If the principles of CCC21 and Value Innovation were based on the concept that production materials could be halved because they amounted to waste, those initiatives should be discarded. Ideally, Toyota should utilize 100% of the materials that it used prior to CCC21, when all of its quality issues began. The cost-benefit analysis of this return to basics approach of Toyota manufacturing is critical. One the one hand, Toyota will probably ensure a significant raise in cost by utilizing the percentage of materials and time that it took to produce automobiles that it once did. Yet the benefits will certainly outweigh those costs. After Toyota succeeded in dethroning General Motors as the top automobile manufacturer in 2008, it posted several negatives in its profit margins during March of 2009 (in areas such as operating income, non-operating income, income before taxes and others) which indicated that due to the economic crisis at the time (Greto, 2010, p. 18), globalization and leading in sales was not necessarily beneficial. With the economy having stabilized somewhat since then, Toyota's utilization of all of...

Stakeholders will benefit from competitive advantages such as a loyal customer base.
References

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Greto, M., Schotter, a., Teagarden, M. (2010). "Toyota: The accelerator crisis." Thunderbird School of Global Management.

Liker, J. (2004). The 14 Principles of the Toyota Way: An Executive Summary of the Culture Behind TPS. New York: McGraw-Hill.

No author. (2009). "Keiretsu." The Economist. Retrieved from http://www.economist.com/node/14299720

Ohnsman, a., Green, J., Inoue, K. (2010). "The Humbling of Toyota." BusinessWeek. Retrieved from http://www.businessweek.com/magazine/content/10_12/b4171032583967.htm#p2

Yang, C.…