「トヨタ・リコール問題」とは？
クライシス・マネジメントのアサインメント課題の「トヨタ・リコール問題」について考えています。２００９年～２０１１年におもにアメリカで起こった大騒ぎはいったいなんだったんでしょう？本当にトヨタ車に致命的な欠陥があったのでしょうか？それともトヨタ・バッシングはアメリカ政府の中間選挙対策とGMの再生計画の一環だったのでしょうか？現在、ジャーナルを検索して読んでいますが、なかなか真相が分かりません。以下は現段階で分かっている事を簡単にまとめてみました。
締め切りは今週の木曜日、１４日です。詳しい方がいらっしゃればコメント頂ければと存じます。
Toyota Crisis Management
On February 8, 2011, the long-awaited US government investigation of Toyota’s unintended acceleration was published. The report indicated no link between electric throttles and unintended acceleration in Toyota vehicles. It stated that the problems, which included mechanical defects, were fixed in previous recalls. The report also gave credence to the argument that the government, media and other entities may have blown the crisis out of proportion. Before reading about the case, I did not know the outcome of a series of recalls of Toyota vehicles. Toyota clearly made a huge mistake in its initial pre-crisis response, in ignoring consumers' voices related to the safety of their vehicles. Safety should be stated as a first priority instead of market share or profitability. However, I totally misunderstood the Toyota crisis, which was mainly caused by the US government and media’s overstating of the facts without a detailed investigation.
Toyota recalled 55,000 vehicles for floor mats that ran the risk of sliding forward and trapping the gas pedal. This issue became a public concern in August 2009 when an accident was caused by a Lexus which had accelerated out of control. The mistake of Toyota’s crisis management was in the pre-crisis stage of unintended acceleration in the fall of 2007. A lack of response or no action of the issue made an international consumer safety, financial and public relations disaster. If Toyota had recognized or/and acknowledged the issue earlier, they would have dealt with the problem easily, preventing other unnecessary recalls and extensive media awareness. They may have lost their sense of operational balance and fell victim to the arrogance of their success and power. In addition, appropriate information systems, planning procedures, and decision-making techniques would be the heart of this exercise.
In short, a slow initial pre-crisis response, poor communication with the public about the problem, and too little compassion and concern for consumers caused the crisis. Toyota is now working on a process to engage the voice of stakeholders all over the world to inform corporate leaders in a timely manner of potential problems. Toyota is also creating a new corporate position for product safety. These activities will help to restore Toyota’s reputation and ensure a healthier finance future.
This incident can be a valuable lesson in teaching the importance of humility for improvement of corporate activity and operation management, while corporate arrogance may have become the assassin of the company’s recognized success.
写真上２枚 ランカスターから車で約１時間のカンブリア州のバロー・イン・ファーネス
Irish Sea from Barrow-in-Furness
クライシス・マネジメントのアサインメント課題の「トヨタ・リコール問題」について考えています。２００９年～２０１１年におもにアメリカで起こった大騒ぎはいったいなんだったんでしょう？本当にトヨタ車に致命的な欠陥があったのでしょうか？それともトヨタ・バッシングはアメリカ政府の中間選挙対策とGMの再生計画の一環だったのでしょうか？現在、ジャーナルを検索して読んでいますが、なかなか真相が分かりません。以下は現段階で分かっている事を簡単にまとめてみました。
締め切りは今週の木曜日、１４日です。詳しい方がいらっしゃればコメント頂ければと存じます。
Toyota Crisis Management
On February 8, 2011, the long-awaited US government investigation of Toyota’s unintended acceleration was published. The report indicated no link between electric throttles and unintended acceleration in Toyota vehicles. It stated that the problems, which included mechanical defects, were fixed in previous recalls. The report also gave credence to the argument that the government, media and other entities may have blown the crisis out of proportion. Before reading about the case, I did not know the outcome of a series of recalls of Toyota vehicles. Toyota clearly made a huge mistake in its initial pre-crisis response, in ignoring consumers' voices related to the safety of their vehicles. Safety should be stated as a first priority instead of market share or profitability. However, I totally misunderstood the Toyota crisis, which was mainly caused by the US government and media’s overstating of the facts without a detailed investigation.
Toyota recalled 55,000 vehicles for floor mats that ran the risk of sliding forward and trapping the gas pedal. This issue became a public concern in August 2009 when an accident was caused by a Lexus which had accelerated out of control. The mistake of Toyota’s crisis management was in the pre-crisis stage of unintended acceleration in the fall of 2007. A lack of response or no action of the issue made an international consumer safety, financial and public relations disaster. If Toyota had recognized or/and acknowledged the issue earlier, they would have dealt with the problem easily, preventing other unnecessary recalls and extensive media awareness. They may have lost their sense of operational balance and fell victim to the arrogance of their success and power. In addition, appropriate information systems, planning procedures, and decision-making techniques would be the heart of this exercise.
In short, a slow initial pre-crisis response, poor communication with the public about the problem, and too little compassion and concern for consumers caused the crisis. Toyota is now working on a process to engage the voice of stakeholders all over the world to inform corporate leaders in a timely manner of potential problems. Toyota is also creating a new corporate position for product safety. These activities will help to restore Toyota’s reputation and ensure a healthier finance future.
This incident can be a valuable lesson in teaching the importance of humility for improvement of corporate activity and operation management, while corporate arrogance may have become the assassin of the company’s recognized success.
写真上２枚 ランカスターから車で約１時間のカンブリア州のバロー・イン・ファーネス
Irish Sea from Barrow-in-Furness
