Ford Revolutionizes EV Production with 3-Piece Assembly

Ford is embarking on a transformative journey in electric vehicle manufacturing, spearheaded by CEO Jim Farley’s ambitious vision to fundamentally alter how cars are built. This isn’t merely about a new model; it’s about pioneering an entirely new production paradigm for EVs, a method Farley claims has never been attempted before.

The core of Ford’s new approach involves constructing EVs in three distinct, complete modules—front, middle, and rear—which are then joined together in the final stages. This stands in stark contrast to the traditional linear assembly line, where vehicles are built piece by piece, often requiring engineers to work in cramped conditions. Ford’s “assembly tree” concept revolutionizes this, allowing three sub-assemblies to run simultaneously on their own lines before converging. This modularity enables the use of large, single-piece aluminum unicastings for each section, replacing dozens of smaller components. A key advantage is that operators can work inside the car sections as they are being built, eliminating the need for awkward armatures and line-side parts, as components can be integrated directly into the vehicle structure.

Dubbed the “Ford Universal EV Production System,” this innovative manufacturing method will see a $2 billion investment at the company’s Louisville assembly plant. Ford projects a 40 percent increase in production speed and a comparable reduction in workstations, alongside a 20 percent decrease in the number of parts required per vehicle. The savings extend to fasteners, with upcoming midsize trucks featuring 30 percent fewer bolts, nuts, and clamps, and a wiring harness that is nearly 1.3 kilometers shorter and 10 kilograms lighter.

This new production system necessitates a fresh vehicle architecture, leading to the “Ford Universal EV Platform.” This scalable, modular 400-volt platform is designed to accommodate a wide range of EV designs, from compact B-segment cars to vans and three-row SUVs. Critically, the vehicle’s mid-section will incorporate Ford-made lithium-iron phosphate (LFP) prismatic batteries, which serve as the structural floor of the vehicle. These LFP batteries, commonly favored in China, are not only cheaper and safer but also 30 percent more cost-effective than traditional lithium batteries.

The first vehicle to emerge from this revolutionary platform is slated for 2027: a midsize four-door electric pickup truck targeting an impressively low starting price of $30,000. Ford promises performance comparable to a Mustang EcoBoost and more passenger space than a Toyota RAV4.

Guiding this clandestine project, internally known as CE1, is Doug Field, Ford’s chief EV, digital, and design officer, who previously played pivotal roles at Apple’s car program and led the development of Tesla’s Model 3. Field has marshaled an in-house “skunkworks” team, including Alan Clarke, an ex-Tesla engineer instrumental in the Model 3, Model Y, and Cybertruck. Their work has pushed the boundaries of battery integration, achieving what Field describes as “cell-to-body” technology, where the battery is the vehicle’s structural floor, with seats mounted directly onto it, rather than simply being placed on a frame.

Field acknowledges the immense engineering challenges involved, emphasizing that there was “no single magic breakthrough.” Issues like preventing body bending during assembly without a floor, and managing paint application across separate modules before final joining, required complex solutions. The most formidable challenge, however, proved to be the final joining of the front module, demanding meticulous attention to sealing, crash strength, corrosion resistance, and dimensional accuracy.

While aspects like zonal architecture and large aluminum castings are already employed by Tesla and Chinese manufacturers, Ford’s claim to genuinely manufacture a car in three distinct, fully completed modules that are then bolted together represents a significant innovation. Tesla has discussed similar “unboxed” manufacturing processes, but Ford appears poised to be the first to bring this concept to market, effectively beating its rival to the punch.

Farley attributes the project’s rapid progress and efficiency to the small, dedicated skunkworks team. Alan Clarke, recruited three years ago as the project’s sole initial member, quickly built a world-class team, attracting talent from companies like Rivian and Tesla. This lean, agile approach allowed Ford to achieve what might have taken five times the resources through traditional corporate channels.

Ultimately, Ford views this new manufacturing paradigm as its strategic weapon against the formidable scale of Chinese automakers like BYD, which boasts 700,000 employees and 200,000 powertrain engineers. Farley concedes that Ford cannot compete on sheer scale or vertical integration. Instead, the company aims to win through innovation, exemplified by a highly efficient propulsion system that allows for a significantly smaller battery than those used by competitors like BYD, thereby offsetting their cost advantages.