Tag: Daimler Chrysler

ARI wins international award

An award that recognises a sustained commitment to professional employee development has been won by ARI (Automotive Resources International), the parent company Fleet Support Group (FSG).

ARI, a US-headquartered and leading global fleet services provider that acquired FSG late last year, has received the Dale Carnegie Training Leadership Award.

The award is given to companies dedicated to a philosophy where people are as important to the overall business success as any technology, patent or strategy.

Award criteria include recognition as an industry leader or benchmark entity, having a strategic plan that includes driving performance via professional development and sustaining that commitment.

Culturally, both FSG and ARI have a huge commitment to employee development and customer service.

To further boost customer service and staff development at FSG, the Chippenham-based company is adopting ARIs world class quality assurance programme – Partners in Excellence.

It is designed to both unlock employee potential and embraces a 50-point customer performance matrix to ensure top class service levels are delivered to customers.

ARI president Carl Ortell said: Its the collective work of each and every one of our employees that makes us a successful company and family.

This award is especially meaningful to us because of our lasting commitment to helping employees grow. We truly believe that investing in people is critical to business success. Thats evident in the sheer number of employees that weve been able to nurture over long and successful careers working at ARI.

We already know that FSG has an extremely loyal workforce. The company celebrates its 25th anniversary this year and many staff have been with the business for more than a decade with some having a record stretching back 15-20 years or more.

Our strategic plan is to provide all FSG as well as ARI employees with additional opportunities for career growth with each person having an employee development plan.

FSG Chairman and founder Geoffrey Bray added: FSG has always invested as much as possible in its employees, technology and processes. However, acquisition by ARI opens the door to 20 times the resources previously available and that includes unlocking further potential among our employees that will enable the business to further expand.

Peter Handal, President and CEO of Dale Carnegie Training, said: We are proud to present this years Dale Carnegie Leadership Award to ARI. ARIs commitment to human resources is evident from the top down. Through the creation of its Leadership Excellence program, ARI continually identifies new ways to professionally develop and grow its employees.

The Dale Carnegie Leadership Award was created in 1985. It is granted to a company that places special emphasis on the development of its human resources, innovation and organisational creativity for the purposes of business future.

The award has been presented to approximately 300 organisations worldwide. Past recipients have included The Ford Motor Company, Coca Cola, Adidas, Boeing, Four Seasons Hotels, Daimler-Chrysler and SAS Scandinavian Airlines.

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Schrader Sold in $505 Million Deal

Schrader is a major producer of both OE and replacement TPMS products, as well as tire valves and other tire tools. Its OE customer list includes virtually ever car manufacturer in the world, including GM, Ford, Daimler, Chrysler, Nissan and Renault. Recently BMW awarded Schrader the first global contract to supply OE motorcycle TPMS.

The deal is subject to the normal conditions and is expected to close in the second quarter of 2012. Schrader, which produces both OE and aftermarket TPMS and valve products reported 2011 revenues of approximately $451 million and adjusted EBITDA of approximately $76 million.

Tomkins is itself owned by Onex Corp. and Canada Pension Plan Investment Board, which hold 50% each. Proceeds of the sale are expected to be used primarily to repay existing debt.
#160;

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BorgWarner Appoints Robin Adams Vice Chairman, Ronald Hundzinski Chief …

AUBURN HILLS, Mich., March 27, 2012 /PRNewswire via COMTEX/ —
BorgWarner

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-2.73%



announced today the appointment of Ronald Hundzinski to Chief Financial Officer and James Verrier to the newly-created position of President and Chief Operating Officer, effective immediately. Robin Adams has been promoted to Vice Chairman of the Board of Directors and remains Executive Vice President and Chief Administrative Officer reporting to Tim Manganello, Chairman of the Board of Directors and Chief Executive Officer. Mr. Hundzinski will report to Mr. Adams and Mr. Verrier will report to Mr. Manganello.

Ronald Hundzinski, 53, has been with BorgWarner for nearly 10 years, most recently as Corporate Treasurer, and previously, Corporate Controller. His experience while in these senior corporate positions includes external reporting, internal controls, international and domestic tax planning, balance sheet oversight, cash management and investor relations. As Corporate Treasurer and Controller, Mr. Hundzinski has been a member of the company’s Management Board and will remain so as Chief Financial Officer. He has extensive finance leadership experience at the operating level that includes overseeing capital allocation, managing customer and supplier issues, leading post-acquisition integration teams and executing restructuring activities. His most recent position within operations was Vice President of Finance BorgWarner Turbo Systems, the company’s largest business unit. He holds a bachelor’s degree in finance from Western Michigan University as well as an MBA from the University of Colorado. Mr. Hundzinski also holds a CPA designation.

“Ron has been a driving force behind our recent financial success,” said Tim Manganello, Chairman and CEO of BorgWarner. “As Vice President of Finance of our Turbo Systems business unit, Ron was essential to its profitable growth. In his roles as Corporate Treasurer and Controller, he worked closely with Robin, therefore assuring a seamless transition. Ron is a tenacious leader and will undoubtedly be successful in his new role.”

James Verrier, 49, has held positions of increasingly significant responsibility during his 22 years with the company. He served most recently as President and General Manager BorgWarner Morse TEC, and previously as Vice President and General Manager BorgWarner Turbo Systems, Passenger Car Products based in Germany. He will continue to be a member of the company’s Management Board. His experience includes assignments in quality control, human resources and operations management. He holds a degree in Metallurgy and Materials Science from West Midlands College in the UK as well as an MBA from the University of Glamorgan, also in the UK. All business unit Presidents and the Corporate Vice President of Supply Chain Management will report to Mr. Verrier.

“James has delivered important operational improvements in every business he has led,” said Manganello. “As the head of Morse TEC and previously Turbo Passenger Car Systems, James has successfully led vital segments of our business through crucial phases including rapid growth, an economic downturn, geographic expansion and the development and launch of game-changing technologies. James has been integral to our company’s success and I view him as a critical component of the management team.”

In his new role as Vice Chairman of the Board of Directors, Mr. Adams, 58, will continue to focus on financial matters while working closely with Mr. Hundzinski in his new role as Chief Financial Officer. In addition to providing a seamless transition, Mr. Adams will continue to provide input on the strategy and growth of the Company.

Manganello concluded, “Robin and I have the utmost confidence in Ron and James and are excited to work with them in their new positions. Technology leadership and financial discipline have been the cornerstones of our company’s success, and will remain top priorities going forward. The BorgWarner team will continue to drive our company forward, building on the strong foundation and the strategies currently in place.”

About BorgWarner

Auburn Hills, Michigan-based BorgWarner Inc.

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is a technology leader in highly engineered components and systems for powertrain applications worldwide. Operating manufacturing and technical facilities in 59 locations in 19 countries, the company develops products to improve fuel economy, reduce emissions and enhance performance. Customers include VW/Audi, Ford, Toyota, Renault/Nissan, General Motors, Hyundai/Kia, Daimler, Chrysler, Fiat, BMW, Honda, John Deere, PSA, and MAN. For more information, please visit
www.borgwarner.com .

SOURCE BorgWarner Inc.

Copyright (C) 2012 PR Newswire. All rights reserved

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Add to portfolio

BWA

BorgWarner Inc.

US

: NYSE Euronx


$
79.58

-2.23
-2.73%

Volume: 1.98M
April 10, 2012 4:04p

P/E Ratio18.06
Dividend YieldN/A

Market Cap$8.95 billion
Rev. per Employee$369,668

/quotes/zigman/131196/quotes/nls/bwa

Add to portfolio

BWA

BorgWarner Inc.

US

: NYSE Euronx


$
79.58

-2.23
-2.73%

Volume: 1.98M
April 10, 2012 4:04p

P/E Ratio18.06
Dividend YieldN/A

Market Cap$8.95 billion
Rev. per Employee$369,668

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Buying Used: Pick your own engine with the 2009 Cherokee

In 2009, Jeep offered its full-size Grand Cherokee SUV with four engine choices, two of which were Hemi powerplants: a 5.7-litre version and, with the high-performance SRT8, a high-performance 6.1 litre. There was also a much tamer 3.7- litre V-6 and a turbo-diesel V-6.

The turbo-diesel was manufactured by Mercedes-Benz and was a hangover from the ill-fated Daimler-Chrysler amalgamation. It was used in the Sprinter van and elsewhere in Mercedes lineup; you could also make the argument that this engine was the best thing that ever came out of that collaboration.

More related to this story

  • 2009 Subaru Forester puts down roots
  • 2009 Elantra was a welcome wagon for Hyundai
  • Dearly departed Pontiac Vibe lives on as the Matrix
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Philadelphia man brings pizza pizazz to Baldwin County

A native of Pennsylvania, Ciongoli grew up in Michigan and graduated from Oscar Carlson High School in Gibraltar, Mich. He married at 19 and, after working a series of factory jobs, went to work as an electricians apprentice for American Axle in 1995. He continued working as an electrician for that company, which later became part of Daimler Chrysler, until his familys move to the south in 2006.

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Fünf Verletzte bei Verkehrsunfall: Polizeiauto kracht in Daimler

Hamburg – ,,Sonderrechte sind zugelassen – unter Beachtung der besonderen Sorgfaltspflicht”, lautet der Funkspruch, der Polizisten anweist, Blaulicht und Martinshorn einzuschalten. Am späten Donnerstagabend hat sich eine Beamtin (32) wohl nicht daran gehalten. Er krachte so heftig in einen Daimler Chrysler, dass sich der Streifenwagen überschlug und gegen einen Baum donnerte!

Um 23.02 Uhr geht ein Fußgänger an der Kreuzung Spaldingstraße und Bürgerweide in Hamburg-Borgfelde entlang. Dann ein Knall. Und schon fliegt ein Peterwagen auf ihn zu.

Das war passiert: St.-Pauli- und HSV-Fans waren nach einem Spiel der 2. Mannschaften der Vereine auf dem Kiez aneinandergeraten. Streifenwagen aus der ganzen Stadt wurden zur Verstärkung angefordert, rasten mit Blaulicht und Martinshorn zum Kiez.

Die Unfall-Polizistin fährt mit einer Kollegin (21) und einem Kollegen (27) im Wagen in den Kreuzungsbereich, will weiter Richtung Spaldingstraße. Ein 38-Jähriger kommt im Daimler von der Bürgerweide, hat Grün und fährt Richtung Heidenkampsweg.

Beide Fahrer versuchen das Unglück noch zu verhindern. Doch es ist zu spät – es kracht! Der Peterwagen hebt ab, überschlägt sich und landet an einem Baum.

Im Daimler werden Fahrer und Beifahrerin (29) leicht verletzt und auch alle drei Polizisten ziehen sich Blessuren zu. Herumfliegende Trümmerteile verletzen dann auch noch den Fußgänger.

Es ist nicht das erste Mal, dass eine Einsatzfahrt dramatisch endet. Im Juli 2011 starb ein Mann (78), nachdem ein Feuerwehrauto mit einem HVV-Bus zusammen gekracht war. Bis heute ist nicht geklärt, wer die Schuld an dem Unfall trägt.

Mehr aktuelle News aus Hamburg und Umgebung lesen Sie hier auf hamburg.bild.de.

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Mitsubishi’s tough drive in India

For a company that has been in India for more than 15 years, Mitsubishi Motors still remains a fringe player in the automobile segment. In contrast, Japanese companies like Toyota, Honda and Nissan, which came in much later, have surged ahead. Suzuki, of course, remains the leader, with Maruti. What then has stopped Mitsubishi from going all out in India?

Early this week, it announced its entry into Thailands eco car project with the Mirage. Suzuki followed suit, almost immediately, with the new Swift, which is already part of the Indian landscape. Nissan and Honda were the earlier entrants to the Thai initiative with the March (Micra in India) and Brio respectively.

BUSINESS MODEL

Unlike Mitsubishi, these companies have made sure that their models for Thailand are also part of the product portfolio for India. This has helped them draft a smart growth plan for the Asia-Pacific region, and a long-term strategy for emerging economies like Brazil, Russia and Indonesia. Toyota will also throw its hat into the Thai eco project next year, with a derivative of the Etios which entered India more than a year ago.

It is an uncomplicated business model for these Japanese automakers. The eco cars produced in Thailand can find their way into the rest of the ASEAN countries comfortably, since there are no tariff barriers. Indonesia, Malaysia and the Philippines will soon be joined by Cambodia and Vietnam. India, in comparison, has a large domestic market and offers a gateway to South Africa, Latin America, and parts of Europe.

There is no reason why Mitsubishi shouldnt emulate this model, and bring the Mirage to India. It has, in fact, hinted that it is open to the possibility, albeit at a later stage. The only problem is that there is just no foundation in place here which will make the idea a reality.

Mitsubishi has been in a partnership with Hindustan Motors for many years, but this hasnt involved any equity participation. The facility near Chennai is an old HM plant, with a modest capacity of barely 15,000 units annually, unlike modern auto facilities which are created to accommodate at least 1.5 lakh cars.

Further, HM has its own set of problems to grapple with, and primarily needs a revival plan for its Bengal operations, which are home to the trusty, though outdated, Ambassador. Ideally, the stage is set for its Japanese ally to take a controlling stake in Chennai, but there is no sign of that happening in a hurry.

More than a decade ago, Daimler had a 37-per-cent stake in Mitsubishi, and the two were keen on collaborating on an Asia-specific car project. The German automaker was on a roll then, with its Chrysler marriage promising the moon. It also had a stake in Hyundai which, in tandem with Mitsubishi, could have provided the ideal Asia script.

GLOBAL ALLIANCES

Nothing went according to plan eventually. While the Daimler-Chrysler mega merger went kaput, the Mercedes maker quickly divested its stakes in Mitsubishi, and Hyundai too. The Asia car project was consigned to the archives as a result.

However, in this gloomy background, it was still clear that global alliances would be the order of the day in the future. Hence, even while General Motors had parted ways with Suzuki and Fiat, it had acquired Daewoo, which gave it an aggressive product line-up in Asia, and parts of Europe. Likewise, its partnership with SAIC Motor Corp in China would prove to be a lifeline in India in the aftermath of the 2008 Lehman crisis.

Post Daimler, Mitsubishi was on its own, but it was clear that it needed a strong ally for a bigger global play. This is when PSA Peugeot Citroen entered the picture a couple of years ago. The French carmaker had realised that the time had come to build its presence beyond the geographies of Europe. Emerging economies were the key to its business, and it had already identified China, Russia and Latin America as its future growth drivers.

It only seemed logical for PSA and Mitsubishi to team up, and talks began doing the rounds of a global compact car where India would be one of the key production hubs. The two companies discussed the possibilities of an equity crossholding, but nothing emerged eventually, and the proposal was shelved.

PARTNERSHIPS

Like Mitsubishi, PSA just could not get a fix on India, even though it was among the earliest entrants in the early 1990s. It was also the first to call it quits and missed the growth boom that followed. Last year, the company announced its intent to invest in a plant in Gujarat, only to end up putting the project on hold following a disastrous 2011 in Europe.

Experts maintained that a partnership with Mitsubishi was still the best way forward for PSA in India (and Asia on a larger scale) but the company decided to opt for GM, in a move that just does not seem to add up in terms of long-term viability.

In the process, Mitsubishi may just have to reconcile itself to the fact that the India story will continue to be elusive, unless it identifies a strong ally. PSA would have been the ideal fit, but there is no chance of that happening now. Fiat could be more inclined to teaming up with Suzuki which, in turn, wants out of an alliance with Volkswagen. Renault has had a successful marriage going with Nissan for more than a decade now, and is now gearing up for its next phase of growth in India, Indonesia and Russia.

Mitsubishi could, of course, choose to chug along in Chennai, but could end up missing the big growth story that is due to unfold in India this decade. With the slowdown in Europe and the US market recovering at a slow pace, companies are now firing on all cylinders.

India has even attracted the attention of Chinese automakers like SAIC and Zotye, which have teamed up with GM and Premier apiece to target the growing buyer mass across towns and cities. It will be a pity if Mitsubishi misses the bus.

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Blunt Amendment Debate Recalls Memories Of Walmart Contraception Case

Proponents of Sen. Roy Blunts (R-Mo.) amendment to the Senate transportation bill, which would override President Obamas contraception coverage rule and allow any employer to refuse to cover any kind of health care service for religious or moral reasons, have framed the issue as one of religious freedom that is unrelated to womens health.

But Senate Democrats have raised concerns that the religious freedom argument is actually part of a broader attempt by social conservatives to restrict access to birth control.

Mr. President, if this amendment passes, it would ban contraception coverage for any woman in America whose boss has a personal objection to it, Sen. Chuck Schumer (D-NY) said on the Senate Floor Wednesday. This measure would force women to surrender control of their own health decisions to their bosses. That concept, it is not merely quaint or old-fashioned. It is dangerous and it is wrong.

A 2001 court case against Walmart provides a practical example of the potential consequences millions of people would face if the government allows employers to pick and choose which preventative health services they cover. Lisa Smith Mauldin, a 22-year-old customer services manager and divorced mother of two earning $12 per hour, sued Wal-Mart for sexual discrimination because it excluded contraceptives from its prescription drug plan. She said the $30 per month cost of birth control pills was a significant financial burden for her.

In September 2002, the case turned into a class action suit on behalf of all female employees at Walmart, who demanded that the companys health plan cover prescription contraceptives. The case was dismissed in December 2006, when Walmart decided to begin covering their employees birth control.

Walmart is not the only major company that has run into legal troubles for excluding contraception coverage from its health plan. Dow Jones Co., Bartell Drug Co., United Parcel Services (UPS) and Daimler Chrysler have all been sued in similar cases.

These major companies are now required under Title XII to cover contraception for their employees to the same extent that they cover the costs of other types of drugs. But if the Blunt amendment passes, they will be able to ignore the cost-sharing requirement of the Affordable Care Act that asks them to cover birth control at no cost for their employees, leaving women with a burdensome co-pay. They will also be able to freely deny their employees other kinds of health coverage by citing a moral objection.

Of course, the whole point of the no cost-sharing requirement was to make sure that cost wasnt a barrier to people accessing contraception or other kinds of preventative health care, said Gretchen Borchelt, Senior Counsel for the National Womens Law Center. Under the Affordable Care Act, women wouldnt have to pay a copay or deductible, and that can make a major difference in their lives in terms of having a little extra money at the end of the month.

Blunt said his amendment, which the Senate will vote on Thursday as part of the sweeping transportation bill, is not about the politics of womens health.

This debate is not about any one group or one set of beliefs. The Obama Administrations mandate violates Americans First Amendment rights. This bill includes the same conscience protection language that has been part of our law for almost 40 years, and it simply preserves and protects the fundamental religious freedom that Americans have enjoyed for more than 220 years, he said in a statement. Any attempts to argue otherwise are simply aimed at scaring Americans.

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POSCO : promotes tech exchange with leading German automakers

POSCO : promotes tech exchange with leading German automakers02/23/2012 | 03:36am

POSCO recently attended the first World Premium
Materials-sponsored Korea-Germany Technology Exchange
Workshop at the Kloster irsee Hotel near Munich, Germany.
Also in attendance were representatives from BMW,
Daimler-Chrysler, Volkswagen and other leading German
carmakers, as well as Korean auto materials suppliers
affiliated with the WPM magnesium sponsored by KEIT.

The participants discussed topics relating to ultra-light
magnesium material and future development plans.

Developing ultra-light magnesium technology is a
government-driven RD plan that seeks to utilize competitive
technology and resources overseas.

ericho@posco.com

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WARRINER v. JEEP

Warriner leased the Wrangler from Daimler Chrysler Financial Services through the Dealership. The Dealership conducted business on US Hwy 41 in Sullivan and was an authorized dealer of Jeep brand products until June 30, 2005. The president and sole shareholder was Donald C. Marshall, who is married to Warriners cousin.

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