Nissan legend Yutaka Katayama, aka “Mr. K,” dies at 105
1. YOKOHAMA, Japan – The following statement is in response to the news that Yutaka Katayama, the first president of Nissan Motor Corporation U.S.A., passed away on Feb. 19 at the age of 105:
“Yutaka Katayama (Mr. ‘K’) was a passionate ambassador for the Datsun and Nissan brands and our condolences go out to his family and friends. His more than 80 years in the car business included an induction into both the American and Japanese Automotive Hall of Fames. He was a pioneer on both sides of the Pacific, and we are grateful for his service to Nissan and his passion for our brands.”
Yutaka Katayama
2. Yutaka Katayama, also known as Mr. K, was a Japanese automotive executive who was employed by Nissan and served as the first president of Nissan Motor Corporation U.S.A. Katayama expanded Nissan's focus ... Wikipedia
3. Yutaka Katayama's philosophy is simple: Love cars. Love people. Love life. He was not an engineer, a designer or a line worker, but his tireless efforts transformed Nissan from a laughable also-ran to a worldwide powerhouse in a matter of just two decades.
Many of his co-workers at Nissan joined the company because they felt it was a growing concern, and would provide good jobs for many years to come. David Halberstam wrote in his excellent history The Reckoning: "Katayama chose Nissan because it was about cars, and he was about cars, and he not only wanted to build them, he wanted to drive them."
4. Katayama was an avid reader of car magazines and, in 1958, when he was in the advertising department at Nissan, he read a story about the upcoming Around Australia Mobilgas Trial, a grueling 10,000-mile race over rugged terrain. Katayama knew that Nissan's cars weren't pretty or sporty, but they were solid, built like trucks, and ideal for such a race. He presented a proposal to the board of directors. Resistance was great. "One of the most pervasive forces in Japan," wrote Halberstam, "was the fear of failure." The product name alone-Datsun-was devised to deflect shame from the parent company if the product eventually failed. 5. Under Mr. K's leadership, Nissan went from selling 1,640 units a year in 1960 selling just 20,000 units fewer than Volkswagen in 1975.
6. wrote Halberstam, "when a customer came to headquarters needing a particular part, Katayama was there alone; he went back into the parts department and found it. Not knowing how much it cost, he charged the customer $1."
7. According to Johnnie Gable, Mr. K's personal secretary to this day, his success should be attributed almost solely to his love for people. Unlike other automotive executives of the time, Katayama was out among the people, talking with them on planes and in airports, finding out what made them buy cars. He was obsessive about providing exemplary service to Nissan's customers,
8. A car sale doesn't stop at payment or delivery-that is simply the beginning."
His dealers loved him because he listened to their problems with the products, and fought constantly with Tokyo to improve them, though his requests fell on deaf ears. When he asked for more horsepower, Tokyo refused.
9. Kepercayaan wartawan, bagaimanapun, menurut Chips tidak dibalas oleh Proton apabila kesilapan demi kesilapan yang ditegur tidak dibaiki. Misalnya, kegagalan fungsi power window yang berterusan sehingga sinonim dengan nama Proton.
10. Chips juga berpesan kepada Mahathir bahawa beliau perlu mendalami kesusahan rakyat biasa berkunjung ke pusat servis dan bengkel bagi menukar komponen rosak yang mungkin tidak dilalui olehnya sebagai mantan pemimpin tertinggi negara.
11. Choosing Between Domestic and Foreign Manufacturers
Pros and Cons of Manufacturing Your Product Overseas and Domestically
When you have a product you want to mass produce and sell to the public, choosing where and how it is manufactured is a big decision, essential to your business' success. When deciding between manufacturers based in the United States or those overseas, there are many factors to consider.
Depending on your product and your needs, the decision may already be made for you based on what domestic or foreign manufacturers can offer.
Domestic Sourcing
If you have a specialized product that is in high demand and needs to be delivered reliably on a schedule, domestic sources are probably the best choice for you. The United States has higher manufacturing and labor standards, ensuring a quality work environment, safe employees and a better product. Compared to some disasters at overseas factories, this is vital. Not only is it a more ethically sound choice, it can also help you avoid a public relations disaster, such as an expose on poor working conditions.
Domestic manufacturers also maintain strict intellectual property right protections; your product cannot be copied and mass produced. And because the majority of Americans speak English, there isn't a language barrier, limiting confusion in communications.
Without customs and shipping time, orders can be turned around faster and shipped much sooner. If there are any issues, you can also meet with manufacturers in person.
Finally, using a domestic manufacturer allows you to use the "Made in the US" stamp, a valuable marketing tool.
The drawbacks to domestic sourcing are mostly associated with cost. Labor laws in the United States require higher wages and better facilities than other countries, increasing your payroll and infrastructure expenses.
Foreign Sourcing
Foreign manufacturers are much cheaper than domestic sources; your costs of laborcould be reduced by as much as 80 percent. This can allow you to funnel more money towards marketing and development for your products.
Some countries have also implemented incentives to attract companies, such as minimal taxes and fewer regulations or red tape. This allows you to start your operation quickly and scale the business as needed.
There is also a vast amount of workers available who are willing to do the labor for much lower wages; this keeps delays to a minimum since there are always employees ready.
However, foreign manufacturers have some issues too. Many still view foreign sources as inferior in terms of quality and other countries have fewer intellectual property protections, putting your business at risk. Shipping time can be weeks or even months instead of days, due to a lengthy customs and import process.
Ultimately, the decision lies in your manufacturing needs. There is no one right answer for all companies or all products.
What makes the most business sense is dependent on your unique needs and your company goals. Do you sell a product which isn’t time-sensitive, or do you sell a highly-specialized product which has to be produced on a reliable timetable? There are a number of factors to consider in making the best choice for your business. Don’t go with the cheapest option; choose the one which will deliver the most value in the long-term
12. General Motors and
Ford Thrive With Opposite Strategies
General Motors has reduced its
sales to rental car companies recently in order to bolster its profit margin,
while Ford has not. Yet both automakers are posting very strong results.
On the surface,General Motors (NYSE:GM) andFord Motor (NYSE:F) have gone in opposite directions in the critical U.S. market this
year. Ford has posted strong sales all year, with deliveries up 5% year over
year through the end of June. Its growth was driven by the Ford F-150 pickup,
commercial vans, and Ford's popular lineup of SUVs and crossovers.
Meanwhile,
General Motors has delivered significantly fewer vehicles in the U.S. this year
than it did in the first half of 2015, punctuated by an18% decline in May. This was driven
by a strategic decision to reduce sales to rental car companies.
While GM and Ford
have adopted opposite strategies this year -- rental car sales are up year to
date at Ford -- both automakers have been extremely successful. This was
highlighted by GM's record Q2 adjusted operating income of $3.9 billion.
GM silences the critics
13. SWOT
General Motors SWOT analysis
Strengths
Weaknesses
1.Joint ventures with
local Chinese automotive companies
2.Strong position in
the U.S. automotive market
3.Sustainability and
environmental policies
4.Safe and
eco-friendly vehicles
5.Strong brand
portfolio
6.OnStar all-in-one
assistant
7.Rare product recalls
1.Dependence on U.S.
to generate most of the revenue
2.Brand awareness
3.Reliance on pickup
trucks and SUVs for sales growth
Opportunities
Threats
1.Low
fuel prices are increasing the demand for pickup trucks and SUVs
2.Timing
and frequency of the new model releases
3.Demand
for autonomous vehicles
1.Increased
competition
2.The
rising U.S. dollar exchange rate
3.Increasing
government regulations may raise the costs
4.U.S.
automotive market is poised to slow down or even decline
14. Strengths
a.Joint ventures with local Chinese automotive companies
General Motors’ largest market in terms of
number of vehicles sold is China.[2]In 2015, the company
and its joint ventures sold over 3.612 million vehicles in China alone (5.2% more
than in previous year) and captured 14.9% market share.
The main reason behind such GM’s success is
its joint ventures in China. The company has in total 11 partnerships in China,
which employ over 58,000 employees. SAIC General Motors Corp., Ltd. (SMG) is
the largest of GM China’s ventures jointly created with a key partner Shanghai
Automotive Industry Corporation (SAIC). Both companies and their joint venture
SMG control the majority of the other General Motors’ joint ventures in China.
SMG is also the largest vehicle producer in China.
A joint venture with local Chinese automotive
companies has allowed GM to overcome most of the foreign market entry barriers
and accelerated the company’s growth in China. The company gained an access to
the local brands and opened the market for its own brands. Few of General
Motors’ rivals have succeeded in China so well.
b.Strong position in the U.S. automotive market
General Motors is one of the traditional “big
three” automotive brands in the U.S., which also include Ford and Chrysler.
Despite the company’s bankruptcy and reorganization in 2009, the company
remained the largest automotive manufacturer in the U.S., where it holds over
17.3% market share.[1]
Figure
1. U.S. vehicle market share in 2015 (vehicle units in thousands)
Company
Vehicles
Market
Share %
General
Motors
3,082
17.3
Ford
2,677
14.7
Toyota*
2,715
15.3
Chrysler
2,244
12.6
15. New Goals for Advanced, Flexible Manufacturing
Ford
is rapidly expanding its advanced manufacturing capabilities and boosting
global production to meet surging consumer demand
Also
in 2017, virtually all Ford vehicles will be built off nine core platforms,
boosting manufacturing efficiency, while giving customers the features, fuel
efficiency and technology they want anywhere in the world
Henry
Ford’s core principles of quality parts, workflow, division of labor and
efficiency still resonate today
2011: Ford Sollers Elabuga Assembly
Plant – Russia
2012: Ford Sollers Naberezhnye Chelny
Assembly Plant – Russia
2012: Chongqing #2 Assembly Plant
– China
2012: Craiova Engine Plant
– Romania
2012: Ford Thailand Motors
– Thailand
2013: Chongqing Engine Plant
– China
2013: Nanchang Assembly – China
2014: Camaçari Engine Plant
– Brazil
2014: Chongqing #3 Assembly Plant
– China
2014: Chongqing Transmission
– China
2014: Sanand Assembly Plant
– India
2014: Sanand Engine Plant
– India
2015: Hangzhou Assembly – China
2015: Ford Sollers Elabuga Engine
Plant – Russia
16. New Technologies Shape the Future
Ford already is realizing the
benefits of advanced manufacturing technologies that will shape the future. For
example, Ford engineers are developing a highly flexible, first-of-its-kind,
patented technology to rapidly form sheet-metal parts for low-volume production
use. The technology, known asFord Freeform
Fabrication Technology, or F3T, will lower costs and speed delivery
times for prototype stamping molds – within three business days versus two to
six months for prototypes made using conventional methods.
Impact of a Big Idea
Not only did the moving assembly line
drastically increase the pace at which cars were produced, it also drove down
the price of each car making them more accessible to the masses.
Bringing the product to the worker
instead of moving various teams of workers to the product became the idea that
overhauled the manufacturing industry as a whole. A new standard had taken over
making it possible to generate more products and greater income through
mass production.
Manufacturing Innovation: Lessons from the Japanese Auto
Industry
THE
FACT THAT JAPANESE MANUFACTURERS made tremendous inroads on the global
automobile market during the 1970s will surprise nobody. What may surprise many
is that Toyota’s productivity rates exceeded U.S. manufacturers’ as long ago as
the 1960s. Business historian Michael A. Cusumano details the spectacular
developments in Japanese productivity, quality, and process flexibility that
have occurred over the past thirty years. His findings complement those of John
F. Krafcik, whose companion piece, “Triumph of the Lean Production System,”
appears elsewhere in this issue.
High productivity and other
aspects of process efficiency, such as rapid inventory turnover, help solve a
problem as old as mass production itself: that the conventional factory tends
to produce huge lots of standardized components, while consumer markets demand
a variety of products at low prices.
. These
consisted of revisions in American and European equipment, production
techniques, and labor and supplier policies introduced primarily in the 1950s
and 1960s, when total Japanese manufacturing volumes and volumes per model were
extremely low by U.S. (or European) standards.
While Japanese “good
practices” are potentially applicable to any market, U.S. and other
non-Japanese managers must firstunderstandand then consider adapting some of these techniques
3A major objective of this study was to explain Japanese
innovations in production management by exploring the reasoning behind them as
well as their evolution over time, while simultaneously documenting observable
improvements in productivity and inventory levels. The concluding section of
this article suggests what managers might learn by examining not only the
nature of Japanese competition, but the potential role of manufacturing as a
source of competitive advantage.
Controversial Bridge Linking Malacca To
Sumatra Returns From The Dead
Published byMei Mei Chu— 16 Oct 2013, 03:13 PM —
Updated about 3 years ago
The Malacca-Dumai bridge, set at 48.96km, would be the longest
bridge in the world to cross the seas. But will it do more harm than good?
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Malacca government has revived the
controversial Malacca-Dumai, Indonesia, bridge project across the Straits
of Malacca after 7 years of silence
First proposed in 1995 but was forgotten when the Asian
financial crisis occurred in 1997
The idea of the
bridge was first mooted in 1995 to foster new economic opportunities,
especially in trade and tourism, between the two countries but died down
during the Asian financial crisis in 1997.
Ali Rustam revived the idea in 2006, but it was also abandoned
following public resistance to the idea.
In 2006, the
plan was later reinstated by the then Chief Minister Datuk Seri Mohd Ali
Rustam but later received strong objection from several quarters and
environmentalists.
The proposal
was submitted to the Economic Planning Unit with details on how the
bridge would stimulate economic activities between the peninsula and
Sumatra.
On 16 October 2013, Malacca CM
Datuk Seri Idris Haron announced that the Malacca-Dumai bridge was
discussed during a forum with Indonesia, Malaysia and Thailand
On 16 October 2013, Malacca CM Datuk Seri Idris Haron announced
that the Malacca-Dumai bridge was discussed during a forum with Indonesia,
Malaysia and Thailand
Malacca Chief
Minister Datuk Seri Idris Haron said finer details of the project,
linking Teluk Gong in Malacca to the port of Dumai in Sumatra, would be
disclosed once all mechanisms were in place.
“The project
was discussed during the 10th Chief Ministers and Governor’s Forum of the
Indonesia-Malaysia-Thailand Growth Triangle convened in Koh Samui, Thailand
on September 12,” said Idris yesterday.
“The forum took
note of the economic potential and strategic positioning of the IMT-GT
with the construction of the Malacca-Dumai Bridge,” Idris was quoted as
saying yesterday.
On 16 October 2013, Malacca CM Datuk Seri Idris Haron announced
that the Malacca-Dumai bridge was discussed during a forum with Indonesia,
Malaysia and Thailand
Insights on a
feasibility study on the bridge undertaken by Strait of Malacca Partners
Sdn Bhd were given during the meeting.
The company had
earlier appointed the Hunan Provincial Communi-cations Planning, Survey
& Design Institute of China to prepare documents pertaining to the
study.
The bridge is expected to receive objections from
environmentalists as it will affect the coastal ecosystems and change the
nature of the Strait
It is
anticipated that such a huge project would not only adversely affect the
coastal ecosystems on both shores of the bridge; it would also affect the
Strait as a whole, from hydrological, environmental and economic
perspectives.
The movement
and speed of currents would be changed by the existence of pillars
holding up the bridge, and could potentially alter the nature of the
Strait.
From the
environmental perspective, the project would encroach the nesting grounds
of the hawksbill turtle as the construction site of the bridge on the
Malaysian side would be around Padang Kemunting, an important nesting
area for this species of marine animal.
The bridge, linking the Malay
Peninsula with Sumatra, would be exposed to the threat of earthquakes and
tsunamis
Upon
completion, the bridge would connect the Malay Peninsula with the
Indonesian island of Sumatra, which is located within the Pacific Ring of
Fire, an area with major seismic activities, and is exposed to the threat
of earthquakes and tsunamis.
The 2004
tsunami incident that ravaged Aceh manifestly demonstrated that the
region is exposed to these kinds of natural calamities. Should the bridge
take a direct hit from another tremor or a tsunami, it is likely to be
badly damaged.
According to Indonesia afternoon
daily Suara Pembaruan, the president rejected to support the bridge four
years ago as it would lead to the depletion of Sumatra's resources
The Indonesian
president said four years earlier he had turned down a request from
Malaysia to support the construction of the Malacca Strait Bridge because
the construction of such a bridge would facilitate the depletion of
resources in Sumatra "by Asia".
This is the second controversy to
stir up in Malacca since GE13. In June, Malacca CM Idris Haron shocked the
nation when he announced the closure of Jonker Walk
1. Pan Borneo Highway – Government will fully absorbRM2.8
billion land reclamation cost for project. According to a report by
The Sun Daily, the RM2.8 billion cost to reclaim land for the
Pan Borneo Highway project in Sabah and Sarawak will be absorbed by the
Government.May 30, 2016
Jul 18, 2016 - Kuala Lumpur-Singapore high-speed rail tender
to be called 'within a year' ... Datuk Seri Liow said "many international companies" have shown interest in ...
to cost between RM60 billion (S$20.4 billion)
and RM65 billion.
the Second Penang Bridge Project in August 2008. JKSB is responsible for the
construction, ... construction cost is RM 4.5
billion. The bridge will improve trade ...
Selepas siap dengan laporan kajian kebolehlaksanaan, pihak Consortium Zenith-BUCG Sdn Bhd akan mula dengan reka bentuk terperinci projek terowong yang akan dibina sekurang-kurang 20 meter di bawah dasar laut,” katanya.
Lim turut menjelaskan tentang projek terowong termasuk tiga jalan utama yang bernilai RM6.341 bilion itu. Di mana nilai RM305 juta adalah bagi kajian kebolehlaksanaan, reka bentuk terperinci dan kajian impak alam sekitar.
“Kos untuk kajian kebolehlaksanaan bagi tiga projek jalan-jalan utama adalah RM31.269 juta manakala kos kajian kebolehlaksanaan bagi projek terowong ialah RM20 juta, menjadikan jumlah kajian kebolehlaksanaan RM51.269 juta iaitu 0.93% daripada kos pembinaan,” katanya.
Katanya lagi, jumlah RM135 juta yang dibayar kepada sebuah syarikat swasta merupakan bayaran kemajuan kajian dan reka bentuk terperinci yang dijalankan.
Oct 31, 2016 - Malaysia, China to sign contract for RM55bil East Coast Railway on ... the new double-track rail project connecting Port Klang (Selangor) to ... He said the spin-offs of the
project would be lower transportation costs between west and
east ... Kuantan, Kemaman, Kerteh, Kuala Terengganu, andKota Baru, ...
.......waste money.....
5. MELAKA - DUMAI BRIDGE OVER STRAITS OFF MALACCA
Idea 1995 cost at that time USD$ 12.5 BILLION
MONEY FUND 2 build bridge.....these are contributor base on .......
INDONESIAN GOVERNMENT 20%
MALAYSIAN GOVERNMENT 20%
SAUDI ARABIA 20%
GMC MOTOR.....10%
TOYOTA MOTOR...10%
FORD MOTOR....10%
other honda...nissan...kia...opel...etc ..10%
for incentive .....indonesian and malaysia country will buy their automative product as RETURN their sponsor to build the bridge.
Traffic volumes for the past 10 years ... 2016, 1,641,638, 21.3, 2,610,242, 53,623, 10.7, 10,011,337, 1.04, 1,797 ... 1 Only passengers using Eurostar to cross the Channel are included in this table, ... Since the opening of the Channel Tunnel.
Jan 24, 2017 - Revenues for the year 2016, are €1.023 billion, an increase of 4% like for like1, ... Recordtraffic for Truck Shuttles with 1,641,638 vehicles transported, an .... the market (5% growth), with a significant increase in volume ...
Early 2016. Record traffic volumes set for the first quarter of 2016 with 410,729 trucks carried. ▻ 23rd June 2016. UK referendum on membership of the EU, the.
Dec 22, 2016 - Eurotunnel on Track (letter to shareholders of Groupe Eurotunnel SE) – 22 ... We will publish our December 2016 traffic figures on 19 January 2017, but ... The Passenger Shuttles have also achieved excellent results, with ... Eurotunnel and Eurostar are often confused and any reduction intraffic volumes for ...
Indonesia has
planned to build a Sunda Strait bridge that connects Java and Sumatera.
The
construction planning of Sunda Bridge has now developed into a feasibility
study phase, which includes basic design, technological identification and
decisions on financial management type. This indicates that the planning
has shown its way to a more feasible path to reality. We all hope this will
come true. Sunda Strait Bridge will be the widest and longest that connects two
islands in Indonesia.
photo by ekbis.sindonews
The pre
feasibility study has been conducted by private enterprise likePT
Bangun Artha Graha, which
recommended an option to link Lampung and Java by constructing a bridge. The
bridge will approximately take 15 years to complete including feasibility
research.
The central
government in Jakarta and local government of Lampung are very enthusiastic
about the realization of this bridge as soon as possible for the simple reason
that the Sunda straight bridge will become one of Lampung province’s icons. The
world is watching this as it is a spectacular bridge with its suspension as
high as 150 meters. “We hope that this bridge will look very much like Golden
Gate Bridge and Sydney Harbor Bridge, “said Hermanto, a vice minister of Public
Work. Other sources also mentioned the bridge will accommodate double track
railways, four-lane road, and a track for two wheeled vehicles. There will be a
stopover on the island just before Merak seaport.
According to
Kompas news dated November 25th, 2011, the government is optimistic about the
realization of this bridge although the government has not issued the rule that
regulates the project. It is hoped that the construction will begin in 2014.
Lampung residents are certainly looking forward to it because if the Sunda
Strait bridge becomes a reality, traveling to and from Lampung will be 2 hours
faster than by traveling by sea.
Some Lampung
residents doubt the government’s plan to build a Sunda Strait bridge as in the
middle of the strait, there is an active Krakatau Child that may erupt any
time. However, this fear is baseless. The plan will go on no matter what people
think about it.
TRANS - SUMATERA - HIGHWAY
TRANS SUMATERA HIGHWAY
TRANS SUMATERA HIGHWAY
Jalan Tol Trans
Sumatera dari Aceh Sampai Bakauheni, Berapa Biayanya?
Acehraya.co.id – Presiden
Joko Widodo (Jokowi) tidak hanya menaruh perhatian pada pembangunan jalanToldi Jawa. Pembangunan jalanToldi luar
Jawa juga tak luput dari pengawasan. Salah satunya adalah jaringanTolTrans Sumatera yang juga terus dikebut pekerjaannya.Total
jaringan jalan Tol Trans Sumatera direncanakan mencapai 2.048 kilometer (km),
yang terdiri dari 17 ruas jalan tol menyusuri pantai timur Sumatera
menghubungkan Bakauheni hingga Aceh.
Menurut data Badan Pengatur Jalan Tol (BPJT) Kementerian PUPR,
estimasi kebutuhan dana mencapai Rp 22,53 triliun, untuk pembebasan tanah
seluruh ruas jalan tol yang ditargetkan memiliki lebar hingga 60 meter. Biaya
konstruksi secara keseluruhan mencapai Rp 144 triliun, dan biaya investasi
sekitar Rp 273 triliun.
Dari total 17 ruas tersebut, pemerintah memberikan prioritas
kepada sejumlah ruas selama 5 tahun, atau 2014-2019, yang pekerjaannya
dipercayakan lewat penugasan ke BUMN konstruksi, yaitu PT Hutama Karya.
Ruas tol prioritas Trans Sumatera sepanjang 666,5 km itu
meliputi Medan-Binjai 17 km, Palembang-Indralaya 24,5 km, Pekanbaru – Dumai 135
km, dan ruas Bakauheni – Terbanggi Besar 155 km.
Berikutnya adalah Terbangi Besar-Pematang Panggang 100 km,
Pematang Panggang-Kayu Agung 85 km, Palembang-Tanjung Api-api 90 km, dan Tebing
Tinggi-Kisaran 60 km.
Ditambah satu prioritas baru yakni Tol Aceh dengan rute Banda
Aceh-Binjai.
/about/GettyImages-565975577-573352845f9b58723d2aa2ba.jpg)
