My Life and Work by Henry Ford (free novel 24 .TXT) 📕

motor gets its gasoline; it has previously received lubrication; on operation number forty-four the radiator is filled with water, and on operation number forty-five the car drives out onto John R. Street.

 

Essentially the same ideas have been applied to the assembling of the motor. In October, 1913, it required nine hours and fifty-four minutes of labour time to assemble one motor; six months later, by the moving assembly method, this time had been reduced to five hours and fifty-six minutes. Every piece of work in the shops moves; it may move on hooks on overhead chains going to assembly in the exact order in which the parts are required; it may travel on a moving platform, or it may go by gravity, but the point is that there is no lifting or trucking of anything other than materials. Materials are brought in on small trucks or trailers operated by cut-down Ford chassis, which are sufficiently mobile and quick to get in and out of any aisle where they may be required to go. No workman has anything to do with moving or lifting anything. That is all in a separate department—the department of transportation.

 

We started assembling a motor car in a single factory. Then as we began to make parts, we began to departmentalize so that each department would do only one thing. As the factory is now organized each department makes only a single part or assembles a part. A department is a little factory in itself. The part comes into it as raw material or as a casting, goes through the sequence of machines and heat treatments, or whatever may be required, and leaves that department finished. It was only because of transport ease that the departments were grouped together when we started to manufacture. I did not know that such minute divisions would be possible; but as our production grew and departments multiplied, we actually changed from making automobiles to making parts. Then we found that we had made another new discovery, which was that by no means all of the parts had to be made in one factory. It was not really a discovery—it was something in the nature of going around in a circle to my first manufacturing when I bought the motors and probably ninety per cent. of the parts. When we began to make our own parts we practically took for granted that they all had to be made in the one factory—that there was some special virtue in having a single roof over the manufacture of the entire car. We have now developed away from this. If we build any more large factories, it will be only because the making of a single part must be in such tremendous volume as to require a large unit. I hope that in the course of time the big Highland Park plant will be doing only one or two things. The casting has already been taken away from it and has gone to the River Rouge plant. So now we are on our way back to where we started from—excepting that, instead of buying our parts on the outside, we are beginning to make them in our own factories on the outside.

 

This is a development which holds exceptional consequences, for it means, as I shall enlarge in a later chapter, that highly standardized, highly subdivided industry need no longer become concentrated in large plants with all the inconveniences of transportation and housing that hamper large plants. A thousand or five hundred men ought to be enough in a single factory; then there would be no problem of transporting them to work or away from work and there would be no slums or any of the other unnatural ways of living incident to the overcrowding that must take place if the workmen are to live within reasonable distances of a very large plant.

 

Highland Park now has five hundred departments. Down at our Piquette plant we had only eighteen departments, and formerly at Highland Park we had only one hundred and fifty departments. This illustrates how far we are going in the manufacture of parts.

 

Hardly a week passes without some improvement being made somewhere in machine or process, and sometimes this is made in defiance of what is called “the best shop practice.” I recall that a machine manufacturer was once called into conference on the building of a special machine.

The specifications called for an output of two hundred per hour.

 

“This is a mistake,” said the manufacturer, “you mean two hundred a day—no machine can be forced to two hundred an hour.”

 

The company officer sent for the man who had designed the machine and they called his attention to the specification. He said: “Yes, what about it?”

 

“It can’t be done,” said the manufacturer positively, “no machine built will do that—it is out of the question.”

 

“Out of the question!” exclaimed the engineer, “if you will come down to the main floor you will see one doing it; we built one to see if it could be done and now we want more like it.”

 

The factory keeps no record of experiments. The foremen and superintendents remember what has been done. If a certain method has formerly been tried and failed, somebody will remember it—but I am not particularly anxious for the men to remember what someone else has tried to do in the past, for then we might quickly accumulate far too many things that could not be done. That is one of the troubles with extensive records. If you keep on recording all of your failures you will shortly have a list showing that there is nothing left for you to try—whereas it by no means follows because one man has failed in a certain method that another man will not succeed.

 

They told us we could not cast gray iron by our endless chain method and I believe there is a record of failures. But we are doing it. The man who carried through our work either did not know or paid no attention to the previous figures. Likewise we were told that it was out of the question to pour the hot iron directly from the blast furnace into mould. The usual method is to run the iron into pigs, let them season for a time, and then remelt them for casting. But at the River Rouge plant we are casting directly from cupolas that are filled from the blast furnaces. Then, too, a record of failures—particularly if it is a dignified and well-authenticated record—deters a young man from trying.

We get some of our best results from letting fools rush in where angels fear to tread.

 

None of our men are “experts.” We have most unfortunately found it necessary to get rid of a man as soon as he thinks himself an expert—because no one ever considers himself expert if he really knows his job. A man who knows a job sees so much more to be done than he has done, that he is always pressing forward and never gives up an instant of thought to how good and how efficient he is. Thinking always ahead, thinking always of trying to do more, brings a state of mind in which nothing is impossible. The moment one gets into the “expert” state of mind a great number of things become impossible.

 

I refuse to recognize that there are impossibilities. I cannot discover that any one knows enough about anything on this earth definitely to say what is and what is not possible. The right kind of experience, the right kind of technical training, ought to enlarge the mind and reduce the number of impossibilities. It unfortunately does nothing of the kind. Most technical training and the average of that which we call experience, provide a record of previous failures and, instead of these failures being taken for what they are worth, they are taken as absolute bars to progress. If some man, calling himself an authority, says that this or that cannot be done, then a horde of unthinking followers start the chorus: “It can’t be done.”

 

Take castings. Castings has always been a wasteful process and is so old that it has accumulated many traditions which make improvements extraordinarily difficult to bring about. I believe one authority on moulding declared—before we started our experiments—that any man who said he could reduce costs within half a year wrote himself down as a fraud.

 

Our foundry used to be much like other foundries. When we cast the first “Model T” cylinders in 1910, everything in the place was done by hand; shovels and wheelbarrows abounded. The work was then either skilled or unskilled; we had moulders and we had labourers. Now we have about five per cent. of thoroughly skilled moulders and core setters, but the remaining 95 per cent. are unskilled, or to put it more accurately, must be skilled in exactly one operation which the most stupid man can learn within two days. The moulding is all done by machinery. Each part which we have to cast has a unit or units of its own—according to the number required in the plan of production. The machinery of the unit is adapted to the single casting; thus the men in the unit each perform a single operation that is always the same. A unit consists of an overhead railway to which at intervals are hung little platforms for the moulds.

Without going into technical details, let me say the making of the moulds and the cores, and the packing of the cores, are done with the work in motion on the platforms. The metal is poured at another point as the work moves, and by the time the mould in which the metal has been poured reaches the terminal, it is cool enough to start on its automatic way to cleaning, machining, and assembling. And the platform is moving around for a new load.

 

Take the development of the piston-rod assembly. Even under the old plan, this operation took only three minutes and did not seem to be one to bother about. There were two benches and twenty-eight men in all; they assembled one hundred seventy-five pistons and rods in a nine-hour day—which means just five seconds over three minutes each. There was no inspection, and many of the piston and rod assemblies came back from the motor assembling line as defective. It is a very simple operation. The workman pushed the pin out of the piston, oiled the pin, slipped the rod in place, put the pin through the rod and piston, tightened one screw, and opened another screw. That was the whole operation. The foreman, examining the operation, could not discover why it should take as much as three minutes. He analyzed the motions with a stop-watch. He found that four hours out of a nine-hour day were spent in walking. The assembler did not go off anywhere, but he had to shift his feet to gather in his materials and to push away his finished piece. In the whole task, each man performed six operations. The foreman devised a new plan; he split the operation into three divisions, put a slide on the bench and three men on each side of it, and an inspector at the end.

Instead of one man performing the whole operation, one man then performed only one third of the operation—he performed only as much as he could do without shifting his feet. They cut down the squad from twenty-eight to fourteen men. The former record for twenty-eight men was one hundred seventy-five assemblies a day. Now seven men turn out twenty-six hundred assemblies in eight hours. It is not necessary to calculate the savings there!

 

Painting the rear axle assembly once gave some trouble. It used to be