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John D. Rockefeller founded Standard Oil in 1870. It grew rapidly, capturing so much of the U.S. market that the government broke it up into several separate companies in 1911. Standard Oil (New Jersey) was the largest and most diverse of those companies. To handle its complex operations, Jersey made decisions by committee. Representatives of the different operating companies within the larger firm sat on every committee. There was a committee for every activity that cut across the various operating companies: for transportation, pipelines, production, manufacturing, export trade, domestic trade, and for the purchase of supplies. Over time, the committees made more and more decisions involving greater and greater detail, such as the amount of crude oil to run per day in a specific refinery or the amount of kerosene a branch office or sales subsidiary should sell. Walter Teagle inherited this structure when he became president of Jersey in 1917. As long as business was good, the structure seemed to work. Then a slump in demand in the mid-1920s showed its weakness: Despite all the committees, there was very little coordination. On a trip out west in 1925, Teagle found the oil wells still pumping far beyond storage capacity or demand. The solution Another committee. But this one, the Coordination Committee, was different. Teagle gave it a staff: the Coordination Department. The model was the Export Trade Department, which since 1912 had effectively

replaced the committee covering this area The new Coordination Department really started to coordinate, and it slowly put the other committees out of business Chandler notes that Teagle did not make a study of the problem or present the new committee and department as a solution to the overall structural problem The committee and department were an immediate response to the problem of overproduction that he had seen out west In these terms, it looks like a coup d oeil The new department, headed by Orville Harden, succeeded beyond its original purpose It did not just solve the problem out west, it quickly became the most effective link among all the company s different units, for everything As Chandler tells us, It was soon furnishing the data so necessary for planning for the company as a whole.

Figure 7.27 Use a No. 29 drill bit to remove the retaining pin. Alternately, use a No. 42 bit, thread a small metal screw into the hole, and extract the pin and screw by prying upward on the screw head. (Desert Publications)

Teagle singled out the achievement of the Coordination Department and contrasted it with the old committee structure: I have a horror of too large committees as they never accomplish much but spend endless time in talking He formed other new departments for shipping, production, and development at headquarters and kept them free of committee interference Last but not least, Teagle noted that in the company s own affiliates, and among its competition, nobody ran things by committee So in 1927, 2 years after the departments took over from the committees, Teagle changed the company s structure Over 6 months, he replaced the committees with departments at headquarters headed by a single executive The Coordination Department became in effect the general office.

5. Lift off the outer casing from the bushing assembly. 6. Scribe reference marks on the plug sections as an assembly guide. 7. Remove the follower from the cylinder. Note: Perform this operation carefully. The pins are under spring tension and must be kept in order. If not, you will have a monumental job sorting the pins. There are 823,543 possible combinations!

The projected life expectancy of a pump is seven to ten years, although many pumps run without trouble for twenty to thirty years Piston pump These pumps are no longer in general use, although they might be found in older homes Basically, they are motorized versions of the old hand pump A motor drives the piston that alternately sucks water into the cylinder and then discharges it on every other stroke In a shallow well, the pump (motor-piston assembly) is above the ground In a deep well, the motor is above the ground, and the piston assembly is located in the well Usually the motor is connected to the piston assembly by a belt and pulley Inspect the belt for partially torn and frayed sections and adequate tension Look for signs of leakage around casing joints and the piston rod There should be none.