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 (b) Managers and Supervisors Demand written orders.

“Misunderstand” orders. Ask endless questions or engage in long correspondence about such orders. Quibble over them when you can. Do everything possible to delay the delivery of orders. Even though parts of an order may be ready beforehand, don’t deliver it until it is completely ready.

Don’t order new working materials until your current stocks have been virtually exhausted, so that the slightest delay in filling your order will mean a shutdown.

Order high-quality materials which are hard to get. If you don’t get them argue about it. Warn that inferior materials will mean inferior work.

In making work assignments, always sign out the unimportant jobs first. See that the important jobs are assigned to inefficient workers of poor machines.

Insist on perfect work in relatively unimportant products; send back for refinishing those which have the least flaw. Approve other defective parts whose flaws are not visible to the naked eye.

Make mistakes in routing so that parts and materials will be sent to the wrong place in the plant.

When training new workers, give incomplete or misleading instructions.

To lower morale and with it, production, be pleasant to inefficient workers; give them undeserved promotions. Discriminate against efficient workers; complain unjustly about their work. Hold conferences when there is more critical work to be done. 30