Organization Analysis and Change Toyota Motors Manufacturing Corporation Toyota Motors for the past several decades has remain on top: is in the top five manufacturer of motor vehicle in the world. Its success is most notable in the area of automobile production and production line manufacturing…
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However, on January 26, 2010, Toyota, suspended the sales of eight vehicles that was recalled for various problem which would include accelerator pedals (Welch, 2011). Having developed the Lean production concept as derived from the Toyota Production System, a question that begs to be answered is how these defects made it to the customers. These kinds of production issues were not the first but only the culmination of a declining culture of quality that is slowly creeping into the once formidable framework. The Lean manufacturing runs along the concept of making sure that all aspect of production takes into consideration the cost of production. Thus, optimization and efficiency are not only high priority but they are ultimate goal of every process. Lean manufacturing concept has learned from the mistakes of Taylorism and Fordism in terms of production processes. The Toyota Production System on the other hand was developed by Kiichiro Tayoda and Taichi Ohno from the foundation of the manufacturing concept built by the founder of Toyota Motors, Sakichi Toyoda. Learning and improving the works of Demmings and Ford, the Toyota Production System or simply TPS relies heavily on the “Just in Time Concept” of Toyota’s founder (Womack, Jones, & Roos, 2007). ...
The above figure in a nutshell depicts the linkages of each framework with each other. I shall use this model in analysing Toyota Motors Corporation. It would be interesting to note how the LEAN and Toyota Production System will project against the Burke-Litwin organization causal modelling. Key Issues and Improvement The Toyota Lean system has been known all over the world as one of the best if not the best production frameworks in the world. It is very successful in some countries when implemented however, it fails miserably in some. With these manufacturing concepts and principles at play in manufacturing its automobiles, recall should not only be improbable it is nearly impossible. Using Burke-Litwin causal model, I shall attempt to determine what went wrong and I shall also provide some solutions on how to prevent the recalls from happening again. Although details may not be able to fit within this essay, a summary if not a short description of each concept shall be provided in relation to Toyota. Problem Analysis In analysing the problem, I shall use the Burke-Litwin Causal Model. External Environment: For Toyota, external environment are the vendors or suppliers although the Toyota Production System recognizes vendors and suppliers as partners, they are still considered as part of the external environment due in part to the lack of control of Toyota over these organizations. Toyota’s external environment similarly includes the government regulators and other certification organizations that guarantees and certifies the compliance of every Toyota products to the standard of every country and industry. Both external factors drive the quality requirement and manufacturing standards of
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Toyota Company has been a leading name in vehicle making for quite a lot of decades. Regardless of the nationalistic movement in the United States to “buy American”, the business has held its own, staying a leading and persistently developing company within the ‘corporate world of transportation.
The purpose for conducting a SWOT analysis in any business organization or firm is to find out the goals and objectives of the same. Every business must have a certain aim that it wishes to achieve by the end of every annual year, and thus conducting a SWOT analysis helps the business to grow and develop with respect to overcoming any kind of hurdles that come in between.
The company makes use of the most advanced technology and relies upon the employees at all levels to increase the productivity and reliability. Toyota has established not only a top competitor image but also has become the global automotive in the international market.
As the report declares the company targets private customers and individual organizations. In identifying and satisfying its customers, the company uses marketing techniques such as promotions and advertisements. Toyota is a household name in many countries competing with such companies as Mercedes and Mitsubishi among many others.
Although this is a huge accomplishment, the numerous layers of the company divulge it to being a far more complicated entity compared to the average standard (Plunkett, 2006). TMC happens to be an international entity with the capability of tackling the automotive market in its basis in Japan, together with America and other countries, such as Czech Republic and China.
(Berry, Levinsohn and Pakes, 1995). Now this industry has picked up in other parts of the world, especially in Asia. In the first quarter of the fiscal year 2012, Toyota’s sales in number of units were 1,221,374, its consequent sales revenue from the sale of these units was 3,162,347 million yen.
While others improve their operations by reducing the cost to offer more competitive prices. Meanwhile, other players concentrate on improving their product lines and differentiating their offerings. However, it is notable that these changes in strategies are mainly mechanisms to cope with the fast-paced environment of the industry players.
It is the largest automobile maker by production and sales.
The company was founded in 1937 by Kiichiro Toyoda .The production system of Toyota is based on lean philosophy which implies that production considers the way
the competition amid the companies has become more fierce and intense, which further encourages them to assure greater operational effectiveness in every domain of business. This particular aspect is required to be taken into concern for gathering the attention and trust of the
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