Machines, Tools and Methods of Automobile Manufacture

ORGANIZATION AND EQUIPMENT OF AN AUTOMOBILE FACTORY

The Leland, Faulconer & Norton Co., of Detroit, Mich., was formed in 1890 for the purpose of building machine tools and special machinery. Special milling machines, a lathe center grinder, a wet tool grinder, and some special machinery were built. Later the manufacture of wood trimmers for pattern shop use was undertaken; and next, during the development period of the bicycle industry, a line of machinery for making hardened and ground bicycle gears was developed. As the bicycle business declined, the company began building gas engines for motor boats, which were then rapidly rising in popularity. The natural step from the marine to the automobile type of gas engine was made in 1901 to 1902, when the motor now used in the Cadillac car was produced. In 1905 the company was united with the automobile firm building the Cadillac car to form the present Cadillac Motor Car Co. From 1902 until March, 1909, about 21,000 cars had been turned out, 17,000 of which were single cylinder 10 H. P. machines, and the rest four cylinder cars, rated at 30 H. P.

The Plant and Its Organization

The main or Cadillac plant has a double siding connected with the Belt Line Railroad, thus giving ample shipping facilities. The factory buildings are of brick and reinforced concrete construction, lighted by large windows. Heat is supplied by a live steam system. The boiler-room contains three water tube boilers, with room for another if it is needed. Light and power are furnished by electric current supplied by the Detroit Edison Co. Electric driving is used throughout the plant, with motors connected with each line shaft, and occasional installations with direct connected tools. A large compressor furnishes air at 125 pounds pressure for the pneumatic hammers in the frame department, and for use in the various assembling departments, i for cleaning parts, running air drills, etc. Five large elevators in i fire-proofed brick shafts convey materials and parts between the various floors. An automatic sprinkler system is installed, supplied by four tanks on the roof. These tanks are filled by a large fire pump which operates whenever the level of water in the tanks is reduced, j This same system supplies water for lavatory and wash-room use. There are two large wash-rooms, each having 600 bowls and 1,000 lockers.

The old Leland & Faulconer plant comprises a foundry building of brick, steel and glass, supplied with cupolas and a hydraulic jib crane; a pattern shop and pattern storage building; a brass foundry building; a brick building for the case-hardening department; and a large three story brick building for the power plant and the sheet metal and brass working departments. The building is lighted by both gas and electricity, has a hot-air heating system, and is provided with large wash-rooms on each floor.

The organization of the plant is divided into the following departments: First, the general manager; second, the secretary; third, the sales department; fourth, the advertising department; fifth, the purchasing department; sixth, the time-keeping and cost-keeping department; seventh, the superintendent and his assistants; eighth, the engineering and designing departments, which produce the new models, tools and fixtures, and in conjunction with the experimental department, test the new cars before placing them on the market; ninth, the foremen and their assistants in the forty-four manufacturing departments; and six other special departments, some of which will be mentioned later. While the reader will be most interested in the departments devoted strictly to manufacturing, the work of the engineering and purchasing departments is worthy of some notice.

The designing-room is separate from the general drawing-room and is used by the chief engineer and two designers. Suggestions for new designs and improvements in old ones may be made by any one on suitable blanks. They are all considered and passed upon by a mechanical committee, consisting of the general manager, the chief engineer, and the two designers. When approved, such changes are made immediately on the tracings, and new blue-prints are made and sent to the departments concerned in producing those parts. This keeps the blue-prints up-to-date, and avoids loss in the carrying through of parts of obsolete design. A well-organized experimental department is