neither easy to implement nor sufficient; their implementation would require hard work by engineers and psychologists to make them successful. The Gilbreths also believed that scientific management as formulated by Taylor fell short when it came to managing the human element on the shop floor. The Gilbreths helped formulate a constructive critique of Taylorism; this critique had the support of other successful managers. After Frank's passing and the mourning period, Lillian found that the homages to her husband were not a sign of her own taking, when three of her biggest clients didn't renew or cancelled contracts. Close associates offered her employment in their firms, but she wanted to keep Frank's business afloat. Time, motion, and fatigue study Gilbreth and her husband were equal partners in the engineering and management consulting firm of Gilbreth, Incorporated. She continued to lead the company for decades after his death in 1924. The Gilbreths, both pioneers in scientific management, were especially adept at performing time-and-motion studies. They named their methodology the Gilbreth System and used the slogan, "The One Best Way to Do Work," to promote it. The Gilbreths also developed a new technique for their studies that used a motion-picture camera to record work processes. These filmed observations enabled the Gilbreths to redesign machinery to better suit workers' movements to improve efficiency and reduce fatigue. Their research on fatigue study was a forerunner to ergonomics. In addition, the Gilbreths applied a human approach to scientific management to develop innovations in workplace efficiency, such as improved lighting and regular breaks, as well as ideas for workplace psychological well-being, such as suggestion boxes and free books. Domestic management and home economics Gilbreth collaborated with her husband until his death in 1924. Afterwards, she continued to research, write, and teach, in addition to consulting with businesses and manufacturers. She also participated in professional organizations such as the American Society of Mechanical Engineers until her own death nearly fifty years later in 1972. In addition, Gilbreth turned her attention to the home, despite her aversion to housework and the fact that she had long employed full-time household help. Her children once described her kitchen as a "model of inefficiency." Due to discrimination within the engineering community, Gilbreth shifted her efforts toward research projects in the female-friendly arena of domestic management and home economics. She applied the principles of scientific management to household tasks and "sought to provide