Toyota 's Organisational Structure And Organizational Structure

Toyota was thought to be the best quality car in the 1970s and 1980s but, due to Japanese competition, American car manufactures soon began to close the rankings gap. At the top of their game in 2010, Toyota had to stop manufacturing and order a large recall of automobiles. While leadership was probably considered great at the height of Toyota’s success, changes were obviously needed during the recall period and management needed to be as adaptable to those changing conditions. The only thing regarded as permanent in a market economy is change

a. Demonstrate your basic understanding of the TPS by 1) defining in your own words any eight of the terms found at http://www.toyotageorgetown.com/terms.asp, and 2) applying them to one or more of your own companies or other organizations.

The company is managed properly in terms of technological advancements, environmental friendliness, dedicated workforce and providing value to customers but with the demands of global marketplace and business, it needs to shed its parochial top down management style to respond to market changes and safety recalls quickly and efficiently. In this regard, Toyota made some changes recently to its management structure such as reducing the Board of Directors and decision making layers and appointing non Japanese Board of Directors. Toyota is also taking measures to strongly support the career continuity of women employees and has appointed women in key positions as the leadership team was otherwise mostly made up of Japanese men (Benjamin, 2015).

Company I chose was a multinational company which manufacturers and marketer which designs, manufactures, fabricates, showcases and conveys vehicles and vehicle parts and offers financial administrations, General Motors Company commonly known as GM (GM.com, 2016). GM does have an official mission and vision; There mission is “to provide products and services of such quality that our customers will receive superior value while our employees and business partners will share in our success and our stock-holders will receive a sustained superior return on their investment." As their vision statement, they wants “to become the world leader in transportation products and related services. We will earn our customers’ enthusiasm through continuous

Cole, R. E. (2011). What really happened to Toyota? MIT Sloan Management Review, 52(4), 29-35. Retrieved from http://search.proquest.com.library.capella.edu/docview/875531966?accountid=27965

Toyota faced a challenge related to the poor visibility and low quality of a supplier for the Suprima model. The Japanese brand, being related to a top quality product and a Just in Time manufacturing scheme could not afford to have stock out problems nor not meeting consumers’ demand for quality.

The three practices work in conjunction with one another in order to optimize improvement in all products and services. The development of TPS was a major precursor of Lean manufacturing. Lean like TPS and JIT focuses on continuous improvement. The main difference is lean is customer focused, if it does not add value to the customer it is not added (Heizer & Render, 2014). By implementing Lean Nissan can provide their customer what they want

Yet, the public perceptions may be at odds with the objective measures. In Toyota’s case, there have been indications that the quality level of the company’s products had fallen off in a span of few years. There are changes that have taken place during a period when most of the company’s close competitors, such as Fords, were producing more cost-effective and efficient automobiles. In addition, the company’s unique production approach and the emphasis on continuous improvement and learning coupled with a matrix structure are key reasons for the company’s leadership in the cat manufacturing industry. Toyota’s Production Systems (TPS) was founded in the principles of “Just-in-time. This approach has less opportunity for slack resources and focuses of the benefits of efficiency on the part of employees and reduction on waste resources (Griffin and Gregory, 5). Further, Toyota Company enacts its production system with the assistance of its human resources strategies, culture, and organizational structure. Toyota’s Production System emphasizes on learning and modesty when it comes to assessing past success and differentiated them from

Due to Toyota’s financial greed and unethical practice, vehicles were wrongly equipped with faulty brakes, sticking pedals and poor quality door looks, which caused death of many Toyota customers and hundreds of dollars in damages. When a company like Toyota acts in an ethically questionable manner, it causes the company to lose customers and develop a negative reputation. Customer tend to lose faith in the company and have to look for better service

Toyota’s superior technology was not enough in light of the recent recalls. As a result they had to reduce their organizational structure, which is no easy task. My observation is that Toyota could have closed a blind eye but instead decided to restructure and fix the problem without deviating from their core competency and mission.

Toyota Production system is a system that was developed initially to account for the specific issues facing one company. The revolutionary ideas and concepts pioneered at Toyota have been used in many other organizations and industries throughout the world. TPS has evolved to help companies maximize value. In this system all activities relating to the manufacturing process.

Toyota’s information and decision making would be highly scrutinized for their insensitive and their expectations on their overseas market. Toyota’s home office was in Japan,

In a finished product, out of most of the industries only one particular company, provide a very little amount of the total value. Hence to improve the process within the company lean techniques are used so that the total impact will not be high when it is applied to a broader supply chain.

Jacobs has adopted the “Toyota” way of life when they implemented their quality management system and has achieved quality in its processes through decades of continuous improvement. Jacobs strives for

Toyota is a world leading automobile manufacturer, headquartered in Japan, but selling its vehicles throughout the entire world. The company is a notable success story within the business community due to its strategy of global expansion. As the established leaders of the American automobile industry failed to adapt their offer to the changing needs of their customers, Toyota proved able to adapt its production to the new needs, creating small size and fuel efficient engines. This situation has increased the market share of the Japanese cars in the American and global market place.