The document is a discussion guide from the Level Field Institute aimed at educating people about how automobile purchases can impact American jobs. It provides concise summaries of key facts and figures about domestic employment and investment levels among major automakers. The guide also outlines strategies and talking points for convincing others that "what you drive, drives America" and that automobile jobs matter to the local and national economy.
The document discusses the decline of American manufacturing and its causes. It summarizes an article about how NAFTA led to the offshoring of manufacturing jobs to countries with lower wages. This caused hundreds of thousands of job losses in the U.S. and drove down wages. It also increased immigration as many Mexican farmers lost their jobs due to competition. As a result, American workers now have to compete with cheaper immigrant labor domestically and abroad, putting downward pressure on U.S. wages.
The document discusses trends in the U.S. auto market from 2012 to the present. It notes that while the housing market remains weak and unemployment is above 8%, auto sales have rebounded steadily since 2012. U.S. auto sales reached 14.5 million units in 2012 and are projected to be 15.4 million units in 2013. Volkswagen saw a 35% increase in sales in 2012. The document also examines factors influencing Chinese automakers' ability to enter the U.S. market and trends in dealership marketing, sales teams, and technology tools.
This document discusses factors to consider in making location decisions. It provides discussion questions about specific companies' location strategies, such as FedEx choosing Memphis for its central location. It also lists numerous qualitative and quantitative factors that can influence location decisions for companies operating domestically or internationally. These factors include labor costs, transportation costs, resources, market access, incentives, and business environment considerations like regulations and cultural issues. The document presents examples and models for analyzing location decisions in a structured way.
This document summarizes an article about Aer Lingus announcing it will end flights from Shannon Airport in Ireland to Heathrow Airport in London, replacing them with a service to Belfast in Northern Ireland. Local representatives and business leaders expressed disappointment with the decision. Aer Lingus CEO Dermot Mannion was heckled during the announcement. The Shannon free zone employs over 7,000 people and generates over 2.5 million euro in exports annually, so the connectivity to Heathrow is seen as important for regional development. A review of the decision has been requested.
This issue of Transportation Builder focuses on bridges and airports. It provides information on 10 bridge projects and 14 airport construction projects across the U.S., including both new construction and rehabilitation of bridges and major capital work like terminals and runways at airports. Some of the projects are complete while others are still under construction, and some airport work remains planned. The issue also introduces a new Q&A feature interviewing a woman leader in transportation and highlights innovations from ARTBA's Research and Education Division.
This issue of TransportationBuilder magazine focuses on bridge projects and issues. It provides profiles of bridge replacement and repair projects in locations like Chicago, Illinois and Woodbridge Township, New Jersey. It also discusses Pennsylvania's ambitious bridge program and innovations in bridge maintenance. Additionally, it examines the growing bridge market in the U.S. and challenges posed by the lack of a long-term federal transportation bill.
The disadvantages far outweigh the advantages of offshoring software development. What on paper often seems cost-effective and feasible, entails many costs that do not surface until a year or two later. Reversing, such a process will incur additional exponential costs.
The document provides an overview of how economics has affected the automobile industry. It analyzes the industry using Porter's Five Forces model, discussing factors like potential entrants, supplier power, buyer power, threat of substitutes, and industry rivalry. It also examines demand shifts, elasticity, price discrimination, and bargaining power in the industry. The analysis finds that while buyers have significant power, barriers to entry are high. Supplier power is low, and competition from substitutes and rivals is strong. Demand for automobiles is elastic and responsive to price changes.
The document discusses the decline of American manufacturing and its causes. It summarizes an article about how NAFTA led to the offshoring of manufacturing jobs to countries with lower wages. This caused hundreds of thousands of job losses in the U.S. and drove down wages. It also increased immigration as many Mexican farmers lost their jobs due to competition. As a result, American workers now have to compete with cheaper immigrant labor domestically and abroad, putting downward pressure on U.S. wages.
The document discusses trends in the U.S. auto market from 2012 to the present. It notes that while the housing market remains weak and unemployment is above 8%, auto sales have rebounded steadily since 2012. U.S. auto sales reached 14.5 million units in 2012 and are projected to be 15.4 million units in 2013. Volkswagen saw a 35% increase in sales in 2012. The document also examines factors influencing Chinese automakers' ability to enter the U.S. market and trends in dealership marketing, sales teams, and technology tools.
This document discusses factors to consider in making location decisions. It provides discussion questions about specific companies' location strategies, such as FedEx choosing Memphis for its central location. It also lists numerous qualitative and quantitative factors that can influence location decisions for companies operating domestically or internationally. These factors include labor costs, transportation costs, resources, market access, incentives, and business environment considerations like regulations and cultural issues. The document presents examples and models for analyzing location decisions in a structured way.
This document summarizes an article about Aer Lingus announcing it will end flights from Shannon Airport in Ireland to Heathrow Airport in London, replacing them with a service to Belfast in Northern Ireland. Local representatives and business leaders expressed disappointment with the decision. Aer Lingus CEO Dermot Mannion was heckled during the announcement. The Shannon free zone employs over 7,000 people and generates over 2.5 million euro in exports annually, so the connectivity to Heathrow is seen as important for regional development. A review of the decision has been requested.
This issue of Transportation Builder focuses on bridges and airports. It provides information on 10 bridge projects and 14 airport construction projects across the U.S., including both new construction and rehabilitation of bridges and major capital work like terminals and runways at airports. Some of the projects are complete while others are still under construction, and some airport work remains planned. The issue also introduces a new Q&A feature interviewing a woman leader in transportation and highlights innovations from ARTBA's Research and Education Division.
This issue of TransportationBuilder magazine focuses on bridge projects and issues. It provides profiles of bridge replacement and repair projects in locations like Chicago, Illinois and Woodbridge Township, New Jersey. It also discusses Pennsylvania's ambitious bridge program and innovations in bridge maintenance. Additionally, it examines the growing bridge market in the U.S. and challenges posed by the lack of a long-term federal transportation bill.
The disadvantages far outweigh the advantages of offshoring software development. What on paper often seems cost-effective and feasible, entails many costs that do not surface until a year or two later. Reversing, such a process will incur additional exponential costs.
The document provides an overview of how economics has affected the automobile industry. It analyzes the industry using Porter's Five Forces model, discussing factors like potential entrants, supplier power, buyer power, threat of substitutes, and industry rivalry. It also examines demand shifts, elasticity, price discrimination, and bargaining power in the industry. The analysis finds that while buyers have significant power, barriers to entry are high. Supplier power is low, and competition from substitutes and rivals is strong. Demand for automobiles is elastic and responsive to price changes.
What is the price of an hour of leisure An hour of nonmarket wo.docxalanfhall8953
What is the price of an hour of leisure? An hour of nonmarket work? What does it mean to say that leisure is a normal good? Why doesn’t the market supply curve for labor bend backward?
If work provides disutility, why do people ever engage in either market work or nonmarket work?
What can cause the demand for a resource to shift?
What does it mean to say that the demand for a resource is a derived demand? Why does the supply curve of a resource slope upward?
Why does the division of resource earnings into economic rent and opportunity costs depend on the resource owner's elasticity of supply?
Your response should be at least 75 words in length. You are required to use at least your textbook as source material for your response. All sources used, including the textbook, must be referenced; paraphrased and quoted material must have accompanying citations.
McEachern, W. A. (2012). ECON Micro 3 (3rd ed.). Mason, OH: South-Western.
Case StudiesCase Studies
LABOR MARKETS AND LABOR UNIONS
Case Study 12.1: Winner-Take-All Labor Markets
Each year Forbes magazine lists the multimillion-dollar earnings of top entertainers and professional athletes.
Oprah Winfrey has made that list each year for more than two decades. Her annual income adds up. With wealth
now in the billions, she ranks among the world’s richest people. Entertainment and pro sports have come to
be called winner-take-all labor markets because a few key individuals critical to the overall success of an
enterprise are richly rewarded. For example, the credits at the end of a movie list a hundred or more people directly
involved in the production. Hundreds, sometimes thousands, more work behind the scenes. Despite a huge cast
and crew, the difference between a movie’s fi nancial success and failure depends primarily on the performance of just a few critical people—
the screenwriter, the director, and the lead actors. The same happens in sports. In professional golf tournaments, attendance and TV ratings are
signifi cantly higher with Tiger Woods in the mix. In professional basketball, LeBron James has been credited with fi lling once-empty seats and
boosting the value of his team by $160 million. Thus, top performers generate a high marginal revenue product.
But high productivity alone is not enough. To be paid anywhere near their marginal revenue product, there must be an open competition
for top performers. This bids up pay, such as the $20 million per movie garnered by top stars—about 2,000 times the average annual acting
earnings of Screen Actors Guild members. Simon Cowell reportedly earned $36 million judging American Idol in his fi nal contract year; he was
expected to leave that show to develop a new one that could earn him twice as much. In professional sports, before the free-agency rule was
introduced (which allows players to seek the highest bidder), top players couldn’t move on their own from team to team. They were stuck with
the team.
Strategic Review Of The Canadian Automotive Industrybwatson
The automotive sector is very important to the Canadian economy, directly employing over 700,000 workers. It contributes billions annually in revenue and trade. However, the Canadian automotive industry faces challenges in securing future investments as costs rise and global competition increases. The recent UAW agreements in the US may threaten Canadian and Mexican plants by prioritizing US jobs and investments going forward. Canada needs to improve its competitiveness, especially in the automotive supply sector, to have the best chance at securing future investments from automakers.
Since the Industrial Revolution, companies have sought ways to increase profits through exploiting their competitive advantages, traditionally by owning and directly controlling assets themselves. However, the model of outsourcing functions to other companies has grown since the late 20th century in order to cut costs and improve productivity, though it also brings risks of lost domestic jobs and reduced quality control. While outsourcing offers economic benefits, over-reliance on it can also weaken company culture and innovation over the long-term.
This document provides information about Mike Jackson, the CEO of AutoNation, and his influence in the auto industry. It discusses how Jackson's position as the head of the largest auto dealership gives him insight into consumer preferences. It also describes how Jackson advised the auto task force during the GM and Chrysler bankruptcies in 2009, urging them to produce fewer vehicles and secure higher prices to boost profits. The summary concludes by mentioning how Jackson started his career as a technician at a Mercedes dealership.
AutoSuccess addresses the specific, researched needs of new car and light truck dealerships by providing entrepreneurial, cutting-edge, solution-based editorials to increase dealership profits and reduce expenses
AutoSuccess, magazine, sales, new, used, selling, salespeople, vehicle, dealer, dealership, leadership, marketing
For similar content visit http://www.autosuccesssocial.com/
The document summarizes observations from the North American International Auto Show in Detroit. Key points include:
- There was strong optimism and excitement on the show floor about the future of the automotive industry. Many new concept cars were unveiled targeting younger buyers.
- OEMs like Ford, GM, and Toyota discussed their focus on new technologies like electric vehicles and hybrids, and goals to add thousands of new jobs in 2011.
- Issues discussed include the need to train new workers to meet skills demands, developing battery technologies, and restoring profits throughout the automotive industry supply chain.
The Tennessee Business Retention and Expansion Course is a one and a half day course which focuses on how to develop, implement and evaluate an effective retention and expansion program. Presentation from Laith Wardi, CEcD, President of ExecutivePulse,Inc.
116CASE STUDY I-1IMT Custom Machine Company, Inc..docxmoggdede
116
CASE STUDY I-1
IMT Custom Machine Company,
Inc.: Selection of an Information
Technology Platform
June Page watched an October rainstorm coming out of the
west from her second-story executive office. Turning to a
growing stack of paperwork, she also thought of the dark
cloud hanging over her information systems (IS) area.
Something had to be done. Committee after commit-
tee had analyzed urgent systems problems and proposed
incremental solutions. And Page’s faith in her staff usually
led her to approve the recommendations. But soon another
“glitch” always seemed to develop, and another committee
would have to be appointed. “Something fundamental was
missing,” she thought to herself. “We don’t have a strategic
direction for IS—we don’t know where we want to be or
how to get there. We have to get our arms around where we
want to go with our information systems once and for all.”
Page was a vice president and the division manager
of a subsidiary within the International Machine and
Tool—USA (IMT-USA) Company. The IMT Customer
Machine Company built multimillion-dollar, large custom-
made production machines. These machines were used in
the manufacturing of various parts for large items such as
automobiles. As division head, Page was responsible for
two factories, which built about 150 machines per year,
and a third factory that made smaller machined parts for
the two factories. A service and spare parts group within
the division supported the repair and maintenance business
for any custom machine, including those built by IMT’s
competition. The Fort Wayne, Indiana, plant, where Page
worked, was the largest custom machine factory in North
America. (See the organization chart in Exhibit 1).
In early September, Page had decided to ask an expe-
rienced engineer to learn about the IS activities, investigate
all the issues, and develop a recommendation, or at least
some options for her to consider for getting IS on track for
good. While she recognized she had undertaken an uncon-
ventional approach, she knew Charles Browning was the
right person for the task. Browning was a staff engineer with
an extensive scientific computing background, finishing his
MBA at a major Midwestern university. He reported to the
development engineering manager at the Fort Wayne plant.
At a meeting on September 3, 2002, Page had given
the charge to Browning:
I need you to survey the total IS picture and give me
three or four basic directional options which will
satisfy our IS needs over the next several years. I want
you to report your findings in six weeks. Plan on giv-
ing it to me straight. I will review the findings with you
and then incorporate one of the alternatives into my
business plan for 2003. There should be no limits on
the type of recommendations you provide, Charlie.
By using Browning, Page hoped to cut through the
layers of management that might have been filtering out
the root causes of IMT’s IS p ...
116CASE STUDY I-1IMT Custom Machine Company, Inc. S.docxmoggdede
The document summarizes the background of IMT Custom Machine Company and issues with their information systems. June Page, the VP, tasked Charles Browning with evaluating their IS and providing options to address problems like frequent "glitches". Browning discovered the IS support was split between two groups. The company had grown through acquisitions and had different machine technologies using separate design systems.
Chip Perry at J.D. Power and Associates Automotive Internet RoundtableKelly Automotive
The document discusses the future of internet automotive advertising. It notes that in 1999, analysts predicted car buyers would start purchasing vehicles entirely online through a "direct model," bypassing dealerships. However, the transition has been gradual. While the internet now heavily influences research and many purchases, people still prefer buying from people in person. Dealerships remain important but their role is changing. The document examines how the internet impacts different stages of car shopping and what information sources buyers find most helpful at each stage.
This document provides pricing and option information for the 2006 Toyota Sienna minivan. It lists the starting MSRP for each trim level (CE, LE, XLE, Limited), as well as available all-wheel drive configurations. Exterior and interior color options are displayed. The second page details option packages available for each trim, including pricing. Warranty information and local Toyota dealerships are listed at the end.
The new Toyota Hybrid System II (THS II) provides greater power and improved fuel efficiency over the previous THS through three key developments:
1. A high-voltage power circuit that increases the voltage supplied to the motor and generator from 274V to 500V, allowing more power to be supplied with less current and higher efficiency.
2. A more powerful permanent magnet AC synchronous motor that provides 1.5 times the output of the previous motor through higher voltage power supply.
3. Advanced control systems that optimize the combination of engine and motor power for starting, normal driving, and acceleration to provide smooth yet powerful performance while maximizing efficiency.
This document is a brochure for a 2010 Toyota Camry that a customer has configured and ordered. It includes specifications for the model such as standard features, available options and accessories. It also provides the total MSRP and nearest Toyota dealership for purchase. The brochure contains detailed information to inform the customer's purchase of their customized 2010 Camry.
This document provides an introduction to hybrid electric vehicles (HEVs) and focuses on the Toyota Prius as a case study. It summarizes that the Prius is a breakthrough HEV that combines a gasoline engine with an electric motor powered by batteries. It operates more efficiently than conventional gasoline vehicles through innovations like regenerative braking and shutting off the engine when not needed. Independent testing by the Department of Energy and Environmental Protection Agency found the Prius achieves over 50 mpg with 90% lower emissions than conventional vehicles.
The document provides an overview of the 2010 Toyota Camry, including available trim levels, standard features, options, pricing, fuel economy and exterior/interior colors. Key details include five trim levels (Camry, LE, SE, XLE, Hybrid) starting at $19,395 MSRP, with various seating, drivetrain and technology options across trims.
This document provides information on the 2010 Toyota Prius, including pricing, fuel economy, exterior and interior colors, standard features, options, specifications, and photos of the different Prius models. It details the standard features and options available for each Prius trim level (II, III, IV, V) as well as packages that can be added.
This document provides an overview of the 2010 Highlander, including specifications for different trim levels. It lists standard features such as headlights, wheels, and audio systems. Optional features include roof rails, towing packages, rear entertainment systems and leather-trimmed seats. Pricing ranges from $25,705 for the base 4-cylinder model to $41,020 for the top-of-the-line hybrid limited trim.
The 2009 Honda Civic Sedan is available in several trim levels including the DX, LX, EX, and Si models. It has been redesigned with new styling inside and out. Key features include a 140-hp engine, various audio and entertainment technologies, advanced safety features like airbags and vehicle stability assist, and efficient powertrains for the Hybrid model. The Civic aims to provide fun driving dynamics along with practicality and environmental responsibility.
This document summarizes the specifications of the 2008 Honda Accord coupe. It is available with a 4-cylinder or V6 engine. Transmission options include a 5-speed manual, 6-speed manual, or 5-speed automatic. Key features include unit-body construction, independent front and rear suspensions, variable steering and braking systems. Interior space includes over 39 inches of front headroom and over 42 inches of front legroom. Fuel economy ranges from 17-22 mpg in the city and 25-31 mpg on the highway depending on engine and transmission choices.
The document provides information on the 2009 Honda Accord, highlighting its various engine and transmission options, efficiency and emissions ratings, and safety and suspension features. It emphasizes the Accord's focus on both power and efficiency through innovations like Variable Cylinder Management. Suspension designs provide precise handling while safety systems like dual front airbags aim to protect all passengers.
The document provides information about the 2010 Honda Civic, including its various trim levels and key features. It highlights the Civic's sporty and fun driving experience across its sedan, coupe, hybrid, and Si models. The summary discusses the efficient yet powerful powertrain options and advanced safety features of the 2010 Honda Civic.
The 2010 Honda Civic GX is a natural gas vehicle that offers lower emissions and reduced dependence on foreign oil compared to gasoline vehicles. It has a responsive engine and receives good fuel economy and tax incentives for using natural gas. As an alternative fuel vehicle, it also qualifies for certain carpool lane access. The Civic GX provides a comfortable interior, responsive handling, and advanced safety features.
What is the price of an hour of leisure An hour of nonmarket wo.docxalanfhall8953
What is the price of an hour of leisure? An hour of nonmarket work? What does it mean to say that leisure is a normal good? Why doesn’t the market supply curve for labor bend backward?
If work provides disutility, why do people ever engage in either market work or nonmarket work?
What can cause the demand for a resource to shift?
What does it mean to say that the demand for a resource is a derived demand? Why does the supply curve of a resource slope upward?
Why does the division of resource earnings into economic rent and opportunity costs depend on the resource owner's elasticity of supply?
Your response should be at least 75 words in length. You are required to use at least your textbook as source material for your response. All sources used, including the textbook, must be referenced; paraphrased and quoted material must have accompanying citations.
McEachern, W. A. (2012). ECON Micro 3 (3rd ed.). Mason, OH: South-Western.
Case StudiesCase Studies
LABOR MARKETS AND LABOR UNIONS
Case Study 12.1: Winner-Take-All Labor Markets
Each year Forbes magazine lists the multimillion-dollar earnings of top entertainers and professional athletes.
Oprah Winfrey has made that list each year for more than two decades. Her annual income adds up. With wealth
now in the billions, she ranks among the world’s richest people. Entertainment and pro sports have come to
be called winner-take-all labor markets because a few key individuals critical to the overall success of an
enterprise are richly rewarded. For example, the credits at the end of a movie list a hundred or more people directly
involved in the production. Hundreds, sometimes thousands, more work behind the scenes. Despite a huge cast
and crew, the difference between a movie’s fi nancial success and failure depends primarily on the performance of just a few critical people—
the screenwriter, the director, and the lead actors. The same happens in sports. In professional golf tournaments, attendance and TV ratings are
signifi cantly higher with Tiger Woods in the mix. In professional basketball, LeBron James has been credited with fi lling once-empty seats and
boosting the value of his team by $160 million. Thus, top performers generate a high marginal revenue product.
But high productivity alone is not enough. To be paid anywhere near their marginal revenue product, there must be an open competition
for top performers. This bids up pay, such as the $20 million per movie garnered by top stars—about 2,000 times the average annual acting
earnings of Screen Actors Guild members. Simon Cowell reportedly earned $36 million judging American Idol in his fi nal contract year; he was
expected to leave that show to develop a new one that could earn him twice as much. In professional sports, before the free-agency rule was
introduced (which allows players to seek the highest bidder), top players couldn’t move on their own from team to team. They were stuck with
the team.
Strategic Review Of The Canadian Automotive Industrybwatson
The automotive sector is very important to the Canadian economy, directly employing over 700,000 workers. It contributes billions annually in revenue and trade. However, the Canadian automotive industry faces challenges in securing future investments as costs rise and global competition increases. The recent UAW agreements in the US may threaten Canadian and Mexican plants by prioritizing US jobs and investments going forward. Canada needs to improve its competitiveness, especially in the automotive supply sector, to have the best chance at securing future investments from automakers.
Since the Industrial Revolution, companies have sought ways to increase profits through exploiting their competitive advantages, traditionally by owning and directly controlling assets themselves. However, the model of outsourcing functions to other companies has grown since the late 20th century in order to cut costs and improve productivity, though it also brings risks of lost domestic jobs and reduced quality control. While outsourcing offers economic benefits, over-reliance on it can also weaken company culture and innovation over the long-term.
This document provides information about Mike Jackson, the CEO of AutoNation, and his influence in the auto industry. It discusses how Jackson's position as the head of the largest auto dealership gives him insight into consumer preferences. It also describes how Jackson advised the auto task force during the GM and Chrysler bankruptcies in 2009, urging them to produce fewer vehicles and secure higher prices to boost profits. The summary concludes by mentioning how Jackson started his career as a technician at a Mercedes dealership.
AutoSuccess addresses the specific, researched needs of new car and light truck dealerships by providing entrepreneurial, cutting-edge, solution-based editorials to increase dealership profits and reduce expenses
AutoSuccess, magazine, sales, new, used, selling, salespeople, vehicle, dealer, dealership, leadership, marketing
For similar content visit http://www.autosuccesssocial.com/
The document summarizes observations from the North American International Auto Show in Detroit. Key points include:
- There was strong optimism and excitement on the show floor about the future of the automotive industry. Many new concept cars were unveiled targeting younger buyers.
- OEMs like Ford, GM, and Toyota discussed their focus on new technologies like electric vehicles and hybrids, and goals to add thousands of new jobs in 2011.
- Issues discussed include the need to train new workers to meet skills demands, developing battery technologies, and restoring profits throughout the automotive industry supply chain.
The Tennessee Business Retention and Expansion Course is a one and a half day course which focuses on how to develop, implement and evaluate an effective retention and expansion program. Presentation from Laith Wardi, CEcD, President of ExecutivePulse,Inc.
116CASE STUDY I-1IMT Custom Machine Company, Inc..docxmoggdede
116
CASE STUDY I-1
IMT Custom Machine Company,
Inc.: Selection of an Information
Technology Platform
June Page watched an October rainstorm coming out of the
west from her second-story executive office. Turning to a
growing stack of paperwork, she also thought of the dark
cloud hanging over her information systems (IS) area.
Something had to be done. Committee after commit-
tee had analyzed urgent systems problems and proposed
incremental solutions. And Page’s faith in her staff usually
led her to approve the recommendations. But soon another
“glitch” always seemed to develop, and another committee
would have to be appointed. “Something fundamental was
missing,” she thought to herself. “We don’t have a strategic
direction for IS—we don’t know where we want to be or
how to get there. We have to get our arms around where we
want to go with our information systems once and for all.”
Page was a vice president and the division manager
of a subsidiary within the International Machine and
Tool—USA (IMT-USA) Company. The IMT Customer
Machine Company built multimillion-dollar, large custom-
made production machines. These machines were used in
the manufacturing of various parts for large items such as
automobiles. As division head, Page was responsible for
two factories, which built about 150 machines per year,
and a third factory that made smaller machined parts for
the two factories. A service and spare parts group within
the division supported the repair and maintenance business
for any custom machine, including those built by IMT’s
competition. The Fort Wayne, Indiana, plant, where Page
worked, was the largest custom machine factory in North
America. (See the organization chart in Exhibit 1).
In early September, Page had decided to ask an expe-
rienced engineer to learn about the IS activities, investigate
all the issues, and develop a recommendation, or at least
some options for her to consider for getting IS on track for
good. While she recognized she had undertaken an uncon-
ventional approach, she knew Charles Browning was the
right person for the task. Browning was a staff engineer with
an extensive scientific computing background, finishing his
MBA at a major Midwestern university. He reported to the
development engineering manager at the Fort Wayne plant.
At a meeting on September 3, 2002, Page had given
the charge to Browning:
I need you to survey the total IS picture and give me
three or four basic directional options which will
satisfy our IS needs over the next several years. I want
you to report your findings in six weeks. Plan on giv-
ing it to me straight. I will review the findings with you
and then incorporate one of the alternatives into my
business plan for 2003. There should be no limits on
the type of recommendations you provide, Charlie.
By using Browning, Page hoped to cut through the
layers of management that might have been filtering out
the root causes of IMT’s IS p ...
116CASE STUDY I-1IMT Custom Machine Company, Inc. S.docxmoggdede
The document summarizes the background of IMT Custom Machine Company and issues with their information systems. June Page, the VP, tasked Charles Browning with evaluating their IS and providing options to address problems like frequent "glitches". Browning discovered the IS support was split between two groups. The company had grown through acquisitions and had different machine technologies using separate design systems.
Chip Perry at J.D. Power and Associates Automotive Internet RoundtableKelly Automotive
The document discusses the future of internet automotive advertising. It notes that in 1999, analysts predicted car buyers would start purchasing vehicles entirely online through a "direct model," bypassing dealerships. However, the transition has been gradual. While the internet now heavily influences research and many purchases, people still prefer buying from people in person. Dealerships remain important but their role is changing. The document examines how the internet impacts different stages of car shopping and what information sources buyers find most helpful at each stage.
This document provides pricing and option information for the 2006 Toyota Sienna minivan. It lists the starting MSRP for each trim level (CE, LE, XLE, Limited), as well as available all-wheel drive configurations. Exterior and interior color options are displayed. The second page details option packages available for each trim, including pricing. Warranty information and local Toyota dealerships are listed at the end.
The new Toyota Hybrid System II (THS II) provides greater power and improved fuel efficiency over the previous THS through three key developments:
1. A high-voltage power circuit that increases the voltage supplied to the motor and generator from 274V to 500V, allowing more power to be supplied with less current and higher efficiency.
2. A more powerful permanent magnet AC synchronous motor that provides 1.5 times the output of the previous motor through higher voltage power supply.
3. Advanced control systems that optimize the combination of engine and motor power for starting, normal driving, and acceleration to provide smooth yet powerful performance while maximizing efficiency.
This document is a brochure for a 2010 Toyota Camry that a customer has configured and ordered. It includes specifications for the model such as standard features, available options and accessories. It also provides the total MSRP and nearest Toyota dealership for purchase. The brochure contains detailed information to inform the customer's purchase of their customized 2010 Camry.
This document provides an introduction to hybrid electric vehicles (HEVs) and focuses on the Toyota Prius as a case study. It summarizes that the Prius is a breakthrough HEV that combines a gasoline engine with an electric motor powered by batteries. It operates more efficiently than conventional gasoline vehicles through innovations like regenerative braking and shutting off the engine when not needed. Independent testing by the Department of Energy and Environmental Protection Agency found the Prius achieves over 50 mpg with 90% lower emissions than conventional vehicles.
The document provides an overview of the 2010 Toyota Camry, including available trim levels, standard features, options, pricing, fuel economy and exterior/interior colors. Key details include five trim levels (Camry, LE, SE, XLE, Hybrid) starting at $19,395 MSRP, with various seating, drivetrain and technology options across trims.
This document provides information on the 2010 Toyota Prius, including pricing, fuel economy, exterior and interior colors, standard features, options, specifications, and photos of the different Prius models. It details the standard features and options available for each Prius trim level (II, III, IV, V) as well as packages that can be added.
This document provides an overview of the 2010 Highlander, including specifications for different trim levels. It lists standard features such as headlights, wheels, and audio systems. Optional features include roof rails, towing packages, rear entertainment systems and leather-trimmed seats. Pricing ranges from $25,705 for the base 4-cylinder model to $41,020 for the top-of-the-line hybrid limited trim.
The 2009 Honda Civic Sedan is available in several trim levels including the DX, LX, EX, and Si models. It has been redesigned with new styling inside and out. Key features include a 140-hp engine, various audio and entertainment technologies, advanced safety features like airbags and vehicle stability assist, and efficient powertrains for the Hybrid model. The Civic aims to provide fun driving dynamics along with practicality and environmental responsibility.
This document summarizes the specifications of the 2008 Honda Accord coupe. It is available with a 4-cylinder or V6 engine. Transmission options include a 5-speed manual, 6-speed manual, or 5-speed automatic. Key features include unit-body construction, independent front and rear suspensions, variable steering and braking systems. Interior space includes over 39 inches of front headroom and over 42 inches of front legroom. Fuel economy ranges from 17-22 mpg in the city and 25-31 mpg on the highway depending on engine and transmission choices.
The document provides information on the 2009 Honda Accord, highlighting its various engine and transmission options, efficiency and emissions ratings, and safety and suspension features. It emphasizes the Accord's focus on both power and efficiency through innovations like Variable Cylinder Management. Suspension designs provide precise handling while safety systems like dual front airbags aim to protect all passengers.
The document provides information about the 2010 Honda Civic, including its various trim levels and key features. It highlights the Civic's sporty and fun driving experience across its sedan, coupe, hybrid, and Si models. The summary discusses the efficient yet powerful powertrain options and advanced safety features of the 2010 Honda Civic.
The 2010 Honda Civic GX is a natural gas vehicle that offers lower emissions and reduced dependence on foreign oil compared to gasoline vehicles. It has a responsive engine and receives good fuel economy and tax incentives for using natural gas. As an alternative fuel vehicle, it also qualifies for certain carpool lane access. The Civic GX provides a comfortable interior, responsive handling, and advanced safety features.
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The document summarizes Quaife's Automatic Torque Biasing helical limited slip differentials. It describes how the ATB design prevents complete loss of drive compared to a conventional differential, provides improved traction for better acceleration and cornering, and eliminates torque steer without locking solid. The ATB is used by many automakers and in motorsports, is gear-operated for reliability, and Quaife offers units for over 100 vehicle applications.
The document is a brochure for the new Honda Civic that provides information about its design, technology, performance, and safety features. It emphasizes the Civic's European inspiration, innovative design inside and out, class-leading fuel economy from new engine technologies, and extensive safety testing. The brochure aims to showcase how the Civic delivers an exhilarating driving experience through Honda's focus on engineering excellence and pushing boundaries.
The document provides information on various alternative fuel and advanced vehicle technologies including natural gas, propane, hybrid electric, all electric, ethanol, and biodiesel vehicles. It includes brief descriptions of select vehicle models that run on these fuels, their fuel economies, emissions ratings, prices, and warranties. The goal is to help consumers learn about and choose from efficient vehicle options that can reduce petroleum use and emissions.
The document summarizes and advertises the 2009 Honda Pilot. It highlights the Pilot's capabilities and features that make it suitable for adventure, luxury, transporting multiple passengers and cargo. Specific features called out include the power tailgate, navigation system, Bluetooth, rear entertainment system, comfortable seating, and cargo space. The document promotes the Pilot as a versatile and well-equipped vehicle.
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1. DISCUSSION GUIDE
DEVELOPED BY THE LEVEL FIELD INSTITUTE
AMERICAN
AUTO JOBS MATTER:
THE FACTS
YOU NEED
TO DRIVE
THE MESSAGE
HOME.
JPC INVESTMENT JOBS PARTS R&D
2. YOU KNOW THAT
“WHAT YOU DRIVE, DRIVES
AMERICA. BUT HOW DO
”
YOU CONVINCE OTHERS?
If you’re like a lot of people who are concerned about
American jobs, you’ve talked to family and friends about why
it makes sense for consumers to consider where the cars
they buy are built—and how each automaker contributes to
our economy. With recent headlines over buyouts and plant LEVEL FIELD
closings, many Americans assume cars are all the same IS SPREADING
THE WORD
these days. They are not. Millions of jobs—and billions in
R&D—are at stake.
T
■ Level Field already
o help set the record straight, a group of concerned retirees enjoys the support of
formed the Level Field Institute —a nonprofit, research thousands of retirees.
organization that is dedicated to explaining why “What you drive, ■ We have also briefed
drives America. We believe the best way to promote jobs and
” more than one thousand
our economic competitiveness is to make sure that car buyers union locals and several
who care about these issues have all the facts when they visit a dealership. hundred car dealerships.
That’s why we’re distributing this “Discussion Guide” to thousands of
people like you; people who understand the value of supporting American ■ Level Field’s research
jobs and are eager to get others on board. has been featured in
the Wall Street Journal,
We wanted you to be the first to know about the JPC (Jobs-Per-Car) USA Today, and the
rating— a new online tool we’re creating that will show how each car New York Times.
purchase impacts American jobs. We’ve also outlined some
easy-to-grasp facts, figures, and talking points that will help ■ Our representatives
you explain how certain automakers support our local have also appeared on
communities and our economy more than others. With CNN, CNBC, and the
this Discussion Guide and other resources on the Level Today Show.
Field website, you’ll find it’s easier than ever to make a
strong case for American jobs and to spread the word.
Visit www.levelfieldinstitute.org where you’ll find a customized
Jobs-Per-Car (JPC) Rating tool, “Scorecards” for each automaker,
research reports, and other helpful information.
WHAT YOU DRIVE,
DRIVES AMERICA.
1 FOR MORE FACTS AND RESOURCES, VISIT www.levelfieldinstitute.org
3. HOW TO CONVINCE
OTHERS THAT
AUTO JOBS MATTER.
A lot of people you discuss this topic with might ask: “Does the kind of car I buy
really matter to America?” The answer is that auto jobs matter in two different, but
important, ways: Your community and the U.S. economy.
YOUR COMMUNITY. OUR ECONOMY.
Nearly a half million Americans work at automaker Automakers buy much of the steel, rubber, and
assembly lines, stamping plants, research labs and semiconductors made in the U.S.; conduct more
offices across America. And nearly 5 million other R&D than any other industry; and have invested
Americans depend on those plants and labs for more than $230 billion in new plants and
their own jobs. In fact, each autoworker supports infrastructure over the past 25 years.
more than nine other jobs— from parts suppliers to
the local schools, hospitals and police stations that
serve them.
ONE AUTOWORKER JOB SUPPORTS NINE U.S. WORKERS AUTOMAKERS INVEST IN THE ECONOMY
WHAT YOU DRIVE,
DRIVES AMERICA.
2 FOR MORE FACTS AND RESOURCES, VISIT www.levelfieldinstitute.org
4. HOW TO EXPLAIN
WHY ALL CARS
ARE NOT THE SAME.
With all the recent buyouts and plant closings, it’s natural for people to ask the
question: “Aren’t all cars the same these days?” But the fact is, the differences
between automakers can be enormous.
Here are a few comparisons
AUTOMAKERS U.S. EMPLOYMENT NUMBERS
that will help you explain why:
• GM employs more U.S. workers than
all major foreign automakers GM
combined.
• Ford operates nearly as many Ford
assembly lines in the U.S. as Toyota,
Honda, Nissan, Hyundai and VW Chrysler
put together.
All Foreign
• Honda employs about seven Automakers
Combined
times more U.S. workers than
Hyundai, and more than 11 times Toyota
more workers than Volkswagen.
• Ford, GM and Chrysler sell about Honda
half the cars bought in the U.S., but
they buy nearly 80% of the parts
Hyundai
made here.
VW
0 20 40 60 80 100 120
“
Thousand
When my wife and I retired to Florida, we were surprised at
how little our neighbors thought about what automakers contribute.
With recent cuts at Ford and GM, we didn’t know what to say.
But now we do — thanks to information from Level Field, I’ve found
”
a way to support my friends back in Detroit. — Jensen Beach, FL
WHAT YOU DRIVE,
DRIVES AMERICA.
3 FOR MORE FACTS AND RESOURCES, VISIT www.levelfieldinstitute.org
5. HOW TO HELP PEOPLE
MAKE THE JOBS-PER-CAR
CONNECTION.
There are a lot of facts and figures you can use to convince people that their car
purchase impacts American jobs. But perhaps the fastest way to get the point
across is to encourage people to use the Level Field Jobs-Per-Car (JPC) Rating.
The JPC Rating is designed to: Other helpful tools from
• Compare the number of U.S. workers a Level Field include:
company employs with the number of cars it • LFI Scorecards offer side-by-side comparisons
sells in the U.S. of leading automakers on jobs, assembly plants
• Provide a more accurate look at jobs than and domestic content.
simply asking where a car is assembled. • LFI Research Reports examine industry trends
and what it means for the U.S. economy.
The score generated by the JPC tool is based on
how many U.S. workers each company employs • LFI Ads and Handouts allow retirees, auto
for every 2,500 cars it sells here. At the top end, dealers and others to share these facts with
Chrysler employs 83 workers for every 2,500 potential car buyers.
cars it sells, while Ford and GM follow with 80 and
71. Toyota scores 33, while Hyundai scores 15.
Chrysler
Ford
GM
JOBS-PER-CAR RATING
(U.S. workers per 2,500 cars)
83
Toyota
Hyundai
0 20 40 60 80 100
Autoworkers
“ If you read the paper, you’d think there were only two kinds of
plants in America: those GM is closing and those Toyota is opening.
”
When reporters get it wrong, I send the Level Field Scorecards.
— Washington, D.C.
WHAT YOU DRIVE,
DRIVES AMERICA.
4 FOR MORE FACTS AND RESOURCES, VISIT www.levelfieldinstitute.org
6. HOW TO ADDRESS
CONCERNS OVER
EFFICIENCY.
The JPC Rating gives people a quick indicator of how each car purchase impacts
American jobs. But it may also raise the question:“Doesn’t a high JPC rating really
mean that an automaker is less efficient?” The best way to answer this question is
to explain that most automakers use about the same number of workers to build a
car. It’s where the work gets done that matters.
Why Ford employs nearly 2.5 times more Americans than Toyota.
Toyota and Ford sell about the Toyota employs less than half Because Toyota makes less
same number of cars here. So, as many workers. Why?… than half as many cars here.
you would expect them to employ
the same number of U.S. workers.
But they don’t…
16% U.S. Auto 34 U.S. Cars 0.9
U.S. Car Sales Employees Produced
15% (in thousands) 80 (in millions) 2
Toyota Ford SOURCE: Global Market Data Book 2007.
GM is more efficient than VW, yet still employs 40 times more Americans.
Each GM worker makes 31 cars And nearly 40% of the total GM workforce is here, but
per year, while each VW worker only 1% of the total VW workforce is in the U.S.
only makes 14 cars per year…
Cars Produced 14 GM Global VW Global
Per Worker Workforce Workforce
31 40% 1%
VW GM Foreign U.S.
WHAT YOU DRIVE,
DRIVES AMERICA.
5 FOR MORE FACTS AND RESOURCES, VISIT www.levelfieldinstitute.org
7. HOW TO EXPLAIN
THE IMPORTANCE
OF AUTO PARTS.
Last year, automakers spent approximately $222 billion on U.S. parts, making
them among the largest buyers of U.S. steel, rubber and semiconductors. Those
parts suppliers, in turn, employed about 780,000 U.S. workers. The average
Big 3 car used nearly 2.5 times more domestic content than the average foreign
car, including those built in the U.S.
W
DOMESTIC CONTENT BY CATEGORY
(2007—sales weighted)
hat’s the difference between 79%
and 35% domestic content? If Ford, There’s a big difference
GM and Chrysler had used only 35% between 79% and 35%
domestic content:
domestic content last year (like
foreign automakers did), they would
have spent $95 billion less here in the U.S. That $95 Ford, $95B
billion in lost sales could have cost between 200,000 GM and in sales 79%
Chrysler
and 330,000 American workers their jobs.
Foreign
Automaker 35%
Average
DOMESTIC CONTENT
(2007 model year)
Ford
GM
Chrysler
Honda
Nissan
Toyota
Hyundai
BMW
VW
0 10 20 30 40 50 60 70 80 90
Percent
WHAT YOU DRIVE,
DRIVES AMERICA.
6 FOR MORE FACTS AND RESOURCES, VISIT www.levelfieldinstitute.org
8. HOW TO SPREAD THE
GOOD NEWS ABOUT
TOMORROW’S JOBS.
Today’s patents will have a big impact on whether tomorrow’s best jobs remain
here in the U.S. Fortunately, automakers invest more in R&D than any other
industry—and Ford, GM and Chrysler invest approximately 80% of that spending
here in the U.S.
Reasons to feel good about the future. RESEARCH & DEVELOPMENT EXPENDITURES
While the U.S. has lost many basic manufacturing (in the United States, by sector)
jobs, advanced manufacturing jobs (on transmissions
and engines) are likely to remain. Today’s patents Automotive $16.9
will also have a big impact on whether tomorrow’s
best jobs remain here in the U.S.
Pharmaceuticals $15.9
R&D translates into better cars
for Americans. Software $15.1
In addition to having a positive impact on job
growth, R&D also offers tangible benefits for car Semiconductors $12.6
buyers. It helps foster advances in technology,
which translates into safer, less expensive and 0 5 10 15 20
more fuel-efficient automobiles. It also helps bolster $ Billion
America’s reputation as a leader in innovation. SOURCE: Ward’s Automotive Facts and Figures. 2005, National Science Foundation.
RANKING AUTOMAKERS vs. U.S. GOVERNMENT In Michigan alone, more
NASA than 200 R&D facilities
Ford employ 65,000 R&D
GM
workers—a $10 billion per
NASF
USDA year investment in America’s
DHS economic competitiveness.
EPA
0 2 4 6 8 10
$ Billion
WHAT YOU DRIVE,
DRIVES AMERICA.
7 FOR MORE FACTS AND RESOURCES, VISIT www.levelfieldinstitute.org
9. HOW TO PLAY A PART
IN SUPPORTING
AMERICAN JOBS.
BE PROACTIVE. STAY INFORMED.
• Encourage people you know to use the JPC • Visit www.levelfieldinstitute.org on a regular
Rating (on the Level Field website) before they basis for updates and materials on the American
buy a car. auto industry and workforce.
• Download Level Field Scorecards and use • Email us at info@levelfieldinstitute.org to
other research information from the Level Field share your feedback or ask questions.
website to make the case for American
auto jobs.
• Make sure your local autodealer has Level
Field’s latest information.
• Write to reporters who dismiss the importance
of American auto jobs.
• Write to Congress about issues
that affect American auto jobs.
DOWNLOAD A levelfieldinstitute
COMPLETE SET OF
SCORECARDS AT: .ORG
“ Cars are a big topic around here— somewhere between
sports and arguing about politics. It’s great to be able to show
”
someone a Level Field Scorecard that proves you’re right.
— Birmingham, MI
WHAT YOU DRIVE,
DRIVES AMERICA.
8 FOR MORE FACTS AND RESOURCES, VISIT www.levelfieldinstitute.org
10. PRINT OUT THIS PAGE and refer to it when having the auto jobs discussion.
FIVE KEY POINTS
TO COMMUNICATE TO CAR BUYERS.
1 Auto jobs matter to America.
Nearly five million U.S. jobs depend on automakers. They are America’s #1
exporter, a leading buyer of parts and materials, and our largest source of R&D.
2 Some automakers contribute more than others.
GM employs more Americans than all 16 foreign automakers combined.
Ford operates nearly as many assembly lines as Toyota, Honda, Nissan and
Hyundai combined.
3 The JPC Rating makes it easy to compare cars.
This fast, reliable online tool calculates a jobs-per-car rating, based on how
many U.S. workers each company employs for every 2,500 cars it sells here.
4 Auto parts play a big part in the job story.
Automakers who use more domestic content help secure the jobs
of 780,000 auto parts workers. Ford, GM and Chrysler use 85% more
American auto parts.
5 R&D is the future of the American auto industry.
This $17 billion industry translates into more jobs, more infrastructure
investment, not to mention better, safer cars for all of us. By showing our
support for American autoworkers, we give automakers more reason to
keep investing in this area.
“ I don’t care about what my friends buy, as long as they at
least take a look at the facts. If we don’t show automakers we care
”
about jobs, they won’t care about them as much themselves.
— Cleveland, OH
WHAT YOU DRIVE,
DRIVES AMERICA.
5505 Connecticut Ave. NW, #346
Washington, DC 20015-2601
TEL 202.510.2018
FAX 866.212.1232
9 FOR MORE FACTS AND RESOURCES, VISIT www.levelfieldinstitute.org