Big Three automakers

Up until that time, product portfolios within the big three automakers (Ford, Chrysler, and GM) had a typical averaged horsepower rating (for a 1972 mid-sized coupe) of 250-300 bhp with vehicle masses up to 3,900 lb, depending on the options. 

The transplant auto companies like Honda and Toyota keep supplier performance records, but if a problem develops they are willing to come and help resolve the situation. They do not just come and attack and demand that the problem be resolved like the Big Three automakers do. 

To ensure that their suppliers all met a certain minimum level of quality management practices, the Big Three automakers in the United States (GM, Ford, and Chrysler) jointly developed a quality management system that exceeded the requirements of ISO 9000 1994. They called this system QS 9000. 

Table 20.1 describes elements checked during DaimlerChrysler s PSO process. In a later section on cost reduction techniques, we ll explore selected items further. We forecast that, as quality practices advance, most industries will move to quality standards similar to those described here. The PSO model used by DaimlerChrysler is likely to be replicated in one form or another. This is particularly true where dominant oiganizations such as Boeing in aircraft and the Big Three automakers have the clout of the one-to-many relationship with their suppliers. 

The quality measures mentioned in this section emerged from manufacturing industry experience. They were first applied in the manufacturing operations of major producers like the Big Three automakers. From there they have spread through automotive supply chains to major suppliers. They will continue to move into the operations of non-manufacturing supply chain partners. Examples are transportation, warehousing, and consolidation centers. Similar philosophies will also spread to after-market support, the healthcare industry, and various other services. 

Big Three automakers formally establish single-point... 

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