Our history 1919 1920-1930 1930-1940 1940-1948 1949 1951-1960 1960-1980 1980-1990 1990-2000 2000-2014 2014-2015 2016-Today
At the beginning of the Thirties the dominating event was the economic depression which had spread from America to Europe. The balance sheet for 1930 gave these results: Shareholder’s Capital Lit. 47,500, Total sales 411,687 Lit., Net Profit 522 Lit., shareholders 13, employees 23. On 25th March 1930, at the annual shareholders’ meeting, it was decided to donate the sum of one million Lit. to CNAS (Cassa Nazionale Assicurazioni Sociali), the forerunner of the current INPS (National Institute of Social Insurance) in order to contribute to the expenses of building the sanatorium in Montecatone. In that period Sacmi expanded by doing other types of work: for the State Railways and for the Cooperativa Ceramica di Imola. Ceramics was clearly part of Sacmi’s destiny. The Cooperativa Ceramica, which had moved to its new headquarters, purchased some new machines and, in particular, several clutch presses built by the German company, Dorst, together with new intermittent and continuous operation kilns. Sacmi’s mechanics performed maintenance work on the machines and in this way came into direct contact with the equipment used to manufacture ceramics products. In 1930 Sacmi started the orange machines production (washing and brushing units). In the last years before the war Sacmi continued its production. The machines for oranges were going well but the company also started to manufacture mixing machines for food and chemical products. At the beginning of 1940 Sacmi had to start up production of various orders for the army. This decision was imposed on them by events and by higher powers. In contrast to the experiences of large capitalist companies, production of this type had little economic advantage for the Cooperative and the orders yielded little profit. The only positive aspect was that manufacturing weapons for the army meant working to designs within strict limitations and complying with well-defined standards – methods which, up to that time, had never been applied to traditional production. Various problems arose; the machine operators at Sacmi would have to expand their knowledge of mechanical design, a way needed to be found to produce absolutely identical pieces and, finally, more advanced production methods (which would be useful in the future) would have to be put into practice throughout the factory.
The figures for the balance sheet were: Shareholders’ capital 84,750 Lit., Total Sales 1,585,373 Lit., Net Profit 15,675 Lit., shareholders 13, employees 66. These were difficult years, in all senses. The new employees, all extremely young and most recruited from the local industrial school, became indispensable in order to institute the double and triple work shifts and to operate the machine tools. The number of machine tools was increased and their quality improved at this time. Working overtime had become the norm.
The Cooperative manufactures the 1st orange machine

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