www.automotivehalloffame.org/Today, the Automotive Hall of Fame attracts visitors from around the world. It is located next door to The Henry Ford in Dearborn, Michigan. It is also within the ...
Hall of Fame Inductees
Alfred P. Sloan, Jr. Inducted in 1967
Transformed General Motors Corporation from a loose confederation of companies into an efficient, carefully coordinated and successful manufacturer of motor vehicles
Selected as President of GM in 1923, becoming Chairman of the Board in 1937 and serving in that capacity until 1956 when he was named Chairman Emeritus
Alfred P. Sloan, Jr. proved himself to be one of the 20th century's greatest organizers.
After graduating from Massachusetts Institute of Technology, Sloan began what he later described as the most discouraging period of his life: looking for employment. After much effort, he obtained a position as a draftsman at the Hyatt Roller Bearing Company. Sloan's father eventually purchased the company and Albert Sloan, Jr. became general manager. Recognizing that Hyatt could play a vital role in the emerging automotive industry, Sloan built and diversified the company over the next 20 years.
Sloan's organizational efforts at Hyatt proved to be good training. When the company became part of General Motors, Sloan's talents were recognized and he was named Vice President of Operations in 1920. Three years later, at a time when GM was still struggling to define itself, Sloan was named GM President . Sloan methodically examined all the pertinent facts about GM operations and molded the corporation into the largest automotive manufacturer in the world.
Sloan credited GM's success and his own to one factor: The ability to get people to work together is of the greatest importance.
- See more at: http://www.automotivehalloffame.org/inductee/alfred-sloan-jr/127/#sthash.KNEpRgJt.dpuf
W. Edwards Deming
Hall of Fame Inductees
Expanded the used of statistical methods as a management tool to achieve higher quality at a lower cost
Introduced statistical quality control methods to Japanese industry and significantly contributed to Japan’s post-World War II economic recovery
W. Edwards Deming strengthened the world’s economy by improving Japanese industry.
In the aftermath of World War II, the Japanese auto was not fully competitive with other global manufacturers in design and productivity. Aware of Deming’s work in developing statistical methods to evaluate industrial production, the Union of Japanese Scientists and Engineers invited Deming to Japan to teach courses on quality control. The implementation of Deming’s methods enabled Japanese companies to set new standards of quality that were acknowledged in the global marketplace.
American automakers responded to increasing competition from Japan by incorporating Demings’ methods into U.S. production, resulting in a new relationship between management and workers. The significant increases in productivity and product quality resulted in lowered production costs.
One industry analyst noted: “Deming teaches that the more quality you build into anything, the less it costs...because you design it in rather than inspect it in.”
- See more at: http://www.automotivehalloffame.org/inductee/w-edwards-deming/41/#sthash.ObZF81Re.
Donald E. Petersen
Hall of Fame Inductees
Named President of Ford Motor Company in 1980, becoming Chairman and CEO in 1985
Led in the development of trend setting cars such as the Mustang and Thunderbird
Played a key role in igniting Ford?s recovery in the late 1980s with the introduction of the Ford Taurus
Donald Petersen had a better idea for Ford and the consumer: smaller, sleeker, more aerodynamic cars.
From the beginning of his automotive career, Petersen was a man of new ideas. Joining Ford Motor Company in 1949, he introduced the concept of a product planning department. Petersen served as manager of that department during the 1960s, developing the highly successful Mustang and Maverick.
In the 1980s when Ford, like all U.S. car makers, lost substantial sales to foreign manufacturers, Petersen?s forward thinking and concern for customers returned Ford to profitability. He pushed for higher quality products with stronger customer appeal, emphasizing the development of smaller, more efficient cars. Petersen?s strong personal leadership was evident in the way he motivated his work force and fostered the team concept in product development and other job disciplines.
Petersen?s personal love for high quality cars and his sheer enjoyment of driving highly responsive cars served as a benchmark that guided the development of many of Ford?s breakthrough cars of the 1980s. His success prompted one industry observer to call Petersen, ?Ford?s most successful boss since the original Henry in his prime.?- See more at: http://www.automotivehalloffame.org/inductee/donald-petersen/109/#sthash.kOPU6EXd.dpuf
Hall of Fame Inductees
Guided Toyota Motor Company to become the world's third largest automobile manufacturer
Promoted the concept of Kaizen (continuous improvement) to secure Toyota's reputation for quality and economy
Eiji Toyoda led Japan into the world automotive market.
After attending the University of Tokyo, Toyoda began his career in 1936 in the employ of his cousin at Toyoda Automatic Loom Works. Transferring to the newly established Toyota Motor Company in 1937, Toyoda began a 50-year career that would place him at the forefront of Japanese industry.
In 1950, Toyoda undertook an extensive study of the United States auto industry and returned to Japan to create a modern passenger car production facility. Toyoda then led the Toyota company into the American marketplace with the introduction of the Toyota Crown. Although the Crown was unsuccessful in the U.S., it paved the way for the Corona in 1965. As the first Japanese car to be engineered for the American highway, the Corona was highly successful and established Toyota as a major contender for world car sales. Toyoda effectively guided the company through the 1970s, when oil shortages and emission-control regulations created challenges for auto manufactures around the globe.
Toyoda expressed his belief that: you've got to look the future in the eye and step straight ahead.- See more at: http://www.automotivehalloffame.org/inductee/eiji-toyoda/136/#sthash.9nHncVvM.dpuf
Dr. Shoichiro Toyoda
Hall of Fame Inductees
Toyota Motor Corporation is known as a leader in quality, engineering, and for its environmental initiatives. And while it takes a global team of Toyota associates to make this happen, the vision can be traced to one man: Dr. Shoichiro Toyoda.
Shoichiro Toyoda was born in 1925 and graduated from Nagoya University in 1947 with a degree in engineering. He joined Toyota in 1952 and shortly thereafter earned a doctorate in engineering with a particular knowledge of fuel injection technology. Even though young Shoichiro was part of the Toyoda founding family, he quickly earned the respect of his colleagues by working in the Toyota engineering labs and on the factory floor.
Dr. Toyoda realized the importance of high quality parts. Though Toyota factories were largely spared from damage during World War II, Shoichiro Toyoda realized they would all require major restructuring. Moreover, Toyota workers were in need of training to understand the importance of high quality and its relationship to customer satisfaction. Dr. Toyoda’s vision resulted in a transformation of Toyota’s production philosophy.
As a result of his early work in improving the quality and competitiveness at Toyota, Dr. Toyoda was named a Managing Director in 1961. After promotions to Senior Managing Director in 1967 and to Executive Vice President in 1972, he was named President of the company’s marketing organization in 1981. In 1982, Toyota merged its manufacturing and sales organizations to form one company -- Toyota Motor Corporation – and Shoichiro Toyoda was named its first President.
By the early eighties, Toyota had become a recognized brand around the world, and although it was building products in places like Australia and Brazil, it was still primarily an export-based company. Dr. Toyoda knew that in order to be a truly global company, it would have to manufacture its products in local markets, specifically in North America. But how to proceed? Under Dr. Toyoda’s leadership, Toyota opened discussions with General Motors in 1983 to form a manufacturing joint venture. For Toyota, the joint venture would provide an opportunity to test its production system in an American setting. For GM, it provided a way to learn Toyota’s lean production system first hand. The new company, called New United Motor Manufacturing Inc., or “NUMMI”, built its first automobile in 1984. Since that first experiment, Toyota now operates 13 production facilities in North America. Additionally, Toyota has a total of 52 overseas manufacturing companies in 26 countries. The vision of Shoichiro Toyoda has also taken the form of environmental responsibility. In 1992, Toyota Motor Corporation first published its “Earth Charter”, a roadmap for corporate environmental responsibility. Revised in 2000, the Earth Charter outlines policies and guidelines for environmental management within all operations. Over 600 supplier and subsidiary companies have jointly adopted Toyota’s Earth Charter and are pursuing environmentally sound technologies and programs. “The environment cannot be ignored,” Dr. Toyoda once said, “but must be dealt with proactively as the industry remakes itself in the 21st century.”- See more at: http://www.automotivehalloffame.org/inductee/dr-shoichiro-toyoda/753/#sthash.HNnblNK3.dpuf