STRATEGY AND COMPETITIVE

ADVANTAGE - ( Toyota )

指導教授 : 吳英隆 教授
學 生: 張鳳美、陸建成
邱文彬、
侯敏祥
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 Why Study Toyota? (1/3)
 FASTER: half the time of US competitors
 Ipsum minivan: 15 months, styling approval to full producti
on.
 Standard is now 18 months; may be aiming at one year.
 One hour response to suggestion by tool builder.
 BETTER: Consistently highest quality ratings.
 A car in top 3 of every category (four of them #1) in 2003 C
onsumer Reports reliability ratings.
 Lexus again #1 in JD Powers quality survey.
 “Toyota’s not just good. It’s always the best.”

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 Why Study Toyota? (2/3)

 CHEAPER: at least 4X the engineering

productivity of US competitors

 ~ 150 product engineers per car program at peak

 not dedicated; ideal is two projects per engineer
 vs. 600 total at Chrysler for almost twice as long
 Sales per employee 2 to 4 times those of Chrysler
(with similar vertical integration).

3
 Why Study Toyota? (3/3)
 “Toyota makes lots of money and is overtaking GM to le
ad the world’s car industry.”
 Target: 15% of global car market
 Market capitalization: worth 3x the American big 3 com
bined
 Productivity grown 7x in last 25 years, Detroit 3.5x

The Economist, January 29, 2005

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 History of Toyota (1/3)

 1897 , 豐田佐吉 ：發明了使中外紡織界為之

側目的一架木製自動紡織機 ，豐田公司這稱
號也是由此而來。
 1924 , 豐田佐吉 ：再推出一架新型的自動紡
織機 ，使豐田公司名聲更響。
 1937 , 豐田喜一郎 ：豐田佐吉的長子畢業於
東京帝大工學部 ，利用販賣紡織機專利的十
萬英鎊，做為造汽車的研究費 ，最終成立
〔豐田自動車〕。

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 History of Toyota (2/3)

 1938 進行自用小客車量產
 1949 公司財務危機
 1953 SF 型自用小客車進入日本國內市場競爭
 1957 成立美國豐田汽車辦事處
 1958 自用小客車首次外銷美國
 1960 重返美國市場

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 History of Toyota (3/3)

 1964 推行 TQM
 1965 贏得品質最高榮譽『戴明奬』
 1970 美國市場市佔率由 21 晋升到 2
 1989 開發高級車款 Lexus
 1995 Lexus 上市成為年度銷售最佳車款

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 Profile of Toyota (1/5)
 No 1 of globally automobile manufacturers
 26 countries/locations
 51 manufacturers
 264,000 employs ( worldwide )

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 Profile of Toyota (2/5)
 Produce brands Toyota , Lexus and Scion
 Markets vehicles in more than 140 countries
 Sales income ¥17.29 trillion in the fiscal year to
March 2004
 Toyota is one of the most efficient manufacturers
in the world
 Building 2 million cars a year outside Japan

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Profile of Toyota (3/5)

10
Profile of Toyota (4/5)

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Profile of Toyota (5/5)

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Five Competitive Forces

Potential
Entrants

Suppliers Industry Buyers

Competitors

Substitutes

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 Competitors

 American companies upon which Toyota originally developed

many of its own production processes from
 GM

 Ford

 Etc.

 Korean companies with planned production

 Other Japanese companies, especially Nissan and Honda

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 Value chain

Firm Infrastructure

Human Resource Management

Technology Development

Procurement
MARGIN

INBOUND OUTBOUND MARKETING

OPERATIONS SERVICE
LOGISTICS LOGISTICS & SALES

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 Value chain

進貨 作業 配送 行銷 服務
倉
儲
VMI JIT No Product 3S
TQM Stocks Life-cycle
Management
TPS

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 Inbound Logistics

INBOUND OUTBOUND MARKETING

LOGISTICS
OPERATIONS
LOGISTICS SALES
SERVICE

• The Just-in-Time Supply Chain

•VMI

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 Traditional “Buffered” Supply Chain

2nd Tier

Flow of Production

1st Tier

Flow of Information Assembler

Customer
Demand

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 The Just-in-Time Supply Chain

2nd Tier

Flow of Production

1st Tier

Toyota
Flow of Information

Customer
Demand
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 VMI
 VMI 供應商管理庫存—物流業的新思維
 VMI (Venddor Managed Inventory) 供應商管理
庫存，基本上還是圍繞在以 J.I.T 為核心的管
理方法。「將庫存交還供應商負責」，強勢
的中心工廠，掌握著龐大的採購量，為使產
品在市場上更具競爭力，經常不斷地精進生
產能力，銷售能力。

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 Production Supply Chain (1/2)
 Organized suppliers into functional tiers
 First-tier suppliers: worked together in a product-development team
 Second-tier: made individual parts

 Encouraged cooperation and communication among first-tier suppliers

 In –house supply operations turned into a network of “quasi-independent fi

rst-tier supplier companies”

 Substantial cross-holdings between Toyota and suppliers, as well as among

suppliers themselves even though each supplier is an independent company

 Cross- sharing of personnel through

 Toyota sending personnel to suppliers to compensate for greater workload
 Toyota transferring senior managers to suppliers for top positions

 Developed the “just-in-time” (JIT) system, or kanban

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 Production Supply Chain (2/2)

 “market price minus” system, not “supplier cost plus” system

 Value analysis reduces costs
 Declining prices over life of model due to learning curve

 Production smoothing enables suppliers to maintain a constant volume of

business

 Focus is on long-term relationships that underscores cooperation, teamwork,

and gradual mutual improvement, rather than price through bidding as a way to
choose a supplier

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 Operations

INBOUND OUTBOUND MARKETING

LOGISTICS
OPERATIONS
LOGISTICS SALES
SERVICE

• JIT : Just-in-Time
• TQM : Total Quality Management
• TPS : Toyota Production System

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 Major Revolutions in Manufacturing

 1776, Adam Smith “The Wealth of Nations”

 1910, Henry Ford and Mass Manufacturing.

 1980, The Toyota Production System.

 Lean Manufacturing.
 Supply Chain Management.

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Toyota Production System (1/5)

Highest Quality
Lowest Cost / Shortest Lead-Time
Just-in-time Jidoka

•Continuous Flow •Stop and notify

of problems
•Takt Time
•Separate man’s
•Pull System & machine’s
work

Standarized
Heijunka Work Kaizen
S tability
Respect for Humanity Customer First Continuous Improvement Gemba First

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 Toyota Production System (2/5)

 The Gestation of TPS

 Eiji Toyoda visit to Henry Ford’s factory in 1950.
 The SMED (Single-digit in Minutes Exchange of Dic
e) program at the stamping plant.
 Deming’s quality movement in Japan.
 The Engineers: Taiichi Ohno and Shigeo Shingo
 “Japanese” Manufacturing hits America in 1970

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 Toyota Production System (3/5)

 Main Features of TPS

 Greater Product Variety
 Fast Response (Flexibility)
 “Stable” Production Schedules
 Supply Chain Integration
 Demand Management

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 Toyota Production System (4/5)

 Elements of TPS
 The SMED Program.
 Highlight Problems (Jidoka).
 Gradual Elimination of Waste.
 Continuous Improvement (Kaizen), Root-Cause Analysis
(5-whys?) and Fool-proofing (Poka-Yoke).
 Cross-Trained Workers.
 Just-In-Time Production.
 Stable Production Schedules (Heijunka)

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 Toyota Production System (5/5)

 Eight Service Industry Wastes

1. Errors in documents
2. Transport of documents
3. Doing unnecessary work not requested
4. Waiting for the next process step
5. Process of getting approvals
6. Unnecessary motions
7. Backlog in work queues
8. Underutilized employees

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 Just In Time(1/3)

 豐田生產模式，簡而言之就是「把必要的產
品、只有必要的量、在必要的時間生產」。

 TPS 是由「剛好即時（ Just in Time ）」與

「自動化」二大支柱所構成，其展開的手法
包括︰作業標準化或設備的自動化，以看板
實施生產平準化，由後工程來領取等。

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 Just In Time(2/3)

 與大量生產方式相比， JIT 的優點如下：

 產品開發、生產系統及工廠的其他部門所需人力
資源，最低能減至大批量生產方式下的 1/3
 　新產品開發週期最低可減至 l ／ 3 或 1/2
 　生產過程的在製品庫存最低可減至 1 ／ 10
 　工廠佔用空間最低可減至 1/3
 　成品庫存最低可減至 1/4
 　產品品質可提高 2 倍。

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 Just In Time (3/3)

 JIT 管理方法上的特點

 拉動式 (pull) 準時化生產 (JIT)

 以最終用戶的需求為生產起點。
 強調物流平衡，追求零庫存，要求上一道工序加工完的零
件立即可以進入下一道工序。
 組織生產運作是依靠看板 (Kanban) 進行。
 生產中的時點可由人工掌控，保證生產中的物流平衡 ( 即
為保證對後工序供應的準時化 ) 。
 由於採用拉動式生產，生產中的計劃與調度實質上是由各
個生產單元自己完成，在形式上不採用集中計劃。
 迥異於早期前製程推給後製程物料的 Push System) 。

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 Outbound logistics

INBOUND OUTBOUND MARKETING

LOGISTICS
OPERATIONS
LOGISTICS SALES
SERVICE

• Supply Chain Integration

• No Stocks

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 Supply Chain Integration

Logistics Logistics Logistics

Suppliers NA Parts Dealer

Distributor
Operations

Procurement Procurement
Procurement

1 pc/day 1 pc/day 1 pc/day

•Small lot, frequent and planned
•Minimum stock to cover supply based on actual sales
actual demand

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 No Stocks (1/2)

 除非一輛車子已經有了買主，否則沒有任何一項零組件會被
製造出來；換言之豐田汽車的經銷商沒有庫存的問題。

 「零庫存」也是豐田式生產體系，令人刮目相看的絕招之一。
以一九八○年來說，豐田汽車工廠的存貨周轉率為八十七，
即新車在庫期間僅○點一三八個月，也就是 四天，表示工廠
僅持有供應市場四天需求量的在製品。

 另一方面，豐田汽車銷售公司的存貨週轉率為四十，在庫期
間僅九天。如此低的庫存，使得一九八○年豐田汽車的安全
邊際高達百分之六十四。也就是說，銷售額只要達成百分之
六十四，就可以收回成本；在此以上，多是紅利了。

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 No Stocks (2/2)

 豐田式生產體系造就了「低成本、高品質、回收快」，讓世
界各國研究仿效生產模式。

 豐田式生產體系始終保持極低的損益平衡點，使豐田汽車不
斷的追求更豐碩的業績。

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 Marketing & Sales

INBOUND OUTBOUND MARKETING

LOGISTICS
OPERATIONS
LOGISTICS SALES
SERVICE

• Collaborative Design
• Product-life-cycle management
• Production Support

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 Marketing (1/3)

 如何圓「客戶下訂單後才即時製造汽車」的夢？
 2002.3 與法國達梭系統 (Dassault Systems) 和 IBM
簽訂一紙 8-12 億美元的軟硬體合約
 串聯分散在 25 國的 64 座工廠和超過 1000 家的供

應商
 達梭系統提供一套三維產品生命週期管理軟體

 協同設計 : Catia
 設計工程師可以與異地的供應商合作設計產品，並測試產品的
「可製造性」
 再利用模型資料庫內的零件 : 修改與測試

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 Marketing (2/3)

 產品生命週期管理 (Product-life-cycle managemen

t)
 支援生產 : Delmia
 模型化生產線
 明訂每一步驟所需的材料、工具

 每一裝配點所需人力與需要完成的工作

 整合達梭系統公司的系統與生產與供應鏈系統
 效益 : 新車上市由數年縮短到 10 個月
 可以滿足年輕購買者求新求變的購買心態

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 Marketing (3/3)

 Door-to-door selling/very customized

 Emphasis on “pull” marketing: giving consumers
what they want
 Tight relationship with previous buyers to keep
clients
 Sales personnel received intensive training before
starting their jobs
 Up-to-date and detailed database of consumers helps
keep track of trends, interests, and tastes

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 Service

INBOUND OUTBOUND MARKETING

LOGISTICS
OPERATIONS
LOGISTICS SALES
SERVICE

3S
• Sales
• Service
• Supply of spare parts

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 Consumers Service (1/2)
 Marketing executive Shotaro Kamiya focused on building a sales network
modeled after Toyota’s supplier network.
 Distributors with a “shared destiny”: wholly owned companies or ones in whic
h Toyota held equity
 “aggressive selling”: promoted long-term relationship between assembler, deal
er, and buyers
 Dealer => production system => build-to-order system
 Buyers => product development process
 Direct calls to households with large database of households and buying preferences
 Focus on repeat buyers
 Also focus on brand loyalty => “Toyota family”

 5 distribution channels in Japan: Toyota, Toyopet, Auto, Vista, and Corolla

 Closer and more familiar relationship between buyer and salesperson
 Focus on customer-specified order

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 Consumers Service (2/2)

 台灣市場最多人購買的汽車品牌為 Toyota(26.8%) ，
其次為 Nissan(16.1%) 及 Ford(15.5%) ，這三家可說
是國內汽車市場的領導品牌。

 Toyota 提供全方位的顧客服務，顧客可以得到 3S
的服務（ Sales 、 Service 、 Supply of spare parts ）
，也就是透過電腦化，把銷售、服務到零件供應整
合為一的服務。

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 Target Costing and Kaizen / Cost keeping
Cost

Actual costs

Cost variances
Target costing effects
Standard
Costs

Cost keeping effects

New
Standard
Costs

Target of cost
Kaizen Costing reduction

Old product model New product model

Time

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 The Evolution of Target Cost Management
Toyota Target Cost management developed from single model management
to multi or program-project management.

Multi Project Management Program and Project

No explicit coordination between each project

Functional Organizations for product

development

New project 1 New project 1

New Project 2
New Project 2

New Project 3 New project 3

Project
Manager
Platform integration
Program office
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 Toyota Production System & Lexus (1/4)

~ 專注完美 近乎苛求 ~

46
 Toyota Production System & Lexus (2/4)

 Lexus 的挑戰
 經過六年、將近四千名工程人員、花了十億美金的
研發、設計了四百多款原型車，豐田汽車的 Lexus
LS 400 成功地打入由雙 B 所獨佔的頂端市場。

 創新與熱忱是具有感染力的， Lexus 後有一度成本

失控的情況，豐田的總工程師被迫必須控制成本，
以符合 JIT 的成本節制精神。

 豐田英二：對顧客服務提出了新的見解， Lexus
將以『最佳服務』，取代 Benz 提供了『唯我獨
尊』。
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 Toyota Production System & Lexus (3/4)

Benz420SE/
LS400 560SE
BMW735i

最高時速 250km/h 222km/h 220km/h

耗油量 每公升 7km 每公升 5.4km 每公升 5.3km
（高速路）
100km/h 58 分貝 100km/h 61 分貝 100km/h 63 分貝
噪音情形 200km/h 78 分貝 200km/h 76 分貝 200km/h 78 分貝

風阻系數 0.28-0.29 0.32 0.37

汽車重量 1710kg 1760kg 1760kg

Lexus 的規格及性能
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 Toyota Production System & Lexus (4/4)

8000
7000
6000
5000
4000
7300
3000
4700
2000 3900
1000
0
Benz BMW LEXUS

Lexus 的成績單
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謝謝聆聽 !

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