It appears that Ford has finally started to get it, well, at least one>part of the puzzle. And this part of the puzzle says that business as>usual, doesn't cut it in today's hyper-competitive market. The market>wants continual improvement, not the old plan of design a vehicle and>then wait for it to die on the vine before you make changes or offer a>replacement.>

Any way... very interesting article. Take a read.>

--->>From BON:>Richard Jensen>

Our friends in the automotive press, all-knowing as they are, have>seized on the various official and semi-official announcements by Ford>executives concerning the proposed schedule of refinements to the Five>Hundred as proof that Ford is 'unhappy' with the way the public (here>read: "press") has received the new Five Hundred. Apparently, the Five>Hundred is too conservatively styled, and must be restyled as quickly>as possible.>

Very sound reasoning, given that Ford has a long-standing history of>investing very little in its car platforms between major overhauls.>

One might even be tempted to believe that Ford was scrambling to>correct deficiencies with the Five Hundred, if Ford's prior strategy of>minimal ongoing platform investment had been a success.>

But has it?>

The numbers suggest otherwise. Over the last decade, Ford has>consistently lost passenger car market share in a large part due to the>fact that they did not invest in their product on an ongoing basis.>

Apparently that message has been received loud and clear.>

So, taking a page from Honda and Toyota, who make major and minor>changes to their passenger cars on a regular schedule (one that you can>set your watch to, in fact), Ford designed the Five Hundred planning to>refresh the design and make other improvements in about two to three>years. Yet another round of changes and upgrades are planned for about>two years after that, and more changes are planned for about two years>after that (as revealed by Phil Martens in an AutoWeek article). As far>back as October of 2002, Chris Theodore (now retired) outlined a>strategy of platform investment that involved increased component>carryover­ and shorter turnaround times for both new product and>improvements to existing product.>

The Five Hundred is the first vehicle that has officially been placed>on this new ongoing investment strategy, however there are rumors>circulating that have the Ford F150 receiving a significant upgrade for>the 2008 model year, an unheard of midcycle upgrade for a full size>pickup. This ongoing investment strategy is an effort to emulate>Toyota's "Kaizen" or "continuous improvement" philosophy.>

This "continous improvement" philosophy does mean that Ford will, over>the life of a platform, make less profit per unit sold, as they will>have to invest more in the platform. However, less profit per unit sold>is fine, if the number of units sold remains fairly consistent, instead>of falling off dramatically toward the end of the platform's life.>

Ford's new strategy is not glamorous, but it will change the domestic>car industry. With the Fusion and the Five Hundred on staggered design>update cycles, there will always be mainstream product in the Ford>showroom with a fresh face. With a two-three year window to supension,>steering­, and powertrain refinement, customer complaints and faults>with the current Fusion or Five Hundred will be addressed quickly.>Substantia­l component carryover due to more frequent and smaller>platform changes means that design defects should drop off over time.>This strategy should provide exactly what Ford is looking for in the>North American market: steady sales, steady market share, and fully>utilized plant capacity.>

<snipped some boring stuff>>

Wisely, Ford has avoided pandering to the press. Instead recognizing>that the car buying public appreciates results more than anything else,>they have decided to build thoroughly competent vehicles that will>remain current throughout their life-cycles. Truly a revolutionary move>by a domestic car company.>---->

Patrick>'93 Cobra