Eleven hundred men had moved to better homes. Bank deposits had increased 205 per cent. Twice as many men owned their own homes. More than two million dollars' worth of Detroit real estate had passed into the hands of Ford employees, who were paying for it on the installment plan. Among the 18,000 workmen only 140 still lived in conditions which could be called "bad" in the reports. And the output of Ford automobiles had increased over 20 per cent. That year, with an eight-hour day in force, and $10,000,000 divided in extra profits among the men, the factory produced over 100,000 more cars than it had produced during the preceding year, under the old conditions. Cold figures had proved to the business world the "practical" value of "sentimental theories." Ford's policy had not only done away with the labor problem, it had also shown the way to solve the employers' problems. "The heart of the struggle between capital and labor is the idea of employer and employee," he says. "There ought not to be employers and workmen--just workmen. They're two parts of the same machine. It's absurd to have a machine in which one part tries to foil another. "My job at the plant is to design the cars and keep the departments working in harmony. I'm a workman. I'm not trying to slip anything over on the other factors in the machine. How would that help the plant? "There's trouble between labor and capital. Well, the solution is not through one side getting the other by the neck and squeezing. No, sir; that isn't a solution; that is ruin for both. It means that later the other side is going to recover and try to get on top again, and there'll be constant fighting and jarring where there ought to be harmony and adjustment. "The only solution is to GET TOGETHER. It can't come only by the demands of labor. It can't come only by the advantages of capital. It's got to come by both recognizing their interest and getting together. "That's the solution of all the problems in the world, as I see it. Let people realize that they're all bound together, all parts of one machine, and that nothing that hurts one group of people will fail in the end to come back and hurt all the people." So, at the end of thirty-seven years of work, Henry Ford sat in his office on his fifty-second birthday and looked out on a community of nearly 20,000 persons, working efficiently and happily together, working for him and for themselves, well paid, contented. He thought of the world, covered with the network of his agencies, crossed and recrossed with the tracks of his cars. He had run counter to every prompting of "practical business judgment" all his life--he had left the farm, built his engine, left the moneyed men who would not let him build a cheap car, started his own plant on insufficient capital, built up his business, established his profit-sharing scheme--all against every dictate of established practice.