The Arvada enterprise., 1923-03-01

Sales COHuPohyt iSSeA SAS'~S'~s $3.50
tributors, hands US copy of the Wall
Street Journal of a recent issue,
from which we take the following
clipping, because 1t is of great in
terest to the people of this section.
The Journal says:
If the men responsible for the
"come back" of Chevrolet ever fully
loosen their tongues the public will
he treated to most romantic story.
Here is a company which got 80
badly in the doldrums that it virtu-
ally breathed through the financial
oxygen tank Of its parent, General
Motors, and in year has become one
of the corporations most valuable
units.
Production comparisons give, per-
haps, the best picture Of what has
happened. In nine months of 1922
Chevrolet turned out 17e,771 cars
against $4,000 for the corresponding
nine months Of 1921. Value for nine
months of 1922 is $s9, 620,4ss COM
pared with $4,000, 500 for the entire
year 1921. Reduced to basis Of aver
age monthly sales the 1922 rate is
fs,s50,000 against $4,400,ooo. Esti-
mate for all Of 1922 is 249, 900 cars.
improvement in the Model.
Chevrolet began in July, 1921, to
build better product. New front
axle bearings were adopted, better
rear axle made and an improved
clutch developed. Every part of the
car which had given trouble was re-
designed. Some idea of how thor
oughly the "49O" Chevrolet has been
lemade may be gained from the engi-
neer's report. In the body and top
there were 20 changes, in the front
axle and wheels, ten; in the rear
exile. six; in the transmission, seven;
in the motor, ten; and in the chassis.
thirteen changes. Total number of
changes between July l. 1921, and
July /, 1929, was sixty-eisht.
Not satisfied with. these, Chevrolet
made twenty-six additional changes
in the 1928 model, which is now hav-
ing such a remarkable run Of sales.
Officials who have been responsible
for the improvements modestly say:
I'VE have only followed the dictates
of the public. Building . popular
low-priced car is now beyond the
poker or the circus stage. People
have not time to stop at any side
show-they want 70 20 right into the
big tent" The official who made
this remark is probably the least
known in public press among motor
wizards. A year from now, when
Chevrolet reaches the 1000 daily
production goal, he may be prevailed
upon to permit connection Of his
name with the Chevrolet achieve
nent, but at present he threatens to
throw the Wall Street Journals cor
respondent out Of the window Of his
office on the sixth floor Of the Cen
eral Motors building if he is quoted.
Economies in Operation.
An illustration Of operating econo-
mics is in the changed method Of
handling closed cars. Formerly
bodies were built by an outside COM
lany. shipped to Flint and there at
tached to chassis. Four or five in n
freight car was the maximum. Now
the company buys bodies from its as
located Fisher Body company
knocked down. 1t ships more than
fifty in freight car to the assem-
bling plants with an obvious freight
and time saving. Furthermore, the
labor cost Of assembling is deferred
until the car is much nearer delivery
to purchaser.
Chevrolet, in this respect, is close
ly following the Ford assembly idea,
but possibly going one better in the
matter Of closed bodies. To econo-
mize further on closed-body manu-
facture and delivery, the Fisher Body
company eventually will have body
plant alongside each Chevrolet ms
scmbling plant. In Flint, Chevrolet
has its engine plant and assembling
plant. and Fisher is building body
plant exclusively for Chevrolet bodies
on adjoining ground.
Chevrolet has fourteen plants in
operation. and a. its business ex-
rands several additional branches in
other strategically located cities will
be built.
Ths 0usssasdiag Figure.
Three men standing out promi-
nCntlv In tha Chsvro1ef reauScitatiOn