![]() The source familiar with Harman said the company, part of South Korea’s Samsung Electronics, was experiencing shortages of central processing units (CPUs) and power management integrated circuits as early as November last year. ![]() Toyota, meanwhile, has raised its vehicle output for the fiscal year ending this month and jacked up its full-year earnings forecast by 54%. Toyota surprised rivals and investors last month when it said its output would not be disrupted significantly by chip shortages even as Volkswagen, General Motors, Ford, Honda and Stellantis, among others, have been forced to slow or suspend some production. Two of the sources who spoke to Reuters are Toyota engineers and the others are at companies involved in the chip business. “Toyota was, as far as we can tell, the only automaker properly equipped to deal with chip shortages,” said a person familiar with Harman International, which specialises in car audio systems, displays and driver assistance technology. That’s why Toyota came up with a business continuity plan (BCP) that required suppliers to stockpile anywhere from two to six months’ worth of chips for the Japanese carmaker, depending on the time it takes from order to delivery, four sources said.Īnd that’s why Toyota has so far been largely unscathed by a global shortage of semiconductors following a surge in demand for electrical goods under coronavirus lockdowns that has forced many rival automakers to suspend production, the sources said. REUTERS/Denis Balibouse/File PhotoĪfter the catastrophe severed Toyota’s supply chains on March 11, 2011, the world’s biggest automaker realised the lead-time for semiconductors was way too long to cope with devastating shocks such as natural disasters. New York: Simon and Schuster.FILE PHOTO: The new Toyota Corolla Sedan Hybrid is displayed at the 89th Geneva International Motor Show in Geneva, Switzerland March 5, 2019. International Journal of Operations and Production Management, 7(4), 46–52. Application of Just-in-Time manufacturing techniques in the United Kingdom. International Journal of Production Research, 15(6), 565–594. Toyota production system and Kanban system: Materialization of a Just-in-Time and respect for human system. Sugimori, Y., Kusonoki, K., Cho, F., & Uchikawa, S. Journal of Small Business Management, 29(3), 43–49. Customer and supplier linkages for small JIT manufacturing firms. International Journal of Production and Operations Management, 9(3), 15–25. International Journal of Production and Operations Management, 15(1), 38–49. A comparative analysis and review of JIT ‘implementation’. A categorized survey of the JIT literature. International Journal of Production and Operations Management, 9(8), 20–39. Impact of computer technology on the implementation of Just-in-Time production systems. The transferability of just-in-time concepts to American small business. Production and Inventory Management Journal, 20(2), 44–48. ![]() JIT implementation in small manufacturing firms. Computer integrated flexible manufacturing: Organizational, economic, and strategic implications. International Journal of Production Research, 36(3), 837–861. Meta-analysis applied to operations management: Summarizing the results of empirical research. Integrated Manufacturing Systems, 7(2), 67–76.įorza, C., & Di Nuzzo, F. Improvement initiative paths in operations. This process is experimental and the keywords may be updated as the learning algorithm improves.įilippini, R., Forza, C., & Vinelli, A. ![]() These keywords were added by machine and not by the authors. Also, the paper is valuable for its balance between scientific rigour and practical relevance. The commentary underlines that, although results are today outdated, the framework proposed by the paper is still very useful to study the evolution of JIT and its impact on performance. Through a wide empirical evidence of Italian companies in the metalworking industry, the authors were able to show the ability of JIT to shift the trade-off between productivity and service. On the other side, they studied the impact of JIT on two set of performance dimensions, the operating conditions and the external performance of the production system. While the general approach is long lasting and widely generalizable, the specific techniques might be more contingent. From the one hand, they distinguished the overall managerial approach and philosophy from the specific techniques used to implement it. In the original paper the authors performed an early study on this subject, recognizing the disruptive potential of this approach and proposing a solid framework for its analysis. Just in Time (JIT), as a wide philosophy to manage and control production activities, has dominated the way industry is run in the last decades. ![]()
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