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The Toyota Motor Corporation

Company Background and History 

· The Toyota motor company is situate in Japan

· It was founded in the year 1937 by Kiichiro Toyoda

· It has been an outstanding automotive manufacturer since its inception

· It has grown rapidly and is currently renowned automotive manufacturer with manufacturing plants in all parts of the world. 

Description of Quality Issue

· In the year 2009 Toyota encountered a major quality issue. The issue related to faulty acceleration pedals that resulted to uncontrolled acceleration in some of Toyota’s luxurious models.

· The quality issue necessitated recall of all the faulty automotives. In total more than 5 million automobiles were recalled.  

Quality Culture

· Toyotas highly values quality

· It has a long standing history of production of high quality automobiles

· Toyota’s management philosophy is a reflection of its value on quality.

· Its quality culture enabled it to earn a very positive reputation and its products attracted a lot of demand.

· It resulted to mass production that is prone to error. The quality issue described can be attributed to errors in Toyota’s mass production systems.

Voice of the Customer

· The recall incident was not taken lightly by the customers.

· To those customers affected by the recall and aspiring customers, Toyota’s quality had fallen

· Customers did not have trust in the quality of Toyota’s products any more

· There was a massive roll out from Toyota and sales declined in the subsequent years. 

Change Management Plan

Quality Theories

· Crosby’s quality management theory

· Ishakawa’s theory of quality control

Quality Tools and Techniques

· The paleto analysis- definition of problem

· Cause effect diagrams-analysis of the underlying causes of the problem.

· Checklists-predicting the chances of reoccurrence of the problem

Implementing Change

Three step process

· Step 1: Explanation of the rationale for the change process

· Step 2: Actual implementation of change. Change to be implemented in phases

· Step 3: Monitoring of the change process to determine if it is meeting its objectives

Resistance to Change

· Extensive training programmes targeting all stakeholders to be rolled out.

· The program to focus on explaining the need and benefit of the change process. 

Expected Outcomes

· Improvement in overall product quality

· Positive changes in quality culture

· Reclaimed reputation