Archives
Current News Archives
The article/stories listed below have been previously posted on the "Current News" page and are listed here for your convenience.
2007 GM Benefit Enrollment Info
Need Help With GM Buy Out Offer?
August 07, 2006
Pension Check Errors - Be Sure And Check Your Pension Check - Details In "Members Suite" - "Members Current News" - "Members Personnel News 2006" - You May Be Due A Large Refund!!!!!
|
News You Can Use
Straight Talk about
GM
Did you know that GM is
the industry leader in its commitment to the American economy? We help
support the livelihoods of more than a million people in North America.
That's more than any other car manufacturer.
Facts:
Whether it's quality, safety, fuel economy, technology or design, GM has a strong story to tell.
Bumper Sticker of the year 2006!
Click Picture To Enlarge
Bumper sticker of the year:
"If you can
read this, thank a teacher and, since it's in English, thank
a soldier!"
Submitted By Paul Pucci
Hybrids Consume More Energy in Lifetime Than Chevrolet's Tahoe SUV
20 companies currently running the most underfunded pension funds. 06-22-05
Click Picture To Enlarge
Foreign Vehicle Lovers Click Here
And then scroll down to read the recent recalls by the Japanese.
Submitted By Don Thomsen
Harley Shaiken speaking about the decline in America's ability to compete in the world market and the decrease in wages Americans now enjoy. All American's standard of living is on the way down! All American's will be affected by their purchasing habits of Foreign products.
"I think this case is, in fact, a watershed. I think what it does is -- in the most dramatic way we've seen to date -- it introduces the wages of the global economy into Main Street in Michigan, Ohio and elsewhere," said Harley Shaiken, a professor at the University of California-Berkeley specializing in labor issues.
One in eight Americans depend on the auto industry directly or indirectly for their livelihoods, Shaiken said.
August 16, 2005
G.M. Thrives in China With Small, Thrifty Vans
BY KEITH BRADSHER
Published: August 9, 2005
LIUZHOU, China - In this obscure corner of southern China, General Motors seems to have hit on a hot new formula: $5,000 minivans that get 43 miles to the gallon in city driving. That combination of advantages has captivated Chinese buyers, propelling G.M. into the leading spot in this nascent car market.
Chang W. Lee/The New York Times
$5,000 minivans being assembled at a G.M.-led venture by Chinese workers who are paid $60 a month.
Compact and utilitarian, these vehicles, called Wuling Sunshine minivans, hardly fit the big-is-better image of G.M., known in the United States for producing some of the largest gas guzzlers on the market, like Hummers.
The minivans, which G.M. builds in a joint venture with a Chinese partner, have a quarter the horsepower of American minivans, weak acceleration and a top speed of 81 miles an hour. The seats are only a third the thickness of seats in Western models but look plush compared with some Chinese cars.
Their development was led by an American, Philip F. Murtaugh, a native of Ohio and a maverick executive who was willing to zig while the rest of G.M. was zagging. Mr. Murtaugh was able to create in China the kind of innovative environment that G.M. has struggled for decades to achieve in its American operations. But whether G.M. can duplicate elsewhere its achievements in China or even keep its pace here is unclear.
In what may be a telling sign of the corporate culture at G.M., Mr. Murtaugh's success in China led not to promotion but to his departure from the company. G.M. declined to discuss personnel matters, but both it and Mr. Murtaugh said he resigned and was not dismissed.
A soft-spoken man in a company known for autocratic leaders, Mr. Murtaugh ran the China operations for more than nine years from his base in Shanghai, repeatedly making some of the best calls in the industry. Now he finds himself unemployed and living in a small community in rural Kentucky.
His resignation in March, at the age of 49, came shortly after senior company executives reorganized management to give more power to Detroit executives to oversee design, engineering and various manufacturing disciplines all over the world, including operations in China.
The shift was supposed to allow greater coordination between the growing Chinese operations and the rest of G.M.'s businesses. Other G.M. regional executives had already been more under Detroit's control and did not leave the company.
For years, G.M. has linked its fortunes in the United States to the sale of big vehicles, like Chevrolet Suburbans, only to find oil prices soaring and many Americans nervous about paying more than $50 for a tank of gas.
But here in China, Mr. Murtaugh's G.M. was the only multinational automaker that spotted the potential in the late 1990's for building lots of small, inexpensive, fuel-sipping cars, minivans and pickup trucks.
"It is impressive, and it is strategically very smart," said Michael Dunne, president of Automotive Resources Asia, a consulting firm based in Beijing and Bangkok.
The utilitarian minivans and pickups are mainly purchased in China by small-business owners in towns and smaller cities, who drive them both to carry supplies for their businesses and to transport their families. Gasoline in China is slightly cheaper than in the United States, as the government is gradually passing on price increases to consumers.
The minivans have been a big hit, helping G.M. sell more than 170,000 very small vehicles - automobile types not available in the United States - and to pass Volkswagen this year in sales in a market that VW has dominated for two decades. They have helped turn China into G.M.'s biggest center of automotive profit - in contrast to losses in manufacturing operations in the United States - and its second-largest market in terms of the number of vehicles sold, after the United States.
In the important market for larger cars, those not made by the Wuling joint venture, Honda, Toyota and Hyundai are gaining on Volkswagen and, to a lesser extent, G.M.
Such slippage is a familiar experience for G.M. at home. It has repeatedly failed to halt a slide in its domestic market share that began in the 1960's, and has faced the humiliation of seeing its bonds downgraded to junk status this spring. G.M.'s success in China shows that the company, the world's largest automaker, can still summon the energy and innovation occasionally to take command of a big market.
Submitted By Don Thomsen
August 10, 2005
Multimedia Available: The Big Test Drive
Wednesday
August 10, 10:01 am ET
· (BUSINESS WIRE)--As anyone who's ever gone car shopping knows, traveling from one dealer to another to test drive your potential new car can be a big hassle. But now, all the vehicles you want to test drive may be available in one convenient location.
To see when the show will be in a town near you, visit www.autoshowinmotion.com
A video report from General Motors (NYSE: GM - News)
You can reach the story directly by going to http://www.newstream.com/home.aspx?story=30770
This multimedia news story is for free and unrestricted use on your news information site (and for print or broadcast too). Visit http://www.newstream.com to download video, audio, text, graphics and photos.
If you
have any questions about the story, or about Newstream.com,
please write to us at
info@newstream.com.
August 09, 2005
New Vision Care Provider - See "Members Suite" - "Members Current News" - "2005 Personnel News"
Most Dependable Vehicles – J D Powers Survey 08-05-05
The Chevrolet brand was ranked highest in seven categories in the J.D. Power and Associates 2005 Vehicle Dependability Study.
by the Editors of MSN Autos
In a study of three-year-old vehicles, models from General Motors and Ford win top spot in most segments.
Eight different models from General Motors earned the top score in their individual categories, while Lexus earned the top brand ranking in the J.D. Power and Associates 2005 Vehicle Dependability Study (VDS).
The Vehicle Dependability Study measures problem symptoms experienced by original owners of three-year-old vehicles (2002 models). The vehicles are scored based on the number of problems per 100 vehicles (PP100).
Overall, the auto industry showed a remarkable 12 percent improvement in long-term dependability, according to the study. The industry average improved 32 PP100 compared to 2004, and 84 percent of vehicle models included in the 2005 VDS also showed year-over-year improvements. The most significant improvements include ride, handling and braking; engine; and interior.
"While the Initial Quality Study [IQS], which measures problems experienced in the first 90 days of ownership can be an indicator of how models will perform over time, our studies consistently show that long-term durability is a tremendously important factor to consumers," said Chance Parker, executive director of product and research analysis at J.D. Power and Associates. "As the number of problems owners experience with their vehicles increases, repurchase intent and the number of recommendations owners will make to others decreases. The study also finds that long-term durability can have a significant impact on a vehicle's retained value." ....
Here are some of the details of the 2005 J.D. Power Vehicle Dependability Study:
Top Vehicles By Category
Compact Car
Chevrolet Prizm
Entry Midsize Car
Chevrolet Malibu
Premium Midsize Car
Buick Century
Full-Size Car
Buick LeSabre
Entry Luxury
Ford Thunderbird
Mid Luxury Car
Lincoln Town Car
Premium Luxury Car
Lexus LS 430
Sporty Car
Mazda Miata
Premium Sports Car
Porsche 911
Midsize Pickup
Chevrolet S-10 Pickup
Light Duty Full-Size Pickup
Cadillac Escalade EXT
Heavy Duty Full-Size Pickup
Chevrolet Silverado HD
Entry SUV
Honda CR-V
Midsize SUV
Toyota 4Runner
Full-Size SUV
GMC Yukon/GMC
Yukon XL
Entry Luxury SUV
Lexus RX 300
Premium Luxury SUV
Lexus LX 470
1:55pm 08/02/05
General Motors July U.S. sales jump 20% (GM) By
August Cole
SAN FRANCISCO (MarketWatch) -- General
Motors (GM)
, the world's biggest automaker, said Tuesday it sold 20%
more vehicles than last year for a total tally of 530,028
units as slashed prices stoked demand. Sales of cars fell 3%
to 169,372 units, a decline the company attributed to fewer
sales to fleet customers. But trucks jumped more than 34% to
360,655 units to a record for the month. GM is also
extending its employee discount plan through Sept. 6 on 2005
models with the exception of the Chevrolet Corvette, Hummer
H1 and Pontiac GTO. ![]()
This Governor Needs To Be Held Accountable For Her Actions!!! Tell Her What You Think Below:
Saturday, July 30, 2005
Koji
Sasahara / Associated Press
Governor of
Michigan
Jennifer Granholm speaks before reporters in Tokyo Thursday on a
week-long business visit to Japan.
![]()
Governor pleased with results from Japan trade trip
By Kathy Barks Hoffman / Associated Press
LANSING -- As she wraps up a weeklong trade trip to Japan, Gov. Jennifer Granholm said her visit has given her the chance to tell people there that Michigan workers are eager to build Japanese cars, not smash them with sledge hammers as they did in the 1980s.
"The (trip's) real benefit has been to say to Japanese companies, 'You are welcome in Michigan.' They needed to hear that. They wanted to hear that. I think a lot of old stereotypes remain," she told The Associated Press in a telephone call from her Tokyo hotel.
The governor spent Friday encouraging a few more Japanese companies to locate or expand in Michigan. Two Japanese auto suppliers, DENSO Corp. and Tokai Rika Co., committed this week to creating 500 new engineering, manufacturing and research and development jobs in the state in addition to ones already here.
Granholm said she will leave Japan on Saturday with more commitments to create new jobs than she collected on her trade trip to Germany last November. That's partly because the state is making its pitch not only to those in the automotive industry but to those in the life sciences and biosciences, she said.
But it also represents the breakthrough her visit has made with Japanese companies.
"In Germany, we didn't have to do the convincing to German businesses that they were welcome in Michigan that we needed to do in Japan," she said.
"The fact that I am here -- the governor of the North American automotive capital, the U.S. automotive capital, the home of the Big Three -- that I am physically here in Japan to tell the Japanese suppliers and automakers that they are welcome and their investment and jobs would be welcome is extremely significant to them."
Granholm said it has helped to have the presidents of the state's three major research universities -- University of Michigan, Michigan State University and Wayne State University -- on hand to talk about their eagerness to join with Japanese companies for research and commercialization of the results.
"A lot of that is planting seeds for partnerships and relationships down the road," she said. "That is a new area of focus and a new window for us."
The governor said her meetings with Toyota Motor Corp. officials early in the week went well, but added she's aware that landing a Toyota manufacturing plant down the road remains a challenge.
"I just have to be realistic that there are many other governors who are coming to woo them," she said. "But because of what happened with the Toyota tech center in Ann Arbor, they believe that Michigan is welcoming to them. ... I've been encouraged by their interest. I don't know that it would have happened a few years ago."
Granholm met earlier this week with Tokai Rika Chairman Yoshihei Iida and President Kiyoshi Kinoshita in Nagoya, Japan. The governor's office said Thursday that the auto supplier plans to invest $50 million to expand its operations in Battle Creek, Jackson and Plymouth.
Tokai Rika, which deals with research and manufacturing tied to auto-related products ranging from locks and keys to switches and seat belts, already employs more than 1,100 workers at three Michigan facilities: TRAM Inc. in Plymouth; TAC Manufacturing Inc. in Jackson; and TRMI Inc. in Battle Creek. It plans to add 30 engineering jobs in Plymouth and 100 jobs each at its plants in Jackson and Battle Creek.
Michigan's largest Japanese employer, DENSO Corp., announced Tuesday that it will spend $36 million to expand its North American headquarters in Southfield.
It currently employs 4,500 workers in Michigan in four locations: DENSO International America Inc., in Southfield; DENSO Manufacturing Michigan in Battle Creek; ASMO Manufacturing in Battle Creek; and Michigan Automotive Compressor, a joint venture with Toyota Industries Corp., in Parma.
Both Tokai Rika and DENSO are member companies of Toyota.
Granholm said such investments are what she's looking for as she builds on Michigan's reputation as the North American auto powerhouse, and what she was hoping her trade trip would produce.
"The silos of domestic versus international production are no longer valid in a global economy," the governor said. "And that's what my message to them has been: 'You can benefit from the synergy from locating geographically where all of the action is with respect to the automotive world.'"
On the Net:
Gov. Jennifer Granholm: http://www.michigan.gov/gov
Tokai Rika:
http://www.tokai-rika.co.jp/en/index.html
To Governor Jennifer M. Granholm - Michigan
You do not have the best interest of the people of Michigan or America with your plans to send more money to the Japanese! You know all bottom line profits of Japanese products made here in America go back to Japan. Ford and GM bottom line profits stay in Michigan and America! You are a disgrace to America and you will be held accountable at the polls! You can tell the Governor what you think about the above article by clicking here:
http://www.michigan.gov/gov/0,1607,7-168-21995-65331--,00.html
Who Are The World's True Stars? - A Good Read - Take The Time To Enjoy This!
Subject:Ben Stein's last column
For many years Ben Stein has written a biweekly column called
"Monday Night At Morton's." (Morton's is a famous chain of
Steakhouses known to be frequented by movie stars and famous people
from around the globe.) Now, Ben is terminating the column to move
on to other things in his life. Reading his final column is worth a
few minutes of your time.
Ben Stein's Last Column...
===================
How Can Someone Who Lives in Insane Luxury Be a Star in Today's
World?
As I begin to write this, I "slug" it, as we writers say, which
means I put a heading on top of the document to identify it. This
heading is "eonline FINAL," and it gives me a shiver to write it. I
have been doing this column for so long that I cannot even recall
when I started. I loved writing this column so much for so long I
came to believe it would never end.
It worked well for a long time, but gradually, my changing as a
person and the world's change have overtaken it. On a small scale,
Morton's, while better than ever, no longer attracts as many stars
as it used to. It still brings in the rich people in droves and
definitely some stars. I saw Samuel L. Jackson there a few days
ago, and we had a nice visit, and right before that, I saw and had a
splendid talk with Warren Beatty in an elevator, in which we agreed
that Splendor in the Grass was a super movie. But Morton's is not
the star galaxy it once was, though it probably will be again.
Beyond that, a bigger change has happened. I no longer think
Hollywood stars are terribly important. They are uniformly
pleasant, friendly people, and they treat me better than I deserve
to be treated. But a man or woman who makes a huge wage for
memorizing lines and reciting them in front of a camera is no longer
my idea of a shining star we should all look up to.
How can a man or woman who makes an eight-figure wage and lives in
insane luxury really be a star in today's world, if by a "star" we
mean someone bright and powerful and attractive as a role model?
Real stars are not riding around in the backs of limousines or in
Porsches or getting trained in yoga or Pilates and eating only raw
fruit while they have Vietnamese girls do their nails.
They can be interesting, nice people, but they are not heroes to me
any longer. A real star is the soldier of the 4th Infantry Division
who poked his head into a hole on a farm near Tikrit, Iraq. He
could have been met by a bomb or a hail of AK-47 bullets. Instead,
he faced an abject Saddam Hussein and the gratitude of all of the
decent people of the world.
A real star is the U.S. soldier who was sent to disarm a bomb next
to a road north of Baghdad. He approached it, and the bomb went off
and killed him.
A real star, the kind who haunts my memory night and day, is the
U.S. soldier in Baghdad who saw a little girl playing with a piece
of unexploded ordnance on a street near where he was guarding a
station. He pushed her aside and threw himself on it just as it
exploded. He left a family desolate in California and a little girl
alive in Baghdad.
The stars who deserve media attention are not the ones who have
lavish weddings on TV but the ones who patrol the streets of Mosul
even after two of their buddies were murdered and their bodies
battered and stripped for the sin of trying to protect Iraqis from
terrorists.
We put couples with incomes of $100 million a year on the covers of
our magazines. The noncoms and officers who barely scrape by on
military pay but stand on guard in Afghanistan and Iraq and on ships
and in submarines and near the Arctic Circle are anonymous as they
live and die.
I am no longer comfortable being a part of the system that has such
poor values, and I do not want to perpetuate those values by
pretending that who is eating at Morton's is a big subject.
There are plenty of other stars in the American firmament... the
policemen and women who go off on patrol in South Central and have
no idea if they will return alive; the orderlies and paramedics who
bring in people who have been in terrible accidents and prepare them
for surgery; the teachers and nurses who throw their whole spirits
into caring for autistic children; the kind men and women who work
in hospices and in cancer wards.
Think of each and every fireman who was running up the stairs at the
World Trade Center as the towers began to collapse. Now you have my
idea of a real hero.
I came to realize that life lived to help others is the only one
that matters. This is my highest and best use as a human. I can
put it another way. Years ago, I realized I could never be as great
an actor as Olivier or as good a comic as Steve Martin... or Martin
Mull or Fred Willard -- or as good an economist as Samuelson or
Friedman or as good a writer as Fitzgerald. Or even remotely close
to any of them.
But I could be a devoted father to my son, husband to my wife and,
above all, a good son to the parents who had done so much for me.
This came to be my main task in life. I did it moderately well with
my son, pretty well with my wife and well indeed with my parents
(with my sister's help). I cared for and paid attention to them in
their declining years. I stayed with my father as he got sick, went
into extremis and then into a coma and then entered immortality with
my sister and me reading him the Psalms.
This was the only point at which my life touched the lives of the
soldiers in Iraq or the firefighters in New York. I came to realize
that life lived to help others is the only one that matters and that
it is my duty, in return for the lavish life God has devolved upon
me, to help others He has placed in my path. This is my highest and
best use as a human.
Faith is not believing that God can. It is knowing that God will.
By Ben Stein
We truly take a lot for
granted.
Forget the Hollywood "stars" and the
sports "heroes"... and pass this on!
Submitted By Dave Casey
Folks
This Is What Happens When You Let Foreign Governments Take
Over American Industries.
When Americans buy from companies OWNED by Foreign
governments & companies all of the profit from Americans
hard earned dollars go to the Foreign countries. America
looses the revenue income and then looses the control and
power of their own country.
Americans Wake Up!
Updated: 11:17 AM EDT
China Tells U.S. to Stop Interfering With Unocal Takeover
BEIJING (July 5) - China on Tuesday demanded that Congress ''correct its mistaken ways'' and stop interfering in the proposed takeover of the Unocal oil corporation by China's state-owned CNOOC Ltd.
American politicians had warned the $18.5 billion takeover bid announced last month could pose risks to U.S. national security and called for a full review by the Bush administration.
The Chinese company's officials have welcomed a security review and denied that CNOOC was acting on behalf of China's government, which is in the midst of a multibillion-dollar campaign to secure foreign oil and gas supplies to power its booming economy.
''We demand that the U.S. Congress correct its mistaken ways of politicizing economic and trade issues and stop interfering in the normal commercial exchanges between enterprises of the two countries,'' the Chinese Foreign Ministry said in a statement released Tuesday.
China has been insisting CNOOC's offer is pure business. ''CNOOC's bid to take over Unocal is a normal commercial activity between enterprises and should not fall victim to political interference,'' said the statement.
Developing bilateral economic and trade cooperation is in the interests of both sides, the statement said.
CNOOC is bidding against Chevron Corp. for Unocal, the ninth-largest U.S. oil and gas firm. The Chinese firm has argued that its offer will benefit the United States by paying Unocal shareholders more and causing fewer job losses.
AP-NY-07-05-05 0321EDT
Updated: 01:42 PM EDT 06-29-05
Survey Finds GM Customer Satisfaction Soared In June
By Ann Keeton, Of DOW JONES NEWSWIRES, Dow Jones
CHICAGO -(Dow Jones)- Not only did General Motors Corp. (GM) hit a home run with sales on its "employee discount for everyone" promotion in June, but the world's largest auto maker greatly improved customer satisfaction among those who visited GM dealerships, according to a study by CNW Marketing Research, an industry researcher.
New car buyers generally seemed satisfied to get the same discount off sticker prices as GM employees, CNW said.
In a survey released Wednesday, CNW said visitors to GM stores showed a 28% improvement over last year, when asked if they would recommend a GM dealer. This year, 87.6% of visitors said they would recommend a GM dealer, compared with 68.3% last year.
The research group conducted surveys in 27 major consumer markets and nine small and medium-sized markets.
CNW found that customer satisfaction with the way GM salespeople handled the discount offer reached the highest level since the research company began tracking that component in 1994. CNW said it measures the effectiveness of incentive programs on such things as the ease of explaining the program and the ability of shoppers to understand and respond to the deal. Compared with an average industry score of 5, sales personnel satisfaction for GM in June jumped to 9.13, CNW said.
More than 27% more of showroom visitors this year said they were satisfied with the sales process in purchasing a new GM vehicle.
Response By: Vice President, Global Communications, General Motors Corp.
June 24, 2005
In a column on Tuesday, Thomas Friedman asked: “If I am rooting for General Motors to go bankrupt … does that make me a bad person?” Well, he’s certainly a misinformed one (“If Toyota could buy out GM … maybe America’s addiction to oil would drop as fuel-efficient cars roll in”).
Friedman suggested that America’s economy would benefit if GM were taken over by a foreign automaker that aggressively promotes hybrid cars. He didn’t mention that the Japanese automaker he praises has grown largely from aggressively expanding its sales of SUVs & trucks, not hybrids.
GM has a clear, sound strategy to improve fuel efficiency and develop advanced technology. Our track record on fuel economy speaks for itself: GM today produces the most fuel-efficient cars and trucks in the industry. According to 2005 EPA data, GM is the fuel economy leader in 69 of 119 car and truck offerings. Among these offerings are 20 GM vehicles that get 30 or more miles per gallon in highway driving –more than any other manufacturer, foreign or domestic.
GM has a comprehensive near-, mid- and long-term technology development strategy. And it's playing out with results. Today, we use several advanced technologies to achieve our fuel efficiency leadership. In the mid-term, we see an increasing role for hybrids. GM’s hybrid program is focused first on the vehicles that consume the most fuel, such as transit buses, pickups and SUVs.
Today there are 354 buses with GM’s advanced hybrid technology operating in 24 cities across the United States and Canada. In Seattle, where 213 GM hybrid-powered buses have been operating for nearly a year, the King County Transit Authority is reporting a fuel economy improvement of 55 percent.
GM also has been selling the world’s first full-size hybrid pickups for more than a year. And GM will introduce two new hybrid systems in the next two years. The first will be introduced in the Saturn VUE in 2006 and the Chevy Malibu in 2007. Aimed primarily at small and midsize vehicles, this system will increase fuel efficiency by at least 10 percent.
The second is a new, advanced, two-mode, full hybrid system, which will be available on GM’s new full-size SUVs in 2007 and pickups in 2008. It will deliver a 25 percent improvement in fuel economy.
Sales of hybrids represented less than one-half of 1 percent of this nation’s total vehicle sales last year. But as sales slowly build, GM has aggressive plans to offer more hybrid vehicles across much of our product line over that period. If and when the demand for hybrids increases significantly, GM will be ready.
For the long-term, GM is leading the charge to once and for all take the automobile out of the environmental debate by advancing the ultimate clean alternative to the internal combustion engine: the hydrogen fuel cell.
As we work hard to develop an affordable fuel-cell vehicle for consumers, we already have several projects under way to utilize the technology.
GM and the U.S. Army have joined to introduce the world’s first fuel-cell-powered truck for military service. GM also is working with the U.S. Department of Energy to build 40 fuel-cell vehicles for demonstration fleets in Washington D.C., New York, California and Michigan.
We welcome the scrutiny that comes with being the world's largest automaker. But the millions of people whose livelihoods depend on GM object when facts are skewed to paint an inaccurate portrait of our company.
We take our commitment to this nation, its people, environment and economy very seriously.
Submitted By Don Thomsen
http://www.overthehillcarpeople.com/
June 26, 2005 Excerpt from the July 01, 2005 "Interview of the Month" with Mr. Gus Stelzer by Kathy Bommarito - Overthehillcarpeople.com - Gus is a retired General Motors executive who has devoted a great deal of time and energy over the last 25 years to educate Americans about the perils of free trade and the devastating effect it has had on the U.S. economy.
“What’s good for America/GM”:
“ … As a final comment on GM, it is proper to recall what GM President ‘Engine Charlie’ Wilson said in answer to a question posed by a congressman: ‘What is good for America is good for GM and vice versa.’ The mainstream media, always quick to take cheap shots at GM, reported that Wilson said, ‘What is good for GM is good for America.’ That, of course, is not what Wilson said or implied. It is more than sad coincidence that GM is now fighting against the specter of bankruptcy at the same time that the United States as a nation is also facing the specter of national bankruptcy. ‘Engine Charlie’ was right in 1955, and he was also a prophet. Clearly, what has been ‘bad’ for GM (and the rest of the auto, steel and rubber industries) has also been ‘bad for America.’”
Mr. Gus Stelzer Gusstelzer@aol.com
Telephone: Local: 425.337.4588 or National: 1.800.484.9527, extension 1078
How long will it take the Handy Township to recover the $5.4 Million in tax breaks to the Japanese? These tax breaks must be paid for by some one? Guess who? The people of Michigan and probably all U. S. tax payers! No wonder the Japanese love the U.S. Ask any American company if they can get the same deal any where in the country of Japan. The answer is NO!
Thursday, June 9, 2005
Handy Township deal for research facility includes provision for new jobs
About Aisin Seiki
Established: 1949
Head Office: Aichi, Japan
Number of plants: 11 worldwide
Employees: 53,200 worldwide
What they do: Worldwide supplier of automotive products such
as transmissions, brakes, cooling and lubrication systems,
door frames, latches and car navigation systems.
Source: Detroit News research
May 27, 2005
Best Cars by the Numbers According to J.D. Power
By Eric Peters AOL Auto Reporter
…………..the domestics are also getting their acts together, especially General Motors.
The latest
J.D. Power Initial Quality Survey -- which rates new
vehicles according to the number of problems reported during
the first three months of ownership -- puts Toyota's Lexus
luxury division at the top of the heap, with the lowest
number of problems with its vehicles of any major automaker.
Owners of the Lexus SC430 retractable hardtop sport coupe
reported just 54 problems per 100 vehicles sold -- as
compared to an industry average of 118 problems per 100
cars.
Overall, Lexus vehicles averaged 81 problems per 100
vehicles sold -- an impressive score and substantially
better than General Motors' Cadillac luxury division (104
problems per 100 vehicles), Ford Motor Company's Lincoln
luxury division (113 problems per 100 vehicles) and
Mercedes-Benz (104 problems per 100 vehicles).
Jaguar and BMW also earned top marks for quality, according
to the J.D. Power IQS report -- with 88 and 95 reported
problems per 100 vehicles reported (respectively).
Surprisingly, Honda and its luxury line, Acura, didn't do
so well -- with 112 and 116 problems per 100 vehicles
reported. In other words, new owners of Honda and Acura
vehicles reported more problems with their cars than new
owners of Cadillac (104 problems) and Buick (100
problems) vehicles.
This is the first time in recent memory that GM vehicles
have outscored Honda/Acura on build quality -- as
measured by the number of problems reported by consumers.
And the makes/models with the worst record?
Suzuki washed out with a bottom rung score of 151
problems per 100 vehicles reported -- nearly three times
as high as the industry leader, Lexus (54 problems per 100
vehicles), or roughly 35 percent worse than the industry
average of 118 problems per 100 vehicles sold.
Mazda (149), Land Rover (149), Volkswagen (147) and Porsche
(147) were not far behind, however --
proof that "import" is not necessarily synonymous with
"well-built."
Of the domestic brands, DaimlerChrysler's Dodge division did
least well -- with a worse-than-average score of 130
problems reported. Chrysler-badged vehicles did better with
121 problems per 100 vehicles reported -- just slightly
worse than the industry average 118.
Ford occupied the middle ground between Dodge and Chrysler
-- with a so-so score of 127.
Overall, the industry average number of reported problems
per 100 vehicles sold has dropped slightly, from 119 in 2004
to 118. While not a massive uptick, the overall IQS numbers
from year to year do reflect a general industry-wide
continuing improvement in quality -- with today's cars and
trucks noticeably (and quantifiably) better-built and more
durable than the cars of the past.
This is reflected in the ever-increasing service life of the
average new car -- which has gone from being beer can fodder
after as little as 5-8 years and 100,000 miles to still
going strong at roughly twice that (assuming proper car and
regular maintenance). It's now not at all uncommon for a car
to still be running reliably even well beyond 10 years and
150,000 miles -- and the average age of cars in service
continues to increase along with ever-improving reliability.
For consumers, this means it's realistic to expect to get
several years of largely trouble-free service out of their
purchase after it's paid off -- instead of having to began
thinking about a new one almost as soon as you've sent in
the final payment on the old one.
Thursday, May 19, 2005
Toyota isn't immune to problems
Despite reliability image, automaker has had five recalls in the United States this year.
By Jeff Plungis / Detroit News Washington Bureau
WASHINGTON -- Longtime quality champion Toyota Motor Corp. showed this week that it too is struggling with an industrywide increase in vehicle recalls.
The Japanese automaker is recalling 775,000 trucks and SUVs after customers told government investigators the vehicle's ball joints collapsed without warning, leading to a loss of steering control and sometimes thousands of dollars of damage.
The move, which Toyota describes as a "special service campaign," comes as industrywide recalls continue to climb. In 2004, automakers recalled a record 30.6 million cars and trucks even though overall quality is improving.
"We're seeing many more vehicle recalls today than we probably would have 10 or 20 years ago," said Chance Parker, head of product and research analysis at J.D. Power and Associates, a California-based consumer research firm.
Industry officials say improved warranty tracking systems and a giant government database created following the 2000 Firestone tire recall have led to greater scrutiny and a quicker trigger in ordering recalls.
And while Toyota has garnered a reputation among consumers for reliability, the truck recall shows it is not immune to quality problems.
The recall covers certain 2001-02 4Runner SUVs; 2001-04 Tacoma pickups; and 2002-04 Tundra pickups and Sequoia SUVs.
Most of the trucks are in the United States, but worldwide, the recall will affect approximately 880,000 vehicles.
Toyota said it would notify affected customers by mail beginning in late June. Dealers will replace the lower ball joint at no charge. Truck owners can contact their Toyota dealers with immediate questions about the recall.
The National Highway Traffic Safety Administration has been investigating the problem since November.
Consumers told NHTSA that their lower ball joints had separated, causing the suspension to collapse and them to lose control of their vehicles.
In one complaint, attached to official correspondence between NHTSA and Toyota, a truck owner in Buskirk, N.Y., said his ball joint gave way at 20 mph, causing the wheel to fold under the truck.
"This truck is well cared for, and there were no obvious signs of a problem prior to failure," the complaint noted.
It is the fifth recall Toyota has instituted this year.
In a statement, Toyota said it has only confirmed six cases of ball-joint failure causing loss of steering control.
"The front suspension lower ball joint is a wear item and must be periodically inspected and replaced in accordance with the vehicle's scheduled maintenance guide," the statement read.
Overall, Toyota said it has conducted five recalls this year in the United States affecting approximately 900,000 vehicles. In 2004, Toyota conducted nine recalls affecting 1,056,939 vehicles, according to NHTSA.
Toyota has also recalled this year:
• 92,577 Celica coupes from the 2000 and 2001 model years, to adjust daytime running lights, which could be too bright for oncoming drivers.
• 22,228 model year 2005 Tacoma pickups to tighten a lock nut on the parking brake pedal.
The ball-joint recall was the second time in a week that Toyota had a high-profile safety issue in the news. On Monday, the company said it would look into 13 complaints NHTSA has received about a possible software glitch that could cause the Prius hybrid car to stall at highway speeds.
You can reach Jeff Plungis at (202) 906-8204 or jplungis@detnews.com.
Updated: 05:11 PM EDT 05-18-05
Toyota Recalls 880,000 SUVs and Pickup Trucks
TOKYO (May 18) - Toyota Motor Corp. said on Wednesday it would recall about 880,000 sport utility vehicles (SUVs) and pickups worldwide, mostly in the United States, to fix a defect in the front suspension that could hamper steering.
Covered in the recall, aimed at fixing front-suspension ball joints that could wear faster than they should, are the Tacoma and Tundra pickup trucks and Sequoia, Landcruiser Prado and 4Runner/Hilux Surf SUVs built between May 2001 and December 2003. Of the total, 789,000 units are in North America.
Japan's top auto maker said it does not disclose estimated recall costs.
A spokesman said there was one report of an accident in Japan, where Toyota is recalling 23,800 Hilux Surf and Landcruiser Prado vehicles. Information on accidents elsewhere was not immediately available.
The recall also covers 19,000 vehicles in Europe and 12,000 in Australia.
Shares in Toyota ended morning trade down 0.78 percent at 3,820 yen, compared with a slight gain in the Nikkei average.
REUTERS Rtr 02:21 05-18-05
Faces In The News
Toyota Plays Down Chairman Okuda's Urge To Raise Prices
Chris Noon,
04.26.05, 9:02 AM ET
NEW YORK - Doers and doings in business, entertainment and
technology:
Click Picture
Americans,
here’s your next boss and maybe your next President or are they
called "Emperors???
And
just listen to what he has to say….we are willing to raise
prices….why….
"We need to give some time for American companies to take a breath,"
Smug SOB! Okuda was quoted as saying in the Japanese daily
Nihon Keizai Shimbun (the new name for "The New York Times?").
Do you really think he has the American car company’s interest in
mind…….BS. You American folks buying their products and letting them
continue to buy other assets in America better get accustomed to
looking at faces like this for the rest of your and your children’s
life’s! Your industry and your jobs may be next!
Click his name to see how they choose to give information about him
(be ready for a lot of N/A's)......in America that means NOT
AVAILABLE:
Hiroshi Okuda
Roller-coaster ride: First Toyota Motor (nyse:
TM -
news
-
people
) Chairman
Hiroshi Okuda
suggests the world's second-biggest automaker is willing to raise
the prices of vehicles it sells in the United States. Then his
company disavows the idea.
"We need to give some time for American companies to take a breath,"
Okuda was quoted as saying in the Japanese daily Nihon Keizai
Shimbun.
Does this mean raising prices? Dame desu--no way--said
Toyota. "We are not thinking about changing prices in order to help
the U.S. auto industry," said the company in a later statement
reported by Reuters. Okuda's remarks quoted by another daily, the
Asahi Shimbun, were a little more revealing:
"I'm concerned about the current situation surrounding GM. Although
a trade conflict, like ones that happened in the past, may be
avoided, there may be some impact [on Japan's car industry] because
the car industry is symbolic in the U.S. economy." Is Okuda worried
that Toyota will become a victim of its own success? He may remember
with a shudder the dark days of the 1980s, when Toyota and other
Japanese automakers incurred the wrath of U.S. workers, who accused
the carmakers of pilfering market share and jobs from the U.S.
industry.
And the plight of Ford Motor (nyse:
F -
news
-
people
) and General Motors (nyse:
GM -
news
-
people
) has evidently made Okuda jittery about Toyota's own success.
Toyota, Nissan Motor (nasdaq:
NSANY -
news
-
people
) and Honda Motor (nyse:
HMC -
news
-
people
) currently are faring much better than their American rivals,
which could explain Okuda's desire--if not Toyota's--to tweak
prices.
More...
Click Picture

Bush Seeks Relief From Record Oil Prices
President Hosts Meeting With Saudi Prince at Texas Ranch
By JENNIFER LOVEN, AP
CRAWFORD, Texas (April 25) - President Bush on Monday pressed Saudi Arabia's Crown Prince Abdullah to help curb skyrocketing oil prices that are hurting the budgets of American families and businesses.
''
The crown prince understands that it is very important ... to make sure that the price is reasonable,'' Bush told reporters before the Saudi leader arrived at his Texas ranch for a couple hours of talks that also took in new Middle East peace initiatives, the pace of democratic reform in the desert kingdom and counter-terror efforts.Bush said he would appeal to Abdullah's self-interest, telling him that persistent high crude prices could erode the long-term market for Saudi Arabia's biggest source of revenue. He said he would urge Saudi Arabia to make the necessary investment to increase its production capacity, especially in light of the fast-growing, energy-gobbling markets in China and India.
How long will it be before America's public officials will have to appeal ("Beg") the Japanese for lower prices on automobiles?
0123412242006122