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68-430: The Maestro concept is a time-management technique used in journalism in order to assist the newsroom to work in a project-based, teamwork-intensive manner by "thinking like a reader". The Maestro concept begins with a "great story idea" that is generated through collaborative idea-group meetings to shape stories before they are written and integrates writing, editing, photography, art, and design. The Maestro concept

136-576: A production line . Ships moved down a canal and were fitted by the various shops they passed. At the peak of its efficiency in the early 16th century, the Arsenal employed some 16,000 people who could apparently produce nearly one ship each day and could fit out, arm, and provision a newly built galley with standardized parts on an assembly-line basis. Although the Arsenal lasted until the early Industrial Revolution, production line methods did not become common even then. The Industrial Revolution led to

204-577: A project , an action plan or a simple task list. For individual tasks or for goals, an importance rating may be established. Deadlines may be set and priorities assigned. This process results in a plan with a task list, schedule or calendar of activities. Authors may recommend daily, weekly, monthly or other planning periods, associated with different scope of planning or review. This is done in various ways, as follows: The ABC method for time management developed by Alan Lakein involves categorizing tasks into three labels: A, B, and C. The Pareto principle

272-532: A bottleneck. Only japan black would dry fast enough, forcing the company to drop the variety of colours available before 1914, until fast-drying Duco lacquer was developed in 1926. The assembly line technique was an integral part of the diffusion of the automobile into American society. Decreased costs of production allowed the cost of the Model T to fall within the budget of the American middle class. In 1908,

340-482: A chance for people to externalize facets of their personalities. Marxists argue that performing repetitive, specialized tasks causes a feeling of disconnection between what a worker does all day, who they really are, and what they would ideally be able to contribute to society. Furthermore, Marx views these specialised jobs as insecure, since the worker is expendable as soon as costs rise and technology can replace more expensive human labour. Since workers have to stand in

408-545: A direct line from workstation to workstation, with parts added in sequence until the final product is completed. By mechanically moving parts to workstations and transferring the unfinished product from one workstation to another, a finished product can be assembled faster and with less labor than having workers carry parts to a stationary product. Assembly lines are common methods of assembling complex items such as automobiles and other transportation equipment, household appliances and electronic goods . Workers in charge of

476-574: A focus by management to increase quality while reducing costs through reduction of waste and rework lowered costs in the long run. Continual improvement of the system, and not by bits and pieces, is integral to Deming's principles. The Maestro concept debuted in April 1993 at the American Society of News Editors convention in Baltimore , Maryland. After the debut, a list of 324 newspapers in

544-413: A general to-do list (or task-holding file) to record all the tasks the person needs to accomplish and a daily to-do list which is created each day by transferring tasks from the general to-do list. An alternative is to create a "not-to-do list", to avoid unnecessary tasks. Task lists are often prioritized in the following ways. Various writers have stressed potential difficulties with to-do lists such as

612-540: A global stage. Consequently, this awareness often leads to a greater emphasis on relationships and the quality of interactions over strict adherence to schedules. Excessive and chronic inability to manage time effectively may result from attention deficit hyperactivity disorder (ADHD). Diagnostic criteria include a sense of underachievement, difficulty getting organized, trouble getting started, trouble managing many simultaneous projects, and trouble with follow-through. These goals are recorded and may be broken down into

680-570: A gradual, logical development of industrial engineering : What was worked out at Ford was the practice of moving the work from one worker to another until it became a complete unit, then arranging the flow of these units at the right time and the right place to a moving final assembly line from which came a finished product. Regardless of earlier uses of some of these principles, the direct line of succession of mass production and its intensification into automation stems directly from what we worked out at Ford Motor Company between 1908 and 1913. Henry Ford

748-409: A greater page presence. "The Maestro Concept" is presented in and is the title of Chapter Eight in the 2001 book, The Editor’s Toolbox, A Reference Guide for Beginners and Professionals . Ryan co-authored the book with Michael O'Donnell. The four-graph approach to writing, editing, photography, and design is meant to efficiently create an article designed for the reader. The design is partly based on

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816-474: A large value on productive time management and tend to avoid decisions or actions that would result in wasted time. This linear view of time correlates to these cultures being more monochronic , or preferring to do only one thing at a time. As a result, this focus on efficiency often leads to a culture of punctuality and a strong emphasis on meeting deadlines. Another cultural time view is the multi-active time view. In multi-active cultures, most people feel that

884-413: A longer break of 15 to 30 minutes after every four Pomodoros. Through experimentation involving various workgroups and mentoring activities, Cirillo determined the "ideal Pomodoro" to be 20–35 minutes long. Time management is related to the following concepts. Assembly line An assembly line , often called progressive assembly , is a manufacturing process where the unfinished product moves in

952-539: A necessity in managing projects , as it determines the project completion time and scope. Differences in the way a culture views time can affect the way their time is managed. For example, a linear time view is a way of conceiving time as flowing from one moment to the next in a linear fashion. This linear perception of time is predominant in America along with most Northern European countries, such as Germany, Switzerland and England. People in these cultures tend to place

1020-462: A proliferation of manufacturing and invention. Many industries, notably textiles , firearms , clocks and watches , horse-drawn vehicles , railway locomotives , sewing machines , and bicycles , saw expeditious improvement in materials handling, machining, and assembly during the 19th century, although modern concepts such as industrial engineering and logistics had not yet been named. The automatic flour mill built by Oliver Evans in 1785

1088-643: A quote attributed to Dwight D. Eisenhower : "I have two kinds of problems, the urgent and the important. The urgent are not important, and the important are never urgent." Eisenhower did not claim this insight for his own, but attributed it to an (unnamed) "former college president." Using the Eisenhower Decision Principle, tasks are evaluated using the criteria important/unimportant and urgent/not urgent, and then placed in according quadrants in an Eisenhower Matrix (also known as an "Eisenhower Box" or "Eisenhower Decision Matrix" ). Tasks in

1156-405: A range of skills, tools and techniques, especially when accomplishing specific tasks, projects and goals complying with a due date. Initially, the term time management encompassed only business and work activities, but eventually the term comprised personal activities as well. A time management system is a designed combination of processes, tools, techniques and methods. Time management is usually

1224-455: A sequence of workstations. Each task requires a given task duration for completion. The assignment of tasks to stations is typically limited by two constraints: (1) a precedence graph which indicates what other tasks need to be completed before a particular task can be initiated (e.g. not putting in a screw before drilling the hole) and (2) a cycle time which restricts the sum of task processing times which can be completed at each workstation before

1292-431: A team consisting primarily of Peter E. Martin , the factory superintendent; Charles E. Sorensen , Martin's assistant; Clarence W. Avery ; C. Harold Wills , draftsman and toolmaker; Charles Ebender ; and József Galamb . Some of the groundwork for such development had recently been laid by the intelligent layout of machine tool placement that Walter Flanders had been doing at Ford up to 1908. The moving assembly line

1360-406: A time. In traditional production, only one car would be assembled at a time. If engine installation takes 20 minutes, hood installation takes five minutes, and wheels installation takes 10 minutes, then a car can be produced every 35 minutes. In an assembly line, car assembly is split between several stations, all working simultaneously. When a station is finished with a car, it passes it on to

1428-578: Is a management technique to encourage collaboration across news departments and ensure that quality work in a story package comes not from the traditional method of an assembly line , but from teamwork and good time-management from all players working on the story. The Maestro concept has five points: High schools have increasingly used the Maestro concept to introduce students on how a newsroom operates. The online High School Journalism Initiative has lesson plans devoted to introducing high school students to

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1496-558: Is an unlimited amount of it. This cyclical time view is prevalent throughout most countries in Asia, including Japan and China. It is more important in cultures with cyclical concepts of time to focus on completing tasks correctly, thus most people will spend more time thinking about decisions and the impact they will have, before acting on their plans. Most people in cyclical cultures tend to understand that other cultures have different perspectives of time and are cognizant of this when acting on

1564-489: Is believed to be one of the first industrial assembly lines (or disassembly lines) to be utilized in the United States starting in 1867. Workers would stand at fixed stations and a pulley system would bring the meat to each worker and they would complete one task. Henry Ford and others have written about the influence of this slaughterhouse practice on the later developments at Ford Motor Company. According to Domm,

1632-428: Is generally regarded as the father of mass production. He was not. He was the sponsor of it. As a result of these developments in method, Ford's cars came off the line in three-minute intervals or six feet per minute. This was much faster than previous methods, increasing production by eight to one (requiring 12.5 man-hours before, 1 hour 33 minutes after), while using less manpower. It was so successful, paint became

1700-502: Is not applied to all stories all the time. The concept applies only to those stories that are integrated with photographs, design elements, and infographics . It is a method designed to improve presentation of important stories through teamwork that brings the story to life and results in high impact and high readership. The Maestro Concept was created by Leland "Buck" Ryan, director of the Citizen Kentucky Project of

1768-429: Is the idea that 80% of consequences come from 20% of causes. Applied to productivity, it means that 80% of results can be achieved by doing 20% of tasks. If productivity is the aim of time management, then these tasks should be prioritized higher. The "Eisenhower Method" or "Eisenhower Principle" is a method that utilizes the principles of importance and urgency to organize priorities and workload. This method stems from

1836-422: Is to finish small tasks immediately and for large tasks to be divided into smaller tasks to start completing now. The thrust of GTD is to encourage the user to get their tasks and ideas out and on paper and organized as quickly as possible so they are easy to see and manage. "The truth is, it takes more energy to keep something inside your head than outside," says Allen. Francesco Cirillo's " Pomodoro Technique "

1904-807: The automotive industry , its success was dominating, and quickly spread worldwide. Ford France and Ford Britain in 1911, Ford Denmark 1923, Ford Germany and Ford Japan 1925; in 1919, Vulcan (Southport, Lancashire) was the first native European manufacturer to adopt it. Soon, companies had to have assembly lines, or risk going broke by not being able to compete; by 1930, 250 companies which did not had disappeared. The massive demand for military hardware in World War II prompted assembly-line techniques in shipbuilding and aircraft production. Thousands of Liberty ships were built making extensive use of prefabrication, enabling ship assembly to be completed in weeks or even days. After having produced fewer than 3,000 planes for

1972-421: The social alienation and boredom that many workers feel because of the repetition of doing the same specialized task all day long. Karl Marx expressed in his theory of alienation the belief that, in order to achieve job satisfaction, workers need to see themselves in the objects they have created, that products should be "mirrors in which workers see their reflected essential nature". Marx viewed labour as

2040-449: The Model T price. These goals appear altruistic; however, it has been argued that they were implemented by Ford in order to reduce high employee turnover: when the assembly line was introduced in 1913, it was discovered that "every time the company wanted to add 100 men to its factory personnel, it was necessary to hire 963" in order to counteract the natural distaste the assembly line seems to have inspired. Sociological work has explored

2108-477: The News". That study followed the eyes of readers (tracked actual eye movements ) in three cities and discovered that readers do not read a newspaper as journalists believed. This study and subsequent studies, including online publications, are used in newsrooms and classrooms today as a teaching model. The original study found that good indexing for busy readers is the key to successful publishing. The Maestro concept

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2176-589: The Scripps Howard First Amendment Center and tenured associate professor of journalism at the University of Kentucky 's School of Journalism and Telecommunications. Ryan created the concept in the early 1990s when he was an assistant professor at Northwestern University 's Medill School of Journalism. The inspiration for the Maestro concept came from a 1991 Poynter Institute study by Mario Garcia and Pegie Stark called "Eyes on

2244-575: The United States Military in 1939, American aircraft manufacturers built over 300,000 planes in World War II. Vultee pioneered the use of the powered assembly line for aircraft manufacturing. Other companies quickly followed. As William S. Knudsen (having worked at Ford, GM and the National Defense Advisory Commission) observed, "We won because we smothered the enemy in an avalanche of production,

2312-791: The United States, in 59 newspaper groups, and more than 50 universities and high schools showed interest in the concept by purchasing a report and video called "The Maestro Concept: A New Approach to Writing and Editing for the Newspaper of the Future". The concept's impact covers 48 states and Washington, D.C., and 16 other countries. A part of the international impact was a maestro workshop conducted in Hanoi for Vietnamese print and online journalists in December 2006 by Buck Ryan. In June 2010, three Russian journalism organizations invited Ryan to speak on

2380-501: The building it would stop at various stages where new parts would be added. From the upper level, where other parts were made, the lighter parts would be lowered over a balcony and then fixed onto the machine on the ground level. When the machine reached the end of the shop, it would be completed. During the early 19th century, the development of machine tools such as the screw-cutting lathe , metal planer , and milling machine , and of toolpath control via jigs and fixtures , provided

2448-975: The concept during 12 days of seminars: one was in Barnaul for the Press Development Institute-Siberia, a second in Kirov for the Russian Union of Journalists, and a third in Rostov-on-Don for the Alliance of Independent Regional Publishers of Russia. The director of the Press Development Institute-Siberia in Barnaul wrote that Ryan's "ideas spurred numerous projects that our regional newspapers are eager to carry out as soon as possible". Then, in July, Ryan visited and served as

2516-544: The concept. One lesson plan titled "conducting the orchestra: how to implement maestro" details how students can be taught to build small teams that are able to motivate, be productive and encourage quality throughout the school year. High schools have reported that since the concept was introduced, students who have never before worked together find that they can coordinate fully reported stories and photos in one day. Besides meeting deadlines, students working together see that their story packages are of higher quality and often have

2584-415: The cultural focus tends to be on synergy and creativity over efficiency. A final cultural time view is a cyclical time view. In cyclical cultures, time is considered neither linear nor event related. Because days, months, years, seasons, and events happen in regular repetitive occurrences, time is viewed as cyclical. In this view, time is not seen as wasted because it will always come back later, hence there

2652-400: The engine has been installed on the second car, the second car moves to the hood assembly. At the same time, the third car moves to the engine assembly. When the third car's engine has been mounted, it then can be moved to the hood station; meanwhile, subsequent cars (if any) can be moved to the engine installation station. Assuming no loss of time when moving a car from one station to another,

2720-503: The findings in the "Eyes on the News" study that found readers typically look at photos first, headlines second, captions third, and text fourth. The goal of this approach is to engage the readers by presenting the primary factual information. Time-management Time management involves demands relating to work , social life , family , hobbies , personal interests and commitments. Using time effectively gives people more choices in managing activities. Time management may be aided by

2788-637: The first journalism professor in residence as he taught two journalism courses in China for three weeks at Shanghai University . The Maestro concept is a time-management technique for story planning and newsroom organization through team collaboration to shape stories early before they are written. The central concept is trying to anticipate readers’ questions about news stories (“think like a reader”) and then answering those questions as quickly as possible through visual aspects with high-visibility points such as photos, headlines, captions and information graphics . It

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2856-657: The following. Many companies use time tracking software to track an employee's working time, billable hours, etc., e.g. law practice management software . Many software products for time management support multiple users. They allow the person to give tasks to other users and use the software for communication and to prioritize tasks. Task-list applications may be thought of as lightweight personal information manager or project management software . Modern task list applications may have built-in task hierarchy (tasks are composed of subtasks which again may contain subtasks), may support multiple methods of filtering and ordering

2924-556: The help of Henry Maudslay and others, designed 22 types of machine tools to make the parts for the rigging blocks used by the Royal Navy . This factory was so successful that it remained in use until the 1960s, with the workshop still visible at HM Dockyard in Portsmouth , and still containing some of the original machinery. One of the earliest examples of an almost modern factory layout, designed for easy material handling,

2992-479: The idea forth to Henry Ford , but Pa Klann's slaughterhouse revelation is well documented in the archives at the Henry Ford Museum and elsewhere, making him an important contributor to the modern automated assembly line concept. Ford was appreciative, having visited the highly automated 40-acre Sears mail order handling facility around 1906. At Ford, the process was an evolution by trial and error of

3060-623: The implementation of mass production of an automobile via an assembly line may be credited to Ransom Olds , who used it to build the first mass-produced automobile, the Oldsmobile Curved Dash . Olds patented the assembly line concept, which he put to work in his Olds Motor Vehicle Company factory in 1901. At Ford Motor Company , the assembly line was introduced by William "Pa" Klann upon his return from visiting Swift & Company's slaughterhouse in Chicago and viewing what

3128-553: The individual parts. They would then assemble them into the final product, making cut-and-try changes in the parts until they fit and could work together ( craft production ). Division of labor was practiced by Ancient Greeks , Chinese and other ancient civilizations. In Ancient Greece it was discussed by Plato and Xenophon . Adam Smith discussed the division of labour in the manufacture of pins at length in his book The Wealth of Nations (published in 1776). The Venetian Arsenal , dating to about 1104, operated similar to

3196-654: The items on a task list is accomplished, the task is checked or crossed off. The traditional method is to write these on a piece of paper with a pen or pencil , usually on a note pad or clip-board. Task lists can also have the form of paper or software checklists . Writer Julie Morgenstern suggests "do's and don'ts" of time management that include: Numerous digital equivalents are now available, including personal information management (PIM) applications and most PDAs . There are also several web-based task list applications, many of which are free. Task lists are often diarized and tiered. The simplest tiered system includes

3264-407: The like of which he had never seen, nor dreamed possible." In his 1922 autobiography, Henry Ford mentions several benefits of the assembly line including: The gains in productivity allowed Ford to increase worker pay from $ 1.50 per day to $ 5.00 per day once employees reached three years of service on the assembly line. Ford continued on to reduce the hourly work week while continuously lowering

3332-563: The list of tasks, and may allow one to associate arbitrarily long notes for each task. Time management systems often include a time clock or web-based application used to track an employee's work hours. Time management systems give employers insights into their workforce, allowing them to see, plan and manage employees' time. Doing so allows employers to manage labor costs and increase productivity. A time management system automates processes, which eliminates paperwork and tedious tasks. The Getting Things Done method, created by David Allen ,

3400-531: The longest stage on the assembly line determines the throughput (20 minutes for the engine installation) so a car can be produced every 20 minutes, once the first car taking 35 minutes has been produced. Before the Industrial Revolution , most manufactured products were made individually by hand. A single craftsman or team of craftsmen would create each part of a product. They would use their skills and tools such as files and knives to create

3468-597: The more activities or tasks being done at once the better. This creates a sense of happiness. Multi-active cultures are "polychronic" or prefer to do multiple tasks at once. This multi-active time view is prominent in most Southern European countries such as Spain, Portugal and Italy. In these cultures, people often tend to spend time on things they deem to be more important such as placing a high importance on finishing social conversations. In business environments, they often pay little attention to how long meetings last and instead focus on having high-quality meetings. In general,

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3536-424: The next. By having three stations, three cars can be operated on at the same time, each at a different stage of assembly. After finishing its work on the first car, the engine installation crew can begin working on the second car. While the engine installation crew works on the second car, the first car can be moved to the hood station and fitted with a hood, then to the wheels station and be fitted with wheels. After

3604-404: The part to the next workman for his own. (3) Use sliding assembling lines by which the parts to be assembled are delivered at convenient distances. Designing assembly lines is a well-established mathematical challenge, referred to as an assembly line balancing problem. In the simple assembly line balancing problem the aim is to assign a set of tasks that need to be performed on the workpiece to

3672-418: The prerequisites for the modern assembly line by making interchangeable parts a practical reality. Steam-powered conveyor lifts began being used for loading and unloading ships some time in the last quarter of the 19th century. Hounshell (1984) shows a c.  1885 sketch of an electric-powered conveyor moving cans through a filling line in a canning factory. The meatpacking industry of Chicago

3740-422: The price of a Model T was around $ 825, and by 1912 it had decreased to around $ 575. This price reduction is comparable to a reduction from $ 15,000 to $ 10,000 in dollar terms from the year 2000. In 1914, an assembly line worker could buy a Model T with four months' pay. Ford's complex safety procedures—especially assigning each worker to a specific location instead of allowing them to roam about—dramatically reduced

3808-438: The quadrants are then handled as follows. A task list (also called a to-do list or "things-to-do") is a list of tasks to be completed such as chores or steps toward completing a project. It is an inventory tool which serves as an alternative or supplement to memory . Task lists are used in self-management, business management , project management and software development . It may involve more than one list. When one of

3876-421: The rate of injury . The combination of high wages and high efficiency is called " Fordism ", and was copied by most major industries. The efficiency gains from the assembly line also coincided with the take-off of the United States. The assembly line forced workers to work at a certain pace with very repetitive motions which led to more output per worker while other countries were using less productive methods. In

3944-405: The tools and the men in the sequence of the operation so that each component part shall travel the least possible distance while in the process of finishing. (2) Use work slides or some other form of the carrier so that when a workman completes his operation, he drops the part always in the same place—which place must always be the most convenient place to his hand—and if possible have gravity carry

4012-446: The work-piece is moved to the next station by the conveyor belt. Major planning problems for operating assembly lines include supply chain integration , inventory control and production scheduling . Consider the assembly of a car : assume that certain steps in the assembly line are to install the engine, install the hood, and install the wheels (in that order, with arbitrary interstitial steps); only one of these steps can be done at

4080-608: The works of assembly line are called assemblers . Assembly lines are designed for the sequential organization of workers, tools or machines, and parts. The motion of workers is minimized to the extent possible. All parts or assemblies are handled either by conveyors or motorized vehicles such as forklifts , or gravity , with no manual trucking. Heavy lifting is done by machines such as overhead cranes or forklifts. Each worker typically performs one simple operation unless job rotation strategies are applied. According to Henry Ford : The principles of assembly are these: (1) Place

4148-431: The world. In 1922, Ford (through his ghostwriter Crowther) said of his 1913 assembly line: I believe that this was the first moving line ever installed. The idea came in a general way from the overhead trolley that the Chicago packers use in dressing beef. Charles E. Sorensen , in his 1956 memoir My Forty Years with Ford , presented a different version of development that was not so much about individual "inventors" as

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4216-591: Was called the beginning of modern bulk material handling by Roe (1916). Evans's mill used a leather belt bucket elevator, screw conveyors , canvas belt conveyors, and other mechanical devices to completely automate the process of making flour. The innovation spread to other mills and breweries. Probably the earliest industrial example of a linear and continuous assembly process is the Portsmouth Block Mills , built between 1801 and 1803. Marc Isambard Brunel (father of Isambard Kingdom Brunel ), with

4284-549: Was developed for the Ford Model T and began operation on October 7, 1913, at the Highland Park Ford Plant , and continued to evolve after that, using time and motion study . The assembly line, driven by conveyor belts , reduced production time for a Model T to just 93 minutes by dividing the process into 45 steps. Producing cars quicker than paint of the day could dry, it had an immense influence on

4352-439: Was developed through an "approach to newsroom management, organization and operation that applies W. Edwards Deming 's management principles used in manufacturing to the creative process". Striving for quality, in both product and management, is Deming's focal point. As a statistician, Deming noted that when management focused primarily on costs, that approach over the long run drove up costs and diminished quality. Deming found that

4420-508: Was initiated at the factory of Richard Garrett & Sons , Leiston Works in Leiston in the English county of Suffolk for the manufacture of portable steam engines . The assembly line area was called ' The Long Shop ' on account of its length and was fully operational by early 1853. The boiler was brought up from the foundry and put at the start of the line, and as it progressed through

4488-467: Was originally conceived in the late 1980s and gradually refined until it was later defined in 1992. The technique is the namesake of a Pomodoro (Italian for tomato) shaped kitchen timer initially used by Cirillo during his time at university. The "Pomodoro" is described as the fundamental metric of time within the technique and is traditionally defined as being 30 minutes long, consisting of 25 minutes of work and 5 minutes of break time. Cirillo also recommends

4556-407: Was referred to as the "disassembly line", where carcasses were butchered as they moved along a conveyor. The efficiency of one person removing the same piece over and over without moving to another station caught his attention. He reported the idea to Peter E. Martin , soon to be head of Ford production, who was doubtful at the time but encouraged him to proceed. Others at Ford have claimed to have put

4624-638: Was the Bridgewater Foundry . The factory grounds were bordered by the Bridgewater Canal and the Liverpool and Manchester Railway . The buildings were arranged in a line with a railway for carrying the work going through the buildings. Cranes were used for lifting the heavy work, which sometimes weighed in the tens of tons. The work passed sequentially through to erection of framework and final assembly. The first flow assembly line

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