General Motors won't make Daewoos at a plant in Luton, England, where Vectra production recently ended.
Kevin Wale, head of GM's Vauxhall unit in the UK, said GM's acquisition of key assets of the bankrupt South Korean carmaker won't lead to Daewoo car production at Luton.
"It is not appropriate, and the site is definitely not available for car production," Wale said.
A July 25 online auction of remaining assets is the last act of closing the Luton plant that has been the home of Vauxhall production for 97 years.
The assets to be auctioned at Luton include sheet metal machinery, office chairs, forklift trucks and many other items.
The Luton assembly lines stopped building the old Vectra in March, but the shutdown process started even before the December 2000 closure announcement by then-Vauxhall Chairman Nick Reilly.
In August 2001, Reilly left Vauxhall to become vice president of sales, marketing and aftersales for General Motors Europe. He is now in charge of GM-Daewoo Auto & Technology in South Korea.
The decision to shut Luton was made in Detroit and at GM Europe headquarters in Zurich, in spite of Reilly's efforts to win a replacement model for the veteran plant.
The Luton closure is part of General Motors' effort to reduce excess capacity in Europe. But shutting any auto assembly plant has a huge impact on a local community. Although production of the Frontera sport-utility and the IBC Vivaro van continues at an adjacent facility, the town of Luton, north of London, was devastated by the loss of the Vectra.
"There was no GM manual on shutting down a facility, no magic guidebook," said George Chalmers, vehicle assembly operations manager and head of the decommissioning program at Luton. "GM had closed 20 plants in North America but it was soon evident to us that their experience did not include complete shutdown and sell-off."
Vauxhall executives planned the plant disposal process with help from GM Europe. The disposal involved 180 employees plus contract workers and started in June 2001.
The task was enormous: clear all Vectra production facilities, equipment and tooling; move reusable assets to other GM plants or sell on the open market; sell the scrap; maintain the plant's heating, lighting and fire sprinklers; and clean the site to attract buyers.
Vauxhall prepared strategies for displaced employees and worked out how to maintain quality while scaling down Vectra production and contract assembly for English sports car maker Lotus.
Of the Vauxhall production staff whose jobs disappeared, 1,000 moved into the IBC van facility next door; 50 went north to the Vauxhall plant at Ellesmere Port; 60 moved into other Vauxhall work; about 1,100 retired early; and 700 took voluntary redundancy.