Relevant bibliographies by topics / Ford Motor Company ltd

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Academic literature on the topic 'Ford Motor Company ltd'

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Published: 4 June 2021
Last updated: 4 February 2022

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Journal articles on the topic "Ford Motor Company ltd"

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Burr, Christina. "The Business Records of the Ford Motor Company of Canada Ltd., 1897-1971." Labour / Le Travail 41 (1998): 328. http://dx.doi.org/10.2307/25144271.

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Paul, Rik, and Debapratim Purkayastha. "Customer retention at Hyundai Motor India Ltd." Emerald Emerging Markets Case Studies 3, no. 3 (June 28, 2013): 1–12. http://dx.doi.org/10.1108/eemcs-06-2013-0078.

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Title – Customer retention at Hyundai Motor India Ltd. Subject area – Marketing management, services marketing, customer relationship management and strategic marketing management. Study level/applicability – This case can be taught effectively to MBA/MS students. Case overview – Hyundai Motor India Ltd (HMIL) commenced operations in India in 1996 and launched its first car in India – the Hyundai Santro – in 1998. Since then, there has been no looking back for the company. Its domestic and export sales figures have risen manifold each year and the car maker has gone on to become the second largest manufacturer in the Indian car market with a market share of 18.10 percent as of 2010-2011. By 2009-2010, most of the major international car makers were setting up production facilities in India. The market was set to become highly competitive and it became imperative for manufacturers like Maruti Suzuki India Ltd (MSIL) and HMIL to retain their customers in order to maintain their market share. Nalin Kapoor, General Manager (Sales & Marketing) was contemplating the marketing strategies he could use to counter the stiff competition. Customer retention was one of the major problems in the automobile industry as the purchase time span varied between three and five years and the cost of brand switching was nil. HMIL had been pursuing customer relationship management activities but its customer retention ratio was declining. Kapoor and his team decided to study the loyalty programs of some companies in the automobile industry to ascertain whether launching a loyalty card could solve their problem of retention. The marketing strategy department with the help of a management intern extensively studied the existing loyalty program of Hero Honda, MSIL, and Ford to identify how those programs were designed and promoted to the customer. The reports also indicated the shortcomings of each program and the features which were highly accepted by the customer. The loyalty program also had cost implications as there was a need for a strong technical support team to run it successfully. With the reports in hand, Kapoor was in a dilemma on whether launching a loyalty card would be feasible or not. If yes, then how should it be structured to motivate the customers to stay loyal to the company? Also, how could the cost in terms of promotion, training, and technical support be justified? If not a loyalty program, then what marketing strategies should the company pursue to retain customers effectively? The problem demanded immediate attention and action and Kapoor was well aware of the implications that a delay in decision making would have for the market share of the company in the growing and dynamic automobile industry in India. Expected learning outcomes – These include: the concept of customer relationship management; relationship marketing; customer retention; customer loyalty; customer profitability segments; relationship bonds; and designing loyalty programs. Supplementary materials – Teaching notes are available for educators only. Please contact your library to gain login details or email: support@emeraldinsight.com to request teaching notes.
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Lowenthal, Jeff. "TransLighting group, inc. a small town, family business." New England Journal of Entrepreneurship 11, no. 2 (March 1, 2008): 57–63. http://dx.doi.org/10.1108/neje-11-02-2008-b005.

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TransLighting Group, Inc. consists of two companies all centered around the transportation industry. The original company, TransLighting, was started in 1962 by Henry Phillips. Henry was an engineer with Ford Motor Company specializing in braking wiring systems. Over an eight-year period, he designed and patented several wiring and harness systems that are used in cars as of the 2006 model year. Back in the 1950s Henry had the opportunity to learn about and use LED technology. He even came up with a process using this technology to increase brake light visibility (i.e., the third or middle brake light on most cars). In June 1961 over dinner with another engineering buddy, Bill Acken, Bill figured that they could use this same technology to display roadside messages for motorists. Following license approval from Ford, Bill and Henry started TransLighting in White Lake, Michigan.
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Yamazaki, Yasunori. "Factory Tour of Tamagawa Seiki." International Journal of Automation Technology 2, no. 5 (September 5, 2008): 391–94. http://dx.doi.org/10.20965/ijat.2008.p0391.

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Tamagawa Seiki Co. Ltd. was founded in Kamata, Tokyo, near the Tamagawa River in 1938 and its headquarters factory were completed in Iida, the hometown of the firm's founder, the late Hiroichi Hagimoto, in 1942. The company began by producing oil gauges consisting of stepping and self-synchronizing motors for fighter plane on warships (Photo 1). After World War II, the company concentrated on industrial products, but continues to study devices and control motors related to detecting angles with high precision, quality, and reliability. The company, originally known only within the industry due to the nature of its products, gained a name when it was awarded Japan's first Japan Grand Prize for Manufacturing of the Minister of Economy, Trade and Industry of Japan in 2005 for the VR resolver Singlsyn used on the world's first hybrid car, the Toyota Prius. Within just one year, Tamagawa Seiki developed and mass-produced an angle sensor that withstands temperatures of 150°C or more and high vibration, based on its accumulated technology and expertise. This product also is used in hybrid Honda and Ford automobiles. The 2007 sales of the company, which employs 650, amounted to 372 billion yen. It has 3 factories in Nagano Prefecture, a business affiliate in Hachinohe, and factories at Fukuchi and Misawa in Aomori Prefecture as its development and production bases. It has six laboratories and development centers in Nagano, Kanagawa, Aichi, and Aomori Prefectures and Tokyo. It also has an overseas affiliate in Hong Kong and a global sales network.
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Flesher, Dale L., and Gary John Previts. "DONALDSON BROWN (1885–1965): THE POWER OF AN INDIVIDUAL AND HIS IDEAS OVER TIME." Accounting Historians Journal 40, no. 1 (June 1, 2013): 79–101. http://dx.doi.org/10.2308/0148-4184.40.1.79.

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ABSTRACT Donaldson Brown developed the expanded Return on Investment (ROI) measure, or DuPont formula, in l914. However ROI was not Brown's only contribution to financial management. His dealer ten-day reporting system was widely and rapidly adopted throughout the auto industry. His ideas to support a variety of forecasting and planning techniques supported decentralized corporate management and his pricing processes were cutting-edge developments that others tried to emulate. Flexible budgeting at General Motors, frequently unrecognized, also was in place during his financial administration in the early l920s. ROI remains Brown's most prominent contribution and the technique achieved status as a dominant approach to financial management in industrial corporations by the l950s. As a national standard-of-performance measure, it was supported by varying sources including the American Management Association as well as in the teaching materials of academics, especially Robert N. Anthony of the Harvard Business School. The impact of these forms of dissemination led to ROI being adopted eventually at the Ford Motor Company when its previously autocratic centralized style of Ford family management was replaced by a team known as the Whiz Kids, led by Harvard Business School alumnus Robert McNamara and a former GM vice president, Earnest Breech. This paper asserts the significance of the innovations developed by Brown as being among the most important of those initiated in 20th century corporate America, and thus among the most important in the development of 20th century accounting and financial management thought.
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Simmonds, Helena C., Neil C. Reynolds, and Kenneth N. Kendall. "The Hybrid Compression Moulding of Structural Composite Materials for Automotive Applications." Key Engineering Materials 843 (May 2020): 3–8. http://dx.doi.org/10.4028/www.scientific.net/kem.843.3.

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The Innovate-UK-funded Composite Lightweight Automotive Suspension System (CLASS) project, led by Ford Motor Company and partnered by Gestamp UK, GRM Consulting and WMG, investigated the use of carbon fibre reinforced composite materials to decrease the weight of a complex automotive rear suspension component in support of reduction in vehicle emissions. A multi-material design comprising discontinuous fibre composite (C-SMC), aligned fibre composite laminate (prepreg) and steel was developed. A high volume hybrid compression moulding manufacturing process was developed at WMG, achieving total press cycle times of around 5 minutes. Prototype parts were manufactured and evaluated using materials characterisation techniques to validate the manufacturing methods. The optimum C-SMC charge pattern was investigated to achieve complete fill with minimal pre-processing. Destructive and nondestructive analysis of the hybrid parts was performed to understand resultant hybrid material macrostructure. This innovative design and manufacturing process resulted in a component 35% lighter than the original multi-piece steel design.
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Georgiou, Aris, George Haritos, Moyra Fowler, and Yasmin Imani. "Advanced phase powertrain design attribute and technology value mapping." Journal of Engineering, Design and Technology 14, no. 1 (March 7, 2016): 115–33. http://dx.doi.org/10.1108/jedt-05-2014-0031.

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Purpose – The purpose of this paper is to focus on how the concept design stage of a powertrain system can be improved by using a purely objective driven approach in selecting a final concept design to progress further. This research investigation will examine the development of a novel test-bed to assist in the selection of powertrain technologies during the concept design phase at Ford Motor Company Ltd, serving as the main contribution to knowledge. Design/methodology/approach – The objectives of this research were achieved by carrying out a literature review of external published work related to concept design evaluation methods within product development and value engineering techniques. Empirical studies were conducted with a supporting case study used to test the application of a new test-bed to improve the concept design decision process. Findings – A quantitative new tool “Product Optimisation Value Engineering” (PROVEN) is presented to critically assess new and evolving powertrain technologies at the concept design phase. Research limitations/implications – This research improves the concept design selection process, hence increasing the product value to the customer. Practical implications – The new test-bed “PROVEN” incorporates a data-driven objective approach to assist in assessing concept design alternatives in providing the net value in terms of function and cost as perceived by the customer. Originality/value – A mathematical new test-bed that incorporates a highly adaptable, data-driven and multi-attribute value approach to product specification and conceptual design is developed, novel to the automotive concept design process. This will create a substantially optimised product offering to the market, reducing overall development costs while achieving customer satisfaction. The new tool has the ability to define a technology value map to assess multiple technical options as a function of its attributes, whose precise values can be determined at a given cost.
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Joseph, Bradley S. "Ford Motor Company Global Ergonomics Process." Proceedings of the Human Factors and Ergonomics Society Annual Meeting 44, no. 12 (July 2000): 2–454. http://dx.doi.org/10.1177/154193120004401204.

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The use of ergonomic principles in the design of automobile assembly and manufacturing operations has become an important part of a comprehensive health and safety process as well as an integral part of the engineering systems. Ford Motor Company has developed an ergonomics process to manage issues related to injury and illness (e.g., musculoskeletal diseases) and to ensure the appropriate use of human resources on the plant floor. The ergonomics program uses joint labor and management teams to identify and evaluate jobs and develop and implement solutions. This paper summarizes the Ford Motor Company efforts in implementing and maintaining the program. Key strategies are outlined that provide important links to internal organizational units that are critical to fully utilize the ergonomics process. In addition, the paper outlines differences between proactive and reactive efforts and shows the importance of using the information generated by the initiatives for process improvement.
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Buckens, Pierre F., Jan S. Iwanczyk, Yuzhong J. Wang, and Richard S. Marano. "Thickness Gauging of Organic Films on Large Plastic Body Parts With an Xrf Probe Based on a Roomtemperature Mercuric Iodide Detector." Advances in X-ray Analysis 37 (1993): 395–404. http://dx.doi.org/10.1154/s0376030800015913.

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AbstractThe variability of adhesion promoter (primer) film thickness has been identified at Ford Motor Company as an important factor in maintaining the quality of paint on exterior plastic body parts. XRF offers unique advantages for non-destructive film monitoring. Monitoring of large parts for process control requires a non-contact approach using a small mobile probe. Previous attempts to implement a practical XRF gauging probe have been hampered by the choice of available x-ray detection technologies; proportional counters cannot resolve the layer's fluorescent lines properly and suffer from instability, while Si(Li) or Ge detectors need cooling to low temperatures, which makes their usage impractical for mobile probe.The recent commercial availability of state-of-the-art Mercuric Iodide (HgI2) x-ray detectors led to the development of a lightweight XRF probe that contains an x-ray tube and a HgI2 detector. Thickness measurements of primer films on plastic substrates were characterized, and 15 sec. acquisition yielded precision of 0.225 and 0.525 pm for film thicknesses of 5 and 20 µm respectively. Ti was added to the substrate and Cr to the film as tagging elements. A ratiometric technique, taking into account absorption of the Ti signal in the film, yields excellent linearity and compensates for instrumental errors such as sampleto- probe distance variation and x-ray source fluctuations.
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González-Crespo, S., and J. M. Vazquez. "Ford Motor Company in Cadiz 1929-1923." Procedia Manufacturing 13 (2017): 1397–404. http://dx.doi.org/10.1016/j.promfg.2017.09.150.

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Dissertations / Theses on the topic "Ford Motor Company ltd"

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Parreira, Francisco Maria Fialho. "Equity research - Ford Motor Company." Master's thesis, Instituto Superior de Economia e Gestão, 2020. http://hdl.handle.net/10400.5/20662.

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Mestrado em Finanças
A Ford Motor Company é uma fabricante de automóveis Americana e uma das maiores empresas do setor em termos de receita, com 155,9 mil milhões de dólares em 2019. O objetivo deste relatório é avaliar a Ford, seguindo o formato recomendado pelo CFA Institute. A escolha da Ford está diretamente relacionada com minha paixão pela indústria automóvel e com a minha curiosidade pela cultura automobilística americana. Este relatório foi elaborado com base em informações disponíveis publicamente até 31 de julho de 2020, pelo que não foram consideradas quaisquer informações disponíveis publicamente após essa data. A indústria automóvel está a ser afetada pela pandemia e o seu futuro ainda é bastante incerto, o que vem trazer ainda mais risco a uma indústria que se encontra em grande mudança, na direção dos veículos elétricos. Para avaliar a Ford, um modelo DCF foi usado, baseado no método "WACC". A avaliação levou a um Preço Alvo de 6.67$ no final de 2020, um potencial ganho de 0,98% em relação ao preço de fecho a 31 de Julho de 2020 de 6,61$. Os valores mencionados levam a uma recomendação de Reduzir a posição, tendo em conta que o risco é considerado elevado.
Ford Motor Company is an American automotive manufacturer and one of the largest companies in the industry in terms of revenues, with 155.9B$ in 2019. The aim of this research report is to value Ford, following the format recommended by the CFA Institute. The choice of Ford was directly related with my passion for the automotive industry and my curiosity towards the American car culture. This report was produced based on publicly available information until July 31st, 2020, meaning that any information available to the market after that date, was not considered. Automotive industry is being affected by the global pandemic and its future is still unclear, which brings even higher risk to an industry that is in the middle of a shift towards electric vehicles. To value Ford, a DCF model was used, based on the WACC method. The model yielded a 2020YE Price Target of 6.67$, with an upside potential of 0.98% from the July 31st, 2020 closing price of 6.61$. The mentioned values lead to a Reduce Recommendation, since the risk level is considered to be high.
info:eu-repo/semantics/publishedVersion
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Bencová, Petra. "Analýza sortimentu společnosti Ford Motor Company s.r.o." Master's thesis, Vysoká škola ekonomická v Praze, 2013. http://www.nusl.cz/ntk/nusl-197642.

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This thesis analyzes the products of Ford Motor Company s.r.o. which is a company operating on the Czech car market. The work is based on the theoretical knowledge described in the first part. The first part is followed by a practical section, in which I first describe the current market situation in the automotive industry in Czech Republic. Further I characterize the company Ford Motor Company s.r.o. itself, then I describe the most important car models and related market segments. Later in the practical part I analyze one model Ford Focus in terms of price and market ability over the competition, net book value, distribution and communication. The final section summarizes the information obtained and gives some recommendations that the company could use in the future to improve the position of this model.
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Chu, Wai-lin Francoise. "The strategic development of the Kowloon Motor Bus Company (1933) Limited /." [Hong Kong : University of Hong Kong], 1993. http://sunzi.lib.hku.hk/hkuto/record.jsp?B13498459.

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Haas-Kotzegger, Ursula, Bodo B. Schlegelmilch, and Björn Ambos. "Ford Motor Company - Learning from the Automotive Industry." WU Vienna University of Economics and Business, 2013. http://epub.wu.ac.at/3795/1/Ford__WU%2DCaseSeries.pdf.

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This case study discusses the challenges faced by Ford Motor Company, one of the world's biggest car manufactures. In 2007, after Ford reported one of the worst losses in the company's history, the firm is in the middle of a restructuring process. The "Way Forward Initiative", started by Bill Ford should bring the company back into the fast lane. The case offers background information on the company and its different divisions. It provides the reader with data on the core markets of Ford with special focus on Europe, on the organizational structure of the company and the trends and challenges for the automotive industry. For the company these questions are crucial: How can Ford meet the challenges resulting from the difficult state of economy? What role will Ford of Europe play in bringing the company back into profit?
Series: WU Case Series
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Kořínková, Petra. "Organizace globálně řízené firmy - příklad Ford Motor Company." Master's thesis, Vysoká škola ekonomická v Praze, 2007. http://www.nusl.cz/ntk/nusl-2519.

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Diplomová práce se zabývá současnými globálními společnostmi, hlavní hybnou silou světové ekonomiky. Provádí nás procesem globalizace ve světě se zaměřením na vývoj velkých nadnárodních firem a podává hlavní charakteristiku moderních globálních společností, včetně jejich organizačních forem a souvisejících procesů. Poukazuje na silné a slabé stránky těchto firem, upozorňuje na příležitosti a hrozby, které s sebou proces globalizace přináší. Na příkladu třetí největší světové automobilové společnosti, Ford Motor Company, je představen složitý mechanizmus fungování moderních globálních společností v praxi. Práce mimo jiné nabízí detailní pohled na krizový vývoj společnosti Ford po roce 2000, hledá možné příčiny krize a představuje nástroje na ozdravení společnosti.
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Majumder, Arpita (Arpita P. ). 1970. "Strategic metrics for product development at Ford Motor Company." Thesis, Massachusetts Institute of Technology, 2000. http://hdl.handle.net/1721.1/29210.

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Thesis (S.M.)--Massachusetts Institute of Technology, System Design & Management Program, 2000.
Includes bibliographical references (leaves 78-80).
This thesis aims at developing a practical method to adjust product development metrics, which will enable effective management of the product development (PD) process. A set of good metrics is crucial to the success of a product, as metrics direct the development process by driving the actions and decisions of the PD team members which in turn define the product. Emphasizing or "weighting" certain metrics more than others can make the difference between success and failure. Through empirical exploration of metrics we seek to determine the weights, and the impact of different metrics on product success. Unlike its use in the engineering literature, the management use of the term "metric" includes both quantitative and qualitative measures which the PD team members can influence through their efforts. The theory used to determine the correct weight of a metric has its roots in the principles of Agency Theory and has been developed by "engineering" the theory to obtain two key parameters which define the weight of a metric. These two parameters are "leverage" and "risk discount factor" (RDF). Leverage is the amount by which a metric can impact the profitability of a product and RDF takes into account the inherent risk averse nature of the PD team members that influence their decisions. In order to evaluate the PD metrics and their weights within a firm, data was collected for a set of metrics across 17 programs at Ford Motor Company. The values for each metric were assigned based on information obtained through program documentation and interviews with multiple team members across various functions within the organization. Different success measures were collected and the impact and leverage of each metric was determined through empirical exploration of the various relationships. The key findings to date include: * Cronbach's Alpha for metrics regrouped using factor analysis average 0.7 demonstrating internal reliability. * Customer satisfaction correlates significantly with the rigor of the PD process, and internal coordination and communication between the core team and the other members of the value chain. * Time to market shows consistent correlation with profit and profit residuals. " The calculated weights suggest higher emphasis on capturing manufacturing need and using robust design practices, technology, and differentiation will increase profitability. " The measured RDF does not change the relative weightings of the metrics as obtained through the leverage calculation.
by Arpita Majumder.
S.M.
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Mitchell, Lorianne D., and Dana Harrison. "The Evolution of Ford Motor Company’s Green Marketing Strategy." Digital Commons @ East Tennessee State University, 2012. https://dc.etsu.edu/etsu-works/8332.

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Bowman, Timothy James. "Spirituality at work : an exploratory sociological investigation of the Ford Motor Company." Thesis, London School of Economics and Political Science (University of London), 2004. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.415340.

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HuangFu, JiangBo. "ORGANIZATIONAL COMMUNICATION AND THE NATURAL ENVIRONMENT: A CASE STUDY OF THE FORD MOTOR COMPANY." OpenSIUC, 2014. https://opensiuc.lib.siu.edu/dissertations/927.

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The functions of modern organizations continually pressure the natural environment. Although the concept of sustainability has been widely accepted in the business world, environmental problems, rather than disappearing, still linger and even deteriorate. The problems reside in the organization-natural environment relationship. Understanding this relationship is key for addressing contemporary environmental problems. This dissertation is a study of the organization-natural environment relationship. Specially, the dissertation focuses on the case of Ford Motor Company (FMC), and through a study on FMC's communication of sustainability, the dissertation analyzes, defines, evaluates, and attempts to theorize the organization-natural environment relationship. The dissertation reviews organizational theories as well as other theories within the communication studies discipline pertaining to the organization-natural environment relationship. Why the topic of natural environment has been downplayed in communication studies literature is discussed, and the dissertation also reviews emerging studies on the organization-environment relationship from the perspective of various sub-disciplines of communication studies, namely, environmental communication, business communication, and public relations. The review of literature revealed a lack of theorizing of the organization-natural environment relationship, although specific environmental issues, along with their social context, are examined in the reviewed studies. The theoretical framework for the dissertation is based in organizational communication theory; therefore, the development of organizational communication theory is reviewed, and a critical approach of organizational communication was selected as the theoretical position of this dissertation. Following previous research on the organization-natural environment relationship, the dissertation adopts rhetorical criticism, and particularly uses cluster analysis/criticism as the research method. The use of cluster analysis helps to explain the meanings of FMC's discourse of sustainability and to further define, analyze, evaluate, and theorize the company's relationship to the natural environment. To achieve the goal, an overarching research question was proposed: How is the FMC-natural environment relationship reflected and constituted in FMC's discourse on sustainability? And to answer the overarching question, five detailed research questions were posed. RQ1: What are the key terms and clusters that the FMC uses on sustainability? RQ2: How does the FMC use these terms and clusters in relation to sustainability? RQ3: Does the FMC's discourse on sustainability seem reactive or proactive? RQ4: What are the implications of those meanings for the company's relationship with the natural environment? RQ5: How can we theorize this relationship within organizational communication? Data collected were primarily from FMC's annual sustainability reports over the 10 years examined (2002/03 - 2012/13). Data also comprised four published interview reports on the chairman, Bill Ford, one published commentary from Bill Ford, three documentary films on Ford, and a video clip of Ford's director of sustainability John Viera's discussion on sustainability. The research findings focused on the selection of key terms and their clusters as well as on the explanation of the relationship between key terms and their clusters. Seven key terms, namely, sustainability, environment, technology, commitment, fuel, emission, and climate change, were identified from the analyzed texts. Clusters were charted, and were assigned to classified themes, like "business," "profitability," "market," "environment," "efficiency," and "importance." Analysis of the relationship between key terms and their clusters showed that the key terms have different layers of meanings, ranging in a continuum from FMC's business to its environmental sustainability, although more clusters, both in intensity and frequency, were themed toward the company's business, indicating the company's heavier emphasis on its business rather than on environmental sustainability. The key terms and their clusters, therefore, confirmed the meanings of sustainability reviewed in the literature. The meanings are always ambiguous, complex, vague, and flexible, and are mixed with connotations between FMC's business growth and environmental concerns. The company was proactive in terms of addressing the environmental issues because the company emphasized internal control and plans rather than just passively reacting to environmental problems. In terms of the company's relationship with the natural environment, cluster analysis showed a rather slippery definition. The relationship described in the sustainability lacks clarity, but is layered in different meanings. Specifically, three metaphors, relationship as a responsibility, relationship as an opportunity, and relationship as a journey, were proposed to describe the relationship. The dissertation concluded that the two-layer meaning of sustainability, showing a co-existing relationship between the two layers of environmental sustainability and business profitability, could enrich a better understanding of the organization-natural environment relationship. An organizational communication theory of sustainability, based on the two-layer framework and developed from critical organizational communication theories, is proposed, and future research can study how the interactions and conflicts of two-layered meanings between environmental sustainability and business profitability constituted in the discourse of different organization could further such a theory.
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Costa, Francisco de Assis. "Capital estrangeiro e agricultura na Amazônia: a experiência da Ford Motor Company (1922-1945)." reponame:Repositório Institucional do FGV, 2012. http://hdl.handle.net/10438/9834.

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O objetivo deste trabalho é a reconstituição histórica da Companhia Ford Industrial do Brasil entendida, de um lado, como um momento do processo de concentração e centralização do capital empreendido pela Ford Motor Company enquanto parcela individual do capital global; de outro, como forma especifica de materialização deste processo.
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Books on the topic "Ford Motor Company ltd"

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1957-, McKinlay Alan, ed. Strategy and the human resource: Ford and the search for competitive advantage. Oxford: Blackwell Business, 1993.

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Silva, Elizabeth Bortolaia. Refazendo a fábrica fordista: Contrastes da indústria automobilística no Brasil e na Grã-Bretanha. São Paulo: Editora HUCITEC, 1991.

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Turnaround: The new Ford Motor Company. New York: Prentice Hall Press, 1990.

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A history of Ford Motor Company. London: Bison Books, 1992.

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Ford tough: Bill Ford and the battle to rebuild America's automaker. Hoboken, N.J: John Wiley & Sons, 2005.

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Lacey, Robert. Ford: The men and the machine. London: Guild Publishing, 1986.

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Ford: The men and the machine. Toronto: McClelland and Stewart, 1986.

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Lacey, Robert. Ford: Des hommes et des machines. Montréal: Libre expression, 1987.

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Lacey, Robert. Ford: The men and the machine. London: Pan in association with Heinemann, 1987.

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Kreipke, Robert C. Ford Motor Company, the first 100 years: A chronological picture history of Ford Motor Company over the first century. Evansville, IN: M.T. Pub. Co., Inc., 2008.

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Book chapters on the topic "Ford Motor Company ltd"

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Schaal, Harold F., and William R. Slabey. "Implementing QFD at the Ford Motor Company." In CAD/CAM Robotics and Factories of the Future ’90, 563–84. Berlin, Heidelberg: Springer Berlin Heidelberg, 1990. http://dx.doi.org/10.1007/978-3-642-84338-9_73.

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Schaal, Harold F., and William R. Slabey. "Implementing QFD at the Ford Motor Company." In CAD/CAM Robotics and Factories of the Future ’90, 563–84. Berlin, Heidelberg: Springer Berlin Heidelberg, 1991. http://dx.doi.org/10.1007/978-3-642-85838-3_73.

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Sabo, Julius L. "Innovation Management within the Ford Motor Company." In Managing Innovation and Change, 111–21. Dordrecht: Springer Netherlands, 1989. http://dx.doi.org/10.1007/978-94-015-7835-6_8.

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Wolford, Dar, and Stan Kwiecien. "Driving Knowledge Management at Ford Motor Company." In Handbook on Knowledge Management, 501–10. Berlin, Heidelberg: Springer Berlin Heidelberg, 2003. http://dx.doi.org/10.1007/978-3-540-24748-7_23.

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Schorrstedt, Michael. "Consumer Driven 6-Sigma bei der Ford Motor Company." In Six Sigma, 349–58. Berlin, Heidelberg: Springer Berlin Heidelberg, 2003. http://dx.doi.org/10.1007/978-3-662-09916-2_19.

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Schorrstedt, Michael. "Consumer Driven 6-Sigma bei der Ford Motor Company." In Six Sigma, 349–58. Berlin, Heidelberg: Springer Berlin Heidelberg, 2004. http://dx.doi.org/10.1007/978-3-662-09914-8_19.

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Schorrstedt, Michael. "Consumer Driven 6-Sigma bei der Ford Motor Company." In Six Sigma, 421–30. Berlin, Heidelberg: Springer Berlin Heidelberg, 2004. http://dx.doi.org/10.1007/978-3-662-09912-4_20.

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Chelsom, J. V. "Concurrent engineering case studies: Lessons from Ford Motor Company Experience." In Concurrent Engineering, 25–48. Dordrecht: Springer Netherlands, 1994. http://dx.doi.org/10.1007/978-94-011-1298-7_2.

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Lambert, Christine K., Joseph R. Theis, and Giovanni Cavataio. "Chapter 16. LNT Catalysis at Ford Motor Company – A Case History." In Catalysis Series, 467–89. Cambridge: Royal Society of Chemistry, 2018. http://dx.doi.org/10.1039/9781788013239-00467.

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Bagwell, C., R. Creese, W. Evans, R. Fekete, C. Feltner, J. Grant, R. Hurley, D. Piercecchi, H. Smartt, and S. Weiner. "Computer Modeling of Energy Intensive Processes: Some Ford Motor Company Applications." In Innovations in Materials Processing, 117–35. Boston, MA: Springer US, 1985. http://dx.doi.org/10.1007/978-1-4613-2411-9_7.

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Conference papers on the topic "Ford Motor Company ltd"

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Brey, Paul E., and Donald A. Williams. "The Ford Motor Company Advanced Engineering Center." In SAE Noise and Vibration Conference and Exposition. 400 Commonwealth Drive, Warrendale, PA, United States: SAE International, 1995. http://dx.doi.org/10.4271/951356.

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Kaatz, Stephen, Takeshi Abe, Wayne Vanhaaften, Brian K. Wilson, Bradley Schwalm, Larry Obourn, and Norm Newberger. "The Ford Motor Company Transmission NVH Test Cell." In SAE 2003 Noise & Vibration Conference and Exhibition. 400 Commonwealth Drive, Warrendale, PA, United States: SAE International, 2003. http://dx.doi.org/10.4271/2003-01-1681.

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Taylor, S. J. E., L. Behli, Xiaoguang Wang, S. J. Turner, and J. Ladbrook. "Investigating distributed simulation at the Ford Motor Company." In DS-RT 2005 Proceedings. Ninth IEEE International Symposium on Distributed Simulation and Real-Time Applications. IEEE, 2005. http://dx.doi.org/10.1109/distra.2005.25.

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Abe, Takeshi, Lawrence R. Obourn, Ming-Te Cheng, Mark Maskill, Cleophus B. Watson, and Donald A. Williams. "The Ford Motor Company Spin-Torsional NVH Test Facility." In Noise & Vibration Conference & Exposition. 400 Commonwealth Drive, Warrendale, PA, United States: SAE International, 1999. http://dx.doi.org/10.4271/1999-01-1837.

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Lucchetti, Stephen C. "BiblioTech at Ford Motor Company: a Worldwide Information Network." In Passenger Car Meeting & Exposition. 400 Commonwealth Drive, Warrendale, PA, United States: SAE International, 1988. http://dx.doi.org/10.4271/881758.

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Abe, Takeshi, Ming-Te Cheng, Liqun Na, Brad Schwalm, and Chris Nouhan. "The Ford Motor Company Spin-Torsional NVH Test Facility-2." In SAE 2003 Noise & Vibration Conference and Exhibition. 400 Commonwealth Drive, Warrendale, PA, United States: SAE International, 2003. http://dx.doi.org/10.4271/2003-01-1684.

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Ji Wu, Christian Dufour, and Linxiang Sun. "Hardware-in-the-Loop Testing of hybrid vehicle motor drives at Ford Motor Company." In 2010 IEEE Vehicle Power and Propulsion Conference (VPPC). IEEE, 2010. http://dx.doi.org/10.1109/vppc.2010.5729036.

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Stout, Joseph L., Ming-Hui Chien, Ghassan Rahimo, Deanna Hoffman, Rick Williams, Georg Festag, Emmett Holmes, Rajeev Mallela, and Mike Mancini. "NVH Design and Development of the Duratec35 Engine from Ford Motor Company." In SAE 2007 Noise and Vibration Conference and Exhibition. 400 Commonwealth Drive, Warrendale, PA, United States: SAE International, 2007. http://dx.doi.org/10.4271/2007-01-2414.

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Austin, James E., and Alan R. Metzger. "Unique Ford Motor Company Engine Calibrations and Powertrain Modifications for Export Applications." In Passenger Car Meeting & Exposition. 400 Commonwealth Drive, Warrendale, PA, United States: SAE International, 1988. http://dx.doi.org/10.4271/881762.

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Lawrence, Philip R. "Design for the Environment (DFE) Process and Training at Ford Motor Company." In Total Life Cycle Conference & Exposition. 400 Commonwealth Drive, Warrendale, PA, United States: SAE International, 1998. http://dx.doi.org/10.4271/982204.

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Reports on the topic "Ford Motor Company ltd"

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Gao, Feng, Ja Hun Kwak, Jong H. Lee, Diana N. Tran, Charles HF Peden, Ken Howden, Yisun Cheng, et al. Final Report of a CRADA Between Pacific Northwest National Laboratory and the Ford Motor Company (CRADA No. PNNL/265): ?Deactivation Mechanisms of Base Metal/Zeolite Urea Selective Catalytic Reduction Materials, and Development of Zeolite-Based Hydrocarbon Adsorber Materials? Office of Scientific and Technical Information (OSTI), February 2013. http://dx.doi.org/10.2172/1064573.

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Health hazard evaluation report: HETA-82-181-1720, Ford Motor Company, Utica, Michigan. U.S. Department of Health and Human Services, Public Health Service, Centers for Disease Control, National Institute for Occupational Safety and Health, August 1986. http://dx.doi.org/10.26616/nioshheta821811720.

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