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The disc tumbler (or cam) lock gets its name from the shape of the tumblers. These are about as secure as lever locks and as such are superior to warded and other simple locks. However, disc tumbler locks are far less secure than pin tumbler locks. Disc tumbler locks are found in automobiles, desks, and a variety of coinoperated machines. Some padlocks are built on this principle. Because the cost of manufacture is very low, replacement is cheaper than repair. While similar to the pin tumbler lock in outside appearance and in the broad principle of operation, the internal design is unique. The disc tumblers are steel stampings arranged in slots in the cylinder core. Figure 6.1 shows a typical disc tumbler. The rectangular hole (or cutout) in the center of the disc matches a notch on the key bit. The protrusion on the side, known as the hook, locates the spring. The disc stack is arranged with alternating hooks, one on the right of the cylinder and one on the left. The lock is illustrated in Fig. 6.2.

So in Chandler s cases, the structure was a means to an end, a solution to a problem in other words, a strategy Chandler selected four great enterprises that had all adopted the same structure early and well: a single general office with several decentralized operating divisions When faced with the complexity brought about by scale, they all found a similar solution The four firms were DuPont, General Motors, Standard Oil (New Jersey), and Sears At the time Chandler studied them, these four firms were thriving So, like Bhid and Built to Last, Chandler studied success..

Figure 6.1 Disc tumbler lock in cross section. The position of the cutout determines the depth of the key cut.

DuPont began in 1804 as a maker of gunpowder. It quickly dominated the American market and branched out to other explosives. World War I helped the company grow even more. But during the war, DuPont branched out further, to other products that used some of the same ingredients as explosives. It went from one product line to many, almost overnight. The result was an administrative nightmare. Profits started to suffer. Chandler cites a report that noted, The more paint and varnish we sold, the more money we lost. Right after the war, in 1919, DuPont s Executive Committee appointed a subcommittee to study the problem and propose solutions. The subcommittee s members came from the company s four grand divisions Production, Sales, Treasurer, and Development plus the old Explosives Manufacturing Department. This subcommittee then appointed a sub-subcommittee to do the actual work. First the sub-subcommittee wrote a detailed report on the problem. Then, Chandler tells us, They made a detailed study of outside experience. So like Isaac Newton, they stood on the shoulders of giants. The company knew little about marketing; it was used to selling explosives by the ton. Now many of its products came in packages. So the sub-subcommittee interviewed an expert, a Mr. Boyd of Curtis Publishing in Massachusetts. Boyd came to DuPont headquarters in Delaware to explain how advertising and merchandising worked. Now that it knew a little more about the subject, the sub-subcommittee looked more widely. It made a list of companies with market activities comparable with their own and interviewed executives from eight of them: Armour, International Harvester, Johns-Manville, Scoville, Alcoa, Procter & Gamble, Colgate, and the U.S. Tire Company.

certified to work as a locksmith What can I do if a customer refuses to pay me How can I get started writing about locksmithing What are the best locksmithing resources on the Internet Are pick guns worth the money Which are the best trade journals What keys are illegal to duplicate I ve also included a new Registered Professional Locksmith (RPL) test that you can complete to earn a certificate The certificate can help you to find work and will allow you to enter restricted areas on the Internet Also, four appendixes are included The resources all have been updated with current addresses, Web sites, telephone numbers, and so on If you have questions or comments about the book, contact me at Box 2044, Erie, PA 16512-2044, or e-mail me at LocksmithWriter@aolcom.

From these interviews, the sub-subcommittee arrived at a major insight: Each company had a single controlling head over their manufacturing and sales departments. Coup d oeil. The sub-subcommittee knew that none of these companies had so diversified a product line as DuPont. That was the point: It wanted to see how a company with a narrower product line worked. DuPont s single sales department could not handle so many different product lines. After 6 months of study, the sub-subcommittee recommended dividing the company in two, with each half being responsible for both manufacturing and sales for its own product lines, like the companies they had studied. A single general office would provide nonproduct services, like development and finance, to both. The Executive Committee rejected the proposal. But more committees followed. Finally, as of 1927, DuPont was beginning to move toward a de facto structure based on product divisions rather than functional departments. In the DuPont case, Chandler gives us a striking example of coup d oeil by committee. The new strategy came from the past achievements of other firms. It took years of resolution, but in the end it won the day.