Assignment Prompt & Instructions
Discussion
– ## W5.docx
– ## ProQuestDocuments-2025-08-04.pdf
**## W5.docx**
Discussion 300-350 words
W5: Flexible Manufacturing Plants
Honda uses flexible plants in the manufacturing of its cars. Discuss whether this method of production results in optimum output. For further information, read The Wall Street Journal, September 23, 2008, p. B1. How to Access the Wall Street Journal through the Online Library:
References
Linebaugh, K. (2008, Sep 23). Honda's Flexible Plants Provide Edge; Company Can Rejigger Vehicle Output to Match Consumer Demand Faster Than Its Rivals.
_Wall Street Journal_ http://ezproxy.apus.edu/login?qurl=https%3A%2F%2Fwww.proquest.com%2Fnewspapers%2Fhondas-flexible-plants-provide-edge-company-can%2Fdocview%2F399105360%2Fse-2%3Faccountid%3D8289
Respond to Discussion (Mos) 150-200 words
Honda’s flexible manufacturing system provides a key advantage by allowing the company to quickly adapt to changes in consumer demand without incurring the significant downtime typically associated with retooling production lines. By designing plants that can efficiently switch between different vehicle models, Honda is able to balance production across multiple lines and minimize inventory build-up, which is often costly. This approach facilitates optimal output because the company can respond to market shifts with greater agility. However, while this flexibility is an advantage, it also introduces certain complexities. Constantly reconfiguring production lines and retraining staff may lead to inefficiencies and operational challenges, especially if resources are overextended or priorities change too frequently.
When comparing Honda’s approach to competitors like Toyota and Ford, it becomes clear that while flexibility is important, the trade-offs in managing it are significant. Toyota, for example, emphasizes its “Just-in-Time” (JIT) philosophy, which focuses on reducing waste by producing only what is needed at any given moment, but its system requires careful coordination and a high degree of precision. Ford, traditionally known for more rigid production systems, is now incorporating flexible elements to keep up with market demands. While Honda’s strategy gives it an edge in terms of responsiveness, the challenges of managing a constantly shifting production environment must be carefully weighed against the potential for diminished efficiency. Ultimately, Honda must strike the right balance to ensure that its flexible manufacturing system remains an advantage in both the short and long term.
Respond to Discussion (DH) 150-200 words
Honda's production efficiency is highly dependent on its flexible manufacturing plants to operate at maximum capacity. Traditional automobile plants were constructed with a specific model in mind, and changing over to a new vehicle could take millions of dollars and days of downtime. Honda's flexibility allows it to switch from one model's production to another in minutes rather than weeks, avoiding costly shutdowns and renovations.
Honda's ability to be flexible has several key advantages. The biggest I believe is it allows the company to be more responsive to changes in consumer demand and market conditions. For example, when gas prices spiked in 2008, Honda was able to ramp up production of its smaller, more fuel-efficient cars such as the Civic and CR-V while cutting back on its Ridgeline truck. Honda had a competitive edge because it made the change overnight, while other manufacturers took months to catch up.
Flexible manufacturing also reduces the risk of over- or underproduction and improves inventory management. By producing many different models in the same facility, Honda can better balance production levels across its portfolio and stay in tune with actual customer demand. This improves operational efficiency and helps reduce waste.
Switching between models is also more efficient for equipment and labor. Honda's robots can simply flip their hand-like arms to switch between models with ease, while workers and machinery can quickly adapt because all Honda vehicles are designed to be assembled in the same way. This reduces training costs and downtime.
Honda's flexible manufacturing system increases efficiency, agility, and resource utilization to facilitate maximum capacity. This gives Honda a significant competitive advantage that allows it to adapt more quickly to market changes, meet customer needs more effectively, and maintain performance even in challenging times.
**## ProQuestDocuments-2025-08-04.pdf**
Honda's Flexible Plants Provide Edge; Company Can
Rejigger Vehicle Output to Match Consumer Demand
Faster Than Its Rivals
Linebaugh, Kate . Linebaugh, Kate.
ProQuest document link
ABSTRACT
It has been a tough year for most auto makers in the U.S. Housing woes and the slumping economy have depressed
overall vehicle sales, and high gasoline prices have spurred American consumers to buy small cars instead of the
pickup trucks and SUVs that were so popular in years past. Even mighty Toyota Motor Corp. has seen its U.S. sales fall
7.8% But U.S. sales at Honda, Japan's No. 2 auto maker, are up 1.7% in the period, and its U.S. market share has
vaulted to a record 11.1% in August.
FULL TEXT
East Liberty, Ohio — One recent morning, the Honda Motor Co. plant here churned out 120 Civic compacts. Then the
production line came to a halt and workers in white uniforms swept in to install new hand-like parts on the giant gray
robots that weld steel into the cars' frames.
About five minutes later, the line roared back to life, and the robots began zapping together a longer, taller vehicle,
the CR-V crossover.
In the automotive world, this is considered quite a feat. Until a few years ago, most auto plants in North America
could make only one vehicle without substantial investment. Now, other manufacturers have a few flexible plants. A
Ford Motor Co. plant in Oakville, Ontario, for example, makes three different vehicles, and many plants can produce
slight variations on one basic car or truck.
But switching from one model to a completely different one still can take weeks and millions of dollars. Ford will
spend at least $75 million to overhaul a sport-utility-vehicle plant in Michigan to make small cars, and the work will
take 13 months. General Motors Corp. is retooling its Lordstown, Ohio, plant to produce a new model at a cost of $350
million.
The manufacturing dexterity of Honda's plants, now the most flexible in North America, is emerging as a key strategic
advantage for the company. In an era of volatile gasoline prices, Honda can adjust production to inventory levels
faster than its competitors. Earlier this year, when gasoline prices reached $4 a gallon, the company slowed
production of its Ridgeline pickup truck at its Canada plant and increased output of better-selling vehicles.
In recent weeks, fuel prices have eased. If prices continue to fall and demand for larger vehicles improves, Honda has
the ability to adjust faster than its competitors, says Ron Harbour, a partner at Oliver Wyman, publisher of the Harbour
Report on auto production.
It has been a tough year for most auto makers in the U.S. Housing woes and the slumping economy have depressed
overall vehicle sales, and high gasoline prices have spurred American consumers to buy small cars instead of the
[http://ezproxy.apus.edu/login?qurl=https%3A%2F%2Fwww.proquest.com%2Fnewspapers%2Fhondas-flexible-plants-provide-edge-company-can%2Fdocview%2F399105360%2Fse-2%3Faccountid%3D8289](http://ezproxy.apus.edu/login?qurl=https%3A%2F%2Fwww.proquest.com%2Fnewspapers%2Fhondas-flexible-plants-provide-edge-company-can%2Fdocview%2F399105360%2Fse-2%3Faccountid%3D8289)
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pickup trucks and SUVs that were so popular in years past. In the first eight months of the year, sales were down 24%
at Chrysler LLC, 18% at GM and 15% at Ford. Even mighty Toyota Motor Corp. has seen its U.S. sales fall 7.8%
But U.S. sales at Honda, Japan's No. 2 auto maker, are up 1.7% in the period, and its U.S. market share has vaulted to
a record 11.1% in August. It is now the No. 4 auto maker in the U.S., behind GM, Toyota and Ford but ahead of
Chrysler. It sold only 3,600 fewer vehicles than Ford in August.
Honda faces plenty of challenges. Sales of its pickup truck have been disappointing. Its upscale brand, Acura,
struggles to stand out in a segment dominated by Toyota's Lexus unit, BMW AG and Daimler AG's Mercedes-Benz unit.
And while Honda is known for fuel efficiency, it will have to race to catch up to Toyota in gasoline-electric hybrids.
Honda's most obvious strength is a model line of mainly small and fuel-efficient vehicles. It avoided making the kind
of big pickups and SUVs that have heavy steel frames beneath their sheet metal. The Ridgeline and Honda's SUV-like
vehicles use lighter, car-like underpinnings.
In addition, just as demand for small cars is rising, Honda is about to expand its ability to make Civics. A new
Greensburg, Ind., plant is set to start production in a few weeks. By next year, it will make about 16,000 Civics a month.
But Honda's manufacturing flexibility is almost as key to its success as its product lineup. To respond to changes in
economic conditions, Honda is able to shuffle production among different plants as well as make different models in
one plant.
A decade ago, the company invested $400 million in its three Ohio facilities to make them flexible. That allowed it to
stop importing the CR-V from a plant in Britain when the weak dollar was hurting margins. Later this year, output of
the Ridgeline pickup will be switched from Alliston, Ontario, to Lincoln, Ala., so the Canadian plant can expand Civic
capacity.
Auto makers used to design a new manufacturing process each time they designed a new car, and older assembly
plants reflect that. At Honda, a variety of models can be assembled efficiently because almost all of its vehicles are
designed to be put together the same way, even if their parts are slightly different. Here in East Liberty, the doors are
installed on the Civic and CR-V at the same stage of the process, and their side panels are joined to their roofs at the
same point in the production line.
Another key is the gray robots. They use a Honda-engineered device much like a hand to hold the parts during the
welding process. Workers simply put different "hands" on the robots to handle the parts for different vehicles.
Honda's plants are also set up to produce a fast-selling product like the Accord as well as several slower-selling
models like the Element and Acura RDX. That way Honda can adjust production of vehicles that fall out of favor faster.
The new plant in Indiana will start off making Civics but could make any of Honda's vehicles, says Larry Jutte, a senior
manufacturing executive for Honda in Ohio. "We have the flexibility to do what is necessary," he says.
Enlarge this image.
DETAILS
Subject: Automobiles; Gasoline prices; Flexible manufacturing systems; Production methods;
Automobile production; Robots; Energy efficiency; Vehicles; Manufacturing; Factories
Business indexing term: Subject: Gasoline prices Flexible manufacturing systems Production methods
Automobile production Manufacturing Factories; Corporation: Toyota Motor Corp
Mercedes-Benz Group AG
Company / organization: Name: Honda Motor Co Ltd; NAICS: 336110, 336390, 336991
Classification: 9179: Asia &the Pacific; 8680: Transportation equipment industry; 5310: Production
planning &control
Publication title: Wall Street Journal, Eastern edition; New York, N.Y.
Pages: B.1
Publication year: 2008
Publication date: Sep 23, 2008
Publisher: Dow Jones &Company Inc.
Place of publication: New York, N.Y.
Country of publication: United States
Publication subject: Business And Economics–Banking And Finance
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– Honda's Flexible Plants Provide Edge; Company Can Rejigger Vehicle Output to Match Consumer Demand Faster Than Its Rivals
**## ProQuestDocuments-2025-08-04.pdf**
Honda's Flexible Plants Provide Edge; Company Can
Rejigger Vehicle Output to Match Consumer Demand
Faster Than Its Rivals
Linebaugh, Kate . Linebaugh, Kate.
ProQuest document link
ABSTRACT
It has been a tough year for most auto makers in the U.S. Housing woes and the slumping economy have depressed
overall vehicle sales, and high gasoline prices have spurred American consumers to buy small cars instead of the
pickup trucks and SUVs that were so popular in years past. Even mighty Toyota Motor Corp. has seen its U.S. sales fall
7.8% But U.S. sales at Honda, Japan's No. 2 auto maker, are up 1.7% in the period, and its U.S. market share has
vaulted to a record 11.1% in August.
FULL TEXT
East Liberty, Ohio — One recent morning, the Honda Motor Co. plant here churned out 120 Civic compacts. Then the
production line came to a halt and workers in white uniforms swept in to install new hand-like parts on the giant gray
robots that weld steel into the cars' frames.
About five minutes later, the line roared back to life, and the robots began zapping together a longer, taller vehicle,
the CR-V crossover.
In the automotive world, this is considered quite a feat. Until a few years ago, most auto plants in North America
could make only one vehicle without substantial investment. Now, other manufacturers have a few flexible plants. A
Ford Motor Co. plant in Oakville, Ontario, for example, makes three different vehicles, and many plants can produce
slight variations on one basic car or truck.
But switching from one model to a completely different one still can take weeks and millions of dollars. Ford will
spend at least $75 million to overhaul a sport-utility-vehicle plant in Michigan to make small cars, and the work will
take 13 months. General Motors Corp. is retooling its Lordstown, Ohio, plant to produce a new model at a cost of $350
million.
The manufacturing dexterity of Honda's plants, now the most flexible in North America, is emerging as a key strategic
advantage for the company. In an era of volatile gasoline prices, Honda can adjust production to inventory levels
faster than its competitors. Earlier this year, when gasoline prices reached $4 a gallon, the company slowed
production of its Ridgeline pickup truck at its Canada plant and increased output of better-selling vehicles.
In recent weeks, fuel prices have eased. If prices continue to fall and demand for larger vehicles improves, Honda has
the ability to adjust faster than its competitors, says Ron Harbour, a partner at Oliver Wyman, publisher of the Harbour
Report on auto production.
It has been a tough year for most auto makers in the U.S. Housing woes and the slumping economy have depressed
overall vehicle sales, and high gasoline prices have spurred American consumers to buy small cars instead of the
[http://ezproxy.apus.edu/login?qurl=https%3A%2F%2Fwww.proquest.com%2Fnewspapers%2Fhondas-flexible-plants-provide-edge-company-can%2Fdocview%2F399105360%2Fse-2%3Faccountid%3D8289](http://ezproxy.apus.edu/login?qurl=https%3A%2F%2Fwww.proquest.com%2Fnewspapers%2Fhondas-flexible-plants-provide-edge-company-can%2Fdocview%2F399105360%2Fse-2%3Faccountid%3D8289)
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pickup trucks and SUVs that were so popular in years past. In the first eight months of the year, sales were down 24%
at Chrysler LLC, 18% at GM and 15% at Ford. Even mighty Toyota Motor Corp. has seen its U.S. sales fall 7.8%
But U.S. sales at Honda, Japan's No. 2 auto maker, are up 1.7% in the period, and its U.S. market share has vaulted to
a record 11.1% in August. It is now the No. 4 auto maker in the U.S., behind GM, Toyota and Ford but ahead of
Chrysler. It sold only 3,600 fewer vehicles than Ford in August.
Honda faces plenty of challenges. Sales of its pickup truck have been disappointing. Its upscale brand, Acura,
struggles to stand out in a segment dominated by Toyota's Lexus unit, BMW AG and Daimler AG's Mercedes-Benz unit.
And while Honda is known for fuel efficiency, it will have to race to catch up to Toyota in gasoline-electric hybrids.
Honda's most obvious strength is a model line of mainly small and fuel-efficient vehicles. It avoided making the kind
of big pickups and SUVs that have heavy steel frames beneath their sheet metal. The Ridgeline and Honda's SUV-like
vehicles use lighter, car-like underpinnings.
In addition, just as demand for small cars is rising, Honda is about to expand its ability to make Civics. A new
Greensburg, Ind., plant is set to start production in a few weeks. By next year, it will make about 16,000 Civics a month.
But Honda's manufacturing flexibility is almost as key to its success as its product lineup. To respond to changes in
economic conditions, Honda is able to shuffle production among different plants as well as make different models in
one plant.
A decade ago, the company invested $400 million in its three Ohio facilities to make them flexible. That allowed it to
stop importing the CR-V from a plant in Britain when the weak dollar was hurting margins. Later this year, output of
the Ridgeline pickup will be switched from Alliston, Ontario, to Lincoln, Ala., so the Canadian plant can expand Civic
capacity.
Auto makers used to design a new manufacturing process each time they designed a new car, and older assembly
plants reflect that. At Honda, a variety of models can be assembled efficiently because almost all of its vehicles are
designed to be put together the same way, even if their parts are slightly different. Here in East Liberty, the doors are
installed on the Civic and CR-V at the same stage of the process, and their side panels are joined to their roofs at the
same point in the production line.
Another key is the gray robots. They use a Honda-engineered device much like a hand to hold the parts during the
welding process. Workers simply put different "hands" on the robots to handle the parts for different vehicles.
Honda's plants are also set up to produce a fast-selling product like the Accord as well as several slower-selling
models like the Element and Acura RDX. That way Honda can adjust production of vehicles that fall out of favor faster.
The new plant in Indiana will start off making Civics but could make any of Honda's vehicles, says Larry Jutte, a senior
manufacturing executive for Honda in Ohio. "We have the flexibility to do what is necessary," he says.
Enlarge this image.
DETAILS
Subject: Automobiles; Gasoline prices; Flexible manufacturing systems; Production methods;
Automobile production; Robots; Energy efficiency; Vehicles; Manufacturing; Factories
Business indexing term: Subject: Gasoline prices Flexible manufacturing systems Production methods
Automobile production Manufacturing Factories; Corporation: Toyota Motor Corp
Mercedes-Benz Group AG
Company / organization: Name: Honda Motor Co Ltd; NAICS: 336110, 336390, 336991
Classification: 9179: Asia &the Pacific; 8680: Transportation equipment industry; 5310: Production
planning &control
Publication title: Wall Street Journal, Eastern edition; New York, N.Y.
Pages: B.1
Publication year: 2008
Publication date: Sep 23, 2008
Publisher: Dow Jones &Company Inc.
Place of publication: New York, N.Y.
Country of publication: United States
Publication subject: Business And Economics–Banking And Finance
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Database copyright 2025 ProQuest LLC. All rights reserved.
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ISSN: 00999660
Source type: Newspaper
Language of publication: English
Document type: News
ProQuest document ID: 399105360
Document URL: http://ezproxy.apus.edu/login?qurl=https%3A%2F%2Fwww.proquest.com%2Fnewspa
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Copyright: (c) 2008 Dow Jones &Company, Inc. Reproduced with permission of copyright owner.
Further reproduction or distribution is prohibited without permission.
Full text availability: This publication may be subject to restrictions within certain markets, including
corporations, non-profits, government institutions, and public libraries. In those cases
records will be visible to users, but not full text.
Last updated: 2025-01-29
Database: ProQuest Central
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– Honda's Flexible Plants Provide Edge; Company Can Rejigger Vehicle Output to Match Consumer Demand Faster Than Its Rivals
**## W5.docx**
Discussion 300-350 words
W5: Flexible Manufacturing Plants
Honda uses flexible plants in the manufacturing of its cars. Discuss whether this method of production results in optimum output. For further information, read The Wall Street Journal, September 23, 2008, p. B1. How to Access the Wall Street Journal through the Online Library:
References
Linebaugh, K. (2008, Sep 23). Honda's Flexible Plants Provide Edge; Company Can Rejigger Vehicle Output to Match Consumer Demand Faster Than Its Rivals.
_Wall Street Journal_ http://ezproxy.apus.edu/login?qurl=https%3A%2F%2Fwww.proquest.com%2Fnewspapers%2Fhondas-flexible-plants-provide-edge-company-can%2Fdocview%2F399105360%2Fse-2%3Faccountid%3D8289
Respond to Discussion (Mos) 150-200 words
Honda’s flexible manufacturing system provides a key advantage by allowing the company to quickly adapt to changes in consumer demand without incurring the significant downtime typically associated with retooling production lines. By designing plants that can efficiently switch between different vehicle models, Honda is able to balance production across multiple lines and minimize inventory build-up, which is often costly. This approach facilitates optimal output because the company can respond to market shifts with greater agility. However, while this flexibility is an advantage, it also introduces certain complexities. Constantly reconfiguring production lines and retraining staff may lead to inefficiencies and operational challenges, especially if resources are overextended or priorities change too frequently.
When comparing Honda’s approach to competitors like Toyota and Ford, it becomes clear that while flexibility is important, the trade-offs in managing it are significant. Toyota, for example, emphasizes its “Just-in-Time” (JIT) philosophy, which focuses on reducing waste by producing only what is needed at any given moment, but its system requires careful coordination and a high degree of precision. Ford, traditionally known for more rigid production systems, is now incorporating flexible elements to keep up with market demands. While Honda’s strategy gives it an edge in terms of responsiveness, the challenges of managing a constantly shifting production environment must be carefully weighed against the potential for diminished efficiency. Ultimately, Honda must strike the right balance to ensure that its flexible manufacturing system remains an advantage in both the short and long term.
Respond to Discussion (DH) 150-200 words
Honda's production efficiency is highly dependent on its flexible manufacturing plants to operate at maximum capacity. Traditional automobile plants were constructed with a specific model in mind, and changing over to a new vehicle could take millions of dollars and days of downtime. Honda's flexibility allows it to switch from one model's production to another in minutes rather than weeks, avoiding costly shutdowns and renovations.
Honda's ability to be flexible has several key advantages. The biggest I believe is it allows the company to be more responsive to changes in consumer demand and market conditions. For example, when gas prices spiked in 2008, Honda was able to ramp up production of its smaller, more fuel-efficient cars such as the Civic and CR-V while cutting back on its Ridgeline truck. Honda had a competitive edge because it made the change overnight, while other manufacturers took months to catch up.
Flexible manufacturing also reduces the risk of over- or underproduction and improves inventory management. By producing many different models in the same facility, Honda can better balance production levels across its portfolio and stay in tune with actual customer demand. This improves operational efficiency and helps reduce waste.
Switching between models is also more efficient for equipment and labor. Honda's robots can simply flip their hand-like arms to switch between models with ease, while workers and machinery can quickly adapt because all Honda vehicles are designed to be assembled in the same way. This reduces training costs and downtime.
Honda's flexible manufacturing system increases efficiency, agility, and resource utilization to facilitate maximum capacity. This gives Honda a significant competitive advantage that allows it to adapt more quickly to market changes, meet customer needs more effectively, and maintain performance even in challenging times.
**## ProQuestDocuments-2025-08-04.pdf**
Honda's Flexible Plants Provide Edge; Company Can
Rejigger Vehicle Output to Match Consumer Demand
Faster Than Its Rivals
Linebaugh, Kate . Linebaugh, Kate.
ProQuest document link
ABSTRACT
It has been a tough year for most auto makers in the U.S. Housing woes and the slumping economy have depressed
overall vehicle sales, and high gasoline prices have spurred American consumers to buy small cars instead of the
pickup trucks and SUVs that were so popular in years past. Even mighty Toyota Motor Corp. has seen its U.S. sales fall
7.8% But U.S. sales at Honda, Japan's No. 2 auto maker, are up 1.7% in the period, and its U.S. market share has
vaulted to a record 11.1% in August.
FULL TEXT
East Liberty, Ohio — One recent morning, the Honda Motor Co. plant here churned out 120 Civic compacts. Then the
production line came to a halt and workers in white uniforms swept in to install new hand-like parts on the giant gray
robots that weld steel into the cars' frames.
About five minutes later, the line roared back to life, and the robots began zapping together a longer, taller vehicle,
the CR-V crossover.
In the automotive world, this is considered quite a feat. Until a few years ago, most auto plants in North America
could make only one vehicle without substantial investment. Now, other manufacturers have a few flexible plants. A
Ford Motor Co. plant in Oakville, Ontario, for example, makes three different vehicles, and many plants can produce
slight variations on one basic car or truck.
But switching from one model to a completely different one still can take weeks and millions of dollars. Ford will
spend at least $75 million to overhaul a sport-utility-vehicle plant in Michigan to make small cars, and the work will
take 13 months. General Motors Corp. is retooling its Lordstown, Ohio, plant to produce a new model at a cost of $350
million.
The manufacturing dexterity of Honda's plants, now the most flexible in North America, is emerging as a key strategic
advantage for the company. In an era of volatile gasoline prices, Honda can adjust production to inventory levels
faster than its competitors. Earlier this year, when gasoline prices reached $4 a gallon, the company slowed
production of its Ridgeline pickup truck at its Canada plant and increased output of better-selling vehicles.
In recent weeks, fuel prices have eased. If prices continue to fall and demand for larger vehicles improves, Honda has
the ability to adjust faster than its competitors, says Ron Harbour, a partner at Oliver Wyman, publisher of the Harbour
Report on auto production.
It has been a tough year for most auto makers in the U.S. Housing woes and the slumping economy have depressed
overall vehicle sales, and high gasoline prices have spurred American consumers to buy small cars instead of the
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pickup trucks and SUVs that were so popular in years past. In the first eight months of the year, sales were down 24%
at Chrysler LLC, 18% at GM and 15% at Ford. Even mighty Toyota Motor Corp. has seen its U.S. sales fall 7.8%
But U.S. sales at Honda, Japan's No. 2 auto maker, are up 1.7% in the period, and its U.S. market share has vaulted to
a record 11.1% in August. It is now the No. 4 auto maker in the U.S., behind GM, Toyota and Ford but ahead of
Chrysler. It sold only 3,600 fewer vehicles than Ford in August.
Honda faces plenty of challenges. Sales of its pickup truck have been disappointing. Its upscale brand, Acura,
struggles to stand out in a segment dominated by Toyota's Lexus unit, BMW AG and Daimler AG's Mercedes-Benz unit.
And while Honda is known for fuel efficiency, it will have to race to catch up to Toyota in gasoline-electric hybrids.
Honda's most obvious strength is a model line of mainly small and fuel-efficient vehicles. It avoided making the kind
of big pickups and SUVs that have heavy steel frames beneath their sheet metal. The Ridgeline and Honda's SUV-like
vehicles use lighter, car-like underpinnings.
In addition, just as demand for small cars is rising, Honda is about to expand its ability to make Civics. A new
Greensburg, Ind., plant is set to start production in a few weeks. By next year, it will make about 16,000 Civics a month.
But Honda's manufacturing flexibility is almost as key to its success as its product lineup. To respond to changes in
economic conditions, Honda is able to shuffle production among different plants as well as make different models in
one plant.
A decade ago, the company invested $400 million in its three Ohio facilities to make them flexible. That allowed it to
stop importing the CR-V from a plant in Britain when the weak dollar was hurting margins. Later this year, output of
the Ridgeline pickup will be switched from Alliston, Ontario, to Lincoln, Ala., so the Canadian plant can expand Civic
capacity.
Auto makers used to design a new manufacturing process each time they designed a new car, and older assembly
plants reflect that. At Honda, a variety of models can be assembled efficiently because almost all of its vehicles are
designed to be put together the same way, even if their parts are slightly different. Here in East Liberty, the doors are
installed on the Civic and CR-V at the same stage of the process, and their side panels are joined to their roofs at the
same point in the production line.
Another key is the gray robots. They use a Honda-engineered device much like a hand to hold the parts during the
welding process. Workers simply put different "hands" on the robots to handle the parts for different vehicles.
Honda's plants are also set up to produce a fast-selling product like the Accord as well as several slower-selling
models like the Element and Acura RDX. That way Honda can adjust production of vehicles that fall out of favor faster.
The new plant in Indiana will start off making Civics but could make any of Honda's vehicles, says Larry Jutte, a senior
manufacturing executive for Honda in Ohio. "We have the flexibility to do what is necessary," he says.
Enlarge this image.
DETAILS
Subject: Automobiles; Gasoline prices; Flexible manufacturing systems; Production methods;
Automobile production; Robots; Energy efficiency; Vehicles; Manufacturing; Factories
Business indexing term: Subject: Gasoline prices Flexible manufacturing systems Production methods
Automobile production Manufacturing Factories; Corporation: Toyota Motor Corp
Mercedes-Benz Group AG
Company / organization: Name: Honda Motor Co Ltd; NAICS: 336110, 336390, 336991
Classification: 9179: Asia &the Pacific; 8680: Transportation equipment industry; 5310: Production
planning &control
Publication title: Wall Street Journal, Eastern edition; New York, N.Y.
Pages: B.1
Publication year: 2008
Publication date: Sep 23, 2008
Publisher: Dow Jones &Company Inc.
Place of publication: New York, N.Y.
Country of publication: United States
Publication subject: Business And Economics–Banking And Finance
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– Honda's Flexible Plants Provide Edge; Company Can Rejigger Vehicle Output to Match Consumer Demand Faster Than Its Rivals
**## W5.docx**
Discussion 300-350 words
W5: Flexible Manufacturing Plants
Honda uses flexible plants in the manufacturing of its cars. Discuss whether this method of production results in optimum output. For further information, read The Wall Street Journal, September 23, 2008, p. B1. How to Access the Wall Street Journal through the Online Library:
References
Linebaugh, K. (2008, Sep 23). Honda's Flexible Plants Provide Edge; Company Can Rejigger Vehicle Output to Match Consumer Demand Faster Than Its Rivals.
_Wall Street Journal_ http://ezproxy.apus.edu/login?qurl=https%3A%2F%2Fwww.proquest.com%2Fnewspapers%2Fhondas-flexible-plants-provide-edge-company-can%2Fdocview%2F399105360%2Fse-2%3Faccountid%3D8289
Respond to Discussion (Mos) 150-200 words
Honda’s flexible manufacturing system provides a key advantage by allowing the company to quickly adapt to changes in consumer demand without incurring the significant downtime typically associated with retooling production lines. By designing plants that can efficiently switch between different vehicle models, Honda is able to balance production across multiple lines and minimize inventory build-up, which is often costly. This approach facilitates optimal output because the company can respond to market shifts with greater agility. However, while this flexibility is an advantage, it also introduces certain complexities. Constantly reconfiguring production lines and retraining staff may lead to inefficiencies and operational challenges, especially if resources are overextended or priorities change too frequently.
When comparing Honda’s approach to competitors like Toyota and Ford, it becomes clear that while flexibility is important, the trade-offs in managing it are significant. Toyota, for example, emphasizes its “Just-in-Time” (JIT) philosophy, which focuses on reducing waste by producing only what is needed at any given moment, but its system requires careful coordination and a high degree of precision. Ford, traditionally known for more rigid production systems, is now incorporating flexible elements to keep up with market demands. While Honda’s strategy gives it an edge in terms of responsiveness, the challenges of managing a constantly shifting production environment must be carefully weighed against the potential for diminished efficiency. Ultimately, Honda must strike the right balance to ensure that its flexible manufacturing system remains an advantage in both the short and long term.
Respond to Discussion (DH) 150-200 words
Honda's production efficiency is highly dependent on its flexible manufacturing plants to operate at maximum capacity. Traditional automobile plants were constructed with a specific model in mind, and changing over to a new vehicle could take millions of dollars and days of downtime. Honda's flexibility allows it to switch from one model's production to another in minutes rather than weeks, avoiding costly shutdowns and renovations.
Honda's ability to be flexible has several key advantages. The biggest I believe is it allows the company to be more responsive to changes in consumer demand and market conditions. For example, when gas prices spiked in 2008, Honda was able to ramp up production of its smaller, more fuel-efficient cars such as the Civic and CR-V while cutting back on its Ridgeline truck. Honda had a competitive edge because it made the change overnight, while other manufacturers took months to catch up.
Flexible manufacturing also reduces the risk of over- or underproduction and improves inventory management. By producing many different models in the same facility, Honda can better balance production levels across its portfolio and stay in tune with actual customer demand. This improves operational efficiency and helps reduce waste.
Switching between models is also more efficient for equipment and labor. Honda's robots can simply flip their hand-like arms to switch between models with ease, while workers and machinery can quickly adapt because all Honda vehicles are designed to be assembled in the same way. This reduces training costs and downtime.
Honda's flexible manufacturing system increases efficiency, agility, and resource utilization to facilitate maximum capacity. This gives Honda a significant competitive advantage that allows it to adapt more quickly to market changes, meet customer needs more effectively, and maintain performance even in challenging times.
**## ProQuestDocuments-2025-08-04.pdf**
Honda's Flexible Plants Provide Edge; Company Can
Rejigger Vehicle Output to Match Consumer Demand
Faster Than Its Rivals
Linebaugh, Kate . Linebaugh, Kate.
ProQuest document link
ABSTRACT
It has been a tough year for most auto makers in the U.S. Housing woes and the slumping economy have depressed
overall vehicle sales, and high gasoline prices have spurred American consumers to buy small cars instead of the
pickup trucks and SUVs that were so popular in years past. Even mighty Toyota Motor Corp. has seen its U.S. sales fall
7.8% But U.S. sales at Honda, Japan's No. 2 auto maker, are up 1.7% in the period, and its U.S. market share has
vaulted to a record 11.1% in August.
FULL TEXT
East Liberty, Ohio — One recent morning, the Honda Motor Co. plant here churned out 120 Civic compacts. Then the
production line came to a halt and workers in white uniforms swept in to install new hand-like parts on the giant gray
robots that weld steel into the cars' frames.
About five minutes later, the line roared back to life, and the robots began zapping together a longer, taller vehicle,
the CR-V crossover.
In the automotive world, this is considered quite a feat. Until a few years ago, most auto plants in North America
could make only one vehicle without substantial investment. Now, other manufacturers have a few flexible plants. A
Ford Motor Co. plant in Oakville, Ontario, for example, makes three different vehicles, and many plants can produce
slight variations on one basic car or truck.
But switching from one model to a completely different one still can take weeks and millions of dollars. Ford will
spend at least $75 million to overhaul a sport-utility-vehicle plant in Michigan to make small cars, and the work will
take 13 months. General Motors Corp. is retooling its Lordstown, Ohio, plant to produce a new model at a cost of $350
million.
The manufacturing dexterity of Honda's plants, now the most flexible in North America, is emerging as a key strategic
advantage for the company. In an era of volatile gasoline prices, Honda can adjust production to inventory levels
faster than its competitors. Earlier this year, when gasoline prices reached $4 a gallon, the company slowed
production of its Ridgeline pickup truck at its Canada plant and increased output of better-selling vehicles.
In recent weeks, fuel prices have eased. If prices continue to fall and demand for larger vehicles improves, Honda has
the ability to adjust faster than its competitors, says Ron Harbour, a partner at Oliver Wyman, publisher of the Harbour
Report on auto production.
It has been a tough year for most auto makers in the U.S. Housing woes and the slumping economy have depressed
overall vehicle sales, and high gasoline prices have spurred American consumers to buy small cars instead of the
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pickup trucks and SUVs that were so popular in years past. In the first eight months of the year, sales were down 24%
at Chrysler LLC, 18% at GM and 15% at Ford. Even mighty Toyota Motor Corp. has seen its U.S. sales fall 7.8%
But U.S. sales at Honda, Japan's No. 2 auto maker, are up 1.7% in the period, and its U.S. market share has vaulted to
a record 11.1% in August. It is now the No. 4 auto maker in the U.S., behind GM, Toyota and Ford but ahead of
Chrysler. It sold only 3,600 fewer vehicles than Ford in August.
Honda faces plenty of challenges. Sales of its pickup truck have been disappointing. Its upscale brand, Acura,
struggles to stand out in a segment dominated by Toyota's Lexus unit, BMW AG and Daimler AG's Mercedes-Benz unit.
And while Honda is known for fuel efficiency, it will have to race to catch up to Toyota in gasoline-electric hybrids.
Honda's most obvious strength is a model line of mainly small and fuel-efficient vehicles. It avoided making the kind
of big pickups and SUVs that have heavy steel frames beneath their sheet metal. The Ridgeline and Honda's SUV-like
vehicles use lighter, car-like underpinnings.
In addition, just as demand for small cars is rising, Honda is about to expand its ability to make Civics. A new
Greensburg, Ind., plant is set to start production in a few weeks. By next year, it will make about 16,000 Civics a month.
But Honda's manufacturing flexibility is almost as key to its success as its product lineup. To respond to changes in
economic conditions, Honda is able to shuffle production among different plants as well as make different models in
one plant.
A decade ago, the company invested $400 million in its three Ohio facilities to make them flexible. That allowed it to
stop importing the CR-V from a plant in Britain when the weak dollar was hurting margins. Later this year, output of
the Ridgeline pickup will be switched from Alliston, Ontario, to Lincoln, Ala., so the Canadian plant can expand Civic
capacity.
Auto makers used to design a new manufacturing process each time they designed a new car, and older assembly
plants reflect that. At Honda, a variety of models can be assembled efficiently because almost all of its vehicles are
designed to be put together the same way, even if their parts are slightly different. Here in East Liberty, the doors are
installed on the Civic and CR-V at the same stage of the process, and their side panels are joined to their roofs at the
same point in the production line.
Another key is the gray robots. They use a Honda-engineered device much like a hand to hold the parts during the
welding process. Workers simply put different "hands" on the robots to handle the parts for different vehicles.
Honda's plants are also set up to produce a fast-selling product like the Accord as well as several slower-selling
models like the Element and Acura RDX. That way Honda can adjust production of vehicles that fall out of favor faster.
The new plant in Indiana will start off making Civics but could make any of Honda's vehicles, says Larry Jutte, a senior
manufacturing executive for Honda in Ohio. "We have the flexibility to do what is necessary," he says.
Enlarge this image.
DETAILS
Subject: Automobiles; Gasoline prices; Flexible manufacturing systems; Production methods;
Automobile production; Robots; Energy efficiency; Vehicles; Manufacturing; Factories
Business indexing term: Subject: Gasoline prices Flexible manufacturing systems Production methods
Automobile production Manufacturing Factories; Corporation: Toyota Motor Corp
Mercedes-Benz Group AG
Company / organization: Name: Honda Motor Co Ltd; NAICS: 336110, 336390, 336991
Classification: 9179: Asia &the Pacific; 8680: Transportation equipment industry; 5310: Production
planning &control
Publication title: Wall Street Journal, Eastern edition; New York, N.Y.
Pages: B.1
Publication year: 2008
Publication date: Sep 23, 2008
Publisher: Dow Jones &Company Inc.
Place of publication: New York, N.Y.
Country of publication: United States
Publication subject: Business And Economics–Banking And Finance
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Database copyright 2025 ProQuest LLC. All rights reserved.
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ISSN: 00999660
Source type: Newspaper
Language of publication: English
Document type: News
ProQuest document ID: 399105360
Document URL: http://ezproxy.apus.edu/login?qurl=https%3A%2F%2Fwww.proquest.com%2Fnewspa
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Copyright: (c) 2008 Dow Jones &Company, Inc. Reproduced with permission of copyright owner.
Further reproduction or distribution is prohibited without permission.
Full text availability: This publication may be subject to restrictions within certain markets, including
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Last updated: 2025-01-29
Database: ProQuest Central
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– Honda's Flexible Plants Provide Edge; Company Can Rejigger Vehicle Output to Match Consumer Demand Faster Than Its Rivals
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