Matching strategies in car assembly: the BMW-Rover-Toyota complex
by Dan Coffey
International Journal of Automotive Technology and Management (IJATM), Vol. 5, No. 3, 2005

Abstract: This paper considers a case in which an attempt to organise a Toyota-like production regime proved to be a poor choice for an assembler seeking to evolve a model platform that would be marketed on the basis of customisation and build-to-order. The case analysis throws light on a specific phase in the history of the British car industry, but more generally it offers a basis for reconsidering the associations often made between 'flexibility' in assembly, and the defining characteristics of a Toyota-like system. The paper argues that the literature on car assembly has become desensitised to the need for careful strategic matching between marketing objectives and product supply policies because of a misdirected assumption that Japanese assemblers are flexible-assemblers. It develops this point in the context of an analysis of scheduling lock-ins and customer lead times in mixed-model assembly, illustrated by comparative assembly data.

Online publication date: Wed, 23-Nov-2005

The full text of this article is only available to individual subscribers or to users at subscribing institutions.

 
Existing subscribers:
Go to Inderscience Online Journals to access the Full Text of this article.

Pay per view:
If you are not a subscriber and you just want to read the full contents of this article, buy online access here.

Complimentary Subscribers, Editors or Members of the Editorial Board of the International Journal of Automotive Technology and Management (IJATM):
Login with your Inderscience username and password:

Username:        Password:          Forgotten your password?

Want to subscribe?
A subscription gives you complete access to all articles in the current issue, as well as to all articles in the previous three years (where applicable). See our Orders page to subscribe.

If you still need assistance, please email subs@inderscience.com