Additional Supervision Required The supervisors should not be required to handle the details of the operation of this system as it is impossible for them to do so in addition to their regular duties. Each supervisor should be given an assistant, who devotes his entire time to the study of standard schedules and methods, to the recording and study of performances, to the instruction of the foremen in regard to standard practice, and to checking in the field the reports of work done to guard against errors. (5) Force Distribution Incidental to standard methods in Maintenance of Way work is the feature which will provide for an equitable distribution of the available track force to the various sections. A procedure which the Committee suggests for consideration is the reduction of all features of track to the equivalent of one mile of first main track. A table of values, derived from actual costs extending over a period of years, for a main line division which was subject of special study, follows: One mile of first main track equivalent to: 1.15 miles of second main track; 1.33 miles of third or fourth main track; 2.00 miles of branch line track; 2.00 miles of passing and thoroughfare track; 3.33 miles of yard tracks; 12 main track switches; 20 side track switches; 10 railroad crossings; 12 city street crossings; 25 to 50 county road crossings; 1⁄2 mile track pans; 4 miles ditches. A form for the notation of these values per section and sub-division is shown in Exhibit "I." For the purpose of elasticity in use of the above form to meet the changing conditions of various elements of the track, it is suggested that the condition of the main elements per section be stated monthly and a "Condition Per Cent" of the whole section determined. This result applied to the equivalent mileage of the preceding form (Exhibit "I") gives the equated mileage for the section. The ratio of the equated mileage of the section to the total equated mileage of the division determines the number of men to be allotted to that section from the total number of men allotted the division. A form for noting "Condition Per Cent" per section is shown as (Exhibit "J"). This form shows tentative relative values for certain elements of track as determined from an analysis of the records of previous years modified so as to meet the renewal program and other seasonal work. This force distribution plan is a product of the application of standard methods and schedules, and is a development of the methodical direction and measurement of track work. It is described herein simply to indicate the form in which it may be developed. CONCLUSIONS The plan herein outlined and supplemented by the examples for illustrating its application, is based on the fundamental principles of good management. It is a well-defined plan for maintaining contact with and directing the work of a class of labor which, by reason of the extended territory over which it is spread, is usually isolated and remote from that close supervision and direction so necessary to economic results. It places available each day an accurate record of the performance of each gang, with its rating according to the established units of measure, for the use of the supervising officer in directing effort to increase the effectiveness of the gangs. (1) (2) Recommendations That the main feature of this plan, as described in- Section 2-Instructions to Foremen. Section 3 Planning and Dispatching. Section 4-Forms and Reports and Exhibits "A" to "H" inclusive be adopted and published in the Manual. That Section 5-Force Distribution and Exhibits "I" and "J" be received as information. METHOD FOR MAKING TIME STUDIES Time studies are made: First, to find the proper time to allow as standard for any given piece of work; second, to find the best method of doing the work, as to number of men, organization, sequence of separate operations, proper tools, speed of work, etc. These features are all developed through analysis of the work, separating it into the different operations, timing each one separately several times, and considering the factors that make the quickest time possible. Several time studies on each piece of work studied, are therefore necessary, as a single one may be misleading. The standard time is not the sum of the least time for all the operations, as in some instances these least times may represent some favorable conditions which only occur at long intervals or too strenuous work by the men for a short time, which could not be maintained continuously. The standard is the time in which the work to be performed can be done continuously by an industrious, trained and efficient gang. In track work there are several different types of time studies: 1. When one man does the entire piece of work, as in Tightening Bolts. 2.. When more than one man is required, a fixed gang is assigned and part are idle while the others work, as in Unloading Ballast from Hoppers. 3. Where more than one man is required, but where the working conditions are so elastic that no matter what size gang is provided, all the men can be worked, as in Laying Rail. Case No. 1 is simple. The operations in a typical case being: (a) Preliminary Oiling, (b) Walking from one joint to the next, (c) Tightening each bolt in order, (d) Foreman's supervision. If the gang has but three or four men, the Foreman should work like the others when tightening bolts and no time be added for Foreman's supervision. Case No. 2. The work train is a factor in the example described and a gang is usually detached for the work and sent with the train, hence, if delayed, the men are idle. In order not to delay the train the gang should be as large as can work effectively; if larger, a decided waste results, for the reason that the working space is restricted. Under each operation the items of work which go on simultaneously are noted with the number of men engaged in each (see Sample Time Study, Exhibit A). The sum of the identical times used for each operation, except Foreman's time, equals the elapsed time, and the proposed elapsed time multiplied by the standard gang (including Foreman) equals the proposed standard time. The Sample Time Study shows that 10 men were used but that it was seen 4 men on ground and 4 on cars would be ample and an 8 man gang was recommended. It will be noted that the standard times shown are not the lowest or the highest but are chosen as representing a good lively performance. Case No. 3 is simple although the gang is larger. When a squad of men finishes one operation they are put on another and all may be kept busy if the Foreman and his assistants are capable. The final standard time is made up of several simple time studies for, (a) Adzing, (b) Drawing spikes, (c) Lining out old rail, (d) Turning in new rail, (e) Placing joints, (f) Full bolting, (g) Full spiking. As to each separate individual operation, the following questions should be decided before setting the proposed standard time: 3. Is it done in the least time consistent with continuous performance? (SAMPLE TIME STUDY SHEET) TIME STUDY ON UNLOADING STONE BALLAST Made on... FROM HOPPERS Division, Section 60, at..... by J. Doe, date April 6, 1916; size of gang 10* men, 1 Foreman; weather, fair and cool. Foreman's Time.. Elapsed Time. Proposed Standard.... 10:10 a. m. 2 min., 2 men 10:21 a. m. 2 min., 2 men 2 min., 2 men 2 min., 4 men 2 min., 2 men 1 min., 2 men 10:32 a. m. 2 min., 2 men 1 2 min., 6 men 1 min., 2 men 2 min., 2 men 24 min., 6 men 2 min., 2 men 3 min., 2 men 13 min., 2 men 11 min., 1 man 11 min., 1 man 13 min., 1 man 11 min., 1 man 11 min., 9 men 99 min. * Recommend 8 men for this work. Delay by drop bottom sticking. METHOD: RENEWING RAIL-OUT OF FACE The method outlined will be for the simplest conditions, e. g., light curvature, no tie plates, new rail of same or heavier section, and both new and old rail laid with plain angle bars. Special conditions varying from the above can be met by changing the organization to meet their needs. The work preliminary to rail relaying consists of: (a) Scoring or preliminary adzing to enable spikes to be drawn more readily. (b) Drawing every third spike on one side. (c) Starting the remaining spikes. (d) Driving down stubs. (e) Removing anticreepers. (f) Driving tie plugs. (g) Rough adzing. (h) Setting up rail. The above should be done the first thing in the morning and the organization should be as given below. A typical organization is given for a 32-man gang, and this should be followed when the men are available. Another typical organization is given for a 22-man gang, which is less desirable, but may be followed when the gang cannot be filled to the larger number. TYPICAL GANG ORGANIZATION FOR WORK 32-MAN GANG 2 Men adzing around spikes to be drawn. 6 Men with claw bars drawing every third spike on outside of rail and starting remaining spikes on outside. 1 Man driving down stubs. 2 Men driving tie plugs every third spike. 4 Men rough adzing outside of rail base. 1 Man with small bar turning rail up for tong men to pick up. 12 Men with rail tongs picking up new rail and placing it on end of ties. 1 Man with small bar turning rail down on ties with head of rail toward and about 8 inches from the rail to come out. 1 Waterboy. 2 Foremen. 32 Men. METHOD AND DISTRIBUTION OF GANG FOR PRELIMINARY WORK The work is started by the adze-men cutting around the spikes. They are followed by the claw bar men, who should be spaced one main to a rail and instructed to pull every third spike on the outside of the rail and start the remaining outside spikes so that they may be readily pulled when |