Honda seamlessly produce multiple autos on a single assembly line, one after another, and switch a line over to a newly designed vehicle within hours. By contrast, it can take months for Honda's rivals to retool a factory for a new vehicle. One way Honda achieves this is through in-house engineering co-located at each …show more content…
As a result, assemblers are agnostic about which car they are building because in the factory only small variations differentiate. Strengths lie in product and process innovation, primarily in designing new vehicle models and features and in conceiving fresh techniques for building them faster and better. Consequently, their success is measured not by quarter-to-quarter results but instead by how well they cultivate creativity throughout the organization and how well they disburse Honda's unique corporate culture to its decentralized localization strategy to produce continuous …show more content…
Its innovation is the base and it's the key element of the Honda. Flexibility what it has in the production is backbone of Honda to achieve greater sales. In the context of marketability Honda providing outstanding quality and services to their customers continuously because of its global network is also the one of the reason. As per the Honda's 2008 sales record Honda reached 24 million customers globally. This customer base is more than the previous year, means it's more by 5.7% of the previous year. When comes to the auto sales Honda raised sales by 3.78 million units from 3.76 units and motorbike sales raised by 12% in overall sales but the power products division of the Honda came down (declined) by 5.7% on overall sale of previous year. Honda having wider distribution network, to support these network it has regional wise production plant to reach their demand and service. Honda doing extremely well in supply which assures with the entire element