Case Review #1: Ford Pinto 1.) FACTS • Ford was aware of gas tank defects on their Pinto model • Ford ignored the safety concerns, positing “safety doesn’t sell” (p. 66) • Ford based their decision off a cost-benefit analysis o Determined the “cost” of trunk alterations outweighed the “cost” of enhanced safety • There were over 40 incidents involving Pinto passengers dying or being severely maimed 2.) ETHICAL ISSUES • Is it morally right to sell a car with known, potentially fatal, defects
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Executive Summary: Ford wanted to adapt the idea of virtual integration to improve its supply chain. By the use of technology; it wanted to reduce its working capital and increase profits. Moreover, the company was emphasizing more and more on shareholder value and customer responsiveness so they were looking into reengineering some of their processes which can help improve their current forecasting model and reduce OTD cycle times substantially. With new business models prevailing, Ford did not want to
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FORD MOTOR COMPANY: SUPPLY CHAIN STRATEGY Teri Takai, the director of supply chain systems, had set aside this time on her calendar to contemplate recommendations to senior executives. The question they’d asked was widely agreed to be extremely important to Ford’s future: How should the company use emerging information technologies (i.e. Internet technologies) and ideas from new high-tech industries to change the way it interacted with suppliers? Members of her team had different views on the
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Ford Motor Company-2007 Step 1 Identify the firm’s exiting vision, mission, objective and strategies (Executive summary). Vision: To become the world’s leading Consumer Company for automotive products and services. Mission: We are a global family with a proud heritage passionately committed to providing personal mobility for people around the world. We anticipate consumer need and deliver outstanding products and services that improve people’s lives. Strategies: Aggressively restructure
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Diagram The Chevelle was expected to rival the Ford Fairlane, and to come back to the Chevrolet lineup a model comparative in size and idea to the well known 1955-57 models. Lovers rushed to notice that the Chevelle's 115-inch (2,900 mm) wheelbase was the same as that of the 1955-57 Chevy. Two-entryway hardtop roadsters, and convertibles, four-entryway vehicles, and four-entryway station wagons were offered all through the whole run. In accordance with other Chevrolet arrangement, the two-entryway
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Case Analysis Report In August 2000, Ford Motor Company and Firestone Tire Company recalled 6.5 Million ATX and AT tires that had been installed on Ford’s Explorer model SUV. At the time, it appeared as though Ford and Firestone were doing the right thing. They had found out that the tread separated on Ford Explorers in states with intense heat, such as Florida and Texas. However, it later came to light that both Ford and Firestone had known about these problems earlier than 2000 and that Ford
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Ford Motor Company Pinto Case Karen Nollet, Alonso Miller, Michael Morra, Pamela Tenori MGT/216 Abstract In 1971, Ford Motor Company (FMC), on the advice of then vice-president Lee Iacocca, introduced the first subcompact vehicle, the Ford Pinto.
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Executive Summary Although Ford is a successful company in the world, with increasing competition and new technology improvement, Dell’s succeed by implementing “Virtual integration” , Teri Takai, Director of supply chain system, has to choose if Ford will make a change implementing Virtual integration based on Dell's model, or just stay as Ford is currently doing. Some are arguing that virtual integration is not feasible for Ford because of Ford’s business is totally different from Dell and business
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------------------------------------------------- Executive Summary Although Ford is a successful company in the world, with increasing competition and new technology improvement, Dell’s succeed by implementing “Virtual integration” , Teri Takai, Director of supply chain system, has to choose if Ford will make a change implementing Virtual integration based on Dell's model, or just stay as Ford is currently doing. Some are arguing that virtual integration is not feasible for Ford because of Ford’s business is totally different
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Ford Pinto: An Ethical Inferno Michael W. Daniels Excelsior College Introduction and Analysis “Pinto crashes caused the death and mutilation of 900 occupants after their cars burst into flames after rear-end collisions,” Robert Sherefkin explains in his article Lee Iacocca's Pinto: A fiery failure. The engineered design of the Ford Pintos resulted in the gas tank rupturing in low speed rear end collisions. The design flaw was recognized early in the Ford Pinto’s production. According
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