Running head: TOYOTA, INC. CRISIS
1
Defining the Process Improvement Scope
Background
Toyota crisis dated in 2009 and 2010 when the company that had initially served its
consumers with quality cars for decades began to experience accretion problem. The first case
got reported against Toyota Inc. in 2009 and another case in 2010. The recall started with a
single car crash that took the lives of the occupants instantly. Following two additional recalls
the company recalled millions of cars based on the same case. Toyota Inc. forcefully suspended
the sale of their best cars. The move cost the automaker at least $ 54 million USD lost in a day
from revenue sales.
According to Liker, and Ogden, (2014), the problem emanated from the foot pedal
covered in the floor mat that made the cars accelerate themselves. The sticking of the foot pedal
caused numerous accidents because of the self-acceleration of the car. As of 2010, there was $ 54
million USD recall lost and twenty-one deaths of motorists. The paper dwells on the fall of the
auto dealer and creates a fishbone diagram of what transpired and a similar flow chart diagram of
the process that occurred. The paper then produces a separate flow chart that recommends the
process that would have addressed the crisis promptly reducing the extent of the occurrence
Toyota, Inc. Crisis
2
reaching the place that it mad the company loses billions of their investments and worst of all
ruin their reputes.
Cause and effect diagram
Cause and Effects Analysis
Daft, Kendrick, and Vershinina, (2016) argued that the cause and effect analysis depicts
possible causes and the extent of related effects that made the firm undergo the unprecedented
loss and recall of most of their cars. The firm dealt with a supplier who provided faulty pedals,
Toyota, Inc. Crisis
3
and the company exacerbated the entire mess with a slow response. The company as well did
not have an independent public relations department coupled with failure to recall the cars on
time leading the loss of the lives yet they had received complaints regarding the case.
According to Liker, and Ogden, (2014), the cause of the problem remains at the supplier
who gave the company the defective pedals that misaligned with their floor mats resulting into
self-acceleration. The other reason was Toyota, Inc.’s poor communication channels and public
relations that made the company fail to recall the cars early or address the matter as effectively.
Existing process
Start
Client Buy Car
Safety
Concern?
No
Client uses car and
Toyota Inc. sells other
cars
YE
S
Minimize the problem
Toyota, Inc. Crisis
4
Improved process
Start
Customer Buys car
Proper Communication
Channel (PR)
Quality
and
Control
Test
Car has a safety Concern
Recall cars
Collection of additional
feedback
Launch immediate
investigations
Deal with customer
Concerns proactively
Release Car with Fixed
Problem
Toyota, Inc. Crisis
5
Products in need of quality checks
In Daft et al.’s, (2016), cars are dangerous items when not driven carefully or when not
manufactured to safety standard to protect their users. Toyota, Inc. may focus on performing
quality checks on essential areas of the car whose impact might cause much harm to the users.
Such areas include braking system, an acceleration system, airbags and safety belt.
Failure to share critical information
Per Liker, and Ogden, (2014), the company failed to share enough information when the
reporting of the first incidence occurred. The company did not share the facts and took the matter
lightly that no immediate investigations followed. The company may have relayed the events to
the public relations department which would react by keeping a promise that the issue would get
attended. The engineers would descend on the case to determine whether the problem was with
Toyota, Inc. or the cause was poor driving. In the process, a point may get arrived where clues
come out instead of leaving the matter as it without attending.
Cause-and-effect diagram conflict between the cause-and-effect diagram and flow chart
Toyota, Inc. Crisis
6
There is a substantial agreement between the flow chart and the cause-and-effect diagram
because the flow chart backs the cause-and-effect on the weaknesses that would have to get
addressed for the matter to settle. The diagrams both indicate that ineffective public relations
team to efficiently address the mess when things already fell apart.
Process not previously documented in cause-and-effect diagram
Daft et al., (2016) argued that many processes did not get captured which the cause-andeffect diagram brought to the limelight. One of the processes is the quality assurance team
checking the consignments obtained from other companies. The other process was the ineffective
communication process that the Toyota, Inc. public relations department failed to indicate.
Additional research
Per Lussier, and Achua, (2015), further research should target better means of performing
the quality and control tests of cars before they hand them to consumers. The reason for
additional research is that a car does not have to cause accidents after that an investigation gets
performed. A car ought to undergo a full computerized test that monitors all areas of concern
such as braking, safety belt, and airbags.
Shareholder feedback
Personnel from the communications department ought to offer appropriate feedback
because they directly engaged the consumers when it came to seeking feedback and comments
on the administered corrective measures.
Improvement scope
The article made suggestions into the points of focus that might enhance the safety of
consumers and improve the reaction and routes that company may follow when caught in a
Toyota, Inc. Crisis
7
similar scenario. The company may engage in early and preemptive identification of problems if
any even before its customers raise concerns or perform a thorough investigation at the slightest
complaint from a buyer. The company ought to make safety the greatest consumer concern
because a single accident might ruin the entire name of the enterprise.
Another composition of the improvement scope may require that the company responds
proactively when those circumstances occur, thus making its users aware before endangering
their lives. The timely information is responsible for protecting the lives of other users who have
not faced the given circumstance.
The identification of a mess with a given model that necessitates a recall, therefore,
means that the model gets to be put on hold till the model’s issue gets resolved. Even though the
sales with the given model would free for the entire period, but the loss is nothing to compare to
one’s life lost in an accident. The company then may focus on developing trust between the
consumers and Toyota, Inc. for it would impact on the perception that the users have when
similar cases occur to the people.
Toyota, Inc. Crisis
8
References:
Daft, R. L., Kendrick, M., & Vershinina, N. (2016). Management. Andover: SouthWestern/Cengage Learning.
Liker, J. K., & Ogden, T. N. (2014). Toyota under fire: Lessons for turning crisis into
opportunity. New York: McGraw-Hill.
Lussier, R. N., & Achua, C. F. (2015). Leadership. Boston, MA: Cengage Learning.
Running Head: PROCESS IMPROVEMENT
1
Process Improvement
Introduction
In essence, process improvement in organizations calls for problem identification and
after that establishing solution to the crisis. By identifying a problem, an organization can
determine the important effects and causes of a particular issue that require addressing. As such,
Toyota should focus on the identification of the primary factors that contributed to the 2010
accelerator crisis. This paper describes the process in need of an improvement at the time of the
accelerator crisis for Toyota. Also, the recommendation process for Toyota is included to ensure
that customers of the organization are not at risk of a similar crisis.
Problem Statement
Initially, Toyota failed to recognize the problem with the accelerators in the vehicles it
sold to the customers. It did not address the issue at an early stage and prevent the loss of the
many individuals who used their cars. Moreover, Toyota did not identify the origin of the
problem with the vehicles so as to establish countermeasures for the same (Liker and Ogden,
2011). As the company continued to neglect the issue, it placed the lives of many individuals at
risk from the safety issues. Furthermore, as security problems continued to increase, Toyota
PROCESS IMPROVEMENT
2
found it difficult to engage in external communications. Toyota lacked a clear response to the
customers as to what the immediate problem was.
Toyota did not fully understand the cause of the increasing problem in its vehicles. Also,
it failed to provide customers with safety and quality services. Moreover, its lack of effective
communication and response to the customers would damage its reputation in the market (Heller
and Darling, 2012). Therefore, the absence of effective communication, the high response rate to
clients and solving problems with the vehicle brands would continue to affect its brand name and
reputation if the problem was not addressed.
Regarding the cause and effect analysis, it comes out that Toyota failed with its system,
skills in engineering and suppliers. The providers failed in their responsibility by providing a
defective pedal to be placed in the vehicles at Toyota firm. Secondly, the engineers in the
organization failed to detect the defect in the brakes and thus also not recognizing a problem with
the accelerator. Lastly, the entire system failed by not establishing prompt corrective actions to
the problem. As such, this resulted in a failure in Toyota relationship with the public.
Background of the Issue
The Toyota crisis started with a car crash in South California. On August 28 in 2009 an
off-duty officer was traveling with three of his family members on Highway 125 in Santee,
California. The car he was driving had speeded out of control and hit another vehicle. After the
collision, the same car tumbled down the highway and ended up catching fire. The car a 2009
Lexus ES350 was a product of the Toyota organization. The four occupants of the car were said
to have died in the car crash. However, reports also state that one of the occupants had called 911
saying the car had no brakes.
PROCESS IMPROVEMENT
3
In contrast, reports from Toyota Company claimed that the problem was not the lack of
brakes but rather the presence of wrong mats installed in the vehicle (Greto, Schotter and
Teagarden, 2010). Toyota suggested that the mats placed in the car had interfered with the gas
pedal making it difficult for the drive to find the brake. News reports stated that the problem of
unintended acceleration continued for about two years. Customers had started complaining to the
federal government. Fatalities associated with Toyota products continued to increase whereas
over a hundred complaints were expressed of the same. Toyota was forced to suspend the sale of
some of the best vehicles. This decision had cost the company and its dealers a sum of
$54million in a day. This crisis also affected the reputation of the enterprise.
Impact of Problem
Toyota is recognized as the world’s most successful manufacturer of automobiles. It is
also the largest organization that deals with the auto manufacturer. In that case, if the problem of
acceleration crisis is not addressed it could mean a continued threat to its reputation (Fan,
Geddes and Flory, 2013). Customers will lose their trust in products from Toyota. Moreover, the
company will have poor public relations with its clients. In future, this could mean that the lives
of the customers will be at risk and exposed to safety problems. As such, Toyota’s reputation and
brand image will be damaged. Nevertheless, if the problem was to be addressed, Toyota will
remain the largest and profitable manufacture of automobiles and continue to hold a significant
market share.
Also, the lives of customers will be safe from safety problems. The customer relations
will also not be a problem if Toyota addresses the issue of pedal crisis. In addition, the products
provided to clients will be of high quality and safe. Moreover, in the event of any recall
connected to their goods the company will be able to respond fast. Therefore, by addressing the
PROCESS IMPROVEMENT
4
problem, the company will be saving its reputation and the lives of many customers using its
products.
Desired Outcome
Toyota should put in place measures that address the quality problem, the pedal issue and
also responsive rate to customer complaints. The new improvement plan will have some changes
that will prevent the damage to Toyotas reputation and brand image. The first step will be to
appoint a new supervisor in every Toyota branch. The primary duty of the supervisor will be to
increase response to customer’s complaints. The new supervisor will ensure that the company is
alert and open to customer concerns. Moreover, the company will strengthen its system of
reporting feedback from customers. Lastly, it will expand its network of collecting data from the
public. This will allow Toyota to remain informed about any problems about its products based
on customer feedback.
The steps mentioned for improvement will assist the company to improve its quality of
services and data collection. It will cost the company a high amount to implement these
development strategies, but in the long run, the benefits will be fruitful. Nevertheless, the
company should not be satisfied by the improvements since it only takes a single safety problem
for a similar crisis to arise. Thus, Toyota should be prepared for any problem to occur and be
ready to respond faster and provide corrective measures to prevent another crisis.
PROCESS IMPROVEMENT
5
References
Fan, D., Geddes, D., & Flory, F. (2013). The Toyota recall crisis: Media impact on Toyota's
corporate brand reputation. Corporate Reputation Review, 16(2), 99-117.
Greto, M., Schotter, A., & Teagarden, M. B. (2010). Toyota: The accelerator crisis. Thunderbird
School of Global Management.
Heller, V. L., & Darling, J. R. (2012). Anatomy of crisis management: lessons from the infamous
Toyota Case. European Business Review, 24(2), 151-168.
Liker, J. K., & Ogden, T. (2011). Toyota under fire. McGraw-Hill Professional.
Running head: MEASUREMENT STRATEGY
1
Measurement Strategy
Toyota remained a distinguished and definably prosperous company within the motor
industry all up until 2010 when the firm recalled at minimum 8 million of their vehicles due to
the continuous issues with the pedal. Toyota began suspending the production and delivery of
selected vehicle models they felt encountered the same issues with the pedal. Toyota took a $5
billion loss and its sales dropped. After an internal brand risk assessment was performed, Toyota
implemented a strategy that proved to be successful in recuperating their losses. The automobile
giant began to apply a series of process improvement activities that faired very well when it
came to reinventing themselves after such a crisis. Toyota made sure to include begin with the
development and implementation departments first.
Toyota had its hands full with this crisis and made sure to also focus on consumers and
how their percpection of the company. (Gillespie, and Perron, 2015) Time and data showed that
this crisis made quite and effect on the company and its reputation. Toyota comprehended that
fact that it if consumers’ minds were not improved as to how they perceived and felt about the
automobile maker, then would be at a total loss. Therefore, Toyota’s strategy centered around
re-creating its image and to reengage consumers in order to win back their trust once more.
MEASUREMENT STRATEGY
2
Measurement strategy
Toyota’s measurement strategy reviewed and measured productivity alongside the cost
effectiveness of the production of a vehicle in a certain amount of time. Measuring involved an
appraisal of outputs versus the inputs. The study reveals that the inputs included vehicles that
were made alongside it’s sales. Therefore, it compared and measured those vehicles that were
made against those sold. (Gillespie, & Perron, 2015)
At the peak of the Toyota pedal crisis, Toyota was presented with numerous grievances
and lawsuits that lead to an all-out vehicular recall. Toyota’s improvement strategy studied those
vehicles that did not display nor were recalled due to pedal issues. Toyota then went on to
measure enhancements according to the decrease in grievances and lawsuits.
Neely, (2014) maintained that the implementation of an efficiency strategy was intended
to collect data concerning the production of Toyota vehicles and those vehicles that were vended
during a certain period.
Outcomes measures strategy
Chapman, (2015) contended that Toyota production goals were directed at producing
vehicles to meet consumer demands of current customers while attempting to lure new
customers. This meant cutting corners and sacrificing quality and safety. This outcomes
measurement strategy focused on Toyota’s capability to oblige their customer’s while still being
able to meet the projected objectives and timelines. This particular strategy will emphasis safety
while attempting to meet targeted goals and delivery dates.
Improvement
Because Toyota has learned from its past mistakes and the harsh consequences of cutting
corner, consumer safety will certainly come before any deadline or dollar amount. Toyota will
MEASUREMENT STRATEGY
3
gain back it’s loyal customers when consumers see that improvements have been made and that
they can purchase a vehicle that will not cause them issues or endanger the drivers or passengers.
(Chapman, 2015)
Data collected
Collecting essential information is dependent on consumer responses, reactions and
comments. A dedicated customer line and email address is meant to assist with consumer
complaints and responses. Customers are given the flexibility to provide their feedback, whether
good or bad.
Conclusion
Toyota would not have been able to make corrections without first understanding why it
happened then coming together as a whole and learn from it. After the Toyota pedal crisis,
Toyota learned from their mistakes and implemented numerous procedures intended to correct
such disastrous errors.
MEASUREMENT STRATEGY
4
References
Chapman, C. S. (2015). Controlling strategy: Management, accounting, and performance
measurement. Oxford: Oxford University Press.
Gillespie, D. F., & Perron, B. E. (2015). Key concepts in measurement.
Neely, A. (2014). Business performance measurement: Theory and practice. Cambridge:
Cambridge University Press.
Running head: DATA COLLECTION AND EVALUATION TOOLS
1
Data Collection and Evaluation Tools
To achieve the efficiency and outcome measurement strategies, the Toyota Corporation
should have records that will act as a basis of its improvement strategy. To this end, Toyota will
use production monitoring data collection software, which will enable the compare and follow
the different aspects of the production process. The software keys in step by step data of the
production process to ensure easy reference of the production line. Using data collected in this
method, Toyota will be able to evaluate the effectiveness of every part of the vehicles compared
to the input materials (Warranty Data Collection and Analysis, 2011). This will also improve the
productivity as every process is documented hence the timely flow of information in case there is
a change or improvement. This will help the company achieve the outcome measurement
strategy where it targets to meet the needs of its customers and have more vehicles to bring in
new customers.
The company could use direct interaction with individuals through their sales representatives
to collect qualitative data on the impact of the improvement after the 2010 pedal crisis. Through
these interactions, the company will be able to evaluate the total number of customers who were
affected by the crisis and try to remedy the situation by offering alternative vehicles which had
DATA COLLECTION AND EVALUATION
TOOLS
2
the improvements. (Mislick, Nussbaum, 2015) Through this, the company will meet its outcomes
strategy that fundamentally targets the customer base improvement.
Additionally, the company’s could their sales books of records to evaluate the total number
of vehicles that got sold and also identify the brands that sold more hence increase their
production. This data would help the company meet its efficiency and outcomes measurement
strategies in the operation improvement plan. (Linoff, Berry, 2011)
One of the most important tools for data collection that will help in measuring the
operations improvement plan, which will help the company achieve its efficiency and outcomes
strategy, is the use of the production monitoring data collection software. The software is an
essential tool as captures all angles of the production process as the parts and pieces are made. It
further, updates the information immediately and gives a report of the number finished products,
the total amount of materials used, the time it has taken to produce an individual part and the
quality level of the product. The production monitoring data collection software gives a realistic
data sample that the company can use to evaluate their total input about materials and time and
the output total of the finished product. (Davim, 2012)
Using this method, the company will be able to meet its efficiency strategy as it will be
able to account for all the inputs and evaluate the total output. Additionally, as the company is
coming from a crisis period, accuracy is a fundamental factor in terms of the quality of the
products. To this end, the software allows the company to follow step by step aspects of the
production process. (Schensul, LeCompte, 2013) Moreover, the company will be able to assess
the production capacity and make an informed decision in meeting the outcomes strategy where
the company wants to produce vehicles that will meet its current customer needs and have extra
stock to service new customers.
DATA COLLECTION AND EVALUATION
TOOLS
3
Toyota Corporation largely depended on customer feedback and sales representatives to
collect data on the quality and sale of its products. The data collected majorly met only one
aspect of its total output strategy. The company was not able to evaluate its production process
by determining the input and the output. Due to the large market that the company had, it was not
so critical to the company that a small malfunction in one of its products could ruin the
company’s market status which led to a large drop in sales. The 2010 crisis pedal came as a
wake-up call for the company where it invested in various operation improvement plans. (Liker,
Franz, 2011)
The IOPs saw the company come up with effective and outcomes strategies, where it
targeted the input cost in relation to the total product produced and customer satisfaction in terms
of quality and volume. By using the production data collection software, the company could
evaluate its production process about the input, quality, production time and the output capacity.
This was improvement plan led to the achievement of its measurement strategies. Additionally,
the use of qualitative data analysis allowed the company to get firsthand information on the
market and the needs of the customers. This further helped in the enhancement of the company’s
improvement strategy. (Pastinen, 2010) Moreover, by using the sales records to enumerate the
total number of sales, the company could achieve the outcomes strategy since it was possible to
get the total number of sales compared to the total number of vehicles produced.
Through these data collection methods, the company will be able to get information of
the whole production process which it will use to implement the outcomes and effectiveness
measurement strategy. Additionally, the company will be able to evaluate its customer’s needs
and the total market requirement, which will help in setting up ways to ensure that the market
needs are fulfilled. The information gathered from the data collected will form a basis of further
DATA COLLECTION AND EVALUATION
TOOLS
4
improving the measurement strategies since the information is more elaborate and specific to the
set operation improvement plans. The information will also help the company evaluate the
measurement strategies and identify which areas need more improvement to achieve better
outcomes. (Hesselbach, Herrmann, 2011)
References
Davim, J. P. (2012). Computational methods for optimizing manufacturing technology: Models
and techniques. Hershey PA: Engineering Science Reference.
Hesselbach, J., & Herrmann, C. (2011). Glocalized Solutions for Sustainability in
Manufacturing: Proceedings of the 18th CIRP International Conference on Life Cycle
Engineering, Technische Universität Braunschweig, Braunschweig, Germany, May 2nd 4th, 2011. Berlin, Heidelberg: Springer Berlin Heidelberg.
In Schensul, J. J., & In LeCompte, M. D. (2013). Specialized ethnographic methods: A mixed
methods approach. Lanham: AltaMira Press.
Liker, J. K., & Franz, J. K. (2011). The Toyota way to continuous improvement: Linking strategy
with operational excellence to achieve superior performance. New York: McGraw-Hill.
Linoff, G., & Berry, M. J. A. (2011). Data mining techniques: For marketing, sales, and
customer relationship management. Indianapolis, IN: Wiley Pub.
Mislick, G. K., & Nussbaum, D. A. (2015). Cost estimation: Methods and tools.
Pastinen, M. (2010). High-performance process improvement. Heidelberg [Germany: Springer.
DATA COLLECTION AND EVALUATION
TOOLS
Warranty Data Collection and Analysis. (2011). London: Springer-Verlag London Limited.
5
PROCESS IDENTIFICATION
1
Process Identification
1.
Organizational processes
PROCESS IDENTIFICATION
2
Response to customer concerns
For any business to prosper it is imperative that it ‘keeps an ear on the ground this is by
following up on their customers to know how they feel about the products being supplied by the
particular business. To this end, Toyota has used this technique over the years to raise the quality
of its products by following the feedback from its customers. From the customer’s feedback
Toyota was able to know which parts wear out fast and over time Toyota was able to maintain its
customers by improving on their development by raising quality. After the redesigning of these
parts, Toyota would then dispatch a special analysis team into the market to evaluate how the
customers feel about the improvement. This would help Toyota to instantly know if the parts are
functioning as per the customer’s needs and what more improvements would the customer’s need.
This process of working with the customer’s needs in mind makes the improvement cost effective
since Toyota will only make what is required hence total sales of the product (Liker, Ogden, 2011).
Having a large pool of customers has made Toyota have so many consumer feedbacks to an
extent where they can hardly make a concrete decision. This can over time affect the company’s
output as they have to make their products following what customers feel yet some customers
could be malicious.
Law of large numbers
Over the years Toyota prides itself as the best shop for any vehicle. The company has used this
technique to maximize on its customer base in a way that it is a one stop shop for different
categories of people. This has helped Toyota maximize its sales all over the world since they have
vehicles for small to large customers and from light to heavy duty vehicles. Toyota has analyzed
PROCESS IDENTIFICATION
3
the consumer needs by doing field analysis to know what consumers wish to have. In return,
Toyota then models a car that will meet those consumer demands. By producing in high volumes
Toyota has been able to utilize economies of scale in that the same manpower, production
locations, and materials are used maximally. This has greatly reduced the total input cost and
maximized on the output (Cunningham, Harney, 2012).
The law of large numbers could also work negatively towards Toyota since if a defect occurs
it will affect so many vehicles before it is identified. Additionally, rectifying such a defect will be
so costly to the company since the vehicles affected will be in their millions.
Centralized Management
Since the inception of Toyota, most decisions are made in Japan. This has allowed Toyota to
ensure that whatever it rolls out worldwide is uniform. Additionally, this will strategy makes
Toyota identify what decision to take in a faster and reliable way since the decision-making team
is centralized in one location. Further, Toyota is able to evaluate which parts of the world are
having more requirements that need to be looked into, in a more efficient way since all feedback
is brought back to one location (Wilkinson, Kannan, 2013). Centralized managed also is cost
effective as the organization will not have to invest in several senior management offices all over
the world a process that cuts costs in terms of infrastructure, daily running costs and salaries.
On the other hand, if Toyota does not decentralize its management office, this would slow its
delivery of some of their services since some decisions may not be done in a timely manner. This
would be costly to Toyota since the customers will lose trust in the company as their needs are not
being attended to as soon as they occur.
PROCESS IDENTIFICATION
2.
4
Law of large numbers as an operations improvement plan
Every year, Toyota produces millions of vehicles which range from saloons, SUVs to vans.
Toyota can, therefore, use the law of large numbers to act as an operations improvement plan to
maximize its profits and reduce its costs (Parnell, 2013). Toyota can set up standardization of
components where it ensures that all the components are uniform for an individual type of vehicle.
This will ensure that in the event there is a defect it will not affect all their models but that specific
model. This will greatly reduce the cost of recalls as the defect will have only affected an individual
brand. Moreover, standardization of components will make it easy to identify and rectify a defect
since the components are uniform in every individual brand (Ciravegna, 2012).
In addition, Toyota can use the law of large numbers as an operations improvement plan by
acquiring advanced car engineering software to regulate all the vehicle parts. This will, in turn,
ensure that Toyota produces high-end vehicles that meet their customer need. Moreover, Toyota
will gain more capital since it will produce large volumes of high-end vehicles using single
software, hence large sales (Ciravegna, 2012).
To further improve this process Toyota can incorporate decentralization of its management
office from Japan. By creating these satellite offices, customer needs are easily responded to and
in a timelier manner, hence high sales. Additionally, by having several management offices, there
is a creation of innovativeness among the employees since there are able to consult within their
region and come up with solutions that are specific to their region of operation (Jones, 2014). This
will be cost effective to Toyota since it will still increase its output as these management offices
are able to make resolutions to develop vehicles that are in tandem with the terrain of their locality.
PROCESS IDENTIFICATION
5
To this end, Toyota will remain the major vehicle production company since it will have a variety
of vehicles to suit the different customer needs the world over (Chernov, Sornette, 2016).
References
PROCESS IDENTIFICATION
6
Chernov, D., & Sornette, D. (2016). Man-made catastrophes and risk information concealment:
Case studies of major disasters and human fallibility.
Cunningham, J., & Harney, B. (2012). Strategy & strategists. Oxford: Oxford University Press.
Ciravegna, L. (2012). Sustaining industrial competitiveness after the crisis: Lessons from the
automotive industry.
Wilkinson, T. J., & In Kannan, V. R. (2013). Strategic management in the 21st century. Santa
Barbara, Calif: Praeger.
Jones, D. (2014). Decision-making for dummies.
Liker, J. K., & Ogden, T. N. (2011). Toyota under fire: Lessons for turning crisis into
opportunity. New York: McGraw-Hill.
Parnell, J. A. (2013). Strategic management: Theory and practice.
Toyota Code of Conduct. (2006, MarcRetrieved Jan 23, 2017, from Toyota Global:
http://www.toyotaglobal.com/company/history_of_toyota/75years/common/pdf/code_of_conduct.pdf
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http://www.toyotaglobal.com/company/history_of_toyota/75years/data/conditions/philosophy/toyotaway20
01.html
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