Running head: QUALITY MANAGEMENT – TOYOTA 1 Quality Management – Toyota Mohamed Traore Webster University Author Note Mohamed Traore, School of Business Administration, Online Program, Webster University. This paper is an assignment due for class BUSN 6110, Operations and Project Management. Correspondence concerning this paper should be addressed to Mohamed Traore, School of Business Administration, Webster University, St. Louis, MO 63119. Contact: mohamedtraore40@webster.edu QUALITY MANAGEMENT – TOYOTA 2 Abstract This paper explores a case study titled Quality Management – Toyota that relates to Toyota’s aftermath on mass vehicle recalls that occurred in 2010. The case study is an article adapted from Chester Dawson and Yoshio Takahashi, “Toyota Makes New Push to Avoid Recalls,” The wall Street Journal, February 24, 2001.
Team Assignment (W10TA): Planning Production for Toyota North America Lexus RX 350, Successor in 2007 to the RX 330 Photo courtesy of Toyota Motor Company Assignment Taskings Address the following four exercises: Exercise 1: Making a Critical Assessment of the Toyota Production System (TPS) Today a. Demonstrate your team's basic understanding of the TPS by 1)defining in your team's own words any eight of the terms found athttp://www.toyotageorgetown.com/terms.asp, and 2) applying them to one or more of your team's own companies or other organizations. For example, Pokayoke can be defined as an approach to create mistake proofing through use of devices that detect or prevent production errors. At a software development firm, pokayoke might be applied through use of a modular development process that includes extensive software module testing before proceeding to module integration and total system testing. b.
The retrieval set is really important to car companies because it determines whether their newly produced cars will sell well or not. Usually, most car ads only show the car being driven with a landscape in the background. It is hard to achieve the purpose of putting the image into consumers’ minds since they do not stand out. However, 2014 Kia Soul commercial is so successful that it has
Monozukuri, in Japanese, translates to something along the lines of the creation of products. The true meaning behind the word is more conceptual. Monozukuri means to produce excellent products and to have the ability to constantly improve a production system and process. This is the driving force behind one of the world’s most successful companies, Toyota Motor Corporation. The principles of monozukuri along with kaizen, meaning a change for the better, have driven Toyota to become one of the leading automobile manufacturers in the industry.
In the late 1960’s the United States was losing market on cars due to the small imports from Japan. So in 1968 Ford Motor Company went under work to design and introduce a compact car to compete with Japan’s small imports. Vice-President of Ford Motor, Lee Lacocca, suggests that the company to make and produce a car on an accelerated schedule to gain a large market share. This meant that “the car had to be designed and produced in 25 months rather than the usual 43 months for a new car line” (DeGeorge 298). And in 1970, Ford Motor Company started up the new line that ran the car that cost less than $2,000 and weighed less than 2,000 pounds, also known as the Ford Pinto.
The first car of the Z line was the 1969 Fairlady Z, also known as a Datsun 240z in the states. The earlier models of the Nissan Z were built at the Nissan Shatai plant in Hiratsuka until 2000, while the later models 350Z and 370Z are built at Oppama 2002–2004 and Tochigi 2004–present There are many other “Zs’’ around. The closest cars to the 350z are the 300zx and the 240z. After the Nissan 300ZX was withdrawn from the U.S. market in 1996, Nissan tried to keep the Z name alive by re-creating the 240Z the following year. When the 240z went to the Detroit motor show, Nissan thought it looked to old, and retro looking, so Nissan redesigned it in 2000, but was never released.
Toyota, Nissan and Honda produced safe, efficient, economical cars In 1975 the U.S. government in an attempt to legislate the North American cars maker into making better cars, passed a law that imposed emissions and fuel-efficiency stands on the auto industry. Chryler, Ford, GM imports into Canada – US, China, Mexico Subprime mortgage – a loan given to someone who has poor credit Someone who doesn’t payback the bank the bank can take the house back (foreclose). Collateral – an asset used the guarantee a loan. Forclosure – Legal process which the owners rights to a property is terminated(usually because they failed to pay back their mortgage) the bank usually takes back the asset. Canadian banks did not invest in subprime mortgages The green revolution New energy sources Canada is not a leader in the renewable erngergy field mainly because it is a major oil,gas and hydroelectric producer.
The Ford Pinto Case Review of the Case The Pinto is a car that was manufactured by Ford from 1971-1980. The Pinto was Ford’s answer to match the increasing popularity of smaller cars, also known as subcompact cars, which were being imported by Toyota and Datsun. Iacocca’s specifications for the design of the car were very specific. "The Pinto was not to weigh an ounce over 2,000 pounds and not cost a cent over $2,000 (Unlisted, 2006)." It was discovered in rear end crash tests, even before the car was sold to the public, that the fuel tank would rupture and begin spilling fuel in collisions over 25 mph and that collisions of over 40 mph would result in the front doors jamming making it almost impossible to get the passengers out of the car.
They needed the support of the manufacturing company to have the town survive. Our Government needs to be more involved with helping the American businesses by using trade agreements and import quotas similar to the ones that Ronald Regan imposed. Regan imposed temporary quotas on some Japanese goods, trying to give American manufactures the time to compete with the reliability and efficiency of the cars arriving from Japan. However, the plan did not work as Regan had hoped it would. The Japanese opened factories in the United States.
The second one is to provide a way for workers to interpret the meaning of organizational events, for example the production line is designed to always have “The Toyota Way” present “The Toyota Production System (TPS), which puts The Toyota Way into practice”. The third one is to reinforce the values of the organization, that’s why The Toyota Way is the defining element of Toyota’s corporate culture. The fourth one is to serve as a control mechanism for shaping behavior, this is why they defined their culture in 14 principles, and they are