Gm Powertrain
Introduction
Joe Hinrichs, a recent Harvard Business school graduate, was hired in February 1996 to run the General Motors’s the Fredericksburg Torque Converter Clutch (TCC) manufacturing plant. At 29 years old, Hinrichs was GM’s youngest plant manager. Hinrichs was inheriting a poor performing plant that continually underachieved, losing money year after year. Improvements were desperately needed to increase the efficiency of the manufacturing process and reduce operating costs. GM had considered shutting down the plant; however, when a new bonding process, using carbon fiber, for the TCC was approved in 1995, GM instead invested thirty million dollars into the Fredericksburg plant to incorporate the new process.
From the beginning, Hinrichs faced a difficult situation. The previous plant manager committed the plant to ambitious budgetary goals. Hinrichs was also tasked with preparing the plant to use the new TCC manufacturing process and attaining QS-9000 certification. If that weren’t enough, Hinrichs still had day to day emergencies to handle; the latest being the 1500-ton press breaking down, an important machine in the production process. Despite his situation, Hinrichs met the challenges head on, impressing both GM management and plant staff.
Workforce Management
Hinrichs knew that in order to be successful, he needed to rally the plant staff around him, gaining their trust and respect. Being an outsider at a small town plant and also being so young, Hinrichs knew accomplishing this would be a huge challenge.
During the first month on the job he started to show that he could be the capable leader this plant needed. Hinrichs had just received word that a UAW strike at two Dayton area plants would shut down all of GM’s automatic transmission production plants, leaving him without customers. The standard procedure was to lay off the plant workers until the strike was over, instead Hinrichs used the lay off as
Joe Hinrichs, a recent Harvard Business school graduate, was hired in February 1996 to run the General Motors’s the Fredericksburg Torque Converter Clutch (TCC) manufacturing plant. At 29 years old, Hinrichs was GM’s youngest plant manager. Hinrichs was inheriting a poor performing plant that continually underachieved, losing money year after year. Improvements were desperately needed to increase the efficiency of the manufacturing process and reduce operating costs. GM had considered shutting down the plant; however, when a new bonding process, using carbon fiber, for the TCC was approved in 1995, GM instead invested thirty million dollars into the Fredericksburg plant to incorporate the new process.
From the beginning, Hinrichs faced a difficult situation. The previous plant manager committed the plant to ambitious budgetary goals. Hinrichs was also tasked with preparing the plant to use the new TCC manufacturing process and attaining QS-9000 certification. If that weren’t enough, Hinrichs still had day to day emergencies to handle; the latest being the 1500-ton press breaking down, an important machine in the production process. Despite his situation, Hinrichs met the challenges head on, impressing both GM management and plant staff.
Workforce Management
Hinrichs knew that in order to be successful, he needed to rally the plant staff around him, gaining their trust and respect. Being an outsider at a small town plant and also being so young, Hinrichs knew accomplishing this would be a huge challenge.
During the first month on the job he started to show that he could be the capable leader this plant needed. Hinrichs had just received word that a UAW strike at two Dayton area plants would shut down all of GM’s automatic transmission production plants, leaving him without customers. The standard procedure was to lay off the plant workers until the strike was over, instead Hinrichs used the lay off as