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Toyota case study summary
Toyota case study summary
Toyota motor company case study
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A. Case study on Toyota (356)
Toyota is one of the leading Japanese automobile manufacturing organizations in today’s era. In order to maintain their worldwide leadership they are able to maintain their specific forms of manufacturing system. Toyota is technology-based, comprehensive production management system with the primary goals of increasing productivity and reducing costs (Monden 1983).According to this Toyota is focused on providing the best within the budget. Among many of the development process I think simultaneous engineering is the vital one that Toyota follows. Toyota had been integrating simultaneous engineering for several years. Toyota plans, most machine, new or old, are equipped with such de- vices as well as various safety devices, fixed-position stopping, the full-work sys- tem, and baka-yoke fool proofing systems to prevent defective products. In this way, human intelligence, or human touch, is given to the machines.” (Ohno 1988, pp. 4-6). Production system of Toyota is the basis for much of the “Lean Production” movement and has dominated manufacturing trend for many years. Toyota’s performance is based on tools and quality improvement methods .Tools and techniques are one part while quality control, total quality control, business management techniques are another part to make Toyota better than the competitors. Manufacturing and production engineers use computer technology from early beginning for concept development and designing of their product which is less than 12 months or even less for derivative vehicle. Hence, the product development process of Toyota is more likely similar to that of Black and Decker which use engineering, industrial design, model making and prototyping, testing and computer ...
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...t of any of their competitors.
Yes there has been ongoing both radical and incremental innovation in their products. From early phase they were creating their own ideas for product development or bringing in ideas from different outsourcing and then using that concept on their own product to put best in front of the customer. An example of radical innovation was to develop a totally new radial arm saw which they had discovered in early 90’s and by using incremental innovation in it they have brought now new 20v lithium chainsaw which shows us how to produce and manage an existing product or service or innovate an idea to bundle several products together. Other items like power compact driller, batteries, trimmer, edger and mower also are also the result of ongoing innovation.
Refrences
(Monden 1983)
(Ohno 1988, pp. 4-6).
(Hyodo 1987).
(John Wiley and Sons 1998).
...th a growing proportion of elderly people. Global market dynamics and innovations in big data and social networking are transforming the business strategies of companies everywhere—and forcing them to rethink fundamental rules of engagement. For better or worse, the future entrepreneurs will have to surface as one the most disruptive forces. As big data pushes for alternative ways of working – proactive solutions that drive information must quickly figure out which new policies and tools can be utilized most effectively. This grants enormous opportunities for key technological breakthroughs that will be needed for the next generation of transport.
The topic of whether college athletes should be paid is a controversial topic. Through the years there has been much debate for both paying athletes and for them not being compensated. According to Joe Nocera of The New York Times, when the NCAA was first formed neither player nor coach were paid.
Toyota Motor Manufacturing, U.S.A. (TMM) is deviating from the standard assembly line principle of jidoka in an attempt to avoid expenses incurred from stopping the production line for seat quality defects. This deviation has contributed to the inability to identify the root cause of the problem, which has led to decreased run ratios on the line and an excess of defective automobiles in the overflow lot for multiple days. If this problem isn’t fixed quickly, an increased amount of waste will continue to be incurred and customer value will be threatened.
During this project, I am going to mention the details of TOYOTA production process system which was developed more than 40 years ago by Taiichi Ohno, the president of Toyota Motor company at that time. The production system that Toyota company uses now and before is relevant to the concept of the process costing system which is currently used in all department of the company.
According to Toyota, they have undertaken a manufacturing revolution that has fundamentally changed established practices; all the way back to the product development and design. They have done this by integrating four areas: design, production engineering, procurement, and component supply. They have achieved higher quality at lower costs by creating standardized, multipurpose components. Also the reduction in cost has heightened the value and fortifies the competitiveness of product. To do this, Toyota has required intensive coordination with its suppliers. Another factor of their Integrated Low Cost is that Toyota steadily feeds cost improvements back into the product to raise their value along with the fact that four Toyota’s seven corporate auditors are outside corporate auditors.
Toyota Motor Corporation is a Japan based company, whose headquarters are located in Aichi Prefecture. The company was founded by Kiichiri Toyoda in 1937. Currently the company’s CEO is Akio Toyoda. Toyota is basically into cars and it is one of the top players in the world in this industry. Toyota also owns two other brands namely Lexus and Scion, which gives the company a lot of advantage over it’s other competitors. Toyota manufactures sedans, saloons, suvs, muvs, pick-up trucks and buses. During the year 2013 Toyota had approximately 333,498 employees, who were working globally. In March 2013, Toyota was ranked as the thirteenth biggest organization globally in terms of its revenue. In the following table we can see the financial report of Toyota Motor Corporation in the year 2013-
Its objective is to integrate people, process, and technology. Toytoa’s product development procedure is essentially different from a manufacturing process. Its backbone is not visible, but knowledge and information which are untouchable. The product development’s cycle time is much longer than hours. It usually takes weeks or even months. The production chains are non-linear and multi-directional. Workers are no longer manufacturing workers but specialists with high diverse technology. This product development strategy is viable for Toyota. This is because this strategy does help Toyota to prolong the life cycle of current product. For instance, Toyota Camry is a very successful current product which is prolonged its life. Camry has been made since 1980s. Camry is set at an middle-high level of family veichle. After 30 years development, Camry is still very famous all over the world. This cannot be separeted by Toyota’s successful product development strategy. One of the key features of the Toyota product development system is functional engineering managers. They are primarily teachers in the Toyota system, who are the most technically competent engineers, with the highest levels of experience. Toyota’s management group is consist of high educated experts. They were all engineers and their technical excellence is very famous. But recently, Toyota’s product development system does not work very well. In
Toyota is Japan's biggest car company and the second largest in the world after General Motors. It produces an estimated eight million vehicles per year, about a million fewer than the number produced by GM. The company dominates its home market, with about 40% of all new cars registered in 2004 being Toyotas.
Different nations within which Toyota operates have different political, technological, social, and cultural environments. To safeguard the company’s overall image, there must be effective communication between the head office and regional quarters. This is especially important in the area of quality control, as Toyota currently grapples with safety issues facing several of its car models.
Research and design and innovation play a huge role in this strategy, in which Toyota already has an advantage due to their successes. Toyota has numerous research and development facilities across the globe. Some of their focuses are on vehicle engineering and evaluation, interior and exterior design, advanced design, advanced engineering, product planning, and evaluation basic research. These functions are performed at more than one location, which allows for more broadened creativity from around the world.
Toyota issues in automotive industry resulted from a lack of moral and ethical obligations to loyal customers. In fact, people encounter ethics at one time or another. A business expectation is to act in manner upholding society values. According to authors Trevino and Nelson, (2004) states, “a set of moral principals or values, or the principals, norm, and standards of conduct governing a group or individual.” On the other hand, three ethical criteria determined in this discussion like obligation, moral ideas, and consequences which this article highlights an ethical dilemma with automobiles makers.
Price.J. (1994) Lean Production at Suzuki and Toyota: A Historical Perspective. Available at: http://spe.library.utoronto.ca/index.php/spe/article/download/11239/8131 (Accessed: 18th November 2013)
Tata motor’s has been India’s largest Automobile Company in the industry for decades. Tata wanted to grow and extend its market worldwide, which led to the organizational change in the Company. The Company had to take various steps and bring in a lot of changes. It had to go through changes also because it was making various acquisitions and collaboration with international companies.
Production system of Toyota was improved in the late 1950s, establishing the 'Toyota Production System. This system became the key factor in the reduction of inventories and defect in the plants of Toyota and its suppliers. It also strengthened Toyota’s entire operations worldwide. In 1947, it launched its first small cars namely ‘Toyopet’. Toyota started its operation outside Japan in 1959 in Brazil and continued with developing network of foreign plants.
In 1950s, Toyota has developed lean thinking. The Toyota Production System aspires to minimize waste and increase efficiency while at the same time enhances its product quality. From this initiative, Toyota managed to widen its competitive edge by employed fewer employees in the car production with a small number of flaw products.