Whirlpool 2003 Annual Report Download - page 17

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■In a listing of Brazil’s top exporters published by the Brazilian Ministry of
Development, Industry and Trade, Whirlpool’s combined operations were
ranked in the top 50 in overall export business.
■European consumers in France, Slovakia and Hungary named Whirlpool
the top and most trusted appliance brand in the Reader’s Digest
"Trusted Brands Survey."
quickly integrated across our regional operations and functions. These
capabilities allow us to simplify processes, shorten development cycles
and better utilize assets.
We effectively manage Whirlpool’s global manufacturing resources
to optimize the product mix of our brands in each market around the
world. In North America, for example, we leverage the scale and
efficiency of Whirlpool’s Clyde, Ohio, facility—the world’s largest
clothes washer manufacturing operation—to help maintain the
company’s laundry leadership in the North American market.
We also leverage the advantages of Whirlpool’s production
capacity elsewhere in the world to strengthen our cost position in
global markets. Brazil, for example, is one of our key export platforms
for Whirlpool’s global sales and distribution network. Our Brazilian
operation significantly increased the level of exports from the region
last year, which included shipments of new Whirlpool refrigeration
products to customers in North America, Europe and Asia.
Whirlpool Asia also serves as an export base for such products as
microwave ovens and smaller appliances that extend the product
portfolios of Whirlpool’s brands in Europe and North America.
Increasingly, Whirlpool China is filling another important role as a
strategic source for the company’s global procurement network.
Whirlpool’s tradition of driving continual improvements in quality
and productivity remains a key focus of our operations and a vital
competitive lever. In 2003, productivity improvements by our North
American and European operations reached record levels. Operating
Excellence, our Six-Sigma process, is the tool we use to improve and
sustain these cost savings. We also are expanding the company’s lean
manufacturing initiative throughout our global operating platform to
further reduce waste and costs. The combination of all these
productivity measures will help improve our already competitive cost
position and allow Whirlpool operations to generate further increases
in cash flow.
In 2004, we expect economic conditions worldwide to gradually
improve throughout the year. Globally, we will continue to build
strong brands supported by relevant consumer innovation. We will
continue to forge relationships with value-added retailers and builders.
And we will continue to drive record productivity levels by leveraging
our unique global operating platform. These are the drivers that will
continue to fuel Whirlpool’s growth and provide our customers with a
brand experience that is second to none.
Jeff Fettig
President and
Chief Operating Officer