Turnaround Plan for Toyotas Quality Control Department - Research Paper Example

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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…
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Turnaround Plan for Toyotas Quality Control Department
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"Turnaround Plan for Toyotas Quality Control Department"

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, improve 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 improve competitive advantage in human capital among competing firms in this industry. The 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 main 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 business 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 effectively 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.  Read More
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