Search Ford Motor Company: Options for a Successful Future The future of Ford Motor Company and its ability to remain at the top of the automotive industry requires the company to focus on products, resources, planning, and implementation. Decisions must be made relative to product lines, sales. In order to do so, four options have been recognized and the company must determine which options are best suited to move the company in a positive direction.
Search Select Your Language You can select the language displayed on our website. Click the drop-down menu below and make your selection. It's a very gutsy way to learn. But more than any other single individual, he was responsible for transforming the automobile from an invention of unknown utility into an innovation that profoundly shaped the 20th century and continues to affect our lives today.
Innovation requires self-confidence, a taste for taking risks, leadership ability and a vision of what the future should be. Henry Ford had all these characteristics, but it took him many years to develop all of them fully. His beginnings were perfectly ordinary.
Early on Ford demonstrated some of the characteristics that would make him successful, powerful, and famous.
He organized other boys to build rudimentary water wheels and steam engines. He learned about full-sized steam engines by becoming friends with the men who ran them. He taught himself to fix watches, and used the watches as textbooks to learn the rudiments of machine design. Thus, young Ford demonstrated mechanical ability, a facility for leadership, and a preference for learning by trial-and-error.
These characteristics would become the foundation of his whole career. But young Henry was fascinated by machines and was willing to take risks to pursue that fascination.
In he left the farm to become an apprentice at the Michigan Car Company, a manufacturer of railroad cars in Detroit.
Over the next two-and-one-half years he held several similar jobs, sometimes moving when he thought he could learn more somewhere else.
He returned home in but did little farming. By now Ford was demonstrating another characteristic—a preference for working on his own rather than for somebody else.
Ford did not know a great deal about electricity. He saw the job in part as an opportunity to learn. Henry was an apt pupil, and by had risen to chief engineer of the Illuminating Company.
But he had other interests. He became one of scores of people working in barns and small shops across the country trying to build horseless carriages. Aided by a team of friends, his experiments culminated in with the completion of his first self-propelled vehicle, the Quadricycle.
It had four wire wheels that looked like heavy bicycle wheels, was steered with a tiller like a boat, and had only two forward speeds with no reverse. A second car followed in Ford now demonstrated one of the keys to his future success—the ability to articulate a vision and convince other people to sign on and help him achieve that vision.
He persuaded a group of businessmen to back him in the biggest risk of his life—a company to make and sell horseless carriages. But Ford knew nothing about running a business, and learning by trial-and-error always involves failure.
The new company failed, as did a second. To revive his fortunes Ford took bigger risks, building and even driving racing cars. The success of these cars attracted additional financial backers, and on June 16, Henry incorporated his third automotive venture, Ford Motor Company.
But by this time Ford had a bigger vision: The Model T was easy to operate, maintain, and handle on rough roads. It immediately became a huge success. Ford could easily sell all he could make; but he wanted to make all he could sell. Doing that required a bigger factory. In the company moved into a huge new plant in Highland Park, Michigan, just north of Detroit.
There Ford Motor Company began a relentless drive to increase production and lower costs. Henry and his team borrowed concepts from watch makers, gun makers, bicycle makers, and meat packers, mixed them with their own ideas and by late they had developed a moving assembly line for automobiles.
But Ford workers objected to the never-ending, repetitive work on the new line. Turnover was so high that the company had to hire 53, people a year to keep 14, jobs filled. At a stroke he stabilized his workforce and gave workers the ability to buy the very cars they made.In , we experienced two fatalities, one involving a Ford employee, the other a contractor.
Both occurred in North America. As with any workplace incident, the circumstances were analyzed in detail, with actions taken to prevent reoccurrence.
Ford Case Study Natausha Blakley Dr. Jayna Newell Principles of Management February 12, The case creates four options to choose from. Discuss at least three criteria the company should use to decide which of the four listed options is best and the reasons why each criterion should be used.
Strategic Report for Ford Motor Company Rhett Dornbach-Bender Bill Slade Joe Thorpe April 20, created. In , Toyota exported its first automobile to the United States, and began chassis worldwide and a greater focus on the core Ford nameplate.
As a part of this plan. May 22, · Ford Motor Company - Director IR Alan Mulally Ford Motor Company - President, CEO Good day, ladies and gentlemen, and welcome to the Ford Business Plan Review conference call. My name is Katina, and I will And North America made good progress on their transformational plan.
Discuss how an effective action plan can be created and how progress can be monitored.
List at least three steps that make-up a workable plan and explain why each is important. 5. Discuss the option or combination of options you selected as the best course of action for Ford Motor Company and detail your reasons for selecting that .
I welcome eligible Ford A D X or Z plan participants to take advantage of these plans with me. Prices are set by Ford Motor Company and are a great value for employees of Ford Motor & Ford Business Partners.
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