Taylor determined to discover, by scientific methods, how long it should take men to perform each given piece of work; and it was in the fall of 1882 that he started to put the first features of scientific management into operation. Horace Bookwalter Drury, in his 1918 work, "Scientific management: A History and Criticism", identified seven other leaders in the movement, most of whom learned of and extended scientific management from Taylor's efforts:  Emerson's testimony in late 1910 to the Interstate Commerce Commission brought the movement to national attention and instigated serious opposition. Emerson contended the railroads might save $1,000,000 a day by paying greater attention to efficiency of operation. By January 1911, a leading railroad journal began a series of articles denying they were inefficiently managed. When steps were taken to introduce scientific management at the government-owned Rock Island Arsenal in early 1911, it was opposed by Samuel Gompers, founder and President of the American Federation of Labor (an alliance of craft unions). When a subsequent attempt was made to introduce the bonus system into the government's Watertown Arsenal foundry during the summer of 1911, the entire force walked out for a few days. Congressional investigations followed, resulting in a ban on the use of time studies and pay premiums in Government service. Taylor's death in 1915 at age 59 left the movement without its original leader. In management literature today, the term "scientific management" mostly refers to the work of Taylor and his disciples ("classical", implying "no longer current, but still respected for its seminal value") in contrast to newer, improved iterations of efficiency-seeking methods. Today, task-oriented optimization of work tasks is nearly ubiquitous in industry. Flourishing in the late 19th and early 20th century, scientific management built on earlier pursuits of economic efficiency. While it was prefigured in the folk wisdom of thrift, it favored empirical methods to determine efficient procedures rather than perpetuating established traditions. Thus it was followed by a profusion of successors in applied science, including time and motion study, the Efficiency Movement (which was a broader cultural echo of scientific management's impact on business managers specifically), Fordism, operations management, operations research, industrial engineering, management science, manufacturing engineering, logistics, business process management, business process reengineering, lean manufacturing, and Six Sigma. There is a fluid continuum linking scientific management with the later fields, and the different approaches often display a high degree of compatibility. Taylor rejected the notion, which was universal in his day and still held today, that the trades, including manufacturing, were resistant to analysis and could only be performed by craft production methods.