Om Presentation: Honda Vs Toyota 6c41f

Comparison of Operational Strategies of Toyota Motors vs Honda Motors

Group # 5 Janmey Patel ( 202 ) Nikhil Arora ( 206 ) Shashank Mohore ( 228 ) Aniket Gupta ( 229 ) Parandeep Chawla ( 231 )

Flow Of presentation  Automotive Industry today  Toyota Motors 1.

2. 3.

Operations Strategies C2C Structure Supply Chain Management

 Honda Motors 1. 2. 3.

Operational Strategies QCDDM Supply Chain Management

The Market Today  In the past few years, General Motors, Ford, and DaimlerChrysler’s

market share for cars has been cut in half.

 Toyota , Honda , Nissan have shown a positive trend.  While domestic manufacturers still dominate their foreign competitors,

the Japanese market share of cars is growing.

 Consumers are choosing Japanese cars over domestic because of their

competitive price, and high quality reputations.

 These advantages are results of a very organized and innovative way of

doing business.

The Toyota Way

Company's Profile  Toyota is Japan's biggest car company and the second largest in

the world after General Motors.  It produces an estimated eight million vehicles per year, about a

million fewer than the number produced by GM.  The company dominates its home market, with about 40% of all

new cars ed in 2011 being Toyotas.

Cash to Cash: Toyota, Inventory Management

 Both ing and Supply Chain professionals rely on Cash to Cash

(C2C) measures to make processes more efficient and cost-effective.

 C2C is generally the number of days it takes to convert the expenses

for raw materials into payment for the finished product (1).

 Many factors influence this, including inventory management,

supplier performance, and collection of s receivable. In ing, C2C is a good measurement of liquidity of the firm.

 For supply chain professionals, it measures the efficiency of the entire

process, from suppliers, to manufacturing, through to order fulfillment (2).

Toyota takes three actions to decrease the C2C cycle:

 Extend average s payable  Reduce inventory by reducing the production cycle  Decrease average s receivable

Internal Structure  One organization that has successfully implemented a C2C system is

Japanese automaker Toyota. Its operational success is often attributed to the focus on reduction in inventory.

 The term Toyota uses for their system is “HEIJUNKA”. Translated

from Japanese, it means “make flat and level.” In particular, it refers to eliminating spikes in demand, but also creating operational efficiency and reducing overall supply chain costs.

 Toyota’s lean operation focuses on the idea of buy one, sell one.

Toyota is able to manufacture vehicles in about the same order customers buy them . This adaptability to demand has given Toyota the advantage of carrying the least inventory in the field of Japanese auto manufacturers .

Working with suppliers

 This concept is one that Toyota uses internally and it also requires of

its suppliers to improve the overall C2C cycle.  In the North American auto supply market, suppliers working with

Japanese-owned automakers perform at higher levels than those working with U.S. automakers.  Toyota works with U.S. suppliers to teach them the lean

manufacturing techniques used in Toyota’s manufacturing facilities (4). These techniques ensure a short amount of time between when Toyota needs an item and when the supplier makes it.

 Using small batch production, this short lead-time can be achieved.

Rather than running large batches and keeping excess inventory, plants quickly run a small batch and keep inventory low.  For Toyota, this translates to being able to better meet customers’

demands because manufacturing facilities do not have to wait on a particular part before beginning production on a vehicle .

Benefits of Heijunka

 Toyota’s improvement in its supply chain benefits the

automaker in many ways:  Inventory levels at parts distribution centers have

decreased by 53 percent from stocking levels in the 1980s.  Since 1994, the inventory turn of parts in the average

dealership has increased from 3.7 to 5.7.

 •Toyota dealerships have achieved 20 percent to 40

percent reductions in floor space utilization.  The time spent improving the systems of U.S. suppliers

shows results as well.  From 1997 to 2000 alone, supplier on-time delivery

increased from 76 percent to 93 percent.

 Sixty-six percent of suppliers on daily order status are able

to deliver within five days or less.  While inventory management is an effective way to reduce

the C2C cycle, it not only requires efficient manufacturing, but also effective forecasting.

Supply Chain Management

 Supply chain management (SCM) is the management of a

network of interconnected business involved in the provision of product and service packages required by the end customers in a supply chain.  Supply chain management spans all movement and storage

of raw materials, work-in-process inventory, and finished goods from point of origin to point of consumption

Toyota Supply Chain Suppliers Parts

Production

Assembly Plant INSPECTION DEALERS Customers

Inbound Logistics

Outbound Logistics

Inbound Logistics Network Design to analyze lacations of Suppliers Determine which cross dock is located neares to suppliers Transport parts to cros docs and stage them for coach assemply Transport to plants and containers travel in reverse route

Outbound Logistics Vehicles at Marshalling Yard Accessories installation Final Quality Assurance Transport TO Dealers

Honda

Company’s Profile  Honda is the number 2 car maker in Japan and the 5th largest

in the world.  Renowned for innovative ideas and engineering excellence,

Honda has an unusually strong image among mainstream car makers.  This ensure it can remain independent when rivals merge or

form partnerships.  Honda’s Operational practices show a great example of the

innovations the Japanese automobile manufacturers perform.

Operational Strategies  Careful site selection  In- depth supplier relationship 

Close and interactive, similar to a partnership

 Japanese/ American manager mix

Honda Purchasing  Suppliers are involved with development and design of new

products  Relationship is much like a partnership  Requires an in-depth supplier selection process

Honda Supply Chain  Honda uses their economies of scale by working with

their parts suppliers to order raw materials in large quantities.

Honda Supply Chain

Honda Honda Purchasing Purchasing

Parts Supplier Honda Trading Parts Supplier Parts Supplier

Raw Materials Mill

Parts Supplier Parts Supplier Parts Supplier

Honda Assembly Plant Honda Assembly Plant

Supply Chain Characteristics  The key element for Honda is the flow of information

with their suppliers 

12 steps: 



Initial , preparation/investigation of Honda parts, quotations, initial plant visit, prototype development, testing and evaluation, mass production quotation, preparation for mass production, trial run, Quality Assurance Visit, agreement, purchase order

In-house guest engineers

Structural Characteristics  Also known as exceptional drivers that reduce operating

costs and increase productivity 

Economy of Scale – All purchasing done by Honda Trading America Corp.



Technology – Multipurpose machinery



Capacity Utilization – Honda operates facilities in every major market they enter

Market Characteristics  IT advancements  3rdwave distribution software by Blinco Systems 

Assures parts quality, controls availability, guarantees delivery, provides consistent materials pricing

Competitive Characteristics  Strategic and operational variables that must be

factored into the design of a company’s global value chain 

Global value chain Demand chain (marketing, sales, service)  Supply chain (sourcing, manufacturing, logistics)  Product development (R&D, design, engineering, development, and launch) 

Company Specific Characteristics  Strategic sourcing – “maximizing the value added

through your external suppliers” 

Will chose highest supplier in overall service (not just lowest price)

 “Target pricing”  Price table for parts  If price cannot be met, Honda will work with supplier to get costs down

Q.C.D.D.M  Customer Satisfaction is top priority  Accomplished through suppliers competitiveness in quality, cost, delivery, development, and management (Q.C.D.D.M.)

 Quality  Most important factor  Must be built into production process

Q.C.D.D.M cont’d  Cost  Suppliers are given target costs  Cost reductions through own ideas, technology, improved productivity, along with t efforts with Honda in value engineering, and value analysis  Delivery  Suppliers must use just-in-time production system

Q.C.D.D.M cont’d  Development  Uniqueness in design and specifications  Helps create identity for Honda

 Management  Positive attitude  Measured by Q.C.D.D   Grade cards for suppliers

Honda Quality and Efficiency  Quality and Continuous Improvement  Employee Driven “Kaizen”  “Quality Circles”  “Domestic Trouble Reports” (DTRs)  MRP II and Web-based Ordering for Supplier Base as a whole  Extent of Efficiency in Supply Chain  Honda Trading “Soybean Example”  New Honda Ridgeline Composite Bed/Box

In Conclusion : Toyota and Honda share a Similar Philosophy  Customer Service is key  Provides more predictable demand schedule  Allows for a stronger relationship with Suppliers

Keys to achieving Cost Effective Customer Service  Monopolistic Purchasing Power  Strong Financial Health  Able to ask more from Suppliers  Understanding of global Economic environment