(The following statement from American Honda Motor Co., Inc., was received 
by e-mail and was reformatted. The sender verified the statement.) 
Our Perspectives -- Understanding Our New Business Strategies  
There's been a great deal of positive attention to some organizational changes 
at Honda that took effect this month. These changes will strengthen and improve 
our efforts to bring innovative and affordable new Honda and Acura products to 
market.  But if there's one thing that I've learned through my career in the 
auto industry, it's that sometimes it's as important for people to understand 
why a company has embarked on a challenging new direction, as it is to know 
what the company is doing. 
Some have interpreted our strategy as a wholesale shift of our operations out 
of Southern California. This is not the case at all.  This is an evolutionary 
step, that will efficiently group key executives under one roof to make 
high-level decision making close to the major operations in Ohio that are 
critical to new product introductions. But top executives remain in California 
as well.  And overall, with more than 2,500 Honda associates on our Torrance 
campus we expect fewer than 50 jobs will transfer to Ohio.   
In the face of today's hyper-competitive marketplace, Honda's operations here 
in our North America business region, now have a greater responsibility within 
Honda's global organization.  To fulfill this new and larger role, we have 
taken steps to centralize decision-making and streamline the new model process. 
In this way, we will advance our ability to quickly deliver high quality and 
affordable products to our customers in this region and around the globe.  
One of the key goals of our organizational changes is to shorten the time from 
when we finalize a product design to when that all-new product reaches our 
customers.  After all, what seems like a good idea today, might not meet 
customer expectations tomorrow, if it takes too long, or the cost is too high, 
to bring that idea to market. So, we must accelerate our ability to introduce 
new models at more affordable prices to increase our competitiveness. 
This strategy led to the organizational changes which serve to centralize 
decision-making for our North American regional operations in Ohio.  Why Ohio?  
After more than 30 years of building and developing products in America, it is 
already the center point of our engineering capabilities.  We are leveraging 
our significant investments in Ohio where we have established two major auto 
plants, our North American purchasing operations, North American Engineering 
Center and our major R&D center.  
At the same time, our presence in California will remain robust and vibrant. 
The headquarters of our sales and marketing operations, and a number of other 
key operations that support them, remain firmly rooted in Torrance, California. 
 As one recent example, we just announced a new structure for our automobile 
advertising that will strengthen our marketing efforts with a Honda team in 
California at the hub of the strategy.  
In fact, we have Honda operations all over North America that will remain in 
their current locations and focused more than ever on their same core 
responsibilities.  This is especially true for our efforts to design, build and 
sell Honda and Acura products. 
Our North American operations have been tasked with greater responsibilities 
within Honda's global business.  We already have 14 major production operations 
in North America, building a wide range of Honda and Acura automobiles, 
automobile engines and transmissions, Honda all-terrain vehicles, and power 
equipment products such as lawn mowers, mini-tillers and general purpose 
engines, using domestic and globally sourced parts. 
Now, based on investments in just the past two years of about $2.5 billion, our 
North American auto production network is beginning to take a lead role in 
launching key global models like the future all-new generation of the Honda 
Civic.  Our plants here will prepare new models for production and share the 
production know-how with other Honda plants around the globe.  This is a big 
deal -- because in the past, this lead role was generally done in Japan. 
We also have 14 R&D facilities in America that design and develop the majority 
of the light truck products that we build here.  These operations have taken on 
increased responsibility to create products that are just right for the needs 
of our customers in North America, and take even greater advantage of local 
parts sourcing and manufacturing.  This includes leading development of both 
the next generation Honda Civic for North America, as well as the Acura NSX 
supercar. This is a major component of our strategy to increase the speed of 
development, the affordability of our products, and the competitiveness of the 
Honda and Acura brands. 
We also will be ratcheting up automobile exports from North America to markets 
around the world.  We expect to double last year's export total of almost 
100-thousand units, so that in the coming years we will be a net exporter - 
meaning we will export more cars from North America than we import from Japan. 
It's a bold plan that builds on the foundation we have established during the 
past three decades.  To make all of this work, we took action to streamline our 
corporate structure, which will help develop a common process across all of our 
sales, production, R&D and purchasing operations in this region.  And that is 
something that is not only increasing the competitiveness and stability of 
Honda in North America - it will improve the quality and affordability of our 
products for our customers.  And that is the ultimate “why” for these latest 
steps in our history in North America. 
Michael Accavitti
Senior Vice President
American Honda Motor Co., Inc. 
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