Abstract The following is a concise exploration of strategic alignment of an Operations Improvement Plan with Toyota Motor Company as a case study subject. This will include an emphasis on the key leadership misalignments that contributed to the overall quality loss in direct correlation with the mass recalls of components attributing to unintentional acceleration. An analysis of the issues, causes, and recommendations for implementation of the improvement plan have been included with key qualitative and quantitative measurement tools and models. The ultimate goal is to achieve the reputation of high quality and unparalleled safety that Consumers have previously attributed to the Toyota brand