Honda and Toyota

The Chevrolet Cobalt is a compact front-wheel drive model and successor to the popular Chevrolet Cavalier. Originally offered in sedan, coupe, and supercharged versions, the latter was eventually replaced by a turbo. Following a six-year run, the Cobalt was replaced by the Chevrolet Cruze.

For over one hundred years General Motors has been a vital function in the automobile industry, beginning with the horseless Buick carriage in 1903. Heavy competition arose when Ford released the Mustang in 1964 as a door for average drivers to experience luxury sports cars at an affordable price. On September 29, 1966 General Motors struck back with its own pony car, the Chevrolet Camaro. This first model offered the two body style options of hardtop coupe and convertible. In 1968, the vent windows were replaced with a new Air Ventilation system and pointer grills were added. The 1969 Chevrolet Camaro catered to the wants of the more “fiercer” look. The “V” style grille and deep set headlights created a desirable look. In 1970, the company

Toyota cars were accelerating unintentionally people didn’t mean to increase the speed, but because the company hid a

Toyota has hit the headlines over the years over the defects in several of their models which has sent it on a public relations and safety campaigns relating to its vehicles. Notably is the Toyota safety campaign in North America for certain models of Toyota as well as Lexus brands concerning the floor mat entrapment of accelerator pedals, later on it extended to other models in November 2009.

Car manufacturers sometimes choose odd names for their vehicles. Most such names, including the Mazda Bongo and the Mitsubishi Pistachio, never make it to the US as marketers wisely intervene and demand changes.

Toyota grew at a record speed and could not keep up with the speed in which it was growing. They are a centralized company and Japan only made the decisions. This prevented the company to keep up with the safety problems. The process that Toyota external suppliers follow when improving product and making sure the product is functioning properly before shipping to Toyota needs to be improved before they release the product from their warehouse to be sent to Toyota. This problem began when the company started to rapidly grow. Toyota’s lack of communication led to the faulty gas pedal recall.

One of the main errors leading to this situation was the fact that ChassisCo didn’t follow on the Toyota principle of giving the bad news up front. Toyota stated with every supplier that they expected a swift alert in case any risks were to arise, in order to tackle root causes and diminish the problems right away. On the same line, Toyota knew that the manufacturing process for the

During a crisis here at Totoya automotive manufacturer, our goal will be to communicate facts as quickly as possible. We will form a Crisis Response Team at our Regional location, and at all of our manufacturing and sale sites. We will strive to update information as circumstances change, to ensure the safety of the community and the continued operations of automotive manufacturing. We will be mindful of how we communicate in a crisis. Our approach will affect the global reputation of our company operations and vehicles. We realize that in a crisis, people will presume us to have more information than we may actually have. At Toyota,

As if this weren’t enough, quality problems mounted week after week. Only months later in February 2010, the NHTSA revealed that it had received claims citing another life threatening defect in the break system for the Toyota Prius. More than 400 thousand Prius recalls resulted. In April of 2010, customers reported handling issues in the Lexus brand which resulted in another recall of 9,400 Lexus cars and a “Don’t Buy: Safety Risk” rating from Consumer Reports. Also in April, the company voluntarily recalled Siennas to address a problem with corrosion on a spare tire cable. Later that month, Toyota voluntarily recalled 2003 Sequoia SUVs to improve the stability controls. 2010 Tacomas were also recalled for defective front drive shafts. Once the quality icon, Toyota had hit a really low point; so low that credit

I worked with Jeet at Jaguar Land Rover (JLR) to deliver a major technology transformation programme in 2011. This programme was initiated with a 5 year horizon and an annual budget of more than £50m.

brakes. In the end, the test results and the final report for brakes was proved to be altered and

In the year 2000, the Transportation Recall Enhancement Accountability and Documentation (TREAD) Act was passed, putting pressure on the National Highway Traffic Safety Administration (NHTSA) to gather data from parts manufacturers to identify "potential safety related defects." In 2001, an internal GM report identifies a problem between the ignition switch and the vehicle's anti-theft system. While the company had the opportunity to disclose this information to the public, they instead opted for a quiet re-design

Toyota’s disaster management team mission is to “maintain the optimum state of disaster preparedness through planning, preparation, training and exercise.”

He announced a new policy that took away titles of general managers at the age of 55 and managers at the age of 50; however they were allowed to stay in the firm but with less responsibility (McFarlin & Sweeney 2006, p. 427). Okuda wanted a young workforce of executives to bring in their talents and lead Toyota to continue growing.

Toyota has long been regarded as the pinnacle of Japanese innovation, manufacturing quality and an industrial pioneer (Yuanyuan Feng, 2010). In 2009 Toyota faced a lager scale crisis that was rulled to be the result of “malfunctioning floor mats”. This lead to mass recalls on many of their vehicles and the loss of thousands of dollars due to recall costs and legal bills. After more incidents arose it was found that the actual cause of the incidents was malfunctioning gas pedals and the original floor-pan design. In the time of crisis Toyota was blamed for misreading and mishandling the situation resulting in major losses both financially and in their reputation to buyers.