produced by a worker was likely easier than accounting for that worker's time, as would have been required for the computation of an hourly wage. Industrial Revolution Piece work took on new importance with the advent of machine tools, such as the machine lathe in 1751. Machine tools made possible by the American system of manufacturing (attributed to Eli Whitney) in 1799 in which workers could truly make just a single part but make many copies of it for later assembly by others. The reality of the earlier English system had been that handcrafted pieces rarely fit together on the first try, and a single artisan was ultimately required to rework all parts of a finished good. By the early 19th century, the accuracy of machine tools meant that piecework parts were produced fully ready for final assembly. Frederick Winslow Taylor was one of the main champions of the piece rate system in the late 19th century. Although there were many piece rate systems in use, they were largely resented and manipulative. One of the most influential tenets of Scientific Management was Taylor's popularization of the "differential piece rate system", which relied on accurate measurements of productivity rates to create a "standard" production output target. Those who were not able to meet the target suffered a penalty and were likely fired. Taylor spread that in published papers in 1895, and the timed piece rate system gave birth to creating modern cost control and, as a result, modern corporate organization. Criticism In the mid-19th century, the practice of distributing garment assembly among lower-skilled and lower-paid workers came to be known in Britain as the sweating system and arose at about the same time that a practical (foot-powered) sewing machine, was developed. Factories that collected sweating system workers at a single location, working at individual machines, and being paid piece rates became pejoratively known as sweatshops. There can be improper record keeping at the hands of supervisors attempting to cheat employees, to build piece rate systems that prevent workers from earning higher wages. That is often at the cost of both the worker and the enterprise, however, as the quality and the sustainability of the business will be threatened by decreases in quality or productivity of workers attempting to stay afloat. Put another way, if the payment for producing a well-made item is not enough to support a worker, workers will need