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4 results on '"Sobek II, Durward K."'

1. Another look at how Toyota integrates product development

Author

Sobek, II, Durward K., Liker, Jeffrey K., and Ward, Allen C.

Subjects
Toyota Motor Corp. -- Product development -- Management, Product development -- Management, Business, general, Business, Company business management, Time to market, Management, Product development
Abstract

The company that's famous for integration also excels at building functional expertise. Challenged by world-class competitors, manufacturing companies in the United States have undergone a renaissance in the last decade. [...]

Published
1998

2. The second Toyota paradox: how delaying decisions can make better cars faster

Author

Ward, Allen, Liker, Jeffrey K., Cristiano, John J., and Sobek, II, Durward K.

Subjects
Toyota Motor Corp. -- Product development, Automobile industry -- Product development -- Case studies -- Methods -- Models, Product development -- Case studies -- Methods -- Models, Decision-making -- Models -- Case studies -- Methods, Automobiles -- Case studies -- Product development -- Methods -- Models, Concurrent engineering -- Methods -- Case studies -- Models, Business, Time to market, Automobile Industry, Models, Case studies, Methods, Product development
Abstract

During the past decade, Japan's major source of competitive advantage in the global automotive industry has been its ability to bring new, high-quality products rapidly to market. Simultaneously designing a [...]

Published
1995

3. Another look at how Toyota integrates product development

Author

Sobek, II, Durward K., Liker, Jeffrey K., and Ward, Allen C.

Subjects
Toyota Motor Corp., Business, Business, general
Abstract

Toyota Motor Corp.'s vehicle development process does not follow what is considered to be the Japanese product development model. Toyota has kept a functionally based organization and reached a significant degree of intergration. The car maker's practices more resemble the ones that companies in the US at the height of their manufacturing power earlier in the 20th century. Toyota's managerial practices entail such organizational mechanisms as social processes and mutual adjustment.

Published
1998

4. Toyota's principles of set-based concurrent engineering

Author

Sobek, II, Durward K., Ward, Allen C., and Liker, Jeffrey K.

Subjects
Toyota Motor Corp. -- Product development, Automobile industry -- Product development -- Case studies, Product development -- Case studies, Automobiles -- Case studies -- Product development, Concurrent engineering -- Case studies, Business, Time to market, Automobile Industry, Case studies, Product development
Abstract

How Toyota's product design and development process helps find the best solutions and develop successful products. Toyota Motor Corporation is an industry leader in product development lead time while using [...]

Published
1999

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