This article discusses the organizational processes of Toyota during the accelerator crisis and the importance of addressing the supply chain. It also provides recommendations for improving supply chain monitoring.
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Running Head: BUSINESS RESEARCH ON TOYOTA Business Research on Toyota Name of the Student Name pf the University Author Note
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1BUSINESS RESEARCH ON TOYOTA 1.1storganizational process of Toyota In 2009 the company was going through the crisis period caused by the accelerator issue intheToyotavehicles.TheacceleratorpedalsoftheToyotacarsstartedgettingstuck mysteriously and consequently many cars crashed tragically. The first organizational process at the time of accelerator crisis is “creating unmanageable risk by aggressive growth”. It has been noted that the crisis was not the result of a single day. Since 2005, Toyota started recalling more cars than it sold. Gradually it went out of the quality control due to the desire to supplant General Motors as topmost car –maker of the world. The aggressive growth Toyota was running after was to win over the market rivals like Hyundai, Ford, BMW, Maruti Suzuki and others. The growth process was considered to rise Toyota to become the leading car companies across the globe.Thepartiesinvolvedinthisprocessareinvestor,customers,theemployeesand communities. It is assumed that if the board of directors of Toyota had exercised proper diligence while accepting the aggressive growth plan of the management, growth could be achieved without such franchise affectations. 2ndorganizational process of Toyota The second organizational process at the time of acceleration crisis in Toyota was having a weak supply chain. The auto companies usually do not make their own parts. They just assemble the parts of the car made by others. In this case, the gas pedal was delivered to Toyota being manufactured by a company called CTS, Elkhardt, Indiana. However, the blame cannot entirely be put on the suppliers as it has been found that the acceleration issues were there since the year 1999. The importance of vehicle parts is unquestionable. Without parts Toyota cannot manufacture cars. The parties involved in the process are mainly the suppliers of the parts as well
2BUSINESS RESEARCH ON TOYOTA as the riders who could be in danger due to defected auto parts. It is wondered, had the company retained strict monitoring of the supply chain. 3rdOrganizational process of Toyota The third organizational process at the time of accelerator crisis was lean manufacturing. The production system of Toyota is a living example of lean manufacturing. However, the system is tailored to Toyota only and cannot be copied by other brands. The recall issues of Toyota regarding the unintended acceleration had put the continuity of the famous TPS system on stake. However, they did not disqualify their TPS but displayed a sign of TPS revival. What Toyota did is it returned to the roots by reflecting deeply on self, listening to the customers’ voice and making the products increasingly better. They also generated the strategy to stop, think and then make improvements. In the due course of struggling to adjust with the rapidly increasing growth and globalization with complexity, Toyota lost its way for sometimes.The goal of the lean manufacturing is delivering the products timely and with fulfilling the needs of the customers optimally. Since the customers want high quality products always, that too at lower costs, the application of the improvement methods like Six Sigma, TPM, QRM, Lean will lead to the reduction in defective products. A recall is a kind of lean terminology or a type of rework on the existing products that must have been produced right the first time. 2.The Supply Chain of Toyotarequires to be addressed because due to lack of proper monitoring, the crisis of unintended accelerations most probably occurred.A regular follow up of the supply chain of a company helps to increase customer satisfaction. It also reduces inventorystock-outs,schedulestheproductioneffectively,lowersdownthesafetystock requirements, decreases the product obsolescence costs and lastly improves on the pricing and
3BUSINESS RESEARCH ON TOYOTA promotion management. It is highly important for the Toyota company because the company is solely dependent on the suppliers as it does not produce its own products. TheToyotacompanycaneasilyimprovethemonitoringofthesupplychainby increasing transparency, standardizing the imported parts, gaining data insight, generating real – time inventory management, raising cost awareness and streamlining the accounting process. The background and reputation of the suppliers have to be checked. The supplied materials have to be individually assessed checked to maintain the quality standards.
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4BUSINESS RESEARCH ON TOYOTA Bibliography Bhcbcpa.com. (2018). Managing Your Business through a Crisis: 6 Steps to Success - BHCB, PC.Retrievedfromhttps://bhcbcpa.com/managing-your-business-through-a-crisis-6- steps-to-success/ Foster Jr, S. T., Wallin, C., & Ogden, J. (2011). Towards a better understanding of supply chain qualitymanagementpractices.InternationalJournalofProductionResearch,49(8), 2285-2300. Jeang, A. (2008). Optimal process capability analysis for process design.International Journal Of Production Research,48(4), 957-989. doi: 10.1080/00207540802471306 Studypool.com(2018).StrategicOperationsManagement-MBAFP6022-Process Identification.[online]Studypool.com.Availableat: https://www.studypool.com/discuss/5613058/strategic-operations-management-mba-fp- 6022-process-identification [Accessed 23 Dec. 2018].