Source:
Greto, M., Schotter, A., & Teagarden, M. (2010). Toyota: The accelerator crisis [Case No. A09-10-0011]. Glendale, AZ: Thunderbird School of Global Management.
In your assignments throughout this course, you will build an operations improvement plan (OIP) based on the real-world example of the Toyota Motor Corporation’s recent product failure crisis. For this discussion, complete the following:
•Using the research you have conducted on the Toyota accelerator crisis and this unit’s readings, address the following questions: ◾Based on strategic, structural, and cultural challenges, consider the causes of Toyota’s accelerator recall crisis. Why is Toyota facing this crisis?
◾How are Toyota’s management, employees, and external stakeholders able to support their corporate brand?
◾Has Toyota effectively adhered to ethics and managed public relations in the United States? Who should be accountable for this activity? Has the company lost sight of its long-term philosophy, a key principle behind “the Toyota Way”?
◾How could Toyota’s crisis management be improved?
◾What are several dimensions of quality that were not properly addressed by Toyota, prior to this crisis?
Process Identification Scoring Guide Grading Rubric
Criteria
Non-performance
Basic
Proficient
Distinguished
Analyze the principles and techniques of operations management to select a process for improvement.
22%
Does not apply the principles and techniques of operations management to select a process for improvement. Applies the principles and techniques of operations management to select a process for improvement. Analyzes the principles and techniques of operations management to select a process for improvement. Evaluates the principles and techniques of operations management to select a process for improvement. Describes strategies used for the improvement process selection.
Analyze process opportunities for innovation or improvement.
22%
Does not identify process opportunities for innovation or improvement. Identifies process opportunities for innovation or improvement. Analyzes process opportunities for innovation or improvement. Evaluates process opportunities for innovation or improvement. Describes an optimal time frame for implementing the innovation or improvement.
Analyze the impact of the existing processes on an organization.
23%
Does not identify the impact of the existing processes on an organization. Identifies the impact of the existing processes on an organization. Analyzes the impact of the existing processes on an organization. Evaluates the impact of the existing processes on an organization. Justifies the value of existing processes with relevant real-world examples.
Analyze the potential impact and benefits of improvement to an organization.
23%
Does not identify the potential impact and benefits of improvement to an organization. Identifies the potential impact and benefits of improvement to an organization. Analyzes the potential impact and benefits of improvement to an organization. Evaluates the potential impact and benefits of improvement to an organization. Discusses the consequences of not implementing improvements.
Communicate in a manner that is professional and consistent with expectations for members of the business professions.
10%
Communicates in a manner that is not professional or consistent with expectations for members of the business professions. Communicates in a manner that is inconsistent with expectations for members of the business professions. Communicates in a manner that is professional and consistent with expectations for members of the business professions. Communicates in a manner that is professional, scholarly, and consistent with expectations for members of the business professions. Adheres to APA guidelines, and work is appropriate for publication.
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