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People, Why?? go for problem plant?, Why would he pick this up?, Why…

- - - - 1.Ensure delivery of a plant
        
        Producing high quality cars
      - 2.Maintain Jaguar's Brand Integrity
      - During first year trigger and asses
        
        commitment to change
        
        Haleforce
        
        workforce
        
        union
        
        genuine willingness
      - Deliver change in 2 years
        
        1.Introduce a new corporate culture
        
        Back it up with
        
        new vision
        
        new set of objectives
        
        2.Merge best practices of mass and quality production
        
        to create
        
        worldclass
        
        quality focussed
        
        lean manufacturing
        
        Allow the new culture to take root and practiced in real life
        
        create an enabling environment for quality production
        
        show visual evidence for company's commitment to change
        
        4.Ensure majority of Halewood employees make trip with him
  - - - Prepare for baby Jaguar
        
        genuine surprise of union and industry
      - In late 1997, employees informed no replacement available for Escort
        
        Fighting chance to consider by Jagaur
        
        Even though there was a commitment to keep the plant open
        
        If they demonstrated their preparedness for change
        
        When Jagaur team moved in ,them vs us attitude
        
        workforce was considered militant , skeptical
        
        collective distrust
        
        lack of coherent leadership
        
        unkept promises
        
        political sensitivity , govt grant of pound 43 million to Halewood
    - - 1963 started production
      - early 1980s
        
        13 k people, 200k cars
      - early 1990s
        
        6.5k people, 150 k cars
      - 1998
        
        3k people, 100k cars
      - IR Issues
        
        shopfloor militancy
        
        abrasive mgnt strategy
        
        started in late 1960s, remined a periodic feature till 1990s
        
        record number of strikes
        
        led national strikes across all Ford's British plants
      - early 1990s pressure from competition
        
        Union collaborative with management
        
        Voluntary Redundancy program
        
        However flared up
        
        real threat of compulsory redundancy
        
        period of psychological warfare
    - - 20 + years experience , proud of heritage
        
        dont see a need to change
    - - critisized for quality, productivity and competitiveness
        
        Ford's priority and practices
        
        rewarded for cost saving efforts not quality performance
        
        many quality problems and short comings --> DESIGN
        
        Supporting systems lacked customer focus
        
        drove people aways from dealing with cust satisfcation issues
        
        Managers sent by ford had 18 months contract on avg
        
        Too short to be held accountable
      - UK least critical market
      - when other FORD companies stopped producing 1998
        
        sole supplier
        
        Europeans dealers did not push
        
        quality issues
        
        By this time the plan to phase out Escort had fallen through, focus on 2000
    - - atleast 100k capacity
      - all major production facilities on a single site
      - body parts to Jagaur since 1993
      - paint shop the best
      - workforce had inherent skills and experince in volume production
      - UK , image and brand
      - proximity to jagaur supplier and plants
      - govt grant
- - - - Most cherished ambitious division
        
        By 1998 , Jagaur had plants in UK for 100k
        
        Halewood would double that
        
        with newX-400 aim to enter a lower segment of premium car market
        
        traditionally a forte of Mercedes and BMW with higher production volumes