The Detroit times., 1915-10-04

: duction the Buick company ha
S found BY experience that II Is AZ
!, visable 10 substitute a new machin
k for an old one. when it Is once 81
z tablished that the new way is be
a ter. even II the saving of time an
[ labor on each piece concerned
; very small K may seem. some
+ times, that the saving effected
: too small 10 bother about, bur whei
that small saving is multiplied by
? hundred thousand. the result
: sometimes astonishing.
In all departments OF the Buicl
, factory the manufacturing practic,
is recognized as progressive and ad
vanced. Representatives from man
ufacturing concerns. entirely out
side OF the automobile industry. fire
quently visit the Buick factory tC
study the methods and practices In
use. Buick department heads are
| frequent contributors 10 the trade
magazines of their various lines. and
their views are generally accepted
as authoritative.
! To organization. more than any
! other one factor, is due the tremen-
dous success and efficiency Of the
Buick Motor Co. In the great Buick
| factories at Flint, and throughout
the selling force all over this eoun.
| try and the world, there is a degree
of organization that is unsurpassed
| anywhere.
The Buick company can boast OF
an organization more complete In
its plan and more Efficient in its
operation than could possibly oe OBJ
tanned through coercion and that is
what organization" too Otter
means.
On recent visit 70 the factory
I the writer. together with an officia
e OF the sales department, were seek
!, ing a certain foreman The fore
{ man happened to be in another par
n of the factory at that time. on al
l. important errand which kept hin
Il away for nearly an hour Severa
e OF the workmen were asked Il the
e had seen him. and 20 a man the,
e replied. hardly without looking mr.
that che must be around here som
Is place although not one could b
II found who had seen him FOR a
4. hour previous or who could give IN
e slightest intimation as 10 where b
l. might be found
q And despite the absence Of m
& foreman the work was going 3lon
e exactly the same Each man va
II just "a busy al his work a. he coul
:. possibly have been if the forsma
IS had stood directly over him Thei
II wasn't the slightest disposition
loaf" or 20 take advantage II %
n foreman's absence The mea co
e tinued to work just as did the shat
II and belts that were flying oYernea
n and apparently IL made not Il
s. slightest difference TO them vhet
s or the foreman ever returned.
d And that Is an example 81 u
w spirit that prevails throughout Il
.. entire Buick factory. The BuiC
3 production manager boasts that II
y Buick factories are less cluttered ,
B With foremen than any factory
81 the world He maintains thar Il
}, upwards OF 1000 men employed
r the Buick factories are All general
:, without a single private amor
y Them.
81 II Is this sort OF organization M
= y makes II possible for the Bdis
q company TO build such a rsnar
3 ably good car. al such remarkat
n low price. The item OF sfperyisio
q which Is one of the is-sYiest
e cost factors in most factories.
Z, very low at the Buick plant
n The Buick Motor co. erDIo,
g what is known as the prcz- essiv,
It system of mannfactnTi1T- tn
y buildings and departm errs are
:, arranged that each guoce eding %
r GRAFTON follows naturally alter N
q one that preceded IL When n
cylinder castings are taken TO n
inO'ot OuiuiHk utVdTtHe1t ipEN q
e ter at one end OF the big buildin
Q The first operation is to cut OF q
= rough edges. and % bore ont II
n various holes, roughly As thc cas-
e ing proceeds through the shop. OF
a man or set of men perform son
s operation as II passes them Grad
+ ally the casting works It's wav Z
! ward the other end OF The shop. 'ge
: ting more and more "Gnished" as
passes along Finally Il reaches N
motor assembly division. into whic
: II passes. along with other mote
! parts which have undergone simila
finishing operations. In the assen
! bly, department the various part
ere Atted together and the fnishe
motor passes directly into the m,
n ~ tost rom.
&.&k,ne 80, xs,l