Word count: 473 (1) Consider how NUMMI became a learning organization –what changes in structure‚ labor practices and especially management philosophy made NUMMI more competitive than the GM plant that it replaced? How do the different parts of the system support each other? At NUMMI‚ Toyota started by implementing a business strategy based on trust‚ respect‚ and teamwork‚ as opposite with the GM strategy based on high-tech solutions over worker initiatives‚ which ultimately conducted to mistrust
Premium Management Laborer Thought
The extraordinary success of NUMMI over GM can be attributed to NUMMI becoming a learning organization‚ and bears evidence to Senge’s description on learning organizations. The words of Ray Stata “The rate at which organizations learn may become the only sustainable source of competitive advantage” ring true in every aspect in considering the NUMMI vs GM case. The following factors played a key role in developing a ‘generative’ learning approach in NUMMI‚ a key source of its competitiveness:
Premium Balanced scorecard Strategic management Strategy map
Acknowledgements: The research on which this study is based would not have been possible without the generous cooperation of managers‚ workers and union officials at NUMMI. Gary Robinson helped transcribe taped interviews with them and discern the key points. This article has benefitted from the comments of several NUMMI people and from the responses of many friends and colleagues: Chris Argyris‚ Joel Beinin‚ Christian Berggren‚ Bob Brenner‚ Clair Brown‚ El Buffa‚ Bob Cole‚ John Ettlie‚
Premium Toyota NUMMI
October 2nd‚ 2012 @ 11:59 PM (in our web site’s drop 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 1000 words or less create a memorandum that contains the following information: 1. Basic history of NUMMI (the GM and Toyota joint venture) 2. Basic responsibilities for each one of the partners (“one is in charge of production‚ the other is in charge of
Premium Toyota Production System Lean manufacturing Toyota
Manufacturing Inc. better known as NUMMI. NUMMI though specializes in vehicle manufacturing‚ was having trouble producing small vehicles. NUMMI workforce also had a horrible reputation. NUMMI would like to successfully reinvent its organization culture and produce high quality vehicles. NUMMI solution is to adopt a new production and management systems. To conclude this report‚ we will justify why adopting new production and management system will benefit NUMMI and help change its organizational
Premium Organizational culture Problem solving Toyota
Lesson from NUMMI The first and foremost change in NUMMI as a learning organization was in management philosophy. In the old Fremont plant‚ the management never trusted the workers and in fighting mode with the union. Union functioned to get the most compensation with the least work‚ while management functioned to get the most production with the least compensation. Workers had no sense of ownership‚ they did not see total picture‚ their performance was low. NUMMI started with belief that workers
Premium Management Quality control
1. NUMMI created an atmosphere conducive for combining knowledge between different parts of its system. When line-workers initiated process improvements it occurred within a context that provided access to people with the requisite knowledge such as engineers. Second‚ the production process created greater interdependencies among areas of the plant and levels of management‚ and information was readily available and used. Third‚ the culture at NUMMI made line staff more accessible to specialists during
Premium Management Best practice Toyota
spring 2010‚ New United Motor Manufacturing Inc.‚ a successful joint venture between Toyota Motor Co. and General Motors Co‚ shut down its plant in Fremont‚ California. Over two decades NUMMI was a model manufacturing plant with high quality and productivity‚ exceptional worker’s satisfaction and attendance. What did NUMMI do to change the former GM’s dysfunctional disaster into best plant? This report is going to examine a dramatic change conducted by NUMMI’s leadership. It will address three main reasons
Premium Management Education Psychology
References: Cross Culture Management binder content‚ NUMMI case by Florida and Kenny. Internet article: Culture‚ Prof. Jeffrey Sonnenfeld NUMMI case study‚ HR management course by Prof. Martin Conyon‚ ESSEC
Premium Lean manufacturing Toyota Production System Culture
they learned anything at all. The management and union believed that what they would learn wouldn’t be valuable to GM in the future. All of these issues then culminated into a huge issue with transfer of knowledge. As transfer started to happen the decrease in absenteeism and grievances significantly dropped early on. It is important to note that the workers from the original GM plant prior to the merger were rehired. This caused an even bigger obstacle due to their previous attitudes about their
Premium Learning Knowledge Federal Trade Commission