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Essay / Research Paper Abstract
This 10 page paper looks at project management in Toyota. The first part looks at the tools used, including a lean and a beyond lean approach. The second part considers the way in which these models may be improved. The bibliography cites 14 sources.
Page Count:
10 pages (~225 words per page)
File: TS14_TEprojtoyota.rtf
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Unformatted sample text from the term paper:
in time model and lean thinking with the innovations that have taken place in the company. It is also a very diverse company so to look at the project management
there has to be a broad appreciate of the type of company that is being dealt with. The company is a major company
with many subsidies there is a general emphasis on quality as well as the control of costs which requires good management and project management procedures. There are many statements that
indicate the aims and vision of Toyota, in a press statement from 2002 this is put very succinctly " Our mission is to become a truly global company and we
believe we are well on our way" (Toyota, 2002). Each of the division within the company has a degree of autonomy and as such there is divergence in some of
the project management approaches used, this autonomy is reflected in the way they have there own mission statements. For example the Toyota Forklift truck division has its own vision and
the mission statement is see as the way of achieving the visions. This reads "To attain the No. 1 brand name position in the U.S. lift truck industry by providing
the highest value industrial equipment products and services to our customers and by supplying industry-leading products and dealer support" (Toyota Fork Lift Truck, 2006). If we look at the Toyota
Technical institute there is a much simpler mission statement which emphasises "international impact" (TTI, 2006). This is a pattern that is seen throughout the entire group of companies. If
we look specifically at project management in Toyota they are seen, in many applications, as merely temporary production systems (Ballard and Howell, 2003). This is how Toyota look at project
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