General Motors: The CAD - CAM - CAE Journey

Case Studies | Case Study in Business, Management, Operations, Strategy, Case Study

ICMR HOME | Case Studies Collection

Case Details:

Case Code : OPER017
Case Length : 13 Pages
Period : 1990 - 2002
Organization : General Motors
Pub Date : 2002
Teaching Note : Available
Countries : India
Industry : Automobiles Manufacturing

To download General Motors: The CAD - CAM - CAE Journey case study (Case Code: OPER017) click on the button below, and select the case from the list of available cases:

Operations Management Case Studies | Case Study in Management, Operations, Strategies, Marketing Management, Case Studies


For delivery in electronic format: Rs. 500;
For delivery through courier (within India): Rs. 500 +Shipping & Handling Charges extra

Operations Case Studies
Case Studies Collection
View Detailed Pricing Info
How To Order This Case
Business Case Studies
Case Studies by Area
Case Studies by Industry
Case Studies by Company

Custom Search

Please note:

This case study was compiled from published sources, and is intended to be used as a basis for class discussion. It is not intended to illustrate either effective or ineffective handling of a management situation. Nor is it a primary information source.

Chat with us

Strategic Management Formulation, Implementation, & Control, 12e

Please leave your feedback

Leave Your Feedback

ICMR India ICMR India ICMR India ICMR India RSS Feed

<< Previous

Introduction Contd...

Hughes Electronics Corp., GM Locomotive Group and Allison Transmission Division were GM's major subsidiaries.

To facilitate growth across the world, GM had strategic alliances with Fuji Heavy Industries Ltd., Suzuki Motor Corp., Fiat Auto SpA and Isuzu Motors Ltd.

It also had vehicle ventures with Toyota Motor Corp. and Renault SA, and technical collaborations with Toyota Motor Corp. and Honda Motor Co.. GM managed to build a huge loyal customer base over the decades and went from strength to strength, retaining its world leader crown (Refer Exhibit II for GM's financials).

Operations Management Case Studies | Case Study in Management, Operations, Strategies, Marketing Management, Case Studies

GM's Manufacturing Inefficiencies

The first cars manufactured were constructed individually and a single person assembled all the parts together. However, with the advent of the conveyor-belt based assembly line technique in 1913-14 (at a Ford plant), car manufacturing became much more efficient.

Under this technique, a car moved along a belt as it was being built. Instead of all workers working on a single car, they added parts to the car as it moved along the belt. This made the manufacturing process faster and cheaper.

GM also adopted the assembly line technique. The company had 160 plants across the world and more than 300,000 employees. The manufacturing process was categorized into powertrain1, metal fabrication and assembly (Refer Table II). However, GM's cost of production in terms of time and labor was more than any other automakers in the world.

The company's internal problems had reportedly resulted in the longest vehicle development process times, slow response to market trends and 'dull products.' Toyota's (Japan) time-to-market was twice that of GM throughout the 1980s and early 1990s. Ford Motor Co., which was half of GM in size, was believed to be much more productive (Refer Figure I)...

Excerpts >>

Custom Search


Operations Management
Textbooks Collection

Operations Management
Workbooks Collection

Case Studies in Operations Management - Vol. I
Case Study Volumes Collection

1] Also called a drivetrain, this term describes all of a vehicle's components that produce power and transmit power to the wheels - the engine, transmission, transfer case, driveshafts, differentials, axle shafts and wheel hubs.


Case Studies Links:- Case Studies, Short Case Studies, Simplified Case Studies.

Other Case Studies:- Multimedia Case Studies, Cases in Other Languages.

Business Reports Link:- Business Reports.

Books:- Text Books, Work Books, Case Study Volumes.