Free PDF Factory Man: How Jim Harbour discovered Toyota's quality and productivity methods and helped the U.S. auto industry get competitive
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Factory Man: How Jim Harbour discovered Toyota's quality and productivity methods and helped the U.S. auto industry get competitive
Free PDF Factory Man: How Jim Harbour discovered Toyota's quality and productivity methods and helped the U.S. auto industry get competitive
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Review
We need a Harbour in this storm. (Jim Harbour) got me thinking about what it would take to make Washington understand the real state of competitiveness, quality and productivity in the U.S. auto industry. --Edward Lapham, executive editor, Automotive News, February 26, 2009.Jim Harbour offers a clear and compelling analysis of what has gone wrong with American auto manufacturing and how it can be put right. The frequent human interest anecdotes make it an absorbing, non-technical read. --Robert S. Miller, chairman of the board, DelphiJim Harbour understands the power of benchmarking better than anyone I have ever met. This, along with his persistence over the years in making us all face up to the facts and opportunities, provided a critical boost to the U.S. auto industry. His tenacity aside, Harbour's insights continue to serve the industry he respects, and his book provides a template for manufacturers who have lost their way, as well as government's interests in finding theirs. --Harold Sperlich, president (retired), Chrysler Corporation
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Product details
Hardcover: 192 pages
Publisher: Society of Manufacturing Engineers (February 25, 2009)
Language: English
ISBN-10: 087263860X
ISBN-13: 978-0872638600
Product Dimensions:
6 x 0.8 x 9 inches
Shipping Weight: 1 pounds
Average Customer Review:
4.2 out of 5 stars
4 customer reviews
Amazon Best Sellers Rank:
#1,857,676 in Books (See Top 100 in Books)
Jim Harbour is the world's expert on efficient auto manufacturing. He traces his history working for Ford and Chrysler before becoming a consultant and eventually author of the annual Harbour Report. He provides numerous insights into what was happening inside the U.S. auto industry from 1957 to today. Harbour admits that the domestic manufacturers shipped "junk" to their customers for decades and explain how and why they did it. Strangely, he can't understand why their frustrated ex-customers didn't come flocking back when their quality finally improved in the 1990's.Bob Lutz's book Car Guys vs. Bean Counters is an interesting contrast to this book since Harbour is the ultimate bean counter. Despite this apparent conflict both authors agree that the domestic manufacturers make poor quality cars for years and needed to use common methods and components to be successful. Both are also fans of Rick Wagoner even though G.M. lost over $50 billion during his tenure as CEO before declaring bankruptcy.Harbour does his job well. Unfortunately, his co-author James Higgins didn't do his part. Harbour is a technical guy who writes and speaks to knowledgeable industry insiders about manufacturing. His technical expertise needed to be channeled and supplemented by an experienced writer who could package it for a more general audience. That was Higgins' job. He didn't do it. The other functions of the company - new product development, marketing, finance, advertising, channel management - should have been discussed to put the manufacturing function in context.Even the topic of manufacturing was not addresses in enough depth. Harbour writes constantly about dies and stamping presses but there are no pictures or diagrams - of anything. He writes about differences in total manufacturing costs among manufacturers but never shows costs or cost breakdowns - not even obsolete or approximate data.
Anyone who works in a domestic manufacturing should read this book. Very easy read and it was hard to put down once I started. The manufacturing systems presented in this book are all about maximizing efficiencies which reduce costs and ultimately lead to sustained competitive advantage in the market place. I have to thank Jim Harbour for sharing his life expertise, experiences, perspective on the current state of manufacturing in the U.S.
I knew Jim and the book is right on!
Does America want to be a manufacturing nation or not? If you ask James Harbour, a leading analyst and founder of The Harbour Report on auto productivity, the answer is clearly "no." Decades of U.S. Congressional and Presidential economic policies have decimated not only auto manufacturing but other industries as well, he says. That's because the cumulative effect of promoting imports of manufactured goods from countries that restrict access to their own markets crippled U.S. makers."How in the hell did Ford, Chrysler and General Motors go from the top of the heap to the bottom?" the plain-speaking Harbour asked members of the Automotive Press Association in Detroit today. He was promoting his just published book, Factory Man. In it he presents the views of an assembly line worker turned manufacturing executive for Chrysler and Ford, and then as government consultant and private entrepreneur, starting in the post-war boom years and continuing up to today. Harbour co-authored this conversational book with James Higgins, an award-winning automotive reporter, columnist and editor, who covered the industry at The Detroit News.After 60 years getting his "hands dirty" on auto and pharmaceutical production lines, Harbour is in no mood for Washington posturing during discussions about car company restructurings. "The folks there think a machine is something to rig an election," he says.Not only are Detroit-based makers losing money, but all makers are in the economic collapse caused by the reckless practices of government regulators, Wall Street and bankers. Financial institutions do not create wealth, Harbour maintains, but rather are the consequence of it. "Historically, if industrial development is lost, we can expect financial institutions to follow trade to the countries more successful than we are," he says."You can make things in a factory. That's where Detroit comes in and that's what America needs right now - a good jolt of the power of the factory," says Harbour, `allowing America's manufacturing industry to create wealth and put money in people's pockets."The outcry against Detroit surrounding the ongoing bailout debate is unfair in Harbour's view. He estimates that Detroit's pure manufacturing costs are now within $100 of Toyota and Honda, the acknowledged leaders.Consider that Toyota last year made $2300 per vehicle globally and Nissan $1500, according to their annual reports. Both are projecting losses of $500-$600 a vehicle when their current fiscal year ends on March 31, 2009.The real problem that domestic makers still need to address is the $3000 in rebates used to sell cars and trucks, the result of their bad reputations. "Seems like everybody bought a 1976 (Plymouth) Volare' and they are still mad," he says. Even at reduced industry volumes that's a staggering outflow of billions of dollars in marketing costs.Ironically, Harbour's transformation from just another Detroit executive in the 1950-70s to a recognized global expert started with an auto restructuring in 1979. That's when the federal government forced a "virtual chapter 11" proceeding on Chrysler, where he was working as manufacturing executive. In return for a $1.5 Billion loan guarantee, Chrysler dramatically reshaped itself and introduced the comeback K-cars and minivans. The loan was paid back ahead of time and the government made money when it exercised the stock warrants it demanded as part of the deal.Harbour was dismissed from Chrysler on April fool's day 1980, but as a result of working with the government on that bailout, he immediately became a consultant for the Department of Transportation, which was scrutinizing the industry. This led to his touring of all of the Toyota factories in Japan. Toyota's obsession with quality and productivity stunned Harbour, who concluded that as a result Toyota had a manufacturing cost advantage of $1,500-1,700 per car when compared with domestic makers. This conclusion was issued by DOT in an annual report to the President in January of 1981 on the state of the auto industry.This led to the first Harbour Report later in 1981, a study of car makers' manufacturing performance. Harbour became the "most hated man in Detroit." Chrysler executives chose to ignore the report. Ford executives, because of their association with Mazda and its data agreed. And General Motors from Chairman Thomas Murphy on down maintained he "was full of it." James McDonald, then GM's president, issued a memo banning Harbour from GM property. If you want know how this ultimately sorted out and how Detroit transformed itself, read the book."It's tragic, this situation, in a large part because of the mismanagement of the U.S. economy by Congress and the White House," says Harbour. "Just think, in time, the North American auto market will recover and even resume growth. But, because of the low priority given to American factory people by their government, the main beneficiaries will be foreign-owned companies."
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