Jeffrey R. Immelt

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Reprint: R1203A 
About 30 years ago, as its appliances business became less profitable, GE began moving manufacturing to low-cost countries. But competitors soon emerged there; shipping and materials costs rose; wages increased in China and elsewhere; and GE didn&#8217;t control the supply chain. Finally, core competency was an issue: the company&#8217;s most innovative appliance-design work is done in the United States, and at a time when speed to market is everything, separating design and development from manufacturing no longer made sense. 
In 2008 GE came to the conclusion that outsourcing was outdated as a model for its appliances business. It set about to build in-house innovation capability, lean manufacturing, and a new approach to labor relations in that business and others, creating thousands of jobs and investing billions of dollars.

The CEO of General Electric on Sparking an American Manufacturing Renewal

Reimpresión: R1203A Hace unos 30 años, a medida que su negocio de electrodomésticos se hizo menos rentable, GE comenzó a trasladar la fabricación a países de bajo coste. Pero pronto surgieron competidores allí; los costes de envío y materiales aumentaron; los salarios aumentaron en China y otros lugares; y GE no controlaba la cadena de suministro. Por último, la competencia básica era un problema: el trabajo de diseño de electrodomésticos más innovador de la empresa se realiza en los Estados Unidos y, en un momento en que la rapidez de comercialización lo es todo, separar el diseño y el desarrollo de la fabricación ya no tenía sentido. En 2008, GE llegó a la conclusión de que la subcontratación estaba anticuada como modelo para su negocio de electrodomésticos. Se propuso desarrollar la capacidad de innovación interna, la fabricación ajustada y un nuevo enfoque de las relaciones laborales en esa empresa y en otras, creando miles de puestos de trabajo e invirtiendo miles de millones de dólares.

El CEO de General Electric habla sobre c&oacute;mo impulsar una renovaci&oacute;n de la fabricaci&oacute;n estadounidense

Reprint: R1203A About 30 years ago, as its appliances business became less profitable, GE began moving manufacturing to low-cost countries. But competitors soon emerged there; shipping and materials costs rose; wages increased in China and elsewhere; and GE didn’t control the supply chain. Finally, core competency was an issue: the company’s most innovative appliance-design work is done in the United States, and at a time when speed to market is everything, separating design and development from manufacturing no longer made sense. In 2008 GE came to the conclusion that outsourcing was outdated as a model for its appliances business. It set about to build in-house innovation capability, lean manufacturing, and a new approach to labor relations in that business and others, creating thousands of jobs and investing billions of dollars.

El CEO de General Electric habla sobre cómo impulsar una renovación de la fabricación estadounidense

Resumen.

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