up to that time was 675. A heavy line is therefore drawn to show a comparison between the cumulative work done and the cumulative schedule. On 8 THE GANTT CHART Monday the heavy Hne is the same length as the light line. Of the 100 done on Tuesday, 25 have to go to make up the shortage for Monday. The remaining 75 are applied on Tuesday's schedule and the heavy line -F MON. TUES. WED. THURS. FRI. s l_ . /E L _£ 25 i A, /sb 1 525 — 1 ,5h 1 T 675 n ^^ r : r- ^ n- Figure 3. Gantt Chart Showing the Cumulative Schedule and the Cumulative Work Done is drawn through 60 per cent of the Tuesday space. Of the 150 done on Wednesday, 50 are needed to meet the schedule to Tuesday night and the remaining 100 are applied on Wednesday's schedule of 150, the line being drawn through 66 per cent of the space. Of the 180 done on Thursday, 50 are used to meet the schedule to Wednesday night and the line representing the remain- ing 130 is drawn through 87 per cent of the day's space. Of the 75 done on Friday, 20 go to meet the schedule to Thursday night, leaving 55 to be applied to Friday. The cumulative line, therefore, shows us that on Friday night the work is two-thirds of a day behind the schedule. This chart (Figure 3) shows the relation of the schedule to time, the work done each day in relation both to time and the schedule, and finally the cumulative work done and its relation to time and the schedule. CHAPTER II HOW TO DRAW A GANTT CHART The Sheet on which the Chart is Drawn Size Gantt charts can, of course, be drawn on paper of any size or shape. It has been found, however, that the most satisfactory size is 11 x 17, because when records are charted by months there is ample space for a com- plete year, and when they are charted by days, two weeks can be shown on one sheet. A sheet 11 x 17 is also a standard size for binders, and when folded once to 8^ X 11 it can be placed in a standard letter file. Paper If no copies of charts are needed or they are to be photostated, it is possible to use any kind or weight of paper, although bond paper 16 pounds in weight is possibly most satisfactory. When charts are to be kept a number of years, 28-pound bond or ledger paper may be used. If blueprints of charts are desired, bond paper with- out any water-mark should be used, because on a blueprint a water-mark will sometimes show up as prominently as the lines drawn on the chart. The weight of the paper determines the time necessary to make the blueprint, i.e., the heavier the paper the longer it takes for the light to penetrate it. When paper is 9 10 THE GANTT CHART very light in weight, it crinkles and soils easily. The best results are, therefore, obtained by using a medium weight — say, 12 or 13 pounds. Binding It has been found more satisfactory to bind these sheets on the right rather than the left, for two reasons : 1. Records charted naturally move with time from left to right. This puts the index at the outer edge of the binder and makes it easy to find a specific item in a book of charts. 2. When the time shown on one sheet has passed, a sheet without indices is placed on top of it. In this way the weeks or months are built up on top of each other with only one index. (See Figure 4.) Figure 4. Binder for Charts Perpendicular Ruling First lay off from the right side of the sheet a bind- ing edge of not less than 2 inches. From the left side of the sheet lay off a space in HOW TO DRAW A GANTT CHART 11 which to write the necessary description of the work to be charted. This space may vary in width, but it has been found that one column 2 inches wide and another lA inch wide will serve most purposes. In some cases, still another column Yo inch wide has been added. The space remaining between the binding edge and the indexing space is divided into columns representing units of time, i.e., hours, days, weeks, months, years, etc. If the hours of the day are to be shown, the space is divided into two parts, each representing a week. Each half is then divided into the days of the week and each day into the working hours of the day. (See Figure 5a.) If days and weeks are to be shown, divide this space into ten equal parts for weeks and subdivide those spaces into five, six, or seven narrow columns, according to the number of days per week during which work is to be done. (See Figure 5b.) If months are to be shown, divide the space into twelve columns for months and subdivide each month into five columns, each representing 20 per cent of the month's total. ( See Figure 5c. ) Separate days, weeks, and months by heav\^ lines or by double or triple lines. Use black ink for ruling chart forms, since gray or colored inks are not so readily blueprinted or photo- graphed. Horizontal Ruling From the top of the sheet lay off a space 2/3 inch high in which to write a description of the information contained on the sheet. Under that lay off another space 2/3 inch high in which to print or write the units of time *z R 2 i i 1- s t- ^ T3 P^ S tf pJ5 1-==,^ 9 en Q Sac o U ^ S tf -£3 m L_J 12 HOW TO DRAW A GANTT CHART 13 and dates. Above and below this space use double or hea^y lines. (See Figure 5a.) Through the remaining space rule horizontal lines three to the inch, which is double typewriter spacing for standard Pica type. This spacing is also considered the best for ^\Titten records. See that the first line on which records are to be entered is typewriter spacing (multi- ple of 1/3 inch) from the top edge of the sheet. It will then be possible to insert the sheet in the typewriter and turn the cylinder until the wi'iting point is brought to any desired line without adjustment by means of the variable line spacer. Where charts are not to be typed and it is desirable to get as much information on a sheet as possible, the horizontal lines can be ruled four to the inch. Printing the Form These forms may be either printed or machine-ruled, the quantity required determining which method is the more economical. If any type is used on the form, such as the days of the week or the form name, Gothic type should be used. Since all the lines in the letters of that style of type are of equal weight, the type matter will be read- able when blueprinted or photostated. Drawing the Chart Entering the Schedule ' At the top of the sheet enter a description of the information to be charted on the sheet, placing at the ' Entering the schedule, and other information expressed in words or figures, can be done more economically on a typewriter than by hand. The charts used as illustrations in this book are lettered by hand in order to make the cuts clearer. 14 THE GANTT CHART extreme left the one or two words which distinguish this sheet from others in the same binder. At the heads of the columns representing units of time enter the dates. In the columns on the left side of the sheet write a description of the work to be charted on the various lines. The date or hour when work is to be begun is indi- cated bj^ a right angle opening to the right thus : r The date on which work is to be completed is indicated by an angle opening to the left, thus : The amount of work scheduled for any period of time is indicated by a figure placed at the left side of a space, thus: The amount of work to be done up to any specified time is indicated by a figure placed at the right side of a space, thus : If these entries are made by hand, use India ink so that good blueprints can be made. If they are type- written, use a heavily inked black record ribbon and place a sheet of carbon face up against the back of the paper. The resulting blueprints will show clear white typing. HOW TO DRAW A GANTT CHART 15 Entering Work Done Light lines represent work done during any given period of time. The length of the line bears the same relation to the width of the space as the amount of work done bears to the amount scheduled. Heavy lines represent the cumulative amount of work done and show its relation to the amount scheduled to be done up to any given date. When charts are drawn in shops, where they are for immediate use and do not need to be kept for reference, they are drawn up in lead pencil. If charts are to be kept for future reference or are to be reproduced, India ink is used. Light lines can be drawn with a sharp pen point or a drawing pen; heavy lines are most easily drawn with lettering pens ( Figure 6 ) . 3 Figure 6. Lettering Pen Used for Making Gantt Charts Size O, which is 1/16 inch wide, is the best for indi- vidual cumulative lines, while size 1, which is % inch wide, is used for group totals. Xo colors need be used on Gantt charts because lines representing different things never cross each other and 16 THE GANTT CHART can be clearly described in words in the left margin. Whatever emphasis is desirable, as in the case of lines representing totals, can be secured by varying weights of lines. The use of black ink has the same advantage mentioned in connection with lines printed in black, in that blueprints or photostat copies are as legible as the original charts. CHAPTER III THE APPLICATION AND USE OF THE GANTT CHART Three Classes of Charts The principle of the Gantt chart can be apphed to any human activity, but up to the present time it has been apphed most extensively to industrial produc- tion. Even in that field there are great possibilities for its further application, but the Gantt charts used up to date fall into three general classes: 1. Man and Machine Record Charts. 2. Layout and Load Charts. 3. Progress Charts. In the Man and Machine Record Charts, Gantt provides a mechanism to show the relation between what is done and what could be done by a man or a machine. The gap between actual and possible accomplishment is idleness, that is, the neglect to make any use of time or a proper use of it. The Machine Record Chart shows when a machine is not made use of and the reason why. The Man Record Chart shows whether or not a man makes a proper use of his working hours, and if not, it indicates the reason why. The reasons for idleness, which are emphasized by the Man and Machine Record Charts, indicate that steps must be taken some time in advance in order to a 17 18 THE GANTT CHART avoid idleness. The Layout Chart is Gantt's mechan- ism to plan work so as to avoid idleness of men and equipment and to get work done in the order of its importance. The Load Chart shows the amount of work, in hours or days, ahead of a plant or any part of a plant. The executing of a plan is of equal importance with the making of that plan. The Progress Chart is Gantt's mechanism to get work done by showing a comparison of the accomplishment with the plan and the reasons for failure to live up to that plan. The Gantt chart simplifies a complex situation or problem and points to the action which should be taken. The Broad Field for the Gantt Chart The value and adaptability of these charts is recognized by all progressive engineers. In an article on "Routing Considered as a Function of LTp-To-Date Management," H. K. Hathaway, industrial engineer, says: For continuous flow production such as this I know of nothing better for recording output and comparing per- formance with capacity or what ought to be produced, than the straight line charts developed by Mr. H. L. Gantt, which show required and actual production in terms of both quan- tity and time. Their use, however, is not limited to the class of work just described. In his book, "Organizing for Work," Gantt quoted a letter which shows the broad applicability of his chart. This letter was dated December, 1917, and written by Dean Herman Schneider of the L^niversity of Cincin- nati to General C. B. Wheeler, then Chief of Ordnance APPLICATION AND USE 19 Referring to the Gantt charts in use in the Ordnance Department, he said: Each production section has production and progress chart systems. . • . . The charts give a picture of the progress of the whole Ordnance program including lags and the causes therefor. Combined in one office and kept up to date, they would show the requirements as to workers, . ... materials, transportation, accessory machinery and all the factors which make or break the program. . . . Finally, these charts assembled in one clearing office would give the data necessary in order to make the whole program of war production move with fair uniformity, without disastrous competition and with justice to the workers. Use During the War About six months before Dean Schneider's letter, Colonel (later General) John T. Thompson, then in charge of the Small Arms Division, had adopted these charts with enthusiasm. At the end of the war he received the Distinguished Service Medal "for ex- ceptionally meritorious and conspicuous service as Chief of Small Arms Division of the office of Chief of Ordnance, in which capacity he was charged with the design and production of all small arms and ammuni- tion thereby supplied to the U. S. Army, which results he achieved with such signal success that serviceable rifles and ample ammunition therefor were at all times available for all troops ready to receive and use them." When this medal was awarded to General Thomp- son, he sent a copy to Mr. Gantt with the following generous word of appreciation: 20 THE GANTT CHART A large share in this reward for the accomplishment of a great war task is due to H. L. Gantt and his assistants. The Gantt general control production chart was my compass. In the leading editorial in Industrial Management for February, 1918, entitled "Master Control of Ameri- can Industries for War — Man or Method?" L. P. Alford said: How are we to obtain master control of the efforts of these millions of people who are engaged, or to be engaged, in manufacturing, of the production equipment that they operate, of the business organizations of the country? — in short, how are we to control the industry of the United States ? This question is the most critical one facing the American people today. Tied up in it are all the problems of transportation, mining, shipbuilding, war industries, and the production of everything needed to care for our civilian population during the war. . . . The solution of this problem involves the complete organ- izing of American industry, both that part engaged in pro- ducing war materials and supplies and the other part turning out articles for civilian consumption. Once organized, all of this industry must be coordinated, so that its efforts will be directed to the production of those things needed by the Government in the quantities demanded by the needs of war — and no more — and beyond that for such civilian needs as are most pressing, for not all of the latter can be satisfied. This demands a form of control far different from anything that has been looked forward to in this country. It is more proper to ask for the way in which this form of master con- trol might be set up. Fortunately, a suggestion is at hand based upon work already done. . . . Plot all of the Government requirements of materials of every hind on Gantt charts, together with the receipts of all this material. That is, bring under graphic analysis all of the facts in regard to the production of Government material necessary to give managerial control. APPLICATION AND USE 21 Measuring Efficiency of Industry Another engineer, Walter N. Polakov, in a paper on "Principles of Industrial Philosophy," presented at the annual meeting of the American Society of Mechani- cal Engineers, December, 1920, said: The achievement of Gantt offers a means of measuring the human or social efficiency of industry. . . . Gantt's method has made it possible to ascertain the cause of the diseased industry just as blood analysis established the cause of malaria. While the latter made the completion of the Panama Canal possible, the former will transform in- dustry from servitude into creative service and its pensioners into respectable members of the community. . . . Unlike statistical diagrams, curve records, and similar static forms of presenting facts of the past (Gantt) charts .... are kinetic, moving, and project through time the integral elements of service rendered in the past toward the goal in the future. CHAPTER IV THE MACHINE RECORD CHART Drawing the Machine Record Chart The purpose of the Machine Record Chart is to show whether or not machines or equipment are being used and, if not, the reasons for idleness. In a manufacturing plant the foreman uses a sheet ruled to represent the working hours of his shop or department. If he works an 8-hour day, he has each wide column which represents a day ruled oif into four narrower columns, each representing 2 hours. If he works a 9-hour day, he rules the day off into four wide spaces of 2 hours each and one narrower space for 1 hour (Figures 7 and 8). On the left side of this sheet the foreman or his assistant lists all the machines, benches, or work spaces in his department, arranging them in groups according to responsibility, if there are any subforemen. If there are no subforemen, the foreman arranges them by kinds , of machines. At the top of each group he leaves a space for the total of that group and at the top of the sheet a line for the total of the department ( Figure 7 ) . Opposite each machine number the foreman indi- cates whether or not the machine has been running by drawing a light line across the space to indicate how many hours the machines ran. The ratio of the line to the space is the same as the ratio of the hours the ma- chine ran to the working hours of the plant. A blank 22 THE MACHINE RECORD CHART 23 space indicates that the machine did not run, and in that space a letter or symbol is placed to indicate the reason why. The letter indicating the reason is placed at the beginning of the space representing the idleness, so that it would be bisected by the light line if the line were continued, thus: The fewer the symbols used, the easier it is to get men to understand them and use the chart. Under the light line a heavy line is drawn to indicate the cumulative running time of the machine for the whole week. The length of this heavy line is always equal to the sum of the light lines for the various days. The heavy line rests on the printed line and the light line is drawn about 1/10 inch above the top of the heavy line. The running time of the individual machines in a group is averaged and the light and heavy lines entered for the group total. In the same way the groups are averaged to get the total running time of the shop, and the lines are drawn at the top of the sheet (Figure 7). Keys should be attached to charts the first two or three times they are given to anyone. When the charts are thoroughly understood, the keys may be discon- tinued or kept for reference in the binder in which the charts are placed. It is better not to send charts regularly to men who have not the authority to act on them. They may get the impression that the charts are merely cleverly drawn records rather than facts so presented as to indicate the action which should be taken. r ■"1 ^ i 0:1 h- I Z 1 -x 1 I ^. s a. Q- J 1 a. a. *^ a Ol Q. I I X u. I X f^ 8 3 f 0£. ^ s 5 Z , I E 1 0:3 !3 5_ s: 2: E R •' 1- r Z so ^ ~~ ~~ oc r E E E X t>- £ ■OL v y E E 1 X !§ x: r c: " E s: X !ii i CC E E S: 13 J z. d Ul X. E EJ^ 2 i xl 1 oc 1 ol X r "t^ c 1 IS .1 ■w S ho !23 lO ^ £5 ^ 5 ^ K 5 Si r^ ^ 55 -. 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Ci : t ct Ci Ct 3: N Ci Ci N c 5 K 1 Ci Ci ft: 1 ct Ci Ct 1 Ct K 3 N Ci Ci N i o _j o X i. ::^ :: >. a: u 10 2: UJ K1 Z 2 Q; Q; ct Ci n: Ci N ! s 15 t^ 05 Ci Ci •0 h te ^ ;^ S va ^ ^ Ci Ci cvj y 5 ^ ^ to 1 UJ (Of i>lliC 1 1 1 1 1 1 1 1 i 1 1 J 1 i 1^ Oi t ■So 5 CM --- I s < o o o ei Q O 03 3 CO XI 05 C! o 3 S 05 IT3 '4-( cS u O fe 03 •^ 3 03 «3 OJ C 0) P S ^ 2 ^ O U 0) ^ -J TS i b O- ^ Is O "rt OJ g O 03 QJ -« -2 ;5 « T3 £: • " ^ - =+-! '^ C3 ^ V 03 U 2 o s o +3 &c •S '^ J2 s a; g o § =« :2 == ^ ^ 03-^ c o OJ fee c -^, .S 03 « c o «4H O >H -u o § S »H -^ «! C t— I ■:3 c Xi a; 03 >, 3 JD 03 40 03 (U o T3 g C > a > 03 ■^ — . A 0) «« 03 03 03 72 fi 2 03 IS !U O *H .'" ." S p c 03 c rSZ ^ ^ be S s s C CQ 2 o i 03 3 song -X O C 5=C &i OJ 2 -S ^ t^ 2 ^ 03 i-a C 03 bj oj 03 ;i; — - 2 ^ ii 03 O "TJ 03 O .^i T3 T3 a 3 ,. . o CS ■:;3 c 3 03 O 03 c "-I ca 3 T3 o 3 '^ ~ bJO ^ CS Tj O -3 ^ « "13 p=! J; .2 3 3 -13 3fH ? o3'=+i«+-c-tJ a; ?1^ n3 3 3 3 03 3 3 _o "•*j 3 3 p u •u 3 ij O o O ^ 3 o 03 03 1—4 03 3 03 a; ^ ^ _B O 03 £ x "3 'S O C -Q i^ -ii ? 03 'T3 3 « 2i -3 3 ii ^ ^ 3 cS o O O o 3 ■4-> .^ CS ^fH 03 03 •U Q U « fH aj CS ^ O ■U ns &, T3 «tt >H es S3 Qj o O y 27 28 THE GANTT CHART Using the Chart In the Machine Record Chart the foreman has a graphic record of the running of his machines which ena- bles him to visualize his problem and to grasp the facts and the tendencies much more firmly than he could from any written record or from watching the machines. Moreover, the chart emphasizes above everything else the reasons for the idleness of machines, and those reasons indicate very clearly who is responsible for the idleness. Since it is the foreman's aim to get work done, he studies the facts shown and translates the chart into action. He eliminates as much as possible of the idle- ness over which he or his subordinates have control. If machines have been "waiting for set-up," he plans the work of his set-up men more carefully, and, if necessary, trains an additional set-up man. If machines are idle for "repairs," he does all he can to push the completion of the repairs. If the trouble is "lack of material," he asks the storekeeper for help. A considerable part of the idleness of machines ap- pears to be due to causes over which the foreman has no control, so he takes the matter up with his immediate superior, who may possibly be the superintendent. He shows the charts to him and asks for his assistance in avoiding further idleness. If machines are down for *'lack of help," the superin- tendent discusses the matter with the employment department and finds out what prevents the securing of the kind of workmen needed. If idleness is due to "lack of tools," the superin- tendent takes the matter up with the foreman of the tool- THE MACHINE RECORD CHART 29 room; if due to "lack of power," he finds out whether or not it would be wise to provide for auxiliary power service. If the trouble is "lack of orders," the superintendent takes it up with the sales department to see that he is manufacturing what can be sold or that the salesmen are provided with information in regard to the product which will enable them to sell it. Summary of Idleness In order to get a better idea of the progress made in the running of his machines, the foreman prepares a Summary of Idleness Chart on which he enters each week the one line which summarizes his whole depart- ment and he shows the hours of idleness due to the vari- ous reasons (Figure 9) . When machine rates have been developed to show the actual cost of idleness, he uses dollars and cents on the chart instead of hours. The foreman in whose office these charts are kept not only advances his own interests by keeping them, since they enable him to become a more important and capable man in the eyes of the management and his workmen, but by the same means he calls to the attention of other individuals their responsibilities in regard to keeping the shop busy. The Machine Record Charts are of great value to the superintendent because they bring to his attention the problems on which his help is most needed. He does not have to go around the shop asking his foremen what is wrong and frequently finding out only when it is too late. The obstacles which prevent his foremen from keeping their machines running are brought to his atten- "" p 8 <2> Ci Ci <=> Ci C5 ^ 1*^ c:j c=> ^ ^ 5^ ? ?^ ^ CM so 00 ^ Ci Ci Ci Ci <5. 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In order to get a compre- hensive grasp of conditions, he has the records of all his departments summarized on an Idleness Expense Chart (Figure 10), showing the cost of idleness of his entire plant. Because of his greater experience and broader au- thority the superintendent can be of most service in advancing production by helping the foremen overcome the obstacles with which they are daily confronted and which they report to him on the Machine Record Chart. CHAPTER V THE MAX RECORD CHART Purpose of Man Record Chart The purpose of the Man Record Chart is to show whether or not a man does a day's work and, if not, the reason why. The fact, however, that a man took a certain time to do a piece of work is of but httle interest until it is com- pared with the time in which the work could have been done. The foreman readily sees the advantage of making an estimate of the time it should take before the work is actually begmi. If the foreman has accurate information, he makes use of it. but if not, he makes as close an estimate as possible based on his past experi- ence, his estimate aj^proximating the amount of work wliich any good man siiould do on a good machine. As time goes on. the foreman compares the estimated time with the time actually taken and his estimates be- come more accurate. When he has made use of all the knowledge he has as to the best and quickest way to perform each job. he asks the superintendent for expert assistance in developing still better methods. Drawing the Man Record Chart In keeping a Man Record Chart the foreman uses a sheet which is ruled according to the working hours of his shop and is similar to the one used for the Machine Record Chart sho^^^l in Figure 7 of the preceding chap- 35 36 THE GANTT CHART ter. On the left side of this sheet he hsts the men in his control arranged in groups under his subforemen, if he has any. At the top of the sheet he leaves a line for the total of the department. On the chart the foreman indicates by a line drawn through the daily space how the work done by each man compares with his estimates. The space repre- sents the amount of work the foreman believes should be done; the light line indicates what was done. For instance, an operator has done 150 pieces of work in a day, whereas the foreman believes a good man should do 200. He therefore divides 150 by 200, which gives him 75 per cent, and draws a light line through 75 per cent of the space for that day, thus: Expressing this in a different way, the space represents the time actually taken to do a certain amount of work, while the light line shows how much time it could rea- sonably be expected to take. For instance, a workman has taken 8 hours to do work which the foreman had expected him to do in 4 hours. The width of the column for the day represents 8 hours. He therefore draws a light line through an amount of space equal to 4 hours. Another workman has done in 8 hours what the fore- man expected would require 12 hours of a good man's time. He therefore draws a light line thus: through an amount of space equal to 12 hours, i.e., one line all the way across and another halfway across. THE MAN RECORD CHART 37 Light lines drawn through a second day's space are offset from those of the first day so that they will not appear to be continuations, thus: If the foreman has not estimated the time the work should take, he draws a broken line through an amount of space representing the time actually spent on that work, thus: h — I The portion of the daily space through which no line is drawn shows how much the operator has fallen behind in the work expected of him, and the letter at the be- ginning of the space indicates the reason, thus: The reasons which occur most frequently are listed in the key to the ]Man Record Chart (Figure 11) together with the method of determining which of several reasons should be used. At the end of the week a heavy cumu- lative line is drawn to show the weekly total of each operator, the heavy line always being equal in length to the smii of the light lines. To get the totals of the various groups and of the whole department, the hours represented by the cumulative lines of the individual workmen are added and divided by the number of men. A line about % inch wide is used for a group total and 1/6 inch wide for a department total. 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Z A s 83 3 &^ c o 3 C ? ^ 2 C CO CO T3 C c3 ~ 3 i:"« CM f^ ^ VS> — J SI fvj «^ - cvj 00 ^ ^ Ci s^ - ^ t^ o 0) o t- LLJ ^ 5 fe ^ ^ ?^ § ^ ^ ^ ^ ^ J) n L. f3 o 11 i 1 '^ ^ 5r> 2? •^ ^ ^ ^ f^ ?S 4 ai ^ ^ ^ f^ ^ ^ ?^ 22 3: CM 5 <=5 J ' ^ ^ ^ 1 ^ ^ ia ^ t^ ^ ^ S5 ^ : <*^ i_=>to Oh 1^ ^ ^ 1.V ^"^ ur> 1*^ gg3 ">o ^ l<^ -2 "'l- "^ ^ CM ^ .el s: § o i s: " 'So 5 0= i « ^ C^ CVI "S^ va ^ 1^ ^ c5 ^ 5; < 1- 0. z u e 1 1 > e r S K 1 ^R s c 1 I: i < u Q Si o u 2 ^^ H c 2 •S o o a o c a 1) f^ i; ■5 C IS bp 03 '"' fi cj 2 J^ CS o •5 -.^^ & 5 3 ;— 1 tS CO u ■*J rO 03 rt eS n3 35 '3 0. ■^ 3 C ^ c8 o o Is ^ ;h cS 3 n3 +i '+1 ,S 3 0) -^ S G O oj ^ ^ :2 -1^ ^ ^ o 1) H a; n- 3 02 3 p T3 ■f-i 03 ■1^ 3 O -u a: « 03 03 O a '^ >-( 3 ■M o a "3 o 3 CT- a -^ (U S o a -« 3 =4H 3 ° 03 CO ^ 3 3 03 S T3 3 ^^ O ^ «^ (U gj 'TS a 03 ^ -^ 3 o 2 03 fii 03 -> S3 03 03 3 ^ -3 — tJ " eg s . »-; ■I.J 03 ''O O T! be 3 -n ™ 3 03 «3 .i2 .2 A ^ ■" ^ S -> C 03 ~ 2i 03 >-• ^ .2 ^ IB (N 3 'T3 a .2 Is o 03 03 4) o bJO 3 ca s j: 3 »- 03 Si) ^5 2 o 2 S T3 S 03 3 >> 03 S -T^ ^ " i^ '^ O 03 QJ PL| Q ?5 CJ o 3 47 ^ ^ o o ^ U3 QJ .^ QJ 03 O 4J be ^ rt o be 'P^ .s a 3 03 QJ --H "^ be 03 3 T3 3 c3 be 3 ^ +5 .g 48 THE GANTT CHART week after week, they have almost invariably forgotten ^ their discontent and some of them even show an awaken- ing ambition. When a man learns to do even one job well, he gets a different outlook on life. A man who for years has considered himself a "wage slave" gains confidence in himself and a control over himself which helps to make a free man of him. He shows possibilities which were entirely unsuspected until he mastered his job. Long-Line Men Man Record Charts are invariably welcomed by good workmen, provided the charts are used to help the workmen rather than to drive them. The charts also provide the foreman with a fairly accurate basis for regulating the wages of his operators in accordance with their production. Favoritism and special privilege are done away with and promotions are based on facts rather than impressions. One day Mr. Gantt in walking through a plant of one of liis clients stopped to talk to an operator and asked him what he thought of the Man Record Charts. The operator replied, "I always knew I was the best man in the shop, but no one would believe it. Now everyone knows it." For the first time in his experience this man had secured proper credit for the work he did and it was natural for him to welcome these records. The workman who thinks, knows that he cannot continue indefinitely to get paid for a good day's work when he does only half a day's work and he resents the continued recurrence of difficulties which will not enable him to do a full day's work. When he brought these THE MAN RECORD CHART 49 delays to the attention of the foreman, he was often con- sidered a "kicker"; but when the obstacles are brought to the foreman's attention by means of charts, an un- usual degree of co-operation is secured between the foreman and the workman. Careful consideration is given by the foreman to a workman's suggestions for improvements which will in- crease his output, because to do so is to the foreman's interest, since an increase in output will lengthen his production line as well as the operator's. The workman sees the man whose line is longest, whose production is greatest, appointed to the position of subforeman when there is a vacancy. He sees the subforeman whose group line is longest become a fore- man. As he watches these changes take place through- out the organization and positions of authority given to men who "know what to do and how to do it," he sees opening up before him possibilities of advancement limited only by his ability and his interest. The Superintendent In order to get the help of the superintendent in removing delays over which he hmiself has no control, the foreman sends copies of his Man Record Charts to the superintendent each week. With them he sends a Man Record Summary (Figure 13) showing the total line of the department for each week. This summary enables the superintendent to see very clearly any ten- dencies toward lower production and to take whatever steps may be necessary to guide his shop policy. It also enables him to reward his workmen according to the amoimt of work done (Figure 14) . t u. o q: z ft: < X >- q: z CU \ ^ ■-■ _L. - - ■ lO 0) CSI ^ ^ ^ S ^ ^^ ^^ 3^ h Q. UJ Q u C < 1 1 I: 50 o o g < in A o < Q o ^ W ^ "o o TO tU C 03 ■ ^ -^ (11 '^ Sr O ■T3 T3 S3 2 o s &0 « 2 3 b3 2 O c3 2 >?^ ^ (-1 oj ^ a;, j; 3 ^ O c3 5 -5 o TJ r^: o 'So c 03 ^§ 03 ■rt (U T3 O "^ -^5 c« O 03 O TS 1^ 03 fC (U 3 o u -^ CO 3 o 03 O y .2 i biD O (U 17^ 03 ^ P O 03 p^ 03 (i; _rH S CS o pC ,r: ,0 O H >> n3 "03 «4H CO r^ s J 03 ■73 eS O -t-> +5 (U 03 ^ cS 03 F=3 ^ -i >-; 2 '-" "^ -r, ^ ^ &I 03 H oT &, ^ O Ph 03 'rt CO rj 03 oj y3 ^ -2 >> a, o o § 03 y3 tS F^ .s^ ^ P^ 03 =3 1; 2 ^ C o C 03 ■— < 03 s •::3 ri r! -C o; O o +^ 3 'T? 03 D .S -(J a; ® 03 3 PnTti t>. O i+H r— I as P4 u C8 03 O 2 13 C G g C 5 ^ Pi « C3 > 03 03 oj be ii 51 52 THE GANTT CHART When the estimates of all the departments are made on the same basis, the superintendent is also enabled to compare the ability of his various foremen to get work done. Since production is the aim of the entire organiza- tion and these charts point out the men who are suc- cessful in getting production, the superintendent or the manager will be able to build up an organization composed of men who have proved their ability to pro- duce. CHAPTER VI THE LAYOUT CHART Use of Layout Chart in Planning Idleness of men and machines is usually the great- est source of waste in a manufacturing plant, and yet it is possible to take definite steps to prevent its recur- rence by presenting to the management in such detail as to fix responsibility, the reasons for idleness, such as lack of help, material, orders, tools, etc. This is done by planning work sufficiently far in advance to advise each individual concerned what he is to do and when. In some plants where a uniform product is manufac- tured this is not a difficult matter. If, for instance, 100 machines are being made each week, every foreman or workman knows that he is to turn out enough parts to make 100 machines. The planning in such a case is very simple and can sometimes be done without any ^\Titten record. There are very few plants, however, which produce only one article — usually a department has to turn out a great many different parts to be used in the assem- bling of a varied product. Moreover, it is probable that these different parts are worked on in other departments also. It therefore becomes necessary for the foreman to plan carefully the work to be done on each machine in his department and also for the superintendent or manager to plan the work to be done in all the depart- ments of the plant. 53 O -Mi o < 1 o o 10 i \ o 10 01 o I— 1 o 6 ' r) o ^ 0> ,^ MIN. PER PA6E ::5 C^ ir> (\j ix^ lo ^ -^ ^^ ::h ?s ^ *o ^ ^ 1 5 1 ^ ^ ^ e i CQ CQ V£> ^ rC! X ^ S •fJ -«■> o 4J 3 • ^ ^ pC3 4J 03 O o CL| VI u 4-> 4J J3 lO Id o o r£5 o a u 4^ to -u es T3 o O $-1 4-> =+1 o 03 qj OJ o a; be 4^ 4^ bf) 03 o o 4J 13 o 2 O ^ r| UJ ;-! T) Tl 0) S % o C o 03 CJ ,£: 03 ;-< P. 03 ;h CS TS 03 lU 03 l-H -Q cS 13 > 03 03 'T3 4J •i"4 T3 Q TJ 03 o a rJ=) 4^ m ^ 5 Hi a o 4^ O cS ,£3 03 O 4^ o -IS 03 o 03 CS 5 O 4^ 03 U o 4J H 03 XSl < &C a Ti tJ u '73 y, £3 o H) a ^ (U Tl m fl ^ u o O > 03 4J 5 < ■5 o e8 o 03 o; o »o Ci o g is o ^ a o ,£3 4-3 cS CO u 11 CC X, Pi «4H •S 4J o S c5 C3 03 ^ 1) 4-J 03 O ^ o fe •fH O 03 CO o -I-) ^ -n fl o -i-l a o 4^ «s ^ >^. <1 -u ■fj KT r, =^H -, ■73 a -t-> O (U OJ ;3 ^ 3 u i) cS +-> tn n3 a; 4-1 O 4-> "a -id o - a. UI o -1 o > UJ I 9 i " ... '" V S ^ ■ ~ < ~ s f*^ s G i 1 Cm ^ ^ •c 13 U) u o ^ i ft, -I ? ^ ^ ^ is ■p K 1 S *; 2 z t ) III iiS ■ o 1. ^ o > lo ^1 ^1 05 ," £3 ^ t y ■ \J o N- CVJ h ^ <-( ^ to ^^ ? .^. S o to N * vo 5? to ^ J) ;^ ^ (0 "^ to =? ' ^0 ' .p (\i ■i «3 t 2 (fl a: • ? i J- % 1^ K 1 i^ ■J; § C51 ^ $ 1 -5 1 1 1 v5 s l^l ^ s . 58 o K fa s < o Bi < K O Eh O H-1 O C o 03 T3 Oi n3 a -"^ -^ O a; o ^ '-I "S o 3 c8 ^< o 00 "TS "2 o -u ^ .rt 03 g P o 03 03 0) o fl »^ p- ^ Pi IS 03 ^ -73 e o figs ^ t3 re s OS rQ o o 'Ph CO -ft p^ ;j T-H o 0) M-i Si o 5 -^ d in 03 c 03 ^ 1:? X! o ^ s -« c 5i c 03 w 2 'C in O p. J- o -5 u fe T3 CO QJ 1— ( r^ - -Q 3 o Ph .S a ^ a ^ •- a a a « _ a CO jj rfl 03 <-" (11 -r: 03 '3 <1 03 OJ pJ3 r^ 03 3 03 -5 .2 53 ^ 3 o bC 2 p2 03 o • X g T3 c3 O t^ ^H cs &c "a; s ts 2 S 'S 5 bJO X o C w re o; a; S &< o . P< a* a C (U TO OJ c ?! a -S " -M ~ 4J ^H CJ o3 CS TO in & a ■* a; c 3 o cr +-> 13 ® J» l-H ■^ -^ -^ -a 's ^ >^ rt cS cs W c- wS^p^piH c O t> « cs ce eS o Q Q H ^ H E 5 y CJ fl ^ TO O 3 a ^ ^[|l> OJ eS be — ' .2 -2 TO ■^ .2> 59 60 THE GANTT CHART The machine on which the next operation is to be done is looked up on the chart to see when it will be ready for additional work. The order is then assigned to this machine and the angles and the light line are drawn. This procedure is followed in laying out all the operations on that order and continued until all the orders are laid out. In assigning work to machines it is necessary to know what progress has been made on the work already assigned. Accordingly, as daily reports are received showing the amount of work done, a heavy line is drawn under the light line : If the work is exactly on schedule, the end of the heavy line will be directly under the proper date and hour. If the work is behind or ahead of schedule, the end of the heavy line will be behind or ahead of the date. In assigning a new order to a machine, if the work is ahead of schedule, the new order is placed over ]r \ / ■ =^ MON. \ /tues. WED. THURS. FRI. 1 A^ fs^ 1 1 1 A 423- W . J _ -1 1 Figure 17. How Work Ahead of Schedule Is Shown BY the Gantt Layout Chart the old one (Figure 17) and the date of beginning is placed in advance of the date of completion of the old order. THE LAYOUT CHART 61 The V indicates the date on which the chart is copied. The work is 1 day ahead of schedule and con- ditions in the shop indicate that it will be 1 day early in finishing. The new order, A424, is therefore laid out to be begun Thursday morning. If the work is behind schedule, there is no advantage in planning to begin the new order until the old one is complete. Therefore sufficient time must be set aside to make up for past delays before the new work can be begun. This is done by connecting the angles by crossed lines (Figure 18). \ / 11 MON. TUES. \ / WED. THURS. FRI. ;!■ A4BS 1 1 L, A< i 1 bJ 1 c: >l o 3 b. UJ a 0) 1 a z £ ■ 1 in ID W . 1 'I / -?; ' X 't ' X ^ f\ \ / J ^' ^ A rt) "* ^ U. I J tn 1 ^ CO !2 K^ \i / >^ 7 E ^ J- I I , r F ** A \ \ uu T J- If) 'M l^ is S Hf " ^" ¥" rt (X «" tQ - u ' \l' I -fe 1 IS u l. . A \ 5: \ k l\^ ki n CJ vo tQ W i S cc ^ u _t/ V c ^' I y A 1 ^ <^ •§ i~ ? h A ' ^^ P- fi- \ •^ u 1- ~ S ■ ^ 7 ■" '- ^: ^^ > ^ S §:" " ^ 1^ j^ ?■,' 1 ■ ci' ? ri to 3:4 5 s S * f' ■^ 7 5 n,° b s s- S Z o r !r> ■^ ^ D ' ^■ l"l III " ^ 2 In > 1 t\i n^ i § to (\i 1^ 1* f- -- ^- § Si P 1 \ fy to c5 § ,■* IM 3- . ~-' •^ 1 ''" S 5' -ct I j " S a .._. 5 10 "5 S / \ s 5 to ) 1^ j it \ /| N 'i ^ i 5 !i} jii ^ 5 ; ^ tM_ K U) D I c ■ . " 1^ < g j "B" CM - K1 1 IS ? s s 5 " 1 ^ ■ ^ fl a- ' *S S * ^ , « «> tS ^ A; •vi ^ Is Q "" s ftj 1^ ^ D^ ^ ^ .^ ^ f ? ^ s ii^ ^ r ? CM i' f" 1 - N g in M c 03 s ^. ^ H s m OJ k ^ 1. s ^ " Q. (A ^ •0 ki iT AJ 7 o ^ s t ^^ 5 ffi ^ « o o , « 1 4 * 'i i S S N i i 't t ^ ^ S i o L n 't* S i (0 to S 1^ « to 1 ? !i> n i ^ s % § s "~. z 00 ri ' 1 CO ' ? ji If , tj^ i i V^ M '^f i 00 » B ? «1 fx 1_ y h ci On. It, 5? bj O _l o IT c 0- r til ti3 (J2 - s 00 a Q o a o b OS < o & o H % 4J O H ^ o .3 O g * O es a - g ^ ^H ^ 5 ej bC >% tS o (53 1^ '^ i-i .5 "^ > o OJ O H 5 u 1^ r^ CS oj cu i^ 'd -S ■^ ^ «+-( O, S p t3 i\V. ^ M S3 'r^ tB P s -^ ^ rt >> a — T3 .2 C o U 0) rS -i^ fl '^ O ;:i ;2; O 1^ CO 2 CO '^ •^ ^ 1^ g -id o o be t3 C *^ o a G o ^ 2 ^ ^^ . 5 tS CO ^ ° o S CS o C w c ^ CS ^ >~. T3 CS i T3 O to jj CS r2 ^ -id o 8| 3 o c -a 03 -Id ^^ ;-> O ^ CO ^ r-< U bjj 3 cS A o t*-» CS ■tS c3 o QJ 2 ..s T3 en o c ^^ 'S o »-l -« cC «s cS V ^ 1> > O, a^ IC 'o !> 3 -S o '-' t3 0^ cS a, o -t-> +3 bO 1— ( CO iO 63 64 THE GANTT CHART This graphic layout makes it possible to group orders and distribute them over the available machines in a much more intelligent manner than by the hit-or- miss method of deciding what the next job will be when- ever a inachine runs out of work. When a machine breaks down, it is easy to transfer work from it to other machines without disturbing the proper sequence of work. When it is desirable to rush a certain order through ahead of other work, the use of a layout chart makes it possible to do so with maximum speed because the chart visualizes not only the time required to do the rush order but to get the other work out of its way. There is an added advantage in that the chart shows clearly how this rush order interfers with the work al- ready in the plant and makes it possible to revise any promises which are likely to be broken. Other Plants In a machine shop or textile plant work is planned by machines (Figure 16), but in a foundry by floors, benches, or machines (Figure 19). The chart for the heavy tool department (Figure 16) illustrates the plan- ning of work for machine tools on which only one job can be done at one time. On drills with more than one spindle, on grinders with two wheels, and other ma- chines, it is possible to run more than one job at a time. On a molding floor in a foundry, for instance, the molder frequently works on several jobs in a day, the number depending on the importance of the work, the number of patterns he has for each order, the time necessary to put up each mold, and the size of the floor. f THE LAYOUT CHART 65 In a Foundry The Layout Chart for a foundry (Figure 19) shows how a variety of orders is planned for each man. Holder No. 909, Conden, is behind schedule, which is indicated by the fact that the heavy lines representing work done do not run to Tuesday night when the chart was reproduced, as shown by the V. The reason he is behind is made clear by the B's showing that he had had to break up on some orders and start new ones, and by the H's, which indicate that his helper was absent for a day. The last molder on the sheet, No. 859, Richardson, is ahead of schedule on all but one of his orders. It will be observed that the heavy lines on the Gantt Layout Chart show how much work has been done and how far it is behind or ahead of the schedule, but they do not show just when the work was done. If an at- tempt were made to show that information also, the chart would become so complicated that it would not be clear. The purpose of the Layout Chart is to plan work ; it is necessary to show how the work stands when a new job is assigned, but it is not necessary to know in detail what has happened in the past. That can be done much more effectively on a Gantt Progress Chart. The same type of Layout Chart is used by the various foremen and by the central planning office, except that the foremen plan only one day in advance while the planning office lays out all the work ahead of the plant. The Gantt Layout Chart is much more satisfactory than a layout board because it is more easily handled. It does not require any wall space, but can be used on 66 THE GANTT CHART a desk or table, kept in a drawer, and carried around easily. Work is laid out in pencil and no expensive equipment is needed. It is never necessary to erase anything from a Lay- out Chart unless a mistake has been made. If work has been laid out according to the best knowledge available at the time and further information obtained at a later date makes a change advisable, the original plan is al- lowed to remain on the sheets and "Transferred to "is written over it. This makes clear all the steps taken and the reasons for changes in plans. The Gantt Layout Chart helps to get work done because it makes clear who is to do any piece of work, when it is to be done, and how long it will take. It can be successfully made out only by one who knows what is to be done, how it can be done, and how long it will take. Instructions based on this chart will, therefore, create confidence in the mind of the one who is to do the work. It is possible through this chart to assign definite tasks, and the more definite the task the easier it is to get it done. / CHAPTER VII THE LOAD CHART Difference Between Layout Chart and Load Chart The purpose of the Gantt Load Chart is to keep the executives of any producing plant advised as to the load of work ahead of their plant. This information is of particular value to managers, superintendents, fore- men, employment departments, and sales departments, for it gives them an accurate picture of the work which is to be done and it is necessary to have a clear under- standing of that before effective steps can be taken to do it. The Load Chart is similar to the Layout Chart in that it shows how much work is to be done, but it is more compact than the Layout Chart and does not show de- tails. Layout Charts show each operation on each order and the individual machines which are to do the work, but a Load Chart merely shows classes of machines and the hours of work assigned to them by weeks or months. The drawing of the Load Chart is similar to that of the Progress Chart so far as light and hea\y lines are con- cerned; but the similarity ends there, for the Progress Chart shows work done and lines are added as more work is done; but the Load Chart shows only work which is to be done and represents the status of plans at a specified date. It is not a record added to day by day but an analysis of a situation at a given moment. 67 68 THE GANTT CHART How the Gantt Load Chart Is Drawn At the left of the sheet are hsted the classes or groups of operators, machines, work-benches, or floors and in the next column the numbers in each group. In the columns representing months or weeks, the figures indi- cate the number of operating hours for a group of men or machines; the light lines show the hours of work which have been assigned to that group during each week or month; and the cumulative lines represent the total hours of work ahead of each group. The informa- tion for this chart is secured from Layout Charts which show what orders are ahead of each machine, and from this it is easy to foot up the hours of work planned for the various classes of machines for each week or month. When a picture of the amount of work ahead of a plant is placed before an executive on a Load Chart, it is possible for him so to grasp the situation that he can adjust equipment, operators, and working hours to the amount of work ahead or adapt the work to the equipment and operators. ^ If there is a great amount of work ahead, he can secure information from the Load Chart as to : 1. What deliveries may be quoted on future orders. 2. What kinds of orders must be declined. 3. Where congestion is likely to occur, so that those processes can be studied, shortened, or improved. 4. What additional equipment to buy. 5. How many men to employ and the kind of work they will have to do. 6. Where hours need to be lengthened. THE LOAD CHART 69 If there is not enough work ahead, the manager can learn from the chart: 1. What kinds of orders are needed to keep the men or equipment busy (this information may be the basis of sales or advertising campaigns, of reductions in prices, etc.). 2. What men to assign to other work. 3. What equipment can be disposed of. 4. Where hours should be shortened. In order to furnish this information a Load Chart must be accurate and up to date, but this is not difficult if the Load Chart is based on Laj^out Charts such as were described in the preceding chapter. A Foundry Load Chart In the foundry where the Load Chart illustrated in Figure 20 was drawn the main divisions of the work were iron, steel, brass, and core-making; and in the iron foundry, for instance, the secondary divisions were "crane floors," "side floors," "bench floors," and "squeezer machines." The molds for the largest cast- ings were put up on the crane floors because they were served by large cranes. On the side floors they poured medium-sized castings which could be lifted by jib cranes or by hand, and on the bench floors and squeezer machines they made the smallest sizes. When this particular chart was placed on the superintendent's desk, he saw that on the crane floors of the iron foundry there were 16 molders whose hours per week amounted to 640. For the first week charted, 310 hours of work had been assigned to them, which 4- u D j: o ■0 c o J 31 L c 3 u. r o K) ^ -J N N J^ 1 1 ^ N N N h ■i N 1 1 w ^ i fo N N M N 1 1 1 1 1 1 1 vO N ^ J N 1 1 1 1 1 1 1 a 1 1 1 .. 1 1 ■1 1 1 CM N 1 1 1 1 o ^ N 1 1 1 1 1 1 , 1 1 CO N N M 1 1 1 1 1 1 1 1 1 1 1 1 I J N, 1 N 1 1 _l 1 1 1 1 1 1 I II 1 1 1 < a J 1 1 1 I 1 1 J 1 N ^ (D ^ 1^1 P §1 o In <> O ^ In § r^ ■ 1 '-1 1® I (0| ^ll r j§j| 1^ (Ij (5 1^ "f 1 u. £ z? 31 C 3 -9 0) P 8 i^ IT, cc L c _ C 31 L •t; u N i D C '2 n5 0) L O V > 1 -J S? o > C E 70 a O Q CO eS 1; -? SJ w c c3 2 a -= V r>~. ■M lU , r^ eS 'TJ u flj o TS ;- 'o bC C o s >— H ^ '^ ^ tJ -f^ CO >. ^ iT 1-53 o 173 03 y T! T3 /H ^-1 i'' E3 eo ^ 4; c 2 -Q « .s :2 -^ ^ =^ 5 -^ o " :s : ^ O ^ =4-1 ■-t wi o S: -^^ 5 ^ c3 . o o w ts 173 >> 50 o J^ ^ e > (U g ;:3 -c .2 _H S 42 s s ^ o <53 2 ^ ^ ^ ^ o ^ § "^ *^ -^ a ^ r^ 1> c .2 n3 C O 03 03 ^ 2 CO c ^ — 5i ►^ 03 ^J ^ 2 ?: .S !3 >» 2 3 ^ _ c o tJ o O 03 ^ 'A^ — ■^ ^ C3 CO -5 S ■i^ -^ 3 U < O H H < ^ C '73 o c _Vj 03 -w O o C q3 —I O ^ o o J- >> o 03 5 a o ^^3 C c o Ti o o -a Ti ^ T3 '^ o ^ S ^ g § =^ 2 -^ S => r^ fi -^ iH ^ O 1^ TS 03 •- c p. OJ 03 _ O a >H f= cj ^3 S O iS 43 ^ ^ o a i; T3 T3 c a s a o o a o 1^^ a o =3 2 2 03 2 a +3 4J Ti V 'a +3 1 V t-i u }1 c3 2 1+-1 g "o '-|J c3 s a; 4^ 'T3 03 '3 08 c3 I3 2 hJ -tj a ^ iJ 03 05 ;^ 1 ^ .a ^ bC a c3 _a 'B a i a 4^ > 03 03 71 •5 S o -a oj ^ 03 iJ -a .^ -i-> c3 a . a i3 2 a a S C3 -« Ti a o -^ T3 ^ » a -^ Ti o3 4) ^3 i-rt a ® Shop No. 10 . Load on Machine Tools. NO.OF MACH. OCT. NOV. DEC. JAN. FEB. .MCH. H.B.Millfor Casinqs / _ _ _ - k = _ z Blade Millers. /2 _ _ _ _ _ _ _ 1 1 — z Vert. B.Mills. // _ _ _ _ _ _ _ _ _ z ' Drill Presses 4- _ _ _ _ _ _ z Mil Unci Machines 2 " " " "" " " " " z ^, ^ ^ ^ ~ ^ ^^ Lucas B.Mills / - - - — _ - z H.B.Mills / Z 2 J - — _ z La+hes 6 _ _ 1 - — _ z Lafhes for Shafts / z 1 ^ - 1 z Blade Grinders 3 — — — — _ — - — _ z Grinders / z Z I z 1 Note: Above. '.hart is based ( >n NumL PC - of pperatprs now tmployed.^ ■ H.B. Mills for Casinqs 1 _ _ _ _ _ _ _ z Blade Millers 31 — - — — _ _ _ n z Vert B.Mills 20 - - - - - J _ J z Drill Presses. 9 _ _ - - _ _ z Millinq Machines e _ _ . ■ _ z Lucas B.Mills. z -^ - - - - z _ z H.B.Mills 3 1 z z - - z Lathes 23 ^ - - - - z Lathes for Shafts. 2 - - _ z Bladz Grinders 6 _ _ - - _ — _ _ z Grinders 2 z z z " z Note- Above Chart is based on 100% Runninq Capacifu - 1 1 1 1 1 1 1 1 1 1 fi 1^1 1 Pi Figure 21. A Gantt Load Chart Used in a Machine Shop This chart shows how far in the future the machine tools will be kept busy by orders in the plant when it is drawn up. On the first line, for instance, it is clear that the one horizontal boring mill will be busy 80 per cent of the time during October, 20 per cent during November, and all of December and January. The heavy lines indicate that the work ahead of these machines is not well balanced. This chart was drawn at a time when the machine shop did not have a normal amount of work. Some of the operators were laid off and their machines shut down, and therefore in the upper half of the illustration the work ahead of this reduced force was charted. To prevent anyone from getting the impression that this chart represented the capacity of the plant, the same amount of work was also charted against the total capacity of the machines. 72 THE LOAD CHART 73 would keep them busy half their time. For the 5 suc- ceeding weeks 30 per cent or less of their time would be required. The cumulative line showed him that half a week's work was behind the schedule for lack of pat- terns and other reasons, and that the total work ahead amounted to the molders' capacity for only 2^4 weeks, although that work would have to be spread over 6 weeks. In the steel foundrj^ however, the superintendent saw that there was more work to be done on the side and bench floors than could be done by the molders assigned to those floors. In all there was 12 weeks' work ahead and it was wanted in 7 weeks. It was im- portant to deliver the castings when they were wanted, so the superintendent immediately issued instructions to run an additional heat each day and he transferred 2 molders from the brass to the steel foundry. He knew that these changes would enable him to make the deliveries promised. In the iron and brass foundries there was not enough work to keep the molders busy, so the superintendent reduced the hours per week until additional orders could be secured. This Load Chart enabled the superintendent to re- duce the idleness in his plant, but, above all, to deliver the castings when they were wanted. A Load Chart for Machine Tools The Gantt Load Chart shows very clearly whether or not the machine tools in a plant are going to be kept busy in the near future — which ones are overloaded and which have little work ahead. In Figure 21 the ma- chine tools in shop No. 10 are listed in groups and the to 6 z +: a. D C o _i ' ""- CM CM m4 u iQ M C3 CO N SI -- Nl ' 1 . 1 -CI a N N N NJ .N . t^ M 1 " 1 ?l 00 ^1 1^ CM W !2 a 5; ^ S o M N a ti Sj r<> it a s - a, . fS ? to 1 N N Im , _ M ^ M . 1 1 :3 'tg N N _L 1 1 1 1 1 ^o - I? N lO N N ^ ^ f^ .Cvj n ¥ ^ »f f^ ^ OJ C\J ^ K a ^ >1^ 1^ Si CM to 1 Q 1^ (M Q CM i Q <0 to CO 1 -- NIC M tow 5ClC -000 10 ir If) t- cQ a D t- ■4- '^ C Q 1? D cQ L 1 D (J Q ':^ : JO S CM IP e to ■5 CM 74 •T3 c .-s =3 ^ n3 ^ u .. a 0) o 53 S 'ph ^ i :=! rt c pH ^ H P 5 cS s ^ o ■73 >, tu 4-> bt) 'S rt c« bC A CI a 3 o ^ ^+-1 C3 -M ^3 C =+-! rt 13 &I 3 s O C3 ■TJ ^ ^ A be 03 > O w Fh 03 fl .5 -^ ^ H .2 -== S ^ cS 3 . ►* be ^M C O cS (H -M Sh c cS o 2 c3 O ^ J UJ ID UJ > n OJ h J h 4 h 4 f •i ^ 4 1 1 z. w 1 h j[ ^ si ^ 4 1- - flC (5) < Ju h 4 h 4 \J r. 1 1 1 Q d: CO a 1 1- ] J - 1- Id (0 h u LO rf< \h T - 00 1 - — L 1 1 1 , i " 1 1 j J J j> ?^ \- Ci c> VJ) c> *|> N) ^{ \{ ^; J2; 4; ;-( 03 05 a; .a ^ CS ^ ^ ':;2 13 Tj 03 ■=+-1 Ti 03 03 cr o 'a 'I -.7! .S o; be a be m 3 i 03 03 C3 CS ^ -Ti =« -55 CO ^ O 10 si o be 0) 03 ^ 5j !-. a ° ^ .s ^H T3 d 0) O 03 CT* ^ 2 be -^ •^ o be c 1^ =4H 2 -^ S ■'-' 03 ^ 03 3 03 ^ CS 53 +^ =« 2 Oi o -; ^ o 0) 03 ns h -^ 03 &c ^ .^ (U p^ o ^ T3 n pi o 2 "3 ^ ri o o 4J 00 03 0) 03 r^ O -H !=l be 03 3 &. i=l q3 (M H 2 "^ rS ^ T3 o_, 03 •■s ^ 2 E^ fee -S ^ -3 a =" s c s ^ ^ a a Oj 79 80 THE GANTT CHART on general impressions which have been carried over from some previous time. The Gantt Load Chart gives the manager or super- intendent an insight into the future which it is very nearly impossible for him to get in any other way. CHAPTER VIII THE PROGRESS CHART Purpose of the Progress Chart The purpose of the Gantt Progress Chart is to show what progress is being made in the execution of a plan or program. One of the fundamental principles of management was formulated by Gantt when he said : ""The authority to issue an order involves the responsibility to see that it is executed." It is obvious, therefore, that when an executive, i.e., anyone who has control over others, has issued instructions that certain things are to be done, his next step is to provide a mechanism which will at all times keep him advised as to whether or not his orders are being carried out and, if the progress is not satisfactory, will tell him the reason why. The Gantt Progress Chart gives this information clearly and con- cisely and, since the facts are presented in their relation to time, the chart induces action. Some executives look back over their records at the end of a given period of time, possibly a year or a month, compare actual accomplishment with what they believed was possible, and conclude that the perform- ance was either good or bad. It is the wise executive, however, who goes carefully over conditions at the beginning of any period, studies the tendencies, and decides then what performance will be satisfactory. This is his plan or schedule. Should there be, later on, 6 81 82 THE GANTT CHART a marked change in conditions which it was not possible for him to foresee, he will, of course, make the necessary alterations in the schedule. In this way the executive relieves himself of the necessity of analyzing records every time a new figure is received, comparing it with other figures and deciding whether it is good or bad. Usually in the rush of busi- ness, comparison of this kind is likely to be done hastily, and the decision is apt to be unwise. However, where the executive determines beforehand what will be satis- factory to him, he is almost sure to study the matter thoroughly and to secure all the expert advice and ac- curate information available. After this schedule is worked out, a comparison of accomplishment with the plan becomes merely a clerical task ; the executive's time is saved and he is left free to study the tendencies and take the action indicated by the records. The Value of the Gantt Progress Chart In this phase of an executive's work the Gantt Progress Chart is of inestimable value. Its use makes a definite plan necessary and presents that plan so clearly that it can be readily understood in detail and as a whole by the executive's associates and sub- ordinates. It compares the performance with the plan both as to time and amounts, and makes it possible for the executive to foresee future happenings with con- siderable accuracy. It shows what part of the work has been done in accordance with the schedule and empha- sizes the reasons why performance has fallen short of the plan, fixing responsibility for its success or failure. THE PROGRESS CHART 83 Usually it is not necessary for the higher executive to follow on Progress Charts all the details of the work being done under his direction, but he does wish to follow the progress of the work as a whole, which may be done by following key operations, typical items, or totals. If the progress made on one of these subdivi- sions of the work is satisfactory, he will pay little atten- tion to it, but if another part of the work is behind schedule, he will call for the detail charts in the hands of one of his subordinates. From these records he can see what particular items are being delayed and the reasons. He can then concentrate his efforts on that particular problem and, because of his broader au- thority and greater resourcefulness, may overcome difficulties which to his subordinates are insurmountable. Saving Time for the Executive This method makes it unnecessarj' for the general manager of a manufacturing plant, for instance, to wade through volumes of reports or to go the rounds of his superintendents or foremen in an attempt to find out what work is not progressing satisfactorily. His subordinates are likely to minimize the importance of some delays and on other items not to realize the effect a short delay will have on other work. Gantt charts emphasize the fact that time is the most important element in production — they bring to the attention of the general manager the things which are most urgent and hold his attention until betakes action and sees the results. The Progress Chart also enables the general manager to know whether or not he will be able to live up to whatever promises of delivery he has made, for 84 THE GANTT CHART he knows that a reputation for keeping promises is one of the most valuable assets of any organization. Of course, the ability to make quick deliveries will fre- quently secure an order which would otherwise be lost, but quick deliveries depend entirely on the volume of work ahead. If a customer is continually promised quick deliveries by a certain plant and much later deliveries by its competitors, the reputation of that plant will be injured rather than enhanced, for the customer is likely to conclude either that the poor quality of the product prevents the plant from securing orders or that another customer's orders are being set aside for his. One impression is as detrimental as the other, for the customer knows that if another customer's work is set aside for his, it is probable that his work will be set aside for the next insistent customer. It is clear, therefore, that a reputation for deliveries must be founded on the ability to live up to whatever promises are made. If a promise of delivery is to be kept, all the work in a plant must be planned so accurately that, when a new order is received, it is possi- ble to tell almost to a day when the work will be com- pleted. The Gantt Progress Chart enables the manager to keep before him all the promises he has made, to concentrate his attention on overcoming obsta- cles and avoiding delays, and, when it is impossible to live up to a promise, it enables him to give the customer advance notice of the fact. Drawing the Progress Chart Angles opening to the right and to the left indicate respectively when the work is to be begun and com- THE PROGRESS CHART 85 pleted. The amount of work scheduled is shown by a figure at the left of the space and the amount to be done to date by a figure at the right of the space ; light lines represent work done during any period of time and heavy lines the amount done to date, as explained in Figures 1, 2, and 3 in Chapter I. If work is done in a period of time for which no work was scheduled, it is shown by a figure in the middle of the space, for instance : I 120 When the amount of work done is more than that scheduled, the light line is drawn across the space more than once, thus: These lines are built up from the bottom to emphasize the fact that they belong to the heavy line below them. If no work is done in a period for which some was scheduled a Z (for zero) is placed in the middle of the space; thus; A chart will look crowded if more than three light lines are drawn, so when the number of lines exceeds three, the figure is shown thus: This indicates that the work done was seven times as great as the amount scheduled. V - ^ ^■^ —" x: o G > 8 ^\\ 1 inl ± o ± to flT" CO !0 s uT" — £J «' S2 ■J- c D 1- 0) 03 (M i 3; to — C5 h- ,5 o i r- lO ff) vO 2 03 — t~ LO — in Lf) r- to 'l- CO lO 'i- t~- — LO lO o '^ 3 1- c D C cs ■0 ?5 in 65 to ■i) 03 'i- CO U1 r- rO ■ o g o o o o o o o o £ a c V s 5 L 3 } 1 11. 1 6 z 6 in o 2 U- 1 d Z o s m 1 LL 1 CD d 2 %. ID U- o 6 z 0) Cl u. CO 6 z o CO es H CS IS Q i; rC \^ o ^ A CO & •r^ +j lU ^ (-1 ^ OJ CS o CO CO 1 o fl CO ^ 'T3 ij) CO a; o > c3 a; -a Eh 13 ,J3 CS <1 T3 es '^ ^ HH Q w CO cS o n-i S u <1) +3 <1) il a '-d K S p£3 U -1^ CO ^ cc •fH fl -^ H oi V( CO 4^ r'l OJ CO «1 fl OJ o pj^ -M bn OS o CS CS rl3 1) '2 < 'eS Oh o <5 o CS OJ) 3 es 0) bi c3 Tl 'J' (U _CJ (N -C t3 en ■4J •4-> a M ,£3 Pu .»^ Ph A s l-> CO +j THE PROGRESS CHART 87 The heavy cumulative hues are drawn on the scale of the space through which they pass. Therefore, if the scale of the spaces or periods of time varies, the sum of the light lines may not equal the length of the cumu- lative line, as is the case in Man and Machine Record Charts. Broken lines represent work which has been done previous to the date when the chart is drawn. If, for instance, a chart is to show quantities of parts manu- factured, a hea\'y broken line \\X)uld indicate the quantity in stock when the chart was begun. Manufacturing on Order In a plant which manufactures only on orders from its customers or its own sales organization, a promise of delivery is usually made on each order and each must be watched to see that the promise is kept. The Progress Chart of Crank Handles (Figure 24) was drawn in a plant where all orders were charted. The angle which opens to the right indicates the date on which the material was to be issued from stores; the figures indi- cate the dates on which the various operations are to be begun, that is, on the first line of the chart, 1 indicates that the first operation was to be begun on January 19, operation No. 2 on the 21st, etc.; the angle which opens to the left indicates the date on which the parts were to be shipped, the heavy line shows what operations have been done, and the letters under the lines indicate the reasons for delay. The V indicates that this chart was reproduced on March 3. If the work had proceeded exactly according to schedule, the heavy lines would all end under that ® D "g SI c o 1 C D .J ■ • ■"■■ ■" T"" -_- C3 w s: 1 b s * n^ii ^■ Oil ,1 .^' D- < s f •^1 j^ — 4 t°l >o ■ 1 D 2 3E s: =E s •* 1 X> li. f 2: 1 ^ s • i^ 1 o 1 I ■ , 1 CO w 6) C D ■3 s s ■ R s lo 1 ^ 1 1 1 D 2: s 1 R r- z S S R ^ w ^ ^ 1 1 u o s: s o bi y 1 S 1 V 4-' Q- s: - s: ^ T 1 ■ 1 1 1 1 < s s f^ 1 to tH J 1 1 i^i N| 1 M| 1 - 1 1 1 1 1 ll ■ / ■ -^*l 3) -3 s: 1 1 s 1 § M 1 1 ;4 - 1 . |N| - 1 Ni N, ^1 1 1 1 1 . 11 J 1 1 1 CO 2 c -3 1 J 1 1 1 1 - 1 1 1 I 1 1 ' j 1 N 1 N| rM| 1 Nl l^i t: i 1 ^ 1 1 1 R f I o ^ 1 1 "^ 1 1 £J 1 I - 1 &• 6 1- CO I ^ .1 ^ 1 I 1 1 1 Dl CO 1 6) CVJ 1 ^ ri 1 1 CO ± 1 1 5? ' 1 1 1 1 88 o H 12; O i; o cs I— I 4j > o 1 1 cS ^ >% ^ c 2 o "^ -2? C c ;2 e .s 4; be — f3 3 Ph c ^ ^ ;:5 pfl '^ J cS 2 1) OJ bC C c3 ^ fl fi 03 . O TJ CI +3 c 3 ^ CO ^ O (M rC « S c u ^ ;^ ^ 05 03 !=i se "^ < ^ o fl g C c3 ?, 03 I 3 (U bC w C 03 C u 03 si >^ ^ « a ^ ;-! a 4J "42 ^0 a; ri gq I— I ttJ -^ ^ ^ ^ .2 'tj o a • rt 'T3 o ""C a ^ ^ rM rr, n r— I be . CO u o O ^ ^ > s bC c c 5« bC •-< —luff «i PU ^ '^ C o be "bb ^ ^ n3 >> +j a a o Oh 7: . c ^ O 3 C ^ £s y^ j_j ^ '1^ be S < w -Jii -= 3 ^ ^ tea tc fc E ^ P. ^ *^l =3 |P*03 be c a =3 •^ «+-( 1 p4 4^3 U •> tg 'TS .S 89 .2 =u be ^ T3 C « 03 03 pq 2 to 2 "* ;-! 03 p^ .a o ^ r-T -^ s ^ o a 03 rC .5 i> 03 fi ^^ S ^ -MO •'^ ^ OH) OJ 03 4J r^ nS F-5 S •" '^' § -^ 2 -g o _ G i: o3 3 '-I -S CLJ c3 O qj 03 a ^ ^ - ^ u ° G J 03 '« O ,r: 03 2 H 03 ^ o CO be 03 w ^ ?= Is C c be qj c • L • ^ i I 't ^J:::.: ;: ::: '.'. '.'. ^ 3::; , 1— 1 f3 iO ^ H .f^.r^.f ^ NJ M M M ■ ^ 4' ' « "^h § [: ; " 1: : : 1 in lU 2: UJ 3: ^ S^ 1- _ .- :^ -. i .. :. :... • , ., ^ , . , , -C; , . ^ 'd- I o D 1- o3 cb ^ - - . i "" A : :^" N ;■ . :" , """ - ' 4 4 + 4 . •Q r 1 ii 1 1 1 1 1 ^ t "^"' ii ii i'iiig i ■C; 05 1 Laying Out Rough Plane Rough Plane n/// Accurare Plane Rough Plane Finfsh Plane Rough Plane Finish Plane Drill Drill Roucjh Ream Rough Ream . Rough Plane Rough Plane Rough Plane Rou0h Turn Finish Mill Mill Mill Finish Plane Finish Plane Finish Mill. Finish Mill 92 " _ : — ' . . " ^ NJl IN N t 1 j_ 1 t 1 rs N N "■": :::t tl_ 1 1 1 1 " N N N m m , 1 1 1 1 1 1 414- '^ N N N N , , :. 1 1 1 1 _i_ M .N N H\ N ls» N N N . ;- ir ^ _L • j - - • - "" l-l N _1 •'^ N - ■ hJ -N NlTI 1 • 1 - -, - H FH - . j 1 t " " _L . 1 lir.l -1 ->. CVl |Ci -^ <: "=5; ri- lr> ^ r^ » ■^ '5: «?: «5: ^5: s> S ^ Si fO § 3: ^ S 1 1 i 1 1 Fit Side Plates Drill Tap Counter Drill Counter Sink Hand Tap ■Finish Ream Finish Ream Mill Relief 1=* ■V) .U) 1 1 93 o < O O > a o X H o o o « CO H o Ji -^ -tJ fs :a -s 03 O ^ s §:S o _ S o A .5 0) 2 c ^ PI T3 • = ^ o 2 S o S .2 a; IV ri -M •fH 03 ^ IL^ ,(j ^ CS s O o &c2 J3 ,-Q ^ ^ c q T) 03 ^ CO •73 IJ S rH CO C > O '^ ^ --iS -S o O S o o 1 ^ ^ « O T3 .S 03 —I o3 04 o5 ^1 06 CU ^ § CO in - " ■ 1 r - ■ nI ■ o >+- ;t o r^'^ ^ ^ S »0 ^1 ^ o cu Q UJ - . . ■ - Nl v<& CO Ci e^ \r> J^ o \J ly ^ '!}- O CM ^ CO, o O •* V- r r LU I— LU rr a UJ Q o UL UL i 03 J4 '3 O 32 C be o s S 2 03 T3 G o ca o o iB o V +3 03 'a3 o 03 bC c c o : ca 13 O C P O g 3 03 > o 'S y3 -1^ 03 C o o G 4J ■t-3 ea +3 ea w a; a; 2 4J s o 'E, *03 eS 3 o 3 03 CS o a o > he week instance re receiv Si. O CO _03 o CO v G ea o G O 13 o > ea a a 03 O 03 03 a 4^ "03 O o El < X u 03 o o G o a 13 C C o s eginning of t Taking, for 20 orders we: O 'bb O 03 u 13 03 a; G > 03 ■^ 03 03 -(J 13 G 03 4J 03 U V 13 +3 C a; a 4J 2 c -2 Te 13 rt 13 .J2 'S" ■*J 13 o s '^S ca .0 a o o cs C o 13 -id ■i-> 03 O c daily, what progress is being ets reports from each of his g the amount of work they ■M SJ G o 03 '^ 03 ea _03 o o 'u "o o o 13 % ea 13 'o ea >■, 03 13 "0 u OJ a p G V 4^ 4^ c -, ea 13 ea ■4-1 o '13 G o u ea o 03 u o O! be 'c o a ea a ;-! O u J^ a ea 'B 03 13 4; > U OJ 'u ea > c3 13 13 u V u 4J 13 03 'o 13 03 1—1 ^ w 42 6 S s-i ft 'C o > ea 03 P 4J 4^ CS (h o ** V o +* ea ID 97 98 THE GANTT CHART The daily task in most office departments can be ex- pressed in one of these two ways, i.e., by a definite quan- tity per day or by the amount of work received each day. Of course, it is impossible to get out at closing time, say, 5 o'clock, work which is not received until 10 minutes be- fore 5, but the day for receiving work may be regarded as ending at 3 o'clock or possibly at noon, while the day for finishing work may not end until 5 o'clock. In a purchasing department, for instance, the task may be to send out requests for quotations or purchase orders by 5 o'clock, covering all requisitions received up to 3 o'clock. The task of a stenographic department would be to transcribe before closing time all letters dictated before 4 o'clock. The filing department's task would be to get into their proper places in the files all papers secured from the various office departments at 9 o'clock that morning. In order to get things done on time in an office, a department head or office manager must be kept advised continually and promptly as to whether or not those under his control are doing their work on time. It is also his duty to maintain a definite standard of quality in the work turned out, but that is not quite so difficult as to keep the work up to date. A Progress Chart such as is illustrated in Figure 27 keeps an office manager accurately and promptly advised as to the status of the work under his charge and enables him to give whatever assistance may be necessary to those behind schedule. Sales Quotas During the last decade sales quotas have come into such general use that it is no longer necessary to point THE PROGRESS CHART 99 out the advantages of giving a salesman a definite task. In most well-managed sales companies today the managers and salesmen sit down together and agree upon what will be a fair quota for each territory or indi- vidual. However, a satisfactory method of showing a comparison between actual sales and quotas is not so generally understood and unless this comparison is con- stantly brought to the attention of those responsible for sales, much of the value of the quota plan is lost. The Progress Chart of Sales Quotas (Figure 28) shows how the sales of one company in the various districts of the United States compared with the quotas. It is evident from the chart that the sales from the southern and southwestern states had fallen very far below what was expected and the attention of the management was turned toward an investigation of the reasons for the poor business in those states. Storeskeeping In keeping materials or finished q-oods in stores, time is the most important feature to be taken into con- sideration, and any analysis of conditions in a store- room must be expressed in terms of days, months, or years as well as in quantities. Information that there are 1,000 pieces on hand is not of nearly so much value as that there are enough pieces on hand to last a year at the normal rate of usage. The chart illustrated in Figure 29 compares the stock on hand at the first of the year with the average sales of the 5 previous years. It is possible to see at a glance that they were out of stock of one item, that on two others they had less than a week's supply, and that r C5 O :< UJ -1 u H o: < 1 cO UJ _j < CO u UJ Q o 1 ^ """" ^ ?f ?; o M f? s "■"" ^ I 1§ 1^ © iJ ^ 5 6 c J t<3 o S: o o z § 1 J M s- I^ s X3 T* S ^ > 5S k; «i i &, 5^ O < ■> r)- k> i O ^ k^ 'l- ^ s^ ^ h u ^ f 1 93 s P o o o o i ^ h R > § V ? 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Pi cd u -£2 03 o (M Ti O Ph S Ph 03 o Ph O CO U o =+H a cS tu n1 r-j t-l O «+-( ;h 4-i ^ Is V -73 03 a (1) 03 Ph 03 OJ •+J t3 a; 4J >^ p— < 03 1 03 (U 4J o 01 o 02 n3 03 OJ (U a 03 C8 a 03 O a O 03 U 03 be -(J 3 t3 Ph a ,X3 CO 03 ^^ O o CO 03 > 03 a > 01 c o a 03 o OJ o o o CD 108 THE PROGRESS CHART 109 of letters and wordy reports; they will make it easy to discover inaccuracies in reports; they will make clear what is to be done and what has been done. Since the task of an executive is to get work done and the Gantt Progress Chart compares the work done with what was planned, it is evident that this chart pro- vides a method of measuring the service rendered by an executive. It is no longer necessary to depend upon general impressions in judging the ability of an ex- ecutive, since by the use of the Gantt chart executive ability is capable of being fairly accurately measured. CHAPTER IX CHARTING THE AMERICAN MERCHANT MARINE The Shipping Problem During the War During the war years of 1917 and 1918 Gantt charts were of great value in getting things done in the Ord- nance Department, the Navy, the Emergency Fleet, the Shipping Board, and other government departments. The following account of how the Gantt chart was applied to the handling of ships will show how it sim- plifies problems of the greatest magnitude and com- plexity. Even before the entrance of the United States into the war, shipping had undergone great changes; the number of ships at sea had been greatly decreased by losses due to submarines and raiders and by the intern- ment of German vessels; the production of foodstuffs in allied countries had suddenly decreased, causing a greater demand for the transportation of food from overseas; the increased production of war materials in Europe created a greater demand for raw materials and consequently more ships to carry them; the menace of the submarine made it necessary to convoy all vessels approaching or leaving Europe, causing untold delay; the submarine also drove all sailing vessels and all slow steamers from the North Atlantic. The concentration of millions of men on a narrow front in France focused 110 THE AMERICAN MERCHANT MARINE 111 the shipping of the world on that point and overtaxed existing docking facihties. All these circumstances combined to cause a shortage of shipping at a most critical time. As soon as the United States entered the war, steps were taken to build more ships. The Shipping Board was created and it formed a subsidiary organization called the "Emergency Fleet Corporation" to build ships, but the board itself operated them. The period of time which necessarily had to elapse before new ships could be built made the use of the existing ships even more important, if that were possible, than the building of new ones. The ships already at sea were, of course, going to whatever ports and carrying whatever cargoes the ship-owners found most profitable. Consequently, it became necessary for the Shipping Board to com- mandeer all vessels owned or leased by Americans and to charter as many additional vessels as possible from foreign nations. First Methods of Keeping Ship Records The handling of this large and ever-growing fleet was a stupendous task — probably the most difficult problem which had ever arisen in the shipping world. It was found impossible at first even to keep track of the movements of vessels in general, to say nothing of determining whether they were on the right jobs and do- ing their work efficiently. For a time there was little 23rogress. The old plan of tracing ships by sticking pins and flags on large maps was tried, but it was soon discovered that this system with its thousands of pins and flags was so cumbersome that it was impossible to 112 THE GANTT CHART follow the movements of even coastwise vessels. The most serious limitation of this system was that it did not take any account of time — a flag bearing the name of a steamer and stuck in a port gave no information as to how long the steamer had been there or where it had been before that. Card records were next tried, but there was such a mass of information and it was so difficult to secure any comprehensive idea of its tendencies or to visualize what was happening that the information remained buried in the files. At this point Mr. Gantt was called in. He first worked out a simple method of visualizing what the ships were doing day by day by means of ship move- ment charts of which some typical specimens are de- scribed below. Ship Movement Charts A right angle opening to the right indicated that the "Vesta" arrived in Baltimore on the 27th, coming from Port Arthur, Texas, loaded with oil (Figure 32) . She left Baltimore on the 28th and reached Nor- NOV. 25 29 2 e 9 13 16 1 pt] XRi Wf \> |SA m 17?! m BA UA ST- r? y.A?'] on .-A OR -01 K OIL J Figure 32. Movements of Tanker "Vesta" folk on the 2nd, sailing from there on the 3rd in ballast. After 6 days at sea, she arrived at Port Arthur and sailed from there on the 12th with oil for Norfolk. The "Kronstad," a Norwegian vessel chartered by THE AMERICAN MERCHANT MARINE 113 the United States government, sailed from New York with a general cargo and on the 14th arrived at Car- denas, on the north coast of Cuba, dropping anchor in the roadstead because she drew too much water to enter the harbor or tie up to the wharf (Figure 33) . By the 12 16 19 23 26 30 3 7 Nirr '0^ '/r |a?-| 1 ZAI =1 6L 6a} ? fM ^ BOSiOA n \m:f( p'/cl lEI ri OEIIAS t AR m 10 14 \1 21 24 28 31 4l \no IFO 'J<\ CO. kL \i!u TAi'lZ^J} su 5Af > m eW VC Rh n \Bosioh ^cu^a\ bAl.\ _ J Figure 33. Movements of SS. "Kronstad" next day she had loaded all the sugar in the warehouses, but her hold was not yet filled, so she weighed anchor and steamed to Caibarien and took on enough to make a full cargo. On the 18th, the "Kronstad" sailed for New York, which she reached on the 24th. After discharging part of her cargo at a refinery there, she steamed up through the Sound to Boston, where she discharged the re- mainder of the sugar. She then came back to New York for a general cargo, but not being able to pick up enough to fill up her holds, she went down to Nor- folk and took on coal. On the 15th, the "Kronstad" steamed into the har- bor of Matanzas where she lay at anchor 4 days while bags of sugar were loaded from lighters. 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O O S Ji g.^ O X o '3 r^ "^ 9 03 4J r3 y -— > ;s -S 1 i— - y; y^ C cj o 1 oj s a G, o ^ '^ a 03 t- ^H ^ 05 13 > .2 fc^ « (- c O fc. o X < ^ I J o tJ S-H o3 2 ^ n3 c C3 O 13 bfj c3 _=l '-^ 03 i_ la Hi 124 THE GANTT CHART for a "turnaround," as a round trip is called in shipping circles, by figuring the distance, the speed, and the possible time of loading. The only information whiclt was of any value was a record of what had actually been done in the past. Accordingly, charts were drawn showing turnarounds based on averages of all voyages for which accurate records were available and they pro- vided a fairly dependable basis for forecasting the dates on which vessels could be expected to discharge their cargoes. Ship Charts of Commodities One of the most important commodities to be brought into the country was nitrate, for it was used in the manufacture of nearly all explosives as well as for agricultural purposes, and neither the munitions nor the food programs could proceed without it. The large deposits in the northern part of Chile were the only source of supply and the nitrate was needed in the cen- tral and eastern states, so vessels had to come up the west coast of South America through the Panama Canal to Atlantic ports from Norfolk to Boston. The quantities required varied from. 178,000 long tons in January to 116,000 in August. These require- ments were entered at the top of a chart (see Figure 38) and immediately below them were shown the esti- mated deliveries, i.e., the tons of nitrate which could be delivered by the vessels chartered for that purpose. The first charts for nitrate were made up in February, 1918, and they made it clear that the vessels then on the nitrate trade could not bring in more than half of the requirements. The charts caused the assignment of II THE AMERICAN MERCHANT MARINE 125 additional vessels to the trade, but the average turn- around to North Atlantic ports was 66 days. Conse- quently it was not until May that the arriving vessels unloaded anywhere near a month's supply. At the end of July sufficient vessels had been chartered to meet our requirements up to the middle of November and there was ample time to assign additional vessels to bring in the total yearly requirements. The next line showed actual deliveries, which were, at the end of July, 2 months behind schedule. Below these lines showing deliveries there was a list of steamers and sailing vessels on the nitrate trade. During a good part of the year over ninety vessels were engaged in this trade. The amount of nitrate which each ship could carry was shown alongside the name, and under the proper week and month an angle indicated the date of arrival and figures showed the tons of nitrate actually delivered. Angles without figures indicated expected arrivals. Charts of this kind were made up for all of the com- modities which were imported in large quantities. They showed the progress made toward meeting the require- ments; they emphasized the necessity of allocating ves- sels to bring in specific commodities; and, when vessels were allocated, they showed what effect that action would have on meeting requirements. Individual Commodity Charts Many of the one hundred necessary commodities were brought in in part cargoes and from various parts of the world. In order to emphasize the savings in ships' time by importing from nearby countries, each 1 • * o ID D ^ !ii f^^ .^ ^ > z s- >0 o Cl ^n h o o s u Q. ^ li^ "» ^,_ ' cO 6) J) o l- z o _] r vO H o: o Q. 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CS -S .5 ^ '— I 2 -^ eS 2 S w 2 '^ % H (-5 > o 't; y a3 bC ;5 c - ^ -s CS 03 "^ _2 c 03 bC > «J y TS ;*> ^ =4H 03 S S y 'O _, t< y o3 >• '^ g y -2 y y 3 e^<1 -^ y ^ x IJ^ ir y y bc j;/ ^^ § *" -^ 9 S3 ,£2 "-5 !^ 03 -TS 129 130 • THE GANTT CHART of these commodities was shown on a separate chart. Figure 39 illustrates how the importation of castor beans stood on August 31. The requirements amounted to 10,000 long tons a year, or 883 per month, and when the chart was reproduced enough had been received to l^-st at that rate until October of the following year. Accordingly, no further import licenses were issued for castor beans and the vessels coming in from the various trade regions carried other necessary commodities. Summary of Imports In order to present the import situation so that it could be grasped as a whole, all of the necessary com- modities were listed alphabetically on a set of charts with the total at the top of the first sheet (see Figure 40). The first commodity, ammonia, was almost 7 months behind schedule, for although 575 tons were required per month, only about 100 tons had been re- ceived. Antimony metal was a month and a half behind the schedule, although some had been received every month as indicated by the light lines. Of the antimony ore only 2 months' supply had been received during the 7 months. Although the requirements for bananas were 30,700 tons per month, in the first 7 months in 1918 enough had been imported to meet the requirements for a year and a half. The vessels engaged in this trade were large, swift, seaworthy, and equipped with refrigerator compartments and, therefore, ideal for carrying meat to the troops in France. The chart made it plain that these banana boats should be taken off the West Indies trade and assigned to the army for trans- Atlantic service. THE AMERICAN MERCHANT MARINE 131 At the top of this chart the total requirements and dehveries were shown and the heav}^ Hne indicated that at the end of July requirements had not only been met, but slightly exceeded. The light lines showed that in January and February the deliveries had been consider- ably short of requirements, but the assignment of ves- sels to specific tasks and the embargoes placed on un- necessary commodities brought in during March the amount required and in the three succeeding months more than was needed — the surplus just balancing the shortage for January and February. It was clear at that time that there were more ships engaged in the im- port trade than were necessary and accordingly a large number of them were turned over to the siYmy with the result that in July there was only a slight surplus of imports. In other words, the Shipping Board was mak- ing progress in its task of bringing in the necessary imports with as few ships as possible. Individual Trade Region Charts In order to get better control over the cargoes car- ried, the world map was divided into 27 trade regions and for each region a set of charts was made up show- ing what commodities were required from that region, in what amounts, and the progress made in meeting the requirements. The chart of the East Asian region (see Figure 41) made it clear that at the end of Jul}^ the imports were almost a month ahead of schedule and pointed out the shortages and oversupply of the various commodities. When a ship was chartered for a voyage to any trade region, it was possible by consulting this chart to o H O z o _1 z I/) & o Cl z < < < UJ 6 2 r O UJ Q ? ? % 5: 5: s S: s cii us cvj n ■* y c> 5; z s S: ^ S ? 5: j£ s -S « -^ w ^ cij ■ t^ NJ w ^•^" ^ i^ hi CO S: s 5: ^ ,5 5: S i^ t-> ? ifi CJ -; cvi Ol t-l w f: ^ ^ ^ ^ \ ID < ^ S s S S ■S S S: S: P V) ^ s -^ -^ -^ s S: S S: M d •-; ~- ~~r ^ ^ S io| s Q. < ^ ^ s S 5 S: S: S: CM c> ti -i- 1 ^ ^ ^ rn ? 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