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History of Toyota
The roots of the motor cooperation can be dated back to 1890s when Sakichi Toyoda
designed an operated loom. Toyoda designed and patented a manually operated loom
which automatically stops the machine when a thread broken in weaving cloth that
greatly improved worker productivity and avoiding the production of defective cloth
(Meyer, 2005) . Kiichiro Toyoda and Taiichi Ohno were greatly influenced by American
industrialists and Production and management practices (Ohno, 2008). The correct
practice of Toyota's management system - Lean management - would require, at a
minimum, acknowledgement and practice by management of both principles:
"continuous improvement" and respect for people (Meyer, 2005) .
Toyota Motor Corporation is considered to be the number one automobile maker in
Japan and it's the second largest manufacturer in the world after General Motors. It has
an international presence in more than 170 countries. The sales turnover of 131,511
million in 1997 and sales growth of 29.3% makes company more strong in the financial
base. It uses advertising techniques to identify and satisfy customer needs. Its brand is a
household name.
The cooperation is one of the trusted names with brand of quality, performance and
being consistent with the environment needs. The motor cooperation is considered of
the top brand quality in the international sector and it has successfully penetrated in the
global markets. It was able to enter the markets in the Asian as well as the European
areas along with making a tough competition to the rivals such as Ford, GM.
The Toyota Motor cooperation was able to enter the automobile sector because of its
innovative designs, marketing techniques, global acceptance and the quality of the
production. The company has been a front participant in the innovation of the
automobiles. It was one of the first automobile manufacturers to start lean
manufacturing and its purpose was to make
The motor company made valuable decisions by considering that the factory labours are
contributing than the muscle influence. In TPS there was in cooperation of team
development and cellar manufacturing considering the respect of the factory workers.
In this lean production system there were opportunities for potential new products and
this varied nature will help the company to cope with numerous and innovative
products. Shigeo Shingo based on the suggestion by Ohno reduced setups to minutes
and seconds authorized minute batches. This reduction of setup, in the company
introduced flexibility in the motor cooperation.
Executive issues
Cultural issues
Management issues
Implementation issues
Technical issues.
Mejabi (2003) stated that "each one of these categories is important and if taken into
consideration can cause possible obstacles in the path to lean manufacturing" These are
interconnected to each other.
Steve L. Hunter lists ten steps to put into practice a lean production system: which
consists of the following:
Obtain the manufacturing system
Decrease setup
Incorporate quality control
Combine preventive maintenance
Level and equilibrium the system
Add a pull system
Manage inventory
Computer integrated manufacturing benefits
Programme with vendor.
The international market openly accepted the lean production system and included to
attain maximum productivity. The application of the principles of the lean production is
confronted with elevated pounding excellent performance results. These principles are
made played in the world by most of the companies for eg: Kia Motors in Korea. The Kia
Motors in Korea made change from supply oriented production system to a flexible lean
production approach. The company implemented lean production approach in the plant
in Sohari where the skills of the factory workers were utilised completely based on the in
agreement relations between the company and employees. Thus the KIA Company
produced a hybrid production system at Sohair plant and it was more flourishing than
the plant in Asan.
Strategy
(low cost)
Focus
Strategy
(differentiation)
(coursework4you)
Competiveness
In the context of international competitiveness of industries in developing countries
there are five elements which can be recognized as most tactical and they are:
1) Technology,
2) Human resources,
3) Organisational structure,
4) Government
5) Role of capital and finance.
The lean production system was introduced and was incorporated in the India. The lean
production made the Indian firms to improve the quality and reduce the production
costs.
This will help the Indian firms to become suppliers in the international markets and
thus obtain profits by lowering the costs. The flexibility and minute batch production
was tailored to the customers and it meets up the deliverance of schedules. This lean
production system boosted and lowered the recession in the internal markets by taking
exports. The increasing demands of the resources were effectively used and there was
efficient consumption of the resources in the internal markets.
Recommendations:
The most strategic element in achieving the competitiveness is to incorporate change.
There should be improvement and tailoring the technology for the needs of the
customers so that there will maximum productivity.
There should be purchasing power with the help of the governmental regulations and
prioritize the public investment.
The regulations should employ at the same time in one location so that there will be
more production in the firms.
To achieve greatest thrust to efficiency and productivity this will help in reducing costs.
This can be achieved by give by the integration of agriculture economy with industrial
economy, of the small units with large units and of manufacturing with services sector.
Conclusion:
The Toyota is leading company in the Japan and well reputed in the world automobile
industry. The company mission is to build trust and confidence with customer by
delivering outstanding quality products and service. For that Toyota is investing huge
amount of the budget on the R&D to produce new things for the customer by saving the