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    Delegating Full Responsibility of The Product Project Management To Chassisco

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    seff ongca
    The main contributors to the crisis at ChassisCo's Athens plant were delegating full project management responsibility to ChassisCo without proper oversight, Toyota conducting a late audit that revealed major issues, and relocating expert employees which lowered productivity. ChassisCo's options to resolve the crisis included shifting to a more Toyota-compatible culture, obtaining new suppliers, and improving staff resources and quality/cost issues. Toyota's options were to stop assuming suppliers could handle increased responsibilities, consider new suppliers, and stay open to risks raised by supplier-side workers.

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    Delegating Full Responsibility of The Product Project Management To Chassisco

    Uploaded by

    seff ongca
    89 views2 pages
    The main contributors to the crisis at ChassisCo's Athens plant were delegating full project management responsibility to ChassisCo without proper oversight, Toyota conducting a late audit that revealed major issues, and relocating expert employees which lowered productivity. ChassisCo's options to resolve the crisis included shifting to a more Toyota-compatible culture, obtaining new suppliers, and improving staff resources and quality/cost issues. Toyota's options were to stop assuming suppliers could handle increased responsibilities, consider new suppliers, and stay open to risks raised by supplier-side workers.

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    OPMAN ASSIGNMENT

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    The main contributors to the crisis at ChassisCo's Athens plant were delegating full project management responsibility to ChassisCo without proper oversight, Toyota conducting a late audit that revealed major issues, and relocating expert employees which lowered productivity. ChassisCo's options to resolve the crisis included shifting to a more Toyota-compatible culture, obtaining new suppliers, and improving staff resources and quality/cost issues. Toyota's options were to stop assuming suppliers could handle increased responsibilities, consider new suppliers, and stay open to risks raised by supplier-side workers.

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    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    89 views2 pages

    Delegating Full Responsibility of The Product Project Management To Chassisco

    Uploaded by

    seff ongca
    The main contributors to the crisis at ChassisCo's Athens plant were delegating full project management responsibility to ChassisCo without proper oversight, Toyota conducting a late audit that revealed major issues, and relocating expert employees which lowered productivity. ChassisCo's options to resolve the crisis included shifting to a more Toyota-compatible culture, obtaining new suppliers, and improving staff resources and quality/cost issues. Toyota's options were to stop assuming suppliers could handle increased responsibilities, consider new suppliers, and stay open to risks raised by supplier-side workers.

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    1. What are the main contributors for the crisis?

    The main contributors of the crisis at ChassisCo's Athens plants are listed below
    Delegating full responsibility of the product Project Management to ChassisCo
    After the successful launch of Toyota 1997 Suprima, ChassisCo adamantly took the
    responsibility of project management of 2003 Suprima with only technological support
    provided by Toyota. This was one of the core issue of the crisis. This is because the
    independent model by which the Toyota manufactures requires much diligence, careful
    planning, stringent supervision, regular inspection and sufficient book keeping. The success
    of 1997 Suprima & Responsa led ChassisCo to believe that they fully understood Toyota's
    model of TPS and JIT which was actually not true.
     
    Toyota’s late audit
    As Toyota delegated responsibility of project management to ChassisCo, they also
    neglected to check on the progress of the project time to time. TPS flows in a way where
    small problems arises continuously and these are solved with efficiency. When Walt
    Bernstein finally went to visit the supplier he found how far behind the project were. A
    routinely audit could have spared them from these problems.
      
    Not having enough experts on project
    With the success of 1997 Suprima and 1999 Responsa ChassisCo had an unprecendented
    number of new launchings with a wide customer base. They had to relocate their expert
    employees elsewhere and this lowered the productivity, knowledge and team spirit of
    Athen's branch.
    ChassisCo's responsibility
     Lack of knowledge in project management
     Reduce shared information to employees and clients.
     Company's global development decentralization
     Insufficient Manpower
     Lack of knowledge on Technical Instruction Sheet
     Failure to communicate with Toyota on unrealistic product price.
     Failure to audit and standardized suppliers
    Toyota's responsibility
     Lack of supervision from Toyota as they outsourced everything (sourcing, incoming
    logistics and inventory management) to ChassisCo
     Slow detention on potential problems

     
    2. What are ChassisCo's options for resolving the crisis ?
     ChassisCo must shift its culture towards one more compatible with Toyota by means
    to escalate risks in time. By doing this, it will help to solve risks swiftly and prevent
    further stalling of operations.
     Evaluate for getting a new suppliers that could increase the quality and compatibility
    for manufacturing process.
     Come out with the most experienced staff resources especially expertise and
    engineers in the cradle production in order to tackle problem arises.
     Improve their quality concerns and fix their cost issues .
     
    What would you do if you were in charge?
    If I were in charge, I would identify and prioritize the problem, also develop the
    activities checklist for the plant to work on. Next, followed all standard procedure for
    overseeing a problematic suppliers as they had a greater responsibility to improve
    operations. Other than that, planning the job design and human resources properly ,
    the scheduling of the job and Total Quality Management (TQM) to prevent the further
    critical issues arise.
     
     
     
     
     
    3. What are Toyota's options for resolving the crisis?
     Toyota should stop assuming that their suppliers are perfectly fit for any increase in
    responsibilities especially those supplier from different cultures.
     Toyota also should consider in getting new suppliers that could increase the quality
    and compatibility of their manufacturing processes.
     Toyota should stay open and listen to the risks issued by the people working on the
    supplier side. Particularly with those risks related to a constraint in capacity or
    quality.
     
    What would you do if you were in charge?
     My first recommendation to Toyota is too never assume that their suppliers are going
    to be able to undertake a significant increase in responsibility, especially when they
    do not fully know the Toyota way of doing things.
     In the future if they do attempt to make a similar partnership with a supplier that they
    employ an experienced Toyota champion to oversee the entire operation for at least
    a year until they are absolutely certain they are sufficient on their own.

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