Pp461 Tongc Mos PDF

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MASTER OF BUSINESS ADMINISTRATION

AWARDED BY NOTTINGHAM TRENT UNIVERSITY

ASSIGNMENT SUBMISSION FORM

Note: Students must attach this page to the front of the assignment before uploading to WECSERF.For uploading instructions please see the help file online

Name of Student: TONG CHENG BEOY

Student Registration Number: PP461

Module Name: Managing Operations Strategically

Module Number: WEC-MBA-06-805

Assignment Title: The Humbling of Toyota

Submission Due Date: 12 Dec 2010

Students Electronic Signature: TONG CHENG BEOY

Plagiarism is to be treated seriously. Students caught plagiarizing, can be expelled fromthe programme


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Table of Content

Executive Summary............................................................................................................ 3

1.0 Introduction............................................................................................................. 4

2.0 Toyota recall catastrophe ........................................................................................ 6

3.0 Evaluation from the strategically and tactical viewpoint........................................ 8

3.1 Maintaining Market Leader Status...................................................................... 8

3.2 Cost Reduction Strategy ..................................................................................... 9

3.3 Poor Quality of Parts from Overseas ................................................................ 103.4 Slow response to problem................................................................................. 11

4.0 New strategic supply chain and quality management system............................... 12

4.1 Back to basics ................................................................................................... 12

4.2 Commitment to customer.................................................................................. 13

4.3 Cost Reduction Strategy ................................................................................... 13

4.4 Improve Supply Chain Visibility and Collaboration ........................................ 144.5 Quality Management......................................................................................... 15

5.0 Conclusion ............................................................................................................ 17

6.0 References............................................................................................................. 18


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Executive Summary

In todays globalized environment, manufacturers from industrialized countries adopted

global production systems in order to capture advantages such as stronger price

competitiveness and adaptability to local markets and, at the same time, avoid trade

barriers and foreign-exchange losses. US and Japanese companies expanded overseas

production by relocating operations throughout the world.

Toyotas manufacturing footprint and supply base are spread over the world, and many of

their largest component suppliers are serving many other global clients. Toyota is facing

both the commercial and cultural challenges of implementing their quality managementprocess with a more diverse set of global suppliers. However, the increasingly popular

global production model has revealed weaknesses (Russo & Zhao 2010).

In its quest to become the biggest automaker, Toyota wandered off the path of building

the highest quality and most dependable cars. Its reputation for quality and dependability

and status as a respected leader in the auto industry were zapped. There was a safety

recall of over eight million automobiles and over 60 class action lawsuits filed against the

company.

Pursuit of growth and cost control should never be an excuse for compromising rigorous

design and quality validation. Toyota has a tough challenge on their hands to maintain

their position of not only being the worlds largest car manufacturer but producer of high

quality and innovative vehicles. Toyota must take full responsibility for this recall. They

must now review and eliminate the causes that are rooted in their recent business

priorities and operation management.


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1.0 Introduction

Automotive Industry is usually called as the industry of industries. This is due to the

impact of that industry to the economy of a nation. Automotive industry creates an

enormous activity to the nation, the peoples and financial sector. Today the industry is

dominated by cars made in Japan, American, Germany, Korea and others. The new

player coming to the international car market lately is the Chinese.

Total motor vehicle produced globally was 60 million in 2009. China was the biggest

motor vehicle producing country which produced 13 million of motor vehicles, followed

by Japan (7.9 million) and USA (5.7 million). While Toyota was the biggest total motorvehicles manufacturing companies globally, producing 7.2 million motor vehicles in

2009. General Motors was the second biggest globally produced 6.5 million of motor

vehicles (Wikipedia).

For almost a century, the US was proud of its three largest automobile companies -

General Motors(GM), Ford and Chrysler (collectively called the Big Three). However,

the Big Three's demesne was gradually invaded by foreign competition, especially from

Japan. Initially establishing a base by exporting to the US, the Japanese carmakers

gradually setup their own production facilities (Kalyani, 2010).

Manufacturers from industrialized countries led the adoption of global production

systems in the 1980s. They hoped to capture advantages such as stronger price

competitiveness and adaptability to local markets and avoid trade barriers and foreign-

exchange losses. They expanded overseas production by relocating operations throughout

the world (Kang, 2010). Toyota opened New United Motor Manufacturing Inc (NUMMI),the first joint venture plant with GM in USA in 1984. GM saw the joint venture as an

opportunity to learn about lean manufacturing from the Japanese company, while Toyota

gained its first manufacturing base in North America and Toyota surpassed GM to

become the worlds largest car manufacturer in 2008 (Wikipedia).

However, the father of lean manufacturing, Toyota is facing a critical issue in 2010.

Toyota Motor Corporation has announced a recall of eight models across the world.


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Toyota has issued safety recalls of more than 8 million vehicles, including top-sellers

such as the Camry, Corolla and the Prius hybrid. The production and sales of its eleven

top-selling cars have been halted for critical reasons like sticking accelerating pedal,

floormat pedal entrapment and the problem in anti lock brake system (ABS), which has

taken a hit in its brand image of synonym for top quality production (Eliza, 2010).

What are actually the problems? Its reputation for quality and dependability and status as

a respected leader in the auto industry were zapped. Replacing those accolades were a

recall of over eight million automobiles, over 60 class action lawsuits filed against the

company (Edward 2010). Many people have begun to question Toyotas managementprocesses and supply chain management system.

The objective of this paper is to critically evaluate Toyotas approach to manage supply

chain and quality management system from a strategic and tactical viewpoint. Also

develop and justify a new strategic supply chain and quality management system to

overcome the problems at Toyota.


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2.0 Toyota recall catastrophe

Toyota is a model company with an innovative manufacturing process and impeccable

reputation for quality. Toyota factories were famous for implementing lean

manufacturing techniques and just-in-time production methods that keep part

inventories lower than those of their American counterparts. Toyota also initiated a

process of quality control that allowed any member of the assembly team to stop the

production line if they noticed a problem. The so-called Toyota Way gave all company

employees ownership of the products and a desire to pursue kaizen for continuous

improvement (Morgan 2010).

Toyotas supply chain management is a key component of the 4P model of the Toyota

way of doing business, which is set of guiding principles governing R&D, manufacturing,

logistics and procurement. The 4P model involves the following principles and is the

backbone of the Toyota Production System (TPS), logistics system, and supplier

partnering process (Russo & Zhao , 2010):-

i. Continuously solving root problems to drive organizational learning

ii. Adding value to the organization by developing people and partners

iii.

Using the right process to produce the right results

iv. Employing a philosophy of long-term thinking

Toyota has a long history of building partnerships with different tier-level parts suppliers.

Toyota involved their suppliers as partners in an iterative, converging design process, not

as commodity bidders to a moving target. The relationship is founded on a win-win effort

to reduce product cost, rather than a zero-sum negotiation around product price. The

knowledge-based approach focuses on ideal performance and drives a continuouslearning cycle. So the result is higher quality, lower warranty cost and higher overall

value. Toyota revolutionized automotive supply-chain management by anointing certain

suppliers as the sole source of particular components, leading to intimate collaboration

with long-term partners and a sense of mutual benefit. The quality Toyota and its

suppliers achieved made possible the just in time approach to delivering components to

the assembly plant (Economist Feb 24, 2010)


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When Toyota started building their vehicle assembly facilities in America decades ago,

Toyota began development of their local supply base. They have developed about 100

local suppliers in North America throughout 1990s and Toyota managed them in a

traditional way. Toyota communicated, coached and challenged those suppliers through

various supplier councils and training facilities. However, when Toyota accelerated their

global market expansion in 2000s, they have significantly increased the number of

suppliers, and spreading their development resources over a much greater number of

programs. However facing with fierce cost competition and profit growth objectives,

Toyota may have compromised those key principles, which had served them so well inthe past (Russo & Zhao 2010).


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3.0 Evaluation from the strategic and tactical viewpoint

I shall discuss and evaluate the Toyota recall problem from the strategic and tactical

viewpoint as below:-

3.1 Maintaining Market Leader Status

Toyotas desire to supplant General Motors as the worlds number-one car-maker pushed

it to the outer limits of quality control. According to Ingrassia (2010), Toyota had

recalled more than the entire number of vehicles they had sold. Toyota was expanding

too much and too quickly that Toyota was not being able to manage the risk with the

aggressive growth and hence must have been compromising and ignoring the quality of

their cars.

In testimony delivered to the House oversight committee on February 24th

2010, Mr Akio

Toyoda, Toyotas President, acknowledged that in its pursuit of growth, Toyota stretched

its lean philosophy close to breaking point. The pace at which they have grown may have

been too quick. Their priorities became confused, and they were not able to stop, think

and make improvements as much as they were able to before. They pursued growth overthe speed at which they were able to develop their people and the organization (Ohnsman,

Green & Inoue 2010)

Toyotas previous leadership to capture 15% of the global market share had become the

overwhelming priority and forced the company to compromise quality. By chasing

market share as a primary goal, Toyota took on too much risk in the development of their

products, which allowed quality issues to surface (Russo B. & Zhao J. 2010).

Toyota changed strategy in 2002 when it set out to be the largest automobile sales

company. To achieve that goal quickly, it had to open new plants globally, hire many

new employees, expand its outsourcing suppliers, and design its products for faster,

cheaper production (Edward 2010).


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As production base expands overseas and supply lines become more diverse, it is difficult

to transplant tacit knowledge in overseas production sites and to secure efficiency in

inventory and quality control. At overseas plants, which have physical, cultural and

linguistic gaps with headquarters, it is difficult to find and nurture a skilled workforce

and implant a company's complete system of quality control, especially when overseas

production expands rapidly. Toyota's production system was not completely transmitted

to overseas plants, which later manifested itself in quality control problems and Toyota's

massive recalls (Kang 2010).

There was an almost 50-percent increase of resources to support the sales strong growth(Stewart 2010). As new resources are added to keep up with the growth, the companys

capacity to train and develop these additional resources to support continuous

improvement and process excellence is no longer sufficient to keep up with the increased

growth. As aresult the quality is affected (Anderson 2010).

3.2 Cost Reduction Strategy

Along with the swift increases in overseas production, Toyota's extreme pursuit of cost

reduction exacerbated quality control problems. In 2000, Toyota launched a radical cost-

cutting program known as Construction of Cost Competitiveness 21. Its aim was to cut

costs of the entire Toyota group by 30 percent (Kang 2010). Some of the programs are:-

i. using common parts and designs across multiple product lines and reducing the

number of suppliers in order to procure parts in greater scale

(SupplierBusiness.com)

ii.

making the entire development process cheaper and faster, further trimming

parts, production costs and time to market, time it took to bring models into

production is slashed to about 12 months, compared with an industry average of

between 24 and 36 months.

iii. more changes were made it into the backside of parts such as the headliner, or

areas not seen by customers. In some cases those changes were not listed in

official engineering documents.


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Standardizing parts and consolidating suppliers are becoming more common strategies to

cut costs and boost efficiencies to make up for sales declines (All 2010). However it also

introduces risk. Cars have become increasingly complex and the number of failure

opportunities has grown dramatically, especially at the interface between electronics.

There were a recall of 4.5 million Ford vehicles which caused by a common component

used across different models.

The extreme cost reduction programs were a steroid shot to Toyotas trademark kaizen

approach of steady, gradual cost reduction. The process was accelerated too much thatthere often not enough time for engineers to fully review the process before a new toll to

build a part had to be delivered (All 2010). They may have inadvertently triggered quality

glitches. The rapid expansion of oversea production and excessive efforts to cut costs had

hindered Toyota in thoroughly implanting the Toyota Production System in overseas

plants and led to the massive recalls (Kang 2010).

3.3 Poor Quality of Parts from Overseas

Toyota also became increasingly dependent on suppliers outside Japan with whom it did

not have decades of working experience. Nor did Toyota have enough senior engineers to

keep an eye on how new suppliers were shaping up. Somebody has failed to ensure

quality was there throughout the process. They assumed it was there. They assumed that

because it was a Toyota-engineered product, the specs were right and nothing would go

wrong. Yet Toyota not only continued to trust in its sole-sourcing approach, it went even

further, gaining unprecedented economies of scale by using single suppliers for entire

ranges of its cars across multiple markets. (Economist Feb 24, 2010)

When parts are outsourced to overseas manufacturers, continuous quality improvement is

difficult to achieve due to the absence of close partnerships that is usually attained with

domestic suppliers. There is also a risk of quality deterioration since it is difficult to track

down the cause of problems at overseas production sites. When pressures are applied on


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parts suppliers to lower prices, it further increases the possibility of quality deterioration

(Kang 2010).

3.4 Slow response to problem

Toyotas world renowned Toyota Production System (TPS) kept quality at the forefront.

Although the recalls were relatively small, Toyota took the time to contact its customers

directly, instructing them to bring in their vehicles for inspection and repair. This is the

focus that bred loyalty between Toyota and its customers. It helped the automaker to

build trust with its suppliers. It was also a major reason why Toyota became one of the

worlds biggest automobile manufacturers (Steven 2010).

In 2007, there were as many as 400 complaints in the US about floor mats wedging the

accelerator pedals in many Toyota car models which lead to unwanted acceleration.

However, these were treated as minor complaints (Solomon, 2010). At first it tried to

hide the problem from customers and the government. It didnt take immediate action

when the problems were first reported and this allowed the problem to persist.

Toyota is confident of its quality. Some of the middle managers may have started to

deviate from the Toyota Way by being arrogant, being overconfident and not listen to the

problems raised by customers. The loyal customers of Toyota had started to lose

confident on Toyotas commitment to quality and reliability.


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4.0 New strategic supply chain and quality management system

The recall impacts eight of Toyotas most popular models that contribute more than half

of their U.S. sales. The crisis also represented a monumental challenge for Toyotas

reputation for quality and reliability. The most significant challenge for Toyota will be to

repair the reputation for quality that they have worked for decades to establish. Trust is

earned over a lifetime, but it can be lost in just one event. Toyota will have to struggle to

restore the image and confidence of consumers around the world (Russo & Zhao 2010)

4.1 Back to basics

Toyotas past performance shows that its supply chain works, but the challenges of

incrementally improving their global market share were likely a distraction from their

core competencies. Toyota was in an environment of change that their business processes

was not able to accommodate. Toyota has to manage the change right. Toyota must plan

and grow carefully.

Biggest is not always better. It can create serious business risks that if not properly

managed can dilute a companys brand and destroy its value (Edward 2010) The short

term growth always stress culture, controls, processes, and people, eventually destroying

value and even leading the company to grow and die. All organizations must retain a

primary focus on what has made them successful. An organization like Toyota must

never allow compromise to the quality management principles and consumer trust.

Toyota President Akio Toyoda has reprioritized in the main goals of the company,

shifting focus away from growth and expansion back towards quality management.Toyotas priority has traditionally been the following: first: safety, second: quality, and

third: volume. The way forward for Toyota will involve reconnecting with its original

purpose and ensuring that it can support its overall strategy with the required operational

capabilities fully enabled by developing its people. Toyota has to improve the companys

ability to increase the carrying capacity of its human resource base to support and

contribute to continuous improvement, problem solving, and learning. In the short term,


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growth may have to be de-emphasized as the company catches up. Toyota also has to

begin to close the development and learning gap (Anderson 2010).

4.2 Commitment to customer

Companies with high customer credibility are vulnerable to especially serious damage so

they need to adopt follow-up measures to prevent customers from leaving. Toyota needs

to work on restoring its reputation and the trust of consumers who are increasingly

developing the impression that the company is slow to respond to safety issues and

willing to mislead investigators if necessary (Morgan 2010). Toyota must take definitive

steps to re-focus its business on delivering high quality vehicles. Toyota must use thiscrisis to demonstrate its commitment to customers or risk permanent loss of trust. It has

to re-establish the belief among customers that quality is the most important for the

company.

The Toyota Way or the Toyota Production System is a good way to handle customers

needs quickly and accurately. So far all of the problems picked up in the Toyota recalls

are design quality problem rather than manufacturing quality problems. Toyota had spent

too long trying to assign blame rather than dealing with the problem. The company

should take upon itself the responsibilities it should take and have to get to the bottom of

these issues to truly resolve its crisis. Also it is a good time to correct the arrogant attitude

of the employees and go back to the basics of the Toyota system.

4.3 Cost Reduction Strategy

Toyota needs to go back to the drawing board according to my suggestion. Cost of

manufacturing must be broken into sub-areas such manufacturing, assembly, delivery,

customer services and agency cost. Any cost reduction cannot be ambitious!! It has to be

done in a gradual manner or stage by stage.

Like in any manufacturing of food business, any cost reduction we will revisit the

formulation and the ingredients use. We can reduce the cost by looking into the

ingredients supply, changing some of the non-functional ingredients and use compatible


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low cost ingredients. The taste can be improved by using flavours or simulators. In the

Toyota case, the manufacturing cost reduction must not be at the expanse of the moving

parts, the electronic control systems and the engine performance areas especially concern

to safety and performance of the vehicles.

Sharing of common parts and same design is a good lean manufacturing practice that

could reduce the cost and waste. Toyota should emphasize good design and adequate

testing to minimize quality control problems resulting from widely used parts. Toyota

should incorporate risk management into their long term strategies (All 2010). As for cost

reduction, the common parts used in each models must not be related to the engineperformance and safety issues for example the brake system, engine and transmission.

The common parts can be applied across on non safety related features or parts, for

example car seat, sound system accessories.

Toyota must work closely with the suppliers to continuously solving root problems in

order to drive the overall organizational learning. Toyota should not pressure too much

on parts suppliers to reduce price but add value to the supply chain by developing the

partners. No shortcut to the development and manufacturing process of motor vehicles.

Toyota and his suppliers must use the right process to produce the right results

4.4 Improve Supply Chain Visibility and Collaboration

In todays globalized environment, Toyota is facing both the commercial and cultural

challenges of converging their quality management process with a more diverse set of

global suppliers. Therefore, Toyotas current management must develop a result-oriented

and feasible approach to deal with their suppliers, while retaining their core values of

supply-chain management. From the case of Toyota recall, there is a need to understand

that supply chain can be your strongest as well as your weakest point so there is a need to

continuously monitor the supply chain. Toyota must put more effort to improve supply

chain visibility and monitoring to support their global business (Connor, 2010).


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Toyota should choose their partners carefully. It is important to get the right domestic

supplier rather than the right quality. The suppliers must be able to work the Toyota Way.

Toyota must extend its link in supply chain to suppliers who have the same dedication to

quality as Toyota (Busch 2010). Companies pay the most attention to tier-one suppliers,

but relationships with tier-two or tier-three suppliers also extremely critical (Kevin 2010).

Toyota should made frequent site visits to ensure they had the right quality processes in

place as what Toyota and Denso had practiced. The company needs to realize the critical

matters that may arise when you have to depend upon third party for their resources.

Toyota and its suppliers should become more vigorous in monitoring all the channels in

its supply chain, including improving the collaboration with its suppliers and dealer

networks to help identify these potential problems earlier and spot potential trends before

the problems gets out of hand (Morleym 2010). They also need a seamless integration

between the two to make sure that all relevant information ( parts design, forecast or any

other) is transferred to other party seamlessly and their must be adequate check point to

create alerts in the event of any deviation from the set procedure. When there is any issue

raised, Toyota and the parts suppliers must work together to solve the problem and not

blaming each other likeToyota and American automotive parts supplier CTS Corporation

blamed each other, citing different causes.

4.5 Quality Management

As areas covering production networks widen geographically, quality control is

becoming more difficult. Toyota should overhaul their existing quality systems

completely and ensure the current system is adequate. It may not have completed a

proper failure mode and effects analysis.

It needs to get back to qualitys roots: do it right the first time, every time. It must

streamline the process of conveying customer input directly to its quality and product

development groups. It needs to find out what will get it back on its feet. They must find

out what the gap is between the old and new TPS. Toyota must institute a rapid-response

process to all problem areas. Toyota should conduct and implemented audits on all the

overseas manufacturing plants and all the parts suppliers. This is to ensure that the


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overseas manufacturing plant and the suppliers are conforming to specification set by

Toyota (Steven 2010).


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5.0 Conclusion

In a competitive marketplace especially in the US automotive industry customer

satisfaction should be the number one objective of the company especially in Toyota

where the conglomerate has built such a long reputation of a car manufacturer with

premium affordable quality.

Toyota's mass recalls demonstrate that no company is immune to possible quality

deterioration in overseas production. On the back of technological innovation, today's

products are increasingly complex, underscoring the importance of quality management.Therefore, while reaping the benefits of a global production system, it also is necessary to

thoroughly prepare for the related risks and to swiftly resolve the situation at an early

stage when a problem does occur (Kang 2010)

Toyotas crisis can be attributed to their aggressive global expansion which forced them

to lose sight of the 4P way of doing business. Product development and supply

resources were faced with an increasing number of programs with targets that were not

achievable. These risks ultimately allowed the quality problems to surface. Additionally,

an increased pressure of cost containment and globalization makes it more difficult to

maintain the principles of the traditional management approach (Russo & Zhao, 2010).

Having experienced this problem, Toyotas emphasis must be placed on how to repair the

reputation through prompt crisis management. Toyota can use this crisis to demonstrate

its commitment to customers and its famous ability to identify and eliminate the root

cause of the problem. Toyota also should implement comprehensive risk management

oversight. Company need to manage the risks associated with uncertainty. Companies

need to have contingent plans to implement when such situation arises to get the facts

quickly and respond accordingly (Connor 2010).

.


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6.0 References

Electronic and Print Media

Akio Toyoda, message to Toyota employees on June 25, 2009 and posted on the Toyota

corporate website (http://www2.toyota.co.jp/en/about_toyota/message/)

Akio T. (2010), Toyoda Testimony to House Committee on Oversight and Government

Reform, accessed 4 Nov 2010, http://www.toyota-used-cars.com/testimony-of-tmc-

president-akio-toyoda-to-house -committee-on-oversight-and-government-reform.html

All A. (2010), Did lean manufacturing contribute to Toyota recall?, accessed 3 Nov

2010, http://www.itbusinessedge.com/cm/blogs/all/did-lean-manufacturing-contribute-to-

toyota-recall/?cs=39091

Anderson S.( 2010),Toyota: There are always limits to growth, accessed 3 Dec 2010,

http://www.qualitydigest.com/inside/quality-insider-column/toyota-there-are-always-

limits-growth.html

Busch J.(2010), Did Toyotas Lean Supply Chain Go Bad?, accessed 3 Dec 2010,

http://www.enterpriseirregulars.com/15366/did-toyota-lean-supply-chain-go-bad/

Connor, M.(2010),Toyota recall: Five critical lessons, accessed 3 Nov 2010,

http://business-ethics.com/2010/01/31/2123-toyota-recall-five-critical-lessons/

Edward D.H. (2010), Growing too fast?, Leadership Excellence, 27, 5; ABI/INFORM

Global pg 6

Eliza S.(2010),Toyota recall problem, accessed 2 Nov 2010,

http://elizaeli.wordpress.com/2010/04/28/87/


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Ingrassia, P.(2010),Toyota isnt immune from the recession, accessed 3 Nov 2010,

http://online.wsi.com/article/SB123112023622652953.html

Kalyani et al (2006), The US Automobile Industry's New Platform for Competition, The

'American': What's 'American' Anyway?, assessed 4 Dec 2010,

http://www.ibscdc.org/Case_Studies/Strategy/Competitive%20Strategies/COM0123.htm

Kang, MY (2010),Risks of Global Production Systems: Lessons from Toyotas mass

recalls, accessed 3 Nov 2010, http://www.faqs.org/periodicals/201007/2089147441.html

Kevin C.(2010),Toyota supply chain management lacked risk management oversight,

accessed 5 Nov 2010, http://forums.industryweek.com/showthread.php?t=14131

Morgan O (2010),Toyotas total recall, Risk Management, Apr 2010, 57, 3,

ABI/INFORM Global pg 8.

Morleym (2010), Improving Visibility across Toyotas supply chain, accessed 4 Nov

2010,

http://blogs.gxs.com/morleym/2010/02/improving-visibility-across-toyota%E2%80%99s-

supply-chain.html

Ohnsman.A, Green.J & Inoue.K (2010), Toyota Recall Crisis Said to Lie in Cost Cuts,

Growth Ambitions, accessed 3 Nov 2010,

http://www.businessweek.com/news/2010-02-26/toyota-woes-said-to-lie-in-cost-cuts-

growth-targets-update1-.html

Russo B. & Zhao J.(2010), How the Toyota way went astray, Gasgoo.com March 2010,

accessed 3 Nov 2010, http://autonews.gasgoo.com/commentary/how-the-toyota-way-

went-astray-100308.shtml


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Solomon J. (2010), Toyota Quality Management gone astray!, accessed 4 Nov 2010,

http://www.autox.in/analysis-mar2010.html

Steven L.(2010), TPS Troubles, Quality Progress, Apr 2010; 43,4,pg8, ABI/INFORM

Global

The machine that ran too hot, The Economist, 24 Feb 2010, accessed 2 Nov 2010,

http://www.economist.com/node/15576506

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Accessed 4 Dec 2010

http://en.wikipedia.org/wiki/automotive_industry_crisis_of_2008%E2%80%932009

accessed 5 Dec 2010.

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Pp461 Tongc Mos PDF