PDF Download , by Robert A. Lutz
PDF Download , by Robert A. Lutz
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, by Robert A. Lutz
PDF Download , by Robert A. Lutz
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Product details
File Size: 742 KB
Print Length: 256 pages
Publisher: Portfolio (June 9, 2011)
Publication Date: June 9, 2011
Sold by: Penguin Group (USA) LLC
Language: English
ASIN: B004IYJEA6
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Bob did a good job capturing everything that happened at GM. I was a salaried employee there during those storied times Bob tells us about. Knowing a lot about the industry, and having left GM for Toyota, I feel Bob's take on Toyota's dominance was purely because of the undervalued Yen and little legacy costs. Having seen Toyota's operations from the inside I can tell you the difference maker was culture. In my opinion, GM salaried life was a game of looking good rather than being good. Toyota was all about the customer, teamwork and continuous improvement. Two vastly different cultures. So take it for what it's worth. Toyota is about developing people and building cars is how they did it. That's why, I feel, they should get a lot more credit than Bob gives them. Americans love to demonize Toyota but if you worked in their U.S. plants you would see that they are run pretty much 99.9% by Americans.
Great read by an obvious industry insider -- the insider's insider. Lutz makes a convincing case that the driving force behind a great company must be the product person, not the accounts. When budget rules over product passion, the customer looses, then the company stagnates, or worse. Each have their place, but the product person must be the driving force, with the "bean" counters providing financial stats and red flag warnings but not having the final say. This from a guy who worked at BMW, cars and MCs, Ford, Chrysler, and GM. Lutz has his failings, some to which he admits, some become apparent to the reader. But his dominant thesis carries. Enjoyable narrative, certainly not boring.
Well worth reading for what's between the lines as well as the ideas presented. The insight into the structural problems at GM is piercing and fascinating. What I found as interesting are Lutz's blind spots. He points out absolutely correctly that customers don't care that the project manager met his schedule and product cost goals; the customers care about the car in front of them, and for Lutz, that means the car's being appealing inside and out. Much good discussion of interiors, paint, proportions, etc. But only the most passing mention of what it's like to DRIVE the cars... after all, customers do more than just admire the lovely beasts. The "unfair shake" the automotive press gave GM was based on more than anti-GM prejudice; it was based on quality, durability, erratic ergonomics, and in the cognoscenti's magazines, on the driving experience. The forward unbalanced muscle cars like the GTO that didn't much care for stopping or turning were sneered at, as were the general family cars that rode smooooooth, but didn't much care to turn, and when they did, did so with excessive lean, and the occasional lurch. As time went by, the technical naivete of the cars became a constant topic in the enthusiast press... live rear axles, when independent rear suspension was available on imports; carburetors when fuel injection was available elsewhere; too many models with drum brakes long after discs were obviously better; bias ply tires when others supplied radials on new cars. Pointing this out may have been too easy, but it wasn't unfair. And the enthusiasts who read about this stuff were often the opinion-shapers that competent marketing folks try to cater to but whom Detroit denigrated.Detroit didn't need higher gas prices to spur the development of smaller cars; remember the Corvair, Vega, Tempest, Pinto, and the Valiant? The Valiant was a long lived solid car, but the others suffered from fundamental engineering problems or shoddy construction, or both. By the time of the CAFE standard, the public had given up on GM's small cars, and so had GM. It didn't help that when GM fought hard to prevent the adoption of CAFE that GM had already fought hard and reflexively, against EVERY mandate, including requirements for safety belts, padded dashes, decent headlights,(complex story there) and had, as a result, no remaining credibility. These blunders preceded the era of high medical and retirement costs; they later added injury to injury, but the rot had set in much earlier. It's true that the yen was undervalued; but the Deutschmark was not, and the Germans have had their successes regardless.Incidentally, when GM recently delivered, from what I've seen, the mainstream press responded with a relieved "at last!". I've read very warm reviews of the Malibu, the exotic Caddy, and the Volt. So I think that his complaints about the press were just more examples of Detroit's insularity and denial.So, a fascinating book; what he gets, he gets full well, and what he doesn't, he doesn't even suspect.
The title is misleading as this is a book about Bob Lutz, not the issues GM encountered before, during, and after it's liquidity crises along with the rest of the automotive industry a few years ago.Out of fairness, I listened to American Icon twice and read it once last year, and there cannot be two different leaders than Lutz and Alan Mulally (former Ford CEO). Accordingly, I was expecting a book similar to it--not close.Still, if you want to learn more about the auto industry deep inside a company, the story about Mulally is a far better read.
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