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

in general. We have always with us the maimed and the halt. There is a most generous disposition to regard all of these people who are physically incapacitated for labour as a charge on society and to support them by charity. There are cases where I imagine that the support must be by charity—as, for instance, an idiot. But those cases are extraordinarily rare, and we have found it possible, among the great number of different tasks that must be performed somewhere in the company, to find an opening for almost any one and on the basis of production. The blind man or cripple can, in the particular place to which he is assigned, perform just as much work and receive exactly the same pay as a wholly able-bodied man would. We do not prefer cripples—but we have demonstrated that they can earn full wages.

 

It would be quite outside the spirit of what we are trying to do, to take on men because they were crippled, pay them a lower wage, and be content with a lower output. That might be directly helping the men but it would not be helping them in the best way. The best way is always the way by which they can be put on a productive par with able-bodied men. I believe that there is very little occasion for charity in this world—that is, charity in the sense of making gifts. Most certainly business and charity cannot be combined; the purpose of a factory is to produce, and it ill serves the community in general unless it does produce to the utmost of its capacity. We are too ready to assume without investigation that the full possession of faculties is a condition requisite to the best performance of all jobs. To discover just what was the real situation, I had all of the different jobs in the factory classified to the kind of machine and work—whether the physical labour involved was light, medium, or heavy; whether it were a wet or a dry job, and if not, with what kind of fluid; whether it were clean or dirty; near an oven or a furnace; the condition of the air; whether one or both hands had to be used; whether the employee stood or sat down at his work; whether it was noisy or quiet; whether it required accuracy; whether the light was natural or artificial; the number of pieces that had to be handled per hour; the weight of the material handled; and the description of the strain upon the worker. It turned out at the time of the inquiry that there were then 7,882 different jobs in the factory. Of these, 949 were classified as heavy work requiring strong, able-bodied, and practically physically perfect men; 3,338 required men of ordinary physical development and strength. The remaining 3,595 jobs were disclosed as requiring no physical exertion and could be performed by the slightest, weakest sort of men. In fact, most of them could be satisfactorily filled by women or older children. The lightest jobs were again classified to discover how many of them required the use of full faculties, and we found that 670 could be filled by legless men, 2,637

by one-legged men, 2 by armless men, 715 by one-armed men, and 10 by blind men. Therefore, out of 7,882 kinds of jobs, 4,034—although some of them required strength—did not require full physical capacity. That is, developed industry can provide wage work for a higher average of standard men than are ordinarily included in any normal community. If the jobs in any one industry or, say, any one factory, were analyzed as ours have been analyzed, the proportion might be very different, yet I am quite sure that if work is sufficiently subdivided—subdivided to the point of highest economy—there will be no dearth of places in which the physically incapacitated can do a man’s job and get a man’s wage. It is economically most wasteful to accept crippled men as charges and then to teach them trivial tasks like the weaving of baskets or some other form of unremunerative hand labour, in the hope, not of aiding them to make a living, but of preventing despondency.

 

When a man is taken on by the Employment Department, the theory is to put him into a job suited to his condition. If he is already at work and he does not seem able to perform the work, or if he does not like his work, he is given a transfer card, which he takes up to the transfer department, and after an examination he is tried out in some other work more suited to his condition or disposition. Those who are below the ordinary physical standards are just as good workers, rightly placed, as those who are above. For instance, a blind man was assigned to the stock department to count bolts and nuts for shipment to branch establishments. Two other able-bodied men were already employed on this work. In two days the foreman sent a note to the transfer department releasing the able-bodied men because the blind man was able to do not only his own work but also the work that had formerly been done by the sound men.

 

This salvage can be carried further. It is usually taken for granted that when a man is injured he is simply out of the running and should be paid an allowance. But there is always a period of convalescence, especially in fracture cases, where the man is strong enough to work, and, indeed, by that time usually anxious to work, for the largest possible accident allowance can never be as great as a man’s wage. If it were, then a business would simply have an additional tax put upon it, and that tax would show up in the cost of the product. There would be less buying of the product and therefore less work for somebody. That is an inevitable sequence that must always be borne in mind.

 

We have experimented with bedridden men—men who were able to sit up. We put black oilcloth covers or aprons over the beds and set the men to work screwing nuts on small bolts. This is a job that has to be done by hand and on which fifteen or twenty men are kept busy in the Magneto Department. The men in the hospital could do it just as well as the men in the shop and they were able to receive their regular wages. In fact, their production was about 20 per cent., I believe, above the usual shop production. No man had to do the work unless he wanted to. But they all wanted to. It kept time from hanging on their hands. They slept and ate better and recovered more rapidly.

 

No particular consideration has to be given to deaf-and-dumb employees.

They do their work one hundred per cent. The tubercular employees—and there are usually about a thousand of them—mostly work in the material salvage department. Those cases which are considered contagious work together in an especially constructed shed. The work of all of them is largely out of doors.

 

At the time of the last analysis of employed, there were 9,563

sub-standard men. Of these, 123 had crippled or amputated arms, forearms, or hands. One had both hands off. There were 4 totally blind men, 207 blind in one eye, 253 with one eye nearly blind, 37 deaf and dumb, 60 epileptics, 4 with both legs or feet missing, 234 with one foot or leg missing. The others had minor impediments.

 

The length of time required to become proficient in the various occupations is about as follows: 43 per cent. of all the jobs require not over one day of training; 36 per cent. require from one day to one week; 6 per cent. require from one to two weeks; 14 per cent. require from one month to one year; one per cent. require from one to six years.

The last jobs require great skill—as in tool making and die sinking.

 

The discipline throughout the plant is rigid. There are no petty rules, and no rules the justice of which can reasonably be disputed. The injustice of arbitrary discharge is avoided by confining the right of discharge to the employment manager, and he rarely exercises it. The year 1919 is the last on which statistics were kept. In that year 30,155

changes occurred. Of those 10,334 were absent more than ten days without notice and therefore dropped. Because they refused the job assigned or, without giving cause, demanded a transfer, 3,702 were let go. A refusal to learn English in the school provided accounted for 38 more; 108

enlisted; about 3,000 were transferred to other plants. Going home, going into farming or business accounted for about the same number.

Eighty-two women were discharged because their husbands were working—we do not employ married women whose husbands have jobs. Out of the whole lot only 80 were flatly discharged and the causes were: Misrepresentation, 56; by order of Educational Department, 20; and undesirable, 4.

 

We expect the men to do what they are told. The organization is so highly specialized and one part is so dependent upon another that we could not for a moment consider allowing men to have their own way.

Without the most rigid discipline we would have the utmost confusion. I think it should not be otherwise in industry. The men are there to get the greatest possible amount of work done and to receive the highest possible pay. If each man were permitted to act in his own way, production would suffer and therefore pay would suffer. Any one who does not like to work in our way may always leave. The company’s conduct toward the men is meant to be exact and impartial. It is naturally to the interest both of the foremen and of the department heads that the releases from their departments should be few. The workman has a full chance to tell his story if he has been unjustly treated—he has full recourse. Of course, it is inevitable that injustices occur. Men are not always fair with their fellow workmen. Defective human nature obstructs our good intentions now and then. The foreman does not always get the idea, or misapplies it—but the company’s intentions are as I have stated, and we use every means to have them understood.

 

It is necessary to be most insistent in the matter of absences. A man may not come or go as he pleases; he may always apply for leave to the foreman, but if he leaves without notice, then, on his return, the reasons for his absence are carefully investigated and are sometimes referred to the Medical Department. If his reasons are good, he is permitted to resume work. If they are not good he may be discharged. In hiring a man the only data taken concerns his name, his address, his age, whether he is married or single, the number of his dependents, whether he has ever worked for the Ford Motor Company, and the condition of his sight and his hearing. No questions are asked concerning what the man has previously done, but we have what we call the “Better Advantage Notice,” by which a man who has had a trade before he came to us files a notice with the employment department stating what the trade was. In this way, when we need specialists of any kind, we can get them right out of production. This is also one of the avenues by which tool makers and moulders quickly reach the higher positions. I once wanted a Swiss watch maker. The cards turned one up—he was running a drill press. The Heat Treat department wanted a skilled firebrick layer. He also was found on a drill press—he is now a general inspector.

 

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