GM Makes Significant Improvement.(Brief Article)

GM's engine operations led the field with a 5.2 percent improvement, according to the Harbour report. GM's transmission operations improved by 5.9 percent, making it the first time GM led that category in productivity. GM was the most improved manufacturer in stamping equipment productivity at 10 percent.

"This is a terrific accomplishment by the men and women of General Motors. Every employee, union member and team leader should be pleased with the Harbour results," said Gary L. Cowger, group vice president of manufacturing and labor relations. "These gains show that GM's manufacturing and quality initiatives are paying off and making us a more competitive company. But the report indicates that we have more work to do to become the best in the industry."

Overall, GM's productivity improvement of nearly 8.5 percent was the best of any automaker with more than one plant. "GM's assembly operations continue to show a substantive, true lean improvement," said Ronald E. Harbour, president of Troy-based Harbour and Associates. "The company's progress in its powertrain operations is outstanding and the stamping gains support the direction GM is taking with its facilities."

GM Gains:

* GM had six of the 10 most improved assembly plants in North America, with plants in Silao, Mexico; Orion Township, Mich.; Wilmington, Del.; and Detroit-Hamtramck, Mich., occupying the top four spots. Bowling Green, Ky., and the Oshawa 1, Ontario, car plant rounded out the top 10.

* The Lansing C, Mich., plant, which produces the Oldsmobile Alero and the Pontiac Grand Am, was the most productive compact car plant.

* The Oshawa, Ontario, truck plant, which produces the Chevrolet Silverado and GMC Sierra, was the most productive full-size pickup truck plant.

* Since fourth quarter 1997, GM's assembly hours per vehicle improved 15 percent.

* GM had five of the top 10 most improved engine plants in North America, with Toluca, Mexico, leading the pack and the Romulus, Mich., (8-cylinder) facility taking third. Plants in Ramos Arizpe, Mexico; Moraine (diesel), Ohio; and Romulus (6-cylinder) rounding out the top 10.

* The Romulus engine plant, which produces the 4.8, 5.3 and 6.0-liter engines, was the most productive 8-cylinder facility.

* Since 1993, GM's hours per engine rate has improved 28 percent.

* GM had four of the top five most improved transmission plants, with Ramos Arizpe, Mexico, taking first. The others included Warren, Mich.; Windsor, Ontario; and Toledo, Ohio.

* The GM Toledo transmission plant, which produces the 4L60E transmission, was the most productive rear-wheel drive transmission plant.

* Since 1993, GM's hours per transmission rate has improved 26 percent, the first time GM has led this category.

* GM, which has the most press lines of any automaker, continued to lead the Big Three in changeover time at 31 minutes.

* GM North America stamping plants owned five of the top 10 slots in hits per hour with Lansing, Mich., tied for first. Stamping plants in Mansfield, Ohio, and Grand Rapids, Mich., rank third and fourth. Others in the top 10 include stamping plants in Parma, Ohio; and Marion, Ind.

* GM had five of the top 10 North America stamping plants in pieces per hour with Lansing, Mich., holding first place, closely followed by plants in Mansfield, Ohio, and Grand Rapids, Mich., at third and fourth. GM stamping plants in Parma, Ohio, and Oshawa, Ontario, Canada are also among the top 10.

Harbour said the reduction of non-scheduled overtime and the automaker's quality initiatives were major contributors to GM's productivity gains. In the recent J.D. Power Initial Quality Study, GM posted the greatest improvement of any domestic automaker.

"Being productive doesn't just mean working harder, it also means working smarter and, more importantly, working together," Cowger said. "And our employees, time and time again, prove they are up to the task of making GM the very best automaker in the world. GM's quality and productivity improvements are a direct result of our improved relationship with the leadership of the UAW, the CAW and the IUE, the efforts of union members and the improved communications at all levels between the unions, GM and our employees."

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