gate what is known as the assembly line, in which the work finds the labourer instead of the worker finding the work. This allows each assembler to perform a single, repetitive task (Heron, 1996). Ford was also one of the first to realize the potential of the electric motor to reconfigure and increase the speed of work. Machines could now be placed within the assembly line, thereby dramatically increasing production outputs (Pierce, 2003). The moving assembly line was first implemented at Ford's Model-T Plant at Highland Park, Michigan, in 1914, increasing labour productivity ten times and permitting stunning price cuts of the automobile (Hounshell, 1984). Between 1910 and 1914, the sticker price of the Model-T fell from $780 to $360 – a decrease of $420 (Hounshell, 1984).
             Under mass production, not only were parts interchangeable, so too were labourers. According to Womack, Jones, and Roos, the mass-production system carried the division of labour to its ultimate extreme:
             "[T]he assembler ... had only one task - to put two nuts on two bolts or perhaps to attach one wheel to each car. He didn't order parts, procure his tools, repair his equipment, inspect for quality, or even understand what workers on either side of him were doing. ... Special repairmen re-paired tools. Housekeepers periodically cleaned the work area. Special inspectors checked quality, and defective work, once discovered, was rectified in a rework area after the end of the line. ... The role of the assembly worker had the lowest status in the factory. In some ... plants, management actually told assembly workers that they were needed only because automation could not replace them yet."
             From the above statement, one can conclude that assembly line work is unpleasant in a production environment. It is physically demanding, requires high levels of concentration, and can be excruciatingly boring. These conditions develop into alienation, whereby ...