Another manufacturing process that Toyota needs to address and which is implicit in the previously mentioned manufacturing process is its increasing propensity to utilize parts suppliers outside of its keiretsu, which loosely translates into headless combination (No author, 2009). Keiretsu is a Japanese term for the tiered hierarchy of additional companies (including suppliers) that traditional Japanese countries work with (Greto et al., 2010, p. 9). Due to Toyota's pressing concerns for globalization and its forsaking of localization concerns, Toyota's American development largely functioned independently of traditional keiretsu suppliers. The noxious effects of this occurrence is not only witnessed in the plethora of recalls Toyota endured in the first decade of the 21st century, but they also resulted in the fact that the organization struggled to find enough senior engineers responsible for monitoring these suppliers. Nevertheless, Toyota leaned even more heavily on its single-source supply-chain approach, often using single suppliers for entire ranges of its cars across multiple markets (Greto et al., 2010, p. 9).
Conventionally, Toyota's keiretsu requires a three-level tier of suppliers, which was largely forsaken during the American market in the 2000's for a single supplier. Clearly, the organization needs to resume its keiru structuring of parts suppliers and equipment manufacturers, since its alternative method engendered swift production and poor vehicle quality. The importance to the company is that doing so may require greater up front capital, but will ultimately produce superior automobiles. This improvement will primarily affect manufacturers, suppliers and Toyota customers, and should affect the organization's operation from a bottom up approach.
Toyota Summary
Toyota is one of the most well-known foreign companies operating within the United States. Its principle product...
Toyota Strategic Management For decades, Toyota has been one of the most admired companies in the world. They were able to turn their image in the 1960's and 70's from cheap Japanese import to the car of choice for millions of consumers worldwide. Toyota's strategy has varied significantly over the years. The company began by primarily imitating many of its competitor's designs and even used some of its components. Much of
Toyota Motor Manufacturing, U.S.A., Inc. Major Issues in the Case Toyota Motor Manufacturing U.S.A., Inc. (TMM) has bypassed their typical response to quality issues known as "jidoka" in a special circumstance regarding seat installation. As opposed to stopping the assembly line and focusing on the underlying root of the problem, in the case of the faulty seats the cars were allowed to continue through the production line with a special marking that
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12. It has not been implemented in a wide enough spectrum to really gain the attention of parents on a national level. 13. Marketing towards one single brand image sometimes limits a company's capability to market its diversified product line. 14. Targeting previous customers through follow up ay waster valuable resources. T h r e a t s 1. Utilize the global Toyota presence to keep financial budgets and cash flows under control. 2. If
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TOYOTA'S PRIUS With the increased level of awareness of the environment, automotive car manufacturers vie on the viability of selling environmentally hybrid cars. Leading this group are Honda and Toyota. The following is a market analysis of the position of Toyota's Prius. It analyzes the following factors: Situation of the firm in the market The industry of hybrid cars The strategy adopted by Prius and how it is faring in the market The barriers of
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