Arguably, the forced regimentation and rigor of the assembly line had the single most profound effect on the workers' sense of their relation with the company. An RCA worker's every motion on the line had been broken down into its smallest elements by a sophisticated version of Taylorism known as the work factor system, developed at RCA Camden and exported to the other shops. The system, based on extensive research designed "to eliminate human judgment in setting output rates," classified the distance any part of a worker's body needed to move, the body part or parts used, the type and degree of manual control involved in each motion, and the weight or resistance encountered in the operation. Each motion segment had been quantified into a "work factor unit" that equaled 1/10,000 of a minute. Using an intricate formula that compensated for the time required for a worker's body part to change directions, the time necessary to synchronize different motions, the degree of visibility of an operation to the worker, the amount of control and dexterity required, and the amount of "mental process" involved, the manager could "objectively" determine the time required to complete any task from values derived from reams of tables without recourse to a stopwatch. The time required for a given movement could vary with the obstacles or cautions involved. All of the work factor calculations for each movement in the assigned job could then be added up to a single aggregate amount of time, or "work process." The assembly of the entire television set consisted of hundreds of separate processes performed by each operative.