My Life and Work. Генри Форд

under the Selden Patent just so that it might be legally possible to control the price and the output of automobiles. They had the same idea that so many trades unions have—the ridiculous notion that more profit can be had doing less work than more. The plan, I believe, is a very antiquated one. I could not see then and am still unable to see that there is not always enough for the man who does his work; time spent in fighting competition is wasted; it had better be spent in doing the work. There are always enough people ready and anxious to buy, provided you supply what they want and at the proper price—and this applies to personal services as well as to goods.

      During this time of reflection I was far from idle. We were going ahead with a four-cylinder motor and the building of a pair of big racing cars. I had plenty of time, for I never left my business. I do not believe a man can ever leave his business. He ought to think of it by day and dream of it by night. It is nice to plan to do one's work in office hours, to take up the work in the morning, to drop it in the evening—and not have a care until the next morning. It is perfectly possible to do that if one is so constituted as to be willing through all of his life to accept direction, to be an employee, possibly a responsible employee, but not a director or manager of anything. A manual labourer must have a limit on his hours, otherwise he will wear himself out. If he intends to remain always a manual labourer, then he should forget about his work when the whistle blows, but if he intends to go forward and do anything, the whistle is only a signal to start thinking over the day's work in order to discover how it might be done better.

      The man who has the largest capacity for work and thought is the man who is bound to succeed. I cannot pretend to say, because I do not know, whether the man who works always, who never leaves his business, who is absolutely intent upon getting ahead, and who therefore does get ahead—is happier than the man who keeps office hours, both for his brain and his hands. It is not necessary for any one to decide the question. A ten-horsepower engine will not pull as much as a twenty. The man who keeps brain office hours limits his horsepower. If he is satisfied to pull only the load that he has, well and good, that is his affair—but he must not complain if another who has increased his horsepower pulls more than he does. Leisure and work bring different results. If a man wants leisure and gets it—then he has no cause to complain. But he cannot have both leisure and the results of work.

      Concretely, what I most realized about business in that year—and I have been learning more each year without finding it necessary to change my first conclusions—is this:

      (1) That finance is given a place ahead of work and therefore tends to kill the work and destroy the fundamental of service.

      (2) That thinking first of money instead of work brings on fear of failure and this fear blocks every avenue of business—it makes a man afraid of competition, of changing his methods, or of doing anything which might change his condition.

      (3) That the way is clear for any one who thinks first of service—of doing the work in the best possible way.

      CHAPTER III. STARTING THE REAL BUSINESS

      In the little brick shop at 81 Park Place I had ample opportunity to work out the design and some of the methods of manufacture of a new car. Even if it were possible to organize the exact kind of corporation that I wanted—one in which doing the work well and suiting the public would be controlling factors—it became apparent that I never could produce a thoroughly good motor car that might be sold at a low price under the existing cut-and-try manufacturing methods.

      Everybody knows that it is always possible to do a thing better the second time. I do not know why manufacturing should not at that time have generally recognized this as a basic fact—unless it might be that the manufacturers were in such a hurry to obtain something to sell that they did not take time for adequate preparation. Making "to order" instead of making in volume is, I suppose, a habit, a tradition, that has descended from the old handicraft days. Ask a hundred people how they want a particular article made. About eighty will not know; they will leave it to you. Fifteen will think that they must say something, while five will really have preferences and reasons. The ninety-five, made up of those who do not know and admit it and the fifteen who do not know but do not admit it, constitute the real market for any product. The five who want something special may or may not be able to pay the price for special work. If they have the price, they can get the work, but they constitute a special and limited market. Of the ninety-five perhaps ten or fifteen will pay a price for quality. Of those remaining, a number will buy solely on price and without regard to quality. Their numbers are thinning with each day. Buyers are learning how to buy. The majority will consider quality and buy the biggest dollar's worth of quality. If, therefore, you discover what will give this 95 per cent. of people the best all-round service and then arrange to manufacture at the very highest quality and sell at the very lowest price, you will be meeting a demand which is so large that it may be called universal.

      This is not standardizing. The use of the word "standardizing" is very apt to lead one into trouble, for it implies a certain freezing of design and method and usually works out so that the manufacturer selects whatever article he can the most easily make and sell at the highest profit. The public is not considered either in the design or in the price. The thought behind most standardization is to be able to make a larger profit. The result is that with the economies which are inevitable if you make only one thing, a larger and larger profit is continually being had by the manufacturer. His output also becomes larger—his facilities produce more—and before he knows it his markets are overflowing with goods which will not sell. These goods would sell if the manufacturer would take a lower price for them. There is always buying power present—but that buying power will not always respond to reductions in price. If an article has been sold at too high a price and then, because of stagnant business, the price is suddenly cut, the response is sometimes most disappointing. And for a very good reason. The public is wary. It thinks that the price-cut is a fake and it sits around waiting for a real cut. We saw much of that last year. If, on the contrary, the economies of making are transferred at once to the price and if it is well known that such is the policy of the manufacturer, the public will have confidence in him and will respond. They will trust him to give honest value. So standardization may seem bad business unless it carries with it the plan of constantly reducing the price at which the article is sold. And the price has to be reduced (this is very important) because of the manufacturing economies that have come about and not because the falling demand by the public indicates that it is not satisfied with the price. The public should always be wondering how it is possible to give so much for the money.

      Standardization (to use the word as I understand it) is not just taking one's best selling article and concentrating on it. It is planning day and night and probably for years, first on something which will best suit the public and then on how it should be made. The exact processes of manufacturing will develop of themselves. Then, if we shift the manufacturing from the profit to the service basis, we shall have a real business in which the profits will be all that any one could desire.

      All of this seems self-evident to me. It is the logical basis of any business that wants to serve 95 per cent. of the community. It is the logical way in which the community can serve itself. I cannot comprehend why all business does not go on this basis. All that has to be done in order to adopt it is to overcome the habit of grabbing at the nearest dollar as though it were the only dollar in the world. The habit has already to an extent been overcome. All the large and successful retail stores in this country are on the one-price basis. The only further step required is to throw overboard the idea of pricing on what the traffic will bear and instead go to the common-sense basis of pricing on what it costs to manufacture and then reducing the cost of manufacture. If the design of the product has been sufficiently studied, then changes in it will come very slowly. But changes in manufacturing processes will come very rapidly and wholly naturally. That has been our experience in everything we have undertaken. How naturally it has all come about, I shall later outline. The point that I wish to impress here is that it is impossible to get a product on which one may concentrate unless an unlimited amount of study is given beforehand. It is not just an afternoon's work.

      These ideas were forming with me during this year of experimenting. Most of the experimenting went into the building of racing cars. The