Memo and to Gastev how to work. How to work

I will add one more document from eighty years ago. There was such a poet in the first third of the twentieth century - Alexei Kapitonovich Gastev. Not very noticeable against the background of his great contemporaries, he wrote strange poems, which, by the way, were quoted by Kir Bulychev much later:

Engineer the townsfolk.
Drive geometry into their necks.
Logarithms to them in gestures.
Danger their romance.
Tons of resentment.
Normalization of words from pole to pole.
Phrases in the decimal system.
Boiler company speeches.
Destroy vocabulary.
Sweep the tunnels...

(full text)

Then his fate took a sharp turn - the founder of the Central Institute of Labor at the All-Union Central Council of Trade Unions, he became one of the founders of the NOT, the scientific organization of labor (look - these are associations). Still later, and Gastev, of course, was also repressed, arrested in 1938, shot in 1939. He was rehabilitated, as usual, posthumously.

In 1922, Gastev published a small pamphlet, How to Work. It was a success, a leaflet with the rules even hung in Lenin's Kremlin office (if this museum is alive, then it must be hanging now - Muscovites, check it out if necessary!). In the mid-sixties, the book was republished, then it was quoted many times (I came across this text in a manual on the organization of work for freshmen). The content is quite acceptable even today, adjusted for style, of course. Judge for yourself.

How to work

Whether we work at the office table, whether we saw with a file in a locksmith's workshop, or, finally, we plow the land, everywhere we must create labor endurance and gradually make it a habit.

Here are the first basic rules for all labor:

Before undertaking work, it is necessary to think through it all, think it over so that the model of the finished work and the whole order of labor methods are finally formed in the head. If it is impossible to think through everything to the end, then think over the main milestones, and think through the first parts of the work thoroughly.

Do not get down to work until all the working tools and all the devices for work are ready.

At the workplace (machine, workbench, table, floor, earth) there should not be anything superfluous to poke around in vain, not to fuss and not look for the necessary among the unnecessary.

All tools and devices should be laid out in a certain, if possible, once and for all established order, so that you can find it all at random.

You should never take on work abruptly, immediately, do not break away, but go into work gradually. The head and body will then disperse themselves and start working; and if you start right away, then soon you will slaughter yourself, as they say, and you will "screw up" the work. After a steep initial impulse, the worker will soon give up: he himself will experience fatigue, and will spoil the work.

In the course of work, sometimes it is necessary to fit in strenuously: either in order to master something out of the ordinary, or in order to take something together, in an artel. In such cases, you don’t have to lean right away, but first you need to adjust, you need to tune your whole body and mind, you need to recharge, so to speak; then you need to try it a little, find the required strength, and after that, fit in.

It is necessary to work as evenly as possible, so that there is no ebb and flow: work hastily, with attacks spoils both the person and the work.

The landing of the body during work should be such that it is convenient to work and at the same time forces are not wasted on completely unnecessary keeping the body on its feet. If possible, work while sitting. If it is impossible to sit, the legs must be kept apart so that the leg placed forward or to the side does not break away, it is necessary to arrange a fortification.

During work it is necessary to have a rest. In hard work, you need to rest more often and, if possible, sit; in light work, rest is rare, but even.

During the work itself, you should not eat, do not drink tea, drink, in extreme cases, to quench your thirst; do not smoke, it is better to smoke during work breaks than during the work itself.

If the work does not go on, then do not get excited, but it is better to take a break, change your mind and start again quietly again; even deliberately slow down in order to sustain himself.

During the work itself, especially when things are not going well, it is necessary to interrupt the work, put the workplace in order, diligently lay down the tools and material, sweep away the rubbish and start working again and again gradually, but evenly.

It is not necessary to break away in work for another matter, except for what is necessary in the work itself.

There is a very bad habit: after the successful completion of the work, immediately show it; here it is necessary to "endure", so to speak, get used to success, crush your satisfaction, make it internal; otherwise, in case of failure, the will will be "poisoned" and the work will become disgusting.

In case of a complete failure, one should look at the matter lightly and not be upset, start working again, as if for the first time, and behave as indicated in the 11th rule.

At the end of the work, everything must be tidied up: the work, the tools, and the workplace; put everything in a certain place, so that when you start working again, you can find everything and so that the work itself does not become disgusting.

Well, now let's vulgarize everything. Try to re-read this text, having tuned in, how to say, more frivolously. Gastev did not think, did not guess that in the 21st century he would be among the authors of erotic prose (carefully follow the link, there may be obscene advertising around).

The logical question would be: how is it most convenient to create and fix those very combinations of layers that will allow us to quickly and easily create the necessary design project plans, quickly navigate through them and conveniently form sheets for printing.

It is already clear that in order to get, for example, a Furnishing Plan, you need to hide all layers, except for the layers Walls, Furniture, Plumbing, Furniture Dimensions (listed a conditional set of layers). And to get the Floor Plan, you need to hide all layers except Walls, Floors, Floor Plan Dimensions. But it is also clear that if you need to quickly move from the Floor Plan to the Furnishing Plan, from the Furnishing Plan to the Ceiling Plan, etc. it will be inconvenient if every time we need to run and hide some layers, open others, then vice versa. Logic dictates that there must be some effective technique. One such technique is layer combinations. A good thing, of course, but I won’t tell you about them, because for a long time there has been a more advanced and effective technique. And using it is one of the conditions for fast and efficient work in archiCAD.

The second main condition for successful work in archicad is WORKING WITH USER VIEWS (View) IN THE VIEW MAP (View Map).

What is a View? View- this is a way that allows you to fix several project state parameters at once and makes it possible to quickly switch to these fixed states later.

At the time of View creation, the following parameters are fixed:

which layers are currently shown, which are hidden;

what is the current floor;

what is the scope of the project;

what is the scale of the screen;

which reconstruction filter is active;

which model views are configured;

and some other options.

Those. having created the View once, spending 1 minute on it, then at any time you can switch to this fixed state in a matter of seconds.

Those. THE FIRST BENEFIT OF VIEWS IS A QUICK TRANSITION BETWEEN THE REQUIRED STATES OF THE PROJECT. In the case of a design project, we create our own view for each plan and then jump from one to another very quickly and easily.

In this video, I explain and show in detail how to work with Views in the View Map:

If you forgot to consider something when creating the View(not all the necessary layers were displayed or hidden, the wrong scale or reconstruction filter was chosen, etc.) this is not a problem, any previously created View is very easy to update like this:

THE SECOND USE OF VIEWS IS A VERY CONVENIENT OPPORTUNITY TO PREPARE DRAWINGS FOR PRINTING WITH THEIR HELP.

To do this, you first need to create the main layout (sheet template), then the layout (the sheet itself) and then it is very easy to place the View there. How it is done, I tell in these videos:

Creating the main layout (sheet sheet template for printing):

Creating a layout (sheet for printing):

I suspect that those who are used to working on one of the wrong algorithms can say that it is long and complicated. But it only seems. This is a very effective scheme, specially created by the developers in order to organize the project structure as conveniently as possible. Once you get this right, and start using Views correctly, you'll be more efficient than before. And by creating a project template using layers, views, layouts, you will simplify your work at times.

Request to those who will experiment with Views: try to figure this out on a training project that doesn't require redesign. Because I will tell you how to CORRECTLY perform redevelopment in the next post How to work in Archicad - part 2. Coming soon)))

Currently, enterprises are increasingly using kaizen - a Japanese approach to organizing and managing production. At the same time, new ideas related to kaizen - such as lean manufacturing, 5S, TPM, kanban, SMED quick changeover, etc. - often meet with resistance ...

Kaizen guru Masaaki Imai 1 considers the main advantages of the Eastern approach to be:

constancy of improvement;
improvement in "small steps";
cheapness;
democracy - all employees of the organization are involved in improvements.

As a rule, the implementation of these changes does not require large capital investments and new equipment / technologies - attention, analysis and common sense are often enough, therefore M. Imai calls for:

before buying something new, you need to use what you already have 100%;
emphasis should be placed primarily on teamwork and employee involvement, training, improving work morals and self-discipline;
do not forget about innovation - small and doable (applied).

And yet, despite the effectiveness and "thriftiness" of lean production, many domestic specialists and managers do not apply the "eastern" philosophy of small continuous improvements, believing that it:

alien to our mentality;
contradicts the "Western" approach, which relies on large-scale changes and/or "breakthrough" innovations that require significant investment.

But in fact, many of these ideas appeared long before kaizen - in the works of the Soviet scientist and practitioner Alexei Kapitonovich Gastev, who proposed the methodology of the scientific organization of labor (SOT). Let's compare them:

A. Gastev wrote 2: “Many people think that HOT can only be administered with very good equipment. Actually this is not true. HOT can be introduced in a very modern factory, which will have automatic machines, but it can also be introduced in any hut, in any ravine. It must be remembered that the main quality that is required of a worker in NOT is extreme frugality, frugality of material and frugality of human energy. But such thrift can be carried out anywhere.

G. Ford defined lean manufacturing in one phrase: "We should not have anything extra in the enterprise."

Taiichi It, the creator of the Toyota production system, classified the types of costs (losses) and directed the activities of personnel to eliminate them.

M. Imai believed that management based on the philosophy of kaizen is a necessary condition for the survival of the company in the coming decades: in order to get ahead of competitors, improvements should be made every day, and the improvement process should cover the entire company, and absolutely all employees should be involved in it.

A. Gastev discussed many of the ideas that became the basis of lean production / kaizen in correspondence with G. Ford in 1928, where he:

described the stages and cycles of the "Ford system" movement as the forerunner of "pull production" in the Toyota production system;
on the basis of the principle of continuous improvement developed by the employees of the Central Labor Institute (CIT), determined the tasks of control;
emphasized the importance of a well-established calibration and tool economy in the organization of conveyor production.

Story

A. Gastev is known to production workers primarily as the person who developed the NOT methodology at the beginning of the last century, and also as the head of the CIT.

The main activities of the CIT are:

1. Rationalization of techniques and methods of work which was achieved through:

a) division of operations into separate techniques and movements;
b) their study;
c) selection of optimal ones.

Gastev was convinced that it was necessary to study labor processes and study individual operations systematically. A distinctive feature of the approach used in CIT was the focus on 1) a separate workplace and 2) strictly limited operations - the so-called narrow-base research.

2. Workforce training. In fact, CIT has become a pioneer in organizing the training of skilled workers on an experimental basis. So, under the leadership of Gastev, CIT employees developed:

The method of classifying work, depending on the methods used by the workers.
Methods of training workers in the most rational labor methods for manufacturing products (the approach was based on the doctrine of Gastev's "labor attitudes").
The original technology of vocational training - the "CIT system (method)", focused on accelerated mass standardized training of skilled workers. The CIT system was used in the training of industrial training instructors, industrial administrators, military specialists, and others, as well as in creating programs for factory and vocational schools.

In 1924, a joint-stock company "Installation" was organized at the CIT, which was engaged in the introduction of innovations at enterprises - in fact, the prototype of modern consulting companies. In just six months, the institute switched to self-sufficiency.

The heyday of the CIT fell on the 1930-1934s. Statistics testify to the scale of his activity.

During this time, the employees of the institute were:

served over 400 enterprises and construction sites;
about 1.7 thousand training centers (bases, workshops) of the CIT have been created in different parts of the country;
more than 500 thousand workers (more than 200 professions) and more than 20 thousand instructors and production organizers were trained on the bases.

Now it is difficult for us to appreciate all the courage and innovativeness of the scientists and practitioners of the CIT, because they conducted their developments not in the prosperous United States (as it was at the factories of H. Ford), but in Russia tormented by the civil war, at the epicenter of devastation, in the process of changing the social order. The words of A. Gastev sound quite modern for us today:

“It's time to stop waiting, stop hoping for overseas happiness. From the junk that remains, you have to do everything with your own hands.

... But the most painful thing is skepticism, disbelief. Huge masses of workers are now in a state of rigid expectation of third-party, unknown forces. They are convinced that “foreigners” will come and give, some third-party people will come and “oh, they will make money”. The more passive people are, the more orientations they have towards external forces.

...Whine and skepticism go hand in hand with organizational slovenliness. ... Household slovenliness is our main evil. "It's a trifle, it's a trifle, it's superficial, so that the table is clean and the papers are in order" ... say the capital, county and village Russians, all the time solving world issues.

It's time for us to wake up! It is time to create cultural brigades from those few who accept the new pace of life, the new clarity of their steps, the uncluttered line of movement ... It is necessary to call up a special movement, the main slogan of which would be work, but work with a mood of inexorable regularity, to bring to life new labor organizers who hate anemic speculation of home-grown schemes and in love with the practical mobility of the case, bordering on ingenuity.

Comparison: Gastev's ideas and kaizen

Among the basic tools of lean manufacturing / kaizen, the 5S system or “Ordering” is successfully used - five simple principles for the rational organization of the workspace, following which you can get the maximum benefit from the available resources:

Getting rid of superfluous and unnecessary (sorting).
Putting things in order (rational placement).
Cleaning.
Maintaining order (standardization).
Continuous improvement.

But all these are developments of the 1950s and 1960s, which became widespread in the 1980s. As early as 1921, A. Gastev formulated 16 universal principles (“Basic Rules for All Labor”), which he outlined in the brochure “How to Work” 3 .

Comparing today the ideas of CIT specialists and the main provisions of lean manufacturing / kaizen, we see similar requirements ( tab. 12). What is especially important, considering the foundations of labor culture, both A. Gastev and M. Imai talk about quite specific tasks.

Obvious parallels are seen when comparing the basic principles (the terminology, of course, varies). Consider an example. One of the leading ideas of lean manufacturing is kanban. This is a way of organizing production ("pull" system), in which the emphasis is on meeting the requirements of consumers - only the necessary products are produced, in the right quantity, at the right time. A. Gastev spoke about the "densification of production operations", the need to provide production workers with everything they need in order to increase the share of time in the total work cycle that goes to creating added value.

Tab. 1. Comparison of the ideas of A. Gastev and M. Imai

No. p / p		Ideas of A. Gastev	Ideas by M. Imai (Lean/Kaizen)
	acute observation	“Go to the machine, fix your attention, and so on from day to day. Check out your impressions. Fix them for tomorrow, color them with repeated verification observation.	Go to gemba!
	Love for working tools	“The culture of tools was created over centuries and millennia by the spontaneous inertia of all mankind”	TRM system - a system for maintaining equipment that ensures its highest efficiency throughout its entire life cycle with the participation of all personnel
	School of labor movements	“There is a lot of talk about wasted efforts, about saving labor. The human body has the luxury of mechanics - automatism and speed of switching on "	5S system or "Organization" - five simple principles for the rational organization of the workspace
	The art of working with the least effort	“We are terrible barbarians in the distribution of our efforts. We "piling up" on work or just "volyn". We must learn to easily distribute our efforts. We can't rest"	Elimination of 3 Mu (Waste) - Activities that add cost or time to product but do not add value
	Selection of characters and moods	“The sorting of characters, the definition of the psychology of a working person, and at least approximate advice on where and how to put him. Creation of special schedules of working moods, special work curves, special methods of entering work.	Creating an atmosphere of cooperation and a new corporate culture is an integral part of kaizen
	Workout	“We need to make a science of labor training. Labor Pedagogy»	Building a learning company
	Economical movements of things and people in space	“The shortest line, gaining space, the laws of motion of many bodies with different velocities and meetings along a limited number of lines, layout and placement on a tiny section of a complex enterprise - this is the code of the new engineering science of the construction of movements”	5S system Elimination of 3 "mu" (losses)

Tab. 2. Comparison of the 5S system and 16 rules of A. Gastev

5S		Rules "ABC of work"
Stage		Rules "ABC of work"
1. Removing unnecessary (sorting)	Explanation of the concepts: "unnecessary", "not urgently needed", "necessary" Removing unnecessary By joint efforts to develop rules for the removal of "unnecessary"	“First think over all the work thoroughly” "Get all the necessary tools and equipment ready"
2. Rational placement of objects	Placement of items in accordance with the requirements of safety, quality, performance: speed, ease and security of access visualization of storage and control methods freedom of movement of people and objects, aesthetics of the production environment Development of rules for the rational placement of objects	"Place the tool in a strict order" “When working, look for a comfortable body position: watch your installation, sit down if possible; if you are standing, then spread your legs so that there is an economical support ” "Don't take the job cool, get into the work gradually"
3. Cleaning, checking, troubleshooting	Cleaning is a check: cleaning from dust and dirt, preventing forced wear of equipment reduction of marriage, reduction of the number of breakdowns troubleshooting and elimination of their causes awareness of the importance of lubrication awareness by staff of the need to check equipment and tooling development of rules for cleaning, checking, lubricating	“Remove everything unnecessary from the workplace, remove dirt” “Finished work - and clean up everything to the last nail, and clean the workplace”
4. Standardization of rules	Unification of the rules developed in steps 1-3 (removal of unnecessary, rational placement of objects, cleaning, checking, troubleshooting) Standardization and clarification of rules	“Don't work until you're completely tired. Take regular rest" “Do not eat, drink or smoke while working. Do it on your work breaks." “You don’t need to break away from work for another thing”
5. Discipline and responsibility	Consolidation of self-control skills in the content of jobs Awareness of the "Ordering" system as a generally accepted daily activity	“Work smoothly, work in fits, rashly spoils both work and your character” “If the work is not going, do not worry: you need to take a break, calm down and get back to work” “It is useful in case of failure to interrupt the work, put things in order, tidy up the workplace, take a fancy to it and get back to work” “When the work is done successfully, do not try to show it, it’s better to be patient” “In case of complete failure, look at the matter easier, try to restrain yourself and start working again”

Work on the organization of production in various industries allowed the employees of the CIT to establish the main "law of effective labor organization" - the separation of auxiliary processes from the main ones, as well as a number of production laws:

“Consolidation (loss reduction) of the main production process is an expression of the process of accumulation of skills.
The intensity of the compaction process is enhanced by the most economical composition of machine time moments.
The compaction process is inevitably transferred to the entire series of auxiliary works.
A simple sequence of processes carried out by one worker should be replaced by parallel execution of processes (main and auxiliary).
Parallel execution of processes causes parallelism in individual work methods of the employee.
The principles of continuity and parallelism of work immediately require a sharp increase in the scope of work (the length of the span, the number of serviced machines, the width of the face, the laying front for builders, etc.).
Spatial and temporal parallelism, as well as proportionality (load balancing) of the main and auxiliary processes gradually transform - in full or in part - auxiliary processes: from following the main to preventive, from passive-following to actively serving.
All this together leads to a sharp decrease in the number of workers per unit of output and unit front of work.

But the transformation of auxiliary processes from passive-following to active-preventive should also affect the behavior of administrative and technical personnel. Foresight, live maneuvering of organizational and technical means, complete material and technical security of the working fronts - these are the qualities of the leading personnel that require a complete change in the everyday behavior of leaders for their implementation.

As we can see, the production laws formulated by the CIT employees in the 1930s are ultimately aimed at reducing losses and increasing business efficiency.

Here are some more interesting points from the works of A. Gastev, which far anticipated modern approaches to management:

In general, Gastev defined HOT (scientific organization of labor) as “extreme frugality: frugality of material and thrift of human energy” and attached great importance to the formation of a work culture, which is very consonant with the ideas of lean production and continuous improvement through the involvement of workers.
The principle of "narrow base":“Due to the close dependence of one operation on another in the production flow, active energy and productivity in one link can be paralyzed by bottlenecks in previous or subsequent links and the lack of preventive active general maintenance of this front.” As the author points out, this is especially important in workplaces where parts are directly processed.
Today, this direction is well developed within the framework of the Theory of Constraints.
The principle of continuous improvement: "installation - processing - control (research)". It is impossible not to notice the similarity of these ideas of the CIT employees with the Deming cycle - PDCA (Plan - Do - Check - Act): "planning - action - check - adjustment" ( tab. 3). Edward Deming constantly emphasized the close relationship between design, production and sales: high product quality, from his point of view, is ensured by the continuous alternation of these stages.

PDCA cycle

As part of the CIT cycle, A. Gastev pays special attention to the last stage, because as the control system develops, it should move from purely practical tasks of “culling” to the function of scientific and experimental research: “The culler and observer is a laboratory assistant in a huge laboratory, which is production. Improvement in production - and precisely continuous improvement - under such a system of control comes with the force of heavy inertia.

Tab. 3. Relationship between the CIT cycle and the PDCA cycle

Design → Plan	Design corresponds to the product planning phase	Installation
Production → Do	Production corresponds to the stage of production and refinement	Treatment
Sales → Check	Sales metrics let you know if the customer is satisfied	Control
Research → Influence	Claims should be taken into account at the planning stage in order to take action before proceeding to the next stage of work. That is, “act” here is understood as taking actions aimed at improving	research

The principle of standardization: "Introducing standardization in manufacturing accuracy and tolerances ... simplifies and saves the calibration economy. ... Accuracy becomes the so-called theoretical accuracy, devoid of any value for the consumer, and for the manufacturer it is a necessity of his production culture.

As we know, this approach is successfully implemented in the framework of TPM (Total Productive Maintenance, increasing the overall efficiency of equipment use).

Click image for a larger view

Archival leaflet CIT. New - well forgotten old!

Article provided to our portal
the editors of the journal

Whether you've been working for a week or a year, it's never too late to think about moving up the corporate ladder. A career should always be "in the works". Even if you are absolutely happy in your current position, where you faithfully serve your company, it is useful to look ahead a few years and ask yourself: what's next when the promotion?

How to behave and what to do in order to eventually receive an offer for a promotion from the management? Here are eight approaches to work that will help you achieve what you want.

1. Imagine yourself in the place of your leader

Start by imagining that you have already taken the position of your manager. Represented? Now think about what knowledge and competencies you need to successfully cope with new responsibilities. Make a list of the skills you need and think about how you can get or improve them. For example, take a course to improve your ability in public speaking or team management. In general, regularly try on some of the work of your boss.

2. Interact regularly with your manager

Some experts think it's not a bad idea to make it clear right away that you're aiming for a promotion. Therefore, interact directly with the boss and ask questions about what needs to be done to increase your chances of promotion. Try to find out what indicators the boss who decides on promotion considers the most important in your work.

Tsitov's leaflets and posters "How to work" could be seen over the locksmith's workbench and in the People's Commissariat office, in the railway depot and in Lenin's Kremlin office.

A total of 16 rules-commandments of Alexei Kapitonovich Gastev. No secrets, no revelations. But - according to Gastev - this is the "science of labor organization". And in general, there is simply no NOT, in addition to the practical rules of work!

Before undertaking work, it is necessary to think through it all, think it over so that the model of the finished work and the whole order of labor methods are finally formed in the head. If it is impossible to think through everything to the end, then think over the main milestones, and think through the first parts of the work thoroughly.
Do not get down to work until all the working tools and all the devices for work are ready.
At the workplace (machine, workbench, table, floor, earth) there should not be anything superfluous, so as not to poke around in vain, not to fuss and not look for what is needed among the unnecessary.
All tools and devices should be laid out in a certain, if possible, once for all established order, so that you can find it all at random.
You should never take on work abruptly, immediately, do not break away, but go into work gradually. The head and the body will disperse and work on their own; and if you start right away, then soon you will slaughter yourself, as they say, and you will ruin your work. After a steep initial impulse, the worker will soon give up: he himself will experience fatigue, and will spoil the work.
In the course of work, sometimes it is necessary to fit in strenuously: either in order to master something out of the ordinary, or in order to take something together, in an artel. In such cases, you don’t have to lean right away, but first you need to adjust, you need to adjust your whole body and mind, you need to recharge, so to speak; then you need to try it a little, find the required strength, and after that, fit in.
It is necessary to work as evenly as possible so that there is no ebb and flow; rash work, attacks, spoils both the person and the work.
The landing of the body during work should be such that it is convenient to work, and at the same time, forces would not be wasted on completely unnecessary keeping the body on its feet. If possible, work while sitting. If it is impossible to sit, the legs should be kept apart; so that the leg put forward or to the side does not break away, it is necessary to arrange a fortification.
During work it is necessary to have a rest. In hard work, you need to rest more often and, if possible, sit; in light work, rest is rare, but even.
During the work itself, one should not eat, drink tea, drink as a last resort only to quench one's thirst; do not smoke, it is better to smoke during work breaks than during the work itself.
If the work does not work, then do not get excited, but it is better to take a break, change your mind and apply again quietly; even deliberately slow down to endure.
During the work itself, especially when things are not going well, it is necessary to interrupt the work, put the workplace in order, diligently put the tools and material, sweep away the rubbish and start working again and again gradually, but evenly.
It is not necessary to break away in work for another matter, except for what is necessary in the work itself.
There is a very bad habit, after the successful completion of the work, immediately show it; here it is imperative to “endure”, so to speak, get used to success, crush your satisfaction, make it internal, otherwise, in case of failure, the will will be “poisoned”, and the work will become disgusting.
In case of a complete failure, one should look at the matter lightly and not be upset, start working again, as if for the first time, and behave as indicated in the 11th rule.
At the end of the work, everything must be cleaned up; and work, and tool, and workplace; put everything in a certain place, so that when you start working again, you can find everything and so that the work itself does not disgust ...

Aleksey Kapitonovich Gastev (September 26 (October 8), 1882, Suzdal - April 15, 1939, Kommunarka) - Russian revolutionary, trade unionist, poet and writer, theorist of the scientific organization of labor and head of the Central Labor Institute. Member of the CPSU (b) since 1931. One of the ideologists of Proletkult. He lived in Moscow in the famous "House of Writers' Cooperative" (Kamergersky lane, 2). Literary pseudonyms - A. Zorin, I. Dozorov, A. Z., A. Zarembo, A. Nabegov. (Wikipedia)