A therblig is the name for one of a set of fundamental motions required for a worker to

perform a manual operation or task. The set consists of 18 elements, each describing a
standardized activity. These are listed below.

• Search
• Find
• Select
• Grasp
• Hold
• Position
• Assemble
• Use
• Disassemble
• Inspect
• Transport loaded
• Transport unloaded
• Pre-position for next operation
• Release load
• Unavoidable delay
• Avoidable delay
• Plan
• Rest to overcome fatigue

The therblig is used in the study of motion economy in the workplace. A workplace task
is analyzed by recording each of the therblig units for a process, with the results used for
optimization of manual labor by eliminating unneeded movements.

The word therblig is a reversal of the word Gilbreth, with 'th' treated as one letter. It was
the creation of Frank Bunker Gilbreth and Lillian Moller Gilbreth, the American
industrial psychologists who invented the field of time and motion study.

Pig Iron
If workers were moving 12 1/2 tons of pig iron per day and they could be incentivized to
try to move 47 1/2 tons per day, left to their own wits they probably would become
exhausted after a few hours and fail to reach their goal. However, by first conducting
experiments to determine the amount of resting that was necessary, the worker's manager
could determine the optimal timing of lifting and resting so that the worker could move
the 47 1/2 tons per day without tiring.

Not all workers were physically capable of moving 47 1/2 tons per day; perhaps only 1/8
of the pig iron handlers were capable of doing so. While these 1/8 were not extraordinary
people who were highly prized by society, their physical capabilities were well-suited to
moving pig iron. This example suggests that workers should be selected according to how
well they are suited for a particular job.
The Science of Shoveling
In another study of the "science of shoveling", Taylor ran time studies to determine that
the optimal weight that a worker should lift in a shovel was 21 pounds. Since there is a
wide range of densities of materials, the shovel should be sized so that it would hold 21
pounds of the substance being shoveled. The firm provided the workers with optimal
shovels. The result was a three to four fold increase in productivity and workers were
rewarded with pay increases. Prior to scientific management, workers used their own
shovels and rarely had the optimal one for the job.

Bricklaying
Others performed experiments that focused on specific motions, such as Gilbreth's
bricklaying experiments that resulted in a dramatic decrease in the number of motions
required to lay bricks. The husband and wife Gilbreth team used motion picture
technology to study the motions of the workers in some of their experiments.

1. Acknowledge stress is good

Make stress your friend! Based on the body’s natural “fight or flight” response, that
burst of energy will enhance your performance at the right moment. I’ve yet to see a
top sportsman totally relaxed before a big competition. Use stress wisely to push
yourself that little bit harder when it counts most.

2. Avoid stress sneezers

Stressed people sneeze stress germs indiscriminately and before you know it, you
are infected too!

Protect yourself by recognising stress in others and limiting your contact with them.
Or if you’ve got the inclination, play stress doctor and teach them how to better
manage themselves.

3. Learn from the best

When people around are losing their head, who keeps calm? What are they doing
differently? What is their attitude? What language do they use? Are they trained and
experienced?

Figure it out from afar or sit them down for a chat. Learn from the best stress
managers and copy what they do.

4. Practice socially acceptable heavy breathing

You can trick your body into relaxing by using heavy breathing. Breathe in slowly for
a count of 7 then breathe out for a count of 11. Repeat the 7-11 breathing until your
heart rate slows down, your sweaty palms dry off and things start to feel more
normal.
5. Give stressy thoughts the red light

It is possible to tangle yourself up in a stress knot all by yourself. “If this happens,
then that might happen and then we’re all up the creek!” Most of these things never
happen, so why waste all that energy worrying needlessly?

Give stress thought-trains the red light and stop them in their tracks. Okay so it
might go wrong – how likely is that, and what can you do to prevent it?

6. Know your trigger points and hot spots

Presentations, interviews, meetings, giving difficult feedback, tight deadlines……. My

heart rate is cranking up just writing these down!

Make your own list of stress trigger points or hot spots. Be specific. Is it only
presentations to a certain audience that get you worked up? Does one project cause
more stress than another? Did you drink too much coffee?

Knowing what causes you stress is powerful information, as you can take action to
make it less stressful. Do you need to learn some new skills? Do you need extra
resources? Do you need to switch to de-caf?

7. Burn the candle at one end

Lack of sleep, poor diet and no exercise wreaks havoc on our body and mind. Kind of
obvious, but worth mentioning as it’s often ignored as a stress management
technique. Listen to your mother and don’t burn the candle at both ends!

And those are the best stress management techniques I know! Learn them, use
them and teach them, and be a great stress manager.

Speak Clearly

by Jennifer Ryan, CPO

Make sure your staff knows what it is you value. Let them know how important they are
to your goals. You will no longer need to "babysit" you staff, they will want to work
together when they fully understand what they are working towards.

27 2

Provide A Workplace Where People Can Concentrate

by NURBS
Software developers and other technical people need a work environment where they can
concentrate, as well as collaborate. It is a pathetic exercise in false economy for
companies to "save money" by packing their people into crowded cubicle farms where
there are continual distractions. The reason companies do that, in my opinion, is that it is
easy to measure the cost of facilities but difficult to measure such things as software
productivity.

27 4

Use the best tools available

by Anonymous

Do not saddle your employees with obsolete tools or delay deployment by "evaluating"
widely recognized and accepted tools. Encourage people to use tools/software they are
most comfortable with. People can be productive only with productive tools.

42 6

There Are No Stupid Questions

by Drew Davis

Cultivate an atmosphere where it is OK to show one's ignorance--and where questions are

welcome. Morale skyrockets when everyone is comfortable to learn on the job.

64 14

vetinari syndrome: turn yourself into the evil dictator...whilst actually

being good

by darklooshkin

okay, this one's a bit tricky, so bear with me: Leaders are faced with a dilemma; if they're
the proverbial rubber duck, nobody listens to them and nothing gets done. if they're truly
bad, the workers will do their level best to get rid of them. so why not just make yourself
look bad on purpose and treat your coworkers with respect etc...? that way, anybody who
works with you and knows about your reputation will work better when they discover
how good you actually are.

40 24

Praise be to Thee

by Rooster Meltdown

Motivate with positive reinforcement

55 15

Learn to TRUST in all directions

by Rebecca Spann

If people could learn to communicate better and make an investment in the relationship,
trust would not seem so difficult for most to embrace. Executives must trust the
employees within the organization, not just their direct reports. Trust and politics are like
oil and vinegar. If you even smell the hint of someone saying exactly what you want to
hear, for the purpose of winning you over, you may want to question how much trust you
put into that person.

87

Total Support, High Standards, Zero Tolerance

by Mitch Powers

Employees deserve a comfortable workplace with the tools and training needed to excel.
They'll look forward to work and believe they can succeed. Demand high standards - No
one is "thrilled" by mediocre performance. Passionate employees come from achieving
great things. Bad employees fired promptly. Usually by the time management realizes
there is a problem, all other employees already know it. Thus by eliminating the problem
quickly you send a message of support to the remaining employees.

108 12

Admit It When You Don't Know

by Anonymous

Lose the ego. Know when and HOW to say "I don't know". The when is easy - whenever
you don't know something (duh). The how is also astonishingly easy - "I don't know, but
I'm sure we can find out." When you admit that you don't know the answer and commit to
finding it your credibility stays intact, you earn the respect of others, you don't hand out
bogus information that will do nothing but lead everyone on a wild goose chase causing
much waste of time and resources.

126 13

Responsibility is key!

by Anonymous

Everyone is responsible and nobody gets let off the hook when they mess something up.
If everyone knows that they are 100% responsible for accomplishing the task that they
were assigned it is much more acceptable for management to behave in evil ways. And
evil ways are good for everyone.

118 12

Pollenate projects

by Mark Johnson

Treat all projects and people as a fascinating hobby. Get in the trenches, and make a stab
at something you want produced -- like sitting with an artist and getting them to help you
fingerpaint your way through an advertisement concept you are thinking of -- let THEM
teach you their job occasionally.

Taking a stab, even if poorly implemented at a workers task, will really help "pollenate"
the project. It's a way of prototyping.

59 12

Get rid of Human Resources

by Anonymous
We all know that Human Resources only exists to keep employees in control and reduce
the cost of employees to the company. Every company has huge policy manuals, who
ever reads them? When do they ever HELP? Get rid of the expense of HR and manage
human resources like they are people.

85 39

Talk to them

by rwo

Actually talk to your employees and listen to them. Spend a little less time rubbing
elbows with the elite and a little more time with the folks sweating away on your behalf.

You don't have to be nice to them, but you should listen.

142 18

Don't Hire the Big Client's HUSBAND

by Daryl M.

I worked for a marketing firm specializing in corporate communications (web sites). The
boss decided it would be "a good idea" to hire our biggest client's HUSBAND to
"manage" our Human Resources needs, in hopes that the arrangement would bring in
additional project work from the client. FOUR valuable and highly skilled employees,
myself among them, quit and moved on to other employment situations. Ethically
challenged lunacy and outright stupidity.

101 33

If your client walks maybe you should too

by Anonymous

Your client loves your company, your product and your people. But then your client gets
moved to somewhere else in the organisation and is replaced by someone else with whom
you can't establish a great relationship. It's a hard thing to do, but the right answer is
WALK!
51 34

Guerilla Product Development

by Anonymous

Hire a small team to create a product that will compete against you. Give them access to
all of the technology and tools that you have, but let them run their shop away from your
corporate culture, and give them a budget of only 25% of what you're currently spending.

Innovation comes from hunger, necessity, and being free from the restrictions of a
corporate culture that continues to say "It can't be done".

153 26

Hire people smarter than you

by Guy Hermann

This is especially important if you aren't so smart. Running a business isn't nearly as hard
as making everything work. You run the business, let the smart people take care of the
rest.

273 21

Be Grateful

by Sean

You can never say thank you enough. People always appreciate gratitude, especially if
you are very specific about why you are grateful. Team members will walk through fire
for you if you just recognize their efforts.

152 13

Create a healthy workplace

by AHA
Commit to creating an work culture that results in employees who can honestly and
passionately say: "It's a great place to work." Dynamic leadership is built on the
principles of open communication, respect -- when it is earned -- and rewarding and
acknowledging great performance, productivity and innovation.

175 17

FIRE PEOPLE

by Anonymous

Most managers don't have the balls/authority to fire terrible employees. One terrible cog
in the corporate machine can bring the whole thing to a screeching halt. While it can be
expensive and inconvenient, letting people go allows better people to replace them. I sure
know some folks who need to get canned...

296 18

Credit Where Credit is Due

by James J.

Anyone will perform when they know they will receive credit. Instantly become a great
leader by saying, "It wasn't my idea. It was X! He's the genius. I just backed him." And I
do so publicly and positively. And it always reflects well on me that it was someone
else’s idea. One leader, a motivated team that will be recognized for their work and
everyone gets credit where it is due. And those who don't get any or much credit usually
move on. They weren't contributing anyways.

348 50

Hire brains and heart

by Corrupted Data

Hire self-possessed people with vivid imaginations and strong opinions. Followers are
pliable but will ultimately become dead weight. Worker bees offer little, argue little, and
succeed seldom. But the strong and ambitious are jumpers, aren't they? Yes. They should
be. But usually not before giving you something unique and valuable. Be happy for them.
You may be buying their stock two years from now.
155 26

Treat Your Employees Right

by Anonymous

If you treat your employees right, they will work their tails off for you. Although modern
management seems to see employees as expendable resources, having a bevy of happy
employees will arm you to compete more effectively in the business world. Also, happy
employees don't screw your business over, and they are often willing to go the extra mile
for you as an employer.

254 48

Your current product is obsolete

by Carl

Just believe that your current successful product is already obsolete, and then your mind
will be set into finding something to replace it. The whole organization has to be aware of
this reality, and this will help you survive by innovation.

A NUMBER OF DIFFERENT APPROACHES ARE BEING TRIED - We are still

pissing in the wind.

EXTENSIVE REPORT IS BEING PREPARED ON A FRESH APPROACH TO THE

PROBLEM - We just hired three kids fresh out of college.

CLOSE PROJECT COORDINATION - We know who to blame.

MAJOR TECHNOLOGICAL BREAKTHROUGH - It works OK, but looks very hi-tech.

CUSTOMER SATISFACTION IS DELIVERED ASSURED - We are so far behind

schedule the customer is happy to get it delivered.

PRELIMINARY OPERATIONAL TESTS WERE INCONCLUSIVE - The darn thing

blew up when we threw the switch.

TEST RESULTS WERE EXTREMELY GRATIFYING - We are so surprised that the

stupid thing works.
THE ENTIRE CONCEPT WILL HAVE TO BE ABANDONED - The only person who
understood the thing quit.

IT IS IN THE PROCESS - It is so wrapped up in red tape that the situation is about

hopeless.

WE WILL LOOK INTO IT - Forget it! We have enough problems for now.

PLEASE NOTE AND INITIAL - Let's spread the responsibility for the screw up.

GIVE US THE BENEFIT OF YOUR THINKING - We'll listen to what you have to say
as long as it doesn't interfere with what we've already done.

GIVE US YOUR INTERPRETATION - I can't wait to hear this bull!

SEE ME or LET'S DISCUSS - Come into my office, I'm lonely.

ALL NEW - Not interchangeable with the previous design.

YEARS OF DEVELOPMENT - It finally worked!

LOW MAINTENANCE - Impossible to fix if broken.

ITS IN TESTING RIGHT NOW- we have no idea how to do this.

WE ARE USING FOCUS GROUPS EXTENSIVELY- Maybe they know how its done.

OUR ONLY OPTION IS TO REENGENEER THE PROCESS- How else can we justify
firing most of the existing staff without looking like complete idiots.