1.

Introduction
Toyota Motor Corporation is a Japanese car manufacturer that produces and sells motor vehicles
all over the globe. Its original brand, Toyota is one of the most popular car brands all over the
globe, in line with Volkswagen, Ford, Honda, Nissan, Hyundai, and Kia. Toyota is a multinational
corporation headquartered in Japan that designs, manufactures, and sells vehicles, automotive
parts, and luxury vehicles. The company was founded in 1937 by Kiichiro Toyoda and has grown
to become one of the largest and most successful automotive companies in the world. Toyota's
product line includes cars, trucks, SUVs, and hybrid and electric vehicles, as well as luxury
vehicles under the Lexus brand. The company has a strong reputation for quality, reliability, and
durability, and is known for its commitment to innovation and sustainable practices. In 2016,
Toyota was the largest car manufacturer in the world by sales volume. Besides Toyota, the
company also produces cards under the brand names of Hino, Lexus, and Ranz, which cater to
various customer segments. The vehicles produced by Toyota are famous for their high quality
and durability, which allows the company to make consistently high profits. This is mainly due to
the use of TQM practices, which were implemented by the company back in the 20th century. The
use of TQM has also allowed Toyota to design and establish the Toyota production system, which
has been used by many other companies in the manufacturing sector due to its
benefits (StudyCorgi, 2022).

2. Quality Management Problem

The approach of TQM impels the marketplace competence from all kinds of 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.

Total Quality Management (TQM) is a management philosophy and approach that seeks to
continuously improve the quality of products, services, and processes. In the case of Toyota,
the company has long been known for its commitment to TQM and has implemented various
quality control and improvement systems throughout its production process. However, in
recent years, Toyota has faced a number of quality control issues, such as the recall of
millions of vehicles due to problems with accelerator pedals and braking systems. These
issues have led to significant financial losses and damage to the company's reputation.

Toyota that originated and perfected the philosophy of TQM, the Executives and Quality
Managers meet some intertwined problems during TQM implementation. The flaw in the
new product development is increasingly becoming complicated for the managers to break
and accelerate, thus reliability problem. Besides, secretive culture and dysfunctional
organizational structure cause barrier in communication between the top management thus, in
turn, augmenting public outrage (IvyPanda, 2022).

3. Quality Management Procedure

Toyota has a long history of implementing quality management practices in its manufacturing
processes. The company's approach to quality management is known as the Toyota
Production System (TPS), which is based on the principles of continuous improvement and
the elimination of waste.

One key aspect of TPS is the use of statistical process control (SPC) to monitor and improve
production processes. SPC involves using statistical methods to monitor and control process
variables, such as product dimensions, to ensure that they remain within specified limits.

Another important aspect of TPS is the use of quality control circles (QCCs), small groups of
workers who meet regularly to identify and solve problems related to quality.

Toyota also uses the Kaizen methodology, which emphasizes the involvement of all
employees in continuous improvement efforts. This approach focuses on making small,
incremental improvements on a regular basis, rather than waiting for major changes to be
implemented.

Finally, Toyota has a strong commitment to lean manufacturing, which emphasizes the
elimination of waste and the efficient use of resources to improve quality and reduce costs.
This is achieved through the implementation of a set of tools and techniques such as Value
Stream Mapping, Kanban, and 5S.

Overall, Toyota's quality management system is a combination of various methodologies and

techniques that are aimed at continuous improvement in quality, productivity, and efficiency.
4. Quality Management Data

5. Toyota Total Quality Management Solution

The competitive nature of business has always driven stakeholders to work tirelessly every
day to enhance the standards and procedures used to produce their goods or services. Client
satisfaction must be a top priority for businesses since it encourages customer loyalty, which
raises sales. The implementation of the complete quality management technique in their
production process is the organization's most frequent plan. The TQM approach focuses on
the customer, employee, process, and the seamless fusion of the aforementioned components.
Total quality management is a method of management that emphasizes the satisfaction of a
company's customers in order to focus on the long-term greatness of a business..

5.1. The Application of Total Quality Management Approach at TMC

Toyota Motor Corporation has long been the largest automaker in the world, and its success
may be attributed to its pursuit of business excellence. By utilizing just-in-time
manufacturing procedures and concentrating on producing the highest-quality goods at a
cheaper cost and with a short lead time, TM Cavoids reduces waste in its line production
(Sorin-George & Shinji, 2017). However, the company's application of the TQM approach is
credited with its business excellence. Here are a few examples of the company's notable
TQM implementations and how they helped to achieve business excellence.

 Focusing on customers

By putting the needs of the client first, Toyota Motor Corporation has been able to reach its
current levels of commercial excellence. The business thinks that the degree of client
satisfaction with its products determines how well it does. As a result, the business operates
customer feedback centres all around the world to find out what the demands of the
customers are. As a result, the business has been able to create products that cater to clients'
demands, which increases client loyalty; an illustration would be some of its cars for persons
with impairments.

 Strong Leadership

The company's executives have helped to ensure that the production processes are designed
to meet the needs of all stakeholders, including the community, and have contributed to the
business excellence of the company. More importantly, a solid leadership foundation makes a
big contribution to putting Total Quality Management's guiding principles into practise. By
concentrating on creating high-quality items that also increase income, the executives'
preoccupation with being the best has also contributed to the organization's excellence
(Kumar et al., 2016). It contributes to its market share expansion.

 Improving Continuously

The pursuit of business excellence has been the primary goal of Toyota Motor Corporation
through the application of the TQM principles. Because of this, the company's strategy has
always been to fix any production-line bottlenecks in order to increase production efficiency.
The company aims for quality in both the visible and unseen components of its production
system. As a result, the staff members are continually eager to learn and grow, even in the
slightest ways.

 Workers focus
Worker focus strategies at Toyota Motor Corporation (TMC) suggest a connection between
business excellence and whole management quality. The automated and human production
systems at the company are both upgraded as a result of the workplace upheaval. The
business values the role those human workers played in the development of the
manufacturing system. As a result, there is a family-like atmosphere among the staff as well
as between the staff and management.
  Constant Learning

The culture of lifelong learning that has existed at Toyota Motor Corporation from the pre-
war era is another practise that has been noted. The business has always been in the lead
when it comes to finding the best techniques and incorporating them into the company's
production processes. Executives from the company have also been constantly moving to spy
on rivals and pick their brains. That is clear from some of the well-known visits conducted by
TMC executives to manufacturers in Europe and the United States as part of a benchmarking
mission.

 Making Decisions Based on Facts

One of the main benefits of whole quality management is that it focuses all production-
related activities, including decision-making. The business uses a decision-making process
that is fact-based in order to generate goods that satisfy customers (Sorin-George & Shinji,
2017). The problem's underlying cause was discovered during the problem identification
procedure. Following that, the responsible parties take informed decisions to solve the issue.
This guarantees that the outcome will lead to the manufacture of the highest quality items to
satisfy consumers' wants and requests.

There are several elements in the case study of Toyota Motor Company that are compatible
with the material from the reading when you look closely at how it uses total quality
management to achieve business excellence. Customer satisfaction is heavily emphasized in
the text's definition of Total Quality Management (TQM) as the primary factor in its long-
term success. Toyota Motor Corporation's emphasis on customer satisfaction is one of the
well-known trends that can be found in the case study and is comparable to the text. Its Total
Quality Management strategies are almost all focused on achieving business excellence by
ensuring the manufacturing of high-quality products that satisfy consumers. That underlines
how crucial client happiness is to the success of any company.

6. Analysis of TQM Toyota

Toyota uses TQM to all of its operations, even though its main TQM goals are to improve
product quality and decrease product variability (Figure 1). These include product
management, product engineering, manufacturing, inspection, sales, service, market
research, profile design, engineering design, research and development, evaluation,
production planning, and product engineering (Amasaka 2014). Examining projected
performance and attributes during the development stage allows for the assurance of the
absence of structural or engineering faults (Amasaka 2014). The quality of processes,
materials, individual parts, and finished products is monitored based on objective metrics
during production-related stages, from planning to inspection (Amasaka 2014). This is
crucial since every part of an automobile, from the engine to the paint, must undergo quality
control if it is to be long-lasting and dependable. A thorough and thorough commitment to
quality at these stages helps to ensure that the business's products meet the needs of the
customers, which promotes client satisfaction and loyalty.

Figure 1. Analysis of TQM Toyota’s (Amasaka 2014, p. 1138).

In a same vein, quality control is necessary at the sales, service, market research, and product
management stages in order to increase satisfaction. Toyota does this by regularly surveying its
customers on their satisfaction, inviting them to contribute ideas and proposals for quality
improvement, and offering maintenance services after the sale (Amasaka 2014). Utilizing
customer complaints to find and fix issues is a crucial component of Toyota's quality management
system. Since the 1970s, warranty claim reduction initiatives and the Dynamic Assurance System
(DAS) have served this goal (Toyota Motor Corporation 2012b). Overall, because its principles
are implemented across the entire organization, Toyota serves as an example of best practices in
TQM.

7. Implementation of TQM in Toyota

Toyota's method for implementing quality management has four main characteristics. First, the
business employs quality assurance and control techniques that are based on in-depth study and
testing (Toyota Motor Corporation 2012b). Second, by creating quality circles, providing training,
and conducting internal audits, the corporation actively involves its staff in the quality control
process (Toyota Motor Corporation 2012b). Third, Toyota's adoption of TQM tools is consistent
with its customer-focused business philosophy. According to Toyota Motor Corporation (2012b),
there are particular committees, such as the Customer Delight (CD) Quality Improvement
Committee and the Customer Satisfaction (CS) Improvement Committee, that are charged with
continuously enhancing customer centricity. Last but not least, Toyota has a systematic approach
to quality assurance that encompasses all of the organization's facilities, divisions, and
departments. These traits are all compatible with how TQM is defined and how its core
methodology works. As a result, they take care of potential obstacles to TQM implementation
success and enable the business to gain from the system.

8. Toyota production system (House of Quality)

 (Total Quality Management Approach, n.d.)
Two main pillars:
 JIT (the most visible and highly publicised elements of TPS) (the most visible and
highly publicised characteristics of TPS)
 The Jidoka (never letting a defect pass to the next station; and freeing people from
machines)
 Base: Heijunka - Leveling out the volume and variety of production schedule. For the
system to remain stable and to accommodate the smallest amount of inventory,
levelled production is required. Part shortages will result from significant increases in
the manufacturing of some varieties while ignoring others unless enormous inventories
are maintained.
 JIT refers to eliminating as much inventory as possible from operations to protect them
from production-related issues.
 Making a single item at the rate of client demand, or takt, is the optimum one-piece
flow (German for meter).
 Smaller buffers make quality flaws more obvious right away, which reinforces jidoka
and can stop production (Andon). Once the issue has been resolved, the production
line is restarted.
  The Andon and less inventory make workers work faster.
 If the same issue recurs, management becomes aware of the seriousness of the
situation and makes an investment in Total Productive Maintenance, where everyone
is taught how to clean, inspect, and repair equipment.
 In a conventional system, there is no sense of urgency if a machine malfunctions
because maintenance is scheduled to fix it while production continues to burn up
inventories.
 Because system stability can only be achieved via constant improvement, people are
the focus of the home.
 By continually posing the question of why the issue actually arises, people must be
taught to recognise waste and address issues at their source. n.d. (Toyota Production
System)
 Kaizen: Muda (non-value added) exist everywhere related to people, material and
facilities, or the production set-up itself. Kaizen refers to the series of activities
whereby instances of Muda are eliminated one by one at minimal cost, by workers
pooling their wisdom and increasing efficiency in a timely manner. Kaizen activities
typically emphasize manual work operations rather than equipment. Also, Kaizen is
not an activity to be performed by a specialist, but can be in fact should be performed
by all employees at each job site.

9. Result and Discussion

Toyota employs workers with a variety of skills in a centralized maintenance department. The
advantages of decentralized maintenance come from the application of MTs. These MTs have
mastered their fields. However, the restricted availability of maintenance staff necessitates
the use of individuals with several skill sets.
Toyota also gathers information for research and identifying trends. For identifying and
establishing standards and methods for preventive maintenance, there should be enough data
on the trend and pattern of equipment performance available. The expenses of preventative
maintenance and repairs, run-to-failure versus preventive maintenance, and failure history
might all be calculated using this data. (The Toyota Total Productive Maintenance website,
n.d). Additionally, organizations need to assess how organizational structure and processes
affect preventive maintenance. A significant impact on staff morale, productivity, and
effectiveness can result from changes in these. Preventive maintenance management requires
a long-term commitment to the objective and pays off in the end, as Toyota has
demonstrated.
At Toyota, a tool's shadow was painted on the wall to show where it should be placed.
SOPs pasted externally; Kanban cards.
Signals from Andon.
• Toyota's office auditing system.
• System for one-page reports
.

10. Conclusion

Another noteworthy accomplishment of the work is the in-depth analysis of Toyota's

TQM approach, which provides a case study of TQM implementation done right. Toyota
has used TQM for many years to raise the caliber of its products and increase customer
satisfaction. The Toyota TQM processes are effective because the company's TQM
methodology is adhered to in its TQM approach. For instance, Kiran (2017) emphasizes
that the characteristics essential to successful implementation include client attention,
comprehensiveness, and the usage of trustworthy tools. As a result, by examining
Toyota's TQM strategy, the study explored industry best practices that might be applied
to attempts to enhance quality in numerous different contexts.

11. References

Total Quality Management Approach. (n.d.). Retrieved from https://peachyessay.com/sample-

essay/toyota-total-quality-management-approach/

Toyota Production System. (n.d.). Retrieved from https://www.slideserve.com/benita/the-toyota-

production-system

Toyota Total Productive Maintanance. (n.d.). Retrieved from

https://www.reliableplant.com/Read/8417/toyota-total-productive-maintenance