Factor of Implementation that Caused Toyota Company - Assignment Example

Factor of Implementation that Caused Toyota Company Introduction For a business to achieve and run smoothly, it must have a set of goals to achieve. However, implementation is one of the factors that lead to either success or failure in the goals set for a business. For a business to succeed, it must observe all the factors that affect it strategically. All factors of the strategy are vital and important for the achievement of goals of the company. These factors of the process of implementation include structure of strategy, culture of the business and controls. In any case, the three do not apply effectively; the business growth may not turn out as required. Toyota is a company that started in the year 1937 is successful globally. It is among the largest, known auto manufacturers in the world. It manufactures high quality vehicles through setting of high standards in the production. The company ensures that there is efficiency in the day-to-day life of all the people in the world. Since the company started, it has sailed through as a successful business through innovation and coming up of unique and modern products that do well in the foreign market. For the past 47 years since the company started, it showed the best sales income in all months. This success is attributing to the good implementation of the strategies set for the growth of the company. A lot of innovation took place in order to produce new and unique products that attracted customers. In the race of achieving the mission and vision of the company, problem of poor implementation of one of the factors of strategic implementation led to a safety scandal of the products. The factor that the company did not realize that there was no proper implementation is the control factor. This lead to production of vehicles with mechanical problems associated with braking systems that lead to acceleration when the driver is least aware. Factor of implementation that caused Toyota Company face the safety scandal Control Control involves checking of the quality of the products produced. For production of high quality products, production system and management is vital and important. However, the quality of the production system and the materials used during production must reach the highest level of quality. Though the mission of the company is all about quality, safety and expansion of the company globally, the company failed in ensuring that quality control was as before (Mohin, 2012). In the process of production, something went wrong in the fixation of the floor mats that made the brake pedals ineffective and caused unwanted acceleration that caused injuries and deaths to the users of the vehicles. People reported the faults of the Toyota vehicles made between the year 2009 and 2010. The company did not act immediately towards the problem because the assumption was that they were perfect in their production systems. The company continued manufacturing the vehicles but the production system made the same errors. As usual, the culture of manufacturing in the company was always perfect and high quality motor vehicles were the products. However, in the process of innovation, the production system, which was the culture of the company, continued making the same mistakes of the fixation of the floor mats of the vehicles. Eventually the problem of accidents made continued to increase at a high rate. Most of the vehicles involved in the accidents were product of Toyota Company (Rattner, 2010). However, the company got involved in a scandal. It had to find out what caused the unexpected acceleration. In realization of the minor problem of incorrect fixation of the floor mats of the vehicle, about eight million vehicles disbursed had the same mechanical error. In order to ensure that the customers’ safety was the first priority consideration, redoing of the vehicles took place. During that period, the sales of the company dropped at a high rate. The company incurred hefty expenses in the process of recalling the vehicles as from 2009 to 2011. The first of the process of recalling of the vehicles started in 2009. During this period of correction of the vehicles’ faults, fixation of the floor mat in the driver’s side correct fixation in the pedal of the foot done to avoid entrapment of the pedal. The second one was to do fixation of a mechanical problem that did not result from the floor mat but from sticking behavior of the accelerating pedal that caused unintended type of acceleration. The third recall was meant to correct the anti lock software in the year 2010. All these recalls were a result of the failures in the control of the quality during the process of assembling of the vehicles (Rattner, 2012). During that period, the company worked very hard to win customers trust in its products. The president of the company apologized for what the users of the vehicles experienced when behind the wheel. All this was to assure the customers that the products’ safety quality reversed after recalling of the vehicles. However, the cause of the scandal for the company emerged because of paying more attention to bulk production and its growth forgetting to ensure that quality control was in the best standards. In the mean time, the company’s production was high and the sales too but after recalling of the vehicles, the performance of the company went down gradually. The company faced competition from other motor vehicle manufacturers (Rattner, 2010). Control of the quality may be minor but a lot of caution is a mandatory. It is a factor of strategy of implementation but it can lead to failure in the business if not properly controlled. Therefore, the drop in the growth and sales of Toyota resulted from the fault in the control of the safety of the product. Though time is a factor to put into consideration during production, control is more important. Therefore, no matter how good and worth the strategy is, all factors of implementation must effect the strategy. In the case of Toyota, the process of Implementing, did not work out as planned because one factor was ineffective. Conclusion In conclusion, the process of strategies can fail even in the most successful businesses. In this case, Toyota failed in the process although the company is successful. In the case where implementation is poor, it affects the growth and success of a business. The main cause of failure in business results from failure in implementing the strategies made. The scandal caused the company’s to drop in its performance and other companies went higher than it. In U.S.A, market share for Toyota dropped to 15.2 percent within a period of only three first quarters of the year 2010 from the previous share of 16.8 percent. In any business whether small or large, proper balanced implementation and the factors that affect the strategy of the goal must be put in the first priority (Mohin, 2012). This is what determines the growth of the business and assurance to the clients. Ignorance of any factor is an automatic guarantee that the business will fail in one way or the other. Effects of such poor observation can lead to little market share and losses. As a manager, one should be in a position to ensure that all tools required are in correct state in order to meet the goals of the company. Finally, Toyota failed in its structure of during implementation by taking very short time to make a larger production. Though the company achieved the mission of increasing production within the shortest time possible, it took it three years doing recalls. Overall, the company will be back to its tract once more since it rectified the system of production whereby rectification of quality began once more to ensure high quality. References Mohin, T. (2012). Changing Business from the Inside Out: A Treehugger’s Guide to Working in corporations. San Francisco: Berrett-Koehler Publishers, Inc. Rattner, S. (2010). Overhaul: An insider’s Account of the Obama Administration Emergency. New York: Houghton Mifflin Harcoat Publishing Company. Read More