53, president of Toyota and is the grandson of the founder of the group, appeared in public and
apologized, but seems reluctant to clear.
Only the day 8-2, when the Manhattan District Prosecutor's Office, the state of New York requires a
warrant criminal prosecution, the Toyota board the views and attitudes have changed. (Manhattan
Prosecutor's Office has jurisdiction over all public companies listed and traded shares in the stock
market on Wall Street New York Street in Manhattan that Toyota is one of such companies).
In a presentation posted on the Wall Street Journal earlier this week issued before the hearing before
the Review Commission and the Government Reform U.S. House of Representatives, Mr. Akio
Toyoda was first admitted: "I clearly see that in recent years, we did not listen carefully and do not
respond as fast as we would have to do before the customer's concerns. Despite the attention to
investigate the defect, we only focus on technical issues without full attention to the way used car
consumer. " Akio Toyoda, and he received all the responsibility as the head whether he was sworn in
June from last year.
Crisis resolution is disappointing things that happened at Toyota, but as The Economist, they reflect a
collective failure of the operating businesses in Japan, making the company vulnerable to large errors
in handle negative situations. Almost any Japanese company also maintains a system of strict
hierarchies, in which the elderly are revered, subordinates hardly dared to report to their superiors
information that is not nice, that information is not to be competent authorities or to please the wife
round leaders.
Family relationships, relatives interlaced makes this system more sustainable; those who "exceeded
supply report" were considered unreliable and violating cultural norms of the business. Groupthink, a
collective responsibility to become the guideline for management executives do not tend to move
between firms: the hiring of external experts is considered to break the internal harmony of the
company, professionals want to work is considered "the dance of" lack of loyalty.
Sticky like family culture that not only hinder the ability to act boldly and resolutely by Japanese
companies but also made the company fall asleep on his achievement that few consumers care about
and lack of permanently monitoring mechanism and criticism. Particularly at Toyota, including 29
board members are Japanese and have a "home" (insider), does not have an independent expert. Other
Japanese companies also lack such diversity, with the exception of Sony and eAccess.
Many Japanese companies are now reviewing the experiences of Toyota, such as the use of outside
resources to lower production costs, depending on the supplier and relationship management with
agencies quality ... However, it is important to Toyota's problems, perhaps they should reconsider the
way in the internal governance as well as in business relationships with customers, users and products
their services.
(Theo Economist, Time and Reuters) - [Reference 8]
Problem solving
Answer to question 1
Production management model of Toyota (TPS) is a model that combines the application of Lean JIT
inventory management system of materials and methods of chain U - Kanban (pull method of line
with U the production stages are arranged in a U-shaped) and quality management processes Jidoka
(check truou Visualization and corrects problems or incidents).
Figure 2 The productions management model of TPS of Toyota.
Specifically, Toyota officials and employees to continually hunt for paying all the wasted resources.
Toyota's leadership theory is as follows. Value added is the effect of price and cost. Added value will
increase if firms raise prices or reduce costs. If the price increase, the firms will lose customers and
degradation. If the cost reduction will not be subject to the disadvantages that could reduce the market
price and robbed of competition.
Toyota classified three main sources of waste: muda (無益), muri (無理) and mura (斑). Restrictions
to waste and expense, the industrial management engineer Taiichi Ohno Japanese, Shigeo Shingo, and
Masaaki Imai Genichi Taguchi has created a number of management philosophies such as just in time
(just in time production), SMED (Single minute exchange of die, tool change in a minute), kaizen (改
善), genchi genbutsu (現地現物), heijunka (平準化),... and some tools as executive producer jidoka(自働化) , nemawashi (根回), andon (行灯), kanban (看板), poka yoke (差错预防),...
Figure 3 Model of 5 principles of Toyota Lean [Reference 19]
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