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Compare and contrast Toyotas manufacturing system with a conventional mass-production system.
The mass-production system that is widely adopted by American automobile manufacturers states that
by producing a limited product line in massive quantities, the firm itself gains maximum economies of
scale due to the spread of fixed cost. Workers are to only perform a single task in the production line, just
so they can master the techniques of performing the task and hence increasing labour productivity. In
contrast, Toyota has adopted a lean manufacturing, Just-In-Time production model after noticing the
downfalls that are associated with the mass-production system- massive inventory cost, large number of
defects, and the inability to accommodate to consumer preferences due to the limited product diversity.
Toyota reduced the time it took to set up the machines for stamping out body parts, this allowed them to
manufacture the auto-body parts in small batches instead of large quantities. It also eliminated the idle
time that was previously existed. Making small batches has enabled Toyota to keep their inventories level
low, minimizing cost by lowering warehousing costs, freeing up scarce capital for investment. Toyota also
imposed the team concept onto its workers, when a problem occurs in production line, it was the whole
teams effort to work on resolving the problem, to trace back to the ultimate cause of the issue and to
ensure that the same issues do not happen again in the future. Toyota has put a great emphasise on
improving quality, they used Total Quality Management, they set up Quality Circles to discuss ways to
improve the production process and had a focus on continuous process improvement. Workers are also
happier in the lean production system as assembly workers tasks are not as focused and mundane as in
the mass-production system and lead to increased worker productivity. Overall, quality of product has