It's all very complicated. First, I would have thought that the various divisions would have been insulated from each other, when hit with court orders on the Electrical case. (I'd never heard of that before.) Second, banks had a lot of control, with investment loans, and interest rates. Allis had stepped in when Ford closed and moved to Ireland. They had a break-through with the 1938 Model B. They positioned themselves to serve the two-horse farmer with 160 acre farms. In the latter 60's, this base began to rapidly disappear. This was probably aggravated by government farm programs and tax laws which favored bigness. Internally, there had to be something lagging in management. Lack of vision, lack of courage, lack of respect. This may have affected recruitment of talent, and driven fear into the designers and engineers who couldn't get their warnings about designs and problems up the chain of command. Meek and submissive design leaders are kind of bad news. Lots of psychological scenarios could have inhibited progress. At this time, there was a tremendous need to invest in digital computing and numerical control machine tools. Outside consultants may have underestimated the amount of stress and strain that had to be designed into the machines. If they had used internal staff, they might have understood better the development history and worked upwards from there. Maybe the hazards of scaling up a tractor were not understood. It's all pretty complicated. Who knows all the human factors and pressures involved?
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Today's Featured Article - Restoration Story: 1964 JD 2010 Dsl - Part 2 - by Jim Nielsen. Despite having to disassemble the majority of my John Deere 2010's diesel engine, I was still hopeful I could leave the engine-complete with crankshaft and camshaft-in the tractor. This would make the whole engine rebuild job much easier-and much less expensive! I soon found however, that the #4 conrod bearing had disintegrated, taking with it chunks of the crankshaft journal. As a resul
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