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Aspects of operations management
Evolution and development of the Operations Management
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Toyota’s Operations Management:
Toyota is a company that is renowned for building its reputation on quality as compared to any other auto manufacturer across the globe. Actually, the firm became the largest carmaker across the globe in 2008 when it successfully surpassed General Motors in production and sales. However, since the end of 2009, Toyota has experienced tremendous operations management issues with regards to the quality of its cars. These quality issues have had significant impacts on the identity of the company since it was forced to recall millions of vehicles because of likelihood of these vehicles to suddenly accelerate and endanger the lives of drivers and passengers. The huge product recall has posed considerable threats to Toyota’s operations, political, marketing, ethical, strategic and legal aspects at a time when the entire automotive industry is struggling. In essence, this operation management issue has threatened Toyota’s reputation and necessitates the need for a quick and effective solution through the application of operations management concepts and techniques.
Description of the Problem:
Toyota’s quality problems were highlighted in August 2009 following the high publicity of a fatal crash of a Lexus ES 350 in the United States (Feng, 2010). The crash was attributed to the fact that the gas pedal was stuck and the vehicle was out of control. This incident was followed by subsequent events where the firm’s vehicles have largely been exposed to various issues attributed to the unintended acceleration problems. Since the acceleration problems triggered the company’s escalating crisis, Toyota was forced to do huge recalls of nearly 9 million vehicles worldwide within a 6-month period. Consequent...
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...ng in order to maintain its position in the market. This strategy would involve contacting owners individually and getting them dealerships for repairs and even offer some form of compensation. The need for such strategy would enable the company to regain its reputation while addressing its manufacturing and marketing challenges.
In conclusion, Toyota’s recent acceleration problem and quality issue is an example of an operation-related problem associated with service management. Given the impact of the problem on Toyota’s productivity, there is need for urgent measures to help address the business problem. However, the development of such measures requires analysis of the business problem based on concepts and techniques in operations management. This is because of the role operations management plays in enhancing the development of quality goods and services.
Operations management is essential for the survival and success of any organization. According to Heizer & Render (2011), operations management (OM) is the set of activities that creates value in the form of goods and services by transforming inputs into outputs. Operations managers today contend with competition, globalization, inflation, consumer demand, and consistent change in technology. Managers must focus on the efficiency and effectiveness of processes such as cost, dependability, distribution, flexibility, and speed. The intent of this paper is to discuss the processes and operations management of the Kroger Company.
The automobile industry is one that has constant vicissitudes. Burns Auto Corporation is not exempt from these unexpected changes or shifts in that industry. Many factors drive the automobile market fuel prices, the economy, and family sizes are just a few. This paper will take an in depth look at the current situation at Burns Auto; including the situation, problem definition, end state goals.
The main question is who is helping Toyota create malfunctioning cars? According to British Broadcasting Corporation, Toyota has agreed to a $1.2 billion deal with the United States safety probe. The problem with this deal is that Toyota is helping its origin country, Japan, conceal their master plan against the United States. This master plan is a big problem that will affect not only the citizens of the United States, but also the future generation. The main problem is that Toyotas has been manufacturing defect cars in the U.S. Over the past four years, American car regulators have been investigating on these defective cars and safety issues. Based on their research, Toyota has recalled over ten million cars over issues with brakes, accelerator pedals and floor mats. In addition, Toyota has intentionally concealed information about the defective cars, according to Attorney General Eric Holder. “This has been the largest criminal penalty yet imposed on a carmaker in the US” states Attorney General Eric Holder. This brings up the question, why did Toyota purposefully manufacture malfunctioning cars?
Achieving world class business performance is a major challenge in today’s society. Manufacturing companies continue to face increased competition and globalization from its competitors. (1, p. 148). The automotive industry is one of the most volatile manufacturing industries that we have, which was evident in the 2008 – 2010 automotive industry crisis. (2) This global financial downturn served notice to the American automotive manufactures to raise the bar, in order to achieve word class business performance. General Motors, one of the country’s largest automotive manufactures, had to receive a government bailout to survive. During this time many with the corporation asked themselves, if we were a world class business, would we be facing this pending crisis. The answer was a resounding “NO”. General Motors has come out of bankruptcy and is focused on being a world-class business organization.
Operations management is that part of a business organization responsible for planning and coordinating the use of the organization’s resources to convert inputs into outputs. The operations function is one of three primary functions of business organizations; the other two are marketing and finance. The operations function is present in both service-oriented and product-oriented organizations. Operations decisions involve design decisions and operating decisions. Design decisions relate to capacity planning, product design, process design, layout of facilities, and selecting locations for facilities. Operating decisions relate to quality ass...
Operations Management Process is the central arteries within the organization because it produces the planning process for goods and services, which are its reason for existent. Operations management is linked to all organizations as every organization is producing either a product or a service. However, it cannot be said to be the most important function since there are other functional areas and boundaries within an organization. In today's fast changing world, organizations have to have a tendency towards being efficient, effective and innovative to the changing environment to succeed. Operations Management has to use metrics in order for them to accomplish their task and be successful with minimal interruptions within the organization.
Since more than 40 years, Toyota Company was thinking how to develop the traditional process costing system and the production system. Some of the companies believe that the increasing of the production is a big profit, while Toyota proved the opposite. The more you increase the products out of the need of the market, the more losses you are going to gain. This kin...
These issues led to Toyota losing much of its brand equity as a leader in safety. According to an article in Time Magazine from February 2010, the automaker didn't just have safety issues in 2009 that led to the recalls, there had been smaller recalls for similar issues nearly every year since 2002. Historically, Toyota has been an organization that can take problems, root out their cause and turn the solutions into advantages over competitors. In this case, Toyota's complete lack of crisis management led to a major loss for the company both in 2009-2010 sales but something more precious and long-term, brand equity.
Toyota failed to address complaints involving impulsive unintentional acceleration starting in 2002. During this time, a new electronic throttle control system replaced the standard equipment in Toyota vehicles (Gorman, 2010). According to Steve Gorman, Toyota insists that the defective vehicles sped out of control because of the floor mats and sticking gas pedals. Both issues were addressed by safety recalls. Gorman states that many unintended acceleration cases stem from driver inaccuracy (Gorman, 2010).
Its objective is to integrate people, process, and technology. Toytoa’s product development procedure is essentially different from a manufacturing process. Its backbone is not visible, but knowledge and information which are untouchable. The product development’s cycle time is much longer than hours. It usually takes weeks or even months. The production chains are non-linear and multi-directional. Workers are no longer manufacturing workers but specialists with high diverse technology. This product development strategy is viable for Toyota. This is because this strategy does help Toyota to prolong the life cycle of current product. For instance, Toyota Camry is a very successful current product which is prolonged its life. Camry has been made since 1980s. Camry is set at an middle-high level of family veichle. After 30 years development, Camry is still very famous all over the world. This cannot be separeted by Toyota’s successful product development strategy. One of the key features of the Toyota product development system is functional engineering managers. They are primarily teachers in the Toyota system, who are the most technically competent engineers, with the highest levels of experience. Toyota’s management group is consist of high educated experts. They were all engineers and their technical excellence is very famous. But recently, Toyota’s product development system does not work very well. In
• While making a methodology is challenging, executing it is considerably more troublesome. Numerous organizations comprehend Toyota Production System now, yet at the same time think that it is troublesome to execute and implement.
Toyota Motor Corporation is one of the largest automakers in the world. At its annual conference in Tokyo on May 8, 2008, the company announced that activities through March 2008 generated a sales figure of $252.7 billion, a new record for the company. However, the company is lowering expectations for the coming year due to a stronger yen, a slowing American economy, and the rising cost of raw materials (Rowley, 2008). If Toyota is to continue increasing its revenue, it must examine its business practice and determine on a course of action to maximize its profit.
(5) Liker, Jeffrey K. The Toyota Way: 14 Management Principles from the World's Greatest Manufacturer. New York: McGraw-Hill, 2004. Print.
Different nations within which Toyota operates have different political, technological, social, and cultural environments. To safeguard the company’s overall image, there must be effective communication between the head office and regional quarters. This is especially important in the area of quality control, as Toyota currently grapples with safety issues facing several of its car models.
The nonmanufacturing companies can learn and apply from Toyota’s philosophy and practices as listed below: