Relevant bibliographies by topics / Toyota Motor Corporation

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  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers

Academic literature on the topic 'Toyota Motor Corporation'

Author: Grafiati
Published: 4 June 2021
Last updated: 12 February 2022

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Journal articles on the topic "Toyota Motor Corporation"

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Dutta, Paromita. "Corporate Sustainability: A Case Study on Toyota Motor Corporation." Indian Journal of Applied Research 4, no. 8 (2011): 105–8. http://dx.doi.org/10.15373/2249555x/august2014/28.

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Fleming, B. "Electric Vehicle Collaboration-Toyota Motor Corporation and Tesla Motors [Automotive Electronics]." IEEE Vehicular Technology Magazine 8, no. 1 (2013): 4–9. http://dx.doi.org/10.1109/mvt.2012.2233933.

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Loyd, Nicholas, Gregory Harris, Sampson Gholston, and David Berkowitz. "Development of a lean assessment tool and measuring the effect of culture from employee perception." Journal of Manufacturing Technology Management 31, no. 7 (2020): 1439–56. http://dx.doi.org/10.1108/jmtm-10-2019-0375.

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PurposeFew companies have had the success that Toyota Motor Corporation has experienced over the past 70 years. Many give credit for Toyota's success to the company's famous Toyota Production System. Companies outside of Toyota have tried to implement versions of Toyota's system as Lean production; however, few companies have experienced the success of Toyota, and none have experienced Toyota's sustained success. In 2001, Toyota released a publication entitled The Toyota Way 2001 as a set of globalized standards of the culture that drives the success of the Toyota Production System.Design/methodology/approachThis research examines the effect of the Toyota Way on the implementation of Lean production outside of Toyota. A survey was developed and a study was performed on a sample of 349 participants with Lean experience. Structural equation modeling was used to test the relationship between the Toyota Way culture, Lean production, and achieving the desired Lean production system results.FindingsThe results of this research discovered that the existence of the Toyota Way culture has a significant and positive mediating effect on a Lean production system achieving the desired Lean results.Originality/valueThis research created a validated survey instrument that can be used to evaluate and understand the status of a Lean implementation initiative based upon employee perception. The results of this study support assertions made by Lean practitioners and previous research stating that culture affects the level of success of Lean production system implementation. While this may not seem like breaking news, prior to this study no statistically validated research supporting such an assertion could be found. Furthermore, this research defines culture very specifically as the Toyota Way culture as outlined in The Toyota Way 2001.
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ISOBE, Kazuyuki, Osamu HISHIDA, Eiji MIYAWAKI, and Kazuhiro KOZUKA. "1A1-1 Prevention of walking incident, Toyota Motor Corporation." Japanese Journal of Ergonomics 50, Supplement (2014): S112—S113. http://dx.doi.org/10.5100/jje.50.s112.

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OBAYASHI, Fumiaki, Kazuyuki ISOBE, Tatsuya YOSHIDA, Osamu HISHIDA, Eiji MIYAWAKI, and Kazuhiro KOZUKA. "1A1-2 Prevention of walking incident, Toyota Motor Corporation." Japanese Journal of Ergonomics 50, Supplement (2014): S114—S115. http://dx.doi.org/10.5100/jje.50.s114.

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Iyoda, Motomi, Tom Trisdale, Rini Sherony, Daniel Mikat, and William Rose. "Event Data Recorder (EDR) Developed by Toyota Motor Corporation." SAE International Journal of Transportation Safety 4, no. 1 (2016): 187–201. http://dx.doi.org/10.4271/2016-01-1495.

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Takami, Tatsuro. "Production Engineering Strategies and Metalworking at Toyota Motor Corporation." Procedia Engineering 81 (2014): 5–17. http://dx.doi.org/10.1016/j.proeng.2014.09.123.

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Kilar, Wioletta, and Monika Cieluch. "Kształtowanie się i organizacja przestrzenna korporacji ponadnarodowej Honda." Studies of the Industrial Geography Commission of the Polish Geographical Society 10 (January 1, 2008): 188–203. http://dx.doi.org/10.24917/20801653.10.16.

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Considering the market value of the company in Business Week ranking “The Global” for the years 2003–2005, Honda Motor was fluctuating around the 100th place. In 2005 the value of the corporation increased in relation to the previous year and equaled $51, 96 billion. However, in the car corporations category, Honda Motor is ranked second, after Toyota Motor (with market value $158.20 billion), and the third car corporation Daimler Chrysler is worth $51,28 billion.The origin of the Honda corporation dates back to the 1920’s, when Soichiro Honda (1906–1991) started producing motorbikes during the post-war crisis period. In March 1948, he was joined by Takeo Fujisawa (1915–1989) with whom Soichiro Honda founded Honda Motor Corporation. Contemporarily, the organizational structure of the Honda Corporation is based on multilevel management. At present, the organizational basis is six Regional Offices, located all over the world, subject on executive level to the Chairman of the Board and ten directors. The company’s headquarters is in Tokyo, but it has its production and distribution branches located in Japan, USA, Canada, Mexico, GB, France, I taly, Spain, India, Malaysia, Pakistan, Philippines, Taiwan, Vietnam, Brazil and Turkey.
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AMASAKA, KAKURO, and HIROHISA SAKAI. "EVOLUTION OF TPS FUNDAMENTALS UTILIZING NEW JIT STRATEGY: PROPOSAL AND VALIDITY OF ADVANCED TPS AT TOYOTA." Journal of Advanced Manufacturing Systems 09, no. 02 (2010): 85–99. http://dx.doi.org/10.1142/s0219686710001831.

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In this study, the author has developed a "new production management technology system, Advanced TPS" based on a further evolution of the fundamentals of TPS (Toyota Production System). Advanced TPS was developed through establishing a global production technology and management system based on New JIT, a new management technology principle. The validity of the proposed Advanced TPS was verified at Toyota Motor Corporation.
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Seonji LEE, DONG, Qin Teresa, and MAHAR, Anoushka. "Toyota Motor Corporation: The Innovative Leader of the Automobile Industry." Academy of Asian Business Review 4, no. 1 (2018): 81–100. http://dx.doi.org/10.26816/aabr.4.1.201806.81.

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Dissertations / Theses on the topic "Toyota Motor Corporation"

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Liu, De Min. "Building an organisational learning architecture for strategic renewal an autoethnography of action learning /." Swinburne Research Bank, 2009. http://hdl.handle.net/1959.3/67317.

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Thesis (PhD) - Australian Graduate School of Entrepreneurship, Faculty of Business and Enterprise, Swinburne University of Technology, 2009.<br>A thesis is submitted in fulfilment of the requirements for the degree Doctor of Philosophy, Faculty of Business and Enterprise, Swinburne University of Technology - 2009. Typescript. Includes bibliographical references (p. 225-238)
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Chacon, Andrez C. "The fourteen principles of the Toyota Way." Thesis, 2010. http://hdl.handle.net/2152/ETD-UT-2010-08-1796.

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The thesis is aimed at discussing the principles of the Toyota Way, philosophy and system of management guidelines, by way of elaborating and evaluating upon its fourteen core principles that are followed by companies worldwide. Further, the discussion will throw light on why the systemic root cause of the multiple recalls of 2009 and 2010 was not due to their concepts of lean manufacturing but can be attributed to the inability of the management of Toyota Motor Corporation to thoroughly apply their core principles.<br>text
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Campos, Renato Jorge Tomás da Costa. "A internacionalização da indústria automóvel na europa: o caso do grupo Volkswagen, da Toyota Motor Corporation e da Ford Motor Company." Master's thesis, 2014. http://hdl.handle.net/10071/9308.

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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
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HWANG, TZU-WEI, and 黃慈瑋. "Study on Green Supply Chain Implementation of Toyota Motors Corporation." Thesis, 2016. http://ndltd.ncl.edu.tw/handle/29789755275162643362.

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碩士<br>輔仁大學<br>國際經營管理碩士學位學程<br>104<br>With the changing times, the advance of technology brings well industrial development, but it also leads to the environmental pollution and abnormal climate. More and more corporates starts to pay attention on the topics of environmental protection, and review each link from the supply chain, and improve it to green supply chain with the trend. Vehicle is a necessary transportation nowadays. Automobile industry is one of the top 10 world biggest industry, it involves a wide range of relevant industries, but the industry would cause pollution for the environment. Thus, the study first analyzes the current status of automobile industry, and collect relevant literatures as the basic theory. Then the study focuses on Toyota Motor Corporation as the case object through the case study and archival analysis to conclude the key factors of its successful green supply chain.
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Books on the topic "Toyota Motor Corporation"

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William, Wartman, ed. Against all odds: The story of the Toyota Motor Corporation and the family that created it. St. Martin's Press, 1993.

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International Workshop on Structure and Functional Optical Properties of Silica and Silica-Related Glasses (1997 Shizuoka-shi, Japan). Proceedings of the International Workshop on Structure and Functional Optical Properties of Silica and Silica-Related Glasses: Mikkabi Creative Center, Toyota Motor Corporation, Shizuoka, Japan, July 10-11, 1997. Publication Office, Japanese Journal of Applied Physics, 1998.

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Nakamura, Keisuke. Toyota in Indonesia: A case study on the transfer on the TPS. Center for Japanese Studies, University of Indonesia, 1999.

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New role of Japanese enterprise in Thailand: One case study at Toyota Motor Thailand. s.n., 1998.

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Keller, Maryann. Collision: GM, Toyota, Volkswagen and the race to own the 21st century. Currency Doubleday, 1993.

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Garibā to kyojin no akushu. Chūō Kōronsha, 1985.

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Houben, Henri. L' évolution des systèmes de production dans l'industrie automobile: Du fordisme au toyotisme. CIACO, 1996.

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Geringer, Bernhard, and Hans-Peter Lenz, eds. 40. Internationales Wiener Motorensymposium 15.-17. Mai 2019. VDI Verlag, 2019. http://dx.doi.org/10.51202/9783186811127.

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Dieser zweibändige Bericht macht die Vorträge des 40. Internationalen Wiener Motorensymposiums (15.-17. Mai 2019) einer breiten Öffentlichkeit zugänglich. Ziel der Wiener Motorensymposien ist es, Themen von besonderer Aktualität auf dem Gebiet des Verbrennungsmotors zu behandeln. Herausgeber ist der Österreichische Verein für Kraftfahrzeugtechnik (ÖVK), Wien. 1. TAG Inhaltsverzeichnis Seiten Dr. Volkmar Denner, Vorsitzender der Geschäftsführung, Robert Bosch GmbH, Stuttgart: Über die Motorhaube hinaus – Mobilität neu denken Beyond the Hood – Rethinking Mobility Extraheft Keiji Kaita, Field General Manager, Powertrain Company, Toyota Motor Corporation, Aichi, Japan: Diversifizierte Elektrifizierung – Kernpunkt bei Toyotas Streben in Richtung nachhaltiger Gesellschaft Diversified Electrification – The Key for Toyota’s Challenge towards a Sustainable Society 1 – 16 Henrik Green MSc, Senior Vice President, Research &amp; Development, Volvo Car Group, Götebo...
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Kokusai goben: Toyota, GM jointo bencha no kiseki. Yuhikaku, 1988.

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Kawahara, A. The Origins of Competitive Strength: 50 Years of the Auto Industry in Japan and the U.S. Springer-Verlag Telos, 1998.

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Book chapters on the topic "Toyota Motor Corporation"

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Cho, Fujio. "Chairman Toyota Motor Corporation." In Innovating at the Top. Palgrave Macmillan UK, 2009. http://dx.doi.org/10.1057/9780230595248_6.

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Fujimoto, Takahiro. "Evolution of Organizational Capabilities in Manufacturing: The Case of the Toyota Motor Corporation." In Industrial Competitiveness and Design Evolution. Springer Japan, 2018. http://dx.doi.org/10.1007/978-4-431-55145-4_6.

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Isaksson, Lars E., and Nayan Mitra. "ISO 26000: The Toyota Motor Corporation’s CSR Approaches in India." In ISO 26000 - A Standardized View on Corporate Social Responsibility. Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-92651-3_9.

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Cooper, Robin, and Regine Slagmulder. "Toyota Motor Corporation." In Target Costing and Value Engineering. Routledge, 2017. http://dx.doi.org/10.1201/9780203737378-14.

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"Tourism. See Travel and Tourism Toyota Motor Corporation." In The Advertising Age Encyclopedia of Advertising. Routledge, 2015. http://dx.doi.org/10.4324/9781315062754-146.

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Conference papers on the topic "Toyota Motor Corporation"

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Mikame, Kazuhisa. "Application of Laser Welding in Toyota Motor Corporation." In Advanced Solid-State Photonics. OSA, 2008. http://dx.doi.org/10.1364/assp.2008.ma1.

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Sobek, Durward K., and Allen C. Ward. "Principles From Toyota’s Set-Based Concurrent Engineering Process." In ASME 1996 Design Engineering Technical Conferences and Computers in Engineering Conference. American Society of Mechanical Engineers, 1996. http://dx.doi.org/10.1115/96-detc/dtm-1510.

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Abstract A five-year study reveals that the highly successful Toyota Motor Corporation seems to follow a different paradigm of design than other US and Japanese auto companies. This paper outlines 11 principles that appear to form the foundation of Toyota’s use of “Set-Based Concurrent Engineering.” Discussion of the principles includes illustrations from Toyota.
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Takama, Kenichiro, Syoji Sasaki, Tetsuji Shimizu, and Nobuo Kamiya. "Design and Evaluation of Silicon Nitride Turbocharger Rotors." In ASME 1991 International Gas Turbine and Aeroengine Congress and Exposition. American Society of Mechanical Engineers, 1991. http://dx.doi.org/10.1115/91-gt-258.

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Two types of silicon nitride ceramic rotors have been introduced into the Japanese market by Toyota Motor Corporation, which are named CT26 and CT12A, to improve engine acceleration response by the reduction in moment of inertia. In order to design a suitable blade shape for ceramic rotor ,the critical stress of blade was determined by the results obtained experimentally from correlating the fracture origin of over spin-tested rotors with centrifugal stress at fracture. A suitable blade shape has been determined for the CT26 turbocharger rotor type, which is identical to the metal rotor except for the disc diameter of hub back face and the blade thickness. The CT12A type is of similar design to the CT26 type, all dimensions could reduce except for the inlet blade thickness, which is determined by foreign object damage ( FOD )resistance.
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