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Car Guys vs. Bean Counters - Bob Lutz [0]

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Table of Contents

Title Page

Copyright Page

Dedication

Preface

Chapter 1 - The Beginning

Chapter 2 - An Unstoppable Force

Chapter 3 - The Beginning of the End

Chapter 4 - A Failed “Culture of Excellence”

Chapter 5 - Ground Zero

Chapter 6 - “Here’s What We’re Going to Do First”

Chapter 7 - Tackling the 800-Pound Gorilla

Chapter 8 - Learning to Go Global

Chapter 9 - Chevrolet Volt

Chapter 10 - Meltdown and Rebirth

Chapter 11 - What’s with American Business Anyway?

Chapter 12 - Of Management Styles

Chapter 13 - If I Had Been CEO

Chapter 14 - And in Conclusion . . .

Acknowledgements

Index

PORTFOLIO/ PENGUIN

Published by the Penguin Group

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Penguin Books Ltd, Registered Offices:

80 Strand, London WC2R 0RL, England

First published in 2011 by Portfolio / Penguin,

a member of Penguin Group (USA) Inc.

Copyright © Bob Lutz, 2011 All rights reserved

Materials from GM Media Archive. Used with permission of General Motors LLC.

Notes by Jack Hazen. Used with permission of Jack Hazen.

LIBRARY OF CONGRESS CATALOGING-IN-PUBLICATION DATA

Lutz, Robert A.

Car guys vs. bean counters : the battle for the soul of American business / Bob Lutz. p. cm.

Includes index.

eISBN : 978-1-101-51602-7

1. Automobile industry and trade—United States. 2. New products—United States.

I. Title. II. Title: Car guys versus bean counters.

HD9710.U52L88 2011

338.7’6292220973—dc22 2011010720

Without limiting the rights under copyright reserved above, no part of this publication may be reproduced, stored in or introduced into a retrieval system, or transmitted, in any form or by any means (electronic, mechanical, photocopying, recording or otherwise), without the prior written permission of both the copyright owner and the above publisher of this book.

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In that spirit, we are proud to offer this book to our readers;

however, the story, the experiences, and the words

are the author’s alone.

http://us.penguingroup.com

This book is dedicated to the hardworking men and women, at all levels, hourly and salaried, in the domestic U.S. automobile industry. The problems, mostly, were not your fault!

Preface


IT WAS IN 1979 IN THE UNITED KINGDOM. I HAD JUST BEEN ELEVATED TO president of Ford Europe and was conducting my first monthly quality meeting.

Ford’s quality was about average for Europe at the time, but we were having a major problem with our UK-built four-cylinder engines: camshafts (an essential part that controls the valves) were wearing out at a totally unacceptable rate. Some camshafts failed after as little as 10,000 miles, few lasted more than 15,000 miles, and the bulk of the repeat failures occurred soon after the expiration of the then-prevalent 12,000-mile warranty.

I asked what we were going to do to achieve industry-standard durability

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