Journal articles: '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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Reich, Daniel, Yuhui Shi, Marina Epelman, Amy Cohn, Ellen Barnes, Kirk Arthurs, and Erica Klampfl. "Scheduling Crash Tests at Ford Motor Company." Interfaces 46, no. 5 (October 2016): 409–23. http://dx.doi.org/10.1287/inte.2016.0855.

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12

Joseph, Bradley S. "Corporate ergonomics programme at Ford Motor Company." Applied Ergonomics 34, no. 1 (January 2003): 23–28. http://dx.doi.org/10.1016/s0003-6870(02)00080-7.

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Metzger, Robert L., Kenneth A. Van Riper, and Martin H. Jones. "Ford motor company NDE facility shielding design." Radiation Protection Dosimetry 116, no. 1-4 (December 20, 2005): 236–38. http://dx.doi.org/10.1093/rpd/nci096.

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14

Levinson, Jonathan. "Benchmarking compliance performance: Ford motor company profile." Environmental Quality Management 7, no. 1 (1997): 45–59. http://dx.doi.org/10.1002/tqem.3310070105.

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Schwartz, A. Perry, and Mitchell A. Zalewski. "Assuring Data Security Integrity at Ford Motor Company." Information Systems Security 8, no. 1 (March 1999): 18–26. http://dx.doi.org/10.1201/1086/43304.8.1.19990301/31049.5.

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Moll, Robert. "Ford Motor Company and the Firestone tyre recall." Journal of Public Affairs 3, no. 3 (August 2003): 200–211. http://dx.doi.org/10.1002/pa.148.

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Rychtyckyj, Nestor. "Intelligent Systems for Manufacturing at Ford Motor Company." IEEE Intelligent Systems 22, no. 1 (January 2007): 16–19. http://dx.doi.org/10.1109/mis.2007.13.

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Becker, Paul J., Arthur J. Jipson, and Alan S. Bruce. "State of Indiana V. Ford Motor Company revisited." American Journal of Criminal Justice 26, no. 2 (March 2002): 181–202. http://dx.doi.org/10.1007/bf02887826.

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Snedecor, Dan V. "Interactive finite element modeling at Ford motor company." Finite Elements in Analysis and Design 2, no. 1-2 (April 1986): 161–75. http://dx.doi.org/10.1016/0168-874x(86)90015-6.

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Ross, Bob, and Don Mitchell. "Commentary: Neoliberal Landscapes of Deception: Detroit, Ford Field, and the Ford Motor Company." Urban Geography 25, no. 7 (November 2004): 685–90. http://dx.doi.org/10.2747/0272-3638.25.7.685.

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Anastakis, Dimitry. "From Independence to Integration: The Corporate Evolution of the Ford Motor Company of Canada, 1904–2004." Business History Review 78, no. 2 (2004): 213–53. http://dx.doi.org/10.2307/25096866.

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In the century since its founding, the Ford Motor Company of Canada has evolved from a relatively independent entity within the Ford empire, with a strong element of minority ownership and its own overseas subsidiaries, to a fully integrated and wholly owned part of Ford's North American operations. The unique emergence and transformation of Ford-Canada among Ford's foreign enterprises is explained by Canada's changing automotive trade policies, the personal relations of the Ford family with its Canadian offspring, and a corporate strategy pursued by Henry Ford's successors and the American Ford company, which sought to bring Ford-Canada more directly under Detroit's control.

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McKinlay, Alan, and Ken Starkey. "After Henry: Continuity and Change in Ford Motor Company." Business History 36, no. 1 (January 1994): 184–205. http://dx.doi.org/10.1080/00076799400000008.

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Hall, Jenny. "Ford Motor Company Partners with the University of Toronto." Forestry Chronicle 90, no. 01 (January 2014): 8. http://dx.doi.org/10.5558/tfc2014-003.

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Friedman, P. A., S. G. Luckey, W. B. Copple, R. Allor, C. E. Miller, and C. Young. "Overview of Superplastic Forming Research at Ford Motor Company." Journal of Materials Engineering and Performance 13, no. 6 (December 1, 2004): 670–77. http://dx.doi.org/10.1361/10599490421277.

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Kahalas, Harvey, and Kathleen Suchon. "Interview with Harold A. Poling chairman, CEO, Ford Motor Company." Academy of Management Perspectives 6, no. 2 (May 1992): 71–82. http://dx.doi.org/10.5465/ame.1992.4274400.

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Pietrykowski, Bruce. "Fordism at Ford: Spatial Decentralization and Labor Segmentation at the Ford Motor Company, 1920-1950." Economic Geography 71, no. 4 (October 1995): 383. http://dx.doi.org/10.2307/144424.

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Lewchuk, Wayne A. "Men and Monotony: Fraternalism as a Managerial Strategy at the Ford Motor Company." Journal of Economic History 53, no. 4 (December 1993): 824–56. http://dx.doi.org/10.1017/s0022050700051330.

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The introduction of mass production transformed many skilled tasks into repetitive and monotonous jobs. In industries such as automobiles, the workforce remained predominantly male despite contemporary assessments that women could efficiently do many of these jobs. This article explores why. It is argued that employers such as Ford concluded that the conversion of labor time into effort would be more difficult in a mixed-gender workforce. The paper shows how Ford developed a fraternalist labor strategy, a men's club, whose objective was to accommodate men to monotony and maximize labor productivity.

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Freitas, Daniela Denize, and Jorge Tadeu De Ramos Neves. "Fordlândia: o empreendedorismo inovador da Ford Motor Company na Amazônia Brasileira." Revista Gestão & Tecnologia 17, no. 3 (December 1, 2017): 244–66. http://dx.doi.org/10.20397/2177-6652/2017.v17i3.1237.

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Este artigo tem como objetivo analisar os desafios enfrentados pela Ford Motor Company na implementação do empreendimento inovador da cidade-empresa de Fordlândia, em meio a floresta amazônica, no Estado do Pará, bem como conceituar a expressão cidade-empresa, buscando caracterizar o projeto sob a luz do empreendedorismo e da inovação. O artigo foi realizado a partir de levantamento bibliográfico, utilizando como método de pesquisa a análise de conteúdo. Os resultados da pesquisa revelaram que diversos foram os desafios enfrentados pela FMC, mas que não descaracterizaram o projeto como empreendedor e inovador de grande vulto, do mesmo modo que foi assertiva a utilização da expressão cidade-empresa para designar Fordlândia.

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Hambourg, Maria Morris. "Photography between the Wars: Selections from the Ford Motor Company Collection." Metropolitan Museum of Art Bulletin 45, no. 4 (1988): 1. http://dx.doi.org/10.2307/3258720.

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Chelst, Kenneth, John Sidelko, Alex Przebienda, Jeffrey Lockledge, and Dimitrios Mihailidis. "Rightsizing and Management of Prototype Vehicle Testing at Ford Motor Company." Interfaces 31, no. 1 (February 2001): 91–107. http://dx.doi.org/10.1287/inte.31.1.91.9687.

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Kimbrough, Elizabeth, Lixing Lao, Brian Berman, Kenneth R. Pelletier, and Walter J. Talamonti. "An Integrative Medicine Intervention in a Ford Motor Company Assembly Plant." Journal of Occupational and Environmental Medicine 52, no. 3 (March 2010): 256–57. http://dx.doi.org/10.1097/jom.0b013e3181d09884.

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Ferguson, Bill. "The Drive for Sustainability: A Close-Up on Ford Motor Company." Sustainability: The Journal of Record 5, no. 4 (August 2012): 230–32. http://dx.doi.org/10.1089/sus.2012.9948.

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Zeller, Thomas L., and Darin M. Gillis. "Achieving market excellence through quality: The case of Ford Motor Company." Business Horizons 38, no. 3 (May 1995): 23–31. http://dx.doi.org/10.1016/0007-6813(95)90019-5.

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BRUCHER, KATHERINE. "Assembly Lines and Contra Dance Lines: The Ford Motor Company Music Department and Leisure Reform." Journal of the Society for American Music 10, no. 4 (October 27, 2016): 470–95. http://dx.doi.org/10.1017/s1752196316000365.

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AbstractThe automaker Henry Ford founded the Ford Motor Company Music Department in 1924 with the goal of reviving what he called “old-fashioned dancing and early American music.” Ford's interest in the Anglo-American social dances of his youth quickly grew from dances hosted by the Fords for company executives to a nationwide dance education program. This article traces the history of the Music Department's dance education program and examines the parallels between it and the company's earlier efforts in social engineering—namely the Ford Profit Sharing Plan (better known as the “Five Dollar Day”) and the Ford English School. The Music Department's activities offer an opportunity to explore how industry sought to shape music and dance through Americanization efforts and leisure reform as Detroit rapidly urbanized during the first decades of the twentieth century. Supporters of Ford's revival viewed the restrained musical accompaniment and dance movements as an antidote to jazz music and dances, but more importantly, music and dance served as an object lesson in the physical discipline necessary for assembly line labor. Ford's dance education campaign reveals the degree to which industry was once entwined with leisure reform in southeast Michigan.

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Maloney, Thomas N., and Warren C. Whatley. "Making the Effort: The Contours of Racial Discrimination in Detroit’s Labor Markets, 1920–1940." Journal of Economic History 55, no. 3 (September 1995): 465–93. http://dx.doi.org/10.1017/s0022050700041607.

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In 1940 the Ford Motor Company employed half of the black men in Detroit but only 14 percent of the whites. We find that black Detroiters were concentrated at Ford because they were excluded from working elsewhere. Those most affected were young married black men. A Ford job was virtually the only opportunity they had to earn a family wage; but to keep it, they had to put out the extra effort that Ford required. White married men in Detroit had better employment opportunities elsewhere, so they tended to avoid Ford or leave very quickly.

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Rana, Geeta, Alok Kumar Goel, and Ajay Kumar Saini. "Knowledge transfer in Hero Motor Corp Ltd." Strategic HR Review 13, no. 6 (October 7, 2014): 260–63. http://dx.doi.org/10.1108/shr-08-2014-0046.

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Purpose – This paper aims to examine the issues of knowledge transfer in international strategic alliance within Hero Moto Corp. Ltd., an Indian multinational company. International Strategic alliances have been increasing in numbers in the past decades and transfer of knowledge and its transfer in multinational companies is wider debate. The case explores the complex issues involved in cross-organization and cross-country transfer of knowledge. The company has forged a strategic alliance with the US-based Erik Buell Racing for accessing technology and design inputs. Design/methodology/approach – It presents a structured case study that examines a wide range of knowledge transfer issues of international strategic alliance. Findings – It reveals that a major influencing factor is the national culture of the parents and that of the host country which provides the context with in which alliances are operate. It is also explored the ways in which the multi-parentage of strategic alliances influences their Human Resource Management (HRM) policies and practices. Originality/value – It provides plenty of useful information on an issue that affects virtually every employee and organization.

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Almor, Tamar. "Tecnomatix: A Born Global Company." Journal of Business Case Studies (JBCS) 2, no. 2 (July 6, 2011): 23. http://dx.doi.org/10.19030/jbcs.v2i2.4887.

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In the beginning of 2004, Tecnomatix Technologies Ltd. (NASDAQ: TCNO), the driving force in Manufacturing Process Management (MPM), announced a global agreement with Ford, a major automotive manufacturer. The agreement to implement Tecnomatix MPM solutions throughout the customer's manufacturing operations worldwide represented an expansion of an existing relationship with this manufacturer and was expected to generate total revenues in excess of US$50 million over the next four years.At the beginning of 2004 Tecnomatix, an Israel-based high-tech company, held a staggering 70% market share (over 2,000 clients) in the MPM market together with its strategic partner, EDS. Although the company reported a net loss in 2003, it had sufficient cash reserves that would allow it to continue operations without needing external funding for the down period.

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Carmo, Marcelo José do, Mário Sacomano Neto, and Júlio César Donadone. "Análise da financeirização no setor automotivo: o caso da Ford Motor Company." Nova Economia 28, no. 2 (August 2018): 549–77. http://dx.doi.org/10.1590/0103-6351/3469.

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Resumo: O setor automotivo passa por um processo crescente de financeirização. Cada vez mais as montadoras vêm se tornando objeto de aquisições acionárias e do aumento da participação dos bancos, fundos de investimento e outras instituições financeiras em seus direitos de propriedade. Além disso, há enormes pressões por parte dos altos executivos e dos acionistas para que haja a maximização do valor ao acionista. Neste sentido, a proposta deste trabalho é analisar o processo de financeirização do setor automotivo por meio da Ford Motor Company, a partir de dados secundários da empresa e análise de seu conteúdo. Para analisar a financeirização, ao menos cinco categorias componentes desse processo serão usadas, tais como: proporção do lucro advindo das finanças em comparação com o lucro obtido pela produção; aquisições; composição acionária, origem dos dirigentes da empresa e pagamento de dividendos aos acionistas.

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Rocha, Izabel Cristina, Ivam Ricardo Peleias, Cristineide Leandro Franca, Joelson Oliveira Sampaio, and Jésus de Lisboa Gomes. "Programas de preparação para aposentadoria: um estudo na Ford Motor Company Brasil." Trabalho (En)Cena 4, no. 1 (June 13, 2019): 283–304. http://dx.doi.org/10.20873/2526-1487v4n1p283.

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Resumo Esta pesquisa analisou se um programa de preparação para aposentadoria promoveu clareza de objetivos e mudança no comportamento de planejamento para a aposentadoria, em 137 empregados, da Ford Motor Brasil, sendo 69 participantes do programa e 68 que não participaram. Duas escalas foram respondidas online: perspectiva de tempo futuro relativa à aposentadoria e mudança em comportamento de planejamento para aposentadoria. Realizou-se análise fatorial exploratória, teste de medidas independentes de dois grupos e regressão linear multipla. O primeiro instrumento revelou uma estrutura unifatorial e o segundo quatro fatores. Não houve diferença significativa na comparação entre participantes e não-participantes do programa na mudança em comportamento de planejamento para aposentadoria. Constatou-se diferença significativa na clareza de objetivos para aposentadoria nos participantes do programa. Palavras-chave: Preparação para aposentadoria; Perspectiva do tempo futuro; Envelhecimento; longevidade; Mudança de comportamento.

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Duchnak, Mark. "Advanced coating extends life of paint bell cups at ford motor company." Metal Finishing 105, no. 3 (March 2007): 55–56. http://dx.doi.org/10.1016/s0026-0576(07)80615-5.

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Kossoudji, Sherrie A., and Laura J. Dresser. "Working Class Rosies: Women Industrial Workers during World War II." Journal of Economic History 52, no. 2 (June 1992): 431–46. http://dx.doi.org/10.1017/s0022050700010846.

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After joining the industrial workforce during World War II, women disappeared from industrial employment with postwar reconversion. This article uses data from Ford Motor Company employee records to describe female industrial workers, their work histories before Ford, and their exit patterns from Ford. We draw a more complete picture of these industrial workers and discuss the differences between those who chose to leave Ford and those who left involuntarily. Contrary to popular myth it was housewives, along with African-American and older women, those with the fewest outside opportunities, who were more likely to be laid-off.

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Rajendren, K. "Opportunities for In-mould Painting at TVS Motor Company Ltd." Progress in Rubber, Plastics and Recycling Technology 27, no. 2 (May 2011): 107–32. http://dx.doi.org/10.1177/147776061102700204.

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Link, Stefan. "The Charismatic Corporation: Finance, Administration, and Shop Floor Management under Henry Ford." Business History Review 92, no. 1 (2018): 85–115. http://dx.doi.org/10.1017/s0007680518000065.

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After assuming sole ownership of the Ford Motor Company in 1919, Henry Ford transformed his business into a mission-driven organization that prioritized improvements in production and engineering over investment returns. At the same time, the company programmatically rejected bureaucratic management in favor of informal procedures and ingrained collective protocols, both in administration and on the shop floor. This article references Max Weber's view of “charismatic” authority to explain the company’s organizational structure, its culture, its ambivalence toward Henry Ford’s worst tendencies and prejudices, and its resilience during the decline of his leadership in the 1930s and 1940s.

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Tomac, Nikola, Radoslav Radonja, and Jasminka Bonato. "Analysis of Henry Ford’s contribution to production and management." Pomorstvo 33, no. 1 (June 28, 2019): 33–45. http://dx.doi.org/10.31217/p.33.1.4.

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Henry Ford is widely known as the car constructor, the founder of the Ford Motor Company, the pioneer of mass production and the inventor of the moving assembly line, which many consider as the world’s greatest contribution to manufacturing. In 1908, Ford started production of the Ford Model T, which has become one of the most successful automobile in automotive history. But his contribution far surpasses these excellent accomplishments. What are not well known are Ford’s contributions to the just-in-time production, product platforming, mass customization, vertical integration, designs for maintainability, ergonomic considerations, employee management and other features of the manufacture. The Ford’s production system has become the characteristic American mode of production widespread all over the world.

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Patrina, E. "Managing the organizational development through global expansion: case study of Ford Motor Company." NEW UNIVERSITY: ECONOMICS & LAW, no. 5-6 (June 30, 2014): 52–56. http://dx.doi.org/10.15350/2221-7347.2014.5-6.00056.

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Baker, Charles Richard. "Organizational change at Ford Motor Company in the face of international financial crisis." Recherches en Sciences de Gestion 110, no. 5 (2015): 23. http://dx.doi.org/10.3917/resg.110.0023.

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Christensen, Lars K. "Between Denmark and Detroit: unionized labour at Ford Motor Company, Copenhagen, 1919–1939." Labor History 55, no. 3 (May 6, 2014): 326–45. http://dx.doi.org/10.1080/0023656x.2014.911590.

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Greenstein, David E. "AssemblingFordizm: The Production of Automobiles, Americans, and Bolsheviks in Detroit and Early Soviet Russia." Comparative Studies in Society and History 56, no. 2 (April 2014): 259–89. http://dx.doi.org/10.1017/s0010417514000048.

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AbstractThe expansion of the Ford Motor Company into Soviet Russia has been understood as part of a unidirectional spread of American economic power and cultural forms abroad following the First World War. This essay looks beyond the automobiles and manufacturing methods sent from Ford facilities in Detroit to the emerging Soviet automobile industry to examine multidirectional migrations of workers between Russia and the United States that underlay but sometimes collided with Ford's system. Workers, managers, engineers, and cultural, technical, and disciplinary knowledge moved back and forth between factories in Soviet Russia and the United States. Efforts to define, track, and shape workers in both countries as Americans, Russians, or Bolsheviks were integral to the construction of the products and methods that Ford sold. But many workers fell in between and contested these classifications and they often defied company attempts to create an efficient and homogeneous American workforce. In Russia, too, more than Soviet and American automobiles were produced: people and ideas were created that crossed and blurred boundaries between “American” and “Soviet.” There, “Fordizm” became a popular watchword among Soviet commentators and workers as a near-synonym for industrialization, mass production, and efficiency. Many saw it as a potentially valuable component of a new socialist world. These multidirectional movements, recorded in Ford Motor Company archives and related documents, suggest that rather than separate and alternative projects, Ford's burgeoning system to transform manufacturing and workers' lives in Detroit was linked to the Soviet revolutionary project to recreate life and work.

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Barlatt, Ada Y., Amy Cohn, Oleg Gusikhin, Yakov Fradkin, Rich Davidson, and John Batey. "Ford Motor Company Implements Integrated Planning and Scheduling in a Complex Automotive Manufacturing Environment." Interfaces 42, no. 5 (October 2012): 478–91. http://dx.doi.org/10.1287/inte.1120.0650.

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Foote, Christopher L., Warren C. Whatley, and Gavin Wright. "Arbitraging a Discriminatory Labor Market: Black Workers at the Ford Motor Company, 1918–1947." Journal of Labor Economics 21, no. 3 (July 2003): 493–532. http://dx.doi.org/10.1086/374957.

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Journal articles on the topic 'Ford Motor Company ltd'

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