Write a 2–3-page report on Toyota processes in need of improvement at the time of the accelerator crisis.
As part of the report, select a specific process to be the focus of your operations improvement plan (OIP) and explain that particular process's significance.
In your assessments throughout this course you will build an operations improvement plan (OIP) based on the real-world example of the Toyota Motor Corporation's accelerator pedal failure crisis. You must complete Assessment 1 before you can begin any of the other assessments in the course.
The essential purpose of an OIP is to provide the rationale and data to support a change proposal for a particular organizational process that could benefit from improvement. It is a formal recommendation presented to an audience of organizational leaders. The OIP contains data-based descriptions of the existing problems and presents ideas for effectively modifying the organizational process. At the core of an OIP are a variety of tools that can be used to both analyze findings and present them for an executive audience.
By successfully completing this assessment, you will demonstrate your proficiency in the following course competencies and assessment criteria:
• Competency 1: Develop innovative and sustainable solutions to strategic and global operations management challenges.
o Analyze the potential impact and benefits of process improvement on an organization.
o Explain innovative and sustainable solutions that could improve a specific process.
Competency 2: Apply theories, models, and practices of global operations management to address business problems.
o Explain the significance of a process selected for improvement.
Competency 4: Communicate in a manner that is professional and consistent with expectations for members of the business professions.
o Communicate in a manner that is professional and consistent with expectations for members of the business professions.

Competency Map
Check Your ProgressUse this online tool to track your performance and progress through your course.
 Context
Process Improvement
Most organizations today fall into one of two distinct industry segments: manufacturing or service. The strategic operations management processes suitable for an organization depend greatly on which industry segment the organization is a part of. Today, most jobs in the United States are in the service segment; the manufacturing segment has declined rapidly as labor-intensive manufacturing jobs have been transferred overseas.
Total Quality Management
Total quality management (TQM) is a technique for making production systems efficient. TQM philosophy can be summarized in a single phrase: "Do it right the first time." By doing things right at the start, tangible and intangible costs can be minimized. These costs include:
Rework.
Overtime
Excessive material inventory and storage.
Product recalls.
Product liability.
Customer dissatisfaction
Warranty expenses.
Product returns.
These costs can be substantial. For example, consider the product return costs to Firestone and Ford when, in 2000, approximately 14.4 million tires were recalled due to a safety-related defect (National Highway Traffic Safety Administration, 2001).
References
Ross, J. E. (1999). Total quality management (3rd ed.). Boca Raton, FL: CRC Press.
National Highway Traffic Safety Administration. (2001). Firestone tire recall. Retrieved from http://www.nhtsa.gov/PR/FirestoneRecall
 Questions to Consider
To deepen your understanding, you are encouraged to consider the questions below and discuss them with a fellow learner, a work associate, an interested friend, or a member of the business community.
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In your assessments throughout this course, you will build an operations improvement plan (OIP) based on the real-world example of the Toyota Motor Corporation's product failure crisis. Based on what you have researched about the Toyota accelerator crisis, consider the following questions:
What are some ways that management, employees, and external stakeholders can effectively support their corporate brand?
In the midst of a crisis like the one experienced by Toyota, who do you think should be held accountable? Why?
How do corporate ethics relate to a crisis like the one experienced by Toyota? What is the role of public relations during such a crisis?
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 Resources
Suggested Resources
The resources provided here are optional and support the assessment. You may use other resources of your choice to prepare for this assessment; However, you will need to ensure that they are appropriate, credible, and valid. They provide helpful information about the topics in this unit. The MBA-FP6022 – Strategic Operations Management Library Guide can help direct your research. The Supplemental Resources and Research Resources, both linked from the left navigation menu in your courseroom, provide additional resources to help support you.
NBC Archives on Demand

Toyota Takes Hit from Transportation Secretary
NBC Video purchased for use in this Capella course through NBC Archives on Demand.
 Transcript

NASA Experts Brought In to Study Toyota Acceleration Mystery
NBC Video purchased for use in this Capella course through NBC Archives on Demand.
 Transcript

Toyota Hearings Begin in Washington
NBC Video purchased for use in this Capella course through NBC Archives on Demand.
 Transcript
NBC Archives on Demand
Click Toyota Takes Hit from Transportation Secretary to view a video from NBC Learn.
Click NASA Experts Brought in to Study Toyota Acceleration Mystery to view a video from NBC Learn.
Click Toyota Hearings Begin in Washington to view a video from NBC Learn.
Toyota Specific Resources
Chiweshe, J. (2016). 5 Lessons of How To React To Crisis – The Toyota Way to Lean Leadership. MD Magazine.
Parrish, Meaghan (2016). The 2009 Toyota Accelerator Scandal That Wasn't What It Seemed. Manufacturing.net
Toyota Motor Corporation. (n.d.). The origin of the Toyota production system. Retrieved from http://www.toyota-global.com/company/vision_philosophy/toyota_production_system/origin_of_the_toyota_production_system.html
Trudell, Craig and Yuki Hagiwara (2014). Bloomberg. Toyota Recalls More Than 6 Million Vehicles Worldwide.
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Ashkenas, R., & Chandler, L. (2013, October 1). Four tips for better strategic planning [Blog post]. Harvard Business Review Blog Network. Retrieved from http://blogs.hbr.org/2013/10/four-tips-for-better-strategic-planning/
Foster, S. T., Wallin, C., & Ogden, J. (2011). Towards a better understanding of supply chain quality management practices. International Journal of Production Research, 49(8), 2285–2300.
Harvard Business Publishing. (n.d.). HBR blog network. Retrieved from https://hbrblogs.wordpress.com/
Jeang, A. (2010). Optimal process capability analysis for process design. International Journal of Production Research, 48(4), 957– 989.
Beers, Hamerman, Cohen, & Burger. (2015). Managing Your Business through a Crisis: 6 Steps to Success. Retrieved from: http://bhcbcpa.com/managing-your-business-through-a-crisis-6-steps-to-success/
Russell, R. S., & Taylor, B. W. (2014). Operations and supply chain management (8th ed.). Hoboken, NJ: Wiley. Available from the bookstore
Value Creation Partners. (n.d.). Analyzing and improving operations. Retrieved from http://www.valuecreationpartners.com/training/analyzing-and-improving-operations/
Yohn, D. L. (2014, February 6). Great brands never have to "give back" [Blog post]. Harvard Business Review Blog Network. Retrieved from http://blogs.hbr.org/2014/02/great-brands-never-have-to-give-back/
Greto, M., Schotter, A., & Teagarden, M. (2010). Toyota: The accelerator crisis [Case No. A09-10-0011]. Glendale, AZ: Thunderbird School of Global Management.
Assessment Instructions
Preparation
Before beginning this assessment, you should spend time reviewing key information and beginning your research on the 2010 Toyota accelerator crisis.
First, take time to read each of the assessments in this course. The first five assessments each represent a component of a typical operations improvement plan (OIP). The final assessment requires that you use the work you did in Assessments 1–5 to build a complete, cohesive OIP. The work you do in Assessment 1 will be the foundation for the first part of your OIP for Toyota's organizational practices at the time of the accelerator crisis.
Next, research what OIPs can look like. Search online for examples that can help inform your thinking and research throughout this course. You may want to select a few examples to refer back to for ideas about structure and organization as you pull together your own information. Consult the Resources as you begin your research.
Finally, begin to research the case that is the focus of this and future assessments. In 2010, the Toyota Motor Corporation issued a product recall on thousands of vehicles with dangerously malfunctioning accelerators. The Toyota recall crisis was well documented in popular as well as professional publications. Using the Resources in this course, the Capella University Library, professional and news sites and publications, and the Internet, begin researching and gathering information on the following topics:
? Toyota accelerator recall crisis.
? The state of Toyota's organizational processes prior to the recall crisis.
? The organizational changes Toyota made in the months/years after the malfunctioning accelerators were discovered.
Instructions
For this assessment, write a report that addresses the following.
3. Identify several (at least 3) of Toyota's existing organizational processes at the time of the accelerator crisis. Any process within the organization can be considered. For each process you identify, write a short summary addressing the following specific topics. Be as thorough as possible, and cite your resources for the information you provide.
• Description: Provide a brief description of the process.
• Importance: What is the importance of the process to the Toyota organization?
• Scope: What is the scope of this process (what is the breadth of its reach)?
• Parties involved: What customers, as well as internal and external suppliers, are affected by this process?
• Priority: What is the timeliness or urgency for resolving the issues involved in this process?
• Benefits: What is the overall impact or benefit for Toyota in improving this process?
• Cost: What are the costs to Toyota if the process is not improved?
4. Select one of the processes you identified to use as the basis for the OIP you will construct in this course. Select a process that lends itself to an in-depth analysis and that is important to the Toyota corporation, and one for which information is readily available. Consider your own interests, as well. Then explain the following in your report:
• Why you think this process should be addressed, focusing on the process's particular importance to the organization.
• Some of the innovative and sustainable solutions that could be developed to improve this process.
The work you do for this assessment will inform your work in future assessments. You will also draw on it for the final, comprehensive OIP that you will submit in Assessment 6.
Additional Requirements
• Length of assessment: 3–5 typed, double-spaced pages.
• Font and font size: Times New Roman, 12 point.
• APA formatting: Format rClick Here For More Details on How to Work on this Paper......

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