Dissertations / Theses on the topic 'Toyota Company'

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

碩士<br>國立臺北科技大學<br>精密機構設計產業研發碩士專班<br>102<br>In recent years, Taiwan''s auto parts industry is facing globalization and worldwide competition. The company is in increasingly difficult operating environment, and the traditional mass production has gradually become obsolete. Nevertheless, the Toyota production system (TPS) can effectively improve quality, enhance operational efficiency and enable flexible production lines. This study deeply explored through case studies, and conducted a TPS series of events including aspects in logistics, quality, production and safety. By cutting off the waste and unnecessary process, improvement was obtained. The lead time was reduced from 75.5 hr to 23.5 hr. It was confirmed that the implementation of the Toyota Production System can effectively identify the real cause, set goals to improve step by step, and review the problems of each stage. Therefore TPS can effectively improve and enhance corporate profitability and the competitiveness of enterprises.

Dissertação de mestrado integrado em Engenharia e Gestão Industrial<br>This dissertation is integrated in the conclusion of the cycle of studies of the Integrated Master degree in Industrial Engineering and Management, allied to the experience in an industrial partner, in this case the weaving department of a textile industry. In this context of the company, improvement opportunities were identified, conducting an analysis, followed by the proposal and implementation of improvement solutions, while employing an Action research methodology through the journey. One of this dissertation’s main objective was to develop a roadmap to lead the identification of improvement opportunities and respective actuation accordingly. The other objective was to contribute to its validation through its implementation in said industrial partner. To accomplish the dissertation’s objectives, firstly, a literature review was conducted on relevant topics including the Toyota Production System and its comparison to Lean, the current state of Lean implementations, the existing implementation frameworks, and the contours of traditional kaizen. From this review, lessons are retrieved and used as an influence in the development of the roadmap. Following, the developed roadmap is presented, and its elements are described. In the next sections, the roadmap is validated being used to guide the improvement project in the industrial partner, specifically the weaving setups’ reduction. Starting with an analysis of the current state, the setup processes were described, the main output variables were studied and measured, and the input variables and root causes were also investigated and evaluated. Several distinct techniques were employed, ranging from SMED (Single minute exchange of dies), to competency matrixes, queuing theory, BPMN (Business Process Model and Notation), amongst some others. Posteriorly, improvement solutions were generated and implemented. Their presentation display was done through a categorization of the various improvement ideas according to SMED phases, externalization, elimination and streamlining. Afterwards the tangible and intangible results that the project achieved in the industrial partner were measured. The improvement of the setup times impacted the number of stopped looms in a reduction from 21,4 to 8,5. The total downtime reduction was of 55%, achieving a reduction of 25 hours of time in the system for each loom setup. The economic impact will produce an annual profit of 638.427,00€ as a result of the measures implemented in this project. At this point, the roadmap was successfully applied and proved itself as a valuable instrument, which is corroborated by the positive results revealed.<br>Esta dissertação enquadra-se na conclusão do ciclo de estudos do Mestrado Integrado em Engenharia e Gestão Industrial, aliada à colaboração com uma empresa da industria têxtil, mais precisamente no setor de tecelagem. Neste contexto da empresa dá-se identificação de oportunidades de melhoria, com a condução de um processo de análise, seguido da proposição e implementação das soluções de melhoria, pela via do exercício da metodologia Action research durante essa jornada. Um dos objetivos fulcrais deste trabalho é o desenvolvimento de um roadmap que sirva de guia na identificação de oportunidades de melhoria e respetiva atuação em conformidade. Outro objetivo é contribuir para a sua validação pela implementação no contexto da empresa. Para atingir os objetivos propostos, começa por apresentar-se a revisão de literatura acerca dos tópicos considerados relevantes, incluindo, o TPS e a relação com o Lean, o estado atual das implementações Lean, os frameworks de implementação existentes, e os contornos do Kaizen tradicional. Partindo desta revisão, são retiradas a lições e conclusões que são usadas no desenvolvimento do roadmap. Seguidamente, o roadmap desenvolvido é apresentado, e os seus elementos são descritos. Nas secções subsequentes o mesmo é validado, sendo utilizado como guia para o projeto de melhoria realizado na empresa, especificamente na redução dos setups do processo de tecelagem. Iniciando com uma analise da situação atual, os processos são descritos, as principais variáveis output são medidas e estudadas, e as variáveis input bem como as respetivas causas raiz, são também investigadas e avaliadas. São aplicadas várias técnicas e métodos distintos, desde SMED, até matrizes de competência, teoria das filas de espera, BPMN, entre outros. Posteriormente, são geradas e implementadas as soluções de melhoria. A sua apresentação é feita segundo uma categorização das varias ideias de melhoria de acordo com diferentes fases do SMED, externalização, eliminação e streamlining. Segue-se a apresentação dos resultados tangíveis e intangíveis atingidos pelo projeto na empresa. A melhoria dos tempos de setup impactou o numero de teares parados para setup, reduzindo-os de 21,4 para 8,5. A redução total do downtime é de 55%, conseguindo uma redução de 25 horas de tempo de paragem no sistema em cada tear para Setup. O impacto económico representa um lucro anual de 638.427,00€ como resultado das medidas implementadas neste projeto. O roadmap foi aplicado com sucesso provando ser um instrumento útil, o que é corroborado pelos resultados positivos demonstrados.

碩士<br>靜宜大學<br>管理碩士在職專班<br>103<br>Polarizer film is the key components of panels. Because the production of polarizer demands high technical know-how and its raw materials is not easy to take. So there are only a few competitors and higher profit. For the past few years, LCD market has lot of business opportunity, to reduce the cost, panel producers have undertaken vertical integration. In current situation with higher competition, polarizer industry already changed from oligopolistic markets to lots of competitors. This study tries to use a company case study and adopt the research of TPS to discuss the competitive of company. The structure consists of two parts, one is the relevant literature and a case study to establish the basic theory and another is the practical experiences applications. Using JIT and automation concepts to proceed cost down activity to increase its productivity and decrease its production cost. And summarize the key success points by using TPS, it includes (1) fully support from executive management (2) personal communication and coordination (3) education and training. To make sure the company have competitive.

碩士<br>國立臺灣科技大學<br>工業管理系<br>103<br>The demand for Printed Circuit Board, PCB of globe&apos;s market is surely increasing since 2014. The Taiwan&apos;s PCB manufacturers that are in the leading rank of this industry are benefited significantly. The influence by the trends of 3C products&apos; design and PCB industry is centralizing toward to Asia, Taiwan&apos;s advanced HDI which needs huge capital and high level techniques will play the key role in the PCB&apos;s globe market. The leading Japanese company of HDI, cut the earnings forecast because their Malaysia factories are unable to achieve the target. Korean company Samsung also preforms weaker than expected. Now it is a good time for Taiwanese HDI PCB manufacturers to increase the production to expand and take over the market. PCB involves complicated technologies including chemistry, physics and engineering. The equipment upgrades and staff training need to be consistently invested. The period takes longer for the new products or new factories. How to survive and be outstanding in this competitive market? Companies need to consider not only in creativity but also cost. "Capability" and " Stability" are two important indictors of PCB factory. Author intends to describe how a new PCB factory in a competitive market to achieve installation of all equipment, developing SOP and training majority inexperienced workers and how to establish an effective management system and efficient manpower under high employees turnover rate. In this paper, author intended to share the working experience. The story plot, characters, place or data are fictitious and if any similarity is coincidental.

碩士<br>輔仁大學<br>管理學研究所<br>97<br>In 1953, Yulon-motor established the first car manufacturing company in Taiwan. Taiwan automotive industry has experienced more than 50 years, which has built complete production system of the automobile industry. In recent years, accompanied by the participation in WTO, lower tariffs and the weakening of import barriers, the financial crisis, the rising prices of oil and raw materials, the saturation of consumer market, Taiwan auto industry has matured into recession, which is facing the enormous development pressure and more drastic competitive environment. Some small manufacturers face the risk of being eliminating. So we should respond to changes in the competitive environment, and explore suitable for their own operational strategy in the automotive market place, which is a very crucial issue. The research focuses on Kuozui Motors, aims to investigate the cases of the company business strategy. By the use of competitive theory, the research analysises the internal environment and external environment. By the use of the SWOT theory, the research analysises the opportunities and threat, the strengths and weaknesses. On the basis of those studies, the research put forward some new strategies, which is helpful to upgrade and the competitiveness of case company. In response to internal and external environment changes, the research indicated some suggestions. 1. Adjust the mission and objectives, through the constant pursuit of novelty and variety, make case company“insist on the perfect quality establish leading brand”. 2. Establish a customer-oriented strategy, change from the sale of goods to the customer-oriented service, build the CRM system, and maintain lasting trust and cooperation with customer. 3. Use of IT resources, enhance the resource integration and sharing, strengthen support systems integration, upgrade the company's overall strategy, build a complete management system. 4. Supply differentiated competitive strategy, use diversified marketing strategy, by the product differentiation, price differentiation and market differentiation, and enhance the winning competition.

碩士<br>國立雲林科技大學<br>工業工程與管理系<br>107<br>In the global competition, in addition to the competitive price of products, companies also need to satisfy the various needs of customers. Production of customized goods is the current trend. The production patterns of various industries also tend to be diversified. Now, many companies introduce Toyota Production Systems to improve the production line manufacturing process to achieve cost reduction, fast delivery, and stable quality. This research takes the metal manufacturing industry as the object of discussion, and applies One-Piece-Flow process of Toyota Production Systems mode to the production line. Then using P-Q analysis to select the improvement range, and analyzes it with standardized work chart. Let the production line achieve the effects of low input manpower, low lead time, and low inventory of work in process. Through the empirical results of this study, we can understand the steps of the production line to import a One-Piece-Flow process, analysis methods. As a reference for companies to promote the improvement of production lines in the future.

Classificação JEL: L62 - Automobiles; Other Transportation Equipment M16 - International Business Administration<br>O mundo, apelidado de “aldeia global” (McLuhan, 1962), tem permitido uma maior aproximação não só de pessoas como de países, originando grandes alterações em todas as indústrias. Tal facto obriga a um desenvolvimento e a um aperfeiçoamento de estratégias e processos de internacionalização que cada vez são mais fundamentais para as empresas a nível mundial. Esta dissertação vai incidir sobre a indústria automóvel, uma das mais afetadas pela crise que assolou o mundo no passado ano de 2008. E a Europa, berço da referida indústria, tem sido o continente em que a recuperação da força e robustez que outrora caracterizaram o seu sector automóvel se tem afigurado mais árdua, como o demonstram os dados dos últimos 5 anos, onde se registaram os valores de vendas mais baixos das últimas três décadas (ACEA, 2013). Nesta tese vão estudar-se os diferentes processos de internacionalização para a Europa de três fabricantes de automóveis provenientes dos três principais continentes da indústria automóvel: o Grupo Volkswagen, a Toyota Motor Corporation e a Ford Motor Company. Para tal, será utilizada uma metodologia de estudo de casos múltiplos onde serão analisadas as diferenças de processos que têm sido e foram seguidas pelas três empresas, cada um com a sua própria cultura. E, com base não só, mas principalmente, no modelo de internacionalização de Uppsala, desenvolvido por Johanson e Vahlne (1977), será traçado o perfil e os processos de internacionalização que um fabricante de automóveis deve seguir para se internacionalizar para a Europa<br>The world, dubbed "global village" (McLuhan, 1962), has allowed a closer approach, not only to people but countries as well, which has caused major changes in all industries. With that, the development and an improvement of internationalization processes and strategies are becoming increasingly fundamental for companies worldwide. This dissertation will focus on the automotive industry, which has gone through great difficulties of growth and development, still reflection of the crisis that struck the world in the year of 2008. And Europe, birthplace of the automotive sector, has been the continent that has been more difficult to regain strength and robustness that once characterized their automobile industry, as evidenced by the data from the last 5 years, where were recorded the lowest values of sales in the past three decades (ACEA, 2013). This thesis will discourse and analyse the different processes of internationalization to Europe of three automakers from the three main continents of the automobile industry: Group Volkswagen, Toyota Motor Corporation and Ford Motor Company. To accomplish that, it will be used a multiple case study methodology where it will be analysed the differences in the internationalization processes that have been and are followed by the three firms, each with its own culture. And it will be based not only, but mainly in the Uppsala Internationalization Model, developed by Johanson and Vahlne (1977), in order to trace the profile and the processes of internationalization that an automobile manufacturer should take to internationalize to Europe

碩士<br>國立高雄應用科技大學<br>工業工程與管理系碩士在職專班<br>101<br>Business operation often must face internal operations and external environments. In order for enhancing business competitiveness, the entrepreneur not only needs to formulate organizational strategy to cope with environmental opportunities and threats, but also must strengthen its own business capabilities. In the respect of raising business capabilities, except the technological capabilities such as the enhancement of quality and product performances, the upgrade of management capabilities is especially important. In doing so, the enterprise may reduce the deadweight loss, and further decrease the enterprise operation cost as well as enhancing its capabilities and competitiveness. The aim of this study, via the case as example, is to understand an enterprise in operation regarding how to reduce its operation cost and enhance its business operation capabilities. Concerning the cost reduction, the “Toyota production system” of Toyota Motor is a very good example. For Toyota Motor, in addition to its very strong marketing capabilities, the most famous one is how to reduce running and operation cost, and decrease the deadweight loss. In this respect, the Toyota production system emphasizes effective cost control purporting to eliminate the waste, such as production surplus, defects, processing, waiting, handling, inventory storage, surplus movements, etc. Thus, through lean production management method and concept, it can eliminate unnecessary seven big wastes, decrease cost, and enhance efficiency and quality. In doing so, it can strengthen enterprise capabilities and competitiveness. This study embraces case study method, by using Toyota production system’s complete elimination of waste approach. Based on the current case company’s system and real situational requirements, the company employs just in time’s (JIT) continuous flow to help eliminate case company’s seven big wastes. At the same time, considering each company’s difference in nature, it can find out the process stages of successful launch and manipulation approaches. This study uses the way of project activities to provide case company with complete education training and process evaluation framework, and to further carry out internal renovation. The results reveal that, by sharing the improvement experiences of Toyota Motor, it can help understand the enterprise in the long-term objectives of how to satisfy customers, continuously improve shop floor, and respect human beings, which can offer the empirical references for the enterprise launching Toyota production system in the future.

碩士<br>國立高雄應用科技大學<br>工業工程與管理系<br>97<br>Our country industries was suffering from the impact of low cost laborer,magnetic effect of huge regional market, and plus continuation of the economic recession, it causes many small and medium-sized enterprises bankruptcy, industrial offset severely with high unemployment rate. Although our government commit to advocate developing with hi-tech and knowledge economic industry, try to approach to the level of US, Europe and Japan and hope to safely cross the reforming periods of industrial offset. They put all endeavors to assist industries development, shorten new product scheduling, use efficient measures of production management to lower cost. The key of this study is to discuss the concept “Just-in-Time” and “Automation” from Toyota Production System. It was developed for low cost production system and for thorough waste elimination include the potential part. “Human is origin” and “Continuous Improvements” are the main core of activities for lasting cost reductions. TPS was able to greatly reduce lead-time and cost, while improving quality and productivity,also supply diversfacation products to meet customers’ requirements. It would be be raised for profit ability and competitive advantage. The core concept of the TPS is besed on customers’ requirements as the beginning. It is tools to eliminate waste have evolved around the most common areas and build a streamline system with diverse few production.Thanks to its outstanding and unique production philosophy, it makes Toyota become the world leader among the automative industries in year 2007. After reseraching by manufacturing industries and acadamic circles from Europe and America, there were many approaches indicated one production concept to be extended that is “Lean” principles. Based on the fore-mentioned principles to construct “Lean” thinking. The concept “Lean” from Toyota Japan is not only applicable to the manufacturing, but also to the different industries, countries, and diversfied cultures. The key of this study is to discuss the essence, implication, and logic concept of TPS, plus its operation of production activities in enterprises. Introducing the exact studying case and its operation to achieve the goals of cost reduction. This study found out when TPS actual utilized in improving of the process of motorcycle industries, there are many advantages would be receivable such as shortening production lead-time, increasing delivery flexible, stock reduction, and finally lower the cost to improve enterprises competitiveness, sales performance, and let it achieve the goal of sustainable operation.