We are sure that many have performed such a task of planning. Unknowingly, we have actually developed a FLOW CHART for our vacation travel. By study and planning, we cut out needless miles and expense, and, consequently, enjoyed a trip that was complete and yet within the family budget.
On the same concept let's try 5 different steps to analyse our industry :-

Step1

Step2

Step3

Step4

Step5

That which is within your immidiate capacity to undertake do it immediately. Strive to apply a Rational Spirit-of-Enquiry to that which is not so easy to undertake That which is Rational- Spirit-of-Enquiry cannot uncover does not exist. Obstacles cannot stop you if you insist on using Reason. If you isolate yourself and concentrate on the problem, Reason will lead you to an estimate of how to best tackle it

Step 1 A "Trip" Through Your Plant In your plant are areas and operations which likewise represent stop-over points and distances of travel. The up-to-date layout of your plant or warehouse is your map. The processing or manufacturing equipment are the points of interest. The storage areas, both temporary and permanent, are stop-over points. You have a budget which demands economy in manufacturing costs-yet not so critical as to affect quality of product or promote employee disturbances. You have a time element to consider because of time allowable. Here are all the necessary tools for analysis and planning. These, together with some concentrated study and thought and a red pencil for tracing material travel, and you are on your way to developing an operational FLOW CHART for your specific problem and industry. It is impossible to project a motor trip that is "typical" to all time, geographical, and other considerations. Likewise, it is impossible to develop a general FLOW CHART which is acceptable to all industries. For in our national industrial picture we have a multiplicity of companies engaged in the manufacture, or warehousing, of innumerable commodities. The difference in production steps because of product construction sets one industry apart from another. Yet, regardless of what the industry is engaged in, basic principles of buying and selling pertain.

Step 2 Use Manpower Advantageously In every instance of manufacturing, processing, or warehousing where the human element is used, you are buying and selling manpower. The cost of manpower purchased per manufacturing hour is recognized burden cost. The method by which the energy derived from that manpower is properly used is the means of alleviating that burden. Manpower can be a necessity or a luxury on the payroll cost sheet. Its classification in your plant or working areas has a direct bearing on your operational efficiency. The use of manpower advantageously-for the most productive efforts-is an important factor. In order to determine whether you are using manpower advantageously, that manpower and its utilization must be measured and analyzed. This is a accomplished through the use of a FLOW CHART-a chart that notes every position of men and materials in regard to time and motion necessary to accomplish the progressive manufacture or processing of a product.

Step 3 Flow Chart Symbols and Meanings Any individual cost-consciously aware of the economic possibilities in his operation can develop a FLOW CHART customed to his particular working area if he knows the fundamentals of flow. These elements, and the recognized symbols for them, are: LARGE CIRCLE. Designates a materials handling operation such as unloading or loading a car, truck, or conveyance. SMALL CIRCLE. Designates transportation of material, such as to and from storage, or to and from a processing position. SQUARE. Designates inspection of material. TRIANGLE. Designates permanent storage. (Any time material is held within the designated storage areas before or after processing.) TRIANGLE WITHIN A TRIANGLE. Desigantes temporary storage. (Any point in processing flow where material is held up between moves, and yet leaves the processing area.) These fundamental elements will vary in accordance with the number of component parts in the ultimate product, and with methods utilized. However, there is always a transportation or movement necessary between operations in which manpower must be considered and analyzed-regardless of the industry or product involved.

Step 4 Sample Flow Chart On the following pages is a sample FLOW CHART, a graphic presentation of material flow and handling. Symbols, as described, and actions are entered. By following the flow of material from time of receipt through each step of process-noting the men and equipment involved, the distance of travel, and the time required-a picture of the problem is graphically developed. After the chart is developed to this stage,every movement is then minutely analyzed to determine where and how a program of simplification might be instituted, and how manpower might be freed for more productive work.

Step 5 Simplification of Methods Methods can be simplified by power equipment, materials and method of receipt, routing of materials and work, scheduling and planning-one or many of these. All are steps of accumulating costs, and therefore provide savings if any part where human energy is concerned is simplified or eliminated. The use of power equipment in the handling of material eliminates the "Law of Diminishing Returns" in human energy. Extracting capacity is maintained in every working hour because employee fatigue is eliminated. Human energy tires quickly under weight and pressure. Power equipment, properly maintained, provides constant energy and longevity of use.

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