The Excellent Global Corporation Plan
Based on the corporate philosophy of kyosei, the Excellent Global Corporation Plan is a medium- to long-term management plan with the goal of building a corporate group that continues contributing to society through technological innovation, aiming to be a corporation worthy of admiration and respect worldwide. In the five-year first phase of the plan, which began in 1996, Canon inculcated in the Group the concepts of profit orientation and total optimization, introducing production reforms by means of the cell production system, and cash flow-based consolidated business performance evaluation. In the second phase of the plan, which began in 2001, they have aimed to become No.1 in all our businesses and strengthen our research and development capabilities. During this phase they have achieved tremendous results, including development reforms and the in-house manufacturing of key components.
Strategy 2005 …
Cannon has formed some strategies for 2005 and achieved some out of them.
Integrating development, manufacturing, and production to achieve competitive advantage
Canon's relentless pursuit of reforms has entered a new phase: greater cost efficiency through the integration of development and production. Their next challenge is "prototype-less design"; namely, striving to eliminate the need for physical prototypes. Furthermore, while pressing forward with reforms in parts procurement, They are putting thier strength into factory automation to further enhance in-house production. In this way, Canon aims to establish a highly competitive production system by seamlessly integrating development, production engineering technologies, and manufacturing technologies.
Boosting R&D capabilities to create new businesses
In 2005 Canon will accelerate the development and commercialization of display devices. In particular, They will speed up preparations for mass production at SED Inc., the joint venture company they have established with Toshiba Corporation. Meanwhile, they will promote the development of autonomous Group companies, notably sales companies and manufacturing subsidiaries in North America and Europe. They will also continue to promote activities giving rise to Canon's next-generation businesses, pursuing their search for new business domains while e...
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...otype-less designs and common platforms. In our prototype-less design, which is based on a cutting-edge 3D-CAD infrastructure, we are drawing fully on simulation, analysis, and measurement technologies to shorten product development lead times and reduce costs. All the process improvements we develop in this area will then be employed throughout Canon's business domains.
Another of our activities to speed up development is concurrent engineering. Our Toride Plant in Japan, which is due for completion in 2005, will house our top-of-the-line copying machine manufacturing operations. All aspects of these operations, from design through prototypes, full production, quality assurance, and delivery functions are scheduled to be located in the same new building at the Toride Plant.
In addition, Canon takes a proactive stance toward cooperating with other companies rather than relying exclusively on internal development to boost research and development efficiency.
Our prototype-less design is made possible by our 3D-CAD infrastructure.
CMOS sensors sustain Canon’s strong competitive position in digital SLR cameras.
Canon's Worldwide R&D Centers
American manufacturing is moving into new era of proficiency through software based production systems that are qualitatively different than in the past impacting all aspect of manufacturing such as the way companies address customer needs and wants, research and development, the product development and production process, and the platforms and footprints employed in execution, testing, and servicing (Ludwig & Spiegel, 2014).
The 2,100 square meter engine assembly area of the factory is capable of building the liquid cooled V-Twin for the V-Rod in approximately 2 hours from 370 components. Each of the 10 individual workstations takes approximately 7.5 minutes to complete its task. Building the engines onsite permits the firm to save on transportation costs of having the engines built at one location and shipped to another and decreases the carrying costs of inventory by using Just-In-Time production.
Filing for bankruptcy allowed Kodak a chance to start over; they had to rethink their corporate strategy. By rethinking their corporate strategy, Kodak was able to start fresh with a new mindset which led to the disappearance of their fear of failure. “With this new mindset, organizational fear evaporated and a new energetic focus on innovation emerged” (Baker, n.d., para 6).
In a world of fast-challenging technology, we can only remain competitive by continuously refining and expanding our technical capability.
Apple Incorporated is one of the largest and most powerful brands on the planet, and are among the technological empires leading the charge in future tech developments. It comes as no surprise that Apple is the most profitable technology company on the planet, with their annual net profit exceeding $50bn in 2015 (Chen, 2015), and that figure continuing to rise with each passing year. Due to this stature, it is surely correct to assume Apple have the responsibility to set a certain precedent when it comes to the obtainment of required materials, creation process of their products, treatment of their workforce, and other similar day-to-day elements of running a multinational company. These create the foundation on
The core focus of this report is devising a new product and implement marketing plan for Canon plc. The company is currently facing huge competition from its competitor worldwide, especially in Japan where it has lost market leadership. Due to the decreasing profit margin and threat of losing market share, the company has decided to come up with new innovate Canon Hybrid DSLR which will help the company in improving its profit margin and sustaining market share in UK and worldwide. The report is divided into six parts, which are as follow
We have chosen the Xerox Corporation and evaluated the strategic importance of innovation in its role. Xerox from its inception has always been regarded as an organisation that thrives on innovation and diversification. The introduction of the their xerographic office copier in 1959 is seen as one the main technological advancements in the 20th Century. Even as late as the 1990's Xerox has been boldly reinventing itself from a predominantly black and white, light lens copier company to a digital, colour and document solutions company. Even the release of their third quarter results for 2000 in October last, showed despite a 5% drop in revenue, the organisation still looks forward to improving its overall strategy by revealing a new turnaround program
The modem assembly line pours out finished products faster than Taylor could ever have imagined. This production "miracle" is just one legacy of scientific management. In addition, its efficiency techniques have been applied to many tasks in non-industrial organizations, ranging from fast-food service to the training of surgeons.
Every single program will be able to create a virtual diagram and outline of the concept being implemented on the printer. Then the program divides the concept into digital ...
In the following, the strategic and operational plan taken by Best Buy would be indicated to have a clearer picture of current situation. Then the assumption of Best Buy made will be discussed and necessary new assumption would be elaborated. After that, new operating metrics are suggested. At the end, three financial management decisions and recommendation are provided as well.
Throughout the history of modern civilization, there have been a number of inventions, contraptions, and processes to have made profound impacts on everyday life, and redefine the world, as we know it. With effective quality management, measures American industrialist and innovator Henry Ford used the assembly line to streamline the automotive manufacturing process and transform the American Industry. With the implementation of the assembly line in his manufacturing process Ford was able to offer the American consumer an affordable automobile, while at the same time cutting costs to his company, therefore maximizing his overall productiveness and profit while ensuring his customers’ needs were met.
N.V. Philips (Netherlands) and Matsushita Electric (Japan) are among the largest consumer electronics companies in the world. Their success was based on two contrasting strategies – diversification of worldwide portfolio and local responsiveness for Philips, and high centralization and mass production for Matsushita.
Focus shall be on utilizing pre-production tools while developing the prototypes. Actual material, wherever possible, shall be used in the development of prototypes rather than having substituted parts. Make the prototypes as closer as possible to actual outputs.
Kodak is the world’s foremost imaging innovator. George Eastman put the first simple camera into the hands of a world of consumers in 1888. In so doing, he made a cumbersome and complicated process easy to use and accessible to nearly everyone. Since that time, the Eastman Kodak Company has led the way with an abundance of new products and processes to make photography simpler, more useful and more enjoyable. With sales of $13.3 billion in 2006, the company is committed to a digitally oriented growth strategy focused on helping people better use meaningful images and information in their life and work. (Kodak, 2007)
Let’s say, for instance, a toy designer is going to use a printer from the Idea series to prototype a design for a new toy that is slated ...