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Rethinking the assembly line: Organisation, performance and productivity in Ford Motor Company, c. 1908-27

Author

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  • James Wilson
  • Alan McKinlay

Abstract

Previous assessments of Ford's assembly line have been based on a limited set of highly aggregated data. New, more detailed and extensive data allows a reconsideration of Ford's operations and their effectiveness to confirm more fully some earlier understandings through extending the analyses to show the line's impact over a longer period and with more detail about its operational and organisational effects. The reconsideration also challenges some earlier ideas to show that the line was intensively exploited to yield productivity improvements, and that it was not so rigidly used as previously thought.

Suggested Citation

  • James Wilson & Alan McKinlay, 2010. "Rethinking the assembly line: Organisation, performance and productivity in Ford Motor Company, c. 1908-27," Business History, Taylor & Francis Journals, vol. 52(5), pages 760-778.
    • Handle: RePEc:taf:bushst:v:52:y:2010:i:5:p:760-778
    DOI: 10.1080/00076791.2010.499425
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    Citations

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    Cited by:

    1. Tim Leunig & Joachim Voth, 2011. "Spinning Welfare: the Gains from Process Innovation in Cotton and Car Production," CEP Discussion Papers dp1050, Centre for Economic Performance, LSE.
    2. McKinlay, Alan & Pezet, Eric, 2018. "Foucault, governmentality, strategy: From the ear of the sovereign to the multitude," CRITICAL PERSPECTIVES ON ACCOUNTING, Elsevier, vol. 53(C), pages 57-68.
    3. Wong, Mei Kait, 2019. "An Analysis of the Effects of Operating Margin and Beta for Performance on Ford Motor Company," MPRA Paper 97251, University Library of Munich, Germany, revised 28 Nov 2019.

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