Page 6: Conclusion
Strategy must be measured in terms of performance achievements. Strategic vision must be translated into realisable and sustainable objectives which prove whether strategy is working.
Dagenham produces a staggering 1320 cars per working day. During 1996 it will produce more than 254,000 vehicles; a significant increase on the 171,000 manufactured during 1993.
The number of hours it takes to build a car has fallen from 59.3 in 1989 to 21.8 in 1996. Both labour and overhead costs have been reduced per unit, which gives Ford the opportunity to compete with its global competitors.
The number of warranty repairs within the first three months have dropped by more than half. Feedback and action is taken based upon Nova C measurements, leading to significant improvements in quality.
The strategy of partnership has created a progressive company culture of partnership with the trade unions which has led to developments in employee relations. The keys to further progress are:
- employee commitment
- training and personnel development
- common objectives
- Dagenham 2000 Principles
- progressive and lean organisation
With the competition every bit as determined as Ford, Dagenham 2000 has created an agenda, which enables them to execute actions swiftly and efficiently within the global market.