Page 268 - Toyota Under Fire

Index

ABC, 125, 143-145, 230 Complexity, managing, 51–55
Agata, Tetsuo, 28n, 37–39 Congressional hearings, 115–120
Andon cord, 5, 13, 53 Consumer Reports, xx, xxii, 22, 81,
Antis, Dan, 49–50 140–141, 158-159, 190, 195,
Anwyl, Jeremy, 72–73, 80, 82, 143, 197, 228
145, 149, 157, 198, 228–230 Consumer Safety Advisory, 67–68
Containing the crisis, 137–153
Bensinger, Ken, 83 by getting ahead of the story, 143–
Bernard, Frank, 64–65 151
Blue Springs, Mississippi plant, 34 by responding to customer con-
Board of directors, 20, 28–30 cerns, 138–143
Brake problems, 112–115 by setting the stage for continuous
Braley, Bruce, 120 improvement, 151–153
Brand damage, 196–198, 235 Continuous improvement, 6, 12, 16,
Brownlee, Bruce, 199 151–153
Buyer, Steve, 118 Cook, John, 144
Core values, 12–17
Call centers, 133–137, 210 Cost-cutting measures, 38–43
Carter, Bob, 109, 129–132, 168 CTS, 95, 96, 98, 108
Champion, David, 81, 140, 228, 231 Culture, 10–17, 200–226
Chief quality officers (CQOs), 139– and crisis response, 201–215
140, 174, 208 globalizing, 11, 224–226
Cho, Fujio, 1, 11, 14, 27, 29 of responsibility, 214–218
Chrysler, 160, 161 weaknesses in, 218–224
Collins, Jim, 222 Customer loyalty, 2, 190–192
Communication problems, 211 Customers, 7
flow of information to engineers, call center interactions with, 133–
183–184 137
during height of recall crisis, 102– dealers’ interactions with, 130–133
105 listening to, 162, 172–180
in issuing recalls, 233 putting customers first, 106, 177–
as root cause of crisis, 162, 170– 178, 180–186
172 responding to concerns of, 138–143

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