Tagged with " general motors"
Sep 3, 2009 - Events, Tips & Techniques    No Comments

Little Things

It is the little things that make a difference. I am generally critical about how to manage people. Most get it wrong.

Day in and day out, people crave leadership. People crave appreciation for their efforts. Even respect without appreciation leaves one feeling empty. Generally speaking, people in a position of leadership need to do more to inspire people.

Take my father for example. He is the best of the best tool and die makers in the business. He has a respected reputation that extends well past his co-workers and immediate supervisor.

19671

My dad started his career in the mid-1960′s in the nuclear energy industry. Very difficult, close tolerance work with exotic materials. He worked for several other industries, including agriculture, before choosing to finish his career in automotive.

In 1984, he fulfilled his lifelong dream of working for General Motors at the prestigious Technical Center in Warren, Michigan.

My father has seen it all. Done it all. After roughly 40 years in the business, he has nothing left to prove. Yet, he works his magic day in and day out.

There was an extra spring in his step yesterday. When I asked how his day was, he had a big smile and a sparkle in his eyes. He finished a job for an engineer. I am thinking a five-axis CNC machine had to dance for this job.

Not the case. This time.

The engineer, who had nothing to gain politically or monetarily (the two incentives to survive in a big company like GM), sent an email up the chain of command expressing his appreciation and accomodation for my dad’s efforts. For a job he could do with his eyes closed.

The engineer had nothing to gain, but gained everything. The email, that little thing, meant alot to my father. Hell, it even made me proud. An ounce of gratitude goes a long way. Believe me.

Speaking of gratitude. I got into this business because of my father. Not because it was the family business. Not because tool and die is in our blood. And certainly not because he had the right connections to get a young kid like me started in a skilled trade. No. I got started in this business because my father inspired me.

When I was four or five years old, my father would do his drafting homework for his apprenticeship classes on the kitchen table. He had a small drafting board propped up on a cigar box. He had his T-square, triangles, and pencils all there.

My mother would try to keep us kids quiet and out of the kitchen while he did his homework after working hard all day. That is what moms are for.

I was always curious as to what he was doing, so I would sneak away, quietly open the kitchen doors, and just stand there. Watching. Quietly and in awe.

I would just watch him draw. Perfect linework. I was fascinated that a mechanical device could come to life from a blank sheet of paper. He made it look easy. And I would just watch.

And it was for only a few precious minutes before mom would discover the door open and get me out of there. But those few minutes was all I needed to know what I was going to do when I grew up.

Like the email from the engineer, it was the little things like this that made all the difference.

Alltop. How the hell did that happen?

Pepsi for a New Generation

Overnight successes do not happen overnight and new ideas are sometimes not so new.

While employed by an automotive OEM company in 1993, I was recruited to assist with a business process reengineering effort conducted by an outside consulting firm.

My contribution to the endeavor at a macro level was to stop doing what Alfred Sloan created and do what Billy Durant would do if he were alive: run the car business like the soft drink business. Let me explain.

Soft drink companies like Pepsi and Coca-Cola make two things, and two things only: marketing and syrup. That’s right, syrup.

They do not make the bottles. They don’t make the cans. They don’t even mix the syrup with water and pour it into the bottle or can. Independent companies do this for them.

The syrup is the product design. Water is water, and cans are simply transportation vehicles for the product.

Roger Penske recently purchased Saturn from General Motors. He is quoted as saying:

“The proposed acquisition marks the beginning of a new business model in this industry,” he wrote, “a model in which the distribution side of the business controls the brand, and manufacturing is conducted by one or more sub-contractors.”

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Now, if only the other automotive companies would follow Penske’s lead, the industry as a whole would be better off. Workload would have a chance to be leveled at the manufacturing site. Economies of scale would increase utilization while reducing costs.

And, a fundamental shift in the business model like this would lead to another idea I have been preaching for a long time: build the vehicles on demand.

There will come a day when a customer walks into the showroom, test drives a vehicle, and orders it to their specifications. The vehicle would then be built on demand and delivered to the customer’s home in 24 hours.

Ok, maybe 48.

Jun 1, 2009 - About, Tips & Techniques    2 Comments

When We Were Young

When I hired into General Motors as a die design apprentice in 1986, we were bred to be contractors from the moment we walked into the K-1 Lobby at CPC Headquarters, the former Fisher Body building.

Within weeks of completing our 1,500 hour basic training, many of us in the group of 12 were moonlighting die design work. My design company was called Stamping Technologies, Inc., or STI for short.

A typical week looked like this:

Monday

  • General Motors: 11 hours die design
  • Lawrence Tech: 6 hours class time
  • STI: 1 hour deliver progressive die design package

Tuesday

  • General Motors: 11 hours die design
  • Macomb College: 6 hours class time
  • STI: 1 hour creating progressive die strip layout

Wednesday

  • General Motors: 11 hours die design
  • Lawrence Tech: 6 hours class time
  • STI: 1 hour finishing progressive die strip layout

Thursday

  • General Motors: 11 hours die design
  • Macomb College: 6 hours class time
  • STI: 1 hour finish and submit progressive die design quote package

Friday

  • General Motors: 11 hours die design
  • STI: 7 hours progressive die design

Saturday

  • STI: 18 hours progressive die design

Sunday

  • STI: 17 hours progressive die design

The total work week was 125 hours. It stacked up like this:

  • 55 hours day job
  • 24 hours college
  • 46 hours moonlighting

We did this week in and week out for several years. There were two key things we did to achieve this level of performance:

  • Trained our bodies to go without sleep
  • Created an engineering system to “put the lines down once”

Over two decades later, I still find myself working those extended hours. I work anywhere from 28 to 40 hours straight before taking time off. When we were young, we would take only six hours off. Now, I have to take twice that time off to recover.

May 19, 2009 - Events    No Comments

Among Legends of the Game

I had the pleasure of spending some time with my former colleauges at GM Die Engineering yesterday. As I pass through the main work area to a conference room for a meeting, I see die standards books I contributed to 18 years ago. I grin, thinking back to those days. They were good times.

I see an apprentice training manual I wrote 15 years ago. My grin widens as I recall memories from the best job I ever had: training die engineering apprentices.

My grin widens to a full-on smile as I stumble upon four legends of the game; expert die guys that I have not seen in many years.

To put the experience into perspective, in my opinion, there is more die engineering talent, knowledge, and experience at GM Die Engineering than the rest of the global industry combined.

Huddled together was Dominic, Mark, Chris, and the genuine Mark. Dominic was one of my standout apprentices. I would put him in the top five designers on the planet. This guy has chops.

Mark was an assistant trainer for one of the apprentice groups. He co-taught Dominic as a matter of fact. Rock solid designer, Mark is.

Chris and I hired into the apprenticeship program together. We are like soul mates. He is my die engineering twin. For years, we worked together day and night. Chris and I spent 100 hours a week or more for years together doing what we were best at: engineering dies. I named my first-born son after Chris’ first born son.

The genuine Mark is one of the smartest people I know. A young gun back in the day. He was the youngest apprentice trainer in the history of the program and spent two seasons with me. My son’s middle name is named after Mark’s first born son.

This is a tough business that is getting tougher by the day. It was invigorating to me to spend some time with people that are like family to me. It warmed my heart to be among legends of the game, even if it was only for a few moments.