1

PART 1 – to be completed by student

Student Name

Student ID number

Assignment title

Programme (e.g.: APDMS)

Unit title (e.g.: Strategic
Marketing Management
Unit tutor (Lecturer)

Number of Words

Date assignment due

Submission Date

Resubmission (as per

First submission  
lecturer’s Instruction)

No cheating, dishonesty or plagiarism will be accepted from any learner who enrols for a
qualification/course. All sources must be properly referenced using the Harvard Referencing
System. Failure to properly reference any source constitutes plagiarism whereby the learner will
be subject to disciplinary action, and will likely refer (fail) a unit.

All assignments must be submitted in electronic format through www.Turnitin.com. This allows
the school to check for plagiarism.

PART 2 –student declaration

By submitting this work to LSBM, I confirm that I have read and understood the Dishonesty and
Plagiarism Policy that is applicable to all assessments and assignments submitted by me.

I also confirm further that the work submitted here is my own work, save for where indicated by
proper referencing. Should I not abide by the policy and be found guilty of plagiarism by my
course lecturer or any other LSBM or appointed staff member I shall be bound by the decision
of that lecturer and/or staff member as well as the terms of the Dishonesty and Plagiarism
Policy.

Please save your document in the following format before you submit to Turnitin:
Name Surname- Course- Unit- Assignment- date.doc

E.g.:
Rubin Gurung- APDMS- LOYO-Assignment- 3 Dec 09.doc

This page must be page 1 of your assignment. Start your work on page
2.
 2

Table of Contents

I. Abstract

II. Introduction

III. Toyota’s Operations Management

Strategic Objectives of Toyota
Operations Objectives of Toyota
Problems and Measures taken to achieve these objective
Key Principles in Operations Management to meet their

IV. a) EFQM Model

b) Quality Systems and Practices

c) Embedding Development Process of Toyota

V. Conclusion

VI. References

Abstract

Toyota, one of the world's leading hybrid cars manufacture has been experiencing problems with
different vehicle models in existence in 2010. We have a detailed study of the crisis and the measures
they take to fix are made. And the measures that we could give as a consultant in quality resulted.
Benchmarking with Honda Motor Company Limited has contributed to improvements that could be
called upon to analyze the company automaker. Emphasis is placed on the European market. We
 3

identified the EFQM model for business and the various quality assurance systems and practices, and
chose the best for the organization.

Introduction

Toyota Motor Corporation is a leading global manufacturer of automotive first-and offers a

full range of models, mini-vehicles large trucks. They began selling cars in Europe under an
official distributor agreement in Europe in 1963.
Activities of Toyota in Europe are supported by a network of 28 national marketing and
sales companies in 44 countries in total of 2,784 outlets and eight production sites. With so
many operations and support, the company had a crisis with the various models that have
faced the street. The measures they take to improve their goals and suggesting it could
help eliminate the problem existing models.

Toyota’s Operations Management

Toyota has a great operation management operations.He was renowned as a system of lean
manufacturing and can be divided into five groups, called the five zeros. These five zeros refers to
plans and inventory to minimize costs, but also simple and visible, with reliable and flexible process,
while respecting the quality chain and accelerate design time and manufacturing from beginning of a
project to finished product. This principle aims at achieving the elimination of waste and complexity
of their business. (Alasdair White, 1996, p.304)
To get closer to achieving these objectives, two other elements are involved in the JIT system and it
is total quality and involvement of employees in total. This should be achieved by using quality
planning, quality control and quality improvement. Japanese derived from this fact and stated instead
of the traditional push systems that a kanban system derive more value to their operations. It can be
used to control flow of production and working on the process not to have some sort of assembly line
and the first stage of work on the second stage of a part in the second station generates a map or sign
for the receipt of the next job as they are ready to welcome you authorize. This system is very good
for identifying problems and bottlenecks, because they stand out immediately to the naked eye.
Because these problems without delay bottlenecks, continuous improvement and elimination of
waste can be shown to be achieved (http://blog.toyota.co.uk/list-of-european-toyota-models
-Affected-by-recall are 18 / 04/2011.

Strategic Objectives of Toyota

 4

The purpose of the Toyota System is to increase production effectiveness by utilizing the
maximum waist. All the Companies in order to maximize its success should take this in to
account what to emphasize and must allocate its resources accordingly. (Donna Summers,
2009, p.156)
Operations Objectives of Toyota

The Principle objective of Toyota is to “Think and speak based on personally verified facts”.
The company model is an ideal long-term philosophy of putting the customer first and
striving for excellence in everything they do. Toyota supports its employees part of the
production. The company quality circle to discuss improving the workplace and
implemented by the leadership of a group of members in terms of production quality.
They developed into smaller lots, production, implying a series of processes, installation
and reduce time to change. The resulting method was Single Minute Exchange Die
(SMED).
Problems and Measures taken to achieve these objectives

Toyota has a huge reminder of rubber mat in the United States last September because the
company said they were in danger of catching the accelerator pedal for some models.
Later this year she claimed the accelerator pedal is sticky. This led to a massive global
recall because the same pedals in cars in North America, Europe, China, Middle East, Africa
and Latin America are sold.

Toyota and Lexus vehicles with all-weather mats have reconfigured the gas pedal and the
driver and passenger side floor mat must be rethought.
To repair the sticky gas pedal, the Toyota engineers installed a bar carved out of steel
reinforcement in the accelerator pedal assembly. It needs the friction that causes the pedal
to keep.
Toyota brakes is to update the software that the response time of the braking system and
susceptibility to sliding (http://search.japantimes.co.jp/cgi-bin/nb20100223f1.html) must be
repaired, made day

Key Principles in Operations Management to meet their Organizational

Objective
Jeffrey Liker explains that he made a series of management principles in the model at four
levels: philosophy (long-term benefits for customers and society), processes (avoiding
waste), people (and challenge to develop), and problem solving (where the root cause to
think and learn).
The company changed its focus on profitability and quality growth. To excuse the basic
approach and focus on what the problem is and what they do to solve it seems consistent.
Containment activities after the immediate next step hansei which means deep plowing at
 5

the root of problems rather than finding cons-measures and actions to examine what
happened and then make other adjustments you want to learn. Toyoda personally lead, get
help from outside the quality control and safety experts. Akio Toyoda hansei seems willing
to do the right way - turning over every stone to find weaknesses and improvement of
virtually all business functions (Donald E. Fedor, 1998, p.325)
Openness and fairness of business practices in their business trying to cleaner and safer
and working car to land a better place to live
(Http: / / www.toyota.co.jp / en / vision / / message dated 04/14/2011)

EQFM MODEL of Excellence

This model allows the organization to identify and discuss the impact on business
improvement, benchmarking, examines the strategy and implementation of the European
Quality Award.
Toyota Motor Corp. and Honda Motor Co. Ltd., a global leader hybrids, controls 70% of the
market, but benchmarking is dismantling its hybrid-electric vehicles, a complete overview of
the different strategies of the automaker, Toyota has worked continuously improved
hybrids;. Honda's strategy was to reduce costs. Insight 09 is less than the '05 Civic Hybrid
hybrid to the Civic has air conditioning and electric regenerative braking, which is next to
the Insight.
The third generation Prius is larger than insight, but has a lower fuel consumption and
equipped with regenerative braking and two electric motors. Although Ford Motor Co.,
General Motors Co. and Nissan Motor Co. Ltd. hybrid vehicles began to follow Toyota and
Honda. (Http: / / www.toyota.co.jp / en / vision / / message dated 23 / 04/2011)
Toyota is the weight-oriented, and Honda is linked to the cost. Both hybrids have a different
instrument cluster, rear seats, rear door windows and the gas tank smaller conventional
gasoline models on the same architecture.
Sales growth was primarily in mature markets where customers have buying power.
Environmental awareness is lower in developing countries, and the complexity of the hybrid
advises buyers in emerging markets. . In Europe, the essence of strong competition from
diesel hybrid Insight is rated carbon dioxide emissions of 101 g / km (Http: / /.
Blogs.hbr.org/cs/2010/02 / can_toyota_hansei_its_way_out.html, 23 / 04/2011)
save the cost of one gram of CO2 per kilometer is cheaper consumer with a slight petrol
hybrid, such as inspection, instead of a full hybrid Prius.
 6

The Insight uses 64% of iron-based materials, plus an average European car. The third
generation Prius is a leader in the aluminum used in 12%. The Prius has an aluminum hood
and tailgate as part of its strategy to gain weight. (Http: / / blog.toyota.co.uk / list-of-
european-models-affected Toyota recalled 24.04 / 2011)
Design changes to improve performance on both cars are reducing aerodynamic and mass
on the Prius.
Projects must focus on the development of sustainable surface transport and a 20%
reduction in CO2 emissions sought by 2020.
A document of the European Union states: "The call 2010 is greater emphasis on advanced
research aims to radically new approaches able to meet social needs in a period of 2015-
2020, when the system transport is not totally dependent on fossil fuels.

EFQM Model for Toyota

Toyota with the crisis planned to use the Excellence Model assessment matrix and
Pathfinder radar map. It allows them to achieve and show positive trends. The approach will
be well defined and developed processes and focus on the actors. The map shows areas
for improvement, it either criterion or sub-criterion. The scope of the results will be relevant
to the fields. It uses a systematic manner that meets the minimum regulatory framework in
which the organization operates and we strive to understand and exceed the expectations
of the answers to society actors (Joel E. Ross, 1994, p.167)

Quality practices and systems

The problems may be more difficult in an organization. One way to improve Toyota to
recover from these problems is to improve the performance and analysis that contribute to
problems within the organization and how they decide to implement. There are several ways
to improve their organizational performance. One of these activities include analysis and
improvement analysis

Quality Embedded for Toyota

Monitoring and developing the process quality of treatment when you consider that Toyota
is losing money and are not an appropriate means of communication, the company also
produces low-quality vehicles. Since the operations function plays a role in the
implementation of a strategy to support a strategy and a pilot of the strategy is vital for
Toyota change its operating problems in order to achieve a clear strategic objective. This
can be done by change its operating problems in order to achieve a clear strategic
objective. This can be done by the determination of performance objectives and how each
might affect their stakeholders.

QUALITY

TIMING TOYOTA COST

 7

Quality- the Company has operational problems, which led to the decline in quality. So they
need to improve on this, because the effect they can both internal and external in the sense
that, if the vehicles are of high quality to consumers, the return will increase the turnover.

Timing- there is no evidence of the case that Toyota faces delivery problems, but this is an
important aspect for every organization and should be identified. It is because of the length
between the consumer, upon request, a Toyota and are in fact available

. Cost- Cost is not a issue as Toyota already producing value for money cars which means
the cost for a Toyota car is very cheap and affordable.

V. Conclusion

Toyota is a creation, both good for man and environment and realistic at the same time. It is
convenient that there is a demand that Toyota and apparently made money or money to
build the product. Toyota also seeks to develop the engine, perhaps the combined result of
alternative fuel other than gasoline with the emotional component.
I think Toyota is one such company with the shape of the car. They provide a way for
humanity and the atmosphere but probably to do maintenance. According to James Brook
of New York Times, says Toyota break even directly to their profitability on the
representations hybrids, but they are industry experts in Tokyo; it is not possible to know
exactly how these cars until Toyota to now. are, even if they lose their wealth, I think, in the
broad run when any automatic creation is headed, is confirmation of the fact that oil is a
limited supply and increased resistance in the hybrid subdivision (while Toyota and its
participants are not related, how they study and increasing the share cars, Toyota, Nissan,
Honda and all increased their R & D accounts for roughly ten percent). Toyota was the one
who first mass market and produces these cars with the Prius and has gained much credit
for the way
References

1) Gary Born, 1994, Process Management to Quality Improvement; The way to

design, document and re-engineer business systems Published by John Wiley
and Sons
2) Ian Warnock, 1996, Manufacturing and Business Excellence Strategies,Donna
Summers, 2009, Quality Management; Creating and Sustaining Organizational
Effectiveness, 2nd edition Published by Pearson Prentice Hall
3) Donald B. Fedor and Soumen Ghosh 1998, Volume 3 Advances in the
Management of Organizational Quality
4) Techniques and Technology, Published by Prentice Hall
5) John S. Oakland , 1993 Total Quality Management 2nd edition
6) Joel E. Ross, 1994, Total Quality Management; Text, Cases and Readings.
 8

7) Michael E. Milakovich, 1995 , Improving Service Quality; Achieving High

Performance in the Public and Private Sectors
8) Terence J. Hall, The Quality Systems Manual Published by John Wiley and Sons
9) Vincent K. Omochonu and Joel K. Ross, 1994, Principles of Total quality
Management
10) http://blogs.hbr.org/cs/2010/02/can_toyota_hansei_its_way_out.html, 18/04/2011
11) http://totalqualitymanagement.wordpress.com/2009/02/25/deming-cycle-the-
wheel-of-continuous-improvement/, 18/04/2011
12) http://www.youtube.com/watch?v=49gj9OcJ-p0, 23/04/2011
13) http://www.toyota.co.jp/en/vision/message/dated, 23/04/2011
14) http://blog.toyota.co.uk/list-of-european-toyota-models-affected-by-
recall,18/04/2011
15) http://www.iso-14001.org.uk/iso-14001.htm, 23/04/2011