GM's Current Operations Equipment Impacting Term Paper

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Operational efficiency and flexibility in all GM production equipment is maximized by having "everything prepared ahead of time" in a "fully capable tool room, where tools are preset and I.D. And offset information are loaded into a memory chip that accompanies the tool before, during and after its use so the part is cut right the first time" instead of a "cut-and-adjust approach that has long been common to production operations (Vasilash, 2001). Employee training is also critical in maximizing capacity of all available resources. Employees are taken "to the machine tool builder to run machines to build prototype parts," to learn "about failure mode affects, how to detect when a tool was wearing out, building control and operating plans" (Vasilash, 2001).

Finally, GM is also entering into an alliance with the more financially stable Renault-Nissan corporation to better deploy its existing idle manufacturing capacity and increase its revenue from these facilities ("

Ghosn wants GM tie-up to fight Toyota?" 2006, Left Lane News).

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In its own production lines, it will try to respond to consumer demand for more fuel-efficient vehicles, to continue to explore hybrid technology, and to maximize its capital resources with minimal labor costs. Minimizing labor costs while maximizing streamlined resources is its goal, despite protests from the United Auto Workers Union. It has tangled with its union in the past as it has striven to make its profile more in line with the automotive industry's needs in the 21st century, rather than to remain mired in the now-ineffectual strategies of its old, 20th century glory days. Despite its generosity to employees during its heyday, the once-great GM must meet the manufacturing demand of the moment, at the lowest cost possible.

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