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In the early s, Outboard's facilities were all converted to the production of war materials. Bomb fuses, aircraft engines, and firefighting apparatus flowed from the Outboard factories, along with landing-boat motors for the Navy. Evinrude four-cylinder engines carried troops across the Rhine. The personnel who steered the company through the hectic war years were Outboard oldtimers. In addition to Briggs, there was Joseph G.

Rayniak, director of manufacturing research, whose career dated back to the Johnson brothers' 2 horsepower Light Twin, unveiled in There was Finn T. Irgens, holder of 92 patents, who had risen to be director of engineering from a start with Ole Evinrude, in There was Ralph Evinrude, who had succeeded to the company presidency after his father's death in These longtime staff members were all on hand with the return of peacetime, when the company converted its facilities back to the production of Johnson and Evinrude outboard motors.

Several acquisitions broadened the Outboard product line during the s. The first, in , was RPM Manufacturing Company of Missouri, whose specialty was a rotary power mower that Outboard planned to sell under its familiar Lawn-Boy tradename.

Featuring a detachable engine useful as an outboard, the mower was already a best-selling unbranded item in both the Sears and the Spiegel catalogs. Outboard coped with the huge volume of existing orders by completing entire units in one factory, rather than using the more time-consuming method of piecemeal assembly in several locations.

Cushman company of Nebraska joined the Where Are J Boats Built Quest company subsidiary list in Well known in the utility vehicle field, Cushman had manufactured the Airborne, a motor scooter dropped by parachute for ground transport of paratroopers.

Later the company's lightweight vehicles became popular for agricultural, industrial, and recreational use. Besides the Johnson and Evinrude motors then being sold by about 7, retail dealers, the swelling list of OMC offerings included Gale Buccaneer motors sold through hardware jobbers, as well as a number of unbranded models sold for retailers.

The company's most innovative engine appeared in The first mass-produced die-cast aluminum engine, it was a four-cylinder, 50 horsepower outboard, completely manufactured by OMC, its V-blocks came from Johnson, its steel parts from Evinrude, while the Gale division contributed its carburetors and ignition systems.

Export sales of all items surged ahead during the s. Seeing a percent gain in exports between and , OMC expanded its export department in , gaining a new subsidiary called Outboard Marine International S. By , taking the next logical step of overseas production, the company was manufacturing and assembling motors in Brugge, Belgium.

During the s, OMC's main objective had been acquisitions to broaden basic product lines. In the s, the company's aim was to improve all these products and find growing markets for them.

As the s began, the United States was in the trough of a recession. First-time buyers as well as those seeking bigger and better leisure-time equipment put their purchases on hold. The economic turndown did not, however, prevent the company from starting a five-year philanthropic program in In response to a request to benefit the United Nations Food and Agriculture Organization 's freedom-from-hunger campaign, OMC contributed several hundred outboard engines each year to be used in fishing, part of a program to increase food production in underdeveloped countries.

Also in , the company established the OMC Boats Division to produce and market to foot boats featuring both outboard and the newer stern-drive engines. The stern-drive, or inboard-outboard motors, were available both as separate units for boat-builders, or as components of boats produced by OMC. Built to give the fuel economy and dependability of inboard engines, they were nevertheless as versatile as outboards.

By the company was selling only about 20, stern drives a year, however, and sales of the outboards were still outpacing them tenfold. The problem stemmed from the engine's state-of-the-art technology; many dealers did not know how to repair these motors, and owners were often ignorant of maintenance needs. OMC met this challenge by developing computerized week-long repair and maintenance classes for dealer training.

Four schools, two permanently stationed in San Francisco, California, and Waukegan, Illinois, and two mobile units familiarized customers with the new engines. During the s, public interest in novel sports offered new market potential.

Alert to novel trends, OMC entered the snowmobile industry with enthusiasm, introducing the Evinrude Skeeter and the Johnson Skee-Horse in , each sure to thrill riders with speeds of more than 30 miles per hour. Another innovation was the Evinrude Aquanaut for skin diving, also sold under the Johnson tradename Air-Buoy.

Consisting of a floating gasoline-powered compressor, the unit supplied air to two masked divers at the same time. Another breakthrough was the loop-charged outboard, devised after the company went back to powerboat racing for the first time since World War II.

Of this amount, 10 percent came from power mowers, with golf carts and utility vehicles sharing second place at 7 percent, and with snowmobiles, the fastest-growing segment of the business, also at 7 percent. Chain saw sales accounted for 4 percent of the final figure, while a full 70 percent came from marine products.

The only failure of the decade was the boat-building enterprise; initially small operating losses grew each year, until the line was sold to Chris-Craft in This was partly due to the unprofitable boat line, and partly to a line of tent campers that had never fulfilled expectations after the acquisition of their manufacturer, Trade Winds Campers.

There were other disappointments. Golf cart sales sank to 2 percent of overall revenue by , and were discontinued in OMC discontinued them the following year. Though this was the United States's first introduction to the revolutionary rotary engine, OMC's hopes of success were dashed by heavy competition from other snowmobile brands, as well as by two winters of sparse snow. Fuel shortages were another downside. Coming to an OPEC-inspired zenith in , they brought fears of a buying slowdown in the peak spring quarter.

An OMC environmental executive warned of possible gasoline rationing by the petroleum industry, and outlined steps for fuel conservation among boaters.

Intended as a first step towards larger outboard motor markets in Asia, the move was also encouraged by a Hong Kong government program designed to attract specific, technologically advanced industries. Assembly operations began in the plant in , with the manufacture of electronic outboard motor components following two years later. In , Charles D. Strang succeeded W. Scott as president.

Strang's interest in powerboats, beginning in boyhood, had lasted through college and a post as a research associate at Massachusetts Institute of Technology.

During a later period of employment with the makers of Mercury outboard motors, interest had deepened into vocation. In his experience in the powerboat industry had brought him to OMC.

Eight years later he rose to the presidency. An environmental question was one of his first challenges. It began in , when OMC was cited by both the U.

The company filed suit against both agencies after lengthy negotiations, charging that the federal government had dragged its feet in spending funds authorized for pollution-control use. This suit was to dog OMC's footsteps throughout the s. Reorganizing his domestic operations was another Strang priority, with bringing together the Evinrude and Johnson divisions at the top of the list. Complete separation of the two since the company's beginnings had fostered an intense rivalry between them, along with disregard for competition by manufacturers outside the company.

To unite the company against outside competitors, in Strang centralized all domestic manufacturing operations at the corporate headquarters in Waukegan, Illinois, charging vice president James C.

Chapman with responsibility for their coordination, as well as for manufacturing policy. Next came long-range plans for dealing with the competitors themselves. A joint venture between Yamaha and Brunswick had produced a low-cost engine called Mariner; thus Brunswick then had an engine at both high and low ends of the market, leaving OMC sandwiched in the middle.

With his newly united company behind him, Strang cleared this hurdle by slashing prices by 25 percent and also by making sure that all products offered by competitors were available in the OMC lineup. In another move, he bought out independent distributors overseas, thus gaining greater control over foreign marketing operations.

Threatening OMC's competitiveness was a Department of Energy proposal that boating be banned on weekends. Contrary to previous practice, each plant was designed to specialize in one manufacturing function. In addition, overseas plants were refined to reduce operations costs and provide more efficient handling and storage.

Power steering, variable-ratio oiling�delivering exact mixtures of gasoline and oil to the engine�and saltwater protection were new features appreciated by powerboat buyers. Starting in , OMC began to prepare the way for a new stern-drive engine, to supersede previous models. After reviewing the stern-drive market, the company sent interviewers to dealers and service department personnel, gathering information for the ideal stern-drive engine.

The result was the OMC Cobra, introduced in Designed for both boat builders and consumers, its 7. In , James Chapman stepped into the presidency of the company, succeeding Robert F. Wallace, whose short tenure had lasted from January Like his predecessors, Chapman grappled with the Waukegan Harbor question. This issue was finally laid to rest in April , when the U. This was just the beginning of OMC's problems, however. In , the boat market peaked and then went into a tailspin.

Although Chapman decided to purchase 15 boatmakers to assure OMC of captive customers for their outboard engines, the company did not develop a comprehensive or well-designed strategy to manage its growing operations efficiently.

In the middle of the worst downturn in the industry's history, Chapman reduced staff, closed factories, and eliminated whole product lines, such as Chris-Craft engines and boat models�all to no avail.

One portion of the money was used for capital improvements for its boatbuilding facilities while another portion was invested in building a new Suncruiser aluminum pontoon boat. OMC was able to pair boats with appropriately powered outboards and sales of boat packages doubled within a one-year timeframe.

Smaller and quieter V-6s were introduced in in the form of the Evinrude Spitfire and the Johnson Silver-Star series.

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