생산관리 도요타 분석(영문)

생산관리 도요타 분석(영문)

[생산관리] 도요타 분석(영문).docx

목차 BACKGROUND TOYOTA PRODUCTION SYSTEM THE GEORGETOWN RAMP UP OPERATIONS PRODUCTION CONTROL QUALITY CONTROL PURCHASING THE SEAT MANUFACTURING AND INSTALLATION THE SUPPLIER SIGNS OF PROBLEMS MAY 1, 1992 Q1. As Doug Friesen, what would you do to address the seat problem? Where would you focus your attention and solution efforts? What options exist? What would be recommended? Why? Q2. Where, if at all, does the current routine for handling defective seats deviate from the principles of the Toyota Production System? Q3. What are the causes of recall problems of Toyota in 2010-2011? What would be recommended? 본문 Summary and creative answers to Toyota Motor Manufacturing, U.S.A., Inc. BACKGROUND Toyota invested up to 800 million dollars in Kentucky and made Toyota into a multinational corporate company. But Toyota very concerned about the reputation of high quality at low cost. Toyota tried to transplant its unique production system to Bluegrass Country effectively. In this way Toyota could increase its market size in the long run around the American and European regions. TOYOTA PRODUCTION SYSTEM Toyota s main motive is producing the best cars, attracting a variety of customers with no flaw, giving the best quality to its customers with the least cost for production. Toyota production system was employed to eliminate waste of overproduction. Toyota implemented JIT: produce only what was needed, only how much was needed, and only when it was needed. Jidoka: make any production problems instantly self-evident and stop producing whenever problems were detected. THE GEORGETOWN RAMP UP When Toyota transplanted TPS to George Town , they placed emphasis on human infrastructure, initiating a hiring and training program from top managers to cooperations personnel. Training was good to actually see and learn how different it was from the way of American operation and the way of Japanese operation. 키워드 생산관리, 도요타, 분석, 생산, 관리