Operations Management in Toyota

This presentation provides an overview of operations management in Toyota. It covers key operations in Toyota, approaches in operations management, the role of manager and leader, and the interrelation between operations management and other departments. The presentation also explores the relationships between leadership and management in contemporary business.

Management and Operations

Presentation would cover
Introduction
Key operations in Toyota
Key approaches in operations management
Role of manager and leader
Role of operations management
Operation management interrelate with other
department
Relationships between leadership and
management in contemporary business

Introduction
Toyota is a Japanese multinational and world second
largest automotive manufacture.
Toyota has mission to design, manufacture and sell more
electric vehicles for sustainable growth (Chiarini and
Vagnoni, 2015)
.

Key operations in Toyota
Toyota manufacture automobiles or vehicles so its
operations function involves:
Bringing raw materials to manufacture vehicles,
Marketing of vehicles (Fragassa, Pavlovic and Massimo,
2014).
And managing workers in effective way for producing
productive and quality output.

Key functions of operation
management
Finance
Marketing
Operations: The activities involves operations
includes:
Inventory management
Human resource management
Corporate social responsibility
Customer service

Maximizing operational efficiency
Reducing employee turnover
Employee motivation
Customer communication and satisfaction
Planning and developmental activities
Maximizing communication in the hierarchy
Proper use of resources

Key approaches to operations
management
• Just-in-time (JIT) manufacturing
• Continuous improvement
• Total quality management (TQM)

Role of manager and leader
Role of manager
Manager plan to convert raw products and human resource
efforts into attractive and luxurious vehicles.
Ensures that the vehicles are design in attractive way
Ensures the utilization of business finance in best possible
way
Role of leader
The role of operational leaders in Toyota is to ensure

Importance and Value of
Operations Management
 Quality control and management
 Resource management
 Focus on organisational goals
 Systems maintenance and improvement
 Customer service and satisfaction

Operation management interrelate
with other department
The operational manager communicates with the
marketing manager for understanding customers
needs.
Coordinates with distribution department for selling
the vehicles to final customers
Also communicates with finance department and
ensures the allocation of finance in productive way.

Relationships between leadership and
management in contemporary business
environment
Both leadership and management have crucial roles in
leading and managing the business.
Operational leader and manager in Toyota coordinate
and contribute their skills and efforts in taking crucial
decisions

Business Environment of Toyota
Toyota is a well established brand that is performing its
operations in global market area. There are different factors
of external market that will affect operations and business
performance. It is crucial to identify and analyse impact of
these factors in order to take better decision for
organisation. Various external factors are mention below.
Political factor
Economical factor
Social factor
Technological factor
Environmental factor

Factors that impact upon
operations management
• Business ethics
• Corporate social responsibility
• Sustainability

Factors impact wider community
Promote the use of environmental friendly resources
And technologies for minimizing the production waste,
environmental pollution
And securing the environment and wider community.

Conclusion
The task has concluded that leaders and managers play
important role in operating the production process.
They can use different approaches such as JIT, TQM and
continuous improvement to operate the production
process and resources effectively.

References
 Chiarini, A. and Vagnoni, E., 2015. World-class manufacturing by Fiat. Comparison with Toyota production
system from a strategic management, management accounting, operations management and performance
measurement dimension. International Journal of Production Research, 53(2), pp.590-606.
 Fragassa, C., Pavlovic, A. and Massimo, S., 2014. USING A TOTAL QUALITY STRATEGY IN A NEW
PRACTICAL APPROACH FOR IMPROVING THE PRODUCT RELIABILITY IN AUTOMOTIVE
INDUSTRY. International Journal for Quality Research, 8(3).
 Gupta, S., 2015. Just in time manufacturing: a manufacturing philosophy. International Journal of Scientific
and Technical Advancements, 1(3), pp.241-244.
 Ivanov, D., Tsipoulanidis, A. and Schönberger, J., 2017. Global supply chain and operations management. A
Decision-Oriented Introduction to the Creation of Value.
 Jacobs, F.R., Chase, R.B. and Lummus, R.R., 2014. Operations and supply chain management (pp. 533-
535). New York, NY: McGraw-Hill/Irwin.
 Magar, V.M. and Shinde, V.B., 2014. Application of 7 quality control (7 QC) tools for continuous
improvement of manufacturing processes. International Journal of Engineering Research and General
Science, 2(4), pp.364-371.
 Prajapati, K.C., Patel, R. and Sagar, R., 2014. Hybrid vehicle: A study on technology. International Journal
of Engineering Research & Technology (IJERT), 3(12).