...Under the leadership of Ford CEO Lee Lacocca, The Ford Pinto Company introduced in 1971 in Canada, and later in U.S, had reputation as being the safety pioneer in the automobile industry. But was trouble impending, the car did not pass on the test, meaning that it failed bellow the state of the art for cars of that size. The design of the car flaws in its Pinto model could cause the car to burst into flames even in minor rear-end collisions. At the time there was no National Highway Traffic Safety Administration rear-end impact standard. Understandably American automobiles were losing market share in the 1960’s due to cheaper Japanese imports. Smaller, cheaper, better gas mileage, and lighter all meant better value to the consumers. Competition is suppose to fuel innovation and help make better products with smilier or better value. In this case Lee Iaccoca did not make a better product. Iaccoca wanted to simply compete and with the Japanese imports. In 1971 The Ford Pinto was made and produced in a accelerated fashion, so it was designed and produced in 25 months rather than the 43 months that it should have taken. Truth to be told it was a decent design it weighed under 2000 pounds and it cost less then 2000 dollars. The only really down fall was the rear-end design the Pinto was not really tested for rear-end impact, and when Ford engineers testing the rear-end impact for standard safety procedure the car failed the test. To make matters worse the rear-end testing...
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...THE FORD PINTO CASE: THE VALUATION OF LIFE AS IT APPLIES TO THE NEGLIGENCE-EFFICIENCY ARGUMENT Christopher Leggett Law & Valuation Professor Palmiter Spring, 1999 Abstract Text of Paper Abstract The cases involving the explosion of Ford Pinto's due to a defective fuel system design led to the debate of many issues, most centering around the use by Ford of a cost-benefit analysis and the ethics surrounding its decision not to upgrade the fuel system based on this analysis. ISSUE Should a risk/benefit analysis be used in situations where a defect in design or manufacturing could lead to death or seriously bodily harm, such as in the Ford Pinto situation? RULE There are arguments both for and against such an analysis. It is an economically efficient method which has been accepted by courts for numerous years, however, juries may not always agree, so companies should take this into account. ANALYSIS Although Ford had access to a new design which would decrease the possibility of the Ford Pinto from exploding, the company chose not to implement the design, which would have cost $11 per car, even though it had done an analysis showing that the new design would result in 180 less deaths. The company defended itself on the grounds that it used the accepted risk/benefit analysis to determine if the monetary costs of making the change were greater than the societal benefit. Based on the numbers Ford used, the cost would have been $137 million versus the $49.5 million...
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...the Ethical Dilemma in the Ford Pinto Case On August 10, 1978 three young girls died in a 1973 Ford Pinto after being stuck from the rear by a driver in a van. The Ford Pinto was completely engulfed in flames and the accident resulted in the death of the three young girls. Today, the debate continues regarding whether or not The Ford Motor Company was responsible for this case and many other cases involving the Pinto bursting into flames resulting in disfigurement or death. Ford has argued for over three decades that The Ford Motor Company is not at fault, but rather the other motorists who happened to rear end the Pinto drivers. Many accuse Ford of rushing the Pinto into production without proper testing leaving a faulty fuel system in the car that would rupture with any rear end collision or rollover accident; this resulted in the deaths of over 500 people. Many also accuse Ford of being fully aware of the faults with the Pinto and selling it to the public anyway. Letting the people die because of the Pinto and settling with their families was more economical than recalling the vehicle and fixing the shortcomings of the Pinto. The question remains regarding whether or not Ford put a price on human lives, or if the company was not at fault for simply trying to compete with foreign car companies to put an American made fuel efficient vehicle on the road. Ford was accused of not accounting for benefit and harm in an ethical business decision, zero personal evaluation, and...
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...In the 1970’s the Ford Motor Company produced a Ford Pinto that they deemed reasonable to sale to their consumers in order to make a maximum profit. However, the car they hurriedly produced lacked some safety features that ended up costing numerous people their lives. Ford knew about these problems but continued with the production anyways; therefore, Ford is responsible for the death of the people who were killed in the accidents in the Ford Pinto because of their faulty parts. In this case, Ford should have fixed their cars before producing them and letting the automobile industry get their hands on them. The stakeholders in this particular case would have been the people who had invested in the Ford Company and any employees in Ford, particularly...
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...moral theory. And if you'd like to blog on anything in the news send it to me - I'd be delighted to read it and - if it fulfils the criterion of good ethical thinking (!), post it!!!!! Utilitarianism is a normative, consequentialist, empirical philosophy which links the idea of a good action to one which promotes maximum pleasure or happiness, found by adding up costs and benefits (or pains and pleasures). It has two classic formulations - Bentham's hedonistic (pleasure-based) act utilitarianism and Mill's eudaimonistic (happiness-based) rule utilitarianism. In this article we make some preliminary comments on Bentham and Mill before analysing a famous case in 1972 where utilitarian ethics seemed to cause a very immoral outcome - the Ford Pinto case. Click here for a powerpoint presentation on the same subject...
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...surrounding the Ford Pinto case was The Ford Motor Company's choices made during development to compromise safety for efficiency and profit maximization. More specifically, it was Ford's decision to use the cost/benefit analysis detailed in section 11 to make production decisions that translated into lost lives. During the initial production and testing phase, Ford set "limits for 2000" for the Pinto. That meant the car was not to exceed $2000 in cost or 2000 pounds in weight. This set tough limitations on the production team. After the basic design was complete, crash testing was begun. The results of crash testing revealed that when struck from the rear at speeds of 31 miles per hour or above, the Pinto's gas tank ruptured. The tank was positioned according to the industry standard at the time (between the rear bumper and the rear axle), but studs protruding from the rear axle would puncture the gas tank. Upon impact, the fuel filler neck would break, resulting in spilled gasoline. The Pinto basically turned into a death trap. Ford crash tested a total of eleven automobiles and eight resulted in potentially catastrophic situations. The only three that survived had their gas tanks modified prior to testing.55 Ford was not in violation of the law in any way and had to make the decision whether to incur a cost to fix the obvious problem internally. There were several options for fuel system redesign. The option most seriously considered would have cost the Ford Motor Company and...
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...Running head: FORD PINTO CASE STUDY PAPER Ford Pinto Case Study Paper Learning Team B University of Phoenix MGT /216 Organizational Ethics and Social Responsibility SB09BSB10 Leatricia Cash June 2, 2010 The ethical issues surrounding Ford Motors in regard to the company’s production and release of the Ford Pinto brought the integrity of the organization into question by internal and external shareholders in the 1970s (Engineering.com, n.d.). Understanding the various ethical dilemmas faced by personnel who helped with the design and build of the Pinto provides clarification as to why the organization’s reputation as a quality supplier of automobiles was put into question by consumers. Analyzing the Ford Pinto Case Study, the following information will contain an outside viewpoint in regard to the Ford Pinto case that will illustrate viewpoints on the issue based off personal perspective. A recommendation on dealing with the issues Ford Motors faced with the Pinto are provided to illustrate the ethical approach Ford could have used during the production phase and after the vehicle entered the consumer market. The recommendation will be backed by examples of external and internal social pressures that have influenced the decision to recall the Ford Pinto. In addition, the evaluation of this case during 1971 and in current day is illustrated in the readings to compare and contrast the situation based on the...
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...The Ford Pinto Case In the late 1960’s Ford Motor Company wanted to produce a small model car to compete with small Japanese and German imports like Volkswagen, Datsun and Toyota (Danley). In 1969 Ford’s Board approved the plan to produce the Pinto. The CEO, Lee Iacocca, wanted a car that was low weight, under 2,000 pounds, and low cost, under $2,000. Lee “Iaccoca imposed the 2000/2000 rule, i.e., the Pinto could weigh no more than 2000 pounds and cost no more than $2000” (Danley). The engineers had about two years to design and manufacture a product. The 1971 Pinto went into production in 1970. The quick turnaround of the Ford Pinto was huge as the normal time frame to bring a new product to market was about three and a half years. Due to the quick design and production of the Ford Pinto, the car was not put through the normal tests until after production. When put through the rear-end test, it was determined to be below normal standards for cars of that size. For cars of this size, the standard was to place the fuel tank above the rear axle. However, Ford felt placing the gas tank above the rear axle didn’t leave enough trunk space. Therefore, the fuel tank on the Pinto was placed behind the rear axle, close to the back bumper. The design was such that if the car was impacted from the rear at 20 miles per hour or greater, a bolt would puncture the tank and possibly cause the car to erupt in flames. Ford Motor Company was determined to continuing manufacturing...
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...Ford Pinto Case Ford Pinto Case If we were involved in the Ford Pinto dilemma we would have used Deontological Ethical reasoning to decide whether or not to disclose the danger that the Pinto posed and/or use that reasoning to determine whether or not to install the part(s) that would make the Ford Pinto safer. Our decision would be to do what is morally right and avoid doing what is morally wrong, regardless of the consequences. True enough Ford was not obligated by government regulation or any law, to disclose the potential hazards of the Ford Pinto however; at the least they should have presented the option of purchasing the part to make the care safer - an option we would have made available to the customer. It is apparent Ford use the Utilitarian Ethical approach to come to their decision – choosing to do what produced the greatest amount of good for the greatest amount of people; a subcompact car that cost $2,000 and weighing no more than 2,000 pounds (Ford & Newton, 2008, p. 296), sold to 11 million customers as opposed to the only 180 people who lost their lives! Valuing a human life at $200,000 against a part that if individually purchased cost $11, Ford felt that it was less expensive to settle fatality claims at $200,000 per life – so they thought, until jury’s started awarding multi-million settlements – so much for their cost-benefit analysis. When a person comes to a conclusion on a decision, many times there are influences from outside sources that...
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...Commerce (COMM 101) Case 2.3 (The Ford Pinto) Week 4 1. What moral issues does the Pinto case raise? Moral issues that Ford Pinto case raises included producing dangerous products which are not safe to use it without informing the dangerous of the products to the public. In addition, lobbying the NHTSA to delay the safety measure of the products is also one of the moral issues that Ford Pinto case raises. (53 words) 2. Suppose Ford officials were asked to justify their decision. What moral principles do you think they would invoke? Assess Ford’s handling of the Pinto from the perspective of each of the moral theories discussed in this chapter. The theory of egoism is most suitable to describe the Ford Pinto case. Ford is doing things that benefit the organization itself. In addition, Ford only considered the short term benefits and neglected the long term interests of the organization itself. The handling of the Pinto from the perspective of each of the moral theories is as following. Act utilitarianism says that Ford did not produce the greatest possible balance of cost-benefit calculation for everyone affected. According to the Kant’s categorical imperatives, Ford should not place a monetary value on a human life. Based on W.D.Ross’s 7 basic Prima Facie Duties, Ford failed to apply the duties of nonmalefience because they did not produce safe cars. Lastly, Ford is unethical when applying the ethic of caring. Ford not only produced dangerous products...
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...Ford Pinto Case Study MGT/216 November 11, 2010 Executive Summary In the1960's, the American small-car industry had strong competition for Ford, Volkswagen and several Japanese companies. In order to battle their challengers, Ford expedited its most contemporary automobile, the Pinto, into manufacturing. Fabrication was completed in a smaller extent of time than is generally mandatory to generate an automobile. The expected time to produce a vehicle is forty-three months however Ford took no more than twenty- five months (Trevino & Nelson, 2007). While Ford had the opportunity to produce a new model that would decline the risk of the Ford Pinto from blowing up, the corporation selected not to execute the plan. This design expense would have a rate of $11 for each vehicle. A study demonstrated the innovative plan would have resulted in a reduced amount of 180 casualties. The corporation argued that they had utilized the traditional risk-benefit tests to decide if the financial expense of adjusting the modifications were larger than society’s shared benefit (Safety X Change, 2009). Ford relied on the figures; the cost would have been $137 million vs. the $49.5 million; a printed fee placed on the vehicle for damages, casualties and injuries. Three adolescent girls passed away in a 1973 Ford Pinto on August 10, 1978, after being impacted from the back by a driver in a small truck (University of Phoenix, 2007). The Ford Pinto was totally immersed in fire and the undesirable...
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...The Ford Pinto Case Team B Management 216 May 10, 2011 Ian Finley The Ford Pinto Case The horrific tragedy that took place on August 10, 1978 involving Judy Ann Ulrich, Lynn Marie, and Donna Ulrich was a real eye opener to a lot of consumers regarding the Ford Pinto. A van collided into the back of the young girl’s car causing the Pinto to collapse, the fuel tank to rupture, and the car to engulf into flames. Donna and Lynn Marie were trapped inside and suffered to death as a result of the combustion of the vehicle. Judy Ann was able to be extracted from the wreckage but passed away several hours later at a hospital. Two months prior to the casualty, Ford recalled all Pintos produced from 1971 to 1976 to repair their inadequate gas tanks. Ford only took the initiative for the recall after it was revealed that more than fifty people had died in Pinto-related collisions. With the introduction of the Ford Pinto, Ford’s desire for competition, led the company to overlook known construction flaws and their own moral code to endure higher profits. Lynne Marie and Donna Ulrich, along with Richard Grimshaw and the unidentified neighbor; how do you assign a value to a human life? According to the Ford Motor Representatives in the Ford Pinto Fires Case, it is quite simply done with a cost/benefits formula analysis. We’d like to believe that those lost are the only people that mattered, the people whom Ford Motor Company should have considered when they turned down a $137.5...
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...In 1968, the Ford Motor Company, based upon a recommendation by then vice president Lee Iacocca, decided to launch a subcompact car which is Ford Pinto. In order to gain a large market share, the Ford Motor Company plans for the project was the 2000/2000 rule. The car’s designer was designed and developed Pinto could weigh no more than 2000 pounds and it could cost no more than 2000 dollar. The Product Planning Committee instituted this rule because of the extreme competition between all of the automotive companies at the time (Daniel Boyce, n.d). Due to the Ford Motor Company was implemented the 2000/2000 rule, the car’s designers had to cut corners and restricted their ability to design a car the way it should be designed. Therefore, the Ford Pinto is known to be one of the most dangerous cars produced in automotive history due to several serious design flaws. Daniel Boyce wrote an article titled “Ford Pinto Case Information”. In his article, he claimed that “Pinto’s problems originated with the placement of the gas tank. At that time of automobile production, it was customary to place the gas tank between the rear axle and the bumper, which would give the vehicle more trunk space. The only other place the gas tank would be mounted was above the rear axle, but that eliminated trunk space, and the developers of the Pinto wanted the most practical car they could produce. The gas tank was nine inches away from the rear axle. This might not seem like a big deal, but there were...
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...Ford Pinto Case In the late 1960s Ford Motor Company developed the idea of the Ford Pinto. Foreign automobile such as Germans and Japanese manufactures dominated the small car market. Ford Motor Company did not want to stay behind in production. Chief Executive Officer, Henry Ford II and Lee Iococca’s rushed building new compact cars out in the market within two and half years which, was the Ford Pinto and the shortest production planning. Production and distribution of the 1970s Ford Pinto stirred controversy regarding safety concerns. Ford’s desire to compete with the foreign manufacturers led Ford to overlook known design flaws and their own ethics while in search of higher profits. Ford assigned a team of engineers to work on nothing but the Pinto. This team was required to stick to Iacocca’s goal of “the limits 2000”; this meant that the car could not weigh more than 2000 pounds. This became a challenge for the engineers and created concerns regarding the placement of the fuel tank. Because of the accelerated production the testing was not done thoroughly. Out of 11 Pintos subjected to rear end collisions, eight failed the test. Only the three with baffles between the tank and bumper and a special interior tank lining met safety standards. The project was almost complete, and it was not possible to make redesign revisions and meet the deadline for the release of the Pinto. The car met the requirements for the American public. It was not long before...
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...exciting assignment but I wanted to show some of my more formal writing.) When Ford began development of the Pinto in 1968, the company hoped that the car’s smaller size and price tag would help it compete with Japanese and German competition, who were mounting their takeover of the subcompact auto market. Ford president Lee Iacocca wanted the Pinto to be less than 2,000 pounds and less than $2,000 so it could stand out when released into a division of automobiles Ford did not have much experience in. In order to get the Pinto released as soon as possible, the design and manufacturing process was cut from three and a half years down to two. While testing the Pinto, it became apparent that due to the gas tank in the car was at great risk for fire hazard when struck from the rear, even at low speeds. The necessary improvements to make the Pinto safer were not complex or costly; they simply needed a barrier between the gas tank and the bumper of the car, which meant an added $5 to $8 to produce each car. To prevent the gas tank leaking during rollovers, another $11 would have to be spent on production. Ford was presented with a dilemma: to release the Pinto as scheduled and risk the safety of those who purchased it or spend more time designing the car, thereby seceding more of the subcompact auto market to the competition. After a cost-benefit analysis of the safety improvements and the potential death toll, Ford decided to release the model without the safety improvements. Their estimation...
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