Citizen Ford

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Ford thereupon bought his Highland Park grounds. Here he intended to employ the most modern ideas about production, particularly those of Frederick Winslow Taylor, the first authority on scientific industrial management. Taylor had promised to bring an absolute rationality to the industrial process. The idea was to break each function down into much smaller units so that each could be mechanized and speeded up and eventually flow into a straight-line production of little pieces becoming steadily larger. Continuity above all. What Ford wanted, and what he soon got, was a mechanized process that, in the words of Keith Sward, was “like a river and its tributaries,” with the subassembly tributaries merging to produce an ever-more-assembled car.

 

The process began to change in the spring of 1913. The first piece created on the modern assembly line was the magneto coil. In the past a worker—and he had to be skilled—had made a flywheel magneto from start to finish. An employee could make 35 or 40 a day. Now, however, there was an assembly line for magnetos. It was divided into 29 different operations performed by 29 different men. In the old system it took twenty minutes to make a magneto; now it took thirteen.

Ford and his men quickly imposed a comparable system on the assembly of engines and transmissions. Then, in the summer of 1913, they took on the final assembly, which, as the rest of the process had speeded up, had become the great bottleneck. Until then the workers had moved quickly around a stationary metal object, the car they were putting together. Now the men were to remain stationary as the semifinished car moved up the line through them.

One day in the summer of 1913, Charles Sorensen, who had become one of Ford’s top production people, had a Model T chassis pulled slowly by a windlass across 250 feet of factory floor, timing the process all the while. Behind him walked six workers, picking up parts from carefully spaced piles on the floor and fitting them to the chassis. It was an experiment, but the possibilities for the future were self-evident. This was the birth of the assembly line, the very essence of what would become America’s industrial revolution. Before, it had taken some thirteen hours to make a car chassis; now they had cut the time of assembly in half, to five hours and fifty minutes. Not satisfied, they pushed even harder, lengthening the line and bringing in more specialized workers for the final assembly. Within weeks they could complete a chassis in only two hours and thirty-eight minutes.

Now the breakthroughs came even more rapidly. In January of 1914 Ford installed his first automatic conveyor belt. It was, he said, the first moving line ever used in an industrial plant, and it was inspired by the overhead trolley that the Chicago meat-packers employed to move beef. Within two months of that innovation, Ford could assemble a chassis in an hour and a half. It was a stunning accomplishment, but it merely whetted his zeal. Everything now had to be timed, rationalized, broken down into smaller pieces, and speeded up. Just a few years before, in the days of stationary chassis assembly, the best record for putting a car together had been 728 minutes of one man’s work; with the new moving line it required only 93 minutes. Ford’s top executives celebrated their victory with a dinner at Detroit’s Pontchartrain Hotel. Fittingly, they rigged a simple conveyor belt to a five-horsepower engine with a bicycle chain and used the conveyor to serve the food around the table. It typified the spirit, camaraderie, and confidence of the early days.

Henry Ford could now mass-produce his cars, and as he did so, he cut prices dramatically. In 1909 the average profit on a car had been $220.11; by 1913, with the coming of the new, speeded-up line, it was only $99.34. But the total profits to the company were ascending rapidly because he was selling so many more cars. When the company began making the Model T, its cash balance was slightly greater than $2 million. Nineteen years and more than 15 million cars later, when Ford reluctantly came to the conclusion that he had to stop making the T, the company balance was $673 million. But this was not the kind of success that merely made a company richer; it was the beginning of a social revolution. Ford himself knew exactly what he had achieved—a breakthrough for the common man. “Mass production,” he wrote later, “precedes mass consumption, and makes it possible by reducing costs and thus permitting both greater use-convenience and price-convenience.” The price of the Model T touring car continued to come down, from $780 in the fiscal year 1910-11 to $690 the following year, to $600, to $550, to, on the eve of World War I, $360. At that price he sold 730,041 cars. He was outproducing everyone in the world.