| Henry Ford - A Great Innovator |  | 
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 Case Details:
 
 Case Code : LDEN025
 Case Length : 13 Pages
 Period : 1903
 Pub Date : 2003
 Teaching Note :Not Available
 Organization : Ford Motor Corporation Industry : Automobile
 Countries : USA
 
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 This case study was compiled from published sources, and is intended to be used as a basis for class discussion. It is not intended to illustrate either effective or ineffective handling of a management situation. Nor is it a primary information source.
 
 
 
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		| Model T - An Astounding Success
The first Model T finally rolled out in October 1908. It was affectionately 
called 'Tin Lizzie,' slang for an obedient and reliable servant. The Model T was 
priced at $850 and was simple, light, flexible, powerful, and easy to drive. The 
car was targeted primarily at farmers and had higher than normal ground 
clearance. In the very first year, Ford set new industry records by 
manufacturing nearly 10,660 Model Ts. In the second year, 18,257 more Model Ts 
were produced. With a significant increase in the demand for Model Ts, Ford 
decided to set up a new factory... |  |  Ford's Employee-Friendly Practices
 Ford had generous labor policies and believed in the importance of harmonious 
	relations with workers. In order to retain the workers, Ford gave them 
	bonuses and other benefits including free medical treatment, and invested 
	heavily in training programs. A sociology department was established in 
	mid-1910 to carry out research studies on employees' social attitudes, their 
	loyalty and obedience. The studies helped improve the plant layout and the 
	job description of workers. Sports facilities like fields and playgrounds 
	for the company's employees and their families were set up. Ford said, "I 
	want the whole organization dominated by a just, generous and humane 
	policy"25...  
	
		|  | The Criticism
	Ford was held in high esteem for his invaluable contributions to the 
	automobile and aviation (Refer Exhibit II) industry worldwide, but he also 
	faced criticism on a few grounds. Some said that the segregation of the 
	assembly process into 'thoughtless recurring tasks' made Ford workers into 
	robots. The critics felt that the assembly line made workers' mechanical 
	skill redundant. The workers no longer needed specialized technical skills 
	and were only required to do standardized unskilled work. Ford rebutted 
	these allegations and said, "I have heard it said, in fact, I believe it's 
	quite a current thought, that we have taken skill out of work. We have 
	not... |  ExhibitsExhibit I: A Brief Profile of Henry FordExhibit II: Ford's Contribution to the Aviation Industry
 
 
 25]  As 
quoted in the article, "Driving Force: Henry Ford," by Lee Iacocca, TIME. |  |