My first job out of college was at the GM Livonia Engine Plant, starting in 1995. It was not where I wanted to be. I had become a fan of W. Edwards Deming’s work, and GM was famous for being…
TL;DR: GM said it believed in long-term thinking. NUMMI actually practiced it. A 1987 GM executive summary admitted that short-term financial pressure drove decisions at GM far more than at NUMMI. The difference wasn’t philosophy — it was system design.…
TL;DR: A GM flashback shows how blame-based, command-and-control leadership destroys accountability instead of creating it. Real accountability starts at the top–when leaders model learning, responsibility, and psychological safety rather than fear and punishment. I’ve written before about Bob. He was…
TL;DR: GM had the chance to learn the Toyota Production System firsthand at NUMMI starting in 1984. They didn’t. I asked ChatGPT to imagine what might have happened if they had. Updated May 2024: I worked with ChatGPT 4 to…
I take no joy in the troubles of any automaker, be it Tesla, Nissan, GM or any others over time.
Of course, Nissan and GM have been in the news most recently, with the firing (and jailing) of Nissan and Renault CEO Carlos Ghosn. And now, GM has announced major layoffs, the cancelation of some passenger car programs, and the shutdown (and possible closure) of five plants in North America.
I was talking to a friend the other day and I predicted that we'd see news headlines about something like "GM to get Leaner." These headlines would be using the word "lean" to mean "get smaller" instead of referring to "Lean" (which I capitalize as a proper noun) as a synonym for the Toyota Production System.
I was disappointed to hear GM's CEO, Mary Barra, a long-time GM employee using the word "lean" in the context of the company getting smaller.
Recently, I blogged about a quality catastrophe that I lived through at GM just over 20 years ago, at the now-closed GM Livonia Engine Plant.
Bluntly, the quality problems were caused by poor management and the side effects of their decisions. Even though they constantly blamed workers, management directly interfered with workers and engineers being able to do the right thing for quality.
Here is Part 2 of that story... the first quality "spill" took place in April 1996. As I wrote about last time, Angry high-horse memos were sent out by management. Workers were told to have pride and to pay closer attention to quality (as if those had been the problems).
My first job out of college was as an Industrial Engineer at the General Motors Livonia Engine Plant. Blogging didn't exist then (I didn't even have email or internet access at work) or I might have started my writing career then. Oh, the stories. I've shared some of them on this blog over time.
I've blogged about papers from the Don Ephlin files, a former UAW national leader. I have my own small collection of documents and artifacts from my days at GM that I thought to keep in a folder. I still have that folder today.
A few of these memos tell the story of a quality and productivity death spiral that eventually led to our plant manager being replaced. And, by "replaced," I don't mean fired or given an early retirement. He was, at least in title, PROMOTED to a role at GM Powertrain headquarters. Thankfully, the new plant manager, Larry Spiegel, was one of the original "NUMMI commandos" and he made a huge difference to the plant and to me, personally.
Yesterday, the W. Edwards Deming Institute published the second in my series of three posts for them: "The Failure of "The Livonia Philosophy" at my GM Plant." Read more...
I was happy to see an engineer (Chemical Engineering) and a General Motors leader, Alicia Boler Davis, on the cover of the Northwestern University alumni magazine. See this profile and story: “DRIVING GM“ My wife is an engineer and a…
TL;DR: In the 1980s and ’90s, GM spent roughly $90 billion trying to automate its way to competitiveness. Toyota took a different path–focusing on management systems, culture, and engaging people to improve processes. The results weren’t accidental, and the lesson…
TL;DR: A re-aired episode of This American Life on NUMMI highlights enduring lessons about leadership, learning, and Lean. While critics like Labor Notes frame Lean as “management by stress,” my experience inside GM–and later in healthcare–points to management systems, not…
Following up on yesterday’s post that talked about “the old GM” putting cost ahead of quality, I sometimes get flashbacks to my days working for General Motors. I once slammed a greasy connecting rod down on my manager’s desk at GM.…
