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Orgaaniral Traffic Department

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Diposition turned on and her

micies to factory by custod

Sie passing of credit for then
Ascertain from Comproler's Department

Whar disposition to make of reputers

returned Secure neun information for disposition

of returned registers and articles
Write leren te agents and factory departe

adrier
mons relative to repsen returped with
Kerp all departments interested informed

of shango in tactory and we number

d. or damage in exchange registers
See cher defective resten repland we
Arach correspondence when regnare

unpacked

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(Floor)

Men
Unland and check with right wille
Unpack and check content
Deliver to various departments all returned

register trunks popplies, and lumitur
Receipu fer last ten yean:

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1907
1908
1909.
1910.
1911.
1912
1.
1914.
1915.
1916.

14.605
25.09
20.98
31464
16.14
19.581
10,952
24.592
22.12

124

Salario
m... 103. 123124
xos. 1913 -
mon. 1014 19

3. 1915. und
umino . 2.000.00

Sember 1917
J. W. Cobey, Traffic Manager

29 Employee

Rating, Routing.
and Billing Shipments

Foreign Shipping

Shipping Room

W. Il Kepler

2 Mon

C. F. Miller

6 Men

Securt suhonty from Government of cal

for sending spent abroad.
Arrange loading of report an for lighter

age delwery to use carage
Adve forwarding office of intended ship

ments, and have steamet space engaged
Lim and will expert shapes, and froghe

for New England points
Ched shopping instructioned

orders and were full detail fee for

warding and payme
Arrangr marinerande main, payment of

premum, and Kling of cl
Audi New York forwarding oorweh.

pense statement
Kerg record of all forriga per

Peso Transportation
R H Hagamo

s Maa
Reportale for Component

Pennable Freight charge
Audio of french bills, including med

Company others amis, Canadian lae
tory. St. Louis Dributing Station, and

Ne Yart Forwarding Oba.
Rane w route that
Rotejeronen
Internat Conra Camion decidir
Sradyol tarifi
Claims and deation
Quote freight rote
Overcharp claw
Low and damage claim
Tand file
Audit co wrice Mate
Car demarrage record
Truce delayed in
d) siennes
Report whipenenta
Correspondence and in
Puct and more overholde
Purge train information
Pallanan reversion
Penger tickets
Pemangat lemonts
Pengerie cartow Bolden
S.
Sanger)
Street or wide
Orde wpplies
Storage

de
s Locio Diatributiong Station
RG Endre Agol

2 Maa Sender en orden i

Ser the thing is stopped without being

charged or accounted for
Mare, wech truck, stare, ched, and load

all avbound thipants
Arrange for railroud cars for loading out

hound shipments
Supervar loading of cars
Look after rush whipments Inbound and

utbound
Trading thipments between factory and

inshi depots
RON ine and track to lartory hound
+ Treoghe parts from ano depers

Handle wil hound on shipments
Aude charges on inbesnd and wrbund

pre pents, and myle welen
Qoute prestales to various departments
Warch packing of shipments
Baggage rules rata, and regulations
Reeme and deliver personal espress the

mab for President and other of the

Company
Keep track of shameau Belong for instrue

tions
Arond delay - hipenes wuding to

w that they are forwarded promptly

from city
Take inventory
Se returned reputer weding

New York Forwarding Othce

T. L Wilson

2 Men

Come and aming weamer pase and

and for foreign penent Secur embarge parts from alreads Blake

Have shipmen den ered to wanens

Compile shipping papers Mail doce

ments to proper panies
Arrange for lighrevagt, express and cara

KIO Rebill shipments for New Eng
land and Eastern points included in New

York can repay all charges Audit and pay howarding and general or expenie, radering work by expense

water for me Make amuhiy reservation for employee

of the Company and arond import chiens

w odwrdd

lechy

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FIG. 2.-Organization Chart of National Cash Register Company

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where the various department heads, including the traffic manager, are subordinate to the one-man head, the general manager. Under this plan, it is possible for individuals, prompted perhaps by a desire to curry favor, to annoy the manager with matters of minor moment and with an amount of vexatious detail. This is the chief objection to the military plan. It is avoided in a functional or divisional organization, where all matters in the respective division are passed upon by the senior clerk before being referred to the traffic manager for review or advice.

Fig. 2 indicates the executive control and functional arrangement of the traffic department of the National Cash Register Company, at Dayton, O.

It is to be noted that under this plan the work is classified in a functional arrangement and that the thirty-one men employed in this department are under the direction of the traffic manager. The work has been so planned that each employee is definitely located and consequently can develop into a competent specialist in the line of work to which he has been assigned.

In the corner of the chart, appear figures to indicate the cost of maintenance of the department, and the saving effected by its service. This point should be especially significant to organizations that still consider a traffic department unnecessary or inadvisable.

In 1912 the expenditures for salary and operation of the department were $23,678.86, during which time it recovered for the company $32,312.02. In 1916 the expenses had decreased to $23,201.24, while the amount recovered had leaped to $62,000.00.

These savings are represented by the amount recovered in the careful audit of freight charges, amounts

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FIG. 3.—Line-and-Staff Organization
Advisory committee does the planning. Circles show workers.

involved due to the loss, damage, or destruction of property. Such items in a great many nonprogressive industries are an absolute loss because the work is delegated to a bookkeeper or shipping clerk who may possess a very superficial knowledge of transportation matters and consequently overlook all or many valid claims.

Cases are on record where traffic men have recovered for their employers in single instances sums far in excess of their annual compensation. The traffic manager who cannot offset his salary expense by transportation savings does not merit his spurs.

The line-and-staff organization (Fig. 3) is exemplified by a functional organization which is supplemented, so far as the executive control is concerned, by the services of an advisory board or consulting council, which is or are retained solely in an advisory capacity and do not have any authority in the administration of the departmental activities.

Each type of organization has its merit and its advocates. Many of the larger commercial and industrial organizations of the country have evolved composite organizations which embrace certain of the best points of each of these types. But irrespective of what plan is employed, the industry should prepare a chart indicating the plan underlying the organization, analyzing all its activities so that each employee may find his place in the departmental sun.

CHAPTER III

THE TRAFFIC MANAGER

Importance of Transportation-Traffic Manager as a Ne-
cessity-Intricacies of Traffic Work-Influence of Freight
Rates Selection of Individual-Qualifications Early Con-
ception of Traffic Work—Experience versus Technical
Training-SpecialistsTransportation Studies-Advant-
ages of Vocational Training-Plant Location-Fuel-Sup-
plies-Water Routes—The Traffic Manager's Duties-
Classification of Line--Packing, Routing, and Rate Charts
-Auditing Freight Bills

Claims-Tracing-Car Records
-Bills of Lading-Rate Studies,Public Utility Complaints
-Foreign Trade-Tariff Files-Tariff Studies—Depart-
mental Accounting.

With the exception of agriculture, transportation to-day is the greatest industry of the age, and is attracting the attention of the biggest men of the age. For that reason it is necessary to exercise a great degree of care in selecting the individual that is to administer to this function of work or to supervise the activities of the department.

THE TRAFFIO MANAGER A NECESSITY

The unfortunate attitude of many concerns is: “We do not need a traffic manager or a traffic department. Our shipping clerks are good enough for us.” This

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