But McCaffrey felt the $1,020 monthly charge (about $10,800 today) was too extravagant. He looked into a dedicated telephone line to McCaffrey, an early attempt at telecommuting. He communicated with McCaffrey by phone or mail. It was something that was “not discussed.” As a still-active board chairman, he took work with him–boxes of it. Even after nearly dying, he let only McCaffrey and a few others know that, in relocating to Phoenix, Arizona, he was following his doctor’s advice. McCormick developed pneumonia in late 1947, and for reasons never explained, he kept this secret from his executives and directors. Jung, the psychologist and psychiatrist who was his mother’s favorite.
To manage stress, he spent months in Switzerland with Dr. Overworked during war years, he continued afterward to expand IHC’s vision. Fowler, as head of Foreign Sales, visited Europe and Russia. At 1,450 rpm, the engine developed 27.5 horsepower on the drawbar and a peak of 38.2 PTO horsepower.Īll the McCormicks traveled. IHC’s D-248 inline four-cylinder used 3.875-inch bore and 5.25-inch stroke. McCormick’s variation put more trust in his subordinates because the chairman often was unreachable and far away. For these he was always and immediately available. Sloan was a director who trusted his vice presidents and managers to make everything but the most critical decisions or long-range plans. Chairman McCormick, by several accounts, created a different system. Sloan’s interpretation of decentralization left one central leader to make course corrections among the scattered divisions. While this provided McCormick’s divisional autonomy, the duplication of so many functions and executives eventually proved extraordinarily costly. He gave each its own experimental and research departments, sales organizations, personnel, and administrative departments.
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McCormick had strengthened Farm Tractor, Industrial Equipment (encompassing portable power units, industrial and construction machinery), Motor Truck, and Refrigeration Divisions, as well as a Steel Division, and Fiber and Twine (which supplied his harvesters). In the mid-1940s, Fowler McCormick paid more attention to GM and saw a separation of divisions that made sense to him as president of the “general motors” of farm equipment. During Cyrus McCormick Jr.’s time, IHC produced tractors for every farm and function. Sloan, General Motors’ brilliant chairman, had outlined his mission during a 1921 interview to provide “a car for every purse and pocketbook.” He inspired generations of businessmen. But few operators complained once they got accustomed to the accurate depth and lift control the system provided.Īlfred P. The Touch Control hydraulic system consumed the limited additional horsepower that Super As had to offer over the Model A. By the early 1950s, IHC led in freezer sales, and refrigeration sales more than doubled from 1950 through 1953. In 1946 he bought a plant in Evansville, Indiana, and within a year IHC turned out two hundred freezers a day, then adding humidifiers and air conditioners.
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From wartime field hospital blood-coolers, McCormick envisioned a full line of refrigeration equipment. IHC’s line of 1907 cream separators led to coolers when 1930s laws required farmers to refrigerate fresh milk within an hour of milking. McCormick wasn’t done expanding, however. As with trucks, bigger was better and more powerful was more useful. Throughout his career, he had little understanding of farm equipment markets.
McCaffrey had sold trucks in Ohio before moving to IHC’s Chicago headquarters, and this background didn’t prepare him for agricultural equipment. IHC built the first one of these on January 13, 1941, and continued to produce them until late March 1952. John Wagner’s beautifully restored diesel 1949 Model MD. The Sales Department, which had hurried development, was pleased. Sperry conceived it and Baker designed the giant, providing buyers with 10 horsepower more than Caterpillar’s D-8 and more sophistication than Cat’s track clutch/brake system. It weighed 36,000 pounds and developed 148 drawbar horsepower. In 1947 IHC’s Industrial Power Department introduced the TD-24. IHC’s attack came through a $30 million ($395 million today) investment that included acquiring a former government manufacturing plant in Melrose Park, Illinois. Cat had a postwar advantage from GI heavy-equipment operators who learned Cat’s machines and told their peacetime bosses what to order. Caterpillar sold $230 million ($3 billion today) in equipment in 1945, compared to IHC’s $35 million ($460 million today). IHC manufactured a total of 75,241 of the Model B tractors.Ĭompetition seemed futile. These compact machines could spread out rear tread width to as much as 92 inches.
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