"Mr. Frederick Taylor's system in part or whole had been applied in many factories which I visited in my four years. You knew its outward sighs as soon as you entered the yard. Order, routing, were first laws, and the old cluttered shops where you fell over scattered material and picked your way around dump heaps were now models of classified order. A man knew where to find the thing he needed, and things were placed where it took the fewest steps to reach them. Quite as conspicuous as the physical changes in the shop was the change in what may be called its human atmosphere. Under the Taylor System the business of management was not only planning but controlling what it planned. Management laid out ahead the day's work for each man at his machine; to him they went with their instructions, to them he went for explanations and suggestions. Office and shop intermingled. They realized their mutual dependence as never before, learned to respect each other for what they were worth. Watching the functioning, one realized men had come to feel more or less as Taylor himself felt: that nothing of moment was ever accomplished save by cooperation, which must be "intimate and friendly." Praised once for his work on the art of cutting metal he said a thing all leaders would do well to heed: "I feel strongly that work of any account in order to be done rightly should be done through true cooperation, rather than through the individual effort of any one man; and, in fact, I should feel rather ashamed of any achievement in which I attempted to do the whole thing myself.""