But Ford's new idea also began to express itself here. He meant to consider not only the efficiency but the happiness and comfort of his men. The walls were made of plate glass, so that every part of the workrooms were light and well ventilated. One whole department, employing 500 men, was established to do nothing but sweep floors, wash windows, look after sanitary conditions generally. The floors are scrubbed every week with hot water and alkali. Twenty-five men are employed constantly in painting the walls and ceilings, keeping everything fresh and clean. That winter the Christmas checks went again to all the employees. Ford was still working out a real plan by which his millions could help; meantime, he divided his profits in this makeshift fashion. The following year the company moved to its new quarters. In that atmosphere of light and comfort the men worked better than ever before. Production broke another record--38,528 cars in one year were made and sold. "And the automobile world is waiting to hear the next announcement from Henry Ford," said a trade journal at that time. "Whether or not he has another sensation in store is the livest topic of discussion in Detroit manufacturing circles--nay, even throughout the world." Henry Ford was preparing another sensation, but this time it was to be in a larger field. He had startled the world, first, with a motor car, next with a factory. Now he was thinking of broad economic problems. CHAPTER XXV FIVE DOLLARS A DAY MINIMUM The Seldon patent fight had continued through all the early years of Ford's struggle to establish himself in business. At last it was settled. Ford won it. The whole industry was freed from an oppressive tax and his long fight was over. Immediately, of course, other cars came into the low-priced field. Other manufacturers, tardily following Ford, began the downward pressure in prices which now makes it possible for thousands of persons with only moderate means to own automobiles. For the first time Ford faced competition in his own price class. Innumerable business problems confronted the farmer-mechanic, from the time he opened his office doors in the early morning until the last workman had left the plant and only his light was burning. Business men came, financiers, salesmen, lawyers, designers. Every day for two hours he conferred with his superintendents and foremen in the main factory. Every detail of the business was under his supervision. A smaller man or a less simple one, would have been absorbed by the sheer mass of work. Ford settled every problem by his own simple rule, "Do what is fundamentally best for everybody. It will work out for our interests in the end."