Caterpillar Incorporated, also known as CAT is a United States based firm that is based in Peoria, Illinois. The business commonly known as CAT is recognized around the world as the largest manufacturer of construction and mining equipment, diesel and natural gas engines, and industrial gas turbines.
Well known and renowned for their products that feature the Caterpillar track and distinctive yellow paint, CAT makes a wide range of heavy equipment for all types of jobs, including the very popular Caterpillar D9 bulldozer.
History.
The story of CAT dates back to the late 19th century, when Daniel Best and Benjamin Holt were experimenting with different techniques to match the promise that steam tractors carried for farm work. Prior to 1925, the Holt family had pioneered track tractors and gasoline powered engines. After the companies of Best and Holt were amalgamated, the company went through several changes then at the end of World War 2, they began to grow at a very fast pace,establishing the first plant outside of the country in 1950, which signalled the beginning of CAT development into a prominent corporation.
CAT equipment ranges from track type tractors to hydraulic excavators, backhoes, motor graders, off road trucks, wheel loaders, tractors, diesel and gas engines, and gas turbines. CAT equipment is used in construction, excavation, building roads, mining, energy, forestry, transportation, and material handling companies.
Sales.
Over half of CATs sales are to consumers in overseas areas. The Cat range is sold in nearly 200 different countries. The company has a worldwide network of over 200 dealers – 63 in the United States and over 150 in other countries. CAT equipment and parts are manufactured in 42 plants in the United States and 58 plants in Australia, Belgium, Brazil, Canada, England, France, Germany, India, Japan, Mexico, and several other countries.
Labor.
CAT almost went collapsed in the early 1980s due to the massive labour strikes and a down turn in product demand. At the time, several news reports indicated that products were piling up so high in facilities that temporary workers hired to work the lines could barely get to their stations to perform their jobs.
In the 1990s, CAT experienced yet another prolonged strike in which the company engaged what it deemed to be permanent replacements for union workers that were on strike. During both strikes, jack rocks were placed in the home entrances of many of CATs top executives and employees, puncturing the tires of their cars and making things worse for the company.
Not long after the strike of the 1990s ended and the economy started to get back up again, CAT adopted the 6 Sigma quality management program, to help reduce costs and inventory and identify and correct the defects in processes and products.