...York Library Journals and Magazines: HR, Management, & Organizational Behaviour All of the following journals are available in print and/or electronic format from the York University Libraries. Electronic journals are available only to current York University students, faculty and staff. In order to access the journals online from off-campus locations, you will need to login with your Passport York ID or an active library card i.e. YU Card and PIN. • Human Resource Management and Organizational Behaviour Titles • Industrial Relations Titles • Related Journals Human Resource Management and Organizational Behaviour Titles Academy of Management Executive Academy of Management Journal Also available in print: v.48, 2005 - Bronfman Business Library. Call no.: HF 5001 A24, non-circulating. Freely available E-journal. Academy of Management Learning & Education Also available in print: v.5, 2006 - Bronfman Business Library. Call no.: HD 30.4 A28, non-circulating. Freely available E-journal. Academy of Management Proceedings Academy of Management Review Also available in print: v.30, 2005 - Bronfman Business Library. Call no.: HF 5001 A25, non-circulating. Freely available E-journal. Across the Board Also available in print: v.32, 1995 - v.43, no.4, 2006. In stacks; v.13, no.10, 1976 - v.31, 1994. In storage. Bronfman Business Library. Call no.: HC 101 N3 Administrative Science Quarterly Also available in print: v.53, 2008 – Frost Library...
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...Production System (TPS) today TPS term definitions & practical examples IV Exercise 1: TPS as a total entity Advantages Limitations Evolution TPS use among other companies V Exercise 2: Grid analysis (Weighted scoring model) Exogenous factors & assumptions Endogenous factors & assumptions Constraints VI VII Exercise 2: Location recommendation Exercise 3: Decision tree analysis TMMC production capacity recommendation Limitations Past performance: RX 330/350 VIII Exercise 4: Current regional production strategy Assessment Change recommendations IX Summary Appendix A References Page 2 3 4 4 7 7 8 8 9 10 11 13 16 16 17 17 18 19 19 19 21 21 23 24 1 I. Executive Summary Toyota Motor Corporation is leading the way to future mobility through innovation, productivity, quality and efficiency. Toyota uses a self-developed strategy known as the Toyota Production System (TPS) to guide business process improvements. This strategy applies principles of “just-in-time” production, also called “lean”, to align supply closely with consumer demand while avoiding surplus inventory. The report defines eight TPS terms, i.e. jidoka, just-intime, hoshin, heijunka, muda, kaizen, standardized work, and pokayoke; and gives examples of how terms are applied in other industries. TPS has been utilized by a variety of industries all over the world, though many organizations tailor system components to their needs rather than embracing TPS as a total management system. The advantages of TPS are savings...
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...Evaluate three strengths of the chosen leader. …………………………12 C.2. Evaluate three weaknesses of the chosen leader. ………………………17 C.3. Recommend three theory-based practices to maximize the success of the chosen leader. …………………………………………………………………………18 References.…………………………………………………………………………. A.1. DESCRIPTION OF THE ORGANIZATION AND ITS OBJECTIVES Postal, Tax and Travel Services, (henceforth addressed as TPS) is a one-man owned small business organization with two employees and located in Town A in State B. TPS was established in 1995 but incorporated in 2001. According to the owner/manager, Owner/ Manager/Chief Executive/Financial Officer, Chief Victor, TPS’s annual revenue is estimated at $140,000. TPS is a sales and services provider in the following categories providing Postal, Tax, Travel, and Money Transfer services. The main objective of TPS is to provide the best services in Postal, Tax, Travel, and Money Transfer services to customers through education, marketing and sometimes, counselling not only to customers in Town A but to 50 – mile radius of Town A and beyond.. TPS had evolved over the years from a small one-man postal outlet in 1995 in a back office in District M to its current location is in a busy shopping center alongside big grocery superstores,...
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...Hlaing Situation Analysis: Being a specialist in the clean up of two waste streams: the remediation of soil contaminated with persistent organic pollutants (POPs) and recovering usable oil from industrial sludge using Thermal Phase Separation (TPS) technology in North America, PS2 attracted State Environmental Protection Agency of China in early 2008. Strengths * Internationally proven world class TPS technology * Management is familiar with international markets * Extract up to 90 % of oil from industrial sludge * No harmful air emissions * Mobile, onsite remedial technology * Modular design, easily deployed, avoid transportation cost * Reusable, resalable contaminants * Own fuel source generation to fire the system * Fewer greenhouse gas emissions | Weaknesses * Still in immaturity stage * Insufficient employees * No Guarantee that JV will work * Low capacity (20,000 tons) * Not in a good locations compared to its competitor * Limited paten lifetime (will expire in 2019) | Opportunities * High entry barrier * New regulations for soil treatment market in Canada * Deadlines for ending the use and long-term storage PCBs * result in strong demand for PS2’s TPS technology * Exclusive rights to use TPS in Canada & US in 2002 & in China in 2009 * Environmental pollution became big issue in China * Exclusive rights to use the technology in China * Importation of waste containing POPs from province to province was banned in China...
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...Toyota Case Study: 1. What are the principal elements of the Toyota Production System? What capabilities must an organization possess in order to implement TPS effectively? ▪ Just-in-Time o Operate with the minimum resource required to consistently deliver o Just what is needed o In just the required amount o Just where it is needed o Just when needed ▪ Jidoka o One by one confirmation to detect anomalies o Stop and respond to every abnormality o Separate machine work from human work o Enable machined to detect anomalies and stop autonomously ▪ Problem Solving o Continual organization o See for yourself o Make decisions ▪ People & Partners o Grow leaders o Respect develop and challenge your people o Respect develop and challenge suppliers ▪ Process o Create process flow o Use pull system o Level out workload o Stop line o Standardize tasks o Use visual control o Use only tested technology ▪ Philosophy o Base management decision on a long term philosophy Capabilities Needed 1. Good Thinking: Stick to the facts and get down to the root cause of the...
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...deviate from the principles of the Toyota Production System? Identify at least three deviations from the TPS Model associated with the problem prevention solving method? During seat installation, it was discovered that defected seats were being delivered by KFS Manufacturing. This resulted in a high level of cars being pulled from the assembly line and sent to an offline repair area, also known as “the repair clinic”. As the cars accumulated in the repair clinic, TMM began to address the problem as follows: First, a team member pulled the andon cord to report the problem to the team leader before installing the defective seat. As this point, the team leader pulled the andon cord to signal “ok” and to tag the cars to alert Q.C. members about the defective seat problem. The car then went through the regular assembly line as usual with the defective seat installed. This is where the first deviation from the TPS model began. In the TPS model, repair of the seat would have been attempted on the line. This did not happen. Instead, the problem started to manifest into many problems, the failure of not adhearing to andon created“Never produce a defect – never pass a defect on” occurred when the cars were allowed to continue through the assembly line According to the TPS model, problems are solved in space & time as close as possible to where the problem occurred. In the TPS Model, an attempt to resolve the problem should have taken place right there at the seat installation...
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...objective: Increase size of North American market Business objective: Increase size of North American market Cause and Effect: Escalated hiring rate Escalated hiring rate Increased product output Increased product output Employees not properly trained Employees not properly trained Escalated time frame of production Escalated time frame of production Reduction in quality of product to North America Reduction in quality of product to North America Non adherence to TPS guidelines Non adherence to TPS guidelines Poor quality in material received from suppliers Poor quality in material received from suppliers Note: for this assessment I will not consider a through investigation into the implementation of quality validation steps within the vendors. The assumption is that the vendor has agreed to comply with TPS standards. Flow Chart after change: Tools and techniques for collecting Data: The TMC review process will offer a thorough review of batch quality against the TPS standards. In order to ensure quality a batch must receive a passing grade on the TMC audit checklist. This form must be completed and signed off by departmental leadership before being released to local distribution centers. This additional review step would provide an opportunity to implement changes in operating volume and grant greater the flexibility to...
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...four exercise approach in analyzing the Toyota Manufacturing Corporations and the TPS it adopts. We analyzed Toyota production system based on our understanding of what it represents in terms of its Concepts. We also define TPS as an entity, furthermore we discuss its purpose in Toyota Manufacturing Corporation as well as its production in North America. To better illustrate its value to the company we also describe the advantages and limitations of the system. Weighted Scoring Model Using a the weighted scoring model we would critically assessing the potential Lexus RX 330 North American Plant location decision between TMMC or any of Toyota Manufacturing Corporation U.S factory plants. In doing so we would identifying the factors the company would need to consider. Decision Tree We would be applying the decision tree tool to adequately recommend a production capacity for TMMC to utilize in the production of the new Lexus RX 350 line in order to achieve optimal quality and maximize profit. First we explain the decision tree process, then recommending the production capacity for the North American and lastly its risks and Limitations. Distribution Strategy Lastly we evaluated the current distribution for Toyota production facilities in North America market, explaining our insight on the reasons why Toyota chose to produce its cars in that particular mode. Then concluding with our recommendations on...
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...Process is one of the world’s most renowned processes; it is called the Toyota production system (TPS) and (JIT) Just In Time (“Toyota Business Strategy”). This is the common strategy used by Toyota to manufacture their products. The main objectives of TPS are to eliminate overburden, inconsistency and to eliminate waste. Using this strategy Toyota manufactures their products. Toyota also focuses on Just In Time (JIT) manufacturing. JIT means that the products are manufactured on time without any delays. In Toyota’s business process there are seven key points, which says not to carry out during their production, and they are over production, motion, waiting, conveyance, processing itself, inventory and correction. These may decrease the efficiency of production. Toyota reinvented their business strategy from the oldest and popular car company ford. In the E-Commerce sector Toyota has positioned itself into limited Internet marketing strategy. Toyota runs its own IT sector (“Toyota Goes E-Commerce”). There are no middlemen for Toyota to manage its promotion. Toyota must ensure that they get more involved in Internet promotions and also add values to their internet promotion by trying to enable customers to book cars online and sell old Toyota cars by the customers to upgrade to a new one. These may increase the E-Commerce values of Toyota in order to boost their sales. Recommendation for Toyota is to try to compete to other high-end car models and try to pursue customers to buy...
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...quality and their historic customer focus at the expense of extreme cost reductions? Were non-family managers truly to blame for “hijacking” Toyota? This Process Identification and Improvement plan will examine process areas for improvement: Toyota Production System (TPS) integration, the company’s decision making management centralized systems, and quality of the products. Executive Summary With the global expansion occurring, the organization’s core principles became diluted. By the year 2010, Toyota faced an unprecedented crisis with both its reputation and plummeting stock prices from the effects of recalling over 10 million vehicles worldwide. Toyota put their customers at risk by failing to immediately notify the proper authorities regarding the potentially defective acceleration situation. Toyota failed to comply with the federal law in the foreign subsidiary and failed to report such safety defects to the proper government regulators within five business days (Greto, M., Schotter, A, & TeaGarden, M. 2010). There were numerous contributing factors of the dismay of Toyota’s known brand, but Toyota’s management failed their core principles and failed to implement the TPS process due to fast global expansion. The TPS process was not fully implemented in all plants globally during the global expansion which lead to quality...
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...to be a large number of missing or broken parts. We think this was likely related to poor design and process steps. We recommend to work actively with quality control with KFS and to discover the reason for the differences between the first and second shift. KFS should focus on incoming inspection. It is unclear if the material flaws are related to the manufacturing process at KFS, the transport or the transfer process into the TMS line. This can easily be examined using Jidoka. Additional focus needs to be placed on ensuring that the number of seat options is not contributing to the number of missing parts and that the JIT information exchange is correct. Again, a Jidoka process would uncover quickly the issue and likely result in recommendations to alleviate this problem. A short term solution might including placing additional Vendor Managed Inventory “golden” seats on-site at the TMS facility to replace defective parts to ensure that there are fewer parts taken off line. There must also be a close examination of the two TMS areas. The first take would be to explore the reason for the difference in defect rates between the shifts. If there is a training problem, this should be addressed immediately. Additional emphasis needs to be focused on the reason for the delays in obtaining replacement parts from KFS once the source of the problem is identified in the Clinic or Overflow area. 3. The Toyota Production System principle is based on the assumption that true need will deviate...
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...Club IT Customer Orientation Strategy Framework As Club IT prepares to build a clientele based on the primary mission of the club, which is “to build a community that meets regularly at Club IT” (Keys & Tejada, n.d., About Club IT, para. 4), several areas of club operation must be addressed for the collection of data that will enable the owners to incorporate the competitive advantage strategy of customer orientation effectively. The data collected must also serve to support all facets of the business, with the result being a happy customer base, higher returns on investments, and more profit for the club. Customer Orientation Strategy and the link to Operational Effectiveness Although the goal of the customer orientation strategy is to concentrate mainly on customer satisfaction by means of a more personalized experience (Rainer & Turban, 2008), it also can be tied to operational effectiveness in that it will enable the club to perform services better than competitors. The data that must be collected to streamline the services that the customer receives, will serve to make the club more efficient in all aspects of daily operations when properly analyzed and distributed. In effect, by concentrating efforts on customer satisfaction, the organization will become leaner and more focused, thereby eliminating unnecessary business practices or expenditures. This action will translate into the club making a more substantial profit. Framework for Club Operation and Data Collection...
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...attributed to the renowned Toyota Production System (TPS). This system is one of the most admired lean manufacturing systems in existence and is constantly used in operational management text books as an example of how important operational management is to an organization. The main objectives to the TPS are to design out overburden and inconsistence, and to eliminate waste. Toyota has spent millions of dollars to bring over this system and implement here in its North American manufacturing plants. In our case we focus on the breakdown of this system that allows a small issue in seat installation to turn into a large problem that is slowing down production. Car production has dropped from run ratio of 85% to a run ratio of 95% in only one month. The run ratio measures the number of cars actually assembled in proportion to the number of cars that could have been assembled with no line stoppages. Along with the slowdown in production no one can put their finger on what is causing this and why there is a breakdown in the otherwise efficient TPS that usually corrects these problems before that become major issues. Problem Statement There are a handful of problems that can be identified within this case study of Toyota Motor Company. Below you will see of list of the different problems that can be found through our Toyota Motor Manufacturing case study. • Breakdown in the TPS. Throughout this case study we learn about the TPS and how it...
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...Requirement 1 a) For this project, our team studied the GPA calculation process used by the Office of Graduate and Continuing studies (OGCS). This process is utilized for the admission of international graduate students at the University of Tampa. Our team used a variety of resources that were made available to us to discover the way and the different steps included in this non-traditional transaction process. First, our team met with Maria Kast, who is the Assistant Director of the International Graduate Admissions for the University of Tampa. Maria Kast authorized us to talk about the admissions process at UT for the purposes of our class and gave us a tour of the facility that house the Office of Graduate and Continuing studies (OGCS). Jake, Florian and Ivy also conducted the interview of Iris. Iris is one of the graduate assistants dealing with the GPA calculation process for international students seeking acceptance in the graduate programs at the University of Tampa. She provided the team with insights as to how the process goes to calculate and compute the GPA of international applicants. She also explained how the NOLIJ Computer System is used by the Office of Graduate and Continuing Studies to store, retrieve, and verify information concerning international applicants. Iris also talked on our behalf to Juliana, another graduate assistant at OCGS and Juliana explained further to Iris about the storage of the data concerning applicants. Additionally, our team also had...
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...Assignment 3. Planning/Assessing Production for Toyota North America Lexus RX 350, Successor in 2007 to the RX 330 Photo courtesy of Toyota Motor Company Assignment Taskings As part of a team, address Part 1 a and b of the following four exercises. Exercise 1: Making a Critical Assessment of the Toyota Production System (TPS) Today a. Demonstrate your basic understanding of the TPS by 1) defining in your own words any eight of the terms found at http://www.toyotageorgetown.com/terms.asp, and 2) applying them to one or more of your own companies or other organizations. For example, Pokayoke can be defined as an approach to avoid production mistakes through use of devices that detect or prevent errors. At a software development firm, pokayoke might be applied through use of a modular development process that includes extensive software module testing before proceeding to module integration and total system testing. b. Describe the TPS as a total entity. What are its purposes? Its advantages? Its limitations? How is it now evolving? Is it getting better – or not? Has it been successfully copied by other motor vehicle manufacturers? Why or why not? Exercise 2: Use of a Grid Analysis (Weighted Scoring Model) to Help Make the North American Plant Location Decision for the RX 330 This exercise illustrates how when deciding among two or more competing plant location options, various decision factors (which can typically be characterized as exogenous - in the environment...
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