Honda Changing Philosophy Essay

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Hinrichs’s active management of change within the factory and focus on worker satisfaction and buy-in resulted in a lot of small victories that he used to win over the workforce’s trust and respect. In the process, Hinrichs transformed the plant from one that was resistant to change to one that embraced and was excited for change.

Tony analyzed the current performance in TIME, COST, QUALITY and PRODUCTION. His goal is to increase the productivity by 10% in all areas as the warehouse hasn’t achieved the productivity goals yet.

In order to meet customer demands for higher product quality, to comply with federally-mandated environmental regulations, and to reduce production costs, HCC must spend $2,000,000 within the next three years to upgrade equipment. The upgrade is expected to result in production efficiencies that will lower material and labor costs by reducing defective products, process waste, in-process inventory, and production man-hours through simplified work processes. It has been over a decade since significant modifications were made to the production facilities. Those changes were mostly technical in nature and did not substantially alter work processes or reduce overall employment. The average productivity gain in the industry for the past five years has been 3% per year. Financing for the loan to purchase the equipment

Make sure the employees feel connected to their team, when they don’t feel valued it will impact their performance. Learn and challenge the employees to strive for better which will keep them productive. Provide security in their position to combat negative performance. Give voice and recognition which will empower employees and make them feel appreciated. Ensure all employees are being treated with fairness by communicating and leading effectively. Empower the employees to be able to make choices and decisions that can impact production, allow them to see their recommendations in action, and above all else, provide a clear sense of purpose. The goal here for the employees is to increase production to levels that will earn them a bonus, but ultimately the goal needs to be recognized as the success of the Engstrom plant to ensure job growth, steady income for its employees (Taylor, 2013).

Honda has continued to embrace the changes that happen around its operations to ensure sustainability and profitability. The current global motorcycle manufacturing sector is full of competition. It, therefore, becomes crucial for every manufacturer to evaluate their strengths and weaknesses and then identify the opportunities to exploit to gain competitive advantage. Honda is Japanese based automobile company; it has numerous subsidiaries in Asia, Europe, and North America. Due to the advancements in technology, Honda will be required to make use of the latest technological trends to stay competitive. The business level strategy at Honda is in line with its enterprise and corporate strategy. The corporation also conducts Research and

John also suggested involving teams in goal and objective setting for their own product lines. Each month they meet to develop production and error rate projections for the next, with a goal continuously improving both rates to achieve a maximum of 4% error rate and a 40% increase in productivity within 24 months. Current error rates are at 22%. To incorporate this change, production lines will be closed for 48 hours for re-tooling. During this period, staff will be re-trained in the production of their designated lines by shift supervisors. Training required will include technical training, motivational training and quality control procedures along with goal and objective setting workshops.

Constant positivity is the current obsession of today’s society. Companies and franchises have strongly emphasized on the generation of uplifting reputations. Honda Motor Company attempts to establish this positive image with the concept of “Southern California Helpful Honda Deals” and “Random Acts of Helpfulness.” These concepts allow Honda to depict their dealers as caring and always willing to help others with great delight. Disney has also established a favorable image with the public, especially with their theme park.

Harley is focused on building closer relationships with suppliers. The company does not use contracts but has instead begun to use the master supply agreement (MSA). The MSA is a list of guidelines for the relationship, rules to follow, and resolutions should problems arise, used with ‘strategic' suppliers with whom they anticipate having long-term relationships. Harley is just

Honda first arrived to Canada in 1969 as “a small company with a dream”. The manufacturing facility in Alliston, Ontario was built in 1988. In present day, Honda employs over 19,000 Canadians (Proudly Canadian, n.d.). The main mission of Honda is, “maintaining a global viewpoint, we are dedicated to supplying products of the highest quality, yet at a reasonable price for worldwide customer satisfaction” (Jurevicius, 2013) . Several roles were assigned to me at Honda, varying from completing physical demands analysis (PDAs) and ergonomic assessments, to assisting with contractor orientation training and on plant wide projects (which were later presented to the president of Honda).

Also Honda Motor Co. follow one of the important concept called Holistic Marketing which is the key indices for a company. It follows the Integrated Marketing i.e company tried to work simultaneously on product, services and marketing extensively. The company’s product was well established in the market from previously, they followed to advertise their product so that it can reach to the customer and they prefer their product

Today’s customers are more aware and empowered, and have more bargaining power due to the exponential increase in competition – direct, indirect or substitute. In retailing, they want hassle-free shopping, have less time at their disposal to locate the shop and the merchandise and are reluctant to keep waiting. The modern format retail stores are doing their best to anticipate the customer’s demands and are going all out to redesign their store interiors, offer more choices in varieties and assortments, and are giving as many services as feasible.

Although production needs are being met, improvements in productivity are always at the forefront of management’s thoughts. Doing more with less is a constant effort for middle management and hourly laborers. Over all the

Honda always tries to maintain relationship with suppliers. It is hard to communicate effectively in Honda’s four trade zone but Honda always pays attention to it. As Mr. Morita says, “Honda places value on maintaining relationships, so we do not enter into them lightly.” Different from companies which focus on the immediate benefit of low cost rather than long-term benefits of maintaining relationship, Honda values suppliers and tries best to maintain

Honda is one of the world’s largest motorcycle manufacturers and of the leaders in the automakers industry. It was founded in 1948 by Soichiro Honda and Takeo Fujisawa. It’s headquarter is in Tokyo, Japan and it serves worldwide. Honda has 492 subsidiaries and affiliates accounted under its equity. The company develops, manufactures, and markets a wide range of products such as: automobiles, motorcycles, scooters, ATV’s, electrical generators, water pumps, lawn and garden equipments, robotics, jets, jet engines, and thin-film solar cells. In 2001, Honda became the second-largest Japanese manufacturer and in 2008, it became the fourth largest automobile manufacturer in the United States. Honda’s major products are