TQM Case-study - toyota PDF

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CASE STUDY Case Title: Title TOYOTA The King of TQM 1.

Introduction:

BACKGROUND Information– Conduct your own research,

presented by the case;

include some relevant facts and statistics. Toyota's origins lie in the Japanese weaving industry when Sakichi Toyoda invented the world's first automatic loom and, subsequently, set up the Toyoda Spinning and Weaving Company in 1918. His invention reduced defects and increased yields since a loom stopped and would not go on producing imperfect fabric and using up thread after a problem occurred. This principle of designing equipment to stop automatically and call attention to problems immediately (jidoka) remains crucial to the Toyota Production System today. Toyota Motors CoLtd. has received various prestigious awards for quality management, including the Deming Application Prize in 1965 and the Japan Quality Control Award in 1970. For Toyota, TQM is based on the concept of “customer first”, kaizen meaning continuous improvement and “total participation” which means the involvement and input of all employees. In 1951, Toyota launched the Creative Idea Suggestion System to support and encourage employees in making effective contributions to the company’s development. Toyota introduced Statistical Quality Control (SQC) in 1949.

The company also makes great efforts to give back with community-based projects and environmental initiatives. These concepts are at the core of Toyota’s Production System (TPS), and have led to higher quality of products and work, and improvement in all aspects of the organization, from individuals to services. The company established The Toyota Way, a set of business principles, in 2001. It is based on kaizen — continuous improvement — and strives to eliminate waste and overproduction, as well as to create a bureaucratic system where any employee can suggest a change where they see fit. There is a high value on human participation. There is constant encouragement for further innovation, consensus and ideas for improvement. The Toyota Way also focuses on long-term improvements rather than short-term. The two main pillars of the Toyota Way are ‘Customer First’ and ‘Respect for people’.

2. JUSTIFICATION – Suggest the most reasonable JUSTIFICATION with relevant discussion of ethical concepts involved in the case. In August, 2009, the improper installation of an all-weather floor mat from an SUV into a loaner Lexus sedan by a dealer led to the vehicle’s accelerator getting stuck, causing a tragic, fatal accident and launching the most challenging crisis in Toyota’s history. This iconic company, synonymous with safety and quality, was vilified by the American press, the government, and expert witnesses to plaintiff lawyers. Details usually unworthy of public attention, such as internal memos disagreeing over public

relations strategy, became smoking guns that convinced the press and the public that Toyota vehicles had electronic problems causing runaway vehicles — and that the company was hiding this from the public. Instead of being honest from the start, Toyota continued to delay their statement about the crisis to save their reputations and delayed the investigation to save money which shows them being unethical and not being responsible for the mistake that they have done to the public. We can say that Toyota’s faster growth puts a strain on workers which leads to quality issues. It shows that they have a problem with their communications and business policies where they prioritize the quantity of cars instead of the qualities which cause life threatening and neglecting the safety of the people. I believe that Toyota should be honest from the start even if their reputation will experience damage to its brand instead of deceiving people about the products they have made which have faults or issues. Admitting to wrongdoing and doing their responsibility about faulty materials that they used rather than delaying what they have done. They should apologize, compensate people for what they did and rest assured the

people

that

it

will

never

happen

again.

Toyota also has a history of claims that many workers are overworked to death. Workers are too often expected to sacrifice their personal lives and happiness for the company’s benefit. And when an injury has occurred to an employee, on the job they are laid off, and receive no compensation. I think that Toyota employees should have employee health benefits so they can have a check-up in the hospital if they want to and lastly, they should be paid for the overtime work that they make.

3. RECOMMENDATIONS – Recommend specific strategies to accomplish the proposed solution. ● Don’t use cheap materials but quality parts to ensure the safety of the automotive vehicles. ● Have meetings and discussions about the design, development, manufacturing, marketing, and selling of motor vehicles. ● Being open to the public about the process and materials they have used to make the vehicles. ● Autonomous vehicles testing. ● Employee Health Benefits. ● Overtime pay. ● Employee incentive programs.

4. IMPLICATIONS – Identify a local ethical issue similar to the case being analyzed. Discuss the similarities and differences. A local ethical issue similar to the case is the overworked front liners here in the

Philippines. As the country deals with the fresh surge in infections driven by the highly transmissible Delta variant, health workers who are on the front lines continue to suffer from poor working conditions and delayed benefits. Frustrated health workers recently took to the streets to demand the release of their long overdue COVID-19 benefits. Both issues have similarities in that they should try to improve monitoring of the health of its workers. They should pay all employees who are overworking themselves because they are doing their best to help. The differences between the two issues is that Toyota overworked the employees because for the growth of their company which they need to voluntary overtime to finish the assign job to them, while the frontliners overworked is because they need to serve the country even if it is dangerous but the DOH delayed the benefits for some health workers of their hazard pay.

5. CONCLUSION – Provide a rundown of the case study and state your final conclusion. Toyota conducted Total Quality Management (TQM) based on the unchanging principles of 'customer first', kaizen (continuous improvement), and total participation. But in 2002, Kenichi Uchino, aged 30 years, a quality control manager, collapsed then died at work which says was because of overworking. And also in 2009, the problem arose which was caused by plastic material inside the pedal that could cause the accelerator to become stuck in a partially depressed position which caused a recall in the past. I believe that all companies should first seek for customer’s satisfaction instead of thinking how to make profit fastly. Ignoring the failures of the material used

and waiting for accidents to happen is a wrong move by the company. In conclusion,we should be honest from the first place if the company did something wrong. We should check the quality of the products and make sure that there is no problem. Companies should care for the employees health and give them benefits to ensure that they are in good health which can boost their attitude at work. Companies should learn from their mistakes and improve their process and system of working to ensure that no problem will occur again.

Source: https://www.toyotauk.com/about-toyota/history-of-toyota.html http://blog.bid-org.com/toyota-motors-the-king-of-total-quality-management/ https://www.wowessays.com/free-samples/total-quality-management-in-toyota-casestudy-examples/ https://hbr.org/2011/02/toyotas-recall-crisis-full-of https://www.rappler.com/newsbreak/indepth/overworked-underpaid-health-workers-walking-away-delta-variant-ravagesphilippines https://en.wikipedia.org/wiki/Toyota...