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Forever Changing Toyota's Customer Service Image by Using the Most Updated Information Technology

Autor:   •  October 2, 2013  •  Case Study  •  1,641 Words (7 Pages)  •  1,417 Views

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Forever changing Toyota's customer service image by using the most updated Information Technology!

John Waters

Course Project MIS 535

Graduate Faculty

Keller School Management of Devry Manassas VA.

in Partial Fulfillment of

The Requirements for the Degree


Masters of Project Management

Professor -------------------


John Waters

Keller School of Management of Devry, 2013

Course Project MIS 535 Dr. ______________

This course project pertains to the revision of the Intelligence Technology within the Customer Service Department of Toyota Corporation. From 2009-2011 Toyota experienced a series of problems with their vehicles. The floor mats, sticking accelerator and unknown brake problems forced Toyota to make revisions that changed their production life cycle. These changes were revolved around upgrading Toyota's overall way of looking at the Intelligence Technology along with restructuring the management so that clients benefited from change management procedures.

The floor mat recall triggered a public scolding from the National Highway Traffic Safety Administration, the government agency that monitors vehicle safety. The NHTSA statement on Nov. 4, 2010 accused the automaker of putting out "inaccurate and misleading information" by saying the agency had concluded that there wasn't a safety problem in vehicles that had no mats, or in which mats fit correctly. NHTSA said it had, in fact, cited additional potential factors and that removing the mats, as Toyota urged, was merely an interim solution that didn't fix any underlying problem. (Healy, 2010) This caused a wave of complaints in which ultimately caused major problems within the customer service departments due to untimely delays and mishaps.

Brief History of Toyota

In 1926 Kiichiro/Sakachi (son) Toyoda started as Toyoda Automatic Loom Works, Ltd., which was a series of manual and machine-powered looms. In 1929 Kiichiro Toyoda had traveled to Europe and the United States to investigate an automobile production. In 1933 with the company being a division of Toyoda Automatic Loom Works devoted to the production of automobiles under the direction of the founder's son, Kiichiro Toyoda. 1930 they had begun researching gasoline-powered


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