Exclusive and symbiotic relationships with suppliers are valuable, especially suppliers located close to the factory.
A JIT company strives for preventive maintenance so no time is wasted, and errors are reduced or eliminated because all aspects of the production process are kept in 'tip-top' shape. Above all JIT requires a flexible workforce with workers trained "to operate several machines, to perform maintenance tasks, and to perform quality inspections" ("JIT Lecture Notes," 2006). A flexibly trained and loyal workforce has several advantages. Despite its emphasis on the benefits of innovative computer technology during certain aspects of the production process, Toyota has been commended for the great respect it showed for its workforce. "A quality at the source (jidoka) program must be implemented to give workers the personal responsibility for the quality of the work they do, and the authority to stop production when something goes wrong" for JIT to be successful ("JIT Lecture Notes," 2006). Workers must report inefficiencies and act quickly when defects in production occur. Workers felt and continue to feel more valued by Toyota because of their added skills and their greater utility as employees, given to them by the company's rigorous educational training. The JIT approach also ensures that workers' extensive knowledge itself functions as a kind of fail-safe mechanism. Worker flexibility and high levels of training and education also mean that workers can be more easily rotated to meet shifts in demand.
After observing Toyota's success, many American companies began to adopt its principles into their own corporate philosophy. However, JIT and Toyota retained certain idiosyncratic attitudes, namely a focus on continually bettering the company and setting new benchmarks for the company internally, rather than focusing on external competition, as is often typical in American companies. "Toyota's company culture...
Although only a symbolic gesture, this underlines the focus of the company on the process, rather than upon hierarchies and the fact that everyone is equal in the context of creation. Its focus on continuous improvement also meant that, even when it was beating the competition, it has remained determined to introduce new and innovative concepts, such as its Prius hybrid vehicle. "Toyota's "continuous improvement ethos is legendary throughout industry,…whether it's wasted time, excess material, or a scrap of trash on a factory floor..At a lot of companies, if something's going well and it's profitable, they'll move on to something else…But if Toyota can attach a hood in eight minutes, they'll find a way to whittle that down to four minutes, then two minutes, then who knows" (Newman 2008).
It does not matter if eight minutes already exceeds the industry standard, true to the JIT principles it created, Toyota wants to do it faster, better, and more accurately. Even while the automobile industry today struggles to stay solvent, Toyota has at least distinguished itself by suffering a less precipitous decline in profits than its cohorts. And it also, unlike its American competitors, has a wellspring of cash, once again holding true to the idea of keeping funds, production facilities, and resources in reserve for unexpected external as well as internal changes. Although the future is never certain, Toyota is determined that whatever may occur, it will strive to make its prospects for tomorrow better than they stand today.
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The performance of each team member depends on the performance of all others, this being a team project. Constraints include time and financial resources; as such improvement requires permanent improvement effort. Risk Management. No risk has been identified related to the project's completion. Monitoring and Controlling Mechanisms. The data analysts will develop a metric system to measure each member's performance on a weekly basis. This weekly performance will be submitted to
Use of single version of the truth and single information Balanced set of strategic metrics (Financial and non-financial). New methods of cost accounting (ABC, Target Costing). Internal vs. External Focus (Benchmarking and Self-Assessment). Process Management and Measures (value delivery). Stakeholder value measures Uniform set of measures Causal relationships between measures across all levels. Source: Lieberman; (1994; et.al.). Automotive Industry Analysis Entering 2007 it is clear that Japanese firms, lead by Toyota, will be at parity with and potentially surpass the
Hospital SCM Arnold Palmer Hospital Managing Service, Processes and Supply Chains Hospitals and Supply Chains - Overview Hospital Supply Chains - Advancements Standard Supply Chain Stockless Inventory Vendor Managed Inventory Consignment Automated Point of Use Systems The Next Step in Supply Chain Evolution Arnold Palmer Hospital Supply Chain The Arnold Palmer Hospital is one of the country's leading hospitals for women and children. It is located in Orlando, Florida and is currently a part of a national purchasing group in which it
EXXON Upstream Division: ExxonMobil Although ExxonMobil remains a successful company, like all oil and gas organizations, it remains highly dependent upon market conditions, including shifts in the price of crude oil and natural gas. "A decline in oil or gas prices lowers ExxonMobil Upstream business profit margins, whereas an increase in oil and natural gas prices lowers ExxonMobil Downstream and Chemical business profit margins" (Miglani, 2016, par.14). While the size and diversification
The demand pulls the manufacturing processes, rather than the supply. JIT has required a new approach to accounting, as "traditional and standard costing systems track costs as products pass from raw materials, to work in progress, to finished goods, and finally to sales" (Johnson 2004). JIT has resulted in the creation of so-called "backflush accounting' which focuses on the output of an organization and then works "backwards" when allocating costs
falling into a functional rut. This is exemplified in the approach Kuiper Leda also takes with regard to optimizing lead times throughout the productions scheduling and fulfillment processes as well. In summary, Kuiper Leda has many of the foundational processes, systems and roles in place to enable an efficient demand-driven supply chain network (Barrett, 2007), including the ability to synchronize suppliers, inbound quality management and inspection, production scheduling, manufacturing, and