Toyota: Operations Management Paper

2072 Words9 Pages
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,
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One key point is that Toyota did not stress its production system beyond its capabilities, but rather it was a failure of management, letting its 15% global market share target overshadow its traditional priorities.
Desired Outcome
The desired outcome of the Toyota crisis is that not only does Toyota manage to regain the trust, loyalty, respect and reputation of the masses, but that they exceed their own, their customers and their investors expectation. The dream would be that Toyota out perform all other automobile makers. Ultimately the goals or desire would be that Toyota experiences the fewest recalls of any of the leading automobile manufacturers and offer a product that is safe and effective. The company will need to spearhead reforms to further instill the company’s operations throughout the world with a customer perspective. Newly appointed quality officers will represent concerns of customers; while representatives from the TMC’s business operations will be present for global committee member meetings. Having a TMC representative present at the global committee member meeting and the regional quality committee member meetings will spearhead comprehensive improvements to the company’s operations; thereby promoting the strengthening of global quality improvement activities.
Safety executives will need to participate in recalls and other safety decision making on a global basis. The goal is to form an optimal and
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