Isao Yoshino, one of the heads of the NUMMI case, who made it possible for the culture of the LEAN management model to work in the United States, will be the speaker of this exclusive day.
Get to know, live and direct, the history of what is considered one of the most interesting cases in the history of management: the NUMMI case.
It took place in the iconic car factory of Fremont (California), and had three main players: GM, Toyota and UAW (United Auto Workers)
There, joined two industrial giants that were bitter competitors: GM and Toyota. And on the other hand, a fruitful collaborative relationship was established between the managers of a car plant and the almighty American union UAW (United Auto Workers).
NUMMI arose because each of the two companies had something to contribute to the other. Toyota was a Japanese company that manufactured the most reliable, high-quality cars with the lowest costs, and the US Congress was restricting the importation of automobiles. To avoid this restriction, Toyota had to build cars in the US.
While GM wanted to have the opportunity to know how to build small and profitable cars studying the TPS (Toyota Production System).For this they chose to use the Fremont plant (California).
The Fremont plant had been inaugurated by GM in 1962 and was considered the most conflictive plant in the United States. It was said to be one of the worst plants in the world in terms of quality. They devoted more time to disputes than to making cars, there were continuous strikes and chaos was permanent.
The workers felt that they had a job for life and that the almighty UAW union would always protect them. Many days the assembly line could not be started because there had not been enough staff to work.
In 1982 GM closed the plant.
But Toyota executives wanted to test their TPS with conflicting personnel and see if they could turn them into highly productive collaborators. They believed that it was the old system that had really made them such workers.
Incredibly, it was agreed that almost all former GM workers should be hired again at this plant. In 3 years, the Fremont factory was creating the cars with the highest level of quality in the US and at the lowest cost, using the same machines and the same previous workers.
During this day, with Isao Yoshino, we will analyze the causes, the consequences and, above all, the lessons we can learn and apply to all types of organizations based on the NUMMI case.