I.

About Toyota Motor Vietnam company

Toyota Motor Vietnam (TMV) was established in September 1995. As one of the first
automobile joint ventures present in the Vietnamese market, Toyota Vietnam always strives to
develop sustainably and together with Vietnam "Towards the future". Toyota Vietnam has been
and will not stop providing high-quality products and perfect after-sales service to bring the
highest satisfaction to customers, as well as actively contribute to the development of Toyota
Motor Vietnam. automobile industry and the country of Vietnam.
Like all Toyota affiliates, Toyota Vietnam guarantees the highest quality standards for all
products it manufactures and sells. With a history of over 30 years, "Toyota Production System"
is a management system created by Toyota that has been applied by many companies in different
countries around the world to optimize productivity and quality.
The features of the "Toyota Production System" include:
- JIT is a system that minimizes inefficiencies by providing the exact details needed for
each production step.
 - JIDOKA is a self-regulating production system that maintains high quality by requiring
each worker to be a supervisor while performing their assembly tasks.
- KAIZEN is the philosophy of "Continuous improvement" to encourage all members of
the company to strive for the highest productivity and quality.
Since TMV's establishment until now, it has continuously grown and continuously grown
not only in terms of production scale but also sales.
II. Oriental human resource management theories in Toyota company
Toyota company has 14 management principles in TPS (Toyota production system). TPS is
a complex manufacturing system that focuses on supporting and encouraging employees to
continuously improve, which helps to reduce waste and best serve customers.
Due to the influence of Eastern culture, Toyota's human resource management is also
influenced by this management style. This style has helped Toyota rise to be one of the world's
leading car manufacturers. They are based on the following principles:
1. Principle “Make management decisions based on a long-term philosophy, even at the
expense of short-term financial goals”
According to Eastern management theory, the method of German rule, Confucius takes
people as the root. Therefore, Toyota is always customer-oriented, so their foundation is to "do
good for the company, employees, customers of Toyota and the whole society".
- For customers: They have confidence with customers who will return, and they will bring
more revenue through the introduction of the company's products. One of the key factors to
Toyota's success is that they live by the philosophy of mutual trust and the spirit of "do it
yourself". This is reflected in the fact that they create their own luxury car division - the Lexus,
instead of buying it from another company.
- For employees: Toyota is not only customer-centric, but employees are also the key to
helping them develop the company. They see that creating jobs for employees is a way to
improve productivity for businesses.
 2. Principle “Standardization of work is the foundation for continuous improvement and
employee motivation”
Toyota also uses the method of France rule, which is a policy that must be concretized into
operations and processes so that ordinary people can also learn and implement it.
At Toyota, workers are encouraged to implement improvements to the production process,
but the improvement must show rationality with the scientific method, the improvement must be
implemented under the supervision of a manager. Competent management and the new process
should be documented with details of content, sequence, timing, and results. Toyota first
implements the proposed changes on a small scale on a trial basis, and if it works, they
implement the change throughout its production operations.
3. Principle “Develop leaders who deeply understand your work, life philosophy and
communicate it to others”
Toyota applies the principle of employee training by setting an example or teaching, so
managers must be an example for employees to learn and follow. Furthermore, they also
encourage cooperation between managers and employees in making business decisions and
policies. This helps employees and managers get closer to each other, as well as employees are
valued more.
Toyota Company is always looking for leaders within the organization instead of looking
from outside. They select people with experience and ability in the department to promote.
They are also willing to change the company's culture if there is a new leader. Toyota
believes that organizational leaders live and understand Toyota's culture.
4. The principle of "Testing yourself to fully understand an issue"
Toyota always applies the doctrine of France rule which is practicality. Everyone is
responsible for the reports and information they provide to other people. All information must be
sourced and they must observe and verify the information themselves.
5. Principle “Decision must be slow after considering all possibilities and having
consensus, implementing it quickly”
Any consensus among individuals will lead to quicker solutions and decisions. For Toyota,
the way a decision is made is just as important as the quality of the decision. Every decision must
be chosen and made quickly but carefully.
The five key factors in Toyota's decision-making are:
- Find out what's going on
- Understand the cause of the problem: Ask why 5 times
- Broadly consider alternative solutions and develop a detailed rationale for the preferred or
chosen solution.
- Create a consensus with team, employees and suppliers
- Use effective communication channels to transmit from step 1 to step 4
In addition, Toyota Company also applies Eastern management to the art of behaviour,
which is always focused on collective decisions. Managers must always know how to mingle with
colleagues, putting the collective above the individual. They have to make sure that every
employee doesn't have to be afraid to stand in front of their leaders every time something goes
wrong.
III. Comparing Eastern Human Resource Management and Vietnamese Human
Resource Management Thought (Ho Chi Minh Thought)
Alike:
- These management ideas are mixed with philosophical, political, legal, and ethical ideas
- All have a reasonable management purpose to rule the world
Different:
Eastern Human Resource Management
The method of German The method of France Ho Chi Minh Thought
rule rule
Origin of All originated in ancient China Fusion of East and West
thought
According to Confucius, According to the theory Appreciate human values
Perspectives morality is the root of of Han Fei, which is
on people man based on the perception
of human nature
- Confucius mastered the - Han Fei advocates - People are self-trained
rule of people by virtue respect for the law and and fostered. Everyone
- Managers must he considers the law to needs a plan, a sense of
cultivate the necessary be the standard of all learning anytime,
virtues. behaviour in behaviour anywhere
- The principle of - He built the study of - Being trained and
"leading the past" and human resource fostered at school
promoting people with management around according to the system
integrity, objectivity three categories of law, - Just trained and
without prejudice, the world, and art practice
Managemen basic management - He advocates that - Remuneration must be
t thought method is to set an management must be fair and realistic with
example and teach. concretized into human labor
- The method of German operations and processes
rule follows the idea of so that ordinary people
fair and equitable can learn and implement.
distribution "Not afraid - He advocates using
of lack, just afraid of people to have the right
unevenness" image, according to the
objective process, to be
treated according to clear
principles and rules.