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

All of our people come into the factory or the offices through the employment departments. As I have said, we do not hire experts—neither do we hire men on past experiences or for any position other than the lowest. Since we do not take a man on his past history, we do not refuse him because of his past history. I never met a man who was thoroughly bad. There is always some good in him—if he gets a chance. That is the reason we do not care in the least about a man’s antecedents—we do not hire a man’s history, we hire the man. If he has been in jail, that is no reason to say that he will be in jail again. I think, on the contrary, he is, if given a chance, very likely to make a special effort to keep out of jail. Our employment office does not bar a man for anything he has previously done—he is equally acceptable whether he has been in Sing Sing or at Harvard and we do not even inquire from which place he has graduated. All that he needs is the desire to work. If he does not desire to work, it is very unlikely that he will apply for a position, for it is pretty well understood that a man in the Ford plant works.

We do not, to repeat, care what a man has been. If he has gone to college he ought to be able to go ahead faster, but he has to start at the bottom and prove his ability. Every man’s future rests solely with himself. There is far too much loose talk about men being unable to obtain recognition. With us every man is fairly certain to get the exact recognition he deserves.

Of course, there are certain factors in the desire for recognition which must be reckoned with. The whole modern industrial system has warped the desire so out of shape that it is now almost an obsession. There was a time when a man’s personal advancement depended entirely and immediately upon his work, and not upon any one’s favor; but nowadays it often depends far too much upon the individual’s good fortune in catching some influential eye. That is what we have successfully fought against. Men will work with the idea of catching somebody’s eye; they will work with the idea that if they fail to get credit for what they have done, they might as well have done it badly or not have done it at all. Thus the work sometimes becomes a secondary consideration. The job in hand—the article in hand, the special kind of service in hand—turns out to be not the principal job. The main work becomes personal advancement—a platform from which to catch somebody’s eye. This habit of making the work secondary and the recognition primary is unfair to the work. It makes recognition and credit the real job. And this also has an unfortunate effect on the worker. It encourages a peculiar kind of ambition which is neither lovely nor productive. It produces the kind of man who imagines that by “standing in with the boss” he will get ahead.

Every shop knows this kind of man. And the worst of it is there are some things in the present industrial system which make it appear that the game really pays. Foremen are only human. It is natural that they should be flattered by being made to believe that they hold the weal or woe of workmen in their hands. It is natural, also, that being open to flattery, their self-seeking subordinates should flatter them still more to obtain and profit by their favor. That is why I want as little as possible of the personal element.

It is particularly easy for any man who never knows it all to go forward to a higher position with us. Some men will work hard but they do not possess the capacity to think and especially to think quickly. Such men get as far as their ability deserves. A man may, by his industry, deserve advancement, but it cannot be possibly given him unless he also has a certain element of leadership. This is not a dream world we are living in. I think that every man in the shaking-down process of our factory eventually lands about where he belongs.

We are never satisfied with the way that everything is done in any part of the organization; we always think it ought to be done better and that eventually it will be done better. The spirit of crowding forces the man who has the qualities for a higher place eventually to get it. He perhaps would not get the place if at any time the organization—which is a word I do not like to use—became fixed, so that there would be routine steps and dead men’s shoes. But we have so few titles that a man who ought to be doing something better than he is doing, very soon gets to doing it—he is not restrained by the fact that there is no position ahead of him “open”—for there are no “positions.” We have no cut-and-dried places—our best men make their places. This is easy enough to do, for there is always work, and when you think of getting the work done instead of finding a title to fit a man who wants to be promoted, then there is no difficulty about promotion. The promotion itself is not formal; the man simply finds himself doing something other than what he was doing and getting more money.

All of our people have thus come up from the bottom. The head of the factory started as a machinist. The man in charge of the big River Rouge plant began as a patternmaker. Another man overseeing one of the principal departments started as a sweeper. There is not a single man anywhere in the factory who did not simply come in off the street.

Everything that we have developed has been done by men who have qualified themselves with us. We fortunately did not inherit any traditions and we are not founding any. If we have a tradition it is this:

Everything can always be done better than it is being done.

That pressing always to do work better and faster solves nearly every factory problem. A department gets its standing on its rate of production. The rate of production and the cost of production are distinct elements. The foremen and superintendents would only be wasting time were they to keep a check on the costs in their departments. There are certain costs—such as the rate of wages, the overhead, the price of materials, and the like, which they could not in any way control, so they do not bother about them. What they can control is the rate of production in their own departments. The rating of a department is gained by dividing the number of parts produced by the number of hands working. Every foreman checks his own department daily—he carries the figures always with him. The superintendent has a tabulation of all the scores; if there is something wrong in a department the output score shows it at once, the superintendent makes inquiries and the foreman looks alive. A considerable part of the incentive to better methods is directly traceable to this simple rule-of-thumb method of rating production. The foreman need not be a cost accountant—he is no better a foreman for being one. His charges are the machines and the human beings in his department. When they are working at their best he has performed his service. The rate of his production is his guide. There is no reason for him to scatter his energies over collateral subjects.

This rating system simply forces a foreman to forget personalities—to forget everything other than the work in hand. If he should select the people he likes instead of the people who can best do the work, his department record will quickly show up that fact.

There is no difficulty in picking out men. They pick themselves out because—although one hears a great deal about the lack of opportunity for advancement—the average workman is more interested in a steady job than he is in advancement. Scarcely more than five per cent, of those who work for wages, while they have the desire to receive more money, have also the willingness to accept the additional responsibility and the additional work which goes with the higher places. Only about twenty-five per cent. are even willing to be straw bosses, and most of them take that position because it carries with it more pay than working on a machine. Men of a more mechanical turn of mind, but with no desire for responsibility, go into the tool-making departments where they receive considerably more pay than in production proper. But the vast majority of men want to stay put. They want to be led. They want to have everything done for them and to have no responsibility. Therefore, in spite of the great mass of men, the difficulty is not to discover men to advance, but men who are willing to be advanced.

The accepted theory is that all people are anxious for advancement, and a great many pretty plans have been built up from that. I can only say that we do not find that to be the case. The Americans in our employ do want to go ahead, but they by no means do always want to go clear through to the top. The foreigners, generally speaking, are content to stay as straw bosses. Why all of this is, I do not know. I am giving the facts.

As I have said, everyone in the place reserves an open mind as to the way in which every job is being done. If there is any fixed theory—any fixed rule—it is that no job is being done well enough. The whole factory management is always open to suggestion, and we have an informal suggestion system by which any workman can communicate any idea that comes to him and get action on it.

The saving of a cent per piece may be distinctly worth while. A saving of one cent on a part at our present rate of production represents twelve thousand dollars a year. One cent saved on each part would amount to millions a year. Therefore, in comparing savings, the calculations are carried out to the thousandth part of a cent. If the new way suggested shows a saving and the cost of making the change will pay for itself within a reasonable time—say within three months—the change is made practically as of course. These changes are by no means limited to improvements which will increase production or decrease cost. A great many—perhaps most of them—are in the line of making the work easier.

We do not want any hard, man-killing work about the place, and there is now very little of it. And usually it so works out that adopting the way which is easier on the men also decreases the cost. There is most intimate connection between decency and good business. We also investigate down to the last decimal whether it is cheaper to make or to buy a part.

The suggestions come from everywhere. The Polish workmen seem to be the cleverest of all of the foreigners in making them. One, who could not speak English, indicated that if the tool in his machine were set at a different angle it might wear longer. As it was it lasted only four or five cuts. He was right, and a lot of money was saved in grinding.

Another Pole, running a drill press, rigged up a little fixture to save handling the part after drilling. That was adopted generally and a considerable saving resulted. The