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Journal articles on the topic 'Ford Motor Company'

Author: Grafiati

Published: 4 June 2021

Last updated: 30 July 2024

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1

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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2

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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3

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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4

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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5

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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6

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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7

Li, Shu. "Ford Motor Company Reorganization and Case Study Analysis." Advances in Economics, Management and Political Sciences 61, no. 1 (December 28, 2023): 120–26. http://dx.doi.org/10.54254/2754-1169/61/20231122.

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The automobile industry has a long and fascinating history. In the past ten years, the automobile industry has been developing continuously to adapt to changing market conditions and technological progress. With the growth of networked devices and Internet of Things (IoT), the automotive industry pays more attention to data analysis. Companies are using data to optimize operations, improve maintenance and improve security. In recent ten years, there has been a trend of integration in the automobile industry, and a few large companies have monopolized the market. This leads to the intensification of competition and the pressure of innovation. Ford Motor Company is a global automobile company, which has undergone major changes in recent years as part of the restructuring aimed at improving its financial performance and preparing for the company's future growth. This paper will outline the reorganization of Ford Motor Company, including the reasons, main measures involved and financial results of the reorganization. Enterprise reorganization is an effective strategic choice for Ford Motor Company, which can help enterprises adapt to changes in the external environment and improve their competitiveness and profitability. The case analysis of two reorganizations of Ford Motor Company in this paper can not only provide reference and enlightenment for other enterprises to reorganize, but also provide reference and basis for the in-depth study of enterprise reorganization in academic circles.

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8

Yu, Yize. "Market Competition Analysis and Strategic Research of Ford Motor Company." Highlights in Business, Economics and Management 24 (January 22, 2024): 1263–73. http://dx.doi.org/10.54097/99hc1323.

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In the trend of global electrification and intelligence of automobiles, many large traditional fuel vehicle companies are facing huge transformation challenges, which may determine the fate of future car companies. This article selects Ford Motor Company, a large multinational enterprise in the United States, and uses methods such as macro analysis of the automotive industry, comparative analysis of indicators, DuPont analysis, strategic analysis, and risk analysis to study the current situation of Ford Motor Company. This article finds that Ford Motor Company's fuel vehicle market has performed well and stably, which can offset the significant research and development and losses of electric vehicles in recent years. Despite Ford's sluggish performance in the Chinese market in recent years and mediocre sales of electric vehicles, Ford has also made sustained strategic adjustments and actively responded. Finally, this article also proposes that Ford Motor Company should seize the hybrid vehicle market, seize the advantages accumulated by traditional popular models for a long time, and continuously promote localization adjustments in various regions.

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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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10

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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11

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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12

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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13

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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14

Li, Haorun. "Financial Analysis and Future Outlook of Ford Motor Company." Advances in Economics, Management and Political Sciences 74, no. 1 (April 17, 2024): 84–91. http://dx.doi.org/10.54254/2754-1169/74/20241518.

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Ford Motor Company is an American multinational automaker founded in 1903. It is one of the largest automobile manufacturers in the world. This research delves into the financial condition of Ford Motor Company, an automotive industry leader, to provide a comprehensive analysis of its financial performance and prospects. Against the backdrop of an evolving automotive landscape and increasing consumer demand for sustainable and technologically advanced vehicles, this study is timely and relevant. The primary objective of this paper is to scrutinize Ford's financial health and prospects in-depth. The research combines quantitative data analysis of Ford's financial statements, historical performance, and market trends with a qualitative assessment of its strategic positioning and competitive environment. The findings indicate that while Ford faces certain financial challenges, it possesses the potential for growth and innovation. Recommendations include leveraging 5G technology to enhance product quality and cautiously exploring opportunities in the electric vehicle sector.

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15

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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16

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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17

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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18

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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19

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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20

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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21

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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22

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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23

Yang, Ruiqi. "ESG Evaluation in Automobile Industry --Take Ford Motor Company and Tesla Company as Example." Advances in Economics, Management and Political Sciences 17, no. 1 (September 13, 2023): 247–53. http://dx.doi.org/10.54254/2754-1169/17/20231105.

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With the outbreak of natural disasters and extreme weather, people are paying more and more attention to protecting the environment and society. This society is gradually de-manding more and more from companies. In this context, the new concept of ESG has emerged under the call of the United Nations. This article details MSCI's ESG scoring sys-tem and what it covers. Through the ESC scoring system of MSCI, this paper analyzes Ford Motor Company, represented by gasoline cars, and Tesla Company, represented by electric cars, to reflect the current development of environment, society, and governance in the American automobile industry. We found that the overall ESG development of the American automotive industry still needs to be improved. Companies should also strength-en the development of management social aspects and corporate governance while consid-ering the development of environmentally friendly products.

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24

Wren, Daniel A. "James D. Mooney and General Motors' Multinational Operations, 1922–1940." Business History Review 87, no. 3 (2013): 515–43. http://dx.doi.org/10.1017/s0007680513000743.

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This article traces the emergence of the General Motors Corporation as a multinational enterprise under the leadership of James D. Mooney from 1922 to the outbreak of World War II. Mooney's unpublished paper “The Science of Industrial Organization” (1929) portrays GM's multidivisional organization's use of the line-staff concept in organizing overseas assembly plants. Here I compare General Motors with Ford Motor Company, which had first-mover advantages overseas, and examine how each company organized and managed their international operations. “Linking pins,” a social-science concept, illustrates how GM's organizational hierarchy achieved vertical coordination of effort. Economic depression and the prelude to World War II followed the expansionary 1920s, requiring GM and Ford to adjust to a changing environment. The article also covers Mooney's naïve attempts to use business for diplomacy in the years leading up to the war.

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25

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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26

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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27

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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28

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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29

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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30

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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31

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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32

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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33

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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34

József, Gáti, Kuti János, and Némethy Krisztina. "József Galamb, Designer of Ford T-Model and his Relationship with Homeland." Műszaki Tudományos Közlemények 17, no. 1 (October 1, 2022): 20–24. http://dx.doi.org/10.33894/mtk-2022.17.05.

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Abstract In October 1908, a Ford Model T designed by József Galamb and companions, rolled out of the assembly line and achieved for the company a worldwide success it still enjoys today. The car’s ease of use and reliable construction, as well as its affordable price, won the favour of buyers so much that the model was produced until 1927. The increasingly successful Hungarian chief designer of the Ford Motor Company, József Galamb never forgot his homeland. When he returned home, he supported his brothers in building up and running a Ford site and assembly plant in Makó, and established scholarships, gave lectures to members of the professional community, and supported the Reformed Church in Makó.

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35

Li, Nai Yi. "Magnesium Advances and Applications in North America Automotive Industry." Materials Science Forum 488-489 (July 2005): 931–0. http://dx.doi.org/10.4028/www.scientific.net/msf.488-489.931.

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Magnesium is increasingly becoming an attractive alternative to steel, aluminum, and polymer composites for vehicle weight reduction due to its ability to meet vehicle performance requirements. To meet the Corporate Average Fuel Economy (CAFÉ) standard and to maximize the weight reduction of vehicles in the coming years, the magnesium applications are expected to increase significantly in both structural and powertrain components where material creep resistance is required. This first half of the paper will give an overview of recent automotive magnesium R&D programs including Light Metal Cast, Magnesium Powertrain Cast Components, and Structural Cast Magnesium Development supported by the United States Council for Automotive Research (USCAR) and the US Department of Energy. The USCAR is the umbrella organization of DaimlerChrysler Corporation, Ford Motor Company and General Motors, which was formed in 1992 to further strengthen the technology base of the US automotive industry through cooperative, pre-competitive research. During the last decade, the magnesium foundry industry has grown, yet the material and manufacturing process costs of magnesium die-casting has impeded large-scale implementation into the automotive industry. As a result, Ford Motor Company initiated a Cost Reduced Magnesium Die Castings Using Heated Runners (CORMAG) program in partnership of the Advanced Technology Program of the US National Institute of Standards and Technology. The second half of this paper will briefly present the program goal, progress and its impact. In addition, this paper will present some magnesium applications, including a 2004 Ford F-150 light truck Front End Support Assembly and a 2005 Ford GT instrument panel structure.

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36

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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37

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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38

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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39

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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40

Leonard Kinnaird-Heether, Leonard Kinnaird-Heether, and Chris Dorman. "Position Assignment on an Enterprise Level Using Combinatorial Optimization." Proceedings of the AAAI Conference on Artificial Intelligence 29, no. 2 (January 25, 2015): 3904–11. http://dx.doi.org/10.1609/aaai.v29i2.19046.

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We developed a tool to solve a problem of position assignment within the IT Ford College Graduate program. This position assignment tool was first developed in 2012 and has been used successfully since then. The tool has since evolved for use with several other position assignment and related tasks with other similar programs in Ford Motor Company. This paper will describe the creation of this tool and how we have applied it, focusing on the need for developing such a tool, and how the continued development of this tool will benefit its users and the company.

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41

Etheridge, Tammi. "Lessons from Institutional Shareholder Services: Governing Benefit Corporations' Third-Party Standard." Michigan Business & Entrepreneurial Law Review, no. 4.2 (2015): 239. http://dx.doi.org/10.36639/mbelr.4.2.lessons.

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Almost one hundred years ago, Henry Ford, as CEO of the Ford Motor Company, announced a plan to cease payment of special dividends to shareholders. Instead, the company would reinvest its profits to employ more workers and build more factories. Investing in new workers and factories would cut the cost of cars and make them affordable to more people. Ford publicly declared that his “ambition [was] to employ still more men, to spread the benefits of this industrial system to the greatest possible number, to help them build up their lives and their homes. To do this we are putting the greatest share of our profits back in the business.” Minority shareholders were outraged. Two minority shareholders in particular, the Dodge brothers, brought suit seeking to stop Ford’s plans. The Dodge brothers argued that the primary purpose of a company is to maximize shareholder profits, not to help the community. The trial court agreed with Dodge and ordered Ford to pay the special dividends to its shareholders. Ford appealed. The Michigan Supreme Court affirmed, holding that a “corporation is organized primarily for the profit of the stockholders,” not for the benefit of the community or its employees.

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42

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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43

Bayou, M. E., and A. de Korvin. "Measuring the leanness of manufacturing systems—A case study of Ford Motor Company and General Motors." Journal of Engineering and Technology Management 25, no. 4 (December 2008): 287–304. http://dx.doi.org/10.1016/j.jengtecman.2008.10.003.

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44

Golm, Florian, Oliver Schellberg, and Iris Schulten. "Informationsversorgung entscheidet über Gruppenautonomie in der Automobilproduktion." Zeitschrift für wirtschaftlichen Fabrikbetrieb 93, no. 11 (November 1, 1998): 578–81. http://dx.doi.org/10.1515/zwf-1998-0309.

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Abstract Für die Förderung der Zusammenarbeit innerhalb einer Gruppe ist ein adäquater Informationsfluß innerhalb und außerhalb der Gruppen dringend erforderlich. Der Bedarf an Informationen steigt in gleichem Maße wie die Eigenverantwortlichkeit des Teams. Im Rahmen eines Forschungsprojekts „Information Support for Empovered Teams" ist ein von der Ford Motor Company, USA, gefördertes Forschunsprojekt, welches von dem Ford Forschungszentrum Aachen (FFA) und dem Laboratorium für Werkzeugmaschinen und Betriebslehre (WZL), Aachen, durchgeführt wurde. Die Projektergebnisse wurden bereits exemplarisch in zwei Produktionsbereichen des Ford Werkes in Saarlouis angewendet. wurden Modelle und Methoden zur Gestaltung der Informationsversorgung autonomer Produktionsgruppen entwickelt.

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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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Santarcángelo, Juan E., and Diego Taraborelli. "Ford Motor Company en Argentina: desde sus orígenes al final del modelo de industrialización por sustitución de importaciones." H-industria, no. 32 (June 26, 2023): 105–27. http://dx.doi.org/10.56503/h-industria/n.32(17)pp.105-127.

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Ford Motor Company es un conglomerado económico multinacional de origen estadounidense especializado en la producción de automóviles que instaló en Argentina la primera filial del conglomerado en América Latina, a finales de 1913. Este trabajo tiene por objetivo revisar los principales acontecimientos de la estrategia empresarial que caracterizaron la acumulación de la empresa Ford Motor en Argentina, así como la configuración de sus actividades como conglomerado económico y su estrategia productiva desplegada en el país entre 1913 y 1975. Se analiza no sólo su estrategia de inserción y expansión durante los modelos agro-exportador y de industrialización por sustitución de importaciones, sino también el modo en el que la empresa (y luego el conglomerado) tuvo que articularse con los distintos gobiernos nacionales, así como las formas concretas que utilizó para adecuarse a diferentes regulaciones sectoriales.

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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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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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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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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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