<P> With the triumph of scientific management, unions would have nothing left to do, and they would have been cleansed of their most evil feature: the restriction of output . To underscore this idea, Taylor fashioned the myth that' there has never been a strike of men working under scientific management', trying to give it credibility by constant repetition . In similar fashion he incessantly linked his proposals to shorter hours of work, without bothering to produce evidence of "Taylorized" firms that reduced working hours, and he revised his famous tale of Schmidt carrying pig iron at Bethlehem Steel at least three times, obscuring some aspects of his study and stressing others, so that each successive version made Schmidt's exertions more impressive, more voluntary and more rewarding to him than the last . Unlike (Harrington) Emerson, Taylor was not a charlatan, but his ideological message required the suppression of all evidence of worker's dissent, of coercion, or of any human motives or aspirations other than those his vision of progress could encompass . </P> <P> Debate about Taylor's Bethlehem study of workers, particularly the stereotypical laborer named "Schmidt" continues to this day . One 2009 study contributes evidence of the truth of the assertions Taylor made regarding the quite substantial increase in productivity, for even the most basic task of picking up, carrying and dropping pigs of iron . </P> <P> Taylor thought that by analyzing work, the "one best way" to do it would be found . He is most remembered for developing the stopwatch time study, which combined with Frank Gilbreth's motion study methods, later became the field of time and motion study . He broke a job into its component parts and measured each to the hundredth of a minute . One of his most famous studies involved shovels . He noticed that workers used the same shovel for all materials . He determined that the most effective load was 211⁄2 lb, and found or designed shovels that for each material would scoop up that amount . He was generally unsuccessful in getting his concepts applied, and was dismissed from Bethlehem Iron Company / Bethlehem Steel Company . Nevertheless, Taylor was able to convince workers who used shovels and whose compensation was tied to how much they produced to adopt his advice about the optimum way to shovel by breaking the movements down into their component elements and recommending better ways to perform these movements . It was largely through the efforts of his disciples (most notably H.L. Gantt) that industry came to implement his ideas . Moreover, the book he wrote after parting company with the Bethlehem company, Shop Management, sold well . </P> <P> Taylor's own written works were designed for presentation to the American Society of Mechanical Engineers (ASME). These include Notes on Belting (1894), A Piece - Rate System (1895), Shop Management (1903), Art of Cutting Metals (1906), and The Principles of Scientific Management (1911). </P>

Who designed a shovel to handle 21 pounds of pig iron
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