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Toyota executives lead the customer satisfaction committee at TMS and TMC These committees help establish the link between marketing strategies and operational realities of the organization DEVELOPMENT OF CUSTOMER SATISFACTION COMMITTEE One of Toyotas key indicators of its performance for customer satisfaction is initial quality or the quality percieved by the customer in the first few months of ownership The JD Power initial survey provides feedback on quality to automobile producers individual diagnostics and comparison to competition Toyota was not ranked number one in customer satisfaction by JD Power and found out they had a lot of room for improvemnt In 1986 TMSUSA made a strong proposal to TMCJapan stating that Toyota should be number one The proposal implied that TMC should improve product quality in the plants to achieve that number one ranking In 1987 TMC began to persue the proposal The initiative to improve the customer satisfaction came to be referred to as J1 ESTABLISHMENT OF TMCS CUSTOMER SATISFACTION COMMITTEE In 1988 TMC established a committee structure specifically to accomplish the J1 objective for customer satisfaction There were three subcommittees involved to address specific customer satisfaction issues product quality domestic sales and service and overseas sale and service INITIAL EFFORT TO IMPROVE QUALITY AT TMC JAPAN TMCS initial efforts for the J1 initiative concentrated on the work of the product quality committee They set out targets and initiated many improvements and were to 60 to 70 percent on their way to achieving their targets when the incongruity between their high quality improvements and lower customer satisfaction rating became obvious TMCs product quality committee relied heavily on TMSs voice-of-customer information and surveys of customers Some of TMCs responses were Door has scratch or grease on the carpet but their audits of the vehicles when leaving Japan had no signs of these The damage must be occurring after they leave Japan THE J1
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