Global Quality Operating System

Quality really is Job #1 at Ford. We use an extensive Global Quality Operating System at every stage of vehicle development and manufacture, to make sure that our vehicles have world-class quality and performance. Our Global Quality Operating system was fully rolled out in 2008 after several years' implementation. Though we have always used quality systems, they were not always standardized across locations. By requiring standard processes and implementation everywhere we operate, we intend to continue and expand our world-class quality results.

We begin designing for quality from the very earliest stages of every vehicle program. Approximately three-and-a-half years before a new model rolls off the assembly line, we virtually "pre-assemble" the vehicle, to identify and address potential quality issues at the beginning of the design process. This allows engineers to make corrections – and ultimately improve build efficiency, worker safety and quality – long before the vehicle design is finalized and built on the real assembly line. By using this virtual quality system we have cut time-to-market by eight to 14 months, depending on the vehicle program, reduced costly late engineering changes and are building fewer – but better – physical prototypes. We also now have the lowest work-related injury rate in our Company's history.

Once vehicles pass these virtual quality tests, we undertake extensive testing of actual vehicle prototypes for both manufacturing and performance quality. Even after our vehicles have left the factory, we continue our efforts to improve quality. We evaluate every manufacturing-related warranty claim and migrate effective solutions into the assembly plant. We also gather feedback from our customers using survey tools, to ensure that we understand customers' problems with our vehicles, including actual product failures and customers' opinions of vehicle designs or features.

We use a Six Sigma process to resolve quality problems. In 2007, we completed our effort to integrate Six Sigma quality methodology into the Company's core processes. We now have Quality Functional Leaders who assist every organization within the Company in the implementation of Six Sigma problem-solving methods to improve quality and eliminate waste. Around the world, we have 60,000 Six Sigma "green belts," more than 7,000 "black belts" and 400 "master black belts" – Ford employees trained in how to apply Six Sigma principles and methodologies.

Unfortunately, the perception of Ford quality continues to lag the real improvements we have made. To improve customer perception and continue our progress, we will maintain an intense focus on quality and communicate these gains to customers. We are also working to increase customer awareness of our quality progress through our communication and advertising efforts.