out that sort of thing. But goodness gracious, sometimes it's necessary.

The emphasis, then, shall be on the electric current saved. The plan called for the entire crew's working together on one floor at a time—on the well-founded theory, of course, that teamwork would accomplish more in less time. Besides, since it was necessary to turn on all the lights on the floor, why not get the full benefit from them by having the entire gang at work?

So far, so good. The surprise comes when you learn that he didn't have them start at the top and work down. He started them at the bottom and worked them up.

"And I'll tell you why," explained the manager, "they have to climb six floors anyway, so they might as well work up as walk up. Besides, by leaving the stairs till the last, they can work their way down as well as up."

In other words, they went to work right where they came in. And when they had finished, they were right back where they started—back where they went out on their way home.

Simple, isn't it? An immediate reduction in lighting bills was noticeable. Even the amateur mathematician among you can figure that with one floor out of six lighted at a time, five-sixths of the light was saved. Besides, the work was done in less time—it wasn't long before two cleaners were reading the want ads. But why go into that?

We aren't, for that matter, interested so much in the savings made, because it is exceedingly doubtful if many of us pass our factories or our offices on the way to the movies. We may never have an opportunity to put this particular plan to work.

What we are interested in, though, is the fact that this cleaning plan utilizes the four basic elements which we've said must be present in every job of PLANNING.

Look at the chart. It shows the movement of energy in the manager's plan for handling his crew. Starting the scrubbers on the ground floor—they had to begin there anyway, no matter when they began to scrub—was nothing but applying the primary force at the best point to get the easiest action.

Working them up floor by floor was simply directing the activity along both the lines of least resistance and greatest accomplishment. And doing the stairs on the way down was just focusing the activity at the right point for making a successful conclusion—that is, winding up the job at the exit.