1. The heart of Toyota's strategy in motor vehicles is to out compete rivals by manufacturing world-class, quality vehicles at lower costs and selling them at competitive price levels. Executing this strategy requires top-notch manufacturing capability and super-efficient management of people, equipment, and materials.
Illustration Capsule 10. 2, discusses the principles, practices, and techniques grounded in Toyota's famed Toyota Production System. How does Toyota's philosophy of dealing with defects, empowering employees, and developing capabilities impact strategy execution? Why are its slogans such as "Never be satisfied" and "Ask yourself 'Why?' five times" important?
2. Review the Careers link on L'Oreal's worldwide corporate and click on the company's worldwide corporate Web site option. The section provides extensive information about personal development, international learning opportunities, integration of new hires into existing teams, and other areas of management development.
How do the programs discussed help L'Oreal to hire good people and build core competencies and competitive capabilities? Please use the chapter's discussions of recruiting, training, and retaining capable employees and building core competencies and competitive capabilities as a guide for preparing your answer
3. What are three ways that prescribing new policies and operating procedures act to facilitate strategy execution?
4. What is the difference between Six Sigma DMAIC programs and Six Sigma DMADV programs?
5. What are some of the problems posed by new acquisitions and multinational operations?
6. Illustration Capsule 11.2 provides a sampling of motivational tactics employed by several prominent companies. Discuss how rewards at Google, Lincoln Electric, Nordstrom, W.L. Gore, and Amgen aid in the strategy execution efforts of each company.
7. Discuss culture as an Ally or obstacle to Strategy Execution.
8. Illustration Capsule 11.1 discusses Whirlpool Corporation's Operational Excellence initiative and its use of Six Sigma practices. How did the implementation of the program change the culture and mindset of the company's personnel? List three tangible benefits provided by the program. Explain why a commitment to quality control is important in the appliance industry?
9. What do company executives need to do to lead the Strategy-Execution Process?
10. Go to the company page for John Deere.
Click through several of the tabs provided there (about us, citizenship, careers, etc.) to see what they reveal about the company's culture. What do you think are the key features of their culture?
Based on what you learned about John Deere from answering the previous question, how do you think their culture affects their ability to execute strategy and operate with excellence?
11. What problems has Susan identified with the night shift operations of the Devil's Den? How well does the management team perform such strategy execution processes as competency building, shaping the culture, instituting policies and procedures, establishing control systems, developing reward and discipline systems, and exhibiting ethical leadership?