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Does this mean Jim Press is a co-president with Tom LaSorda? Tom LaSorda heading manufacturing and plant operations and Jim handling global sales and marketing as well as product strategy which completes the marketing circle when you bring in service and parts which are dealer handled. Jim Press says he was passionate about energizing and strengthening the dealer body at Toyota and he will be passionate about this at Chrysler. Deborah Wahl former Vice president of Marketing for Lexus brand of Toyota will the report to Jim. This brings 2 very senior Toyota executives to the top ranks of Chrysler free to change things since its now run by Cereberus Capital Management. Jim brings 37 years of experience at Toyota.

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In all with 2 retired consultants who ran Toyota's manufacturing operations 4 senior Toyota managers have joined the new Chrysler. Cueno and Convis joined Chrysler also. Convis ran Toyota's Georgetown Kentucky manufacturing plant.

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Chrysler and the UAW reach a deal.

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Chrysler will contribute about $10 billion into a VEBA type trust. By this Chrysler can pass on $16 billion in healthcare obligations to the trust to be run by the UAW. New hires will be paid less in a two tier wage system. Chrysler will not sell Mopar part division thus keepig 2600 union jobs.

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Chryslers plans to trim the product line to eliminate models that compete with other Chrysler models in the same product segment. To look at new models that made small changes over previous models during the late stages of Daimler's efforts to turnaround Chrysler, the Sebring and the Avenger, the Jeep Grand Cherokee, Dodge Durango and the Jeep Commander, for example. The Sebring may be eliminated or redone seriously. Models like the midsize SUV JZ are eliminated. Slower selling models that eat up resources nevertheless like the Pacifica wagon, Dodge Magnum wagon and the PT Cruiser convertible also may be eliinated in this review by Jim Press and Nardelli, formerly of Toyota and GE respectively. Also being addresssed is the shrinking of Chrysler dealerships and the elimination of certain models may help in this process of trimming the dealership network and refocussing it on a newer product line.

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Chrysler's job cuts would reduce its 2006 work force of 80000 employees by 30%. These are deep cuts, about 11000 cuts were announced yesterday and these are in the Michigan, Ontario, and Ohio plants. Sales for Chrysler are down 3% so far this year, but October sales were down 12.5 % on an adjusted basis compared to 2006.

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How the economic fallout from the mortgage lending business is affecting Cerberus new owner of Chrysler. GMAC in which Feinberg's Cerberus has a 51% stake has losses of $2.3 billion in the 3rd quarter at ResCap, home lending unit of GMAC. Aegis Mortgage corporation a firm owned by Cerberus filed for bankruptcy protection in August. As a result of all this fallout Cerberus is taking a hard look at all its committments and is pulling out of its committment to acquire United Rentals. And the sale of $4 billion in loans connected with Cerberus deal for Chrysler has been postponed because of lack of interest in credit markets.

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The sale of $4 billion in loans connected to Cerberus's acquisition of Chrysler has been postponed because of sluggish credit market conditions and shortage of buyers.

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The difficulties Cerberus is having selling $4 billion of the debt it incurred in buying Chrysler and its pullout of the United Rentals deal are signs that private equity deals are fraying. The credit crunch looks like its going to get a lot worse. And sales of cars are expected to decline from the present 16 million for the year to 15.5 according to Jerry York a former GM board member, and 14.5-15.0 million according to John Stallkamp a former Chrysler president. There is a difficult year ahead for the auto companies and for the economy in general.

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Interview with Nardelli of Chrysler. Chrysler has a difficult situation ahead of it.

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Chrysler Financial ends its lease program and under new negotiations with lending banks is expected to pay a pemium of 2 percentage points above LIBOR, three times the "spread" it paid last year.

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What if car buyers have to pay all cash absent the ability for people with good credit to get loans, a scary development for the auto companies. Analysts say tight credit was a crucial factor in the 27% drop in September sales. About 31% of all nonluxury sales in the last week of September were all cash deals, says Libby chief market analyst JD Powers. And down payments are much higher than before. Abd lease deals are dropping from 16% till late July 2008 to 9% in the last week of September 2008. Whats unprecedented is that buyers with credit scores in the upper 700's are being turned down and that is sure to trigger even more declines in the next few months. And dealerships are closing 600 of 20,770 already losed this year.

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David Barboza of NYT describes the hidden subsidies China gives to Foxconn for its plant in Zhengzhou, in a poor region of China. The factory there makes about half a million iPhones a day. These subsidies include incentive packages, infrastructure building, local government help of about $1.5 billion. As a result Apple has high margins. For a 32 gigabyte iPhone 7 that costs $400 to make, the retail price is about $649 in the U.S.  The hidden subsidies is why Apple can maintain dominance as profits are reinvested. And the result is that with only 12% of the smartphone market Apple can take in 90% of the profit, according to Strategy Analytics. Barboza looks back at Apple before co-founder Steve Jobs left in 1985 as focussing on manufacturing at plants in Colorado and California. By 2001 with iPod sales soaring the move to China under Cook, who previously worked for Compaq, was underway. With the introduction of the iPhone in 2007, the move to China for manufacturing accelerated. The reason: only China offered the kind of subsidies, the speed of approval and building of infrastructure facilities, the local government support, the hundreds of thousands of workers, and the best tooling engineers, to produce in huge volumes with speed, and maintaining quality levels. Earlier plants including one in Colorado Springs that this Lyrarc editor was invited to visit just prior to Jobs rejoining Apple had many quality problems, so much so that Apple had a large part of the manufactured personal computers set aside for rework. The quality levels were dismal, defects were unbelievably high. This is the Apple manufacturing process and plant that Jobs must have seen when he returned, and which he hired Cook to fix. Not only were costs higher in the U.S., (subsidies in China came later) when Jobs looked at the manufacturing quality and the inability to get the quality he needed from American workers and engineers at that time in the 1990's, only then did he turn to China- and the more he saw what was possible to accomplish there he sensed an unusual opportunity to finally put the ghosts of memories from competition with Microsoft at rest, and to surpass everything that had been done in Silicon Valley. The result one of the most ingenious and large manufacturing networks in the world, huge profits for an American company, except for one thing- it would not do much for American workers. ...