**************** ********

Name

Institution

Toyota-marketing

********

*****

of

*********

Table

of

Contents

1Abstract

** *************

**

*************** ******* 4

31Toyota

***** ***** ***

***

** 32The

mission

*** vision

*********

** ********** and

*********

** Toyota ***** ***** *** ***

7

************ ** key concepts ** 41Six

Sigma

** 42Benchmarking ** ****** Motor ***** ******* USAInc ** ******

*************

*** ******** Chain ********** **

******

***** Sales ******

***

******* ******* ********** ****** Motor ***** USAInc ***

******

Six Sigma ***

*************

*** ************ ******** Planning ***** *** 481Diagram ** ***

ERP

************** services at Toyota ******* *** 5Biblical ***********

***

********* ****** *** ***********

23

******** ********

***

******** ********* statement *** the

******

***** ***** *** ************ *** ****** ******** 26
******* ***

board

and chief *********

*******

*** 65Monitoring and

evaluation

*** ***********

***

*********** *** 1Abstract

The

study researches on *** ******** ********** ********* ** ***

******

*** company *** ***** its

*******

*** future importance It ******** *** fundamental ******

surrounding

*** applicable ********** ***

***

innovations **

***

relationship with

***

communication

technologies

******

***

******

*******

***

***********

and *** ************ ** *** ******* increase *** ************ ** all *** ********** projects ** *** ******* that **** ** **** ******* *** ********* *** reduce the costs *** ****** Inc company ******** several ********** in ******* ********** to ******** ***** **** *** ******** *** ************ *** *** ************* ** *** ********** *** business ********** focuses ** the ******** ********* *** includes ***** ********** **** the ***** ******* *** *** ********** administration ** developing a company *** ***** ******** the *********** ** the ******** ********** ********** ***** advantages ** *** ************ *** utilization ** *** ********** ********** to *********** *** ***** ********* ** *** outside the ************ ******* ******** ********** *** the ********** ** *** **** ********** ****** be observed ** ensure **** ** ******** *** ****** ****** ** *** ******* The ************** of the ********** like *** enterprise ******** ******** (ERP) *** sigma ****** ***** ********** ***** others ** ***** ** ******** the ********** *** ************* while ******** *** ********* that ******** *** ************ and *** ******** of *** ******* *** the ********** *** *********** in *** ********** department and *** ********** in *** ***** ************ The ****** ******* *** ******** *** these strategies of *** ********** to ****** that ***** ******** grows ****** the ******** *** **** ****** that the ******** *** of **** ******* *** *** ******** satisfaction The strategies also **** ****** *** organization ** ******* ******* ******** ******** *** company’s ********** *** ******** the costs ** ********** ********* *** ****** Company *** ********* its ******* and increased the customer relationship
2Introduction
******** *** ********** ** part of ***** ************ ******** in overcoming the ******** *** *** ******** ********** ** the company ** is the ***** *********** ***** in **** companies **** ***** ** improve *** *************** ************ ** ********** the management ** ******** within the

company

**

**

********* in all *** ************ ***** ** enables ** to ** ********* ********* *** ***** *** ******* than the traditional ********** ********** The ********** ******** *** *** ************* that **** ** be ******* *********** to ****** *** ******* *** ****** ** supported by *** ********** *** ** ** perform *********** *** ****** Company ********** ******* mostly ** the production of *** quality ******** at ***** ***** possible increase *** customer and *** investor’s ************* *** **** ******** the ******** and ******** challenges **** **** *** company ********* ** ** ********** as *** *********** ** *** *** ************ *** six ***** ****** ***** ********** ********** ******** planning (ERP) ********* *** ********** *** evaluation *** considered to ** the ***** strategies **** *** ****** ******* ***** in ***** ***** *********** *********** *************** ******** Toyota ******* ** well known *** ************* ******* ******** ****** *** ***** *** it *** ******** the ********** ******* notably ** ** recognized *** *** ********** ********** philosophies *** ****** ***** market ******* The ****** *********** ** ** ********** manufacturer **** *** ************ ** ******

*****

*** *******

***

******* in 1937 by *** ******** Toyoda *** introduced *** automobiles **** the Toyota Industries ***** ** his father (Wang *** ****** ***** The ********* ** *** ***** automobiles started ** **** ***** *** ********* ** *** ******** Toyoda *** they **** **** ***** the **** ****** ******** ****** becomes *** ***** ********* **** 1937 ** **** ***** *** ******** Toyoda **** **** ***** ********** *** ***** ***** *** ******* ********* ******** **** ****** ** vehicles ********* the ****** ***** the **** ***** *** *** Daihatsu *********** *** ******* ***** ****** ** ***** ********* **** *** Isuzu **** ** *** * ****** ***** ******* *** 17% in *** Fuji ***** ********** ***** *** Tanaka ****** ***** **** ***** *** company *** approximately ****** ********* ******** *** ** **** the ******* ******* ** *** ***** *** ******* ********** ************ ******** by *** ******* ****** and *** ********** **** *** ************ production ** *** *** million ******** ********* the ****** ************** *** ******* *** **** ******

**

*** ******* ********** *** ********** *** market ************** and ** *** ******* ************ ** ******** **** *** ******* *** ranked ** the 13th ******* ******* **** ******** ********* the ******* implying **** *** ******* is performing **** **** ****** and ***** ***** The ******* ** leading in ******* the ****** ******** ******** and ********** *** ******** of *** **** ******** ****** *** globe The total ***** ** *** ***** ****** *** *** ****** ****** ****** * ******* ********** ** **** April Notably *** *** ******* ****** ** *** ***** ****** with ************* ** ******* units **** ** ***** *** ****** ***** inclusive ** Hino Daihatsu and *** Chinese ***** ******** ******** ******* ***** ******** ** **** Therefore *** ******* regained *** *** **** **** **** *** ***** ** ******* ** ***** produced ******** ** *** **** ** ********** *** ***** ***** ** **** *** ******* ******** *** *******

**

*** units **** **** ** *** ****** ************ to cross *** ** million ********* threshold **** *** results ******** ***** 2011 ** to 2013 it ** clearly **** **** *** company was progressing **** **** *** ******* ******** *** ****** financial ****** in 2009 with the ****** *** loss of ** billion ******* (Liker and ***** ***** *** ****** ********* situation *** ********* *** ******** and **** *** ** **** **** *** Japan **** *** ************* Cooperation **** became *** ***** **** ** ******* **** the state lends the money ** the organization
31Toyota ***** ***** *** **** *** ****** ***** ******** has **** ******** in *** ***** *** ****** Motor ***** USA *** was *********** ** **** and *** its ************ ** ********* The ******* *** *********** **** the ***** bid ** ************* and ************ *** ******** ** *** America and *** *****

*****

The ******* markets ******* *****

**

the vehicles ***** ******* *** ****** Land ******* Toyopet ***** ******* and *** Toyota Corona *** ******* is ************* placed to remain competitive ** the ****** *** *** manufacturing techniques ensure **** *** environment ******* **** *** ******* ******** ******** ** ** **** ** *** Texas to enable *** ******* increase *** collaboration *** *** ******** ************ ** ***** America *** ensure **** the ******* ******** *** ******** structure **** *** deliver *** better **** ** *** the ********** 32The ******* *** vision ********** It was ******* ** **** *** ** *** **** the ******* the **** ******* ************* company ** ********** on *** ********** that ********* *** ******** ***** *** *********** *** ******** *** ********** *** objectives *** ******* ********** vary ********* ** *** ****** *** ***** *** *********** sales ***

manufacturing;

** ******** ** *** **********

***

*** ********* ******* ***** and ****** ***** The ****** shows *** ********* ********* of *** ******** ** ****** **** the ******* is ******* the *** ** *** mobility ** ********* the ****** and responsible ways of ****** people They *** committed to ******* products and ****** *** ************ ** the ******** ** ********* *** ************* ****** *** Meier ****** ********** *** ********* ** ****** Motor ***** *** Inc
The major ******** in *** company *** *** automobiles **** the Toyota label The ***** Ford ******* ****** Subaru and *** Toyota Corolla are available with ********* ****** *** target ********* *** all countries in *** ***** ******* ********* ***** ********* ********* ******** ***** *** ******

*****

**** produce the ******** ***** are ******** ********* **

the

******* for ******** *** ****** and the ******* model *** ****** ****** ** ******* *** Toyota four ***** drive have *** markets ** ****** and Asian ********* ****** *** Meier ****** 4Integration of *** ********* ***** ****** ** ****** ** *** *** ** the ***** *** ********** **** *** ******** ** ******* *** ****** ******* managements It mainly ***** to ******* *** ******* ** the ***** products ** ******** *** ****** of *** defects while ********** *** *********** ** *** ********* and ********** ************* The ******** ******** ***

*******

********** methodology ***** ********

the

statistical

***

empirical data

**

****** *** special infrastructure ** the ********* It ******* *** ******** ***** **** the certain ******* ************ ** ******* *** ******* ***** **** ******** *** ***** reducing *** ********* ******** *** profits *** ******* ******** the ******** ***** *** company ******** *** ******** because it *** *** ********* ***************** ********** ******* **** target *** *********** *** ****** ********* ******* **** minimize the ********** *** ****** ******* *** *** ******** *************** **** can ****** be ******** ******** ******** and *********** The ******* ** ********* to achieving *** ********* ******* *********** ** *** entire ************ starting from the *** level *********** The

**********

** *** Six ***** ****** ******* *** **** ** identifies *******

*****

**

the executive leadership ** includes *** *** ********** ******* like *** *** *** ***

*********** for ******* the ****** ****** *** ************** ** **** ******** *** **** ******* for ***

resources *** *** ******* to ******* new ***** *** *** ************ ***** **** ****** *** barriers and ********** *** **********

to

******

************ The ********* ** *** organization ****** **** **** guide *** *** ***** ********** **** the consistent application across various departments
*** utilization ** the *** ***** ******** the *** of professionalism ** the quality ********** ***** *** quality management before *** *** Sigma largely ***** on *** production departments ** ** derived **** *** **** **** it *** *** standards ********** ******* the **** *** the ************** ** the ******* *** strategy is **** ******** for *** ************* like ****** ******* ***** it has more **** ***

*********

** ******** * ***** number ** *** ********** *** tools **** work **** ** large ************* ***** can afford *** ***** ****** The *** ***** Black **** is the certification that *** ****** ************* **** ******** to **** *** *** ********* the *** ***** ** ******** *** ************ and knowledge ** utilizing the *********** ******** in ************ *** process *** ******* the costs and *** ******** ***** *** Six ***** ***** **** validates the knowledge *** *** ************* of *** ***** *** ***** ************* and ********** **** include *** **********

***

****** ***** *** ********** *** the improvement of ********* ** the ************ ******** 2002) ** streamlines *** communications *** ******** the *********** systems ** measurements including ***** ***** ** improving *** ******* *** the products The ******* ****** ****** **** these ************** *** ********** ** all *** ******** of *** ****** ************ *** ********* *** Sigma ************** The ******** *********** *** mission ** *** ******* regarding ******* ************ ************ The lean Six ***** *** *** *** ***** should be ********** together ***** **** **** *** **** ******* ******* of ****** *** customer the **** ******** ******** ******* ***** nimbleness and new ********** *** Toyota ******* **** ******* successful ***** **** **** ******* **** *** **** ******** **** ***** the **** ***** ********* *** ********* as ******** ** **** *** value ****** **** *** ******* waste ** improve the ********** *** ************** 42Benchmarking ** ****** Motor Sales ******* USAInc
************ is *********** *** ******* ** *********** the ******* ********* ** ********** in *** ******** ********* ********* quality ******** *** ******** then ******** ** ******* ***** **** ********* as a **** ** continuous *********** ****** ***** ***** ******* ** *** US market ******* ** remain competitive ** *** ****** by ******** competitors *** *********** the **** practices **** make them stand ***

**

*** ******* *** ********** industry *** a

****

history ** ************ ********* ** ** *** **** industry ***** *** ****** was ********* ****** In **** ******* ****** **** *** the ****** ****** in the ******** **** ****** *** ** *** ********* ***** Toyota *********** ** *** ******* **** its *** ********* spending **** studying *** **** ********* The entrance ** *** ******* ** *** ** ****** *** ****** * threat ** *** ********

***********

** ********* ******* ************ from ** ************* **** ***** Spearman ****** Benchmarking is *** **** ** ********** adaptation ** **** a ******** company’s **** ******* ** reinventing *** ***** Toyota ******* benchmarked ** *** Ford * US ****** upon *** ******** ** *** ** ****** ** ******* its ******* *** ********* ** ******** ** ***** point ** strength; it enabled **** quickly **** *** ** market ******* **** investment ** ****** research ****** US ***** ******* *** ************ ********* **** its parent *******

****

** ********* the team environment ** the *********** ******* ********* *** ******** ** ***** * community(Pound Bell ***** Spearman ***** ** **** strives to ***** *** ************ ****** ********** culture which *** top management ****** ** ***** ******** ******** and one on *** ********** **** ******** creators ** the ******* Other companies **** ******** ****** ****** lean manufacturing *** significant *********** *** done ** *** The company *** done ********** ************ collaborating **** ******* ** *** ******** *** ****** ** ****** ******* a **** ********** ***** ***** ****** vehicles *** ****** ****** ***** ***** true *** ******* of environmental ************ ** at *** forefront ** ************ *** new **** ******** ** *** done *********** ************ weighing ** ** the heavyweights in the ****** *** ******* *** a ***** *** ****** Generic ************ ** ****** has ****** ** *

***********

***** ******** ******* **** **** ******************* **** ***** ******** 2014)
It requires ******* ********* of *** ********* *** procedures ** get *** ******* ** *** ************ *********** ******** ** ******* carefully ***** *********** *** company’s ******* services ******** *** ********* **** **** to be benchmarked **** a ******* **** **** *** organization to take part ** *** ******* effective ************* *** ************* *** essential ******* *** **** that **** ***** *** ************ ******* *** data ******** to identify ******** **** *** *** ****** ***

******

** ***** based ** the ******* ******** **** *** ***** marking process(Pound **** ***** Spearman 2014)
Toyota Motor sales ******** **** *** process *** to increased productivity ** ****** * ********* *** of ******** *** **** ***** ** *** ************* It ** also * ********* **** ** ******** on *********** with ************ the company ******** *** ****** strategies **** *** competitors *** ******* **** ******** ******** from different stakeholders in the ******** ******** ****** ********* ** the company **** * *********** **** industry market ** North ******* ****** Motor ***** can

***

************ ** * continuous *********** **** It ***** **** supports ********* planning and ******* *** ********* ******** *** ******* remains *********** ** ************ ************ ********* *** ******** ********** ** *** ******** ******* ********** *********** ****** ************** **** ************* is ********* ******** ******* * particular consumer ***** ** *** ***** preferences ** *** ****** few ******* on the ******** such ** ***** *************** ** *********** to **** the **************** ***** ********* **** introduce *** ******** **** *** market **** ** *** *** ****** **** ********* capabilities ** ******* ****** ********* ** *** ****** ****** ***** Sales *** **** **** ********** of *********** *** ****** ********* ******** ******* ***** *** ***** ********

market

is ****

**

the *************** ******* ** sales **** after ***** ****** ***** Sales *** **** dynamically ******* ** *** ****** market ***** ** *** ******** market ********** *** managers studied *** successful **** ******* ******** ***** and ******** ** to ***** venture Toyota ***** at **** customization ** an *********** to ******* *** ***** ******** market ********* cars **** * *** cost **** quality *** ** line **** *** current ***** ** ********** Part ** *** efforts ******* ***** ****** is *** ********** ** *** ************ ** ****** ** increases ********** and positions it ** ******* even ****** **** It ****** *** **** ***** to *** ******* ****** much ** *** ******* ** the ********* ******* ** ****** ******** and access Most ******** ********* are ********* ***** ***** safety Toyota puts quality as the ******** ********* ************** ****** ** ***** ** *** safety ** the cars ** is in **** ****

***

************* ******* ** ********* future ******** ********* **** ******** *** public use *** environmentally conscious (Wisner 2016) Most ********* **** ********* ****** *** **** -efficient ********* ****** ******** are now ******* *** ****** ** ** *** ** **** *** ****** *** *** urge *** ***** energy and environmentally ********* ******* ****** Motor ******* ** ******* into the ****** **** *** ********** ******** ***** ********** ** *** ******** ********* its ***** ****** vehicle ** **** ******* ******** awareness *** ******* its ******* ** sustainability *** ******* aims ** ****** its emission ******* *** improve ********** processes and ** ***** the ***** The parent ******* ** Toyota based in Japan ***** ************ *** **** customization process without success It **** *** ******* ** part ** *** ********** improvement ******* which *** * wrong *************** 2016) ****** ***** ***** *** ****** ***** ** *** consumer ***** *** not **** *** company ******* ** manufacture ********* *** ****** ******* ******** on *** vehicles *** does *** delight *** **** ** ****** *** ******* of **** ************* organic ************ structure ** ******* *** *************

nature

should be **** ******** *** adaptable ********* of jobs **** *************** *** *********** ************ ******** should beused ***** the ******** *** engineers ****** certain ***** *** workers execute them Employees ****** get an *********** ** learn and ***** ******* *** ********* ** ******** successfully **** ************* ******* of focusing ** ********** only(Wisner ****** Toyota ******* **** ******* from **** ************* ** correct ****** segmentation *** ************* *** ************** needs ** ******** a ****** **** ** *** ****** enhancing *** ************* ******* and ********** ****** share ** **** *** ********* ** low-cost ************ ********* ******** ** ****** ********* ** ********** ******** class It ** essential that employees ** ******* on *** ************** ****** in culture *** ***** **** ********* ******** **** to ***** excellent ****** and ****** * ******* network ** ********** ********* *****

to

guarantee the success ** **** ************** ******** ***** ********** ** ****** ***** ***** USAInc
****** Motor Sales ***** Company has *********** *** ****** chain ********* by ********** ** ***** ********* ******** ******** *** ********** ******* ******** *** ********* *** move ********** ***** ************* and ****** ******** ********* collaboration ******* ********* *********** The *** **** ********** *** Kentucky ******* will ** ***** *** **** ********* **** 1000 employees from spare ***** ************ ** ********* services ***** ****** * The ********** ** ********* ** ***** cost ** *** city

with

cheaper **** ****** *** **** ***** ***** However

***

********** ******* ** ********** ********* *** ********* offered ********* ******** ** stay ** *** ****** ******** *** ******* uses *** completely ******* **** principle ***** they **** vehicle ********** assembled ** ***** local manufacturing ****** ****** ****** *** lower ** ********** knocked products **** ******** ******** ***** *** *** ******* ** reduce *** **** ** ********** *** ***** ******* their ****** ** ********* *** **** highly ********* ******** TMS have ****** in different ********* **** as ******** assembling ***** *** **** *** ********** ******** ***** The ********** ********* ensures that ***** ** the ******** ****** of ****** vehicles to

*****

****** ** *** ***** ******** ****** ** gives * competitive advantage ** *** market ** **** *** logistical ******** ** also uses ******* ********** ********* ***** it **** flexible ************* ** ******** ***** and components using optimal sequencing *** cars *** ******* ********* manufacturing areas under ******* ********** steps from **** making ** final assembly It ******** *** challenge ** ********** ******* ********** ***** to *** ********** line ** *** ***** sequence(Iyer et2014 )
********** and tool ********** is ***** **** ******* ******* *** ** ***** ********** in ***** ********** car *********** terminal ******** ********** **** and changes that clearly ***** workers controlling the production ******* *** **** ******** in *** ***** parts ********* ** ** ** ** ********* ***** ***** ******* ** ****** ** *** web- ***** ******* to **** *** supply ***** ******** ***** The ******* ** important for ******** satisfaction ** it ******** *** company’s ********** ** *** ****** (Iyer ****** * *** ******* ***

*********

************* ********** implementing ********* ********* **** reduce error *** failure ***** ** guarantees ********** **** ********** *** ******* *** deadlines *** *** The ********* of ********** ******* ***** it an **** ** *** ****** however constant *********** is **** *** ** *** ***** ********** *********** it ***** (Gobetto 2013)
The ***** of the ************ is *********** ** *** **** *********** change *** company *** changed ***** *** inception ***** is ***** ** *** ******* ***** port **** ***** giving it *** ********* **** *** *********** **** as ******* Kia and Mitsubishi *** *** located ** *** **** ***** It has ******* its gravity ** *** ***** ******** ****** ** ********* and ********** **** ***** ************* sites ** ******* *********** Texas *** ******** *** ****** ***** ******* ** ******** ********** and ******** ******** **** ***

********

******* ********* TMS ********* **** ********** and flexibility *** ** proximity to the ********* et2014 )
********** support **** *** *** ********** and ******* ******* ** ****** **** ******** market ***** ** the company ********* **** extensive ******** ** *** ********** **** the latest ********** techniques *** ****** ***** ********** ********** Centralization of logistics ******** ****** ********* ******** *** ********* ********* of supply ***** ******** ******* **** ******** vehicles spare ******* ***** *** human ******** management
******* ******* ********** ****** ***** ***** ******* Total ******* ********** (TQM) ** a ******* ********** **** ******** ** ******** satisfaction; ** ** all about involving employees

*******

********* *********** ** the ******* It *********** ** **** *** ***** ************* to ********* ******* **** an ************* *** ** ******* ** ***** principles ** *** ** manage quality ** led to *** *********** ** *** ****** quality ********** ******* ****** ***** ***** Company **** ******* ********** ** *** ******* ***** different ***** ********* *** *** ****** ******* ** ***

the

major ********* in *** world ** *********

total

******* ********** ** *** **************** *** ***** ** worked ******* *** ******* ********** ** putting customer *** ******* ***** ** **** ** used *********** ******* control ******* *** quality ********** ******** ** *** ******** ** kaizen (continuous ************ *** full ************* ** *** ********* *** similar ******** ** ******* ** Toyota ***** ***** ****** on *** ***** ******** market
*** ******* ********** is ********* ** ********* quality in **** with *** ****** and ******* of ******* first *** ************ of ******** to **** ***** ********* ** ********** of *** headquarters ****** * *********** signal ** *** ************* ********** ** ******* customers’ ***** Toyota Motor Sales *** ******* on meeting customer ************ **** *** *********** of ******** and *********** in the ******* to ******** ***** needs *** **** ***** ** the ******** ******* ****** ** fuel-efficient ********* *** ******* *** ******** ****** ** *** ********** of ****** ******** that

***

***** and *** ** **** *********** such ** Prius(Jaccard&Ljundberg ****** ******* **** ********** ** *** TQM ** ** ****** development ***** **** in the company **** ************* in Toyota Motor ***** Company ** ********* ** ****** *** ****** client ***** ******** ** mechanistic organization ********** **** as full ********** and *********** ******* ***** reduces the *********** ***** **** ** the ******* *** ******** ** the ************ **** ********* ********** *** ************* ** **** **** *** ********** *** **** ******* of the ******* ** ** ***** ********** ******** **** high ******* ** ******** *** ******* reduces ********** costs through ************* ***

************

of ********* ** ********** *** quantifies goals **** ***** ******** leaders ** **** *********** ** *** ******* ** example is studying the **** Company business model *** ********* ** ** ***** business ** remain ******** ** its North ******** *************** *** 2013)
Employees **** participation ****** *** ** **** **** have ** ******* *** trained to **** *** ******* ****** ********* ****** ***** ***** ****** does *** ******* ******** ** ***** employees *** ***** involve **** ****** ********** *********** ** adopts *** ********** ideas challenge from *** ****** ******* *********** employees to propose ***** **** might lead ** *********** of *** ***************************** ***** Effective ************* is always ********* with *** ******* ****** clear ************* ******* **** the *** ********** ** *** operation ***** *** ****** ******* ** **** ******* ** ************* ************* ***

conservation;

** ******** ********* ********* towards ******** friendly ** *** ************ *** ********** ************** ** *** ** requires *** full participation ** *** the ************ customers being the priority ** the ******* ***** on the customers’ ***** ***** **** **** *** ****** ****** ******* *** model ******** with ********** *********** *** **** ******* **** *** top management ** ****** *********** in the ******** ****** Motor Sales ******* ********* to ****** **** the ****** ******** *** upping its ******* standards to ******* **** efficient **** ** the ******** ******* ****** *** ****** ** ** a data-driven the ********** *********** ** improvement **** ******* *****

**

defect ********** ***** *** ****** ********* ** ensures *** customer satisfaction *** **** ******* ** minimizing *** ********* ***** **** ***** *** promote the use ** *** **** *** standardization ***** create *** competitive advantage(Michael 2002) ** ** *** ******** **** ****** heavily on *** ******** efforts ** ********* *** ************ ** ******** *** ***** *** ****** ********** *** *** ***** of ***** ***** ******* *** ********** transportation ****** ******* ********* *************** over-production ****** *** ******* The

lean

sigma ** ***

******

******* ** * ********** process ** *** organization continues to **** ******** increasing *** **** people *** trained ******** ****** ***** ********* *********** ** *** ******** ******* **** ***** are ******* ******* on the ******** and the returns ** *** *********** are ******* ***** *** **** shared ****** the company hence the personal growth *** employee ************ ********* *** implementation ** the strategy ** *** North ******* ******** *** ******* ****** and *** ******* ** *** **** elements **** ******* *** infrastructure ********** process *** *** strategy of *** Lean *** ***** *** management has ensured **** the main ***** that ******* *** ************** *** ******** it *** * long time *** ********** ** the organization The *** ********** *** *** *********** ** *** ***** ********* ********** ******* *** *** ********** ** *** ******** objectives **** measure *** success(Michael 2002)
The ****** ******* ********** *** lean production according ** *** ******* ***** *** ** *** ********* *** ******* ** several ways ********** ********* *** quality ******* It ensures **** the ***** and the ************ ** the process and the ***** ********* eliminating *** ******** **** **** value **** *** ******* (Michael ****** ***** It ******* **** ** ******* the ******* ** ****** on *** ***** **** can **** *** ***** that the ****** ******* **** ******* from the Lean Six ***** are:
*** **** process will **** the **** ***** ******** Developing *** ******** ***

******

** add ****** ******* *** **** ******** ** ***** *** ************ ********* One-piece **** ********* *** ******* ************* *** ************* *** **** ** *** products **** *** **** ** the line ******* **** **** continuously ***** Ensures *** **************** of *** *** ********* ** curb the customer’s ****** *** ****** *** *** opportunities for ********* *** **** Six ***** ****** **** ** ********* *** ******** *** *** performance ** the ******* ** ******** *** ************* *** ******** *** ***** ** productions *****

****

be

the ****** ********** and ************ **** *** ********** ******

********** *********** reward recognition management accountability *** ***

******** involvement *** the improvement ** ******* ****** ***

****** ** ******* **** *** ****** ************ **********

to *** ******* *** been *** ************* ********* *** **** **** ****** to The ********* ******

all the products *** the ******** **** *** company to ** of

******* *** *** ************* ** the ******

*******

**

***** ******* has ******* to ***** as the leaders ** ************ *** ******* services ******** ****** ***** *** *** ***** ******** has helped *** ******* ** ***** *** ******* ********* *** policies ** **** ***** ** *** ************* *** ****** ***** Sales *** *** ******* ****** **** *** **** **** *** Sigma consultancy firm ** ****** ***** belts all **** ***

*****

**** *** employees ********* the management ****** **** ** some ** the ****** ********* *** ****** with ***** *** ******* lean utilizes *** ******** ** ******* *** **** *** *** ******* *** ******* everything ****** **** is *** ********* *** ******** give ******* the ******* ***** the customer’s needs *** *** the ******** is ********** *** **** Six ***** *** ****** the ****** ********** ****** **** ************ *** **** drops ** sales ******** George ***** The *****

******

help ** ********* which tools ** the **** ***** tools *** ******** ** ** part ** belt ***** **** ******* *** ******** description ** *** learning ******** that *** ************ will **** ****** after the training ******** ************** *** ******** *********** ****** in *** ****** ******* it ensures that *** products ******** *** ** higher quality and ******* *** ***** improvements ** ******* *** ********* ******* *** ****** Company ****** encourage the innovation ** ****** **** ***** ** *** ********** of the ******* ** the *********** **** *** ** ***** different environmental ********** ************** *** company **** get *** capability of giving the ******** *** *** ******** ******* the ****** activities
*** ******* **** ******* ********* automobiles that can ******* many customers
*** company **** **** *** *********** ********* **** *** competitors
** ******* the *********** ****** *** ********

**

****

***

****** ******** *** the products **** *** Toyota Company ****** largely ** *** *********** ***** their developments The ********* **** tend ** ***** *** newly ********* products more **** *** ******** products For instance ***** is **** ****** *** the ******** **** use electricity ******** ** ***** that ******* gas (Khemani2014) *** environmental ************* also push

***

******

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Seddon ** ******* * *** Yang * **** * *************

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factors affecting ************** ******** **** enterprise systemsMIS Quarterly34(2) ********** ***** * *** Meier * ****** ********* Toyota *** field ***** A Practical Guide *** Implementing ************ 4Ps” *********** New **** NY
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****** *** ***** McGraw-Hill
PoundES ****** ***** ********** ************* *******

***

managers: How ******* improve *********** ** * ********* *** ***** ****** ******** **************** *********** * Supply ***** ******* approach
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**** ***** ***** ****** The ****** *** ****** ** *********** framework *** **** constructionTotal ******* Management ***** ******** ***************** ******* doi:101080/147833632013820022
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