thielrules - you would be in a legitimate position to ask Rob for your serial numbers . . . to answer our 3.7 question. And while you're at it, perhaps the 2.7 count.
jon - 41 and 42 is early, type 1. If you have not had work done, there were 2 XO updates of the 3.7. If you don't know their status, I could talk you through what to look for, or Rob might know from memory.
History anyone?
Some might be interested in Thiel's batch size / manufacturing run strategy. First of all, speaker-making is fairly simple if you aren't making cabinets, especially cabinets as complex, technical and precise as Thiel's. So cabinetmaking manufacturing dictates batch size. In the beginning everything was manual with custom tools and fixtures. At the beginning our cabinet batch size was 40 with custom veneer species quantities from orders and hunchimations. Batch limit was for throughput and limited by shop size, which was my 28'x 30' garage with 5 people in it! What a zoo. Pretty soon finishing was moved to the farmhouse back porch and final assembly to what had been the girls' bedroom. Shipping was either out the bedroom window or off the front porch which we had modified for a drive-up truck dock. We were shipping containers to Europe out of that arrangement before 1980.
The addition of the Nandino Boulevard shop in 1981 allowed parallel production which was another zoo to manage. New shop batch size grew to 200. As we adopted CNC and other technologies around 1985, I set upon reducing batch size for a more intimate customer-demand process. By the time I left 10 years later, we had reduced our batch size to 1 pair. Of course, pairs were ganged when back-orders permitted, but our work unit was a matched pair. All processes including cabinet making, from custom veneer faces to crossovers and so forth were real-time demand propositions. For those who know manufacturing, this change is a huge one. These times were at the leading edge of Just In Time inventories and so forth, and we were a leader in the field. This process-flow concept rather than batch-run concept allows smaller batch or trickle inflow of raw materials and parts. It allowed our worker footprint to decrease from about 500 square feet to about 200 square feet with all that entails regarding storage access, supplier quality feedback and so forth.
From an end-user / customer perspective, products seem to just show up at the dealer. But from a manufacturer perspective, every process decision takes on live or die importance, especially when managing continual rapid growth. We doubled each year for the first 5 and then capped our rate at 30% / year for quality and sanity concerns. Quality always stayed high. Sanity, especially mine, suffered. Typical weeks were 80 to 100 hours with some months reaching 20 hours / day - 7 days per week. Growth isn't easy.