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By 2008, for example, the quality gains at Ford had translated into a reported savings of
By 2008, for example, the quality gains at Ford had translated into a reported savings of $1.2 billion in warranty costs (Kavanagh 2008).||
By 2008, for example, the quality gains at Ford had translated into a reported savings of $1.2 billion in warranty costs (Kavanagh 2008).
An improvement of this magnitude does not happen easily or quickly; it is the product of constancy of purpose over many years in product design and manufacturing..2 billion in warranty costs (Kavanagh 2008).
Working with the UAW, Ford met that challenge and is now a national leader in job creation, generating an estimated 18,000 new jobs in the United States since the recession, including jobs that had been slated for Mexico.Reflecting on the two years of training for this first cohort of trainees, she said: No longer were we management and employee, we were team members pursuing the same goal. Some didn’t believe a person without a statistics background could pass. People have skills that managers don’t know anything about.This experience doesn’t eliminate the notion of salaried versus hourly, but for me personally it demonstrated how much more we as an organization can achieve when titles, classifications, and separation aren’t the central focus. People are loyal to the company—there has to be respect and loyalty because we are all giving our best and it doesn’t matter where you are in the structure. One should never be comfortable making an assumption about another person’s skill set or talents simply by their classification, association with a group, or a particular organization and/or appearance.When Congress and the Obama administration were debating a bailout of the auto industry, it was seen as troubled in ways comparable to the financial sector.Industry leaders were berated for flying corporate jets to testify before Congress (Wutkoski 2008).
(Cutcher-Gershenfeld, Brooks, and Mulloy 2015, 147)Company successes are not just due to the minds of the people at the top who are being paid all the money, but the minds of people at the bottom. (Cutcher-Gershenfeld, Brooks, and Mulloy 2015, 53) As is evident from this last quote, despite considerable progress in valuing the distributed knowledge of the full workforce, there were still deeply embedded assumptions that had not fully changed.