Operation Improvement Plan 19

Operation Improvement Plan19operation Improvement Plan

The process of manufacturing in Toyota has been identified to be inefficient in some motor components of the vehicles. This paper shall critically analyse these problems experienced by the Toyota vehicles while giving emphasis to the causes. Through both qualitative and quantitative analysis, I will elaborate an in-depth solution that can be implemented to improve the situation in the company. The tools of data collection used are mainly observation and questionnaire. The observations were done by certified process auditors while the questionnaires were filled by both the employees in the production division and the customers who use our products.

Due to the convenience, electronic questionnaires were used. Employee feedback was also encouraged through word of mouth. These inputs were used to come up with an effective Operations Improvement Programme. Problem Statement The problems identified are both technical and administrative. The technical problems are experienced by the users of the products.

Drivers have reported problems with the acceleration system within the vehicles purchased. There was Unintended Acceleration recorded in vehicles that had installed all weather floor mats (Austen-Smith et.al, 2016). Quantitatively, almost 10 percent of the vehicles purchased had the problem of unintended acceleration and of the 10 percent, 87 percent had installed the all-weather floor mats. The other 13 percent had installed them at some point and removed them. This clearly points to the mats as being the main cause of the problem with the acceleration system These mats cause the pedal to shift in position and if not we'll installed, the petal is likely to stay in a depressed position, thereby, causing the vehicle to accelerate without the intention of the driver.

The second possibility is that vehicles that use Electronic Throttle Controls experience 'fail safe' errors. These Electronic Throttle Controls problems usually cause problems with the brake system. This means that there are problems with not just one, but two systems within the vehicles. The electronic system which affects the Electronic Throttle Controls and the hydraulic system which is causatively affected by the electronic system and affects the brakes (Baker, 2015). The problems experienced above are as a result of various inefficiencies in the process of production and assembly.

Toyota doesn't manufacture all components of the vehicles from scratch. This means that there is a gap that can cause error if the components that are acquired for the cars are substandard. The end product can only be as robust as its constituent parts and in case these parts are not a hundred percent, it becomes hard for the final product to be effective. The human aspects of the process of production and assembly can also cause problems in the finished product if they are not well managed and compensated. Employees have to be well compensated and motivated at all times so as to work at their best.

In case this isn't achieved in the process of production, it can be a big cause of the problems encountered. In the human resource, there should also be high levels of cooperation and working together. Not only on an official level but also on an interpersonal level. This is the only way to ensure that people will feel free enough to air their grievances and have them dealt with before they affect the whole process. Another key issue to consider while dealing with the human resources is the issue of training.

Having staff with basic training and no further training can be detrimental to the process of manufacturing and assembly since they require a high level of technical and hands on knowledge (Russell, 2013). Having too many requests and therefore, having overworked personnel is often counterproductive to the whole process as nobody will be able to fully focus at the task t hand due to fatigue and other factors. Measurement Strategy for Improvements For the measurement strategy we will take into consideration all aspects of the production line to fully evaluate the process. We will continue to work in developing and strengthening tools, skills, and productions that are working well, while identifying areas that need to be improved, workers that need additional training to keep up with the changes, and managers to keep continue implementing the need for continued improvement.

Paper For Above instruction

In pursuit of operational excellence, Toyota must critically analyze and address inefficiencies within its manufacturing and assembly processes. The core issues identified relate to technical flaws in vehicle components, particularly those linked to unintended acceleration and electronic throttle control errors, as well as human resource management concerns that influence product quality and consistency. The process of operational improvement necessitates structured assessment, strategic intervention, and a commitment to continuous development to restore Toyota's reputation for quality and reliability.

Technical Challenges in Vehicle Manufacturing

The primary technical challenge lies in the unintended acceleration problem associated with all-weather floor mats. Approximately 10% of Toyota vehicles have reported this issue, with a significant majority—87%—being linked to improperly installed mats (Austen-Smith et al., 2016). These mats can cause the accelerator pedal to shift, remaining depressed and consequently accelerating the vehicle unintentionally. This highlights the importance of rigorous quality control during assembly, particularly in ensuring that accessories like floor mats are correctly installed and securely fastened to mitigate such risks.

Additionally, electronic throttle control systems are susceptible to fail-safe errors, which can compromise both acceleration and braking systems (Baker, 2015). These electronic faults may trigger system shutdowns or unsafe driving conditions, emphasizing the necessity for robust electronic system design, thorough testing, and regular maintenance checks. The integration of electronic components demands high standards for supplier quality, adherence to manufacturing specifications, and comprehensive testing protocols to prevent these failures.

Supply Chain and Human Factors

Since Toyota relies on a supply chain for various vehicle components, quality gaps in sourced parts can compromise overall vehicle safety and performance. Ensuring that suppliers meet stringent quality standards through audits and certification programs is critical. Implementing supplier development initiatives can further enhance component reliability and reduce defect rates.

The human element in manufacturing plays a significant role in product quality. Inadequately trained personnel, low motivation, and poor teamwork can lead to errors, overlooked details, and substandard assembly practices. Stress, fatigue, and insufficient training impede workers' ability to maintain high standards consistently. Investing in comprehensive training programs, fostering a collaborative work environment, and offering fair compensation are essential strategies to enhance workforce performance and satisfaction.

Strategic Solutions for Improvement

To address technical issues, Toyota must implement rigorous quality assurance protocols, including enhanced inspection procedures, real-time monitoring of production metrics, and root cause analysis for recurring faults. Revising assembly procedures and employing automated systems for critical steps can reduce human errors.

For human resource challenges, the company should establish continuous improvement programs such as Lean or Six Sigma initiatives, aimed at reducing variability and increasing process efficiency. Employee training should focus not only on technical skills but also on safety awareness and quality consciousness. Moreover, fostering a culture of open communication encourages employees to report potential issues early, preventing costly recalls or safety incidents.

The role of leadership is paramount; appointing dedicated operation managers with the authority to oversee all aspects of production, including supplier relations, process control, and quality management, can facilitate cohesive strategy implementation. Regular audits, performance evaluations, and employee engagement activities should support this framework.

Measuring Success and Ensuring Longevity of Improvements

Developing quantitative and qualitative metrics is vital for tracking progress. Key performance indicators (KPIs) such as defect rates, rework instances, and customer feedback scores can provide insights into manufacturing quality. Conducting frequent process audits and monitoring supplier compliance will help maintain high standards.

Risk management strategies must be integral to improvement plans. Anticipating potential disruptions, training staff on emergency protocols, and maintaining flexible contingency plans will sustain ongoing quality improvements. As Deming emphasized, long-term commitment and continuous effort are necessary for lasting transformation (Deming, 1997).

Conclusion

Revitalizing Toyota’s manufacturing processes involves comprehensive technical and human resource reforms rooted in a culture of continuous improvement. By strengthening quality controls, optimizing supply chains, and empowering personnel, Toyota can restore consumer trust and uphold its reputation for manufacturing excellence. Sustained leadership commitment, strategic planning, and transparent communication are essential for achieving these goals and securing a resilient, high-performing operational framework.

References

• Austen-Smith, D., Diermeier, D., & Zemel, E. (2016). Unintended Acceleration: Toyota's Recall Crisis. Journal of Business Ethics, 137(3), 581-593.
• Baker, S. (2015). Case flash forward: Toyota Motor Manufacturing, U.S.A., Inc. Harvard Business Publishing.
• Deming, W. E. (1997). Out of the Crisis. MIT Center for Advanced Educational Services.
• Russell, R. S., & Taylor, B. W. (2013). Operations and Supply Chain Management (8th ed.). Wiley.
• Mitchell, D., & Singh, V. (2010). Supplier Quality Management. Journal of Supply Chain Management, 46(4), 18-31.
• Shah, R., & Ward, P. T. (2003). Lean Manufacturing: Context, Practice Links, and Research Implications. Journal of Operations Management, 21(4), 441-467.
• Harrison, A., & Van der Forrest, J. (2007). Human Factors in Manufacturing. International Journal of Production Research, 45(16), 3825-3844.
• Lee, H., & Billington, C. (1992). Managing Supply Chain Inventory: Pitfalls and Opportunities. Sloan Management Review, 33(3), 65-73.
• Jain, R., & Paul, R. (2014). Quality Control and Improvement in Manufacturing. Quality Engineering Journal, 26(3), 86-99.
• Harvard Business Review. (2018). Building a Culture of Continuous Improvement. Harvard Business Publishing.