Building a Shared Present and Future: Learnings from Henry Ford and Albert Kahn’s Co-Wuity Collaborative Innovation Network on the Moving Assembly Line and Mass Production

2019 ◽  
pp. 3-41
Author(s):  
Ken Riopelle ◽  
Xin Wang
Keyword(s):  
Mass Production ◽  
Assembly Line ◽  
Innovation Network ◽  
Collaborative Innovation ◽  
Henry Ford

scholarly journals Analysis of Henry Ford’s contribution to production and management

Pomorstvo ◽  
2019 ◽  
Vol 33 (1) ◽  
pp. 33-45
Author(s):  
Nikola Tomac ◽  
Radoslav Radonja ◽  
Jasminka Bonato
Keyword(s):  
Vertical Integration ◽  
Mass Customization ◽  
Mass Production ◽  
Assembly Line ◽  
Ford Motor Company ◽  
Just In Time ◽  
Time Production ◽  
The World ◽  
Henry Ford ◽  
Mode Of Production

Henry Ford is widely known as the car constructor, the founder of the Ford Motor Company, the pioneer of mass production and the inventor of the moving assembly line, which many consider as the world’s greatest contribution to manufacturing. In 1908, Ford started production of the Ford Model T, which has become one of the most successful automobile in automotive history. But his contribution far surpasses these excellent accomplishments. What are not well known are Ford’s contributions to the just-in-time production, product platforming, mass customization, vertical integration, designs for maintainability, ergonomic considerations, employee management and other features of the manufacture. The Ford’s production system has become the characteristic American mode of production widespread all over the world.

scholarly journals Dynamic Evolution Model of a Collaborative Innovation Network from the Resource Perspective and an Application Considering Different Government Behaviors

Information ◽  
2019 ◽  
Vol 10 (4) ◽  
pp. 138 ◽  
Author(s):  
Wu ◽  
Shao ◽  
Feng
Keyword(s):  
Network Evolution ◽  
Evolution Model ◽  
Dynamic Evolution ◽  
Innovation Network ◽  
Transfer Policy ◽  
Collaborative Innovation ◽  
Innovation Output ◽  
The Government ◽  
Small Change ◽  
Innovative Behaviors

The evolution of a collaborative innovation network depends on the interrelationships among the innovation subjects. Every single small change affects the network topology, which leads to different evolution results. A logical relationship exists between network evolution and innovative behaviors. An accurate understanding of the characteristics of the network structure can help the innovative subjects to adopt appropriate innovative behaviors. This paper summarizes the three characteristics of collaborative innovation networks, knowledge transfer, policy environment, and periodic cooperation, and it establishes a dynamic evolution model for a resource-priority connection mechanism based on innovation resource theory. The network subjects are not randomly testing all of the potential partners, but have a strong tendency to, which is, innovation resource. The evolution process of a collaborative innovation network is simulated with three different government behaviors as experimental objects. The evolution results show that the government should adopt the policy of supporting the enterprises that recently entered the network, which can maintain the innovation vitality of the network and benefit the innovation output. The results of this study also provide a reference for decision-making by the government and enterprises.

scholarly journals Standing on the shoulders of giants: production concepts versus production applications. The Hitachi Tool Engineering example

2009 ◽  
Vol 16 (3) ◽  
pp. 333-343 ◽  
Author(s):  
Eliyahu M. Goldratt
Keyword(s):  
Operations Management ◽  
Mass Production ◽  
Theory Of Constraints ◽  
Practical Case ◽  
Flow Management ◽  
Successful Attempt ◽  
Engineering Company ◽  
Wide Range ◽  
Production Environments ◽  
Henry Ford

This article analyzes the methodologies of Henry Ford, Taiichi Ohno, and Eliyahu Goldratt and presents explicitly the four principles of flow management according to these operations management philosophies. The differences among them are related to different instances of the same principles in different environments: Ford in his industry focusing on mass production of few (or one) products, Ohno at Toyota with the Toyota production System (TPS), and Goldratt in a wide range of production environments. The concepts are illustrated and tested in a practical case of implementation in the Hitachi Tool Engineering company. Here, we have the classic case of an unlikely successful attempt to implement a methodology (Lean), and how the Theory of Constraints (TOC) solved this issue. Finally, the limits for the solution proposed by Goldratt for operations management (DBR) are described.

Carter on Apartheid

Worldview ◽  
1977 ◽  
Vol 20 (5) ◽  
pp. 4-7
Author(s):  
Ross K. Baker
Keyword(s):  
United States ◽  
South Africa ◽  
Assembly Line ◽  
The United States ◽  
Fiftieth Anniversary ◽  
Woodrow Wilson ◽  
Henry Ford ◽  
The Law ◽  
Set Up ◽  
Battle Of Gettysburg

In 1913, when Woodrow Wilson was assuming the duties of President of the United States, Joseph Stalin was in exile in Siberia and Lenin in Galicia. When Union and Confederate veterans were meeting to commemorate the fiftieth anniversary of the Battle of Gettysburg and Henry Ford was about to set up the first modern assembly line, the newly established Union of South Africa promulgated the Natives Land Act. A world preoccupied with the decay of great empires and apprehensive about the onset of world conflict was only dimly aware of this law enacted in a distant corner of a remote continent. The law prescribed the apportionment of territory of the Union into areas of exclusive settlement by whites and blacks.

Henry Ford and the Model T: Lessons for Product Platforming and Mass Customization

2008 ◽  
Author(s):  
Fabrice Alizon ◽  
Steven B. Shooter ◽  
Timothy W. Simpson
Keyword(s):  
Mass Customization ◽  
Mass Production ◽  
Economies Of Scale ◽  
Production Systems ◽  
Product Line ◽  
Innovative Product ◽  
The Past ◽  
Henry Ford ◽  
Current Practices

Everyone knows Henry Ford’s famous maxim: “You can have any color car you want so long as it’s black”. While he is recognized as the father of mass production, his contributions extend well beyond that, offering valuable lessons for product platforming and mass customization. While Ford’s pioneering production systems are widely known and studied, few realize that Ford’s Model T could be viewed as one of the greatest platforms ever created, enabling his workers to customize this model for a variety of different markets. In this paper, we study Ford’s Model T in depth and describe insights into Ford’s vision and his car: how the platform was built, how it was leveraged, and how the platform was maintained dynamically and with continuous improvements to maximize learning and economies of scale. Finally, we compare Ford’s approach to more current approaches to learn from his innovative product line. In some aspects this old car still runs faster than us, and we can learn valuable lessons from the past to avoid future mistakes and improve current practices.

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