Wolf motors case study operations management

Despite its market position and reputation for quality, the company has recently begun to struggle with new competitors in the Asian Pacific region, which has pushed their needs to develop new manufacturing technologies, as well as to better control costs and quality in its American manufacturing facilities.

Wolf motors case study operations management

Toyota GB had begun the initial phase of a long-term transformation programme which aimed to replace all key systems within the context of a wider strategy developed in conjunction with IBM Global Services.

The challenge was in the deadline, which 1Tech met by developing and demonstrating the application in just several weeks. Importer and distributor for Toyota and Lexus vehicles in the UK, the company is responsible for sales, marketing, after sales and customer relations across its entire UK network of Toyota Centres.

The Problem Each year, Toyota offers its worldwide marketing subsidiaries a range of vehicles with some 20 million configuration options. Each subsidiary can additionally market a range of locally fitted options ranging from specialist upholstery and trim through to in-car entertainment and navigation systems.

From the options available, Toyota GB must create the range which is most likely to succeed in the UK market. Toyota GB provides a full range of service options, including customisation, which must be supported by a production-like workflow, and the supply of spare parts across the full lifecycle of each model.

Wolf motors case study operations management

To operate successfully, the company must be able to understand trends within the marketplace and respond swiftly to opportunities and challenges. The objective was therefore to develop systems which would support the decision-making process by integrating market intelligence, sales and lost sales information and service requirements with brand development, range definition and pricing.

The complexity is in the sheer number of permutations available. Such an objective cannot be attained overnight. It is not just a matter of replacing systems; whilst that is not simple, the biggest challenge was in managing the business change which accompanied it. To meet these challenges, Toyota developed a progressive approach which would allow each major component to be specified, implemented, verified and adopted before moving on to the next.

This supported the need for a sound business change strategy, but had significant ramifications for the implementation of the systems themselves as each new or replaced business application had to be absorbed by the user community whilst its predecessor and supporting legacy applications remained operational behind the scenes.

It is vitally important that such an approach is driven by the business architecture so that dependencies between components are recognised by the sequence of implementation. At the core of the Toyota business architecture is the product lifecycle, around which all business critical systems revolve.

Having demonstrated the capabilities of both opentaps and its team, 1Tech were engaged to advise on and implement Product Lifecycle Management, working with in-house legacy system teams to develop a homogeneous solution.

This is described in a separate Case Study, See Case Study Toyota invest in 1Tech's process engineering expertise Implementation of a sound, flexible product model on which to build subsequent components and applications No licence fees and the implementation of core functionality using standard components, as well as out-of-the box administrative functions, led to the cost of the new development being a fraction of the expected overall project costs Conclusion 1Tech not only demonstrated the ability to deliver industrial-strength, business-critical applications to a major and complex enterprise, but also to work within and contribute to a disciplined, quality-oriented organisation.Sub-Zero faced the largest product launch in the company’s history:It wanted to launch 60 new products as scheduled while simultaneously opening a new “greenfield” production facility, yet still adhering to stringent quality requirements and manage issues from new supply-chain partners.

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Wolf motors case study operations management

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