Esterline Technologies
Toyota Crisis
Es muy útil crear metas dentro de una empresa, ya que motivan a los trabajadores y uno esta en busca de la mejora continua. El mapeo de flujo de valor busca satisfacer las demandas del cliente, a un bajo costo y con la mayor calidad. Existen varios métodos para obtener esto, el sistema de jalar o el sistema de empuje, es muy utilizado para los objetivos de mejora. Este funciona para identificar cantidades de producción, o para autorizar producciones, por lo cual existen diferentes tipos de programaciones para crear una cadena de flujo de valor, y tener una producción eficiente y óptima.
En este caso, refiriéndome al material didáctico llamado “Toyota’s Accelerator Crisis” se habla sobre unos defectos encontrados dentro de los productos fabricados por Toyota. A continuación, en este reporte se realizara un análisis completo del caso, y se reflejará el conocimiento que se obtuvo en esta lectura y también demostrar el aprendizaje obtenido.
Desarrollo
1. What were the drivers of Toyota´s accelerator crisis? Why was Toyota facing a recall crisis?
Toyota has always been known for its confidence on their products, and the safety and security they carry. Its also known for having a great system of quality on its products and an efficient industry production “Toyota Production System”. Although, there were many recalls of the Toyota Camry, which stated that the car experienced unintended acceleration; which was the “accelerator crisis". This caused many accidents all over the world, and the reason Toyota was facing a recall crisis was because there were plenty of recalls, on September 2009 3.8 million US vehicles recalled this problem, and there about 2.3 million more claims. This means that Toyota was facing unhappy customers, and was losing touch in its quality.
2. Michel Porter claims that “operational effectiveness” is not a strategy. Why was operational effectiveness such a focus at Toyota? What are the downsides of “lean manufacturing”
Es muy útil crear metas dentro de una empresa, ya que motivan a los trabajadores y uno esta en busca de la mejora continua. El mapeo de flujo de valor busca satisfacer las demandas del cliente, a un bajo costo y con la mayor calidad. Existen varios métodos para obtener esto, el sistema de jalar o el sistema de empuje, es muy utilizado para los objetivos de mejora. Este funciona para identificar cantidades de producción, o para autorizar producciones, por lo cual existen diferentes tipos de programaciones para crear una cadena de flujo de valor, y tener una producción eficiente y óptima.
En este caso, refiriéndome al material didáctico llamado “Toyota’s Accelerator Crisis” se habla sobre unos defectos encontrados dentro de los productos fabricados por Toyota. A continuación, en este reporte se realizara un análisis completo del caso, y se reflejará el conocimiento que se obtuvo en esta lectura y también demostrar el aprendizaje obtenido.
Desarrollo
1. What were the drivers of Toyota´s accelerator crisis? Why was Toyota facing a recall crisis?
Toyota has always been known for its confidence on their products, and the safety and security they carry. Its also known for having a great system of quality on its products and an efficient industry production “Toyota Production System”. Although, there were many recalls of the Toyota Camry, which stated that the car experienced unintended acceleration; which was the “accelerator crisis". This caused many accidents all over the world, and the reason Toyota was facing a recall crisis was because there were plenty of recalls, on September 2009 3.8 million US vehicles recalled this problem, and there about 2.3 million more claims. This means that Toyota was facing unhappy customers, and was losing touch in its quality.
2. Michel Porter claims that “operational effectiveness” is not a strategy. Why was operational effectiveness such a focus at Toyota? What are the downsides of “lean manufacturing”