My Life and Work, Henry Ford [i want to read a book .txt] 📗

one branch house. In 1908, the factory space had increased to 2.65 acres and we owned the building. The average number of employees had increased to 1,908. We built 6,181 cars and had fourteen branch houses. It was a prosperous business.

 

During the season 1908-1909 we continued to make Models “R” and “S,”

four-cylinder runabouts and roadsters, the models that had previously been so successful, and which sold at $700 and $750. But “Model T” swept them right out. We sold 10,607 cars—a larger number than any manufacturer had ever sold. The price for the touring car was $850. On the same chassis we mounted a town car at $1,000, a roadster at $825, a coupe at $950, and a landaulet at $950.

 

This season demonstrated conclusively to me that it was time to put the new policy in force. The salesmen, before I had announced the policy, were spurred by the great sales to think that even greater sales might be had if only we had more models. It is strange how, just as soon as an article becomes successful, somebody starts to think that it would be more successful if only it were different. There is a tendency to keep monkeying with styles and to spoil a good thing by changing it. The salesmen were insistent on increasing the line. They listened to the 5

per cent., the special customers who could say what they wanted, and forgot all about the 95 per cent. who just bought without making any fuss. No business can improve unless it pays the closest possible attention to complaints and suggestions. If there is any defect in service then that must be instantly and rigorously investigated, but when the suggestion is only as to style, one has to make sure whether it is not merely a personal whim that is being voiced. Salesmen always want to cater to whims instead of acquiring sufficient knowledge of their product to be able to explain to the customer with the whim that what they have will satisfy his every requirement—that is, of course, provided what they have does satisfy these requirements.

 

Therefore in 1909 I announced one morning, without any previous warning, that in the future we were going to build only one model, that the model was going to be “Model T,” and that the chassis would be exactly the same for all cars, and I remarked:

 

“Any customer can have a car painted any colour that he wants so long as it is black.”

 

I cannot say that any one agreed with me. The selling people could not of course see the advantages that a single model would bring about in production. More than that, they did not particularly care. They thought that our production was good enough as it was and there was a very decided opinion that lowering the sales price would hurt sales, that the people who wanted quality would be driven away and that there would be none to replace them. There was very little conception of the motor industry. A motor car was still regarded as something in the way of a luxury. The manufacturers did a good deal to spread this idea. Some clever persons invented the name “pleasure car” and the advertising emphasized the pleasure features. The sales people had ground for their objections and particularly when I made the following announcement: “I will build a motor car for the great multitude. It will be large enough for the family but small enough for the individual to run and care for. It will be constructed of the best materials, by the best men to be hired, after the simplest designs that modern engineering can devise. But it will be so low in price that no man making a good salary will be unable to own one—and enjoy with his family the blessing of hours of pleasure in God’s great open spaces.”

 

This announcement was received not without pleasure. The general comment was:

 

“If Ford does that he will be out of business in six months.”

 

The impression was that a good car could not be built at a low price, and that, anyhow, there was no use in building a low-priced car because only wealthy people were in the market for cars. The 1908-1909 sales of more than ten thousand cars had convinced me that we needed a new factory. We already had a big modern factory—the Piquette Street plant.

It was as good as, perhaps a little better than, any automobile factory in the country. But I did not see how it was going to care for the sales and production that were inevitable. So I bought sixty acres at Highland Park, which was then considered away out in the country from Detroit.

The amount of ground bought and the plans for a bigger factory than the world has ever seen were opposed. The question was already being asked: “How soon will Ford blow up?”

 

Nobody knows how many thousand times it has been asked since. It is asked only because of the failure to grasp that a principle rather than an individual is at work, and the principle is so simple that it seems mysterious.

 

For 1909-1910, in order to pay for the new land and buildings, I slightly raised the prices. This is perfectly justifiable and results in a benefit, not an injury, to the purchaser. I did exactly the same thing a few years ago—or rather, in that case I did not lower the price as is my annual custom, in order to build the River Rouge plant. The extra money might in each case have been had by borrowing, but then we should have had a continuing charge upon the business and all subsequent cars would have had to bear this charge. The price of all the models was increased $100, with the exception of the roadster, which was increased only $75 and of the landaulet and town car, which were increased $150

and $200 respectively. We sold 18,664 cars, and then for 1910-1911, with the new facilities, I cut the touring car from $950 to $780 and we sold 34,528 cars. That is the beginning of the steady reduction in the price of the cars in the face of ever-increasing cost of materials and ever-higher wages.

 

Contrast the year 1908 with the year 1911. The factory space increased from 2.65 to 32 acres. The average number of employees from 1,908 to 4,110, and the cars built from a little over six thousand to nearly thirty-five thousand. You will note that men were not employed in proportion to the output.

 

We were, almost overnight it seems, in great production. How did all this come about?

 

Simply through the application of an inevitable principle. By the application of intelligently directed power and machinery. In a little dark shop on a side street an old man had laboured for years making axe handles. Out of seasoned hickory he fashioned them, with the help of a draw shave, a chisel, and a supply of sandpaper. Carefully was each handle weighed and balanced. No two of them were alike. The curve must exactly fit the hand and must conform to the grain of the wood. From dawn until dark the old man laboured. His average product was eight handles a week, for which he received a dollar and a half each. And often some of these were unsaleable—because the balance was not true.

 

To-day you can buy a better axe handle, made by machinery, for a few cents. And you need not worry about the balance. They are all alike—and every one is perfect. Modern methods applied in a big way have not only brought the cost of axe handles down to a fraction of their former cost—but they have immensely improved the product.

 

It was the application of these same methods to the making of the Ford car that at the very start lowered the price and heightened the quality.

We just developed an idea. The nucleus of a business may be an idea.

That is, an inventor or a thoughtful workman works out a new and better way to serve some established human need; the idea commends itself, and people want to avail themselves of it. In this way a single individual may prove, through his idea or discovery, the nucleus of a business. But the creation of the body and bulk of that business is shared by everyone who has anything to do with it. No manufacturer can say: “I built this business”—if he has required the help of thousands of men in building it. It is a joint production. Everyone employed in it has contributed something to it. By working and producing they make it possible for the purchasing world to keep coming to that business for the type of service it provides, and thus they help establish a custom, a trade, a habit which supplies them with a livelihood. That is the way our company grew and just how I shall start explaining in the next chapter.

 

In the meantime, the company had become world-wide. We had branches in London and in Australia. We were shipping to every part of the world, and in England particularly we were beginning to be as well known as in America. The introduction of the car in England was somewhat difficult on account of the failure of the American bicycle. Because the American bicycle had not been suited to English uses it was taken for granted and made a point of by the distributors that no American vehicle could appeal to the British market. Two “Model A’s” found their way to England in 1903. The newspapers refused to notice them. The automobile agents refused to take the slightest interest. It was rumoured that the principal components of its manufacture were string and hoop wire and that a buyer would be lucky if it held together for a fortnight! In the first year about a dozen cars in all were used; the second was only a little better. And I may say as to the reliability of that “Model A”

that most of them after nearly twenty years are still in some kind of service in England.

 

In 1905 our agent entered a “Model C” in the Scottish Reliability Trials. In those days reliability runs were more popular in England than motor races. Perhaps there was no inkling that after all an automobile was not merely a toy. The Scottish Trials was over eight hundred miles of hilly, heavy roads. The Ford came through with only one involuntary stop against it. That started the Ford sales in England. In that same year Ford taxicabs were placed in London for the first time. In the next several years the sales began to pick up. The cars went into every endurance and reliability test and won every one of them. The Brighton dealer had ten Fords driven over the South Downs for two days in a kind of steeplechase and every one of them came through. As a result six hundred cars were sold that year. In 1911 Henry Alexander drove a “Model T” to the top of Ben Nevis, 4,600 feet. That year 14,060 cars were sold in England, and it has never since been necessary to stage any kind of a stunt. We eventually opened our own factory at Manchester; at first it was purely an assembling plant. But as the years have gone by we have progressively made more and more of the car.