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The company continued to grow. According to the Pittsburgh Press, in 1989, Blair had capabilities to process 100,000 orders per day, and was shipping as many as 75,000 packages a day. It had sales in 1988 of US$414 million, US$506.8 million in 1998, and US$420 million in 2007. Blair had 15 million Americans on its mailing list. [8]
A progressive tool differs from a stage tool in the following respect: in a progressive tool, the final component is obtained by progressing the sheet metal or strip in more than one stage. At each stage, the tool will progressively shape the component towards its final shape, with the final stage normally being cutting-off.
As compared to standard stamping presses the tooling is usually inexpensive, due to the simplicity of the tools. A four-slide can usually produce 20,000 to 70,000 finished parts per 16-hour shift, depending on the number of operations per part; this speed usually results in a lower cost per part.
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Progressive stamping can also be produced on transfer presses. These are presses that transfer the components from one station to the next with the use of mechanical "fingers". [2] For mass production of stamped parts which do require complicated in-press operations, it is always advisable to use a progressive press. One of the advantages of ...
A large enterprise would have to create a great many catalogs to get sufficient sales. In 1985, Kaplan was involved in a lawsuit with his former printer, and court records show that he had ordered a run of 3.8 million catalogs. By the late 1980s, DAK was a $120 million per year business [6] with around 400 full-time workers. It was selling ...