Frank and Lillian Gilbreth’s Time & Motion Management Theory

Who were Frank and Lillian Gilbreth?

Frank Bunker Gilbreth (1868-1924) was born in Fairfield, Maine, and began his career as a bricklayer’s apprentice at age 17, choosing to forgo higher education to enter the construction trade. Through careful observation and innovation, he developed more efficient bricklaying methods that eliminated unnecessary motions, which led to his rapid advancement to chief superintendent within 10 years. In 1895, he founded Frank Gilbreth and Company, a contracting firm that became famous for completing projects early and under budget.

Lillian Evelyn Moller Gilbreth (1878-1972) was born in Oakland, California, and was the first woman in University of California history to deliver a commencement address when she graduated in 1900. She initially studied English literature but later switched to psychology at her fiancé Frank’s suggestion, who recognized her keen insight into human behavior. She completed her doctorate in psychology at Brown University in 1915.

The couple married on October 19, 1904, in Oakland, California, beginning one of the most famous partnerships in engineering history. Lillian immediately became Frank’s business partner, whom he affectionately called “Boss.” Together, they collaborated on papers, speeches and lectures, and co-authored four books. Their work partnership was groundbreaking for its time, with Lillian serving as both a full partner in Frank’s business and bringing psychological insights to complement his engineering expertise.

The Gilbreths’ influence on modern management theory cannot be overstated. They were pioneers in scientific management consulting and broke away from fellow theorist Frederick Winslow Taylor’s time study methods in 1914 to develop their own approach that emphasized both technical efficiency and human psychology. Their work laid the foundation for modern ergonomics, standardization practices and human-centered workplace design. 

After Frank’s sudden death from a heart attack in 1924, Lillian continued their consulting work for 45 more years while successfully putting all of their 12 children through college, ensuring their legacy in industrial psychology and management theory. She became the first woman appointed as a professor of management at Purdue University in 1935 and served as a resident lecturer at MIT in 1964 at age 86. Lillian died at 93 in 1972, making her a remarkably long-lived and productive figure who continued working well into her later years.

Principles of time and motion management

The Gilbreths’ management theory is based on three fundamental principles centered around time and motion management.

1. Reduce the number of motions in a task.

When working as a bricklayer, Frank would find the “one best way” to do each task required for his work. This method led to him becoming the chief superintendent after 10 years; it also gave him a thorough understanding of the laborer’s lifestyle and experience. Drawing on this knowledge, Frank and Lillian coined the term “therbligs” — a reversal of the sounds in their last name — to describe elemental motions required for workplace tasks. They used these 18 units to analyze how tasks were completed, such as searching for an object with eyes or hands, grasping an object with hands, assembling and disassembling two parts, and so on. From there, they’d figure out which motions were necessary and eliminate any unnecessary motions to increase efficiency.

Modern-day example: During surgery, doctors ask for instruments that are then handed to them by a nurse instead of searching for the instruments themselves. Because nurses and doctors have separate tasks, they can focus on them and perform them skillfully and in a timely manner.

Practical takeaway: By breaking down complex tasks into their fundamental movements and eliminating unnecessary motions, businesses can reduce employee fatigue while increasing productivity and quality output.

2. Focus on the incremental study of motions and time.

As engineers, Frank and Lillian closely studied motion and time to calculate the most efficient way to complete a given task. Taking the scientific approach, they measured time and motion to 1/2,000th of a second using photography to understand what works best. Their insight was unlike that of most other theorists, as they channeled physical science rather than psychology. In their studies, Frank and Lillian often referenced the movement of their many children, whom they invited to join their efficiency experiments.

Modern-day example: Contemporary ergonomics research uses similar motion capture technology and biomechanical analysis to design workstations that reduce repetitive strain injuries and optimize worker performance.

Practical takeaway: Precise measurement and analysis of work processes allow managers to identify inefficiencies that may not be visible through casual observation, leading to data-driven improvements.

3. Increase efficiency to increase profit and worker satisfaction.

Frank and Lillian believed happy, healthy workers were vital to an efficient, successful workplace. They prioritized finding a method of optimization that would boost profits without sacrificing workers’ health, safety or well-being. By cutting any unnecessary movements, the couple reasoned, employee fatigue lessened — allowing them to do better work for longer and feel less exhausted by their workday. This, in turn, improved profits. The Gilbreths asked companies that benefited from their methods to increase wages for employees.

“The Gilbreths emphasized efficiency through motion study and a deep respect for the people doing the work,” Matthew Higgins, chief operating officer at Live Better Hearing + Balance, told us. “Their theory wasn’t just about doing more with less — it was about doing more with intention, using human-centered design to improve both productivity and morale.”

Modern-day example: Companies like Tesla, Amazon and UPS have implemented standardized procedures that maximize time savings and efficiency while maintaining worker safety and satisfaction through ergonomic design.

Practical takeaway: True efficiency improvements should benefit both the organization and its workers, creating a win-win scenario that boosts morale, reduces turnover and increases long-term productivity.

Gilbreths’ methodology and innovations

The Gilbreths developed several groundbreaking tools and techniques that transformed how work could be studied, optimized and replicated across organizations. Their innovations centered on two core principles: breaking complex tasks into their most basic components for analysis, and establishing standardized best practices that could be consistently applied and continuously improved.

Therbligs

Frank and Lillian developed therbligs as a systematic way to analyze workplace tasks by breaking them down into fundamental elements. The 18 therbligs include these actions:

1. Search
2. Select
3. Grasp
4. Transport empty
5. Transport loaded
6. Hold
7. Release load
8. Position
9. Peposition
10. Inspect
11. Assemble
12. Disassemble
13. Use
14. Unavoidable delay
15. Avoidable delay
16. Plan
17. Rest
18. Find

This methodology allowed them to identify necessary motions and eliminate wasteful ones. Using therbligs, the Gilbreths could standardize the most efficient way to perform any task. Modern applications of therblig analysis continue in fields ranging from manufacturing to surgical training, where researchers use the framework to optimize performance and reduce errors.

Standardization

The Gilbreths believed in establishing the “one best way” to perform any task and then standardizing that method across the organization. They were among the first management theorists to emphasize the importance of documented standard operating procedures, ensuring efficient methods could be replicated consistently.

Their standardization approach went beyond just documenting procedures — it included training workers in the standardized methods and continuously improving those standards based on new observations and data. This methodology directly influenced modern quality management systems and lean manufacturing principles, where standardization remains a core component of operational excellence.

Modern applications of the Gilbreths’ management theory

The Gilbreths’ principles remain highly relevant in today’s business environment, particularly as organizations seek to balance efficiency with employee well-being. Their human-centered approach to process improvement aligns with modern management philosophies that recognize workers as valuable assets rather than mere production units. Here are some examples:

• Manufacturing and operations: In contemporary lean manufacturing, the Gilbreths’ motion studies directly influence waste elimination strategies and continuous improvement initiatives. Toyota’s Production System, for example, incorporates their principles of standardized work and motion optimization to reduce cycle times while maintaining quality. Modern factories use digital motion capture technology and AI-powered analysis to identify inefficiencies in ways that would have fascinated the Gilbreths, applying their fundamental methodology with 21st-century tools.
• Technology and user experience: Technology companies extensively apply Gilbreth principles when designing user interfaces and customer experiences. Product designers study user interactions to eliminate unnecessary clicks, reduce cognitive load and create intuitive workflows that mirror the couple’s emphasis on finding the “one best way.” Companies like Apple and Google have built their reputations on interfaces that minimize user effort while maximizing functionality — a direct descendant of therblig analysis applied to digital interactions.
• Healthcare and safety: Healthcare organizations apply Gilbreth principles in surgical suite design, emergency response protocols and patient care workflows. Modern operating rooms are designed using motion study principles to ensure surgeons can access instruments efficiently, while hospital systems use their standardization methods to reduce medical errors and improve patient outcomes. The emphasis on ergonomic design has evolved into comprehensive workplace safety programs that protect healthcare workers from repetitive stress injuries while maintaining high performance standards.
• Remote work and productivity: The COVID-19 pandemic sparked renewed interest in Gilbreth-style efficiency analysis as organizations optimized remote work plans. Digital productivity tools, high-quality time and attendance software, and workflow automation platforms all reflect their core insight that systematic analysis can reveal better ways of working, whether in a 1920s factory or a modern home office.

How to apply the Gilbreths’ management theory to small business

Implementing the Gilbreths’ management theory can increase employee engagement and productivity. Here’s how you can put their practices into action today.

Rearrange workspaces.

Lillian and Frank paid careful attention to every aspect of the workplace to find the best way to support the people in it. Evaluate your own workspace: 

• How could your layout be more efficient? 
• Do you often need to walk to another area or floor for materials or to print something? Moving that object or machine to the same area as your main work can reduce the wasted time traversing to it. 
• Do you often use a stapler throughout your day? Instead of putting it away after each use, keep it on your desk to minimize wasted movement. 

In other words, you want to create a workspace that boosts productivity.

“Design for the real human experience,” said Higgins. “One of Lillian Gilbreth’s strengths was thinking about how physical space impacts mental strain. When we opened a new office, we used staff input to design exam rooms that made patients feel at ease and gave providers everything within arm’s reach. That setup wasn’t just more efficient, it made the day easier for everyone.”

You can also organize your employees based on the same principle. If you have people working on related projects, you can arrange their desks near each other so they can easily ask one another questions or pass on tasks. If team members are working on different steps in a process, you can arrange them in order of that process. This way, materials can move down the line as they work.

“Design with your team in mind,” said Patrice Williams-Lindo, CEO of Career Nomad and senior strategy manager at Accenture. “That means better tools, smarter workspaces, and systems that reduce cognitive and physical overload.”

Establish standard operating procedures.

A major waste of time in many workplaces is reinventing the wheel. Employees often have to waste their own time to figure out how to do something that was already figured out. Whether due to poor communication or a lack of proper onboarding, the employee has no knowledge of or access to previous work and insights.

Solve this problem by creating easily accessible standard operating procedures (SOPs) inspired by the Gilbreths’ ideas and methods. Make the “one best way” to do something your standard procedure for each of your company’s processes.

“Document and share what works,” said Williams-Lindo. “Once you find a better way to do something, turn it into a standard. Knowledge-sharing is a productivity tool, not just a formality.”

Store SOP materials or instructions in multiple places, including print and digital formats, and walk through them multiple times with new employees. Be patient and encouraging as you ask teams to transition to new methods.

“Treat training as a system, not an afterthought,” said Higgins. “The Gilbreths emphasized that the right person, properly trained, can outperform even the best system with the wrong person.”

If you have a large number of employees or multiple teams working on different projects, you should set up a time to review SOPs together. After all, your SOPs are only useful if they are truly standard.

Ask employees for their input.

No one knows what your employees need better than the employees themselves. The last thing you want is to devise a whole new system to improve productivity and have it hinder your team’s success because you didn’t seek their input. Check in with them to see what they find bothersome or what is slowing down their workdays. You may be surprised to hear what they have to say. For example:

• Is their computer’s performance slowing them down? 
• Would they benefit from having a second monitor? 
• Is there something they are required to do in-house that sucks time and energy out of other, more important projects?

When asking employees for their input, make it a low-stakes situation. You want your workers to be open and honest with you to better the company overall. That can’t happen if they’re afraid you may not like what they have to say. Consider using an anonymous employee feedback system so your team can speak freely.

Observe first, change second.

Physically observe your staff to get a firsthand look at what’s working well and what can be improved as they go about the workday. Higgins shared an example of how this strategy worked when his company was redesigning the front desk workflow of a busy clinic.

“Rather than jumping straight to solutions, we shadowed our patient care coordinators and documented every microstep they took,” explained Higgins. “That motion study revealed small inefficiencies — like needing to walk across the room to grab paperwork multiple times per hour — that we corrected with a new layout and document station. Productivity and morale both improved.”

Key lessons and takeaways from the Gilbreth management theory

The Gilbreths’ management theory offers several enduring lessons for modern business leaders:

1. Efficiency and human welfare are not mutually exclusive. The Gilbreths demonstrated that properly designed efficiency improvements benefit both organizations and workers by reducing fatigue and increasing job satisfaction.
2. Standardization enables scalable success. Organizations can ensure consistent quality and performance across all employees and locations by developing and documenting the “one best way” to perform tasks.
3. Scientific observation leads to meaningful improvements. The Gilbreths’ use of photography and precise measurement to study work processes established the foundation for evidence-based management decisions.
4. Worker input is essential for sustainable improvements. Inspired by her psychology background, Lillian emphasized the importance of considering the human element in all process improvements, a principle that remains crucial in the workplace today.
5. Continuous improvement requires a systematic approach. The therbligs methodology shows how breaking complex processes into fundamental elements enables targeted improvements and innovation.

Alternatives to Frank and Lillian Gilbreth’s management theory

While the Gilbreths made great strides in workplace efficiency, several other popular management theories also offer valuable insights for improving an organization’s performance.

Follett’s management theory

Ideal for small and medium-sized businesses, Mary Parker Follett’s management theory focuses on coordination, collaboration and improving employee engagement. Follett’s theory advocates “powering with” employees, as opposed to “powering over” them, to promote a cooperative and empowered work environment. Direct contact and continuous coordination between managers and their workers ensures employees feel valued — and are willing to pull their weight — regardless of their role.

>> Learn More: The Management Theory of Mary Parker Follett

Fayol’s management theory

Henri Fayol’s management theory follows a series of principles that define how management should structure and work with their team. Using these principles, Fayol outlined five steps for management to oversee and organize production: planning, organizing, commanding, coordinating and controlling. With this approach, management must ensure personnel work together toward company goals and have the resources they need.

>> Learn More: The Management Theory of Henri Fayol

Kanter’s management theory

Rosabeth Moss Kanter’s management theory is centered around promoting growth and positive experiences in the workplace. The Harvard professor developed six keys — show up, speak up, look up, team up, never give up and lift others up — to boost morale and motivate the workforce. Kanter’s theory emphasizes how a leader’s actions directly influence employee attitudes, behaviors and resiliency.

>> Learn More: The Management Theory of Rosabeth Moss Kanter

Mayo’s management theory

Known as the father of human relations, George Elton Mayo developed his theory during a time when it was widely believed that money was the primary motivator for employees. Taking a scientific approach, he sought to disprove this, emphasizing the importance of meeting human needs. His human relations management theory argues that workers are more motivated by camaraderie and attention, rather than by money or their environment.

>> Learn More: The Management Theory of Elton Mayo

Mintzberg’s management theory

Management expert Henry Mintzberg developed his theory to help businesses streamline their management structures. His theory encourages businesses to categorize their management roles and responsibilities into one of five organizational structures: adhocracy, machine organization, professional organization, entrepreneurial organization and divisional organization. This allows employees to develop and strengthen their skillsets where they best fit. In addition, this theory encourages more effective conflict resolution and improved operational efficiency.

>> Learn More: The Management Theory of Henry Mintzberg

Taylor’s management theory

Mechanical engineer Frederick Taylor’s scientific management theory proposed that improving industrial efficiency through task simplification would lead to greater results for businesses. Also called the classical management theory, Taylor’s theory emphasizes using scientific methods to reward employees for increased productivity, rather than punishing minor mistakes. His theory is based on principles that promote “maximum prosperity” for both employees and businesses by fostering greater collaboration and efficiency.

>> Learn More: The Management Theory of Frederick Taylor

Weber’s management theory explained

Max Weber’s management theory, known as the bureaucratic theory, is centered on strict rules and a defined power structure. He believed bureaucracy is the most efficient way for organizations to achieve maximum output while ensuring fair division of responsibilities and equal treatment. Under Weber’s approach, organizations should have a well-structured communication system and a hierarchical strategy. The theory also discourages personal relationships so you can remain objective in the workplace.

>> Learn More: The Management Theory of Max Weber

Skye Schooley and Sean Peek contributed to this article. Source interviews were conducted for a previous version of this article.