The Toyota Motor Manufacturing Canada

For example to support the launch of the first Lexus built outside Japan, there have been new suppliers, built plants in communities as well as the expansion of the suppliers base already there before TMMC moved into Canada. Additionally because of the lower Canadian dollar compared to the US Dollar, Canadian plants have shown two areas of high performance, which are quality and high productivity with the third point being cost competitiveness in the corporate income tax rate.

TOYOTA PRODUCTION SYSTEM (TPS) The TPS model depends on its Human Infrastructure. The entire model is base on its PEOPLE & TEAMWORK being successful in doing their job and there buy in to the Key Elements of the TPS culture, which are as follows;  Selection  Ringi decision making  Common Goals  Cross-Trained TPS emphasize the point of its human infrastructure as a “COMMON GOAL” for all personnel in the corporation, which again is emphasize that its employees are its greatest assets as shown by the

1. What is the relationship between Toyota’s organizational strategy and Toyota Production System? TPS is viewed as the benchmark, the

a. List the factors your team considers key to the Toyota Motor Manufacturing Canada (TMMC): The Lexus RX 330 Line North American plant location decision, identifying these factors as either exogenous  or endogenous, weighting them using your team's best judgment (stating any relevant assumptions or constraints), and assigning two scores to each factor: one for production of the Lexus RX 330 at TMMC, and one for production at a Toyota factory in the USA.

The performance factors most relevant to our vendor selection are cost, flexibility, speed and quality. Our evaluation will prioritize quality first, speed second, flexibility third and cost lastly.

TNCs work to meet the demand for its good from HICs. For example, Toyota, like many other TNCs undertakes much of its manufacturing in LICs in order to meet the high and constant demand from HICs. Manufacturing in LICs is preferred as it provides these large companies with cheap labour. Toyota was recorded as the fifth largest TNC in 2010. It has 51 overseas manufacturing companies in 26 countries and regions, it has Design and Research and Development centres in the USA, Japan, Belgium, the UK, France, Thailand and Australia, and its headquarters are in Japan.

Toyota Motor Manufacturing Canada (TMMC): The Lexus RX 330 Line 1 On the day of April, 25th 2000, Greig Arnold found himself both anxious and excited as he approached the offices of Toyota’s worldwide headquarters in Toyota City, Japan. He was about to meet with the Chairman of global operations, Ikebuchi Nakatani, at the world’s third largest automaker. His hope was to convince the Chairman to support his company’s bid for the new Lexus RX 330 line, which would be the first of its kind manufactured outside of Japan. This would not be easy. Greig, along with the President of the division, was part of a delegation from the Toyota subsidiary in Canada, the Toyota Motor Manufacturing Canada (TMMC), which was 100% owned by the Toyota Motor

One of the negative impacts of the automobile industry in Canada is that of the regional economic imbalances between the provinces. With the manufacturing being heavily concentrated in Ontario, the other provinces of Canada do not get the same economic output as Ontario does. “Ontario is considered by far the wealthiest province. The province generates almost 50 percent of Canada’s GDP which translates into a staggering 675 billion dollars. Many

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 is able to offer competitive advantage through its valuable resources that makes it able to attract and retain best suppliers and also its rare and unique staff. Also, Toyota’s competitors cannot manage and develop their HR at the same cost that Toyota does.

Since 1957, Toyota has expanded the scope of automobile sales across the entire globe. For over fifty years, Toyota vehicles have found their way to over 170 countries and regions throughout the world. As their exports have continued to develop so has the localization of their production bases, in line with a policy of "producing vehicles where the demand exists". Now there are 51 bases in 26 different countries and regions. In addition, there are design and R&D bases in nine locations overseas, showing that "from development and design

Toyota is a key player in global automotive market. Its structure constitutes if various production plants in different locations and a very strong branding which helps it capture a major market share. Like other enterprises, Toyota has several strengths and weakness which makes it what it is now. Toyota heavily invests in Research and development which helps it come up reputable product line which is spread out throughout the world because of its strengthening global distribution network however its recent product recalling, loose grip in key geographic areas and wrong allocation of resources shows that even a strong brand like Toyota has its weaknesses.

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.

Toyota Production System (TPS) focuses on the philosophy of eliminating all waste. It can be trace back to its origin – automatic loom which was firstly introduce by Sakichi Toyota. During the past few decays, TPS has evolved through generations by trial and error to improve the efficiency. This is mainly based on the concept of JIT.