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Posted By Admin @ Mar 02, 2022
Posted By Admin @ Mar 02, 2022
Tittle: Report on Ford Motor Company Automaker company
Introduction of Ford Motor Company Automaker company
The intervention was supported by the management of Ford Company because of the manager's interest in the improvement of the information system in the organization. Ford Company had to build capacity in their workplace to the purpose of increase in the sustainability of the company in the targeted market. Before the intervention, Ford management decided to reject anything new and foreign to focus on company’s own capabilities and strengths. Before the intervention of systems thinking (ST) in Ford, the company invited Daniel Kim, Russell Ackoff, and Peter Senge to get detailed information about systems thinking (ST) and its implementation in the organization for the increase in profitability.
Ford Company was capable to secure a high-profit margin, produce remarkable outcomes, and a better communication system in the organization before the intervention of systems thinking (ST). After the intervention of systems thinking (ST), workforce faced many challenges and issues concerning with energized existing mental models and new languages. Although, champions of systems thinking (ST) projects moved outside the organization which was also a reason behind this real-world problem (Seligman, 2005). The paper will discuss the situation at Ford motor company before and after the intervention of systems thinking (ST). Paper will also elaborate on the effectiveness and success of the intervention for Ford Motors Company.
Analysis of Ford Motor Company Automaker company
In this section of the paper, detailed information about the system thinking, Edison project, and practitioners of Systems Thinking with associated challenges, success factors, and capacity building by systems thinking are presented. Analysis section also consists of information about the results of such efforts and sustainability-related outcomes.
1) The Systems thinking at of Ford Motor Company Automaker company
According to the information shared in an article, Ford introduced systems thinking (ST) at Ford workplaces and organizations to integrate all information system working in Ford. Systems thinking (ST) was supported by the managerial staff of Ford because they were focused to reanimate the company's quiescent but vigilant immune system. A team of 6 to 8 people working on the system improvement project decided to implement a new system known as systems thinking to encourage mental models to think differently about problem generation, solution, and articulation (Vemuri & Bellinger, 2017). The project team also took the support of mentors and teachers to understand cognitive abilities and thinking patterns to begin a new journey of systems thinking (ST) in Ford Company.
The systems thinking (ST) concept was introduced in the company as management was focusing on modification of a behaviour towards the solution of problems and challenges. According to an article, many people working in the Ford factory areas are engineers who are taught in the Newtonian paradigm. Thus these people have limited information and expertise for non-linear systems thinking. Systems thinking (ST) was then presented to enable employees deconstructing problems and change in the thinking models (ZENIUK, 2019).
2) The Edison Project of Ford Motor Company Automaker company
Fragmented IT infrastructure of Ford Company was critically reviewed and evaluated in 2003. The project was named as Edison Project because of its purpose to shed light on complexities linked with data transferring process, warehousing system, and building new workplaces for Ford Motors Company. In the shared network serves, Ford Company was facing issues in the integration process. Additionally, in use, IT infrastructure was quite time consuming and costly which was required to change or modify. In this project, the team has a better understanding of issues developed an accurate picture of IT infrastructure to identify and highlight the major weaknesses of network servers working for customers and types of applications developed by employees. Stock and flow computer models and Causal loop diagrams were used as supportive thinking tools by the Edison project team.
Additionally, a new shared server was developed for the improvement of IT infrastructure without blaming a problem or fixing an existing problem. According to the information shared by Seligman in a research article, Edison project team also identified and introduced three major themes related to the successful integration of the project. The project team concluded that the new system can be developed for applications and IT infrastructure through improved technology in assembly line processes and factory based operations. The first theme was technology in this scenario. While on the other hand, the second theme was adoption.