Ford 2003 Annual Report Download - page 6

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PRODUCTS AND PROGRESS
4FORD MOTOR COMPANY
faster product changeovers. Three more plants
in the United States will begin using the new
system this year. By the end of the decade all
of our European and 75 percent of our North
American assembly plants will have flexible
systems in place.
A key enabler for flexible manufacturing is
having common vehicle architectures, so we
also are planning a 25 percent reduction in the
number of architectures we use by the end of
the decade. The end result will be improved
quality, faster speed to market and billions of
dollars in cost reductions. The savings in time
and resources also will allow us to offer more
new models overall.
As we continue to improve our operational
excellence, we also are beginning to more
fully leverage our unique strengths.
I believe our dealer body in North America
is the best in the industry. By working more
closely as partners and providing them with
many outstanding new cars and trucks to
sell we are maximizing their effectiveness.
Ford Credit, the best credit company in the
world, is another competitive advantage for us.
A consistent winner of the top J.D. Power awards
for customer satisfaction, it is now concentrating
efforts on supporting our automotive business.
The loyalty that people have to our company
is another asset we want to fully leverage. In the
latest R. L. Polk consumer loyalty study of new
vehicles in North America we won 10 of 16
possible awards, including the Highest
Overall Loyalty to Make award, which
went to Ford Division.
Last year’s centennial celebration dramatically
demonstrated the strong emotional ties that have
helped us build this large and loyal customer
base. More than 225,000 people came to our
headquarters to join our extended family in
marking this historic milestone. For those and
millions of other Ford fans around the world our
heritage and family connections create a special
bond. As we improve our business operations,
we also plan to build on those family feelings
and distinguish ourselves as a different kind
of company.
Being a family company, and not a faceless
corporation, creates high expectations. We must
deliver distinct products that offer quality, safety
and value. We must treat our customers with
honesty and respect. We have to be good
neighbors in the communities where we do
business. And I strongly believe we also must
be outstanding citizens of the world, taking
leadership on social and environmental issues
related to the automotive industry.
An area that will be critical to the success of
these efforts is the environmental performance
of our products. Later this year we will introduce
Ford Escape Hybrid, a mainstream SUV with a
full hybrid-electric powertrain. Escape Hybrid is
designed to be the cleanest and most fuel-efficient
SUV in the world. It is expected to achieve more
than 35 miles per gallon in city driving, by far the
best for any SUV, without compromising versatility
or performance. We also will begin selling a fuel
cell-powered version of the Ford Focus to
commercial fleets later this year.
These products are part of an overall commitment
to improve fuel economy and reduce greenhouse
Bill Ford and his father, William Clay Ford, Sr., share
a moment at the 2003 Annual Meeting of Shareholders during
Ford’s Centennial Celebration.
EDITORIALpg1_7 3/21/04 12:54 PM Page 4