ASV-3

Not all technologies depicted are used in all markets.

Introduction
What is the HFT (Human-Friendly Transmission)?
The HFT (Human-Friendly Transmission) is Honda’s new automatic transmission
system for motorcycles.
Until now, use of automatic transmissions in motorbikes was confined mainly to
scooters. The automatic transmissions used in scooters could not be used in general
motorcycles because of differences in the structure of the vehicle frames.
The HFT features a simple, compact design that fits neatly in the engine. This gives
us the freedom to install an automatic transmission in a sporty bike like the DN-01.

Advantages of the HFT

Since the HFT is an automatic transmission, the bike can be easily operated with the
throttle alone.
And you can still enjoy all the sporty riding pleasure that motorcycles offer.

How the HFT shifts gears

Unlike a manual transmission, which is operated by the rider via a foot pedal, or an
automatic scooter transmission like the Honda V-Matic, which uses a belt to provide
continuously variable gear ratios, the HFT employs a simple mechanism that uses a
component called a ‘swash plate’ to deliver continuously variable gear ratios.
The angle of the swash plate inside the HFT is varied to provide continuously variable
gear ratios, just like in a scooter.
HFT operation
What is a gear shift?
The amount of power (torque) and rpms transmitted from the engine to the wheel
varies depending on whether, for example, the wheel turns 1/3 of a revolution for
each revolution of the engine or one revolution for each revolution of the engine. The
gear ratio must be varied to ensure that the appropriate amount of torque and rpms
are transmitted to the wheel at different driving speeds. In an automatic
transmission it shifts automatically, whereas in a manual transmission it is shifted
directly by the rider.
The HFT, a Honda original transmission, employs an all-new, simple gear-ratio
changing mechanism to combine the convenience of a scooter with the sporty
performance of a sports bike.

LOCATION

IN Name Location Products Opened Closed Comments

Orders for Honda

Dongfeng
Honda CRV Spirior(Accord
Honda
Wuhan,China Honda Civic 2003 Euro/Acura TSX) to
Automobile
Honda Spirior be accepted from late
Company
July 2009[1]

Honda Civic
Honda
Civic (GX
NGV)
East Liberty Honda CR- short distance from
L East Liberty, Ohio, USA 1989
Auto Plant V(from Marysville Auto Plant
September
2006)
Honda
Element

Honda
Accord
The first production
Honda City
Guangqi Honda Guangzhou,China 1998 line of Honda in
Honda Fit
China[2]
Honda
Odyssey

Honda
Accord
Honda Atlas
Lahore,Pakistan Honda City 1992
Cars Pakistan
Honda Civic
Honda CR-V

Acura ZDX
Honda of
Acura MDX engine plant to supply
C Canada Alliston, Ontario,Canada 1986
Honda Civic Civic engines
Manufacturing
Acura CSX

Honda Greensburg,Indiana, USA Honda Civic 2008 The latest assembly

 Manufacturing plant of Honda in
of Indiana USA[3]

Honda
Odyssey
Honda Honda Pilot
November
B Manufacturing Lincoln, Alabama, USA Honda
16, 2001
of Alabama Ridgeline
Honda J
engine

Honda
Accord
First ever assembly
Acura TL
Marysville plant of a Japanese
A Marysville, Ohio, USA Acura RDX 1982
Auto Plant carmaker in America
motorcycles
(see note below).
(Honda Gold
Wing)

Honda UK auto Honda Civic Previously made the

Swindon, England 1992
plant Honda CRV Accord

Honda cars,
Hamamatsu Hamamatsu,Japan motorcycles,
Factory engines

Honda Belgium Ghent,Belgium motorcycles

Honda
Amazonas Manaus,Amazonas,Brazil motorcycles 1976
Motorcycle

Honda Brazil Indaiatuba,Sao Honda Civic

9 1997
Automobile Paulo,Brazil Honda Fit

Honda New Nelson, New Zealand Honda 1965 1998 Note: Became a
Zealand City(1st gen) dedicated Honda plant
Honda Civic in 1988 (although
Honda Hondas were
Accord assembled there from
1984 under NZMC).
Prior to the Honda
 takeover BLMC
(Rover, Truimph,
Land Rover, Jaguar
and more) cars were
assembled from 1965.

Honda
Karawang,Indonesia Honda Fit ?
Indonesia

Honda Jazz
Honda CR-V is sold
Honda Civic
Honda Siel Cars Greater Noida, by the mean of CBU
Honda 1995
India Uttar Pradesh,India fully imported from
Accord
Japan
Honda CRV

The manufacturing
Honda Thailand Ayutthaya,Thailand Honda Fit 2000 center for Asian and
Australasian market

Honda Fit
Honda
Accord
Honda City
Honda Japan Suzuka, Mie,Japan ?
Honda Fit
Honda
Odyssey
Honda CR-V

Official site of Honda

Honda Turkey Turkey cars 1992
Turkey

Honda Motor Assembly the Honda

Campana,Argentina Honda City 2011
Argentina City for Mercosur

Honda Florencio Honda Biz C

2006
Argentina Varela,Argentina 105

Note: The Marysville plant started assembling motorcycles in 1979, cars in 1982. In February
2007, Honda announced that it would cease production of motorcycles in the United States in
spring 2009.[4]
iming to popularize innovative car production and hybrid cars
Honda entered the Japanese automotive market in 1963, becoming the last major
participant to enter the industry. Since then, by prioritizing environmental advances
like the low-emission CVCC engine that became the world’s first engine to comply
with the U.S. Clean Air Act in 1972 without use of a catalytic converter, Honda has
produced cars that are critically acclaimed for their exceptional environmental
performance. In its efforts to improve fuel economy, Honda goes well beyond the
refinement of existing products.

CR-Z (Japanese specifications)

In 2009, for example, Honda launched sales of the Insight in Japan, North America
and Europe. This hybrid vehicle offers excellent environmental performance at a
competitive price that more people can afford. Japanese sales of the CR-Z hybrid
sports car began in 2010. Combining agility and exhilarating response with high fuel
efficiency, the CR-Z will soon become available throughout the world. Valuing the
perspectives of its customers, Honda will strive to provide vehicles that achieve both
environmentally responsible performance and driving enjoyment.

Environmentally friendly Eco Drive features

Honda is dedicated to improving real-world fuel economy, not only through engines
but also through functions that let drivers choose fuel-efficient driving modes (Eco
Drive) and routes to avoid traffic congestion. Eco AssistTM (Ecological Drive Assist
System), developed by Honda to help drivers realize more fuel-efficient driving, will
gradually become available on various Honda models. Honda Internavi Premium Club
services complement Eco Drive by providing features such as Internavi Traffic
Information that finds routes to avoid traffic congestion, Fuel Saving Route that
determines the most fuel efficient route, and a tutoring function (Web version) that
teaches drivers enjoyable ecological driving.

Note: The description above is based on services available in Japan.

SUPPLIERS

Manufacturing
AIKITEC Co., Ltd.
Manufacture engine parts for automobile, parts of transmissions for automobile and
motorcycle, parts for general purpose engines
Asamagiken Co., Ltd.
Manufacture parts of transmissions, knuckles, brake-discs, drive trains and engines for
automobile, parts for power products
Atsumitec Co., Ltd.
Manufacture parts of transmissions for automobile and motorcycle, engine parts for
motorcycle, parts for general purpose engine
Bestex Kyoei Co.,Ltd.
Design and manufacture press dies, welding , grinding, pianting, assemblie, cathodic
painting, blow molding
F.C.C. Co., Ltd.
Manufacture clutch systems, and facings for automobile and motorcycle
F-Tech Inc.
Manufacture pedals, lower arms and trailing arms, sub-frames, supension modules for
automobile
Goshi Giken Co., Ltd.
Manufacture mufflers, exhaust pipes, fuel tanks for motorcycle, under cover, sunroof for
automobile, parts for power products

H-one CO.,LTD.
Manufacture white body parts for automobile, design and manufacture press dies
Honda elesys Co., Ltd.
Manufacture automotive electronic safety systems
Honda Foundry Co., Ltd.
Manufacture engine parts , chassis components for automobile and motorcycle, aluminium
alloy parts
Honda Lock Mfg. Co., Ltd.
Manufacture sensors, mirror systems, door locks, entry systems, security systems for
automobile, mirror, ignition switch and key for motorcycle
Honda Soltec Co., Ltd.
Production and sale of solar cells

Honda Sun Co., Ltd.

Special-purpose subsidiary, production of parts for motorcycles, automobiles, power
products
Kaneta Kogyo Co., Ltd.
Manufacture and sale of automobile body frame components
Keihin Corporation
Manufacture fuel control systems for automobile and motorcycle, electric control units,
automotive air conditioning systems
Kibounosato Honda Co., Ltd.
Special-purpose subsidiary, assembly of automobile components
Kikuchi Press Co., Ltd.
Manufacture and sale of automobile body frame components
Marujun Co., Ltd.
Manufacture automobile body parts
Masuda Manufacturing Co., Ltd.
Manufacture automobile body parts
MBA Co., Ltd.
Manufacture of parts for Honda products
MSD Co., Ltd.
Manufacture of parts for Honda products
Musashi Seimitsu Co., Ltd.
Manufacture transmission parts, engine parts for automobile and motorcycle
Nihon Plast Co., Ltd.
Manufacture and sale of automobile airbag modules and interior plastic injection molded
parts

Nissin Kogyo Co., Ltd.

Manufacture brake systems for automobile and motorcycle
Showa Corporation
Manufacture shock absorbers for automobile and motorcycle, steering systems, differential
gears for automobile
Steel Center Co., Ltd.
Manufacture of parts for Honda products
Takao Kinzoku Kogyo Co., Ltd.
Manufacture dies
Tanaka Seimitsu Kogyo Co., Ltd.
Manufacture engine parts, transmission parts, chassis parts for automobile and motorcycle,
parts for power products

TS tech Co., Ltd.

Manufacture seats and interior products for automobile
Tsuzuki Manufacturing Co., Ltd.
Manufacture transmisison parts for automobile and motorcycle, chassis parts ofr automobile
Yachiyo Industry Co., Ltd.
 Assemble Minicars, manufacture fuel tank, sunroof, sheet-metal parts, plastic parts for
automobile, parts for motorcycle
Yamada Seisakusho Co., Ltd.
Manufacture oil pumps, water pumps for automobile and motorcycle
Yanagawa Seiki Co., Ltd.
Manufacture engine parts, drivetrain, chassis parts for automobile
Yutaka Giken Co., Ltd.
Manufacture torque converter, exhaust systems, brake disks for automobile

5-Link Double Wishbone Rear Suspension Development Objectives

Tokyo, July 2, 1997 --- Suspensions are designed to ensure vehicle stability under any
circumstance associated with accelerating, cornering and braking. To properly assume this
role and thus avoid any undesirable movement, suspension design needs to be
sophisticated. As an uncontested leader in front wheel drive technology, Honda has
acquired extensive know how in driving stability. We have been able to determine that
further improvements in front wheel drive basic performance required special attention
toward the rear suspension.
Carrying less weight than the front wheels and having no role in power transmission, rear
wheel movement needs to be much better controlled using a sophisticated rear suspension.
Rear body movement also plays an important role in driving comfort. For these two
reasons we have developed, using the ß-method analysis, a new 5-link double wishbone
rear suspension specially packaged to meet passenger car requirements.

Honda's Rear Suspension Design History

From 1976
Strut Type Suspension:
Honda was one of the first makers to adopt a
strut type suspension layout in its mid-class
vehicles. This very simple fully independent
strut type suspension was incorporated without
compromising the front wheel drive layout
advantages, ensuring unheard of ride comfort
and maneuverability. The use of low-friction
dampers and low-compliance bushings allowed
for improved ride comfort, road holding and
rough terrain drivability.
From 1985
Double Wishbone Suspension:
Honda was one of the first to adopt this new
system to cope with the increased performance
associated with DOHC engines. This is when
the ride improving high mount upper arm
layout was first developed. Unequal length
lower arms were similarly adopted to restrict
brake steer, and improve maneuverability.

From 1989
Matured Double Wishbone Suspension:
In order to cope with further power increases
associated with VTEC technology, Honda
further improved the double wishbone layout.
Shock absorbing capability and damper
response were upgraded while road noise
transmission via the suspension was reduced.
This suspension is renowned for combining
superior handling and ride comfort.
From 1997
New 5-Link Double Wishbone Suspension:
Honda's innovative 5-link double wishbone
suspension features for the first time in the
world a Watt link arrangement. The five
suspension arms are designed and laid out to
provide optimum geometry under all driving
situations, thus guaranteeing unprecedented
handling and ride levels. A compact in-wheel
layout was further adopted to increase cabin
space and trunk volume.
Development Process and Achievements

* The 5-Link Double Wishbone Suspension Layout

As shown below, the 3-link and 4-link layouts allow for movement in two or more
directions. By comparison, in Honda's new 5-link double wishbone suspension, the fore-
and-aft loads are controlled by the trailing and leading arms while lateral loads are
controlled by the upper, lower and control arms. The dampers' work load is thus reduced
to vertical loads for improved stability and ride. Each suspension arm being located to
take loads from one single direction, along the arm's axis, has allowed the use of
straighter, lighter arms.
* 5-Link Double Wishbone Suspension with Watt Link Locating Arms
Two arms, one trailing , the other leading, are aligned into a Watt link layout to allow the
rear wheel to move along a rearward line when viewed from the side. In more
conventional layouts, the wheel travels along a curved plane. Longitudinal loads from the
road surface are thus substantially reduced, improving ride characteristics. Finally, with
the rear wheel locus angle remaining the same whatever the load, the advantages
presented by this layout remain the same under all driving conditions.
* Increased Cabin/Trunk Space:
Wheel housing intrusion into the cabin has been reduced thanks to the Watt link layout
and a very compact in-wheel suspension design. All five arms fit within the circumference
of the wheel, allowing for increased cabin space and a larger trunk volume.

* Straight Line Characteristics:

The toe change associated with wheel movement is limited and linear. This is
accomplished by aligning the virtual axis passing the trailing and lower arm mounting
points and the virtual axis passing the leading and upper arm mounting points in parallel.
This translates into increased straight line stability, higher rolling resistance and reduced
understeer.
* Toe-in Characteristics
Under Cornering
The upper, lower and control arms are arranged to be true to the wheel longitudinal axis,
which, coupled with a straight arm design, ensures high stiffness against lateral force. The
wheel center to control arm span is longer than the one between the wheel center and the
lower arm, allowing a greater displacement of the lower arm bushing to increase toe-in
under cornering. This translates into improved handling characteristics and traceability.
Under Braking
The diagonal arrangement of the trailing and leading arms increases toe-in under braking.
The control arm on the other hand remains virtually unaffected, further allowing
appropriate toe-in control. Handling characteristics are thus maintained even under
braking.

TABLE OF CONTENTS

Brief Overview of Honda Motors ________________________ page 2

The Question answered (1b) ____________________________ page 3

A. Performance management of Honda ____________________ pages 4-7

B. Adopting a unique style of Management _________________ page 8

B.1 Management Organization ____________________________ pages 9-14

B.2 Preparing for the Future _____________________________ pages 15-20

Business organizations have been subject to enormous pressures over the past
few years, with major underlying structural changes in industry sometimes
concealed behind the short-term issues of recession. There will be no simple
solutions and success will depend, as always, on the soundness of the strategic
decisions taken by top management, and the ability of the organization to
implement those strategies and would push the human resource aspects of the
business to the fore, even without the added complication of continued change
and the pressures that this brings. HRM needs to become even more strategic in
the way it operates. In effect it needs to be driven by the business needs of the
organization, but without losing sight of the critical value and importance of
people in making strategies become reality.

Brief Overview of Honda Motors

Honda Motor Co., Ltd. operates under the basic principles of "Respect for the
Individual" and "The Three Joys", commonly expressed as The Joy of Buying,
The Joy of Selling and The Joy of Creating. Respect for the Individual" reflects
our desire to respect the unique character and ability of each individual person,
trusting each other as equal partners in order to do their best in every situation.
Honda Motor Ltd. has remained on the leading edge by creating new value by
providing products of the highest quality at a reasonable price for worldwide
customer satisfaction. The Company has grown to become the world's largest
motorcycle manufacturer and one of the leading automakers. Honda develops,
manufactures and markets a wide variety of products ranging from small general
purpose engines and scooters to specialty sports cars, to earn the Company an
outstanding reputation from customers worldwide.

1b) Describe and critically assess the practices of your chosen

organization in relation to two of the following:

a) reward & recognition

b) performance management

c) employee welfare

d) work design

e) management style

Honda has introduced an operating officer system, aimed at strengthening both

the execution of business operations at the regional and local levels and the
supervision by the Board of Directors. The term of office of each director is
limited to one year, and the amount of remuneration payable to them is
determined according to a standard that reflects their performance in the
Company. Our goal in doing this is to maximize the flexibility with which our
directors respond to changes in the operating environment. With respect to
business execution, Honda has established a system for operating its
organizational units that reflects its fundamental corporate philosophy. For
example, separate headquarters have been set up for each region, business and
function and a general manager from the Board of Directors or an operating
officer has been assigned to each headquarters and main division. In addition,
the Management Council deliberates important matters concerning management,
and regional operating councils deliberate important matters concerning
management of their respective regions. Honda's basic policy emphasizes the
appropriate disclosure of company information, such as by disclosing financial
results on a quarterly basis and timely and accurately giving public notice of and
disclosing its management strategies. Honda will continue raising its level of
transparency in the future.

A. Performance management of Honda

Creating advanced new technologies and products

Through leading-edge research and development, Honda continuously creates

original technology that opens up new possibilities in mobility. Honda is always
tackling new challenges for the current and future benefit of individuals, society
and the environment.

Research and Development for the future

Honda is constantly involved in the research and development of technology that

will benefit people in the future. These technologies range from new materials
and new sources of energy, including mass-produced solar panels, to new power
trains that maximize joy while minimizing environmental impact. They also
include advances in biotechnology, such as Honda's work in decoding the rice
genome for application in various fields. Honda is studying human anatomy and
physiology, as well, in its efforts to produce innovative products that enhance
safety in various ways.
ASIMO lends a hand

In 1986, Honda began conducting original research and development toward the
creation of biped humanoid robots that will serve society in harmony with
humans. The latest ASIMO, introduced in 2005, employs new posture control
technology that allows it to run and move in concert with a human partner. Able
to carry objects, it can also handle various reception and delivery tasks. ASIMO
continues to evolve and will soon acquire the abilities to turn around and run
6km/h, making it an even better partner for humans.

Reaching for the skies

One of Honda's earliest dreams was the development of jet planes. In pursuit of
this dream, Honda recently established Honda Aero Inc. and developed a
compact jet engine that has passed the experimental stages. The manufacture
and procurement of components for this jet engine will be handled by a joint
venture between Honda and General Electric.

Next-generation power trains

Honda's Automobile Research and Development Center in Japan includes

research facilities dedicated to the development of next-generation power trains.
Here, Honda engineers are developing new means of propulsion that may one
day contribute to human mobility.

Consistent quality worldwide

Honda is a global company with manufacturing operations and sales networks all over the world.

Furthermore, our products are enjoyed by people in numerous countries. This global success is built upon

the renowned quality of Honda’s products and made possible by the passion and dedication of Honda

associates everywhere. Wherever you are, you can always count on the quality of Honda products.

Localizing production to meet local needs

Honda began manufacturing motorcycles in Belgium in 1963. In 1982, Honda became the first Japanese

automaker to produce passenger cars in the U.S. Since then, Honda has established independent local

operations around the world for research, development, marketing and production. Through the introduction

of Honda's flexible manufacturing system, Honda continues reducing the time and resources necessary to

launch new models into production and improving the efficiency of manufacturing operations that meet

regional needs. Moreover, the grouping of production processes into cohesive units has improved the

working environment, raised product quality, and further accelerated production. In the future, Honda plans

to further localize the production of engines and key components for automobiles, motorcycles, and power

products, while simultaneously raising quality and efficiency and accelerating our response to the

dramatically changing world.

Inspiring their customers

By creating products and services that highlight the core values that make Honda unique, we would like to

provide our customers with joy and excitement beyond their expectations. Honda will continue to create

such inspiring experiences for our customers by offering mobility that is always ahead of the times. In this

way, Honda products will be loved and enjoyed by customers of all generations.

Expanding New Values for customers worldwide

The ultimate goal of Honda’s sales activities worldwide is to satisfy our customers so that they will continue

to come back for more Honda quality products. That's why they put heartfelt effort into our services,

responding to changing values and increasingly sophisticated needs. They’re always working to improve the

quality of our customer relations providing friendly and attentive sales, responsive service support, thorough

maintenance and repairs so customer satisfaction constantly grows. Honda also continues to develop sales

and service systems best suited to community needs. In that way, "life with a Honda" brings new joy to

people and places worldwide. Starting in Japan in 2006, Honda will unify our multiple car-dealership

channels into a single Honda sales channel seeking to strengthen the Honda brand, enhance customer

satisfaction and help ensure lifetime customer loyalty.

B. Adopting a unique style of Management

The romantic image of the founder-millionaire wearing overalls. tinkering visibly

with some mechanical marvel in workshop or lab, is often reality. So it was with
Soichiro Honda, in many ways the least typical of the post-war Japanese
economic victors: but simultaneously the most visible archetype of the success of
Japanese business culture, though an eccentric one. 'Mr Honda', said one
baffled journalist, ' is a management executive who always wears red shirts and
tells naughty stories when drinking.' The drinking was important to Honda. In his
early sixties, the great man admitted that he didn't understand computers. The
fact that he couldn't keep up with the technology was only one factor in his
decision to take relatively early retirement. Five years later, Honda came of
technological age with the Japanese market in recession, Honda invested in
German, Swiss and American machine tools, reckoning that they were the best
in the world. He then 'reverse-engineered' the European bikes he was copying -
taking them apart to see how they were made: and discovering that their best
was simply not good enough. European manufacturers believed it was
impossible to run motorcycle engines with even faster bursts. Honda not only
proved that you could, but also started to win Grand Prix races all over the world.
Super-design went with super-efficiency in production engineering. At Honda's
motorcycle plants not a single storeroom existed for parts, raw materials, or
finished machines; deliveries went in at one end, and finished bikes, up to one
every seven seconds, moved straight on to double-decker trucks at the other.

B.1 Management Organization of the Company's Corporate Governance for

Decision-Making, Execution, Supervision and Others
Putting the emphasis on easy access to colleagues signals that involvement
figures high in the corporate values. Then, placing top executives in an open
office signifies the intention to have an open style, in which rank and status have
no practical importance. The round tables indicate that decisions are only to be
taken after full discussion among colleagues who are always on tap. The
proximity of the desks establishes that lines of communication are to be short
and easily opened. The classic Western office layout, based on the 'behind
closed doors' principle, is the antithesis of visibility and delivers an utterly
contrasting message. The corporate vision statement is like the founder himself,
enormously practical:

Ø Quality in all jobs - learn, think, analyse, evaluate and improve

Ø Reliable products - on time, with excellence and consistency

Ø Better communication - listen, ask and speak up

Developing a philosophy built on the experience of a practical engineer, the

founding father had created a corporate culture that would go on working towards
his objective nothing less than becoming and remaining the world's best motor
manufacturer long after his own active day. His influence, like the man himself, is
still highly visible. And the visibility is inseparable from the success.

As the HRM for Honda business industry is considered an integration function

supporting all the improvements of resource management and business
functions. Sound HRM systems and strategies clearly contribute to productivity
improvement. However, Honda cognitive differences of HRM will produce diverse
HRM strategies, and the achievements of HRM reflect distinct business
performance. This study proposes an approach to investigate the correlation of
firms’ productivity and various patterns of HRM so as to improve a firm's
performance. The two critical factors, human resource compensation and
maintenance, receive more attention and achievements from the organization
but, human resource acquisition and development are the two factors with
significant correlation to high productivity as this helps firms monitor the major
factors of HRM and appropriately adjust their efforts to activate HRM subjects for
improving industrial human productivity of Honda. Strong forces are shaping the
environment in which Honda operates and old concepts of management have to
be re-examined against the challenge of the world the organization live in today
and the world Honda believe they will live in tomorrow. While there will always be
many new issues in the external business environment which will affect the
organization from time to time, and which will impact both the corporate strategy
and HRM, Honda can also see some long-running trends which have been with
us for some years, and which will continue into the future. Perhaps of more
significance than the individual forces described here is the cumulative result:
organizations face a period of almost continuous change. There is no escape
from this, so the only solution is to learn to live with it, and this makes the people
aspects of management even more significant than they have been in the past.
Competition has increased, and for most industries it is no longer possible to
define competition within the boundaries of a particular country.

There are few places where an organization can shelter from competitors, and
many industries have been shaken up because their competitors have taken a
global view of their markets. The demise of the motor cycle industry was in a
large part due to the inability of the firms to imagine that anyone could gain great
production advantages by thinking of manufacture for a global market, instead of
the traditional approach of producing for the local market and the exporting of
any surplus where there was a protective customs tariff. More organizations are
compelled to think of Honda’s business in global terms and most others are
subject to ever increasing intensities of competition. Aside, technology advances
bring opportunities as well as threats. One example close to the hearts of HRM
managers is the new opportunities offered by advances in computer technology,
making e-learning a real option, and providing opportunities for other forms of e-
HRM.

Common actions taken by Honda have included:

Ø seeking a reduction of costs, with more attention being given to competitive

positioning

Ø attention to time as a strategic issue, and attempts to reduce cycle times

throughout the organization
 Ø giving more attention to customer relationships

Ø new forms of relationship with suppliers, for quality, costs and strategic
reasons

Ø attempts to change the culture of organizations to enable them to react

faster and more effectively to market requirements

Honda business ways is now looking at human resources as a unique asset that can provide sustained

competitive advantage. The changes in the business environment with increasing globalization, changing

demographics of the workforce, increased focus on profitability through growth, technological changes,

intellectual capital and the never-ending changes that organizations are undergoing have led to increased

importance of managing human resources Thus, there were noticeable financial returns for the

organizations whose human resource management (HRM) systems have achieved operational excellence

and are aligned with business strategic goals to have better perceptual performance. Honda’s achievement

levels and importance levels of HRM subjects contained in each factor are noted. The correlation between

the achievement of each factor is determined. These critical HRM factors are then used to determine the

HRM patterns of the sample firms vs. their associated productivity indices. HR managers usually endeavor

to find efficient methods to perform their HR activities in supporting the organization's HRM strategic

initiatives as effective management of critical HR factors is the key for business sustaining competitiveness.

The management ways and style of Honda is evident that will likely continue to increase if the economic

downturn continues in Honda's major markets worldwide, leading to further increase pressure within

Honda's competitiveness, which will over time affect its results. The global culture in which Honda's

management operates still lacks transparency because of global political and economic uncertainty,

fluctuations in oil and raw material prices and currency movements. Furthermore, Honda will continue

striving to earn even more trust and understanding from society through companywide activities. Along with

efforts to develop effective safety and environmental technologies, Honda will have to enhance the creativity

in its advanced technology and products and will have create and swiftly introduce new value-added

products that meet specific needs in various markets around the world and must continue their efforts in the

research of future technologies like the advancement of advanced humanoid robots and compact business

jets and their engines. Importantly, to identify the changing nature of the employment relationship was

addressed to differing degrees and with differing support provided for the points and have explained the

changing context of employment and employee relations that requires a new framework for analyzing the

employment relationship compared to old models of industrial relations. The increasing requirement for

flexibility and fragmentation of the workforce. The diffusion of non-standard employment contracts, the rise

of idiosyncratic agreements.
B.2 Preparing for the Future

As for the global economy, the U.S. and Asian economies are expected to grow
steadily, and Japan and Europe are also expected to maintain their moderate
economic recovery. However, the global environment in which Honda's
management operates still lacks transparency because of global political and
economic uncertainty, fluctuations in oil and raw material prices, and currency
movements. It is under these circumstances that Honda will strengthen its
corporate structure quickly and flexibly to meet the requirements of our
customers and society and the changes in its business environment. Also, in
order to improve the competitiveness of its products, Honda will endeavor to
enhance its R&D, production and sales ability. Furthermore, Honda will continue
striving to earn even more trust and understanding from society through
Companywide activities. Along with efforts to develop even more effective safety
and environmental technologies, Honda will enhance the creativity in its
advanced technology and products, and will create and swiftly introduce new
value-added products that meet specific needs in various markets around the
world. Honda will also continue efforts in the research of future technologies,
including the advancement of advanced humanoid robots and compact business
jets and their engines. Honda will establish efficient and flexible production
systems and expand production capacity at its global production bases, with the
aim of increasing its capability of supplying high-quality products. Honda will
continue to make efforts to expand product lines through the innovative use of IT
and to upgrade sales and service structure, in order to further satisfy its
customers. Responding to increasing consumer demand, Honda will upgrade its
quality control through enhancing the functions of and coordination among the
development, purchasing, production, sales and service departments.

Honda will develop safety technologies for accident prediction and prevention,
technologies to reduce injuries to passengers and pedestrians from car
accidents, and technologies for reducing aggressively, as well as expand its line-
up of products incorporating such technologies. Honda intends to enhance its
contribution to traffic safety in motorized societies, including Asian countries.
Honda also intends to remain active in a variety of traffic safety programs,
including advanced driving and motorcycling training schemes provided by local
dealerships. Honda will step up its efforts to create better, clean, fuel-efficient
engine technologies and to improve further the recyclables throughout its product
lines. In addition to continuing to provide products incorporating Honda's
advanced safety and environmental technologies, Honda will continue striving to
earn even more trust and understanding from society by, among other things,
undertaking activities for corporate governance, compliance, and risk
management and contributing to society. Honda: a name that conjures images of
high quality as the benchmark incorporates as the truth that Honda is really best-
selling car in America being the highest resale value in its class as made with
regularity concerning the Honda Accord – a vehicle that is always on the short list
of the most popular cars in this country. (2001) Honda, as of now sitting
comfortably at the top of the U.S. passenger car market, was not always in this
successful position. As of the present, Honda is a model of such car companies
such as General Motors as the car company try to emulate in order to increase
their own sales. The themes have contributed to Honda’s success in the United
States: the company has seized on opportunities in the U.S. market and it has
also tailored its practices to fit American culture as Honda is a benchmark by
which other automakers are now measured to run its American operations.

Honda is a global company with manufacturing operations and sales networks as Honda products are

enjoyed by people in numerous countries. This global success is built upon the renowned quality of Honda’s

products and made possible by the passion and dedication of Honda associates everywhere. Honda’s

business processes were not limited to its advances in the motorcycle market. Honda built its first

automobiles and looked to enter the U.S. automobile market and faced several obstacles to its entrance: a

strong reputation as a motorcycle manufacturer would not help Honda’s venture (). Instead, the company

had to start its U.S. auto marketing strategy from scratch and aware of the fact that it would not be able to

rely on its motorcycle reputation to sell its cars in the U.S., Honda required that its cars and motorcycles be
sold separately like cars and motorcycles could not be sold at the same dealership as Honda carry enough

weight as a legitimate carmaker to insist that dealers carry its cars exclusively (). Looking to build on its

success with the Accord and Civic in America, Honda embarked on a bold and unprecedented plan to build

cars in the United States as no other Japanese automaker had ever done (I) and a small company like

Honda seemed ill-equipped to battle the car giants in their home territory (). The motivation behind the

decision was Honda’s desire to expand, compounded with Toyota’s and Nissan’s dominance of the

Japanese market ().

Honda was able to produce high-quality automobiles successfully by adapting to the needs of its workers

and not by forcing Japanese managerial policies to be practiced. Honda’s success in manufacturing in the

United States can be attributed to its management philosophy, unique to both the Japanese and American

auto industries (). The company operates with an openness that is rare in the world of business, where

consensus and conformity are the rule. To boost communication, Honda has done away with executive

lunch rooms and private offices, egalitarianism prevails: all Honda employees, right up to wear white

coveralls with their names stitched in red lettering above the right breast pocket. () In making its associates

true team members, Honda increases productivity by seeking input from all levels of the company and not

just management. Honda adapted to the business environment in which it operated, allowing it to be

successful as result of three key plans of action. First, Honda exploited a market opportunity. Instead of

trying to battle Toyota and Nissan in a saturated Japanese auto market, Honda started production in the

United States, knowing that it could produce higher-quality products than its other counterparts. Second,

Honda used unique marketing strategies to position itself as a motorcycle manufacturer and later a car

company that would be appealing to a wide variety of Americans. Furthermore, Honda introduced a

managerial strategy for its United States production facilities that was unique not only to Honda’s Japanese

plants but also to American auto plants in general. In respect to business execution, Honda has established

a system for operating its organizational units that reflects its fundamental corporate philosophy. Honda's

basic policy emphasizes the appropriate disclosure of company information, such as by disclosing financial

results on a quarterly basis and timely and accurately giving public notice of and disclosing its management

strategies.

Honda will continue raising its level of transparency in the future. Honda promotes an environment where

customer’s opportunities are analyzed and maximized by implementing business practices that increase
loyalty, satisfaction and retain customer’s business over their lifetimes. Customers drive their business

strategies to achieving success and excellence in everything Honda do and will continue to be its key focus

for developing products and services that accelerate their capability to prosper in the car business.

Identifying and meeting customer needs is key to Honda’s continued business success listening to

customers is what determines its business strategies and drives Honda’s culture in creating and managing

the customer relationship that can be a company-wide task. The company as a whole defines and clearly

communicates to every employee what it wants to be the basis of the customer relationship like acquiring

and updating knowledge about customer needs, motivation and behavior drive Honda’s approach toward

customer excellence. Honda adheres in fostering an environment where highly motivated, action-oriented

employees work together to continuously create and deliver high-quality, innovative products and services.

Honda believes that a high quality players will help us maintain our leadership position and ensure that we

remain one of the best places to work and innovative in the context of an ever-changing market

environment. The management relies on teamwork by providing a collaborative environment that thrives on

working across geographical and organizational boundaries, sharing information and finding new and better

ways to support each other and its valued customers in continuing business success. Good communications

both internally and with our customers and partners directly affects customer success. No matter how good

Honda is – the one thing that can bring the company down is getting too far away from loyal customers as it

gives emphasis on the success factors in fully realizing the company’s potential to influence the entire

industry.

Therefore, customer satisfaction is essential to basically improve the effectiveness of its processes and to

establish quality objectives and created customer satisfaction metrics to monitor customer success and level

up employee compensation to achieving those metrics and used to determine the goals and strategies that

make Honda successful in reaching such goals and enhance better services and support

respectively.Honda Motors will then achieve a competitive advantage by managing the value chain better

than other institutions in their industry. Managing the value chain implies increasing the quality of products

and services, while reducing the institution's costs and increasing revenue, thus increasing competitive

advantage. Examining its value chain and comparing it to those of key rivals indicates areas of cost

advantage or disadvantage within the decision to undertake certain activities that is directly linked to

achieving competitive advantage such as wishing to outperform its competitors by differentiating itself

through higher quality will have to perform its value chain activities better than the competition. By contrast,

a strategy based on seeking cost leadership will require a reduction in the costs of Honda associated with

the value chain activities or a reduction in the total amount of resources used in order to follow a focus
strategy by targeting a specific market segment or a specific offering. Costs for an activity can be reduced

only if the reduction does not adversely affect strategic advantage (2000).

Honda V4 Engine with Unequal Cylinder Spacing and

Cylinder Deactivation
by PA UL C RO WE - "T HE K NE ESL ID ER " on 9/11/2009

in EN GI NE S ,MOT OR CY CL E BU SI NE SS , MO TO RC YC LE T EC HN OL OG Y

Honda V4 with wide front cylinder spacing - front is to the left

If Honda's dual clutch, which will debut on the new VFR, got your attention, how about a V4 with
unequal front and rear cylinder spacing plus cylinder deactivation? These Honda patent drawings
show the layout of their new engine with the front cylinders widely spaced and the rear closer
together. The connecting rods are mounted to the crankshaft with the rear cylinders both
connected to the inner side of each throw, the front cylinders both mount on the outside.
 Honda V4 connecting rods for unequally spaced cylinders

According to the patent, turning cylinders on and off causes a number of problems with
temperature cycling and engine vibration.

This part is a bit confusing, is there a space

between the front cylinders?

When the cylinders in the front bank are arranged on the opposite end sides of the crankshaft,
running wind can be made flowable rearwards from a central part of the front bank so that the
running wind is also allowed to flow to the cylinders in the rear bank located rearward.

Say again? It seems there's a gap and they want the air to flow to the rear for cooling. Of course,
I could be way off base, here, I'm just trying to understand what they said.
Update: Just found this:

Although the full-time operating cylinders are arranged in the rear bank Br in this embodiment, the
arrangement of the opening 9 in the front bank Bf as in the first embodiment makes it possible to
also feed cooling wind to the rear bank Br. It is, therefore, possible to reduce thermal loads on the
full-time operating cylinders while keeping vibrations low. This embodiment is also advantageous
in that, when the front bank Bf is provided with the opening 9 as in the first embodiment, running
wind is allowed to flow from the opening 9 to the full-time operating cylinders located in the rear
bank Br and to cool the rear bank Br.

Wow, got that? Who taught these guys to write?!!

The 2 rear cylinders are more easily balanced if inboard when running as a parallel twin, than if
they tried to fire the 2 widely spaced fronts. The front cylinders are shut down by deactivating the
valves.

Honda V4 cylinder activation map

According to the rpm map, it looks like the engine can run with 2, 3 or 4 cylinders depending on
rpm and throttle opening. Running on partial throttle and 2 cylinders, fuel economy would
certainly increase while all four cylinders are ready and waiting when needed or desired.
Honda certainly keeps their engineers busy. The new VFR is going to be a pretty impressive bit of
high tech wizardry. This has the potential for high performance and high mileage. What's not to
like?