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The main components of Toyota's process optimization framework are not explicitly mentioned in the content. However, based on Toyota's known practices and the context provided, it can be inferred that the framework likely includes elements such as supply chain management, inventory control, and continuous improvement. Supply chain management is evident in Toyota's creation of a database of components linked to their suppliers. Inventory control is demonstrated by Toyota's practice of maintaining a certain level of supply on hand. Continuous improvement is implied by Toyota's ongoing efforts to optimize its processes in response to challenges and disruptions.
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Toyota had already experienced supply chain disruptions after Japan's 2011 earthquake, which caused it to confront this issue earlier than other automakers. After its suppliers were disrupted, Toyota built a database of 400,000 components linked to their suppliers. Before 2020, Toyota was able to ask its major suppliers, such as Denso or Renesas Electronics, to keep up to 50 days worth of supply on hand. By July of 2021, that increased to stockpiles with four-months-worth of supplies. Without an analysis of its current reality and constraints back in 2011, it wouldn't have been ready for the challenges of 2020.
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Have you ever wondered if effort or time is being wasted on outdated processes? Are you struggling to balance production demand with clunky workflows...
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