Techniques of Science Management In order to implement the above principles, Taylor developed the following techniques –

1. Time Study – Time study determines the standard time required to carry out a job under specific conditions. It involves analysis of job and study of each element of activity performed. The time of each task is measured using devices like stopwatch. Taylor suggested the use of time study to lay down a fair day’s work, determine number of workers required to perform a particular task. 

2. Motion Study – Motion study refers to the study of movement of an operator on machine involved in particular task. The purpose is to eliminate useless motions & determine the best way of doing the job. It increases the efficiency & productivity by cutting down all the wasteful motions. Taylor used cameras, stopwatches, symbols & colours to identify different motions & designed an efficient way of performing the work with productive motion.

3. Method Study – Method study aims at eliminating unnecessary operations & achieving the best method to perform the required task. It contributes to increased efficiency by improving the current processes and procedures. It involves systematic recording and scrutinized inspection of existing and proposed ways of doing work. 

4. Fatigue Study – Fatigue is generally caused by long working hours. (over burden, bad working conditions or lack of cooperation among workers). This study aims at providing proper rest intervals or breaks to workers to increase the effectiveness of the work. 

5. Standardization and Simplification of work – Under scientific management, predetermined standards are laid down regarding the task, material, methods, time, quality, cost & working conditions. Standardization helps to simplify work, to ensure interchangeability of parts, uniformity of operations, and optimum utilization of resources, increased production and low labour costs. 

6. Functional Foremanship – Taylor concentrated on improving performance at lower level of management. He was of the view that one supervisor cannot be expert in all aspects of supervision. All the qualities required in a supervisor cannot be found in one individual. So he suggested the system of functional foremanship in which four supervisors will be concerned with planning and four supervisors for execution of work.