运营管理之丰田案例Word格式文档下载.docx

运营管理之丰田案例Word格式文档下载.docx

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OntheFridaybeforetherunningofthe118thKentuckyDerby,DougFriesen,managerofassemblyforToyota’sGeorgetown,Kentucky,Plant,wasapproachingthefinalassemblylines,whereshinyCamrystookshape.Heheardacheergoup.Teammembersonthelineswerewavingtheirhandtoolstowardsasignboardthatread“noovertimefortheshift.”Smilingbroadly,Friesenagreed:

everyoneintheplantsurelydeservedarelaxedDerbyweekend.

Theplanthadbeenhecticlately,asitwasbothsupplyingbrisksalesoftheall-newCamrysedanandrampingupstationwagonversionsfortheEuropeanaswellasNorthAmericanmarkets.Overtimealsohadbeennecessaryearlyintheweektomakeuplostproductionbecausethelineutilizationratewasbelowtheprojectedtarget.Inadditiontotheseimmediateproblems,agrowingnumberofcarsweresittingoffthelinewithdefectiveseatsorwithnoseatsatall.

TheseatproblemhadbeenthesubjectofanurgentmeetingcalledbyMikeDaPrile,generalmanageroftheassemblyplant,thatmorning,May1,1992.Atthemeeting,Friesenlearnedofthesituationfirsthandfromkeypeopleinboththeplantandtheseatsupplier.Hethenspenttheafternoonontheshopfloortolearnmoreabouttheproblemwhiletheissuesdiscussedwerefreshinhismind.Bytheendoftheday,itbecamecleartoFriesenthattheseatproblemneededsolvingonceandforall;

thetroublewasthattryingtodosocouldhurtlineutilization.ThiswasnotthefirsttoughquestionToyota’sfamousproductionsystemhadencountered,norwoulditbethelast.ButthisseatproblemwasespeciallydelicateandundoubtedlywoulddemandFriesen’sattentioninthefollowingweek.

Background

Intheearly1980s,JapaneseautomakerscontemplatedbuildingcarsinNorthAmerica.Japan’shugetradeimbalancehadcausedpoliticalpressuretomount,whiletheeconomicfeasibilityofsuchinvestmenthadimprovedwitharapidlyrisingyen.Atthattime,however,itwasunclearwhethercarsproducedoutsideJapancouldliveuptotheirhard-earnedreputationofhighqualityatlowcost.Thisissuewasfarfromsettledin1985whenToyotaMotorCorporation（TMC）unveileditsplantoopenan$800milliongreenfieldplantinKentucky.（SeeExhibit1.）Thus,thecompany’sendeavortotransplantitsuniqueproductionsystemtoBluegrassCountryeffectivelybecamealiveexperimentfortheworldtowatch.

ProfessorKazuhiroMishinapreparedthiscasewiththeassistanceofKazunoriTakeda,MBA’93,asthebasisforclassdiscussionratherthantoillustrateeithereffectiveorineffectivehandlingofanadministrativesituation.

Copyright©

1992bythePresidentandFellowsofHarvardCollege.Toordercopiesorrequestpermissiontoreproducematerials,call1-800-545-7685orwriteHarvardBusinessSchoolPublishing,Boston,MA02163.Nopartofthispublicationmaybereproduced,storedinaretrievalsystem,usedinaspreadsheet,ortransmittedinanyformorbyanymeans—electronic,mechanical,photocopying,recording,orotherwise—withoutthepermissionofHarvardBusinessSchool.

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InJuly1988,ToyotaMotorManufacturing,U.S.A.（TMM）beganvolumeproductionona1,300acresiteinGeorgetown,nearLexington.Theplanthadanannualcapacityof200,000ToyotaCamrysedans,whichwouldreplacethebulkofJapaneseimportsofthesamemodel.In1992,TMMwasexpectedtosupply240,000oftheall-newCamrys,whosesaleswereupbymorethan20%sincethemodelchangeinfall1991.ThenewCamryjoinedtheranksofmidsizefamilysedans,whichconstitutedone-thirdofthetotalAmericancarmarketandreturnedanaverage17%pretaxprofitmargin1onastickerpriceaveraging$18,500.Forthefirsttime,inMarch1992,TMMstartedproducingwagonversionsofthenewCamryexclusivelywithinToyota’sworldwideplantnetwork.

ToyotaProductionSystem2

Sinceitsinception,Toyotahadalwaysstrivenfor“bettercarsformorepeople.”Thismeantproducingcarsmeetingdiversecustomerpreferenceswithflawlessquality.Itfurthermeantdeliveringcarsatanaffordablepricewithperfecttiming.ThisambitiousgoalhadseemednearlyelusiveaftertheSecondWorldWar,sincemostpeopleinJapancouldnotaffordacarevenatcost.Inaddition,thecountry’slaborproductivitywasonlyone-eighthofthatoftheUnitedStates.Inessence,Toyotawaschallengedtocutcostdramatically,butwithoutthescaleeconomiesthatAmericanfirmsenjoyed.Itneededanentirelynewsourceofeconomiestosatisfycustomerswithvariety,quality,andtimeliness,allatareasonableprice.TheToyotaProductionSystem（TPS）evolvedasToyota’sanswertothischallenge,andservedasacommonframeofreferenceamongallitsemployees.

TPSaimedatcostreductionbythoroughlyeliminatingwaste,which,inproductionenvironmentstendedtosnowballunnoticeably.Wasteofoverproduction,forexample,notonlytiedupworkingcapitalininventory,butitnecessitatedwarehousestoragespace,forklifttruckstomovegoodsabout,materialhandlerstooperatetrucks,computerstokeeptrackofinventorylocations,astafftomaintainthecomputerizedsystem,andsoon.Furthermore,overproductionoftenconcealedthelocationofthetruebottleneckandtherebyinvitedinvestmentinthewrongequipment,resultinginexcesscapacity.

Identifyingwhatwaswasteinreality,however,wasnosimplematter.Thus,TPSprovidedtwoguidingprinciplestofacilitatethiscriticalprocess.ThefirstwastheprincipleofJust-In-Time（JIT）production:

produceonlywhatwasneeded,onlyhowmuchwasneeded,andonlywhenitwasneeded.Anydeviationfromtrueproductionneedswascondemnedaswaste.Thesecondwastheprincipleofjidoka:

makeanyproductionproblemsinstantlyself-evidentandstopproducingwheneverproblemsweredetected.Inotherwords,jidokainsistedonbuildinginqualityintheproductionprocessandcondemnedanydeviationfromvalue-additionaswaste. TPSdefined“needs”and“value”fromtheviewpointofthenextstationdowntheline,thatis,theimmediatecustomer.

TheseTPSprinciplesreflectedtwoassumptionsaboutproductionenvironments.First,trueneedswoulddeviatefromaproductionplanunpredictably,nomatterhowmeticulouslythatplanwasprepared:

hencethevirtueofJITproduction.Second,problemswouldcropupconstantlyontheshopfloor,makingdeviationsfromplannedoperatingconditionsinevitable:

hencethevirtueofjidoka.TPS,ofcourse,encouragedcontinuallyimprovingtheplanningprocess,butitalsostronglyemphasizedalertingplantpeopletodeviationsfromanyplansabouthowproductionwastoproceed.

ToimplementtheTPSprinciples,Toyotaemployedavarietyoftools,manydescribedlaterinthiscase.ForJITproduction,thesetoolswereusedtokeepinformationflowasclosetothephysical

1BusinessWeek（May18,1992）p.50.

2TheglossaryattheendofthecasesupplementstheexplanationofJapaneseandToyotaproductionconcepts.

flowofpartsaspossible.Partswerethuspulledfromdownstreambasedonactualusage,ratherthanpushedfromupstreambasedonaplannedscheduleremotefromtheshopfloor.Thisarrangementrequiredupstreamstationstobecapableofchangingoveramongpartswithminimalsetuptime.Hence,creatingaflowingproductionprocesswasaprerequisiteforTPS.

Thepurposesofjidokatoolsweretoaidimmediateproblemdetectionandfacilitatevisualcontrol.Forthemtoworkproperly,thenormalstateofoperationshadtobewellcharacterizedandunderstood.Therefore,anotherprerequisiteofTPSwasstandardizingtheprocessanddocumentingthestandardplainly.

Finally,TPSdependedonhumaninfrastructure,symbolizedbyToyota’scorporateslogan:

“GoodThinking,GoodProducts.”PlantspracticingJITandjidokaprincipleswereextremelypronetoshutdowns,andwouldbeparalyzedwithoutpeoplecapableofsolvingexposedproblemspromptly,completely,andsystematically.Toyotathusinstilled“goodthinking”inallitsemployeesthroughseniormanagementcoachingandinternaltrainingprograms.Theseeffortscultivatedtwostrongattitudesthatpermeatedtheorganization:

sticktothefacts,andgetdowntotherootcauseoftheproblem.Atypicaldiscussionofaproblemwouldstartwith“let’sgoseeit”andthenconvergeonthe“FiveWhys”exercise.Thisexerciseconsistedofaskingachainof“why”questionsuntiltherootcausewasidentifiedandcountermeasuresdetermined（seeExhibit2）.

Methodicalthinkingextendedbeyondsolvingproblemsafterthefact.Itenabledpeopletoseekkaizen:

changeforthebetter.AtToyota,assoonasanyoneestablishedastandardwayofdoingajob,thatpersonsetouttodemolishitproactively,toinstallanevenbetterway.KaizenwasindispensableinpursuingTPSgoalscontinuouslyandindefinitely.

TheGeorgetownRampUp

DevelopinghumaninfrastructurewasTMC’sforemostpriorityintransplantingTPStoGeorgetown,asevidencedbyseveraldecisionsmadeearlyon.First,TMCassignedtoTMMthe1987Camrythatwasalreadybeingmass-producedinitsTsutsumiplantinJapan.Second,itreplicatedtheTsutsumilineascloselyaspossibleatTMM.Andthird,itsetadeliberatelyslowrampupschedule.Asaresult,TMCcouldfindpeopleinTsutsumiwho,basedontheirownexperience,wereabletodemonstratetoTMMhowtosolvetheproblemsencounteredinthatplant.

WhileconstructionwasunderwayatGeorgetowninearly1986,TMMinitiatedahiringandtrainingprogram（runoutofatraileroffice）.Itbeganwithtopmanagersandproceededtocoreoperations