Sublime

Early Cadillac engineering had an important influence on the industry and upon my operations in Hyatt. This was largely due to Henry Leland, who, I believe, was one of those mainly responsible for bringing the technique of interchangeable parts into automobile manufacturing.

I’d tell him how much I liked a certain motor because it broke a lot. Jay didn’t understand that at first; why would a motor that broke all the time be so great? But I told him, “You’re never going to sell it if it doesn’t break. What are you going to do with a bunch of motors that never break?” It was a big learning curve.

Before considering the subject of particular products it is advisable to outline the controlling purposes that presumably underlie the organization and proposed operations of the Corporation. That is, the whole picture should first be clearly drawn in order that the present particular subject may be considered, not just alone, but in its essential

The significant influence of the copper-cooled engine was in what it taught us about the value of organized cooperation and coordination in engineering and other matters. It showed the need to make an effective distinction between divisional and corporate functions in engineering, and also between advanced product engineering and long-range researc

From the strategic standpoint at that time, however, the most dangerous gap in the list was that between the Chevrolet and the Olds. It was big enough to constitute a volume demand and thereby to accommodate, on top of Chevrolet, a competitor against whom we then had no counter. It was therefore an important gap to fill both offensively and defensi

By 1920 its lineup ranged from Chevrolet at the low end through Oakland and Olds, Scripps-Booth and Sheridan, to Buick and Cadillac at the top. But GM’s product lineup, having been assembled through acquisition, was a shambles. There was lots of overlap between brands in the middle of the range, while the lowest-price car was too expensive (the che

Unlike most early motorcar producers, who merely assembled components made by the parts manufacturers, Mr. Durant already had Buick making many of its own parts, and he expected to bring about increasing economies in this direction.

In the Japanese auto plant, they didn’t examine the problem and accumulate data to figure out the best solution—they engineered the outcome they wanted from the beginning. If they didn’t achieve their desired outcome, they understood it was because of a decision they made at the start of the process.