producatorii auto... Options

[Iulian HondaFan]

iata clasamentul mondial al vanzarilor auto pe producatori mondiali in 2003 ( in mil de bucati):

1) GM 8,758 ( include Hummer -desi nu are control asupra producatorului are drepturi exclusive de distributie si vanzare a marcii-, Opel/Vauxhall, Saab, GM Daewoo, Holden- marca australiana)

2)Toyota 6,784
(include Daihatsu si Hino- marci asiatice si Scion -marca americana)

3)Ford 6,542
( nu include Mazda unde Ford are cota dominanta dar nu majoritara)
(include Volvo cars, Jaguar, Aston Martin, Land Rover)

4) VAG 5,015 ( include in afara marcilor europene populare si Bentley, Bugatti si Lamborghini)

5) DCX 4,356 (Mercedes-Benz, Smart, Chrysler group, si marcile de camioane Freightliner, Setra, Sterling, Western Star, TBB - este producatorul mondial nr.1 de camioane)

6) PSA 3,286 (=Peugeot si Citroen)

7) Hyundai 3,046 ( include Kia)

8) Nissan 2,968, nu are subsidiari

9) Honda 2,910, nu are subsidiari

10) Renault Group 2,388
(dar daca il consideram impreuna cu Nissan unde este actionar majoritar ar fi nr 4 mondial)
(camioanele Renault sunt insa in posesia Volvo Truck Co. care au ramas o companie independenta si au si posesia celebrei marci de camioane Mack aici in USA)

11)FIAT 1,99 ( include Ferrari, Maseratti si Iveco)

12)Suzuki 1,825 ( include marca asiatica Maruti)

13)Mitsubishi 1,354

14) BMW 1,104 ( include Mini si Rolls Royce)

15) Mazda 1,068

16) First Automotive Works-FAW 0,861
( producator chinez care este si principalul partener al VAG in China, VAG este producatorul nr. 1 pe piata chineza)

17) Shanghai Automotive 0,848

18) AutoVaz 0,710

19) Fuji Heavy Industries( producatorul marcii Subaru) 0,544

20) Isuzu Motors 0,510

[Iulian HondaFan]

de la The Economist citire:

http://www.economist.com/business/displays...tory_id=3599000

...Toyota is worth more than the American Big Three put together, and more than the combination of its successful Japanese rivals, Nissan and Honda. Last year Nissan may have outperformed Toyota in terms of operating margin, but over the long haul it has been the provincial powerhouse from Aichi prefecture near Nagoya that has consistently shown the way.

First, of course, it taught the modern car industry how to make cars properly. Few had heard of the Toyota Production System (TPS) until three academics in the car industry study programme run by Massachusetts Institute of Technology (MIT) wrote a book in 1991 called “The Machine that Changed the World”. It described the principles and practices behind the “just-in-time” manufacturing system developed at Toyota by Taiichi Ohno. He in turn had drawn inspiration from W. Edwards Deming, an influential statistician and quality-control expert who had played a big part in developing the rapid-manufacturing processes used by America during the second world war.

At the core of TPS is elimination of waste and absolute concentration on consistent high quality by a process of continuous improvement (kaizen). The catchy just-in-time aspect of bringing parts together just as they are needed on the line is only the clearest manifestation of the relentless drive to eliminate muda (waste) from the manufacturing process. The world's motor industry, and many other branches of manufacturing, rushed to embrace and adopt the principles of TPS.

In the process American and European cars went from being unreliable, with irritating breakdowns, leaks and bits dropping off in the 1970s, to the sturdy, reliable models consumers take for granted today. In real terms car prices may only have edged down over the past two decades compared with the drastic reductions seen in personal computers and all consumer-electronics goods. But the quality, content and economy of today's cars is incomparable with what was on offer 30 years ago. The main credit goes to the Japanese, led by Toyota. High petrol prices drove American consumers to buy economical Japanese imports; high quality kept them coming back. Europeans, too, were quick to see the attraction of cars that seldom broke down, unlike the native varieties. When trade barriers were erected, the Japanese built their plants inside them. Toyota may have been slower than Honda or Nissan to expand abroad, but its manufacturing method gave it an advantage once it did so.

So Toyota's success starts with its brilliant production engineering, which puts quality control in the hands of the line workers who have the power to stop the line or summon help the moment something goes wrong. Walk into a Toyota factory in Japan or America, Derby in Britain or Valenciennes in France and you will see the same visual displays telling you everything that is going on. ...

....Another triumph is the slick product-development process that can roll out new models in barely two years. As rival Carlos Ghosn, chief executive of Nissan, notes in his book “Shift” (about how he turned around the weakest of Japan's big three), as soon as Toyota bosses spot a gap in the market or a smart new product from a rival, they swiftly move in with their own version. The result is a bewildering array of over 60 models in Japan and loads of different versions in big overseas markets such as Europe and America. Of course, under the skin, these share many common parts. Toyota has long been the champion of putting old wine in new bottles: over two-thirds of a new vehicle will contain the unseen parts of a previous model....

...This globalisation process has transformed the size and shape of Toyota. In 1980 Toyota had 11 factories in nine countries; in 1990 it had 20 in 14 countries; today it has 46 plants in 26 countries. In addition, it has design centres in California and in France and engineering centres in the Detroit area, in Belgium and Thailand...

As GM's bonds sink towards junk status, and as Japanese carmakers steadily overhaul America's Big Three, it must be a chilling thought that Detroit's nemesis is working on ways to improve its performance. No wonder one GM planner mused privately that the only way to stop Toyota would be the business equivalent of germ warfare, finding a “poison pill” or “social virus” that could be infiltrated into the company to destroy its culture.

What else could stop Toyota? Soon it will have the scale to outgun GM. A technological revolution will not threaten it, since Toyota is leading the way with hybrid electrics en route to full-scale fuel-cell electric cars. Consumer preference for exciting designs? Toyota has shown that it can play that game: there is a stylish edginess in recent models such as the Prius, Yaris, the new Avensis and even its venerable LandCruiser SUV. At least the man from GM put his finger on the key to Toyota's success. Provided its culture can be sustained as it goes from being an international Japanese company to a global one, then Toyota's future seems secure.

cele mai profitabile companii auto in 2004 ( dupa The Economist):

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