CEO Jim Farley identifies key pain points Ford must fix, starting with engineering
Farley made the remarks about what's broken at Ford, namely engineering, in an upcoming episode of SiriusXM's Cars & Culture, hosted by Jason Stein.
"I think probably it takes us 25% more engineers to do the same work statements as our competitors," Farley said. "I can't afford to be 25% inefficient. And those are controllable by the team leaders at Ford."
“We need to measure technical expertise. We need to measure if someone is a change agent like they are solving problems. They lean into action. Their first intuition is to do something, not talk about doing something. … We are getting better at measuring these things," Farley said. "It's going to dictate your compensation with the company if you manage people whether you fit the culture. It'll dictate who gets hired, who gets ahead, who gets more responsibility. It won't be seniority, necessarily, although that matters. It will be based on meritocracy, on the kind of behaviors we think are important like collaboration, excellence and problem solving.”
“I see some of our plants that are world class in quality. Right up there with Toyota on the way they operate their plant. Other plants, I walk in, I don't know if I'm winning or losing on quality," Farley said. "I talk to an individual operator. They can't tell me if I'm winning or losing. I don't know what the gap is to the competition on final assembly in terms of quality. We can't have that variance in our manufacturing facilities.”