Acheter des voitures de bonne qualité, directement du Japon

• Pays: Malawi
• Date: 2018-11-22

Japan has become the largest car-producing nation in the world. This follows their emergence as major competitors in the global automobile market and has been enabled by their increased innovativeness in technology, improved level of car performance and competitive pricing, among other factors.

In 2011, Japan has seen disruption like never before. Earthquakes and tsunamis have left the nation in turmoil. Although despite facing overwhelming disaster, Japanese manufacturers are known for their ability to improvise and adapt in times of hardship.

To improve production line management, digital technology was introduced. The use of digital technology for specific tasks was broadened when operations went on line, in short creating the computerization of the entire manufacturing process (JAMA). New robot technologies were also gradually implemented throughout the 1970s, which removed humans from dangerous operations in the manufacturing process (JAMA).

The Japanese automobile export market grew steadily from a 51.9% share in 1965 to 73% in 1971 (JAMA). This growth was led by passenger car exports and can be credited to various factors including; the improved performance of Japanese cars, due partly to the rise of technological levels of manufacturing; competitive pricing due to cost reductions that follow mass production; and the long-term market development strategies of Japanese manufacturers.

Japan’s oil crisis in 1973 slowed years of rapid growth to a halt and greatly affected the automobile industry (JAMA). Although, despite the resulting recession, demand for Japan’s small fuel-efficient car in the United States and rapidly expanding markets in the Middle East sent Japan’s automobile exports on to a new level of international growth.

Towards the end of the 1960s Japanese manufacturers began contributing to social welfare and public interest activities through special foundations (JAMA). Manufacturers also contributed by sponsoring sport and cultural activities; and language and scholarship programs overseas.

The Japanese automobile industry has identified and is addressing issues within environmental protection and resource conservation that the industry has impacted (JAMA). This includes the further reduction of harmful motor vehicle exhaust emissions, protection of the ozone layer by discontinuing the use of CFCs and trichloroethane, increased fuel efficiency, increased efficiency in plants and infrastructure to reduce air, water and noise pollution, and the development of alternative-energy vehicles (JAMA). Recycling is also an important issue considered by the industry. New measures are constantly being implemented to improve vehicle recycling and recycling within the production process.

The government has introduced various traffic safety laws and Japanese automobile manufacturers have worked vigorously to pursue programs to ensure measures are taken to uphold the safety of vehicle users (JAMA).

The development of international alliances has been well received as the globalization of the industry moves forward (JAMA). Alliances have become increasingly beneficial in lowering costs and the Japanese automobile industry has linked themselves globally with a wide variety of overseas manufacturers. International cooperation has resulted in lowered costs and improved efficiency as well as allowing the transfer of important technical and marketing information (JAMA).

Slowly, increasing disposable incomes and political alterations have resulted in increased motorization (JAMA). International alliances are an effective way to react to these trends and will continue to be effective as automobile industries expand to meet demand in ever-changing markets.

The impact of the disaster has been horribly widespread. Mazda, for example, was considered to be safe due to it’s headquarters operating from Hiroshima, too far from the disaster to cause damage (Taylor,2011). This assumption would be flawed however as production at four plants in western Japan had to be closed due to parts shortages.

The impacts of the disaster have truly been felt globally, being felt as far as Europe. Renault in France operates in conjunction with their Japanese partner Nissan, and VW owns a 19% share in Suzuki (Taylor,2011).

The United States has also been feeling the effects. It has been estimated by Deutsche Bank that around 12% of all vehicles sold in North America have been constructed in Japan (Taylor,2011). Also, many vehicles that are constructed within the North America contain a percentage of parts that are produced from Japan. With United States’ sales increasing, shortages could become a major problem.

Despite facing overwhelming disaster, Japanese manufacturers are known for their ability to improvise and adapt in times of hardship (Taylor,2011). In 1997 Toyota was able to resume manufacturing only five days after a fire destroyed a brake supplier; 37 other suppliers improvised several tooling systems and created assembly lines to make the parts they needed (Taylor,2011).