Academic literature on the topic 'Toyota Company'
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Journal articles on the topic "Toyota Company"
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Mostovaia, Anna. "Origins and Development of Japanese Automotive Industry in 1920-1945, the Case of Toyota Motor Company." Problemy dalnego vostoka, no. 1 (2023): 121. http://dx.doi.org/10.31857/s013128120024395-5.
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The paper addresses the issue of Japanese automotive industry development focusing the case of Toyota Motor Company. The historical background effected the emergence of national automakers is described. The main internal and external factors (industrial policy, socio-economic problems, Chino-Japanese and Pacific Wars and etc.) that have influenced the process of establishing of the Japanese automobile industry. The author points out the role of Toyoda Kiichiro, the founder of Toyota Motor Company, who defined the unique approach to company development and managed to adapt its operations to dramatically changing circumstances of wartime economy. The two main periods of company evolution are revealed. The first period characterizes the performance of Toyota as a structural division of Toyoda Automatic Loom Company emphasizing the design of passenger automobile. The second period illustrates the activities of an independent automotive company fully incorporated into a war-oriented economy. It concludes that, state policy towards automotive industry created the favorable environment for national companies.
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Du, Yunlin. "Business Analysis of Toyota Based on Enterprise Value Multiple and PEST Analysis." BCP Business & Management 37 (February 1, 2023): 401–6. http://dx.doi.org/10.54691/bcpbm.v37i.3592.
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Toyota is a long-established automobile manufacturing company with both a broad market and abundant economic activities. This paper conducts a business analysis of the Toyota company by analyzing the accounting statements and financial data of Toyota company for sales, profitability, and stock value. Overall, Toyota has an advantageous position in terms of sales compared to other competitor companies and also in terms of profitability by analyzing the marginal net profit, it is concluded that Toyota's profitability is in the middle to upper level compared to other competitors. In the stock value analysis, by comparing the enterprise value multiple and the price-to-earnings ratio analysis, it is concluded that Toyota has the highest price-to-earnings ratio compared to other competitors, thus concluding that Toyota has a high stock return and a rich investment value. This research paper provides relevant business analysis for major companies in the automotive manufacturing industry for the last two years, reflecting the business conditions of different companies and the future prospects of Toyota.
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Setiawan, Budi, and Jerry Heikal. "Success Secret of Top Management Japanese Employees in PT. Toyota Motor Manufacturing Indonesia by Using Ethnography Theory." AKADEMIK: Jurnal Mahasiswa Ekonomi & Bisnis 4, no. 3 (2024): 1077–92. http://dx.doi.org/10.37481/jmeb.v4i3.871.
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The Toyota Company is a large company that is spread throughout the world. With the number of employees currently reaching 370 thousand people, Toyota strives to ensure that all employees can work according to the rules and can benefit the company's progress. So Toyota's top management opens up opportunities for expatriates or Japanese Toyota employees with achievements to occupy important positions in several Toyota affiliate organizations. This research is a qualitative research using Ethnography Method. Data collection was carried out by In-depth interviews, life-histories, and documentary data. From the results of this study, it can be concluded that there are 3 of secret of success of Japanese Employee such us 1. Discipline a part of your daily life (Shitsuke), 2. Understand and Applying the TOYOTA WAY, 3. Contribute to making improvements in current operations.
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Argadinata, Angga G. "Implementasi teori motivasi pada Toyota Motor Company." Jurnal Manajemen 9, no. 2 (2018): 137. http://dx.doi.org/10.32832/jm-uika.v9i2.1526.
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<div><p class="1eAbstract-text"><em>Motivation is an important and indispensable factor for an organization. For an organization, achieving goals, as measured by organizational performance, is a necessity. To meet these needs, employees as organizational actors must have motivation and be goal-oriented. The end result of the motivation process is performance. Well-motivated employees will eventually perform well. Toyota Motor Company is one of the leading car makers in the world. Toyota's achievement is inseparable from the role of employees who work in it. By paying attention to motivational theories related to meeting the needs of its employees, Toyota Motor Company strives to direct and mobilize its employees to provide good performance, which in turn will improve the company's overall performance through the programs that have been created and implemented for its employees.</em></p><p class="1eAbstract-text">Motivasi adalah faktor penting dan sangat diperlukan bagi suatu organisasi. Mencapai tujuan bagi organisasi, yang diukur dengan dari kinerja organisasi, adalah suatu keharusan. Untuk memenuhi kebutuhan ini, karyawan sebagai pelaksana dalam organisasi harus memiliki motivasi dan berorientasi pada tujuan. Hasil akhir dari proses motivasi adalah kinerja. Karyawan yang bermotivasi baik pada akhirnya akan berkinerja baik. Toyota Motor Company adalah salah satu pembuat mobil terkemuka di dunia. Prestasi Toyota tidak terlepas dari peran karyawan yang bekerja di dalamnya. Dengan memperhatikan teori motivasi yang terkait dengan pemenuhan kebutuhan karyawannya, Toyota Motor Company berupaya mengarahkan dan memobilisasi karyawannya untuk memberikan kinerja yang baik, yang pada gilirannya akan meningkatkan kinerja perusahaan secara keseluruhan melalui program-program yang telah dibuat dan diterapkan untuk karyawannya.</p></div>
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Su, Wanting. "Analysis and Valuation of Toyota’s— Multiple Valuation Method of PE Ratio and EV EBITDA Ratio." BCP Business & Management 44 (April 27, 2023): 858–69. http://dx.doi.org/10.54691/bcpbm.v44i.4970.
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With the continuous development of the automobile industry, Toyota has become the world's largest multinational automobile manufacturer. By referring to Toyota's 2019-2022 financial report and comprehensive report, this paper analyzes the company's business strategy and investment strategy and makes a relevant financial analysis. This paper mainly uses two methods of value assessment. The first method is EBITDA/EV, which is also considered an enterprise value multiple valuation model. The second is the price-earnings ratio valuation, which can be used to determine whether a company is overvalued or undervalued in the market. Based on the above analysis, the author believes that Toyota is overvalued, but it is relatively safe for investors based on its excellent operating performance and its leading position in the industry. At the same time, the author also expounds on the influence of Toyota's overvaluation on future development and emphasizes Toyota's current competitive advantages and potential market threats. Furthermore, since Toyota has undergone great changes in recent years and there are few types of research on Toyota from 2021 to 2022, the research significance of this paper is to help readers better grasp the recent financial status, business strategy, and enterprise value of Toyota.
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Fu, Huachen. "Analysis of Toyota's Operations to Maintain its Brand Position During the COVID-19 Pandemic." BCP Business & Management 37 (February 1, 2023): 388–93. http://dx.doi.org/10.54691/bcpbm.v37i.3590.
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Toyota is a major multinational corporation dedicated to the manufacture of automobiles and transportation equipment, with sales ranked among the world's top and named a Number 1 Motor Vehicle Company on Fortune Magazine's 2020 "World's Most Admired" list 2020. The main purpose of this article is to analyze how the strategies implemented by Toyota during the COVID-19 pandemic period (late 2019-2022 in this article) have helped it regain its business viability as soon as possible and to assess the feasibility of these strategies for other automobile manufacturing companies through three aspects: actual cases, financial analysis, and SWOT analysis. According to the author's research, most business analysis articles only start from a company itself or give an appropriate opinion of this company, but this article wants to give an opinion to other car companies by analyzing Toyota's strategy to give an opportunity to the current trend of economic globalization.
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Nemesis, Olivia, and El Chris Natalia. "Pengaruh Penempatan Produk Toyota terhadap Kesadaran Merek pada Film "Nanti Kita Cerita Tentang Hari Ini"." Journal of Servite 3, no. 1 (2021): 1. http://dx.doi.org/10.37535/102003120211.
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Product placement can be used as a way to promote a product or service. The product or service is displayed in such a way as to give the impression that the product or service is part of a film or TV program. Toyota displays its products in the film “Nanti Kita Cerita Tentang Hari Ini”. “Nanti Kita Cerita Tentang Hari Ini” is a film with the theme of family. This study aims to determine the influence of Toyota's product placement on brand awareness in the film “Nanti Kita Cerita Tentang Hari Ini”. The research method used is quantitative explanative by distributing questionnaire online. The results show that there is a positive influence between the product placement of Toyota on brand awareness in the film “Nanti Kita Cerita Tentang Hari Ini”. In addition, respondents also agreed that they can identify Toyota as an automotive company and that Toyota's car products are shown without disturbing the respondent's focus while watching the film.
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Prabowo, Galih Akbar. "Media Relations Activities as A Public Relation Strategy Implementation of PT. Toyota Astra Motor." QAULAN: Journal of Islamic Communication 1 (November 18, 2020): 49–60. http://dx.doi.org/10.21154/qaulan.v1i0.2384.
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Abstract: Public relations have an important role in a company. Not only in the effort to ensure good relations with the internal stakeholders, but also with its external stakeholders. In relation to external stakeholders, the media is one of the parties that have important roles in the formation of the company image. PT. Toyota Astra Motor as an international scale automotive company is an example of a company that owns a large commitment to building a good relation with media. Media relations activities conducted by the company have been proving that PT. Toyota Astra Motor not only placed the press as an instrument to build a positive image of the company but even more than that, the media is one of the important stakeholders and a partner for the PT. Toyota Astra Motor Itself.
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WU, SIMON, MAURICIO F. BLOS, HUI MING WEE, and YI-LI CHEN. "CAN THE TOYOTA WAY OVERCOME THE RECENT TOYOTA SETBACK? — A STUDY BASED ON THE THEORY OF CONSTRAINTS." Journal of Advanced Manufacturing Systems 09, no. 02 (2010): 145–56. http://dx.doi.org/10.1142/s0219686710001867.
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The Japanese carmaker Toyota has long been regarded as the pinnacle of Japanese innovation, manufacturing quality and industrial strength — particularly since it overtook General Motors in 2008 to become the world's biggest carmaker. Its "lean" manufacturing techniques and culture of continuous improvement were the envy of the business world. Companies sent delegations to tour Toyota's factories in the hope that some of its magic would rub off on them. But within a few weeks all this has changed. Problems with "unintended acceleration" of its cars which the firm has belatedly taken seriously, has resulted in a crisis within the company. Toyota's woes were compounded on 9 February 2009 when it said it would also recall 440,000 hybrid vehicles, including the celebrated Prius, to fix a problem with their brakes. The firm's reputation for quality, on which the business was built, is shattered. Its market capitalization has dropped by an amount roughly equal to the entire value of Ford. But the greatest damage has been done by its misreading and mishandling of the crisis. Surrounding this current problem, we came with an interesting question: Can the Toyota Way bring back Toyota to the lead? The aim of this paper has the intention to answer two significant questions. The first question is "Is the Toyota Way safe enough to prevent problems brewing outside its factories?" In order to address this question and get reasonable answer, this study tries to use the Theory of Constraints (TOC) to discover the root causes and countermeasures of how Toyota's Way can bring back Toyota to the lead. The second question is "Can TOC deal with this kind of complicated problem effectively?" From the case study, we successfully answered the two preceding questions, presenting some findings about TOC problem solving strategy.
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Mahadzir, Nur Maisarah, and Norziana Lokman. "Factors Influence Employee Level of Integrity in Automotive Company." ADVANCES IN BUSINESS RESEARCH INTERNATIONAL JOURNAL 5, no. 3 (2019): 23. http://dx.doi.org/10.24191/abrij.v5i3.10050.
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This study investigated the factors that influence employee level of integrity at UMW Toyota Motor. There are three factors identified as the predictor in the study, namely, individual, organizational, and situational factors, which are expected to affect employee level of integrity. Data were collected through questionnaires distributed between October 2018 and March 2019 to all employees of UMW Toyota Motor. A total of 300 respondents were approached, and 137 (46%) questionnaires were returned for analysis. The data collected were analyzed using descriptive, correlation, and regression analysis. The finding concluded that the level of integrity among employees of UMW Toyota Motor is high. The regression analysis result showed that situational factors have significant and positively associated with the employee level of integrity. The result indicated that situational factors such as peer pressure, financial distress, leadership influence, and ethical norms at the workplace affected the integrity level of employees.
Dissertations / Theses on the topic "Toyota Company"
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Torres, Montoya Nelson C., Cáceres Edilfonso T. Cáceres, and Lazo Gonzalo M. Casas. "Plan estratégico para Toyota Motors Sales Company." Master's thesis, Universidad del Pacífico, 2015. http://hdl.handle.net/11354/1019.
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Toyota USA desde 1957 a 1999 mantuvo un crecimiento lento “jojo” –principio Toyota- y desarrollo constante con calidad “kaizen” llegando en 1999 a 8% de market share. En la década del 2000, cambió su estrategia y priorizó el crecimiento acelerado, sacrificando controles en sus lanzamientos, llegando a 13,9% de MS en el 2008. El análisis externo e interno evidencia que la crisis económica ha sido manejada, el gobierno ha adoptado medidas para reactivar la industria y promover la demanda. La competencia ha adoptado medidas de reestructuración y fusiones, y se están recuperando. En cambio, Toyota ha frenado su crecimiento; sus ventas han caído de 1,908 millones de vehículos en el 2008 a 1.718 millones al 2010, y su MS está en 15,3%, lo que representan una amenaza ante las debilidades que afronta: su imagen, crecimiento lento y sistemas productivos y de calidad. En la formulación del plan estratégico se debe corregir la tendencia, recuperar la imagen y establecer acciones estratégicas de marketing para impulsar las marcas en los segmentos convencional, premium e híbrido, y acelerar su crecimiento, recuperando mercado y alcanzando al líder GM pero con calidad y de manera sostenible.
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Nejedlý, Tomáš. "Porovnání japonského a českého managementu ve společnosti TOYOTA TSUSHO." Master's thesis, Vysoká škola ekonomická v Praze, 2009. http://www.nusl.cz/ntk/nusl-75612.
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Life in multicultural corporations, especially Japanese culture integration, is currently one of most discussed and watched topics. Main goal of diploma work is to investigate what scale of Japanese and Czech culture interaction for international corporation can bring the fruit and be helpful or how can appeal as a barrier of Japanese company growing on Czech territory. In literary recherche are described four major parts of problematic investigation: human resource, decision procedures, information share and communication, ethnocentrism In next part are explained typical Japanese tools used in management in Japan. There are explained on examples advantages and disadvantages applying them in Europe condition. In last section there is provided questionnaire to compare Czech and Japanese management in Toyota Tsusho, main parts: character profiles, leading stiles, expert knowledge, soft skills, manager performance and company culture. On the end in conclusion was verified for main thesis established in the beginning of diploma work.
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Prachař, Pavel. "Ocenění podniku Toyota Peugeot Citroën Automobile Czech, s.r.o." Master's thesis, Vysoká škola ekonomická v Praze, 2012. http://www.nusl.cz/ntk/nusl-163465.
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This final thesis is focused on evaluation of company Toyota Peugeot Citroën Automobile Czech, s.r.o. There were used several evaluation methods, among which belong cash-flow discount method (FCFE and FCFF) and economic value added discount method (EVA). The final thesis is composed of two main parts. The first theoretical part provides general insight into evaluation methodology. For example what company is, why evaluation should be performed, what evaluation categories exist etc. The second part is dedicated to practical use of evaluation knowledge. This includes strategic analysis, creation of value generators (i.e. sales, profit margin, working capital, and long-term assets value generators). From four of these value generators, company financial plan for years 2012-2016 has been made. Financial plan is then used as source for final evaluation. The evaluation of Toyota Peugeot Citroën Automobile Czech, s.r.o. at 30 April 2013 equals to 24,483 million CZK.
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Amanda, Persson, and Kronander Philipson Sara. "En analys av hur förbättringsprocesser kan bli en naturlig del i företagskulturen. : En studie av två förbättringsprocesser inom ett fallföretag." Thesis, Högskolan i Gävle, Avdelningen för industriell ekonomi, industridesign och maskinteknik, 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:hig:diva-32469.
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Companies competing in the global markets are constantly exposed to the market pressure regarding differentiation from competitors and contribute to development. To be able to create competitive advantages and handle the markets expectations, companies are required to develop both processes and employees. A well-established strategy is Toyota's methodology, widely used since Toyata is regarded being a market leader. Since many companies have difficulties achieving Toyota's success, Mike Rother developed the concept Toyota Kata, which focuses on how management can develop a transparent corporate culture of continuous improvements. Mike Rother considers that the concept Toyota Kata is applicable regardless of the industry, although research is limited regarding implementation of Toyota Kata in service businesses, since the majority of research and literature are based of manufacturing companies. The purpose of this thesis is accordingly to analyze how service businesses are able to create a corporate culture with improvement processes being naturally implemented. By comparing two real improvement processes and investigate how the implementation of Toyota Kata can enable continuous improvements in service businesses improvement processes, the purpose will be answered. The results show many improvement areas regarding the company's improvement processes. The recurring weaknesses in both processes are that they were not naturally implemented in the company, recurring problems, resistance from the coworker and inexplicit goals. The study conclude that Toyota Kata contributes to effective improvement processes. However, requirements are placed on the company’s commitment to create a new corporate culture. Toyota Kata can also be combined with Kaizen-workshop and PDCA, to achieve a greater impact. To deeply understand the implementation of Toyota Kata in service businesses, more studies have to be conducted in the field which is based on analysis of service businesses who has implemented Toyota Kata in their workplace.<br>Företag verksamma i dagens globala marknader utsätts ständigt för påtryckningar att differentieras från konkurrenterna samt aktivt bidra till utvecklingen framåt. För att skapa konkurrensfördelar samt hantera marknadens förändringar krävs det att företag arbetar aktivt med att utveckla processer och medarbetare. En väletablerad strategi är Toyotas arbetsmetodik som fått spridning då Toyota anses vara ledande inom sin bransch. Då flertalet företag har svårt att uppnå samma framgång som Toyota, har Mike Rother utvecklat konceptet Toyota Kata, som tar avstamp i hur företagsledningar ska utveckla en mer transparent företagskultur av ständiga förbättringar. Mike Rother anser att konceptet Toyota Kata kan användas av alla företag oavsett bransch, samtidigt är forskningen begränsad gällande implementeringen av Toyota Kata inom tjänsteföretag, då majoriteten av forskning och litteratur grundas i tillverkande företag. Studiens syfte är således att analysera hur tjänsteföretag kan skapa en företagskultur där förbättringsprocesser sker naturligt. Detta genom att jämföra två verkliga förbättringsprocesser och undersöka hur appliceringen av Toyota Kata kan möjliggöra ständiga förbättringar av tjänsteföretags förbättringsprocesser. Tillvägagångssättet för studiens genomförande är en litteraturgenomgång och 23 semistrukturerade intervjuer. Resultatet visar flertalet förbättringsområden gällande fallföretagets förbättringsprocesser. De återkommande svagheterna inom båda processerna var att de inte är naturliga i företaget, återkommande problem, motstånd från medarbetare samt otydliga mål. Slutsatsen är att Toyota Kata bidrar till effektivare förbättringsprocesser. Höga krav ställs dock på verksamhetens engagemang i att skapa en ny företagskultur. Toyota Kata kan även kombineras med Kaizen-workshop och PDCA för att uppnå högre genomslagskraft. För att skapa mer förståelse för appliceringen av Toyota Kata i tjänsteföretag krävs fler studier inom området som grundar sig i analyser av tjänsteföretag som applicerat Toyota Kata i sin verksamhet.
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Håkansson, Erik, and Viktor Åberg. "Measuring Interest Rate Risk in the Treasury Operations of an International Industrial Company Group : A Case Study of Toyota Industries Finance International." Thesis, Linköpings universitet, Företagsekonomi, 2012. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-78883.
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Background: The volatility in the interest rate market have increased during the last decade and this have made interest rate risk management more important for both financial institutions and non-financial companies with short- and long term financial commitments. Objective: The main objective of this thesis is to analyze different ways of measuring interest rate risk in the treasury operations an international industrial company group. Further, the study will also examine the way treasury departments of international industrial company group’s measure interest rate risk and explain why this method have been chosen. Method: The research method of the thesis is a case study and a mix of both quantitative and qualitative data has been used to conduct it. The quantitative data have been secondary data received from TIFI’s treasury management software and the qualitative data have been collected through a survey with eight treasury managers from other international industrial company groups. Conclusion: The repricing model is suitable because it is straight forward, fairly easy to communicate to management and it focuses on the book value. However, defining relevant time buckets might be difficult. The duration model is a good measurement tool because it can be used in a variety of ways, but a disadvantage is that it focuses on the market value, which might not be appropriate for treasury departments. Stress testing captures the true change in market value, but demands forecasts about future interest rate movements and lacks tools to manage the interest rate risk. Treasury departments of international industrial company groups use a variety of measurement methods. The most frequently used methods are duration-, maturity- and Value at Risk models and different kinds of stress tests. The method should not only measure the interest rate risk in a correct way but it should also be easily explained to management and other executives in the company that might not have knowledge about financial economics. The main difference between treasury departments and commercial banks is that commercial banks try to earn money on interest rate fluctuations, whereas treasury departments want to minimize the impact of interest rate fluctuations in order to support the company group’s core business.
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Motyčka, Jan. "Návrh interního zásobování výroby ve společnosti Walter s.r.o." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2016. http://www.nusl.cz/ntk/nusl-241482.
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The diploma thesis is focused on proposal of internal production supply in the Walter Ltd. The company is undergoing changes in the production layout and therefore it is necessary to design a new system of production supply. The theoretical part focuses on Toyota production system and methods used in this system. Next part of the theoretical part is dedicated to lean management and lean manufacturing. The last point of theoretical part are supplying and material handling. The theoretical part is basis for analytical part in which is mapped the current state of supplying production lines. The last point of diploma thesis are solution proposals based on analytical data’s.
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Waddington, Andrew John. "Investigating the impact of brand reputation on brand architecture strategies : a study on a South African automotive company." Thesis, Rhodes University, 2012. http://hdl.handle.net/10962/d1002796.
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The brand architecture of an organisation has become increasingly important to global management and marketing professionals, as it deals with structures and designs of brands which are constantly influenced by a changing environment. The market realities and changes brands face continuously impact the reputation of the brand, which is critical to sustain competitive advantage. The primary purpose of the study was to investigate the impact brand reputation has on brand architecture strategies, and an automotive company was chosen as the focus of the research. This research aims to help managers, marketers and brand owners make informative decisions regarding the brand architecture of a company. A quantitative content analysis methodology was used along with a webpage keyword counting application (WebWords). The application was used based on the principles outlined by Corporate Brand and Reputation Analysis (COBRA), which uses a four step progressive filtering process in filtering traditional and consumer generated media. The results from WebWords were then aligned to the brand architecture strategies from the brand relationship spectrum (BRS) to gain insight as to which of the strategies from the BRS were most vulnerable to reputational damage. The study found that the branded house and sub-brand strategies were most vulnerable to reputational damage based on the number reputational hits received. The connection between the master brand and the sub-brands could cause both brands to be affected should any reputational issues arise.
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Talai, Jonas Jones. "Change initiative : How resistance & obstacles can affect organizations: From a blue-collar and manager perspective: a case study of a manufacturing company in Sweden." Thesis, Karlstads universitet, Fakulteten för hälsa, natur- och teknikvetenskap (from 2013), 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:kau:diva-44404.
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The global market is very competitive due to fast changes in complex business environments and to survive or expand the business, organizations must embrace organizational change. However, adapting to change is not always easy, where organizations may experience obstacles and resistance along the way. Organizations may also experience that it is very hard to implement lean successfully, due to lack of know-how but especially resistance. The traditional way is to blame the blue-collars for the disturbing circumstances but in modern times the wind has changed its course where the managers themselves can be a contributor for implementation failures. Therefore, the aim of the research is to investigate what advantages that can be obtained by implementing a certain change initiative. Furthermore, to determine where resistance occurs and how to eliminate or reduce them. The change initiative in this research is implemented by conducting a case study in a Small Medium Enterprise (SMEs), where the main goal is to reduce the changeover time of a machine, by finding improvement suggestions using the Single Minute Exchange of Die (SMED) methodology. The results generated several improvement opportunities and gave an indication that there is a huge potential for improvements and elimination of waste during a typical changeover. The positive outcomes of implementing these improvement opportunities could theoretically reduce the changeover time, which directly reduces the overall cost but higher responsiveness, flexibility and efficiency can also be obtained. However, the evidence tells a story where the organization could experience obstacles during the implementation of the improvement suggestions, due to several factors. Surprisingly, the evidence points out that one root problem for resistance is difficulties of describing the underlying reason of the change initiative to the blue-collars. Moreover, there is in fact resistance and lack of awareness of the SMED methodology among the blue-collars and the managers, where fear of the unknown is another root problem for resistance.
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Jui-Chun, Lee, and 李瑞鈞. "A Research on the Key Success Factors of Motor Company—A Case of TOYOTA Motor Company in Taiwan." Thesis, 2005. http://ndltd.ncl.edu.tw/handle/82228873308606144655.
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碩士<br>開南管理學院<br>企業管理研究所<br>93<br>After Taiwan’s entering into WTO and its China policy getting more and more released, many motor companies in Taiwan have been adjusting their ways of operations and management according to the changing of both internal and external environment. The study is aimed to explore the operational strategies taken by the motor industry and prioritizing the key success factors (KSFs) that help the motor companies gain competitive advantages in the highly competitive environment. The study is to take TOYOTA Motor Company in Taiwan as an example to analyze the company’s operational strategies and KSFs which keep it remain the highest market share. This study employs the Analytic Hierarchy Process (AHP) to examine the KSFs of the TOYOTA Company based on Michael Porter’s value chain that consist of two dimensions: core activities and supply activities. From the weight analysis of AHP, it concludes that the orders of the top five KSFs of TOYOTA Motor Company are “Differentiation in Marketing” (0.131), “Motor’s Value Chain” (0.098), “Marketing by Events on Weekends” (0.090), “CRM Establishment” (0.086), and “Nationwide Maintenance” (0.067). In addition, the study suggests that in the short run the case company can extend its value chain and in the long run it can adopt growth strategies. Moreover, while the case company keeps improving operational performance and enhancing customer satisfaction, it can develop differentiation competitive strategies for uplifting its core competence that will be continuously accumulated to future competitive advantages.
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HUNG, PIAO-FENG, and 洪彪峯. "A Case Study of the Toyota Production System - V Company As an Example." Thesis, 2018. http://ndltd.ncl.edu.tw/handle/a6mh7f.
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碩士<br>逢甲大學<br>經營管理碩士在職學位學程<br>106<br>Toyota Production System two major philosophy is instant and automation, major systems management approach is a radical improvement to reduce wastewithin the enterprise,based on the improvement of cost reduction activities, improve production efficiency、productivity、quality and reduce costs.
Using Company V as an example, a value stream mapping (VSM) analysis approach was adopted to material acquisition, inspection, manufacturing, assembly, and shipping. These forecasts were examined to identify unnecessary wastes. Then, Toyota Production System concepts were incorporated to improve the operating model implemented in Company V, reduce unnecessary wastage and cost, and improve efficiency and quality, thereby effectively enhancing competitiveness and ultimately achieving sustainable management.
Books on the topic "Toyota Company"
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Dean, Morgantini, Rivele Richard J, Braun Lawrence C, and Chilton Book Company, eds. Chilton Book Company repair manual.: Covers all models. Chilton Book Co., 1991.
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A, Freeman Kerry, ed. Chilton Book Company repair & tune-up guide.: All U.S. and Canadian models of Toyota Celica and Toyota Supra. Chilton Book Co., 1988.
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Magee, David. How Toyota became #1: Leadership lessons from the world's greatest car company. Portfolio, 2007.
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Company, Chilton Book, ed. Chilton Book Company repair manual.: All U.S. and Canadian models of Toyota Camry. Chilton Book Company, 1992.
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A, Freeman Kerry, Rivele Richard J, Baxter John M, and Chilton Book Company, eds. Chilton Book Company repair & tune-up guide.: All U.S. and Canadian models of Toyota Camry. Chilton Book Co., 1987.
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A, Freeman Kerry, Rivele Richard J, Settle W. Calvin, and Chilton Book Company, eds. Chilton Book Company repair manual: Toyota trucks 1970-88 : all U.S. Canadian models of pick-ups, Land Cruisers, and 4Runner, including 4-wheel drive and diesel engines. The Company, 1988.
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Kenkyūkai, Toyama Ābanizumu, ed. Konpakuto shiti no ābanizumu: Konpakuto na machizukuri, Toyama no keiken = Compact city urbanism : tracing the experiences in Toyama City. Tōkyō Daigaku Shuppankai, 2020.
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Chambers, K. Dennis. Toyota. Greenwood Publishing Group, Inc., 2008. http://dx.doi.org/10.5040/9798216026730.
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Toyota rose from the ashes of World War II to become, just fifty years later, one of the dominant automakers in the world. How did Toyota do it? How did it go from making cars that Westerners pointed to and laughed at to making cars, like the Lexus, that people now lust after? That's what this book is all about. As veteran writer K. Dennis Chambers shows, Toyota, crazy like a fox, had a long-term plan to become a top-tier player in the auto industry. Through patience, persistence, and a willingness to dream of a different future as well as to look back to the past for ideas, Toyota has succeeded step by step. Yes, Toyota is unique. From peddling ugly 3-cylinder cars to working with quality guru W. Edwards Deming (when his U.S. countrymen thought him a crank) to totally revamping production processes, Toyota has never been afraid to chart its own path. Readers will learn what makes Toyota tick through Chambers's penetrating text, which: -Explains the importance of the company and the essential disruptions that changed business forever. (Think Prius.) -Details Toyota's origins and history. -Presents biographies of the founders and the historical context in which they launched the company. -Explains Toyota's strategies and innovations. -Assesses Toyota's impact on society, technology, processes, methods, etc. -Shows how Toyota beat the competition and wormed its way into the U.S. and European markets. -Details financial results. In addition, Chambers offers special features that include a look at the colorful people associated with Toyota, interesting trivia, a Toyota time line, a focus on products, a look at how the company treats and trains its workers, and where the company is headed. Toyota—a company that changed, and is changing, the world.
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Chilton Book Company repair manual.: Covers all models of Toyota Celica and Toyota Supra. Chilton Book Co., 1990.
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Röhr, Klaus. "Die Toyota Motor Company." In Operative Exzellenz in Retailbanken. Springer Fachmedien Wiesbaden, 2017. http://dx.doi.org/10.1007/978-3-658-17165-0_2.
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Monden, Yasuhiro. "Functional Management to Promote Company-Wide Quality Control and Cost Management." In Toyota Production System. Springer US, 1994. http://dx.doi.org/10.1007/978-1-4615-9714-8_15.
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Takeuchi, Noboru, and Takehito Kimura. "What Is the Company-Wide Function of OMCD?" In The Toyota Production System Journey. Productivity Press, 2022. http://dx.doi.org/10.4324/9781003323310-34.
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Takeuchi, Noboru, and Takehito Kimura. "Learning the Ideology and the Techniques, Implementing Kaizen in Jishuken Inside the Company." In The Toyota Production System Journey. Productivity Press, 2022. http://dx.doi.org/10.4324/9781003323310-40.
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Takeuchi, Noboru, and Takehito Kimura. "Visualize the Workplace by Initially Doing 2S, Especially in the TPS Level Grade A Company." In The Toyota Production System Journey. Productivity Press, 2022. http://dx.doi.org/10.4324/9781003323310-57.
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Takeuchi, Noboru, and Takehito Kimura. "Learning the High-Level Features of TPS, Implementing Kaizen of Production in Jishuken Inside the Company." In The Toyota Production System Journey. Productivity Press, 2022. http://dx.doi.org/10.4324/9781003323310-60.
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Takeuchi, Noboru, and Takehito Kimura. "Learning the High-Level Features of TPS, Implementing Kaizen of Logistics in Jishuken Outside the Company." In The Toyota Production System Journey. Productivity Press, 2022. http://dx.doi.org/10.4324/9781003323310-61.
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Hibino, Shozo, Koichiro Noguchi, and Gerhard Plenert. "Secret Ingredient #4: A Company That Nurtures People—The People Involvement Principle." In Toyota’s Global Marketing Strategy. Productivity Press, 2017. http://dx.doi.org/10.1201/9781315163567-6.
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Brooker, Paul, and Margaret Hayward. "Toyota." In Rational Leadership, 2nd ed. Oxford University PressOxford, 2023. http://dx.doi.org/10.1093/oso/9780198894643.003.0003.
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Abstract Taiichi Ohno was never CEO of Japanese car company, Toyota (he was instead a partner with CEOs in dual-leadership teams), but his innovative ‘lean’-production system made a key contribution to Toyota’s development into a globally iconic corporation. The chapter begins by describing the pioneering contribution of Toyota founder, Kiichiro Toyoda, who invented the notion of just-in-time production in the 1930s. In the 1950s, Ohno’s emphasis on innovative adaptation to Japan’s (distinctive) car market and factory environment led to a new production system. It included just-in-time, continuous-flow, and kanban aspects that would soon be internationally famous. Ohno also used both quantitative and strategic calculation, particularly in his grand strategy of reducing cost/waste in production. The chapter’s final section looks at Toyotaism versus Fordism: the rivalry between American and Japanese production systems.
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Pirruccello, Andrew. "Performance Management Reform at Toyota Motor North America." In Performance Management Transformation. Oxford University Press, 2020. http://dx.doi.org/10.1093/oso/9780190942878.003.0002.
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Toyota’s entire competitive landscape is beginning to shift. Toyota is no longer just an automotive manufacturer; it is transforming into a mobility company. As the company embarks on this transformation, it is critical to have agile programs and processes in place that will facilitate this growth and transformation for the organization and team members. This chapter discusses the impetus for performance management (PM) reform at Toyota; this involves how the company’s PM process was carefully studied and reviewed in order to glean insights and pain points. Process design and piloting of Toyota’s new PM process are discussed, followed by implementation, lessons learned, and potential future directions for PM at Toyota.
Conference papers on the topic "Toyota Company"
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Ward, Allen C., Jeffrey K. Liker, Durward K. Sobek, and John J. Cristiano. "Set-Based Concurrent Engineering and Toyota." In ASME 1994 Design Technical Conferences collocated with the ASME 1994 International Computers in Engineering Conference and Exhibition and the ASME 1994 8th Annual Database Symposium. American Society of Mechanical Engineers, 1994. http://dx.doi.org/10.1115/detc1994-0009.
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Abstract This article presents a paradigm for concurrent or simultaneous design. The paradigm explains apparent paradoxes in the development strategies of the Toyota Motor Company. Evidence from various interviews in the U.S. and Japanese automakers and automotive suppliers is presented, including two in-depth case studies. The article concludes with a discussion of the potential benefits of this paradigm.
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MIELCZAREK, K. "An Importance of the Roof of the Toyota House Factors in the Food Industry." In Quality Production Improvement and System Safety. Materials Research Forum LLC, 2023. http://dx.doi.org/10.21741/9781644902691-30.
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Abstract. The article presents a case study of the practical use of BOST surveys to identify the most important areas in the functioning of enterprise in perception of the company mission by their employees. This is an important element in the consciousness of the worker and is part of the delegation and self-organization to the lowest level. The research object is company from food industry. Some production workers of the company with the help of BOST questionnaire survey showed, which factors are the most important. Based on the survey results of carried out on the population of production workers, a series of importance areas for improvement was formulated. The aim of the analysis is to present which factors are the most important by building the significance sequences of obtained results. The results obtained for the type of small and medium-sized enterprises overlap with the results of tests verified in other enterprises.
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"Buying Behavior of Employees in Toyota Tsusho Forklift (Thailand) Company Limited for Personal Cars." In April 18-19, 2017 Kyoto (Japan). DiRPUB, 2017. http://dx.doi.org/10.15242/dirpub.dirh0417087.
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Hirotsu, Chihiro. "Statistical training of researchers in total quality management: The Japanese experience." In Training Researchers in the Use if Statistics. International Association for Statistical Education, 2000. http://dx.doi.org/10.52041/srap.00103.
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A training system for statistical methods in Total Quality Control or Total Quality Management is discussed and we suggest what and how to teach. It is stated that we have no department of statistics in the universities in Japan and stressed that applied statistics is most efficiently taught to those who have their own problems and motivations to apply these statistical methods. It is then essential for a company to have their own training systems for the TQM researchers although some extra company training courses may also be efficiently utilised. As an example we introduce in some detail the seminars provided by JUSE as well as in-company training systems of Toyota Motor Corporation and Takenaka Corporation.
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Ciobanu, Arina. "Effectiveness of applying jit (just-in-time) methods in company management." In Simpozion Ştiinţific al Tinerilor Cercetători. Ediţia a 22-a. Academy of Economic Studies, 2025. https://doi.org/10.53486/sstc2024.v1.16.
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The aim of this article is to study the effectiveness of the JIT (Just-In-Time) method applied in companies on the market of the Republic of Moldova and on the European market, as well as to identify the necessary measures for the implementation of this method in constant use by different companies. The article analyzes two companies: McDonald's and Toyota, which use the JIT method to optimize production processes, to reduce stock and resource costs. The study is based on document review, content analysis, summarization and comparison of the two models. Statistical data from two companies were used as information materials, and publications from specialized publications were used as information support. The results of the study showed that the use of the JIT method helps to reduce the level of losses and unnecessary movements of goods in the warehouse, which, in turn, favorably affects the development of the company. There is a need to implement this method, thanks to which the company can achieve high results.
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Novićević Čečević, Bojana, and Jelena Daraboš. "IMPROVING EFFICIENCY OF HEALTH CARE ORGANIZATIONS USING LEAN CONCEPT." In 6th International Scientific Conference ERAZ - Knowledge Based Sustainable Development. Association of Economists and Managers of the Balkans, Belgrade, Serbia, 2020. http://dx.doi.org/10.31410/eraz.2020.183.
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Lean, as relatively new management concept, surpasses the traditional mass production and creating stockpiles of goods which have to be placed on the market, without analyzing the customers’ needs. The focus of lean is on creating the value that customers demand and forming the value streams which contain only processes and activities that generate that value and eliminating all types of wastes and non-value adding activities. Lean concept was founded in Toyota company i.e. in manufacturing system called Toyota production system. Nowadays, this concept has been implemented by many worlds known organizations as the crucial part of their production system, but also other supportive processes in the company. Application of the lean concept can significantly improve process efficiency, lead to drastic cost-reduction, improved quality of the products/services provided, but also can be a main factor of increased employees productivity and resource saving. Profitable and unprofitable health care organizations have determined business strategy and adjusted mission and vision of their path thus, they strive for resource optimization in the process of providing satisfactional level of service. Accordingly, the examination of possibilities in implementing lean concept in Health Care organizations, as well as analyzing executed techniques and performed activities in leading companies is more than justified. Health Care organizations can be characterized as complex systems with numerous participants and the need for strict coordination of activities in order to provide demanded value for the customers. Monitoring and measuring the performances on various levels and areas of accountability is highly valuable for the Health Care organizations. Regarding that, the subject of this paper will be indicating specifics of measuring the performances in Health Care organizations and possibilities of their improvement.
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Haekal, Jakfat, Ibrahim Masood, and Muhammad Kholil. "Improvement of production line using Toyota production system and line balancing: A case study in an automotive sub-sector manufacturing company." In 12th INTERNATIONAL CONFERENCE ON MECHANICAL AND MANUFACTURING ENGINEERING 2022 (ICME’22). AIP Publishing, 2023. http://dx.doi.org/10.1063/5.0183814.
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Kocerova, Svetlana, Henrijs Kalkis, and Zenija Roja. "Possibilities of Using Lean and Efficiency Improvement Methodologies in Service Area." In 13th International Conference on Applied Human Factors and Ergonomics (AHFE 2022). AHFE International, 2022. http://dx.doi.org/10.54941/ahfe1002656.
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According to The Toyota Way (Liker, 2004), Lean is a philosophy that was initiated by Henry Ford and later finalized by Toyota in Japan in the 50s and 60s. years. Lean helps to gain a competitive advantage, reduce production costs, deliver high quality products to the customer, and ensure profitability by implementing Lean thinking and tools. Lean and related efficiency improvement methodologies (Lean) are used most in the industrial manufacturing companies and operations, there is little work that researched use of Lean in the service industry. The main goal of the study is to research use of Lean among service area companies in Latvia, define prerequisites for success and measure relevant key performance indicator for Lean and pre-/non-lean organizations to get insides on how companies in the region could benefit from Lean, what is needed to build up a Lean culture.Methods. The work is benchmarking relevant research in other countries, comparing case studies and empirical analysis to show the starting effort and gains that service industry company could get. Lean allows to use the company's resources efficiently and wisely and to plan the delivery of services. All companies, not just those operating in the industrial manufacturing area, can benefit from the implementation of Lean. Results. Now companies have access to a wide range of methodologies and tools that allow them to improve performance and achieve lower cost levels in the long-term run. Large companies use one or more methods. There are many tutorials and books that describe each methodology and tool, but not always revealing the details of process how company executives perform selection from this large variety of choices. Many companies in the service area are familiar with the methodology, but do not know how to get started and get first “quick wins”, although they could achieve as good results as industry and manufacturing. The topicality and necessity of such study in Latvia is determined by the fact that most of the companies there are the representatives of service area, including state institutions. A lot of effort is applied to “push” Lean into organizations (especially in public sector), but success rate is low. For example, in Scandinavian countries, the Lean and Process Improvement methodology is recognized at the national level and is actively integrated in both education system and business life. This trend is less significant in Latvia. Conclusion. The entry threshold for implementing Lean is lower than many organizations originally think it is. There are many examples showing that the initially wrong choice of the methodology application strategy makescompanies tend to fail and drop the use of Lean. There are several major factors that need to be in place to start Lean transformation in service industry and adopt both culture part and tools in order to succeed. Lean has also high impact on the service industry with rather more complicated visualizations of gain, but it is proven to bring good results both in financial and organizational aspects of the company.
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Wohlers, Benedict, Jan Strüwer, Felix Schreckenberg, Felix Barczewicz, and Stefan Dziwok. "A Domain-independent Model for KPI-based Process Management." In 13th International Conference on Applied Human Factors and Ergonomics (AHFE 2022). AHFE International, 2022. http://dx.doi.org/10.54941/ahfe1001621.
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Monitoring, assessing, and improving company processes is one of the most important and challenging tasks of management. Key Performance Indicators (KPIs) are a well-established means of assessing and managing company processes and performance. In previous publications, we transferred the concept of KPIs to mechatronic products. Here KPIs are calculated based on data generated within the production process. Thus, the KPIs provide information about the current condition of the production process and produced products and enable efficient product and process control. The basis of this approach is a KPI model, which enables the specification of company-specific products, product-specific KPIs, and limits. By structuring the KPIs as a hierarchical system, company goals can be expressed at different levels of abstraction through the KPIs and their limits. Thus, goals are assessable for stakeholders at all management levels, which eases communication and reporting. Furthermore, the hierarchical approach allows for a high degree of transparency regarding the monitored processes and potential bottlenecks. Underperforming KPIs can be explained in more detail by diving into subordinated KPIs, utilizing the provided hierarchy. In this paper, we present a revised, domain-independent version of our KPI model. The revised model allows the definition of company-specific processes, products, and data sources that can be linked to the KPIs. In addition, mechanisms have been implemented to add additional parallel or hierarchical company-related levels, such as teams or company sites. To illustrate this, we show the application of the model in two different domains: Supply chain management and software development. For supply chain management, we consider the supply of parts in the material procurement of a manufacturing company. To ensure smooth production, it is essential that the right components are available and, thus, the so-called Seven-Rights of logistics are guaranteed. At the same time, high availability with other target variables is tangential to high logistical efficiency in a company's procurement and production. In this paper, the component availability is considered as top-level KPI, which consists of subordinated KPIs such as the delivery quantity reliability or the delivery time announced by the supplier. Thus, increased component availability can be achieved and further information, such as supplier quality, can be derived and utilized.For software development, we utilize the KPI model to assess and guide a company's DevOps transformation. DevOps was inspired by agile approaches to manage and improve production processes, such as Lean or the Toyota Way. The DevOps transformation is difficult for most companies, as each company may have different reasons and goals associated with it. Some companies aim to increase their software deployment rate, while others focus on software stability and quality. To support companies with this complex task of changing their development process, as well as parts of their organization's culture, a flexible and unique model is needed. In our example, a DevOps maturity index, based on performance, quality, and organizational KPIs is introduced using our KPI model. Based on this index, the status of the DevOps transformation is monitored and the next steps for the transformation can be derived.
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Wishart, Jeffrey D., Yuliang Zhou, and Zuomin Dong. "Review, Modelling and Simulation of Two-Mode Hybrid Vehicle Architecture." In ASME 2007 International Design Engineering Technical Conferences and Computers and Information in Engineering Conference. ASMEDC, 2007. http://dx.doi.org/10.1115/detc2007-35541.
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Hybrid vehicle technology is beginning to make a significant mark in the automotive industry, most notably by the Toyota Prius THS-II and its one-mode technology, but also by two-mode architectures recently introduced. GM-Allison, Renault, and the Timken Company have attempted to capitalize on the advantages over simpler series and parallel architectures that the series-parallel configuration confers on the Prius while also improving the design by allowing the powertrain configuration to physically shift and operate in two different modes depending on the driving load. This work provides an overview of the state-of-the-art in two-mode hybrid vehicle architectures, and demonstrates the performance of this technology in comparison to the market-leading Toyota Prius one-mode hybrid vehicle technology and conventional ICE technology. Simulations in the NREL ADVISOR® software compare the performances of the one- and two-mode architectures against a parallel-full design and the ICE baseline for four different drive cycles and a vehicle with varying weight that simulates a commercial vehicle application. A configuration that is a variation of those designed by GM-Allison was chosen as the representative of the two-mode architectures. The performance metric was fuel economy. The fuel economy was measured over the course of the drive cycles: (1) Urban Dynamometer Driving Schedule for Heavy Duty Vehicles (UDDSHDV); (2) New York City Truck (NYCT); (3) City-Suburban Heavy Vehicle Route (CSHVR); and (4) Highway Fuel Economy Test (HWFET). The vehicle model uses a module developed in-house for a Kenworth T400 truck with a payload that varies from empty to completely full. The results demonstrate that the two-mode architecture provides significantly improved performance to that of the conventional non-hybrid design and comparable performance to that of the parallel-full hybrid design. Furthermore, the one-mode design is shown to be sub-optimal for this vehicle type. Development and optimization of the control strategy, which is the direction of the current research, should allow for additional improvement in fuel economy; optimization of vehicular components could result in improvements in acceleration ability, gradeability, and top speed performance, which lags behind the performance capabilities of the conventional powertrain vehicle in these metrics. The study confirms that two-mode architecture presents unique advantages for constantly changing driving cycles and vehicle payloads and represents the future of hybrid vehicle technology.