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Reliability Updates: Toyota and Honda Still Tops, But Lose Luster; General
Motors Still Worst of Major Auto Manufacturers; Hyundai Clobbers GM Yet Again
Auto on Info September 2006
Reliability Updates: Toyota and Honda Still Tops, But Lose Luster; General Motors Still Worst of Major Auto Manufacturers; Hyundai Clobbers GM Yet Again
By James B. Bleeker
The following charts summarize the reliability stature of the major auto manufacturers, and their lines, based on reported problems with U.S.-sold vehicles. The first chart depicts the new 5-year Reliability Percentrank averages for those auto manufacturers with 2% or more of the U.S. market.
As noted, the above chart does not include the European lines of General Motors Corporation (the Saab line) and Ford Motor Company (the Volvo, Land Rover, and Jaguar lines). The following chart does, and gives as well the average for DaimlerChrysler AG.
From the above charts, it may be seen that:
(1) Ford Motor Company's 5-year Reliability Percentrank average is lowered by the inclusion of its U.S.-sold European models.
(2) DaimlerChrysler AG's 5-year average is somewhat lower than that of the Chrysler Group, meaning that the models of its Mercedes-Benz line are a handicap to overall reliability.
(3) The 5-year average for GM is unchanged by including the models of its Saab line, which has a 5-year average identical to that of its parent (see Table II-MVRP), suggesting that the Saab line has been well integrated into GM and that GM's standards are now Saab's.
(4) Hyundai has achieved quite a reliability lead over GM, according it yet another victory over GM.
The next chart depicts each year's Reliability Percentrank averages for Toyota Motor Corporation and Honda Motor Company over the 16-year history of the Reliability Percentranks.
The next chart provides an extrapolation of these annual corporate averages to 2016. The extrapolation is a linear regression of degree one.
The next chart depicts each year's Reliability Percentrank averages for Ford Motor Company, the Chrysler Group of DaimlerChrysler AG, and General Motors Corporation, exclusive of European lines, over the 16-year history of the Reliability Percentranks, together with each year's average for Toyota Motor Corporation, for reference.
The next chart depicts each year's Reliability Percentrank averages for Ford Motor Company, DaimlerChrysler AG, and General Motors Corporation, including such of their U.S.-sold European models as data permit, over the 16-year history of the Reliability Percentranks, together with each year's average for Toyota Motor Corporation, for reference.
Note that there is little overall difference in reliability stature when the European models are included in the computation of the Reliability Percentrank averages of Ford Motor Company, DaimlerChrysler AG, and General Motors Corporation, save that Ford's European models have noticeably, but still modestly, adversely affected Ford's reliability stature in recent years.
The next chart extrapolates the above averages to 2016. The extrapolation is a linear regression of degree one.
From the chart, it may be seen that Ford's long-term reliability trend remains upward, Daimler's remains rather flat, and GM's remains strongly downward. Generations may pass before an improvement in GM reliability stature may be detectable, provided that GM manages to stay afloat long enough.
To get an idea as to what the consumer might expect from each of General Motors' lines, the following charts depict their long-term trends. For reference, the long-term trend of the Toyota line is included.
The above charts may suggest a dearth of talent, values, and standards at GM; however, most likely GM's executives, managers and engineers have the cognitive wherewithal and incentives to traverse to and from the donut box in a timely fashion. The questions are: Is this it? And if so, is this enough for GM's customer base?
Source: Table II-MVRP
The following poll permits the reader to express his assessment on General Motors Corporation.
To view responses to the above poll, click here.
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