Ford introduced to some extent
six sigma (statistical process control, or SPC), which focuses on reduced variation by focusing on process capabilities to normal variation rather than "meeting the tolerances),
Kaizan, which is continuous improvement in all company operations,
Design for Manufacturing (DFM) which reduces the opportunity for error by designing to prevent that opportunity (assymetry and such) and, more importantly in my view, reduces error opportunities and procurement and inventory costs by designing mulifunctionality into parts, reducing parts quantity, procurement, and inventory,
Just in Time (JIT) which dramatically reduces inventory cost, allows much better utilization of facilities, and places quality responsibility more in the hands of the suppliers where it belongs,
Lean Manufacturing (a tool to accomplish flow analysis and Kaizan)
as well as programs to much better analyze and monitor process throughput and analyze the impact of any anomolies on production.
Countless other concepts have also been implemented, such as flowing down QA requirements to vendores, CADD programs capable of amazing finite element calculations, thermal mapping, etc. as well as all sort of fancy computer modeling.
Any one of these subjects it worthy of a book. Discussion of them here will be severely lacking.
But everyone has those. The biggest difference with Ford is that they changed the focus from producing to inventory and then forcing the dealers to take the inventory and try to sell it to producing to demand. They also liquidated all nonproductive fixed overhead and built up their cash reserves, even to the point of doing a sale-leaseback on their corporate headquarters. Other manufacturers were producing to inventory to keep their factorys operating and then trying to force the sales, clearing the excss with deep discounting schemes.