Business Analysis of Toyota

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Use this template to operate business impact analyses. Formulate questions to elicit responses for insertion into particular categories. Organizing all columns into a spreadsheet simplifies the analysis process. This collection of records facilitates the process of figuring out the most critical business functions, the monetary and operational impact if they are disrupted, strategies to get better them and time frame targets to attain recovery.
BU Name Head Count Parent Process Priority Ranking RTO RPO PP Depends on PP Required by Toyota
300 Manufacturing of automobiles Very important 2 days 1 day Fuel Total System Corp. AISIN Car Dealership
Business Unit Name – Self-explanatory
Head Count – Number of full-time staff in the business unit
Parent Process – Brief description of the principal activities the unit performs, e.g., sales, contractor interface, or investor relationship management
Priority Ranking – Subjective ranking of parent process(es) according to criticality to the business unit
Recovery Time Objective – Time needed to recover the parent process to business almost as usual following a disruption
Recovery Point Objective – Point in time to which parent process work should be restored following a disruption
Parent Process Depends On – Names of organizations and/or processes the parent process needs for normal operations
Parent Process Required By – Names of organizations and/or processes that need the parent process for normal operations

Sub-Process Priority Ranking RTO RPO SP Depends on SP Required by Quantitative Impact Quality Assurance Important and necessary 2 days TIAHO Manufacturing Toyota Assembly 300 Million USD
Sub-Process – Brief description of supporting activities the unit performs, e.g., sales analysis, financial analysis
Priority Ranking – Subjective ranking of sub-process(es) according to criticality to the business unit
Recovery Time Objective – Time needed to recover the sub-process to business almost as usual following a disruption
Recovery Point Objective – Point in time to which sub-process work should be restored following a disruption
Sub-Process Depends On – Names of organizations and/or processes the sub-process needs for normal operations
Sub-Process Required By – Names of organizations and/or processes that need the sub-process for normal operations
Quantitative Impact – Financial amount associated with the parent process, e.g., annual revenue generated by the process
Time Needed to Recover Staff Qualitative Impact < 4 hrs 1 day 3 days 1 week 2 weeks > 2 weeks Loss of reputation Time taken to recover all employees
Qualitative Impact – Non-financial impact to the company, e.g., loss of reputation, loss of customers
Time Needed to Recover Staff – Indicates how many staff can be recovered to “business almost as usual” within specific time frames

Technology / Services Recovery Time Recovery Strategy < 4 hrs 1 day 3 days 1 week 2 weeks > 2 weeks Comments Recalling of goods Ideal time For all automobiles to be recovered Compensating affected customers Ideal time Ensures that all affected parties are taken care of Stopping manufacturing of a certain part to discover its flaw Time taken The quality assurance department takes a look into the flawed part instead of mass producing a defective item.
Recovery Strategy – Describes actions the business unit can take to recover to a “business almost as usual” state, e.g., work from home, relocate to an alternate area, recover to a hot site
Technology / Services Recovery Time – In each space list the critical systems, network services, etc. that must be recovered within the specific time frame
Comments – Self-explanatory

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