Process Identification Plan for Toyota

3887 Words Jan 27th, 2013 16 Pages
The Case for Change at Toyota Motor Corporation
Process Identification and Improvement Plan
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Unit 1 Assignment 1 MBA 6022
Lynette D.
Capella University

Abstract This Process Identification and Improvement Plan will begin with a summary of the Toyota Motor Corporation and core commitment to safety, quality and volume. It will also refer to the case study review titled “Toyota: The Accelerator Crisis (2010), by Greto, Schotter, and Teagarden for a synopsis of the accelerator and automobile recall crisis that affected the company’s reputation, image and near financial collapse. It also identifies two distinct process areas have been targeted for
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Thus, Toyota failed to comply with federal law in its foreign subsidiary and failed to report such safety defects to the proper government regulators within five business days. (Greto, M., Schotter, A., & TeaGarden, M., 2010) (CNN, 2010)
The President, CEO and grandson of the founding father, Aki Toyoda emphasized
“I fear the pace at which we have grown may have been to quick. I would like to point out here that Toyota’s priority has traditionally been the following: First, Safety; Second, Quality and Third, Volume. These priorities became confused, and we were not able to stop, think and make improvements as much as we were able to before, and our basic stance to listen to customers’ voices to make better products has weakened somewhat. We pursued growth over the speed at which were able to develop our people and our organization, and we should sincerely be mindful of that. I regret that this has resulted in the safety issues described in the recalls we face today, and I am deeply sorry for any accidents that Toyota drivers have experienced.” (Greto, M., Schotter, A., & TeaGarden, M., 2010)
Importance to Toyota:
Considering the case study, Toyota’s current reputation and status in the global market is marked with recalls due to defective parts, malfunctions and safety risks—numerous lawsuits—and fines
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