Music Trade Review
Issue: 1919 Vol. 69 N. 3 - Page 7
Music Trade Review -- © mbsi.org, arcade-museum.com -- digitized with support from namm.org
THE MUSIC TRADE
JULY 19, 1919
REVIEW
l^nmmiiiiiiiiiiiMiwmiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiitiiiiiiitiiiiiiiiim
mony. He cannot, in person, supervise the ef-
forts of each individual in the organization—so
he appoints his assistants, usually called depart-
ment managers, and they in turn each have their
assistants, each with a specific responsibility
over the duties of a given group of men.
|
The Third of a Series of Four Articles by A. S. BOND, President, Packard Piano Co.
|
Each man in the organization has one thing
^i
n TiitiiiiiiitiiiiiMiiiiiiMiitisiitiiiiiiiiiiitiiiiinirtirtiiiiiiTiit TIILII in II I ittnrti I in IIIII DI HI HI iti HI if I null 11 I HI II iminti tifi M I n if I initm iitm tu I M iti HI II I HI 11 I ittttatttirtu tiir^ to do—usually that which he knows best how
The reason why work in so many offices is your plan, covering your present duties, so as to do, and the mental or physical effort re-
never done—that the employe never catches up to catch the time to perform an occasional piece quired to do that one thing can, as a rule, be
with it—and is always behind instead of ahead— of higher-caliber work handled by the man classified into several things.
Tracing organization from the head right
is because either the employe or the employer, "higher up."
or both, have not made a definite job of each
Standardize your attitude as regards your on down to the workman at the bench—the
employe's work.
work. Learn to love it, because by loving it, workman, as an individual, is an organization
There are, of course, limitations as to how it will encourage the very best talent and abil- all his own, personally supervising his own
thoughts and movements.
much work an office employe can handle in a ity that you have in you.
Standardization comes along, based on
day—or week, going" at high-pressure, not sacri-
And that will make your results speed up—in
ai: intelligent investigation of facts and fig-
ficing quality for quantity.
quantity and quality.
An employe draws his wages from his em- ures, and determines what is a fair and just
An employe owes it to himself and to his em-
ployer—and the employer owes it to himself and ployer, but he draws his success from his own average in production for each man on the
job—and for each department.
to his employe—to determine, first, that the personal effort.
It studies the way the work is being handled
amount of work to be done on either a per
Get your mental attitude right toward your
day or per week average is not more t'.a 1 the work—regard it as an opportunity that you're —looks for the wastes in time and effort, and
one man can do—nor any less than one man working yourself through—look upon everything works out a definite program covering the
can do.
you do as being of as much benefit for your quickest, simplest, smoothest, most economical
own
success as it is for your employer's success way—quality considered—of handling each job.
The employe should make a chart sheet cover-
This program is then "sold" to the organiza-
ing every angle of his work—in a tabulated, —and some startling things will soon begin to
tion,
collectively and individually, and each man
click!
classified way. The estimated per day or per
week or per month time required to handle each
Remember that you—an employe—are a great, is then given a goal to reach in output and in
classification of duty should be specified on big mental machine. You, yourself, are running results.
Everybody wants standardization who knows
the chart—based, of course, on an average cov- that machine. No one else can run it for you.
what
it is.
ering previous experience on approximate out-
Think to yourself—talk to yourself—figure
put.
out things for yourself—and make out a pro- Few people want it who don't know what it is.
If it can be taken for granted that every man
The output of many office employes is restrict- gram of it all. Base your program on cold,
ed, due to too frequent interruptions. And hard analysis—reason it out in every fine point —whether he be shop employe, office employe,
many of these interruptions are unnecessary. —and live up to your program. That's stand- salesman or executive—is interested in his own
success, it can be safely assumed that he will
Not all interruptions can be prevented—but ardization of personal effort.
be
ready, willing and anxious to adopt stand-
All intelligently directed effort requires a
the majority of them can be by formulating
definite rules as to the time and place that mis- plan. And that's where the need for organiza- ardization in his personal efforts.
For standardization will enable him to do
tion begins. All big things are done through or-
cellaneous matters are to be discussed.
If interruptions are not necessary they should ganization—getting thinkers and workers to- more—in an easier and better way—and in less
be cut out; but if any, or all of them, are neces- gether as a unit, and all pull together toward a time. Standardization makes a man's effort
more valuable to himself and to his employer.
sary they should either be handled on a basis common aim.
It enables him to actually know the limita-
so that they won't interrupt or lumped to-
Without organization we would have no rail-
gether and handled at one time, and placed roads, steamships, telephones, skyscrapers. The tions in quantity and quality of his own per-
on the chart sheet and be recognized as a defi- world's progress has lifted humanity beyond the sonal effort—and gives him an intelligently
nite part of the day's work.
sphere of one-man activity. It now requires thought-out program, based on previous experi-
An employe should not look upon his work as a bunch of people, each with a definite knowl- ence, so that he may do his work expertly with-
one lump sum of duties to be done "as soon as edge and ability along one line, to produce and out commotion, hurry or strain.
Standardization is organized common sense.
he can," but as a great many small lumps—and deliver any commodity or carry out any big
It puts the thought—"Profit by Your Experi-
with a definite, set, regular time each day or undertaking.
each week to execute them.
In the footsteps of organization came the need ence"—on a definite working-out basis for the
mutual good of employe and employer alike.
Each employe should standardize the growth for standardization.
Standardization is the head—the brains—of
of his value to his employer by trying to do
his work each day smoother, quicker, better, more organization.
NEW INCORPORATION
thorough than he did the day before—or the
The head of an organization requires an in-
The Jessup Lank Piano Co. has been incorpo-
week or month before.
dividual—a man, a human being, just like you
rated under the laws of Delaware, by J. Ivery
The employe—to gain promotion—should or me.
His job is to get the whole organization, to Jessup, Oscar B. Lank and George G. Steigler,
make himself too valuable for his present job.
The first step is to plan your work, and work work together with mental and physical har- of Wilmington. The capital stock is $100,000.
( Standardization—Its Meaning and Its
|
I
Application to the Piano Industry |
What's in a name?
In the case of "Wickham"
it is the assurance of a
perfect piano plate« : : : :
Wickham United Industries
Wickham Piano Plate Co.
The Wickham Co. ot New Jersey
SPRINGFIELD, OHIO
MAT A WAN, NEW JERSEY
THE MUSIC TRADE
JULY 19, 1919
REVIEW
l^nmmiiiiiiiiiiiMiwmiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiitiiiiiiitiiiiiiiiim
mony. He cannot, in person, supervise the ef-
forts of each individual in the organization—so
he appoints his assistants, usually called depart-
ment managers, and they in turn each have their
assistants, each with a specific responsibility
over the duties of a given group of men.
|
The Third of a Series of Four Articles by A. S. BOND, President, Packard Piano Co.
|
Each man in the organization has one thing
^i
n TiitiiiiiiitiiiiiMiiiiiiMiitisiitiiiiiiiiiiitiiiiinirtirtiiiiiiTiit TIILII in II I ittnrti I in IIIII DI HI HI iti HI if I null 11 I HI II iminti tifi M I n if I initm iitm tu I M iti HI II I HI 11 I ittttatttirtu tiir^ to do—usually that which he knows best how
The reason why work in so many offices is your plan, covering your present duties, so as to do, and the mental or physical effort re-
never done—that the employe never catches up to catch the time to perform an occasional piece quired to do that one thing can, as a rule, be
with it—and is always behind instead of ahead— of higher-caliber work handled by the man classified into several things.
Tracing organization from the head right
is because either the employe or the employer, "higher up."
or both, have not made a definite job of each
Standardize your attitude as regards your on down to the workman at the bench—the
employe's work.
work. Learn to love it, because by loving it, workman, as an individual, is an organization
There are, of course, limitations as to how it will encourage the very best talent and abil- all his own, personally supervising his own
thoughts and movements.
much work an office employe can handle in a ity that you have in you.
Standardization comes along, based on
day—or week, going" at high-pressure, not sacri-
And that will make your results speed up—in
ai: intelligent investigation of facts and fig-
ficing quality for quantity.
quantity and quality.
An employe draws his wages from his em- ures, and determines what is a fair and just
An employe owes it to himself and to his em-
ployer—and the employer owes it to himself and ployer, but he draws his success from his own average in production for each man on the
job—and for each department.
to his employe—to determine, first, that the personal effort.
It studies the way the work is being handled
amount of work to be done on either a per
Get your mental attitude right toward your
day or per week average is not more t'.a 1 the work—regard it as an opportunity that you're —looks for the wastes in time and effort, and
one man can do—nor any less than one man working yourself through—look upon everything works out a definite program covering the
can do.
you do as being of as much benefit for your quickest, simplest, smoothest, most economical
own
success as it is for your employer's success way—quality considered—of handling each job.
The employe should make a chart sheet cover-
This program is then "sold" to the organiza-
ing every angle of his work—in a tabulated, —and some startling things will soon begin to
tion,
collectively and individually, and each man
click!
classified way. The estimated per day or per
week or per month time required to handle each
Remember that you—an employe—are a great, is then given a goal to reach in output and in
classification of duty should be specified on big mental machine. You, yourself, are running results.
Everybody wants standardization who knows
the chart—based, of course, on an average cov- that machine. No one else can run it for you.
what
it is.
ering previous experience on approximate out-
Think to yourself—talk to yourself—figure
put.
out things for yourself—and make out a pro- Few people want it who don't know what it is.
If it can be taken for granted that every man
The output of many office employes is restrict- gram of it all. Base your program on cold,
ed, due to too frequent interruptions. And hard analysis—reason it out in every fine point —whether he be shop employe, office employe,
many of these interruptions are unnecessary. —and live up to your program. That's stand- salesman or executive—is interested in his own
success, it can be safely assumed that he will
Not all interruptions can be prevented—but ardization of personal effort.
be
ready, willing and anxious to adopt stand-
All intelligently directed effort requires a
the majority of them can be by formulating
definite rules as to the time and place that mis- plan. And that's where the need for organiza- ardization in his personal efforts.
For standardization will enable him to do
tion begins. All big things are done through or-
cellaneous matters are to be discussed.
If interruptions are not necessary they should ganization—getting thinkers and workers to- more—in an easier and better way—and in less
be cut out; but if any, or all of them, are neces- gether as a unit, and all pull together toward a time. Standardization makes a man's effort
more valuable to himself and to his employer.
sary they should either be handled on a basis common aim.
It enables him to actually know the limita-
so that they won't interrupt or lumped to-
Without organization we would have no rail-
gether and handled at one time, and placed roads, steamships, telephones, skyscrapers. The tions in quantity and quality of his own per-
on the chart sheet and be recognized as a defi- world's progress has lifted humanity beyond the sonal effort—and gives him an intelligently
nite part of the day's work.
sphere of one-man activity. It now requires thought-out program, based on previous experi-
An employe should not look upon his work as a bunch of people, each with a definite knowl- ence, so that he may do his work expertly with-
one lump sum of duties to be done "as soon as edge and ability along one line, to produce and out commotion, hurry or strain.
Standardization is organized common sense.
he can," but as a great many small lumps—and deliver any commodity or carry out any big
It puts the thought—"Profit by Your Experi-
with a definite, set, regular time each day or undertaking.
each week to execute them.
In the footsteps of organization came the need ence"—on a definite working-out basis for the
mutual good of employe and employer alike.
Each employe should standardize the growth for standardization.
Standardization is the head—the brains—of
of his value to his employer by trying to do
his work each day smoother, quicker, better, more organization.
NEW INCORPORATION
thorough than he did the day before—or the
The head of an organization requires an in-
The Jessup Lank Piano Co. has been incorpo-
week or month before.
dividual—a man, a human being, just like you
rated under the laws of Delaware, by J. Ivery
The employe—to gain promotion—should or me.
His job is to get the whole organization, to Jessup, Oscar B. Lank and George G. Steigler,
make himself too valuable for his present job.
The first step is to plan your work, and work work together with mental and physical har- of Wilmington. The capital stock is $100,000.
( Standardization—Its Meaning and Its
|
I
Application to the Piano Industry |
What's in a name?
In the case of "Wickham"
it is the assurance of a
perfect piano plate« : : : :
Wickham United Industries
Wickham Piano Plate Co.
The Wickham Co. ot New Jersey
SPRINGFIELD, OHIO
MAT A WAN, NEW JERSEY
Future scanning projects are planned by the International Arcade Museum Library (IAML).