The Full Wiki

Factory: Map


Wikipedia article:

Map showing all locations mentioned on Wikipedia article:

A factory (previously manufactory) or manufacturing plant is an industrial building where workers manufacture goods or supervise machines processing one product into another. Most modern factories have large warehouses or warehouse-like facilities that contain heavy equipment used for assembly line production. Typically, factories gather and concentrate resources: workers, capital and plant.


Although large mills and workshops were established in ancient China, ancient Rome and the Middle East, the Venice Arsenalmarker provides one of the first examples of a factory in the modern sense of the word. Founded in 1104 in Venicemarker, Republic of Venicemarker, several hundred years before the Industrial Revolution, it mass-produced ships on assembly lines using manufactured parts. The Venice Arsenal apparently produced nearly one ship every day and, at its height, employed 16,000 people.

Many historians regard Matthew Boulton's Soho Manufactorymarker (established in 1761 in Birminghammarker) as the first modern factory. (Other claims might be made for John Lombe's silk millmarker in Derbymarker (1721), or Richard Arkwright's Cromford Millmarker (1771)—purpose built to fit the equipment it held and taking the material through the various manufacturing processes.) One historian, Jack Weatherford, contends that the first factory was in Potosímarker, for processing silver ingot slugs into coins, because there was so much silver being mined close by. . See City and Factory Life for more background concerning conditions of work.

Britishmarker colonies in the late 18th century built factories simply as buildings where a large number of workers gathered to perform hand labor, usually in textile production. This proved more efficient—for administration and for the distribution of raw materials to individual workers—than earlier methods of manufacturing such as cottage industries or the putting-out system.

Cotton mills used inventions such as the steam engine and the power loom to pioneer the industrial factory of the 19th century, where precision machine tools and replaceable parts allowed greater efficiency and less waste.

Between 1820 and 1850, the non-mechanized factories supplanted the traditional artisan shops as the predominant form of manufacturing institution. Even though the theory on why and how the non-mechanized factories gradually replaced the small artisan shops is still ambiguous, what is apparent is that the larger-scale factories enjoyed technological gains and advance in efficiency over the small artisan shops. In fact, the larger scale forms of factory establishments were more favorable and advantageous over the small artisan shops in terms of competition for survival.

Henry Ford further revolutionized the factory concept in the early 20th century, with the innovation of mass production. Highly specialized workers situated alongside a series of rolling ramps would build up a product such as (in Ford's case) an automobile. This concept dramatically decreased production costs for virtually all manufactured goods and brought about the age of consumerism.

In the mid- to late 20th century, industrialized countries introduced next-generation factories with two improvements:

  1. Advanced statistical methods of quality control, pioneered by the American mathematician William Edwards Deming, whom his home country initially ignored. Quality control turned Japanese factories into world leaders in cost-effectiveness and production quality.
  2. Industrial robots on the factory floor, introduced in the late 1970s. These computer-controlled welding arms and grippers could perform simple tasks such as attaching a car door quickly and flawlessly 24 hours a day. This too cut costs and improved speed.

Some speculation as to the future of the factory includes scenarios with rapid prototyping, nanotechnology, and orbital zero-gravity facilities.

Siting the factory

Before the advent of mass transportation, factories' needs for ever-greater concentrations of workers meant that they typically grew up in an urban setting or fostered their own urbanization. Industrial slums developed, and reinforced their own development through the interactions between factories, as when one factory's output or waste-product became the raw materials of another factory (preferably nearby). Canals and railways grew as factories spread, each clustering around sources of cheap energy, available materials and/or mass markets. The exception proved the rule: even greenfield factory sites such as Bournvillemarker, founded in a rural setting, developed its own housing and profited from convenient communications networks.

Regulation curbed some of the worst excesses of industrialization's factory-based society, a series of Factory Acts leading the way in Britain. Trams, automobiles and town planning encouraged the separate development of industrial suburbs and residential suburbs, with workers commuting between them.

Though factories dominated the Industrial Era, the growth in the service sector eventually began to dethrone them: the locus of work in general shifted to central-city office towers or to semi-rural campus-style establishments, and many factories stood deserted in local rust belts.

The next blow to the traditional factories came from globalization. Manufacturing processes (or their logical successors, assembly plants) in the late 20th century re-focussed in many instances on Special Economic Zones in developing countries or on maquiladoras just across the national boundaries of industrialized states. Further re-location to the least industrialized nations appears possible as the benefits of out-sourcing and the lessons of flexible location apply in the future.

New England Factories in the 19th Century

In New England in the early to mid-19th century, many cotton and textile factories employed large numbers of female adolescent workers from the New Englandmarker area. The girls came from families of middling farmers. Most viewed mill factory work as a way to branch out from their rural lives, and labored, not only to send money back home, but to gain greater social & economic independence. They were able to earn enough through factory work to cover their living expenses and still have spending money and savings for dowries.

In 1834 New England textile factory owners decided to cut the wages of these young women in order to save money. In response, the young factory workers organized turnouts (strikes) in an attempt to force their employers to raise wages again. These young women viewed themselves as equals to their managers. They saw their wage reductions as attempts to take away their economic independence and force them to become completely dependent upon factory employment for survival—to make them "slaves" to their employers. Because of bad timing and poor organization their 1834 factory turnout was unsuccessful, but it did lay the foundation for successful strikes that helped shape factory life in the future.

Governing the factory

Much of management theory developed in response to the need to control factory processes. Assumptions on the hierarchies of unskilled, semi-skilled and skilled workers and their supervisors and managers still linger on; however an example of a more contemporary approach to work design applicable to manufacturing facilities can be found in Socio-Technical Systems .

Shadow factories

A shadow factory is a term given to dispersed manufacturing sites in times of war to reduce the risk of disruption due to enemy air-raid and often with the dual purpose of increasing manufacturing capacity.

Production of the Supermarine Spitfire at its parent company's base at Woolstone was vulnerable to enemy attack as a high profile target and was well within range of Luftwaffe bombers. Indeed on 26 September 1940 this facility was completely destroyed by an enemy bombing raid. Supermarine had already established a plant at Castle Bromwichmarker, this action prompted them to further disperse Spitfire production around the country with many premises being requisitioned by the British Government.

Connected to the Spitfire was production of its equally important Rolls-Royce Merlin engine, Rolls-Royce's main aero engine facility was located at Derbymarker, the need for increased output was met by building new factories in Crewemarker and Glasgowmarker and using the existing factory of Ford of Britain in Manchestermarker.

See also


  1. Thomas Dublin, Transforming Women’s Work: New England Lives in the Industrial Revolution (Ithaca and London: Cornell University Press, 1995), 77, 118.
  2. Thomas, Dublin(1995). "Transforming Women’s Work page: New England Lives in the Industrial Revolution 77, 118" Cornell University Press.
  3. Thomas Dublin, Women at Work: The Transformation of Work and Community in Lowell, Massachusetts, 1826–1860 (New York: Columbia University Press, 1981), 86–107.
  4. Thomas, Dublin(1981) "Women at Work: The Transformation of Work and Community in Lowell, Massachusetts, 1826–1860: Page 86–107" New York: Columbia University Press, then bla bla bla
  5. Price 1986, p. 115.
  6. Pugh 2000, pp. 192-198.


  • Needham, Joseph (1986). Science and Civilization in China: Volume 5, Part 1. Taipei: Caves Books, Ltd.
  • 1 Thomas, Dublin(1995). "Transforming Women’s Work page: New England Lives in the Industrial Revolution 77, 118" Cornell University Press.
  • Price, Alfred. The Spitfire Story: Second edition. London: Arms and Armour Press Ltd., 1986. ISBN 0-85368-861-3.
  • Pugh, Peter. The Magic of a Name — The Rolls-Royce Story — The First 40 Years. Cambridge, England. Icon Books Ltd, 2000. ISBN 1-84046-151-9
  • 2 Thomas, Dublin(1981) "Women at Work: The Transformation of Work and Community in Lowell, Massachusetts, 1826–1860: Page 86–107" New York: Columbia University Press.

Further reading

  • Christian, Gallope, D (1987) 'Are the classical management functions useful in describing managerial work?' Academy of Management Review. v 12 n 1, p38–51.
  • Peterson, T (2004) 'Ongoing legacy of R.L. Katz: an updated typology of management skills', Management Decision. v 42 n10, p1297–1308.
  • Mintzberg, H (1975) 'The manager's job: Folklore and fact' , Harvard Business Review, v 53 n 4, July – August, p49–61.
  • Hales, C (1999) 'Why do managers do what they do? Reconciling evidence and theory in accounts of managerial work', British Journal of Management, v 10 n4, p335–350.
  • Mintzberg, H (1994) 'Rounding out the Managers job', Sloan Management Review, v 36 n 1 p 11–26.
  • Rodrigues, C (2001) 'Fayol’s 14 principles then and now: A framework for managing today’s organizations effectively', Management Decision, v 39 n10, p 880–889
  • Twomey, D. F. (2006) 'Designed emergence as a path to enterprise', Emergence, Complexity & Organization, Vol. 8 Issue 3, p12–23.
  • McDonald, G (2000) Business ethics: practical proposals for organisations Journal of Business Ethics. v 25(2) p 169–185

External links

Embed code:

Got something to say? Make a comment.
Your name
Your email address