Process Identification

1538 words 7 pages
Process Identification-Toyota

Short summary about Toyota
Toyota Motor Company was formed in 1933, as a division of Toyoda Automatic Loom Works by Kiichiro Toyoda. The company began making Type A engines with the support of the Japanese government. In 1937, the automotive division of Toyoda Automatic Loom became an independent company. The company’s early focus was to make trucks to support the Japanese military during wartimes, however, after WWII; the company began focusing on passenger vehicles again in 1947.
By the middle of the 1950’s, the motor company was struggling and about to file for bankruptcy when a large order for support vehicles came in from the U. S. Military fighting in Korea. This 5000 vehicle
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As the Japanese leadership seemed to distance themselves from the problems, increased frustrations began to mount from consumers who wanted action (Greto, Schotter, & Teagarden, 2010).
Scope: breadth of its reach
The devastating quality issues that occurred between the late 1990’s and through 2009 encompassed the entire Toyota organization. In the infant stages the company was able to deflect and diffuse many issues and keep them isolated to specific models or locations, however, as the companies resistance to take ownership for the issues mounted and more serious consumer complaints began to arise, the impact of poor decision making and leadership decisions that caused poor quality quickly became relevant at all levels of the corporation.

Parties involved: customers
Toyota’s problems were being elevated by frustrated customers, however, once the layers of the onion were being peeled back, it became obvious that the outside management influence to push for rapid expansion during the 90’s had caused Toyota’s entire value stream to be impacted. Everyone from dealerships to manufacturing sites all the way up to the highest levels in the company back in Japan was feeling the pressure mounting. So, long and short, everyone employed by or partners with Toyota along with all consumers were not affected negatively (Greto, Schotter, & Teagarden, 2010).

Priority: the timeliness or urgency
In the initial shock of having their products come back


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