#automobile factory

[if-you-fan-a-fire]

The Politics of Paternalism

The Ford Model T was introduced in 1908, and the Ford Highland Park plant was completed two years later. In 1908, 425 workers produced 10,607 automobiles at Ford. Six years later the Highland Park plant employed nearly 13,000 workers and churned out nearly 250,000 Model Ts. The technical and managerial innovations that underpinned Ford’s expanding production revolutionized the automobile industry and factory production generally. With standardized designs, the implementation of recent machine-tool technology and progressive assembly, as well as the rationalization and reorganization of work tasks following the ideas of scientific management guru Frederick W. Taylor, Ford engineers and managers realized the explosive potential of mass-production techniques. Henry Ford offered workers higher wages in exchange for obedience at the factory and sobriety and thrift at home. By the end of the First World War, Ford’s paternalism had failed, as the company retreated to the coercive and corrupt labour management techniques for which Highland Park became famous.

Though General Motors was slower to fully develop mass-production techniques, by the 1920s it wed mass production with innovative marketing strategies to fully exploit the business opportunities of a flowering mass consumer society. GM introduced yearly models, numerous makes, and financing plans that made car ownership a possibility for a larger cross-section of the population. In 1927, the Model T having become anachronistic, Highland Park was shut down and retooled to produce the new Model A. GM also implemented a “progressive” industrial relations program after the First World War, introducing group insurance, home financing, and savings plans, which encouraged GM employees to invest in the company’s stock and thus, as company executive John J. Raskob argued, allow every employee the opportunity to become a “partner.”

In Oshawa, H.L. Broomfield served as director of the Industrial Relations Department, which administered the company’s paternalist initiatives. Wages were deposited directly into workers’ savings accounts to “stimulate thrift,” and employees could bank up to $300 per year with the company at 30 per cent interest – a “thrift bonus.” The company also initiated a housing scheme, which housed 100 workers by 1927, and an employees’ association was established to handle “petty grievance” and provide workers a forum to express views on production matters. This industrial relations work also percolated down to sporting activities, including company hockey and softball teams, and the sponsorship of choir, an orchestra, and theatre. Thus the company strove “to bring added happiness and prosperity to all members of the General Motors family.” McLaughlin family lore was combined with these carefully planned industrial relations strategies to give General Motors of Canada a particularly strong paternalist tone in Oshawa. Sam McLaughlin liked to emphasize the loyalty of long-serving employees, and dinners were organized periodically to acknowledge the contributions of veteran workers. “There never was a happier industrial family than ours,” claimed McLaughlin in 1928. Linking the modern Oshawa plant with an older artisanal tradition, he continued: “It’s the old employes that keep me here. You ask Jack Gibson. I used to go and gaze with boyish wonder at the sparks in Jack’s blacksmith shop. He’s been with us 43 years. Ask Jack how we get along.”

McLaughlin enacted his symbolic authority at annual company picnics held at Lakeview Park, which had been donated to Oshawa by his father. At the 1926 picnic, McLaughlin climbed atop the bandstand to announce that, with the passing of the recent instability, GM would, “with the hearty co-operation of [its] loyal staff,” enter a “new era.” The local press claimed that 12,000 people attended the day-long picnic; two years later the press reported an attendance of over 30,000. McLaughlin partook in the planned events, presenting awards to prizewinners with his wife and in 1928 making an appearance as a softball pitcher. That year, employees attending a company reception for individuals who had served over ten years sang “for he’s a jolly good fellow” after McLaughlin’s address. McLaughlin’s paternalism, however, was little felt at the point of production. Though associating General Motors of Canada with a tradition of craft production and quality in his public pronouncements, McLaughlin encouraged a quickened pace in the Oshawa factory, which transgressed the norms of craft production and offended the sensibilities of workers. McLaughlin reminisced years later about an episode that caused several local workers to leave Oshawa for Detroit: “Old man Keddie and the Coady boys made the tops until I brought in an outside man from Brockville. He could make five tops a day whereas the Coadys and Mr. Keddie would average about one and a half. He was so disgusted they could not keep up with him that they left us and went over to Detroit.”

Above: General Motors Workers, c. 1920s. Gift of Evelyn McGrath. Two General Motors employees, Bruce Anderson and Davey Stuart, pose in front of a GM vehicle. 

Beneath the public rhetoric, a different picture existed within the General Motors Oshawa operations. In March 1928, shortly after GM shares had achieved stunning gains, Oshawa trimmers working on the Chevrolet and Pontiac lines were handed a 30 per cent wage reduction, the third reduction in six months. In response, on 26 March, 300 trimmers walked off the job. By the following day, the remaining trimmers, the entire Chevrolet and Pontiac assembly lines, and many from the Buick assembly line joined the strike. H.A. Brown, plant general manager, responded sternly to the outbreak of the strike, which had created a bottleneck in production, declaring the ease with which striking workers could be replaced. Indeed, management’s refusal to bargain with a delegation representing the trimmers – which had offered to accept half the pay cut announced by management – had sparked the walkout.

By 28 March, 80 replacement workers had been hired, but the number of strikers rose to 1,800, including 100 women sewing machine operators from the trimming room. H.A. Brown published the rates paid trimmers, apparently with the hope of capturing sympathy for the company; Robert McLaughlin had successfully disarmed a strike over twenty years earlier by using exactly such a tactic. Brown claimed the workers already had representation through the employees’ association and pointed to the company’s employee programs in claiming “there is not a plant in Canada which surrounds its employees with more ideal working conditions than exists in our institution.” A parade of 3,000 strikers and strike supporters through the streets of Oshawa on 29 March dramatically suggested otherwise, as workers voiced displeasure with recent production speed-ups and protested treatment meted out by particular superintendents and foremen. McLaughlin was vacationing in Florida when the strike broke out, but, as Heather Robertson has observed, he appears to have forced Brown to back down and thus “reinforced his personal authority at the plant.” Brown’s public rhetoric was quieted, and McLaughlin attributed the trouble to “agitators” – from the United States. M.S. Campbell, chief conciliation officer of the federal Department of Labour, met with the strike committee and company on 29 March, and within two days the strike was ended, both sides having agreed to arbitration. “Oshawa has seen the last of the worst industrial crisis in its history,” reported the Oshawa Daily Times However, a larger contest was initiated when the striking workers declared their intention to form a union on 30 March. A.C. “Slim” Phillips was appointed chairman of a committee charged with the task of arranging union affiliation. Phillips favoured affiliation with the new All-Canadian Congress of Labour (ACCL), a national trade union federation formed in 1926 and headed by Canadian Brotherhood of Railway Employees president A.R. Mosher. But the autoworkers voted to affiliate with the more conservative and established Trades and Labour Congress of Canada (TLC) upon the understanding that they would be able to organize the plant along industrial lines, not according to craft; TLC vice-president James Simpson was appointed to represent the workers on the conciliation board, and the new union was granted a charter from the AFL.

The dispute was finally settled a month later. The company agreed to pay wages in effect prior to the March reduction until 1929 models were introduced and also agreed not to discriminate against union members; however, the agreement stated that efforts would be made to close the gap between the Oshawa plant and GM operations in the United States with higher production ratios. McLaughlin, now back in Oshawa, described the dispute as a “misunderstanding” and reiterated the company’s intention to operate its plants “on the principle of the Open Shop, which,” he argued, “is … the only practical method under which our particular business can operate.” Emerging tenuously, the union’s effectiveness was quickly eroded. Slim Phillips relinquished the leadership of the local in order to become a foreman; financial troubles surfaced amid evidence that the secretary had committed fraud; and by the end of the year a competing industrial union, the Automobile Workers’ Industrial Union of Canada (AWIUC), was formed – and affiliated with the ACCL. Meanwhile, the TLC-AFL organizers proved too wedded to craft-based organization, and support for their union collapsed by the end of the year. The AWIUC, too, achieved limited success; in early 1929 the union’s Windsor branch had discovered in its ranks two spies whose reports had resulted in the discharge of twenty union activists at Ford and Chrysler, and by the end of 1929 the union was no longer functioning.

Thus, autoworkers’ efforts to organize the Oshawa plant were cannibalized by the AFLTLC’s rigid adherence to craft distinction and the organizational frailty of the industrial union drive. Of course, the widely attended company picnic in the summer of 1928 demonstrated that, under the auspices of a beneficent Sam McLaughlin, General Motors of Canada continued to play a significant role in structuring the public life of Oshawa autoworkers; indeed, James Pendergest has written that “the company killed the union with kindness.” Conflict at the workplace persisted, nonetheless, and in 1929 Winnipeg Labour MP A.A. Heaps read correspondence in parliament from GM workers claiming that wage cuts, speed-ups, and intimidation had returned to the Oshawa plant

- Don Nerbas, Dominion of Capital: The Politics of Big Business and the Crisis of the Canadian Bourgeoisie, 1914-1947. University of Toronto Press, 2013. p. 178-181

[vegaduke]

1967 Chevrolet final assembly

[political-us]

[maxchen2025]

Understanding the Difference Between a Welding Jig and a Welding Fixture

In manufacturing and fabrication, welding is a critical process that joins materials to create structures, components, and products. Specialized tools like welding jigs and fixtures are often employed to ensure precision, efficiency, and consistency in welding. While these terms are sometimes used interchangeably, they serve distinct purposes and have unique characteristics. Understanding the difference between a welding jig and a welding fixture is essential for optimizing production processes and achieving high-quality results.

What is a Welding Jig? A welding jig is a specialized tool designed to hold and position workpieces in a specific orientation during the welding process. Its primary function is to ensure that the parts being welded are aligned correctly, reducing the risk of errors and improving accuracy. Jigs are often customized for a particular workpiece or assembly, making them ideal for repetitive tasks where consistency is key.

One of the defining features of a welding jig is its ability to guide the welding tool, such as a torch or electrode, along a predetermined path. This guidance ensures that the weld is applied precisely where it is needed, minimizing deviations and enhancing the overall quality of the weld. Jigs are commonly used in applications where tight tolerances and exact alignment are critical, such as in the aerospace or automotive industries.

What is a Welding Fixture? A welding fixture, on the other hand, is a device used to securely hold and support workpieces during the welding process. Unlike a jig, a fixture does not typically guide the welding tool. Instead, its primary role is to stabilize the workpiece, preventing movement or distortion caused by heat or mechanical forces during welding. Fixtures are often designed to accommodate a range of similar workpieces, making them more versatile than jigs in some cases.

Fixtures are particularly useful in high-volume production environments where speed and efficiency are prioritized. By holding the workpiece in place, fixtures allow welders to focus on the welding process itself, reducing the likelihood of errors and improving productivity. Additionally, fixtures can help manage thermal expansion and contraction, which are common challenges in welding.

Key Differences Between Jigs and Fixtures Functionality: The most significant difference between a welding jig and a welding fixture lies in their functionality. A jig is designed to guide the welding tool and ensure precise alignment of the workpiece, while a fixture is focused on holding the workpiece securely in place.

Customization: Jigs are often highly customized for specific tasks or workpieces, making them ideal for specialized applications. Fixtures, while still customizable, are generally more adaptable and can be used for a broader range of similar workpieces.

Complexity: Jigs tend to be more complex in design due to their dual role of positioning and guiding. Fixtures, by contrast, are typically simpler, as their primary purpose is to provide stability.

Application: Jigs are commonly used in industries where precision is paramount, such as aerospace or medical device manufacturing. Fixtures are more prevalent in high-volume production settings, such as automotive assembly lines.

Cost: Because of their specialized nature, jigs are often more expensive to design and produce than fixtures. Fixtures, being more versatile and less complex, are generally more cost-effective for large-scale operations.

Choosing the Right Tool for the Job The choice between a welding jig and a welding fixture depends on the project’s specific requirements. If precision and alignment are critical, a jig is likely the better choice. However, if the primary need is to stabilize the workpiece and improve efficiency, a fixture may be more appropriate. In some cases, a combination of both tools may be used to achieve the desired results.

In conclusion, while welding jigs and fixtures share the common goal of improving the welding process, they serve distinct roles and offer unique benefits. By understanding their differences, manufacturers can make informed decisions that enhance productivity, quality, and overall success in their welding operations.

[stone-cold-groove]

From the car files: illustration detail from a 1937 Packard Motor Car Company ad.

[metalmanauto]

Get ready to experience Metalman Auto like never before! 🚀

Our new website is set to launch with a UI Experience and immersive 360-degree product views. This fresh digital experience is designed to showcase our strengths, capabilities, and commitment to quality in the automotive and non-automotive sectors. 🔧 What to Expect:

A sleek and modern user interface

Detailed 360-degree views of our top products

Enhanced navigation and a user-friendly experience

Comprehensive insights into our services and expertise

At Metalman Auto, we are constantly innovating to deliver excellence in metal fabrication, tubular solutions, and OEM partnerships. And now, we are bringing that innovation online! Stay tuned as we prepare to unveil a new chapter in Metalman Auto’s digital journey. Be the first to explore our innovations, discover our solutions, and connect with us like never before. 📅 Launch Date: Coming Soon! . #MetalmanAuto #AutomotiveIndustry

[songforaname]

...Does anyone in the madoka franchise own a car? I can't remember if I've seen any outside the truck yachiyo drove in the magia record anime.

Realistically the answer is yes but I don't think any have ever been shown besides the truck

[tagbintech]

AI in Automotive Manufacturing 2025: Driving the Future of Smart Production

Introduction

The automotive industry is undergoing a paradigm shift, with artificial intelligence (AI) playing a crucial role in transforming manufacturing processes. AI in automotive manufacturing 2025 is set to revolutionize production efficiency, quality control, and supply chain optimization. From predictive maintenance to autonomous quality inspection, AI is enhancing every aspect of car production, making factories smarter and more efficient. In this article, we explore how AI is reshaping the automotive manufacturing landscape, its benefits, and the future it holds.

The Role of AI in Automotive Manufacturing

AI is bringing unprecedented efficiency and precision to car manufacturing by enabling automation, predictive analytics, and intelligent decision-making. Key areas where AI is making a significant impact include:

1. Smart Robotics & Automation

AI-driven robotic arms are streamlining manufacturing processes by executing tasks such as welding, painting, and assembly with extreme accuracy. Unlike traditional robots, AI-powered machines adapt to new tasks through machine learning algorithms, reducing downtime and improving productivity.

2. Predictive Maintenance

Predictive maintenance powered by AI helps automotive manufacturers prevent unexpected equipment failures. By analyzing data from IoT sensors, AI can predict machinery breakdowns and recommend timely maintenance, reducing downtime and costs.

3. AI-Powered Quality Control

Traditional quality control methods are being replaced by AI-driven vision inspection systems that detect even the smallest defects in car components. AI ensures consistency and precision, minimizing recalls and warranty claims.

4. Supply Chain Optimization

AI is optimizing the automotive supply chain by predicting demand, managing inventory, and identifying disruptions before they occur. This helps manufacturers maintain a steady production flow while reducing costs and improving efficiency.

5. Autonomous Vehicles in Manufacturing Plants

Automakers are integrating AI-powered autonomous vehicles within factories to transport materials, enhancing efficiency and reducing human intervention in logistics.

Benefits of AI in Automotive Manufacturing

The integration of AI in car manufacturing offers numerous advantages, including:

• Enhanced Efficiency: AI automates repetitive tasks, reducing manual labor and increasing production speed.

• Cost Savings: Predictive analytics minimize operational costs by preventing breakdowns and optimizing resource allocation.

• Improved Product Quality: AI-driven quality control ensures defect-free components, leading to higher customer satisfaction.

• Sustainability: AI helps reduce waste and energy consumption, making manufacturing more environmentally friendly.

• Workforce Safety: AI-powered robots take over hazardous tasks, improving workplace safety for employees.

Challenges in Implementing AI in Automotive Manufacturing

Despite its benefits, AI adoption in automotive manufacturing faces several challenges:

• High Initial Investment: Implementing AI-driven systems requires significant investment in technology and infrastructure.

• Skilled Workforce: Companies need trained professionals who can manage AI systems effectively.

• Data Privacy & Security: Protecting sensitive manufacturing data from cyber threats remains a critical concern.

• Integration Complexity: AI systems must be seamlessly integrated into existing manufacturing processes, requiring careful planning.

The Future of AI in Automotive Manufacturing

By 2025, AI is expected to become an integral part of every automotive production process. Key future trends include:

• Fully Automated Factories: AI will lead to the development of smart factories with minimal human intervention.

• AI-Driven Customization: Personalized car manufacturing will be possible, allowing customers to customize vehicle features in real time.

• Sustainable Manufacturing: AI will enhance sustainability by optimizing resource usage and reducing emissions.

• Collaboration Between AI & Humans: AI will complement human workers, enabling them to focus on high-value tasks while AI handles repetitive processes.

Conclusion

The AI in automotive manufacturing 2025 revolution is transforming the industry by improving efficiency, quality, and sustainability. As automakers embrace AI-driven technologies, they will unlock new opportunities for growth and innovation. While challenges exist, the benefits of AI far outweigh the hurdles, making it a game-changer for the future of car manufacturing.

[histographnowyoungk]

THEN

Lea Mills is the world’s oldest manufacturing factory, founded in 1784. The factory is wind powered.

La Marquise is the world’s oldest running automobile, invented in 1884. It is solar powered.

NOW

Arctic sea ice, 2025.

[estarengineerspvtltd]

The Future of Urban Parking: Understanding Tower Parking Systems

Tower Parking System

As cities continue to grow and space becomes increasingly limited, finding solutions to urban parking problems has never been more urgent. One such innovation that has been gaining traction in recent years is the tower parking system. These automated, multi-story parking structures are revolutionizing how we think about parking spaces in dense urban areas. But what exactly are tower parking systems, and how do they work?

What is a Tower Parking System?

A tower parking system (also known as automated parking systems or APS) is a vertical, automated, and fully mechanical solution for parking vehicles in multi-story buildings. Unlike traditional parking garages, where drivers park their cars themselves, tower parking systems automate the process of parking and retrieving vehicles, using a combination of conveyor belts, lifts, and other robotic mechanisms to move cars into designated parking spots.

These systems typically consist of a central tower structure with various levels or floors where vehicles can be parked. The car enters the parking facility, and once the driver exits, the system automatically retrieves and parks the vehicle in a spot on one of the upper or lower levels. When it’s time to retrieve the car, the process is reversed, and the car is delivered back to the entrance.

How Does It Work?

Tower parking systems operate through a combination of advanced technology, automation, and mechanical engineering. The general process involves the following steps:

Vehicle Entry: The driver drives into the entrance of the tower parking system, where a conveyor system or lift takes over.

Automatic Parking: Once the vehicle is in position, sensors and automated systems detect the car’s size and dimensions. The system then takes the vehicle and moves it to an available parking spot within the tower, using robotic arms, lifts, and conveyors.

Vehicle Retrieval: When the owner returns, the system retrieves the vehicle using the same automated system and returns it to the designated pick-up area.

Safety and Monitoring: Throughout the process, advanced sensors, cameras, and software ensure that the car is safely handled and parked, minimizing the risk of damage.

This level of automation significantly reduces the amount of time spent searching for parking spots and eliminates the need for drivers to maneuver their cars into tight spaces. The system also maximizes the use of space by stacking cars vertically, which is especially valuable in urban areas where land is scarcehttps

Benefits of Tower Parking Systems

Space Efficiency: One of the most significant advantages of tower parking systems is their ability to make the most of limited space. Traditional parking garages require wide aisles and turning spaces, which take up a lot of land. Tower systems use vertical space, allowing cities to build more parking spots in the same footprint.

Reduced Carbon Footprint: Because cars are parked automatically, there is no need for drivers to waste time looking for a spot or circling around a garage. This reduces fuel consumption and carbon emissions associated with unnecessary driving.

Faster Parking Process: Automated parking systems are generally faster than manual parking because they eliminate the need for drivers to search for a spot, back into spaces, or navigate tight areas. This makes the parking process smoother and more efficient.

Security: Tower parking systems often come with built-in security features, such as surveillance cameras and access control. Since the vehicle is parked without the driver, there’s less risk of theft or vandalism.

Space-Saving Design: These systems can be integrated into buildings, making them ideal for places where space is at a premium. They can be used in both residential and commercial buildings, particularly in cities with limited land for parking.

Challenges and Considerations

While tower parking systems offer numerous benefits, they also come with certain challenges. The initial investment required to install such systems can be significant, making them more suitable for large-scale projects with high demand for parking. Additionally, the technology is still evolving, which means that maintenance and repair of these systems could require specialized expertise.

Moreover, some users may find the idea of handing over their car to an automated system intimidating, especially if they are not familiar with how the technology works. However, as more systems are implemented and users become more accustomed to automation, these concerns are likely to diminish.

The Future of Parking: A Smart Solution for Urban Growth

Tower parking systems represent a smart solution to the ongoing challenges of urbanization. As cities continue to expand, the demand for efficient, space-saving, and environmentally friendly parking solutions will only grow. Automated parking systems offer an innovative way to address these needs, and as technology improves, we can expect to see even more advanced and user-friendly versions of these systems.

In the coming years, we may see tower parking systems become a common sight in dense urban areas worldwide, from downtown office buildings to luxury apartments. With their ability to optimize space, reduce emissions, and streamline the parking process, these systems could become a critical component of modern city infrastructure. https://www.estar.in/tower-parking-system

[if-you-fan-a-fire]

"Agreement Is Reached," Windsor Star. January 12, 1943. Page 10. --- Chrysler, Union Settle Row Over Firing of Employe --- Agreement was reached yesterday between the Chrysler Corporation of Canada, Limited, and Local 195, U.A.W.-C.I.O., in the settlement of the case of a discharged union employe whose ouster last Thursday caused a strike at the company's Plant 3, involving 1,500 men on Saturday.

Vernon Gammon, the discharged employe, under the terms of settle- ment, will be suspended for 10 days. then will be re-employed, without loss of seniority, in another department of the plant.

CONTINUED AT WORK The strike, which closed Plant 3, is estimated to have cost 5,000 valuable man-hours. Only one shift of workers was affected - the day workers. Other workers on the company's 24-hour schedule of production reported and went to work as usual.

The agreement followed day-long conferences between company and union representatives yesterday. One of the differences to be aired was the interpretation of the rules of grievance procedure laid down in the contract between union and company.

According to this contract, when a grievance arises, involving the alleged improper discharge of an employe, the following procedure shall govern (quotation from contract terms):

GRIEVANCE PROCEDURE "The discharged employe or steward may present a grievance in writing. either direct or through the relevant plant committee to management's representative within 48 hours of the discharge and management's representative will review the discharge. Every effort shall be made to render management's decision thereon forthwith."

In Gammon's case, the union did not comply with the requirement of written grievance but instead. called management's representative on Saturday morning asking for a meeting. The meeting was set for Monday morning provided in the meantime the written grievance was filed.

Before the meeting could be held. the men in Plant 3. after the luncheon period on Saturday, remained away from their jobs and were informed that the plant would be closed for that shift if they did not return. The men did not go back to their jobs.

[vegaduke]

1969 Chevrolet assembly line

[risedesign]

[motogazer]

Red Bull KTM Factory Racing And Sacha Coenen Ink New Contract

Red Bull KTM Factory Racing has announced the renewal of contract with Sacha Coenen, a key player in the renowned team's MXGP lineup.

[brackmb]

www.brackmb.com OEM/ODM car phone holder automobile holder bracket facto...