The foregoing examples are of average workers. The following is an example of what a good worker can do, and, as the method of calculation is given above, a tabular statement is all that is necessary: III. Base time 8 hours Standard time (base + 25%) 10 " Reward time (standard + 33-1/3%) 13.3 " Time taken 8.5 " Time saved 13.3 - 8.5 = 4.8 " Job rate per hour 9d. Reward 9 x 4.8= 3s. 7d. Total reward for week if reward is earned all week at same rate 20s. 2d. Total earnings 36s + 20s. 2d. = 56s. 2d. Efficiency 117.5% The result is not an exceptional one. (_d_) THE INSTRUCTION CARD. After the time study has been made, an instruction card is made out for the job. On this card all the particulars are given--how to do the job, the sequence of operations, the tools to be used, the base, standard and reward times or productions, the job rate, and any other necessary information. It is by acting in accordance with the instructions on the card that the worker can reach standard time regularly, and the foreman or setter-up and the superintendent are always ready to assist the worker in every way to attain this result. If the operator finds he cannot reach standard time by diligent work and following the instructions, he should always inform the superintendent, in order that the matter may be investigated. (_e_) SPOILED WORK. The question of spoiled work must be taken into account. It is almost impossible for all the work produced to pass inspection. Machines may not work quite right; tools become dull; material is not always the same; workers sometimes get careless. How is this spoiled work to be dealt with? It would be quite unfair to make the worker responsible for bad work which was due to no fault of his. It would be equally unfair for him to get paid for bad work which was due to his own carelessness or neglect. When work is inspected, and some of it found to be bad, it is not difficult as a rule to find where the fault for this bad work lies. If it is due to bad material or bad machining, the question arises of how far the worker is to blame. He should stop his machine and call the attention of the foreman to any fault of tools or material. If too deep a cut be taken, or if a part be badly worked by hand tools, this is the worker's fault. Work which is spoiled by the worker or by his neglect is deducted from his gross production, and his reward is reduced accordingly.