In the paper “Turnaround Plan for Toyota’s Quality Control Department” the author examines motivational problems in the company. He believes that these problems can be overcome through more visible interaction in the management environment and by allowing decentralized decision-making…
Download full paperFile format: .doc, available for editing
Extract of sample "Turnaround Plan for Toyotas Quality Control Department"
Turnaround Plan for Toyota’s Quality Control Department
The Quality Control Department is suffering from low morale, which requires taking a psycho-social approach to gaining commitment, performance, and change. There is no evidence that there are performance problems with the directors, only an inability to coordinate knowledge and resources in a way that is effective when the climate is de-motivated. The one year plan is to develop a unified organizational culture under transformational leadership philosophy. According to Fairholm (2009), the transformational model involves constant reiteration of mission and vision, using open lines of communication to build human capital advantages. The leader will act as a mentor, coach, and teacher to gain support for meeting productive outcomes and performance targets. “Authentic relationships evolve over time” (Starnes, Truhon & McCarthy, 2010, p.5). Motivational problems can be overcome through more visible interaction in the management environment and by allowing decentralized decision-making to occur where solutions are provided horizontally rather than top-down. This will improve a sense of social belonging and remove layers of power distance that can de-motivate and also improve the self-esteem that leads to better enthusiasm for job role function.
The long-term plan hinges on success in using transformational leadership design to gain commitment and improve motivation. Once establishing the foundation of a positive corporate culture built on knowledge-sharing and team function, as well as an emphasis on human resources development, the Quality Control department will undergo sweeping changes related to total quality management. Each director will utilize a balanced scorecard to measure individual performance and the performance of production as well as research and development, which will be reported to the VP. The total quality management approach will consist of the Delphi Method, a qualitative forecasting tool involving multiple stakeholders in which solutions are brainstormed recurrently until new processes or systems needed for improvement are identified (Rowe & Wright, 1999). The Delphi Method will improve relationship development among colleagues, promote knowledge transfer, and open the doors for innovation by providing multitudes of solutions to improve quality and performance in each director’s division. This will further emphasize cultural development and enhance competitive advantage in human capital among competing firms in this industry.
A reorganization is required only in the factory line, which must be aligned with the strategic imperatives identified in the Delphi Method of quality improvement. The business has too many motivational issues to address to attempt adopting a new procurement model, such as the lean system for cost improvements, and therefore the primary focus must be on creating cross-functional teams focused on improving performance and production efficiency. Operational changes to the manufacturing line will involve consultations with procurement agents, sales and marketing teams, and executive leadership in order to improve the business’ position in this industry. Toyota, on the market, should be positioning the company as a quality leader sustained by a dedicated culture of improvement and quality. This can only be accomplished by aligning production timelines and outputs with marketing, thus positioning the business efficiently in the minds of buyer markets and creating a better plan of manufacture to meet fluctuating consumer demand.
Training will involve a series of in-service training sessions, developed with supplementary assistance from human resources. To facilitate more effective cultural development necessary to sustain competitive advantage, experiential learning in the form of role-playing will be vital for team development and establishment of colleague empathy. According to Poorman (2002), role playing provides better engagement in the learning curriculum and improves the quality of relationships between peer groups in the organizational network. Human resources managers, those most well-versed in psychology and sociology, will arbitrate the experiential training exercises. This will consist of various scenarios that occur internally and externally with multiple stakeholders along the value chain, which responses will be assessed based on a pre-established list of performance criteria to improve stakeholder relationship development. The role-playing portion of training, recurrent throughout the turnaround plan, will provide practical application of behavior to a multitude of business scenarios to improve director competency.
The significant challenge for improving the psycho-social characteristics of the organizational culture will be resistance to change. Values and principles inherent in each director will differ from the new strategic imperative to improve quality and relationship quality among colleague groups. Some directors are mostly individualistic, demanding acknowledgment for individual performance rather than establishing group-based reward systems. Human resources will need to work regularly with the VP to establish appropriate rewards systems that are transactional based on meeting specific performance targets. The VP may be required to assign a change champion to gain additional commitment to the new strategic direction that can facilitate more effective group networking and address individual concerns that are predictable toward change resistance.
Desired leadership traits achieved with this plan include role modeling desired behaviors for employees, maintaining an ethical climate, and coaching of lower-level employees. Because culture is the primary goal of this short- and long-term plan, the directors must exhibit attitudes and behaviors conducive to team development which infuses trust into the organizational model in the long-term. By coaching employees, it will build more connectivity between director and employee groups, allowing for an organization-wide development of a continuous improvement culture. Through experiential training, directors will gain the required skills needed to foster communities of practice and better knowledge transfer using models of psychology and sociology to gain commitment.
Fairholm, M. (2009). Leadership and Organizational Strategy, The Public Sector Innovation
Journal, 14(1), pp.26-27.
Poorman, P.B. (2002). Biography and Role-playing: Fostering empathy in abnormal psychology,
Teaching of Psychology, 29(1), pp.32-36.
Rowe, G. & Wright, G. (1999). The Delphi Technique as a Forecasting Tool: Issues and
Analysis, International Journal of Forecasting, 15(4).
Starnes, B.J., Truhon, S.A. & McCarthy, V. (2010). A Primer on Organizational Trust, ASQ
Human Development and Leadership, p.5. Retrieved December 19, 2012 from
...focus of industries all around the world. It includes both the quality of the product being made and the operations within an industry. 2.1. How Quality Impacts an Industry: Implementation of qualitycontrol practices accompanies by significant changes in company’s manufacturing practices. A whole new department of qualitycontrol normally adds to the existing infrastructure that comprises of skilled qualitycontrol personnel. The quality personnel are in charge of ensuring that the quality practices have been effectively adopted in all the manufacturing...
...be understood and the weaknesses within the relevant realms are also highlighted upon at length. These grey areas would be taken care of for future implications that might arise at a later stage. The business governance plan is an elaborate plan that takes into consideration some of the most significant pointers related with running a business in entirety. However what is important to note is the fact that this business governance plan would not be able to meet success if the people in the varied departments of the organization are unwilling to do their jobs properly (Blair, 1996). The different departments within any organization are dependent on the...
...time, co-worker distraction, rework, and IT support. In addition, it is pointed out that while companies that provide extensive training to its employees have 12% of their employees leaving every year, for the companies where there is no training, the percentage is much higher, that is 41% (ibid).The companies that provide proper training gain an average of 24% more profit than other companies. In addition, to ensure quality of its products and services, the company has made extensive guidelines covering production and supply. The Manufacturing and Supply Process Control As a part of its design to ensure buyer satisfaction, the company introduced ‘Manufacturing process approval plan’...
...? Restoring Toyota’s Reputation First School Affiliation What should Akio Toyoda do now to restore Toyota’s reputation and position Toyota for sustainable competitive advantage? Akio Toyoda faces a hard task of trying to bring out a good reputation to the Toyota car maker. The reputation Toyota had gained because of the quality of their products made them rank number 17 in a reputation study, and they were the highest ranking in all the other automakers (Davis 2012). The blow based on reputation was very damaging (Costea 2010). The first thing Toyota should have done is to clarify any point that the consumer needed to...
...between Operations, Maintenance and other departments; optimizing planning and scheduling without compromising quality of work; advance forecasting of production requirements; training for contractors; how to justify that expenditure of more time and money reduces downtime and costs; delegating the right people to the right positions for efficiency; risk management; ensuring safety and injury-free overhaul by using hazard analysis; and benefits of audits, reviews and reports on turnarounds (Conference, 2005).
Surviving the Maintenance Shutdown
This article deals mostly with the planning and execution phases of the turnaround and...
...ZJZ QualityDepartment Taking into account past problems with suppliers and low quality products and new opportunities, ZJZ Corporation will need a qualitydepartment to ensure high quality of raw materials and end products produced and delivered by the company. The role of the qualitydepartment is to establish quality standards, provide qualitycontrol and make necessary changes in production and composition of products.
For ZJZ Corporation, qualitydepartment is important because high quality is in...
...Rigoberto Baez Carter Humphery 20 November 2009 Annotated Bibliography QualityControl U.S. Environmental Protection Agency. “The Food Quality Protection Act (FQPA) Background”. Pesticides: Regulating Pesticides. Web. This is the law that covers safety regulations on use of pesticides for food production. It became effective on August 3, 1996, and was heavily supported by a broad coalition of environmental, public health, agricultural, industry group and the members of the Congress. The FPQA amended previous legislations and has set a “more consistent, protective regulatory scheme, based on sound science”. Particularly, FPQA adopts single health-based standards for all pesticides in all...
...Statistical QualityControl June 30 Out of control’ Process Variation exists in all types of processes no matter how small its magnitude is. Variation basically implies a deviation from the ideal process flow. In any process there can be two types of variation – common cause (or random variation) and special cause variation. Common cause variation cannot be removed completely and is found in almost all processes. Hence, a process exhibiting such variation is in control. However, a process which exhibits special cause variation is unstable and out of control (NHS). Statistical control charts are generally used to identify special cause...
After checking your latest works our Quality Assurance Department has found some of them to have breaches. You’re getting this notification for the following reason(s):
1. Lack of references.
2. Errors in referencing styles (Please kindly update your knowledge using the following link [link to styles page).
3. You need to update your knowledge of British and American English standards.
4. Repetitive mistakes in punctuation.
5. Minor grammar errors.
6. Fixed demanded structure of an academic paper was not followed.
Please note that Academia-Research.com strides to provide its customers with the orders of highest quality possible, therefore we would like to ask you to improve... quality of writing and submit...
...QualityControl Brian Thomas and Vi Nguyen’s article “Spurring Innovation” is about a new app technology used in the healthcareconstruction and enhancing the patient experience. The software facilitates document organization and effective handling of supervision (Thomas and Nguyen, n. p). Quality assurance is the systematic execution of activities in standard system to fulfill the requirements of meeting quality service delivery. Considering this, the corporate QA/QC methods executed in the project’s construction is the enhancement of safety through the use of the app (Thomas and Nguyen, n. p). This ensures that constructions are safe and there is accountability in the...
1 Pages(250 words)Essay
Save Your Time for More Important Things
Let us write or edit the research paper on your topic
"Turnaround Plan for Toyotas Quality Control Department"
with a personal 20% discount.