Ford waited eight years because its internal "cost-benefit analysis," which places a dollar value on human life, said it wasn't profitable to make the changes sooner.
Before we get to the question of how much Ford thinks your life is worth, let's trace the history of the death trap itself. Although this particular story is about the Pinto, the way in which Ford made its decision is typical of the U.S. auto industry generally. There are plenty of similar stories about other cars made by other companies. But this case is the worst of them all.
The next time you drive behind a Pinto (with over two million of them on the road, you shouldn't have much trouble finding one), take a look at the rear end. That long silvery object hanging down under the bumper is the gas tank. The tank begins about six inches forward of the bumper. In late models the bumper is designed to withstand a collision of only about five miles per hour. Earlier bumpers may as well not have been on the car for all the protection they offered the gas tank.
Mother Jones has studied hundreds of reports and documents on rear-end collisions involving Pintos. These reports conclusively reveal that if you ran into that Pinto you were following at over 30 miles per hour, the rear end of the car would buckle like an accordion, right up to the back seat. The tube leading to the gas-tank cap would be ripped away from the tank itself, and gas would immediately begin sloshing onto the road around the car. The buckled gas tank would be jammed up against the differential housing (that big bulge in the middle of your rear axle), which contains four sharp, protruding bolts likely to gash holes in the tank and spill still more gas. Now all you need is a spark from a cigarette, ignition, or scraping metal, and both cars would be engulfed in flames. If you gave that Pinto a really good whack—say, at 40 mph—chances are excellent that its doors would jam and you would have to stand by and watch its trapped passengers burn to death.
This scenario is no news to Ford. Internal company documents in our possession show that Ford has crash-tested the Pinto at a top-secret site more than 40 times and that every test made at over 25 mph without special structural alteration of the car has resulted in a ruptured fuel tank. Despite this, Ford officials denied under oath having crash-tested the Pinto.
Eleven of these tests, averaging a 31-mph impact speed, came before Pintos started rolling out of the factories. Only three cars passed the test with unbroken fuel tanks. In one of them an inexpensive light-weight plastic baffle was placed between the front of the gas tank and the differential housing, so those four bolts would not perforate the tank. (Don't forget about that little piece of plastic, which costs one dollar and weighs one pound. It plays an important role in our story later on.) In another successful test, a piece of steel was placed between the tank and the bumper. In the third test car the gas tank was lined with a rubber bladder. But none of these protective alterations was used in the mass-produced Pinto.
In pre-production planning, engineers seriously considered using in the Pinto the same kind of gas tank Ford uses in the Capri. The Capri tank rides over the rear axle and differential housing. It has been so successful in over 50 crash tests that Ford used it in its Experimental Safety Vehicle, which withstood rear-end impacts of 60 mph. So why wasn't the Capri tank used in the Pinto? Or, why wasn't that plastic baffle placed between the tank and the axle—something that would have saved the life of Sandra Gillespie and hundreds like her? Why was a car known to be a serious fire hazard deliberately released to production in August of 1970?
Whether Ford should manufacture subcompacts at all was the subject of a bitter two-year debate at the company's Dearborn headquarters. The principals in this corporate struggle were the then-president Semon "Bunky" Knudsen, whom Henry Ford II had hired away from General Motors, and Lee Iacocca, a spunky Young Turk who had risen fast within the company on the enormous success of the Mustang. Iacocca argued forcefully that Volkswagen and the Japanese were going to capture the entire American subcompact market unless Ford put out its own alternative to the VW Beetle. Bunky Knudsen said, in effect: let them have the small-car market; Ford makes good money on medium and large models. But he lost the battle and later resigned. Iacocca became president and almost immediately began a rush program to produce the Pinto.
Like the Mustang, the Pinto became known in the company as "Lee's car." Lee Iococca wanted that little car in the showrooms of America with the 1971 models. So he ordered his engineering vice president, Bob Alexander, to oversee what was probably the shortest production planning period in modern automotive history. The normal time span from conception to production of a new car model is about 43 months. The Pinto schedule was set at just under 25.
A quick glance at the bar chart below will show you what that speed-up meant. Design, styling, product planning,advance engineering and quality assurance all have flexible time frames, and engineers can pretty much carry these on simultaneously. Tooling, on the other hand, has a fixed time frame of about 18 months. Normally, an auto company doesn't begin tooling until the other processes are almost over: you don't want to make the machines that stamp and press and grind metal into the shape of car parts until you know all those parts will work well together. But Iacocca's speed-up meant Pinto tooling went on at the same time as product development. So when crash tests revealed a serious defect in the gas tank, it was too late. The tooling was well under way.
When it was discovered the gas tank was unsafe, did anyone go to Iacocca and tell him? "Hell no," replied an engineer who worked on the Pinto, a high company official for many years, who, unlike several others at Ford, maintains a necessarily clandestine concern for safety. "That person would have been fired. Safety wasn't a popular subject around Ford in those days. With Lee it was taboo. Whenever a problem was raised that meant a delay on the Pinto, Lee would chomp on his cigar, look out the window and say 'Read the product objectives and get back to work.'"
The product objectives are clearly stated in the Pinto "green book." This is a thick, top-secret manual in green covers containing a step-by-step production plan for the model, detailing the metallurgy, weight, strength and quality of every part in the car. The product objectives for the Pinto are repeated in an article by Ford executive F.G. Olsen published by the Society of Automotive Engineers. He lists these product objectives as follows:
1. TRUE SUBCOMPACT