Frederick Winslow Taylor and Frank and Lillian Gilbreth all made great contributions in the area of operational approach to management. As the United States moved into the industrial age, management faced with the challenge of changing the pre industrial revolution people (Eldred 2000a). Before the industrial revolution and the creation of large factories and assembly lines, artisan workers took great pride in their individual abilities and techniques. This pride led many tradesmen to go to great pains to keep the secrets of their trade a secret. The tradesmen would pass their techniques and tips onto thei

These charts contain five symbols used on a flow process chart to follow a person or a piece of material through a work process (Graham, 2002).

Frederick Taylor also recognized the importance of standardization to improve efficiency, but developing and designing systems that are more efficient was his focus. He believed that by designing facilities for more efficient operation and by educating the workers and management that the success of the company would be mutually, beneficial maximum efficiency could be achieved (Robbins 2001a). He felt that it would be detrimental for management to attempt to force a change in the organizational culture; however, by a process of education and designing systems that facilitated efficiency then maximum efficiency would eventually be achieved (Robbins 2001b).

Few organizations have chosen to apply work simplification to their businesses in this century. The primary reason for this is an old method of scientific management. Technology also plays such a big role in today's business environment that companies start treating their employees as expenses rather than resources. The few corporations that apply work simplification get outstanding results. For example, Ford Motor Corporation, after applying work simplification increased net income from four hundred thousand to ten million during the first year. Many other companies such as Texas Instruments, Maytag, Procter & Gambler, and the US Navy have saved billion with the application of work simplification.

Four problems rendered this situation untenable for society. First, the rule of thumb was used to constitute a fair days of work, work procedures, personnel matters, etc. Second, workers were being self-centered; they abused the manager's trust in two ways. According to Taylor, "the natural instinct and tendency of men is to take it easy, which may be called natural soldiering. To ward off a rate cut was one reason to soldier. To thumb his nose at the boss, protest wages deemed too low" (Kanigel 1997). Third, employees who wanted to work to their fullest abilities were force to conform to an informal (a group made norm that was lower than their capabilities.). Taylor labeled this as "systematic soldering". Fourth, any phlegmatic man able to do manual work; is too abstracted to develop the "scientific way" of doing a job, hence the large amount of waste in the workplace.

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