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Investing In America: Remarks by Vice President of Honda Manufacturing of Alabama Mike Oatridge at CAR Management Briefing Seminars

Fri, 06 Aug 2010 10:58:55 -0700

About four weeks from now, we will begin mass production of the all-new 2011 Honda Odyssey, the fourth generation Honda minivan and the third version to be built at our factory in Lincoln, Alabama.

We call this new Odyssey "an American Odyssey" in part because it is the first Odyssey to be designed, developed and manufactured entirely within the U.S. But it also reflects the fact that the large minivan is today a vehicle that uniquely targets the needs of American customers.

The idea of an American Odyssey also recognizes the journey Honda has been on to advance our U.S. R&D operations, now in their 35th year. And in Alabama we are approaching the 10th anniversary of our production operations. Indeed, quite a journey.

The current Odyssey has been widely recognized as the benchmark vehicle in its segment and it's been America's best-selling minivan for the past two years.

But this all-new Odyssey is designed to raise the bar and provide our customers with an even higher level of family-friendly utility, fuel-efficiency, safety and performance in combination with dynamic styling both inside and out.

Meeting our own high targets for this new Odyssey by adding new value, ensuring high quality and controlling costs, has been the focus of our new-model development efforts over the past several years. But at the same time, we made it a priority in Alabama to improve the processes used to build Odyssey from the perspective of the associates who make it.

I hope I will make clear in the next few minutes, we view these as complementary, not conflicting, points of focus. A product that is easier to build for our associates, one that incorporates their input at the most fundamental levels of its design, has far greater potential to be a truly superior product for our customers.

Now, I have a unique vantage point in this project. My career began at our Allison, Ontario, factory, in 1989. Early on, I spent much of my time focused on new model work for the Civic. For about a year, I bounced between Ohio and Canada, developing the processes to build a new two-door Civic Coupe. At that time, we were launching the Civic simultaneously at both our East Liberty, Ohio, and Alliston, Ontario, plants.

In the early 1990s, a recession hit. It wasn't as severe as the most recent economic shock, but it brought a new challenge for Honda. How do we control excessive inventory by slowing production but do so without layoffs?

This challenge served as a catalyst for a number of advancements, including the creation of our flexible manufacturing system as a critical tool for adapting more efficiently to rapidly changing market conditions. In the midst of this crisis, a decision was made to enter the light truck market.
This led to what we called the Maple Project, which included the creation of second plant in Canada, hence the term "Maple."

It was a challenging assignment that included the first global trial of our flexible manufacturing system, and the introduction of an all-new, second-generation Odyssey, which was Honda's first home-grown light truck product. This created many challenges for us, with larger components such as sliding doors, vastly increased build complexity, new technologies and new suppliers.

The vehicle was being developed in Japan, where I ended up living for a couple of years. So, we had our own Maple Project office in Japan. Again I learned the importance of communication and the value of having someone physically at the spot to work with R&D. This assignment gave me the chance to understand the design of the new Odyssey on a fundamental level, and to serve as the liaison back to Alliston.

There was one day when I was at our Sayama plant in Japan that I got a call to head to the R&D offices right away. By the time I got there, the development team was pouring over news reports about brand new IIHS crash-test protocols.

Even though we were mid-way through the development process, now we were being challenge to adapt the design to these new standards. But because I was at the spot ... and we had all of the groups working there together we had the ability to communicate quickly and to develop effective countermeasures. And we were able to keep to our original development schedule. This project turned out to be a bright spot in my career because I learned that lean, efficient and customer-focused manufacturing comes about as a result of good communication and team effort.

This focus on collaboration between manufacturing and R&D continues to be a guiding force in the launch of new models at Honda. And it is the pathway to what I mentioned earlier as our dual priorities to create products that meet the needs of our customers, while ensuring that the processes used to build them are easier for our associates in the factory.

As I said, the second Canada plant was born out of the 1990s recession mind set. So, while it was a daring decision in a difficult economy, it turned out the new light truck plant was almost immediately too small to meet growing demand for light trucks from the moment it opened in 1998.

So, a year later, we announced plans to build a new plant in Lincoln, Alabama, our sixth auto plant in North America, which would help increase and eventually take over Odyssey production. And I went there ten years ago to help establish it.

The history of our Alabama plant is one of continuous challenge and flexibility to meet ever-changing customer demand. We started with production of Odyssey and its V-6 engine in 2001, and had to ramp up very quickly to keep up with record demand. Just three years later, with hot new products and increasing demand, we opened a second line in Alabama, which doubled capacity and allowed us to take on production of the Pilot SUV - again creating a dual-sourced vehicle with Alliston's Plant 2.

What came next further demonstrated the value of our early and deep investment in flexible manufacturing capabilities. During the recession that followed the Lehman Shock, you could sense the worry that many of our associates in Alabama were experiencing.

Since many had previous experience in the textile industry, there was an expectation of layoffs that were sweeping the auto industry in the downturn. And I fully realize that this was a challenge that was shared equally by everyone in this room.

But we managed our business very carefully and strategically, with a focus on our customers and our own people. Our flexible manufacturing system, which has been installed across all Honda operations, was a key component of our strategy.

Fortunately, there isn't much of a learning curve with Honda's system from the standpoint of technology. It's simply a toolbox full of tools. But these tools are only useful if you know how to use them and, fortunately, we do. Based on teamwork between plants and our flexible system we added new models in Alabama to optimize our North American capacity to meet customer demand in the most efficient manner.

First, we moved production of the Ridgeline from Canada to Line 1 in Alabama alongside Odyssey. This allowed Alliston to build more Civics, which were in high demand. Then, we brought in a passenger car - the Accord V6 Sedan to be built on Line 2 alongside the Pilot. This was the first time for our light truck plant to build a car. This validated the flexibility that we knew we had in Alabama but had never fully utilized until this economic crisis came along.

As the entire U.S. market dropped to historic lows in sales and production, we took a surgically precise approach to factory downtime. We had more than 65 non-production days, mostly on Fridays and adjacent to holidays. And we let our associates make their own decisions - to use paid time-off, take the time without pay, or come to work as scheduled.

In this way, we used the downtime to fundamentally strengthen our organization. Since most associates still came to work, this provided a great opportunity for us to find ways to improve our operations and have the time to make those changes so we would be ready when the market came back.

It was during these times that many of our associates understood what kind of company Honda really is. We gained respect and understanding from how we handled ourselves and how we communicated openly and directly with our associates about the challenges we faced about why we were responding the way we did and how it would impact them.

Through all of these experiences, we matured and transitioned from a plant that just executed to someone else's plan to a tightly knit team of associates who analyzed problems, developed countermeasures, and took an active role in shaping their own workplace. And that brings me back to the creation of this new generation Odyssey minivan, which both tested and proved out the maturity of our associates and our capabilities as a team.

This was a completely different kind of challenge compared with the two previous versions of Odyssey. As I said earlier, when the plant opened in 2001, Odyssey was transferred from Canada along with its basic production layout. Our focus was on building the product based on someone else's legwork.

The next generation of Odyssey, launched in 2004, was our first full-model change. The Japan R&D team was really strong but, unfortunately, HMA was still a young company. While the '05 generation Odyssey has been an outstanding vehicle in the marketplace there are certain aspects of its manufacturability that are problematic for our plant.

The next major model change we had in Alabama was with the current generation Pilot. The second generation Pilot we launched in 2008 was a project started in Canada, not Alabama. So, this 2011 Odyssey was really our first opportunity to take the lessons we've learned and put them into practice at the very beginning of development.

From the start, our team in Alabama was very focused on integrating the voice of its associates into the new-model design process. To create that relationship and at-the-spot communication between R&D and Manufacturing, we embedded several manufacturing associates in Honda R&D's Ohio new-model center from the earliest stages of development. This was a year before they issued their first drawings, which provided the chance to learn about the conceptual ideas for the new product and how it would impact the plant.

Engineers on both sides were very willing to work as a team, with a strong focus on delivering the best product for the customer. They fully accepted the manufacturability of the product as a strategic advantage in making a better Odyssey for the customer.

On the factory side, we also took a very proactive approach to the development of the new-model operations standard. A process team was established with trainers recruited from within each of our five assembly areas. We had a team of trainers who were passionate and knowledgeable in a detailed way. These are folks who work every day at the spot. They know the people on the line and their specific concerns so they could reflect critical issues in specific and focused change requests.

In the past, we would begin writing our operations standards after the first prototypes were built. But this time, associates from the floor helped write the operations standards before we built our first prototype. This allowed our process team and trainers to make a vehicle geared to their actual process flow, not to a hypothetical concept or to a process based solely on the original design concept.

Further, once we started running training models in the plant, there was a plan to get feedback on the process and parts. During build events, an associate walked the line, talking to associates after each process, and logging every concern at the spot. This resulted in greater buy-in from associates as they realized how serious we were about reflecting their voices in the build process.

A key focus throughout this process was ergonomics for the associate. Making things more ergonomically friendly, reducing the stress of a given process has been a long-standing commitment within our North American manufacturing plants.

A product that is easier for our associates to build is obviously good for associates but it's also good for our customers because easier-to-build vehicles allow our associates to place an even greater focus on quality.

Generally speaking, there are two solutions to resolving ergonomic issues - design changes and equipment process changes. And I'd like to share a few examples of both.

For instance, with the current Odyssey, the associate uses a rubber mallet to ensure the rear quarter glass is properly fitted. This is because of the high push force need to set the glass in place.

We knew this was a process that had to be changed for the new Odyssey. So, our associates used advanced technology to generate data that would help R&D better understand the issues. The technology involves a special glove, which is equipped with a sensor that is worn by an associate to measure push force.

When we brought R&D engineers to the spot, they immediately agreed the process needed to be fixed. Not only could they see it but to justify the change, they now they had the hard data which, we all know engineers love!

Based on the data, we were able to collaborate with R&D and our supplier to develop a new attachment clip that is not only easier to set, but makes an audible click when the clip is engaged. This allows the associate to more easily confirm that the glass is set correctly and greatly improves the ergonomic situation. This is only one of many examples where we focused on matching design with process to increase safety for the associate and quality for the customer.

Another example of a significant design change where we enhanced both quality and ergonomics is the new headliner design. A minivan headliner, as you can see, is a very large and complex part, with a wiring harness and garnishes to accommodate lighting, overhead HVAC and entertainment systems. This can require a lot of overhead assembly work.

The size of the current Odyssey headliner required that we ship them horizontally, which reduced truck density and added to shipping costs. When we saw the original design spec for the new headliner, we could see that it far exceeded our target for both improving ergonomics and increasing packing density. But because this issue was identified early on through associate involvement, we were able to collaborate on a modified design.

Certainly, R&D could have pushed back and stuck with their original concept but they respected our desire for a more efficient, associate-friendly and quality-up part. The new design uses a shorter one-piece headliner and a larger plastic garnish where the headliner meets the rear tailgate. As a result, it will be installed through the windshield opening instead of from the rear of the vehicle.

Further, the process of attaching the wiring harnesses and HVAC and other systems was moved to a supplier as a subassembly. The headliner now comes to us as a more stable component, and without the requirement for overhead work. Since it's a heavier part, we also added a lift-assist device.

Finally, the new design enables us to ship the part vertically reducing costs and CO2 emissions because of fewer truck shipments. That's a win-win-win for the customer, our associates, and the environment.

I want to share one last example with you because it concerns an improvement we achieved with the aid of virtualization technology.

The new Odyssey has a keen focus on dynamic exterior styling, which includes not only the distinctive lightning bolt belt line, but also a more cab-forward design. This pushes the top of the windshield back 60mm and pulls the bottom touch point forward 55mm. This made the instrument panel assembly much larger and more cumbersome to handle.

With the current model, the panel goes straight in to the vehicle through the side door opening. But through the use of virtualization software, we determined early on that the new instrument panel was too large to move easily through the door. This was significant because it allowed the discovery and countermeasure activity much earlier, where it was easier and more efficient to manage.

Using virtualization, we developed a process to rotate the panel forward. As a result, the panel can fit through the door and be installed in a manner that is more ergonomically friendly for our associates. And our customers get a product with more dynamic styling.

Collectively, the tools at our disposal today have great potential to bring everyone to the spot, both virtually and in the real world. But as the old saying goes, it's always easier to do a job if you have the right tools.

But in a process as complex as building a new automobile, one of the tools that we can never forget is the tool of communication. Throughout my Honda career, it has been proven to me again and again that associates at the spot are the experts. They have the ultimate responsibility to fit all the puzzle pieces together for the customer.

And that's the fundamental story of the new Odyssey. It begins and ends with a large team that demonstrates good communication, a sense of shared purpose, and a challenging spirit, all grounded in a clear and focused vision for the customer.

And the end result is an all-new "American Odyssey" that is the pride of our associates who build it and, most importantly, for the customers who will enjoy it.

Thank you for your time and your attention and I look forward to taking your questions in the panel discussion. Thank you!

Investing In America: Honda Raises Time Capsule, Celebrates 10 Years since Groundbreaking in Alabama

Wed, 12 May 2010 16:26:00 -0700

Alabama Gov. Bob Riley joined Lincoln school students and community leaders at Honda Manufacturing of Alabama Tuesday to raise a 10-year time capsule and celebrate a decade since the start of construction at the $1.4 billion facility.

The time capsule was presented to Honda officials on April 25, 2000 by students at three Lincoln schools to commemorate the start of construction and to memorialize a slice of life in Lincoln at the time of the groundbreaking.

An inscription on the time capsule said, "We plant our dreams. May they flourish abundantly." More than 25 items were packaged in the time capsule, including t-shirts and yearbooks from Lincoln Elementary School, Drew Middle School and Lincoln High School. The capsule also contained a "Growlithe" card from the popular Pokémon card game.

"I would like to congratulate all our associates for the teamwork, dedication and commitment to our customers that has made the dream of HMA come true," said HMA President Nobu Sanui. "I would also like to thank our neighbors - the people of Lincoln, Talladega County , and the State of Alabama - for your partnership. I am very proud of what HMA has achieved during the past ten years."

HMA employs more than 4,000 associates at its Lincoln facility and is the sole North American production source of the Odyssey minivan, the Pilot sport utility vehicle, the Ridgeline pickup truck and the V-6 engines that power each vehicle. The plant also shares production of the Accord V-6 Sedan with the Marysville Auto Plant in Marysville, Ohio . Capital investment at the plant now totals more than $1.4 billion at the 3.5 million square foot facility with an annual production capacity of 300,000 vehicles and engines.

Some of those same students, community leaders and guests who attended at that groundbreaking day 10 years ago returned to HMA for a brief look back at Lincoln in the days before Honda. Contents of the time capsule were placed on display for guests to look through and reminisce on how some things have changed in just 10 years.

Jessica Meek Popham, a former Lincoln High School student who spoke at the original groundbreaking ceremony in 2000, said there has been much growth in Lincoln , thanks to Honda.

"In the garden that is Lincoln, Alabama, the citizens are flourishing as never before and we are grateful to Honda Manufacturing of Alabama for its huge contribution to our community," Popham said. Popham is now a pharmacist in Anniston .

During the groundbreaking ceremony on April 25, 2000, Honda revealed that the first vehicle to be built at the new plant would be the popular Honda Odyssey minivan. Though "the big day" - the day the plant would build its first vehicle suitable for sale - was some 18 months away, groundbreaking day still holds fond memories for Lincoln area residents and HMA associates who have followed the company's progress from the very beginning.

During the past two years - in the midst of the most severe downturn in North American automotive production history - Alabama's Honda plant continued to grow with the addition of two important Honda vehicles to its Lincoln lineup. Production of both the Ridgeline pickup truck and the Accord V-6 Sedan was added to HMA's manufacturing lineup in 2009. The lineoff of the first Honda pickup truck to be built in Alabama occurred Feb. 16, 2009 and was followed just five months later with the lineoff of the first Alabama-built Accord V-6 Sedan on July 17, 2009 in Lincoln .

HMA is Honda's largest light truck production source. HMA's flexible manufacturing system allows the Alabama facility to build multiple models on the same assembly line.

Investing In America: Honda Manufacturing of Alabama Celebrates 10th Anniversary

Wed, 12 May 2010 08:00:00 -0700

Honda Manufacturing of Alabama Celebrates 10th Anniversary

Investing In America: 2010 Honda Rose Parade Float

Fri, 01 Jan 2010 07:00:00 -0800

2010 Honda Rose Parade Float

Investing In America: 2010 Honda Rose Parade Float

Fri, 01 Jan 2010 07:00:00 -0800

2010 Honda Rose Parade Float

Investing In America: 2010 Honda Rose Parade Float

Fri, 01 Jan 2010 07:00:00 -0800

2010 Honda Rose Parade Float

Investing In America: "Ship of Dreams" Time Lapse

Thu, 31 Dec 2009 10:22:00 -0800

Watch time lapse video of Honda's 2010 Rose Parade construction to completion.

Investing In America: College Bound Student Xavier Brackett

Wed, 16 Dec 2009 07:00:00 -0800

College Bound Student Xavier Brackett

Investing In America: College Bound Student Xavier Brackett

Wed, 16 Dec 2009 07:00:00 -0800

College Bound Student Xavier Brackett

Investing In America: Honda's "Ship of Dreams" Rose Parade Float to Set Sail with Seven Youth Philanthropies on Board

Tue, 08 Dec 2009 07:55:00 -0800

Today Honda revealed its 2010 Rose Parade float entry and announced that it will again be the official Tournament of Roses vehicle and continue as one of its longest-running sponsors. Honda's Rose Parade float, "Ship of Dreams," is a three-masted sailing ship captained by a model of the company's ASIMO humanoid robot and featuring seven of Honda's philanthropic partners that help improve the lives of children. Representatives from each of the organizations will be riding on the float when it sets sail during the 121th Rose Parade, themed "A Cut Above the Rest," on Friday, Jan. 1, 2010 at 8 a.m. PST.

"Honda always brings a great amount of care to their Rose Parade entry and we hope that this world stage will bring benefit to their youth and education philanthropic partners featured on the float," said Bill Flinn, chief operating officer, Tournament of Roses.

The sails on the 45-foot-tall, 75-foot long Ship of Dreams feature the names and logos of the seven Honda partners including Big Brothers Big Sisters of Orange County, College Bound, National Youth Project Using Minibikes (NYPUM), Pediatric Therapy Network, Ride for Kids, Special Olympics Southern California, and Students Run L.A. To learn more about the organizations and for links to their Web sites, please visit: http://corporate.honda.com/roseparade.

"All the nonprofits joining us on this year's Tournament float are long-time community partners and represent more than 120 years of working together to help fulfill the dreams of children and respond to children in need," said Stephan Morikawa of American Honda Corporate Community Relations.

As part of Honda's sponsorship of the Tournament of Roses, the 2010 Acura ZDX will lead the parade as the pace car. And, annually Honda provides vehicles, Metropolitan scooters and generators for use by Tournament personnel. Honda's multipurpose utility vehicle, Big Red, will also make its Rose Parade debut this year. Honda is one of the parade's longest-running corporate sponsors, and its Rose Parade float entries have captured major awards in 14 out of the last 15 years.

Videos featuring some of these nonprofit organizations will be featured over the next few weeks at Honda’s YouTube channel: http://www.youtube.com/honda.

About Honda
Honda began operations in the U.S. in 1959 with the establishment of American Honda Motor Co., Inc., Honda's first overseas subsidiary. Honda began U.S. production of motorcycles in 1979 and automobiles in 1982. The company has invested more than $12.1 billion in its North American operations with employment of nearly 28,000 associates, and annual purchases of more than $17.5 billion in parts and materials from suppliers in North America. Honda vehicles are manufactured using domestic and globally-sourced parts.

Honda News & Views: http://www.honda.com/news
Honda Multimedia Newsroom (For Press Only): http://www.hondanews.com
Honda on YouTube: http://www.youtube.com/honda
Honda on Twitter: http://www.twitter.com/alicia_at_honda
Honda on Flickr: http://www.flickr.com/hondanews
Honda Web site: http://www.honda.com

Radio news release.

Investing In America: Honda's 2010 Rose Parade float "Ship of Dreams"

Tue, 08 Dec 2009 07:45:00 -0800

Honda's 2010 Rose Parade float "Ship of Dreams"

Investing In America: Honda's 2010 Rose Parade float "Ship of Dreams"

Tue, 08 Dec 2009 07:45:00 -0800

Honda's 2010 Rose Parade float "Ship of Dreams"

Investing In America: Honda's 2010 Rose Parade float "Ship of Dreams"

Tue, 08 Dec 2009 07:45:00 -0800

Honda's 2010 Rose Parade float "Ship of Dreams"

Investing In America: Honda's 2010 Rose Parade float "Ship of Dreams"

Tue, 08 Dec 2009 07:45:00 -0800

Honda's 2010 Rose Parade float "Ship of Dreams"

Investing In America: Associates at Honda's First U.S. Auto Plant on 50th Anniversary

Thu, 11 Jun 2009 07:00:00 -0700

Associates at Honda's First U.S. Auto Plant on 50th Anniversary

Investing In America: Honda Commemorates 50 Years of Innovation in America

Thu, 11 Jun 2009 06:00:00 -0700

Honda (NYSE: HMC) today marked its first 50 years in America, commemorating the establishment of American Honda Motor Co., Inc., in a small Los Angeles storefront on June 11, 1959. Honda associates observed the occasion with a brief ceremony at the company's Torrance, Calif. headquarters.

"On behalf of the tens of thousands of Honda associates in America, past and present, we offer our deepest thanks to our customers for placing their trust in Honda over the past 50 years," said American Honda President & CEO Tetsuo Iwamura. "Today, in the face of new challenges, including the preservation of our environment, we renew our commitment to exceed the expectations of our customers and society."

Starting in 1959, with the fuel-efficient Honda 50 motorcycle, to the newly launched 2010 Honda Insight gas-electric hybrid vehicle, Honda has introduced new technologies and business strategies that have shaped the industry and the growth of Honda, including:

First automaker to meet U.S. Clean Air Act without a catalytic converter - Civic CVCC (1974)
First vehicle to top U.S. EPA list of most fuel efficient cars - Civic (1977)
First Japanese automaker to build motorcycles (1979) and automobiles (1982) in America - Marysville, Ohio*
First Japanese automaker to establish a luxury automobile brand -- Acura (1986)
First mass produced gas electric hybrid car introduced in America -- Insight (1999)
First government-certified hydrogen fuel cell vehicle -- FCX (2002)

Honda has steadily expanded its U.S. presence to encompass a broad range of products and operations. Today, Honda employs more than 27,000 U.S. associates engaged in the design, development, manufacturing, sale and servicing of Honda and Acura products including automobiles, motorcycles, ATVs, personal water craft, power equipment, and an advanced light jet.

Honda operates 10 U.S. manufacturing plants with two new plants under construction, along with 14 R&D facilities and more than 12 regional sales, parts and service, and finance offices around the country. The company's network of U.S. parts suppliers comprises 545 companies in 34 states with annual purchases exceeding $17.5 billion in 2008.

Honda History in America
American Honda was the first overseas subsidiary of Honda Motor Co., Ltd., established eleven years after HMC's inception as a small motorcycle manufacturer in Japan. Honda entered the U.S. market in 1959 with the step-through Honda 50 motorcycle and helped spur the dramatic growth of the U.S. motorcycle market, as it became the best-selling brand in America.

The introduction of the fuel-efficient Civic in 1973 paved the way for Honda's entry into the U.S. auto industry. As America faced the first oil crisis in 1973 and then the U.S. Clean Air Act tightened air emissions standards in 1975, Civic became both the first automobile to meet the Clean Air Act without the need for a catalytic converter and was ranked number one on the U.S. Environmental Protection Agency's first list of America's most fuel efficient cars (1977).

Based on its longstanding commitment to develop and build products close to the customer, Honda established research and development operations in America in 1975, and U.S. manufacturing in 1979, starting with production of motorcycles in Marysville, Ohio. Honda became the first Japanese automaker to build cars in America with the start of Accord production at the Marysville Auto Plant in November 1982. In May 2009, Honda reached the 15 million unit milestone in U.S. automobile production.

In 1986, the company expanded into the luxury automobile market with the creation of the Acura brand, the first luxury nameplate from a Japanese automaker. Acura earned a top rating in J.D. Power and Associates' Customer Satisfaction Index for four consecutive years (1986-1989).

In the 1990s, Honda introduced the U.S. automobile industry's first low-emissions vehicles, meeting challenging new emissions requirements in California while also enhancing fuel efficiency. In 1999, Honda introduced America's first mass production hybrid vehicle, the Insight, followed in 2002 by the Honda FCX, the first fuel cell vehicle certified by the U.S. government for daily use and the first to be placed in the hands of an individual consumer.

In 2008, the company began leasing its next-generation FCX Clarity fuel cell sedan, the industry's most advanced zero-emissions vehicle. In March 2009 Honda introduced the 2010 Honda Insight, America's most affordable hybrid, with plans to launch another all-new hybrid within the next several years based on the company's sporty CR-Z hybrid concept vehicle.

"Looking to the future, we are committed to advancing Honda's legacy of environmental leadership to help address the twin challenges of global climate change and energy sustainability," said Iwamura. "Along with a renewed focus on quality, we begin our next fifty years by accelerating our efforts to develop and deploy new technologies that put Honda at the forefront of this global challenge, to create a cleaner and more sustainable future for generations to come."

Honda's multimedia newsroom including historical photos and video: http://www.hondanews.com

*using domestic and globally sourced parts

Investing In America: American Honda 50th Anniversary Timeline

Thu, 04 Jun 2009 16:54:00 -0700

1959

On June 11, American Honda Motor Co, Inc. is incorporated as the first overseas subsidiary of Honda Motor Co., Ltd., just eleven years after the company's inception as a small motorcycle manufacturer in Japan.
A handful of associates led by 39-year-old Kihachiro Kawashima begin signing up U.S. motorcycle dealers, working out of a small storefront office at 4077 Pico Boulevard in Los Angeles, California. The Honda 50 (Super Cub), Dream and Benly motorcycles are the first Honda products sold in the U.S. First-year sales amounted to just over 1,700 units.

1962

Honda begins selling power equipment products in the U.S. Its first product is the F-190 tiller followed by the E-300 and E-40 portable generators in 1964.
American Honda launches the memorable 12-year ad campaign, "You meet the nicest people on a Honda" to create a new image of fun and friendly motorcycling with U.S. consumers. Advertisements appeared on billboards and in many of America's most prestigious magazines of the day, and, in 1965, the company aired two 90-second commercials during the Academy Awards.

1963

American Honda, now with approximately 800 motorcycle dealers around the country, moves its corporate headquarters from Pico Boulevard to new offices in Gardena, California.
Honda not only has to establish itself in the U.S. motorcycle market, it has to overcome the negative stereotype of motorcyclists.

1968

American Honda sells its one-millionth motorcycle in the U.S.

1969

American Honda sells a handful of its first automobile, the diminutive N600 sedan, in Hawaii in 1969 followed by the start of sales in the continental U.S. in 1970. The N600 carries a manufacturer's suggested retail price (MSRP) of $1,275

1973

American Honda introduces the Civic hatchback at the outset of America's first energy crisis. With an MSRP of $2,150, a fuel-efficient 4-cylinder engine, and a front-wheel drive/front engine layout, the Civic is virtually an overnight hit with American car buyers.
Honda introduces the industry's first 4-stroke outboard marine engines, which are cleaner, quieter and more fuel-efficient than comparable 2-stroke motors.

1974

The 1975 Civic CVCC (Compound Vortex-Combustion Controlled) is introduced as the first car to meet U.S. Clean Air Act exhaust emissions standards without the use of a catalytic converter. In 1977, the Civic CVCC tops the U.S. EPA's first-ever list of the most fuel-efficient cars in America with an EPA fuel economy rating of 40 mpg.

1975

Honda begins market research and new model development activities in America with the establishment of Honda Research California (later Honda R&D Americas, Inc.) in the company's Gardena, California, headquarters.
Honda introduces the GL1100 "Gold Wing" igniting U.S. motorcycle riders passion for long-distance cruising

1976

American Honda introduces the Honda Accord, first as a hatchback, followed by the Accord 4-door sedan in 1979. Accord soon establishes itself as the new benchmark of mainstream economy sedans.

1977

Honda announces plan to produce* products in America, starting with motorcycles, but with a plan to add automobiles in the future. Honda of America Mfg., Inc. is formally established in February 1978.

1979

On September 10, Honda of America Mfg. begins production of the Honda CR250M Elsinore motorcycle at the Marysville Motorcycle Plant in Marysville, Ohio, making Honda the first Japanese automaker to produce products of any kind in America. Within days of the start of motorcycle production, Honda decides to go ahead with plans for a new automobile factory in Ohio.

1980

Honda breaks ground on a new $250 million auto plant in Marysville, Ohio.

1982

On November 1, a slate gray Accord Sedan is driven off the end of the assembly line at the Marysville Auto Plant (MAP), making Honda the first Japanese automaker to build automobiles in the U.S. Over the next 25 years, Honda will invest more than $3.8 billion in expanding and modernizing MAP to ensure that it remains one of the U.S. auto industry's most flexible and efficient production facilities.

1984

In February, American Honda confirms its plans for a new luxury-performance division called internally "Channel II" as an alternative to well-established European brands. The new division is eventually named Acura.
On August 6, Honda Power Equipment Mfg., Inc., begins assembling Honda lawnmowers at a new plant in Swepsonville, NC. The plant steadily expands its capacity to more than 340,000 lawnmowers and 2 million general-purpose engines annually.
With heavy influence from American Honda and Honda R&D Americas, the company introduces the1984 Honda CRX-HF, the first car to achieve an EPA fuel economy rating in excess of 50 miles per gallon.

1985

On July 22, the Anna Engine Plant (AEP) in Anna, Ohio, begins production of Gold Wing engines. AEP would build its first automobile engine in September 1986 and goes on to become Honda's highest volume engine plant in the world with an annual production capacity of 1.2 million units (in 2008).
The Marysville Auto Plant (MAP) accomplishes the U.S. auto industry's first rolling model change with the launch of the 1986 Accord without a plant shutdown. MAP is also the first U.S. autoplant to build left- and right-hand drive cars on one assembly line and the first to export cars to Japan, in 1988.
Honda R&D Americas opens its Ohio Center for new vehicle development. The facility and its engineers go on to develop some of the company's most innovative products including two generations of the Honda Pilot and Acura MDX SUVs, Element, Ridgeline pickup, and three generations of the Acura TL sedan.

1986

Acura is launched as the first luxury brand from a Japanese automaker. Sales of the Acura Legend Sedan and Integra 3-door and 5-door sports sedans begin on March 27 at 60 Acura dealers in 18 states. The Legend Sedan is named Motor Trend magazine's "Import Car of the Year" and Acura goes on to become the best-selling import nameplate for 1987, and also tops J.D. Power and Associates' annual Customer Satisfaction Index (CSI) survey for four consecutive years (1987-1990)

1988

The Ohio-made Accord Coupe becomes the first U.S.-built vehicle ever exported to Japan with the start of exports on March 7. American Honda quickly becomes the #1 exporter of U.S.-built automobiles to Japan.

1989

The East Liberty Auto Plant (ELP), Honda's second U.S. auto plant, in East Liberty, Ohio, begins production of Civics in December. ELP is the first automobile plant in America to use more environmentally friendly waterborne paint.
Honda company co-founder, Soichiro Honda, becomes the first leader of a Japanese automaker inducted into the U.S. Automotive Hall of Fame.
The Accord becomes America's top-selling automobile, a position it holds for three consecutive years (1989-1991).

1990

The 1991 Acura NSX is launched as the first supercar from a Japanese automaker and the first production automobile with an all-aluminum chassis and body. The NSX, with an MSRP of $65,000, also debuts the company's VTEC (Variable Valve Timing and Lift Electronic Control) engine technology for improved performance with reduced emissions and higher fuel efficiency,
1991 Acura NSXwhich is later applied to virtually all Honda and Acura vehicles sold in America.
The 1991 Accord Wagon debuts as the first Honda vehicle to be designed, developed and manufactured in America.

1994

American Honda introduces the first-generation Odyssey minivan based on an automobile unibody platform. The Odyssey, with its fold-away third-row "magic seat" paves the way for Honda's entry into the burgeoning U.S. light truck market.
American Honda begins racing in the IndyCar World Series. Honda-powered cars go on to win 65 out of 164 races in several open-wheel series between 1994 and 2002, capturing six Driver's Championships and four Manufacturer's Championships.

1995

1995 Civic is the first automobile to meet California's Low-Emissions Vehicle (LEV) exhaust emissions standards. Honda goes on to lead the industry in the introduction of low-emission vehicles including the first 50-state low-emissions car (1998 Civic), first ULEV (1998 Accord), first-to-market SULEV (2000 Accord), and first AT-PZEV (2001 Civic GX).

1996

Honda Transmission Mfg. of America, Inc. begins production of gears and automatic transmissions for automobiles. The plant adds production of high-precision gears in 2006 and four-wheel-drive differentials in 2007.

1997

American Honda begins leasing the Honda EV Plus battery electric vehicle (BEV), the first four-passenger BEV powered by advanced nickel-metal hydride batteries and an early example of Honda's effort to advance electric drive technology.

1998

Sales of Honda and Acura vehicles exceed one-million units for the first time in a single year as the Accord completes a decade as the best-selling vehicle to individual car buyers (excluding fleet sales) and the Civic is the best-selling compact car in America for the third consecutive year.
Honda of South Carolina Mfg, Inc. opens a new 330,000-square-foot plant for the production of Honda Four Trax all-terrain vehicles (ATVs). The company would add a second plant for production of Honda AquaTrax personal watercraft in 2002.
Sales begin of the natural gas-powered Honda Civic GX, powered by the cleanest internal combustion engine ever certified by the U.S. EPA.

1999

The Honda Insight debuts in December as America's first gasoline-electric hybrid vehicle. Featuring a lightweight, all-aluminum body and Honda's IMA™ (Integrated Motor Assist™) hybrid technology, the two-seat Insight boasts an EPA highway fuel economy rating of 70 mpg.

2000

Acura debuts the U.S.-designed and developed 2001 Acura MDX. With a fuel-efficient V6 engine, lightweight VTM-4™ all-wheel drive system and standard third-row seating, the MDX quickly establishes itself as the new benchmark for luxury "crossover" SUVs.

2001

Honda Manufacturing of Alabama, LLC, Honda's third U.S. auto plant, begins synchronous production of Odyssey minivans and V6 engines. In April 2004, HMA would add a second assembly line and double its vehicle and engine production capacity to 300,000 units annually.
Honda R&D Americas, Inc. opens the first solar-powered hydrogen production and fueling station built and operated by an automaker, at its U.S. headquarters facility in Torrance, California.
The 2001 Honda Civic Coupe is the first compact car to earn a five-star rating from the National Highway Traffic Safety Administration (NHTSA) for both frontal and side impacts.
American Honda's Northwest Regional Facility in Gresham, Oregon, becomes the first mixed-used industrial building in America to receive a LEED-Gold certification from the U.S. Green Building Council.

2002

American Honda introduces the Civic Hybrid, the first application of hybrid technology to an existing, mass-produced automobile.
The Honda FCX is the industry's first fuel cell car to earn certification for regular commercial use from both the U.S. EPA and California Air Resources Board (CARB). The City of Los Angeles takes delivery of two FCX cars on December 2 as the world's first commercial customer for a fuel cell vehicle.

2003

American Honda announces its industry-leading "Safety for Everyone" initiative to equip all Honda and Acura automobiles with a core suite of advanced safety technologies regardless of vehicle size or price.
Honda R&D opens a state-of-the-art new safety test facility in Ohio, equipped with the world's highest resolution crash-test barrier and the world's first pitching test sled to more accurately simulate the dynamics of a crash event.
The HondaJet advanced light jet makes its inaugural test flight on December 3 at the Piedmont-Triad International Airport in Greensboro, NC.
American Honda cumulative product sales, including automobiles, powersports and power equipment products, surpass the 50-million-unit mark, including more than 20-million automobiles.

2005

The 2006 Honda Civic is the first compact car to earn a "Top Safety Pick" rating from the Insurance Institute for Highway Safety (IIHS).
The Spallino family takes delivery of a Honda FCX, becoming the world’s first individual customer for a fuel cell car.

Leasing begins of the Phill™ home refueling appliance to expand the appeal and convenience of its Civic GX natural gas-powered vehicle technology.
Honda introduces VCM™ (Variable Cylinder Management™), the industry's first cylinder deactivation technology for V6 engines.

2006

Honda R&D Americas, Inc. opens two new design studios in Southern California, including an Acura Design Studio in Torrance and the Advanced Design Studio for future products in Pasadena.

2007

"Greenest Automaker" by the Union of Concerned Scientists for the fourth consecutive time in the organization's biennial study of automakers' U.S. automobile fleet smog-forming and greenhouse gas emissions.
American Honda begins sales of its micro-combined heat and power (MCHP) co-generation technology in the Northeastern United States, offering the potential for a significant decrease in energy consumption and CO2 emissions associated with home heating.
Honda introduces the world's first production motorcycle with an available rider airbag system, on the 2008 Honda Gold Wing.

2008

Honda Manufacturing of Indiana, LLC, begins production of fuel-efficient 4-cylinder Civic Sedans at Honda's fourth U.S. auto plant in Greensburg, Indiana. The plant sets new standards for energy efficiency among Honda's U.S. auto plants and is a zero-waste-to-landfill facility.
American Honda begins lease sales of its next-generation FCX Clarity fuel cell car to customers in Southern California.

2009

The 2010 Honda Insight launches in March with an MSRP of $19,800, making it the most affordable hybrid car in America.

*using domestic and globally sourced parts

Investing In America: Decade by Decade Summary of Honda in America

Thu, 04 Jun 2009 16:37:00 -0700

1960s
Honda created the motorcycle market in the U.S. By leading American consumers to reconsider the motorcycle's place in society Honda almost single-handedly changed the image of 2-wheeled transportation from something for motorcycle gangs to a form of transportation appropriate for everyone.

1970s
With the front-wheel-drive Civic, equipped with a cleaner, more fuel efficient and transverse-mounted engine, Honda demonstrated to the industry that it was possible to meet new requirements for cleaner air while offering customers a fun-to-drive car with higher fuel economy.

1980s
The Accord became the industry benchmark spawning a new generation of mid-size cars … and by building Accord in America, Honda demonstrated that it was possible to build high quality automobiles in the U.S. Accord became the first international nameplate to become best-selling car in America.

1990s
Meeting challenging new requirements for low emission vehicles years ahead of schedule at a time when other automakers said it was too difficult, Honda demonstrated that it was possible to meet the LEV, ULEV, and SULEV requirements while also meeting the needs of customers. As a result of these advances in clean emissions technology, the industry can now focus on reducing greenhouse gas emissions to address global climate change.

2000s
By simultaneously advancing both advanced environmental and safety technologies and making them affordable for customers, Honda is leading the way in creating environmentally responsible mobility for a new generation. This has included Introducing America's first gas-electric hybrid vehicle and the first fuel cell vehicles leased to individual customers – while offering safety technology as standard equipment in all of its vehicles.

Investing In America: Honda 50th Anniversary B-Roll Package

Thu, 04 Jun 2009 15:35:00 -0700

Honda 50th Anniversary B-Roll Package

Investing In America: Honda's First U.S. Headquarters

Wed, 03 Jun 2009 13:45:00 -0700

Honda's First U.S. Headquarters

Investing In America: 1959 Honda Enters US Market

Wed, 03 Jun 2009 08:00:00 -0700

1959 Honda Enters US Market

Investing In America: 1975 Honda Civic CVCC

Wed, 03 Jun 2009 02:14:00 -0700

1975 Honda Civic CVCC

Investing In America: 1995 Honda Civic EX Coupe

Tue, 02 Jun 2009 15:34:00 -0700

1995 Honda Civic EX Coupe

Investing In America: Economic Impact Study Overview

Fri, 15 May 2009 16:22:00 -0700

As the first Japanese automaker to build motor vehicles in the United States, Honda is proud to invest in America—its economy and its people. Starting with a small motorcycle sales office in Los Angeles in 1959, Honda has grown into a multi-line operation throughout the country to include automobiles, power equipment, powersports, engines and jet aircraft. Honda's contributions to the processes of manufacturing and design have helped to improve the U.S. automotive industry, as well as others.

The Center for Automotive Research (CAR) recently conducted a study on the economic contributions of American Honda Motor Co., Inc., and all of its U.S. affiliate companies and associated retail operations for the calendar year 2007. The results show the tremendous positive impact that Honda has made over the past 50 years. Highlights of the study include:

More than 367,000 private sector jobs, and $17 billion in annual wages and salaries, are generated as a result of Honda’s total U.S. operations.
Almost 152,000 private sector jobs are a result of Honda’s direct employment in the United States. Associated wages and salaries are estimated to be $9 billion.
More than 215,000 private sector jobs are generated by Honda’s dealerships and Honda product-related retail employment in the United States. Their estimated associated wages and salaries are approximately $8 billion.

The full study can be found on Hondanews.com, Honda.com or on CAR’s Web site at http://www.cargroup.org/documents/020309honda.pdf.

Investing In America: Economic Impact Study

Fri, 15 May 2009 08:00:00 -0700

Economic Impact Study

Investing In America: Honda's 50th Anniversary

Wed, 13 May 2009 08:00:00 -0700

Honda's 50th Anniversary

Investing In America: Honda Economic Impact Study

Fri, 09 Jan 2009 11:02:00 -0800

Use this link to download all documents below in a single Adobe Acrobat PDF file.......

Investing In America: Honda's Rose Parade Float

Thu, 08 Jan 2009 07:00:00 -0800

Honda's Rose Parade Float

Investing In America: American Honda Kicks-off 50th Anniversary Year

Thu, 18 Dec 2008 07:00:00 -0800

Today Honda (http://www.honda.com) tested its unique Rose Parade float as part of a rehearsal of the parade's opening show, conducted for media and invited guests in Pasadena, Calif., revealing the float design and giving parade fans a glimpse of this year's event. Honda's Rose Parade float, a 49-foot replica of Honda's ASIMO humanoid robot, and the parade's first-ever hydrogen-powered fuel cell pace car, the Honda FCX Clarity, will lead the 120th Rose Parade as well as kick off Honda's 50th anniversary of U.S. operations.

In front of the millions of viewers watching from around the world on Jan. 1, 2009, Honda's float will evolve from an opening ceremony stage into an animated replica of Honda's ASIMO (Advanced Step in Innovative Mobility), standing about 12 times the height of the actual ASIMO humanoid robot. Honda's float creation called "Hats Off in Celebration" will be completed with natural materials like lettuce seed, rice, carnations and strawflower. The float will be joined by the Prairie View A&M University Marching Band, a past participant in the Honda Battle of the Bands which features the music programs of Historically Black Colleges and Universities. A few members of the band will ride on the float, which will be immediately followed by the entire marching band. In addition, during the parade the FCX Clarity pace car will be accompanied by the Honda Super Cub motorcycle, the first model sold in the United States.

"Honda always brings a great amount of innovation to the Rose Parade and what a fantastic way for the company to kick off their 50th anniversary in the U.S.," said Bill Flinn, chief operating officer, Tournament of Roses.

The Honda float includes a variety of flowers, plants and seeds that will later be ground up for mulch after the parade activities are concluded. The surface of ASIMO will be covered with super fine ground white rice and super fine ground everlasting; it is accented by fine cut blue statice and fine cut red statice as well as silverleaf to create accents and "shadows." Fine cut everlasting, whole red carnations and white chrysanthemums will bring vivid color to Honda's 50th anniversary logos, which will be decorated by Honda associates (employees) on December 27.

"We're honored to be celebrating our first 50 years in America by continuing our participation in the Rose Parade," said Stephan Morikawa of American Honda Community Relations. "We're thankful that so many customers have placed their trust in our products and services, and we are looking forward to surpassing their expectations during the next 50 years."

Honda is one of the parade's longest-running corporate sponsors, and its Rose Parade entries have captured major awards in 13 out of the last 14 years. Honda is the official Tournament of Roses vehicle. This year, the company will provide 115 vehicles, including the Honda FCX Clarity pace car; 166 Metropolitan scooters; and, 12 generators for use by Tournament of Roses personnel. The 120th Rose Parade, themed "Hats off to Entertainment," will take place Tuesday, Jan. 1, 2009 at 8 a.m. (PST).

About Honda
Honda began operations in the U.S. in 1959 with the establishment of American Honda Motor Co., Inc., Honda's first overseas subsidiary. Honda began U.S. production of motorcycles in 1979 and automobiles in 1982. The company has invested more than $10.6 billion in its North American operations with 16 major manufacturing facilities, employment of more than 35,000 associates, and annual purchases of more than $18.8 billion in parts and materials from suppliers in North America. Honda vehicles are manufactured using domestic and globally-sourced parts.