=35.= In many factories, and even in mercantile establishments, a modification of the committee idea has been successfully introduced in the form of what is known as the suggestion plan. This plan consists in asking for suggestions from all workmen, these suggestions to pertain to manner of handling their own work, improvements for the benefit of the business as a whole, safety appliances, sanitary conditions, and anything that may be of benefit to the business. While between foremen and heads of departments the committee plan undoubtedly works to the best advantage, we advocate the suggestion plan for the rank and file of workmen. Even when called into a committee meeting, the workman sometimes hesitates to express his opinions, when if he were permitted to give them in some other manner he would make many valuable suggestions. The plan is to place at convenient points boxes with slots cut in the top in which the suggestions can be placed. Workmen are invited to write out their suggestions and place them in these boxes. They may either sign them or give their clock numbers. The latter plan is sometimes advisable, as it does not reveal the identity of the men making suggestions. All suggestions are taken up in committee meeting by the committee directly interested, and a small prize is given for those suggestions that are put into use. Even so large a department store as Marshall Field & Co. has found it extremely profitable to offer $1.00 for each suggestion offered by an employe that is finally adopted. Another method is to use autographic registers like the one illustrated in Fig., 11 on which three copies are made. The original is sent to the office, the duplicate is retained by the workman, while the triplicate remains on a roll in the machine. This is removed at the time of the committee meeting, and any suggestions adopted are posted on a bulletin board. The workman need not even sign his number, but can present the duplicate as proof that the suggestion was made by him. The introduction of any or all of these committee and suggestion plans requires careful study, but when once put into operation they will prove both successful and of inestimable value to the business. ORAL ORDERS CAUSE CONFUSION =36.= Probably no more prolific source of confusion and misunderstanding of instructions is to be found than in the habit of giving oral orders. "I understood you to say" or "I thought you meant" are familiar excuses offered for a failure to follow what the one giving them considered clear and explicit instructions. [Illustration: Fig. 11. Autographic Register Made by United Autographic Register Co.]