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5 reasons why GM is cutting jobs, closing plants in a healthy economy

DETROIT — Even though unemployment is low, the economy is growing and U.S. auto sales are near historic highs, General Motors is cutting thousands of jobs in a major restructuring aimed at generating cash to spend on innovation. It's the new reality for automakers that are faced with the present cost of designing gas-powered cars and trucks that appeal to buyers now while at the same time preparing for a future world of electric and autonomous vehicles. GM announced Monday that it will cut as many as 14,000 workers in North America and put five plants up for possible closure as it abandons many of its car models and restructures to focus more on autonomous and electric vehicles. The reductions could amount to as much as 8 percent of GM's global workforce of 180,000 employees. The cuts mark GM's first major downsizing since shedding thousands of jobs in the Great Recession. The company also said it will stop operating two additional factories outside North America by the end of next year. The move to make GM get leaner before the next downturn likely will be followed by Ford Motor Co., which also has struggled to keep one foot in the present and another in an ambiguous future of new mobility. Ford has been slower to react, but says it will lay off an unspecified number of white-collar workers as it exits much of the car market in favor of trucks and SUVs, some of them powered by batteries. Here's a rundown of the reasons behind the cuts: Coding, not combustion CEO Mary Barra said as cars and trucks become more complex, GM will need more computer coders but fewer engineers who work on internal combustion engines. "The vehicle has become much more software-oriented" with millions of lines of code, she said. "We still need many technical resources in the company." Shedding sedans The restructuring also reflects changing North American auto markets as manufacturers continue to shift away from cars toward SUVs and trucks. In October, almost 65 percent of new vehicles sold in the U.S. were trucks or SUVs. That figure was about 50 percent cars just five years ago. GM is shedding cars largely because it doesn't make money on them, Citi analyst Itay Michaeli wrote in a note to investors. "We estimate sedans operate at a significant loss, hence the need for classic restructuring," he wrote. The reduction includes about 8,000 white-collar employees, or 15 percent of GM's North American white-collar workforce. Some will take buyouts while others will be laid off.

Lexus LC 500 dominates 2016 EyesOn Design Awards

The Lexus LC 500 captured top honors for the best-designed production car and the best interior at the 10th annual EyesOn Design awards at the Detroit Auto Show. The awards are handed out by the Detroit Institute of Ophthalmology. The Buick Avista won the concept car category, just as its four-door predecessor, the Avenir, did last year. Other winners this year included the Chrysler Pacifica, which won for the best-designed production "truck" (as crossovers and minivans are sometimes categorized), and the Audi H-Tron Quattro, which won for the best concept truck. The Acura Precision concept was also recognized for its "innovative use of color, graphics, and materials." And the new Volvo S90 was singled out for its human-machine interface. The panel of jurists this year included designers from an array of automakers and art schools. Several past honorees for the organization's LifeTime Design Achievement Award participated in the voting, including GM's Wayne Cherry, BMW DesignworksUSA founder Chuck Pelly, Hyundai's Peter Schreyer, and Jack Telnack (formerly of Ford). Telnack also served on the select panel of chief judges this year, alongside Chris Chapman from Hyundai, Dave Marek from Acura, and Stewart Reed from the Art Center College of Design. Lexus Takes 2 and Buick Wins Best Concept For 2nd Year at EyesOn Design Awards at NAIAS January 12, 2016, Detroit, Michigan. A panel of design leaders representing worldwide automotive manufacturers and transportation design chiefs from top design schools around the globe today selected these vehicles to receive the following EyesOn Design Awards at the North American International Auto Show: * Production Car: 2017 Lexus LC500 * Production Truck: 2017 Chrysler Pacifica * Concept Car: Buick Avista Concept * Concept Truck: Audi h-tron Quattro Concept * Best Designed Interior: 2017 Lexus LC500 * Innovative Use of Color, Graphics and Materials: Acura Precision Concept * Human Machine Interface: 2017 Volvo S90 Chief Judges were: Chris Chapman of Hyundai, Dave Marek of Acura, Stewart Reed of ArtCenter College of Design, and Jack Telnack of Ford Motor Company (retired). 2016 marks the tenth year the EyesOn Design Awards have been an integral part of the North American International Auto Show. Related Video: Featured Gallery 2016 EyesOn Design Award Winners News Source: EyesOn Design Detroit Auto Show Acura Audi Buick Chrysler Lexus Volvo chrysler pacifica volvo s90 lexus lc 500 acura precision concept

Fiat Chrysler dumped 40,000 unordered vehicles on dealers

In a move that echoes recent history, Fiat Chrysler has been making more cars and trucks than dealers in the U.S. are willing to accept, with Bloomberg reporting that at one point the automaker had built up a glut of around 40,000 unordered vehicles. That’s led some dealers to accuse FCA of reviving the dreaded “sales bank” accounting practice of obscuring inventory to improve the balance sheet. The company reportedly began building up its inventory of unordered cars this summer despite an industrywide slowdown in sales and an eagerness by some dealers to thin their inventories because rising interest rates are making it more expensive to hold unsold cars. The inventory build-up also coincided with Fiat ChryslerÂ’s efforts to find a merger partner, first with Renault, which fell through, then last monthÂ’s announcement that it will merge with FranceÂ’s PSA Group. FCA denies any such scheme and tells Bloomberg the rising inventory is down to a new predictive analytics system designed to better square supply with demand from dealers that is helping the company save money and narrow the numbers of unsold vehicles. The company recently agreed to pay a $40 million civil penalty to the U.S. Securities and Exchange Commission to settle a complaint that it paid dealers to report fake sales figures over a span of five years. While no one is suggesting that FCA is in dire financial straits — the company saw higher than expected earnings in the third quarter and record profits in North America — the practice has strong historical precedent by Chrysler, which built up bloated inventories in the run-up to its two federal bailouts, in 1980 and 2009. It was also common at GM and Ford during the 2000s, when all three Detroit automakers struggled with excess manufacturing capacity and plummeting sales in the lead-up to the Great Recession. Back in 2012, CFO Magazine wrote about a report that explained automakersÂ’ rationale for the practice and how it works: Say fixed costs for a given factory are $100, and that the factory can make 50 cars. Consumers, however, demand only 10. Under absorption costing, if the company makes all 50 cars, its cost-per-car is $2. If it makes only up to demand, or 10 cars, the cost-per-car is $10. Although each car adds variable costs for steel and other parts, if those costs are low, the company still has an incentive to make more cars to keep the cost-per-car down.