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Does this specify the kind of semiconductor needed most for electric cars?

bombolo 4y ago
Regular cars need semiconductors as well. Anyway for cars part of the problem originated when with covid they cancelled all orders and the assembly lines for their stuff got converted. Then their managers layoff workers and periodically go on the news, taking great care of never mentioning that it was partly their own fault.
- kristopolous 4y ago
  The LEAN/Toyota production model had this catastrophic failure built in because it got rid of all slack. That meant that all buffers we're removed and any interruption caused cascading amplifying consequences. You get something like a pandemic and the consequences mean that interdependent feedback systems get broken. You read all these 1990s TPS books that are like "we switched to this system and there's no costs! Everything was better" This is the fundamental risk tradeoff coming back. It's always there, as reliable as a natural force. The classic works but like Womack always had that red flag. It's like 300 pages of skimpy on exacting procedural details and zero talk of downside. Everything works as long as 100% of your arbitrary selection of infinite supplies can magically appear on the loading dock perfectly on time (well usually it actually can, except when it can't)
  - hef19898 4y ago
    Slack =|= buffer. Slack is, ironically, increasing the likelyhood of those things happeneing. Well managed buffers can mitigate them. Nothing prevents bad decisions from happening and no amount of inventory can save you from a pandemic induced disruption of global supply chains, because nobody has the money to fund those inventories. And even having those funds, it would be much wiser to use them in actively managing your suoply chains instead o just building slack... Fun fact: Toyota was among the least affected manufacturers, so much for TPS doesn't work. Second fun fact: When it comes to supply chains everybody not working in SCM seems to know better when somethung goes wrong ehile ignoring all the times stuff just "magically" shows up. This is true for all backbone domains so, from utilities over supply chains all the way to waste removal and the medical profession. The latter less so due to all those drama series.
    - Akronymus 4y ago
      > so much for TPS doesn't work. Well, just like agile, most companies aren't actually implementing TPS but something that looks similar on the surface. "A Toyota spokesman said one of the goals of its lean inventories strategy was to become sensitive to inefficiencies and risks in supply chains, identify the most potentially damaging bottlenecks and figure out how to avoid them. “The BCP for us was a classic lean solution,” he said." https://www.reuters.com/article/us-japan-fukushima-anniversary-toyota-in-idUSKBN2B1005 https://www.reuters.com/article/us-japan-fukushima-anniversa... It's much more about seeing problems faster than just cutting down on inventory for the sake of cutting down on inventory
      - hef19898 4y ago
        Cutting down inventory for the sole sake of cutting inventory is bad idea anyways.
  - Vt71fcAqt7 4y ago
    The useful question is this: is doing this _stil_ better than holding inventory and preparing? In other words, do these companies still come out ahead despite this one time cost? On a national level, I think we are seeing policy makers (re)reaching your conclusion, however.
  - heavenlyblue 4y ago
    Your message has nothing to do with Toyota as they hve already went back to keeping a strategic supply of inventory just for situations like this a few years back.

Regular cars need semiconductors as well. Anyway for cars part of the problem originated when with covid they cancelled all orders and the assembly lines for their stuff got converted. Then their managers layoff workers and periodically go on the news, taking great care of never mentioning that it was partly their own fault.

kristopolous 4y ago
The LEAN/Toyota production model had this catastrophic failure built in because it got rid of all slack. That meant that all buffers we're removed and any interruption caused cascading amplifying consequences. You get something like a pandemic and the consequences mean that interdependent feedback systems get broken. You read all these 1990s TPS books that are like "we switched to this system and there's no costs! Everything was better" This is the fundamental risk tradeoff coming back. It's always there, as reliable as a natural force. The classic works but like Womack always had that red flag. It's like 300 pages of skimpy on exacting procedural details and zero talk of downside. Everything works as long as 100% of your arbitrary selection of infinite supplies can magically appear on the loading dock perfectly on time (well usually it actually can, except when it can't)
- hef19898 4y ago
  Slack =|= buffer. Slack is, ironically, increasing the likelyhood of those things happeneing. Well managed buffers can mitigate them. Nothing prevents bad decisions from happening and no amount of inventory can save you from a pandemic induced disruption of global supply chains, because nobody has the money to fund those inventories. And even having those funds, it would be much wiser to use them in actively managing your suoply chains instead o just building slack... Fun fact: Toyota was among the least affected manufacturers, so much for TPS doesn't work. Second fun fact: When it comes to supply chains everybody not working in SCM seems to know better when somethung goes wrong ehile ignoring all the times stuff just "magically" shows up. This is true for all backbone domains so, from utilities over supply chains all the way to waste removal and the medical profession. The latter less so due to all those drama series.
  - Akronymus 4y ago
    > so much for TPS doesn't work. Well, just like agile, most companies aren't actually implementing TPS but something that looks similar on the surface. "A Toyota spokesman said one of the goals of its lean inventories strategy was to become sensitive to inefficiencies and risks in supply chains, identify the most potentially damaging bottlenecks and figure out how to avoid them. “The BCP for us was a classic lean solution,” he said." https://www.reuters.com/article/us-japan-fukushima-anniversary-toyota-in-idUSKBN2B1005 https://www.reuters.com/article/us-japan-fukushima-anniversa... It's much more about seeing problems faster than just cutting down on inventory for the sake of cutting down on inventory
    - hef19898 4y ago
      Cutting down inventory for the sole sake of cutting inventory is bad idea anyways.
- Vt71fcAqt7 4y ago
  The useful question is this: is doing this _stil_ better than holding inventory and preparing? In other words, do these companies still come out ahead despite this one time cost? On a national level, I think we are seeing policy makers (re)reaching your conclusion, however.
- heavenlyblue 4y ago
  Your message has nothing to do with Toyota as they hve already went back to keeping a strategic supply of inventory just for situations like this a few years back.