This document compares the total quality management practices of Toyota Motors and Ford Motors. It discusses their approaches to leadership, customer satisfaction, employee involvement, continuous improvement, supplier relationships, and tools/techniques. For both companies, it outlines their histories, models, market shares, and describes how they implement concepts like lean manufacturing, Just-In-Time, ISO certifications, and focus on leadership, employees, customers, suppliers and continuous process improvement.

1. Toyota Motors v/s Ford Motors
Ford v/s
Toyota

2. TQM Practices of Ford and
Toyota + their Comparison
Fatima Tafakhar
MBA-12-05
Bahauddin Zakariya University Multan,
Sub Campus ,Sahiwal

3. Outline
o Leadership
o Customer Satisfaction
o Employee Involvement
o Continuous Improvement
o Supplier Relations
o Tools and Techniques

4. Toyota Motor Corporation

5. Introduction
o Headquartered in Aichi, Japan
o Founded in August 28, 1937
o Annual sales of $210 billion
o Produces 10 million vehicle per year
o Consisted of 400,000 employees worldwide
o Produces vehicles under 5 brands

6. History of TQM
o First to implement Quality Control
o Toyota Way
i. Continuous Improvement
ii. Respect for People

7. Leadership
o Importance of Leadership
o Leaders responsibilities
o Leadership Structure

8. Customer Satisfaction
o Quality Assurance Activities
o Customer Relation Activities

9. Employee Involvement
Toyota’s Core Principles:
o Total Participation
o Employee Engagement

10. Employee Involvement
o Utilizing the knowledge of lower-level
employees
o Human Resource Development
o Respect for Diversity
o Job Placement Program for Over-sixties
o Increasing Employment Opportunities for
Disabled People
o Expanding Education Programs at the R&D
Learning Centre into Mid-level Engineering

11. Continuous process Improvement

12. Toyota Production System
o Lean Manufacturing
o Kaizen
o Continuous
Improvement
o Just In Time
o Jidoka

13. Suppliers Relationships
o Collaboration with Suppliers
i. Issue
ii. Relationships
iii. Great East Japan Earthquake
o Global Suppliers Convention

14. o Supporting Social Contribution Activities of
Suppliers
i. CSR study meetings held focusing on risk
management
ii. Promoting the spread of CSR among suppliers
through AIAG activities

15. ISO 9001 Certification
(Quality Management System)
o Just-In-Time Philosophy
i. Smoothing the work flow
ii. Reducing inventories
iii. Lowering production cost

16. o Implementation of Environmental Management
o Audits To Design
o Sale
o Production
ISO 14001 Certification
(Environmental Management System)

18. Ford Motor Company

19. Founder of Company
“HENRY FORD”
(June 16,1903)

20. Sales of Ford Company
o Company sell automobile and
commercial vehicles under
o Most luxury cars under

22. Ford Motors Ancient Models

23. Ford Motors Recent Models

24. Market Share of Ford Motors
o 21% Stakes in (Japan)
o 15% Stakes in (United Kingdom)
o 49% Stakes in (China)
Joint Ventures
o 2 in China
o 1 in Thailand
o 1 in turkey
o 1 in Russia

25. LEADERSHIP
o Communication and inspiring vision
o Live it
o Win-Win
o Positive “Can Do” Attitude
o New business leader program

26. Employee Involvement
Employees at Ford are Capable of
o Improve quality
o Reduced Cost
o Provide Full Effort
o Contribute New Ideas

27. Customer Satisfaction
o Six Sigma
o Training of Six Sigma employees
o Criteria for Selection
The Ford DMAIC Cycle follows:
i. Define
ii. Measure
iii. Analyse
iv. Improve
v. Control

28. Continuous Improvement
o Standardization: The key to Continuous
Improvement
o Product and Process Improvement:
– Objectives
– Dependencies

29. The Ford Production System

30. Supplier Relationships
o Global product-creation process
o Process and part stability
o Real-time performance data
o Access to senior Ford managers
o Improving order fulfilment
o Engaging suppliers in discussions

31. Engaging Strategic Suppliers through
Aligned Business Framework
o To increase mutual profitability
o To improve quality
o To drive innovation
o Encourage shared commitment to
sustainability goals

32. ISO Certification

33. Swot Analysis
o Strengths
o Weaknesses
o Opportunities
o Threats

34. Conclusion
Toyota Motors v/s Ford Motors

36. Questions