泰勒主义往往是另一个管理被称为福特主义科学方法密切相关（福特汽车公司的Henry Ford（汤普森后），no date未注明出版日期）。福特主义指的是一个科学系统的大众消费和大规模生产。这是一个对各种组织在美国异军突起的支柱，尤其是福特汽车公司在20世纪40年代到60年代（汤普森，no date未注明出版日期）。
Taylorism is often closely associated with another Scientific method of Management known as Fordism (after Henry Ford of Ford Motors Inc.) (Thompson, n.d). Fordism refers to a scientific system of mass consumption and mass production. It is one of the pillars of the meteoric rise of various organizations in the US, and especially Ford Motors Inc during the 1940s to 1960s (Thompson, n.d).
Henry Ford used Taylor’s scientific method of management to start a mass production of cars and transformed his company into a worldwide organization (Beder, 2009.). He innovated on Taylor’s principles and took it further as he replaced a lot of manual labour by using machines (Beder, 2009.). Probably the most innovation of Ford was the introduction of moving conveyor belts that did not require workers to move from car to car to perform (Beder, 2009.). Instead, the cars on the assembly line came to them, thus reducing human effort and saving time (Beder, 2009.). Moreover, Ford also reduced his reliability on the workforce and concentrated on utilizing more and more machines wherever possible (Beder, 2009.). All workers in the production system had small albeit well defined roles that required them to concentrate on their areas and not be bothered too much about other things happening around them (Beder, 2009.). Their participation was considerably reduced to being mechanical in their work, and not has opinions on other things (Beder, 2009.). Ford had also had a low and limited opinion of his workers. He thought them as being monotonous in their work, an idea which he had basically instilled in them by providing well designed roles.
In order to understand how Taylor’s scientific administration altered industry and helped shape present day organization, one needs to understand what preceded him. The industrial revolution had been in progress for almost 100 years prior to Taylor. Most histories of the modern concentrate on innovative improvements, for example, tradable parts, steam power, and the industrial production system. Next to no one has been composed about how nineteenth century plants were composed and managerial force was assigned (Koumparoulis & Vlachopoulioti, 2012). In practically all commercial ventures, paying little concern to the sorts of assembling operations occurring, the foreman was, for all practical purposes, the producer.