汉立克纳浦厂（Ferracute Machine Company）广告币

fc2fc · 发表于 2016-5-10 20:59:41

看了前几twks兄的“四川0.72铜样”想起了它-汉立克纳浦厂，浅聊下它家及广告币：

美国新泽西的汉立克纳浦厂由欧柏林*史密斯（OberlinSmith）创建于1863年，他是美国著名的企业家，发明家及社会活动家，但是戏剧是他并不喜欢钱币收藏！在美国，它是众多知名厂商的合作者，美国国家费城造币厂就曾采用它家铸币机！美国汉立克纳浦厂（机器设备厂，铸币机只是是其中一部分）对中国的贡献有如英国的喜敦造币厂（辅助中国广东造币厂）一样重要，辅助中国建造了成都造币厂！也有不少为中国量身打造经典样币！它家广告币并没有像英国的喜敦那么多产，也没T&C那么多样。面世的品种不多，略显寒酸！喜欢了解它家背景的可以去OS英文官网看看http://www.oberlinsmith.org

有关汉立克纳浦厂发展史，手头只有一份不错的英文篇，就胡乱拷贝如下：

The Ferracute Machine Company of Bridgeton, New Jersey was a press and die business founded by Oberlin Smith (1840-1926), inventor, writer, manufacturer in 1863. Smith studied engineering at the Polytechnic Institute of Philadelphia planning a career in this field. In 1863 he opened an ironwork shop at North Laurel Street in Bridgeton at which he did steamfitting, plumbing and architectural ironwork plus general jobbing and repair. Smith eventually began to make foot presses for the canning industry, foreseeing a need there he could fill. Smith took a partner, J. Burkitt Webb, on January 1, 1864, and the firm became known as Smith & Webb. Five years later Webb left to become a professor, so their partnership was dissolved. By 1873 three significant events occurred: Smith's brother, Frederick F. Smith, became a partner; Smith sold the Laurel Street property and bought an abandoned brick yard on Commerce Street adjoining East Lake in Bridgeton to concentrate on the press business; and Smith adopted the adjective "Ferracute," an Italian word meaning 'sharp iron', to become part of the firm name. Ferracute Machine Co. was incorporated in January 1877. Smith served as President and Mechanical Engineer; Fred as Secretary and Treasurer.

During the 1870s Ferracute developed a growing number of customers as it began diversifying the types of presses offered. Ferracute continued developing press equipment for canneries, and by 1891 offered a full line of equipment for setting up a cannery. Treadles on presses were replaced by power attachments at Ferracute, although treadle presses continued to be made and sold until the late 1920s. Ferracute introduced its first open-back inclinable press in 1872 to meet the demand for greater productivity. In 1877 Oberlin Smith patented the double-action press for the tinsmith trade. Ferracute was invited to exhibit at the Centennial Exposition in 1876. A University of Pennsylvania graduate and Bridgeton resident, P. Kennedy Reeves, ran Ferracute's booth, and later became employed by Ferracute.

Ferracute's marketing practices involved no distributors; Ferracute sold directly to companies. Two substantial buyers of Ferracute presses, U. S. Stamping Co. in Connecticut and West Penn Tinware Co. of Pittsburgh, began their long associations with Ferracute in the 1870s. Ferracute first began selling its presses abroad in 1876. Its first European customer was Ernest Stridesburg of Sweden, who purchased his Ferracute press through Charles Youngberg of New York City. Ferracute also sold presses to companies in Canada and as far away as Australia and Japan. The beginning of the next decade looked good to Ferracute, which employed 60 men at a monthly payroll of $3,000.

The 1880s were marked by a concerted effort on Oberlin Smith's part to stimulate sales, and changes in marketing practices resulted. Smith began making annual sales trips to European factories. Marketing forms were printed in French and German to expedite sales. Domestic marketing included form letters to prospective buyers including new patent holders, and follow-up letters to established customers as well as to those who received Ferracute's catalogs. Ferracute also began actively seeking dealers. Between 1885 and 1931 Ferracute shipped out no fewer than 150 presses a year.

Ferracute developed presses to meet changing technologies, industrial needs, and fads. Between 1870 and 1902 the canning industry gave Ferracute its most substantial domestic business. In 1902 Ferracute sold its rights to manufacture and sell canning presses to the American Can Co., who with the Continental Can Co. established a monopoly dismantled by a U.S. Court decision in 1950.

In 1887 Ferracute began supplying electric companies with presses and dies. The use of electric power in factories was becoming more widely used. Ferracute, in turn, offered presses fitted for electric motors. In 1890 Eastman Kodak purchased its first Ferracute press. That same year the era of the bicycle had arrived, so Ferracute began filling substantial orders to Ohio bicycle makers. The U.S. Mint began buying its coining presses from Ferracute before the turn of the century. The U.S. Army and Navy also began buying from Ferracute. Ferracute supplied presses to horseshoe makers as well. The Victor Talking Machine Co. purchased its first press before the century was out. Ferracute's biggest customer, the automobile industry, would bring Ferracute into the 20th century.

fc2fc · 发表于 2016-5-10 21:00:23

To end the 19th century and begin the 20th, Ferracute displayed its wares at the 1893 Columbian Exposition in Chicago in 1893, the Paris Exposition in 1900 and the Pan American Exposition in Buffalo in 1901. Ferracute presses also traveled to China. Henry A. Janvier, a Ferracute engineer, was the company's representative to China to install coin minting machines in 1898. Janiver's papers recording this trip can be found in Accession 1925.

To begin the new century the Ferracute plant at East Commerce Street was destroyed by fire, but was rebuilt the following year in 1904. Oberlin Smith expanded his estate, and had a 22 room mansion named Lochwold built in proximity to the plant. Smith also became fascinated with Frederick W. Taylor's scientific management, and invited a Taylor disciple, Frederick Parkhurst, to implement scientific management at Ferracute. Parkhurst's studies and improvements at Ferracute led to a 300 page case history, Applied Methods of Scientific Management. Ferracute adopted Parkhurst's efficiency methods. Bonuses were part of it.

One press Ferracute developed before it began its association with the automobile industry was a metal casket press. Few buyers responded. The metal caskets which were manufactured were used during World War I for shipping loaded shells and other ammunition.

Oberlin Smith was pessimistic about the use of stamped metal parts in the automobile industry. The John R. Keim Company of Buffalo, New York, an independent metal stamper who switched from bicycles to automobiles, changed the need in favor of metal stampings for cars. Keim experimented using its bicycle presses for stamping auto parts, but those presses were too weak. Keim ordered a press from Ferracute in 1905, and by 1906 was making sample parts to show auto makers. Ford became an important Keim customer, and in 1911 Ford purchased Keim. By 1912 Ford had become a strong Ferracute customer, following the leads of other car manufacturers such as Pierce Motor Co., Packard, Cadillac and Chrysler.

World War I resulted in such an increase of press and die orders for Ferracute, that Ferracute had to contract out some of the work in order to meet the demand. William Cramp & Son of Philadelphia is an example of this practice; they help Ferracute fill the press orders from Baldwin Locomotive Works in 1915. Export sales jumped. Fenwick Frères in France, munitions plants in England, and Canadian companies supplying military equipment, such as Montreal Ammunition Company, to the war effort all purchased from Ferracute. Besides this activity, Ford bought nearly 500 presses between 1914-17 to advance its assembly line process at the Ford plants established across the United States. Ford also switched from wood to steel for its dashboard. By 1927 Ford's orders declined because its competitor, General Motors, was offering financed purchasing and body style changes and colors.

Oberlin Smith died in 1926. His son, Percival, became President and Henry A. Janvier, Vice President. The 1930s were a turning point for Ferracute. Because of the Depression Ferracute went into decline, a decline from which it never fully recovered. Oberlin Smith's mansion burned to the ground in 1934, and the bulk of his personal papers were lost. That same year Ferracute went into receivership proceedings. George E. Bass, an engineer by trade who worked briefly in France for Commonwealth Steel, purchased Ferracute for $180,000 on June 28, 1937. Bass became the new President, Janvier still Vice President, Philip Meyers secretary and superintendant, and Lather Meyers, treasurer and general manager. Bass' wife and Barton Sharp, who served as receiver during receivership, were on the Board of Directors.

Under Bass, Ferracute modernized. Bass had locks installed on the doors, and a fence around the firm complex. New tools and machinery replaced the turn of the century ones. Bass switched to purchasing electricity instead of generating it on site. To make Ferracute presses competitive they had to be redesigned: streamlined, lighter and quieter. Bass also had individual motors put in them. Bass set up a network of exclusive distributorships because Ferracute distributors were double dealing. Under Bass' strategy, the distributor could not handle competitive presses in exchange for the right to sell Ferracute presses. Ferracute was the largest U. S. press builder to use distributors instead of an in-house sales force, and distributors were used up until Ferracute was sold in 1968. Bass started a series of periodical newsletters called "The Ferracute Field". It was an advertising tool as well as a how-to guide. Ferracute participated in the 1939 New York World's Fair, and the 1939 issue of "The Ferracute Field" reports on their display. A new high speed press called the Super Speed was introduced at the Fair, the production of which ended after World War II. The F press brake was also added to the Ferracute line in 1939.

With the coming of World War II, Ferracute began its association with the Franklin Arsenal, which became Ferracute's biggest domestic customer.

The Arsenal was involved in cartridge case and mortar shell manufacture. The British Purchasing Commission was Ferracute's substantial European wartime customer.

The work force at Ferracute increased during World War II to handle the orders for small arms ammunition machinery presses and other work. Previously employees joined the work force for life. The men were highly skilled, and could and were expected to operate any machine in the plant in an emergency. The apprenticeship program promoted by Oberlin Smith gave way to more formal training with the influx of wartime employees, all unskilled workers such as high school students, housewives, teachers. The Parkhurst system was updated in order to train these new employees fast. The job of assembling a press was broken down into components. These segments of the job, in turn, were taught to the unskilled workers. The new employees were also paid while they trained. Ferracute was the first company in New Jersey to set up this approach to training new workers. In fact, it worked so well that these trainees eventually left for better paying jobs. This training program was dropped after the war. A wartime employee magazine, The Ferracute Home Front, ran from August 5, 1942 to December 8, 1943. Ferracute employees also formed an independent union, which management recognized on August 2, 1942. This union dissolved after the war. Ferracute opened an employees club, added a parking lot and cafeteria, and hired a company nurse. Female employees were placed in such company occupations as security guards, labor negotiators, and skilled press workers. In 1941 Ferracute hired a controller, John B. Lawson, to reorganize Ferracute's business procedures. Lawson introduced new accounting techniques as well as modern office equipment.

The bulk of the orders were for small arms production machinery. Ferracute subcontracted work to small machine shops soon after Pearl Harbor. Ferracute's business was not restricted to small arms equipment, however. The Soviet Union ordered 147 presses, eight of which were the largest Ferracute ever built: 2500 ton top toggle embossing presses. Packard, Continental Motors, and the U. S. Navy also continued to order from Ferracute.

Soldiers returning from the war claimed the old jobs they left at Ferracute displacing wartime employees. The work force joined a local union, Local 134 of the United Electrical and Radio Workers Union, and struck in 1947. The union struck again in 1953; this was the first authorized strike. Ferracute began producing non-metal forming machines, called 'ironers', and tile pressing presses after the war. Ferracute also introduced its "Thirty" series of C (cutting) presses, which was designed for punching at a greater rate than the P (punching) presses. Even with shown innovation in its press work, and acceptance into the National Machine Tool Builders Association, competition with E. W. Bliss Corporation caused Ferracute to lose business. On May 27, 1968 the last shipment of Ferracute presses to the Utica Tool Co. went out. Ferracute was sold to the Fulton Iron Works of St. Louis within the year.

fc2fc · 发表于 2016-5-10 21:03:06

小弟不才，找来谷歌老师翻译了下，有些翻译有点可笑，机翻就凑活看哈：
布里奇的Ferracute机械公司，新泽西州是一个新闻和模具业务由美林史密斯（1840-1926），发明家，作家，生产商在1863年史密斯学习工程学在费城理工学院计划在这一领域的职业生涯创立。在1863年，他在开布里奇北大街桂冠的铁器店，就是他没有steamfitting，管道和建筑铁工加上一般证券经销和维修。史密斯终于开始做脚机罐头业，预见需要在那里，他可以填补。史密斯发生在1864年1月1日，合伙人，J.伯基特韦伯，以及该公司成为著名的史密斯和韦伯。五年后，韦伯离开成为一名教授，所以他们的合作伙伴关系被解散。 1873年3显著事件的发生：史密斯的弟弟弗雷德里克·史密斯楼，成为合伙人;史密斯出售的桂冠街财产，买了商街的一个废弃砖场毗邻东湖布里奇专注于新闻业务;和史密斯通过了形容词“Ferracute，”一个意大利字，意思是'犀利铁“，成为该公司名称的一部分。 Ferracute机械有限公司是于1877年成立一月史密斯担任总裁和机械工程师;弗雷德秘书和财务主管。

在19世纪70年代开发的Ferracute越来越多的客户，因为它开始多样化类型提供印刷机。 Ferracute继续发展按设备罐头，和1891年提供的整套生产线设备，为建立一个罐头工厂。在印刷机Treadles通过在Ferracute电源附件所取代，虽然脚踏冲床继续进行生产和销售，直到20世纪20年代末。 Ferracute推出了其第一只开放式可倾压力机1872年，以满足更高的生产效率的需求。 1877年奥伯林史密斯专利的双动压力机的锡匠贸易。 Ferracute应邀在百年博览会于1876年毕业于宾夕法尼亚州的布里奇和居民的大学，P·肯尼迪穿过，跑出Ferracute的展台展出，后来成为由Ferracute使用。

Ferracute的营销行为不涉及经销商; Ferracute直接卖给公司。 Ferracute印刷机，美国冲压件有限公司在康涅狄格州和匹兹堡西宾夕法尼亚锡器有限公司的两名主要买家在19世纪70年代开始了他们漫长协会与Ferracute。 Ferracute最早开始于1876年。它的第一个欧洲客户畅销国内外塑机它是瑞典的欧内斯特Stridesburg，谁通过纽约市的查尔斯Youngberg购买了他的Ferracute按。 Ferracute也卖印刷机的公司在加拿大和远在澳大利亚和日本。下一个十年的开始看起来不错Ferracute，雇用60个人在$ 3,000每月工资。

19世纪80年代是通过在欧柏林史密斯的协调努力，以刺激销售标示，并在营销手法变化导致。史密斯开始制作年销售额前往欧洲工厂。营销形式被印在法国和德国，以加快销售。国内营销包括信件形式向准买家，包括新的专利持有人，和后续字母来确定客户以及那些谁收到Ferracute的目录。 Ferracute也开始积极寻求经销商。 1885年间和1931年Ferracute运出每年不得少于150印刷机。

Ferracute开发印刷机，以满足不断变化的技术，工业需求，而时尚。从1870年到1902年罐头行业给Ferracute其最大量的国内企业。 1902年Ferracute卖给制造和销售罐装机到美国制罐有限公司，谁与大陆制罐有限公司成立了一个由美国法院的裁决，1950年捣毁了一个垄断的权利。

1887年Ferracute开始供应电力公司与压力机和模具。在工厂的使用电力的正变得越来越广泛的应用。 Ferracute，反过来，提供装有电动马达印刷机。 1890年柯达公司购买了首Ferracute按。同年自行车的时代已经到来，所以Ferracute开始蓄水大量订货俄亥俄州的自行车制造商。美国铸币厂开始了世纪之交之前，从Ferracute购买其压印印刷机。美国陆军和海军也开始从Ferracute购买。 Ferracute提供给印刷机制造商马蹄也。维克多说话的机器有限公司购买了首按下世纪是之前。 Ferracute的最大客户，汽车行业，会带来Ferracute到20世纪。

fc2fc · 发表于 2016-5-10 21:04:08

要结束19世纪开始的20日，Ferracute显示自己的产品在1893年哥伦比亚博览会在芝加哥在1893年，巴黎博览会于1900年，泛美博览会在布法罗在1901年Ferracute印刷机还前往中国。亨利·A·维耶，一个Ferracute工程师，是该公司的代表到中国于1898年Janiver的论文记录此行可在1925年加入中找到安装造币机器。

要开始新的世纪东商贸街的Ferracute工厂被大火烧毁，但被重建，次年1904年奥伯林史密斯扩大了他的庄园，并有一个名为22个房间的豪宅建Lochwold接近工厂。史密斯还迷上了弗雷德里克·泰勒的科学管理，并邀请了泰勒的弟子，弗雷德里克·帕克赫斯特，在Ferracute实行科学管理。帕克赫斯特的研究和改进Ferracute导致了一个300页的病历，科学管理中的应用方法。 Ferracute采用了帕克赫斯特的效率的方法。奖金是它的一部分。

按一次Ferracute开发之前就开始了与汽车行业协会是一个金属棺材记者。几个买家回应。被制造出的金属棺材第一次世界大战期间运输装载炮弹和其他弹药使用。

奥伯林史密斯是悲观汽车行业采用冲压金属零件。约翰·R·凯姆公司布法罗，纽约，一个独立的金属冲压谁从自行车转向汽车，改变的必要性，有利于汽车五金冲压件。凯姆利用其自行车压力机冲压汽车零部件试验，但这些印刷机太弱。凯姆下令从Ferracute记者于1905年，由1906年制作样件展示汽车制造商。福特成为一个重要的凯姆的客户，在1911年福特购买凯姆。到1912年福特成为一个强大的Ferracute的客户，其他汽车制造商如皮尔斯汽车公司，惠普，凯迪拉克和克莱斯勒引线以下。

第一次世界大战导致这种增加新闻和模具订单Ferracute，即Ferracute不得不收缩了一些工作，以满足需求。费城的威廉痉挛和儿子就是这种做法的一个例子。他们帮助Ferracute填补鲍尔温机车厂的订单按1915年出口销售额跃升。芬威克Frères公司在法国，军工厂在英国和加拿大公司提供军事装备，如蒙特利尔弹药公司，对战争努力都来自Ferracute购买。除了这个活动，福特1914年至1917年间购买了近500印刷机在美国各地建立了福特工厂推进其组装线的过程。福特还从木材改用钢的仪表板。到1927年福特的订单有所下降，因为它的竞争对手，通用汽车提供了资金的采购和车身款式变化和色彩。

奥伯林史密斯于1926年他的儿子死了，波斯富街，成为总统和亨利A.维耶，副总裁。 20世纪30年代是对Ferracute一个转折点。由于大萧条Ferracute进入衰落，从它没有完全恢复的下降。奥伯林史密斯的大厦夷为平地，在1934年，而他的个人文件批量丢失了。同年Ferracute进入破产程序。乔治·巴斯，通过贸易的工程师，谁在法国钢铁联合体短暂工作，于6月28日购买的Ferracute为$ 18万辆，1937年成为巴斯的新总统，让维耶依然副总裁菲利普·迈尔斯书记，superintendant和车床迈尔斯，掌柜和总经理。 Bass的妻子和巴顿夏普，谁接管期间担任接收器，分别对董事会。

在低音，Ferracute现代化。巴斯已经安装在门上的锁，并围绕该公司复杂的栅栏。新的工具和机器取代了那些世纪之交。低音切换到购电，而不是产生它的网站。为了使Ferracute按下竞争力，就必须重新设计：流线型，更轻，更安静。巴斯也有把他们中的各电机。低音设置了独家总代理的网络，因为Ferracute经销商进行双重交易。在低音“战略，经销商不能以换取销售Ferracute印刷机正确处理竞争的印刷机。 Ferracute是最大的美国塑机生产商使用分销商，而不是一个内部的销售队伍，和分销商使用了，直到Ferracute是在1968年出售低音开始了一系列的定期时事通讯称为“Ferracute场”。这是一个广告的工具，以及一个如何引导。 Ferracute参加了1939年的纽约世界博览会上，与“Ferracute域”的1939年问题上的显示屏上的报告。在广交会，生产其中第二次世界大战结束后引入被称为超高速一种新的高速冲床。在F折弯机也被加入到Ferracute线于1939年。

随着二战的到来，Ferracute开始了与富兰克林阿森纳，这成为Ferracute最大的国内客户关系。

阿森纳参与了弹壳和迫击炮弹的制造。英国采购委员会是Ferracute的大幅欧洲战时的客户。

在Ferracute劳动力二战期间增加了处理订单的小型武器弹药机械压力机等工作。以前员工加入对生活的工作动力。男人们技术精湛，并可能并有望在紧急情况下操作的计算机在植物。通过奥伯林史密斯推动的学徒计划让位给更正规的训练与战时员工的大量涌入，所有的非技术工人，如高中学生，家庭主妇，教师。该帕克赫斯特系统，以快速训练这些新员工进行了更新。装配记者的工作被分解成组件。工作的这些部分，反过来，被教给非熟练工人。而他们训练新员工进行了支付。 Ferracute在新泽西州第一家成立这种方法来培训新工人。事实上，它的工作这么好，这些学员最终离开了更好的高薪工作。该培训项目是在战争结束后丢弃。战时员工杂志，Ferracute家庭接待，跑了从1942年8月5日至12月8日1943年Ferracute员工也形成了一个独立的工会，管理层8月2日，1942年该联盟在战争结束后解散的认可。 Ferracute开通了员工俱乐部，新增了停车场和食堂，并聘请了企业的护士。女员工被放置在这样的公司作为职业安全卫士，劳工谈判，和熟练的工人按。 1941年Ferracute雇了一个控制器，约翰·劳森B.，重组Ferracute的业务流程。劳森引入了新的会计技术以及现代化的办公设备。

订单的大部分是对小武器的生产机械。 Ferracute后不久珍珠港分包工作，以小机店。 Ferracute的业务并不局限于小武器装备，但是。苏联订购147印刷机，其中八个是最大的Ferracute有史以来建造：2500与顶尖拨动压花机。惠普，大陆汽车公司和美国的海军也继续从Ferracute订购。

士兵从战场上回来声称，他们在离开取代Ferracute战时员工的旧作业。劳动力加入了当地的工会，美国电气和无线电工人工会地方134，并于1947年工会于1953年再次来袭来袭;这是第一次授权罢工。 Ferracute开始生产非金属成型机，被称为“熨平机'，和瓦战后压印刷机。 Ferracute还推出了“三十”系列C（切割）印刷机，它被设计为在比P（打孔）机更大的速度冲。即使在其新闻工作所示创新，验收纳入国家机床制造商协会，与E. W.极乐公司的竞争导致Ferracute失去生意。 1968年5月27日，Ferracute的最后出货压到尤蒂卡工具有限公司出去。 Ferracute被出售给圣路易斯的富尔顿铁厂在一年以内。