More bad news for General Motors as 117,000 vehicles recalled
General Motors is recalling more than 117,000 vehicles from 2013 and 2014 for a defect that could cause them to stall. The vehicles being recalled include the Chevrolet Tahoe, Suburban, Traverse, Express and Silverado; the Cadillac, CTS, Escalade and Excalade ESV; the GMC Yukon, Yukon XL, Acadia, Savana and Sierra; and the Buick Enclave.
GM says metal slivers in the chassis control module could cause an electrical short. If that happens, the vehicle could stall.
GM knows of no accidents or injuries related to the defect and believes only 1 percent of the vehicles being recalled are affected.
The recall includes 97,540 vehicles sold in the U.S. and 20,201 exported elsewhere. Around 4,500 vehicles haven’t yet been sold.
The news will come as yet another blow for General Motors, which has been plagued with recalls and defects in the last few years. Overall, GM has issued 71 recalls covering 29.95 million vehicles in North America this year alone. The wave of recalls was triggered after the company stepped up efforts to spot problematic vehicles in the wake of its ignition-switch scandal.
Earlier this year, the auto maker recalled 2.6 million vehicles because a jarring of the ignition key could cause the switch to slip from “on” to “accessory,” cutting power to air bags and power steering. GM waited 11 years to initiate that recall, resulting in a $35 million fine issued by the National Highway Traffic Safety Administration as well as a Justice Department investigation.
Gartner: Leaders Lack Skilled Smart Manufacturing Workers
With organisations rapidly adopting industry 4.0 capabilities to increase productivity, efficiency, transparency, and quality as well as reduce cost, manufacturers “are under pressure to bring their workforce into the 21st century,” says Gartner.
While more connected factory workers are leveraging digital tools and data management techniques to improve decision accuracy, increase knowledge and lessen variability, 57% of manufacturing leaders feel that their organisations lack the skilled workers needed to support their smart manufacturing digitalisation plans.
“Our survey revealed that manufacturers are currently going through a difficult phase in their digitisation journey toward smart manufacturing,” said Simon Jacobson, Vice President analyst, Gartner Supply Chain practice.
“They accept that changing from a break-fix mentality and culture to a data-driven workforce is a must. However, intuition, efficiency and engagement cannot be sacrificed. New workers might be tech-savvy but lack access to best practices and know-how — and tenured workers might have the knowledge, but not the digital skills. A truly connected factory worker in a smart manufacturing environment needs both.”
Surveying 439 respondents from North America, Western Europe and APAC, Gartner found that “organisational complexity, integration and process reengineering are the most prevalent challenges for executing smart manufacturing initiatives.” Combined they represent “the largest change management obstacle [for manufacturers],” adds Gartner.
“It’s interesting to see that leadership commitment is frequently cited as not being a challenge. Across all respondents, 83% agree that their leadership understands and accepts the need to invest in smart manufacturing. However, it does not reflect whether or not the majority of leaders understand the magnitude of change in front of them – regarding technology, as well as talent,” added Jacobson.
Technology and People
While the value and opportunities smart manufacturing can provide an organisation is being recognised, introducing technology alone isn’t enough. Gartner emphasises the importance of evolving factory workers alongside the technology, ensuring that they are on board in order for the change to be successful.
“The most immediate action is for organisations to realize that this is more than digitisation. It requires synchronising activities for capability building, capability enablement and empowering people. Taking a ‘how to improve a day in the life’ approach will increase engagement, continuous learning and ultimately foster a pull-based approach that will attract tenured workers. They are the best points of contact to identify the best starting points for automation and the required data and digital tools for better decision-making,” said Jacobson.
Long term, “it is important to establish a data-driven culture in manufacturing operations that is rooted in governance and training - without stifling employee creativity and ingenuity,” concluded Gartner.