------------------------------------------------- Quality Focus Paper Just-in-Time Production and Lean Manufacturing Keller Graduate School of Management Spring Semester, May 2010 Session GM588: Managing Quality (online) Instructor: Robert Lee 5 June 2010 Table of Contents I. Introduction 3 What is it? 3 Background 5 History 7 II. Literature Review 9 Significance in Practice 9 JIT and Lean Thought Processes 10 JIT & Lean Thinking – General Principles 10 Advantages/Benefits
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Individual Analysis Paper Chairman and CEO of Nissan and Renault – Carlos Ghosn Chao Ru chao.ru@laverne.edu University of La Verne Graduate School of Business BUS 586 – CRN 1354: Leadership for the Future Professor John C. Sivie June 28, 2012 I. Table of Contents I. Table of Contents 2 II. Background and Award of Carlos Ghosn 3 III. Important Contributes for Nissan from Ghosn 4 IV. Doing the Right Things of Carlos Ghosn 5 V. Learn from Carlos Ghosn 7 VI. References 9
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in the automobile industry. Many years of increased arbitrary demands on suppliers has led to poor supplier relations and so the 100 year-old company is taking a new approach to reinvent its’ value chain. ------------------------------------------------- Porter, M., “Competitive Advantage: Creating and Sustaining Superior Performance”, Free Press, New York, and Collier Macmillan, London, 1985; 2nd edn, Free Press, London and New York, 19 References Automotive Industries. Norman Martin.
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Ecco – Global value chain management 1. Describe the competitive environment of ECCO and determine how well ECCO is positioned (vis-a-vis the competitors) to take advantage of changes in the industry. 2. Analyze ECCO's global value chain. How well does this configuration match the drivers in the industry? 3. ECCO has a fully integrated vertical value chain? What are the pros and cons of this strategy? That economic and strategic factors should be analyzed to answer this question?
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Product Development strategy for PSMC to pursue in order to compete with HONDA and TOYOTA. Then they will be able to grow their market share and growth. Table of Contents Executive summary 2 Introduction 4 Industry Analysis 5 Porter’s Five Force model: 12 Trends in Automobile industry in Pakistan 13 Key Success Factors 14
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approach to NUMMI. Not enough of GM's senior management was humble enough to accept the fact that they could learn from a competitor. However, even GM recognized how poor their factory efficiency was. They knew that their workforce was the worst in the industry. They also knew that the Fremont plant was the worst of the worst. Freemont Plant GM's Fremont plant conditions were horrendous, which led to horrendous errors on the production line. Sex, drugs, and alcohol were rampant during working hours
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indebted to Mr. D.C.Singhal for his guidance and constant supervision as well as for providing necessary information regarding the project & also for their support in completing the project. We would like to express my special gratitude and thanks to industry persons for giving us valuable information and insight. Our thanks and appreciations also go to our colleague in developing the project and people who have willingly helped us out with their abilities. IIFT 2015 Page 2 General Motors 2013
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Proceedings of the 2012 International Conference on Industrial Engineering and Operations Management Istanbul, Turkey, July 3 – 6, 2012 Car Recalls: A Problem Unique to Toyota or For All Car Makers? Kamrul Ahsan School of Management and Information Systems, Faculty of Business and Law Victoria University Australia Abstract Often automobile recalls are drawing media and public attention. Influenced by Toyota’s recent automobile recalls 2009-2010 this research conducts an empirical study on historical
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How Toyota Ought to Organize its Decision Processes to Minimize the Risk of Major Design Flaws that Lead to Massive Recalls and Driver Deaths from the Perspective of Organization Design and Decision-Making Abstract Japanese automaker, Toyota was a quality assurance trademark trusted by consumers worldwide. Though, in recent years, the company has been inundated by numerous vehicle recalls. Toyota’s quality problems surfaced when it was forced to recall nearly 7 million vehicles in the late part
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better opportunities to develop than those suffering from scarce mobility. Reduced mobility impedes development while greater mobility is a catalyst for development. Mobility is thus a reliable indicator of development. Providing this mobility is an industry that offers services to its customers, employs people and pays wages, invests capital and generates income. In many
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