By Leftlane Staff
Tuesday, Jan 24th, 2006 @ 9:21 am

Daimler Chrysler plans to eliminate 6,000 administrative jobs as new Chief Executive Officer Dieter Zetsche deepens cost cuts, according to Bloomberg. The cuts will save $1.8 billion, according to DaimlerChrysler. The U.S.-German automaker also said today that it will increased cooperation between the Mercedes Car Group and the Chrysler Group will. Zetsche stressed, however, that “a clear priority within this effort will continue to further strengthen brand identity.” He said, “you can expect to see more examples of collaboration especially when we can transfer knowledge between the groups, much as Chrysler Group tapped the rear-wheel-drive expertise of Mercedes-Benz in the development of the Chrysler 300 C.”

“Beyond that,� added Zetsche, “you will also see more examples of clearly defined ‘project houses’ where engineers from different divisions work together for the benefit of the whole company.�

A current example is the joint project to develop hybrids, where Mercedes-Benz and Chrysler engineers are working side-by-side (with General Motors and BMW specialists). This joint team is creating a new two-mode hybrid system that will power future vehicles from the brands of both divisions. A second example is the collaboration on the world’s cleanest diesel technology called BlueTec, between Commercial Vehicles, Mercedes Car Group, and Chrysler Group.

Several other organizational changes will also be made. Corporate-wide Research and Technology will be merged with product development of Mercedes Car Group under BoM member Thomas Weber. The new organization – Group Research & MCG Development – will continue as the research center of competence for the entire company. Within this realignment, the new function will take on more responsibility for advanced engineering activities of all automotive divisions.

This action is expected to reduce the time-to-market of future technologies, keep research focused on customer-relevant innovations, and eliminate redundancies.

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