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Ford increasing Super Duty production by 15 percent

Ford has announced a hefty $80 million investment in its Kentucky Truck Plant, which is responsible for building the F-250, F-350, F-450 and F-550 versions of the Super Duty pickup. The influx of cash will add 350 jobs to the factory.
The investment is also good for a 15-percent increase in annual production thanks to retooling and other facility upgrades, which equates to an extra 55,000 units of production. Considering that Ford makes even more money off its Super Duty than it does on the hot-selling F-150, this could mean some serious coin to Ford's bottom line.
Hop below for the full press release from Ford on its latest investment.

Ford hiring 2,200 salaried US workers this year

With its influx of popular new products made in the US, Ford Motor Company has announced that it intends to hire 2,200 new salaried workers domestically this year. This is the biggest increase of salaried workers for Ford in the last 10 years, and it is all a part of Ford's contract commitment to the United Auto Workers union to bring 12,000 new jobs to the US by 2015.
There were no specifics as to where in the US these job openings will be, but Ford did reiterate that it will be spending $773 million on equipment upgrades and capacity expansion at six plants located in southeast Michigan; as a whole, Ford is investing a total of $6.2 billion to its US assembly plants over the next couple years. According to recently appointed president of the Americas Joe Hinrichs, the new jobs will be focused on areas such as engineering, manufacturing and computer software. Ford will post its job openings online at careers.ford.com, and it will also use social media sites like Facebook and Twitter to recruit new workers, including military veterans.
Scroll down for more about Ford's planned job growth as well as how to go about applying for said openings.

Suppliers love Toyota and Honda: Why that matters to you

You might think that a survey of automotive suppliers and their relationship with OEMs is the automotive equivalent of nerd prom. In some ways that's what the North American Automotive OEM-Supplier Working Relations Index (WRI) is. The study, the 17th annual conducted by Planning Perspectives Inc., is based on input from 652 salespeople from 108 Tier One suppliers, or, PPI points out, 40 of the top 50 automotive suppliers in North America. Suppliers to General Motors, Ford, FCA, Toyota, Honda, and Nissan. But the results have consequences in terms of tens of millions of dollars for OEMs - and in the quality, technology, and cost of the next vehicle you buy. There are a couple of ways to look at the results of the WRI. One is, "So what else is new?" And the other is, "Damn! How did that happen?" The study looks at five relationship areas — OEM Supplier Relationship; OEM Communication; OEM Help; OEM Hindrance; Supplier Profit Opportunity — within six purchasing areas — Body-in-White; Chassis; Electrical/Electronics; Exterior; Interior; Powertrain. In the overall rankings, Toyota is on top for the 15 th time in 17 years, with a score of 328. Honda, the only company to best Toyota (in 2009 and 2010), comes in second, at 319. Those two companies, explains John Henke, president of PPI, have collaborative working arrangements with colleagues and suppliers alike built into the very fabric of their cultures. This, however, is not a situation where one can readily conclude it is about "Japanese companies," because the third company with headquarters on the island of Honshu, Nissan, came in dead last. This is the "How did that happen?" portion. The Nissan score of 203 puts it 125 points behind Toyota. There hasn't been a number that low since the then-Chrysler Corp. scored 187 in 2010, when the company was clawing its way out of the recession. Clearly, the suppliers don't feel particularly engaged by the buyers at Nissan. Henke explains that whether a company does well or not on the WRI is rather simple. All people do things based on what they're measured on. "If you're measured on taking 10% out of your annual buy, you immediately know how to do it. But if you're also measured on improving relations, suddenly there is a new dynamic as to what you can do to achieve both.