Abstract This paper outlines a project designed to improve efficiency and to reduce waste at the Detroit axle plant of the DaimlerChrysler plant. While the plant is, in many ways, a well-run one, it could be improved in the areas both of savings of scrap and of improving the product. The paper recommends that the plant be improved along both of these vectors in a move toward a pull-through system, which is a characteristic of a management style known as the Rabbit Chase system.
From the Paper "This Axle Plant, which is part of the DaimlerChrysler Corporation, it is located in Detroit. Its primary task is to provides axles for various DaimlerChrysler assembly plants. Detroit Axle has approximately 2400 employees. There is a moderate degree of standardization is moderate with a high degree of formalization and the expected low degree of specialization. The organizational structure (or what we might also call the command structure) is highly centralizes with a low degree of specialization and a highly routinized approach to technology."
Abstract This paper outlines a project designed to improve efficiency and to reduce waste at the Detroit axle plant of the DaimlerChrysler company. While the plant is, in many ways, a well-run one, it could be improved in the areas both of savings of scrap and of improving the product. The recommendation to improve the plant along both of these vectors is to shift to a more decentralized system of control in which workers are given greater autonomy for decision making, especially in terms of materials usage.
From the Paper "The major problems that this plant faces, as noted above, are too much waste in terms of raw materials as well as finished products that are not sufficiently high quality (or rather, finished products some of which are sufficiently high in quality but many others which are not. Both of these problems, but particularly the wastes that occur in the use of raw materials, are related to the fact that the authority in the plant is so centralized and the technology so routinized: Such a system of overall organization fails to allow line workers sufficient autonomy to allow for the most efficient use of raw materials."
Abstract This paper includes a list of five economic indicators, an 18 month forecast of economic indicators and a rationale for the forecast based on historic trends or existing economic forecast. The author analyzes the way the forecast will impact DaimlerChrysler. The paper discusses some final recommendations and strategic initiatives.
From the Paper "According to an article in World Almanac Book of Facts, leading economic indicators are those that lend to rise or fall in advance of the rest of the economy. The index of leading economic indicators is a composite of eleven economic measurements, developed to help forecast likely changes in the economy as a whole. The conventional is as follows: Typically, three consecutive monthly leading economic indicator changes in the same direction suggest a turning point in the economy. The components are Gross Domestic Product, ..."
Tags: Forecasting, leading economic indicators, inflation, CPI, Consumer price index, PPI, Producer price indext, housing starts, unemployment claims, inflation, forecasting error, using macroeconomic data in a microeconomic setting.
Abstract This paper discusses the products offered by the vehicle global company DaimlerChrysler. The author defines its strategy. The paper relates its position in the highly competitive global market.
From the Paper "DaimlerChrysler is a global company presenting a product portfolio ranging from small cars to sports cars and luxury sedans and from versatile vans to heavy duty trucks and comfortable coaches. Its passenger car brands include Maybach, Mercedes-Benz, Chrysler, Jeep, Dodge and smart commercial vehicle brands include Mercedes-Benz, Freightliner, Sterling, Western Star and Setra. The company offers financial and other automotive services through DaimlerChrysler Services. A DaimlerChrysler's overarching strategy is based on four pillars, global presence of strong brands..."
Abstract The objective of this paper is to assess the performance and position of BMW and DaimlerChrysler with the objective of making recommendations relative to investing in the equity stocks of the two companies.
From the Paper "The objective of this investigation was to assess the performance and position of BMW and DaimlerChrysler with an objective of making recommendations relative to investing in the equity stocks of the two companies. The recommendations are based on investment analyses of the two companies which are primarily financially-oriented but which also included a strategic element in the form of SWOT analyses. The financial analyses included du Pont analyses and market ..."
Abstract This paper provides a Porter's Five Forces analysis of the automobile industry. The author reviews as well as McKinsey 7s analysis of Ford and DaimlerChrysler. The paper includes charts.
From the Paper "The automobile industry is a global industry dominated by large companies that participate in more than just manufacturing automobiles. It is difficult to comprehend the role that the automotive industry plays in the American economy or indeed in the global economy as a whole. It is a driver of jobs both directly and indirectly and provides considerable economic stimulus to many different countries. Today's automobiles are highly complex and use components from suppliers throughout the world."
Tags: auto industry, Porter's Five Forces, McKinsey 7s, Ford, DaimlerChrysler
Abstract This paper chronicles the DaimlerChrysler merger and explains that the whole merger was a set up and the actual American hold on the company no longer exists with Chrysler now a foreign hold.
Abstract This paper studies the recent merger between America's Chrysler Corp., one of the U.S.'s Big Three, and Germany's Diamler-Benz, one of the oldest car companies in the world. The paper examines the terms of the deal, which the paper asserts mark a new trend of consolidation within the industry. Next, the paper assesses the manufacturing implications, including managing differences in productivity. The paper then turns to differences in the relationship between the component companies and their suppliers. The paper also briefly addresses the merging of sales and R&D functions. The paper concludes with a discussion about the company's financial future, including how it will leverage the component company's different strengths in international markets.
Table of Contents
Background:The Merger
Manufacturing Implications
Supply Chain
Sales
Research & Development
International Markets
Finance
Conclusion
From the Paper "The two companies call the $48 billion deal a "merger of equals" rather than an acquisition, careful not to use that word, even though it appears to outsiders that Daimler will be the stronger partner, and Chrysler is expected to be managed from Stuttgart in coming years ("Worldwide Fender Blender...;" Harbour). Each brings significant elements to the deal. Daimler-Benz was the biggest selling carmaker in Germany last year, exceeding total annual sales of BMW by $29.5 billion for a total of $62.9 billion (Feast). Chrysler is the "world leader in low-cost, high-volume auto production" with greater output per worker than Daimler-Benz ("Worldwide..."). Chrysler is also known for spotting good ideas and opportunities and focusing on them; Chrysler essentially invented the sports utility vehicle (SUV) with its Jeep Cherokee, now copied by all other major auto-makers, including Daimler-Benz whose Mercedes-Benz line has a luxury version. It also invented the minivan. Daimler-Benz has a strong reputation for quality, and Chrysler, which has some quality/image problems has a diverse line of autos with 28 models (brands and styles: Jeep, Dodge RAM Trucks, Chrysler sedans, minivans, etc.) compared to Daimler-Benz' limited line of luxury sedans. The combined product and price ranges will also appeal to a wider spectrum of consumers."
Abstract This paper examines the challenges of managing a multinational organization. The author reviews the determination of cost-effectiveness. The paper evaluates the impact of the Daimler-Chrysler merger.
From the Paper "When Chrysler Corporation and Daimler-Benz announced their merger in the late ..., it caused a stir in the automotive industry. Mergers and.acquisitions have occurred in many different industries particularly ..."
Tags:DaimlerChrysler, Chrysler, Daimler, mergers and acquisitions
Abstract This paper takes a look at General Motors in an attempt to identify the highest authority. According to the paper, the highest power member of General Motors is chairman and CEO Richard Wagoner. The paper also discusses whether the corporation should continue the struggle for the international leader position or should step down and allow Toyota to become leader.
Outline:
Core questions in General Motors
Future Intentions and Strategies
Chrysler Competing with General Motors
From the Paper "A note addressed to General Motors' chief executive officer proposed a rather intriguing strategy and it basically referred to the corporation's falling behind and allowing Toyota to become the international leader. In doing so, General Motors would no longer be preoccupied by marinating its positions and would finally possess the time and energy to focus on reaching other main objectives such as increasing profits. It is generally agreed that achieving the first position is seldom as difficult as it is maintaining that position. And in the case of General Motors, being number one implies several costs for acquiring the best high technology devices and services, devices and services that generally bring about the necessity to cut down other vital expenses. In other words, by stepping out and allowing Toyota to become the automobile international leader, General Motors would gain precious time and energy to focus on achieving other core goals."
Abstract This paper discusses how merger and acquisition activity is increasing, particularly at the international level. The paper then looks at how these mergers and acquisitions are somewhat different from their domestic counterparts in corporate culture and governance, cross-border communications, logistics, tax and accounting systems, and merger legislation.
Outline:
Chrysler and Daimler Benz (DaimlerChrysler)
Mitsubishi UFJ Financial Group, Inc.
Ford Volvo
From the Paper "Ford Motor Company bought the Swedish based Volvo for 6.45 billion in 1999 which followed the Chrysler Daimler merger. Ford Motor was already the world's most profitable carmaker at the time. Though the takeover produced a flood of concern in the industry concerning globalization it also proved to be highly successful. Ford's production of luxury cars increased from 250,000 to 700,000 in 1 year, with a target of 1,000,000. They used common vehicle platforms, engineering architecture and design capacity for Volvos, Jaguars, and the US luxury brand Lincoln. Lincolns and some Jaguars already shared a common platform. "
Abstract This paper discusses the PT Cruiser, or Personal Transport Cruiser, which is a brand of automobiles manufactured by American producer, Chrysler. It discusses the initial design and production of the car, as well as the initial results retrieved on the American market. It looks at the development and expansion of the car. The paper then discusses the problems associated with the PT Cruiser. Finally, the paper discusses how a more favorable outcome could have been ensured.
From the Paper "The PT Cruiser is currently in its maturity state as a product and its decline is unavoidable. However, a re-launch on the market would be possible if certain requirements were met. In this order of ideas, the quality of the product has to be improved. The efforts must be sustainable and real as they have to repair the negative reputation created so far. Then, the company employees in the sales and service department have to be trained and taught how to treat customers with the utmost respect. They must also learn how to efficiently retrieve information from the customers, and then transmit it to the production department as for the requirements to be integrated and the problems resolved. Also, they must better select their target market and focus on it, rather than simply placing the car onto the market to be bought by anybody who has money."
