...Read the posts of your peers and respond to two The Operations Improvement Plan feedback at hand is two both by Sarah Ndagire. The first feedback is the quality post by Ndagire in which she discuss the strategic issues of quality and ethics in Toyota Motor Corporation in line with the recall crisis at Toyota and its overall impacts to the brand as revealed by (Greto, Schotter & Teargarden, 2010) in their study titled, “Toyota: The Accelerator Crisis.” In her process identification, Ndagire introduces us to the drivers of the Toyota accelerator crisis and in her response, she contends with the fact that nonfamily members who were obsessed with quantity influenced the crisis in quest. In addition, the author says that the reason behind the recall crisis at Toyota was the nonfunctional management structure. Ndagire goes on o mention that failure by the top management to involve the employees in decision making especially concerning the TPS system demoralized the employees hence they could not support the corporate brand while the stakeholders would only do so upon invitation and satisfaction of the model quality. Also to not from the process identification is that Toyota did not manage public relation in U.S in the verge of the accelerator crisis thus need for crisis management. According to Ndagire, for the CEO to restore Toyota‘s reputation, he should change the management structure by ensuring flow of information among different units as well as minimizing on cost...
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...Operations Improvement Plan XXXXXXX MBA6022 Strategic Operations Management Address: XXXXXXXXXXXXx E-mail: xxxxx Instructor: Dr. Zhimin Huang Abstract This operation improvement plan is to help improve the internal communication process at Toyota between their employees and management. There has been a loss of ideas and knowledge, which is a complete violation of their founding principles defined in the Toyota Way. With the suggested recommendations, Toyota can once again reclaim its dominance in the world automobile market while at the same time improving their operational efficiency and quality. Table of Contents Title Page 1 Abstract 2 Table of Contents 3 Executive Summary 4 Toyota Overview 5 Toyota’s Key Challenges 5 Cost-Benefits Summary 7 Analysis of Data and Findings 8 Summary of Recommendations 11 Conclusion 11 References 13 Appendix A 14 Appendix B 15 Appendix C 16 Appendix D 17 Appendix E 18 Appendix F 19 Executive Summary The Toyota Motor Corporation has experienced numerous setbacks the past decade including lawsuits, damaged corporate reputation and eroding consumer confidence. Although many different processes can be to blame for this, ultimately it is Toyota’s upper management that has to be held accountable for the decisions made. One of the contributing factors...
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...Abstract As one of the largest and most successful automakers in the world, Toyota Motor Corporation, set multiple benchmarks for quality and improvement, but faulted tremendously and faced financial crisis. In the year 2009, this company reported an annual net loss of approximately US$ 4.2 billion. In the same year, the Toyota Company was reported to have recalled more than eight million cars and trucks in the whole world. Had the company lost sight of its long-term philosophy, a key principle behind the Toyota Way? Had Toyota sacrificed quality and their historic customer focus at the expense of extreme cost reductions? Were non-family managers truly to blame for “hijacking” Toyota? This Process Identification and Improvement plan will examine process areas for improvement: Toyota Production System (TPS) integration, the company’s decision making management centralized systems, and quality of the products. Executive Summary With the global expansion occurring, the organization’s core principles became diluted. By the year 2010, Toyota faced an unprecedented crisis with both its reputation and plummeting stock prices from the effects of recalling over 10 million vehicles worldwide. Toyota put their customers at risk by failing to immediately notify the proper authorities regarding the potentially defective acceleration situation. Toyota failed to comply with the federal law in the foreign subsidiary and failed to report such safety defects to the proper government regulators...
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...Elements of a good ending; A Complicated Kindness and Kite Runner While writing a novel the writer must emphasize on the basic elements of ending the storyline. Efficient ending of a story answers the reader’s expectation of the story’s question. A good ending seals the reader’s impression of all they have read in the story. Therefore a good ending is necessary in writers doing literature writing as they motivate a reader to enjoy reading. There are four main elements which guide a writer in creating a good story ending in a novel. Comparisons between two novels; a complicated Kindness and Kite runner ending will help establish a good example of each of the four elements discussed below. First a good ending should seek to address the main problem or the antagonist. The protagonist does not necessarily have to win every time in a story but the main issue and problem be addressed in a way with the major win or defeat on the protagonist part. A complicated Kindness Miriam Toew’s keeps on addressing Nomi who is the antagonist in the story towards the end of the novel Nomi is seen as an courageous girl gathering means to help re unite her family together. She does so by seeking to trace her mother and a sister who left their community. She oppressively resists the rebellious rules and cultures in her society. Another significant element is the tying of loose ends and provision of a closure .this element applies on enhancing the reader to get anticipated on the next series of the novel...
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...Operations Improvement Plan University of Maryland MBA 6022 February 17, 2012 Instructor: Dr. Ben Thompson Tracy Moore MBA 6022 2237 Gateway Blvd Baltimore, MD 21202 Abstract: Toyota is faced with an Accelerator crisis after allegedly faulty accelerator pedals in some of their vehicles caused the pedals to depress get stuck or cause them to accelerate. This lead to a massive recall and lead to penalties and fines from the US government and consumer confidence diminished. There are several processes that can be identified that will benefit Toyota and lead to improvement which is what will be discussed in this paper. Toyota Motor Corporation was founded by Kiichiro Toyoda. Its headquarters is in Japan and was established in 1933. According to by Greto, Schotter, and Teagarden (2010), “In 1934, the company produced its first Type A engine at the encouragement of the Japanese government, and two years later the company produced its first passenger car, the Toyota AA” (p. 2). After going through financial turmoil the 1950’s but helped out by the US government for the war effort in Korea, Toyota started a subsidiary in the US in 1957. In 1982 Toyota formed a joint venture with General Motors in the US at a plant in California. In 2009, a new president was named a Toyota, Akio Toyoda who was a member of the founding family. Akio Toyoda was at the helm of the company when the Toyota accelerator crisis hit and had to answer to a question and answer session before the...
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...Winter 2012 INTERNATIONAL SALES MEETING 25th – 26th October 2011 Operations Update. . Diadora Operations Priorities. Spring Summer 2012 Timelines Sales Forecasting Logistic Platform (HK) Spring Summer 2012 Production Schedule Brand Protection Program Quality Continuous Improvement Sourcing Fall Winter 2012 . Diadora Operations Priorities. Spring Summer 2012 Timelines Sales Forecasting Logistic Platform (HK) Spring Summer 2012 Production Schedule Brand Protection Program Quality Continuous Improvement Sourcing Fall Winter 2012 Sales Forecasting. Macro process, players and final goal Forecast Budget Forecast Budget Markets Sales Planning Vendors Deliveries in full on time Sales Forecasting. Macro process, players and final goal Forecast Budget Forecast Budget Sales Planning Vendors Deliveries in full on time Sales Forecasting. Macro process, players and final goal Forecast Budget Forecast Budget Markets Sales Planning Vendors Deliveries in full on time Sales Forecasting. Process in details Fall Winter 2012 & Spring Summer 2013 Line Plan, CADs, Proto Samples 1 3 Steps Sales Forecast Process 1st Sales Forecast SMS Order Capacity Plan Pre Costing Final Allocation Final Costing Minimum Check Drop 2 3 Photo Samples Arrival 2nd Sales Forecast Sales Meeting & SMS Arrival 3rd Sales Forecast Raw materials Purchasing Plan & Cut Off Schedule Sales Forecasting. Process in details...
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...Connecting business strategy and operations Michael Donovan Tags: lean manufacturing Most companies have a strategic plan. However, over the years I have seen it time and again. Strategy, although perceived by some as defined, is largely misunderstood across the organization, not tied-in to operations and therefore poorly executed in operations and as a result ignored as the hour-to-hour, crisis-to-crisis mode of management becomes more firmly entrenched. Does your company have an operations strategy developed and being executed to carry the strategic plan? In all likelihood, the answer is no. The most common missing ingredient to success in companies I have seen over the years is a well-planned and defined action plan for improvement that is being consistently and constantly well-executed. The symptoms can vary but, in essence, what is missing are: well-defined and agreed-upon business goals, operational objectives, action plans and performance measures. As a result, some functions within the company are often diametrically opposed to one another and operate in a way that makes meaningful business performance improvement nearly to outright impossible. Companies need a way to focus and stay focused. They need, in effect, a well-defined and well-executed strategy and action plan. No strategic plan in and of itself can help a company change and move ahead to capture more market share, improve products, increase customer satisfaction, or whatever is recommended within...
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...process. There are many ways that the hotel can use to measure quality aspects of its operations. One of such way would be through the assessment of the external quality which in this case refers to customer satisfaction. Customer satisfaction can be assessed through various means using the financial and non financial attributes. The overall satisfaction of the consumer is expressed in their reaction towards the product or services offered. A simple survey using a questionnaire can be used to collect data about the satisfaction of the customer. The increase or decrease in the number of customer served can also be sued to assess the satisfaction of customer and therefore the improvement in quality (Drucker, 2004). The other way can be through the assessment of the internal quality marked by the efficiency of the internal operation of the hotel. This can be assessed by the way in which hotel function in scheduling of jobs, reduction in internal conflicts, reduced complains from the customers. These are some of the way that can be used to assess internal quality improvement. But the generally the delivery of services to customers will be the best way that will be used to assess improvement in quality of goods and services. 4.2. The purpose of any quality improvement procedure will be to ensure that a company charges the way it had been operating before and it adapts a new way of operation which will improve the delivery of services as compared to the way it had been done before...
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...and establish an action plan to improve the process. Activities 1 Define what you should measure 2 Define what you can measure 3 Gathering the data 4 Processing the data 5 Analyzing the data 6 Presenting and using the information 7 Implementing corrective action Repeat the Process Inputs Each activity has inputs Outputs Each activity has outputs Roles Process Owner, Service Manager, CSI Manager, Service Owner Knowledge Management Process Owner Reporting Analyst Service Measurement and Reporting Goal To monitor services and report on improvement opportunities Activities Service Measurement •Objective (Availability, Reliability, Performance of the Service) •Developing a Service Measurement Framework •Different levels of measurement and reporting •Defining what to measure •Setting targets •Service management process measurement •Creating a measurement framework grid •Interpreting and using metrics •Interpreting metrics •Using measurement and metrics •Creating scorecards and reports •CSI policies Service Reporting •Reporting policy and rules Inputs SLA Targets, SLRs, OLAs, Contracts Outputs Service Improvement Program, SLAM Reports Roles Process Owner, Service Manager, CSI Manager, Service Owner Knowledge Management Process Owner Reporting Analyst Service Strategy Deming Cycle – Plan Do Check Act Goal The goal in using the Deming Cycle is steady, ongoing improvement. It is a fundamental tenet ...
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...Using Budgets and Pro-Forma Statements to Plan Funding: The pro forma statements and budgets were instrumental in determining what additional measures needed to be taken to ensure progress within the company. By reviewing the pro-forma statements I was able to determine that I needed to raise the price of my product due to the fact that the target markets had indicated what they would pay for such product and the cost of production was over whelming the income received from sales. After the first quarter I was able to decide that changes needed to be made to not only the price of each product but additional products needed to be added to meet the needs of specific target areas. I was also able to determine by analyzing the budget and pro forma statements that I was missing out on key sales by not producing enough units. In the beginning I was concerned with keeping production costs minimal by having little staff and low inventory. The statements were able to indicate to me that by increasing production, and spending the extra money to do so, I would better be able to meet the supply and maximize profits. The pro forma and budget statements were extremely instrumental in the success and continued growth of my company. I saw the bottom line change significantly as I changed my process based on the statements provided. Improving Operating Efficiency Using Just-in-Time and Lean Operations: Just In Time: The Just In Time approach to manufacturing emphasizes forced problem...
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...Identifying Process improve Toyota Process Improvement Abstract This paper will address the identification of processed used by Toyota Corporation during the accelerator crisis. It will identify the process used and the core problems with the process. In part A of the paper the paper addresses the issues that began with sticky gas pedals, floor mats, and pedal entrapment and braking issues on some models of Toyotas vehicles. The quality of the vehicle was the issue. In part B of the paper the issue was safety and this lead to drivers dying because of safety issues. In part C of the paper Toyota has a lean process established that had no buy in from employees or Leadership which contributed to issues with their product. Toyota thought they had implemented a learn culture that consist of problem solving, teamwork, and a continuous improvement culture to sustain lean. Toyota Process Improvement Toyota is considered a global leader in the automobile business. Toyota has dominated the market with accolades from several organizations endorsing the Lexus as well as the Camry on a top ten list of best cars to own. Toyota had the market share of 12.8 percent. Toyota was based in Japan in 1933 and was introduced to the United States of American in 1957. Toyota made a name for them for producing reliable vehicles with superb quality. This paper will identify several processes for improvement that Toyota has researched, developed, or incorporated due to the crisis of the...
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... 1. ITIL v3 Foundation Certification Notes: Service Management as a Practice 2. ITIL v3 Foundation Certification Notes: Service Strategy 3. ITIL v3 Foundation Certification Notes: Service Strategy [2] 4. ITIL v3 Foundation Certification Notes: Service Design 5. ITIL v3 Foundation Certification Notes: Service Design [2] 6. ITIL v3 Foundation Certification Notes: Service Design [3] 7. ITIL v3 Foundation Certification Notes: Service Design [4] 8. ITIL v3 Foundation Certification Notes: Service Transition 9. ITIL v3 Foundation Certification Notes: Service Transition [2] 10. ITIL v3 Foundation Certification Notes: Service Operation and Functions 11. ITIL v3 Foundation Certification Notes: Service Operation [2] 12. ITIL v3 Foundation Certification Notes: Service Operation [3] 13. ITIL v3 Foundation Certification Notes: Continual Service Improvement 14. ITIL v3 Foundation Certification Notes: Last Minutes Revision Notes ITIL v3 Foundation Certification Notes: Service Management as a Practice Why IT Service Management is needed? * Higher IT service quality is always required while fewer resources are available * Users are not interested in the processes / technology, rather they just need to utilize the service to achieve business goals * As users are usually not directly responsible for the costs of IT services, they would endlessly request more and more IT services with higher and higher standards / quality * Changes to business and technology happen...
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...understanding of the ITIL Framework How ITIL can be used to enhance the quality of IT Service Management within an organization • Comprehension and/or awareness of key areas of the 5 ITIL core books: Service Strategy, Service Design, Service Transition, Service Operation, Continual Service Improvement • To prepare to take the ITIL Foundation exam 2 I0015EN v3.1 ©2011 QRP International 1 ITIL® is a Registered Trade Mark of the Cabinet Office. ITIL Foundation Training Programme • • • Generalities Service Management key concepts Service Strategy o Service Portfolio Management o Business Relationship Management o Financial Management Service Design o Service Level Management o Service Catalogue Management o Supplier Management o Information Security Management o Availability Management o Capacity Management o IT Service Continuity Management o Design Coordination Service Transition o Service Asset and Configuration Management o Knowledge Management o Transition Planning o Release and Deployment Management o Change Management Service Operation o Functions o Incident Management o Event Management o Request Fulfilment o Access Management o Problem Management Continual Service Improvement o 7 step improvement process o The Deming Cycle o CSI approach • D • A Y 1 D A Y 2 • D • A Y 2 D Examination Training A •Y Examination 3 3 GENERALITIES All following Quoted Text is from ITIL 2011 Core books 4 I0015EN v3.1 ©2011 QRP International ...
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...HOGWARTS SCHOOL OF IMPROVEMENT INITIATIVES PPC PRODUCTION PLANNING & CONTROL Resource Person B.S.Subrahmanian bsstqm@gmail.com 0 HOGWARTS SCHOOL OF IMPROVEMENT INITIATIVES PPC Overview Production-Planning Hierarchy Aggregate Planning Master Production Scheduling Production-Planning and Control Systems 1 HOGWARTS SCHOOL OF IMPROVEMENT INITIATIVES PPC Capacity Planning, Aggregate Planning, Master Schedule, and ShortTerm Scheduling Capacity Planning 1. Facility Size 2. Equipment Procurement Long-term Aggregate Planning 1. Facility Utilization 2. Personnel needs 3. Subcontracting Master Schedule 1. MRP 2. Disaggregation of master plan Short-term Scheduling 1. Work center loading 2. Job sequencing Intermediate-term Intermediate-term Short-term 2 HOGWARTS SCHOOL OF IMPROVEMENT INITIATIVES PPC PRODUCTION PLANNING HIERARCHY Long-Range Capacity Planning Aggregate Planning Master Production Scheduling Production Planning and Control Systems Pond Draining Systems Push Systems Pull Systems Focusing on Bottlenecks 3 HOGWARTS SCHOOL OF IMPROVEMENT INITIATIVES PPC PRODUCTION PLANNING HORIZONS Long-Range Capacity Planning Long-Range (years) Aggregate Planning Medium-Range (6-18 months) Master Production Scheduling Short-Range (weeks) Very-Short-Range (hours - days) Production Planning and Control Systems Pond Draining Systems Push Systems Pull Systems Focusing on Bottlenecks...
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...formulation of alternative risk-reduction measures; selection of appropriate risk reduction schemes. » Rapu Rapu Copper – Gold Project, Construction of the Tailing Storage Facility of the Lafayette Philippines, Inc. in Rapu Rapu Island, Albay. Scope of work included planning, design, construction supervision, quality control and monitoring of the repair and improvement of the tailings storage dam for the mining company; design of dam safety monitoring system. » JBIC Technical Assistance Study for Improving the Operation of Bohol Irrigation System of the National Irrigation Administration. The TA Study was aimed at assisting the NIA to effectively operate and manage three storage reservoir dams to irrigate about 10,000 hectares. The scope of work of HTC included the review of the present system of dam operations: formulation of improved irrigation water management plan to optimize the utilization of the water resources of the reservoir schemes; demonstrate and supervise the actual operation of the system adopting the improved management plan; training of irrigation personnel and farmer beneficiaries. » Liguasan Marsh Development Master Plan, Autonomous Region in Muslim Mindanao: Risk assessment of potential agricultural development infrastructure sub-projects such as irrigation, drainage and flood control; study of the risks to flooding and water-logging of the proposed agricultural development schemes; propose water management measures to mitigate identified adverse impacts of diversion...
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