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CASE 6 : TOYOTA MOTOR CORPORATION, 1.GURJINDER KAUR GILL A/P DARSHAN SINGH…
CASE 6 : TOYOTA MOTOR CORPORATION
MAIN ISSUE
:!!: supervisor is not achieving targe
:!!: manager avoids giving direct negative feedback
:!!: product defects slowly
CAUSES
Toyota Work Culture
focus on harmony and respect :check:
avoid embarrassing others :check:
Communication Style
problems are not clearly addressed :check:
feedback is given indirectly :check:
Manager's Concern
afraid of hurting the supervisor’s feelings :check:
tries to avoid conflict :check:
POSSIBLE RISKS
Increase in product defects :warning:
Customers lose trust :warning:
Higher repair and recall costs :warning:
Damage to Toyota’s reputation :warning:
Lower team performance :warning:
EXPECTED OUTCOMES
Supervisor performance improves :fire:
Fewer defects :fire:
Quality standards maintained :fire:
Respectful culture stays strong :fire:
Stronger continuous improvement mindset :fire:
SOLUTIONS
Delivery Feedback
Talk in private :smiley:
Use a calm and polite tone :smiley:
Discuss the work, not the person :smiley:
Use facts and examples :smiley:
Kaizen (Continuous Improvement)
View mistakes as learning chances :umbrella_on_ground:
Solve problems together :umbrella_on_ground:
Focus on improving the process :umbrella_on_ground:
Performance Improvement Plan (PIP)
List step-by-step improvement actions :
Set a time frame :tada:
Provide training and mentoring :tada:
Set clear quality goals :tada:
1.GURJINDER KAUR GILL A/P DARSHAN SINGH
B25361015
2. KAUSALYA A/P ARUL RAJA
B241161008
3. SHARMILA NAIDU A/P GENGAN
B241161007
4. M HEMANANTHINI A/P MATHIALAGAN
B241161044
