Just in Time Delivery Systems

Prior to Toyota’s Production System, the company was efficient, yet could not compete with large American competitors such as General Motors and Ford. Therefore, management realized that if the company was to be successful not only in Japan, but globally it would need to improve its manufacturing process. Consequently, the company developed Toyota’s lean manufacturing process, which is still used today. The LMP was used to eliminate waste in the entire production process to become more responsive to market demand and produce high quality products economically. In order to provide superior products, Toyota implemented many revolutionary strategies. For example, the company started, or invented, the Just-in-Time Manufacturing process. The JIT process, according to our text, is used to reduce inventory costs by scheduling supplies to arrive just in time to enter the production process or as inventory stock is depleted (Hill et al., 2015). Toyota used the just-in-time system to improve its supply chain management, which drastically decreased costs and increased the company’s production facilities output as compared to its competitors. In addition to JIT, the company introduced a concept known as Kanban that was included within the new JIT system. The Kanban system was developed by Ohno and was used to arrange for components and/or assemblies manufactured at Toyota to be delivered to the assembly floor only when needed, not before (Hill et al., 2015). Essentially the Kanban

In today’s time, the hallmark of the US health industry is to form integrated delivery systems. An integrated health delivery system is an arrangement of health professionals and health care facilities that provide health services within a continuous organization of delivery. These systems will allow the purchaser and consumer of health care service to receive all the needed services within a all-in-one delivery system that would facilitate the needed access to the appropriate level of care at the appropriate time (Professional Issues). I.D.S presumably will also provide higher quality services and more patient centric care at relatively lower costs (Effects of Integrated Delivery Systems on Cost and Quality). To best understand integrated delivery systems (IDS), it is helpful to contrast the IDS model with health service delivery under the traditional fee-for-service (FFS) arrangement.

America had a global competition as it was not the only country who had the industry. China, South Korea, Japan and India were also procuring automobiles. In 1995 America and Japan made an agreement on having more outlets in each countries, to be able to sell their products. This agreement created job opportunity and made their cars and parts available in both countries. This agreement also invented computation. Japan was producing good quality and affordable automobile such as Toyota, Nissan, Mitsubishi and more. Japan’s automobile became well known all over the world.

This allows Wal-Mart to keep their prices low at their stores. The Japanese manufacturers do not like to deal with outside retailers, and this would prevent Wal-Mart from having the control over the prices they charge. In return, Wal-Mart made the decision to use local retailers for their products which allowed jobs to be saved and customers would be able to purchase items at Wal-Mart’s low prices.

Hence there will hardly any chance of problems during the time of repair or maintenance. The added advantage is that they have with them the official manufactured parts of the respective companies. This will make the car run more efficiently.

This would not only provide opportunities to Pininfarina (a niche manufacturer) for further modernizing the production facilities but will also provide learning in productivity improvement, increased quality, better inventory control and space utilization, reduce waste – and all in Japanese way (considered to be the best and meticulous in automobile industry).

On the other hand, the automakers were primarily manufacturing and selling in Japan causing losses with a strong yen because exports were going out cheaper than they were producing the products for. With Japan's weak economy, domestic prices were rising. Between a weak economy, rising prices, and a strong yen, the automakers weren't bringing in enough money to survive. It had become necessary for them to make decisions whether to take operations abroad

The U.S. automotive industry is facing a difficult if not unprecedented period of competition and capital spending in its efforts to compete with Japanese automakers and to meet pending government regulations on emissions control and safety. These burdens are falling on an industry trying to cope with massive losses due to the 1990-1991. Despite worldwide capital spending of $90 billion between 1983 and 1989, the domestic manufacturers lost ground in terms of market share to the Japanese automakers. It is estimated that by 1995 Japan 's North American transplant capacity for cars and light trucks could reach 2.8 million units, compared with just over 2 million units in 1991. The combination of Japanese vehicles (imported and locally assembled), imports

Global COMPETITION in the industry: Global competition has expended in the auto industry because of an increase in global trade. This has resulted in the decline of sales in the American auto industry whilst sales in the Asian industry especially China has increased. In 2009 sales in the U.S. hit their lowest point meanwhile, it doubled in Asia generally, especially in China. (loc.gov. 2014). One of the reason for this decline in the American Auto sales is because the Japanese automakers have altered the U.S. manufacturing models and are selling it in the global market at a less expensive rate. The price and innovation is attracting a lot of customers’ to this part of the world leaving the American industry to suffer.

Cutting costs and increasing efficiency was a major reason for Japan’s major export industries to stay competitive. The automobile industry was able to position itself globally by manufacturing economical vehicles. In 1979, Japan shifted its focus to the technological fields as they drifted away from the industrial industries. Their focus was on developing computers, semiconductors, and technology industries.

My decision is to implement the Just-in-Time Delivery system. JITD will resolve the increasing operational inefficiencies and cost penalties that have resulted from large week-to-week variations in Barilla’s distributors order patterns. In order to reduce the Bullwhip effect being experienced by Barilla, their supply chain would have to be Centralized. This solution allows Barilla to see end customer demand and eliminate costs involved with inventory, manufacturing, and transportation. JITD would allow Barilla to work directly with its distributors and create a flexible manufacturing process. By following the suggestions made in the plan of action, Barilla will succeed in influencing its distributors and Sales personnel to work together

Lean production of vehicles was started in Japan by Toyota company. It has some similarities with the mass production; however, it is quite different from the craft production. One of the main similarities that the lean production shares with the mass production is that they both use the assembly line for the production of the vehicles, which was initiated by Ford. Unlike, mass production: “Ohno placed a cord above every work station and instructed worker to stop the whole assembly line immediately if a problem emerged that they couldn’t fix” (56). In the mass production, if the problem occurred, and no one paid attention to it while the production process, then the car company had to fix the errors in all the vehicles that had been produced no matter how large the quantity was. In the lean production of vehicles: “Ohno instead instituted a system of problem-solving called “the five why’s” (56). Taiichi Ohno, the founder of Toyota company, made sure that once the problem has been identified in the production process, then what kind of precautions company can take to prevent the problem, so it never occurs again, which saved a lot of time compared to mass production. One similarity that lean production has with the craft production is that the vehicles were not produced on a larger scale, rather they were diverse small vehicles, such as trucks and cars. In the mass production, changing the die cut process took months; however, in the lean production process reduced

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.

Ans: Toyoda Kiichiro had established Toyota. At the point when Toyota began as a vehicles organization it at first centred on large scale manufacturing to pick up economies of scale. Be that as it may, as per Ohno Taiichi, a mechanical designer who joined Toyota around then guaranteed that large scale manufacturing makes enormous inventories that are to be put away in the distribution centre which in turns builds the stockroom upkeep cost as a tremendous measure of capital is connected with these inventories. Also there is a probability of various deformities if in the earliest reference point the machine is not set up in a fitting manner. Additionally in a large scale manufacturing framework a solitary errand is doled out to the sequential construction system specialists

Advocates of just-in-time espouse that its principles are adaptable to any productive system. Beyond manufacturing these principles have been utilized in transportation systems, supermarkets, fast-food restaurants, wholesalers, quality assurance, and express delivery services for a significant amount of time. One study in particular shows that the productivity improvements that accompany a just-in-time system are possible in any productive system that has member’s which possess an open mind to change and improvement (Kamei, et al., 2012; Daugherty, Rogers, & Spencer, 1994; Winston & Heiko, 1990). There have been five specific studies which analyzed the application of just-in-time