In conclusion, automation must be coupled with changes in the human environment of a company. Automation should also be carried out systematically instead of "jumping into the dark." Hewlett-Packard, a company that has automated successfully, advised other companies to first fully investigate how their factories function. These companies should try to simplify the operating procedure to the most essential steps. Then the companies should ask themselves what kind of information and hardware are needed to improve the operations ("Back to earth," 1987). For example, Ford learned from Mazda (a Japanese car company in which Ford has 25% share) that changing the work procedure in warehouses and offices can reduce more manpower than installing an automated inventory-keeping system ("Now for something," 1990). Similarly, buying robots before looking into the problem is a recipe for waste and disaster. GM paid over $40 billion to learn this lesson. Fortunately, the operation and success of the Saturn division indicate that GM has learned the lesson well.