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The stock market crash - and after

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fullscreen: The stock market crash - and after

Monograph

Identifikator:
1815583320
URN:
urn:nbn:de:zbw-retromon-204544
Document type:
Monograph
Author:
Fisher, Irving http://d-nb.info/gnd/118533541
Title:
The stock market crash - and after
Place of publication:
New York
Publisher:
Macmillan
Year of publication:
1930
Scope:
XXVI, 286 S.
graph. Darst
Digitisation:
2022
Collection:
Economics Books
Usage license:
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Chapter

Document type:
Monograph
Structure type:
Chapter
Title:
Chapter IX. Industrial Management
Collection:
Economics Books

Contents

Table of contents

  • The stock market crash - and after
  • Title page
  • Introduction
  • Contents
  • Chapter I. The Stock Market Crash
  • Chapter II. President Hoover Acts
  • Chapter III. Causes of the Panic
  • Chapter IV. The Threat to Business
  • Chapter V. Plowed-back earnings
  • Chapter VI. Changed Ratio of Prices to Earnings
  • Chapter VII. The Age of Mergers
  • Chapter VIII. Scientific Research and Invention
  • Chapter IX. Industrial Management
  • Chapter X. Labor's Coöperative Policy
  • Chapter XI. The Dividends of Prohibition
  • Chapter XII. Relief in Seven Years of Stable Money
  • Chapter XIII. Flight from Bonds to Stocks
  • Chapter XIV. Speculation and Brokers' Loans
  • Chapter XV. Remedies and Preventives of Panics
  • Chapter XVI. The Hopeful Outlook
  • Index

Full text

150 The Stock Market Crash—dAnd After 
No changes were made in the processes nor in the 
walls of the building, which belonged more than a 
century ago to one of Napoleon’s marshals of cav- 
alry. By this new arrangement the distance traveled 
by the candlestick was reduced from 4000 meters 
to 875 meters.” 
Two Kinds of Factory Planning 
“What are the benefits of planning for the future, 
in production, selling and financing?” 
“In manufacturing there are two kinds of plan- 
ning: first, for continuous production, and, second, 
for varied products. 
“In a plant which is built around a moving assem- 
bly the operations of assembling are subdivided until 
they require approximately equal amounts of time. 
The length of the moving platform or belt, which 
carries the material, and the rate at which it moves, 
are then determined and the number of feet this 
belt moves per minute becomes the master schedule 
of the plant. 
“The rate of production per hour or per day 
for every department is thus set mechanically, and 
the task of the Planning Department consists mainly 
in foreseeing and preventing interruptions. 
“This mechanical type of scheduling usually entails 
a heavy investment in material-handling equipment 
or in special machinery, and is therefore economical 
only in cases where the products are thoroughly 
standardized and are manufactured in large quanti- 
ties. Mass production can never become such an
	        

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