Professional Documents
Culture Documents
AUTMOBILE
MANUFACTURING
Introduction:
People often credit Henry Ford with inventing the automobile and the
assembly line. In fact, he did neither! What Mr. Ford actually did was change
the way manufacturers operate. Henry Ford brought together many
innovative ideas that helped revolutionize mass production.
Henry Ford did not invent the automobile or the assembly line. He did,
however, change the world by using an assembly line technique to produce
cars which could be afforded by everyone. From 1909 to 1927, the Ford
Motor Company built more than 15 million Model T cars. Without a doubt,
Henry Ford transformed the economic and social fabric of the 20th century.
Mr. Ford is often quoted as saying "I will build a motorcar for the great
multitude". At the time it was a revolutionary business model to lower a
product's cost and the company's profit margin in exchange for increased
sales volume. Up until this point in time the automobile had been a status
symbol and cars were painstakingly built by hand for the wealthy.
The first production Model T Ford (1909 model year) was assembled at the
Piquette Avenue Plant in Detroit on October 1, 1908. Over the next 19 years
relatively few fundamental changes were made to the basic design. By 1926
the design was so antiquated that the Model T could not compete with more
modern offerings from competitors like Chevrolet. 1927 was the last year for
Henry's lady, the "Universal Car".
Model T:
Ford and his company's engineers designed a car named the Model T. First
offered for sale in 1908, the Model T was produced like other carsone
vehicle at a time. But the Model T was more sturdy and powerful than other
cars. Considered relatively simple to operate and maintain, the auto offered
no factory options, not even a choice of color. The Model T was also less
expensive than most other cars. At an initial price of $950, 10,000 autos
were sold the first yearmore than any other model.
Model T changed the world forever. A Ford customer could buy a reliable
automobile that was fairly easy to drive. Ford sold over ten thousand Model T
cars in the first year of production, a new record for any automobile model.
The Model T was revolutionary because it combined the then-rare attributes
of reliability, ruggedness, utility and economy--all in one machine that was
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eminently affordable. And that was something no other car had done before.
The T was sized just right, and its 100-in. wheelbase made it a perfect
platform for a wide variety of bodies, from sporty roadsters to touring cars,
pickup trucks to even delivery vans.
1908 - The first 1909 Model T was built at Ford's Piquette Ave. Plant
1909 - The Model T came in first place in the New York to Seattle race,
4100 miles in 22 days and 55 minutes averaging 7.75 mph.
1910 - Model T production moved to Ford's Highland Park Assembly
Plant, also known as the 'Crystal Palace' because of the vast expanse
of windows.
1913 - Ford implements the moving assembly line at its Highland Park
Assembly Plant, reducing chassis build time from 14 hours per car to
just 1.5 hours
1914 - Henry Ford is alleged to have proclaimed, "You can have and
color you want, as long as it's black." From 1914 to 1925 the Model T
was only available in black.
1917 - The 2 millionth Model T Ford rolled off the line on June 14th.
1919 - Ford introduced an electric starter for the Model T which meant
owners no longer had to crank the engine to start it.
1921 - The 5 millionth Model T Ford rolled off the line on May 28th.
1924 - The 10 millionth Model T Ford rolled off the line on June 4th.
Famed ford racing driver Frank Kulick drove it from New York to San
Francisco on the Lincoln Highway, the only coast-to-coast highway at
the time.
1925 - The Ford Model T Runabout with a pickup body was introduced,
the first Ford factory installed pickup bed in history.
1927 - After 19 years and more than 15 million vehicles, Ford Model T
production ended on May 26th
1999 - On December 18th, the Ford Model T was named 'Car of the
Century' by a panel of 133 automotive journalists and experts who
began with a list of 700 candidates in 1996 and sequentially narrowed
the nominees through seven rounds of balloting over three years.
2003 - 43 vintage Model T Fords journeyed across the country to
participate in a 100th Anniversary celebration of the Ford Motor
Company.
The aim of this report is to understand the innovation, planning and foresight
that has made this product unique and set the platform for Ford motor
Company to face the new challenges of 20th Century.
Material management:
Material management is defined as a function of not only receiving material,
storing materials, purchasing, but an overall function of an organization. It
constitutes the major cost for the organization, and a low profile of the
department should be maintained to curtail costs, so the organization could
go making profit. As materials constitute 70% of the bulk requirement the
possibility is to curtail cost to the minimum. The planning and control of the
functions supporting the complete cycle of flow of materials, and the
associated flow of information. These functions include Standardization, need
determination.
Following are several revolutionary initiatives that has changed the concept
of material planning and management in automobile industry in 20th century.
Vanadium Steel:
Henry Ford searched the world for the best materials he could find at the
cheapest cost. During a car race in Florida, he examined the wreckage of a
French car and noticed that many of its parts were made of a metal that was
lighter but stronger than what was being used in American cars. The
development team ascertained that the French steel was a vanadium alloy,
but that no one in America knew how to make it. The finest steel alloys then
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Interchangeable parts:
Ford looked at other industries and found strategies that he could apply to
making the Model T. Gun making was considered an extremely skilled craft in
the 18th century, and firearms, including pistols and muskets, were all
constructed by hand. In this way, every gun was a one-of-a-kind possession,
and a gun broken could not be easily repaired. At the very least, the process
was time consuming and expensive, as the gun had to be brought to a
craftsman and repaired to order. In the mid-18th century, the French
gunsmith Honor LeBlanc suggested the gun parts be made from
standardized patterns, so that all gun parts would follow the same design
and could be easily replaced if broken. LeBlanc was not alone in imagining
the potential value of this concept; an English naval engineer Samuel
Bentham had earlier pioneered the use of uniform parts in the production of
wooden pulleys for sailing ships. LeBlancs idea didnt catch on in the French
gun market, however, as competing gunsmiths saw clearly the effect that it
would have on their craft.
Using interchangeable parts required making the individual pieces of the car
the same every time. All pieces would fit with all others. Any valve would fit
any engine and any engine would fit any frame. Interchangeability of parts
was achieved by combining a number of innovations and improvements in
machining operations and the invention of several machine tools, such as the
slide rest lathe, screw-cutting lathe, turret lathe, milling machine and metal
planer. Additional innovations included jigs for guiding the machine tools,
fixtures for holding the work piece in the proper position, and blocks and
gauges to check the accuracy of the finished parts.
Interchangeable parts are perhaps one of the greatest and least -discussed
engineering inventions. These are parts that are designed to fit in any device
of the same type, rather than being designed for one specific item, and they
revolutionized the world of manufacturing. With their development, the
groundwork for mass manufacturing and distribution was laid, and the
Industrial Revolution was born. These parts are made in a centralized
manufacturing facility and stored until they are needed, and they fit in all
cars of the same make, model, and year.
high tolerances. A great deal of shaping and fitting was required to get them
together properly," they wrote during the period.
What was lacking was controlover the quality and standard of parts and
components in the supply stream, and over the inbound flow of materials
coming from outside sources. No checks and balances were in place to
mediate discrepancies within the manufacturing and assembly processand
it showed.
As manufacturing demand began to dictate the flow of supply, the
company's Highland Park, Detroit, plant emerged as the center of this new
productivity revolution. Ford diversified the company's business interests to
include a number of village industries to gain better control over supply. Not
only was Ford Motor Company producing a revolutionary vehicle for
transport, and in the process controlling the means of production, the
manufacturer also became its own supply line, acquiring raw materials,
energy resources, and transportation assets necessary to support the entire
enterprise. The idea of controlling such a vast breadth of resources, rather
than relying on suppliers who invariably spiked their prices, fueled Ford's
business philosophy to create the best product at the lowest cost to the
consumer, while still paying employees a high wage. It also presented a
revolutionary productivity paradigm that, at its core, depended on the
seamless integration of inbound and outbound transportation processes and
product flows. The idea of a "supply chain" comprising myriad points of
supply, many more points of consumption, and an infinite number of touch
points in between, required a new way of looking at managing global
transportationand matching demand to supply.
Within this emerging dynamic, the Ford JIT model sparked new ideas and
justifications for following demand signals and managing inbound
transportation. But it wasn't a linear process.
For some companies it was purely driven by cost economies; others saw it as
a means to dig deeper into their supply chains to reduce inventory; fewer
still saw an opportunity to create a nexus for change by breaking down silos
and integrating functions across and beyond the enterprise. In a variety of
ways, businesses embraced these ideas and ran.
Together, Ford and suppliers broke the mold for demand-driven logistics. But,
they did not break the barrier. Rather, they positioned themselves and others
to take the next leap.
Mass Production:
Mass production", "flow production" or "continuous production" is the
production of large amounts of standardized products, including and
especially on assembly lines. Together with job production and batch
production, it is one of the three main production methods.
The term mass production was popularized by a 1926 article in the
Encyclopedia Britannica supplement that was written based on
correspondence with Ford Motor Company. The New York Times used the
term in the title of an article that appeared before publication of the
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Assembly line:
An assembly line is a manufacturing process (most of the time called a
progressive assembly) in which parts (usually interchangeable parts) are
added as the semi-finished assembly moves from workstation to workstation
where the parts are added in sequence until the final assembly is produced.
By mechanically moving the parts to the assembly work and moving the
semi-finished assembly from work station to work station, a finished product
can be assembled faster and with less labor than by having workers carry
parts to a stationary piece for assembly.
Assembly lines are common methods of assembling complex items such as
automobiles and other transportation equipment, household appliances and
electronic goods.
In the early days, Ford built cars the same way as everybody else one at a
time. The car sat on the ground throughout the build as mechanics and their
support teams sourced parts and returned to the car to assemble it from the
chassis upwards. To speed the process up, cars were then assembled on
benches which were moved from one team of workers to the next. But this
was not fast, as Ford still needed skilled labour teams to assemble the 'handbuilt' car. So production levels were still low and the price of the car was
higher to cover the costs of mechanics.
What was needed was automation. Henry and his engineers invented
machines to make large quantities of the parts needed for the vehicle and
devised methods of assembling the parts as fast as they were made. They
were ready for the breakthrough.
Vertical Integration:
A complex surrounding the Highland Park Plant included a power plant,
machine shop, and foundry. Ford was starting to bring together the various
stages in the manufacture of automobiles, a strategy called vertical
integration. By the 1920s, Ford had purchased a rubber plantation in Brazil,
coal mines in Kentucky, acres of timberland and iron-ore mines in Michigan
and Minnesota, a fleet of ships, and a railroad. These efforts to vertically
integrate helped Ford make sure his company would have raw materials and
parts when they were needed, guaranteeing a continuously operating
assembly line. These efforts also enabled the company to profit from more of
the processes involved in producing the automobile.
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Fords 1915 production rate of 308,162 eclipsed the number of cars produced
by all other automobile manufacturers combined.
Following chart shows the significant progress that Ford was able to make
with moving assembly line.
Year
1909
1910
1911
1912
1913
Produc
tion
10,666
19,050
34,858
68,773
170,211
1914*
1915
1916
202,667
308,162
501,462
Incre
ase
79%
83%
97%
147%
19%
52%
63%
*Fiscal year was only 10 months long due to change in end date from Sep 30
to July 31
160%
140%
500,000
120%
400,000
100%
300,000
80%
60%
200,000
40%
100,000
0
1909
20%
1910
1911
1912
Production
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1913
1914
1915
Increase
0%
1916
These concepts allowed Ford to increase his profit margin and lower the cost
of the vehicle to consumers. The cost of the Model T would eventually drop
to $260 in 1924, the equivalent of approximately $3500 today.
their normal line tasks. This staff flexibility was also eased by Fords rapid
growth since good performance in a temporary supervisory position could
lead to a more permanent posting in the near future.
Fords personnel office reputedly had the capability of hiring nearly 600
people per day, further highlighting the organization-wide capacity for
managing operational variations.
Ford employed an average of 12,145 people monthly in 1914, ranging
from a minimum of 9694 in July to a maximum of 13971 in February.
The personnel office seemingly had the capacity for moving from the
minimum staffing level up to the maximum (13971 9694 = 4277) within
just 7 days time given they could process 600 people a day.
This implies that the smaller within month adjustments could be made within
just a day or two, so Ford probably had more difficulty in adapting its
material flows than in adjusting the workforce size. Fords flexible operations
and variability in employment it particularly seems that such high wages
were an incentive ensuring workers would be immediately available when
required for any tasks needed.
Fords system design adapted to the sales variability. The work was designed
so that it could be easily performed at speed, and workers quickly trained to
take on work they had not previously done. The production systems as well
as the staff were adapted to the need for flexibility with simple, low cost
materials handling and production equipment used where possible.
Recycling:
Henry Ford used wood scraps from the production of Model T to make
charcoal. Originally named Ford Charcoal, the name was changed to
Kingsford Charcoal after Ford's brother-in-law E. G. Kingsford brokered the
selection of the new charcoal plant site.
Lumber for production of the Model T came from the same location, built in
1920 called the Ford Iron Mountain Plant, which incorporated a sawmill
where lumber from Ford purchased land in the Upper Peninsula of Michigan
was sent to the River Rouge Plant; scrap wood was then returned for
charcoal production.
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Price
$
$
$
$
$
$
Sales
680
590
525
440
390
345
Decrease
34,858
68,773
170,211
202,667
308,162
501,462
24%
13%
11%
16%
11%
12%
Price Vs Sales
600,000
$800
$700
500,000
$600
400,000
$500
300,000
$400
$300
200,000
$200
100,000
0
$100
1911
1912
1913
Sales
1914
1915
1916
$-
Price
In October 1908, the first Model T Fords were sold for $950. New ways of
production helped to reduce production costs, Ford passed the savings on to
consumers as lower prices. By 1912, the car was selling for $575. It was the
first time that a new car had sold for less than the average wage of U.S.
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workers. The price of the Model T would continue to drop during its 19 years
in production, at one point dipping as low as $280. With each price cut, more
and more consumers could afford to buy the cars.
This reduction in price meant that the Ford Motor Company had smaller profit
margins (on each Model T), but its revenue stayed the same. How was that
possible? In 1909 the profit on a Classic Car was $220. By 1914, the margin
had dropped to $99. But sales were exploding. While profit margins on
individual cars were smaller, the added sales volume increased total profits.
During this period, the companys net income rose from $3 million to $25
million. Its U.S. market share rose from 9.4 percent in 1908 to a remarkable
48 percent in 1914.
Conclusion:
Critical to the success of the Model T was Henry Ford's ability to increase
productivityoutput per unit of input. Specialization and division of labor
helped Henry Ford and his company increase Model T productivity. Assembly
line production was more efficient than having individual workers making
complete products. Interchangeable parts made this new way to organize
production feasible.
Henry Ford believed Everything can always be done better than it is being
done. He applied this principle to every facet in the manufacture of the
Model T. He looked constantly for improvements in product design and
manufacturing.
The introduction of the $5 day in 1914 was the turning point where all his
ideas came together and really started to pay off in terms of productivity and
corporate profits. His $5 day forced other employers in the auto industry and
other industries to follow his lead to attract and keep workers. As a result,
wages for many U.S. workers increased. The increase in wages increased
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consumer demand for automobiles. The demand curve shifted right as more
consumers were willing and able to buy cars.
Henry Ford permanently changed the auto industry. To remain competitive,
other automakers had to adopt his innovations in mass production.
By the time Henry Ford halted production of the Model T in 1927, more than
15 million cars had been sold, half the world's output of automobiles. His
innovations in the auto industry completely transformed life in the 20th
century. Manufacturing productivity soared as other industries adopted his
approach to mass production. Wage increases allowed workers to buy goods
that were formerly considered luxuries. Volume selling at low prices proved
to be a profitable strategy.
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