In factory work it is feasible to have all the men go through a gate which is closed one minute after the hour and not opened again for perhaps 25 minutes, so that, if a man is two minutes late, he loses a half─hour's pay. This has the merit of not working injustice to anyone, and, after being instituted, seems to be accepted by the men with a reasonable degree of contentment. It is not easy to start a strike because some men lose their jobs from being late. Such a system as this, however, is practically impossible on outside contract work; and while it may be feasible to institute a modification of the time clock method, it is not known that this has yet been successfully done. Probably the most satisfactory way of insuring prompt arrival of the men, is to measure the output of each gang and make each foreman responsible for it, thus giving him a personal incentive to get his men on the job promptly. 9. =Enough Foremen.= It is necessary, in any organization, to have the chain of responsibility lead through a sufficient number of foremen; otherwise a superintendent or supervisor will find himself "spreading out too thin," and will be attempting to perform a lot of work that should be done by a foreman. One superintendent can supervise the work of 20 or 30 foremen with a favorable layout, and each foreman can supervise the work of from 10 to 25 men. If, however, there be more gangs than there are foremen, the superintendent will find himself trying to play the part of foreman in instructing the men, and not able to do his own work, which is to instruct and supervise the foremen. In the matter of drilling, a number of able managers are not in favor of having a foreman over the drills. It is calculated that by substituting a boy to keep the records of the drilling, and putting bonuses on the drills, the difference between the pay of a foreman and the pay of a boy is saved, with no appreciable loss in performance. There are strong grounds for the opinion that there should be no process, such as drilling, without a foreman, where the work is on a large scale. When 10 drills are working, they will employ altogether 20 men on the drills, a number of muckers clearing the ground, and a pipe man. The work of these men cannot fail to be improved by their being at all times under the watchful eye of a man to whom they are responsible for the quantity and quality of their work. Aside from this, if the foreman is an expert driller, the instruction that he can give to the less able of the drill runners will be worth ten times its cost. The same argument applies to all processes in the field.