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Focuses on several consulting firms that offers management services to automobile companies. Services offered by Cap Gemini Ernst & Young; Strategic programs of Accenture; Management services offered by Michael Paris Associates Ltd.

Looks at some of the approaches that DaimlerChrsyler is using to provide the means by which to launch more product rapidly. Importance of flexibility; Information on the company's standardized build process; Cost considerations.

Presents the contents of a speech given by Jack Smith, chairman, chief executive officer and president of General Motors titled `A New General Motors,' at the University of Michigan's Office for the Study of Automotive Transportation's annual Management Briefing Seminar. INSETS: Heavy-Duty Machine;Eight Operations in One Grinder;Multiple Multi-Spindles;Self-Loading Lathe

Presents tips for automobile company managers. Steps to increase work initiatives; Techniques that can increase personal productivity; Nonessentials that drain managers.

Offers a self-assessment scheme for managers in the automobile industry and trade. Suggestions for managers; Questions that managers need to consider; Issue on emotional maturity.

Features a design of core-competency management system for the automobile industry. Developing of principle design requirements; Introducing of components to design structure fulfilling requirements; Growth of knowledge capture process; Reliance of deliberate knowledge generation on existing knowledge as triggering event; Importance of change proficient process.

Offers advice for managers in the automobile industry. Tips for effective communication with employees; Mistakes to avoid when interviewing a job candidate; Ways to provide job satisfaction.

Discusses the implementation of lean principles, a strategy for effective operations, at Delphi Automotive Systems, a global automotive systems supplier. Delphi's definition of lean; Elements of lean; Initiatives toward lean; Lean engineering fundamentals.

Gives advice about lean manufacturing in the automotive industry. Applications of electronic commerce in the industry; Areas where electronic executives should evaluate their electronic-business; Importance of strategy; Distribution methods.

Lists the requirements of a good leader particularly in the automobile industry. Importance of being able to explain goals to others; Attribute that often distinguishes leaders from commanders; Importance for the leaders to understand what other people think.

Focuses on the role of warehouse management systems in maintaining the relationship between suppliers and customers in the automotive manufacturing industry. Base functions of warehousing operations; Capabilities of warehouse management systems (WMS); Future direction of WMS.

Provides information on product management in automobile production. Highlighting the need for greater product management due to the trend towards target pricing in automobile industry; Challenges faced by suppliers wishing to implement product-management systems in automobile manufacturing industry.

Discusses how business units in the car industry creates their brand of tactical chaos, which they must manage to deal with. Principles at work in implicitly managed tactical successes; Case study of General Motors' metal fabrication plant in Pittsburgh, Pennsylvania; Lessons from the `Local Metaphor Model.'

Offers suggestions for enterprise resource planning (ERP) implementation in the automobile industry. Factors that might contribute to ERP failure; System evaluation and selection; Development of a list of the key features and functions.

Presents rules on how managers could successfully assume the role of a counselor when off-the-job problems affect on-the job performance of employees, particularly in the automotive industry. Importance of understanding; Recommendation when giving advice.

Stresses the importance of follow-up for effective managers particularly in the automobile industry. Reason good managers follows up progress; Difference of routine and larger jobs for managers; Purpose of follow-ups.

Focuses on a management technique in the automobile industry. Two main reasons people reject what others tell them; Reasons some messages create resentment; Rules to reduce emotional opposition on messages.

Reports on the need to involve suppliers in the automobile industry's product development process as part of concurrent engineering (CE). Role of suppliers in providing manufacturing capability for car programs; Focusing of CE changeover on engineering groups; Lack of mindset in the manufacturing organizations to do CE with suppliers; Importance of including machine tool suppliers on product development teams.

Focuses on Kodak's emphasis on eliminating the extraneous and its relation to the automobile industry. Emulation of Kodak's move by automobile industry people through brand-management initiatives; Termination of 10,000 personnel by Kodak due to cost-cutting moves; Emergence of over-capacity in the automobile industry; Importance of individual performance at organizational level.