Case Study Exec Summary Pinto Case

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Case Study Ford Pinto Imagine waking up late for work one morning and getting ready with haste. As you grab the keys and run out the door, you are calculating how fast you will have to drive to make up the time lost to get to work. So you jump in your Ford Pinto and rush out of the driveway. Pressing on the gas pedal more than normal, you find yourself in front of another speeding vehicle. You approach a yellow light that quickly turns red—slamming on the brake—BOOM! Not only are you rear ended, your car bursts into flames and you struggle to get out to avoid a near death experience. This situation could raise surface questions that quickly blame the drivers of the vehicles; but what about the manufacturer? Ford Motor Company went through a similar lawsuit in the 1970s. This executive summary will examine the Ford Pinto case by discussing the roles of the people, the roles of the product played in the decisions made of this case, and also compare Ford’s present missions, standards, and guidelines with those used in the 1970 Ford Pinto case. Last, our team will give opinions of the values and guidelines used in this case. The Ford Pinto did not come about as an accident or a mistake. In 1968, Lee Iacocca an ambitious employee was promoted within the company because of his success with the Ford Mustang. Iacocca believed Ford needed to compete in the small car market alongside German and Japanese car manufacturers. However, the president of Ford at the time, Semon Knudsen, disagreed and wanted to continue with their current models of medium and large vehicles. CEO Henry Ford II agreed with Iacocca in competing in the small car market, Semon was forced to resign and Iacocca was promoted to president of Ford. Iacocca created the Pinto with a launch time of just over two years, since the car was produced so rapidly it failed to meet satisfactorily on the processes

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