On 1 August 1940, Governor-General Hans Frank issued a decree requiring all Kraków Jews to leave the city within two weeks. Only those who had jobs directly related to the German war effort would be allowed to stay. Of the 60,000 to 80,000 Jews then living in the city, only 15,000 remained by March 1941. These Jews were then forced to leave their traditional neighbourhood of Kazimierz and relocate to the walled Kraków Ghetto, established in the industrial Podgórze district. Schindler's workers travelled on foot to and from the ghetto each day to their jobs at the factory. Enlargements to the facility in the four years Schindler was in charge included the addition of an outpatient clinic, co-op, kitchen, and dining room for the workers, in addition to expansion of the factory and its related office space.
In most ghettos, Nazis ordered the Jews to establish a Judenrat (Jewish council) to administer Nazi demands and to regulate the internal life of the ghetto. The Nazis routinely ordered deportations from the ghettos. In some of the large ghettos, 1,000 people per day were sent by rail to concentration and extermination camps. To get them to cooperate, the Nazis told the Jews they were being transported elsewhere for labor.
In the final days of the war, just before the entry of the Russian army into Moravia, Schindler managed to smuggle himself back into Germany, into Allied-controlled territory. The wartime industrial tycoon was by now penniless. Jewish relief organizations and groups of survivors supported him modestly over the years, helping finance his (in the long run, unsuccessful) emigration to South America. When Schindler visited Israel in 1961, the first of seventeen visits, he was treated to an overwhelming welcome from 220 enthusiastic survivors. He continued to live partly in Israel and partly in Germany. After his death in Hildesheim, Germany, in October 1974, the mournful survivors brought the remains of their rescuer to Israel to be laid to eternal rest in the Catholic Cemetery of Jerusalem. The inscription on his grave says: 'The unforgettable rescuer of 1,200 persecuted Jews".
Momentum needs to be maintained. For most companies the tailwinds change directions and the momentum disappears without anyone quite realizing what has happened. This is usually the case when the objective was not clearly defined to begin with. In Blitzkrieg the battle can and needs to have one of two outcomes: surrender or total annihilation. Ambiguous victory is never an option. Setting clear and unambiguous objectives is something that executives struggle with and that causes employees to lose their drive along the way.
After Schindler got a good grip on the art of hydraulic and traction elevators in the US, they came out with the 300A (in-ground hydraulic), then later the 321A (a holeless telescoping hydraulic model). Both models were then superseded by the 330A (released March 15, 2001), which comes in the standard in-ground system as well as the Holeless Telescoping Hydraulic system. The 330A Holeless Telescoping Hydraulic elevator is based off the design that DEVE used in Sweden (also used in Australia and the United Kingdom ), whereby the hydraulic pistons are inverted (turned up-side down) and the casing is mounted to the side of the elevator car. This model comes in both single-post and twin-post models. After the 330A came the 400A Traction elevator system which comes in MRL, standard MRA (Machine room Above) and MRS (Machine room on Side), and has since been improved and now known as 400AE (AE which is stand for Advanced Editon.). This model has a capacity of up to 4000lbs or 1818KG travelling at up to 500fpm or 2.5m/s and can be integrated with Schindler Miconic 10 or PORT Destination Dispatch systems. 500A mid to high rise model in the United States launched in 2001.
The influence of air forces over forces on the ground changed significantly over the course of the Second World War. Early German successes were conducted when Allied aircraft could not make a significant impact on the battlefield. In May 1940, there was near parity in numbers of aircraft between the Luftwaffe and the Allies, but the Luftwaffe had been developed to support Germany's ground forces, had liaison officers with the mobile formations, and operated a higher number of sorties per aircraft. In addition, German air parity or superiority allowed the unencumbered movement of ground forces, their unhindered assembly into concentrated attack formations, aerial reconnaissance, aerial resupply of fast moving formations and close air support at the point of attack. The Allied air forces had no close air support aircraft, training or doctrine. The Allies flew 434 French and 160 British sorties a day but methods of attacking ground targets had yet to be developed; therefore Allied aircraft caused negligible damage. Against these 600 sorties the Luftwaffe on average flew 1,500 sorties a day. On May 13, Fliegerkorps VIII flew 1,000 sorties in support of the crossing of the Meuse. The following day the Allies made repeated attempts to destroy the German pontoon bridges, but German fighter aircraft, ground fire and Luftwaffe flak batteries with the panzer forces destroyed 56 percent of the attacking Allied aircraft while the bridges remained intact.
German doctors performed a variety of experiments on prisoners at Auschwitz. SS doctors tested the efficacy of X-rays as a sterilization device by administering large doses to female prisoners. Carl Clauberg injected chemicals into women's uteruses in an effort to glue them shut. Prisoners were infected with spotted fever for vaccination research and exposed to toxic substances to study the effects. In one experiment Bayer, then part of IG Farben, paid RM 150 each for 150 female inmates from Auschwitz (the camp had asked for RM 200 per woman), who were transferred to a Bayer facility to test an anesthetic. A Bayer employee wrote to Rudolf Höss: "The transport of 150 women arrived in good condition. However, we were unable to obtain conclusive results because they died during the experiments. We would kindly request that you send us another group of women to the same number and at the same price." The Bayer research was led at Auschwitz by Helmuth Vetter of Bayer/IG Farben, who was also an Auschwitz physician and SS captain, and by Auschwitz physicians Friedrich Entress and Eduard Wirths.
The prisoners' days began at 4:30 am for the men (an hour later in winter), and earlier for the women, when the block supervisor sounded a gong and started beating inmates with sticks to encourage them to wash and use the latrines quickly. Sanitary arrangements were atrocious, with few latrines and a lack of clean water. Each washhouse had to service thousands of prisoners. In sectors BIa and BIb in Auschwitz II-Birkenau, two buildings containing latrines and washrooms were installed in 1943. These contained troughs for washing and 90 faucets; the toilet facilities were "sewage channels" covered by concrete with 58 holes for seating. There were three barracks with washing facilities or toilets to serve 16 residential barracks in BIIa, and six washrooms/latrines for 32 barracks in BIIb, BIIc, BIId, and BIIe. Primo Levi described a 1944 Auschwitz III washroom:
——— (2015). "Is the "Final Solution" Unique?". The Third Reich in History and Memory. London: Abacus. ISBN 978-0-349-14075-9. Revised and extended from Richard Evans (2011). "Wie einzigartig war die Ermordung der Juden durch die Nationalsocialisten?" in Günter Morsch and Bertrand Perz (eds). Neue Studien zu nationalsozialistischen Massentötungen durch Giftgas: Historische Bedeutung, technische Entwicklung, revisionistische Leugnung. Berlin: Metropol Verlag, pp. 1–10. ISBN 9783940938992
In the German parliament, the Nazi party, led by Adolf Hitler, gained popularity. The number of seats Nazis controlled in the parliament rose from 12 in 1928 to 230 in 1932, making them the largest political party. The strong showing guaranteed the Nazi party would need to be part of any political coalition. Believing he could check Hitler’s ambition, President Hindenburg reluctantly made Hitler the Chancellor of Germany on January 30, 1933.
Soon after his marriage, Schindler quit working for his father and took a series of jobs, including a position at Moravian Electrotechnic and the management of a driving school. After an 18-month stint in the Czech army, where he rose to the rank of Lance-Corporal in the Tenth Infantry Regiment of the 31st Army, Schindler returned to Moravian Electrotechnic, which went bankrupt shortly afterwards. His father's farm machinery business closed around the same time, leaving Schindler unemployed for a year. He took a job with Jarslav Simek Bank of Prague in 1931, where he worked until 1938.