because they could make a larger profit off of such a vehicle. With the downfall of the economy, customers were not looking to purchase a large vehicle that would be additionally costly in terms of fuel so they turned to such foreign competitors as Toyota. When all was said and done, GM incurred a financial loss of $69.6 billion. (Wikipedia) Learning from its mistakes, this paper will explore how the biggest risk facing GM is a repeat in history: bankruptcy as a result of foreign competition. GM
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Lean Manufacturing “Lean” is a term that was coined in the late 1980s based on a study of the Toyota production system. It is based on the concept of continuous improvement of both the process and the product, while eliminating non-value added aspects of the process. Focusing on the value added parts of the process, a set of principles and tools for reducing waste (“muda”) in production process was developed. Lean also identifies the waste created by overburden (“muri”) and uneven flow (“mura”)
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To critically examine our hypothesis in part A, we examine 10 large MNEs (5 DMNEs and 5 EMNEs). 5 Developed Countries’ Multinational Enterprises Barclays It’s a British multinational banking & financial services enterprise, with its headquarters in London. It’s a global financial institution with operations in investment, retail and banking, in addition to credit cards, wealth management and mortgage lending. Its operations are available in more than 50 countries and regions and have about 48 million
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the authors propose that front-loading can be achieved using a number of different approaches, two of which are discussed in detail: (1) projectto-project knowledge transfer—leverage previous projects by transferring problem and solution-specific information to new projects; and (2) rapid problemsolving—leverage advanced technologies and methods to increase the overall rate at which development problems are identified and solved. Methods for improving project-to-project knowledge transfer include the
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1. Delivery JIT 2. Cost/Price 3. Manufacturing/Quality control 4. Information sharing/ technology advancement 5. Improve overall customer orientation or service level. Why collaboration? There are many traditional companies in the industries that refused to collaborate with their suppliers being fear that information/ technology sharing might put their companies in risk of confidential information within the organization to being leak into competitor vicinity. Therefore, we must
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Group members: • Tran Vu Hoang Long • Tran Nam Quoc • Nguyen Cong Hoang • Nguyen Pham Duy Trung Studied objects: • Vietnam’s automotive industry • Toyota Motor Vietnam [GROUP MEMBERS:
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other operations. Team 4 Critique 4 3) Create a virtually integrated supply chain based on Dell's model. Ford and all its suppliers would share information between their systems and the Internet to coordinate the flow of materials and production. All customer orders would be taken either via Ford's web site or by phone and then built. A pull system would be implemented completely. a) Advantages: Customization to clients, start of vertical integration in the supply chain. b) Disadvantages: Ford's
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Doing Business in Japan In researching the Nemawashi consulting system I found that Nemawashi is the Japanese consensus building approach. The literal translation into English is “wrapping around the roots”. I discovered that Nemawashi is about working together to create clear and implementable goals by agreement of all involved parties. Some advantages of this system are: it allows everyone to be accountable instead of 1 person, or a select few. It allows a clear understanding amongst all parties
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ompany Case Notes Build-A-Bear: Build-A-Memory Synopsis This case illustrates the success that Build-A-Bear Workshop has achieved since its founding in 1996. A detailed description is given of the Build-A-Bear retail experience and why it is that both parents and children are drawn to this concept. Personalization, and not just customization, is the driving force. The case also highlights how founder Maxine Clark stays in touch with the customer and the employees. For Clark, management-by-walking-around
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is available at all times during the business day, and how long it will take to order and replace that product. The history of just-in-time (JIT) can be traced to the Toyota Production System developed by then vice president, Taiichi Ohno (Monden, 1983; Vokurka et. al, 2007). Due to international competition in the industry, Toyota realized they were forced to rely on decision-making skills and problem solving skills of their employees to eliminate waste and improve on productivity; the resulting
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