Toyota
Quality Control at Toyota
There are several key issues that need to be addressed in order to turn around Toyota's quality control department, from restoring morale and commitment to making pragmatic changes to processes and communication structures in order to directly facilitate more effective operations. In order to successfully carry out the position of Vice President and contribute to the development and progress of the Toyota company as a whole, careful consideration of these issues, projections of necessary and potential changes, and methods for achieving these changes must be undertaken. The following paragraphs detail six area of specific concern or required attention that relate to the task at hand, containing suggestions for the steps that should be taken in order to turn this department around and the organizational/interpersonal approaches that will best ease and facilitate the implementation of these steps.
Goals
Short-term goals for the quality control division must include an improvement in morale within six months, as measured through both qualitative (interviews, meetings, surveys, etc.) and quantitative (retention rates, complaint/issue frequency, etc.) means. New communications processes should also be in place within a year. Long-term goals include a greater degree of integration with other departments within three years, as measured by survey responses and communication gaps/lapses/lag times, as well as the design and implementation of a new promotion/raise system that more accurately and meaningfully reflects performance.
Reorganization
Specific plans for reorganization will necessitate detailed and extensive study of the current roles and power structure sin place...
This can cause the organization to fall behind as competitor discovers a way to do things better, faster, and more efficiently, essentially raising the bar or standards of the industry, much as Toyota, the originator of the continuous improvement philosophy, did for the car industry. Even when quality control mandates that the least wasteful processes always be eliminated, by creating a mechanism with the continual improvement philosophy where change
Toyota Corporation was once one of the most respected companies in the world, famed more for its quality than its low prices. However, it has been subjected to a great deal of criticism because of the number of recalls the company has had to issue, regarding safety issues with its vehicles. This requires a new shift in focus for the company to reverse the trend in its plummeting sales.
Toyota - a Visionary Company: Since its inception, Toyota Company has continued to use its guiding principles to develop reliable vehicles and sustainable development of the society through the use of innovative and high-quality products and services. One of the major goals of the firm is to develop products that exceed the expectations of customers with regards to quality and safety. Moreover, Toyota is currently working towards the achievement of zero
(1993). The critical organizational departments involved in any TQM effort include the procurement and sourcing, manufacturing and production, fulfillment, marketing, sales, and service, all of which form the value chain of how organizations produce, sell and service products. The major actors or participants in the process are first and foremost the purchasing and procurement, and supply chain departments of an organization, which must have a specific set of quality
Toyota Analysis Comprehensive Case Analysis An Analysis of Toyota Motor Company JANE A TUCKER 490 Business POLICY, PROFESSOR RICHMOND Toyota's Objectives and Strategies Toyota is an industry giant and has been known as a global innovator in the manufacturing industry. The company has upheld a customer concentrated orientation that has allowed them to be responsive to their target markets. The company is constantly monitoring consumer needs and wants and develops their product mix respectively. One development
The underlying theory is simple: a company can still fail even if it produces high quality goods. It could, for example, have a bloated management structure. What TQM does is it allows the company to manage everything so that senior management knows the value that all parts of the company contribute to the bottom line. With this high level of control, the total quality movement focuses on enhancing quality through
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