Operations Improvement Plan Implementation The potential data collection tools and techniques I can utilized is the Deming¶s

PDCA cycle, A3 Thinking that is a reporting system, designed as part of the Toyota Production System, that can be used for decision making, problem solving and process redesign. A3 thinking (also known as A3 planning) is a tool developed at Toyota which takes Deming¶s PDCA (Plan-Do-Check-Act) improvement cycle and articulates it as a targeted problem-solving technique. All the relevant information required to investigate, solve and document the problem is captured on a single sheet of A3 paper, enabling the story of the problem to be told clearly, concisely and in a fully transferable way. A lot of the power of the A3 report is its simplicity, but this does not mean it is a lightweight tool. Used properly, it is an incredibly effective means of not only solving a problem, but finding its root cause, documenting the resolution, transferring the knowledge and ensuring the resolution stays in place. The content of the A3 report will answer questions relevant to the problem, such as:
y y y y y y y

What is it we are trying to do? What is the current state? What is the root cause? What are the potential difficulties that need to be overcome? What solutions are there to these difficulties? What do we have to do to get these solutions implemented? What measures can we put in place to ensure the solutions work?

The A3 tool is divided into sections where the information to answer these questions is collated. Crucially, every person who has a stake in the problem is required to input to the report in order to reach a collaborative solution. This method drives the team members involved to find the root cause of the problem, thus making it much more unlikely that the problem will be repeated. In addition, getting the input of everyone involved makes the solution much easier to implement and be taken onboard. There are seven key elements in the production that are as follow: 1. Logical thinking process promotes thoroughness, address problems, create numerous solutions, account for the effects of implementation and incorporate contingencies. 2. Objectivity ± get everyone involved to give their input, eliminate blame, and use quantitative data. 3. Results process ± understand the problem as well as the bigger picture, achieve consistent, repeatable results. 4. Synthesis, distillation visualization ± create the full story whilst being concise and coherent within standardized practices. 5. Alignment ± consider horizontal and vertical relationships, as well as future ones. 6. Coherence within and consistency across ± logical flow, related to goals and values. 7. Think about the organization as a system and share the results. A3 Planning can use as a problem-solving tool, strategy planning, new system proposals, problem statement, measurement strategy and process redesign of the flowchart. The selected data collection tool that works for me is completion of the form how to solve the issues and problems with the collaboration of all the member this tool works best because you

Milestones Progress update and Priority re-evaluation. People want to improve. Millions and millions of dollars are being saved every year by tapping into the ingenuity and motivation for process improvement that exists in every one of their employees. For complex problems that require cross-functional expertise.will get input from all the areas of work and point of views. Toyota¶s revenue in 2003 was $132B versus GM at $184B. both internal and external. Toyota¶s profits dwarfed GM ± earning $13. Most companies already have some sort of process improvement program in place. add them all up and you can see the dynamics. requires understanding and believing in several foundational truths: Teams outperform individuals. received over 2 million process improvement ideas. complexity and cycle time.6B compared to GM at $2. Toyota in 2002. If actions were taken ± Contact team / supervisor and gather any additional information Evaluation: Data Requirement Stakeholder requirements Defining success factors Priority number Cost Benefit ± Business case All achieved using one representative from each stakeholder function / departments forming a team What Next Cost Benefit Alternatives & Rationale Each suggestion gets a unique number and is then tracked using an XL spreadsheet. Most employees want to improve their processes so they can be the best they can be. The perplexing question is. Toyota blew past the competition in the third quarter of 2003. Sponsorship High priority & Low priority & Long term project Short term project Site Lead Sponsorship Functional Lead Sponsorship Weekly internal team meeting Regular internal team meeting Monthly Status reporting Monthly Status reporting Cost & FTE resource ± key FTE resource ± key Action Plan SMART goals. A strong customer-supplier chain is critical.´Doing it well. Employees must understand their personal ³product´ and the needs of their immediate customers. however. However. The prototype tool that I propose is as follow: y Solved it! Completion of the form Blank forms will be available in general areas How to complete« instruction will be available next to the blank forms Once completed forms can be dropped in the drop off box Collection of forms Person reporting must take some action Completed forms will be collected every alternative days from the drop off box Facts & Figures: If no actions were taken ± Investigate what is the current situation. teams will always outperform individuals working alone. process improvement is no newcomer to the scene. Although some may have been small ideas. It is an . reduce costs and increase productivity by improving processes via the reduction of variation. Obviously. overtaking Ford. Toyota continuous process improvement is defined as the endeavor to satisfy their customer expectations. assuming the #2 position among the world¶s automakers. why do some companies like Toyota manage to do process improvement so well while others do it so poorly that it ends up costing rather than saving them money. In pure size. Transition & Improvement Representative from each stakeholder / function to flag any issues / risks Team to monitor impact Celebrations & Lessons learned Improved processes & Cost savings y y y y y y y y Toyota¶s Process Improvement Implementation believes that the most important part of our manufacturing process is the ideas that come from our workers. Toyota is commitment to ongoing process improvement.8B.

have a strong desire to participate. Implementation is a cultural journey where the organization moves from its current state to a dynamic future state grounded in ever-continuing improvement. create a ³Process Improvement Implementation Awareness Program´ that tells employees what will happen in a step-by-step manner. manufacturing team. Team-based process improvement requires natural work teams and project teams. Implement a team-based culture. 2. employees can be empowered and have ownership in improving the processes they perform on a daily basis. represent a team approach to managing the business at all levels. chartering and training are critical foundational steps in establishing a productive team. and should provide ongoing positive reinforcement to ensure success. Every employee owns and operates a sub-process in the very large process called a business. Although often overlooked. Toyota¶s employees run the company because they control all the processes that make it a business The effective implementation of continuous improvement requires the involvement of everyone in the organization. The steering team and upper management must be intimately involved during this step. Toyota¶s employees run your company. Project teams are brought together to address specific opportunities to improve a process or solve a problem. but can work well to break down walls or silos within the organization.inherent human trait to want things better.e. create excitement by explaining the benefits of the plan. It also requires providing the correct tools and training. 5. 4. the rumor mill kicks into high gear. perform those processes to the best of their ability. Natural work teams. Once the guiding process improvement plan is developed. improving bonuses (due to increased productivity). which consists of learning how to examine the process for improvement opportunities or problems and solving the problems in a manner that eliminates the root causes. Project teams are not permanent.. Generate overall awareness. An approach that demystifies continuous process improvement implementation can be found in five essential steps: 1. Implement the game plan. with most of the rumors embodying a fear of the dark. Without top management¶s understanding and approval. the role of the steering team is literally to steer implementation and generate course corrections. Chartering a natural work team or project team involves clearly defining their purpose and function so that nothing can be left to the imagination. such as consultants. the steering team must present it to the senior management team. especially those that cross department boundaries and/or require multi-functional expertise. Once approved. which already exist at all levels of the organization (i. The first project teams established should be selected to yield the highest returns on investment. The first step in any significant change effort is to bring together a knowledgeable group of people to address the basic implementation issues and establish a guiding direction. Charter and train natural work teams and initial project teams. since this is all about continuous process improvement. such as making work flow easier. Keep in mind that you never finish implementing the game plan. and includes the development of internal resources and the phasing out of external resources. The PI steering team should be cross-functional. Establish and mobilize a steering team. Their main task is to identify the processes they own. To stop the rumor mill in its tracks. no plan will have the support it needs to succeed. . Through a team-based environment. Make sure the program answers the question on every employee¶s mind: ³What¶s in it for me?´ Finally. with members that understand the organization well. HR team). 3. engineering team. and see the team as critical to organizational success. or having a greater say in how a process is run. Implementation depends on the game plan itself. When organizations undergo massive change. and work to improve them.

and pathway for every product and service. reviews. and outcome. other relevant information Detailed customer segmentation will develop Customer Profiles. The results have enhanced Toyota¶s opportunities to combat treats of the web. This philosophy will typically generate a solid but limited return. and loyalty. which generates better adaptation to local markets. and improvement of every activity. Toyota¶s Customer Segmentation consists on Customer Groups Needs & Wants like new cars models available. pricing. Toyota Production System identifies four simple rules that they claim to be at the heart of the Toyota Production System. In PI. This approach considers designing their image from the outside in approach where the key requirements of the customer are considered. and Ownership & Servicing Where. including the specialists. Benefits of operating in a more globally centralized fashion are greater economies of scale. decentralized fashion.´ The rules are as follows: y y y y Rule 1: All work shall be highly specified as to content. . pictures videos. reviews. it creates an environment where ordinary people generate extraordinary results. more flexibility. Rule 2: Every customer-supplier connection must be direct. operation. So Toyota. this will significantly improve their marketing. Toyota will be better able to classify each group¶s needs and wants. and there must be an unambiguous yes-or-no way to send requests and receive responses. sequence. The first recommendation I can make is related to the identification of Toyota¶s customer segments Toyota has appeared to use the model of its cars to create customer segment.Some companies adopt an improvement approach that relies on three or four ³home runs´ generated by a few statistical specialists. CSR policies. timing. tighter operational control. the PI principles addressed in this article are based on the premise that more heads are better than fewer. doubles and triples. customer service. Corporate Sales Cars available. including its planning and problem solving methods. everyone needs to get involved. so that the little things people do add up in a big way. at the lowest possible level in the organization. The true power of process improvement is synergy in action. Finance & Insurance Packages available. When everyone pulls at the same end of the rope and the entire culture focuses on continuous process improvement. must choose how best to balance global and local imperatives and make trade-offs in doing so. and warranty. warranty. prices. Rule 4: Any improvement must be made in accordance with the scientific method. ³These rules guide the design. but in order to win the PI game the organization needs singles. cost. connection. Approved Used Models available. If customer groups are clearly categorized then it makes it easier to design a Marketing strategy to engage and energize them. Knowledge and Understanding. It is recommended that Toyota identify clear consumer groups. media and society in general. under the guidance of a teacher. Toyota needed to improve their globalizations issues but with globalization comes an inevitable tension between global and local forces. and quicker responsiveness to quality and safety problems. where can they buy. In contrast. Home runs are nice. like all of its major competitors. Rule 3: The pathway for every product and service must be simple and direct. These are in direct opposition to the benefits of operating in a more locally-driven. tax bands of cars. options. and greater consistency. winning together as one team.

this essay analyzed Toyota¶s post recall social media strategy and concluded that in a crisis. If Toyota recruit third party it will help create and spread positive messages associated with the Toyota brand. provide a credible and direct channel for the answers they need. I critically tried to evaluate the opportunities and threats presented by the social media to the organization. Opportunity to contribute. This strategy will allow Toyota to clearly identify its customers and tailor a more specified Marketing strategy. trade magazines and websites like Car & Driver and Automotive and public figures. Support from other members. µIntimacy¶ and µInfluence¶. I investigated Toyota¶s pre recall social media strategy and concluded that although Toyota was µinvolved¶ across the different social channels. Twitter and YouTube. Toyota shall energize its customers into a deep discussion Toyota mist view social media as a two way conversation. The bloggers could reiterate Toyotas brand promise they could increase their effectiveness.party would help to spread positive messages regarding its brand promise they could increase their effectiveness in relation to µInteraction¶. Transparent engagements in the online communities. Relation to µInteraction¶. Toyota is a company that . I can recommend that Toyota should seek to enhance its commitment. Toyota did not spend much time providing rich content to invigorate customers. In particularly Toyota would be better positioned to measure: Sense of trust. Subsequently Toyota¶s main opportunity is leveraging the positive brand associations that it has built up over thirty years of business and utilizing the large network of brand advocates that it has at its reach. with Toyota successfully creating a negative groundswell regarding the competition. where your customers already live. The promotion of the safety of Toyota cars such as government agencies. To improve its µinvolvement¶ with social media Toyota must look to comment more on customers concerns and needs. Twitter and YouTube. Toyota initially hesitated in appeasing the anxieties of its customers by not utilizing social media to answer questions. Firstly. Toyota¶s failure to tackle this threat will damage the company¶s ability to create sustainable long term growth. These brand advocates are engaged in social networking activities are can be easily reached by Toyota. The strategic recommendation I can made is that Toyota can create sustainable long term growth by developing its customer profile groups. I also strongly recommend that Toyota utilizes social media to help tackle the threats associated with the recall. consumers need honest answers and they need them promptly. Toyota may post the initial update and allow customers to discuss the update. Surprisingly the social media campaign did have µinfluence¶. I also evaluated the progress made by Toyota in responding to these opportunities and threats. This threat endangers consumers¶ perceptions of the brand and their purchase intentions. Toyota¶s most prevailing threat has been a direct result of the mass worldwide recall of it cars. this will allow Toyota to gain a deeper insight f its customers and recognize the most appropriate methods to engage them. Furthermore. Toyota has put the brakes on the potential brand damage by creating a transparent marketing campaign underpinned by social media channels such as Facebook. If Toyota can earn this approval it will provide extra weight to the credibility of the public relations program. Moreover. The µintimacy¶ of the campaign was severely lacking and appeared to create brand aversion. Toyota¶s µinteraction¶ was almost non-existent and did not ignite discussion amongst the target audience. Socialization between members and Sense of respect. At present customers are engaging with each other on Toyota channel such as Facebook. Increasing involvement permits Toyota to better managed and measure µCommunity Vitality¶ from Social Media Balanced Scorecard. If Toyota recruit third. µIntimacy¶ and µInfluence¶.Toyota shall be able to identify its µmost valuable¶ and µgrowable¶ customers.

R. (2011).has utilized social media to engage with it customers and had varying success. Russell.).. & Teagarden. Resources: Greto. M. M. Operations management: Creating value along the supply chain (7th ed. Thunderbird School of Global Management. Toyota: The accelerator crisis. & Taylor. Schotter.. S. ISBN: 9780470525906. . Hoboken. W. B. NJ: John Wiley & Sons. A. High levels of targeted engagement can help to maintain the trust that Toyotas customers have in the brand and ensure future sustainable growth. I think is important that I highlight how important the social media paradigm is when looking to communicate with customers regarding a crisis. (2010)..

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