What are the assumptions about mass production compared to the Toyota Production system?
What will be an ideal response?
Answer: Under the traditional assumptions related to mass production, there are five major differences: (1) maximize machine utilization; (2) fixed setup times; (3) build inventory to reduce unit cost; (4) inspect at end of process; and (5) maximize backwards integration. On the other hand, in the Toyota Production System these five assumptions are: (1) labor is more costly than machines; (2) can reduce setup time; (3) minimize inventory to cut costs and waste; (4) inspect to prevent defective production; and (5) outsource from supplier specialists. These differences are remarkable. To achieve these gains at Toyota, production experts Taiichi Ohno and Shigeo Shingo challenged above-listed traditional assumptions associated with automobile manufacturing. They made changes to operations within the auto company itself such as reducing setup times for machinery. Their innovations have been widely embraced in the industry as a result, individual producers' value chains have been modified, and interfaces between producers and suppliers have been optimized to create more effective and efficient valuesystems.
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The five original members of the Central American Integration System did not include:
A) El Salvador. B) Honduras. C) Guatemala. D) Nicaragua. E) Venezuela.
Which is true of doing sales work in Latin America?
A) You might receive a hug and pat on the back as part of the greeting process. B) Your interactions with decision makers will be direct and efficient. C) Lunch with the client tends to be brief and productive. D) Brazilian clients conduct business in Spanish or Portuguese interchangeably. E) Latin Americans tend to be very punctual for appointments.
An example of ___________ would be rather than feeling irritated by the demanding customer, you attempt to empathize by putting yourself in the customer’s position and trying to feel his or her frustration.
a. Emotional regulation b. Deep acting c. Surface acting d. Emotional dissonance
To test whether a particular diversification move has good prospects for creating added shareholder value, corporate strategists should use the
A. barrier-to-entry test, the competitive advantage test, the growth test, and the stock price effect test. B. strategic fit test, the industry attractiveness test, the growth test, the dividend effect test, and the capital gains test. C. profit test, the competitive strength test, the industry attractiveness test, and the capital gains test. D. attractiveness test, the cost of entry test, and the better-off test. E. better-off test, the competitive advantage test, the profit expectations test, and the shareholder value test.