October 25, 1910 



Why does it take one woman an hour 

 and forty-six minutes to dress for dinner, 

 while another can pack a trunk and make 

 the Palm Beach Special in scarcely half 

 that time (if she has to) ? How comes it 

 that the ' ' Georgia Peach ' ' for nine years 

 has led the American League and is the 

 baseball wonder of the age? Why have a 

 score of automobile companies flourished 

 for a time and then quietly faded away, 

 while Henry Ford's net profits are better 

 than one million dollars a week? 



EflSciency — that 's the answer. 



The first automobile had only one cylin- 

 der. At last the dream of the horseless 

 carriage was realized. But it was scrapped. 

 The application of power was not constant. 



Then the two cylinder car — and some of 

 our neighbors began to ride. Still — lack of 

 effectiveness. 



Four cylinders. Success at last, with no 

 possible chance for mechanical improve- 

 ment, only "refinement." 



Still the engineers — the men who plot 

 curves — were not satisfied. Six cylinders 

 — eight cylinders — and now comes the twin- 

 six, with its near-constant application of 

 power — efficiency. 



The great woodworking plants of this 

 country are marvels of twin-six efficiency. 

 To the layman the successive steps in the 

 manufacture of a dresser, a table, a desk 

 are taken with the least possible loss of 

 time or material. Yet every day almost new machines are disposed 

 of to be replaced with those that will reduce by the fraction of a 

 second the making of a mortise or a tenon ; whole factories are re- 

 built that the cost of production on a single article may be shaved 

 by a few cents. To run to capacity, turning out standard quality 



"Card Indexing" parts in a big wooo- 

 worl<ing factory using a variety of pieces. 

 Plant of Browne- IVIorse Company, Mus- 

 l<egon, iVlich. 



at the lowest possible cost, that is the goal 

 of every woodworker — effectiveness per- 

 fected. 



Ten years ago tno young men in Muske- 

 gon, Mich., wanted to get into a business 

 for themselves. They wanted to manufac- 

 ture filing cabinets. Their assets were 

 made up, chiefly, of a PLAN, nerve and the 

 ability to work. So they started in a 

 small way — they had to — putting on the 

 market a line of office equipment similar 

 to that of other manufacturers. 



Many people thought they wouldn 't last 

 long, that their capital wasn 't large 

 enough, but they built good cabinets, their 

 prices were right, and they worked hard — 

 how hard they alone know. Gradually they 

 established a reputation for quality and 

 their business grew, still their assets re- 

 mained about as before — just nerve, the 

 ability to work, and The Plan. 



In order to put the automobile within 

 the reach of everyone, Henry Ford stand- 

 ardised. Not only did he confine himself 

 to one chassis, but wherever he could make 

 two or more parts uniform and interchange- 

 able he did so. The result was increased 

 output and decreased cost — efficiency. 



The Browne-Morse Company standard- 

 ized — that was the first part of its plan. 

 Instead of making different sectional com- 



binations of various sizes, as it had heretofore, and as other manu- 

 facturers were doing, it selected two heights and two depths as tlie 

 standard dimensions to make its various combinations. The compan_y 

 built everything — with the exception of a few specials — up to and 

 around these sizes. In either standard size end panels, tops, bases, 



