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1. The responsibility attached to the chief executive of each operation shall in no way be limited. Each such organization headed by its chief executive shall be complete in every necessary function and able to exercise its full initiative and logical development. 2. Certain central organization functions are absolutely essential to the logical development and proper control of the Corporation s activities.

ever, is most frequently used for deep wells In shallow wells, the jet or piston pumping mechanism is not located in the water It is located on top of the well The water is drawn up to the pump by a suction action, not unlike drinking through a straw A suction will result in a pipe immersed in a body of water when the pressure inside the pipe is reduced below atmospheric pressure (vacuum) Under ideal conditions, the maximum suction lift is 34 feet However, because of pump inefficiencies and frictional resistance of the pipe walls, the practical limit of suction lift is 25 feet, which is used in defining a shallow well A deep well, therefore, is one in which water is pumped from a depth that exceeds 25 feet Well pumps and their accessory equipment are usually very reliable Nevertheless, all well-pumping systems require occasional repair or replacement.

The key has its bitting disposed radially on its end. The depth and spacing of each cut must match the pin arrangement. In addition, there are two notches, one on the inside and the other on the outer edge of the key. These notches align the key to the lock face. Otherwise the key could enter at any position. The key bittings push the pins back, bringing them to the shear line. Once the pins are in alignment, the key is free to turn the plug and attached cam. The pins within the lock are entirely conventional in construction, with the exception of the bottom one. A ball bearing is sandwiched between the pin and its driver. The bearing reduces friction and increases pin life. The pin in question is not interchangeable with others in the lock. Pin tolerance is extremely critical. There is no room for sloppy key cutting.

The first principle continued Durant s previous achievements in acquiring different car manufacturers and running them along the same lines as Buick. The second principle followed Sloan s own achievements in setting up a general office for United Motors. Sometime in 1920, Sloan had a coup d oeil about how to combine these two prior achievements for GM as a whole. And there may have been a direct precedent for the combination: DuPont s proposed reorganization plan. Pierre DuPont was chairman of the GM board. He took over as president from Durant during the 1920 crisis. He orchestrated a bailout with funding from the DuPont company and J. P. Morgan. Meanwhile, over at DuPont, the sub-subcommittee s reorganization plan was presented in May 1920 and came up again in November of that year. Pierre s brother Ir n e rejected it both times. Back at GM, Pierre accepted the Sloan plan within less than a month of an emergency GM meeting, also in November 1920. Sloan cited no sources for his plan. Chandler thinks that there was no link between the DuPont and GM plans, even though both plans called for autonomous operating divisions and a general office consisting of general executives and staff specialists. According to Chandler, Pierre and Ir n e DuPont did not consider the two plans in any way comparable because GM s problem was too little centralization, whereas DuPont s was too much. But elsewhere, Chandler presents the two plans as very comparable indeed. He gives us four different companies DuPont, GM, Standard Oil, and Sears that ended up with a similar general

Disassembly. To disassemble the tubular key lock, follow this procedure:

office structure. So why would the DuPonts and presumably Sloan think that such similar plans were not in any way comparable Perhaps the reason was the lawsuit. DuPont s bailout of GM led to the General Motors-du Pont Antitrust Suit. For Sloan to admit that he had studied the DuPont plan before the bailout would only have added fuel to the fire. If there had been no legal fears, perhaps Sloan would have come right out and cited DuPont s plan as a precedent for his own.

1. Place the lock into its holder. Ace makes a special vise for these cylinders. 2. Drill out the retainer pin at the top of the assembly. Use a No. 29 drill bit and stop before the bit bottoms in the hole (Fig. 7.27). 3. Remove what is left of the pin with a screw extractor. 4. Insert the appropriate plug follower into the cylinder. Apply light pressure. Plug follower dimensions are length 1.50 inches, outside diameter 0.373 inch, inside diameter 0.312 inch.