This report provides a comprehensive analysis of Toyota Motor Corporation's operations management. It begins with an introduction to the company, its history, and its brand portfolio. The report then delves into the operational management department, focusing on its role in product design and redesign. Key areas of focus include Toyota's operational strategy, emphasizing waste elimination and continuous improvement, and decision-making processes influenced by customer demand. The report examines product and process design, including the Toyota Production System (TPS) and its tools for efficiency and cost reduction. A detailed exploration of Toyota's highly integrated value chain (supply chain) follows, highlighting its impact on cost reduction, quality, and customer satisfaction. Planning and control within Toyota's operations are discussed, including demand forecasting and decision-making processes. The report also examines Toyota's quality management system, emphasizing the Lean Six Sigma team and the two pillars of the Toyota Production System: Jidoka and Just-in-Time. The conclusion summarizes the key findings and emphasizes the role of effective operations management in Toyota's success. References to relevant academic sources are also included.