This is the story of struggles against management regimes in the car industry in Britain from the period after the Second World War until the contemporary regime of lean production. Told from the viewpoint of the workers, the book chronicles how workers responded to a variety of management and union strategies, from piece rate working, through measured day work, and eventually to lean production beginning in the late 1980s. The book focuses on two companies, Vauxhall-GM and Rover/BMW, and how they developed their aroaches to managing labour relations. Worker responses to these are intimately tied to changing patterns of exploitation in the industry. The book highlights the relative success of various forms of struggle to establish safer and more humane working environments. The contributors bring together original research gathered over two decades, plus exclusive surveys of workers in four automotive final assembly plants over a ten year period.

The 1965 Canada-United States Automotive Trade agreement fundamentally reshaped relations between the automotive business and the state in both countries and represented a significant step toward the creation of an integrated North American economy. Breaking from previous conceptions of the agreement as solely a product of intergovernmental negotiation, Dimitry Anastakis's Auto Pact argues that the 'big three' auto companies played a pivotal role - and benefited immensely - in the creation and implementation of this new automotive regime. With the border effectively erased by the agreement, the pact transformed these giant enterprises into truly global corporations. Drawing from newly released archival sources, Anastakis demonstrates that, for Canada's automotive policy makers, continentalism was a form of economic nationalism. Although the deal represented the end of any notion of an indigenous Canadian automotive industry, significant economic gains were achieved for Canadians under the agreement. Anastakis provides a fresh and alternative view of the auto pact that places it firmly within contemporary debates about the nature of free trade as well as North American - and, indeed, global - integration. Far from being a mere artefact of history, the deal was a forebearer to what is now known as 'globalization.'

Racecar data acquisition used to be limited to well-funded teams in high-profile championships. Today, the cost of electronics has decreased dramatically, making them available to everyone. But the cost of any data acquisition system is a waste of money if the recorded data is not interpreted correctly. This book, updated from the best-selling 2008 edition, contains techniques for analyzing data recorded by any vehicle's data acquisition system. It details how to measure the performance of the vehicle and driver, what can be learned from it, and how this information can be used to advantage next time the vehicle hits the track. Such information is invaluable to racing engineers and managers, race teams, and racing data analysts in all motorsports. Whether measuring the performance of a Formula One racecar or that of a road-legal street car on the local drag strip, the dynamics of vehicles and their drivers remain the same. Identical analysis techniques apply. Some race series have restricted data logging to decrease the team's running budgets. In these cases it is extremely important that a maximum of information is extracted and interpreted from the hardware at hand. A team that uses data more efficiently will have an edge over the competition. However, the ever-decreasing cost of electronics makes advanced sensors and logging capabilities more accessible for everybody. With this comes the risk of information overload. Techniques are needed to help draw the right conclusions quickly from very large data sets. In addition to updates throughout, this new edition contains three new chapters: one on techniques for analyzing tire performance, one that provides an introduction to metric-driven analysis, a technique that is used throughout the book, and another that explains what kind of information the data contains about the track.

Alfred P. Sloan Jr. became the president of General Motors in 1923 and stepped down as its CEO in 1946. During this time, he led GM past the Ford Motor Company and on to international business triumph by virtue of his brilliant managerial practices and his insights into the new consumer economy he and GM helped to produce. Bill Gates has said that Sloan's 1964 management tome, "My Years with General Motors," "is probably the best book to read if you want to read only one book about business." And if you want to read only one book about Sloan, that book should be historian David Farber's "Sloan Rules,"
Here, for the first time, is a study of both the difficult man and the pathbreaking executive. "Sloan Rules" reveals the GM genius as not only a driven manager of men, machines, money, and markets but also a passionate and not always wise participant in the great events of his day. Sloan, for example, reviled Franklin Roosevelt and the New Deal; he firmly believed that politicians, government bureaucrats, and union leaders knew next to nothing about the workings of the new consumer economy, and he did his best to stop them from intervening in the private enterprise system. He was instrumental in transforming GM from the country's largest producer of cars into the mainstay of America's "Arsenal of Democracy" during World War II; after the war, he bet GM's future on renewed American prosperity and helped lead the country into a period of economic abundance. Through his business genius, his sometimes myopic social vision, and his vast fortune, Sloan was an architect of the corporate-dominated global society we live in today.
David Farber's story of America's first corporate genius isbiography of the highest order, a portrait of an extraordinarily compelling and skillful man who shaped his era and ours.

In 1998, there was the latest in a long and complex history of takeovers that had bedevilled Rolls-Royce and Bentley since the companies were founded. This resulted in Volkswagen taking ownership of the factory in Crewe, together with the Bentley range and name, while BMW moved Rolls-Royce production to a new site in Sussex. On 30 August 2002, the last Crewe-built Rolls-Royce rolled off the production line, bringing the era of Crewe-built Rolls-Royces to an end. Peter Ollerhead, an ex-Rolls-Royce employee, has spent years researching the history of the company in Crewe, from 1938 to 1998, focusing on the endeavours and the experiences of its employees: this is a book about people. The detailed text, illustrated with over 80 photographs, explains how the initial establishment of a Merlin aero engine factory was thwarted by the problems of building on a greenfield site, where the early days of skill shortages, a chronic need for housing and a strike were followed by a bombing raid in 1940, in which seventeen employees were killed. The arrival of car production just after the Second World War is fully covered, as are the other enterprises that helped to keep the company afloat, from War Department power units to hip joints for the NHS. Despite a troubled history - with two major fires, bankruptcy and large-scale redundancies - Rolls-Royce was Crewe's largest employer for many years, produced the world's best luxury cars, and influenced and shaped the town as no other company has done. This book is a fitting tribute to the generations of workers who made it all possible.

Just over 100 years ago, a small engineering concern in Vauxhall, South London, made its first motor car. Named after the place it was built, the Vauxhall was a revelation. Within a few years of expansion, production had moved to Luton. Vauxhall was purchased in the 1920s by General Motors and its most famous models include its Edwardian Prince Henry, the PA Cresta, perhaps the most distinctive of its American-styled cars, as well as the Astra, Cavalier and its 1970s rally winning cars such as the Firenza and Chevette. Since the 1950s, Vauxhall has remained one of Britain's most popular car makes, with many millions of its cars sold worldwide. Its F-type Victor was at one time the biggest export earner for Britain with over 200,000 sold abroad and the PA was the first true motorway cruiser built in Britain. Vauxhall: A History tells the story of the cars, the people that built them and also of Bedford, the truck and van division of Vauxhall.

The rapid growth of China's automotive industry has led to the development of a significant automotive parts subsector as well. The Chinese auto parts industry is largely focused around the Yangtze River Delta, which accounted for 42 per cent of total production in 2000. Within this region, Shanghai is the largest manufacturing center for auto parts with 25 per cent of total production in 2000. Zhejiang and Jiangsu accounted for 10 per cent and 7 per cent of total production in 2000 respectively. Following China's accession to the WTO in late 2001, the growth rates accelerated. To fulfil its ambition to become the main base of operations for leading foreign auto companies, China must establish a world-class automotive parts industry. This market research report addresses issues of interest to investors, presents our main survey and research findings, and analyzes legal and production aspects. It concludes with a look at future developments in this key industry. A directory of useful contacts appears at the end.