Henry Ford's industrial innovations were directly responsible for the transformation of the United States into the most productive, affluent, and powerful nation on Earth. My Life and Work describes exactly how Ford did this in terms of not only manufacturing science, but also economics and organizational behavior. This holistic approach, and its validation by world-class results, make Ford's original work the best business leadership book ever written. The Expanded and Annotated My Life and Work: Henry Ford's Universal Code for World-Class Success updates this original with modern perspectives that explain and organize Ford’s thought process explicitly. My Life and Work is not a mechanistic or industry-specific formula that practitioners can follow like work instructions in a factory, but rather a holistic synergy of impartial laws of economics, science, and human behavior—a synergy that Ford called the universal code. This universal code simultaneously delivered high profits, high wages, and low prices in every industry to which Ford applied it. It also realized unprecedented improvements in industries ranging from coal mines to railroads, and even healthcare as practiced in the Henry and Clara Ford Hospital. This annotated edition introduces Ford’s universal code along with vital economic, behavioral, Lean manufacturing, and customer service principles. It contains almost all the material of the original, plus more than 30 percent new content that reinforces Ford’s timeless principles. Readers who understand and internalize Ford’s universal code can easily overcome the self-limiting paradigms that afflict today’s organizations. These include, for example, the belief that healthcare is a zero-sum game in which escalating costs are the price of quality. The book illustrates the basic elements of what is now called the Toyota Production System as well as the organizational and human relations principles needed to gain buy-in and engagement from all participants.

Henry Ford's industrial innovations were directly responsible for the transformation of the United States into the most productive, affluent, and powerful nation on Earth. My Life and Work describes exactly how Ford did this in terms of not only manufacturing science, but also economics and organizational behavior. This holistic approach, and its v

"My Life and Work", by Henry Ford, reads not only as a memoir of an American icon, but also shows the spirit that built America. Written in 1922, this work provides a unique insight into the observations, ideas, and problem solving skills of this remarkable man. He shares his success and his failures and the lessons he learned form both. Throughout, Ford shows a constant belief in the value of hard work and in the goodness of men. It is a story of management, of ethics, of observation, of history and of greatness. This book includes quote highlights, photos and a special area for a reader to jot notes.

"It was my hope to produce a book that would not only have some historical interest, but would be useful for those in public life, in educational work, in preparation for citizen­ship, and would be especially a book that parents would wish their children to read." —President Calvin Coolidge on his autobiography Today Americans of all backgrounds are on the hunt for a different politi­cal model. In fact, such a model awaits them, if only they turn their eyes to their own past . . . to America's thirtieth president, Calvin Coolidge. Coolidge's masterful autobiography offers urgent lessons for our age of exploding debt, increasingly centralized power, and fierce partisan division. This expanded and annotated volume, edited by Coolidge biographer Amity Shlaes and authorized by the Coolidge family, is the definitive edition of the text that presidential historian Craig Fehrman calls "the forgotten classic of presidential writing." To read this volume is to understand the tragic extent to which historians underrate President Coolidge. The Coolidge who emerges in these pages is a model of character, principle, and humility—rare qualities in Washington, then as now. A man of great faith, Coolidge told Americans: "Men do not make laws. They do but discover them." Although he emphasized economics, Coolidge insisted on the importance of "things of the spirit." At the height of his popularity, he chose not to run again when his reelection was all but assured. In this autobiography, Coolidge explains his mindset: "It is a great advantage to a President, and a major source of safety to the country, for him to know that he is not a great man." For all his modesty, Coolidge left an expansive legacy—one we would do well to study today. Shlaes and ­coeditor ­Matthew Denhart draw out the lessons from Coolidge's life and career in an enlightening introduction and annotations to Coolidge's text. To aid Coolidge scholars young and old, the editors have also assembled nearly three dozen photographs, several of Coolidge's greatest speeches, a timeline of Coolidge's life, and afterwords by former Vermont governor James H. Douglas and two of Coolidge's great-grandchildren, Jennifer Coolidge Harville and Christopher Coolidge Jeter. This autobiography combats the myths about one of our most misunderstood presidents. It also shows us how much we still have to learn from Calvin Coolidge.

Born and raised on a family farm, Henry Ford abandoned his traditional way of life to become an American legend and industry icon. Ford's life mirrored the broad transition taking place in the United States just after the Civil War as it converted from an agrarian to an industrial society during the American phase of the Industrial Revolution. Henry Ford was also a man of contradictions. While he gained fame for producing affordable cars such as the Model T, raising wages, and hiring minorities and immigrants, he also was accused of stubbornness, bigotry, and suppressing workers' rights. This book peels back the layers of Henry Ford's past to examine the motivations, accomplishments, and legacy of the man who changed the way Americans worked and how they lived.

Cultural organizations are entering an era of significant challenges. Rising operating costs, unpredictable funding sources, stagnant membership, and an increasingly competitive landscape for leisure activities indicate that these institutions have reached a critical juncture: what has worked for them in the past will not work going forward. At the same time, massive shifts in demographics and lifestyles are driving changes in consumer behavior that threaten the survival of the traditional membership business model. Drawing from a wide range of research spanning the disciplines of behavioral economics, philanthropy, and social psychology, author and museum consultant Rosie Siemer explores the trends shaping the future of cultural organizations and offers innovative strategies designed to help them survive—and thrive—in today’s rapidly changing marketplace. Using museums as the primary subject matter of her research, Siemer analyzes the challenges and opportunities for membership as a means of engaging existing members, cultivating new audiences, and keeping museums on track for sustainable revenue. Tapping into the principles of design thinking and the lean startup methodology, Siemer provides a fresh perspective into how museum leaders can adapt systems, roles, and metrics to encourage experimentation, collaboration, and agility within their organizations. “Change is required for museums to keep ahead of the curve and remain competitive,” Siemer writes. “Thankfully, the time for taking steps to evolve has never been better. New research, bold experiments, and pioneering leaders have helped to usher in an era of fresh thinking that challenges the status quo of the traditional membership model.” Loaded with thought-provoking insights, innovative case studies, and practical applications for audience development, marketing, and membership, Museum Membership Innovation offers museum leaders a framework for reimagining membership with an empathy-first approach that prioritizes the needs of audiences.

On the manufacturing shop floor, the principle of "value comes from the production of parts rather than charts" crucially applies when using practical statistical process control (SPC). The production worker should need to enter only a sample’s measurements to get immediately actionable information as to whether corrective action (e.g., as defined by a control plan’s reaction plan) is necessary for an out-of-control situation, and should not have to perform any calculations, draw control charts, or use sophisticated statistical software. This book’s key benefit for readers consists of spreadsheet-deployable solutions with all the mathematical precision of a vernier along with the simplicity of a stone ax. Traditional SPC relies on the assumption that sufficient data are available with which to estimate the process parameters and set suitable control limits. Many practical applications involve, however, short production runs for which no process history is available. There are nonetheless tested and practical control methods such as PRE-Control and short-run SPC that use the product specifications to set appropriate limits. PRE-Control relies solely on the specification limits while short-run SPC starts with the assumption that the process is capable—that is, at least a 4-sigma process, and works from there to set control limits. Cumulative Sum (CUSUM) and exponentially weighted moving average (EWMA) charts also can be used for this purpose. Specialized charts can also track multiple part characteristics, and parts with different specifications, simultaneously. This is often useful, for example, where the same tool is engaged in mixed-model production. Readers will be able to deploy practical and simple control charts for production runs for which no prior history is available and control the processes until enough data accumulate to enable the traditional methods (assuming it ever does). They will be able to track multiple product features with different specifications and also control mixed-model applications in which a tool generates very short runs of parts with different specifications. The methods will not require software beyond readily available spreadsheets, nor will they require specialized tables that are not widely available. Process owners and quality engineers will be able to perform all supporting calculations in Microsoft Excel, and without the need for advanced software.