Cut material costs by 15 percent by the end of 2003.
Reduce work force by 20 percent by the end of 2003.
Save money through cuts in Chrysler dealer subsidies and incentives.
Reduce the number of Chrysler and Mitsubishi platforms to between 13 and 16, from the current 29.
Trim production capacity, either by closing plants or dropping shifts.
Break even in 2002, return to profit in 2003.
Cut purchasing costs 15 percent over three years.
Cut capacity by at least 20 percent. This probably will entail closing a plant in Japan, although a plant in Australia may survive.
Reduce head count by 9,500, or about 14 percent of the consolidated staff.
Break even in the fiscal year beginning April 1; have a 2.5 percent operating profit margin the following year and a 4.5 percent operating profit margin the year after that.