Toyota Motor Co‚ Ltd established 1938: Just in time launch 1950: Toyota Motor Sales Co‚ Ltd established 1957: Toyota Motor Sales Co‚ USA Inc. established 1982: Merger of Sales and Motor Co. 4 LOGO History of Toyota 1984: Production commenced at NUMMI 1995: International Business Plan announced 1996: Global Vision 2005 announced 2001: Toyota Way announced 2002: Global Vision 2010 announced 2011: Global Vision 2020 announced 5 LOGO History of Toyota - Growth of Japan economy & enhancement
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factory was very poorly equipped that could not compete with the lofty requirements of NUMMI - Packard’s immediate customer. Packard was known for their high quality products but NUMMI’s expectations were too high to satisfy. The first shipment was based on a 200-piece order for prototype vehicles. Packard put together their best employees‚ every part was carefully checked‚ and was packaged in perfect order. However‚ NUMMI and Toyota decided that the products had poor quality design and they were unhappy
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problems the United States auto industry had during the late 70s and 80s were the lack of discipline‚ high absenteeism rates‚ and low morale among employees‚ all of which resulted in inefficiencies and low quality products. “Even with lesser quality‚ the (GM) Fremont plant averaged 34 man-hours of labor per automobile‚ versus only 20 at Toyota” (Rehder‚ Hendry‚ & Smith‚ 1985‚ p. 36). The implementation of new technologies in the American automotive industry‚ such as lean manufacturing principles‚ self-directed
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Joint Ventures‚ Strategic Alliances‚ Collaborations and Merger and Acquisitions Questions | Q1. Why is a Joint Venture (JV) preferable to more general collaboration form of the Strategic Alliance? Q2. What are the relative merits and weaknesses of JVs and SAs? Q3. Why would company seek M&A as a market entry strategy? What are the advantages and disadvantages of M&A? why might a merger fail and what might be the outcome? Q4. What are the relative merits/ disadvantages of JVs‚ SAs‚ and
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Can managers influence the culture of their organisations? Discuss with reference to at least one example. It is only since the 1970s that the emphasis has shifted from a management-by-numbers to a more people-focused way of managing‚ in response to various problems that could not be overcome using the prior method (e.g. limitations to the Theory X way of managing‚ new production methods etc.). Pop-management theorists have since made direct links between an organisation’s culture and its performance
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Strategic Human Resource Management 策略性人力資源管理 Instructor: 耿念豫 Office Phone: (02) 2514-6528; 0910-562323 Home Page: http://web.nchu.edu.tw/~nienyu Email: nienyu@dragon.nchu.edu.tw; nienyu@gmail.com Teaching Assistant: 謝明德（企研二），0958-967671 Course Overview and Objectives課程目的 Strategic Human Resource Management (SHRM) is about diagnosing and developing an organization’s capability to achieve its goals and implement its strategy. While this course will acquaint you with some best practices
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Toyota . Toyota Motor Corporation (Japanese: トヨタ自動車株式会社‚ Toyota Jidōsha KK?‚ IPA: [toꜜjota][4]) TYO: 7203‚ LSE: TYT‚ NYSE: TM‚ commonly known simply as Toyota and abbreviated as TMC‚ is a multinational automaker headquartered in Toyota‚ Aichi‚ Japan. In 2010‚ Toyota Motor Corporation employed 317‚734 people worldwide TMC is the world’s third largest automobile manufacturer by sales and production. The company was founded by Kiichiro Toyoda in 1937 as a spinoff from his father’s company Toyota
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Course Outline: “Change is inevitable‚ except from the Vending Machine” as the saying goes! Gone are the days that we were living in a linear world. We could predict and pre-act things in an orderly fashion. Today‚ we recognize that we live in a nonlinear world. We realize that changes sweeping the nations‚ economies and corporations are far deeper and longer-lasting. Being nimble‚ fast and change-ready has become a mantra for survival‚ if not for success. Capacity for change and transformation
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knowledge skills but lack marketing and management expertise. Existing large companies may not have the specific skills of the n e w firm. By working together‚ such firms will have true competitive advantage. In the case of NUMMI‚ the mix of cultures‚ the Japanese team approach‚ GM ’s corporate approach and the unions ’ ’anti-management ’ approach were successfully combined. It is essential to avoid poor management styles. Strategic alliances work better w h e n there is symmetry in size and internal
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workers‚ a pervasive lack of complacency with whatever was accomplished yesterday. The result is a startling contrast to the car business. At a time when the traditional Big Three are struggling‚ Toyota is thriving. Just this year‚ Ford (NYSE:F) and GM (NYSE:GM) have terminated 46‚000 North American employees. Together‚ they have announced the closing of 26 North American factories over the next five years. Toyota has never closed a North American factory; it will open a new
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