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Ford F-150 could be affected by tornado-damaged supplier in S.C.

The disruption caused by a tornado that severely damaged a South Carolina auto-parts plant and killed a contract security guard last week could be felt by more automakers than just Ford and affect more than just its best-selling F-Series pickup, which is due for an update. And there’s still no estimate for when operations might resume at the plant. The Detroit Free Press reports that the BorgWarner plant in Seneca, near Greenville, makes transfer cases for F-150 and Super Duty pickups, the Ford Explorer and Expedition, Transit cargo vans, and Lincoln Navigator and Aviator SUVs. ItÂ’s also a supplier for the Ram 1500 and Toyota Tundra trucks. Transfer cases shift power from the transmission to the front and rear axles in four-wheel-drive vehicles. BorgWarner says it still has no update for when it might partially or fully resume operations. The tornado that ripped through the area in the western part of the state on April 13 tore the roof, walls and signage off the factory and killed a 77-year-old contract worker when the security building he was sheltering in collapsed. Only four or five others were inside the plant, which has been idled because of the coronavirus outbreak, when the tornado struck. In an SEC filing on Friday, Ford said it has sent employees to the site to help BorgWarner and assess the damage to FordÂ’s tooling. “Initial assessments indicate that the Ford tooling was not materially damaged in this incident,” Ford said in the filing. “We do not have sufficient information to estimate when the facility will be back on-line or whether or the extent to which this incident will impact our plans to resume production of four-wheel drive and all-wheel drive vehicles.” A Fiat Chrysler spokeswoman also told the Freep the company was working with BorgWarner on recovery plans. A Toyota spokesman told Autoblog that "we are collaborating with BorgWarner to help restore production for transfer cases for Tundra assembly. We are confident that theyÂ’ll fully recover over time." Like other automakers, Ford shut down production at its U.S. plants last month as a precaution against the coronavirus pandemic. But Ford hasnÂ’t yet said when it plans to reopen its factories. FCA is targeting May 4 to resume production. Models like the F-150 and Lincoln Navigator are major sources of profit for Ford, which estimated it lost $2 billion in the first quarter.

Detroit and Silicon Valley: When cultures collide

Culture is a subject that rarely, if never, gets discussed when traditional auto companies buy — or hugely invest — in Silicon Valley-based companies. The conversation surrounding the investments is usually about how the tech looks appealing and how it's an appropriate step to move the automakers toward autonomy. Culture — the way things are done, the expectations, and the approaches — is something that is overlooked only at one's peril. The potential cultural gap is almost always evident in the obligatory photos of the participants in these deals, with is essentially a photo op of auto execs with their Silicon Valley counterparts. The former — rocking jeans and no ties — look like parochial school kids playing hooky. Don't worry: The regimental outfits will be back in place once they get back in the Eastern time zone. Consider what happened back in 1998 when Daimler bought Chrysler. First of all, there was a denial in Detroit that it happened. It was positioned as a "merger of equals." Which it wasn't. In any corporate situation, when one has more than 50 percent of the business, it owns the whole thing. And the German company was in the proverbial driver's seat. People who were around Auburn Hills back then kept their heads down and their German Made Simple books at hand. Things did not go well. Daimler had had enough by 2007, when it offloaded Chrysler to Cerberus Capital Management — which brought ex-Home Depot CEO Bob Nardelli into the picture, which is a story onto itself. But when you think about the Daimler-Chrysler situation, realize that these were two car companies (at least the Mercedes part of the Daimler organization), so they had that in common, and the language of engineers is something of an Esperanto based on math, so there was that, too. Yet it simply didn't work. It doesn't take too many viewings of HBO's Silicon Valley to know that the business people in that part of the world are far more aggressive than people who ordinarily head and control car companies in Detroit. About 20 years ago, a book came out about the founder of Oracle titled The Difference Between God and Larry Ellison* - and the asterisk on the book jacket leads to: God Doesn't Think He's Larry Ellison. It would be hard to imagine a book about a Detroit executive, even a book that had the decided bias that the tome about Ellison evinces, that would be quite so searing. Sure, there are egos. But they are still perceived to be, overall, "nice" people.

How Ford switched gears for the all-new F-150

Editor's Note: This story is authored by Julia Halewicz, a senior editor with AOL's Custom Solutions Group. She holds a Masters in Journalism from NYU and has spent her career as an editor of various newspapers, magazines and digital outlets. Last year on the Friday before Labor Day, the 2014 Ford F-150 pickup truck came off the Dearborn assembly line for the last time. After the last seam was welded, the F-150 that had been so beloved by American consumers would begin the transition from traditional steel manufacturing to an aluminum body, and the second phase of Ford's 2007 blueprint for sustainability would begin. Jobs would be created, and Ford would deliver a stronger product to its consumers. It was a moment Ford would call the biggest in the company's 111-year history. Breaking The Mold For some, the change was almost unfathomable. How could a truck be made with aluminum, and why change what clearly was working very well for the company? "We have a saying at Ford that leaders lead," said Doug Scott, the company's truck group marketing manager. "This was an ideal product to make with aluminum-alloy, because lightweighting made so much sense for a truck, because the extent to which you could take weight out of a truck, you could add more value to the customer in terms of more towing, more payload, more durability, more efficiency – so again all this required us to be out in front further out in front that we normally would be to make sure that we would deliver on all those expectations." Ford began the planning process about five years before the first aluminum F-150 would come to market. The company had a lot of questions. What was customer acceptance of aluminum, could they build the truck, and could the truck be repaired out in the field? Finally, Ford needed to determine if there were enough materials available to support the demand for the F-Series. Aluminum vehicles aren't unusual, but had never been built on the scale of the F-150 – approximately one every minute. Ford created two prototypes to determine if the product would meet and exceed consumer expectations. Any change to the vehicle had to be justified in performance, safety and economy. An aluminum truck needed to be safer, lighter, have increased payload, haul more, and have improved fuel efficiency. After driving the prototypes, Ford knew it was ready to move forward. Once the aluminum truck was ready to build, the next challenge was quickly transforming the plant.