...GM Ignition Switch Scandal General Motors recalled about 800,000 cars due to faulty ignition switches on February 6, 2014. The problem with the faulty part was that it could shut off the engine while driving, thus preventing the airbags from deploying and inflating. General Motors to recall more of its small cars, which resulted in almost 30 million cars worldwide recalled and them having to compensate for 124 deaths. The faulty part had been well known to GM for upwards of ten years prior to them declaring the recall. (Smith, 2014) This major issue began in 2001 during pre-production testing of GM’s Saturn Ion. GM engineers experience problems with ignition switches on the Ion. The exact problem was with a mechanism in the car that is supposed to hold the ignition key in place. According to GM’s records, an internal report shows that the problem was resolved when the switch was redesigned and fixed. Not too long after this initial issue in 2004 a GM service technician sees a Saturn Ion stall while being driven stating that "several other keys on the key ring” was the issue. The technician then records within the same report that "the additional weight of the keys had worn out the ignition switch." (Valdes-Dapena, 2014) Another major ethical dilemma occurred in the testing and manufacturing of another GM car, Chevrolet Cobalt. In 2004, A GM engineer bumps into the key in a Chevrolet Cobalt during testing, thus causing it to immediately lose power. In 2005 General Motors receives...
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...Article 2 I chose to read an article titled “Lawmakers accuse GM of possible criminal cover-up.” General Motors has been accused of covering up a problem of defective ignition switches in some of their cars. The problem with the ignition switch is that it can move from the “run” position to the “accessory” position if a heavy key chain is attached to the key. If the ignition switch changes positions, it can cause the engine to shut off, which in turn causes several other problems. This problem has been linked to thirteen deaths and many more accidents. General Motors has been accused of covering up this problem because they waited a decade to recall cars with this problem. A replacement switch was approved in 2006, but General Motors did not change the part number to indicate that there was a problem with the first part. Senator Claire McCaskill said General Motors had “a corporate culture that chose to conceal rather than disclose.” General Motors had ample opportunity to tell owners about the recalled cars, but chose not to. General Motors asserts that they are now more focused on their consumers and their safety, but this statement is unconvincing to lawmakers. I would have a hard time trusting General Motors after hearing about the cover-up of this problem. Being dishonest shows a lack of ethics. In a society where safety and honesty is valued, General Motors has not shown that their cars are safe for customers or that they care about their customers. Anytime...
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...How General Motors Poor Enterprise Risk Management & Managerial Decisions in the 21st Century has Effected Where They Stand Today Brittany M. Mendez North Greenville University Abstract This paper discusses the rise and fall of General Motors during the 21st century and documents many different managerial decisions that led to where the company is today. It also analyzes the enterprise risk management plan that General Motors was famous for. They were known for being a company that successfully implemented an ERM that was linked to its success after many failures. I will examine how an ERM was the framework to coming up with a plan of action to identify and mitigate risks, but ultimately it was up to supervisors to make the managerial decisions that now General Motors must face the consequences for. Keywords: General Motors, Enterprise Risk Management How General Motors Poor Enterprise Risk Management & Managerial Decisions in the 21st Century has Effected Where They Stand Today General Motors was once regarded as one of the best managed and most successful firms in the world, but between 1980 and 2009 its share of the U.S. market fell from 62.6% to 19.8%, and in 2009 the firm went bankrupt (Helper & Henderson, 2014). In this paper I will examine the decisions that General Motors made in regards to their Enterprise Risk Management Plan and how management decisions determined the fate of where General Motors is today. We all know General Motors has...
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...General Motors General Motors a company that has been around since 1908 has had its fair share of complications. The recent complications have been because of faulty parts that have not only caused deaths but these parts were ignored until February 14th of this year. This problem hasn’t just sprung up in the last few months this problem has been going on since 2001, almost 15 years. To make this problem even worse GM was just bailed out by the Government of the United States of America in an attempt to save the economy from another economic decline. There have been several court cases brought against GM due to fatal crashes. According to The Wall Street Journal, the first fatal crash involving 2005 Cobalt whose airbags did not deploy in a frontal collision. (Wall Street Journal) That is nearly 10 years that GM has looked the other way while the problem with their vehicles killed people. This is a big problem. There are many customers that rely on GM to give them not only quality but safety and piece of mind. GM has failed their customers, the country, and to abide by the law. Something must change if GM wants to be around in the future. They will have to change everything about the way they run their business. As I discuss GM I will cover how human resources management will deal with the faulty parts, federal reporting compliance and law, future lawsuits, and public image. Human resources have many things to recover from. There have been many mistakes that have been made....
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...ANSWER: General Motors Company is an American multinational company with headquarters in Detroit, Michigan, United States of America. Founded at Flint in 1908 by William C. Durant and Charles Stewart Mott. The company designs, manufactures, markets and distribute vehicles and vehicle parts. Their brands include Chevrolet, Buick, GMC, Cadillac, Baojun, Holden, Isuzu, Jiefang, Opel, Vauxhall and Wulling. General Motors Company is a big organization that has a very large market share in so many countries around the globe. It operates in 26 countries spread across 6 continents, namely: North America, South America, Asia/ Middle East, Europe, Africa and Australia/ Oceania and trades on New York Stock Exchange. Their mission and vision statements are: General Motors Mission Statement: "G.M. is a multinational corporation engaged in socially responsible operations, worldwide. It is dedicated to provide products and services of such quality that our customers will receive superior value while our employees and business partners will share in our success and our stock-holders will receive a sustained superior return on their investment." General Motors Vision Statement: "Over the past 100 years, GM has been a leader in the global automotive industry. And the next 100 years will be no different. GM is committed to leading the industry in alternative fuel propulsion." General Motors Company has been in the news lately because its cars have been confirmed to have ignition defect...
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...quickest path to becoming the company outcast. Witnessing misconduct or alleged illegal or dishonest activity within an organization and exposing it, e.g. advising your superior, is known as whistleblowing. Even though these employees are usually doing it out of the best interest of their company, they can often face ostracization and retaliation as a result of them exposing the truth. The question is, however, should companies promote whistleblowing? They absolutely should. Furthermore, what should companies do to allow whistleblowing? They should establish concrete programs that facilitate and encourage employees to whistleblow. Why GM Fails at Whistleblowing In a BusinessWeek article, GM Recalls: How General Motors Silenced a Whistle-Blower, a report blames General Motors with a culture of complacency for the more than decade-long delay before the company recalled millions of faulty vehicles. It described employees as passing the buck and committees falling back on the “GM nod” – the gesture given by members of a large, corporate meeting after the meeting ends where all in the room believe that the “other guy” plans to put whatever was discussed and agreed in place. An example of the effects of whistleblowing is described in the article written by Tim Higgins and Nick Summers. Steven...
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...In February of 2015, General Motors initiated a recall on 800,000 Chevrolet Cobalt and Pontiac G5 and 600,000 Chevrolet HHR, Pontiac Solstice, Saturn Ion and Saturn Sky vehicles. The controversy surrounding the recall at this time was why had GM chosen to recall the defective vehicles so long after the ignition switch problem had been discovered. They had been under investigation for just that. Recently inducted as GM’s CEO, Mary Barra was struggling to keep the GM name in tact through this recall nightmare. She is credited for maintaining her cool as she continued to defend how GM was handling the recall and pledging to conduct an internal review of the company stating that GM would, “hold [themselves] accountable and improve our processes so our customers do not experience this again (CNN)." To support this promise, she appointed legal firms to conduct an internal investigation of the events leading up to the recall. In March of that same year, GM expanded its ignition switch recall after admitting to this being the core cause of the recall. The recall was now to include cars sold between 2008 and 2011 in the US. The death toll reached a total of 13 confirmed cases. It is apparent that GM did not feel the need to acknowledge the ignition switch issue until these deaths came to light. Why else would it take GM 10 years to issue a recall? Barra was stuck in a tough situation. She hired Ken Feinberg, a well-known attorney experienced in determining victim compensation, to address...
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...2014 General Motors Recall General Motors Company is an American multinational corporation that designs vehicles and it parts. The Company was founded in 1908, it is based in Detroit, Michigan. It produces vehicle in 37 countries under brand name like Chevrolet, Buick, GMC , Cadillac , Alpheon, Jiefang, Baojun, and Wuling . The company also provides safety and security solutions concerning vehicles. It also provides aumotive financing services and lease products through its dealerships. Cars produced by GM motors after 2004 had defective ignition switch due to which they had to call around 7 million cars in the first quater. According to the US securities regulators the company knew about the this manufacturing default, they delayed in recalling the vehicles due to which there have been about 13 deaths. The engineers knew about this problem a decade ago, around 2.6 million cars have faulty ignition switches. The CEO Mary Barra of GM motors the cost of repairing these vehicles is going to be around $1.3 billion. Cost of repair it going to be around $700 million and cost of recall is going to be around $600 million. The cost of recall had a great impact on the company’s first quarter report, they reported about a $108 million of profits. The company still manged to remain focused on its business despite the recalls. Their shares did showed a drop of 17 percent and it profit dropped about 85 percent. The customers have lost confidence in the vehicles produced by GM motors. As...
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...however, that defines their character. General Motors is a company that has been around for over one hundred years. They have been an industry leader in the manufacturing of automobiles in the United States for decades, but they have recently come under fire for the mishandling of a harmful action. General Motors vehicles manufactured between 2003 and 2007 had a faulty ignition switch installed in them which can cause the car to suddenly turn off, leading to the power steering, power brakes, and airbags becoming inoperable. This factory defect has caused General Motors to recently recall approximately 1.37 million vehicles. However, General Motors has known of this issue for ten years and “elected not to replace a part that would have cost 57 cents a car because of cost and the lack of 'an acceptable business case' for doing so" (Isidore, 2014). From the apathetic handling of the recall to the greed-infused decision to save a few dollars, General Motors has been acting like a company with little ethical compass. CEO Mary Barra has issued a statement of apology, giving her “apologies to everyone who has been affected by this recall…especially to the families and friends of those who lost their lives or were injured” (General Motors, 2014), but good ethics should be preliminary actions not post-factum reactions. The lives that were injured and lost because of the actions by General Motors cannot be returned with a generic apology. General Motors now has to prove that their values are...
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...EB000000 XVS1100 (L) SERVICE MANUAL ©1998 by Yamaha Motor Co.,Ltd. First edition, October 1998 All rights reserved. Any reproduction or unauthorized use without the written permission of Yamaha Motor Co., Ltd. is expressly prohibited. EB001000 NOTICE This manual was produced by the Yamaha Motor Company primarily for use by Yamaha dealers and their qualified mechanics. It is not possible to include all the knowledge of a mechanic in one manual, so it is assumed that anyone who uses this book to perform maintenance and repairs on Yamaha motorcycles has a basic understanding of the mechanical ideas and the procedures of motorcycle repair. Repairs attempted by anyone without this knowledge are likely to render the motorcycle unsafe and unfit for use. Yamaha Motor Company, Ltd.is continually striving to improve all its models. Modifications and significant changes in specifications or procedures will be forwarded to all authorized Yamaha dealers and will appear in future editions of this manual where applicable. NOTE: Designs and specifications are subject to change without notice. IMPORTANT INFORMATION Particularly important information is distinguished in this manual by the following notations. The Safety Alert Symbol means ATTENTION! BECOME ALERT! YOUR SAFETY IS INVOLVED! Failure to follow WARNING instructions could result in severe injury or death to the motorcycle operator, a bystander or a person inspecting or repairing the motorcycle. CAUTION: NOTE: ...
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...Practices for Fire Safety (ELECTRICAL INSTALLATION) T.R.A. Krishnan SUBSTATION LAYOUT INDOOR Oil capacity inside oil filled equipment individual or aggregate 2,300litres or above. • Detached and shall be at least 6 m away from the surrounding buildings and/or occupancies. • If within 6 m - Single Fire Proof Doors for facing wall openings and 6 mm thick wired glass for facing window openings of substation. • Attached substations - 350 mm thick brick or 230 mm RCC common wall carried upto the roof with Single Fire Proof Door in wall openings -contd- SUBSTATION LAYOUT INDOOR • If attached Substation supplies power to Fire Pumps, common wall shall be a Perfect Party Wall (PPW) with Double Fire Proof Doors in the openings. • Separating walls [355 mm] required between transformers, carried 600 mm above the highest point if aggregate oil capacity is 2,300 liters or above. If fire pump supply is tapped from the transformer(s), walls are compulsory irrespective of oil contents. SUBSTATION LAYOUT INDOOR Oil Soak Pits to be if the oil capacity litres or above. Oil Soak Pits to be at least 2.5 m away Substation. provided is 2,300 provided from the SUBSTATION LAYOUT [OUTDOOR] If individual or aggregate oil capacity is 2,300 liters or above - to be located 6 m away from any building. Alternatively, external wall facing the transformers be a blank wall. Separating distances between the transformers are required as follows: * 2,300 upto 5,000 litres...
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...the vehicle. The ignition must also be in B unless otherwise noted. TABLE OF CONTENTS Description and Operation . . . . . . . . . . . . . . . . . . 7A-2 Heating and Ventilation Systems . . . . . . . . . . . . 7A-2 Component Locator . . . . . . . . . . . . . . . . . . . . . . . . 7A-3 Control Assembly . . . . . . . . . . . . . . . . . . . . . . . . . 7A-3 Blower Module Assembly . . . . . . . . . . . . . . . . . . . 7A-4 Air Distributor and Heater Module Assembly . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7A-5 Diagnostic Informatin and Procedures . . . . . . . 7A-6 Heater System . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7A-6 Insufficient Heating or Defrosting . . . . . . . . . . . . 7A-6 Blower Electrical . . . . . . . . . . . . . . . . . . . . . . . . . 7A-10 Improper Air Delivery or No Mode Shift . . . . . . 7A-11 Too Much Heat . . . . . . . . . . . . . . . . . . . . . . . . . . . 7A-13 Controls . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7A-15 Blower Noise . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7A-16 Repair Instructions . . . . . . . . . . . . . . . . . . . . . . . . 7A-18 On-Vehicle Service . . . . . . . . . . . . . . . . . . . . . . . . . 7A-18 Control Assembly and Control Cables . . . . . . . 7A-18 DAEWOO M-150 BL2 Blower Motor and Cooling Hose . . . . . . . . . . . . Blower Resistor . . . . . . . . . . . . . . . . . . . . . . . . . . Blower Motor Switch . . . . . . . . ...
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...BMW 3- & 5-Series Service and Repair Manual A K Legg Models covered 3-Series (E30) 316 (83 to 88), 316i (88 to 91), 318i (83 to 91), 320i (87 to 91), 325i (87 to 91). Also Touring and Convertible versions of these models 5-Series (E28) 518 (81 to 85), 518i (85 to 88), 525i (81 to 88), 528i (81 to 88), 535i (85 to 88), M535i (85 to 88) 5-Series (E34) 518i (90 to 91), 520i (88 to 91), 525i (88 to 91), 530i (88 to 91), 535i (88 to 91) Engines covered 1596 cc, 1766 cc, 1795 cc, 1990 cc, 2494 cc, 2788 cc, 2986 cc & 3430 cc Does not cover Diesel, dohc or V8 engines, or four-wheel-drive models LAE MIMI and Larry Warren (1948-256-11AA3) © Haynes Publishing 1997 A book in the Haynes Service and Repair Manual Series ABCDE FGHIJ KLMNO PQRST 123 Printed by J H Haynes & Co. Ltd, Sparkford, Nr Yeovil,Somerset BA22 7JJ, England Haynes Publishing Sparkford, Nr Yeovil, Somerset BA22 7JJ, England Haynes North America, Inc 861 Lawrence Drive, Newbury Park, California 91320, USA Editions Haynes S.A. 147/149, rue Saint Honoré, 75001 PARIS, France Haynes Publishing Nordiska AB Box 1504, 751 45 Uppsala, Sweden All rights reserved. No part of this book may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying, recording or by any information storage or retrieval system, without permission in writing from the copyright holder. ISBN 1 85960 236 3 British Library Cataloguing in Publication Data A catalogue record for this book is...
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...General Motors Corporation Table of Content Introduction ………………………………………………………………....................................2 Problem Statement……..………………………………………………………………………4 Organizational Capacity Planning …………………………………………………………………..3 Project Portfolio Management (PPM) Process ……………………………………………………4 Project Selection…...…………………………………………………………………….……………..6 Program Management Plan ……………………….………………………………………………….7 Conflict Management …………………………….…………………………………………….…….8 Change Management ...………………………………………………………………………….……9 Resource Utilization …………………………………………………………………………….……10 Conclusion ……………………………………………………………………………………………..11 Works Cited …………………………………………………………………………………………….12 Introduction GMC (General Motors Corporation) was founded at the turn of the century in the year 1908 by William Billy Durant. Mr. Durant was a manufacturer of horse-drawn vehicles in Flint Michigan before he began his venture in automobile production. In the beginning GMC was comprised of only the Buick Motor Company, but in the matter of a few years GMC would acquire Oldsmobile, Cadillac, and Pontiac. In those early years GMC’s philosophy was based around the strategy of “a car for every purse and purpose” (GM, 2012). GM dedicated itself to building quality products for every budget. During the 1920’s GMC experienced high volume growth, were they expanded to the point where more than a dozen new plants were opened outside of the United States. During this time GMC’s Cadillac would change...
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...2004 Pontiac Grand Am Owner Manual Seats and Restraint Systems ........................... 1-1 Front Seats ............................................... 1-2 Rear Seats ............................................... 1-8 Safety Belts .............................................. 1-9 Child Restraints ....................................... 1-32 Supplemental Restraint System (SRS) ...................................... 1-54 Restraint System Check ............................ 1-61 Features and Controls ..................................... 2-1 Keys ........................................................ 2-2 Doors and Locks ....................................... 2-7 Windows ................................................. 2-15 Theft-Deterrent Systems ............................ 2-17 Starting and Operating Your Vehicle ........... 2-18 Mirrors .................................................... 2-35 Storage Areas ......................................... 2-37 Sunroof .................................................. 2-38 Instrument Panel ............................................. 3-1 Instrument Panel Overview .......................... 3-2 Climate Controls ...................................... 3-19 Warning Lights, Gages and Indicators ......... 3-22 Audio System(s) ....................................... 3-38 M Driving Your Vehicle ....................................... 4-1 Your Driving, the Road, and Your Vehicle ..... 4-2 Towing ...
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