The Toyota Production System ( Tps )

The factors that group two considers important to the Toyota Motor Manufacturing Canada will be using the weighted scoring model which is a system used to document decisions or solutions for management to make informed decisions taking into account all available options when it comes to resource allocation, (Carroll, Farr & Trainor, 2008).

Toyota Motor Manufacturing (TMM), USA Inc. is formed by Toyota Motor Corp (TMC) in 1985 by investing $800 million to build a Plant at Kentucky, USA which will starts production in 1988 of around 200,000 units of Camry Sedan car. The purpose of building a plant is to compete in US market in midsize car which is comprise of one third of total US car market. TMM producing the cars on the same philosophy, methodology and technology, which TMC used to produce cars at their best quality and lowest cost in Japan.

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

| * Focuses on environmentally friendly cars. * Technological innovations have given Toyota competitive advantage.

Once this is established this will allow the workforce to work as a cohesive team instead of having their own agenda.

Toyota is a leading company, and for over 70 years. It has been expanding business all over the world and

This Process Identification and Improvement Plan will begin with a summary of the Toyota Motor Corporation and core commitment to safety, quality and volume. It will also refer to the case study review titled “Toyota: The Accelerator Crisis (2010), by Greto, Schotter, and Teagarden for a synopsis of the accelerator and automobile recall crisis that affected the company’s reputation, image and near financial collapse. It also identifies two distinct process areas have been targeted for

Automobile industry of japan witnessed an awesome accomplishment with the growth of Toyota. It became the biggest maker in the worldwide business. Toyoda kiichiro was hesitant to invest in automobile sector. In the year 1933 the company started its production. In order to have cost efficiency they adopted the mass production technology.

Toyota uses processes that are both implicit and explicit. Toyota’s operations are enormously flexible and responsive to customer demand. According to ASHP Foundation (2007). Many credit Toyota’s success to aspects of the Toyota Production System, established by Taïchi Ohno and Shigeo Shingo from the late 1950s through 1970 (when it gained the name). It includes aspects of Jidoka, just-in-time production, and kaizen, reducing both inventories and defects. The system is used worldwide, but is only one of the reasons for Toyota’s success. The very rigidity of the operations that makes the flexibility possible. That’s because the company’s operations can be seen as a continuous series of controlled tests.

Executive Summary: Hiroshi Okuda, Toyota Motor Company is most recent appointed president, must decide whether to continue endorsing the project committee in charge of developing a fuel-efficient vehicle, the Prius. The project is made to be a shift for Toyota; yet developing the prototype has represented a large cost for the company since the technology needed to be created from scratch. Toyota has been recently criticized for producing non-innovative, look-alike models, not attractive for young new customers. Despite that Toyota Motor Company has registered an increase in its net sales; the profit margins have substantially fallen for the past 5 years.

2.2. In what ways can the Toyota Production system be seen as rare and difficult to imitate?

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.

Supply chain management (SCM) is a core part of organizational effectiveness in order to achieve goals characterizes efficiency. Globalization and international agreement led Toyota to develop it is SCM process to increase outsourcing supply raw materials from foreign market that are low cost and high quality.

One of the most successful Partnership programs was developed by Toyota. Toyota is world renown for its Toyota Production System (TPS) that emphasizes empowered "shop floor" workers who utilize basic problem analysis methodology to continuously improve manufacturing processes through employee suggestions or proposals.