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In this compelling, readable narrative, Joe Sherman explores virtually every aspect of the Saturn project, America's biggest and most publicized industrial success of the last decade. Here is the whole story - Saturn's mysterious beginnings inside General Motors in 1982; the site hunt that involved 38 states and ended in Spring Hill, Tennessee; the plant's construction and the transfer of 5,000 UAW members to a historic Southern backwater; and finally the small car's triumph in the marketplace.
Telling the story through the standpoint of dozens of characters, from local farmers, to inspired assembly line workers, to `car smarts and gut feel' engineers, Sherman brings to life a very American story of renewal and growth, of great hope and soured expectations, of greed and lost opportunities. And he reveals that if the USA wants to produce high quality products that the world will want to buy, it must begin to adopt methods similar to those used in making the Saturn car.
This powerful book examines the Daimler-Benz company-one of Germany's most important armament and automobile manufacturers-from its formation in 1926 to the end of World War II and reveals for the first time its close association with the Third Reich. It is a timely contribution to the history of collaboration between German business and the Nazis.
This book, the first ever based on unrestricted access to
General Motors' internal records, documents the giant American
corporation's dealings with the Third Reich. GM purchased Opel,
Europe's largest automaker, in the 1920s and continued to hold it
through the Second World War. Historian Henry Ashby Turner, Jr.,
uncovers the fascinating story of how the American carmaker
conducted business in Germany under the Nazi regime and explores
larger issues concerning the relations between international
corporations and the Third Reich.
An award-winning journalist's insights into the auto industry, the decline of once-great companies, and the failures of management The collapse of General Motors captured headlines in early 2009, but as Alex Taylor III writes in this in-depth dissection of the automaker's undoing, GM's was a meltdown forty years in the making. Drawing on more than thirty years of experience and insight as an automotive industry reporter, as well as personal relationships with many of the leading players, Taylor reveals the many missteps of GM and its competitors: a refusal to follow market cues and consumer trends; a lack of follow-through on major initiatives; and a history of hesitance, inaction, and failure to learn from mistakes. In the process, he provides lasting lessons for every executive who confronts the challenges of a changing marketplace and global competition. Yet Taylor resists condemning GM's leadership from the privileged view of hindsight. Instead, his account enables the reader to see GM's decline through the eyes of an insider, with the understanding that corporate decision-making at a company as large as General Motors isn't as simple as it may seem. Taylor's book serves as a marvelous case study of one of the United States' premier companies, of which every American quite literally now holds a share.
The Cadillac story is more than the story of a car company. It is,
in many ways, the story of the American automobile industry
itself-- which, as much as any industry, drove America's growth in
the twentieth century and defined who we are as a people: mobile
and prosperous. Cadillac, again and again, played a critical role
in that story, for both good and ill.
An elegy--angry, funny, and powerfully detailed--about the slow
death of a Detroit auto plant and an American way of life.
"From the Hardcover edition."
This study looks at union responses to the changes in the Latin American automobile industry over the past 15 years. Chapters focus on Argentina, Brazil, Columbia, Mexico, and Venezuela, while considering the impact of the shift toward export production and regional integration. In addition, contributing authors discuss the degree to which political changes (the breakdown and perpetuation of authoritarian rule and state-corporatism) have influenced unions' responses to reorganization.
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.
"Toyota is becoming a double threat: the world's finest manufacturer and a truly great innovator . . . that formula, a combination of production prowess and technical innovation, is an unbeatable recipe for success."
-- "Fortune," February 2006
For the first time, an insider reveals the formula behind Toyota's unceasing quest to innovate and do more with less, a philosophy that has made it one of the ten most profitable companies in the world (and worth more than GM, Ford, DaimlerChrysler, and Honda combined). In a rare look into Toyota's ability to consistently achieve breakthroughs that outperform the competition, "The Elegant Solution" explains what Toyota associates have known all along: it's not about the cars. Rather, Toyota's astounding success is just the visible result of a hidden creative process that begins with a seven-digit number.
"One million." That's how many new ideas the Toyota organization implements every year. These ideas come from every level of the organization -- from the factory floors to the corporate suites. And organizations all over the world want to learn how it's done. Now senior University of Toyota advisor Matthew May shows how any company can achieve an environment of everyday innovation and discover the kinds of elegant solutions that hold the power to change the game forever. World-class benchmarks like Lexus, Prius, Scion -- even Toyota's vaunted production system -- are simply shining examples of elegant solutions.
A tactical playbook for team-based innovation, "The Elegant Solution" delivers powerful lessons in breakthrough thinking in a provocative yet practical guide to the three core principles and ten key practices that shape successful business innovation. Innovation isn't just about technology -- it's about value, opportunity, and impact. When a company embeds a real discipline around tapping ingenuity in the pursuit of perfection, the sky is the limit. Dozens of case studies (from Toyota and other companies) illustrate the universal power and applicability of these concepts. A unique "clamshell strategy" prepares managers to successfully lead and sustain the innovation effort.
At once a thought-starter and a taskmaster, "The Elegant Solution" is a vital prescription for anyone wanting to truly master business innovation.
This one-of-a-kind reference work provides essential data on some 10,700 manufacturers of automobiles, beginning with the earliest vehicle that might be so termed (Frenchman Nicolas Cugnot's steam carriage, in 1770) and covering all nations in which automobiles have been built--67 in all. Not an encyclopedia or collection of histories, this is instead a very complete registry providing essential facts about the manufacturers: complete name, location, years active, type(s) of vehicles built, and other basic data. Compiled during more than 30 years of research, this reference even lists companies that produced just one car. Any builder of passenger-carrying vehicles on at least two but no more than eight wheels, of any design, either mass produced or built as one-off specials, experimental cars, prototypes, or kit cars, is included. Builders of internal combustion, steam and electric powered vehicles are all covered; companies that built only trucks, buses, racing cars, or motorcycles are not included. From A.A.A. to Zzipper and Argentina to Yugoslavia, this is an astonishingly comprehensive resource.
Images of America: Chevrolet: 1960-2012 is the second of a
two-volume photographic history of Chevrolet, one of the world's
best-known automotive brands, symbolized by the bow tie emblem.
From 1960 to 2012, the US auto industry and Chevrolet experienced
This work examines the responses of unions and workers to regional integration and restructuring in the automobile industry in North and Central America. The focus is on the automobile industry in Mexico, which, because of its size and importance, is viewed as a strategic sector of the Mexican economy and was the focal point of talks between the US, Canada and Mexico during negotiations on NAFTA. Focusing on the period from 1980, John P. Tuman examines the changes implemented by firms to promote export production, he explores reasons for the variation in labour responses to restructuring, and he discusses the prospects for cross-border organizing and co-operation among automobile workers in Canada, the US and Mexico.
In 1993, amid concerns that the U.S. auto industry was losing ground to Japanese competitors, the federal government and the Big Three U.S. automakers (Ford, Chrysler, and General Motors) entered into a unique alliance: the Partnership for a New Generation of Vehicles (PNGV). The PNGV, which also involves universities, suppliers, and other participants, arose from the belief that providing industry with access to technologies generated by federally supported research would allow automakers to develop a high-efficiency, environmentally friendly car--attaining up to 80 miles per gallon--that would still match or surpass today's vehicles in performance, cost, and safety. In its launch phase, the PNGV faced considerable skepticism, as well as stiff political and organizational challenges. This report tells the story of the program's beginnings, how it has dealt with these challenges, and its progress to date, which, as of 1998, remains ahead of schedule. It also details lessons that may be useful to managers of similar partnerships in the future. The author was the government's first technical manager of the PNGV. His account was developed from notes, recollections, and interviews with former colleagues.
James Ruppert explains why German cars from the 1980s were quite simply, wunderbar. Because when it came to build quality, reliability and performance, every other car made anywhere else in the world was rubbish. The 1980s was a time when if you went shopping a VW Polo was the perfect companion. Beating an MG away from the lights was dead easy in a GTI and making a lasting impression meant arriving in an SL, SLC or any enormous Mercedes S-Class. It was a time when BMW M3s were racing certainties and a Quattro Turbo would always stay glued to the road. Getting poolside and on the sun lounger before the Germans only required one of their fine Audi 100 Avants. Proper showing off meant a Porsche 911 Turbo with its wonderful attention seeking tea tray rear spoiler. And the model that every young, upwardly mobile professional wanted parked outside his or her mews flat was a BMW 3 Series. Ruppert details how all these companies progressed to the 1980s and just what they did when they got there. Luckily he was there too, flogging BMWs at the prestigious West End Showroom in Park Lane, to yuppies, film stars and anyone else who could afford the non-refundable 10% deposit. From the author of the critically acclaimed, "The British Car Industry Our Part in its Downfall," here is his unique take on the German one, and why it won.
The automobile industry is one of the most capital- and marketing-intensive industries in the world today. Common wisdom states that the keys to sales success in the industry are no different than in any other: brand management, product positioning, and brand imaging. But what do these commonly traded buzzwords really mean, and how do they translate into a successful brand campaign? In Glory Days, Jim Wangers uses his 45-year career in Detroit as the basis for explaining successful brand marketing for automobiles: * Why brand management for cars is not the same as for other "branded" products * How to position a model for the best possible tie-in promotion-and how not to * What it takes to establish and evolve a brand image
Trust and Power argues that corporations have faced conflicts with the very consumers whose loyalty they sought. The book provides novel insights into the dialogue between corporations and consumers by examining the car industry during the twentieth century. In the new market at the turn of the century, car manufacturers produced defective cars, and consumers faced risks of physical injuries as well as financial losses. By the 1920s, cars were sold in a mass market where state agencies intervened to monitor, however imperfectly, product quality and fair pricing mechanisms. After 1945, the market matured as most US families came to rely on car transport. Again, the state intervened to regulate relations between buyers and sellers in terms of who had access to credit, and thus the ability to purchase expensive durables like cars.
The book arose from a multi-disciplinary study which looked at the development of global-local manufacturing clusters in the context of a developing, Asian economy. The study demonstrates the connection amongst theoretical perspectives such as international business, development studies, economic geography, and organisational learning clusters/production networks through an in-depth case study of the Indonesian automotive cluster. The book gives a detailed account of two automotive clusters (Toyota and Honda) and their contribution to regional economic development in emerging economies in Asian region. The book builds on existing literature to develop a theoretical framework to shed light on the study's empirical findings. The book discusses practical implications for both the business community and policy makers. The discussion on global-local networks in an Asian context supplements existing literature and case studies in the field. This is one of the few books that explicitly links regional clusters to global networks. The book offers a refreshingly international (Asian) perspective to the literature on clusters and economic geography for emerging economies.
Economic restructuring has been a notable feature of so-called mature industrial economies such as the UK and Australia in the last two decades, with deregulation, privatisation, technological change and globalisation combining to reshape such economies. Some industries have grown, while others have declined. Moreover, while overall employment in the UK and Australia has grown, many newly-created positions require skills not found in the industries shedding labour, or are in casualised and low paid occupations. Many lesser-skilled workers leaving declining industries are therefore at risk of long-term unemployment or leaving the workforce entirely. Both mental and physical health can be affected after redundancy. It is therefore crucial that the measures put in place in many domains of social policy (such as formal health policy, employment assistance, community development, housing assistance and so on) to adequately address the difficulties confronting this group. This volume takes a closer look at the impact of manufacturing - notably automotive - plant closures in the UK (Birmingham) and Australia (Adelaide) in recent years and policy responses to those closures. It attempts to tease out differences in policy response and effectiveness, and attempts to identify areas where policy could be made to work better in terms of adjusting to large scale manufacturing change and resulting job losses. In so doing, it begins, for the first time we believe, to take a comparative approach to understanding the impact of plant closures and policy responses. This book was published as a special issue of Policy Studies.
Strategic success of industry depends upon manufacturing competencies (i.e., the competitive advantage to ensure better quality and reliability), which will increase sales and create a sound customer base. Competitive priorities are the operating advantages that are assessed, evaluated, and measured within the parameters of cost, quality, time, design, and flexibility. The book explains the manufacturing competencies upon which the strategic success of the automobile industry depends. The impact of manufacturing competency on strategic success is analyzed and modelled using suitable qualitative and quantitative techniques. Key Features Outlines manufacturing competencies in correlation with successful strategic planning for current manufacturing environment Provides methodology or guidelines for linking defined strategic plans with manufacturing competencies Defines strategic success in the context of the automobile industry Analyses and models manufacturing competency impacts using qualitative and quantitative techniques Develops qualitative models with real-time case studies
One of the principal arguments put forth by Brexit supporters is that by freeing the UK from the stranglehold of EU law, the country will be able to expand its markets through increased bilateral trade and enhance economic growth. This book tests this proposition by reference to the car industry. Brexit and the Car Industry explores the international position of the car market to argue that the hope of Brexit bringing regulatory freedom is illusory. The book starts by examining the structure of the vehicle industry, how its regulatory framework evolved and how the environment in which it operates is constrained by international standards and the practicalities associated with trading across different regulatory systems. By examining the evolution of vehicle regulations, particularly related to the environment, it argues that a UK independent path is not only impractical but self-defeating. The private car market is structured in such a way that is global, and meeting the various international regulatory requirements is a price of entry requirement which no bilateral trade agreements are likely to alter. The book also considers changing environment affecting the car industry in the context of an aspiration for regulatory freedom. The response to climate change and the impact of technological change - specifically driverless vehicles - are big questions for the industry and both are examined in this book. The book also considers the emergence of large metropolitan areas imposing their own use and environmental requirements operating separately to national standards. The future of electric and autonomous vehicles combined with the complexity of the regulatory environment with both international and localised pollution measures make the UK navigating a safe independent path through with a viable car industry highly questionable. Providing a comprehensive review of the relationship between regulatory frameworks and free trading models, this book is aimed at industry and legal professionals. It will also be of interest to students studying market behaviour, free trade law and the free movement of goods, and environmental protection.
No other American car carries the mystique of the Corvette, and early in 1997, General Motors unveiled the stunning fifth-generation Corvette to universal acclaim. But GM's triumph was hard-won -- the legendary sports car had nearly fallen victim to internal company politics and a squeeze on profits. In this candid and compelling book, journalist James Schefter reveals the inside story of the people who saved and reinvented the Corvette, from the drawing board to the assembly line.
For eight years, Schefter enjoyed unprecedented access to every part of GM, including areas off-limits to many company vice presidents. A true insider, he observed the new Corvette's odyssey from sketch to clay model to prototype to production vehicle. He accompanied test drivers across scorching deserts and snow-packed mountains. And he came to know the fiercely dedicated team of designers, engineers, and executives who fought and achieved their dream: a new Corvette that is better conceived, better built, and less expensive than its predecessors. The Corvette's odyssey to reclaim its glory is a thrilling testament to the endurance of American spirit.
"Oil is the problem. Cars are the solution."
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