October 17‚ 2012 Case: The Ford Pinto I believe that the cars should have been recalled when Lee Iacocca; president of Ford‚ learned that ruptured fuel tanks resulted from‚ “Stray sparks easily igniting any spilling gasoline and engulf the car in flame.” This case is about Ford Motor Company trying to compete foreign subcompact cars; Volkswagaons. Ford produced a new car to compete called the Ford Pinto. The normal production time is almost four years‚ but the production for the Pinto took half that
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consequentialist approach to distributive justice Consequentialism states that an action may only be right if its consequences have good results or are better than that of a different action which includes not doing anything. Therefore one can conclude that consequentialism is that the validation of actions is to be found in consequences. The consequentialist approach has both positive and negative sides to it. Some of the arguments for consequentialism are: * Many may see actions as being a temporary
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Ford Pinto Case John Fraughton Jr. Taylor Gray Brenda Greenwell Christopher Macintyre Leanne Marks University of Phoenix MGT 216 March 17‚ 2010 Table of Contents Introduction 3 Recommended Solutions and Supporting Information to the Ford Pinto Case 3 Traffic Safety and Accident Data 4 Ethical Opinion 5 Influences from External Social Pressures 5 Case Examined with the Period Eye 6 Conclusion 8 References 9 Introduction Very few 20 to 30 year olds know of
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Utilitarian Analysis The Case of the Ford Pinto The Ford Pinto first rolled off the Ford Motor Co. production lines in 1971 and stayed in production in its original state until 1978. The vehicle engineers were tasked to develop the vehicle and put it into production within 25 months‚ which was nearly half the time in which the average new vehicle is put into production. The Ford engineers were aware that rear-end impact safety tests were pretty standard at the time‚ but they were not required
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Business Case (The Ford Pinto) There was strong competition for Ford in the American small-car market from Volkswagen and several Japanese companies in the 1960’s. To fight the competition‚ Ford rushed its newest car the Pinto into production in much less time than is usually required to develop a car. The regular time to produce an automobile is 43 months but Ford took 25 months only (Satchi‚ L.‚ 2005). Although Ford had access to a new design which would decrease the possibility of the Ford
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THE FORD PINTO CASE: THE VALUATION OF LIFE AS IT APPLIES TO THE NEGLIGENCE-EFFICIENCY ARGUMENT Christopher Leggett Law & Valuation Professor Palmiter Spring‚ 1999 Abstract Text of Paper -------------------------------------------------------------------------------- Abstract The cases involving the explosion of Ford Pinto’s due to a defective fuel system design led to the debate of many issues‚ most centering around the use by Ford of a cost-benefit analysis and the
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FORD PINTO CASE The Ford management has chosen to be unethical and morally unworthy to be trusted with the lives of its customers. Can you just imagine the number of individuals riding every day in the cars that they produced‚ who are unaware that they could be in an injury any moment? Ford management has chosen not to follow the safety guidelines and standards in producing such products because at that time‚ the government is still not that strict in implementing such rules. And because of their
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Mr. Gioia’s decisions regarding the Pinto fires highlights the disengagement from emotion often associated with business decisions. From a business stand point‚ decisions have to be based on facts and financial repercussions are the ultimate deciding factor in which action to pursue. If a defect in a certain make or model of car is classified as an extremely rare incident then no action will be taken. This is governed by the premise of statistical probability. Coupled with a detailed cost versus
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The Ford Pinto Case In the late 1960’s Ford Motor Company wanted to produce a small model car to compete with small Japanese and German imports like Volkswagen‚ Datsun and Toyota (Danley). In 1969 Ford’s Board approved the plan to produce the Pinto. The CEO‚ Lee Iacocca‚ wanted a car that was low weight‚ under 2‚000 pounds‚ and low cost‚ under $2‚000. Lee “Iaccoca imposed the 2000/2000 rule‚ i.e.‚ the Pinto could weigh no more than 2000 pounds and cost no more than $2000” (Danley). The engineers
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following: Rear-end collisions‚ Fires‚ and Fatalities. I must decide whether to recall the Pinto. (Case: Pinto Fires‚ Trevino & Nelson‚ p. 115) 3. Before the Pinto‚ Ford was immersed in an intense‚ internal struggle between “Bunky” Knudson and Lee Iacocca over the company’s product line. ● Major pressure to compete with German & Japanese compact cars. Iacocca and the compact car won the struggle. ● The Pinto debuted in 1971 after the shortest (the most rushed) production in history. Ford is fully
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