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The Auto Industry

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Honda of America's two manufacturing plants in East Liberty and Marysville, Ohio, renowned for productivity and high product quality, sought to leverage this expertise to improve the plants' environmental performance. This case study covers the strategic, organizational, and operational decisions facing the environmental manager in charge of the two plants as she awaited the pending visit of her corporate boss from Tokyo, who had made it clear that environmental issues were of growing importance in Honda's overall direction.
The shrinking is accelerating dramatically. Just yesterday Chrysler said it would ax 25% of its white-collar employees, about 5,000 people, next month. General
Motors is cutting thousands more jobs and a variety of management benefits, including matching contributions to retirement savings plans. The two ailing car companies are exploring a possible merger in hopes of reaping the synergies that so infamously eluded the DaimlerChrysler union a decade ago. Last summer GM sought to merge with Ford, only to be rebuffed. Billionaire investor Kirk
Kerkorian started selling his stake in Ford last week after the value of his investment plunged by two-thirds since he bought the stock last spring. All this indicates the extent of Detroit's desperation. The Detroit Three (no longer the Big
Three) are adamantly denying bankruptcy rumors, but there's no denying that their very survival hangs in the balance.
It wasn't that American auto executives were always malicious and stupid while the Japanese were always enlightened and smart. Japanese car companies have made plenty of mistakes, most recently Toyota's ill-timed move into full-sized pickup trucks and SUVs. But just as America didn't understand the depth of ethnic and religious divisions in Iraq, Detroit failed to grasp -- or at least to address -- the fundamental nature of its Japanese

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