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PIO Toyota

Toyota developed five principles in 1935 that became known as "The Toyota Way", which emphasizes continuous improvement, challenging themselves, respect for people, and teamwork. Toyota faced human resources problems as it rapidly expanded globally, including lack of workers with new technologies experience, high employee turnover, and not enough training coordinators. Toyota addressed this by formally documenting their principles, keeping older retired workers, allowing employees to work globally, creating new training facilities, and hiring foreign coordinators. Going forward, Toyota must balance short and long-term goals, their Japanese and global identities, and incremental and radical changes, while improving quality and reducing costs.

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247 views9 pages

PIO Toyota

Toyota developed five principles in 1935 that became known as "The Toyota Way", which emphasizes continuous improvement, challenging themselves, respect for people, and teamwork. Toyota faced human resources problems as it rapidly expanded globally, including lack of workers with new technologies experience, high employee turnover, and not enough training coordinators. Toyota addressed this by formally documenting their principles, keeping older retired workers, allowing employees to work globally, creating new training facilities, and hiring foreign coordinators. Going forward, Toyota must balance short and long-term goals, their Japanese and global identities, and incremental and radical changes, while improving quality and reducing costs.

Uploaded by

Brago Ajp
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PPTX, PDF, TXT or read online on Scribd
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Background

Toyotas way is to measure everything


Toyota known as the automotive brands in terms of reliability, initial quality, and long term durability

Toyota Motor Corp. has become one of the most successful companies in the world today
Toyotas ascension is best captured by the Japanese word jojo: slowly, gradually, and steadily.

Background
The Toyota Way
Toyota has developed distinct business beliefs and methods whose origins lie in five principles laid down in 1935 by the original companys founder, Saikichi Toyoda. Toyota way formally introduced in 2001 when they recon that they needed a rigorous training for all of their new employee, inside or outside Japan

Background
Two pillars of Toyotas way
1. 2. Continuous Improvement Challenge Forming a long-term vision, meeting challenges with courage and creativity to realize our dreams. Kaizen Continuous improvement, improving operations continuously, driving on innovation and evolution Genchi genbutsu Go and see for yourself, Go to the source to find the facts to make correct decisions, build consensus, and achieve our goals. Respect for People Respect Making every effort to understand each other, take responsibility, and do our best to build mutual trust Teamwork Stimulating personal and professional growth, share the opportunities of development, and maximize individual and team performance

Toyotas Problem
1. Quality Compromised and Late Development Toyota worry about being 2nd in terms of quality, and technology. In 2006 they have quality issues that they have to recall more than 1 million cars because of design flaws
Lack of HR Technical Skills Toyota not having enough people to sustain the global growth. They face many turnover from their employees, and to nurture Toyotas way to new employee require a lot of time 2.

3.

Straining to keep Up with the Company's Pace Almost every aspect of Toyota Motor Corps. Is training to keep pace with companys rapid expansion and technological change
Different Demands from Every Region Demand for people is complicated by many factors: long life product life cycle, safety, large and complex supplier networks, and increasing technology, environment concern, and comfort.

4.

Toyotas HR Problem
Lack of workers that specialized in new technologies and global experience because of Toyotas rapid expansion
Lack training in the class Takes a lot of time to develop Toyota people Coordinators only Japanese people The moment they start to operate, employee turnover begins Lack of coordinator to training people, only 2000 coordinators available to train all Toyotas employee

Solution
Formally documented Toyotas way
Toyota retains their employee, especially who are over 60 years old to keep working

Giving freedom to choose working local or abroad for their employee


Created several new training facilities

Acquiring abroad employee to become coordinator

Moving Forward
Toyotas future will depend on its ability to strike the right balance between the short term and the long term; between being japanese company and being a global company; between the manufacturing culture of Toyota city and the design of Los Angeles
Toyota also have to balance incremental improvements with radical reform, improve product quality, keep reducing production cost, developing human resources

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