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Autor: anton 08 December 2010
Words: 992 | Pages: 4
In this case, GM took the strategy called â€œshotgunâ€ that implements a high information technology and had spent a lot of money on information technology, but it was not centralized and standardized to reach every department and employee of the company. In other words, the information system was not linked together and standardized, which kept information from the employeesso they were unable to make efficient and effective decisions. One of the symptoms that GM faced in the process of producing a product was that the employee was not
educated with the system, which led them to make the same mistakes over and over. Also, the design engineer was not aware of the manufacturing environment, so they could not design a product properly to fit to the automated robot assembly system and reduce the work force to make product more efficiently and reduce the cost.
Chrysler took the strategy call â€œrifleâ€ approach, which saved the company from bankruptcy. Chrysler did not have the funds to implement the high technology through out the entire company, but they invested funds in high technology, which was where they were needed most, and created a fast return. It is clear that Chryslerâ€™s strategy is different than GM: Chryslerâ€™s information system is linked and centralized so it is utilized well by employees and other stakeholders such as suppliers. Due to this effort, Chrysler had improved in
productivity and efficiency, but quality and productivity was not enough to compete with oversea competitors like Japanese automakers.
Also Chrysler merged with Daimler Benz which is a German high-end automobile maker. Daimler Chrysler is now facing the challenge of combining two different cultures to use the information system to benefit both companies.
Justification for Problem Definition
GM is the biggest auto maker in the industry and has five different, separate operating groups and divisions (Chevrolet, Pontiac, Oldsmobile, Buick, and Cadillac). This created a heavy bureaucratic culture, top-down structure and a closed system within each individual division. This makes it hard to use a centralized and standardized information system for the whole company. Due to this problem, each division canâ€™t share the information in order to manufacture a large percentage of parts by themselves to make the automobiles, and they compete with each other rather than cooperating and helping each other to achieve the parent companyâ€™s (GM) goals. As a result, GM is losing the market share battle to oversea competitors and other domestic automobile makers.
Chrysler has been successful in innovating the company to meet the high technology needs to survive in the competition, but they have not reached the levels of quality and productivity they need. Chrysler adopted an information system to support its inventory system and improve efficiency. The system has an improved inventory turnover and the efficiency of the manufacturing process, but Chrysler didnâ€™t pay enough attention to the quality control of the automobile they produce. When Chrysler merged with Daimler Benz to form DaimlerChrysler, which should have given Chrysler an opportunity to improve
their quality, but it created another problem. They now have to bring two different cultures together to work right and create benefits for both companies.
Alternatives and Evaluations
- Keep the current arrangements: Though the current arrangement is not working smoothly, it is working in some areas. Perhaps by continuing to take things slowly, the organizations will come together more effectively.
- Enter a strategic alliance with successful automobile makers: This alternative is different than merging. By using this alternative, GM can work with a company that has a highly successful information system and learn from them. In this case, GM wonâ€™t have to worry about bringing two different cultures together like Chrysler does. On the other hand, GM has to give up something to its partner company to learn something from them.
- Create a cross-functional team between Chrysler and Daimler Benz:
Cross-functional teams made of individuals from two different departments or functional specialties will improve efficiency and productivity at the same time. Two company employees will work together on the same team to build a project they have been given from the company. One advantage of cross-functional team is they can reduce miscommunication and maximize the information advantage for both companies.
- Merge with an Asian automobile company: Chrysler should merge with a Japanese automobile company to create a multinational automobile company. The benefit of this alternative is that all three companies will have easy access to entering each otherâ€™s market. Also, Chrysler can learn productivity and efficiency from Japanese automobile company and quality from Daimler Benz. One disadvantage is that Chrysler will have to face cultural differences with two other companies.
* I recommend that GM should enter into a strategic alliance with a successful automobile maker such as Toyota, Honda, or Nissan. This strategic alliance will give more chance to learn from another company that already has highly utilized their information system to increase their efficiency and productivity. It is also helps GM to understand the foreign market better.
* I recommend that Chrysler should merge with another automobile company to expand their market and also learn quality control, efficiency, and productivity form the merger. It is clear that Chrysler should adopt an inventory management system and corporate-wide information systems from the Japanese that will save
Chrysler from bankruptcy, so why donâ€™t they merge with one Japanese automobile company that can bring the most benefits to Chrysler? At the same time, it will be very good for the market expansion to the Asian market for Daimler Chrysler.
Multinational mergers and strategic alliances is a trend of the automobile industry these days so they can compete in a global market.
Merges and strategic alliance will bring great advantages for entering a new market or building up a weak market. As a result, both GM and Chrysler will benefit from the recommendation and will utilize their information system to increase productivity, efficiency and quality of their product.
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