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    Strategic Human Resource Management Case Presentation - New United Motors Manufacturing, Inc. - (Nummi)

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    1. NUMMI is a joint venture between Toyota and General Motors formed in 1984 in Fremont, California to manufacture vehicles using Toyota's lean production system. 2. By applying Toyota's production practices, NUMMI was able to achieve productivity levels 40% higher than other GM plants and produce vehicles of remarkable quality despite initially employing disgruntled GM workers. 3. The success of NUMMI demonstrated that with the right culture and systems, American workers could thrive under the Toyota model of labor management, creating a benchmark for improved efficiency and quality in the auto industry.

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    Strategic Human Resource Management Case Presentation - New United Motors Manufacturing, Inc. - (Nummi)

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    bill
    123 views13 pages
    1. NUMMI is a joint venture between Toyota and General Motors formed in 1984 in Fremont, California to manufacture vehicles using Toyota's lean production system. 2. By applying Toyota's production practices, NUMMI was able to achieve productivity levels 40% higher than other GM plants and produce vehicles of remarkable quality despite initially employing disgruntled GM workers. 3. The success of NUMMI demonstrated that with the right culture and systems, American workers could thrive under the Toyota model of labor management, creating a benchmark for improved efficiency and quality in the auto industry.

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    NUMMI Shrm102205-Student Presentation

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    1. NUMMI is a joint venture between Toyota and General Motors formed in 1984 in Fremont, California to manufacture vehicles using Toyota's lean production system. 2. By applying Toyota's production practices, NUMMI was able to achieve productivity levels 40% higher than other GM plants and produce vehicles of remarkable quality despite initially employing disgruntled GM workers. 3. The success of NUMMI demonstrated that with the right culture and systems, American workers could thrive under the Toyota model of labor management, creating a benchmark for improved efficiency and quality in the auto industry.

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    Download as PPT or read online from Scribd
    Download as ppt
    123 views13 pages

    Strategic Human Resource Management Case Presentation - New United Motors Manufacturing, Inc. - (Nummi)

    Uploaded by

    bill
    1. NUMMI is a joint venture between Toyota and General Motors formed in 1984 in Fremont, California to manufacture vehicles using Toyota's lean production system. 2. By applying Toyota's production practices, NUMMI was able to achieve productivity levels 40% higher than other GM plants and produce vehicles of remarkable quality despite initially employing disgruntled GM workers. 3. The success of NUMMI demonstrated that with the right culture and systems, American workers could thrive under the Toyota model of labor management, creating a benchmark for improved efficiency and quality in the auto industry.

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    策 略 性 人 力 資 源 管

    SHRM_Fall’05

    理
    Strategic Human Resource Management
    案例導讀報告 Case Presentation
    - New United Motors Manufacturing, Inc. -
    (NUMMI)

    Instructor: 耿念豫 博士
    Presented 李俊坤 59427109
    by:
    陳恆毅 59427110
    SHRM_Fall: 2005.10.22
    SHRM_Fall’05

    About NUMMI?

    1. 1984 豐田 + 通用的合資廠 (Fremont, CA) ， UAW 為合作


    夥伴 Mission Statement
    Through teamwork , Vision
    2. 美國版「豐田式生產」 (TPS – LEAN) 「團隊文化」的成功典
    範
    safely build the highest quality vehicles
    3. 五大基石形成的核心價值：
    at the lowest possible cost
    to benefit our customers,
    Teamwork 團隊為先 ,
    team members
    Equity 公正至上, ,
    Involvement 全員參與 ,
    community, and
    Mutual Trust & Respect 信賴尊重 , and
    shareholders.
    Safety 安全第一 .
    Quick Facts on NUMMI SHRM_Fall’05
    FACILITY SIZENUMMIPlant:
    ANNUAL PRODUCTION RECORDS (since 1984)
    5.3TOYOTA
    million TOYOTA
    square feet
    Pontiac
    GEO/CHEVROLET
    NOVA TOYOTA FX Toyota Voltz TOTAL
    Property:
    PRIZM
    approximately
    COROLLA TACOMA 380
    Vibeacres
    1984 17 0 0 0 0 0 0 17
    1985 64,764 0 0 0 0 0 0 64,764
    PRODUCTION
    1986 191,594 14,246 0 0 0 0 0 205,840
    1987 143,655 43,722 230,000
    0 cars0 0 0 0 187,377
    CAPACITY
    1988 71,117 40,910 1,827 14,571 0 0 0 128,425
    160,000 trucks
    1989 (ANNUAL)
    0 0 112,342 80,130 0 0 0 192,472
    1990 0 0 101,959 103,330 0 0 0 205,289
    1991 0 0 94,994 111,143 2,535 0 0 208,672
    EMPLOYMENT
    1992 0 0 75,497 105,440 75,862 0 0 256,799
    1993 0 0
    5,200
    85,271
    active team
    121,719
    members
    116,061
    –
    0
    as in July
    0
    2005323,051
    1994 0 0 (4,400
    114,803 represented
    114,597 by UAW 02244; 800
    135,199 0 salaried)
    364,599
    1995 0 0 94,280 135,112 123,257 0 0 352,649
    1996 0 0 65,475 158,947 141,047 0 0 365,469
    1997 ECONOMIC
    0 0 60,838 149,041 147,927 0 0 357,806
    1998 0
    IMPACT 0 1,700+
    45,301 North
    158,219American
    159,226 suppliers
    0 0 362,746
    1999 0 0 49,965 160,762 156,387 0 0 367,114
    2000 0 0 $2.7B
    50,008 in North
    147,694 American
    146,339 purchases;
    0 0 344,041
    2001 0 0 annual
    46,020 California
    142,937 purchases0 and payroll:
    162,714 0 $1.7 B
    351,671
    2002 0 0 0 137,642 164,550 59,556 8,108 369,856
    2003 0 0
    600+0
    California
    158,145
    suppliers
    161,276
    (total
    74,500
    number
    1,751
    of jobs
    395,672
    2004 0 0 supported
    0 by NUMMI,
    168,319 142,605including
    69,430 NUMMI200 380,554
    TOTAL 471,147 98,878 workforce,
    998,580 exceeds
    2,167,748 15,000)
    1,834,985 203,486 10,059 5,784,883
    Note: Chevrolet dropped the Geo nameplate with its 1998 lineup. The Geo Prizm is now called Chevrolet Prizm.
    NUMMI SHRM_Fall’05

    Model of Labor Management Corporation

    Preface 緣起

    On the Line at NUMMI 身歷其境 塑造


    企業文化
    Background 背景 ( 遠因 )
    The New Company 復工 - 新公司成立
    The Production System 生產營運
    Human Resources 人力資源運作

    The Challenge 問題與挑戰


    NUMMI SHRM_Fall’05

    Model of Labor Management Corporation


    Preface 緣起 p.1~2

    • 比其他 GM 工廠的生產力高出 40%


    • 把一群 GM 的老混混工人整訓起來，創
    造令人驚異的效率和品質

    NUMMI
    為何 NUMMI
    在製造營運方面， GM
    確實創造了標竿
    的生產效率
    和所出產的汽車品質這麼
    要如何的改善才能不僅與
    ，但究竟有何能耐可以讓
    好，而 GM 的其他工廠
    日系車廠抗衡，更要超越
    它這麼一直的優越的的表
    FORD 呢？
    卻還艱苦掙脫呢？
    現下去呢？
    Jamie Hresko
    NUMMI SHRM_Fall’05

    Model of Labor Management Corporation


    On the Line at NUMMI 身歷其境 p.2~4

    • 從招募見工程序開始體驗 ...
    - 「態度」對、 「能力」符合工作要求的人
    - 90 天試用見習期間， 80% 會被刷掉
    • 加入現場小組工作 ...
    - 組長帶新人，鼓勵主動提案改善生產力與品質
    - 工作輪調以舒緩體力負擔及工作分擔
    - 無從抱怨，如果作業有不夠安全或難度太高的，都
    搞破壞！
    會被提案要求重新設計的，以保持競爭力
    - 每位員工深信其工作是去確保交到客戶手中的產品
    都是無瑕疵的
    - 除非真的是能力不適任或毫無紀律，工作就有保障
    NUMMI SHRM_Fall’05

    Model of Labor Management Corporation


    On the Line at NUMMI 身歷其境 p.2~4

    • 完全折服，稱譽有加 ...
    - 創造「更安全」、「更有效率」的團隊工作環境
    - 看板告示系統，每個人都清楚「什麼是重要的」
    指標：品質、生產力、工安、出勤率、 ...
    - 文化：互助、友善、紀律、誠實、努力工作、生產
    力、品質 ...

    • HR 的價值 ...NUMMI 成功的重要原因之一


    NUMMI SHRM_Fall’05

    Model of Labor Management Corporation

    Background 背景 ( 遠因 ) p.4~5

    • 1963 ~ 1982 開張到關廠


    -管理不彰，乃全 GM 表現最差的部門
    -工會強勢介入，並與管理者間惡鬥

    • 1983 Toyota + GM + UAW = 重新開張 NUM


    MI
    -Toyota 進入美國市場的試金石
    -GM 需要小型車，同時也向可敬的競爭對手學習
    NUMMI SHRM_Fall’05

    Model of Labor Management Corporation

    Background 背景 ( 遠因 )
    The New Company復工 - 新公司成立 p.
    5~6

    • Toyota 的任務
    • GM 的任務
    • 2,200 回鍋工人 (85%)
    • NOVA – 品質最佳的小轎車 (1985)
    • TPS – 透過有系統的減少浪費達到成本降低利
    潤極大化；持續品質改善與確保安全
    NUMMI SHRM_Fall’05

    Model of Labor Management Corporation

    Background 背景 ( 遠因 )
    The New Company復工 - 新公司成立
    The Production System 生產營運 p.6~7 Mi
    ssion Impossible! 有什麼秘訣？
    • HR 與製造流程的整合把員工與管理者的利益緊密
    結合，全員主動參與並同時獲得授權和監督。
    - 管理者與員工體認休戚與共的未來 ...
    - 員工感受到被公平對待而願意為工作貢獻 ..
    - 作業強調休戚與共，重視團隊、互信、互重 ...
    • Toyota – 400 位訓練師指導 TPS ； NUMMI – 60
    0 人到日本受訓 ...
    NUMMI SHRM_Fall’05

    Model of Labor Management Corporation

    Background 背景 ( 遠因 )
    The New Company復工 - 新公司成立
    The Production System 生產營運
    Human Resources 人力資源運作 p.7
    NUMMI 團隊手冊 ：
    我們的人資理念指大家發揮個人的潛力，透過以
    下努力，使我們能夠以最低的成本做出最高品質
    的汽車：
    • 看到每一個人的價值與尊嚴
    • 開發每一個人的技能
    • 發展每個團隊的績效
    • 改善我們的工作環境
    NUMMI SHRM_Fall’05

    Model of Labor Management Corporation


    Human Resources 人力資源運作 p.8~11

    Customer Satisfaction
    No-layoff Policy
    Dignity
    核 Selection & Orientation
    Trust
    心 The Team Concept
    Teamwork
    價 Job Design
    Consistency
    值 Reward System
    Frugality
    Training
    Kaizen = Improvement
    Information Sharing
    Simplicity
    Labor Relations
    Harmony
    NUMMI SHRM_Fall’05

    Model of Labor Management Corporation


    The Challenge 問題與挑戰
    1. 「生於憂患」 v.s. 「死於安逸」？
    2. 如何維持「不變」？持續「變革」與「競爭力」？
    3. 人性「光輝」 or 「醜惡」？
    4. Why Teams?
    5. NUMMI 的 HR ，「神話」 or 「標竿」？
    可以複製嗎？
    6. 「先他後我」的 MINDSET ，大格局乎？

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