Knowledge Transfer Toyota NUMMI and GM Willy Shih
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The Toyota NUMMI and GM Willy Shih case study analysis report I’ve written is an overview of the Japanese company’s strategies for the acquisition and integration of General Motors’ North American automotive plant, the NUMMI plant. The report details the steps Toyota and GM took to integrate and transform the NUMMI plant into a Toyota-branded plant with GM’s assembly and engineering capabilities. The report is written in a conversational style with a focus on humanistic and introspective elements, such as “me,” “my
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A few years back, Toyota, one of the most valuable car manufacturers of the world, made a decision to move a substantial portion of its production from its headquarters in Japan to its factories in the United States, California to be precise. link The reason behind this move was to save money and streamline the supply chain. Toyota was looking to cut its transportation costs and reduce production costs to stay competitive against General Motors, the world’s second-largest car maker. So when Toyota and GM made this announcement, the autom
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The Toyota Production System (TPS), also known as Toyota Production Literacy, is a concept that Toyota Management introduced in the early 1980s in an effort to address the disastrous quality problems that it encountered during the early 1970s. It is a system that aims to make manufacturing process as efficient as possible by integrating the five “knowledge” factors in the production system: 1. The knowledge of workers: Employees need to know the material, assembly, and finishing methods; the process; the
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In 2002, Toyota Motor Corp. Built an American-style automobile plant in Normal, Illinois. It was called NUMMI (North American Utility Vehicle Manufacturing). It had a production capacity of 40,000 cars a year. I was on my first day at NUMMI (Number One Manufacturing Institute of California). I was impressed by the work done by my Japanese friends. They introduced me to assembly line work and the Toyota production system. During the next three months, I worked
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Knowledge transfer (KT) is an approach whereby an organization transfers knowledge to its employees through training and education, as well as through mentoring, coaching, and development programs. In the Toyota production system (TPS), an intervention called “New Work Systems (NWS) is a key component of KT. The NWS is an innovative approach to manufacturing that involves the development of highly skilled workers who are trained to work as a team, to handle highly specific production operations with precision, to cope with the stress and pressure of production at
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The Toyota NUMMI and General Motors Willy Shih’s experiences demonstrate the advantages of transferring knowledge from one business to another. NUMMI’s success was based on Toyota’s strong commitment to quality, and Shih demonstrated excellent leadership qualities. This article explains the background, challenges, advantages, and implications of these similarities in Toyota’s and GM’s experiences. Toyota’s History and Success In 1937, Toyota founded the Toyota Industries Co. find this Ltd., as a
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Knowledge Transfer: Toyota’s and GM’s Transmission of Knowledge Transmission of Knowledge has become a key element in today’s globalized business environment. Toyota’s and General Motors (GM)’s Transmission of Knowledge have shown great examples. These corporations have established long-term and cooperative relationships that have allowed them to exchange knowledge and ideas to benefit themselves and their industry. Toyota’s Transmission of Knowledge Toyota began its “Knowledge