Word: chryslers
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Dates: during 1930-1939
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...gets to the office at 9 o'clock in the morning, gets out of it as soon as he can get through the mail, to go through one of the factories and to spend long hours in the engineering department. When he is on the road visiting the Chrysler factories outside Detroit, he spends his nights on Pullmans, his days in inspection and in whooping up the sales force. He hasn't had a drink since 1927 when his doctors assured him it was bad for his health, and he seldom goes to his church (Methodist) because...
...Richard. Last summer Richard built himself a one-lung automobile in the basement shop. Said his father, with the characteristic wrinkled grin that makes his eyes disappear: "A good mechanic's job-and I didn't help him." His other son, Robert, 27, is a Chrysler research engineer. No seeker for a college degree, he went to work for Chrysler after high school. "I gave him a four-year college course in the shop," says his father today, "and I think now that he's a damned fine mechanic...
...first two years in his new job K. T. Keller steered Chrysler Corp. through some muddy business roads, but Chrysler's sales hit their top in 1937: $769,807,839. And when Chrysler's report for the first six months of 1939 was published in August, he had some sensational news for U. S. business. After a miserable depression year, Chrysler's sales had jumped to $342,788,293, up a whacking 82% from the first half of 1938. For the rest of this year Chrysler, like the rest of the U. S. motor industry (see below...
Last week, K. T. Keller was busiest in the engineering department where Chrysler's smart research staff is already busy on 1941 models. It is there the first work is done on K. T. Keller's only recipe for a successful business: "Put out a good product: if it's lousy, you better quit...
...pragmatic genius which stems from the machinist's bench and burgeons in a burning urge to put out a good product in quantity for low-priced sale, the U. S. motor industry owes its spectacular growth in the U. S. Most of its topflight executives, men like Ford, Chrysler, Knudsen and Keller, had nothing but their two hands and a kit of tools when they went to work...