A FACTOR OF EFFICIENCY

Wanganui Chronicle, Volume 83, Issue 244, 16 October 1939, Page 2

A FACTOR OF EFFICIENCY

WELL-PLANNED LAY-OI T I OR OFFICES A contributor to the New Zealand Accountants’ Journal mentions that some manufacturers, Aho recognise the advantages of a progressive policy in their workshop, are laggard in the improvement of the oilices. “Despite such organising lor efficiency in the factory/’ he writes, “it is by no means rare to encounter the paradox of thf antique in oilice routine and equipment, with office staff striving to keej. pace with modern factory plant and procedure. Undoubtedly the reason lor this state of affairs is the fact that while factory operations can comparatively easily be measured up by earning capacity, no such check is readily available as a test of efficient office organisation and management, 'time wastage is not. so apparent in the office as in the factory, but few vill gainsay its existence. “Also frequently overlooked is the obvious fact that each desk has its definite quota of overhead to cover in just the same way as factory plant. Each office desk means a certain t amount 01. outgoing in wages, depreciation, taxes, rent, insurance, supplies and other posit.*e items of expenditure. “The ‘flow’ of work in the factory may be studied and planned \..th meticulous care, and changes in layout or in work sequence will be undertaken to effect savings in time, yet in the office it is ihe rule, rather than the exception to find work so divided among clerks, and desks so awkardly placed that, one might almost be pardoned the thought that time study in office operations was directed towards securing maximum, rather than minimum, operation times. “The fact is that ‘time studies’ are rarely undertaken in our offices, nor is proper attention given to efficiency in the division of labour, nor to office 'layout. It is this latter problem with which this article will be concerned. It is not an exact science—far from it — and the circumstances of each case must figure largely in individual problems. Nevertheless, fundamentals are present in each case, and a proper appreciation of their relative importance provides a good starting point in 1 office planning. “Given adequate floor space, lighting and equipment, the office executive's next task is to ensure efficient placing and grouping of desks so that work ‘flows’ in the same manner as i that striven for in factory planning. : Step-saving should figure prominently i in the deliberations on this matter. It j is quite imnossible to dogmatise—the needs peculiar to each organisation

nust be closely studied, and all factors must be carefully weighed up. “It is a fact that most office remganising <*ffid planning takes place mly when a change of location bejomes nec.‘ w. When the occasion loes arise. size of the office war- ! ’ants such a step, I would say without hesitation that there is much wis- | lorn in making use of experts. It 1 loes not follow that their recommon- ’ lations can always bo accepted and j isod completely, but obviously the j 'xperience of such people and Ihe ex- j mriences and successful planning of j )thers which are made available . to ; hem in their company of trade ntera- 1 ure. is of value and should he chained.”