Toyota: Operations Management Paper

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Quality Control Management
Kristi Goddard
Capella University
MBA6022 – Strategic Operations Management
Sunday, March 17, 2012

1205 Sumac Circle
Zebulon, NC 27597
Telephone: (919) 880-9037
Email: kgoddard1@capellauniversity.edu
Instructor: Dr. Gary Reinke
Abstract
The overlying mission of The Toyota Motor Corporation is to "develop and provide innovative, safe and outstanding high quality products and services that meet a wide variety of customers' demands to enrich the lives of people around the world" (TMC, 2006). In order to ensure that each and every segment of TMC excels in this mission, a number of principles and philosophies have been outlined in order to meet the corporation objectives in the most beneficial manner, demonstrating enhanced efficacy.  

Problem Statement
Safety standards, quality assurance, dedication to customer loyalty, and total quality management need to improve within Toyota. Toyota has forgone is best and most noted supply chain principles in order to compete globally, which has affected the overall performance of the company in general and the customer services department most specifically. Background

The company implemented the mass production system in 2002 and that is where the problem began (even though there may not have been any physical signs of damage. By improving the existing management system, they can radically change the reputation and current integrity issues the public has toward Toyota. Total transformation could happen, but there is not guarantee that will fix their current list of issues. It makes the most since to better inform, equip, and train the existing management team. People don’t learn from their mistakes merely by one casting them away, but rather by having the opportunity to rectify any problems and developing a better solution system to handle existing concerns. Continuous Improvement means that one never perceives current success as one’s final achievement. The company must not ever be satisfied with where they are, but always improve upon the improvements of the business. Every effort must be made to ensure the best ideas and efforts. Toyota must keenly create better alternatives, question their accomplishments and investigate future definitions of success. Greed and monetary lust blinded members of the management team and that always leads to disaster, which is what Toyota experienced when their problems finally hit the surface in 2006 and all the complaints which they chose to ignore from 2000 to 2005 out-shouted Toyota’s voice.

Implications
The scope (or implications) of the process improvement objective include dealing with Toyota’s level of focus on efficient supply chain network and the use of competitive edge over other competition. The company’s supply chain management principles have suffered due to greed and a reduction in standard quality for the sake of preserving cost. If Toyota were to continue down it’s the road to the demise of the company, it would not be long before they would cease to exist and only be significantly named as the world’s once largest and leading automobile manufacturer. Recalls would continue, and the company would lose so much money that it could not maintain its positioning. Toyota would also loose the faith and trust of its customers, employees and investors. Over the past decade we have heard the rash of complaints and issues surrounding the Toyota recalls and response to such. Handling the issue with seats and/or the lack or defect of them and the issue thought to have been related to the TPS system; and publically doing so, would definitely appease Toyota’s audience and customers. Addressing and resolving the CTS brake pedal module would be one thing to tackle promptly. Toyota should have better monitored the design process and outcome of the CTS brake pedal module issue. The sticky pedal, even though they boasted was one very specialized isolated design issue, was most...
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