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at the same time combined them with so many ideas derived from other sources that his resulting philosophical system is a truly original contribution to the subject. Certainly in his books he has expressed himself in a way which is in many respects far more effective than the style of the other scientific management or efficiency men.
361:, much of which work was centralized in shops at Topeka. Nevertheless, by the time Emerson had worked out from Topeka to the end of the 10,000 or so miles of road, his system was affecting 12,000 men, and he had a task upon his hands which took three years of time, and the assistance of a large staff of railway experts.
297:. His admiration for systematic method and perfect cooperation was further strengthened by studies under a European music teacher (a musician from the royal orchestra), by observation of the remarkable results obtained by breeders of fine horses, and by contact with A. B. Smith, a skilful railroad surveyor.
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In regard to his general thought, Emerson has received stimuli from many sources; but as concerns the application of efficiency to industrial plants, there is good ground for believing that he is much more deeply indebted to Taylor than to any other. Indeed, men well acquainted with both have told us
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It is agreed that the principles of scientific management were only part of them introduced on the Santa Fe. Nevertheless, the estimated savings were at the time put at enormous figures. Thus in the article from which the above quotations were taken, its writer estimated from figures contained in the
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was so arranged that it could be controlled from dispatch boards located in a central office; likewise on a bulletin board was indicated the progress in the repair of each locomotive. Most of the other changes — such as the centralization of work at Topeka, and the introduction of improved methods of
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On the other hand, it cannot be denied that
Emerson has brought into the field a great deal of original force. He may have adopted some of Taylor's ideas; but if so, his conduct is similar to the appropriation which every man makes of any scheme that appeals to him as useful; and beyond this, he has
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with its numerous heads, and substitutes for it the "line and staff" idea, under which there is but one boss (the line). The functional experts (or staff) whom
Emerson employs are not executive officers, but simply advise the single responsible authority; and it is the latter who puts all plans into
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Efficiency may thus be reckoned as below, above, or at 100 per cent. Although everyone receives his day rate, which is supposed to be a normal compensation when compared with prevailing wages, a man who cannot attain 66.7 per cent efficiency in the long run is regarded as subnormal and is in danger
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But before actually setting tasks, it was necessary to study and standardize all tools and equipment, and this led in itself to important improvements. Specially notable was the improvement in the care of belting, this being taken out of the hands of the workmen and put into those of specialists,
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during three years beginning in 1904. He has installed his system partially, though in no instance completely, in some 200 different plants from Alaska to Mexico, from
Louisiana to Canada, from Southern California to Maine. These activities were carried on through the Emerson Company, which late
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In 1895 he began a rapid survey of these, determining what their product and costs were compared to what they ought to be. In 1900 or 1902, he checked up minutely the losses occurring in the use of materials, while planning, scheduling, and dispatching work through a large factory.
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which is in its results practically the same as Gantt's "task and bonus" plan, except that under the Gantt system no bonus is paid until a man comes up to standard performance, in the hope that the large increase then suddenly granted will bring all up to a common productivity.
492:; he did not meet the latter until December, 1900, and the two never worked together. Emerson was present, however, when Taylor's "Shop Management" was read, in 1903, and did almost all of his mature work in the light (if he chose to use it) of that exposition.
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First, extreme emphasis was laid on the individual character of the relations of men and management: "The schedule is a moral contract or agreement with the men as to a particular machine operation, rate of wages and time. Any change in men calls for a new
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that
Emerson was once accustomed to refer to Taylor as the source of his ideas: Taylor he regarded as trying to do too much, as being in advance of his time; it was he, Emerson, who, by rendering lofty projects more practical, was able to achieve results.
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president's annual report that during the fiscal year ending June 30, 1906, fully a million and half quarter of dollars were saved. Other critics were equally enthusiastic, and the work attracted a great deal of attention throughout the country.
242:, where he was dismissed in 1882 because of his progressive educational ideas. In the years after, Harrington had several jobs, including a frontier banker, land speculator, tax agent, troubleshooter, lecturer, and educator. In 1893, he joined
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which bases remuneration partly upon the "efficiency per cent" of the employee. Standard times are set on the basis of time study analysis, and the workman who just completes the same in the allotted time is credited with 100 per cent
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of discharge. At 67 per cent a small bonus is paid, which grows in size until at 90 per cent efficiency it reaches 10 per cent. Above this point one per cent in bonus is added for each additional one per cent gain in efficiency.
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The cause of starting
Emerson's "betterment work" as it was officially called, having been a strike, his first and most important aim was to establish a basis for permanent harmony by introducing an "individual effort and
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In memoriam to those who perished in the disaster to the
Titanic April 14th and 15th, 1912 : an address to the Club of Printing House Craftsmen of New York, delivered April 18th, at the hour of the landing of the
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Second, there was a lack of insistence on the selection of unusual men: "The standard time set is reasonable, and one that can be reached without extraordinary effort; is, in fact, such time as a good foreman would
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with a resulting saving of 70 per cent in the expense of belt maintenance. Perhaps the most interesting features which
Emerson introduced were the various routing and scheduling devices. All of the work in the
527:(2002) summarized Emerson's role and ideas. He stated, that Emerson had "argued that an efficient organisation was a necessary prerequisite to task and process efficiency. Rejecting the machine metaphor of
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failed, he became the general manager in a small glass factory. In 1900, he established the
Emerson Institute in New York City in order to focus on his work as efficiency engineer. Through the
313:, of which for six years he was registrar, secretary of the faculty, and head of a department. It was not until some years after this that he entered the profession of reorganizing
512:. His statement that the railroads could save $ 1,000,000 a day by introducing efficiency methods was the keynote which started the nationwide interest in the subject. His books,
531:, Emerson conceived of an organic organisation where efficiency was a natural occurrence, not an imposed set of targets and procedures - a concept that has a lot in common with
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system. His authority extended only to that one department known as the motive power department; and he was, therefore, concerned mainly with the maintenance and repair of
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Emerson had spent his youth in Europe. It was to French character, and to German military efficiency as evidenced before his eyes in the conduct of the
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were made (about 60,000 by March, 1907), tasks were set, and bonuses offered. There were several distinguishing features which marked this phase of
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And third, bonuses were paid to foremen. Thus the Santa Fe management sought to make of its employees industrious, well paid, and loyal workmen.
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Of all
Emerson's undertakings, however, that which has attracted the most attention was his "betterment work" introduced into the shops of the
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Planning department bulletin, showing how, under
Scientific Management, the work for each man or each machine is mapped out in advance, 1911.
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practice through command over his "line" subordinates. The idea is to avoid creating too many bosses, and yet operate under expert advice.
520:(1912), taken with his magazine articles and addresses, have perhaps done more than anything else to make "efficiency" a household word.
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195:, who founded the management consultancy firm Emerson Institute in New York City in 1900. Known for his pioneering contributions to
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246:'s campaign for the presidential election of 1896, which created the foundation for his career as efficiency engineer.
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Steven Kreis, 'The Diffusion of Scientific Management: the Bedaux Company in America and Britain, 1926-1945' in
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Emerson was married to Mary Crawford Suplee, and the youngest of their three daughters was the American painter
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that the railroads could save $ 1,000,000 a day started a nationwide interest in the subject of "efficiency".
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After returning to the United States in 1876, Emerson was appointed as Professor of Modern Languages at the
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199:, Emerson may have done more than anyone else to popularize the topic: His public testimony in 1910 to the
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According to Drury (1918) Emerson has done more than any other single man to popularize the subject of
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to Edwin Emerson, a Professor of Political science, and Mary Louisa (Ingham) Emerson, daughter of
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were in organizing and standardizing one of the new western state universities, the
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353:, Harrington Emerson was given the task of reorganizing certain features of the
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516:(a reprint in 1911 of periodical contributions of 1908 and 1909), and
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He calls his system "efficiency" rather than "scientific management."
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Record of efficiency and costs in locomotive repairs by Emerson, 1912
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The railroad situation; why 30 per cent rate increase is not enough
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Shop betterment and the individual effort method of profit-sharing
293:, that Emerson attributes his strongest ideal — the setting up of
818:. 2d ed., rev. Published 1918 by Columbia university in New York.
800:. 2d ed., rev. Published 1918 by Columbia university in New York
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219:, a U.S. Congressman and U.S. Treasury Secretary under President
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and a management philosophy that remains valid and important."
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1910s employs between forty and fifty efficiency specialists.
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Emerson's system of efficiency and scientific management
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Emerson's earlier efforts in the field of systematizing
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Earlier efforts in the field of systematizing management
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A Mental Revolution: Scientific Management Since Taylor
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187:(August 2, 1853 – September 2, 1931) was an American
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722:Studies in History, Economics, and Public Law
556:Efficiency as a Basis for Operation and Wages
823:The Oxford Handbook of Management Consulting
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547:The engineer and the road to the gold fields
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147:American Society of Mechanical Engineers
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595:. New York, The Emerson Engineers. 1920
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423:Emerson distinguished his system from
377:as it was introduced on the Santa Fe:
926:Technical University of Munich alumni
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265:, he got acquainted with the work of
249:In 1897, Emerson started focusing on
882:with Biographical or Historical Note
873:Harrington Emerson Papers, 1848-1931
637:Harrington Emerson Papers, 1848-1931
285:The ideal of setting up of standards
569:The twelve principles of efficiency
523:In "A short history of efficiency"
518:The Twelve Principles of Efficiency
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427:based on three characteristics:
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117:Edwin Emerson, Maria Louisa Ingham
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664:Kipping & Clark (2012, p. 33)
931:Expatriates in the German Empire
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255:Electric Storage Battery Company
161:Electric Storage Battery Company
921:People from Trenton, New Jersey
916:American management consultants
906:20th-century American engineers
586:. New York : Emerson. 1912
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472:Emerson and Frederick W. Taylor
345:painting cars around 1900-1930.
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201:Interstate Commerce Commission
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849:A short history of efficiency
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611:International Railway Journal
463:Emerson has thus developed a
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911:American business theorists
225:Technical University Munich
170:Emerson Institute, New York
90:Technical University Munich
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786:This article incorporates
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941:Engineers from New Jersey
724:. Vol. 65. p. 401. 1915.
605:Harrison Emerson (1905) "
349:In May, 1904, because of
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19:Not to be confused with
810:Horace Bookwalter Drury
792:Horace Bookwalter Drury
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788:public domain material
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311:University of Nebraska
251:mechanical engineering
244:William Jennings Bryan
240:University of Nebraska
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157:University of Nebraska
137:Mechanical engineering
133:Efficiency engineering
733:Emerson (1905, p. 61)
600:Articles, a selection
589:Emerson, Harrington.
579:Emerson, Harrington.
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553:Emerson, Harrington.
544:Emerson, Harrington.
529:scientific management
510:scientific management
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444:functional management
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197:scientific management
173:Scientific management
613:Vol. 13. p. 61.
574:Engineering Magazine
561:Engineering Magazine
484:by Georges Chevalier
211:Emerson was born in
99:Mary Crawford Suplee
862:13.4 (2002): 38-47.
490:Frederick W. Taylor
291:Franco-Prussian War
267:Frederick W. Taylor
213:Trenton, New Jersey
189:efficiency engineer
59:Trenton, New Jersey
878:2018-06-23 at the
854:2013-10-22 at the
642:2018-06-23 at the
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480:Emerson in a 1929
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185:Harrington Emerson
123:Engineering career
30:Harrington Emerson
21:Emerson Harrington
770:Witzel (2002, 38)
761:Drury, p. 127-128
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712:Drury, p. 140-142
655:Kreis (1992: 156)
315:industrial plants
259:Alaskan Gold Rush
193:business theorist
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465:wage system
455:efficiency.
452:wage system
442:He opposed
359:locomotives
153:Employer(s)
78:Nationality
890:Categories
618:References
514:Efficiency
482:Autochrome
382:schedule."
307:management
129:Discipline
51:1853-08-02
583:survivors
504:Reception
295:standards
207:Biography
114:Parent(s)
86:Education
876:Archived
852:Archived
640:Archived
386:demand."
167:Projects
104:Children
81:American
832:(1992)
576:, 1912.
563:, 1909.
835:"Link"
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