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Our present force of over 15,000 agents must be heavily reinforced immediately in order to take care of the tremendous increase in business which the popularity of the Oliver Typewriter has created.

We want an agent at every point in the United States where apostoffice is located —a man on the ground—to represent the Oliver Typewriter and give practical demonstration of its merits to prospective purchasers. Such agents, whether devoting all their time to the work or making it merely a side line in connection with their regular business, can easily make the Oliver Typewriter agency an important source of income.

Resident Agents who demonstrate exceptional sales ability will be given opportunities of advancement to important positions in the Oliver Sales Organization.

The Oliver Typewriter touches the highest point of efficiency yet reached in mechanical writing. It leads in sales all

over the world by giving unparalleled


No other typewriter has ever been able to overtake its speed. With several hundred less parts than other standard typewriters, it has the advantage of startling simplicity, and almost unlimited endurance. It writes in sight. It rules horizontal or perpendicular lines. It makes as high as twenty clear carbon copies at a time. It writes on any form, from a postage stamp to the widest insurance policy.

The catalog, sent free on request, explains in detail all the unique advantages, and the many brilliant innovations that have made it supreme in sales.


The Standard Visible Writmr



The Oliver Typewriter—the $100 machine—the very latest model—is now offered to the public on the popular selling plan of "Seventeen-Centsa-Day." Oliver agents, in addition to other advantages, can buy the Oliver and sell the Oliver on these astonishing terms. The "Seventeen-Cents-a-Day" Plan is a wonderful aid to our agents. For anybody and everybody can easily pay Seventeen-Cents-a-Day 1

Write for Book, "The Rise of the Local Agent"

To fully realize what this opportunity moans to you, you must read the book entitled "The Rise of the Local Agent." Here you; will find little stories of big successes achieved by men who began as Local Agents for the Oliver Typewriter. How clerks, printers, telegraph operators, merchants, men in many different lines of business took up this highly profitable work and won out.

The book and details of our Local Agency Plan will be sent you free on request.

Address at once our Agency Department

^ The Oliver Typewriter Co.

234 Oliver Typewriter Building (7i) Chicago, 111., U. S. A.



VOL. XV MARCH. 1911 NO. 1




'* IVE an American a few

m tons of dynamite and a

I mountain to bore through

% T in a month and he is

V^_^^ happy," said an efficiency engineer to me the other day. "Americans love to do big things in a great hurry. They despise small things. A structural shop orders the supplies from a rolling mill. The big beams are promptly shipped. The angles and smaller pieces do not come for weeks or months. The superintendent of the structural shop pleads for permission to begin work immediately on material not deliverable for three months. If permitted to do the work ahead of time he clamors for permission to ship it. He is always ahead on big work, always behind on small work, and this means a great waste of time and energy."

But we are coming to the day when the smaller things will be recognized as of as much importance in the problem of production as the larger, the day when the man beside the machine and his capacity for work and wage will be more closely considered. In fact, in certain centers where the big activities hold sway there is already a mighty and successful effort toward right planning, right execution and right reward for the toiler. In these places such marvels of economy are being wrought by bright

master minds as to stagger the imagination of the men of the old school of wasters whose motto was "Get there," and who recked not of the cost.

Yes, the science of business and industrial efficiency, scoffed at by the headlong egoists who thought they were doing big things in the best way, but often were only misdoing and wasting, has been tried out and may be definitely and demonstrably -declared to have won.

The science of efficiency! Here is a new, big, vital and tremendously important subject that is engaging the best minds in some of the great industrial plants of the country, and has been taken up by some of the railroads which are emulating the luminous example of the Santa Fe, a railroad company that has done wonders in conserving its own forces, saving millions of money and organizing its workmen on a system that is nothing short of altruistic.

Who conceived this principle of efficiency, the thing that is now so intensively engaging the master minds of industry? Well, of course the idea of economy in production has always been insisted upon by the heads of great plants, but time has shown that it has not always been intelligent and successful economy, and as for humane dealings with employees, they rarely have been considered in the scale. But think of


Copyright. 1911, by Technical World Company.


An Enthusiastic Advocatf Op Efficiency. The celebrated lawyer, Louis I). Brandeis, who told the railways how tu save a million a day.

an economy both intelligent and successful and in which the idea of the fair deal is always uppermost; for without the fair deal there can be no economy and no efficiency. Let us give credit where credit is due. After a careful study of the genesis of this great movement I find that to Frederick W. Taylor, formerly chief engineer of the Midvale Steel Works, belongs the honor of introducing scientific efficiency in this country. Some of the men who are doing things in his line call him "the Father of Efficiency," and lie deserves the title.

Scientific labor management had its first successful demonstration at the Midvale Works in the latter eighties.

but it is only of recent years that it has received its great impetus. Taylor introduced a differential rate system for the employees by which those that could do a certain amount of work in a day received a certain amount for each piece, while those that were not capable of reaching the standard were given a smaller rate. Under the old piece work plan, a man that had been turning out five pieces a day received $2.50. Under the new system when they turn out ten they receive $3.50. Thus the total cost of a piece was reduced from $1.17 to 69 cents while the daily pay of the man was $1 more.

Then Taylor introduced into the same plant a method of dividing the work of tire-turning into a number of short operations, fixing a certain time and pay for each. This new system increased the output from the tire department fully thirty-three per cent.

So successful was Taylor at Midvale with his new ideas of industrial economy that other manufacturers employed him to improve conditions in their shops and factories. He w-orked quietly and nearly always made marked improvements. Meantime he devoted himself to the study of efficiency, both for the benefit of employer and employee. Other men, followers of his, have gone farther in this line and made more famous successes, but such distinguished students of efficiency as Louis D. Brandeis. Frank B. Gilbreth. Harrington Emerson, and H. L. Gantt acknowledge themselves as disciples of Frederick W. Taylor.

It has taken a good many years to get the idea of scientific efficiency into the minds of our captains of industry. A large proportion of them still adhere to the old methods and are not willing to

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