Como Die

In 1996, Ford set an ultimate goal of creating a globalized, decentralized vehicle development system depending on the efficiency and technical capabilities of the original equipment manufacturers (OMEs) and the subcontractor infrastructure. In order to achieve their ultimate goal, Ford established four product development objectives for both tier one and two; Lead time reduction, internal resources reduction, reduction of cost and time for prototypes and continues process improvement and cost reduction within a twenty-four months’ time frame. Como knew that in order to survive and sustain their leadership they have to be first to market, they must have flexible processes and products and lean manufacturing. This strategy mandated a superior project management performance, the challenge was to change a sixty-year traditional culture and it is not an easy task. The president established some cultural issues and a proposed resolution for each as well as he prepared a list of the competitive advantages that can be obtained from adopting project management. The president also set a time frame of thirty-six months to reach a mature project management system.

1) No, not at all, As Ford is the largest customer and they established four product development objectives which prevented Como from having any choice. In order to survive they had to accept project management as a culture.

2) How much influence is depend on the size of the contractor If the contractor is small, then customer can get their wish done, for instance they can exert influence. But if contractor is a large firm there will be limitations to the extent of how much customer can exert influence. However, you should never lose control of the company!

3) In order to change a 60 year culture is a very hard task. Therefore Como was correct in attacking the cultural issues first. Only when the culture is favorable can project management be successfully implemented in Como.

4) I have no...