What Is Good for General Motors?: Solving America's Industrial Conundrum. This item is unavailable.What Is Good for General Motors?: Solving America's Industrial Conundrum

An insider exposes the strategic decisions that have caused the foundation of America's industrial sector to crumble, then lays out a plan for its restoration. The author led GM Chairman John Smale's Scenario Planning Staff in the mid-1990s and Roger Smith's development of a Saturn expansion proposal in the late-1980s after a career in GM plant operations designing and managing manufacturing systems.

Thomas A. Crumm is a third-generation autoworker born and raised in Flint, Michigan. His grandfathers and father began their careers with tools in their hands and rose to play important roles in the auto industry. Tom’s career began in the same way. His successes in improving operations and designing manufacturing systems would take him to every corner of GM’s diverse operations. His many successes in the leadership of manufacturing and engineering activities moved him steadily up through the ranks and into roles of increasing responsibility. Tom’s corporate leadership education came during his six years in Roger Smith’s Corporate Strategic Planning Group (think tank), when he was afforded the opportunity to attend executive programs at Harvard, The Wharton School and then Northwestern. But if asked, he will tell you he is a hands-on industrial engineer. Tom Crumm was appointed to lead GM Chairman John Smale’s Scenario Planning Staff in the mid-nineties in an attempt to alter the course of General Motors. Tom was also the appointed “visionary” for Roger Smith when he attempted to expand the Saturn experiment across the corporation.