Gilbreth died of a heart attack on June 14, 1924, at age 55. He was at the Lackawanna Terminal in Montclair, New Jersey, talking with his wife by telephone. Lillian outlived him by 48 years. Gilbreth served in the U.S. Army during World War I. His assignment was to find quicker and more efficient means of assembling and disassembling small arms. According to Claude George (1968), Gilbreth reduced all motions of the hand into some combination of 17 basic motions. These included grasp, transport loaded, and hold. Gilbreth named the motions therbligs — "Gilbreth" spelled backwards with letters "th" transposed to their original order. He used a motion picture camera that was calibrated in fractions of minutes to time the smallest of motions in workers. Their emphasis on the "one best way" and therbligs predates the development of continuous quality improvement (CQI), and the late 20th century understanding that repeated motions can lead to workers experiencing repetitive motion injuries. Gilbreth was the first to propose the position of "caddy" (Gilbreth's term) to a surgeon, who handed surgical instruments to the surgeon as needed. Gilbreth also devised the standard techniques used by armies around the world to teach recruits how to rapidly disassemble and reassemble their weapons even when blindfolded or in total darkness. The work of the Gilbreths is often associated with that of Frederick Winslow Taylor, yet there was a substantial philosophical difference between the Gilbreths and Taylor. The symbol of Taylorism was the stopwatch; Taylor was concerned primarily with reducing process times. The Gilbreths, in contrast, sought to make processes more efficient by reducing the motions involved. They saw their approach as more concerned with workers' welfare than Taylorism, which workers themselves often perceived as concerned mainly with profit. This difference led to a personal rift between Taylor and the Gilbreths which, after Taylor's death, turned into a feud between the Gilbreths and Taylor's followers. After Frank's death, Lillian Gilbreth took steps to heal the rift; however, some friction remains over questions of history and intellectual property. In conducting their Motion Study method to work, they found that the key to improving work efficiency was in reducing unnecessary motions. Not only were some motions unnecessary, but they caused employee fatigue. Their efforts to reduce fatigue included reduced motions, tool redesign, parts placement, and bench and seating height, for which they began to develop workplace standards.