To establish a modern wage system, standard times must be determined on a scientific basis, and the rate must not only be equitable as between employer and employe, but, as Mr. Bender has said, "it must hit the men right." Shop conditions must be right and every facility given the workmen to attain standard time or better, including teaching him how to do the work in standard time. The _speeder_ or _task setter_ employed under the day─wage plan must be superseded by the _instructor_, who, instead of selecting the most speedy worker and basing standard times on his operations, first determines as closely as possible what the time should be, and then teaches his men how to attain that time. Where stop─watch methods foster discontent and breed antagonism, instruction is followed by coöperation. The average man does not object to doing a task in a stated time when he is given the facilities for doing the work that will make that a reasonable time. Add to this the incentive of extra pay for equaling or bettering that time, and his coöperation is insured. METHODS OF TIME KEEPING =6.= Time keeping may be divided into two classes. The first class includes methods of recording the total time that the employe works during a pay─roll period. The second class includes methods of recording the results of the labor of each employe──the quantity produced, expressed in the units adopted by the trade in which he is employed. [Illustration: BATTERY OF HYDRAULIC PRESSES (3000 AND 4000 TONS CAPACITY) IN HEAVY FORGING SHOP OF THE J. G. BRILL COMPANY, PHILADELPHIA, PENNA.] Ordinarily, trading concerns require records of the first class only, the pay of the employe being based on the time spent, rather than on the quantity of his production. This is because of established custom and the difficulty of measuring his production. Primarily, the pay of the employe is based on his efficiency, but it is not always practical to attempt to reduce the results of that efficiency to standard units. Manufacturers require records of both classes. Not only is it necessary to know how many hours each employe has worked, but the quantity of production must be known. It is true that a manufacturing business requires the services of some employes whose productiveness is not readily expressed in standard units, in which cases the first method only can be used. These are the men who are necessary to the economical operation of a department or shop, or of the plant as a whole, but whose time cannot be charged to a particular job. Labor of this class is termed _indirect_ or _non─productive_. The labor of most employes in a manufacturing plant is applied directly to the production of specific articles, or to the completion of certain definite jobs. This makes it possible to reduce the results of their labor to definite units. Labor of this class is termed _direct_ or _productive_.