But the over-confidant Toyota had placed volume of cars above all else. Many of their new hires and vendors were also not adequately trained in the methods of Total Quality Management since continuous improvement had ceased to matter to the company.
Another problem was that decisions were centralized causing many of the problems of logical regions to be glossed over. The customer perspective was ignored with the company working form their own self-centered stance and interests. This resulted in failures of cars and breakdowns.
Toyota's next step was decision-making.
Toyota decided to reaffirm their values of placing safety and quality the highest on their list of priorities as well as to embrace their philosophy of continuous improvement (namely Total Quality Management (TQM) or Kaizen ). Toyota also formed a quality advisory group composed of globally respected and objective experts in order to ensure that no misguided decisions were made. Other decision included plan to create a response system that would be able to respond to any quality incident within twenty four hours of it being reported in the United States;...
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