readenglishbook.com » Biography & Autobiography » My Life and Work, Henry Ford [i want to read a book .txt] 📗

Book online «My Life and Work, Henry Ford [i want to read a book .txt] 📗». Author Henry Ford



1 ... 12 13 14 15 16 17 18 19 20 ... 49
Go to page:
dipped by hand into a tank of enamel. This required several handlings and the services of two men. Now one man takes care of it all on a special machine, designed and built in the factory. The man now merely hangs the assembly on a moving chain which carries it up over the enamel tank, two levers then thrust thimbles over the ends of the ladle shaft, the paint tank rises six feet, immerses the axle, returns to position, and the axle goes on to the drying oven. The whole cycle of operations now takes just thirteen seconds.

 

The radiator is a complex affair and soldering it used to be a matter of skill. There are ninety-five tubes in a radiator. Fitting and soldering these tubes in place is by hand a long operation, requiring both skill and patience. Now it is all done by a machine which will make twelve hundred radiator cores in eight hours; then they are soldered in place by being carried through a furnace by a conveyor. No tinsmith work and so no skill are required.

 

We used to rivet the crank-case arms to the crank-case, using pneumatic hammers which were supposed to be the latest development. It took six men to hold the hammers and six men to hold the casings, and the din was terrific. Now an automatic press operated by one man, who does nothing else, gets through five times as much work in a day as those twelve men did.

 

In the Piquette plant the cylinder casting traveled four thousand feet in the course of finishing; now it travels only slightly over three hundred feet.

 

There is no manual handling of material. There is not a single hand operation. If a machine can be made automatic, it is made automatic. Not a single operation is ever considered as being done in the best or cheapest way. At that, only about ten per cent. of our tools are special; the others are regular machines adjusted to the particular job.

And they are placed almost side by side. We put more machinery per square foot of floor space than any other factory in the world—every foot of space not used carries an overhead expense. We want none of that waste. Yet there is all the room needed—no man has too much room and no man has too little room. Dividing and subdividing operations, keeping the work in motion—those are the keynotes of production. But also it is to be remembered that all the parts are designed so that they can be most easily made. And the saving? Although the comparison is not quite fair, it is startling. If at our present rate of production we employed the same number of men per car that we did when we began in 1903—and those men were only for assembly—we should to-day require a force of more than two hundred thousand. We have less than fifty thousand men on automobile production at our highest point of around four thousand cars a day!

CHAPTER VI

MACHINES AND MEN

 

That which one has to fight hardest against in bringing together a large number of people to do work is excess organization and consequent red tape. To my mind there is no bent of mind more dangerous than that which is sometimes described as the “genius for organization.” This usually results in the birth of a great big chart showing, after the fashion of a family tree, how authority ramifies. The tree is heavy with nice round berries, each of which bears the name of a man or of an office. Every man has a title and certain duties which are strictly limited by the circumference of his berry.

 

If a straw boss wants to say something to the general superintendent, his message has to go through the sub-foreman, the foreman, the department head, and all the assistant superintendents, before, in the course of time, it reaches the general superintendent. Probably by that time what he wanted to talk about is already history. It takes about six weeks for the message of a man living in a berry on the lower left-hand corner of the chart to reach the president or chairman of the board, and if it ever does reach one of these august officials, it has by that time gathered to itself about a pound of criticisms, suggestions, and comments. Very few things are ever taken under “official consideration”

until long after the time when they actually ought to have been done.

The buck is passed to and fro and all responsibility is dodged by individuals—following the lazy notion that two heads are better than one.

 

Now a business, in my way of thinking, is not a machine. It is a collection of people who are brought together to do work and not to write letters to one another. It is not necessary for any one department to know what any other department is doing. If a man is doing his work he will not have time to take up any other work. It is the business of those who plan the entire work to see that all of the departments are working properly toward the same end. It is not necessary to have meetings to establish good feeling between individuals or departments.

It is not necessary for people to love each other in order to work together. Too much good fellowship may indeed be a very bad thing, for it may lead to one man trying to cover up the faults of another. That is bad for both men.

 

When we are at work we ought to be at work. When we are at play we ought to be at play. There is no use trying to mix the two. The sole object ought to be to get the work done and to get paid for it. When the work is done, then the play can come, but not before. And so the Ford factories and enterprises have no organization, no specific duties attaching to any position, no line of succession or of authority, very few titles, and no conferences. We have only the clerical help that is absolutely required; we have no elaborate records of any kind, and consequently no red tape.

 

We make the individual responsibility complete. The workman is absolutely responsible for his work. The straw boss is responsible for the workmen under him. The foreman is responsible for his group. The department head is responsible for the department. The general superintendent is responsible for the whole factory. Every man has to know what is going on in his sphere. I say “general superintendent.”

There is no such formal title. One man is in charge of the factory and has been for years. He has two men with him, who, without in any way having their duties defined, have taken particular sections of the work to themselves. With them are about half a dozen other men in the nature of assistants, but without specific duties. They have all made jobs for themselves—but there are no limits to their jobs. They just work in where they best fit. One man chases stock and shortages. Another has grabbed inspection, and so on.

 

This may seem haphazard, but it is not. A group of men, wholly intent upon getting work done, have no difficulty in seeing that the work is done. They do not get into trouble about the limits of authority, because they are not thinking of titles. If they had offices and all that, they would shortly be giving up their time to office work and to wondering why did they not have a better office than some other fellow.

 

Because there are no titles and no limits of authority, there is no question of red tape or going over a man’s head. Any workman can go to anybody, and so established has become this custom, that a foreman does not get sore if a workman goes over him and directly to the head of the factory. The workman rarely ever does so, because a foreman knows as well as he knows his own name that if he has been unjust it will be very quickly found out, and he shall no longer be a foreman. One of the things that we will not tolerate is injustice of any kind. The moment a man starts to swell with authority he is discovered, and he goes out, or goes back to a machine. A large amount of labour unrest comes from the unjust exercise of authority by those in subordinate positions, and I am afraid that in far too many manufacturing institutions it is really not possible for a workman to get a square deal.

 

The work and the work alone controls us. That is one of the reasons why we have no titles. Most men can swing a job, but they are floored by a title. The effect of a title is very peculiar. It has been used too much as a sign of emancipation from work. It is almost equivalent to a badge bearing the legend:

 

“This man has nothing to do but regard himself as important and all others as inferior.”

 

Not only is a title often injurious to the wearer, but it has its effect on others as well. There is perhaps no greater single source of personal dissatisfaction among men than the fact that the title-bearers are not always the real leaders. Everybody acknowledges a real leader—a man who is fit to plan and command. And when you find a real leader who bears a title, you will have to inquire of someone else what his title is. He doesn’t boast about it.

 

Titles in business have been greatly overdone and business has suffered.

One of the bad features is the division of responsibility according to titles, which goes so far as to amount to a removal altogether of responsibility. Where responsibility is broken up into many small bits and divided among many departments, each department under its own titular head, who in turn is surrounded by a group bearing their nice sub-titles, it is difficult to find any one who really feels responsible. Everyone knows what “passing the buck” means. The game must have originated in industrial organizations where the departments simply shove responsibility along. The health of every organization depends on every member—whatever his place—feeling that everything that happens to come to his notice relating to the welfare of the business is his own job. Railroads have gone to the devil under the eyes of departments that say:

 

“Oh, that doesn’t come under our department. Department X, 100 miles away, has that in charge.”

 

There used to be a lot of advice given to officials not to hide behind their titles. The very necessity for the advice showed a condition that needed more than advice to correct it. And the correction is just this—abolish the titles. A few may be legally necessary; a few may be useful in directing the public how to do business with the concern, but for the rest the best rule is simple: “Get rid of them.”

 

As a matter of fact, the record of business in general just now is such as to detract very much from the value of titles. No one would boast of being president of a bankrupt bank. Business on the whole has not been so skillfully steered as to leave much margin for pride in the steersmen. The men who bear titles now and are worth anything are forgetting their titles and are down in the foundation of business looking for the weak spots. They are back again in the places from which they rose—trying to reconstruct from the bottom up. And when a man is really at work, he needs no title. His work honours him.

1 ... 12 13 14 15 16 17 18 19 20 ... 49
Go to page:

Free e-book «My Life and Work, Henry Ford [i want to read a book .txt] 📗» - read online now

Comments (0)

There are no comments yet. You can be the first!
Add a comment