1. INTRODUCTION Toyota is Japan’s biggest car company and the second largest in the world after General Motors. It produces around eight million vehicles per year‚ about a million fewer than the number produced by General Motors. Toyota markets vehicles in over 160 countries. The company dominates the market in Japan‚ with about 45% of all new cars registered in 2004 being Toyotas. Toyota also has entered in the uropean and North American market . It has significant market shares in several fast-growing
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headquarters. General Motors Corporation‚ also known as GM or GMC‚ is the world ’s second largest car manufacturer based on annual sales. Founded in 1908‚ in Flint‚ Michigan‚ GM employs approximately 284‚000 people around the world. With global headquarters at the Renaissance Center in Detroit‚ Michigan‚ USA‚ GM manufactures its cars and trucks in 33 countries. Their European headquarters is based in Zurich‚ Switzerland. In 2005‚ 9.17 million GM cars and trucks were sold globally under the following
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Vehicles were originally sold under the name "Toyoda"‚ from the family name of the company’s founder‚ Kiichirō Toyoda. In April 1936‚ Toyoda’s first passenger car‚ the Model AA‚ was completed. The sales price was 3‚350 yen‚ 400 yen cheaper than Ford or GM cars. In September 1936‚ the company ran a public competition to design a new logo. Of 27‚000 entries‚ the winning entry was the three Japanese katakana letters for "Toyoda" in a circle. But Risaburō Toyoda‚ who had married into the family and was
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Group Assignment: INTERNATIONALIZATION OF TOYOTA MOTOR CO. Name of the students: VIJAY CHATURVEDI‚ SUUNIL DABRAL‚ PRIYAJEET VILKU‚ PROMILA KAUSHIK‚ SUMIT MAJKHOLA‚ RAJ SINGH THOL Group Number: 8 Name of the Course: GLOBAL BUSINESS ENVIRONMENT Assignment/Case number: 01 Faculty in charge: PROF. BIBEK RAY CHAUDHURI INTERNATIONALIZATION OF TOYOTA MOTOR CO. I) JAPANESE BUSINESS AND ECONOMY: [pic] [pic] [pic] [pic] [pic] [pic] [pic] [pic] [pic] [pic] [pic] [pic] II) TOYOTA GOES INTERNATIONAL:
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harnesses & Electrical components • Inexperienced human talent in senior positions • Good housekeeping • Language barrier • No understanding of customer needs expectations • The quality of the product supplied to the customer not according the NUMMI specifications • No supplier partnerships • Non-value adding steps in their processes • Time taken to complete each production step Opportunities Threats • Venture production into foreign markets • Customer demands: Products required‚ 1
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Andrew Martin COMM 336 Informative Paper 4/4/2013 Tesla Motors Tesla Motors is a car company that designs‚ manufactures and sells electric vehicles. This public company was founded in 2003 by Ian Wright‚ JB Straubel‚ Marc Tarpenning‚ Martin Eberhard and most notably Elon Musk. Its headquarters is located in Palo Alto‚ California‚ with its main production plant in Fremont‚ California. The company was named after Nikola Tesla‚ a renowned electrical engineer and physicist. Its goal is to
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poorly equipped that could not compete with the lofty requirements of NUMMI - Packards neighboring(a) customer. Packard was known for their mettlesome quality products but NUMMIs expectations were too high to satisfy. The first shipment was based on a 200-piece nightspot for prototype vehicles. Packard put together their best employees‚ every area was care in force(p)y checked‚ and was packaged in perfect order. However‚ NUMMI and Toyota decided that the products had poor quality design and they
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Manufacturing Inc.‚ (NUMMI)‚ Fremont‚ Calif. JIT delivery‚ in which plants receive frequent deliveries of parts and materials in small lots timed to production‚ has saved manufacturers millions of dollars in inventory carrying costs. But the logistics turmoil of the Sept. 11 terrorist attacks and this fall’s labor disputes on the western waterfront exposed a problem with JIT -- with little or no materials on hand‚ plants can be immediately idled by delayed deliveries. NUMMI‚ for instance‚ shut
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Executive Summary: The report of the plant manager for RIO BRAVO IV‚ a subsidiary of Packed Electrical a division of General Motors identifies mistakes made by top management. These mistakes clearly indicate top management failure to use project management principles in starting up a new manufacturing branch. It also points out the learning outcomes when good efforts are placed at the right places and with the right human talent employed. In the new economy organizations have to focus on the customer
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order of importance is related to the situation analyzed‚ and present your solutions accordingly Below are the problems as identified in the case study and are listed in their order of priority. 2.1 Project team formation. On winning the NUMMI bid‚ the management of Packard Electric had to put together an exceptional team that could handle the new international project. The operational management should have consulted within the entire group to provide an experienced management team which
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