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Overview of the Process in Toyota Motors

Toyota Motors operationalize its process in the same way as other organizations or companies. It is the process in which inputs are converted to the output by a design which is systematically controlled and directed (Swink et al., 2017). Therefore, the conversion of inputs into products and services for meeting the needs of internal and external customers of Toyota Motors is referred to as the operational process. The organization and designing of Toyota Motor’s production system are systematic. Hence, it is controlled and directed by Toyota Motor’s upper management.

The process of the customer relationship is about the attraction of the prospect of familiar people towards the motives of the company and built a customer. It is the process that identifies the wants and needs of the customers, and according to these needs, a product is created. The systematic procedure of this process combines many different steps, and for instance, the input requires workers, managers, equipment, materials, facilities, and resources. These inputs which Toyota Motors create for its customers form the bases for the outcome of the product (Rasi, Rakiman & Ahmad, 2015).

The working of management starts after the inputs are available or provided so that inputs come into process stage. The process impacts the internal and external customers of the company. Consequently, the needs and wants of the customers are contingent on the process of productions for the cars. The department of production manages to accomplish these necessities or requirements related to the product of every individual. After the input processing, the final product is created.

Constraints

Toyota Motors is facing different constraints in the systematic processing of its products. The capacity bottleneck is a particular type of constraint which is the constraint to the resources (Fujimoto, 2018). It is limiting the resources of the organization, demand fluctuation, the volume of production, and product mix. The operations managers are involved in managing this type of constraints. Therefore, it is necessary for them to identify the constraints and ensure that bottleneck is always busy, so things are not piled up in it. The resources can be saved by reusing or recycling the parts and components of already made but useless products which are no longer needed by the customers. This way it will fulfill the depletion of resources, as well as it will make the use of worn out parts efficiently. Lastly, resources are not, and they should be conserved or used very responsibly.

References

Fujimoto, T. (2018). Evolution of Organizational Capabilities in Manufacturing: The Case of the Toyota Motor Corporation. In Industrial Competitiveness and Design Evolution (pp. 191-221). Springer, Tokyo.

Rasi, RZR, Rakiman, US, & Ahmad, MF (2015). Investigating the Relationship Between Lean Production and Operational Performance. Advanced Science Letters.

Swink, M., Melnyk, S. A., Cooper, M. B., & Hartley, J. L. (2017). Managing operations across the supply chain. New York, NY: McGraw-Hill Education.