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Tag Archives: economies of scale

Invention, Profit and Economic Growth

Saying that profit, not necessity is the mother of invention, economic historian John Steele Gordon starts his column in this week’s Barrons. His focus was the 18th century clipper ships that earned people like John Jacob Astor $50,000 for a single voyage between the US and China. Furs went to China, tea returned and, because of the invention of the clipper ship, the voyage was faster than ever before.

More speed, more trips, more profits.

The Gordon column reminded me of a book I always enjoy rereading. In How We Got Here, Andy Kessler looks at a history of technology and markets. Echoing Gordon, Kessler takes the reader through the history of the steam engine. He begins with 18th century English coal mines that flooded because they were below water level. Realizing miners needed something better than their vertical bucket brigade, Thomas Savery invented the Miner’s Friend, a steam powered mechanized pump.

Here we can fast forward, from the first steam engines to the steamboat (yes, there is lots in between). But that gets us back to the clipper ship and again, how the quest for profits leads to invention. When steam power became cheap enough, because of their speed and cargo capacity (10 times more than sailing vessels), steamboats replaced clipper ships. Merchants, whose transport costs could run as high as three-quarters of the price of an exported good, saw their opportunity.

Again, more voyages, higher volume, lower prices, bigger profits and soon, the next invention.

Wouldn’t Adam Smith (mass production) and David Ricardo (free trade) both be smiling?

Sources and Resources: Happily, here you can easily take a look at the Kessler book (my source for steamship stats) while the Gordon article is here. For good brief bios on Smith and Ricardo, the econlib library, here and here, is a handy link.

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Industries afflicted with Baumol's Disease have slower productivity growth.

Could Cheesecake Factory help us fix our healthcare system?

Touring the kitchen of a Cheesecake Factory restaurant, you would see arrival, refrigeration and storage areas, and cutting, mixing, chopping and combining zones. Preparing the 308 dinner choices that their menu offers, chefs use recipes that specify ingredients and amounts but exclude seasoning and timing details. Essentially divided between prepping and cooking, the kitchen is reminiscent of a well-organized factory.

In a wonderful New Yorker articleAtul Gawande tells us that the people who run the different parts of our healthcare system might learn a lot in a Cheesecake kitchen. Cheesecake and the US healthcare system both offer a vast array of goods and services that are individually produced. Cheesecake has a standardized backend and efficient friendly service. Its prices are relatively low and its consumers appear happy. Meanwhile, the US healthcare system is coping with escalating costs, mediocre service and inconsistent quality.

In his article, Dr. Gawande takes his readers from his dining experience and subsequent research at Cheesecake to one family’s calamitous hospital visit and his own mother’s well-coordinated knee replacement. Successfully, he demonstrates that coordination of many individuals and services is tough, doable and crucial for a restaurant chain that serves 80 million people and also for a medical system.

Dr. Gawande’s suggestions took me to economist Randall Bartlett and his Teaching Company course, “Thinking Like an Economist.”  Discussing Pareto optimality, Dr. Bartlett said that a policy improves social welfare if it makes even just one person better off without making anyone worse off. I wondered whether the suggestions for improving our healthcare system can ever achieve sociologist Vilfredo Pareto’s criteria.

You can read more about Vilfredo Pareto here. I do recommend listening to Dr. Bartlett’s lectures and reading the New Yorker article.

 

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Potato chip manufacture is a technological marvel.

During one year, in one typical factory, the chips in 80 million bags of Lay’s Potato Chips started as potatoes that were picked and plunked into railroad cars, funneled out for washing and processing at the factory, peeled, sliced, baked and sprinkled with salt as they moved at 15 to 65 mph along an assembly line. After the burnt and malformed chips were identified by a quality control camera and eliminated by a puff of air, the others were bagged, boxed and sent to us.

According to this wonderful Econtalk podcast, potato chip makers care very much about productivity. They innovate to expedite the assembly line, they trouble shoot for bottlenecks, they care about consistency and quality control. The results are a perfect example of huge economies of scale.

Lay’s potato chips are good for us because they are good for the GDP

Here, you can see some of the manufacturing process and here you can read about the division of labor.

Finally, here, in this very funny I Love Lucy video clip, you can see another kind of assembly line.

The Economic Lesson

The private rate of return–the net amount a business gets from an investment–tends to vary considerably and can ultimately be nonexistent because of competition. Moving beyond its origin, as the impact of the innovation ripples through society positively and negatively, it creates a social return. Both are tough to calculate. Edwin Mansfield, a University of Pennsylvania economist (1930-1967) who studied the impact of innovation concluded that smaller innovations such as new industrial thread had a much greater social rate of return than products and processes that sound more dramatic.

Potato chip technology might have more of an impact than we suspect.

An Economic Question: Made of potatoes, salt and oil, a potato chip has a supply chain that enables it to reach us at the supermarket. What might that supply chain include?

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