Operations Improvement Plan Essay examples

1652 Words Jul 5th, 2012 7 Pages
U06a1 Operations Improvement Plan
Jessica Horlacher
Capella University
MBA 6022
February 16, 2012
Dr. Huang

Executive Summary

Toyota is one of the leading vehicle manufactures in the world and has faced some challenges throughout the years. This paper will discuss a key issue that Toyota has faced and how they can utilize communication software to improve the business relationship between supplier and Toyota.

Operations Improvement Plan
Introduction
Toyota Overview
Toyota is one of the leading manufacturers of vehicles in the United States and across the globe. Toyota is ranked #55 in Forbes, World’s Biggest Public Companies, and capturing sales of 202.8 billion and a market cap of 137.8 billion as of March 2011
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Toyota offers a supplier support system that “dispatches experts to work with suppliers who ask for assistance in devising and implementing necessary improvements (ToyotaSupplier.com, 2012).” Toyota must be committed to investing in their suppliers and providing the support necessary for them to contribute to the success of Toyota and themselves.

Process Flow Chart Before

Process Flow Chart After

Method of Evaluation SCOR Model
“The Supply Chain Reference model is a supply chain diagnostic tool that provides a cross-industry standard for supply chain management (Russell, R. & Taylor, B. 2009, p. 424).” There are five categories of primary management processes- “plan, source, make, deliver, and return (Russell, R. & Taylor, B. 2009, p. 424).” The SCOR model approach is aligned with the academic and professional work that promotes supply chain architectural design, performance measurement using reliable and consistent data models, and communication of process blueprints (Gulledge, T., Cavusoglu, T., & Kessler, T. nd).
”A primary feature of the SCOR model is the use of a set of performance indicators or “metrics” to measure supply chain performance (Russell, R. & Taylor, B. 2009, p. 424).” The metrics of the SCOR model are categorized as “customer-facing” or “internal-facing” (Russell, R. & Taylor, B. 2009, p. 424).” The SCOR model “measures both a company’s current supply chain

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