Organizational Knowledge in Supply Chains of Toyota

Running Head: ORGANIZATIONAL KNOWLEDGE IN SUPPLY CHAINS OF TOYOTA
ORGANIZATIONAL KNOWLEDGE IN SUPPLY CHAINS OF TOYOTA
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1ORGANIZATIONAL KNOWLEDGE IN SUPPLY CHAINS OF TOYOTA
Table of Contents
Task 1 for Part 2..............................................................................................................................2
Introduction......................................................................................................................................3
Epistemologies & Innovation..........................................................................................................4
The SMED program....................................................................................................................4
Jidoka or Autonomation..............................................................................................................5
Gradual or moderate clearance of Muda or industrial waste.......................................................5
Cross-training the employees......................................................................................................7
In-time production.......................................................................................................................7
Heijunka.......................................................................................................................................7
Supply Chain management..........................................................................................................8
Conclusion.......................................................................................................................................8
Task 2 for Part 2..............................................................................................................................9
Introduction....................................................................................................................................10
Information technology in supply chain management of Toyota..................................................10
Conclusion.....................................................................................................................................12
References......................................................................................................................................14

2ORGANIZATIONAL KNOWLEDGE IN SUPPLY CHAINS OF TOYOTA
Task 1 for Part 2
Abstract
Organizational knowledge has been the centre of focus for a long time due to the nature
of the knowledge. This is because the standpoint of the knowledge-as-possession view differs
from the standpoint of the knowledge-as-practice vies. Both the viewpoints are thoroughly used
for constructive and relevant methodologies for different aspects of different organizations where
knowledge is nothing but an object of practice. However, either of these models are adopted for
relevant design and management of different aspects of an organization like the supply and chain
as both of the models are equally beneficial in theoretical and practical implementation. A model
combining both the viewpoints is much more beneficial than any model in every possible way.
Toyota in the market of automobile industry is a perfect example how both the viewpoints are
combined to get best results in supply chain management and production system (Kitazuka,
2016). In this report, a thorough analysis is done about how the company has combined
knowledge-as-possession and knowledge-as-practical viewpoints. A thorough analysis of the
techniques adopted by Toyota is given in this report.

3ORGANIZATIONAL KNOWLEDGE IN SUPPLY CHAINS OF TOYOTA
Introduction
Over the last five decades, Toyota has sharpened their production system and supply
chain management that helped in the ascending position of the company in global automobile
industry. The methodologies the company implement does not stay limited within the department
of production but also it extends to the supply chain management of the company creating a
value added system. In this system, every link is important, beneficial and focuses deeply on the
team-efforts, communication between links, better utility of resources, waste management. All
these ensures continuous improvement in the process flow (Gao & Low, 2014).
Apparently, the focus of the automobile companies are shifting from traditional division
based on the production system of the companies based on their geological locations, the
companies are adopting different production ideas keeping for global audience. Regional ideas
can no longer be the cause of success for any automobile company as they are giving huge
efforts in delivering high-end technology and superior customer handling systems to make their
marks in the competitive market of automobile industries (Lopes et al., 2017). Over the past
years, Toyota has been able to transform the production process of the company as the major
beneficial link in the overall supply chain management system (Alves & Alves, 2015). This has
helped the company to ascend to the forth position among the global position of car
manufacturers. Just after companies like General Motors, Ford and Daimler Chrysler, the
successful combination of improved production management, excellent automobile
manufacturing system and excellent customer care system. However, the production system of
Toyota, which is closely associated with lean production, is the key factor of the success of