Toyota brand case analysis
The Toyota model begins after the end of World War II, improving its products in quality, costs and delivery, this Japanese model has been adopted by most industries around the world for the capacity for innovation in production. The main approach is to generate product flow through a process with added value without being interrupted and satisfy what the customer demands, at short intervals for the next production, where all employees are trained to improve.
The essentials of this organizational system was to adapt the production to limited volumes, of differentiated and more varied products (Aoki, 1990). To achieve increases in productivity and cost reduction without resorting to the mass production of products;eliminating the existence and staff, in short, end the different types of waste that derived from the process.
The operating method, which is applied both vertically and horizontally, is based on the information of the monitoring sheets, where the basic knowledge about the product is reflected: its cycle time, the work sequence and the standard stock. The cycle time refers to the time assigned to each operator to make a piece or unit, and is determined based on the amount and working hours of work. The work sequence refers to the order of operations that must be carried out in a given position to process a piece (processing, assembly, transport, introduction of the machine or withdrawal from it). Finally, the standard stock specifies the necessary and sufficient storage amount for the correct operation (OHNO, 1991).
To do this, Ohno opted for coordination and cooperation between workers, is to see a new form of labor division, called shared time organization;Subsequently, the arrival of foreign Japanese direct investment in the United States and subsequently to Europe caused a transfer of the model, demonstrating the viability of its operation.
This model changes the thought and business strategies by making known the basic principles, the results in productivity improvements and qualities, as well as organizational methods, times and spaces in work centers.
The model also sought to strengthen a panoptic direction on employees trying to know the operation, problems and surplus within the work center. The application of this methodology, removal of stock and direct management, constituted the light, transparent and flexible company (Coriat, 2000), its two basic pillars being self-activation-autonomatization and production just in time in time.
The debate on model application techniques has not been exempt from controversy, however, all investigations agree that the Japanese method is a model that has currently been implemented both in manufacturing and design, maintenance, control, controlquality or human resources policies (Delgado and Marín, 2000).
The expansion and transfer of this model was consolidated in Western factories until they acquire their own name, beyond brands and nationalities, it is enhanced as a term of differentiating the change in the type of production, from massive to light, which requires astrict synchronization and leveling of production to adapt to demand fluctuations.
I have always had the idea that a conclusion is the beginning of a path to go, it is an example of a company supported by the Toyota model, the company Moo Duk Kwan of Mexico and its twin company Samsung. It would be interesting to expand this type of study and apply the same analytical model to other managerial transition periods retrospectively.
References
- Aoki, m. 1990, ’Toward an Economic Model of the Japanese Firm’, Journal of Economic Literature, Vol. 28, no. 1, pp. 1-27.
- Coriat, b. 2000, think upside down: work and organization in the Japanese company, 21st century.
- Delgado, j., And Marín, F. 2000, “Evolution in business management systems. From MRP to ERP ”, Industrial Economy, Vol. 331, no. 1, pp. 51-58
- Ohno, t. 1991, the Toyota production system: Beyond large -scale production, 2000 Management.
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