2007年7月16日 星期一
Lean & Six Sigma Forum 問答( hc部分)
問4：Business Week在1001期的時候，有在批判Jack Welch三位接班人之一叫Nardelli，他後來跑到美國最大的器材零售商Home Depot，可是因為他就任以後，完全移植GE的六標準差模式，後來股價腰斬，我想問一下鍾老師，就你的觀察，他的失敗是什麼原因?
鍾漢清答：
這 個是今年初美語世界最著名的case，所以諸位可以去查2007年元月初的各大報。【譬如說元月4日的WSJ的報導之部分：……..很多曾經在通用電氣效 力的管理人士──包括3M公司(3M Co.)前首席執行長詹姆士•麥克納尼(W. James McNerney Jr)、霍尼韋爾(Honeywell International Inc.)首席執行長高德威(Dave Cote)和納德利──都為推廣六西格瑪做出了貢獻﹐但他們公司的股價有些不盡人意。
從2001年7月1日宣佈採用六西格瑪方法到現在﹐HomeDepot下跌了8.3%﹐而同期標準普爾500指數漲幅達到了16%。在納德利辭職後﹐該股週三在紐約證交所上漲2%以上﹐收於41.07美元。
霍 尼韋爾自2000年1月初宣佈採用六西格瑪後股價下跌7.2%﹐同期標準普爾500指數的跌幅為3.6%。3M於2003年12月末採用六西格瑪方法﹐自 此以後股價下跌 1%﹐遠遜於同期標準普爾500指數29%的漲幅。通用電氣的股價九十年代一度大幅上漲﹐不過自2000年7月公司採用六西格瑪後已下跌16%﹐同期標準 普爾500指數的跌幅為2.6%。霍尼韋爾發言人羅伯特•弗雷斯(Robert
Ferris)表示﹐"六西格瑪並不能包治百病﹐它只是一種程序管理工具。我們從不認為是否採用這些工具就能決定一家公司的表現。"……】
他下台的原因有很多，其中一個原因就是他的薪水太高了，他太貪心了，又沒有績效。
另 外，我們應該討論一個問題，哪一個產業的特性是適合從六標準差開始，哪一個產業則是適合從Lean開始。你講的這個case，在應用六標準差是失敗的，但 是其他處也有成功的【譬如說，康明斯公司（Cummins Inc.）】。不過，這就是我剛才講的，Jack Welch這一套是否成功，要看未來10年繼任者的表現才能判斷。他很多的幹部都出去，或許ㄧ個個將被鬥。我覺得這是必然的現象，因為經營一個公司是很複 雜的，它含有太多的東西，常常不是你自以為是這一套就能夠解決的。何況每ㄧ家公司的狀況都不一樣。 再請注意，媒體上談的這些公司多屬超大型企業，與我們的中小企業差別很大。我們要又精又實。
感謝 David Hsu 告知資訊:
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今年5月中，Cerberus私募基金正式以74億美元，由DaimlerChrysler集團手中，取得Chrysler集團的80.1%股權後。 Chrysler集團即在Cerberus私募基金的主導下，進行重整計畫，包括最新公佈的集團管理階層變動。Chrysler已於8月5日宣佈，聘任美 國Home Depot前任執行長Bob Nardelli，出任Chrysler集團董事會主席與執行長，至於原任集團總裁兼執行長的Tom LaSorda，儘管交出執行長職務，不過，在肯定他在Chrysler集團內的歷練，以及經營權移轉與工會協商等措施進行順利，Tom LaSorda仍獲轉聘為新Chrysler集團的董事會副主席與保留總裁職務，持續在Chrysler集團內發揮重要影響力。
僅管Bob Nardelli在今年初，已自美國居家裝潢連鎖店Home Depot執行長一職卸任。但是，曾身為美國GE集團栽培的主要接班人之一的Bob Nardelli，Cerberus相當肯定他自2000年開始接掌Home Depot執行長職務後，達到銷售量倍增、成功開拓大陸與墨西哥市場與連續四年創下EPS每股盈餘超過2成的增長等績效，因此，讓Cerberus決定借 重Bob Nardelli在美國產業界擁有深厚的歷練，委以帶領新Chrysler的重任。對此，已宣布出掌兵符的Bob Nardelli強調，對於有機會參與重整Chrysler集團，相當感興致，並將致力於整合集團內的人才，認真找回顧客的實際需求，重新讓 Chrysler復興為美國與全球汽車產業的領導者。......
Ex-Home Depot Chief Taking Reins at Chrysler
AUBURN HILLS, Mich., Aug. 6 — Robert L. Nardelli, who was ousted as chief executive of Home Depot amid shareholder discontent this year over his enormous pay package, is taking on one of the most prominent jobs in corporate America: revitalizing the troubled automaker Chrysler.
Chrysler’s new owner, the private equity firm Cerberus Capital Management, chose Mr. Nardelli because of his turnaround expertise, people with direct knowledge of the Cerberus plans said.
They said he would bring fresh eyes to the carmaker, which was sold by the German automaker DaimlerChrysler after nine years of ownership because of growing losses at the United States company, which now ranks fourth in the American market, behind General Motors, Toyota and Ford Motor.
For Mr. Nardelli, the appointment provides an opportunity to burnish his reputation, which was damaged by a contentious relationship with shareholders and ended with him departing with a severance package worth $210 million, some of it to offset benefits lost when he was hired from General Electric.
“I am very excited to be part of a team focused on re-establishing Chrysler as a standalone industry leader, with a renewed focus on meeting the needs of customers,” Mr. Nardelli said in a press release.
For Detroit, the hiring brings a high-profile executive to one of the most closely watched and politically sensitive automotive jobs at a critical moment for the United States auto industry, which continues to lose market share to Japanese automakers.
Mr. Nardelli will be the second chief executive hired by a Detroit car company from outside the auto industry in the last year. Last fall, the Ford Motor Company hired Alan R. Mulally from the jet maker Boeing.
Mr. Nardelli’s entire compensation package will be based on Chrysler’s performance; he will not be paid if the company, which lost $1.5 billion last year, does not improve, people with knowledge of his appointment said.
It is not known how much he will make if he succeeds in returning Chrysler to sustained profitability. But executives at companies owned by private equity firms typically get a small ownership stake. Thus, they can be compensated generously if the business thrives.
The Cerberus purchase of Chrysler and Ford’s hiring of Mr. Mulally, previously head of Boeing Commercial Airplanes, underscores that it is no longer business as usual in Detroit.
Indeed, foreign auto companies passed the three Detroit automakers in July sales to hold more than half the American market. Chrysler, which slipped to fifth place in the American market last month, behind G.M., Toyota, Ford and Honda, had already rolled out a restructuring plan last year.
But more radical change may be needed at Chrysler, and indeed, at the other Detroit companies, which recently began negotiations on a new contract with the United Automobile Workers union. The outcome could determine whether the American companies stabilize or shrink even more.
In buying Chrysler from DaimlerChrysler in May, the chairman of Cerberus, John W. Snow, vowed that his firm wanted to help the auto industry regain its prior strength. Despite the initial fears of union leaders that Cerberus might “strip and flip” Chrysler, selling it off in pieces, Mr. Snow denied that such plans were being made. Indeed, Ron Gettelfinger, the labor union’s president, ultimately endorsed the deal, after initially vowing to fight private ownership.
The management changes at Chrysler are expected to be announced Monday morning, when Chrysler plans to celebrate its return to American ownership and independence from Daimler AG of Germany, which bought it in 1998 for $36 billion in a trans-Atlantic attempt to form a dominant auto company.
That deal closed on Friday. Mr. Nardelli replaces Thomas W. LaSorda, chief executive of the Chrysler Group. Mr. LaSorda will now serve as vice chairman and president.
Like Mr. Nardelli’s appointment, Mr. LaSorda’s demotion also caught Detroit off guard. On Friday, he was listed as Chrysler’s chief executive in news releases announcing the deal and ceremonies to be held this morning marking the first official business day of the new Chrysler.
At dawn today, Mr. LaSorda greeted Chrysler employees with handshakes outside the company’s headquarters in Auburn Hills. He and Mr. Nardelli are set to attend a news conference and an event for employees later today.
The appointment of Mr. Nardelli is a surprise both because of his lack of automotive experience and the circumstances under which he left Home Depot. Mr. Nardelli became chief executive at Home Depot in 2000.
Under his leadership, the chain doubled its sales and the number of stores that it operated around the world. But its stock price stalled, and questions arose about his leadership and his high pay. His final months at Home Depot were tumultuous.
“It’s not unusual when you have a change of ownership that you’d have a change of management,” said John Casesa, an auto analyst in New York. “With this change of ownership and everything that’s happening in the auto industry it’s reasonable to expect that a financial investor is going to have a very aggressive plan to change the business model.”
More than any other Detroit company, Chrysler remained dependent for too long on big sport utility vehicles and pickup trucks. Despite hit cars like the 300C and PT Cruiser, Chrysler’s sales plummeted as gas prices rose.
Though it has introduced new cars this year, Chrysler has been overshadowed by companies like Toyota and Honda that are building more fuel-efficient vehicles.
Last month, news organizations including The New York Times reported that Wolfgang Bernhard, a former Chrysler executive, would return to become chairman, based on information from people close to Chrysler.
Mr. Bernhard had served as an adviser to Cerberus in its deal to buy Chrysler. Further, Mr. LaSorda was expected by Chrysler officials to remain as chief executive, although Cerberus had never said explicitly that he would remain.
For his part, Mr. Bernhard rejected the offer to pursue other interests, people with knowledge of the situation said.
Before joining Home Depot, Mr. Nardelli was a top executive at G.E. But he lost a three-way race to replace the retiring John F. Welch as chief executive. He held various management positions in G.E.’s appliances, lighting and transportation systems departments.
The Cerberus chairman, Mr. Snow, had expressed support for Chrysler’s existing management team, particularly Mr. LaSorda, who had been Chrysler’s chief executive since the start of 2006.
Mr. LaSorda’s job security appeared fragile last year, when Chrysler lost $1.5 billion and built 100,000 more vehicles than it had dealer orders for. Senior executives at Chrysler said Mr. LaSorda might be promoted to a job with the company’s then-parent, DaimlerChrysler.
Departures from Chrysler are already beginning. On Sunday night, people with knowledge of the situation said that its chief operating officer, Eric Ridenour, would leave, and the former head of global purchasing at DaimlerChrysler, Thomas W. Sidlik, is departing as well.
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