Upply chain management, Toyota
Lean thinking is essential to improve supply chain management. This is because lean thinking ensures things are done just as they should. As an example, Toyota has demonstrated superior results with regard to quality, cost and lead-time compared to most (if not all) of its competitors. This accomplishment has led to a widespread interest in the Toyota System of Production and its way of doing business. Subsequently, various reviews of "The Toyota Way" have been done. This has led to the characterization of lean production, which can now be seen as a generic description of the Production System at Toyota. Despite there being many, diverse perceptions of what exactly has led to Toyota's success, Toyota itself proposes that its system is based on considering the time from getting the client's orders to cash collection and shorten this lead-time by eradicating waste (Chiarini 2011).
Customer relationship is also a key are that organizations must address to improve their supply chain management. This is because the only way to guarantee increased sales is to have the consumers believe in the products of the organization. Money cannot buy this. In the retail industry, Wal-Mart is a classic example of exemplary customer relationship that led to its success. It founder, Walton, always had the customer in mind when designing business processes. For example, he came up with the idea of exploring and innovating new possibilities that will increase customer experiences and satisfaction, such as self-service, offering discounts, and employing staff who had to be friendly to the customers. Wal-Mart and any other successful company had to develop a system of a few really unique competences that help them build differentiated value for their chosen consumers.
[...] Services are offered in timely and coordinated manner. Quality Improvement Principles This refers to an orderly approach to evaluating services and refining them on a priority basis. The Presto Clean methodology to quality improvement is founded on the following principles: Customer Focused approach to services development Superior quality services Fact-based decisions Prevention over correction Continuous improvement Continuous QI Activities The activities have been developed and accepted in a systematic and organized manner by the Presto Cleaner leadership and are used throughout the organization. [...]
[...] Since she will only be in Beijing for a short period, she can build short term relations with suppliers based on competitive pricing. The relationship can be maintained through keeping an honest, strong communication line open. However, she may be faced by communication barriers if the suppliers are Chinese. The cultural differences may also make it challenging to establish and maintain relationships with suppliers in Beijing. Pursuing perfection this she can do by always abiding to the law of the land and providing over-value services to her customers. [...]
[...] The words Quality Improvement and QI have been used interchangeably in the plan. Quality Improvement Plan Presto Cleaner May Section I Introduction Mission: Presto Cleaner is in business to help our esteemed customers take good care for and lengthen the life of their investments in clothing. Vision: To be the leading professional laundry of the city area by providing unparalleled excellent cleaning services and customer service that exceeds both the customers' expectations and the competition. Scope of Service: Presto Cleaner offers laundry services (washing, ironing and folding). [...]
[...] The committee's role is to offer ongoing operational guidance of continuous quality improvement undertakings at the laundry. Monthly meetings are organised by the committee and comprises of the following individuals: the president, managers at all levels, and representatives from the subsidiaries. Mr. Hoffner chairs the committee. The committee's roles include: Coming up with the QI Plan. Establishing goals and objectives that can be measured in terms of priority. Evolving the pointers of quality over time in terms of priority. Periodically evaluating the data and information collected from indicators and taking appropriate measures where required. [...]
[...] He also complains about the extra costs he incurred when he had to buy extra shirts to cover for the lost ones. When he requested for the claims form, he was upset that it took too long to reach him. He was also angered by the requirements that he had to accomplish in order to qualify compensation. In fact, he points out that the requirements were impossible because one, nobody keeps the receipts of shirts they bought long ago, and secondly, the new system does not produce order receipts. To address Mr. [...]
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