Slipstream: the autobiography of an air craftsmanWilson, Eugene E.
History
Slipstream: the autobiography of an air craftsman
Wilson, Eugene E.
Aircraft industry -- United States -- Biography; United States. Navy -- Aviation; Wilson, Eugene E., 1887-1974
The day Fred Rentschler and I walked in on him, we found him leaning
over a plain table pawing around among some engine parts with George
Mead and Henry Crane. “Uncle Henry” Crane, one of the great engineers
of the automotive industry, had been called in for a conference over
the failures of the Allison liquid-cooled engine. While Fred and
I cooled our heels waiting for experts to decide upon what design
changes were necessary to make the Allison run, before they could
discuss policy with us, we thought we saw a certain irony in the
situation. For the Allison engine was the power plant that had taken
the business away from our 1830 engine in the critical months of 1939
when that one contract meant so much to Pratt and Whitney.
When, finally, it came our turn, we broke the news to Bill Knudsen
that, with the completion of the new American addition in Hartford,
we would reach a saturation point in Hartford and must look elsewhere
for new facilities. Bill knew that Wright Aeronautical planned to
build a big new shop somewhere in Ohio and presumed, of course, we
would go and do likewise, but when we explained the differences in
our two situations, he understood. Wright Aero had been formed out
of the consolidation of two big engine companies, Curtiss and Wright,
and had more topside staff than Pratt and Whitney. Guy Vaughan was
still its president, but Don Brown had died. Now when we mentioned
licensing the automotive companies, Bill’s first question was who did
we have in mind. When we told him Ford, he at first shook his head,
but when we stressed the point that selling Uncle Henry was his job
and that no one except he and George Mead could do it, Bill Knudsen
reluctantly agreed to try.
And Bill and George succeeded. Within a few days we received word
that Ford Motor would send a group of shopmen to look over the job
and see what could be done. Bill Knudsen, familiar with the Ford
setup, had suggested that the machinery in the great Ford tool room,
along with some six thousand men employed there, would take the
Pratt and Whitney job in its stride. To automotive men, the aircraft
industry still looked something like the ancient “carriage trade,”
and they discounted our insistence that our standards of quality and
precision were not easily come by in the mass-production industries.
Public-domain text, read in full here on John Shaqi.
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