Organisation Analysis & Change TOYOTA MOTORS MANUFACTURING CORPORATION Research Paper

Organisation Analysis & Change TOYOTA MOTORS MANUFACTURING CORPORATION - Research Paper Example However, on January 26, 2010, Toyota, suspended the sales of eight vehicles that was recalled for various problem which would include accelerator pedals (Welch, 2011). Having developed the Lean production concept as derived from the Toyota Production System, a question that begs to be answered is how these defects made it to the customers. These kinds of production issues were not the first but only the culmination of a declining culture of quality that is slowly creeping into the once formidable framework. The Lean manufacturing runs along the concept of making sure that all aspect of production takes into consideration the cost of production. Thus, optimization and efficiency are not only high priority but they are ultimate goal of every process. Lean manufacturing concept has learned from the mistakes of Taylorism and Fordism in terms of production processes. The Toyota Production System on the other hand was developed by Kiichiro Tayoda and Taichi Ohno from the foundation of the manufacturing concept built by the founder of Toyota Motors, Sakichi Toyoda. Learning and improving the works of Demmings and Ford, the Toyota Production System or simply TPS relies heavily on the â€Å"Just in Time Concept† of Toyota’s founder (Womack, Jones, & Roos, 2007). ... The above figure in a nutshell depicts the linkages of each framework with each other. I shall use this model in analysing Toyota Motors Corporation. It would be interesting to note how the LEAN and Toyota Production System will project against the Burke-Litwin organization causal modelling. Key Issues and Improvement The Toyota Lean system has been known all over the world as one of the best if not the best production frameworks in the world. It is very successful in some countries when implemented however, it fails miserably in some. With these manufacturing concepts and principles at play in manufacturing its automobiles, recall should not only be improbable it is nearly impossible. Using Burke-Litwin causal model, I shall attempt to determine what went wrong and I shall also provide some solutions on how to prevent the recalls from happening again. Although details may not be able to fit within this essay, a summary if not a short description of each concept shall be provided in relation to Toyota. Problem Analysis In analysing the problem, I shall use the Burke-Litwin Causal Model. External Environment: For Toyota, external environment are the vendors or suppliers although the Toyota Production System recognizes vendors and suppliers as partners, they are still considered as part of the external environment due in part to the lack of control of Toyota over these organizations. Toyota’s external environment similarly includes the government regulators and other certification organizations that guarantees and certifies the compliance of every Toyota products to the standard of every country and industry. Both external factors drive the quality requirement and manufacturing standards of