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" "It isn't the incompetent who destroy an organization. The incompetent never get into a position to destroy it. It is those who have achieved something and want to rest upon their achievements who are forever clogging things up.
Charles Emil Sorensen (7 September 1881 – 11 August 1968) was a Danish-American principal of the during its first four decades. Like most other managers at Ford during those decades, he did not have an official job title, but he served functionally as a patternmaker, foundry engineer, mechanical engineer, industrial engineer, production manager, and executive in charge of all production.
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By August, 1913, all links in the chain of moving assembly lines were complete except the last and most spectacular one - the one we had first experimented with one Sunday morning just five years before. Again a towrope was hitched to a chassis, this time pulled by a capstan. Each part was attached to the moving chassis in order, from axles at the beginning to bodies at the end of the line. Some parts took longer to attach than others; so, to keep an even pull on the towrope, there must be differently spaced intervals between delivery of the parts along the line. This called for patient timing and rearrangement until the flow of parts and the speed and intervals along the assembly line meshed into a perfectly synchronized operation throughout all stages of production. Before the end of the year a power-driven assembly line was in operation, and New Year's saw three more installed. Ford mass production and a new era in industrial history had begun.
Actually it took four years and more to develop Model T. Previous models were the guinea pigs, one might say, for experimentation and development of a car which would realize Henry Ford's dream of a car which anyone could afford to buy, which anyone could drive anywhere, and which almost anyone could keep in repair. Many of the world's greatest mechanical discoveries were accidents in the course of other experimentation. Not so Model T, which ushered in the motor transport age and set off a chain reaction of machine production now known as automation. All our experimentation at Ford in the early days was toward a fixed and, then wildly fantastic goal.
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It took only a few days to block off the little room on the third floor back of the Piquette Avenue plant and to set up a few simple power tools and Joe Galamb's two blackboards. The blackboards were a good idea. They gave a king-sized drawing which, when all initial refinements had been made, could be photographed for two purposes: as a protection against patent suits attempting to prove prior claim to originality and as a substitute for blueprints. A little more than a year later Model T, the product of that cluttered little room, was announced to the world. But another half year passed before the first Model T was ready for what had already become a clamorous market...