Question

Hi, can you answer this question in more detail?

Subject: Quality Management and Practices

6.

Research on the current state of Toyota's Company quality management covers the following topics, demonstrate your theoretical understanding and skills in evaluating existing operational management issues, and use a quality management framework for analysis.

• Total Quality Management…

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Answer 1

Total quality management -

Total quality management attempts to increase the quality of goods,services and customer satisfaction by raising awareness of quality concerns across the organisation . In other words TQM Focuses on quality of product /service .Current state of toyota company quality management system in organisation :

Operational issues -

• Toyota Motor Corporation their recall was nearly one million vehicles around the world, on top to replace damaged parts that could cause drivers to lose control of the steering wheel. There were total of 10 models affected, including the popular Prius. Prius recall more than 200,000. Due to defective gas pedals Toyota lost a lot of customers. But, to be in market and not to lose customer
• To chase the maximum profit and cost minimization, suppliers pay more attention on how to reduce cost. By using raw materials quality Toyota Motor Corporation was over confidence with their suppliers, that they changed their design without taking permission. Toyota Motor Corporation their biggest suppliers changed the pedal design that leading to the pedal problem.
• Toyota Motor Corporation lack of an effective quality control cause them recall happening. They did not do enough test of their design before they produced. Their biggest mistake was they did not use quality check after the production they did not even do better quality check. This is a big embarrassment for the world’s largest automobile manufacture, that lack of negligence and having over confidence could cause them

Toyota strategy for quality management and improvement -

Toyota examined how consumers applied the products generated and this enabled the company to develop and the improve its commodities

TQM is achievable via the course of active participation in the organizational follow up actions. These actions denote the entire activities needed and involved during the implementation of the set-out ideologies of the organization. From Toyota Corporation’s report, TQM has been successful through the commitment of executive management and organizational workforce

To manage the quality in all organizational management system, the Toyota Production System incorporates different modernisms like strategy or kanri Hoshin use, overall value supervision, and just-in-time assembly.

The TQM and the creativity of Toyota proprietors both support the quality at the source. The rectification and discovery of the production problems require the executives to be committed.

At the forefront of Toyota operations, the managers integrate a number of forms of operational quality checks to ensure quality management at all levels.

The Toyota process owners set up the mistake-proofing procedures and devices to capture the awareness of management and involuntarily correct and surface the augmenting problems.

This is essential for the critical production circumstances and steps that prove impractical and tricky for the Toyota employees to inspect.

The policy deployment system decentralizes the process of decision making at Toyota.

The aspect becomes more advantageous to Toyota when dealing with quality management. The system initially puts into practice the coordinated approach and provides a clear structure for the suppliers, producers, and consumers through inter-organizational cost administration.

The Toyota executives are capable of solving the concurrent delivery, cost, and quality bottlenecks, thus replace and increase the relatively slow accounting management mechanisms.

Toyota has three basic perspectives of TQM that are customer-oriented. These are based on its manufacturing process traced back . The strategies towards achieving quality manufacturing, planning, and having the culture towards quality accomplishment are paramount for TQM implementation to remain successful.

To enhance and maintain quality through strategic planning schemes, all the managers and employers must remain effectively driven.

From the inherent and designed structure of Toyota, it becomes feasible to comprehend why quality manufacturing is gradually becoming effective. The inspection department is responsible for taking corrective measures, salvaging, and sorting in the desired manufactured product or service quality.

The Toyota Corporation also has a quality control system that is involved in determining quality policies, review statistics, and establish quality manual or presentation data.

Furthermore, quality assurance is one of the integral principles in quality implementation that is practically present at Toyota.

The quality assurer and quality inspectors all through the Toyota Company structure also manage research and development concerning quality of manufactured products and services.

The Toyota operations managers are required to be conversant and familiar with the TQM implementation concepts and issues that surround this functional area. Toyota’s operation management system is focused on fulfilling the requirements of the customers.

Toyota has been keen on producing quality vehicles via the utilization of various technologies that improve the performance of the vehicles.

Objective during TQM implementation is dependability. This means timely working to ensure that customers get their products within the promised time. Toyota has included just-in-time production system comprised of multi-skilled employees who work as teams.

The organizational hierarchy and job descriptions also determine the successful implementation of the TQM.

Conclusion :

Through TQM, Toyota Corporation has been able to create value, which eventually leads to operation efficiencies.

These efficiencies have particularly been achieved by continuous correction of deficiencies identified in the process.

A particular interest is the central role that information flow and management have played in enabling TQM initiatives to be implemented, especially through continuous learning and team working culture