ABSTRACT
It was not all manufacturing. For seven years during the 1970s I had a consultancy contract with one of the four clearing banks in the UK, and Ken Eason has reminded me that this included some work on the organization of the work of a branch. While the overall consultancy has been briefly written up before (Klein & Eason, 1991; Chapter Six), this piece of work did not feature in that account and is described here for the first time. Ken and I did the work together, and have written this account together.
