Toyota 's Total Quality Management Process

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During the identification stage for process improvement in the previous assessment, we were able to identify that Toyota’s failure to adhere to its own principles “The Toyota Way” in regards to the Toyota Production System (TPS), more directly principle 5, to build a culture for stopping production in order to fix identified problems and getting quality right the first time. Furthermore, leading to Toyota’s biggest crisis “sudden unintended acceleration” in their top selling models causing a number of losses across the board. It is clear that Toyota must follow the TPS, precisely the Total Quality Management process (TQM), in order to properly address and resolve any issues associated with the safety and quality of its products. It is imperative to have the complete buy-in and support of Upper Management to encourage accountability and ensure the sustainability of this process. Thereby, enabling Toyota to re-build its brand, re-gain consumer trust and confidence in their products and reposition themselves as the leading automotive manufacturer internationally. During this assessment we will create a current state and new process map for the recommended process improvement; create a cause-and-effect diagram; and identify one main cause as a result of the examination of the cause-and –effect diagram and current state process map.
Cause-and-Effect Diagram Cause and effect diagrams or the more commonly used term Fishbone diagrams, are used as a help-aid to visually display
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