of a postage stamp to the high cost of a mink coat. But some-
times success comes from questioning accepted things.
Take the case of William Brenner, Cincinnati furniture
manufacturer and vice-president of the National Association
of Furniture Manufacturers.
Brenner kept asking,
so costly to make?"
Studying his field, he found the answer: Usually it's not
mass produced.
No one would think of making an automobile in an old-
time buggy factory. But the modern sofa is produced many
times by methods similar to those used by the makers of
horse-drawn vehicles.
Bill Brenner decided to change the system. He built a
furniture factory on the model of an automobile plant. In it
production moved on a straight line without waste motion.
As a result, Brenner established a business that was im-
mediately successful.
But he still asked questions:
Was the traditional style of furniture what today's young
home-maker wanted ?
Would she prefer high style modern if she could get it at
a low price?
In the midst of his biggest production year, Brenner called
in two noted designers to redesign his line.
Then without waiting to find out how it would be ac-
cepted he converted his plant to the new style.
The new line found immediate acceptance.
And his success secret? Well, it's this, in his own words:
"Never hesitate to scrap what you once thought good when
you find something better!"
