OPERATIONS MANAGEMENT

COMPANY PROFILE
Ford Motor company is a multinational automaker that has its main headquarter
in Dearborn, Michigan, a suborn of Detroit. It was founded by Henry Ford and
incorporated on June 16,1903. The company sells automobiles and commercial
vehicles under the ford brand and most luxury cars under the Lincoln brand.
Ford introduced methods for large- scale manufacturing of cars and large-scale
management of an industrial workforce using elaborately engineered,
manufacturing sequence typified by moving assembly lines by 1914, these
methods were known around the world as Fordism.
Ford is the second-largest U.S.-based automaker (behind General Motors) and
the fifth-largest in the world vehicle production. At the end of 2010, Ford was
the fifth largest automaker in Europe. Ford was the eleventh-ranked overall
American-based company in the 2018 Fortune 500 list, based on global
revenues in 2017 of $156.7 billion. In 2008, Ford produced 5.532 million
automobiles and employed about 213,000 employees at around 90 plants and
facilities worldwide.

CAPACITY MANAGEMENT

This strategic decision area of operations management supports production goals. Ford
pioneered the assembly line method, which maximizes production capacity. Also, Ford
continues to improve its capacity by developing new facilities for its production network and
supply chain.
System Integration: Data will typically reside in multiple enterprise resource planning
(ERP) systems and various point solutions. You must be able to seamlessly incorporate all
this information as well as close the loop back to the execution systems based on the
decisions made during planning cycles.

Data Integrity: By integrating all data onto one platform, people will have confidence in
the data integrity of the global capacity management system. There is only one version of the
data and all involved will see any updates to that.

Scalability: The scale of the data and computing power required to model a global multi-
tier supply chain and explode demand and supply across the integrated supply chain is
enormous, but the ability to scale is essential. An approximate model is not enough.

Configurability: No two global manufacturers have the same requirements and processes.
The platform must be configurable to support regional and global processes. This includes
analytics, planning rules, views and workflow. This configurability will also enable processes
to evolve over time without customizations.

Simplicity: Finally, it needs to be relatively easy to deploy and easy to use. You can’t have
ERP-type deployment times with only system experts able to turn it on. It must be deployed
in months and be utilized by all levels of planning to provide the insights for timely planning
and decision support

INVENTORY MANAGEMENT

Henry Ford managed to cut his inventory by forty million dollars by changing how he
obtained materials to produce automobiles. Through a process called vertical integration,
Ford purchased mines and smelting operations to better control the source and supply of
material to produce cars. In this way, he was able to reduce his standing inventory and
increase turnover
Just-in-time inventory usually requires a dominant face (or a major partner that has the
resources to start the process and keep it organized and controlled) that organizes the flow
and communication so that all the parties in the supply process know exactly how many parts
are needed to complete a production cycle and how much time is needed in between
production cycles. By having and sharing this information, Ford Motor Company and its
suppliers are able to deliver just the right amount of product or inventory at a given time. This
requires a close working relationship between all the parties involved and greatly minimizes
the amount of standing or idle inventory.
In the economic-order quantity decision model, an analysis is made to determine the optimum
quantity of product needed to minimize total manufacturing or production costs. In other
words, through a complex analysis, management attempts to determine the minimum amount
of product needed to do the job and still keep the cost of inventory as low as they possibly
can. This analysis considers the amount of time needed to generate an order, to process,
manufacture, organize, and ship each product, then to receive, put into inventory at a Ford
Dealership store, and then sell each product. Lastly is to process the paperwork upon receipt
through the final payment process.

COST CONTROL
(1) Concentration upon a single product
(2) Keeping each article distinct
(3 Extensive use of conveyor systems
(4) Subdividing work so that each worker has only one or very few operations to perform
(5) Providing the required quantity of material of the specified quality at the required time
and place
(6) Assigning a definite amount of work to each man to be done in a given time
(7) Wage payment on the straight day-rate
(8) Acquirement of sources of raw materials
(9) Reduction of inventories of materials in stock and in process
(10) Foregoing the taking of intermediate profits on processes between raw materials and
finished product
(11) Keeping materials and parts in rapid motion to assure quick turnover
(12) Using machine-tools that give the lowest production cost and require the least manual
control

LOGISTICS MANAGEMENT
The Material Planning and Logistics Department; plays a critical role in Ford Otosan’s
production and sales processes. Material Planning ensures the use of vehicles, tools, parts,
and equipment which comply with the Ford Motor Company’s general working requirements.
Aside from the safety, security, and environmental protection regimes we understand as
possessing unequivocal significance, we also hold high regard for the implementation of
storage which complies with professional quality controls; the creation of material request
programmes; and the implementation of decision-making processes such as those governing
the requesting or delivery of parts, vehicles, equipment. Logistics; plans and implements all
requirements for the movement, distribution, bar coding, packaging, and storage tasks
required for all types of products, services and raw materials – all to be executed within the
shortest time and at the most efficient costs.
The Logistics Department manages the flow of goods to and from various facilities, as well
as from our facility and then on to supply chains.
QUALITY MANAGEMENT
Ford company’s primary goal is customer satisfaction, which we consider an indication of
our conception of quality.
Indicating how to go beyond expectations in our design and production processes by
understanding the current and future expectations of our customers. Designing and
implementing creative and innovative processes in all our services. Ensuring simple,
comprehensive, innovative, creative and sustainable processes.
Imbibing the entire organisation with a culture which values quality. The job of our Total
Quality Department includes implementing problem-solving and quality improvement
processes to ensure consistent development; and achieve process development by forming
simple teams all working on the same page.

Scheduling
In this strategic decision area of operations management, the short-term and intermediate
schedules of processes and resources are considered. Ford addresses these concerns through
automated scheduling in its production facilities, and semi-automated scheduling in its
offices, such as corporate offices and regional offices.

MANPOWER PLANNING
Ford’s Human Resources HR goal is to build a team of people who is customer centric, has
innovative idea and perform as needed to compete in the global marketplace. Recruitment &
Selection Strategy .Dedicated Ford Talent Centre . Internal and External recruiting & Target
and Open recruitment. Ford invite applicants, who has broad range of skills, competencies,
innovative mind, ready to use talent and ability to work in team with less supervision .
Selection through team interview and behaviourally based evidence of innovative
performance
Ford developed many training programs which focus on enhance skills, making decision,
work in teams and creative thinking. Training designed in the way that will stimulate
innovation and creativity Focused technical, professional and leadership development
programs. Development programs support long-term organizational alignment and HR play
the role as change agent.
Ford uses a grading system that evaluate employee on a curve, called Performance
Management Process. Employees are classified into three categories- Top achiever Achiever
and Improvement required. Importantly, those employees under third category, will continue
to receive coaching and counselling to improve their performance.
JOB DESCRIPTION
Ford Motor Company's Global Data, Insight, and Analytics (GDIA)
organization is looking for a seasoned analytics professional that has a
deep business understanding of data science. You will have the
opportunity to work with some of the brightest global subject matter
experts that are transforming the automobile industry.

The role spans the full lifecycle from analytic question definition,
through data gathering, analysis, reporting/visualization development,
testing, and operational deployment and support iterations. The
incumbent must be able to work with business users to gather goals
and illicit requirements, translate those into technical designs,
coordinate with multiple source data owners, and then develop the
end user friendly reporting and analytics platform of standard reports
and self-service analytics interfaces.

This role requires a detail oriented, creative technologist, comfortable

working in a highly collaborative, entrepreneurial environment, able
to work with a variety of customers and manage and prioritize
competing customer demands, while incrementally building an
integrated reporting and analytics self-service platform end state
vision
JOB ANALYSIS