...Student Name: Martin Pradeau E-mail address: martin.pradeau@bordeaux.iseg.fr Course Code: 1A Risk Management I. Company Mission and Strategy 3 A. Strategy 3 B. A strong leader 4 C. A culture of performance 4 D. A strategy for long-term innovation 4 II. Risk Identification 5 A. Very competitive market 5 B. . Risk of suppliers 6 C. Risk of governmental regulations 6 D. Risk of digital and information technologies 6 E. Risk of innovation competition 6 III. Risk Implications 7 A. Very competitive market 7 B. Risk of suppliers 7 C. Risk of governmental regulations 8 D. Risk of digital and information technologies 8 E. Risk of innovation competition 8 IV. Risk Management Process 9 A. Very competitive market: 9 B. Risk of suppliers 9 C. Risk of governmental regulations 9 D. Risk of digital and information technologies 10 E. Risk of innovation competition 10 V. Benefits of ERM 10 VI. RISK ORGANIZATION 11 VII. Organizational Culture 13 VIII. Recommendations 14 Company Mission and Strategy The main source used for this work was the Toyota’s Annual Report. http://www.toyota-global.com/investors/ir_library/annual/pdf/2013/ Toyota, or officially Toyota Motor Corporation, is a car manufacturer based in Toyota City in Japan. The company operates in about 170 countries over the world. The company employs about 320.000 people and has production plants in every continent. This major company is the leader...
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...Assignment 1: Financial Research Report Anthony Wilkins Fin 534 August 30, 2015 Introduction Toyota Motor Corporation is one of the most important automaker that has been operational since 1973, based in Japan. The company has gone global and their operations are massive such that it trades in the New York Stock Exchange (NYSE). The company started as a department of the human resources that used to employ 317,734, before it become the biggest automobile due to the huge production that it used to make from the huge labour. It was until the operations were now very stable that the automaker became globally known and being the largest conglomerate in the world. Toyota was able to attain a high number of customers who were impressed with automobiles made by the company (Srivastava, 2009). Some of the products that are produced by the company are inclusive of; mini vehicles like vans and trucks, auto parts, commercial vehicles and passenger vehicles. There are other vehicle that are sold by the company under the Lexus brand name and they include the luxury sporty vehicles and crown majesta, all liked by many people in the United States. The company currently sells limousine in most parts of the world together with Scion tC, a type of a sporty car that is used in sports. Rationale for the company I as a financial manager, I had to consider some factor before taking part of investing in this company. I considered many factors that included its financial statements...
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...How Toyota Ought to Organize its Decision Processes to Minimize the Risk of Major Design Flaws that Lead to Massive Recalls and Driver Deaths from the Perspective of Organization Design and Decision-Making Abstract Japanese automaker, Toyota was a quality assurance trademark trusted by consumers worldwide. Though, in recent years, the company has been inundated by numerous vehicle recalls. Toyota’s quality problems surfaced when it was forced to recall nearly 7 million vehicles in the late part of 2009 (Chris, 2010). The recall crisis of 2009-2010 prompted a wave of negative publicity for the company (Chris, 2010). Many issues were discovered that led to the recalls. Sticky gas pedals, pedal entrapment, and software glitches that affected braking in some models were some of the problem areas (Trudell, 2014). Over time, the safety related recalls continued growing. In fact, by May 2011, the automaker had recalled close to 20 million vehicles (Trudell, 2014). Naturally, the numerous recalls and lawsuits that ensued threatened to damage Toyota’s image; thus, to rectify this the company should organize its decision processes more efficiently. Keywords: organizational change, recall, total quality management Introduction For decades, Toyota set the standard for quality and reliability in the automotive industry. In fact, the Toyota brand has been touted as the pinnacle of automotive excellence by rating industries and industry consultants (Piotrowski & Gray, 2010)...
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...Collaboration In one automobile, it is typically features with 20,000-30,000 parts, which all of even the largest manufacturers cannot produce themselves. Therefore, the manufacturers have to either outsource the production or purchase finished products from suppliers (including 1st to 3rd tiers). In order to achieve effective supply chain integration, the use of collaboration and coordination among channel partners that share business information, to simplify core processes, streamline cross company operations and reduce consequent channel-wide costs are suggested (Lee & Whang, 2001), (Callioni & Billington, 2001) and (Hammer, 2001) Vertical SCC includes collaboration with customers, internally (across functions) and suppliers. Horizontal SCC includes collaboration with competitors, and non-competitors. In addition, SCC also can be divided into three levels; Strategic, Tactical, and Operational levels. the formation of SCC into 3 categories; Internal-organization factors, Inter-organization and External factors There are many supply chain processes that can be joined between the collaborative partners, for example; planning, scheduling, forecasting, sourcing, production process, delivery process, problem solving, selling, etc. Besides, collaboration can be made by sharing of resources, skill, or knowledge. The success of collaborative efforts cannot be assured unless performance is properly monitored and measured. The collaborative indexes and measurement should...
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...Subject: Strategic Leadership in a Changing World Question: Write an essay (using module concepts) that evaluates the strategic issues and options facing your organisation of choice. Company: Toyota Corporation Final Word count: 3,000 Toyota is seen as one of the market leader in the auto industry. It headquarters is based in Japan. It manufactures and sells vehicles (Toyota annual report, 2012). Toyota chiefly operates in Japan, Europe, Asia and North America. This essay will examine the company position analysis. Further, it will identify key strategic issues and these issues will be analysed and evaluated. Issues can be internal or external in nature and maybe positive or negative to the organisation (Haberberg & Rieple, 2008).The next section will analyse Toyota’s current position. To understand the organisation strategic position the environment, capabilities, culture and its purpose will be analysed (Johnson et al, 2011). Toyota’s culture is the Toyota way which focuses on continuous improvement. In addition it does lean production which concentrate on ‘just in time’ production and ‘Jidoka’ system which emphasises quality and no waste. According to (Toyota, 2013), they concentrate on CSR issues and environmental issues. The environment analysis will be analyses using Swot and PESTLE analysis. According to the evidence, Toyota’s corporate culture has placed the organisation in a position which focuses at adding value to current and future...
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...Toyota Recall Lawsuit Assignment 1 Week 4 Tina Christensen LEG100 Natalie Stratis-Malak, Esq. Strayer University 29 July 2012 Toyota Recall Lawsuit Toyota Recall Summary of Initiation of Lawsuit For those who are not familiar with the lawsuit against Toyota, it is interesting because it involves what so many believed to be quality product failure. Four people died in California in October of 2009 due to stuck accelerator pedal on their Lexus vehicle which is a Toyota made product. The key to the initiation of this case was that it was a State Trooper and his family that had died as the cause of the acceleration pedal failure. One amazing thing about this fact, is that it took the loss of life of a police officer and his family for the Toyota company to recognize that there was a product failure problem. Although the NHTSA had apparently received many reports of this accelerator pedal problem happening, it is cited by Bearman Law as having been ignored although previously investigated. As the investigation unfolded, many injuries and fatalities were uncovered that were caused by this Toyota malfunction and the public was not notified. The solution was for owners to remove the floor mat and not replace it. (Bearman Law Firm, 2012) I personally was shocked when I read further into this case as I recalled that this happened to my mother a number of times in her Toyota Lexus while on the highway and merging with traffic and the pedal sticking. I thought...
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...Managerial Accounting Tools in Toyota Motor Corporation ------------------------------------------------- ACCT 804 The Use of Managerial Accounting Tools in Toyota Motor Corporation ------------------------------------------------- ACCT 804 Managerial Accounting in Toyota Introduction Modern business environment involves high complexity and growing threat of new entrants, which together make potential challenges to business firms today regardless of the industry they involve. A company cannot survive the current market competition unless the management gets adequate information constantly. The concept of management accounting or managerial accounting is of great importance in this context because it can assist the top management to make sound decisions on various matters. This accounting branch embraces accounting systems, methods, and techniques that can help the organization maximize its profits or minimize losses. Scholars opine that management accounting is the presentation of accounting information in a way that would assist the top management to create potential policies for managing its daily operations. Management accounting is not confined to financial management information, but it is about comprehensive information about overall organizational activities. It is evident that financial management alone is not capable of providing necessary information for performing managerial functions effectively. In contrast, management accounting is able to provide key...
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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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...MBA6022 Strategic Operations Management Address: 20210 Cypresswood Glen, Spring, TX 77373 Telephone: 832-530-5311 Email: David.J.Garrison@capella.com Instructor: Dr. Zhimin Huang Date: 9/11/2015 Abstract Prior to October 2009, Toyota was seen as a leader in manufacturing and quality that other companies were trying to emulate (Cole, 2011). The company was facing a recall crisis because the National Highway Traffic Safety Administration had to pressure them to recall additional vehicles after a driver died in what was identified as a stuck accelerator followed by reports of unintended acceleration as a result of sticky gas pedals (Cole, 2011). Communication was the process identified that Toyota needed to improve. Communication between customers, management, employees, and the media was selected as the process for improvement. Project Management Institute (2013) reports that Business research from Forbes, PricewaterhouseCoopers LLC, and Towers Watson proves that companies realize that effective communication is important for success. According to Project Management Institure’s The High Cost of Low Performance: The Essential Role of Communications, “PMI’s 2013 Pulse of the ProfessionTM report revealed that US$135 million is at risk for every US$1 billion spent on a project. Further research on the importance of effective communications uncovers that a startling 56 percent (US$75 million of that US$135 million) is at risk due to ineffective communications”...
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...Rewarded with a smile by exceeding your expectations Annual Report 2011 Year ended March 31, 2011 TOYOTA MOTOR CORPORATION Leading the way to the future of mobility A future mobility that links people with products and services Toyota's Global Vision not only calls for building better cars, but also expresses our goal of contributing to the creation of better communities. Toyota is developing new products and services for the future of mobility, with the goal of realizing practical, low-carbon mobility; new lifestyles; broad application of environmental technologies and infrastructure for safer mobility. Fruit Fruit Ever-better cars Develop vehicles that exceed expectations Enriching lives of communities Contribute to communities Contribute to the future of mobility Sustainable growth Constantly strive for the "ever-better cars" and "enriching lives of communities" goals by ensuring sustainable profitability with a long-term point of view. Trunk Stable business base Roots Toyota values The Toyoda Precepts Guiding Principles at Toyota The Toyota Way Tomorrow's environment-friendly vehicles, new business activities 2 Meeting challenging goals by engaging talents and passion Building cars that meet the needs of people in every region Toyota seeks to build ever-better cars that meet the needs of consumers and society, based on our principles of “customerfirst,” “genchi genbutsu” (onsite, handson experience) and “good quality, affordable...
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...YIN KAM TONG YEO CHIEW LI, CECILIA LIM CHUNLONG, JEROLD Student Number: 12257251 12256686 12257712 12257255 Module: Lecturer/Tutor: Management of Organisations (BMGT2002S) Dr. Lily Li Ming Grade: DECLARATION: I hereby declare that the attached assignment is my own work. I understand that if I am suspected of plagiarism or another form of cheating, my work will be referred to the Academic Registrar/ or the Board of Examiners, which may result in me being expelled from the program. Signed: _____________________ Date Submitted: 19 April 2013 1 National University of Ireland, Dublin Bachelor of Science (Finance / Marketing) Intake 42 Group: B / C Module: Management of Organisations (BMGT2002S) Essay Title: Cultural changes to improve on Organisation effectiveness Submitted by: Teo Chin Aik Yin Kam Tong Yeo Chiew Li, Cecilia Lim Chunlong, Jerold Student Number: 12257251 12256686 12257712 12257255 Lecturer: Dr. Lily Li Ming Submission Date: 19 April 2013 Word Count: 4068 2 Table of Contents 1. 2. 3. Abstract ............................................................................................................................................... 4 Introduction ......................................................................................................................................... 4 Toyota Organisation Culture............................................................................................................... 5 3.1. Leadership...
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...company structure. Because Toyota is ran by an all male group of Japanese men, there is a cultural disconnect with the parts of their business outside of Japan. This also creates a bottom to top fear complex, where car dealers fear the consequences of sending up bad news or a bad report. Furthermore, there is only one central hub where decisions are made (which is in Japan) and this can easily slow down response times to problems. The second cause is Toyota's poor risk management strategy or lack thereof. With no risk management team or effective plan in place, the car dealers have no clear plan of action regarding multiple issues or multiple car defects. The third cause focuses on the company’s misconstrued core values. Toyota's values were ordered as Safety, Quality, and Volume. But when the want to be the best in the industry became the need to be the best, volume became the most important value. Quality and, subsequently, safety fell behind. The last cause was the company’s manufacturing system. When Toyota set out to beat GM in the automobile industry, they had one goal in mind: having the most cars on the road. They managed to accomplish this but it was at the expense of quality. The new suppliers they started working with had cheaper cost. This allowed them to save money and increase volume but the quality of the parts was also cheaper. The New Process Flowchart This is the new process flowchart for Toyota's communication and risk management. This particular process...
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...Project Management A critical part of planning for any project is risk assessment, and it is the responsibility of the project manager to conduct the assessment and know how to best avoid or manage those risks (Russell & Taylor, 2017, p.369). Russell and Taylor (2017) state that “by recognizing, understanding, and identifying potential problems in advance, and planning for them, the project team and manager can attempt to prevent them” (p.369). In the event that problems do occur, being proactive in the planning phase means that those issues can be more quickly addressed because a plan and stakeholder ownership is already determined. Effective project management also requires engaging the right stakeholders in the planning and execution of the project to ensure alignment to the ultimate goals. Toyota’s plant management team, through the guidance of the project manager, must consider the risks of redesigning the factory for added capacity, the risks along the timeline of the project, and the risks for launching the full new system. Further, a...
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...approach (automated error correcting) has enabled the company to pursue lean innovations. Lean manufacturing has enabled Toyota to successfully develop its production systems to include new types of designs. The principles enables Toyota to manage its value stream, identify customer value, implement a “pull” approach that ropes the flow of scarce materials in operations and the overall development of production capability. The success of this ingenious strategy has enabled the company to rise up to global success in the auto industry. While the company still maintains its impressive performance in the application of lean practices, less of its competitive edge can be traced to TPS, more comes from applying lean product development strategies. As a result, lean best practices provide synergy to Toyota Production System. Supply Chain Management Toyota’s Supply chain management is a perfect combination of Porter’s value chain strategy, Kierestsu strategy, and Eliyahu Goldratt’s theory of constraints. Supply chain involves all activities associated with the transformation of raw materials into finished products and flow of products to the consumers as well as the flow of information. Toyota modernized its supply chain management by using information management systems in the 1980’s; suppliers, dealers, body makers, and customers were all linked to the Toyota Network System (TNS). The overall goal of supply chains is to keep all the major components connected. For...
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...Toyota Recall: Five Critical Lessons Posted by Michael Connor • January 31, 2010 • Printer-friendly by Michael Connor Toyota’s announcement of a technical fix for its sticky gas pedals – which can lead to sudden acceleration problems - is not likely to bring a quick end to the company’s current recall nightmare. Having already halted sales and production of eight of its top-selling cars in the U.S. - and recalled more than 9 million cars worldwide, in two separate recalls – Toyota faces the prospect of billions of dollars in charges and operating losses. The Toyota brand, once almost synonymous with top quality, has taken a heavy hit. While all the facts are not yet in, it’s clear that Toyota’s crisis didn’t emerge full-blown overnight. Fixing the problem and ensuring that something like it doesn’t happen again will require an all-out effort, from assembly line to the boardroom. Even then, there are no guarantees. Maintaining a good corporate reputation in the 21st century is tricky business indeed. Toyota’s case offers a number of valuable lessons for other business people and companies to consider. Here, for starters, are five: Aggressive growth can create unmanageable risk. Toyota’s desire to supplant General Motors as the world’s number-one car-maker pushed it to the outer limits of quality control. “The evidence that Toyota was expanding too much and too quickly started surfacing a couple of years ago. Not on the company's bottom line, but on its car-quality ratings...
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