Big Three Automakers Lag in Production Skills, Sales and Profits. Christine Tierney.
by Tierney, Christine; ProQuest Information and Learning Company.
Series: SIRS Enduring Issues 2005Article 51Business. Publisher: Detroit News, 2004ISSN: 1522-3191;.Subject(s): Assembly-line methods | Automobile factories | Automobile industry and trade | Automobiles -- Design and construction | Chrysler Corp | Ford Motor Co | General Motors Corp | Industrial productivity | Quality of products | Toyota Motor CorporationDDC classification: 050 Summary: "By sweating the details and nipping problems in the bud, Toyota's factories turn out the kind of quality that translates directly to the bottom line. Compared with its Big Three rivals, Toyota commands higher prices for its vehicles and spends less on repairs because it recalls proportionately fewer of them. In the brutal race to boost auto sales and profits, manufacturing prowess plays a key role. Because Toyota's plants are flexible--assembling different types of vehicles on the same line--the automaker also responds faster to customer demands and can launch new models at a lower cost than Detroit's automakers. Thirty years after Japan's automakers began chipping away at the American market with higher-quality cars built at lower costs, Detroit automakers still are playing catch-up." (DETROIT NEWS) This article examines the manufacturing processes that make Toyota so successful and discusses efforts by the Big Three automakers--General Motors Corp., Ford Motor Co. and the Chrysler Group-- to make gains in their "productivity and quality by liberally adopting Toyota's manufacturing methods."| Item type | Current location | Call number | Status | Date due |
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High School - old - to delete | REF SIRS 2005 Business Article 51 (Browse shelf) | Available |
Articles Contained in SIRS Enduring Issues 2005.
Originally Published: Big Three Automakers Lag in Production Skills, Sales and Profits, Feb. 20, 2004; pp. n.p..
"By sweating the details and nipping problems in the bud, Toyota's factories turn out the kind of quality that translates directly to the bottom line. Compared with its Big Three rivals, Toyota commands higher prices for its vehicles and spends less on repairs because it recalls proportionately fewer of them. In the brutal race to boost auto sales and profits, manufacturing prowess plays a key role. Because Toyota's plants are flexible--assembling different types of vehicles on the same line--the automaker also responds faster to customer demands and can launch new models at a lower cost than Detroit's automakers. Thirty years after Japan's automakers began chipping away at the American market with higher-quality cars built at lower costs, Detroit automakers still are playing catch-up." (DETROIT NEWS) This article examines the manufacturing processes that make Toyota so successful and discusses efforts by the Big Three automakers--General Motors Corp., Ford Motor Co. and the Chrysler Group-- to make gains in their "productivity and quality by liberally adopting Toyota's manufacturing methods."
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