That's a great vid.
If you ever get up to Dearborn and they are offering Dearborn Truck Plant (F150) tours through the Henry Ford Museum, take one.
I spent 30 years in manufacturing management. 23 of them at Ford. Many weeks at the Kentucky Truck Plant. At that time, KTP built a new SuperDuty every 40 seconds, 112 hours/week, 50 weeks a year. A few numbers from memory: Most [Ford] vehicles contain 3,000 end items (parts coming into the assembly plant) each with multiple versions (color, trim level, size, etc.). Everything from something as simple as a trim screw to as complicated as a 10 speed transmission. The Instrument Panel alone normally contained 1,500 end-items. We used to call it the car within the car. In the early 2000's the SuperDuty Instrument Panel had around 5,000,000 buildable combinations of which nearly 2,500,000 combinations were saleable. Production in those days was north of 400,0000 units/year. In theory you could build and sell a unique truck every 40 seconds for 10 years and never build the same truck twice. Lots of chances to build them wrong and only one way per unit to build them right. Manufacturing is applied statistics. The math is stubborn. If you only build 99.9% of them right. You build a bad one a shift, or 700/year. So, you do everything you can to anticipate and prevent failures and to learn from past mistakes to prevent future ones. To identify and contain issues faster, etc., to do better. What really gets you is when the design is wrong....and you build them correct to the design...then they're all bad.
At that time, the SuperDuty vehicle line was more profitable than Toyota...globally. The SuperDuty truck line had more saleable combinations than Nissan, Honda, and Mitsubishi put together across all of their vehicle lines. Some of us argued for less complexity, if we hadn't, it would have been much, much worse. Complexity makes all of the math more difficult. Everyone in manufacturing realizes this. No one in Product Development does, it doesn't matter what company or product. Admittedly, the Homogeneous and disciplined Japanese are masters at managing this compared to their counterparts around the world....As we used to say, "The Japanese learn from their mistakes, the American's want to learn from their mistakes, the Europeans enjoy their mistakes." If I offended anyone...not sorry.
When I started at Kansas City Assembly on the Truck side in 1984, I saw the chassis flat top line (the line that they start up and drive off of) go down once for about 60 seconds, in a year. Which was not even a full unit loss, time wise. 3 people in management were fired that day and there were several demotions. With part shortages things are very different today.
I've seen everything from ships to airplanes to rockets to I-phones being built. Nothing is as awesome as a truck assembly plant running at 60+ trucks/hour...but, I might be a little biased.