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Detroit Has Their First Female CEO

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Kelly Mott

Mary Barra became the first female CEO of a major automaker in January 2014 when she was named CEO of General Motors. Barra grew up outside of Detroit as the daughter of a die maker at a Pontiac plant. She has extensive experience at GM, having worked on the assembly line after graduating from Kettering University and holding several leadership roles including head of manufacturing and head of human resources. As CEO, Barra focuses on listening to plant employees, encouraging creativity and transparency. Her appointment signals a cultural shift away from short-term thinking at GM that she believes held the company back.

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Kelly Mott COLL-148-10116 June 22, 2014 Professor Kueker
The daughter of a die maker at a Pontiac plant who grew up in the suburbs of Detroit is now the first woman to become CEO of one of the Big Three. On Tuesday, December 10, 2013, General Motors announced that Mary Barra would be stepping up as the CEO in January. Introduction
DeVry program met all the requirements for me to attend Kettering University to pursue my Master of Science in Lean Manufacturing I currently have an AAS in Industrial Management I am inspired by the teachings of Dr. W. E. Deming, which were introduced to me while working on the assembly line at ConAgra Foods Mary Barra also attended Kettering University (formerly General Motors Institute)
Graduate from DeVry in August of 2016 Achieve my Green Belt and Black Belt in Six Sigma Achieve my Master of Science in Lean Manufacturing before I reach 50.
Roots in the company Mobility of Management is #4 of Dr. W. E. Demings Seven Deadly Diseases Believes that simplicity and transparency are the keys to fixing the problems at GM
The first EDSer to see a snake kills it. At GM, the first thing you do is organize a committee on snakes. Then you bring in a consultant who knows a lot about snakes. Third thing you do is talk about it for a year. -EDS Founder Ross Perot after selling his Company to GM , 1986 (Colvin)
Some of the positions Mary Barra has held in the company include her first position on the assembly line at the age of 18, engineer after college, plant manager, head of manufacturing and product development, assistant to the CEO, and oddly, head of human resources: She changed the ten page dress code to two words- Dress appropriately.
Regularly visits each plant and speaks with the shop floor employees Actively listens to the employees as well as asks questions about how they feel processes could be improved Encourages input, creativity, and problem- solving strategies that are derived from the workers themselves
In her article, Mary Barras Bumpy Ride, Rana Foroohar gives us an account of her tour with Mary Barra. At one point Barra stops abruptly alongside a line worker using a small magnetic tool to pick up tiny parts and move them into place more precisely. Thats so interesting. Ive never seen that tool before, says Barra. The worker, a middle-aged African-American woman, tells her that she picked it up at a dollar store. What a clever idea. Thats so creative, says Barra. What a great way to problem-solve. Mary Barra exercises her philosophy of transparency by welcoming the media on her regular plant visits when they request interviews.
I come from a blue-collar family I was always curious and constantly wanting to find out how things work I always have thought it very important when given leadership roles to be engaged with the people I serve I do not believe in committees and avoidance of responsibility
#1 Lack of Constancy and Purpose #2 Emphasis on Short Term Profits #3 Annual Rating of Performance #4 Mobility of Management #5 Use of Visible Figures Only #6 Excessive Medical Costs #7 Excessive Costs of Liability
Detroit Has Their First Female CEO
The best reason to be optimistic about Barras chances is that, just as she isnt attempting the change in the old GM-way, she isnt measuring success that way either. How will she know whether she is actually changing the culture? The ultimate proof point will be when we deliver exceptional financial results by continuing to do exceptional products and providing an exceptional customer experience, she says. That is, shell look outward. Very un-GM-like. Thats how Ill know. (Colvin)
Colvin, G. (2014). Mary Barras (unexpected) opportunity. Fortune, 170(5), 102-110. Foroohar, R. (2014). Mary Barras bumpy ride. (Cover Story). Time, 184(13), 32-38. Kolhatkar, S. (2014). Dont worry: GM hasnt shortchanged Mary Barra. Businessweek.Com, 4. Mary Barra: GMs next CEO?. (2013). Fortune.com, 1.

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Detroit Has Their First Female CEO

  • 1. Kelly Mott COLL-148-10116 June 22, 2014 Professor Kueker
  • 2. The daughter of a die maker at a Pontiac plant who grew up in the suburbs of Detroit is now the first woman to become CEO of one of the Big Three. On Tuesday, December 10, 2013, General Motors announced that Mary Barra would be stepping up as the CEO in January. Introduction
  • 3. DeVry program met all the requirements for me to attend Kettering University to pursue my Master of Science in Lean Manufacturing I currently have an AAS in Industrial Management I am inspired by the teachings of Dr. W. E. Deming, which were introduced to me while working on the assembly line at ConAgra Foods Mary Barra also attended Kettering University (formerly General Motors Institute)
  • 4. Graduate from DeVry in August of 2016 Achieve my Green Belt and Black Belt in Six Sigma Achieve my Master of Science in Lean Manufacturing before I reach 50.
  • 5. Roots in the company Mobility of Management is #4 of Dr. W. E. Demings Seven Deadly Diseases Believes that simplicity and transparency are the keys to fixing the problems at GM
  • 6. The first EDSer to see a snake kills it. At GM, the first thing you do is organize a committee on snakes. Then you bring in a consultant who knows a lot about snakes. Third thing you do is talk about it for a year. -EDS Founder Ross Perot after selling his Company to GM , 1986 (Colvin)
  • 7. Some of the positions Mary Barra has held in the company include her first position on the assembly line at the age of 18, engineer after college, plant manager, head of manufacturing and product development, assistant to the CEO, and oddly, head of human resources: She changed the ten page dress code to two words- Dress appropriately.
  • 8. Regularly visits each plant and speaks with the shop floor employees Actively listens to the employees as well as asks questions about how they feel processes could be improved Encourages input, creativity, and problem- solving strategies that are derived from the workers themselves
  • 9. In her article, Mary Barras Bumpy Ride, Rana Foroohar gives us an account of her tour with Mary Barra. At one point Barra stops abruptly alongside a line worker using a small magnetic tool to pick up tiny parts and move them into place more precisely. Thats so interesting. Ive never seen that tool before, says Barra. The worker, a middle-aged African-American woman, tells her that she picked it up at a dollar store. What a clever idea. Thats so creative, says Barra. What a great way to problem-solve. Mary Barra exercises her philosophy of transparency by welcoming the media on her regular plant visits when they request interviews.
  • 10. I come from a blue-collar family I was always curious and constantly wanting to find out how things work I always have thought it very important when given leadership roles to be engaged with the people I serve I do not believe in committees and avoidance of responsibility
  • 11. #1 Lack of Constancy and Purpose #2 Emphasis on Short Term Profits #3 Annual Rating of Performance #4 Mobility of Management #5 Use of Visible Figures Only #6 Excessive Medical Costs #7 Excessive Costs of Liability
  • 13. The best reason to be optimistic about Barras chances is that, just as she isnt attempting the change in the old GM-way, she isnt measuring success that way either. How will she know whether she is actually changing the culture? The ultimate proof point will be when we deliver exceptional financial results by continuing to do exceptional products and providing an exceptional customer experience, she says. That is, shell look outward. Very un-GM-like. Thats how Ill know. (Colvin)
  • 14. Colvin, G. (2014). Mary Barras (unexpected) opportunity. Fortune, 170(5), 102-110. Foroohar, R. (2014). Mary Barras bumpy ride. (Cover Story). Time, 184(13), 32-38. Kolhatkar, S. (2014). Dont worry: GM hasnt shortchanged Mary Barra. Businessweek.Com, 4. Mary Barra: GMs next CEO?. (2013). Fortune.com, 1.

Editor's Notes

  1. Barra still seems most comfortable on a shop floor (Foroohar) Image of Mary Barra with a Chevrolet Cruze captured from www.forbes.com
  2. Kettering University does not offer a Bachelors Degree online. It must be done on campus. After some research and speaking with Student Services at Kettering, they agreed that the DeVry program would meet their requirements for me to enroll at a later time to pursue my Masters. Despite the dysfunctions in GM as a corporation, Kettering University is still considered the leader in American higher education for providing the best tools and knowledge to become a leader in manufacturing.
  3. I would like to take my time pursuing my Masters at Kettering. I want to have the time to take it all in and truly reap the knowledge offered by this institution to become the best leader I can be. At that time in my life, I will still have 17 years left before I retire (IF I retire at 67), and want to know that I have made a difference. Many people today work into their 70s, because they love their job. I want to love my job.
  4. Shes the ultimate insider, a second-generation company lifer who was born into the GM way. (Colvin) Mary Barra is dedicated to changing the GM way and changing the culture of the company.
  5. Although Ross Perot has sometimes been the target of comedy and political satire, he predicted the troubles that GM would face. Sadly, he was right. Mary Barra took the reigns of a failing company that was faced with a massive recall caused by their own corporate culture. Image captured from www.veteranstoday.com
  6. Photo of Mary Barra addressing the massive recall due to the ignition switch safety issue. Image captured from www.forbes.com.
  7. Dr. W. E. Demings #1 Deadly Disease in Manufacturing- Lack of Constancy and Purpose. Mary Barra nurtures the growth of individuals within the company and encourages employees.
  8. Photo of Mary Barra giving a tour and interview with CBS news anchor Anna Werner. Image captured from www.cbsnews.com
  9. GM was guilty of all of the first five diseases, which lead to #6 and #7. The ignition switch recall could have been avoided if they would have adhered to principles that avoided the first five. Dr. Demings lectures can still be viewed on YOUTUBE.com.
  10. My models of leadership- past and present. Photo of Dr. W. E. Deming captured from www.epic.biz. Photo of Mary Barra captured from www.gm.com.