Overstrain and fatigue must be carefully guarded against. This means, as a rule, guarding the worker against himself. He wishes to earn as much reward as he can, but if he feels tired out at the end of the day he is doing too much, and he will wonder why his efficiency drops. One part of the system is to consider fatigue, and to make an allowance on the base time to cover necessary rests during the day. Cutting the rates need hardly be mentioned, because it is very bad policy on the part of the employer, and always means loss of efficiency and hence loss of profit. The question of keeping machinery in order and bringing up supplies is one that the worker must watch. It is no use trying to reach a standard time when one gets let down by lack of attention on the part of other people. It is true that a day time allowance may be given, but this is not altogether satisfactory. It means that reward cannot be earned for the day time period, and, besides that, there is a possibility of not receiving the allowance. It is possible, also, that the superintendent may refuse allowances, and so dissatisfaction results. Day time allowances and allowances for exceptional conditions (such as bad metal), which increase the machine time, are open to abuse. If a worker reach 99.5 per cent. efficiency or thereabouts, it is quite possible that an unfair allowance of an hour, or even half an hour, on the job will put him over the 100 per cent. efficiency mark, and his reward rate would be considerably increased. With regard to bringing up supplies and attending to slight machine breakdowns--broken belts, for instance--the labourer or other person responsible should be put on reward, his reward being in proportion to the average reward of the workers he serves. The worker must see that proper allowances are made for bad work which he is not responsible for. For instance, if he is on small parts on an automatic machine, and the inspector throws out several pieces as spoiled, it may be the fault of a bad adjustment which the worker cannot help. It is the worker's duty to stop his machine and draw attention to the fault; but if it can only be found on close inspection in the inspection room, and if it consists of, say, a capstan becoming loose, it may be impossible for the worker to detect the fault while the work is in process, and it is no fault of his. The proper counting of the quantity of work done is a point that must be insisted on. On large work it is simple enough, but on small parts that are counted by weighing it is easy to make serious mistakes. Proper check must be kept on the gears used for a particular job. On automatic machinery a change of gear is frequently necessary, and if the change is not properly recorded it may mean that cycle time--the time of all the elements done by the machine on that part--is quite wrong, and an efficiency much too high or too low is the result.