The Machine That Changed the World

Topics: Toyota Production System, Lean manufacturing, Manufacturing Pages: 9 (3434 words) Published: July 31, 2011
Instituto Tecnológico y de Estudios Superiores de Monterrey Campus Santa Fe Manufacturing Strategies (IN3016) Profesor: Dra. María Teresa Del Carmen Ibarra Santa Ana Carlos Agami Zaga A01014834 Reading Report: The Machine That Changed The World

Article Report: “The Contradictions That Drive Toyota’s Success” Introduction The book in question is the presentation of a 5 year study made by a team of specialists of the Massachusetts Institute of Technology through the International Motor Vehicle Program, which pursued to find an outlook on this world transcendent industry which causes considerable impacts on the countries development. The study was conducted with the aid of automobile companies which not only provided in the whole 5 million dollars for the researches to be done but gave their facilities and opened up their operations and intellectual assets to the IMVP team because they were really interested in the results that may come from the program. Summary This book, by which Daniel Roos, Daniel T. Jones and James P. Womack, and their team of specialists in many areas analyze the differences in the automobile industry in North America, Europe and Japan and compare their practices in order to find the most efficient ones as well as communicate to the world the, so named by them, lean production that may be applied to any industry. Initially the authors make a little bit of history on the car producing development which starts in the city of Paris where the company P & L (Panhard et Levassor) devoted its operations to the production of fully customized cars for each customer and his preferences, creating each automobile separately in a craftsmanship based system. This production strategy had important problems in what relates to quality and efficiency, but represents the main base for the development of mass production. The ideologies of Henry Ford which pursued the minimization of costs in a automobile production system through volume producing of standardized products in assembly lines, with parts that are consistently interchangeable and easy to attach to each other. The whole system he created was owned by him and his family in a pursuit of more control of the total operation. In the mass production system set-up times were reduced substantially through the utilization of single purposed machines, which even though occupied a lot of space and required more capital investment, permitted low trained employees to load them and operate them easily. The product for this mass production system was also directed to mass thus be limited to standardized car models, which were inspected jus before being sent to the market in the end of the line. In what refers to management of the work force to meet the market demand the mass production systems considered the workers as an interchangeable part, so when they are not needed they can be released with no consequences for the company, apparently. In Japan, where the mindset is very different naturally from the Western cultures, in 1950 Eiji Toyoda, then Toyota’s CEO, return from a voyage to the Detroit motor companies triggered the begin of the development of the Toyota Production System led by Taichi Ohno.

The implementing of mass production in Japan was not feasible due to many situational circumstances of the moment and the place like the market which needed a wide variety of cars and was not as easy to satisfy through the production of a mass model, as well as the lack of spaces and capital like those available in North America. These facts caused Toyota to think deeper and develop a more suitable and success tending system. A basic example of the principles of Toyota Production System that were developed by Taichi Ohno is the stamping process and all of the activities surrounding it. In the mass production system considering the high demand rates and the high cost of changing the dies of a press to produce a different model the decision was to maintain a certain model of...
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