References:
• Read Porter’s 1996 article, “What Is Strategy?,” from Harvard Business Review, volume 74, issue 6, pages 61–78. ?You will use this article to respond to the first discussion in this unit.
• Greto, Schotter, and Teagarden’s 2010 case study, Toyota: The Accelerator Crisis. ?You will use this case study to respond to the first discussion in this unit.
For this discussion, read the library article “What Is Strategy?” by Porter (1996) and review the case study Toyota: The Accelerator Crisis (2010) by Greto, Schotter, and Teagarden. Then, respond to the following questions:
• Describe the four basic types of production processes. What are the advantages and disadvantages of each? When should each be used?
• Consider the Porter article in the context of the Toyota accelerator crisis. ?Porter claims that operational effectiveness is not a strategy. Why was operational effectiveness such a focus at Toyota, prior to the recall crisis?
? What are the downsides of lean manufacturing?
? Throughout the recall situation, has Toyota successfully enacted the principles espoused by “the Toyota Way”? What has the company done well, and where is there room for improvement?
? In pursuing its aggressive global expansion, what tradeoffs has Toyota made? How effectively has the company managed the tension between global standardization and local responsiveness? Have the company’s value chain activities been managed effectively?
? Had Toyota sacrificed quality and customer focus at the expense of extreme cost reductions?
? What role has Toyota’s supply chain and keiretsu structure played in the recall?
? What lessons can other companies take from Toyota’s crisis?
Does not explain relevant course concepts, theories, or materials. Explains relevant course concepts, theories, or materials. Applies relevant course concepts, theories, or materials correctly. Analyzes course concepts, theories, or materials correctly, using examples or supporting evidence.
Collaborates with fellow learners, relating the discussion to relevant course concepts.
Does not collaborate with fellow learners. Collaborates with fellow learners without relating discussion to the relevant course concepts. Collaborates with fellow learners, relating the discussion to relevant course concepts. Collaborates with fellow learners, relating the discussion to relevant course concepts and extending the dialogue.
Applies relevant professional, personal, or other real-world experiences.
Does not contribute professional, personal, or other real-world experiences. Contributes professional, personal, or other real-world experiences, but lacks relevance. Applies relevant professional, personal, or other real-world experiences. Applies relevant professional, personal, or other real-world experiences to extend the dialogue.
Supports position with applicable knowledge.
Does not establish relevant position. Establishes relevant position. Supports position with applicable knowledge. Validates position with applicable knowledge.
Participation Guidelines:
Actively participate in discussions. To do this you should create a substantive post for each of the discussion topics. Each post should demonstrate your achievement of the participation criteria. In addition, you should also respond to the posts of at least two of your fellow learners for each discussion question-unless the discussion instructions state otherwise. These responses to other learners should also be substantive posts that contribute to the conversation by asking questions, respectfully debating positions, and presenting supporting information relevant to the topic