W.k. Kellogg Quotes

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In 1930, for example, during the depths of the depression, economic visionary W. K. Kellogg (as in corn flakes), announced a revolutionary experiment: Nearly every employee in his huge Battle Creek plant would thereafter work a six-hour day. The reduction in hours was accompanied by only a minimal cut in pay, since Kellogg believed that hard work would replace long hours.
Robert V. Levine (A Geography Of Time: On Tempo, Culture, And The Pace Of Life)
On December 1, 1930, as the Great Depression was raging, the cornflake magnate W. K. Kellogg decided to introduce a six-hour workday at his factory in Battle Creek, Michigan. It was an unmitigated success: Kellogg was able to hire an additional 300 employees and slashed the accident rate by 41%. Moreover, his employees became noticeably more productive. “This isn’t just a theory with us,” Kellogg proudly told a local newspaper. “The unit cost of production is so lowered that we can afford to pay as much for six hours as we formerly paid for eight.”30 For Kellogg, like Ford, a shorter workweek was simply a matter of good business.31 But for the residents of Battle Creek, it was much more than that. For the first time ever, a local paper reported, they had “real leisure.”32 Parents had time to spare for their children. They had more time to read, garden, and play sports. Suddenly, churches and community centers were bursting at the seams with citizens who now had time to spend on civic life.33 Nearly half a century later, British Prime Minister Edward Heath also discovered the benefits of cornflake capitalism, albeit inadvertently. It was late 1973 and he was at his wits’ end. Inflation was reaching record highs and government expenditures were skyrocketing, and labor unions were dead set against compromise of any kind. As if that weren’t enough, the miners decided to go on strike. With energy consequently in short supply, the Brits turned down their thermostats and donned their heaviest sweaters. December came, and even the Christmas tree in Trafalgar Square remained unlit. Heath decided on a radical course of action. On January 1, 1974, he imposed a three-day workweek. Employers were not permitted to use more than three days’ electricity until energy reserves had recovered. Steel magnates predicted that industrial production would plunge 50%. Government ministers feared a catastrophe. When the five-day workweek was reinstated in March 1974, officials set about calculating the total extent of production losses. They had trouble believing their eyes: The grand total was 6%.34
Rutger Bregman (Utopia for Realists: How We Can Build the Ideal World)