hundred tons, estimated the exact proportions each metal required; they planned an output of 2,000 watches daily as the point at which cost of production would be cheapest. They would sell the watch for fifty cents, and guarantee it for one year. Two thousand watches at a profit of thirteen cents each—$260 daily profit! They were dazzled.
"We needn't stop there—we can increase that output when we get started," Henry Ford declared. "Organization will do it. Lack of organization keeps prices up, for its cost must be charged in on the selling price; and high prices keep sales down. We will work it the other way; low prices, increased sales, increased out put, lower prices. It works in a circle. Listen to this" He held them, listening, while he talked and figured, eliminating waste here and cutting expenses there, until the landlady came up and knocked at the door, asking if they meant to stay up all night.
It took time to get his ideas translated into concrete, exact figures. He worked over them for nearly a year, holding the enthusiasm of his friends at fever heat all that time. Finally he made drawings for the machines he planned and cut dies for making the different parts of the watch.
His plan was complete—a gigantic machine, taking in bars of steel at one end, and turning out completed watches at the other—hundreds of
