Case Study Of Toyota Motor Corporation ( Or Toyota )

Case Study Of Toyota Motor Corporation ( Or Toyota )
Operations and Productivity
In the global business environment, success of an organization is based on several factors. Namely,
the capital required to start and maintain the organization, human resource component, and the
influence of stakeholders. Theories and strategies have been developed, and their efficient
integration ensures that the company can achieve its organizational goals. However, the interaction
of these factors needs a framework based on the operational capability of the organization.
Operations management facilitates the transfer of theoretical policies and decisions into tangible
products, which an organization can offer to its clients. Without the utilization of operations
management, different departments cannot work ... Show more content on Helpwriting.net ...
As a result, any decrease in the level of quality is likely to have severe repercussions to the
organization. One of the telling signs of the quality decrease has been the number of recalls since
2009. Over the seven–year period, there have been three recalls due to the defects noticed in a
significantly large number of vehicles (Rankin, 2014). According to Rankin (2014), an estimated 9
million vehicles were affected in a recall in 2009, approximately 7 million automobiles were
recalled in 2012, and approximately 7 million vehicles were recalled by Toyota USA in 2014.The
issues that led to the recalls were related to the manufacturing process, which fellunder the
operations management. Toyota needed to maintain the same level of quality in all its global
operations ('Toyota Production System, ' n.d.). Nonetheless, thatproved difficult due toregional
decentralization of Toyota plants.
The company'ssuccess was hinged on the Toyota Production System (TPS) which wasan operational
system used in the manufacturing of vehicles. The difficulty in relaying this system to its global
manufacturing plants led to issues concerning the quality of vehicles produced('Toyota Production
System, ' n.d.). That problem caused the recalls experienced in the seven–year period, which in
turnled tosignificantly adverse implications to the operations of the company.
Toyota Production System
The companyuses the Toyota Production System (TPS) along the entire length of its
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Toyota's Core Competency
SUPPLY CHAIN MANAGEMENT
To begin I should define a core competency as this is related with the Supply Chain in my review, so
first, what is a core competency? According to Fitzsimmons (2012), core competency is something
that the company does so well that it provides the company a competitive advantage. Core
competency gives the company hard–to–imitate advantage. One of the Toyota's core competencies is
their production system which is known as Toyota Production System (TPS). This is consists of
Lean manufacturing and Just–In–Time (JIT) Production. Lean Manufacturing is the production
practice in which it is focusing on the elimination of waste and continuous improvement over long–
term. Lean Manufacturing has been proven to be ... Show more content on Helpwriting.net ...
In this case, brand management as one of the Toyota's core competencies must be exploited so that
Toyota's image can be repositioned in the customer's mind. Toyota can use marketing strategy such
as repositioning strategy to reposition itself as an innovative and user–friendly auto–maker rather
than high quality auto–maker. Keep in mind though, Toyota has overcome this negative view by
American and worldwide consumers and has streamlined its supply chain by integrating more
building of vehicle parts within the United States.
Toyota is facing fierce competition in the automotive industry. Competition is increasing with new
entrants are trying to enter the automotive industry. This new entrants can be automotive company
from Europe, China and South Korea. Direct competitors of Toyota are Honda, General Motors, and
Fords. Besides that, Hyundai has become serious threat for Toyota as well. According to Can
anything stop Toyota (2011), Hyundai's vehicles cost less than Toyota while it has more power
compared to Toyota's vehicles. In the luxury market segment, Toyota's Lexus lost to BMW in terms
of sales (Business Week 2009). Technology innovation has become major force in the industry. This
requires those automotive companies including Toyota to catch up with their competitors or
otherwise, they will lose their market shares. Recently, the raising price of fuel and pollution has
become a major concern. Therefore, the

The Toyota Production System ( Tps )
What better organization could I have chosen other than the one which practices Lean and is the
maker of Lean principles in the manufacturing world? I have selected the company "Toyota" as they
are the ones who created the Toyota Production system (TPS) which is also known as "Lean" in the
manufacturing environment. They are known as the leading lean exemplar of the world. They are
also the largest automakers in the world in terms of overall sales. The whole organization runs on
the Toyota production system and its principles, vision and philosophy.
Within the organization, four prominent gentlemen are credited with developing the system: Sakichi
Toyoda, who founded the Toyoda Group in 1902; Kiichiro Toyoda, son of Sakichi Toyoda, who
headed the automobile manufacturing operation between 1936 and 1950; Eiji Toyoda, Managing
Director between 1950 and 1981 and Chairman between 1981 and 1994; and Taiichi Ohno, the
Father of the Kanban System.
Since 1957, Toyota has expanded the scope of automobile sales across the entire globe. For over
fifty years, Toyota vehicles have found their way to over 170 countries and regions throughout the
world. As their exports have continued to develop so has the localization of their production bases,
in line with a policy of "producing vehicles where the demand exists". Now there are 51 bases in 26
different countries and regions. In addition, there are design and R&D bases in nine locations
overseas, showing that "from development and design

The Process Of An Organization
BENCHMARK There is a common method for both public and private companies, allowing them to
improve efficiency in their processes and activities. This method is known as Organizational
Benchmarking, which is defined as the process of identifying, learning and applying best practices
of other successful companies in the market (Gibson, L and Glenn, E., 2000). In other words, this
process is based on the analysis of how other companies conduct their business and adapt to another
company to improve efficiency. Before starting the process of benchmarking, it is necessary to
evaluate and establish the starting point of the organization. That is, knowing where the company is,
what it is doing well and what their weaknesses are. Then, a ... Show more content on
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As a result of this research there were obtained two important conclusions. The first conclusion is
that US and Europe could improve production processes of vehicles to overcome the energy use and
environmental effects issues. The second conclusion is that it was difficult to compete with Japanese
companies, because they, especially Toyota, had developed a different method from the others
enterprises and consisted of a more developed system than a simple mass production (Graves A. and
Madigan, D., 2012) Having analyzed more than 90 companies, it was possible to observe that
Toyota created something that was later called "Lean Production". In the first stage two indicators
were used to measure the efficiency of the company: the first refers to the total hours worked by all
employees divided by the number of vehicles produced; and the second indicator was the number of
defects per vehicle. At the end of this analysis it was concluded that Japanese companies had a lower
rate of defects per vehicle, they were twice as productive and used 40 % less space in production
plants, which meant a significant reduction in costs Later, a more detailed analysis was performed
according to the activities type, separating the standard tasks of non – standard and taking into
account the time it took each employee to perform them. Having completed the entire analysis
process, it was possible to identify how Toyota, having created the

Advantage And Benefits Of Jit
1. Introduction The Just–In–Time (JIT) philosophy is a methodology aimed to reduce the cycling
time of goods and commodities during the production and the response time between the suppliers
and the customers (Ashburn, A., 1977) which means the manufacturers who adopted the JIT
philosophy were able to produce high–quality products with minimum waste and reduced costs.
There is a large body of literature addressing the concept and benefits of the JIT philosophy
(Mahmoodi and Martin, 1994). JIT philosophy is primarily reached in the western stores in late
1970s and has successfully drawn the attentions in the western countries in recent years. Obviously,
the adoption of a JIT philosophy has significant implications for purchasing and materials
management, as well as for distribution and logistics functions (Gomes and Mentzer, 1991). As
supplying is "what is needed, when it is needed, and in the amount needed", so that ... Show more
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Besides, it also helps improving the product quality and the lead time reliability. Apart from these
benefits, this model also ensures in reducing the material cost and increasing the production
flexibility. Based on the findings of Ansari and Modarress (1988), product quality and productivity
have essentially ameliorated when applying the JIT purchasing model in the production process.
Other advantages are the improvements in delivery promises met, product design and productivity.
Besides, eliminating the administrative burdens and the delivery lead time are also the essential
benefits when incorporating the model in the production and delivery processes (Turnbull,
1988).According the comments of Romero (1991) that stated that the benefits in applying the JIT
purchasing model in manufacturing are greatly gained and kept over a long time with relatively little
investments, such as time, money and staff efforts

An Analysis of Toyota's Strategic Procurement and Supply...
Purchasing & Materials Management | | Strategic Procurement & Supply Chain Management |
Introduction The topic selected is (Strategic Procurement & Supply Chain Management). For this
study, we have selected Toyota Motor Corporations as our company of choice. Toyota is without
doubt the best in the world, with its many philosophies and principles on how to make the best out
of the least; JIT, lean production and elimination of waste and the desire for continuous
improvement are just a few ways how Toyota has become the best in the auto industry. Toyota as a
name, a company, and as a brand has become synonymous with Quality. At the heart of its success,
lie family values that have been passed down; a norm that has become the ... Show more content on
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Across the world, Toyota participates enthusiastically in community activities ranging from the
sponsorship of educational and cultural programmes to international exchange and research. Toyota
has the fastest product development process in the world. New cars and trucks take 12 months or
less to design, while competitors typically require two to three years. Toyota is benchmarked as the
best in class by all of its peers and competitors throughout the world for high quality, high
productivity, manufacturing speed, and flexibility. Toyota automobiles have consistently been at the
top of quality rankings. Strategic Analysis To better understand a firm and its placement of its
strategies, we must conduct an analysis of factors that might affect its selection of strategies. SWOT
Analysis Strengths * Toyota Motor Corporation is the world's largest vehicle manufacturer by
production and sales. * Toyota is best known for environmentally safe, quality, reliability, durability
and value for money. * Toyota's Camry and Corolla have been the top–selling cars in their respected
categories; in the past eight out of nine years. Also, Toyota produces the globe's best selling hybrid
car, the Prius – which by 2010 had surpassed two million sales worldwide. * Strong distribution and
marketing efforts focused on meeting diverse needs,

Toyota Production System Theory Essay
Just in time is also referred to as just in time production. It is a method in which projected mainly at
reducing flow times within production system of an organization as well as response times from
suppliers and to customers. The major advantage of utilizing this theory is that it moderates
materials usage as well as raw material wastage. This approach aids in customizing the vehicle as
per the demand of the client and expectation. The main disadvantage of applying just in time is that
the clients may have certain expectations and they are unsure of how the appearance of the final
product will look like. This theory makes the customer wait for the final product to be delivered
hence cannot be certain if the final product will be liked by the client (Schmidt, & Simchi–Levi,
2013).
The Toyota Production System (TPS) theory is defined as an original manufacturing philosophy
whose main aim is to eliminate waste and achieve the best possible efficiency in an organization.
Advantages of TPS is that this production system helps to improve the quality of the product at
every stage of the assembly line. The disadvantage of using TPS is that this process can be time–
consuming, and ... Show more content on Helpwriting.net ...
The primary objective of lean is to produce more value for customers with fewer resources. The
advantage of lean production is it helps in reducing the cost of production by eliminating
unnecessary materials used in production. Disadvantages of lean production are that it depends on
the inventory the supplier keeps in his hand of which the suppliers often prefer in keeping a small
amount of stock which is not acceptable in a lean production system. The material supply can delay
being delivered to the production house due to unavoidable circumstances that may include
transportation breakdown, suppliers strike or specific product not available (Theory of Constraints

Incline Six Sigma And Toyota Production System
Incline Six Sigma and Toyota Production System (TPS) Toyota Motor Corporation;The Company
that changed the world?! Toyota Motor Corporation is a Japanese car Manufacturer organization
headquartered in Toyota, Aichi, Japan. It was established by Kiichiro Toyoda in 1937 as a spinoff
from his dad 's organization Toyota Industries to make cars. Three years prior, in 1934, while still a
branch of Toyota Industries, it made its first item, the Type A motor, and, in 1936, its first traveler
auto, the Toyota AA. Toyota Motor Corporation produces vehicles under 5 brands, including the
Toyota brand, Hino, Lexus, Ranz, and Scion. It likewise holds a 51.2% stake in Daihatsu, a 16.66%
stake in Fuji Heavy Industries, a 5.9% stake in Isuzu, a 3.58% stake in the Yamaha Motor Company,
and a 0.27% stake in Tesla, and in addition joint–wanders with two in China (GAC Toyota and
Sichuan FAW Toyota Motor), one in India (Toyota Kirloskar), one in the Czech Republic (TPCA),
alongside a few "nonautomotive" organizations. TMC is a piece of the Toyota Group, one of the
biggest aggregates on the planet. Toyota is the world 's first car maker to deliver more than 10
million vehicles every year (in 2012 and 2013). Starting July 2014, Toyota was the biggest recorded
organization in Japan by business sector capitalization. As of Feb, 2016 it is the thirteenth biggest
organization on the planet by income. All in all, how does Toyota accomplish this? One of the main
impetuses is Lean Six Sigma and

Analysis Of Toyota 's Production System
Toyota 's Production System (TPS) is based upon "lean" principles that includes focusing on the
customer, constant and recurrent improvement, and superiority through waste reduction, and
combined upward and downward developments as part of a lean. "TPS is the foundation for what
has become a global movement to "think lean". Most manufacturing companies in the world have
adopted some type of "lean initiative," and this concept is now spreading to a diverse range of
organizations, including the defense department, hospitals, financial institutions, and construction
companies" (Liker & Morgan, 2006). Unlike like TPS, Lean is a business improvement idea that
focuses on the true needs of the customer to help the business prevent waste from being built into
the system. This paper will compare and contrast the concept of Lean and TPS used by Toyota.
TPS was based upon two concepts, the first concept is called jidoka and the second concept is called
Just–in–Time. "Jidoka" (which can be loosely translated as "automation with a human touch") which
means that when a problem occurs, the equipment stops immediately, preventing defective products
from being produced. "Just–in–Time," in which each process produces only what is needed by the
next process in a continuous flow Toyota Manufacturing Company (TMC). "JIT was originally
known as the "Toyota Production System," created by the founder of Toyota, Sakichi Toyoda, and
an engineer Taiichi Ohno" (Improving manufacturing flexibility,

Toyota Report : Toyota Motor Corporation
Toyota Motor Corporation abbreviated TMC, is a Japanese multinational automaker headquartered
in Toyota, Aichi, Japan. In 2010, Toyota employed 300,734 people worldwide, and was the largest
automobile manufacturer in 2010 by production. Toyota is the eleventh largest company in the
world by revenue. In July 2012 the company reported that it had manufactured its 200 millionth
vehicle.
The organization was established by Kiichiro Toyoda in 1937 as a spin off from his father's
company Toyota Industries to manufacture automobiles. Three years earlier, in 1934, it
manufactures Figure 1– Toyota Production System its first product, the Type an engine, and, in
1936, its first passenger car, the Toyota AA. Toyota Motor Corporation ... Show more content on
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The Toyota Production System (TPS) is a standard and admirable model of Lean Manufacturing,
though it should be kept in mind that this structure is custom–made to the requirements of Toyota,
so that it can 't be imitated to other organizations without alteration. Moreover, TPS incorporates not
only common Lean–principles such as decreasing waste, encouraging flow and generating market–
pull, but comprises also lean management by the use of other progressive approaches such as Total
Productive Maintenance.
(Toyota returns to its roots: listen, stop, think, improve, 2010)
Product Recalls:
A product recall is a request to return to the manufacturer a consignment or a whole production run
of a product, typically due to the detection of safety concerns. The recall is an exercise to bound
accountability for corporate carelessness (which can cause costly legal fines) and to develop or
dodge damage to publicity. Recalls are generally expensive to a corporation since they usually
involve interchanging the recalled product or reimbursing for damage caused by use, though perhaps
less expensive than consequential charges triggered by damage to brand name and reduced
confidence in the manufacturer.
Toyota Recall:
Three discrete but interrelated recalls of automobiles by Toyota Motor Corporation occurred at the
end of 2009 and at the commencement of 2010. Toyota initiated the

The Success Of The Toyota Production System
INTRODUCTION TO THE LEAN SYSTEMS The success of the Toyota Production System is the
evidence that Lean Systems help manufacturing companies in improving their operations and the
process of manufacturing. Lean is an approach to eliminate waste and maximize the value for the
customers. Lean has made its place in today's market. Apart from Toyota, companies like John
Deere one of the largest manufacturers of agricultural machinery, Textron– leading systems which
offers products and services to support the defense and the aerospace, Intel– the world's largest chip
makers, Nike–one of the leading super–cool clothing company have occupied their place in the
success list of lean systems. HISTORY OF LEAN Before we understand the need lean we must
understand the need of the productions such as Craft Production and Mass Production. The craft
production was more about manufacturing the cars based on the specifications given by the
customers. The term craft production refers to a manufacturing technique applied in the hobbies of
handicraft but was also the common method of manufacture in the pre–industrialized world. The
cars were modified according to the requirements of the customers which led to the limited number
of models specific for each customer and relatively the cost was high but the customer had the
satisfaction of dealing directly with the manufacturer. Craft production comprise of skilled
employees at design, machining and fitting, usage of the general purpose machines

The General Motor 's President
The General Motor's president, Alfred Sloan found out two critical issues that impeded his company
to be succeeded in mass production and completed the mass production system based on Ford's
deficiency. Subsequently, Sloan resolved his firm's problems step by step. Firstly, he established the
decentralized divisions operated by some senior managers, who would share the profits with Sloan.
Later, he created a product range from cheap to expensive that could satisfy most of buyers. From
Sloan's case, seniority seemed like a key to determine the workers, and it was also a basis for job
assignments. Mass production became very popular in 1955 because many U.S. companies used
Ford's plant practices and Sloan's management means to improve their productivity. At that time, the
U.S. automobile industry led the world's car manufacture with more than seven billion car were
sold. The spread of mass production was not only in the United States, but also in Europe because
many craft–production companies applied mass production for their products. However, the
problems occurred, particularly, in the workforce. Workers figured out that the mass production
work was unprofitable, and this caused the stagnant of mass products in the United States as well as
Europe. This was the time for a new kind of production: "lean production". The Rise of Lean
Production. In 1950, Eiji Toyoda, a Japanese engineer from Toyota Motor Company, had a trip to
one of the Ford's plant in Detroit because he

Process Identification Plan for Toyota
The Case for Change at Toyota Motor Corporation Process Identification and Improvement Plan
______________________________________________________________________________
Unit 1 Assignment 1 MBA 6022 Lynette D. Capella University Abstract This Process Identification
and Improvement Plan will begin with a summary of the Toyota Motor Corporation and core
commitment to safety, quality and volume. It will also refer to the case study review titled "Toyota:
The Accelerator Crisis (2010), by Greto, Schotter, and Teagarden for a synopsis of the accelerator
and automobile recall crisis that affected the company's reputation, image and near financial
collapse. It also identifies two distinct process areas have been targeted for ... Show more content on
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Thus, Toyota failed to comply with federal law in its foreign subsidiary and failed to report such
safety defects to the proper government regulators within five business days. (Greto, M., Schotter,
A., & TeaGarden, M., 2010) (CNN, 2010) The President, CEO and grandson of the founding father,
Aki Toyoda emphasized "I fear the pace at which we have grown may have been to quick. I would
like to point out here that Toyota's priority has traditionally been the following: First, Safety;
Second, Quality and Third, Volume. These priorities became confused, and we were not able to stop,
think and make improvements as much as we were able to before, and our basic stance to listen to
customers' voices to make better products has weakened somewhat. We pursued growth over the
speed at which were able to develop our people and our organization, and we should sincerely be
mindful of that. I regret that this has resulted in the safety issues described in the recalls we face
today, and I am deeply sorry for any accidents that Toyota drivers have experienced." (Greto, M.,
Schotter, A., & TeaGarden, M., 2010) Importance to Toyota: Considering the case study, Toyota's
current reputation and status in the global market is marked with recalls due to defective parts,
malfunctions and safety risks–numerous lawsuits–and fines

Toyota Production System -Business and Marketing Strategy,...
{draw:g} Contents Executive Summary *"Toyota Service Management and Project Implementation
Plan*" Report provides the complete analysis of Toyota and its Production System. The report
includes the brief history about organisation and consists of a comprehensive description about
Toyota Production System (TPS). Further we have analysed the Business and Marketing strategy of
the Toyota and performed the "SWOT" analysis in order to understand the strengths, weaknesses of
the organisation and also threats to the organisation. The information that had been gathered via
various means of the overall Business functioning of Toyota has been transformed graphically into
"Blueprint" that helps us to have a better picture of Toyota's business. ... Show more content on
Helpwriting.net ...
eople and processes Grow leaders who thoroughly understand the work, live the philosophy, and
teach it to others 10.Develop exceptional people and teams who follow your company's philosophy
11.Respect your extended network of partners and suppliers by challenging them and helping them
improve 12.Go and see for yourself to thoroughly understand the situation (genchi genbutsu)
13.Make decisions slowly by consensus, thoroughly considering all options; implement decisions
rapidly 14.Become a learning organization through relentless reflection and continuous
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The Five Functions Of Management
Introduction
Management is the manner of taking responsibility to oversee activities of an organization so it can
achieve its objectives. The manager is responsible for carrying out certain functions which include:
planning, organizing, staffing, leading and controlling. Managers, regardless of the level, share in
these common duties. The five functions of management are interconnected. For success to be
achieved, the five functions must all be implemented in line with the vision of the organization.
Management foresee into the future and develop a plan. After a strategic plan is in place,
management must organize the company's resources and workforce to implement the plan. Along
the way, they should offer good leadership and control of ... Show more content on Helpwriting.net
...
However, the effectiveness of these approaches have been questioned. Research was done to find
out the extent to which the Toyota Production System has been applied to some South African
Organizations (Nortje & Snaddon, 2013).
The article explains the system using Bateson theory. According to the theory, the Toyota Production
System is divided into four levels: activities of the lowest level, strategies, values, and purpose, in
that order. The strategies used in the system are: empowering employees, eliminating waste before it
occurs, promoting flow, increasing effectiveness and efficiency at each stage, standardization,
formalizing industrial engineering, creating intelligent processes, balancing resources, enabling
visual management, increasing customer value, organizing by value stream and deploying policy.
The values upheld are: respect for people, teamwork, kaizen (continuous improvement of
employees) and genchi genbutsu (meaning "go see"). According to the system, the purpose of all
these activities is to achieve perfection, contribution, honour and success (Nortje & Snaddon, 2013).
To test this hypothesis, seven organizations were selected. Data was gathered using multiple case
studies from a number of sources. The study results showed the need to study the Toyota production
system and understand how it operates. This way, any organization deciding to adopt the system can
easily adjust to suit its product, process and values. The authors then highlight the

Toyota Production System Essay
Introduction
The Toyota Production System (TPS) is a lean production Operations Management technique,
steeped in the philosophy of operational efficiency, operational sustainability, operational
effectiveness, and quality, with focus on waste elimination, innovation and human rights (Toyota
Motor Corporation, 2015a; Toyota Motor Manufacturing, 2015). At its foundation, TPS utilizes the
guiding ideologies of "Just–In–Time" production, or efficient resource management, and "Jidoka,"
or quality assurance (Toyota Motor Manufacturing, 2015).
Besides the two guiding ideologies noted herein, the TPS has twelve other principles by which it
bolsters its foundation. These principles include "Andon, Genchi Genbutsu, Heijunka, Hoshin,
Jishuken, Kanban, Kaizen, Muda, Nemawashi, Pokayoke, Standardized Work and Yokoten" (Toyota
Motor Manufacturing, 2015). Like the guiding ideologies, these principles focus on operational
efficiency and quality, but additionally, these principles also address operational effectiveness and
operational sustainability.
Toyota Production System (TPS) Overview
Purpose
TPS endeavors to rapidly provide a value product to the consumer, while utilizing the least number
of required resources through streamlined processes (Toyota Motor Corporation, 2015a). The goal
of TPS is to operate under a production model that fosters innovation, competence and integrity,
which can be manipulated based upon consumer demand and eliminate wasted resources, while
delivering a

How Does Toyota Manage Its Logistic And Supply
Task 1: How does Toyota Manage its Logistic and Supply
Background [1]
Toyota Motor Corporation is a Japanese automotive manufacturer. Toyota has over 333 thousand of
employees across the world and it is the 14th largest company in the world by revenue in 2014. It is
the strategic management of logistic and supply that contributes partly of its success today.
Logistic Management [2]
When managing logistic in an organization there are hundreds of aspects that need to be taken into
account. Here is a particular aspect of Toyota Motor Engineering & manufacturing North America
Inc. (TEMA) logistic management that is centralised and de–centralised logistic. According to [3],
centralised logistic means that the all or most of the authorised ... Show more content on
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According to [5], Just–in–Time (JIT) inventory management enables an organization to gain
competitive advantage by not having a large or excessive amount of inventory in warehouse. The
organization only needs to order the parts when they are actually needed and new materials are
produced only when old materials have finished. One advantage of adopting this strategy is that
there will be no excess of inventory that needs to be stored and hence the inventory levels will be
reduced as well as the cost of carrying and storing goods. One major disadvantage of this is that the
organization will expose it in the risk of ordering problems for example a supplier is not able to
provide parts on time. The result of this is that the organization cannot fulfill the order and
contributes to customer dissatisfaction.
Task 2: Differences of Toyota Production System between Today and 80s
Background
Toyota Production System (TPS) focuses on the philosophy of eliminating all waste. It can be trace
back to its origin – automatic loom which was firstly introduce by Sakichi Toyota. During the past
few decays, TPS has evolved through generations by trial and error to improve the efficiency. This is
mainly based on the concept of JIT.
The Origin of TPS
According to [6], the original TPS was adopted the principle which invented by Henry Ford. Henry
successfully integrated interchangeable parts with standard work and moving conveyance.

In What Ways Can the Toyota Production System Be Seen as...
2.2. In what ways can the Toyota Production system be seen as rare and difficult to imitate? Toyota
Production system is a system that was developed initially to account for the specific issues facing
one company. The revolutionary ideas and concepts pioneered at Toyota have been used in many
other organizations and industries throughout the world. TPS has evolved to help companies
maximize value. In this system all activities relating to the manufacturing process. Toyota
Production system is an integrated socio–technical system that comprises its management
philosophy and practices. It is developed by Toyota. The Toyota Production system organizes
manufacturing and logistics for the automobile manufacturer, including interaction ... Show more
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It can avoid some problem about inventory for company. With less inventory in a system, it are
quickly exposed in production that disrupting flow. Some firms shy away problems, in Toyota
however the opposite logic is applied. By reducing inventory you expose the real problem in
production process quickly and focus need for improvement. The second primary of system is
Jidoka (build in quality). Using this system it can the Toyota production system been as rare.
Fourthly, the implementation of learn production plant prove to be one of the most influential
developments in recent manufacturing history. The technique within learn were developed by
Toyota from the 1950s and first entered western business awareness in the late 1970s as "just–in–
time". Learn production can achieve rare. There are truly changed the culture of the business, or
even produced measurable, sustained financial benefit across the business. The truth is that learn is
much more than a rag–bag of tools and techniques. It amounts to a different way of thinking about
the business. Toyota's manufacturing techniques, the specifics of the Toyota production system have
allowed the company to operate at a greater level of efficiency than its competitors. The lastly is
about that continuous improvement. Thus, Toyota has been able to sustain a competitive advantage
by utilizing a tangible resource that is rare and not easily imitable.
Reference:
[1] Strategos–International. Toyota Production System

A Report On Toyota 's Production System
Abstract
Toyota today is one of the leading lean example in today's manufacturing market. Starting back in
the 1930's with the idea of Just–in–Time to cut down cost in waste from overstocked storage rooms
to a better efficient assembly lines who produced what was needed at a certain time. The Kanban
system is one of the most used methods that the Japanese found during the 1950's during a trip to
United States in a super market.
Kanban Systems
Lean manufacturing originated long before Toyota and Ford, however the thought that it originated
with Toyota is flattering since they are the ones who perfected it. By creating the Toyota Production
System (TPS), Toyota found a better way to produce large quantities of product efficiently with
eliminating the waste factor and while cutting down cost. Taiichi Ohno a former Toyota vice
president promoted the idea of JIT (Just–in–Time) which means "producing the necessary units in
the necessary quantities at the necessary time." (Monden) Which leads to Toyota's ultimate goal in
the TPS is to improve productivity for better return in investment. To have continuous flow in a
production system Toyota sought out to achieve the concept of JIT and autonomation . Since the
TPS is what creates the parts who monitors the JIT system? The kanban system which is an
informational system that controls quantities being produce in each process. As the discussion
carries on throughout this paper about Toyota and their use of the kanban system the topic

Comparison and Contrast of General Motors and Toyota Motor
General Motor and Toyota Motor
1
Comparison and Contrast of General Motors and Toyota Motor Thomas Hong, Ph.D. The Impact of
Technology on Organization University of Phoenix November 12, 2007
General Motor and Toyota Motor Introduction
2
This paper seeks to compare core and enabling technologies of two organizations in the automobile
industry. General Motors Corporation experienced a crisis that recorded another operating loss of
$7,668 million during the fiscal year of 2006, while Toyota Motor Corporation recorded an
operating income of approximately $19 billion during the fiscal year of 2006, an increase of 19.2%
over 2005. The net profit of Toyota was approximately $13.9 billion in the fiscal year of 2006, an
increase of ... Show more content on Helpwriting.net ...
Too many managers of GM disseminate corporate information which does not serve the productive
interests of individual people in the organization (Harrop, & Varey, 1998).
5
GM Enabling Technologies
GM is more interested in developing cars for old–aged people, rather than the general population,
using enabling technologies. For example, GM is to refine the design of existing vehicles and add
enabling technologies that make these vehicles easier and safer for an aging population to use. These
design changes have been targeted based on the three major physical changes that aging people
encounter: 1) decreasing range of motion and strength, 2) decreasing ability to manipulate fine
controls, and 3) lessening visual acuity (Ehrenman, 2003).
GM has developed an Enterprise Demand Sensing Research Program to investigate methodologies
and drive a collaborative decision–making framework. The program aims to improve the decision–
making of the enterprise in procurement, manufacturing, marketing, sales, and logistics (Truss, Wu,
Saroop & Sehgal, 2006). To enhance enabling technologies, GM places considerable importance on

internal communication. GM launched some major efforts to communicate throughout the
organization. These included roundtable discussion groups, and the training of managers
General Motor and Toyota

Toyota And The Current Automobile Industry
Introduction : Toyota is the super famous brand name in the current automobile industry. Toyota
refers to a Japanese company 'Toyota Motor Corporation ', was established on 28th august 1937 by
Kiichiro Toyoda as an adjunct to his father 's car making company ' Toyota Industries '. Toyota is a
full flexed multinational automobile company engaged in designing, assembling, manufacturing and
sales of personal to commercial vehicles and its accessory parts globally. Globally it secured
338,875 employees with a capital of 397.05 billion Yen (Toyota Motor Corporation, 2014). Toyota
vehicle sales had increased tremendously as a result of focusing the customer value in terms of cost
and quality, over a period of 1935–2010 as shown below. Source : Toyota Production System, 2013.
Toyota was ranked the third biggest manufacturer of automobiles in 2012 and eleventh largest
organization in terms of revenue. Toyota is one of the top most prominent organization supporting
and spending on research and development in designing with worldwide R&D centers. It researches
centers mainly located in USA, Japan, Europe, China and Asia–pacific. According to 2009
Scoreboard, Toyota ranked the first in R&D investments among the global top 50 R&D companies.
Toyota has developed an extensive network among the multinational companies concurring with
organization growth and increased the hike among the

Toyota Production System (Human Infrastructure) Essay
TOYOTA MOTOR MANUFACTURING USA Human Infrastructure Key Elements . Wayne N.
Smith Quality Assurance Specialist Directorate of Contracting 9/20/2012 9/20/2012 TOYOTA
MOTOR MANUFACTURING USA Human Infrastructure Key Elements TOYOTA
PRODUCTION SYSTEM (TPS) The TPS model depends on its Human Infrastructure. The entire
model is base on its PEOPLE & TEAMWORK being successful in doing their job and there buy in
to the Key Elements of the TPS culture, which are as follows;  Selection  Ringi decision making
 Common Goals  Cross–Trained TPS emphasize the point of its human infrastructure as a
"COMMON GOAL" for all personnel in the corporation, which again is emphasize that its
employees are its greatest assets as shown by the ... Show more content on Helpwriting.net ...
In Station Quality amplifies problem. It makes any production problem instantly self evident and
stop producing whenever problems are detected. Notice that problem are not only caught were they
occur with this flow process but actually because of the pulled or downstream approach that any
station can find problems miss by an earlier team. This encompasses that the entire production line
is responsible for each other work. To further insure that the right part was available at the right
time. TPS extended this process to its supplier by using another process step HEIJUNKA (Load
Leveling). This process was simply, even distribution of special products or special orders. This
prevented, as quoted in the case study "...several production runs..." each dedicated to just one
model or one special order. TPS defined needs and value from the viewpoint of the next station
down the line that is the immediate customer. These two tools which will give the employee the
ability to catch defects quickly and work to correct the problem. Shows TPS complete faith in the
employee and the team to solve most problems without a supervisor. In fact TPS development of
these two principles and Load Leveling exemplify the individual employee or the team ability to
solve most if not all the problems in the production. These tools along with the team concept instill a
level of trust between the employee and management as the individual

Toyota 's Production System And How It Works With The...
In this paper we will discuss Toyota's Production System and how it works with the strategy of their
business. We will define their mission and visions goals and their core principles as it applies to
their company. This paper will also discuss their basic approaches and general practices. It is also
important to understand what the Toyota Production System entails and how Lean operations began.
For instance, according to Stevenson, lean operation is a flexible system of operations that uses
considerably fewer resources than a traditional system. For example, Lee's Transportation owned by
Tony and Lisa Jones, can no longer operate due to several vehicle accidents caused by their drivers.
This has resulted in an increase in their insurance premiums with All State and the premiums are too
expensive for them to maintain their business. This unfortunate situation has caused a great hardship
and Tony and Lisa have no other option than to discharge their employees. Eventually, they
coordinate with a business partner and financial advisor and are able to start their company again
under a changed name, Loving Hands. They are now able to obtain insurance coverage through
State Farm.
The Jones' re–hire their previous employees but with new policies and procedures implemented.
They have incorporated monthly staff meetings on safety while driving, online training courses
quarterly, in addition to driving classes being mandatory and held annually. Tony and Lisa executes
strict policies

Toyota's Quality And Quality In The Quality Of Toyota
Toyota motor is the world's leading automaker. In factories around the world, Toyota consistently
makes the highest quality cars with fewest defects of any competing manufacturer, while using
fewer hours, less on hand inventory, and half the floor space of its competitors. Toyota's worldwide
reputation for quality and reliability (Connor, 2010). Complete with profiles their motors for quality
for customers so that it is manufacturing techniques were followed by its competitors in the world.
At Toyota quality was in built in to each manufacturing process and employees from all divisions
ensured that defective items did not pass on the next process.
Toyota's products were a byword for quality of customers so much that that it can manufacturing ...
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2
The Importance of quality in the Toyota production system.
Toyota production system organize manufacturing and logistics at Toyota, including the interaction
with suppliers and customers. Toyota was able to much reduce lead–time and cost using the Toyota
production system, while improving at the same time. This enabled it to become one of the largest
companies in the world. Toyota applied lessons by reducing the amount of inventory they would
hold only to the level that its employees would need for a small period of time. This is called just–
in–time (JIT) inventory system.
Toyota began to be recognized in the 1080s for the quality of its vehicles and its responsiveness to
customers
Toyota production system is made different varieties of vehicles on the same assembly line. Toyota
discover a production system which focus on eliminating waste of time and raw materials from
every step of production process to get higher quality, greater productivity, improved customer
responsiveness and better utilization of equipment and

Toyota Case Study Essay
Ch. 8: Toyota's Production System: Life in the Fast Lane?
Overview: The Toyota Production System has long been hailed and admired as the source of
Toyota's outstanding performance as a manufacturer. TPS aims to eliminate waste, reduce defects
and maximize flow. TPS aims to increase efficiency and productivity by employing a unique
production system that cuts costs through continuous improvement. Long term goal is to yield sharp
reductions in product development and manufacturing lead times. Toyota want to be the industry
best and they stand behind their culture to share the wealth of how they do it. 1. What is the
relationship between Toyota's organizational strategy and Toyota Production System? TPS is viewed
as the benchmark, the ... Show more content on Helpwriting.net ...
Toyota is making only "what is needed, when it is needed, and in the amount needed. Toyota is
using impute from workers and their culture encourages employees to learn from their mistakes and
successes and failures of each other. 5. Do you think the human relationship required for Toyota's
Production System are unique to Japan. No. Why or why not? I do not think TPS is unique to Japan.
GM, Ford, and Chrysler have independently created major initiatives to develop Toyota–like
production systems. Companies that have tried to adopt the system are diverse in the fields as
diverse as aerospace, consumer products, metals processing, and industrial products. However, no
one has managed to imitate Toyota successfully. I believe it's because some believe it could be
Japan's culture. It is not, if that were so, Nissan and Honda would be drivers as well. The one key is
Toyota's factories are rigidly scripted, yet at the same time Toyota's operations are enormously
flexible and adaptable. That in itself is volume. That means if instructions on mounting a bolt for the
installation of a seat states turn the screwdriver 10 times and you turn it nines the worker is not
meeting the quality of work that has been tested and proven "expert". For many leaders I would
assume visiting the Georgetown plant they walk in and confuse the tools and practices they see on
their plant visits with the system

Kiichiro Toyota's Value Chain Analysis And Development Of...
Kiichiro Toyoda was the founder of Toyota Motor Corporation and the automotive–centered Toyota
Group. Kiichiro was a keen, skillful inventor and the continuous resolve of invention helped him to
create the business base acquired from his father, Sakichi Toyoda. With the incessant drive towards
innovation and invention, Kiichiro extended into the automotive business and build the groundwork
of Toyota Group that you see today. In 2008, Toyota's sales surpassed General Motors, making
Toyota number one in the world. In 2010, Toyota employed 350,005 people worldwide, and was
ranked the third–largest automobile manufacturer in 2011 in terms of production, behind General
Motors and Volkswagen Group. Toyota is also ranked as the eleventh–largest company in the world
by revenue. In July 2012, the company ... Show more content on Helpwriting.net ...
Inbound logistics The main aspect of Toyota Company's value chain analysis is the inbound
logistics. Inbound logistics use JIT (Just–in–Time) system of production as it decreases the
inventory cost. JIT helps Toyota to optimize their assembling and production process as well as to
minimize parts going to waste or getting unused as inventory. Inbound logistics are the goods that
the company receives from its suppliers and store for some period of time until the moment when
they will be used in the production process. Toyota company does not have and is not able to create
own raw materials that are needed for assembling of cars, thus it has to collaborate with a third
party. Toyota orders the raw materials from all over the world and in the interest of maximizing their
availability of raw materials; they maintain good relationships with their suppliers. Toyota uses
Just–in–Time system to manage the supply of raw materials as well as optimizing the supply and
production processes.

The Toyota Motor Manufacturing Canada
5A. List the factors your team considers key to the Toyota Motor Manufacturing Canada (TMMC).
The factors that group two considers important to the Toyota Motor Manufacturing Canada will be
using the weighted scoring model which is a technique used to document decisions or solutions for
management to make informed decisions taking into account all available options when it comes to
resource allocation, (Carroll, Farr & Trainor, 2008).
The group determined that the preferred cost of materials, labor, location, production capacity and
brand as the factors it considers important to the company?s success in Canada.
Toyota Motor Manufacturing Canada (TMMC) leadership made a planned decision to establish its
first Toyota operation outside ... Show more content on Helpwriting.net ...
Cost of materials & Labor (4)
Location (2)
Production Capacity (5)
Brand Recognition (4)
Quality (5)
Endogenous Factors
Toyota Motor Manufacturing Canada (TMMC) growth has meant new opportunities for Canadian
suppliers and has helped create new jobs across Canada. For example to support the launch of the
first Lexus built outside Japan, there have been new suppliers, built plants in communities as well as
the expansion of the suppliers base already there before TMMC moved into Canada. Additionally
because of the lower Canadian dollar compared to the US Dollar, Canadian plants have shown two
areas of high performance, which are quality and high productivity with the third point being cost
competiveness in the corporate income tax rate.
Additionally flexibility, which is very important to Toyota?s Total Production (TPS), does not
change volume by changing of plant layout but increases flexibility in overtime working and general
manpower. This flexibility gives employees the ability to work about 48 hours a week if needed to
meet demands of customers, (Smith, 2005).
Exogenous factors
The group determined that there are factors beyond its control such as material cost and labor,
location is contributes to the external factors that affected its weighted benchmarks. In Canada the
auto industry is still one of the highest paying fields and with Toyota?s reputation, they tend to
attract higher talent which

Assembly Plant, Production, Inspection – Rome
The Toyota Production System (TPS) is one of the most efficient and comprehensive practice of
managing the company's assembly line and overall supply chain process. This incredible process
was started by Sakichi Toyoda, the founder of Toyoda group. It consists of several management
techniques that mostly originated from Japan. It all started with the concept called Intelligent
Automation or "Jidoka." Toyoda devised an automated loom that revolutionized the weaving
industry making it exponentially more efficient than hand weaving which then has been practiced
for centuries. As it relates to Toyota's production line today, the process of "Jidoka" is still being
used and improved with the ... Show more content on Helpwriting.net ...
It might not be universally known but Toyota Motor Inc. pioneered the "Just in Time" approach to
production. In a nutshell, "Just in Time" is an approach where a corporation depends on the natural
flow of supply and demand to determine inventory level. The core principle of this approach is to
receive supplies and goods as they are needed thus reducing inventory costs. Toyota depends on its
accurate forecasts and ability to make decisions real time during production to make "Just in Time"
approach be beneficial to both company efficiency and cost management. Toyota's assembly plant is
one of the key elements in Toyota's supply chain and is one of the focus of its Research and
Development department. Toyota makes a yearly effort to improve efficiency and product quality to
make its car assembly efficient and technologically advanced. The assembly plant process begins
with the stamping shop. A process that utilizes heavy duty machinery to stamp out whole and
individual parts of its cars in batches. Large presses are lined up in a conveyor that progressively cut
a car's section such as door panels and body into shape. These machines work like a team where
specialized tasks are assigned. For example, the first press would produce a basic shape for a door
panel, afterwards, the conveyor will roll the newly shaped steel towards a second press that would
then create a curved appearance. From there, it would then be fed to another press that

Toyota : Looking Far Into the Future
Cumpolsory Case : "Toyota : Looking Far into the Future"
A Brief History of Toyota 1) Toyota begins work on small car, a niche neglected by Detroit a.
Toyopet is introduced in 1947. b. Reinvest profits from small cars into research and development 2)
In 1957, Toyota performs its first American road test a. Modified Toyopet performs poorly, failing
the road test due to heat and vibration b. Start over and by 1960 Toyota has a new Toyopet that can
withstand American conditions 3) Research and development results in Corona, introduced in 1965
a. Sell 6,388 models in 1965 b. Toyota introduces the smaller Corolla in 1968 i. Toyota ... Show
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Workers have (over the years) made millions of suggestions on how to improve the production of
cars. 2) As with any successful business strategy, the Toyota Production System is an interlocking
group of many strategies and business practices. a. Part of the success of the Toyota Production
System lies in the fact that there are many pieces to it, creating complementary synergistic effects
for Toyota. b. TPS hard to emulate i. It is very difficult for any company to get all the pieces right. ii.
Toyota has been using the TPS system for decades–hard for others to catch up iii. Need top
management's understanding, commitment, and persistence iv. Although Toyota has made the TPS
system open, Americans and many others have tried to emulate TPS, but have been unsuccessful 3)
Workforce Practices a. How Toyota motivates its workers i. Agreed to guarantee lifetime
employment for employees ii. Developed a system of internal promotion 1. enabled workers to rise
within the hierarchy casual workers could receive permanent contracts could go on to become team
leaders, foremen and even managers 2. worker can become a sort of minor manager iii. Provides a

Toyota 's Production System : A Global Model For Efficient...
Toyota Motor Company has risen to become the global model for efficient auto manufacturing
through the use of operations management. Since the late 1980's, The Toyota Production System has
been employing several techniques such as hi–tech automation, line segmentation, and inter–
segment buffers to reach optimal efficiency.
The Toyota Production System is built around two key elements that maximize efficiency. The first,
is that only items that will be sold are produced. The second is the use of a 'Just–in–time' system that
ensures smooth, uninterrupted processing. Toyota Production System regards work–in–progress
stockpiles as a waste of time and space that often times cover up inefficiencies in the production
process. Problems with the just–in–time system become more apparent when work–in–progress
stocks are reduced, allowing for problems to be more easily identified and solved. To solve these
problems, Toyota embraces the philosophy of Kaizen, which means, 'continuous improvement',
where employees on the production line are encouraged to be the ones to come up with solutions.
In the early 1990's Toyota was having trouble retaining assembly line workers because of the
stressful, physical nature of the job. A high–tech approach was implemented at Tahara plant in 1991,
but was deemed too costly to be used at all production plants. Instead, a system, pioneered through
the Kaizen philosophy, was devised to continue using humans as the primary workers, while
introducing a

The Toyota Production System (TPS) is built upon the practical expression of Toyota 's people and
customer–oriented philosophy. TPS is a very systematic, however, it is also flexible and adaptable.
The system provides the customer with the highest quality vehicles, at lowest possible cost, in a
timely manner with the shortest possible lead times. It also provides members with work
satisfaction, job security and fair treatment. TPS gives the company flexibility to respond to the
market and achieve profit through cost reduction activities and long–term prosperity. The Toyota
Production System has been heralded as the source of the company's outstanding performance as a
manufacturer.
TPS attempts to elimination of waste, overburden and unevenness in all areas to allow members to
work smoothly and efficiently. It has been the ideal system for many other automakers. They have
researched the methods, tools, and processes used by Toyota in an effort to improve their
manufacturing processes. Toyota has openly shared their process with other auto makers and other
companies. With all of the effort put forth by other companies they remain unsuccessful at
recreating TPS so that it is as effective for their company. There could be several reasons for their
failure.
The Toyota Production System follows very specific processes kaizen, just in time,
Jidoka, and supplier relationships. Kaizen focuses on daily improvements made by members and
team leaders. Just in time allows the entire

The Success Of The Toyota Production System
As one of the largest automotive manufacturers in the world Toyota has conceived and implemented
many ideas and programs that have set themselves apart from the competition and positioned the
operation for success. We will discuss both the origins and recent implementations of these
programs such as Lean Manufacturing and the Toyota Production System, Just in Time, Kaizen and
Kanban in detail to give insight into the streamlined and efficient operations that make Toyota such
a great competitor in the automotive industry.
The Toyota Production System is an integrated system developed by Toyota that essentially dictates
how the entire operation is ran. The system was developed between 1948 and 1975. The main goals
of the Toyota production are to eliminate overburden, inconsistency, and waste. The tools and
processes used to accomplish these goals are the foundation of the Toyota Production System and
are emulated and utilized by many other operations worldwide.
Lean is a system that relies heavily on all aspects of the system running flawlessly and efficiently.
To achieve this an operation must place extreme emphasis on creating a culture of lean company
wide. A popular misconception is that lean is suited only for manufacturing. Not true. Lean applies
in every business and every process. It is not a tactic or a cost reduction program, but a way of
thinking and acting for an entire organization. Many organizations choose not to use the word lean,
but to label what they do

Toyota Essay
(b) Company background
Toyota Motor Corporation is a Japanese multinational automotive manufacturer headquartered in
Toyota, Aichi, Japan. Toyota is known as the second–largest automotive manufacturer in world,
behind German Volkswagen Group in 2016. Toyota adopted JIT in the Toyota Production System
(TPS) as a means of eliminating the wastes in all aspects of production.
(c) Implementation of JIT by the company
In 1950, Toyota Motor Corporation had a difficulty to predict the size of their warehouse in order to
store their finish products and parts. They have to use large warehouse to store the vehicles before
shipping them to customers. It resulted in expensive inventory cost and waste associated with
keeping dead stock. This becomes the main reason for Toyota to implement JIT and Toyota
Production System (TPS) in their business operation.
The Toyota Production System (TPS) was established based on the philosophy of JIT, in which each
process produces only what is required by the next process in a continuous flow. Toyota aims to
produce high quality products that fulfill the needs of every customer through the complete
elimination of waste, inconsistencies, and unreasonable requirements ... Show more content on
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In the early 1940s, Toyota introduced a proper inventory stocking techniques of required assembly
parts for the purpose to reduce cost. They have done several researches to understand how
supermarkets are able to ensure their shelves are always stocked with the items needed by its
customers and in the required quantity, and has all of these items available for sale at any given
time. Customers are assured of a constant supply of desired products would be available whenever
wanted thus they would only select the items that they immediately required. Toyota realized there
would be less of a need to maintain high inventories if they could ensure this same supermarket
guarantee of required parts for their assembly

Toyota Recall Issue
Introduction This paper describes various aspects of the Toyota recall issue. It enables to determine
the Toyato recall issues, purpose and structure of it. The Toyota recall issue has prompted high
criticism in national forums, automotive trade publications and media circles. Three separate recall
issue by the Toyota occurred end of 2009 to start of the 2010. First, recall issue was to correct a
possible incursion of an incorrect drivers side floor mat into the foot pedal. Second recall issue start
after some crashes were presented by floor mat incursion. Last recall issues was a separate recall for
hybrid anti–lock brake software. Toyota declared recalls of around 5.2 million vehicles for the floor
mat problem and 2.3 million vehicles for ... Show more content on Helpwriting.net ...
Both theories are able to determine the Toyota recall the structure business in the current
competitive market. It is easy to evaluate the recall issue in the Toyota through lean and Toyota
management system theory because it helps to provide overview about it. Toyota model designed
with appropriate model of the organization that would be beneficial for the organization growth and
development. Toyota model is used by another automobile sector organization due to its high
success ratio in the market. (Meier,

The Toyota Production System For The Upholstery Furniture...
The first article that I have chosen is titled "The Toyota Production System Applied to the
Upholstery Furniture Manufacturing Industry." In his article, Hunter reported the applied research
utilized to convert a U.S. furniture manufacturer into a Toyota Production System (TPS) factory.
The company that Hunter observed was Franklin Corporation, a furniture manufacturer. This
company has been building recliner chairs and other upholstered furniture since 1970 (Hunter, 2008,
p.631). The main manufacturing facilities are located in central Mississippi, USA. The article stated
that Franklin Corporation manufactures a large variety of upholstered furniture while employing
about 1100 people. Its factory processes all the company's frame components through a dimension
mill, while utilizing computer numerical controlled (CNC) cutting of foam, plywood components,
fabric, and leather (Hunter, 2008, p.631). To survive and thrive in the intense foreign and domestic
competition, Franklin management decided to adopt a new way of doing business, which is the TPS
philosophies and methodologies. The second article that I chose is called "Sustainable
Manufacturing–greening Processes Using Specific Lean Production Tools: An Empirical
Observation from European Motorcycle Component Manufacturers." As the title suggests, this
article focuses more on the sustainability advantages that are gained through implementing Lean
Production practices. Chiarini observed 5

The Toyota Way: Continuous Improvement And Respect For People
The Toyota Way can be summarized briefly as: Continuous Improvement and Respect for People.
Continuous improvement, often called Kaizen, defines Toyota's basic approach to doing business.
Challenge everything. Individuals should contribute continuous improvement, in creating an
atmosphere of continuous learning and an environment that not only accepts but actually embraces
change. Such an environment can only be created where there is respect for people hence second
pillar of the Toyota way.
In this book, Dr. Liker explains the management systems, thinking, and philosophy behind Toyota's
success, providing valuable insights which can be applied to any business or situation. Professor
Liker has uniquely explained the broader principles at work in the Toyota culture. The Toyota Way
is divided into three parts. Part one introduces the present success and history of Toyota. It describes
how Toyota Production System evolved as a new paradigm of manufacturing, transforming business
across industries. In part two it covered 14 principles of the Toyota ... Show more content on
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Then ford and GM used mass production and economies of scale while Toyota's market was very
small but focused on variety of vehicles on the same assembly line to satisfy customers. To make the
operations flexible TPS was invented. It has few of its ideas from the United States. The core idea of
JUST IN TIME system came from the concept of pull system used in American supermarkets. In
pull system stores use to replenish each item which went low on the shelf. At Toyota every step of
the manufacturing process uses Kanban cards to signal to the previous step when its parts need to be
replenished. Apart from broadly defining customers to include internal and external clients, Toyota
was also encouraged for systematic approach in problem solving, which became most important for
continuous improvement known as KAIZEN. This way Toyota became the world's best

Machine That Changed the World Review
Lean Production / Lean Manufacturing| "The Machine that changed..."
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http://www.dau.mil/educdept/mm_dept_resources/navbar/lean/02tch–mtctw.asp. Google
automatically generates html versions of documents as we crawl the web.
Lean Production / Lean Manufacturing | "The Machine that changed..." Lean Production Lean
Production – TOC Introduction What is "Lean" "The Machine that changed the World" Lean
Thinking Womack Video 1 & 2 "Lean Into the Future" Lean Enterprise Model Womack Video 3, 4
& 5 Readings and Links Manufacturing Resources Manufacturing Department Tutorials – Lean
Production / Lean Manufacturing "The Machine that ... Show more content on Helpwriting.net ...
They feel their story is not just for an industry audience, but for everyone; government officials,
labor leaders, industry executives and general readers, in every country with an interest in how
society goes about making things. The best way to describe lean production is to contrast it to its
predecessors: craft production and mass production. Craft production uses highly skilled workers
and simple but flexible tools to make exactly what the consumer asks for, one item at a time. The
result is that consumers get exactly what they want but at a prohibitively high cost. Mass production
uses narrowly skilled professionals to design products made by unskilled or semiskilled workers
tending expensive, single–purpose machines. The machines produce standardized products in very
high volume. Due to the high cost of disruption of the process, the mass producer adds many buffers
– extra supplies, workers and space – to assure smooth production. Also due to high cost of
changing over to a new product, the mass producer keeps standard designs in production as long as
possible. The result is the consumer gets lower costs but at the expense of variety, and workers tend
to find their part of the process boring. Lean production, by contrast, uses teams of multiskilled
workers at all levels of the organization, and uses highly flexible, increasingly automated machines
to produce large volumes of products in enormous variety. The term

Toyota's Impetitive Strategies
INTERNAL FACTORS EVALUATION MATRIX INTERNAL FACTOR
(Strengths) SOURCE WEIGHT RATING WEIGHTED SCORE
1 Toyota's culture is to "think ahead". Their employees are undergone excessive training in order for
them to contribute to their culture. Also, their employment system is diversified. Employees make
themselves feel at home in their plant in Sta. Rosa. The plant is also family friendly, in which they
could bring their children to play. MANAGEMENT 0.06 3 0.18
2 Toyota gains its competitive advantage and brand image through their low cost but quality
products. MARKETING 0.12 4 0.48
3 Toyota has both demographic and psychographic segmentation. Toyota targets almost all people,
especially young adults with the buying power. Through their new ... Show more content on
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Their quotas were tight, requiring them to produce car for every 9 minutes. MANAGEMENT 0.07 4
0.28
2 Toyota's HR Practice was exceptional since they are very strict in hiring. Accepted applicants will
be trained and if applicants were not to adjust themselves within the given training time and the
system, they will be removed. MANAGEMENT 0.07 3 0.21
3 Toyota's distribution channel is the same as its competitors. Dealers are also expected to have their
social media accounts, and prices and financings are competitive depending on the type of car.
MARKETING 0.07 1 0.07
4 Toyota recalled almost 50,000 units sold in the Philippines for safety defects. Toyota offered
buyers of Hilux, Innova and Fortuner a free of charge in replacements of spiral cables. Last 2013,
Toyota recalled 33,000 vehicles also due to faulty airbags and other safety defects. PRODUCTION
0.13 4 0.52
5 Since the country is implementing more environmental laws and emission standards, Toyota will
concentrate more on research and development of eco–friendly cars. R&D activities and spending is
expected to gradually increase this year. R&D 0.08 3 0.24 TOTAL 1.00

Toyota Motor Corporation 's Production System
Abstract Toyota Motor Corporation is a Japanese multinational corporation that also manufactures
Lexus and Scion. Well–known for being an industry leader in manufacturing, Toyota has been
aggressively cutting costs over the years. They managed to cut procurement costs of door handles by
40 percent. Then, by using the just–in–time (JIT) inventory system they were able to bring models
into production in only 12 months after the final design, compared to the average of 24–36 months
in the industry. Toyota continues to cut company costs by making car parts cheaper and lighter.
However, these cost saving parts diminished the quality of the cars. Vehicles started having reports
of acceleration and brake problems. Toyota announced of more than 11 million recalls on vehicles
for problems. After all the recalls, the company had to pay $48.8 million in fines. Toyota got carried
away in cutting costs and time into making the cars that they lost much more money than they
saved. Case questions, ½ a page each Toyota is famous for their production system called Just–In–
Time inventory (JIT) strategy which is referred as a production strategy to employ an increase in the
level of efficiency and reduce waste by receiving goods only in the form they are required in the
production process; this reduces inventory costs. This method calls for the producers to be capable
of forecasting demand accurately. The main benefits associated the Just–In–Time inventory strategy
includes reducing the setup

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Case Study Of Toyota Motor Corporation ( Or Toyota )