The President of the Chinese auto parts manufacturer is facing a crisis. For nearly 10 years, the company’s production lines are not able to keep with the orders. Deliveries are through, but the in-house stock is scarce despite the production lines. Among extended opening times Quality issues have led in recent recalls in the United States, so that the company’s prospects worrying. Faced with a worsening of international trade and assembly problems, the chair and presiden … Read more »

The President of the Chinese auto parts manufacturer is facing a crisis. For nearly 10 years, the company’s production lines are not able to keep with the orders. Deliveries are through, but the in-house stock is scarce despite the production lines. Among extended opening times Quality issues have led in recent recalls in the United States, so that the company’s prospects worrying. Faced with a worsening of international trade and assembly problems, choose the chairman and president, the initiative to accelerate the transformation of its business to a lean manufacturer based on the Toyota Production System. However, the company has no in-house expertise or experience in Lean Production. The case presents a difficult situation for many companies as they move, the heads of production expertise and operational excellence. The great learning focuses on the adoption of Japanese manufacturing practices in an emerging Chinese company as it implements lean production.
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from
Brian H. Hwarng,
Xuchuan yuan
Source: Ivey Publishing
18 pages.
Release date: 25 October 2012. Prod #: W12276-PDF-ENG
Shanghai Baolong Automotive Corporation HBR case solution