Case Summary

Lillian Gilbreth and the mental revolution at Macy’s, 1925-1928

Dr. Lillian Gilbreth’s name is attributed to be the the one to introduce scientific
management and industrial psychology. Her husband died in 1924 and soon after
encountered sex discrimination and went on to join Macy’s. Before Lillian joined in, Macy’s
started planning department as application of scientific management in the store headed by
Eugina Lies. But eventually it faced many difficulties i.e.

 Measurement of completed work

 Difficulties in enforcing new work habits on Macy’s employees.
 Macy’s contained a group of individuals who were beyond reach of existing
prediction and control capabilities: customers.
Lies believed that Gilbreth system might offer some help. She contacted Lillian Gilbreth after
Frank’s death by heart attack. Lillian was quite desperate for work at that time as most of
her clients left her due to “Sex discrimination”. Also, 2 engineering clubs invited her in
disguised name of L.M. Gilbreth. She began offering a 3 months motion study course as a
teacher to companies against 1000 $ for each manager. 3 students contacted her including
Eugina Lies. Lies became friend of Lillian Gilbreth and family.
Lies individual project in the motion study course was to improve centralized cashiering.
After spending time on its improvements she convinced started convincing Percy Strauss
Vice president at Macy’s to implement motion study to other departments. Lillian Gilbreth
offered advisory services and then worked on psychological aspects of retail work as well.
Not only did she worked on motion study but also helped them with hiring and training
procedures of current and new employees, delivered talks to managers and executives on
employee handling. Also, she did all this without charging anything except for initial charges
of course from Lies.
It proved to be mutually beneficial for both Gilbreth and Lies. It gave Macy’s a chance to
improve its departments through scientific management. Also, it provided an entry to
Gilbreth in the field of retail management which could help her financially in future.
Moreover, Macy’s tube room had problems like overstaffing, lightening problems, lack of
clear methods of teaching new workers. Due to poor management and planning motion
patterns were not efficient. After conducting a survey, Gilbreth and Lies found ways to
reduce lightening and reduce noise. Also, they worked on methods to eliminate wasted
steps by selecting five cashiers with good motion by making motion picture film in tube
room, filming their motion. Clock was shown in background to measure motion in 1/1000 th
of a minute. They were displayed on slow motion projector to break motions to small units
or therbligs. They also made Simo charts. Average individual production was raised 25
percent by this initiative. So, motion studies became standard routine at Macy’s.
Furthermore, after identifying one best way of doing work , convincing workers for following
new guidelines. Lies focused on incentives with psychological aspects. Gilbreth also took
measures to reduce psychological fatigue by introducing psychological rewards. Gilbreth
and lies also revamped training department at Macy’s in all three departments i.e. initial
training, follow-up training and promotional training. Gilbreth trained cashiers by motion
picture films and real money and counter. Films are useful to convert stubborn employees.