INTERNATIONAL MARKETING CASE STUDY ANALYSIS CASE – TOYOTA AND GENERAL MOTORS SITUATION ANALYSIS The world’s largest car manufacturers Japan-based Toyota and and US-based General Motors [GM] have joined together in Australia to create a joint venture under a new company called United Australian Automotive Industries [UAAI]. This is hoped to see replication of same success as the New United Motor Manufacturing Inc venture between Toyota and GM in California‚ but this was not to be the case
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Lesson from NUMMI The first and foremost change in NUMMI as a learning organization was in management philosophy. In the old Fremont plant‚ the management never trusted the workers and in fighting mode with the union. Union functioned to get the most compensation with the least work‚ while management functioned to get the most production with the least compensation. Workers had no sense of ownership‚ they did not see total picture‚ their performance was low. NUMMI started with belief that workers
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1. NUMMI created an atmosphere conducive for combining knowledge between different parts of its system. When line-workers initiated process improvements it occurred within a context that provided access to people with the requisite knowledge such as engineers. Second‚ the production process created greater interdependencies among areas of the plant and levels of management‚ and information was readily available and used. Third‚ the culture at NUMMI made line staff more accessible to specialists during
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spring 2010‚ New United Motor Manufacturing Inc.‚ a successful joint venture between Toyota Motor Co. and General Motors Co‚ shut down its plant in Fremont‚ California. Over two decades NUMMI was a model manufacturing plant with high quality and productivity‚ exceptional worker’s satisfaction and attendance. What did NUMMI do to change the former GM’s dysfunctional disaster into best plant? This report is going to examine a dramatic change conducted by NUMMI’s leadership. It will address three main reasons
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References: Cross Culture Management binder content‚ NUMMI case by Florida and Kenny. Internet article: Culture‚ Prof. Jeffrey Sonnenfeld NUMMI case study‚ HR management course by Prof. Martin Conyon‚ ESSEC
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Nate Harlan Final Case Study 5-5-13 Personally to me it seemed like they was a huge issue of pride from the managers and union workers that they didn’t need to learn from the Toyota counterparts. This was due to them believing that they were better‚ and didn’t need to learn from someone lesser then them. This was classic case of discrimination. The managers in the beginning believed the information that they could attain was finite if they learned anything at all. The management and union believed
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Introduction In this essay I will discuss the case of New United Motor Manufacturing‚ Inc. (NUMMI) that jointly owned by the General Motor Co. (GM). From the case that NUMMI was starting badly because of the problem involved the employee‚ they were doing a lot of bad habits in the company including drug abused and results in lots of employee were laid-off. After joining with the Toyota‚ NUMMI starts new kinds of regulation to fix mistakes in the past as they made the No-strike‚ no-layoff agreement
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harnesses & Electrical components • Inexperienced human talent in senior positions • Good housekeeping • Language barrier • No understanding of customer needs expectations • The quality of the product supplied to the customer not according the NUMMI specifications • No supplier partnerships • Non-value adding steps in their processes • Time taken to complete each production step Opportunities Threats • Venture production into foreign markets • Customer demands: Products required‚ 1
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reasons GM should have filed for bankruptcy much earlier‚ as the world market was still strong and could have immersed the downfall better. Initial plans were set to produce 200‚000 vehicles a year‚ for which Toyota would provide the main components‚ NUMMI would provide stamping and assembly operations‚ and other parts and components would be provided by suppliers in the United States. Production would begin with a compact car that Toyota sold and produced in Japan named Sprinter‚ but in the US it would
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International (NUMMI) gathered in the main hall. The lavish party celebrated NUMMI’s first Thomas J. Watson‚ Jr. GM’s existing supplier relationships and large dealer networks. Yet‚ in our view‚ NUMMI’s greatest contribution has not been to the balance sheets of either General Motors or Toyota — although both companies have benefited greatly from the 20 years in business. But for those familiar with venture. Instead‚ we believe that NUMMI’s the history of NUMMI -- the first collaboration
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