“There’s no reason why everybody shouldn’t have everything he needs if we managed it right, weren’t afraid of making too much. Our business is to make things so cheap that everybody can buy ’em. Take these shears.” He picked up a handsome pair of large shears on his desk. “They sell for three or four dollars, I guess. No reason you couldn’t get them down to fifty cents. Yes, fifty cents,” he repeated as I gasped. “No reason at all. Best in the world—so every little girl in the world could have a pair. There’s more money in giving everybody things than in keeping them dear so only a few can have them. I want our car so cheap that every workman in our shop can have one if he wants it. Make things everybody can have—that’s what we want to do. And give ’em money enough. The trouble’s been we didn’t pay men enough. High wages pay. People do more work. We never thought we’d get back our five dollars a day; didn’t think of it; just thought that something was wrong that so many people were out of work and hadn’t anything saved up, and thought we ought to divide. But we got it all back right away. That means we can make the car cheaper, and give more men work. Of course when you’re building and trying new things all the time you’ve got to have money; but you get it if you make men. I don’t know that our scheme is best. It will take five years to try it out, but we are doing the best we can and changing when we strike a snag.” What it simmered down to was that if you wanted to make a business you must make men, and you must make men by seeing that they had a chance for what we are pleased to call these days a good life. And if they are going to have a good life they must not only have money but have low prices. There was much more, I soon found, than five dollars a day and upwards that was behind the making of men at Ford’s. There was the most scientific system for handling mass production processes that I had ever seen. Tasks were graded. A workman was given every incentive to get into higher classes. But I was not long at Ford’s before I discovered that it was not this system, already established, it was not the five dollars, it was not the flourishing business, it was not advertising—deeply and efficiently and aggressively as all these things were handled—which at the moment was absorbing the leaders of the business. It was what Mr. Ford was calling “the making of men.” It was a thoroughly worth-while and deeply human method. Mr. Ford knew that, do all you can for a man in the factory—a short day, higher wages, good conditions, training, advancement—if things are not right for him at home he will not in the long run be a good workman. So he set out to reorganize the home life of the men.