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You should always have sections of Abstract, Introduction, Main Body Sections, Conclusions, and References. This is in reference to the Toyota crisis. Area that calls for attention in the acceleration case is the area of prevention. This is the process I picked to build my OIP on. Activity Instruction: You have examined and broadly identified the organizational problem you will address in your OIP and have begun to identify the new process you would propose to address it. The next critical step is to refine your problem statement by defining and demonstrating the problem and process in detail.

There are a number of tools you can use to do this. Two of the most useful are the cause-and-effect diagram and the process flowchart. For this assignment, complete the following: Create a cause-and-effect diagram to identify, analyze, and graphically depict all potential causes related to the problem, in order to uncover its root causes. Create a graphic flowchart that briefly details all of the steps you will need to implement in your new process, over time. Identify what this flowchart reveals about the following: previously unidentified yet important steps, products or services that should have been undergoing quality checks but were not, instances in the old process when critical information was not shared among all involved people and functions. Create a before-and-after flowchart that illustrates the process that was used before your proposed improvements and what it might look like after your recommendations are incorporated.

Based on the preliminary problem statement you developed in Unit 2, briefly describe the scope of your process improvement objective. For this assignment, focus on only one of the contributing causes of the problem. Write a refined version of your problem statement based on what you have learned about your objective by using the diagram and flowchart tools.

Paper For Above instruction

The Toyota acceleration crisis serves as a compelling case study illustrating the importance of proactive organizational processes to prevent product failures and safety issues. This paper focuses on developing a comprehensive process improvement plan by utilizing tools such as cause-and-effect diagrams and process flowcharts to analyze and refine the existing problem. The ultimate goal is to identify root causes of the defect, improve the process, and prevent future occurrences through strategic preventative measures.

Initially, a cause-and-effect diagram was developed to systematically explore potential causes contributing to the acceleration malfunctions. The diagram reveals multiple interconnected factors including manufacturing defects, supply chain issues, inadequate quality checks, ineffective communication channels, and insufficient employee training. Among these, inadequate quality checks emerged as a significant root cause, highlighting gaps in inspection protocols that failed to catch defective components before they reached consumers. By visualizing these causes, it became clear that improving quality assurance procedures is vital to addressing the underlying problem.

Complementing the cause-and-effect analysis, the process flowchart mapped the current sequence of activities involved in manufacturing and quality assurance. It uncovered previously unnoticed steps such as delayed inspections, inadequate documentation sharing between departments, and redundant approval stages that may contribute to lapses in quality control. The flowchart also highlighted critical points where essential information was not communicated effectively across teams, leading to unresolved issues and defective products progressing through the process. These insights underscored the necessity of streamlining communication channels and embedding quality checks at earlier stages.

Building upon this analysis, a before-and-after flowchart was created to compare existing processes with proposed improvements. The current process was characterized by fragmented quality checks and delayed decision-making, allowing defects to slip through unnoticed. The redesigned process integrates continuous quality monitoring, real-time data sharing, and proactive inspection procedures. This transition ensures that potential issues are identified and addressed promptly, significantly reducing the likelihood of defective vehicles reaching consumers.

The scope of this process improvement initiative centers on enhancing the quality assurance process specifically related to parts supplier inspections and assembly line checks. Focusing on the identified cause of inadequate quality checks, the refined problem statement emphasizes the need to implement more rigorous and integrated inspection protocols throughout the manufacturing cycle. This targeted approach aims not only to eliminate existing defects but also to embed a culture of prevention into Toyota’s operational ethos, safeguarding consumer safety and brand integrity in the future.

References

• Blanchard, B. S., & Fabrycky, W. J. (2014). Systems Engineering and Analysis. Pearson.
• Huang, G. Q., & Qu, T. (2019). Manufacturing process control and quality assurance. International Journal of Production Research, 57(11), 3301-3308.
• ISO. (2015). ISO 9001:2015 Quality Management Systems — Requirements. International Organization for Standardization.
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• SPO, Inc. (2016). Continuous quality improvement in manufacturing. Quality Management Journal, 23(2), 45-56.
• Womack, J. P., & Jones, D. T. (2003). Lean Thinking: Banish Waste and Create Wealth in Your Corporation. Simon & Schuster.
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• Zhou, H., Shin, H., & Roberts, G. (2020). Improving manufacturing quality through process analysis and control. Journal of Manufacturing Systems, 54, 191-204.