澳洲代寫-日本汽車的精益實踐和及時制造

精益實踐和及時制造被認為是日本汽車工業至今仍具有競爭力的重要原因之一。這些生產實踐在一定程度上幫助了1960年代開始的汽車需求(McMillan, 1991)。正如前面所討論的，降低汽車價格和設置價格限制觸發了這種需求。在國際領域進行競爭時，用於滿足地方一級需求的做法和戰略反過來又有助於國際一級。日本汽車制造商面臨著迫切的需要，使汽車的成本效益，同時是一個非常高的質量(特恩布爾等，1992年;Nohria和Garcia‐Pont, 1991.)。接下来有关 澳洲代寫-日本汽車的精益實踐和及時制造分析如下：

This was while copying the mass production techniques, the Japanese managers also started focusing on worker and equipment specialization and others that formed the basis for mass production. The push concept of production control was critically analyzed by Japanese managers who felt the quality would dip in that concept. This is because in the push concept, only acceptable quality levels would be met. Push concept involved a very active manufacturing production control. The machines were to be kept running and any problems would be handled at the supplier end. The constant machine run meant that system was not flexible. Components were being produced at a rate that they could not be inspected. Japanese made the major change of deviating from US practices when they decided to limit their volumes. They believed that quality was achievable only by decreasing the quantity and focusing on a few. Acceptable levels of price, quality and more were checked constantly with much more flexibility than was present in the US or the European market (Clark, &Fujimoto, 1989). Quality check and assurances were done by making use of key elements in the workplace such as that of the workers in the plant. This form of a flexible structure ensured that existing practices were not rigid or conformant to rules, and the focus was on ensuring quality.

With time other Japanese automakers started following in the footsteps of Toyota. The techniques of conventional systems were not followed blindly. Instead the company was seen to focus on long term growth by means of efficient manufacturing. Higher sales and higher market share was possible only because of this focus. Other researchers state that the source of competitive advantage of Nissan and Toyota was also because of their capital investments. Nissan and Toyota had a purchasing power that was twice as much as that of their international counterparts GM, Ford and Chrysler. Since their worker investments were high, it automatically follows that the worker productivity was also high.

The companies were supported in their efforts by the Government which took steps to ensure that the low volumes being produced did not bring down international competitiveness. Internal markets were restricted in their imports; they could not import more than one percent of the Japanese market. This was a strategy that was intended to ensure that more of the domestic vehicles were brought in the country, but it also had the intended effect of clearing away the stock of vehicles that were present because of manufacturing within the country. The prices for the Japanese vehicles were brought down. This further increased the number of people that wanted to buy the vehicles and the majority of the demand of the country was able to create a sustainable competitive structure. Nissan and Toyota were able to make a profit and at the same time were able to focus on innovations and efficiency measures for the companies. In addition, Japanese automakers also had the inherent necessity to improve productivity in ways that would enable them to meet international levels. Although they were not able to meet the international standards until later they were able to bring up car sales to better levels faster. So when they introduced their automobiles in the international market, it was largely seen to be a matter of increasing exports. Nearly 50 percent of the output of vehicles production was seen to be met by as early as 1977 (Cusumano, 2013).

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