NUMMI was formed in 1984, from the ashes of a plant that GM had closed in 1982. General Motors reopened the plant, employing many of the same workers who had staffed, according to the United Auto Workers union, the former worst performing plant in the US. Employees of the defunct factory regularly drank on the job, had very high rates of absenteeism, and performed deliberate acts of ‘anti-QA’ sabotage, such as putting empty bottles inside car doors to annoy customers. GM and Toyota had formed
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About What Motivates Us), what should a leader do to help his/her organization achieve progress in its lean journey? In the cases of Wiremold and NUMMI, what are some of the key factors that are in place when a company "reverts" from lean? How can an organization prevent this? Is it possible to prevent this from happening? The main lesson of NUMMI is clear: Massive automation without corresponding changes in management and work force organization is not enough. Because GM's executives were too
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problems could get solved, workers were free to provide input into production and were free to stop the line or make changes where necessary. NUMMI workers felt accountable to their peers not to a perceived oppressive management. Workers depended upon one another to be on time and do the job right. Performance as a result was higher. Additionally, NUMMI understood that in addition to the concept of the way people were organized and managed, a good design and production system were vital. (2
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LEADS 1. Consider how NUMMI became a learning organization – what changes in structure, labor practices and especially management philosophy made NUMMI more competitive that the GM plant that it replaced? How do the different parts of the system support each other? 207 words NUMMI became a consummately adaptive enterprise. The leadership at NUMMI realized the importance of “Creative Tension”. They were true in their assessment in judging the current reality as well as very clear in the vision
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Motors (GM) had encountered bankruptcy. It was reopened and under the collaborative management of Toyota and GM with more effective management practices that were successfully at boosting employee motivation, which was formed as a legal entity, namely NUMMI. Motivation is defined as psychological process that induces employees to contribute to their work and perform “voluntary actions” that directly related organizational goals (Mitchell 1982, cited in Ramlall 2004). According to McShane et.al 2010,
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Executive Summary: The report of the plant manager for RIO BRAVO IV, a subsidiary of Packed Electrical a division of General Motors identifies mistakes made by top management. These mistakes clearly indicate top management failure to use project management principles in starting up a new manufacturing branch. It also points out the learning outcomes when good efforts are placed at the right places and with the right human talent employed. In the new economy organizations have to focus on the
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Assignment 1. Memorandum about NUMMI * Due Oct 7 by 11:59am Points 10 Submitting a file upload Homework 1 (worth 10% of your final grade) ENVR E-137 Due October 6th, 2014 @ 11:59 PM (in our web site’s assignment box) You have been hired by General Motors as a consultant to describe the basic operations at NUMMI, your job is to generate a briefing that will be distributed to top managers at GM. In 1200 words or less create a memorandum that contains the following information: 1
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Global Supply Chain Management DaimlerChrysler/Nummi Case#4 Daimler-Benz considered one of the first manufacturing companies dedicated to the automobile industry in late 1920's, its line of production was luxury brands like Mercedes Benz, Smart & Daimler Trucks among others. Unfortunately the company was not having the acceptance expected in Europe; need of an evolution the way it did, business to be able to position itself in other markets like Asia and the United States. Chrysler Corporation
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Planning/Assessing Production for Toyota North America Executive Summary The Toyota Production System (TPS) is an integrated approach to work design that was developed and implemented by Toyota. The key characteristic of this system is that it takes into account the interactions that occur between technology and the human counterparts, which include employees, suppliers and customers. At its core, the TPS is a direct reflection of Toyota's management style and practices. The following summary
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management practice is derived from the foundations of Taylor’s Scientific Management and that in this sense his work is absolutely crucial. Finally, I will evaluate the relevance of Scientific Management to today, with help from a case study of the NUMMI car manufacturing plant. Taylors work focused on studying job processes, the way workers perform, learn the job and determine the most efficient ways of performing them. He found the formula of how to perform manual labor efficiently, quickly, with
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