Report Pl Toyota Supply Chain

| Most successful companies utilize business strategic planning to set priorities and goals for the organization's future; outcomes include short-term goals and long-term strategies.  A clearly written, well designed strategic plan can align business units, divisions and employees so that the vision of the management team and the mission of the company can be fulfilled.  As companies evolve and the environment changes it is critical for companies to maintain a disciplined execution of the strategic plan.However, if they are not

Strategic planning within a company is a tool used in companies that help mature areas in total quality management. This type of planning creates a cohesive management system for lower level employees to better adapt in. “Strategic planning determines where an organization is going over the next year or more and how it 's going to get there. Typically, the process is organization-wide, or focused on a major function such as a division, department or other major function”(McNamara, 2008). In order to plan effectively one must first make a clear assessment of the plan and have an analysis on the corporations mission statement and objective.

Strategic planning can dictate the success of any organization if properly planned as well as the failure of an organization if not implemented as planned. Strategic planning is all about making choices. It is a process designed to support leaders in being intentional about their goals and methods. Simply stated, strategic planning is a management tool, and like any management tool, it is used for one purpose only—to help an organization do a better job. This portion of the strategic plan will explain why an

Strategic Planning is the process of developing and maintaining a strategic fit between the organizations goals and capabilities as well as emerging market conditions and opportunities. This process begins with a clear company mission statement. However, this is only a small piece of a dynamic and perpetual process. Other activities involved with strategic planning also include setting supporting organizational objectives, designing a sound product mix as well as coordinating functional strategies. Strategic planning works to set the groundwork for the rest of the subsidiary planning functions in the company.

In his article, “The Fall and Rise of Strategic Planning,” Henry Mintzberg (1994) provides his views on the process of strategic planning. He offers that most companies and organizations start a strategic planning process with little understanding of the definition or actual purpose of planning. He tends to admonish much of the conventional understanding concerning strategic planning and proposes his interpretations. He states that “the most successful strategies are visions, not plans” (Mintzberg, 1994, p. 107).

He decided to enlarge the goals of the company so as to include the marketing of the vehicles that they produced. This in itself is what entails planning. Therefore, management has affected planning in that the presence of a new CEO in the company has introduced other goals that were not there in the first place. The presence of an eligible leader led to the company building its own battery packs, power microelectronics segments and great proficiency automotive to enable them work without a license from AC Propulsion. Apart from influencing the planning of the company in a positive manner, the management also led to improved performance of the firm in that they now had extensive goals to achieve which required them to work harder (Hunger, 2010).

Strategic Planning is one of the most fundamental factors in the success of an organization. This research project will discuss the importance of strategic planning as well as the different components of strategic planning. Many organizations fail to accomplish their goals and tasks due to the lacking of strategic planning. In order for their businesses to be successful, organizations need to be well informed about how the strategic planning process works.

Toyota Motor Manufacturing, U.S.A. (TMM) is deviating from the standard assembly line principle of jidoka in an attempt to avoid expenses incurred from stopping the production line for seat quality defects. This deviation has contributed to the inability to identify the root cause of the problem, which has led to decreased run ratios on the line and an excess of defective automobiles in the overflow lot for multiple days. If this problem isn’t fixed quickly, an increased amount of waste will continue to be incurred and customer value will be threatened.

Toyota today is one of the leading lean example in today’s manufacturing market. Starting back in the 1930’s with the idea of Just-in-Time to cut down cost in waste from overstocked storage rooms to a better efficient assembly lines who produced what was needed at a certain time. The Kanban system is one of the most used methods that the Japanese found during the 1950’s during a trip to United States in a super market.

Toyota characterizes by well design and plan management process through it strategic decision by operation manger which lead to be this firm in operation excellence sustainable. Toyota works on six

Strategic planning is defined as a process by which an organization outlines its strategy and makes decision based on the fulfilment of this strategy by the allocation of its resources based on achieving its strategic objective. The senior management of a company is usually responsible for formulating this strategy and hence it is important for them to understand the constantly changing environment to formulate and effective strategy (Mintzberg, 1994). The report deals with a retailing company known as Marks and Spencer (M & S) and the key issues that the company faced in developing and implementing its strategic plan.

This assignment gives the overview of the Toyota and Volkswagen. It also explains about their supply chain relationship of those manufacturers. It also gives the advantages and disadvantages of those companies. I have also compared the strategies of Toyota and Volkswagen. I have collected some details regarding the future scope and threats for both the manufacturers. I have given some general statistics of both the companies. Then I have given some future strategies of those concerns.

In January 2010, some of the Toyota, Lexus and Pontiac vehicles were recalled because of problems about defective accelerator pedals made from CTS Corporation, a leading automotive supplier in North America, Europe, and Asia. The problems are related to the friction inside the moving part of the units that controls the pedal to return as soon as the pressure on the pedal is released. This friction should be designed to consistently corresponsive to the pressure on the pedal, in both pressed and released positions, so that the drivers can smoothly control the speed of the vehicles. It is thought that the condensation caused by cold weather is one of the reasons that lead to an increase of the friction. Another reason is related to

main strategy for the North American market is to aim for higher sales, while raising the proportion of locally produced automobiles. Toyota Motor Corp have reached a stage where investments made over the last several years to expand production capacity are beginning to show returns and improved profitability can be expected. Toyota’s goal is to bolster local production through additional investment, and contribute to the regional economy by expanding its operations. At present, our production capacity in North America is approximately 1.25 million units (including our joint venture with GM). However, Toyota Motor Corp plan to boost this to 1.45 million units during 2003.

According to [6], the original TPS was adopted the principle which invented by Henry Ford. Henry successfully integrated interchangeable parts with standard work and moving conveyance.