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首页> 外文期刊>Management today >PLATINUM AWARD WINNER AND INTERNATIONAL CATEGORY WINNER:QUEST WORLDWIDE-WITH TMD FRICTION GROUP
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PLATINUM AWARD WINNER AND INTERNATIONAL CATEGORY WINNER:QUEST WORLDWIDE-WITH TMD FRICTION GROUP

机译：铂金奖得主和国际类别奖得主：问鼎TMD摩擦集团全球

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TMD Friction was a private-equity buyout gone wrong. Bound for bankruptcy, the automotive supplier was a 'distressed company with distressed management', as one observer saw it. To halt the slide, the chairman brought in a new CEO, Derek Whitworth, and a new financing structure. The price of the deal? A swift change in the firm's performance and its culture. TMD needed to double profitability, improve customer service, introduce new products faster, reduce inventory and rationalise manufacturing. Problem was, TMD had been created by merging two friction-material producers-firms that had not been properly integrated and continued to work independently. And manufacturing plants in the UK, Germany, Sweden, France, Spain, Italy, the US, Mexico, Brazil and China all had different histories, practices and attitudes. Global projects were hard to manage across country fief-doms, and, back at head office, the 'three-piece suits' were perceived as distant, mistrustful and autocratic. Though customers valued the products highly, they found the company slow, inconsistent and navel-gazing. 'The cultural task was huge,' admits Detlev Spanholz, TMD's senior vice-president for quality and customer satisfaction. 'Everything was different - not just systems and practices, but the underlying business philosophy of the original companies. We'd tried modern techniques like kaizen but they didn't stick.'
机译：TMD摩擦是私募股权收购错了。一位观察家认为，汽车供应商注定要破产，是一家“经营陷入困境的陷入困境的公司”。为了制止这种下滑，董事长引入了新的首席执行官德里克·惠特沃思（Derek Whitworth）和新的融资结构。交易价格？公司业绩和文化的迅速变化。 TMD需要使利润翻倍，改善客户服务，更快地推出新产品，减少库存并使制造合理化。问题是，TMD是通过合并两家摩擦材料生产商而创建的，这些公司没有得到适当整合，并继续独立运作。英国，德国，瑞典，法国，西班牙，意大利，美国，墨西哥，巴西和中国的制造工厂都有不同的历史，做法和态度。全球项目很难在各个国家的领地中进行管理，回到总部，“三件套”被认为是遥不可及的，不信任的和专制的。尽管客户对产品的评价很高，但他们发现公司运行缓慢，前后不一致且注目。 TMD负责质量和客户满意度的高级副总裁Detlev Spanholz承认：“文化任务非常艰巨。”一切都不尽相同-不仅是系统和做法，还包括原始公司的基本经营理念。我们曾经尝试过像kaizen这样的现代技术，但它们并没有坚持下去。

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    《Management today》 |2008年第5期|p.71|共1页
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