90 APPLYING EFFICIENCY PKINCIPLBS
existing state of planning, and therefore is different in
every case, but a few fundamental principles will always
apply.
The Ideal in planniijg is to obtain a coincidence of
certain events as to time, and sometimes as to place.
Suppose an order is about to go to a group of departments,
1, 2 and 3, for an article composed of parts
A, B, and C Department 1 makes parts A and B. Department
2 makes part C. Department 3 assembles A,
B, and C into the finished article. The superintendent
of the three departments knows when he wants the
finished article. The foreman of Department 3 knows
in about what time he can assemble it. Similarly, the
foremen of Departments 1 and 2 know roughly how
long it will take their departments to make the parts
required of them. The four men have among them
the knowledge, though probably only to a rough approximation,
that is necessary to plan the main outlines
of the progress of this order through the three
departments. If they are brought together, the superintendent
can state when he wants the article; the foreman
of the Assembly Department can state when he
wants the parts; the foremen of Departments 1 and 2
can state the possibilities of their departments; then
the superintendent and the other foremen can adjust
their requirements accordingly until a definite program
is agreed upon. Hence, usually one of the first
steps necessary in order to get some kind of crude planning
going is to get the line officers immediately concerned
together at regular and frequent intervals in a
planning meeting, and to have them therein determine
departmental delivery dates of the shop orders.
Such a planning meeting has not only to lay out approximate
departmental and final delivery dates for