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Analysis of the experience and stability project at Ford Motor Company : what does it take to change a culture and rebuild a technical organization?

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dc.contributor.advisor Paul Carlile. en_US
dc.contributor.author Chatawanich, Candy Suda, 1972- en_US
dc.contributor.author Rush, Timothy Arthur en_US
dc.contributor.other System Design and Management Program. en_US
dc.date.accessioned 2006-03-24T18:15:27Z
dc.date.available 2006-03-24T18:15:27Z
dc.date.issued 2004 en_US
dc.identifier.uri http://hdl.handle.net/1721.1/30055
dc.description Thesis (S.M.)--Massachusetts Institute of Technology, System Design & Management Program, 2004. en_US
dc.description "February 2004." en_US
dc.description Includes bibliographical references (p. 87-88). en_US
dc.description.abstract As Ford Motor Company celebrates its 100th anniversary; it finds itself in a crisis due to its lack of technical proficiency. The lack of technical depth within the workforce is the result of a deeply ingrained culture that encourages employees to change positions every 18-24 months to vastly diverse parts of the company. The problem is exacerbated by years of early retirements, company sell-offs and outsourcing of technical design work to full service suppliers. In reaction to the lack of technical competency, Ford has undergone one of the largest reorganizations in their history. The new organization is now centered on function with loose ties back to the many vehicle programs. In order to encourage a new corporate culture that values technical depth over being a generalist, Ford has also developed additional projects within the organization. One of the most prominent is the Employee Stability Project (ESP) and Technical Maturity Model (TMM) that focus in on developing a technical development plan for each individual engineer. This research analyzes the rollout of the ESP/TMM project within the Body Engineering function (with some comparisons to the Chassis Organization). Data was collected through two surveys conducted nine months apart and focus group sessions. The surveys encompassed the entire Body Engineering organization. In addition, the culture at Ford was compared with the culture developed at one of its main rivals, Toyota. The data for Toyota was collected through one-on-one interviews. The result of the data collected show that entire workforce recognizes that the lack of technical depth within the company is an issue. en_US
dc.description.abstract (cont.) In addition, the concepts and principles behind the ESP/TMM project are understood and deemed important to the company's success. However, there is still resistance to the adoption of the project and momentum behind the support of the ESP/TMM project appears to be stalling. The recommendations by the authors include reinforcing communication, recognition, and demonstration of appropriate technical behaviors at every level within the organization. Ford should also utilize the technical depth within the company (in the form of senior engineers and technical specialists) upfront in the development in new programs and as consultants at key technical milestones to maximize their effectiveness and teaching opportunities. There are also several recommendations around the Individual Technical Development Plan in order to encourage its adoption and ensure its usefulness to the technical development of the engineers. Finally, a vision of a fully functioning, highly technical organization is described to show how this organization can quickly adapt to future challenges that the company may face. en_US
dc.description.statementofresponsibility by Candy S. Chatawanich and Timothy A. Rush. en_US
dc.format.extent 178 p. en_US
dc.format.extent 6201162 bytes
dc.format.extent 6200968 bytes
dc.format.mimetype application/pdf
dc.format.mimetype application/pdf
dc.language.iso eng en_US
dc.publisher Massachusetts Institute of Technology en_US
dc.rights M.I.T. theses are protected by copyright. They may be viewed from this source for any purpose, but reproduction or distribution in any format is prohibited without written permission. See provided URL for inquiries about permission. en_US
dc.rights.uri http://dspace.mit.edu/handle/1721.1/7582
dc.subject System Design and Management Program. en_US
dc.title Analysis of the experience and stability project at Ford Motor Company : what does it take to change a culture and rebuild a technical organization? en_US
dc.type Thesis en_US
dc.description.degree S.M. en_US
dc.contributor.department System Design and Management Program. en_US
dc.identifier.oclc 55626609 en_US


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