headquarters was relocated in 1971 to White Plains, New York. In the early 1960s, American Machine and Foundry partnered with the French company SAFEGE to design, construct and market a monorail for American cities. The AMF Monorail was exhibited at the 1964 New York World's Fair, where it traversed a continuous elevated loop around the amusement section of the fair. It was displayed as a practical form of future transportation. In 1971, American Machine and Foundry was renamed AMF. For many years, the company produced a wide variety of sport and leisure equipment, including Roadmaster bicycles, Harley-Davidson motorcycles (1969–1981), Head snow skis and tennis racquets (1969–1985), snowmobiles, lawn and garden equipment, (including manufacturing for Sears Craftsman. The models typically start with "536") Ben Hogan golf clubs (1960–1985), Voit inflatable balls, exercise equipment (including exercycles), motorized bicycles, mopeds, SlickCraft powerboats (1969–80), Alcort sailboats (including the Sunfish and the Hilu; 1969–86), Hatteras Yachts, and scuba gear. In the late 1970s, in a reference to its numerous leisure product lines, the company began a TV advertising campaign centered on the slogan "AMF, we make weekends". For a short time, the company owned Dewalt Tools (1949–1960), and manufactured gymnastics equipment under the AMF brand. The gymnastics division was later spun off to form American Athletic (AAI) which used the same logo as AMF but with different text. New and improved exercycles, such as the Computrim line, the first to incorporate an electronic heart monitor, were introduced. AMF also acquired a recreational motor home division named Atlas Recreational Vehicles of Mason City, Iowa, which was disbanded after heavy losses following the fuel crisis of the early 1970s. For a while the company made time switches, taking over the UK company Venner in 1970. Decline By the late 1970s, the company encountered difficulties. The absence of stable management (the company had seven presidents between 1972 and 1982), aging production facilities, rising labor costs, and the inability of AMF to operate efficiently and control its many product divisions from headquarters in White Plains, New York, contributed to a steady decline in sales and profits. Unlike large Japanese corporations such as Matsushita Electric Industrial, which had a standing corporate policy of discontinuing any product line or division in which they were not able to stay in first or second place in total market sales, AMF continued a practice of purchasing new companies in unfamiliar markets, while simultaneously failing