New JIT: Management Technology Principle at Toyota

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

Total Quality Management is a process that strives for complete satisfaction internally and externally. There are two popular methods used in today’s organizations, The Toyota Production System and the Six Sigma model. Toyota created its management system over the course of three decades. It is also known as lean manufacturing, which is in regards to limiting the amount of waste produced. This is not just physical waste but includes the management of time throughout the process, for example time waiting, conveyance,

As part of my assignment in manufacturing management I am to research the importance of JIDOKA within a company, I will start off with a brief history of how it all came about, I will then be looking into the practical elements of the system and why it’s been used and how it’s been a huge success for the Toyota company which has catapulted them ahead of all other manufacturers. Advantages and disadvantages will also be looked at.

In terms of quality of new cars launching and customer satisfaction surveys (refer to Exhibit 5), ranking of Toyota was 1st and 3rd respectively in 1989 comparing with BMW was 19th and 10th. Toyota was successfully applied Total Quality Management (TQM) for branding on these two aspects. Recommendations as per our findings have been discussed for improving of quality launch coping with suggested strategy. Imitation of Toyoto’s TQM would facilitate the process of BMW in the following three ways.

Yasin and Alavi (1999) conducted a quantitative study to determine if Total Quality Management (TQM) can produce quality improvement

Yet, the public perceptions may be at odds with the objective measures. In Toyota’s case, there have been indications that the quality level of the company’s products had fallen off in a span of few years. There are changes that have taken place during a period when most of the company’s close competitors, such as Fords, were producing more cost-effective and efficient automobiles. In addition, the company’s unique production approach and the emphasis on continuous improvement and learning coupled with a matrix structure are key reasons for the company’s leadership in the cat manufacturing industry. Toyota’s Production Systems (TPS) was founded in the principles of “Just-in-time. This approach has less opportunity for slack resources and focuses of the benefits of efficiency on the part of employees and reduction on waste resources (Griffin and Gregory, 5). Further, Toyota Company enacts its production system with the assistance of its human resources strategies, culture, and organizational structure. Toyota’s Production System emphasizes on learning and modesty when it comes to assessing past success and differentiated them from

Toyota Corporation adopted the total quality management (TQM). It started as Total Productive Maintenance (TPM); this strategy invented by Toyota Corporation, not W. Edwards Deming or by the U.S. Navy as many people think (Manyard, 2008). Toyota believes that the best way to run their business is by eliminating a possibility for problems. In order for Toyota to do this, they strive to work in the best possible conditions. The optimum conditions improve job quality, therefore, eliminating problems. Toyota was struggling with product defects and low customer satisfaction, to fix the problem Toyota improved the conditions and eliminated problems (Manyard, 2008). Toyota decided to implicate preventative maintenance to ensure all machines be kept up and limit if not eliminate products defects (Chamberlain, 2005). GM made an effort in 2008 to bring quality back into their products. GM started to understand how much quality their customers look at in a product. After months of

Jacobs has adopted the “Toyota” way of life when they implemented their quality management system and has achieved quality in its processes through decades of continuous improvement. Jacobs strives for

Total quality management focuses on several aspects such as Continuous improvement and the Customers to improve the quality of the products. Ford Company has in place a strong set of values, norms, and artifacts which it strongly enforces. The mission statement for the company is based on a simple phrase, “One Ford: One team, one plan, one goal.” The company vision is, “To become the world’s leading consumer company for automotive products and services.” (Haas-kotzegger, Schlegelmilch, & Ambos, 2013) Both these company philosophies give the company a good favor towards the consumers.

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

Introduction - Total quality management (TQM) has been defined as ‘continuous improvement of every production output whether it be a product or a service, by removing inefficient variations and by improving the backbone of the work process’. International managers like their domestic counterparts have found that incorporating the notion of total quality management into their management process and style can give the competitive advantage.

The company's best-known hardware products are Macintosh computers, the iPod and the iPhone. Apple software have the Mac OS X operating system, the iTunes media browser, the iLife suite of multimedia and editing software, the iWork suite of productivity software, and Final Cut Studio, a suite of professional visual and movie-industry software products. Apple Inc. operates more than 250 retail stores in nine countries and an online store where hardware and software products are sold. Apple established in Cupertino, California on April 1, 1976 and incorporated January 3, 1977, the company was called "Apple Computer, Inc." for its first 30 years, but dropped the word "Computer" on January 9, 2007 to reflect the company's ongoing expansion into the consumer electronics market in addition to its traditional focus on personal computers.

By 2007, Toyota was leading its industry as the largest automotive manufacturer in the world. Operating under a strong growth strategy, their reputation for exceptional quality and high safety ratings coupled with operational efficiency promoted their competitive advantage. Furthermore, Toyota was principally the symbol of excellence and a benchmark for every other company. When examining their strategy under Porter’s model Toyota maintains a strong combined plan focusing on both cost leadership and broad differentiation. Through the process of lean daily management and just-in-time delivery Toyota led the manufacturing world with a distinguished level of efficiency. Examining their success and processes, manufacturing was transformed and Toyota was the envy of many. Additionally, through innovation Toyota actively sought differentiation as a generic tactic. Hybrid technology was successfully implemented into their Prius model vehicles and the Prius became the first, pioneering mass-produced vehicle of its kind.

Our company should make sure that manufacturers deliver products with the highest design specification, in order to be order-winner quality conformance, by delivering products with no defects (Hill and Hill, 2012). Furthermore, improvements in quality lead to a decrease in cost for the company. According to (Evans, 1997) higher quality products lead to a decrease in costs for the company through higher productivity: ‘improvements in quality leads to lower cost because of less re-work, fewer mistakes, fewer delays and snags’ (Evans 1997, P.55).

Statistical methods such as Loss Function; eliminating variations of design characteristics and "noise" through robust design and processes