Strategies for leadership
A Ford case study

Page 1: Introduction

In the commercial world, organisations respond differently to outside events and the process of change. Some constantly seek opportunities for growth while others wait until changes are forced upon them. Some run out of energy and stagnate, while others develop and move forward in the face of stiffening competition. It is often said that ‘if you don’t think about the future, you...
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Page 2: Process manufacturing

The manufacture of motor cars involves a number of simultaneous processes. As an example, the same time as sheet metal is being stamped into body panels, seats are being trimmed, engine blocks cast, gearboxes built and instrument clusters assembled. The synchronisation of these operations and the subsequent distribution of sub-assemblies and components to various stages of the assembly line is...
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Page 3: Leadership

The Dagenham 2000 project mirrors Ford’s corporate strategy but at an operational level. Within the seven global strategies for leadership Dagenham has:Achieved worldwide growthGrowth has been achieved through entry into rapidly developing emerging markets. Dagenham’s stamping plant also produces panels for the Fiesta for final assembly in the San Paulo plant in Brazil. In the European...
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Page 4: Customer service

As consumers become more demanding they look for more sophisticated features, quality build and value for money. Quality is Dagenhams first priority. As a result Nova C was implemented. This is a quality measurement, which is driven not by Ford, but by the customer. It has been successfully developed through customer focus groups. Ford have introduced many Metrics to measure this quality and...
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Page 5: Core principles

Dagenham 2000 principles - It is important that in achieving its strategic results Dagenham also adheres to the declared principles of the business. Dagenham 2000 has developed a number of principles which include: Customer driven principles – Cars made at Dagenham equals top quality workmanship. Reliable on-time production focussed on zero defects is designed to surpass customer...
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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.Vehicle productionDagenham 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.EfficiencyThe number...
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