Toyota Production System Basics What are the main pillars of TPS? 1. Standardization 2. Just in Time Manufacturing 3. Lean Kaizen 4. Jidoka or Autonomation 5. Total Productive Maintenance TPS Objectives Reduce cost by the elimination of waste- good products that are safer and lower in cost. Make it easier to obtain and guarantee good quality. Based on teamwork and respect for human life‚ create a workplace where all can fulfill their potential. Build a lean production
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Corporate Communication Toyota Case Study Question number 1: Read the Toyota case study and answer the following question: Consider the vision articulated by Toyota and its alignment with the company’s image among external stakeholders and the company’s internal culture. Is there sufficient alignment between vision‚ culture and image? What gaps emerged and how can Toyota address these gaps? When examining the values of a company‚ one must take into account the different metrics which make
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2 Gentry Motors Inc.‚ a producer of turbine generators‚ is in this situation: EBIT _ $4 million; tax rate (T) is 35%; debt outstanding (D) $2 million; kd 10%; ke 15%; shares of stock outstanding (N0) 600‚000; and book value per share $10. Since Gentry’s product market is stable and the company expects no growth‚ all earnings are paid out as dividends. The debt consists of perpetual bonds. a. What are Gentry’s earnings per share (EPS) and its price per share (P0)? b. What is Gentry’s weighted
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in 1937 that there was a separation between the two businesses and consequently Toyota Motor Company was born. In order to get a deeper understanding over the industry‚ Kiichiro studied the production system of Ford‚ the leading car manufacturing company at that time‚ and later adopted and improved it. Ten years later‚ in 1947‚ Toyota started to produce large-scale passenger cars‚ competing with Ford and General Motors but suffered from Japan’s economy that was going through a rough patch after the
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AUERBACH ENTERPRISES 1 Auerbach Enterprises Manufacturers Moses Parker BUS 630: Managerial Accounting Prof. Brian Shaw February 24‚ 2015 AUERBACH ENTERPRISES 2 Auerbch Enterprises Manufacturers In today’s very competitive business environment‚ it is imperative that organizations choose the most appropriate and effective
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3. TOYOTA HAS BUILT HUGE MANUFACTURING COMPANY THAT CAN PRODUCE MILLIONS OF CARS EACH YEAR FOR A WIDE VIRIETY OF CONSUMERS. WHY WAS IT ABLE TO GROW SO MUCH BIGGER THAN OTHER AUTO MANUFACTURERS? SUBSTANTIATE YOUR ANSWER BY PROVIDING CONCRETE MEASURES OR INTERVENTIONS THAT TOYOTA HAS DONE OR HAS BEEN DOING. Toyota was the first company to introduce lean manufacturing and total quality management practices in production of cars. For some time‚ the company was the only practitioner of these practices
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Golf Equipment Industry Questions Case 4 questions 1. What are the defining characteristics of the golf equipment industry? What is the industry like? Innovative Technology and brand name recognition. The industry competitive forces are very high due to regulations‚ diminishing growth in players. The technologies that the companies have done are so advanced that the USGA has to put regulations on them to make the game fair all around. 2. What is competition like in the golf equipment industry
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compliance to Principles 1 and 8 of the Global Compact. Toyota Motor Corporation is acknowledged as one of the world’s leading multinational companies by Forbes 2000 list (Forbes 2000 2005). Our acuity of experiences in dealing with environmental initiatives and sustainability issues has allowed us to have the sufficient capacity to provide recommendations to the Local Network. As specified in our guiding principles on our company’s website (Toyota)‚ we acknowledge the importance in supporting environmental
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and Bas Vodde are the authors of Scaling Lean & Agile Development. They work as management coaches in organizations adopting lean thinking. For consulting or more information‚ please see craiglarman.com and odd-e.com. Note: Lean thinking and the Toyota Way are large subjects‚ spanning application to product development‚ service‚ sales‚ HR‚ and production‚ and spanning many functions: management‚ design‚ delivery‚ and more. We encourage deeper study; see Recommended Readings at the end. TABLE
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19. Allegiance‚ Inc. has $125‚000 of inventory that suffered minor smoke damage from a fire in the warehouse. The company can sell the goods "as is" for $45‚000; alternatively‚ the goods can be cleaned and shipped to the firm’s outlet center at a cost of $23‚000. There the goods could be sold for $80‚000. What alternative is more desirable and what is the relevant cost for that alternative? A. Sell "as is‚" $125‚000. B. Clean and ship to outlet center‚ $23‚000. C. Clean and ship to outlet center
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