“The summer before, Mr. Ford told me to block off the experimental room for Joe Galamb, a momentous event occurred which would affect the entire automotive industry. The first heat of vanadium steel in the country was poured at the United Steel Company's plant in Canton, Ohio.
Early that year we had several visits from J. Kent Smith, a noted English metallurgist from a country which had been in the forefront of steel development…
Ford, Wills, and I listened to him and examined his data. We had already read about this English vanadium steel. It had a tensile strength nearly three times that of steels we were using, but we'd never seen it. Smith demonstrated its toughness and showed that despite its strength it could be machined more easily than plain steel. Immediately Mr. Ford sensed the great possibilities of this shock-resisting steel. "Charlie," he said to me after Smith left, "this means entirely new design requirements, and we can get a better, lighter, and cheaper car as a result of it."”

Source: My Forty Years with Ford, 1956, p. 98 ; As cited in: EyeWitness to History (2005)

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Charles E. Sorensen10

American businessman 1881–1968

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“The big companies are like steel and activists are like heat. Activists soften the steel, and then I can bend it into pretty grillwork and make reforms.”

Temple Grandin (1947) USA-american doctor of animal science, author, and autism activist

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“By March, 1908, we were ready to announce Model T, but not to produce it, On October 1 of that year the first car was introduced to the public. From Joe Galamb's little room on the third floor had come a revolutionary vehicle. In the next eighteen years, out of Piquette Avenue, Highland Park, River Rouge, and from assembly plants all over the United States came 15,000,000 more.”

Charles E. Sorensen (1881–1968) American businessman

Source: My Forty Years with Ford, 1956, p. 110 ; As cited in: EyeWitness to History (2005)

“I regard Mr Benn as a menace to the country. He was guilty of sabotage last year when he rejected an offer of Community help with the readjustment necessary due to steel plant closures in Wales.”

Edward Heath (1916–2005) Prime Minister of the United Kingdom (1970–1974)

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“Perhaps the fires through which I had passed would have a purifying effect on me, just as a blast furnace burns the impurities out of steel.”

Clarence Thomas (1948) Associate Justice of the Supreme Court of the United States

Page 279
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“One of the hardest-to-down myths about the evolution of mass production at Ford is one which credits much of the accomplishment to 'scientific management.' No one at Ford—not Mr. Ford, Couzens, Flanders, Wills, Pete Martin, nor I—was acquainted with the theories of the 'father of scientific management,' Frederick W. Taylor. Years later I ran across a quotation from a two-volume book about Taylor by Frank Barkley Copley, who reports a visit Taylor made to Detroit late in 1914, nearly a year after the moving assembly line had been installed at our Highland Park plant. Taylor expressed surprise to find that Detroit industrialists 'had undertaken to install the principles of scientific management without the aid of experts.' To my mind this unconscious admission by an expert is expert testimony on the futility of too great reliance on experts and should forever dispose of the legend that Taylor's ideas had any influence at Ford.”

Charles E. Sorensen (1881–1968) American businessman

Source: My Forty Years with Ford, 1956, p. 41

“We are the most cosmopolitan race in the whole universe; but Irishmen should have a country; they have a right to the country of their birth. By the use and aid of one steel – the pen – our committee have taken possession of that right, and as their title one day may be disputed, I trust they will be able and willing to prove it by the aid of another steel – the sword.”

Jeremiah O'Donovan Rossa (1831–1915) Irish Republican Brotherhood member

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This statement was greeted with loud cheers.

“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…”

Charles E. Sorensen (1881–1968) American businessman

Source: My Forty Years with Ford, 1956, p. 97 ; As cited in: EyeWitness to History (2005)

“I had trouble at first, in the early 1900s, in selling Mr. Leland our roller bearings. He then taught me the need for greater accuracy in our products to meet the exacting standards of interchangeable parts. Mr. Leland came to the industry with a mature experience in general engineering and in gasoline engines, which he had long made for boats. One of his specialties was precision metalwork, which went back to his experience in toolmaking for a federal arsenal during the Civil War, and which he afterward developed in the Brown and Sharpe Company, machine-tool makers of Providence, Rhode Island. It has been called to my attention It has been called to my attention that Eli Whitney, long before, had started the development of interchangeable parts, a fact which suggests a line of descent from Whitney to Leland to the automobile industry.”

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Source: My Years with General Motors, 1963, p. 20 (in 1964 edition)

“Mooney's unpublished paper “The Science of Industrial Organization” (1929) portrays GM's multidivisional organization's use of the line-staff concept in organizing overseas assembly plants. Here I compare General Motors with Ford Motor Company, which had first-mover advantages overseas, and examine how each company organized and managed their international operations. “Linking pins,” a social-science concept, illustrates how GM's organizational hierarchy achieved vertical coordination of effort.”

Daniel A. Wren (1932) American business theorist

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2012-08-31
http://www.npr.org/2012/08/30/160357612/transcript-mitt-romneys-acceptance-speech
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Charles E. Sorensen10

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