How the corporate strategy of Toyota has evolved from the 30s up to 2010? 2. Describe the elements of the TPS system. Do you know any other “lean” firms? 3. Comment on Toyota’s focus on the customer. How this approach is related to quality? 4. Describe Toyota’s supply chain network (complexity of global SC) 5. Under your point of view, which are the reasons behind Toyota’s recalls? 6. Describe the communication actions Toyota undertook for dealing with the recall’s crisis Analysis questions:
Crisis management. How do you assess the way Toyota managed the recalls crisis? Under your point of view, which reasons are behind Toyota’s first approach to the recall’s crisis? 2. How can Toyota come back to their quality principles while managing a complex global supply chain network and keeping a fast innovation/ new products development pace? 3. Evaluate the external failure costs of the Toyota recall’s crisis (max 3 pages) CASE STUDY 5. THE TAO OF TIMBUK2 1.
Consider the two categories of products that Timbuk2 makes and sells. For the custom messenger bag, what are the key competitive dimensions that are driving sales? Are the competitive priorities different for the new laptop bags sourced in China? 2. Draw two diagrams, one depicting the value chain for the products made in China and the other depicting the bags produced in San Francisco. Show all the major steps, including raw material, manufacturing, finished goods, distribution inventory and transportation.
Other than the manufacturing cost, what other cost should Timbuk2 consider when making the sourcing decision? Use the value chain framework from Porter and Kramer paper to map all the value chain impacts. 3. Design a strategic CSR agenda for Timbuk2, taking into account the San Francisco and China manufacturing facilities. Who are the stakeholders? Which issues should be a priority in Timbuk2’s agenda? (max 2 pages)
The Research paper on Case Study Toyota crisis
Organizational Crisis negatively effect organization’s name and image, as well as adversely impact employee by instilling doubt, insecurity and distrust (Tahmicioglu, 2010). Employees are directly effected by the crisis, as they are the primary stakeholders (Obston, 2014) and brand ambassadors of the company. Thus, to ensure wellbeing of employees, especially in time of catastrophe, they should be ...
