Chapter 6 Firms and Production 111
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entity that, of course, cannot want or need anything. It is a misuse of terms to say that “a firm wants…,”
but it is a convenience that economists use.
As you work through Chapters 6 and 7, you may need to remind students at times that this material is not
about prices and profits. As the text notes, efficient production is necessary but not sufficient for profit
maximization. Also remind the class occasionally that capital, labor, and output are measured in physical
units rather than dollars in Chapter 6.
When covering the short–run product definitions (total, average, and marginal), it is important to note that
while quantities of labor and output information must be given or come from a production function that is
given, all of the remaining concepts are derived from the relationship between these two variables. Students
sometimes get confused about what information must be given and what can be derived from information
that is already known. It is also important to explain how each curve is related to the others, as students
tend to think of each as a stand–alone object. This strategy is also effective in Chapter 7, where you should
note that all of the cost and product curves are different ways to look at the same information. When discussing
long-run production, you may want to begin by asking the class about the similarities between isoquants
and indifference curves. This is helpful when introducing the concept of substitutability and the MRTS.
The text has a nice, straightforward explanation of technical change. Since most of the technical change that
is discussed in the popular press is not neutral but has some effect on employment, it is well worth covering
and supplementing with current examples to go with the applications already in the chapter. As a contrast,
you may want to discuss the inability to adopt technical change in some production processes, as in the piano
industry described below in the additional application. Finally, the Tata Motors example that closes the
chapter is a good example of process innovation that may be especially useful if you have management
majors in your classes.
Additional Applications
Technical Changes in Piano Making
It takes one year and over 200 production workers to build a Steinway Model D grand piano, which has
12,000 parts. The factory produces 150 of these pianos per year.
Steinway’s technology virtually stopped evolving about 1900. The number of pianos produced per year and
the number of workers in the factory has remained constant. They can’t use machinery to replace workers,
but they can use machinery to aid the workers.
Steinway still uses some equipment that was built in the Victorian era, such as a veneer–edge cutter from
1871. Modern equipment is used to refine the tools they use, improve the tolerances of action parts, and
make parts that don’t need custom fitting. A computer–aided router cuts the final shape of the top lid.
A “sounder” machine breaks the pianos in by pounding every key 8,000 times within 45 minutes. An
engineer uses CAD/CAM software on a computer to design an action part.
Similarly, new materials are used, partly of necessity. Since the ban on the trade of ivory in 1989, keys are
now made of a mock-ivory polymer. Cloth bushings that line certain metal pins that serve as hinges in the
action are now made of TeflonTM–impregnated wool.
Yamaha, using a more mechanized approach, makes 250,000 pianos per year, compared to the 523,000
pianos Steinway has produced in 140 years. Yamaha makes fine instruments, but they are not in the class
of the Steinway grand piano.