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Frederick Winslow Taylor 1856-1915

Frederick Winslow Taylor 1856-1915. Influences - Family History Father –Pennsylvania Quaker family –Lawyer –Owned farms and properties –Very Wealthy

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Page 1: Frederick Winslow Taylor 1856-1915. Influences - Family History Father –Pennsylvania Quaker family –Lawyer –Owned farms and properties –Very Wealthy

Frederick Winslow Taylor

1856-1915

Page 2: Frederick Winslow Taylor 1856-1915. Influences - Family History Father –Pennsylvania Quaker family –Lawyer –Owned farms and properties –Very Wealthy

Influences - Family History

• Father– Pennsylvania Quaker family– Lawyer– Owned farms and properties– Very Wealthy

Page 3: Frederick Winslow Taylor 1856-1915. Influences - Family History Father –Pennsylvania Quaker family –Lawyer –Owned farms and properties –Very Wealthy

Influences - Family History

• Mother - Emily Winslow (Delano)– New England Puritan Family– Related to Franklin Delano Roosevelt– Anti-slavery ‘agitator’– Campaigner for women’s rights– Child rearing philosophy based on ‘work,

drill and discipline’.– Believe in ‘definite instructions’ for Fred

Page 4: Frederick Winslow Taylor 1856-1915. Influences - Family History Father –Pennsylvania Quaker family –Lawyer –Owned farms and properties –Very Wealthy

Influences

• Affluent family• Attended Phillips

Exeter Academy• Destined for Harvard

Page 5: Frederick Winslow Taylor 1856-1915. Influences - Family History Father –Pennsylvania Quaker family –Lawyer –Owned farms and properties –Very Wealthy

Influences - Early Work

• Started as an Apprentice• 1878 - Midvale Steel as a Clerk

– Moved down the company ladder - laborer– Role changed almost monthly– Keeper of tools, assistant foreman, foreman,

master mechanic, director of research, chief engineer of the plan

• 1880-1883 Engineering at Stephens Institute

Page 6: Frederick Winslow Taylor 1856-1915. Influences - Family History Father –Pennsylvania Quaker family –Lawyer –Owned farms and properties –Very Wealthy

Influences - Other Than Mother

• Adam Smith - Process-driven model of management

Page 7: Frederick Winslow Taylor 1856-1915. Influences - Family History Father –Pennsylvania Quaker family –Lawyer –Owned farms and properties –Very Wealthy

Tendencies

• Incredibly driven problem solver• Inventor

– Taylor-White process for treating tool steel– Spawned over forty patents

• Sportsman• Passion for Order and Efficiency• Persistent• Personal Tendencies

Page 8: Frederick Winslow Taylor 1856-1915. Influences - Family History Father –Pennsylvania Quaker family –Lawyer –Owned farms and properties –Very Wealthy

Accomplishments & Theories

• 1889 - Bethlehem Steel Company– Tried wide ranging

changes– Fired in 1901– Experience laid the

basis for theories of Scientific Management

Page 9: Frederick Winslow Taylor 1856-1915. Influences - Family History Father –Pennsylvania Quaker family –Lawyer –Owned farms and properties –Very Wealthy

Scientific Management• Workers engaged in

“soldiering”• Superiors had no

idea how long a job should take

• No one thought to examine the nature of people’s work

Page 10: Frederick Winslow Taylor 1856-1915. Influences - Family History Father –Pennsylvania Quaker family –Lawyer –Owned farms and properties –Very Wealthy

Scientific Management• Armed with

stopwatch, examined exactly what happened and how long it took

• Minute examination allows an observer to establish a best means of carrying out the job

Page 11: Frederick Winslow Taylor 1856-1915. Influences - Family History Father –Pennsylvania Quaker family –Lawyer –Owned farms and properties –Very Wealthy

Scientific Management

• Workers would know what was expected

• Managers would know how much should be produced

• Reliable piecework rates, bonuses, penalties

Page 12: Frederick Winslow Taylor 1856-1915. Influences - Family History Father –Pennsylvania Quaker family –Lawyer –Owned farms and properties –Very Wealthy

Scientific Management

• Quality of the work had to be stressed before striving for an increased Quantity of work

• Paid for performance, not attendance

• Advocated daily feedback

• “Seventy five percent science and twenty five percent common sense”

Page 13: Frederick Winslow Taylor 1856-1915. Influences - Family History Father –Pennsylvania Quaker family –Lawyer –Owned farms and properties –Very Wealthy

Scientific Management Exercise

• Build 20 Pieces as specified:– Two Red 4x2– Two Black 4x2,

crosswise– One White 2x2, on

middle

Page 14: Frederick Winslow Taylor 1856-1915. Influences - Family History Father –Pennsylvania Quaker family –Lawyer –Owned farms and properties –Very Wealthy

Scientific Management - Results

• Watertown Arsenal (Labor Cost Reductions)– Packsaddle from $1.17 to $.54– 6” Gun from $10,229 to $6,950

• Typically, “Schmidt” increased production 400% while receiving 60% more pay

• Often boosted production

Page 15: Frederick Winslow Taylor 1856-1915. Influences - Family History Father –Pennsylvania Quaker family –Lawyer –Owned farms and properties –Very Wealthy

Scientific Management - Results

• 1910 - Harrington Emerson claimed the railroads could save $1 Million per day

• Immediate result was a dramatic cut in the cost of manufactured goods

• Potentially allowed for an increase in wages

• Also resulted in crude reductions in employee numbers

Page 16: Frederick Winslow Taylor 1856-1915. Influences - Family History Father –Pennsylvania Quaker family –Lawyer –Owned farms and properties –Very Wealthy

Frederick Taylor - Contributions

• Invented Management as a Science• Established the job of management as

measurement• Created middle management• Intended SM to cover the whole

organization• First management consultant

(“Consultant to Management”)

Page 17: Frederick Winslow Taylor 1856-1915. Influences - Family History Father –Pennsylvania Quaker family –Lawyer –Owned farms and properties –Very Wealthy

Frederick Taylor - Recap• Earned approximately $50,000 per year from

1900 to 1911 from consulting• Had three maids, estate superintendent,

cook, coachman and yard laborers• Taught in France and Germany• 1910 - refused his share of his father’s

$900,000 estate• 1915 - Taylor’s estate worth $700,000• Died after a lecture tour in Cleveland

Page 18: Frederick Winslow Taylor 1856-1915. Influences - Family History Father –Pennsylvania Quaker family –Lawyer –Owned farms and properties –Very Wealthy

Frederick Taylor - Supporters• First International

Management Theory– Japanese– Lenin– Henri Le Chatelier

• Frank & Lilian Gilbreth• Peter Drucker• Henry Gantt• Henry Ford• Hugo Munsterbuerg• Champy/Hammer

Page 19: Frederick Winslow Taylor 1856-1915. Influences - Family History Father –Pennsylvania Quaker family –Lawyer –Owned farms and properties –Very Wealthy

Frederick Taylor - Criticisms

• Relied on money to motivate• Efficiency before ethics• Views in accord with socialism• Increased wages until competitions

catches up• Built on a lack of trust, a lack of respect

for the worth, wit and intelligence of individuals

Page 20: Frederick Winslow Taylor 1856-1915. Influences - Family History Father –Pennsylvania Quaker family –Lawyer –Owned farms and properties –Very Wealthy

Frederick Taylor - Criticisms

• Eliminated qualified, professional work

• Focus on making the task more stupid

• Believed people did not need to be told what was happening elsewhere in the organization

• Employees had to ‘turn off their minds’

• Denied people their individuality

Page 21: Frederick Winslow Taylor 1856-1915. Influences - Family History Father –Pennsylvania Quaker family –Lawyer –Owned farms and properties –Very Wealthy

Frederick Taylor - Criticisms

• 1909 - U.S. Steel, 3500 workers revolt

• 1911 - Taylor questioned at a special committee of the U.S. House of Representatives

• Nightmare visions explored in literature

Page 22: Frederick Winslow Taylor 1856-1915. Influences - Family History Father –Pennsylvania Quaker family –Lawyer –Owned farms and properties –Very Wealthy

Where Do We Go From Here?• Peter Drucker

– Knowledge workers are “abysmally unproductive”

– Challenge of the next century is to increase the productivity of knowledge workers

• Lucier and Torsilieri– Routine work (80%)

needs to be standardized.

– Complex decisions should be outsourced