The Importance of Adjusting Production to Sales in the Early Automobile Industry

O’Brien, Anthony Patrick

doi:10.1006/exeh.1997.0670

Cited by 10 publications

(5 citation statements)

References 17 publications

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“…The reports contained information on dealers' sales, deliveries of used cars to consumers and the number of new and used cars on hand in dealers' lots. The reforms were devised in 1924and 1925and fully implemented by 1926. O'Brien (1997 notes that GM's reforms contained some features similar to Ford's effective information system.…”

Section: Jepp 74mentioning

confidence: 99%

The Schumpeterian shock at General Motors in the 1920’s

Norton

2018

JEPP

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Purpose The purpose of this paper is to examine the link between Joseph Schumpeter’s economics and the rise of General Motors (GM). Design/methodology/approach The paper uses regression analysis and time series analysis of market synchronization. Findings There is a strong link between GM rise to dominance of the domestic automobile industry and nuanced features of Schumpeterian economics. Research limitations/implications The paper furthers the examination of the role of information economics on marketing channel performance. Practical implications Information helps in production decisions by synchronizing production with consumer demand. Social implications Economic efficiency enhances the human welfare for better forecasting, lower inventories and greater profits. Originality/value This topic has been explored before but methodology used in this paper is innovative. The paper uses Granger causality.

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Section: Jepp 74mentioning

confidence: 99%

The Schumpeterian shock at General Motors in the 1920’s

Norton

2018

JEPP

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“…inventories rising as sales fall, and vice-versa) at using inventories as a buffer. O'Brien (1997) argues that Ford was unique in so closely matching their production to sales data: "Ford pioneered in developing means of controlling inventory, …”

Section: Fundamental Assumptions and Realitymentioning

confidence: 99%

Henry Ford vs. assembly line balancing

Wilson

2013

International Journal of Production Research

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“…Sloan would later summarize: "We knew nothing about the most recent five or six weeks of our car sales, and this gap therefore was filled with the speculations of the protagonists -the statisticians with their trend lines on the one hand, and the salesmen with their optimistic intuitions on the other" (Sloan, 1964, p. 135). Consequently, in 1924 and 1925 GM implemented a more sophisticated forecasting approach that involved each car division receiving a report from its dealers every ten days summarizing the number of new orders taken, total orders on hand, and the number of new and use cars on hand (Norton, 2004;O'Brien, 1997;Sloan, 1964). "With this information in hand each ten days, the divisions thereafter had an up-to-date, comprehensive picture of the situation in the field," Sloan explained, "The divisions and headquarter staff were then able to take corrective action and make new forecasts with greater accuracy" (Sloan, 1964, p. 136).…”

Section: Fact-based Planning and Decision Makingmentioning

confidence: 99%

What is good for General Motors: the contributions and influence of Alfred P. Sloan, Jr

Houghton

2013

Journal of Management History

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Purpose -This paper seeks to provide a review and analysis of the contributions and influence of Alfred P. Sloan, Jr, to contemporary business practices and management thought. Design/methodology/approach -The paper begins with an introduction and brief biographical sketch followed by an overview of Sloan's administrative principles as applied at GM. The paper continues with a review of empirical evidence supporting the efficacy of Sloan's principles along with some theoretical explanations for their success. The paper then examines some criticisms surrounding Sloan's contributions before concluding with a discussion of the impact that Sloan's ideas have had on organizational and managerial thought in the context of today's rapidly evolving organizational realities. Findings -Although he was not a management scholar, Sloan's applied work at General Motors resulted in significant and enduring contributions to business practices and management theory. Yet Sloan's contributions are somewhat overlooked today and have not been extensively or critically examined in the current business and managerial contexts. Originality/value -This paper makes an important contribution to the management history literature by being among the first to offer a comprehensive critical review of the ways in which Sloan has influenced contemporary management thought, theory, and practice.

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The Importance of Adjusting Production to Sales in the Early Automobile Industry

Cited by 10 publications

References 17 publications

The Schumpeterian shock at General Motors in the 1920’s

The Schumpeterian shock at General Motors in the 1920’s

Henry Ford vs. assembly line balancing

What is good for General Motors: the contributions and influence of Alfred P. Sloan, Jr

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