17 March 2010

A123 Systems to Make Batteries for Navistar Electric Trucks

Mass High Tech

Battery technology company A123 Systems Inc. will be making its lithium ion battery systems for electric vehicles for truck company Navistar International Corp. under a new deal that will provide the batteries to a joint venture between Illinois-based Navistar and Japanese company Modec Inc.

Financial details of the deal were not disclosed, but the companies did state that the automotive battery for the joint venture — called the Navistar Modec Electric Vehicle Alliance — will be made in A123’s new facility in Livonia, Mich., planned to open this month.

Watertown’s A123 will create and manufacture the battery systems for Navistar’s EV, which will be a completely new truck design, instead of converting an existing, conventional fossil fuel powered truck. Alliance officials say the Navistar EV can possibly cut greenhouse gas emissions by as much as 10 tons annually, when compared to an equivalent diesel-powered truck. The new electric truck is scheduled for launch in mid-2010. Using A123’s battery pack, the truck will be able to run approximately 100 miles on electricity before needing to be recharged.

In August of 2009, A123 Systems landed $249.1 million in U.S. Department of Energy funding to construct the Michigan manufacturing plant to build and package car batteries for electric vehicles.  In September, the company went public in a $378 million IPO, at an offering price of $13.50 per share, well above the initial projection of a range of $9 to $9.50.  In December, A123 finalized a deal with the U.S. Department of Energy for another $250 million, this time a construction loan, for the new plant.

With nearly 1,700 employees, A123 Systems lost $22.8 million on the third quarter of 2009, on revenue of $23.6 million.

Saab to Locate North American HQ in Royal Oak


ROYAL OAK, Mich. (AP) — Saab Cars North America plans to locate its headquarters in the Detroit suburb of Royal Oak.

Company spokeswoman Michele Tinson tells The Associated Press the automaker will bring about 60 employees to the site after the Michigan Economic Growth Authority on Tuesday approved a tax incentive worth more than $1 million.

Tinson said Royal Oak also approved a tax break for the project. She said work moving in employees should begin Wednesday.

General Motors sold Saab Automobile AB to Dutch carmaker Spyker Cars NV in a $74 million deal in January. Tinson says most of the employees formerly were based at GM's downtown Detroit headquarters in the Renaissance Center.

Spyker Cars now is the parent company of Saab Automobile and Saab Cars North America.

As Patients Flock to Medicaid, Doctors Drop Them

NY Times
With Medicaid Cuts, Doctors and Patients Drop Out

 Rebecca and Jeoffrey Curtis searched for care for their son. In the process, they felt like “second-class citizens,” Ms. Curtis said.


FLINT, Mich. — Carol Y. Vliet’s cancer returned with a fury last summer, the tumors metastasizing to her brain, liver, kidneys and throat.

As she began a punishing regimen of chemotherapy and radiation, Mrs. Vliet found a measure of comfort in her monthly appointments with her primary care physician, Dr. Saed J. Sahouri, who had been monitoring her health for nearly two years.

She was devastated, therefore, when Dr. Sahouri informed her a few months later that he could no longer see her because, like a growing number of doctors, he had stopped taking patients with Medicaid.

Dr. Sahouri said that his reimbursements from Medicaid were so low — often no more than $25 per office visit — that he was losing money every time a patient walked in his exam room.

The final insult, he said, came when Michigan cut those payments by 8 percent last year to help close a gaping budget shortfall.


New doctors, with their mountains of medical school debt, are fleeing Michigan because of payment cuts and proposed taxes. Dr. Kiet A. Doan, a surgeon in Flint, said that of 72 residents he had trained at local hospitals only two had stayed in the area, and both are natives.

“My office manager was telling me to do this for a long time, and I resisted,” Dr. Sahouri said. “But after a while you realize that we’re really losing money on seeing those patients, not even breaking even. We were starting to lose more and more money, month after month.”

It has not taken long for communities like Flint to feel the downstream effects of a nationwide torrent of state cuts to Medicaid, the government insurance program for the poor and disabled. With states squeezing payments to providers even as the economy fuels explosive growth in enrollment, patients are finding it increasingly difficult to locate doctors and dentists who will accept their coverage. Inevitably, many defer care or wind up in hospital emergency rooms, which are required to take anyone in an urgent condition.

Mrs. Vliet, 53, who lives just outside Flint, has yet to find a replacement for Dr. Sahouri. “When you build a relationship, you want to stay with that doctor,” she said recently, her face gaunt from disease, and her head wrapped in a floral bandanna. “You don’t want to go from doctor to doctor to doctor and have strangers looking at you that don’t have a clue who you are.”

The inadequacy of Medicaid payments is severe enough that it has become a rare point of agreement in the health care debate between President Obama and Congressional Republicans. In a letter to Congress after their February health care meeting, Mr. Obama wrote that rates might need to rise if Democrats achieved their goal of extending Medicaid eligibility to 15 million uninsured Americans.

In 2008, Medicaid reimbursements averaged only 72 percent of the rates paid by Medicare, which are themselves typically well below those of commercial insurers, according to the Urban Institute, a research group. At 63 percent, Michigan had the sixth-lowest rate in the country, even before the recent cuts.



In Flint, Dr. Nita M. Kulkarni, an obstetrician, receives $29.42 from Medicaid for a visit that would bill $69.63 from Blue Cross Blue Shield of Michigan. She receives $842.16 from Medicaid for a Caesarean delivery, compared with $1,393.31 from Blue Cross.

If she takes too many Medicaid patients, she said, she cannot afford overhead expenses like staff salaries, the office mortgage and malpractice insurance that will run $42,800 this year. She also said she feared being sued by Medicaid patients because they might be at higher risk for problem pregnancies, because of underlying health problems.

As a result, she takes new Medicaid patients only if they are relatives or friends of existing patients. But her guilt is assuaged somewhat, she said, because her husband, who is also her office mate, Dr. Bobby B. Mukkamala, an ear, nose and throat specialist, is able to take Medicaid. She said he is able to do so because only a modest share of his patients have it.

The states and the federal government share the cost of Medicaid, which saw a record enrollment increase of 3.3 million people last year. The program now benefits 47 million people, primarily children, pregnant women, disabled adults and nursing home residents. It falls to the states to control spending by setting limits on eligibility, benefits and provider payments within broad federal guidelines.

Michigan, like many other states, did just that last year, packaging the 8 percent reimbursement cut with the elimination of dental, vision, podiatry, hearing and chiropractic services for adults.

When Randy C. Smith showed up recently at a Hamilton Community Health Network clinic near Flint, complaining of a throbbing molar, Dr. Miriam L. Parker had to inform him that Medicaid no longer covered the root canal and crown he needed.

A landscaper who has been without work and without a Michigan health insurance company for 15 months, Mr. Smith, 46, said he could not afford the $2,000 cost. “I guess I’ll just take Tylenol or Motrin,” he said before leaving.

This year, Gov. Jennifer M. Granholm, a Democrat, has revived a proposal to impose a 3 percent tax on physician revenues. Without the tax, she has warned, the state may have to reduce payments to health care providers by 11 percent.

In Flint, the birthplace of General Motors, the collapse of automobile manufacturing has melded with the recession to drive unemployment to a staggering 27 percent. About one in four non-elderly residents of Genesee County are uninsured, and one in five depends on Medicaid. The county’s Medicaid rolls have grown by 37 percent since 2001, and the program now pays for half of all childbirths.

But surveys show the share of doctors accepting new Medicaid patients is declining. Waits for an appointment at the city’s federally subsidized health clinic, where most patients have Medicaid, have lengthened to four months from six weeks in 2008. Parents like Rebecca and Jeoffrey Curtis, who had brought their 2-year-old son, Brian, to the clinic, say they have struggled to find a pediatrician.

“I called four or five doctors and asked if they accepted our Medicaid plan,” said Ms. Curtis, a 21-year-old waitress. “It would always be, ‘No, I’m sorry.’ It kind of makes us feel like second-class citizens.”

As physicians limit their Medicaid practices, emergency rooms are seeing more patients who do not need acute care.

At Genesys Regional Medical Center, one of three area hospitals, Medicaid volume is up 14 percent over last year. At Hurley Medical Center, the city’s safety net hospital, Dr. Michael Jaggi detects the difference when advising emergency room patients to seek follow-up treatment.

“We get met with the blank stare of ‘Where do I go from here?’ ” said Dr. Jaggi, the chief of emergency medicine.

New doctors, with their mountains of medical school debt, are fleeing the state because of payment cuts and proposed taxes. Dr. Kiet A. Doan, a surgeon in Flint, said that of 72 residents he had trained at local hospitals only two had stayed in the area, and both are natives.

Access to care can be even more challenging in remote parts of the state. The MidMichigan Medical Center in Clare, about 90 miles northwest of Flint, closed its obstetrics unit last year because Medicaid reimbursements covered only 65 percent of actual costs. Two other hospitals in the region might follow suit, potentially leaving 16 contiguous counties without obstetrics.

Michigan Medicare and Medicaid enrollees in the state's midsection have grown accustomed to long journeys for care. This month, Shannon M. Brown of Winn skipped work to drive her 8-year-old son more than two hours for a five-minute consultation with Dr. Mukkamala. Her pediatrician could not find a specialist any closer who would take Medicaid, she said.

Later this month, she will take the predawn drive again so Dr. Mukkamala can remove her son’s tonsils and adenoids. “He’s going to have to sit in the car for three hours after his surgery,” Mrs. Brown said. “I’m not looking forward to that one.”

15 March 2010

The Humbling of Toyota

Business Week


A combination of high-speed global growth and ambitious cost cuts led to the quality lapses that have tarnished the once-mighty brand. How it all went wrong

Toyota Motor has always been fanatical about frugality, and for many years that was good for both the company and its customers. This is a Japanese carmaker that routinely turned down the heat at its employee dormitories during working hours and labeled photocopy machines with the cost per copy to discourage overuse. Its engineers collaborated with suppliers to extract cost-savings without compromising quality. Yet by the middle of the last decade Toyota's virtue had become a vice.

So say current and former auto executives who are trying to grasp how Toyota, with its gold-plated reputation for engineering excellence, slipped up on such a scale, with 8 million cars recalled due to mechanical failures linked by U.S. regulators to 51 deaths. Before company officials knew that runaway acceleration was causing crashes, one of these executives says, a simple manufacturing process would sometimes ignite small fires in a component as a direct result of corner-cutting. It was just one early sign that the focus on cost reduction had gone too far.

Those production mishaps occurred in 2006, a year after company President Katsuaki Watanabe boasted about having squeezed more than $10 billion from global operating costs in the previous six years—this despite an impressive run of profit growth and global market share gains in the middle of the last decade. Then Toyota pushed even harder for more cuts. It asked suppliers to design parts for its Camry midsize sedan that were 10% cheaper and 10% lighter. The company's top U.S. executive, Jim Press, warned his bosses in Japan that vehicle quality was slipping, according to a slide presentation U.S. Senate investigators unearthed in their sudden-acceleration probe. But his warning had no apparent effect.

The redesigned Camry brought out in 2006 had an embarrassing flaw in its headliner, the fabric and composite lining that covers the inside roof of the car. Under pressure to cut costs, the lead Camry supplier, Toyota-affiliated Toyota Boshoku, chose a carbon fiber material that hadn't been approved by Toyota engineers, according to an executive who worked on the redesign. The headliner is made by compressing layers of materials together using a certain amount of heat to mold it. In this case, the carbon fiber required so much heat that the headliner would catch fire.

Toyota fixed that problem, but when a North American parts supplier interested in working with the automaker did a teardown of a 2007 Camry, its engineers were surprised by how much the traditional Toyota craftsmanship had been watered down by years of nips and tucks. The padding in the ceiling of the car, though compliant with safety regulations, had been thinned out to save money. A tray for sunglasses used a flimsier type of plastic than previous models. "It was a bare-bones car at that point," says one executive who declined to be identified for fear of harming business ties with Toyota.

Toyota insists its focus on cost hasn't hurt consumers. "It's not true that by reducing cost you automatically reduce quality," said Jim Wiseman, Toyota's vice-president for North American corporate communications. "Every automaker has to stay competitive relative to price."

True, but probably not with the intensity Toyota brought to cost-cutting and rapid expansion under three successive presidents: Hiroshi Okuda (1995-1999), Fujio Cho (1999-2005), and Watanabe (2005 to 2009). Toyota executives will spend years mopping up after their mess.

At last count, the company faced 109 class actions and 32 individual cases filed in courts in the U.S. and Canada. (In a well-publicized incident on Mar. 8, the owner of a 2008 Prius lost control of his car on a California interstate highway and had to be rescued by police.)

As grave as the current troubles are, they are symptomatic of a larger problem at Toyota: It got carried away chasing high-speed growth, market share, and productivity gains year in and year out. All that slowly dulled the commitment to quality embedded in Toyota's corporate culture.

"The root cause of their problems is that the company was hijacked, some years ago, by anti-[Toyoda] family, financially oriented pirates," Press charged in a recent interview with Bloomberg News. Once the highest-ranking American at the company, with a seat on the board of directors, Press left in 2007 to join Chrysler as vice-chairman and president, but departed from there after last year's bankruptcy. The financial pirates, he said, "didn't have the character necessary to maintain a customer-first focus."

The embodiment of character at Toyota, as any new engineering hire there learns, is a man named Taiichi Ohno, the innovator widely credited as the genius behind the Toyota Production System. With a handful of other executives during the 1950s, Ohno developed a set of in-house precepts on carmaking efficiency that later evolved into such concepts as lean manufacturing and just-in-time inventory management. Ohno's ideas not only changed the auto industry, they changed late-20th-century manufacturing. At their core was an attention to detail and a noble frugality that shunned waste of every kind. As Ohno's concepts were handed down to successive generations of Toyota executives, however, the purity of the message appears to have been slowly lost.

The traditions of the company began to change in 1995 when family elders, led by then-Chairman Shoichiro Toyoda, tapped Okuda to take over the company from 68-year-old Tatsuro Toyoda, who had been waylaid by a stroke. The company was widely thought to have lost its edge, and Okuda (a black belt in judo) was just the sort of hard-charger to help get it back.

In jobs ranging from accounting and purchasing to international and domestic sales, he was a nonstop manager who liked to test-drive every Toyota under development. He also could be impolitic. In 1995, Okuda called his Detroit rivals "stupid" for trying to import bulky cars ill suited to Japan's narrow side streets.

Toyota needed Okuda's in-your-face approach. Glacial decision-making and poor execution were resulting in major mistakes. Toyota stuck with conservatively styled sedans when everybody in the U.S. and Japan wanted the more daring, off-road stuff. It also botched some key product launches. It introduced the T100 truck in the U.S. with an underpowered engine, and a 1995 redesign of the Corolla for the Japanese market fell flat.

Okuda and his team started turning things around on the product front while embarking on one of the most aggressive overseas expansions in automotive history. Between 1995 and the end of 2009, Toyota roughly doubled, to 50, the number of overseas plants and manufacturing facilities in North America, Asia, and Europe in a bid to improve its market responsiveness and sidestep potential trade disputes about car exports from Japan. This coincided with a massive product rollout that penetrated new categories ranging from the boxy Scion xB to the one-ton Tundra pickup to the hybrid Prius compact. In the U.S., Toyota gained market share at "a kind of speed no other carmaker has ever experienced in the past," said Koji Endo, an analyst with Advanced Research Japan in Tokyo.

By the late 1990s the Corolla sedan and the 4Runner and RAV4 sport-utility offerings were all selling well, and plans were under way to invade Detroit's cash-cow minivan and large pickup truck categories. In the all-important North American market, Okuda spent big to double total vehicle capacity, to 1.2 million units, by 1998. To launch the Sienna minivan, he expanded capacity at Toyota's Georgetown (Ky.) plant, already the production base for its Camry and Avalon sedans.

Early in Okuda's tenure as president there was a lot of talk about grabbing a 10% share of the global auto market. By the time he moved up to the chairman's job in 1999 to make way for Cho, the goal was 15%. Cho was less flamboyant than Okuda and studied law at the prestigious University of Tokyo. Yet early in his career Cho became fascinated with the Toyota Production System and mastered its best practices. (He put that knowledge to use in 1988, supervising the launch of the Georgetown plant.) Cho often talked about the "criticality of speed" in product development cycles and the importance of responding to changes in the marketplace. Ohno's precepts were beginning to morph into something he might not have recognized.

By 2003 a lot of things were going right at Toyota. Profits were booming, and in November of that year it enjoyed a market capitalization of $110 billion—more than that of GM, Ford, and DaimlerChrysler combined. (Today, despite its troubles, Toyota is valued at $132 billion.) In the U.S. it had finally pieced together a strong lineup of high-margin SUVs, once the profit sanctuary of U.S. automakers, ranging from the $19,000 RAV4 to the $65,000 Lexus LX470. Meanwhile, the Prius was starting to take off, creating mass market interest in eco-friendly cars.

At the same time, Cho, Okuda, and other top executives were pushing ahead with a program dubbed CCC21 ("Construction of Cost Competitiveness for the 21st Century") that had been started in 1998. In implementing CCC21, no detail was too small. For instance, Toyota designers took a close look at the grip handles mounted above the door inside most cars. By working with suppliers they managed to cut the number of parts to five from 34, which helped cut procurement costs by 40%. The change slashed the time needed for installation by 75%—to three seconds. "The pressure is on to cut costs at every stage," Takashi Araki, a project manager at parts maker and Toyota affiliate Aisin Seiki, told BusinessWeek at the time.

By mid-decade, when Watanabe, a trained economist, became president, Toyota had incredible numbers to share with Wall Street analysts. On the job as Toyota's chief executive for less than three months, Watanabe told New York's financial community at a Sept. 12, 2005, meeting in Manhattan that CCC21 had wrung out more than $10 billion in savings over six years. "Under CCC21 activities, which I led, Toyota realized cost reductions of more than 200 billion yen ($2.2 billion) a year on a consolidated basis," he said.

It wasn't enough. Next up was what he called an "aggressive version of CCC21," dubbed Value Innovation, which promised more savings by making the entire development process cheaper and faster, further trimming parts, production costs, and time to market. Toyota had managed to slash the time it took to bring models into production once a design was final to about 12 months, compared with an industry average of between 24 and 36 months.

A credit bubble and soaring home prices in the U.S. had Americans buying Camrys and Lexus SUVs in droves. Toyota raked in $55 billion in operating income during its fiscal years running from 2006 to 2008. Shares traded in Tokyo (Toyota also has stock listed in New York and London) shot up 112% from mid-2005 to February of 2007.

Yet during these hyperspeed growth years there were signs of trouble. That's when Press, Toyota Motor's top U.S. executive, warned his bosses that quality was slipping and that regulators were stepping up scrutiny.

Reports of more serious problems started to get the attention of U.S. regulators far earlier in the decade. The National Highway Traffic Safety Administration opened eight investigations of unintended acceleration of Toyota vehicles from 2003 to 2010, according to Safety Research & Strategies, a Rehoboth (Mass.) group that gathers data from NHTSA and other sources for plaintiff's attorneys and consumers, though the carmaker's problems only became widely known to the public this year.

Toyota's fortunes, and that of the entire industry, took a nasty turn starting in late 2007 as the financial crisis hit and oil prices spiked to $145 per barrel in July of 2008—a combination that brought on the global recession that later pushed GM and Chrysler into bankruptcy. Last September, at a meeting with Toyota investors in Tokyo, Akio Toyoda, who succeeded Watanabe in June 2009, said an annual goal had been to boost global sales by as many as 700,000 vehicles a year, more than three times the previous increase, according to a former executive who attended the gathering. The accelerated production had outstripped the abilities of company engineers and led Toyota to outsource more development work to suppliers.

On Feb. 24 of this year, the grandson of company founder Kiichiro Toyoda said during testimony before a congressional committee: "I fear the pace at which we have grown may have been too quick....Priorities became confused, and we were not able to stop, think, and make improvements as much as we were able to before."

Toyoda and other top executives have vowed to fix the sudden-acceleration problems and other quality lapses that have surfaced in so many of its models. In a bid to win back customers, Toyota is offering incentives such as no-interest loans and discounted leases, which may reignite sales. Still, Toyoda and his team will be spending many months trying to absorb a painful lesson about what happens to a great company when ambition gets too far ahead of tradition.

11 March 2010

Tax Services to Fund Schools? NO

The Detroit Free Press / Robert D. Fowler
State should live within its means, help to grow, promote thriving economy


First, let me say that I agree that the State of Michigan, and in particular our schools, need revenue. We have differences of opinion over priorities and precise levels of funding, but in the end we must have some amount of revenue every year to fund vital services like educating our children.

The question is how to generate that revenue. I disagree with the proposal that the best way to meet the revenue needs of state government and public education is by imposing a sales tax on services. That's a tax hike, plain and simple, and it increases the overall tax burden on struggling Michigan citizens.

We need to get away from the tired old prescription of addressing revenue shortfalls by automatically seeking additional taxes. Part of the solution involves structural reform of state spending that makes state government operate more efficiently and live within its means. That makes perfect sense to small business owners. These entrepreneurs across Michigan have worked ceaselessly, and made tremendous sacrifices, to find ways to live within their means. They expect state government to do no less and are very impatient with the business-as-usual attitude they perceive in Lansing.

But you may be surprised to hear me suggest that another important part of the solution is growing government revenues, but growing them the right way -- not by expanding the tax burden but by fostering a vigorous and prosperous state economy, an economy that provides an appropriate level of tax revenue that meets the needs of public services and schools, without levying an undue tax burden on the private sector.

A thriving economy begins with entrepreneurial business growth that energizes job creation and boosts incomes. That in turn generates revenue for government. But a sales tax on services hurts consumers and hurts small businesses by taking dollars out of their pockets, and away from business growth in the private economy, and transferring an even higher percentage of private resources to the public sector. That's exactly the wrong formula for solving our economic woes.

We're at a tipping point in Michigan's economy. We can either add taxes, in the form of a sales tax on services that further burdens our struggling consumers, or we can take down barriers to business and income growth. Meeting Michigan's revenue needs begins with expanding Michigan's economy, continues with real structural spending reforms and concludes with a higher level of prosperity that benefits everyone in our state.

Robert D. Fowler, is president and CEO of Small Business Association of Michigan

Tax Services to Fund Schools? YES

The Detroit Free Press / Robert J. Kleine

Modernize the State's System to Stabilize Funding, Transform Economy

Education is the key to transforming Michigan's economy. We must act to properly fund Michigan schools. Otherwise, we risk further cuts to education and damage to our economic diversification and job-creation efforts.

Inadequate funding already has forced a $165-per-pupil cut for schools this fiscal year. If changes are not made to Michigan's tax system, schools could face an additional $255 per pupil cut in the 2011 fiscal year.

A major revenue source for schools is the state sales tax, which is levied on goods and a few services. But the sales tax base is shrinking because consumer spending has changed. In 1950, consumer spending was 60% on goods. Today, more than 66% of consumer spending is on services. As the percentage of spending on goods declines, the base for funding Michigan schools decreases.

Gov. Jennifer Granholm has proposed fixing this structural problem by lowering the existing sales-and-use tax rate from 6% to 5.5%, while broadening the base to include other services. Michigan now taxes only 27 of 168 transactions it classifies as services, which ranks 39th lowest in the nation, according to the Federation of Tax Administrators. At 5.5%, Michigan would have one of the lowest sales tax rates in the nation. Only five states would have a lower rate.

The governor also wants to cut the Michigan Business Tax (MBT) surcharge in half in 2011 and completely eliminate it in 2012. Phasing out the surcharge, together with additional stepped reductions in the MBT gross receipts tax rate, will help Michigan businesses invest and create jobs.

The net revenue impact of the changes to the sales-and-use tax and the Michigan Business Tax is $554 million for the 2011 fiscal year. That $554 million will go directly to the School Aid Fund. By the end of the 2013 fiscal year, the changes to the sales and use tax and MBT will be revenue neutral.

Some argue that, before considering any tax changes, there must be further cuts in state spending along with government reforms. Governor Granholm has cut more state spending than any governor in Michigan history, resolving more than $10 billion in deficits. The governor is recommending another $566 million in spending reductions for the 2011 fiscal year.

Also, in January the governor outlined her 29 reforms for Michigan government, including significant changes to public employee pensions and health care. These reforms will save $7.8 billion over the next decade.

But Michigan will not be more attractive to businesses simply by reforming government and cutting spending. We must invest in the things most critical to attracting business investment.

Education tops that list. By modernizing the state's tax system, we can stabilize school funding in Michigan. Children will receive the world-class education they need to compete in a global economy. And business will get the educated workforce it seeks and requires.

Robert J. Kleine is Michigan state treasurer.

08 March 2010

Ambassador Bridge Committed to Second Span

AP

Detroit -- As the company that owns the Ambassador Bridge announced a deck replacement Friday afternoon, it remained committed to building a second span after it failed to receive an essential permit this week.

"A request for bids for the deck replacement will go out within the next two weeks," said Detroit International Bridge Company president Dan Stamper.

"We expect construction to begin in May and take two years to complete because we will minimize the impact on traffic using this most vital international crossing."

The announcement of the replacement project on the 80-year-old span that connects Detroit and Windsor came late Friday afternoon.

The DIBC said there should be "little or no disruption to traffic" with the majority of the work being done one lane at a time during off-peak hours.

Stamper also said the DIBC is still fully committed to building its proposed Ambassador Bridge Enhancement Project, a privately funded six-lane replacement.

According to Stamper, the DIBC's commitment to the new span stands despite the U.S. Coast Guard's return of permit paperwork earlier this week that could indefinitely delay the start of the bridge. The Coast Guard said it returned the permit due to unresolved land acquisition issues between the DIBC and the city of Detroit.

The Ambassador Bridge remains the No. 1 international crossing in North America, carrying more than 25 percent of the trade between the U.S. and Canada.

According to the DIBC, the bridge carried 4.2 million cars and 2.3 million trucks in 2009, down from 8.9 million cars and 3.4 million trucks in 1999.