The Toyota Way: Continuous Improvement And Respect For People

TOYOTA PRODUCTION SYSTEM (TPS) The TPS model depends on its Human Infrastructure. The entire model is base on its PEOPLE & TEAMWORK being successful in doing their job and there buy in to the Key Elements of the TPS culture, which are as follows;  Selection  Ringi decision making  Common Goals  Cross-Trained TPS emphasize the point of its human infrastructure as a “COMMON GOAL” for all personnel in the corporation, which again is emphasize that its employees are its greatest assets as shown by the

Toyota Production System (TPS) on the other hand shifts their focus primarily towards employee empowerment engaging team members to optimize quality by constantly improving processes and eliminating unnecessary waste in all resources. Its main focus is to provide best quality, lowest cost, and shortest lead time through the elimination of waste. A drawback to this system is the high cost and the level of complexity to implement the method.

In the book, The Toyota Way, Jeffery Liker provides an in-depth account of, not only the tools and methods of Toyota’s Production System, but also a broader explanation of the principles at work in the Toyota culture. This philosophy of manufacturing can be summarized through two important pillars: “Continuous Improvement” and “Respect for People.” These pillars help define Toyota’s approach to doing business, were the focus is on continuous learning and embracing change. By incorporating this ideology and its 14 principles into its manufacturing operations, Toyota has become the greatest manufacturer in the world. In this essay, I will provide a synopsis of Toyota’s 14 principles and also offer my own account of lean manufacturing at CNH Industrial.

Toyota uses processes that are both implicit and explicit. Toyota’s operations are enormously flexible and responsive to customer demand. According to ASHP Foundation (2007). Many credit Toyota’s success to aspects of the Toyota Production System, established by Taïchi Ohno and Shigeo Shingo from the late 1950s through 1970 (when it gained the name). It includes aspects of Jidoka, just-in-time production, and kaizen, reducing both inventories and defects. The system is used worldwide, but is only one of the reasons for Toyota’s success. The very rigidity of the operations that makes the flexibility possible. That’s because the company’s operations can be seen as a continuous series of controlled tests.

*“Toyota Service Management and Project Implementation Plan*” Report provides the complete analysis of Toyota and its Production System. The report includes the brief history about organisation and consists of a comprehensive description about Toyota Production System (TPS). Further we have analysed the Business and Marketing strategy of the Toyota and performed the “SWOT” analysis in order to understand the strengths, weaknesses of the organisation and also threats to the organisation. The information that had been gathered via various means of the overall Business functioning of Toyota has been transformed graphically into “Blueprint” that helps us to have a better picture of Toyota’s business.

Toyota orders the raw materials from all over the world and in the interest of maximizing their availability of raw materials; they maintain good relationships with their suppliers. Toyota uses Just-in-Time system to manage the supply of raw materials as well as optimizing the supply and production processes.

As well Toyota use a set of philosophy value principles that applies to all Toyota employees at every level which are called Toyota Way. It helps team members to come to correct solutions, improve continuously, accept the challenges and mutual respect between everyone who is involved in success of Toyota team. The principles can be divided in two groups.

In light of the above discussion on Ford, we can analyse Toyota across the dimensions of Leadership, Culture, Power/Politics and Structure. This will help us better understand whether Toyota, the second largest automobile manufacturer in the world, took a different management approach from Ford. As mentioned earlier, it is evident that both were fighting entirely different battles, albeit repercussions of which were similar. Ford was trying to keep its head above water as GM and Chrysler submerged in the subprime crisis’ fallout. On the other hand, Toyota was trying to ensure that the impact of this crisis, now affecting the larger automotive industry especially in terms of falling profit margins and sales volumes, could be limited at its doorstep

The resources and capabilities possessed by Toyota can be considered to be the building blocks for the development of Toyota’s ability to obtain and maintain competitive advantage. At a functional

The Toyota culture has evolved since the company 's founding and is the core competence of the company. It is the reason why operations are lean, cars hit the market on time

INTRODUCTION Toyota is one of the world’s best-known and most successful businesses, building cars and trucks in 27 countries for sale in more than 170 markets around the globe. Worldwide production was 9.5 million (8.5 million for Toyota and Lexus brand vehicles) in 2007, placing Toyota Motor Corporation (TMC) firmly among the world’s leading vehicle manufacturers. This result keeps it on course to achieve its ambition of becoming the world number one by the end of the decade, with a 15 per cent market share.

Toyota organization structure has been lauded as one of the structures which are most effective and efficient and hence its excellence in the market. The Toyota team has, however, undergone through some challenges just like any other organization. Some issues within the company can be attributed to its success, and their influence is well discussed in this business report. The report will mainly concentrate on some of the Toyota company aspects which include; culture, technology, size, marketing demand and the management style and which most of them are concerned with the organizational behavior

Toyota is one of the biggest manufacturers in the world; it is a huge global company as well. Whit the world economy climate changing, Now Toyota is in the case of a sensitive period. There are some issues and challenges that company has to confront. This assignment is a case study of Toyota. The characteristic of Toyota’s structure and environment will be explored and discussed. Issues of Toyota will be connected with company’s structure and environment. The organization theory will be used to explore what issues and how did issues happen in the Toyota. The author will use some evidences and examples to support his arguments.

The basic elements of Just In Time (JIT) were developed by Toyota in the 1950 's, known as the Toyota Production System (TPS). JIT was well-established in many Japanese factories by the early 1970 's. JIT began to be adopted in the U.S. in the 1980 's (General Electric was an early adopter), and the JIT/lean concepts are now widely accepted and used. There have ten basic elements in Just In time which are flexible resource, efficient facility layout, pull production system, Kanban production control, small lot production, quick setup, uniform production, quality at the source, total production maintenance and supplier network.

HToyota is a company with excellent strategic management and has since the last two decades rise to a level of dominance in the auto-motive industry. Toyota is headquartered in Tokyo, Japan and is the largest producers of automobile in Japan as well as the second largest in the world. Toyota has aimed in produce similar quality products as its competitors but at a lower cost which has been the basis of its strategy. Theories of strategies are continuously utilized by Toyota, which has lead the company to be the cost and strategy leader it is today. Strategy can be defined as, long term direction and scope of an organization in order to gain a competitive advantage. As such is ca be said that Toyota is operating with strategy at the core of the business which has helped the business to realize a competitive advantage in the industry. There are many theories of strategy utilized in the operation of Toyota such as Resource based theory, behavioural role theory as well as human capital theory.