CASE STUDY :

TQM IMPLEMENTATION ISSUES

TOYOTA COMPANY

AMAN DEEP : CO19109

AMAN GOYAL : CO19110
AMAN MAURYA : CO19111
ANGAD SINGH ARORA : CO19112
ANISH SONI : CO19113
ABSTRACT

 The Toyota Corporation case study report is based on the implementation of total quality
management (TQM) meant to improve the overall performance and operations of this
automobile company. TQM involves the application of quality management standards to
all elements of the business.
 It requires that the quality management standards be applied in all branches and at all
levels in the organization. Characteristic of Toyota Corporation going through the total
quality process is an unambiguous and clear.
 Toyota has limited interdepartmental barriers, excellent customer and supplier relation,
spares time to be spent on training and the recognition that quality is realized through
offering excellent products as well as quality of the entire firm, including personnel,
finance, sales, and other functions.
ABSTRACT

 The top management at Toyota Corporation has the responsibility for quality rather than
the employees and it is their role to provide commitment, support, and leadership to the
human and technical processes (Kanji & Asher, 1996).
 Whereas the TQM initiative is to succeed, the management has to foster the participation
of Toyota Corporation workers in quality improvement and create quality culture by
altering attitudes and perceptions towards quality.
 This research report assesses the implementation of TQM, how Toyota manages quality in
all organization management systems while focusing on manufacturing quality. The report
evaluates the organization management elements required when implementing TQM,
identifies, and investigates the challenges facing Quality Managers or Executives in
implementing Quality Management Systems.
Implementation of TQM in Toyota

• The company extended the management responsibility past the instantaneous services and
products
• Toyota examined how consumers applied the products generated and this enabled the
company to develop and the improve its commodities
• Toyota focused on the insubstantial impacts on the procedures as well as how such effects
could be minimized through optimization
• Toyota focused on the kaizen (incessant processes development) in order to ensure that all
procedures are measurable, repeatable, and visible.
TQM IMPLEMENTATION ISSUES

 The Executives and Quality Managers face some challenges while implementing Quality
Management Systems in organizations. In fact, with lack of the implementation resources
such as monetary and human resources in any organization, the implementation of TQM
cannot be successful. Towards the implementation of programs and projects in
organizations, the financial and human resources have become the pillar stones.
 The approach of TQM impels the marketplace competence from all kinds’ organizational
proceeds to ensure profitability and productivity. To meet the desired results in TQM
implementation, an organization ought to consider the availability of human and financial
resources that are very important for the provision of appropriate milieu for accomplishing
organizational objectives.
TQM IMPLEMENTATION ISSUES

 The top executives may fail to provide

and scale-up adequate training to the
suppliers and new workforces. As a
result, cracks are created in the rigorous
TPS system. In addition, lack of
leadership at the top management might
cause challenges in the implementation
of TQM. Therefore, in designing the
organizational structures and systems
that impact quality, the senior executives
and managers must be responsible as
elaborated in the figure2 below.
CONCLUSION

 Total Quality Management is a concept applied in automobile industry, including the Toyota
Corporation. It focuses on continuous improvement across all branches and levels of an
organization. Being part of Toyota, the concept defines the way in which the organization
can create value for its customers and other stakeholders. Through TQM, Toyota Corporation
has been able to create value, which eventually leads to operation efficiencies.
 These efficiencies have particularly been achieved by continuous correction of deficiencies
identified in the process. A particular interest is the central role that information flow and
management have played in enabling TQM initiatives to be implemented, especially through
continuous learning and team working culture.
 The Toyota way (kaizen), which aims at integrating the workforce suggestions while
eliminating overproduction and manufacturing wastes helps the company to respect all the
stakeholders and give clients first priority. The objectives are realized through TPS.
RECOMMENDATIONS

 Toyota has three basic perspectives of TQM that are customer-oriented. These are based on
its manufacturing process traced back to the 1950s.
 The strategies towards achieving quality manufacturing, planning, and having the culture
towards quality accomplishment are paramount for TQM implementation to remain
successful.
 To enhance and maintain quality through strategic planning schemes, all the managers and
employers must remain effectively driven.
 The Toyota Corporation has considerable approaches that rank it among the successful and
renowned implementers of TQM.
References

 Chary, D. 2009, Production and operations management, Tata McGraw-Hill Education

Press, Mumbai.
 Huczynski, A. & Buchanan, D. 2007, Organizational behavior; an introductory
text, Prentice Hall, New York, NY.
 Kanji, G. K. & Asher, M. 1996, 100 methods for total quality management, SAGE
Thousands Oak, CA.
 Slack, N. et al. 2009, Operations and process management: principles and practice for
strategic management, Prentice Hall, New York, NY.
THANK YOU