The document discusses quality management practices in the automotive industry. It outlines several approaches used by major automakers, including Toyota's Lean production system, Ford's implementation of Six Sigma, and Honda's emphasis on continuous improvement. Good leadership, employee involvement, close supplier relationships, efficient manufacturing processes, and adapting to economic conditions are highlighted as important for quality. The conclusion reflects on the current and future positioning of Honda, BMW, Ford, Toyota, and Saab based on their quality approaches.
The document discusses quality management practices in the automotive industry. It outlines several approaches used by major automakers, including Toyota's Lean production system, Ford's implementation of Six Sigma, and Honda's emphasis on continuous improvement. Good leadership, employee involvement, close supplier relationships, efficient manufacturing processes, and adapting to economic conditions are highlighted as important for quality. The conclusion reflects on the current and future positioning of Honda, BMW, Ford, Toyota, and Saab based on their quality approaches.
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The document discusses quality management practices in the automotive industry. It outlines several approaches used by major automakers, including Toyota's Lean production system, Ford's implementation of Six Sigma, and Honda's emphasis on continuous improvement. Good leadership, employee involvement, close supplier relationships, efficient manufacturing processes, and adapting to economic conditions are highlighted as important for quality. The conclusion reflects on the current and future positioning of Honda, BMW, Ford, Toyota, and Saab based on their quality approaches.
Copyright:
Attribution Non-Commercial (BY-NC)
Available Formats
Download as PPTX, PDF, TXT or read online from Scribd
Introduction Quality Practices Leadership Employee Involvement Supplier Relationships Manufacturing Processes Economic Outlook Conclusion Quality Systems The Toyota Way The 14 Principles of the Toyota Way in their production system -“lean thinking” products and manufacturing processes -think long term, and add value to the organization through its people and knowledge. Six Sigma Ford first automotive manufacturer to deploy a Six Sigma system Data driven set of statistical techniques Works to eliminate defects and variability New Honda Circle Work motivation commitment Continuous improvement in performance TQM ISO 9001/14001 Customer focus Leadership Involvement of people Continual improvement Leadership Practices Honda Commitment from management Ford Strong Management Directive Saab Lack of leadership Employee Relationship/Involvement Honda New Honda Circle Improvement Suggestion System Educations Training BMW In 2003 saved 12 million “Us versus Them” Ford Built through Six Sigma Toyota Toyota Way – Principle 10 Saab Operational, and production line decisions Supplier Relationships Clover Leaf four main areas: Purchasing, Development, Logistics, and Quality Management. Just in Time Close relationship required to stay on top Benefit from lower costs Sharing technology Six Sigma New design process improved accuracy 80% $140 million of material moved a day Reduced time of delivery for export documents Toyota Tier structured approach Ford Poor relationships = 2.2 billion losses Manufacturing Processes Lean Manufacturing JIT Waste prevention Automated Assembly Lines Flexible equipment SMED – Single Minute Exchange of Dies Components Manufactured In-House DMAIC Cycle Economic Outlook Innovation Key Maintain Long-term Relationships Environment Issues Technological Improvements Customer Focus Fiscal Responsibility Conclusion Honda Continued Customer Loyalty BMW Sport/Luxury Leader Ford Break Away from the Pack Toyota Staying in Power Saab End of the Road??? Thank You! Questions?