Toyota Motor Corporation (TMC)

Paper Summary:

This paper explains that, of all the factors that have lead to Toyota Motor Corporation (TMC) becoming one of the leading global manufacturers, their approach to managing their supply chain using the Toyota Production System (TPS) to synchronize with suppliers and production centers is the most significant. The author points out that Toyota dominates the global auto market due to their ability to quickly have suppliers respond to the demands they are under for fulfilling production levels based on unique customer requirements. The paper relates that the collaborative aspects of the globally deployed TPS make it possible for Toyota to maintain a consistently high level of supplier quality throughout the production processes of dozens of models globally.

Table of Contents:
Change That Made TMC a Very Successful Global Player
Order-to-Cash Fulfillment Cycles
Supply chain Synchronization with Sources of Demand Standardization of Customer Service Processes
Redefining Inventory Strategies
Best practices in Service Lifecycle Management
Best Manufacturing Practices: Accurately Sensing and Responding To Demand
Table: Lean Manufacturing Product Customization Strategies
Table: Measuring Lean Manufacturer's Contribution to Customer-facing Strategies
Summary

From the Paper:

"By Toyota combining lean manufacturing concepts and their TPS system, six major process areas emerge as the core strengths of their unique sourcing and production strategies. The following are six process areas where best practices-level performance is being attained by Toyota. In focusing only on these areas, Toyota is looking to increasing the speed and flexibility they fulfill the demand for their product and services which is by definition the essence of accomplishing lean manufacturing strategies."

Sample of Sources Used:

• Aberdeen Group (2005). Best Practices in Strategic Service Management. Aberdeen Group Report. June, 2005. Boston, MA. Executive Summary
• Aberdeen Group (2006). Best Practices in International Logistics. Aberdeen Group Research Report , January, 2006. Boston, MA. Page 6.
• Columbus, AMR Research (2003). Configuration is at the heart of fulfillment for complex manufacturers. AMR Research Report. March 31, 2003. Boston, MA.
• Manufacturing Engineer (2005). The goal of sychronised demand. IEE Manufacturing Engineer Magazine. August/September, 2005. Pages 32 - 35
• McKinsey & Company (2005). Transforming Sales and Service. McKinsey Quarterly. Thomas Baumgartner, Roland H. John, and Tomas Naucler. 2005 Number 4. Pages 81 - 91.

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