Global Operations Strategy and Process Selection in Toyota

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•Read Porter’s 1996 article, “What Is Strategy?,” from Harvard Business Review, volume 74, issue 6, pages 61–78. ◾You will use this article to respond to the first discussion in this unit.

•Greto, Schotter, and Teagarden’s 2010 case study, Toyota: The Accelerator Crisis. ◾You will use this case study to respond to the first discussion in this unit.

For this discussion, read the library article “What Is Strategy?” by Porter (1996) and review the case study Toyota: The Accelerator Crisis (2010) by Greto, Schotter, and Teagarden. Then, respond to the following questions:
•Describe the four basic types of production processes. What are the advantages and disadvantages of each? When should each be used?
•Consider the Porter article in the context of the Toyota accelerator crisis. ◾Porter claims that operational effectiveness is not a strategy. Why was operational effectiveness such a focus at Toyota, prior to the recall crisis?
◾What are the downsides of lean manufacturing?
◾Throughout the recall situation, has Toyota successfully enacted the principles espoused by “the Toyota Way”? What has the company done well, and where is there room for improvement?
◾In pursuing its aggressive global expansion, what tradeoffs has Toyota made? How effectively has the company managed the tension between global standardization and local responsiveness? Have the company’s value chain activities been managed effectively?
◾Had Toyota sacrificed quality and customer focus at the expense of extreme cost reductions?
◾What role has Toyota’s supply chain and keiretsu structure played in the recall?
◾What lessons can other companies take from Toyota’s crisis?

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