137 ordspråk av Rick Wagoner

Rick Wagoner

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I was incredibly impressed with his (Lutz's) continuing passion and enthusiasm for cars and trucks and the auto industry in general,

Don has played a pivotal role in strengthening GM's global manufacturing competitiveness, ... His contributions provide an important foundation for our future as we continue to bring these world-class manufacturing processes to new plants and existing facilities around the world.

In '02 we had another good year in improving productivity in salaried work force. What we're trying to do is make this a regular mind set around here, ... You can't have an ounce of fat these days and meet the pricing and the investments and the profitability targets we're shooting for.

With the ongoing globalization of GM's product development organization, and the implementation of our global architecture strategy, Bob felt he needed to devote his efforts to product development full time, and I agreed, ... Bob's legacy at GM will be in our future cars and trucks. It makes sense for him to devote his full energies to that critical task.

This really highlights one of the weaknesses of our business model is too much reliance on those products (large SUVs and pickups) for profit and not enough profitability from those other products,

Any time GM and UAW has something going on, we're all curious about how that may affect us,

Oklahoma City, (which makes the mid-sized SUV) is a very good plant but a classic example of ... just having too much capacity in that segment, ... That's why that plant in on the list today. We don't have any plants left that aren't very high quality and quite productive. I'm sure I'm not going to satisfy any plant as why they've been chosen to be on the list.

I'm like Sergeant Schultz, I know nothing. We are trying to share ideas around the world. We don't just come up with a great idea in Brazil and ignore it in the rest of the world.

Most of the model consolidation we've done is behind us. There will be some fine tuning.

There was an almost an 80% decline one year from 640,000 vehicles to 200,000, and now it's grown back. Our share has grown a lot.

We've been able to use NAFTA. We import a lot more products to fill niches. We don't have to assemble them locally. We've consolidated a lot around pickup trucks. Rather than build everything to sell in Mexico, you can ship finished products back and forth. You get the production efficiencies of scale.

I remember very clearly at the first budget review having a pretty direct conversation with the head of manufacturing... We began to get huge improvements in productivity and responsiveness. I got a chance to see that firsthand.

If you look from 1992 to 1997, we've really reduced the number of car models from more than 100 to about 81. Our strategy is to have the right number of products. Segment the brands better. There's a lot of work being done on the distribution side of the business. And the data's showing that our new products are doing a very decent job in the market.

There's been a consistency of approach and a consistency of execution. Moving to a common system and common metrics has really helped us.

History shows you don't know what the future brings.

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