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Chrysler's effort to improve quality under a former Toyota executive, Mr. Betts. Fiat-Chrysler CEO, Marchionne, has given wide ranging authority to Betts to stop everything if needed to make changes and improve quality. Chrysler quality has lagged behind competitors GM, Ford, Toyota, Honda and Nissan, and is only now beginning to catch up. The new Jeep was given particular focus. And the product launch of the new Dart is getting a similiar focus on quality.

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Daimler CEO Zietsche, says he sees global demand for all electric cars or electric hybrids at 1-5% of total demand by 2020. This was a cautious and measured view for Merceds Benz. Benz joined BYD of China in a joint electric car venture in China, with an investment of $90 million. This is in conrtrast to the view of Nissan's Ghosn, who sees the demand closer to 10% by 2020 for electric cars. Nissan plans to produce 500,000 Leaf electric cars by 2012.

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Mexico has emerged as the world's fourth largest exporter of cars in 2012 after Japan, Germany, and S. Korea. Mexico is expected to surpass S. Korea in a few years. In 2011 2.68 millon cars and trucks were manufactured in Mexico. Honda, Nissan, VW and other companies are building new plants in Mexico. Exports in 2012 are expected to reach 2.14 million cars. With the increase in wages in China's auto plants Mexican wages are highly competitive with China, considering the proximity to markets in N. America and Latin America. Wages in Mexico are about $40 a day for assembly line workers. By comparison wages in China are about $3 an hour. Honda plans to manufacture its Fit small car in Mexico. VW executives say a VW car made in Europe is imported into Brazil with 35% duty, into the U.S. with a 25% duty on trucks, and this can be avoided by making automobiles in Mexico. The quality and reliability of vehicles made in Mexico compares well with vehicles made in Japan, according to Nissan, and productivity at plants is high. There is also good avialability of engineers and plant workers. The growing automobile production also means new plants of auto suppliers from Japan, Germany and other countries in a snowball effect as new auto plants open creating new demand for components....

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Aligning GM brands into 4 groups with one person in charge of marketing and sales for each group is one change, the other is to bring the brands in each group under one dealer roof. The premium brands Cadillac, Hummer and Saab will form one group. Former Nissan manager Mark McNabb heads the new premium group's marketing and sales.

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Are bubble type incentives inflating the size of the U.S. auto market in 2012-2013 as happened in the past decade. This could hurt future sales. Japanese automakers have sharply increased incentives to make a come back after the tsunami and earhtquake restricted supplies. U.S. automakers are reluctant to go further down the incentives route that hurt them in the past decade. The result is higher inventories for Detroit automakers, another undesirable result. General Motors had 5 months of Malibu supply at dealers in Nov. 2012 at the current sales rate, Ford 4 months of Fiesta subcompact inventory and 73 days of total inventory overall, Chrysler 6 months of 2013 Dodge Dart inventory. GM has 3 months of Chevy Cruze inventory, and 138 days of Chevy Silverado pickup truck inventory. GM decided to idle one of two plants making the Cruze. In contrast Toyota has 2 months inventory for the Camry and Corolla. The largest incentives in the U.S. market are from Nissan, a 55% jump to average $4,273 in Nov. 2012 from $2,764 in Jan 2012. Honda increased incentives to average $2,428 from $1,978 in Feb. 2012, a 23% increase. Toyota up to average $2,075 in Nov 2012 from $1717 in Jan. 2012, a 21% increase, according to TrueCar.com, with zero percent interest rates not counted in these numbers. Ford offers $2895 off its 2013 Focus sedan, which has 2 months inventory. General Motors offers between $2900 and $3500 in average incentives , according to TrueCar.com....

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Japan is not seriously affected by the slowdown in growth in China. Sales in China of Toyota, Uniqlo, and other companies are increasing. Japan's exports to China increased by 8.3% in May 2013 over the prior year. Toyota expects China sales to grow by 7% in 2013, compared to a decline of 4.9% in 2012. There is high demand for SUV's. Nissan and Honda expect sales increases in 2013 of 6% and 25%. Komatsu sales are recovering because of infrastructure projects in rural areas of China. Bank of Japan Governor Kuroda says the bank will monitor China closely, particularly the shadow banking system.

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Toyota's hybrid strategy is to make it difficult for other automakers to develop their own hybrids wihtout getting licensing from Toyota. Ford did this for its Escape hybrid, and Nissan is doing this for its Altima hybrid. Toyota has meticulously filed patents for more than 2000 systems and components for its Prius hybrid. Toyota aslo aims at increasing revenues through licensing. Honda has developed its own hybrid without infringing on Toyota's patents, but other companies may choose to license Toyota's technology. Other companies are also achieving high fuel efficiency through diesel technology and by developing highly fuel efficient technologies that match the Prius.

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This WSJ report looks at the state of manufacturing in India in 2023. Foreign companies in renewable energy from Denmark, Apple Computer, and local companies such as Ola in electric scooters, are building factories and expanding manufacturing capacity in Sriperumbudur and other special economic zones in Tamilandu state of India. BMW and Nissan are also located in the state. It comes as friendshoring from the US is encouraging foreign companies to invest in India. There is a definite acceleration in the growth of electronics and machinery exports under the Indian government's Make in India plan. This report shows that India is in a learning curve in developing its manufacturing base. Not shown here are how the goals and execution of a sound overall plan is envisioned by the government. The Gati Shakti plan put forward by Mr. Modi is intended to bring together all agencies of the government to work together seamlessly to provided an overall execution of infrastructure development for logistics, airports, fast rail, roads and bridges, and modern housing. It is a National Master Plan for Multi Modal Connectivity that brings together 16 ministries for building state of the art infrastructure. The national plann ing agency NITI Aayog says it recognizes the multiplier effects plus spillover effects of infrastructure development for  Indian manufacturing, and understands how the US, Japan and China accomplished this going back to the New Deal in the US in the 1930's. It can also pioneer in new ways learning from the experience of these countries. This will bring results in demonstrating how India is learning and developing its own model of the best way to build excellent infrastructure, and do this with renewable energy, and environment inclusive efforts.    ...

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GM and Ford US International Trade Commission report in 2024 sees only about a 5% increase in prices for a 25% tariff in car imports into the US from EU, Japan, Canada, Mexico and China. With US production GM at 60% Ford at 80%, both companies are better positioned to shift production to the US following 25% tariff on cars imported into the US. GM also has the financial strength to invest in new auto plants in the US. Given a period of transition US companies are in a position to tap the added demand as more cars are made in the US.  Stellantis Stellantis formed from the merger of Chrysler, Fiat and Peugeot makes many of its cars overseas in Mexico and in the EU, and has considerable exposure. Toyota Toyota sales in 2024 were 2.3 million cars, with about 60% of the production in the US. Hyundai and Kia, Nissan Hyundai makes about 80% of the 840,000 cars it sells in the US in US plants. Hyundai plans to invest $21 billion in the US to make cars in the US including $5.8 billion for a steel plant in Louisiana. Other companies may follow Hyundai to Make in the USA. VW VW had plans for an expansion to make 590,000 cars. It has current  sales of about 400,000 cars in the US. Expansion at the Chattanooga plant or putting in another plant could help it make most of its cars in the US. ...

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General Electric has become an example of how not to run a a business. Once  a leader in American business it is now a shadow of its former self, and withered in many of its markets, with a slumping share price. This report in the WSJ shows how the involvement in banking and capital markets was the first error at GE that hit the company's share price hard during the global recession of 2009. Other decisions and a hard driving culture led to more mistakes leading to the current situation. By 2008 GE Capital brought 38% of GE's revenue, for a company that was a leader in infrastructure a huge misstep, and the start of the decline. In terms of company culture and management a more thoughful management style, a willingness of management to have self-criticism and different views represented are better for companies. A hard driving culture can hurt companies over time- here the example Jack Welch CEO, and Jeff Bornstein as CFO are given for this hard driving culture. Renault-Nissan is a recent example of CEO running into issues with the company's culture and profile developed under a larger than life personality. There is a lot to be said in favor of a gentler disposition, a healthy lifestyle, and a thoughtful style, in the management ranks of companies at all levels which produce better results. This serves as a part of Lessons in Management and Culture. ...

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Detail about Tata's $2500 car. What it looks like- a jelly bean small in front, larger in the back for aerodynamics, 30-35 horsepower, with bearings good for 45 mph, top speed 75 mph, trunk in front to hold a briefcase and battery, rear mounted engine with continuous variable transmission, a hollowed out steering wheel shaft, engine designed by Bosch 600 to 660 cubic centimetres 35 hp. Tata CEO, Ratan Tata, says in a interview the car will do far better on emissions than today's low end cars, and that the emissions standards were much easier to meet than the crash and safety tests, because of the lightness of the vehicle. Todays lower emissions standards in developing countries makes it easier by not having to use more expensive technologies. Electronic sourcing and internet auctions are used by Tata to a greater degree, 30-40 % of parts sourced this way compared to 10-15% by other larger carmakers. This helps meet the aggressive cost target. On the safety isssue its interesting to note that most of the people buying this car will be millions of motorcycle families and individuals (typically a couple of people can ride an Indian motorcycle). They may be safer in a light car than on a motorcycle. This has to be seen in the particular context of India. Renault-Nissan used the experience of lowcost car engineering techniques and secrets from its Logan car made in Romania and transferred it to its other models. Tata started with a clean sheet of paper, asked the quesion what they really had to have and was there some other way. It was Ratan Tata's dream to build a car in 1 lakh or 100,000 rupees or about $2500. The project had all out backing and tested Indian engineers ingenuity. The Tata effort will be studied by carmakers from around the world. Bosch does not underestimate the value of this business, as the car will target a market of hundreds of millions of people in India and China and developing countries. Ariba a supplier to Toyota, and BMW a supplier to Tata, helped Tata buy parts through electronic sourcing. China's Cherry Automobile company, another pioneer, had an Austrian firm help it design its engine for its small car. Tata worked with German company Bosch on the engine. And both must have used cutting edge technology but with a different goals and specifications to achieve unique tasks....

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Renault signs an agreement with labor unions which provide for longer working hours and a one year wage freeze to reduce labor costs. Renault will in turn not close French factories and invest 1.1 billion euros to increase production in France. A similiar agreement was signed by Renault in Spain in 2012 and increased the urgency for reaching an agreement in France. Renault says increasing working hours 6.5% provided in the agreement will save the company 300 euros per car. Analysts estimate lower breakeven point for Renault after the deal. Renault said it will increase production to 710,000 cars in France by 2016 as part of the deal, taking output up to 85% of factory capacity. Production in 2012 declined to 532,000 in 2012, from 646,000 in 2011 and 1.2 million in 2007. Unions went into the negotiations sensing the danger in lack of competitiveness vs. Spain and Germany, and CFDT published a book titled "Renault in Danger!." Based on the experience in the U.S. as the economy recovered and sales recovered for Ford and GM, Renault may be seeing the effects of a gradual recovery in Europe by 2016. The 710,000 figure is a one third increase from the low 2012 figure, leaving room for expansion if this strategy succeeds. Renault's market share declined in Europe by one percentage point in 2012 to 8.4%, and its sales in Europe declined by 19%, according to the European Automobile Manufacturers Association. The increased production planned by Renault also includes 80,000 cars made for its partner Nissan....

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The sharp decline in the value of the ruble combined with high interest rates is having a serious impact on Russia's automobile industry. Major foreign manufacturers are cutting production and laying off workers. Foriegn automakers have raised prices by as much as 56%, according to PwC. Avtovaz, majority owned by Renault and Nissan, cut its workforce by 12,000 in 2014 own to current level of 50,000, and an additional 1100 layoffs are planned for 2015. Volvo Trucks and General Motors plan to suspend production later in 2015. The decline is also reflected in sales of consumer appliances and computers. Popular imported notebook computer prices surged by as much as 54% in Jan. 2015 compared to Oct 2014, according to Yandex.

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Chevrolet and GMC finish in the top 5 in the J.D. Powers Initial Quality Survey for 2013. Owners reported 97 problems per 100 vehicles in the first 90 days of ownership for Chevrolet, and GMC owners reported 90 problems. The survey incudes problems with new technology such as navigation systems. Ford had 131 problems per 100 vehicles largely because of problems owners have with the new touch screen multimedia systems called MyFord Touch. GMC and Chevrolet use butons and knobs for the MyLink entertainment and navigation systems. By not doing extensive redesign GM moved up in the rankings. Because mechanical quality is about even for Toyota, Honda, Nissan, Ford, GM and VW, the rankings now include new tech systems performance for automobile owners.

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Not much interest or sympathy for Ford and GM in Congress or the White House. Nissan-Renault interest in GM makes little difference. Leaving it to the shareholders and management of GM and that of Nissan and Renault.

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Ford's new 2013 Fusion model was radically redesigned to compete with the redesigned midsize Camry, and expected redesigns of the Honda Accord, Nissan Altima, the VW Passat and the Chevy Malibu. Ford hopes to gain market share with the Fusion after making only a small gain in market share of one tenth of a point in 2011, compared to half a percentage point for GM and 1.3 percentage points for Chrysler. VW Passat sales doubled in the last quarter of 2011 compared to all of 2010, showing increased competition in this segment. The new Fusion was designed at Ford's design center in Cologne, Germany, where the Focus was designed. Ford is shifting responsibility for car design to Europe and keeping pickup truck and SUV design in the U.S.

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A 2024 Study by the International Trade Commission predicted that a 25% tariff on imports would reduce imports by almost 75 percent while increasing average prices in the US by about 5 percent.  As US companies have about half of the US auto market this would mean US auto manufacturers now have access to an additional 37 percent of the market by investing in auto plants in the US. US steel and aluminium plants will get additional investment to build these cars in the US. There is nothing new about this the US makers built plants in China. Germans, Japanese and Koreans took the US for stupid by keeping US cars out of their markets and thinking this could go on while by destroying US manufacturing it was  destroying America's middle class. It also gives the Germans BMW and VW, Subaru, the Japanese Toyota and Honda, Nissan, the South Koreans Kia and Hyundai, Chinese makers of EV's the option to Make in the USA and build plants invest in US manufacturing.  ...