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Essay / Research Paper Abstract
This 4-page paper examines supply chain management strategy, based on issues from the ficticious Kuiper Leda and two real-world companies. Bibliography lists 6 sources.
Page Count:
4 pages (~225 words per page)
File: D0_MTinvemgmt.rtf
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Unformatted sample text from the term paper:
Leda Inc. Kuiper Leda, which manufactures electronic control units, sensors and Radio Frequency Identification Devices for the auto industry, received a large and urgent order from Midland Motors. Kuiper Leda
then faced the question of whether to manufacture everything in-house, or outsource. The two companies well be focusing on in this paper
are Toyota Production System, which eliminates waste from its distribution system through a lean distribution method, and a small precision engineering company that produces subcontracted components for customers in the
aerospace, defense, automotive and construction companies. In the first case, Kuiper Ledas distribution was somewhat bogged down, because packaging requirements werent uniform
and it was uncertain which parts would be available and ready to ship at what time. Without some kind of program in place, Midland Motors would be receiving its ECUs
and RFIDs in a very haphazard fashion. Toyota (and other Japanese companies) has long embraced the concept of Total Quality Management,
which focuses on several aspects. The first involves a company-wide commitment to quality (meaning reduction of errors and waste and a timely distribution to the customer) (Chapter 8: Quality Management,
2005). Especially important when it comes to embracing and implementing a TQM (or Six-Sigma Quality System or ISO 9000 or any other quality system) is that of benchmarking, in other
words, measuring ones company against the competition and the industry standard (Chapter 8: Quality Management, 2005). The company also embraces "lean logic,"
in other words, a set of activities that leads to high-volume production using minimal inventories of raw materials, finished goods and work-in-process (Chapter 12: Lean Production, 2005).
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