Toyota 's Organizational Processes At Toyota

1900 Words8 Pages
Several of Toyota’s existing organizational processes at the time of the accelerator crisis caused the accelerator crisis. One of the major causes of Toyota’s accelerator recall crisis is “Toyota 's unique subsidiary structure” and growth (Toyota). This major cause lead to many other minor causes such as diluting the “Toyota Way, ” which lead to the decrease in quality as well as the lack of communication within Toyota. “In 15 years, the nonfamily management was determined to accelerate Toyota 's growth with an aggressive globalization strategy. As part of this strategy, the company began building factories in the U.S., Europe, and other markets, effectively doubling the number of overseas manufacturing facilities to more than 100”…show more content…
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 we were able to develop our people and our organization. (Russell, 2014, pp. 1-99) Essentially what happened is Toyota became too big, too fast. Also, Toyota did not learn from its mistakes. The oil gelling issue should have been something that made them re-look at everything from the operations to the structuring challenges. There are many things that should have been done along with the growth, so as to avoid things such as this crisis. One of those things Toyota should have done as it began to grow was to create a strategic plan as well as a process flowchart. Toyota grew so fast that it didn’t have time to implement the strategic plan efficiently or effectively. “Policy deployment tries to focus everyone in an organization on common goals and priorities by translating corporate strategy into measurable objectives throughout the various functions and levels of the organization” (Russell, 2014, pp. 1-99). A process flowchart helps give everyone a clear picture of how an operation works as
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