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GM takes a $600 million charge in the 1st quarter with the decision by CEO Mary Barra to close the plant in St. Petersburg, Russia. GM's market share in Russia had declined from over 9% to 7.4%, and the sharp decline in the Russian auto market made Russia an unattractive proposition as GM focusses on improving profitability in Europe.

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First quarter 2012 vehicles sales declined by 3.4%, according to China's Association of Automobile manufacturers. Passenger car sales declined by 1.3%.

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The global auto industry has capacity for producing 92 million vehicles in 2009, but only 60 million cars will be sold next year, according to CSM Worldwide. And CSM forecasts capacity utilizations will not return to the 2007 rate of 80% till 2014. And because of their better product mix, more new models, and better fuel efficiency, the Japanese, Korean and European carmakers have a better capacity utilization than the Detroit Big Three, even though they are also hurting badly as credit collapses and and an overextended American buyer is wary of new purchases. Robinet, the head of global vehicle forecasting at CSM Worldwide, estimates that the Big Three Detroit automakers will only need half their current production capacity in 2009, something he says is not sustainable for any industry. If these estimates hold true then there is a major earth shaking experience ahead for Detroit automakers that is not reflected in the attitudes and the bargaining about who benefits and who concedes what from unions, management, workers, bondholders, dealers and suppliers, even after the near miss for the bridge loans. It is a situation in which even globally and among the strongest automakers like Toyota and Honda there is going to be a lot of misery in 2009 and beyond. Only some automakers around the world will survive this shakeout. ...

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Revised auto fuel efficiency standards win the support of GM, Ford, Chrysler, Honda and Hyundai. These standards would lower the average fuel economy to 54.5 miles per gallon by 2025, a decline from the initial target of 56.2 mpg. The revised proposal calls for a 5% average annual increase in fuel economy for cars and a 3.5% increase for light trucks through 2021. After 2021 both cars and trucks have to meet a 5% annual increase. Useful innovation in the new standards is to provide credits for hybrid pickup trucks, and give credits for technological advances that improve fuel economy but don't show up in EPA tests such as the one that shuts of the engine when a car is idling. Other credits would be offered for solar roof panels on electric vehicles. It includes incentives for "promoting early market penetration of tailpipe CO2/fuel consumption reducing technologies." This comes after a long period in which the U.S. lagged behind other countries in fuel economy. It could be one of the main achievements of the Obama administration, and help build a new auto industry around new technologies....

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The enthusiasm for Six Sigma was carried by McInerney from GE to 3M. 3M was sluggish at the time and growing bureaucratic over time so an outsider and the efficiency focus of getting more for every buck spent and focus on quality in all processes and designing for quality and reduced defects may have helped to bring a new dimension to 3M. But as the author reflects and Buckley who stepped into McInerney's shoes says aloud, as well as several B School Professors, this imposed on a culture like 3M's that thrived on innovation, the post it note being a classic example, was not going to produce the best results in the long run. Interestingly GE itself under Immelt has emphasized innovation, research and development in addition to Quality Control. Going back over the years Japanese QC actually was taken from earlier work at GE in the 30's and 40's in Quality Control, so it was natural for GE to return to its own accomplishments in this area after a period when it had lost its leading edge in Quality. But foremost GE was about innovation and creativity and new products, back from its origins with Thomas Edison's company. The other GE person Nardelli at Home Depot also tried to bring a numbers only focus and doing it in a marine corps seargent type of way stumbled badly and resigned. So this piece on McInerney and buckley and 3M reflects a quiet shift to thinking of new ways to approach the complex global markets of today and the global competition of today. And the rapidly changing marketplace where shifts in buyer behaviour and competitor innovation create a constantly changing playing field. Is Tata Motors small car at an incredibly low price going to change the car industry, if the same companies can then make better cars at a much lower cost after developing lowcost high quality technologies? What is happening as Apple and then HP achieve success by selling their brands through stores and Dell starts to slip? Why is P&G and Unilever looking at the prospects in selling to consumers with smaller budgets and shifting its focus to these markets for growth? Doesnt this require one to think on ones feet and listen and observe and reflect on what these changes mean? Roger Martin of the University of Toronto has a piece in BW, May 21, 2007, with a similiar thought. ...

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The mysterious disappearance of $1.2 billion from customer accounts at MF Global. Jan Corzine, CEO of MF Global, former governor of New Jersey, former senior executive at Goldman Sachs, tell the U.S. Congress he has no idea what happened to the money.

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The first signs of a return to growth are seen in the European automobile market. The European Automobile Manufacturers Association reports a 1.7% increase in new passenger car registrations for May compared to April 2013.

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The critical exchange between oil companies and auto companies about who is at fault for the energy crisis. In one ad that ran last year, Chevron argued that "if automakers improved fuel economy across the board by just 5 mpg, we'd save over 22 billion gallons of gasoline a year." The criticism is also sparked by the high price of oil which is hurting sales of pickups and large SUV's that the automakers depend on for profits. One ad by Exxon Mobil shows a cartoon of a large SUV filling up at a gas station and hints that the problem rests with the automakers who have failed to build the kind of highly fuel efficient vehicles that are needed. The ad says that the average fuel economy of new U.S. autos has not gone up much in two decades, the small gains have been offset by the increases in the size and weight of vehicles.

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Mitt Romney describes his experiences with different companies he worked with at Bain Capital and how he would use that experience in his job as President. One approach he emphasizes is proactive problem solving and tackling problems early.

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Steve Rattner, Obama's senior auto advisor, was the one who suggested Mr Whitacre for this position , and felt he would be the right choice to bring fresh thinking to GM. Steve Rattner knew Whitacre, and after board leader Kresa met with him 3 weeks ago he felt that he would be an excellent choice to bring back public confidence in GM.