Assembly Line

Early twentieth century assembly line systems carried the concept of division of labor to an extreme and usually restricted each worker to the repetitive performance of one simple task. These individuals had few real skills, and they were not required to know any more than their basic job demanded. This human element proved to be the weakest link in the entire system. For most people, assembly line work eventually entailed a physical and mental drudgery that became seriously counterproductive. Often the work itself was detrimental to an indi vidual's physical and mental well-being, and from a manufacturer's standpoint, this usually resulted in diminished productivity.

Henry Ford and his fellow industrialists soon discovered this phenomenon when they tried to speed up their assembly lines. Since the pact of the assembly line was dictated by machines, supervisors often accelerated them, forcing workers to try to keep up. When this constant pressure to increase production was combined with the essentially dull and repetitive nature of the job, the result was often a drop in quality as well as output, not to mention worker unrest and dissatisfaction. By the 1920s, industry leaders realized that they could not ignore the dehumanizing aspects of the assembly line. However, it was not until after World War II that the major industries made serious attempts to make the mechanical aspects of the assembly line accommodate itself to the human physiology and nervous system.

The logical evolution of the assembly line would seem to lead to one that is fully automated. Such an automated system would ideally imply the elimination of the human element and its replacement with automatic controls that guarantee a level of accuracy and quality that is beyond human skills. In fact, this is the case today where automation has completely changed the nature of the traditional assembly line. Computer advances have resulted in assembly lines that are entirely run by computers controlling industrial robots of all kinds. Increasingly, such robots not only perform the repetitive, elementary tasks, but also are sufficiently intelligent (via feedback systems) to regulate or adjust their own performance to suit a changing situation. Especially in the automobile industry, assembly lines consist of machines that are run by machines. People are still needed of course, for quality control, repair, and routine inspection, as well as for highly specialized tasks. In fact, rather than minimizing the human skills needed to oversee these systems, today's automated assembly lines require more highly skilled workers to operate and maintain the sophisticated, computer-controlled equipment.

In the 1980s, Japanese and Italian automobile manufacturers so successfully automated their assembly lines that certain of their factories consisted almost entirely of robots regularly doing their jobs. On one particular Italian Fiat, only 30 of the 2,700 welds were done by human hands. In principle, they are Henry Ford's assembly lines carried to their ultimate conclusion. Starting again with the bare chassis, major components (which themselves have been automatically assembled elsewhere) are attached by robots, and the computer keeps track of exactly what is to be added to each. Each vehicle is considered unique and the central computer assures its total assembly. On the other hand, GM found that robots could not replace human workers and had to retrench from technology and focus on retraining workers. Final product assembly and delivery to the dealer offers the consumer, if not always the most affordable product, an extremely wide array of special options.