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Toyota Process Identification and Improvement

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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 accelerators. A process will be identified for improvement and be identified in the operations improvement plan.
Identification of Processes for Improvement A
Toyota is an automobile manufacture who started in 1937 and employs 338,875 and is the 11th largest company in the world. The company was started by Kiichiro Toyoda. Toyota issues began with sticky gas pedals, floor mats, and pedal…...

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