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Toyota Way Chapter 3
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Tw3: Structure
This document discusses narrative structure and how it focuses attention on particular elements of a story. It provides examples of short "6 word novels" by famous authors to illustrate telling a story concisely. It also analyzes the works of Bukowski and Roald Dahl to show how poignant moments can be achieved through different structural techniques - Bukowski uses stream of consciousness writing while Dahl ends each story in his collection with a creepy last line. The document asks if the reader will always want to overtly elicit strong emotive responses from readers or if more subtle approaches could also be effective. It also addresses laying out a 1000-1300 word coursework narrative within the equivalent space of 1 3/4 pages and how it may
Tw2
Toyota became the world's best manufacturer through innovations stemming from the Toyoda family. Sakichi Toyoda invented automatic looms and his son Kiichiro founded Toyota Motor Corporation. After WWII, Toyota rebuilt by adopting strict cost-cutting and building trucks. Taiichi Ohno helped develop the Toyota Production System using just-in-time production and one-piece flow to produce high quality, low cost vehicles with flexibility. This system eliminated waste and improved processes using Deming's principles and continuous kaizen improvement.
Tw6
1. Toyota developed the Prius using a new product development process led by an unlikely chief engineer to create a hybrid vehicle that achieved significantly higher fuel economy.
2. The chief engineer utilized an "obeya" system where the cross-functional team made decisions together in the same room to consider all options through consensus-building.
3. Toyota launched the Prius ahead of schedule in 1997 utilizing this new development process, with the goal of developing technologies for the 21st century that focused on environmental friendliness and conserving natural resources.
The Toyota Way
The document summarizes key principles from Jeffrey Liker's book "The Toyota Way". It discusses 14 principles that make up the Toyota Production System. Some of the main points covered include how Toyota became the world's best manufacturer through innovations like just-in-time production and eliminating waste. It also describes how Toyota applied these principles to successfully develop the Lexus luxury vehicle brand. The principles emphasize long-term thinking, continuous improvement, respect for people, eliminating waste from processes, problem solving, and visual management among other factors.
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Compares the results in terms of the top 30 brands on each list (11 of which are common to all four lists) and the 29 common brands across the four top 100 lists
Tw13
The document discusses the importance of visual control and transparency to avoid hidden problems. It recommends implementing 5S practices like sorting, organizing and cleaning workspaces to maintain clear visibility. Visual control boards should be used to provide transparency of processes. Periodic audits of employee workspaces and systems can also help ensure nothing is hidden and issues are promptly addressed. Large visual war rooms called "Obeyas" further aid fast and effective decision making through shared information and team alignment. Together these practices of visual control and transparency eliminate hidden problems.
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Thailand Frozen Seafood Cluster in 2014
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Recommended
Tw3: Structure
This document discusses narrative structure and how it focuses attention on particular elements of a story. It provides examples of short "6 word novels" by famous authors to illustrate telling a story concisely. It also analyzes the works of Bukowski and Roald Dahl to show how poignant moments can be achieved through different structural techniques - Bukowski uses stream of consciousness writing while Dahl ends each story in his collection with a creepy last line. The document asks if the reader will always want to overtly elicit strong emotive responses from readers or if more subtle approaches could also be effective. It also addresses laying out a 1000-1300 word coursework narrative within the equivalent space of 1 3/4 pages and how it may
Tw2
Toyota became the world's best manufacturer through innovations stemming from the Toyoda family. Sakichi Toyoda invented automatic looms and his son Kiichiro founded Toyota Motor Corporation. After WWII, Toyota rebuilt by adopting strict cost-cutting and building trucks. Taiichi Ohno helped develop the Toyota Production System using just-in-time production and one-piece flow to produce high quality, low cost vehicles with flexibility. This system eliminated waste and improved processes using Deming's principles and continuous kaizen improvement.
Tw6
1. Toyota developed the Prius using a new product development process led by an unlikely chief engineer to create a hybrid vehicle that achieved significantly higher fuel economy.
2. The chief engineer utilized an "obeya" system where the cross-functional team made decisions together in the same room to consider all options through consensus-building.
3. Toyota launched the Prius ahead of schedule in 1997 utilizing this new development process, with the goal of developing technologies for the 21st century that focused on environmental friendliness and conserving natural resources.
The Toyota Way
The document summarizes key principles from Jeffrey Liker's book "The Toyota Way". It discusses 14 principles that make up the Toyota Production System. Some of the main points covered include how Toyota became the world's best manufacturer through innovations like just-in-time production and eliminating waste. It also describes how Toyota applied these principles to successfully develop the Lexus luxury vehicle brand. The principles emphasize long-term thinking, continuous improvement, respect for people, eliminating waste from processes, problem solving, and visual management among other factors.
Brand Valuation Review of the 2014 League Tables
Review of the 2014 league tables for the top 100 brands published by Interbrand, Brand Finance, Eurobrand, and Millward Brown.
Compares the results in terms of the top 30 brands on each list (11 of which are common to all four lists) and the 29 common brands across the four top 100 lists
Tw13
The document discusses the importance of visual control and transparency to avoid hidden problems. It recommends implementing 5S practices like sorting, organizing and cleaning workspaces to maintain clear visibility. Visual control boards should be used to provide transparency of processes. Periodic audits of employee workspaces and systems can also help ensure nothing is hidden and issues are promptly addressed. Large visual war rooms called "Obeyas" further aid fast and effective decision making through shared information and team alignment. Together these practices of visual control and transparency eliminate hidden problems.
2015 Brand Valuation Review
The document compares the 2015 brand valuation results from four consultancies - Interbrand, Eurobrand, Millward Brown, and Brand Finance - and finds significant inconsistencies between their rankings and valuations of the top 100 brands, with an average difference of 2.2x between the high and low valuations of brands common to all four lists. While the methodologies used by the consultancies are conceptually robust, there is considerable subjectivity in how each applies the models, leading to divergent results and a lack of convergence between the lists. The inconsistencies undermine the credibility of brand valuation as a tool for demonstrating marketing's impact on business value.
Thailand Frozen Seafood Cluster in 2014
Thailand Frozen Seafood Cluster in 2014
รายงานอุตสาหกรรมอาหารทะเเลแช่แข็งในปี 2014
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- Operational effectiveness focuses on performing similar activities better than competitors, while strategic positioning means performing different activities or similar activities in different ways.
- Strategic positioning relies on unique activities to deliver unique value and requires trade-offs in order to choose what not to do.
- Fit among a company's activities is important for competitive advantage and sustainability, requiring consistency and reinforcement among activities.
- Strong leadership is needed to define a clear strategy, make difficult choices and trade-offs, and provide discipline to implement the strategy.
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Tw22
The document discusses Toyota's approach to building an aligned organizational culture focused on continuous learning and adding value for customers. It provides three key points:
1. Toyota creates bonds among individuals and partners to work together effectively, in contrast to most companies which are disorganized.
2. Building the Toyota culture requires commitment from top leadership to develop people who truly understand and live the company's philosophy over the long-term, which is extremely difficult.
3. Transitioning a company's culture to the Toyota Way involves starting with action on the production floor, using techniques like value stream mapping and kaizen workshops, while also realigning metrics and succession planning to sustain the transformation.
Tw19
The document discusses Toyota's principle of making decisions slowly through consensus and thoroughly considering all options, while rapidly implementing decisions. It advocates for taking time to understand problems at their root cause, broadly evaluating alternative solutions, building agreement within teams, and efficiently communicating decisions. Thorough consideration in decision making involves fact-finding, questioning why issues occur, assessing options, and gaining approval from stakeholders. While decisions progress gradually, implementation then occurs quickly once consensus is reached.
Tw18
The document discusses the Toyota principle of "genchi genbutsu", which means "go and see for yourself". It emphasizes that leaders must personally go to the source to thoroughly understand situations, rather than relying on second-hand information from others. Examples are given of Toyota executives who directly observed production operations on factory floors to gain first-hand knowledge of issues and potential improvements. The document stresses that understanding problems and developing solutions requires seeing conditions for oneself through direct observation, not explanations from others.
Tw16
1. The document discusses Toyota's approach to developing effective teams through a long-term philosophy of respecting people and continuous improvement.
2. Toyota focuses on developing exceptional individuals and effective teamwork through leadership training, group problem-solving processes, and applying theories of internal and external motivation.
3. Building a culture of respect and continuous learning is emphasized as the key to Toyota's success in developing high-performing teams.
Tw17
This document discusses Toyota's approach to developing strong partnerships with suppliers. It provides examples of how Toyota invests in suppliers to help them improve, such as through the Supplier Improvement Committee that helps "sick" suppliers address issues. The document also contrasts Toyota's approach with Ford's, noting that Toyota takes more responsibility for the supply chain and engages in continual improvement efforts with suppliers, while Ford had higher logistic costs and put more responsibility on weaker vendors. Finally, it discusses how Toyota maintains internal capability while partnering with suppliers through initiatives like joint ventures and working with suppliers on mutual learning of Toyota Production System principles.
Tw15
The document discusses Toyota's approach to leadership development and transition. Toyota grows its own leaders from within by having them thoroughly understand all aspects of the work across different departments. Leaders are expected to live the Toyota philosophy and culture each day and teach others. When transitioning to a new CEO, Toyota selects leaders who have been developing within the company for a long time, understand the culture, and can continue implementing the Toyota Way.
Tw12
Group 1
Principle 6 discusses standardized tasks and continuous improvement. It compares different philosophies including rigid standardization focused on squeezing productivity, industrial engineering focused on applying standards on the shop floor, and Toyota's philosophy of collaborative, learning-by-doing efforts between management and workers to develop standards. The document also notes that quality can only be guaranteed with standard procedures, and that coercive systems differ from enabling systems that allow for customization, flexible improvisation, and help employees control their own work. It states that handling the complexity of a new vehicle launch requires standardizing work in a balanced way without giving complete control to any single group, and that Toyota's innovative approach involves developing a pilot team.
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This document provides an overview of Singapore's economic development from 1965 to 2008. It discusses key events and policies that transformed Singapore from a newly independent country in 1965 with a GDP of $500 to a developed country in 2008 with a GDP of $37,597. It highlights Singapore's shift from an entrepôt economy to an export-oriented manufacturing hub in the 1960s-1970s. It also discusses Singapore's economic success as an "Asian Tiger" in the 1980s, challenges like the 1997 Asian Financial Crisis, and its ongoing efforts to diversify and mature its economy through the 2000s.
Chile the latin american tiger
This document discusses Chile's economic history and reforms from the 1970s to the 1990s. It provides background on Chile's profile, including its mineral wealth and population. It then summarizes Chile's economic struggles under Allende in the early 1970s, the initial reforms under Pinochet from 1973-1982 focused on stabilization, structural reforms and social policies. It discusses the 1982 crisis and subsequent reforms, as well as Chile's continued economic growth in the 1990s under a democratic government. Finally, it analyzes Chile's options of joining either NAFTA or Mercosur regional trade blocs.
On competition chapter 6 the competitive advantage of nations
This document summarizes key points from Chapter 6 of an MBA presentation on the competitive advantage of nations. It discusses that national prosperity is created through localized innovation processes, not inherited or based on natural resources. A nation's competitiveness depends on its industries' ability to innovate and upgrade. By studying patterns of success across 10 nations, it was found that competitive advantage is developed in particular industries based on factors like firm strategy, demand conditions, and related/supporting industries. Government can promote competitiveness through policies that encourage investment and deregulate competition. Companies develop advantage through innovation, seeking capable competitors, and improving their national business environment.
On competition chapter 5 from competitive advantage to corporate strategy
The document discusses various corporate strategies for diversification including portfolio management, restructuring, transferring skills, and sharing activities. It states that diversification can only create shareholder value if the company has skills relevant to the new industries and manages diversification in a way that fits the strategy. Industry structure must also be attractive. Simply diversifying or entering fast-growing industries is not enough without considering whether the structure can support long-term growth. Companies need to identify relationships between business units and select core businesses to facilitate resource sharing through diversification.
On competition chapter 2 what is strategy
This document discusses key concepts from strategy, including operational effectiveness versus strategic positioning, types of strategic positioning, fit and sustainability, and the role of leadership. Some key points:
- Operational effectiveness focuses on performing similar activities better than competitors, while strategic positioning means performing different activities or similar activities in different ways.
- Strategic positioning relies on unique activities to deliver unique value and requires trade-offs in order to choose what not to do.
- Fit among a company's activities is important for competitive advantage and sustainability, requiring consistency and reinforcement among activities.
- Strong leadership is needed to define a clear strategy, make difficult choices and trade-offs, and provide discipline to implement the strategy.
On competition chapter 1 the five competitive forces that shape strategy
This document summarizes Michael Porter's five forces framework for industry analysis. The five competitive forces that shape strategy are: the threat of new entrants, the power of suppliers, the power of buyers, the threat of substitutes, and rivalry among existing competitors. Understanding these forces is important for strategists to understand and cope with competition in an industry. The document then outlines factors that determine the intensity of each competitive force. It notes that industry analysis should not be too narrow or broad and discusses implications of the framework for positioning a company and shaping industry structure.
On competition chapter 7 clusters and competition
The document discusses clusters, which are geographic concentrations of related companies and institutions in a particular field. Clusters arise because they raise productivity by providing local assets and access to other firms and infrastructure. Location affects competitive advantage through its influence on productivity and productivity growth. The development of well-functioning clusters is essential for moving economies to an advanced stage. Clusters increase productivity, innovation capacity, and stimulate new business growth. Government policy can focus on removing constraints to improve cluster productivity rather than distorting competition. Micro-cluster initiatives in Catalonia identified industry strengths and weaknesses, created consensus visions, and strategies to improve market access and upgrading.
The japanese facsimile industry in 1990 case study
The document discusses the history and development of facsimile technology. It describes the evolution from analog G1 and G2 protocols to digital G3, G4, and PC fax machines. It outlines the key players and standards over time, with Japan emerging as the dominant producer of fax machines in the 1980s as G3 standards were introduced. Installation rates increased dramatically in Japan and later worldwide during that period. The success of Japanese firms is attributed to engineering innovations, mass production techniques, and component manufacturing.
Volvo trucks case study
Volvo is a leading European heavy truck manufacturer that has been attempting to penetrate the US market since 1975. It has established operations around the world to strengthen its business and serve customers locally. While Volvo became a global leader in trucking, it has faced difficulties gaining market share in the US due to challenges with dealers. To succeed, Volvo will need to further expand globally, strengthen partnerships, and develop more efficient vehicles tailored to local markets and customers' needs. Countries seeking to attract foreign investment can learn from Volvo's experience about ensuring supportive local distribution networks and competitive business environments.
Tw22
The document discusses Toyota's approach to building an aligned organizational culture focused on continuous learning and adding value for customers. It provides three key points:
1. Toyota creates bonds among individuals and partners to work together effectively, in contrast to most companies which are disorganized.
2. Building the Toyota culture requires commitment from top leadership to develop people who truly understand and live the company's philosophy over the long-term, which is extremely difficult.
3. Transitioning a company's culture to the Toyota Way involves starting with action on the production floor, using techniques like value stream mapping and kaizen workshops, while also realigning metrics and succession planning to sustain the transformation.
Tw19
The document discusses Toyota's principle of making decisions slowly through consensus and thoroughly considering all options, while rapidly implementing decisions. It advocates for taking time to understand problems at their root cause, broadly evaluating alternative solutions, building agreement within teams, and efficiently communicating decisions. Thorough consideration in decision making involves fact-finding, questioning why issues occur, assessing options, and gaining approval from stakeholders. While decisions progress gradually, implementation then occurs quickly once consensus is reached.
Tw18
The document discusses the Toyota principle of "genchi genbutsu", which means "go and see for yourself". It emphasizes that leaders must personally go to the source to thoroughly understand situations, rather than relying on second-hand information from others. Examples are given of Toyota executives who directly observed production operations on factory floors to gain first-hand knowledge of issues and potential improvements. The document stresses that understanding problems and developing solutions requires seeing conditions for oneself through direct observation, not explanations from others.
Tw16
1. The document discusses Toyota's approach to developing effective teams through a long-term philosophy of respecting people and continuous improvement.
2. Toyota focuses on developing exceptional individuals and effective teamwork through leadership training, group problem-solving processes, and applying theories of internal and external motivation.
3. Building a culture of respect and continuous learning is emphasized as the key to Toyota's success in developing high-performing teams.
Tw17
This document discusses Toyota's approach to developing strong partnerships with suppliers. It provides examples of how Toyota invests in suppliers to help them improve, such as through the Supplier Improvement Committee that helps "sick" suppliers address issues. The document also contrasts Toyota's approach with Ford's, noting that Toyota takes more responsibility for the supply chain and engages in continual improvement efforts with suppliers, while Ford had higher logistic costs and put more responsibility on weaker vendors. Finally, it discusses how Toyota maintains internal capability while partnering with suppliers through initiatives like joint ventures and working with suppliers on mutual learning of Toyota Production System principles.
Tw15
The document discusses Toyota's approach to leadership development and transition. Toyota grows its own leaders from within by having them thoroughly understand all aspects of the work across different departments. Leaders are expected to live the Toyota philosophy and culture each day and teach others. When transitioning to a new CEO, Toyota selects leaders who have been developing within the company for a long time, understand the culture, and can continue implementing the Toyota Way.
Tw12
Group 1
Principle 6 discusses standardized tasks and continuous improvement. It compares different philosophies including rigid standardization focused on squeezing productivity, industrial engineering focused on applying standards on the shop floor, and Toyota's philosophy of collaborative, learning-by-doing efforts between management and workers to develop standards. The document also notes that quality can only be guaranteed with standard procedures, and that coercive systems differ from enabling systems that allow for customization, flexible improvisation, and help employees control their own work. It states that handling the complexity of a new vehicle launch requires standardizing work in a balanced way without giving complete control to any single group, and that Toyota's innovative approach involves developing a pilot team.
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The japanese facsimile industry in 1990 case study
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Tw3
- 2. Toyota Production System is not the Toyota Way. What does the customer want from this process. The Heart of the Toyota Production System
- 3. WASTE IN A TRUCK CHASSIS ASSEMBLY LINE…
- 4. การผลิตมากเกินพอดี (Over production) การรอคอย – เวลาที่ใช้รอในการปฏิบัติงาน (Waiting – Time on Hand) การเคลื่อนย้ายหรือการขนย้ายที่ไม่จาเป็น (Unnecessary Transport or Conveyance) การผลิตโดยใช้ขั้นตอนมากเกินจาเป็น หรือการผลิตด้วยวิธีไม่ถูกต้อง (Overprocessing or Incorrect Processing) พัสดุคงคลังที่มากเกินไป (Excess Inventory) การเคลื่อนไหวโดยไม่จาเป็น (Unnecessary Movement) ข้อบกพร่องของชิ้นส่วน (Defects) ความคิดสร้างสรรค์ของพนักงานที่ไม่ได้นามาใช้ประโยชน์ (Unused employee creativity) EIGHT WASTES…
- 5. WASTES IN A VALUE SYSTEMS… Raw Material Finished Parts Time Time Transportation Setup Machining Inspection Assembly StagingStaging Casting Value-Added Time Waste
- 6. Order Waste Customer Order No Waste Customer TRADITIONAL PROCESS IMPROVEMENT Vs. LEAN IMPROVEMENT… TRADITIONAL PROCESS LEAN
- 7. The ”TPS House” Diagram… A System Based on a Structure, Not Just a Set Techniques Every method available for man- hour reduction to reduce cost must, of course, be pursued vigorously; but we must never forget that safety is the foundation of all activities. There are time when improvement activities do not proceed in the name of safety. In such instances, return to the starting point and take another look at the purpose of that operation. Never be satisfied with inaction. Question and redefine your purpose to again progress. Ohno Wrote:
- 8. CONCLUSION…