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1 Running Head: Defining the Process Improvement Scope Defining the Process Improvement Scope: Assessment 3 Ashley Langdon Capella University
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2 Running Head: Defining the Process Improvement Scope Abstract Defining Process Improvement Process Improvement is done in an effort to improve existing processes to make a company more successful and/or to prevent catastrophic loss within a company. Business is ever evolving. In order to stay competitive management must recognize the importance of process improvement and strive to do so. The accelerator crisis of 2010 that Toyota suffered gave the company an opportunity to reexamine its processes and make changes that could prevent this from happening in the future. This analysis will address the improvements that can be made in the oversight committee, a key process in the Compliance Committee Model, Toyota utilizes currently. Improvements to be made include: 1. Recognizing how the demand for growth compromised the established internal processes like the oversight committee. 2. Enhancing educational opportunities, and additional training to members of the oversight committee to maximize the role of this committee in the Compliance Committee Model. 3. Reexamining budget and adjusting dollars spent elsewhere to strengthen the oversight committee. 4. Reestablish the culture of the company. The oversight committee was developed in 2005 and it wasn’t until 2009 when utilization of this committee began to dwindle, shortly following that was the beginning of the 2010 accelerator crisis. This is a correlation between operations and processes that began to fail due to various causes and the effect was significant.
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3 Running Head: Defining the Process Improvement Scope Defining the Process Figure 1: Defining the Process To define the process in this analysis, a Fishbone Diagram was used. A fishbone diagram identifies the causes that lead to an effect. In this fishbone diagram four causes have been identified that led to the effect, a disassembled oversight committee and compliance model; (1.) Disassembled oversight committee and compliance model 1. Quantity versus Quality 2. Committee members who lack: Education Resources Materials 3. Cost of quality 4. Attitude
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4 Running Head: Defining the Process Improvement Scope quantity versus quality (2.) committee members who lack education, resources, and materials (3.) cost (4.) attitude. How each of these causes contributed to the effect will be further examined.
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