Management Strategy 8 Furtherance Analysis on Operation Improvement Plan IntroductionOn the previous assignment, operations improvement plan was defined as the action to advance all interests of the organization through restructuring the business processes operations rather than dealing with the existing problems. In this discussion, I will endear to further analyze the operations improvements plans on the Toyota Company, specifically, on how the Company management handles challenges through implementing new strategies: for this to reach, further data will be researched, and verified. Discussion Part 1 1. After the analysis of cause and effect and the flow charts results, it is important to note that the company lacks the proper communication. This deficiency is perhaps the cause and particular root to all company’s problem. 2. The flow chart result and that of the cause and effect diagram doesn’t conflict, they are all coherent to one another. 3. The created cause and effect diagram in the previous assignment posits all relevant information for the improvement process in the company, all process steps were documented. 4. Further research is not needed on the identified causes on cause and effect diagram previously created. This is because all causes are all related and similar, and perhaps because communication as a cause has been already identified. 5. Because of the Toyota company structure which is subsidiary, there is no additional information from the key stakeholders, however, designation of the new strategy will be done and all stakeholders will be informed properly. 6. None of the information will impact change on the statement’s problem, instead, the information will aid in making the improvement and make the cause more effective. BEFORE AND AFTER FLOW CHART Toyota’s ineffective process (before) Problem has been identified (communication) 1. Products quality not monitored 2. Ineffective communication Company responds to regulatory probes and lawsuits Toyota ineffective process (with revision) Recall of the problem Company’s denial Company pays millions in penalty Toyota effective recommended process (after) Effective communication Stakeholders’ notification Consumers’ notification Problem identified Evaluation of issue by leadership team Close observation of manufacturers New components supplier Issue resolved The before and after flow charts shown, identifies the rectification done in the previous chart in the assignment. In order t ...

1. Management Strategy
8
Furtherance Analysis on Operation Improvement Plan
IntroductionOn the previous assignment, operations
improvement plan was defined as the action to advance all
interests of the organization through restructuring the business
processes operations rather than dealing with the existing
problems. In this discussion, I will endear to further analyze the
operations improvements plans on the Toyota Company,
specifically, on how the Company management handles
challenges through implementing new strategies: for this to
reach, further data will be researched, and verified.
Discussion
Part 1
1. After the analysis of cause and effect and the flow charts
results, it is important to note that the company lacks the proper
communication. This deficiency is perhaps the cause and
particular root to all company’s problem.
2. The flow chart result and that of the cause and effect diagram
doesn’t conflict, they are all coherent to one another.
3. The created cause and effect diagram in the previous
assignment posits all relevant information for the improvement
process in the company, all process steps were documented.
4. Further research is not needed on the identified causes on
cause and effect diagram previously created. This is because all
causes are all related and similar, and perhaps because
communication as a cause has been already identified.
5. Because of the Toyota company structure which is subsidiary,
there is no additional information from the key stakeholders,

2. however, designation of the new strategy will be done and all
stakeholders will be informed properly.
6. None of the information will impact change on the
statement’s problem, instead, the information will aid in making
the improvement and make the cause more effective.
BEFORE AND AFTER FLOW CHART
Toyota’s ineffective process (before)
Problem has been identified
(communication)
1. Products quality not monitored
2. Ineffective communication
Company responds to regulatory probes and lawsuits
Toyota ineffective process (with revision)
Recall of the problem
Company’s denial
Company pays millions in penalty
Toyota effective recommended process (after)
Effective communication
Stakeholders’ notification
Consumers’ notification
Problem identified
Evaluation of issue by leadership team

3. Close observation of manufacturers
New
components supplier
Issue resolved
The before and after flow charts shown, identifies the
rectification done in the previous chart in the assignment. In
order to identify the changes made, I outlined all charts
together. The problem of the statement will not be affected in
any way by the rectification made, the newly created flowcharts
outlines the cause narrowly which makes it more-straight
forward to understand. The previous flow chart depicts
unacceptable strategy where the Toyota Company handled recall
crises; as opposed to the newly recommended flow chart which
reveals the proper way of handling the problem.
Part 2
Measurement strategy
The measurement strategy was comprehensive and it
encompassed various communication aspects and the
engagements. The significant of the strategies’ measurement is
to manage, learn and hence improving the performance of the
organization and effectiveness. According to Simons, R., &
Villa, A., either of the strategy measure defines and identifies
the goal and how to achieve them effectively through
identification of the implemented plan which makes it a going
concern in the business. (Simons)
The strategy measure that I will employ in the analysis OIP is
the measurement of strategic performance. According to the
research done by SPM, this performance is useful in the areas
below;
1. Communication
2. Implementation
3. Organization strategy

4. 4. Corporate strengthening and reputation
5. Motivation
Because the company lacks the proper communication, which
has sent the company to lose its reputation, SPN can be used as
a functional strategic process for the Toyota Company. This
will make the company restore itself on right path. This strategy
can trigger capabilities creation and enhance establishments of
the organization culture. The company should dwell on played
roles despite redefining indicators and targets, hence rethinking
on empowerment and alignment balance. Understanding is
emphasized in the quantitative information than the simple
measurement rather. (Matos)
This quantitative information is more subjective discipline
which looks beyond percentage so as to understand customer
feeling, viewpoints and impression. The quantitative strategy
which applies to the OIP is the key success indicators (KSI),
since it helps the organization measure and to define progress of
the organization goals. The Toyota Company will employ KSI,
because it relies on good understanding to improve the
organization. It is significant for the company to evaluate the
KSI’s strategy because it monitors company’s goals ensuring
that, achievements are not distracted. Unfortunately, GM
regained its leading position in automaker industry, but with
this strategy, the primary objective is to see that, the Toyota
Company restores its position. (Matos)
Measurement strategy
The measurement strategy will constitute three stages: refine,
align and gather. Gathering stage assists the stakeholders get
best understanding of the company’s goals and requirement to
achieve the objective. The refine stage carefully communicates,
evaluates and clarifies the goal which may come in the process
of process improvement. On the other hand, align stage is the
stage in which implementation of the new strategies measure
will take place. This assists the company to define KPIs to
ensure proper action and performance. Creswell, J. (2003).

5. However, the process is costly to the company, but objective is
to look for opportunity and mitigate threat. It is significant for
the company also to endear in the re- evaluation of the
strategies periodically when the business objective changes.
References
Simons, R., & Vila, A. (2000). Performance measurement &
control systems for implementing strategy. Upper Saddle River,
N.J.: Prentice Hall.
Matos, A., & Seese, D. (2000). Selecting the right key
performance indicator (KPI) and their value drivers in a
balanced scorecard (BSC) approach using sap R/3.
Creswell, J. (2003). Research design: Qualitative, quantitative,
and mixed method approaches (2nd ed.). Thousand Oaks, Calif.:
Sage Publications.