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Lincoln Continental production likely to shift to Flat Rock

Lincoln production may be returning to Michigan, according to a new report from Automotive News. While the brand's current big sedan, the MKS, is built alongside the Ford Taurus, Ford Explorer, and their Police Interceptor counterparts at the Blue Oval's Chicago, IL factory, the production version of the Continental won't be screwed together in the Windy City. According to AN, "industry sources" claim the Continental will join the Ford Mustang and Ford Fusion – on which the big Lincoln is loosely based – at the company's Flat Rock, MI factory. The move isn't just based on convenience, though. Ford is selling a lot of Explorers, and shifting Lincoln production away from Chicago Assembly frees up production capacity for the popular SUV. "Chicago Assembly Plant is vital to our global manufacturing footprint and will continue to manufacture the Ford Taurus, Ford Explorer and Police Interceptor vehicles even after we phase out production of the MKS in 2016," Ford told Automotive News. "We will continue to match production to demand." Looking at the numbers further backs up the argument against Lincoln production in Chicago. Last year alone, Ford built nearly 285,000 Explorers and over 73,000 Taurus sedans, compared to just 8,300 Lincolns. Finally, as AN tells it, Ford is almost telegraphing the Continental's arrival in Flat Rock. The facility has a four-week shut down scheduled from June 15 through July 13, which is twice as long as the typical summer vacation, while there's another two weeks off slated for September. Related Video:

Tier 1 suppliers call GM the worst OEM to work with

Among automakers with a big US presence, General Motors is the worst to work for, according to a new survey from Tier 1 automotive suppliers, conducted by Planning Perspectives, Inc.
The Detroit-based manufacturer, which has been under fire following the ignition switch recall and its accompanying scandal, finished behind six other automakers with big US manufacturing operations. Suppliers had issues with trust and communications, as well as intellectual property protection. GM was also the least likely to allow suppliers to raise their prices in the face of unexpected increases in material cost, all of which contributed to 55 percent of suppliers saying their relationship with GM was "poor to very poor."
GM's cross-town competitors didn't fare much better. Chrysler finished in fifth place, ahead of GM and behind Dearborn-based Ford, which was passed for third place this year by Nissan. Toyota took the top marks, while Honda captured second place.

It's Official: Ford Names Mark Fields Its Next CEO

Alan Mulally, the man who transformed Ford Motor Co. from a dysfunctional money-loser to a thriving company, will retire July 1 and be replaced by Mark Fields, the current chief operating officer. During his eight-year tenure at Ford, Mulally gambled all of the company's assets on a credit line that kept Ford out of bankruptcy, then used a simple "One Ford" plan to change the company's culture. He was hired away from aircraft maker Boeing Co. in 2006 by Bill Ford, who at the time was running the company. Fields, 53, has been in charge of Ford's daily operations since December of 2012 and was widely expected to one day ascend to the top job. The change in leadership is taking place about six months ahead of schedule, but Ford said that was based on Mulally's recommendation that the new leaders were ready. "Alan and I feel strongly that Mark and the entire leadership team are absolutely ready to lead Ford forward, and now is the time to begin the transition," Bill Ford said in a statement Thursday morning. Bill Ford, the company's executive chairman, is the great-grandson of company founder Henry Ford. Mulally, 68, was trained as an aeronautical engineer. He spent 36 years at Boeing - and was president of the company's commercial airplane division - when Bill Ford lured him to the struggling automaker eight years ago. Mulally overcame skepticism about being an outsider in the insular ranks of Detroit car guys by quickly pinpointing the reasons why Ford was losing billions each year. Mulally put a stop to the infighting that had paralyzed the company and instituted weekly management meetings where executives faced new levels of accountability and were encouraged to work together to solve problems. It took two years for Mulally to turn the company around, but since 2009, Ford has posted pretax profits of $34.5 billion and its shares have more than doubled. Fields was one of the executives passed over when Mulally got the top job in 2006. When he was named COO in 2012, Bill Ford said Fields' decision to stay at Ford and learn from Mulally showed a lot of fortitude and has made Fields a better leader. "There was a lot of speculation about whether he was capable. To his great credit, he stuck to it, he learned from it and showed tremendous fortitude in grinding through an incredibly difficult process," Bill Ford said. This marks the second change in leadership at the top of one of the Detroit automakers this year.