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System Analysis of Toyota Motor Corporation
The Toyota logo is comprised of three ellipses,
representing the heart of the customer,
the heart of the product,
and the ever expanding technological advancements
and opportunities that lie ahead.
Old Dominion University
Engineering Management and Systems Engineering Department
ENMA 601- Analysis of Complex Organizations
End of Term Group Project
Fall 2008
By:
Group 2 ENMA 601 Fall 2008
2
Table of Contents Table of Figures .............................................................................................................................. 3
Table of Tables ............................................................................................................................... 3
Introduction ..................................................................................................................................... 4
Part I Output Analysis ..................................................................................................................... 7
Organizational Effectiveness ...................................................................................................... 7
Customers ................................................................................................................................... 7
Business and Financial Indicators ............................................................................................. 10
Employee Engagement ............................................................................................................. 12
Innovation ................................................................................................................................. 12
Societal ...................................................................................................................................... 14
Education .................................................................................................................................. 15
Safety ........................................................................................................................................ 15
Community ............................................................................................................................... 15
Part II: External Business Environment Analysis ......................................................................... 15
Economic Characteristic of the Industry................................................................................... 16
Forces Driving Change in the Industry ..................................................................................... 17
Energy/Environment Issues ...................................................................................................... 17
Emerging Markets ..................................................................................................................... 17
Globalization ............................................................................................................................. 18
Competitive Forces in the Industry ........................................................................................... 18
Emerging Low Cost Automakers.............................................................................................. 18
Small Start-up Eco Companies ................................................................................................. 19
Opportunities............................................................................................................................. 19
Threats....................................................................................................................................... 20
Rising Raw Material Prices ...................................................................................................... 20
Declining Demand for Light Vehicles in the US ...................................................................... 20
Tightening Emission Standards ................................................................................................ 21
Keys to Competitive Success .................................................................................................... 21
Part III Inputs and Internal Business Environment Analysis ........................................................ 22
Organizational Culture .............................................................................................................. 22
Mission, Values and Structure .................................................................................................. 22
Mission/Purpose ........................................................................................................................ 22
Core Values, Philosophies and Principles ................................................................................ 24
Organizational Structure ........................................................................................................... 24
Specific Goals and Objectives .................................................................................................. 25
Part IV Transformational/Execution System ................................................................................ 25
Reward System ......................................................................................................................... 26
Team Design ............................................................................................................................. 26
Human Resource Systems......................................................................................................... 27
Shared Leadership/Decision-Making ........................................................................................ 28
Technologies ............................................................................................................................. 29
Part V Problem Statement ............................................................................................................. 30
Part VI Alternatives and Specific Recommendations ................................................................... 30
Group 2 ENMA 601 Fall 2008
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Growth ...................................................................................................................................... 31
Globalization ............................................................................................................................. 31
Training ..................................................................................................................................... 32
References ..................................................................................................................................... 33
Table of Figures Figure 1: Our Approach to Organizational Analysis ...................................................................... 4
Figure 2: A “4 P” Model of the Toyota Way .................................................................................. 6
Figure 3: 2008 Initial Quality Study ............................................................................................... 9
Figure 4: Market Share ................................................................................................................. 10
Figure 5: Toyota’s Consolidated Financial Performance ............................................................. 10
Figure 6: Ford’s Consolidated Financial Performance ................................................................. 11
Figure 7: General Motors’ Consolidated Financial Performance ................................................. 11
Figure 8: Profile of the Toyota Industries Group.......................................................................... 11
Figure 9: Toyota’s Innovation Timeline Compared to Most Organizations................................. 13
Figure 10: Global Production of Cars and Light Trucks .............................................................. 16
Figure 12: Corporate Organizational Chart .................................................................................. 24
Figure 13: Corporate Vision 2010 ................................................................................................ 25
Figure 14: Typical Toyota Organization – Assembly Operation.................................................. 27
Table of Tables Table 1: Principles of the Toyota Production System .................................................................... 6
Table 2: World’s 50 Most Innovative Companies ........................................................................ 14
Table 3: Toyota vs. Ford Mission Statements .............................................................................. 23
Group 2 ENMA 601 Fall 2008
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Introduction
This paper will perform a systems analysis of the Toyota Motor Company for the
purpose of providing insights and understanding of Toyota’s organization with a focus
on uncovering any current adverse situations or problems that Toyota may be facing.
Recommendations to overcome the discovered problems will be discussed and offered
at the conclusion of this report.
The analytical approach used in this document is to consider the organization
under review as a system. This system is composed of interacting elements that take
inputs from the environment, go through some sort of transformational process with
these inputs and produce an output back into the environment. Figure 1 below depicts
a detailed breakdown of what sub-elements and components comprise the input,
transformation, and output stages of this system level model of an organization. For
this paper, not all of these sub-elements of the company being analyzed were
examined. This was due primarily to the inability to obtain the exact information from
the company and the relatively short period of time to perform this analysis.
Figure 1: Our Approach to Organizational Analysis
From Pazos, Pillar (2008). ENMA 601 Analysis of Complex Organizations Lecture Module 2
Group 2 ENMA 601 Fall 2008
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Toyota is headquartered in Tokyo, Japan; it is the second largest automobile
manufacturer in the world. The company engages in the design, manufacture,
assembly, and sale of passenger cars, minivans, trucks and related parts and
accessories. Toyota does not offer eye-popping car designs or high performance street
cars; rather Toyota distinguishes itself from the competition by the way it engineers and
manufactures automobiles. Their way results in unbelievable consistency in the process
and product (Liker, 2004). Toyota is able to design autos faster, with more reliability, at
a competitive cost, while maintaining relatively high wages for its workers (Liker, 2004).
The question that many books, articles and much debate have focused on: What is the
secret to Toyota’s success? Jeffrey Liker (2004) accurately and concisely describes
what is regarded as the reasons for Toyota’s exemplar performance:
“The incredible consistency of Toyota’s performance is a direct result of operational excellence. Toyota has turned operational excellence into a strategic weapon. This operational excellence is based in part on tools and quality improvement methods made famous by Toyota in the manufacturing world, such as just-in-time, kaizen, one-piece flow, jidoka, and heijunka. These techniques helped spawn the “lean manufacturing” revolution. But tools and techniques are no secret weapon for transforming a business. Toyota’s continued success at implementing these tools stems from a deeper business philosophy based on its understanding of people and human motivation. Its success is ultimately based on its ability to cultivate leadership, teams, and culture, to devise strategy, to build supplier relationships, and to maintain a learning organization.” (Liker, 2004, p.6)
There are 14 principles that compose the foundation of the Toyota Production
System (TPS) employed at Toyota manufacturing plants around the world. Table 1 lists
these 14 TPS principles on the following page. Figure 2 represents what Liker (2004)
describes as the “4 P” principles of what he described as “The Toyota Way”.
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Figure 2: A “4 P” Model of the Toyota Way
From Liker, Jeffery K. (2004). The Toyota Way, New York: McGraw-Hill, p. 6.
Table 1: Principles of the Toyota Production System Table From Liker, Jeffery K. (2004). The Toyota Way, New York: McGraw-Hill, p. 37
Principles of the Toyota Production System
1. Base Your Management Decisions on a Long-Term Philosophy, Even at the Expense of Short-
Term Financial Goals.
2. Create Continuous Process Flow to Bring Problems to the Surface.
3. Use “Pull” Systems to Avoid Overproduction.
4. Level Out the Workload (Heijunka).
5. Build a Culture of Stopping to Fix Problems, to Get Quality Ringht the First Time.
6. Standardized Tasks Are the Foundation for Continuous Improvement and Employee
Empowerment.
7. Use Visual Control So No Problems Are Hidden.
8. Use Only Reliable, Thoroughly Tested Technology That Serves Your People and Process.
9. Grow Leaders Who Thoroughly Understand the Work, Live the Philosophy.
10. Develop Exceptional People and Teams Who Follow Your Company’s Philosophy.
11. Respect Your Extended Network of Partners and Suppliers by Challenging Them and Helping
Them Improve.
12. Go and See for Yourself to Thoroughly Understand the Situation (Genchi Genbutsu).
13. Make Decisions Slowly by Consensus, Thoroughly Considering All Options; Implement Decisions
Rapidly (Nemawashi).
14. Become a Learning Organization Through Relentless Reflection (Hansei) and Continuous
Improvement (Kaizen).
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Throughout this document the 14 principles of the Toyota Production System will
be referred to and used to describe the processes, subsystems, and beliefs that the
Toyota Motor Company utilizes, is composed of and adheres to. Their system allows
them to design and manufacture automobiles that are arguably of the highest standard
in the world.
Part I Output Analysis
Organizational Effectiveness
This part of the system analysis will address the organizational effectiveness of
the Toyota Motor Company. For this analysis, the effectiveness of the company will be
assessed with respect to the transformed outputs of the company and how they
compare to other major global companies in the automotive manufacturing industry and
to other global exemplar companies. The output factors that will be examined are
customer satisfaction in the products produced, business and financial indicators such
as revenues, employee engagement, innovation, and Toyota’s involvement in its
societal responsibility as a major global corporation. The results of these categories
conclude that Toyota is an exemplar, high performing organization. Toyota is
committed to its customers, employees, innovation, and society, and the output of the
company confirms they are achieving exceptional results in these categories. As a
result of their performance in these areas, they are also experiencing great financial and
business success in a highly competitive and fluid industry.
Customers
Toyota’s line of cars has received favorable customer satisfaction reviews for its
quality, fuel efficiency, and price. Toyota has also earned many awards based on the
satisfaction of customers and the reviews of independent firms. The following is a list of
awards Toyota has received this year (J.D. Power and Associates, 2008).
In the Initial Quality category:
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Best large multi-activity vehicle - Toyota Sequoia
Best large premium car - Lexus
Best midsize premium multi-activity vehicle - Lexus RX
In the Performance and Design category:
Best compact and multi-activity car - Toyota FJ Cruiser
Best large multi-activity vehicle - Toyota Sequoia
In the Vehicle Dependability category:
Best compact car - Toyota Prius
Best compact multi-activity vehicle - Toyota RAV 4
Best large multi-activity vehicle - Toyota Sequoia
Best large pick up - Toyota Tundra
Best large premium car - Lexus LS430
Best large premium multi-activity vehicle - LEXUS LX470
Best midsize multi-activity vehicle - Toyota Highlander
Best midsize premium multi-activity vehicle - Lexus GX470
Best premium sport utility - LEXUS SC 430
These awards, along with Toyota’s sales figures, give a fair account of Toyota’s
popularity with the customers. Toyota Prius, the world’s first hybrid car, has received
many awards from all round the world. The Swiss government named Prius as the
world’s greenest car in a draft study of over 6000 cars. The Prius has also been
distinguished with these awards (Toyota, 2008):
Japanese Car of the Year, 1997-98.
Motor Trend Car of the Year, 2004.
North American Car of the Year, 2004.
International Engine of the Year, 2004.
SAE’s Automotive Engineering International Magazine Best Engineered Vehicle, 2004.
European Car of the Year, 2005.
EnerGuide Award (midsize), 2006.
Intellichoice Best Overall Value of the Year (midsize), 2006.
Intellichoice Best in Class Winner: Best Retained Value, Lowest Fuel, Lowest Operating Cost, 2007.
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International Engine’s Green Engine of the Year, 2008.
JD Power and Associates’ Most Dependable Compact Car, 2008.
Figure 3: 2008 Initial Quality Study From J.D. Power and Associates website
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Business and Financial Indicators
Market share and revenue are fairly accurate indicators of a company’s success
and impact in the market place. Toyota is holding firm to its share of the market and
striving to gain a larger share. As seen in Figure 4, they are challenging General
Motors to become the world’s largest automobile manufacturer. Toyota has also
experienced huge success in the last couple years compared to their American
competitors who have struggled mightily. As shown in Figures 5, 6, and 7, while
General Motors and Ford are losing money and laying off workers, Toyota is increasing
their bottom line and their number of employees (see Figure 8 below).
Major Player Market Share Range
General Motors Corporation 10.5% (2007)
Toyota Motor Corporation 10.3% (2007)
Ford Motor Company 8.2% (2007)
Volkswagen AG 6.6% (2007)
Honda Motor Co., Ltd. 5.5% (2007)
Nissan Motor Co., Ltd. 5.1% (2007)
Other 53.8% (2007)
Figure 4: Market Share
Worldwide Automobile Market share, IBIS Global Auto Report (2008)
Year
Million Dollars
Revenue Percent Growth
Million Dollars
Income Percent Growth
Units
Employees
2003 128965 N/C 6247 N/C 264096
2004 163637 26.9% 10995 76.0% 264410
2005 172749 5.6% 10907 -0.8% 265753
2006 179083 3.7% 11681 7.1% 285977
2007 202864 13.3% 13927 19.2% 299394
2008 262394 29.3% 17146 23.1% N/A
Figure 5: Toyota’s Consolidated Financial Performance
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Year
Million Dollars
Revenue Percent Growth
Million Dollars
Income Percent Growth
Units
Employees
2002 163420 N/C -980.0 N/C 350321
2003 165066 1.0% 495.0 -150.5% 327531
2004 171652 4.0% 3487.0 604.4% 324864
2005 176896 3.1% 1440.0 -58.7% 300000
2006 160123 -9.5% -12613 -975.9% 283000
2007 172455 7.7% -2723 -78.4% 246000
Figure 6: Ford’s Consolidated Financial Performance
Year
Million Dollars
Revenue Percent Growth
Million Dollars
Income
Units
Employees
2002 186763 N/C 1736 350000
2003 185524 -0.7% 3822 326000
2004 193517 4.3% 2804 324000
2005 192604 -0.5% -10567 335000
2006 207349 7.7% -1978 280000
2007 181122 -12.6% -38732 266000
Figure 7: General Motors’ Consolidated Financial Performance Figures 5-7 from IBIS Global Auto Report (2008)
Figure 8: Profile of the Toyota Industries Group Diagram from Toyota Industries Corporation Social and Environment Report (2007)
Group 2 ENMA 601 Fall 2008
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Employee Engagement
An employee that is engaged can be described as a person who is fully involved
and enthusiastic about work. Engaged employees are emotionally connected to the
organization and are cognitively vigilant (Seijts & Crim, 2006). There are several
workplace practices that management can undertake that lead to employee’s
engagement. Among these practices are making sure employees feel their input is
always valued and that they work with people that can be trusted (Crabtree, 2005). An
example of Toyota encouraging and valuing employee input is evidenced by company
records in 1989 which documented 1,960,786 suggestions worldwide were submitted in
the Toyota enterprise with 97% of these suggestions being adopted. This indicates
approximately 34.8 suggestions per person; in fact workers who make only a few
suggestions are given warnings (Winfield, 1994). The practice of Toyota welcoming
and even requiring employee suggestions is commendable, but the fact that 97% of
these suggestions are implemented truly shows the extent that employee input is
valued. These actions of encouraging and acting upon employee suggestions
undoubtedly give the employees a strong sense of engagement and a direct connection
to the company.
Innovation
Toyota is widely regarded as one of the world’s most innovative companies,
although Toyota’s approach to innovation is not the typical quantum leap of progress
that is associated with innovation. Rather, Toyota takes a constant and methodical
approach to innovation, considering it as an extension of their never-ending quest for
quality and, ultimately, for perfection. James Surowiecki (2008) describes Toyota’s
innovation in this way:
“….if Toyota doesn’t look like an innovative company it’s only because our definition of innovation – cool new products and technology breakthroughs, by Steve Jobs-like visionaries – is far too narrow. Toyota’s innovations, by contrast, have focused on process rather than product, on the factory floor rather than on the showroom. That has made innovations hard to see. But it hasn’t made them any less.” (Surowiecki, 2008)
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It is reported that Toyota implements a million new ideas a year, with most of
them coming from production workers (May, 2006). While most of these ideas may be
minor in nature, it demonstrates Toyota’s relentless pursuit of quality and efficiency,
where everyday they learn and are capable of doing things a little better (Surowiecki,
2008). Toyota uses innovation as a process applied daily to achieve their goals of
quality and customer satisfaction, while most companies view innovation as a means to
instantly leap frog the competition and increase profit and wealth.
Toyota’s approach may be mundane, but they have also achived great success
with their visonary research and development of hybrid technology. In addition, Toyota
is pursuing other innovations in automotive technologies. These include:
• Design for the environment (DFE)
• Synergy Drive hybrid car technology
• Partial zero-emissions vehicle system for gasoline-powered vehicles
While other companies may need to constantly find and develop innovation to stay
ahead of the competion, Toyota does not need innovative products to stay competetive
in the automobile industry. Figure 6 represents a nonquanitiative analogy of how
Toyota’s innovation philosophy differs from other companies, and how their relentless
innovative drive achieves grearter results than other companies.
Figure 9: Toyota’s Innovation Timeline Compared to Most Organizations
Diagram based on The Elegant Solution, Toyota’s Formula for Mastering Innovation
(May, 2007)
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Table 2 reflects the high regard Toyota is held in when it comes to innovation.
Not only is Toyota considered the most innovative company in its field, but it is also
recognized in Business Week magazine’s 2006 annual report of the world’s most
innovative companies. Toyota is shown in the number 3 position.
Table 2: World’s 50 Most Innovative Companies
Table from Business Week “The World’s 50 Most Innovative Companies,” Business
Week, (April, 2006, p.62).
Business Week Most Innovative Companies (2006)
Rank Company
1 Apple
2 Google
3 Toyota
4 General Electric
5 Microsoft
6 Tata Group
7 Nintendo
8 Procter and Gamble
9 Sony
10 Nokia
Societal
Like many other large companies, Toyota places emphasis on corporate social
responsibility. But Toyota ensures that their social aspect is strategic in nature to
benefit the community and the company. As a company, Toyota believes that “an auto
company can also be made a vehicle for change” (Toyota, 2008). That is the reason
behind Toyota’s support of programs focusing on education, environmental, and safety
initiatives that help strengthen the communities where their employees live and work.
Toyota has shown strategic philanthropy in the following areas (Toyota, 2008):
Group 2 ENMA 601 Fall 2008
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Education
Toyota gives back to their local and national communities by offering programs
and scholarships that support and enable educational goals to be realized. These
programs include literacy and adult learning programs. Scholarships that Toyota
awards every year are: Toyota Community Scholars, Marine Corps Scholarship Fund,
National Future Farmers of America, United Negro College Fund, African American
Initiative For Math/Science, and Hispanic Scholarship Fund.
Safety
Toyota is concerned with all aspects of safety, from ensuring the quality of their
vehicles to promoting the safe operation of them. Toyota sponsors and supports the
following safety programs: Toyota Teen Driver Program, Mothers Against Drunk Diving,
and Toyota Driving Expectations.
Community
Toyota benefits from improving the community where their employees live and
work. Community activities and organizations that Toyota supports are: Toyota Blue
Grass Miracle League, The United Way, the YMCA, and Central Kentucky Riding for
Hope, The Earth Day Network, National Audubon Society, National Multiple Sclerosis
Society, National Arbor Day Foundation, The Nature Conservancy, Tree Peoples Eco
Tours, Toyota Family Literacy Program, National Underground Railroad Freedom
Centre, The Doe Fund, The Urban League, Martin Luther King Memorial Fund, and
Kentucky Center Of African American Heritage.
Part II: External Business Environment Analysis
Toyota and the rest of the automobile industry are being heavily impacted by the
global economic down turn. But unlike their American competitors, Toyota has
positioned itself to successfully push through this lull. With emphasis on efficiency and
alternative fuel/hybrid technology, Toyota’s outlook is good even when the industry’s
outlook is bleak; but there are areas of concern in the existing and emerging
environments to which Toyota must address and adapt.
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Economic Characteristic of the Industry
The automobile industry has seen a steady decrease in growth of the number of
automobiles produced over the past five years. The economic slow down in the
traditional large automobile countries has been the main reason for this. However, over
this same period of time, the industry has produced and sold more cars to Russia, India,
China, South America, and other emerging countries than ever before.
Year
Million
Number Percent Growth
2003 58.4 N/C
2004 61.8 5.8%
2005 63.9 3.4%
2006 66.4 3.9%
2007 67.2 1.2%
2008 67.5 0.4%
Figure 10: Global Production of Cars and Light Trucks Figure from IBIS Global Auto Report (2008)
As the production growth rate has decreased, so has the industry revenue
growth rate. The trend and outlook shown in Figure 11 are not optimistic for a quick
turn around either. And the news of GM’s, Ford’s, and Chrysler’s struggles and
uncertainties even in the immediate future will continue to slow the overall industry
growth rates.
Revenue
Revenue Growth Rate
Figure 11: Global Automobile Industry Revenue and Outlook
Figure from IBIS Global Auto Report (2008)
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Forces Driving Change in the Industry
There are several forces that will influence the direction of the automobile
industry, and manufacturers must adapt and change their products and organizations in
response to these forces.
Energy/Environment Issues
Governments in Europe, the U.S., and worldwide are aggressively legislating and
mandating the reduction of greenhouse gasses and the desire to reduce reliance on oil
(Reed, 2008). Industry sources estimate that the U.S. market for hybrid vehicles or
clean diesel engines will be greater than 11% of the total market by 2012 and sales of
hybrid vehicles will rise from the 83,000 in 2004 to three million by 2015 (IBIS World
Industry Report, 2008). Making cars cleaner will cost automobile companies billions of
dollars and some carmakers that are already on the verge of financial ruin will not be
able to invest in this area, but ones that make the right investment choices now to
produce more fuel-efficient vehicles in styles customers desire will be able to weather
the difficult economic times and prosper (Reed, 2008). Toyota has positioned itself as a
leader in hybrid technology and this should make long-term financial sense for the
company.
Emerging Markets
While the economies of Western Europe, Japan and the U.S are expect to grow
only 3% per year in the 2009-2013 time period, close to double digit growth is expected
in the developing regions such as China, Latin America, India, South East Asia and
Eastern Europe (IBIS World Industry Report, 2008). Automobile manufacturers must
realize this potential and change car design to match the customer requirements in
these regions. These emerging markets are becoming a force transforming the industry
(Reed, 2008).
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Globalization
The trend towards greater and more effective globalization within the automobile
industry is expected to cause major changes in design and production of future
automobiles. The most recent IBIS World Report states:
“…major automobile manufacturers have rapidly adapted to the needs of individual markets, not only by shifting production to those markets but also by forging extensive alliances with overseas manufacturers. Various forms of partnership exist between Japanese, U.S. and European automakers, including capital and technical tie-ups, joint R&D and production operations and cooperative sales ties; and such arrangements are expanding yearly.” (IBIS World Industry Report, 2008, p. 18)
Many European and Japanese car manufacturers are utilizing low-cost
engineering talent at research and development centers from Bangalore to Beijing;
partnerships with companies like India’s Mahindra & Mahindra and Bajaj tap into their
local networks and help automakers get cost savings from them (Reed, 2008). The
auto industry must adapt to these globalization workforce changes and take advantage
of these cost savings and available resource benefits.
Competitive Forces in the Industry
The automobile design and manufacturing industry is a highly competitive global
market that has numerous competitive forces that are affecting the market. For this
analysis, two strong competitive forces in the automobile industry that Toyota must be
aware of are detailed.
Emerging Low Cost Automakers
While emerging countries may offer opportunities to the established automakers,
there is also the potential for increased competition from emerging automakers in
countries such as China and India (Reed, 2008). Tata Motors of India has captured
great interest with its development of the Nano – the world’s cheapest four door car.
While China’s automobile companies SAIC and Chery Automobile are potential low cost
Group 2 ENMA 601 Fall 2008
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emerging market alternative cars. The big global auto companies must consider the
potential growth of these low cost automakers and their ability to capture large portions
of the emerging countries’ market share. It is unlikely these automakers will, in the near
future, become major exporters of autos, but they will be competitive factors fighting for
market share in the emerging countries (Reed 2008).
Small Start-up Eco Companies
The global demands to reduce greenhouse gases, mainly emanating from
gasoline powered personal automobiles, and the desire by many countries to reduce
their reliance on foreign produced oil, has resulted in several small high-tech start-up
companies. Each of these companies is in pursuit of the next generation car, which will
be Eco friendly and utilize alternative energy sources. The list of these companies
includes, Tesla, Lighting Car Company, Fisker, and Carbon Motor (Huffman 2008). If
successful in their attempts to find an acceptable cost effective alternative to the
gasoline powered automobile, a major revolution in personal automobiles is possible. It
is possible one of these small start-up companies could be the next Apple, Google, or
eBay. The major automakers must realize this competitive reality and either adapt or
become obsolete.
Opportunities
“Worldwide demand for light hybrid vehicles (HEV) is estimated to reach 4.5
million units in 2013” (Datamonitor, 2008, 22). Many people will be looking to buy
hybrids because of the unstable gasoline market. Toyota is in prime position to get
these customers business with their existing line of hybrid cars, especially the popular
Prius, and the amount of money they are putting into furthering the technology and
producing new hybrid models. Toyota recently began manufacturing and selling the
Lexus LS 600h and LS600Hl 1 hybrid sedans in the Japanese market. “The LS600h
and LS600hl feature the world’s first 2 hybrid system combining a 5.0–liter, V-8 engine,
a high output motor and a full time all-wheel drive system” (Datamonitor, 2008, 22).
Toyota will continue to maintain the hybrid market edge and experience production and
revenue growth with new models such as these.
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China and India will continue to emerge as bigger and bigger markets for the
next decade. “Light vehicle production in China is expected to increase from 4.3 million
units in 2005 to 7.7 million units in 2010 while light vehicle production in India is forecast
to increase from 1.4 million units to 2.5 million units during the same period”
(Datamonitor, 2008, 22). Toyota has become more involved in the Asian market by
operating seven joint ventures and two wholly owned foreign enterprises in China and a
few enterprises in India. Given strong economic growth and an expanding middle class,
the demand for small cars in India is also likely to increase. The exponential demand
expected in these two markets and Toyota’s increasing presence there are “likely to
drive its top line growth” (Datamonitor, 2008, 22).
Threats
Rising Raw Material Prices
The aluminum and steel that Toyota uses to manufacture its cars have increased
sharply in price per ton the past couple of years. This effects Toyota’s, and other
automobile manufacturers, ability to keep their automobiles at competitive prices when
they reach the consumer. And if Toyota has to maintain their current retail car prices,
not adjusting for increased production expenses, as incentives for consumers in the
struggling world economy, they will see less profit (Datamonitor, 2008).
Declining Demand for Light Vehicles in the US
The sales of automobiles in United States have been slow since 2003. The
decline in demand for light vehicles is primarily attributed to increasing durability of
vehicles (Datamonitor, 2008). American drivers are keeping their cars longer because
of better technology that increases the vehicles quality and durability. “The median age
of US passenger cars increased to nine years in 2005, up from 8.9 years in 2004 and
only 8.3 years in 2000” (Datamonitor, 2008, 23). This creates a good problem for
Toyota, if there is such a thing. Customers who have bought a Toyota vehicle in recent
years will probably not need to purchase another vehicle for many years, because they
are high quality. But when it eventually comes time for them to buy another car, they
will look to Toyota for the same quality and value.
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Tightening Emission Standards
“The European Union (EU) commission and the EU Parliament have adopted a
directive that establishes stringent emission standards for passengers and light
emission vehicles for Model years 2005 and thereafter (EURO 4). Under the directive
the manufacturers will be responsible for the emissions performance of these vehicles
for five years or 100,000 kilometers, whichever occurs first” (Datamonitor, 2008, 24).
The EU is also working on new regulations that would further restrict emissions in the
decade to come. Many Asian countries have adopted similar regulations to lower
emissions. The United States, although slow in responding, is also increasing
emissions standards. These more stringent stands will require Toyota and its
competitors to rework their vehicles at a considerable cost (Datamonitor, 2008).
Keys to Competitive Success
Toyota’s success can be found in the Toyota Production System. It is described
in Jeffrey Liker’s (2004) writing as derived from studying Piggly-Wiggly’s just-in-time
distribution system, the writings of W. Edwards Deming about product quality, and
principles from an army training program.
Before TPS was formally written down, Womack, Jones, and Roos (1990)
showed how the Japanese automakers were simply better than their European and U.S.
counterparts. They introduced the term “lean manufacturing” that Toyota embraces
about doing more of everything with less of everything (Womack, et. al, 1990). “It
describes a production system that was better, faster, cheaper, required less space,
less inventory, fewer labor hours, and avoided wasteful products” (Liker, 2004, 3). This
philosophy and practice is what propels Toyota to success at all levels of the company.
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Part III Inputs and Internal Business Environment Analysis
Organizational Culture
This section of the system analysis of the Toyota Motor Company will focus on
the organizational culture of the company. For this report, organizational culture can be
regarded as the set of values, norms and beliefs that members within the organizations
all hold and that are taught to new employees. The analysis will examine the
mission/purpose, core values and philosophies, organizational structure, and specific
goals and objectives of Toyota. The results of the data collected show that Toyota has
a strong culture, where core values are intensely held and widely shared. Toyota’s core
values and culture are arguably at the heart of the company’s success; they are widely
recognized and copied by other companies in the auto industry and by companies in
other fields. Toyota brings their culture to their global activities and requires all
employees to: understand, adhere, and be trained in the “Toyota Way”. While others in
the auto industry have wavered on their core values, mission and purpose, Toyota has
stuck to the ambitious core of providing never-ending quality of automobiles and
products. All employees, managers, and shop workers buy into this concept and the
company transplants these beliefs at factories throughout the world as the company
grows in the global market.
Mission, Values and Structure
Mission/Purpose
Toyota’s North America Manufacturing Division has a clearly defined and highly
ambitious mission statement. When compared with Ford Motor Company’s mission
statement, Toyota’s mission statement shows societal concerns as opposed to Ford’s
company oriented mission (Liker, 2004). Table 3 compares excerpts of Toyota’s and
Ford’s mission statements.
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Table 3: Toyota vs. Ford Mission Statements
Table from “The Toyota Way” Jeffrey Liker, (2004, p.80).
Toyota Motor Manufacturing North America MISSION
1. As an American company, contribute to the economic growth of the community and the United States.
2. As an independent company, contribute to the stability and well-being of team members.
3. As a Toyota group company, contribute to the overall growth of Toyota by adding value to our customers.
Ford Motor Company MISSION
1. Ford is a worldwide leader in automotive and automotive related products and services as well as in newer industries such as aerospace, communications, and financial services.
2. Our mission is to improve continually our products to meet our customer’s needs, allowing us to prosper as a business and to provide a reasonable return to our stockholders, the owners of our business.
Of interest is Ford’s goal to be a leader in products and services and to continually
improve and prosper to provide a “reasonable return” to the stockholders – “the owners”
of the business (Liker, 2004). While in contrast Toyota’s mission does not mention
stockholders or quality, although it goes without saying that quality products are highly
important to Toyota. It can be concluded that Toyota’s mission is not simply just to
make a quality product that will make money for the stockholders. Toyota realizes that
this is what is required to attain their mission. Liker (2004) identifies Toyota’s true
mission statement in the following manner:
1. Contribute to the economic growth of the country in which it is located (external
stakeholders).
2. Contribute to the stability and well-being of team members (internal
stakeholders).
3. Contribute to the overall growth of Toyota.
What Toyota is saying is that the company must enhance the growth of society or it can
not contribute to its external or internal stakeholders, and this is its reason for making
excellent products (Liker, 2004). When this mission is contrasted with Ford’s, it is
evident that Toyota’s goals are loftier, with a desire to make society as a whole better by
contributing economic growth, stability for team members, and value to customers. This
Group 2 ENMA 601 Fall 2008
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mission statement has the ability to rally employees around a shared purpose that is
bigger than any of them individually (Liker, 2004).
Core Values, Philosophies and Principles
Toyota has transformed from a small family run high quality manufacturer to a
global giant with plants and offices located throughout the world. Initially the principles
of the company, “The Toyota Way”, were not even officially written down. It was not
until 2001 that Fujio Cho, the company’s president at that time, ordered the company to
record in writing the “Toyota Way” (Fackler 2007). The principles of the “Toyota Way”
are listed in Table1: Principles of the Toyota Production System. These principles are
the core values of Toyota and represent the culture of the organization.
Organizational Structure
Figure 12 on the next page shows that Toyota is a vertically structured company.
The structure is fairly complex but efficient. The business aspects of Toyota’s structure
are rigid to support their drive for efficiency. The design and production sectors have a
little more flexibility to allow for innovative ideas that can increase Toyota’s efficiency.
Figure 12: Corporate Organizational Chart Diagram from Toyota Industries Corporation Social and Environment Report (2007)
Group 2 ENMA 601 Fall 2008
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Specific Goals and Objectives
Hybrids and alternative fuel vehicles are a big part of the future for Toyota. They
are looking to produce the Prius cheaper and expand the number of hybrid models
available to consumers in the next couple of years (Strategic Direction, 2006).
Toyota is poised to enter the emerging markets with the appropriate fuel,
technology and supply and production systems for each market. They are carefully
studying each region and basing their production and sales strategies for each market.
Toyota believes this will allow them to meet the demands for each region and remain
efficient in their production process (Strategic Direction, 2006).
As can be seen in Figure 13, Toyota plans to be the undisputed leader in the
automotive producer in the industry worldwide by 2010. The figure shows the steps that
Toyota is taking to reach this primary goal: diffusion of good practices, innovation, and
growth.
Figure 13: Corporate Vision 2010 Diagram from Toyota Industries Corporation Social and Environment Report (2007)
Part IV Transformational/Execution System
This section of the system analysis of the Toyota Motor Company will examine
the transformational and execution system of the organization. For this report,
transformational and execution system represents the internal processes and methods
utilized by a company to transform the inputs to obtain the desired outcomes. The
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analysis will examine the reward system, team design, human resource systems, and
technologies utilized by Toyota to generate their exemplar outcomes.
Reward System
The typical Japanese company employee compensation system is a “seniority-
based system”, where salaries are increased in nearly direct proportion to age and the
years of service (Yuping, 2004). Post World War II Japanese employee incentives have
consisted of “lifetime employment”, “seniority-based wage system”, and “on-the-job
education and training” (Saruta, 2006). Toyota has devised a unique and complicated
system of managing promotion, progression and payment; because of the intricate
procedure involved, most workers do not understand how their wage is decided (Saruta,
2006). However, unlike a typical Japanese company, Toyota has implemented
performance based pay for bonus payments, and wages for “key post” in management
are undergoing changes. These performance based pay systems have resulted in large
wage differentials even among workers of similar age (Saruta, 2006). Saruta (2006)
contends that while the wage management of Toyota is not the typical Japanese
company’s reward system, it is not a wage based on job evaluation or type of duties that
is typical in Western companies. Rather, he contends that it is a system based on an
individual treatment encompassing the reorganization of the wage system, differentials
and levels which aims to appeal to core workers and heighten levels of motivation
(Saruta, 2006).
Team Design
The team and the concept of teamwork are vital to the “Toyota Way”. Principle
10 of the “Toyota Way” states: Develop exceptional people and teams who follow your
company’s philosophy (Liker, 2004). Toyota uses cross-functional teams as a means to
devise ways to improve processes and solve complex problems. They empower the
teams with the tools and responsibility required to improve the company (Liker, 2004).
Figure 14 depicts Toyota’s team concept for an assembly operation. Teams are kept
small with supervisors only in charge of a few team members or groups. Toyota
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understands and has in place training to teach individuals how to work together to
achieve a common goal; they realize teamwork must be taught (Liker, 2004).
Figure 14: Typical Toyota Organization – Assembly Operation Figure from “The Toyota Way” Jeffrey Liker, (2004, p.192).
Human Resource Systems
The human resource department at Toyota plays a very different role than that of
processing people as a stream of assets. The “Toyota Way” views the way team
associates are developed as the key competitive competency of the company (Liker,
2004; Liker and Meier, 2007). Toyota uses the mechanisms of incentive management
and organizational training to nurture the perfect Toyota employee who complies with
Toyota’s requirements of concentrated labor and long working hours (Saruta, 2006).
Over the years, Toyota has built up an incentive mechanism that is extremely complex
and ingenious, enabling the continued error free practice of the production system. This
mechanism in a way acts like a coercive force that makes concentrated labor and long
working hours obligatory as long as the worker remains in Toyota
‘Incentive’ management at Toyota is composed of three points. First, is the
incentive by economic stimulus such as wage, conventionally regarded as the most
important criterion (Saruta, 2006). This amounts to making a more secure economic
livelihood, even at the expense of family life. Until now, the system of seniority based
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wage, or lifetime employment, has effectively functioned as an incentive by instilling in
workers a sense of belonging to the company (Saruta, 2006). In the case of Toyota, a
seniority and merit based salary system focusing on promotion, progression, and
competitive pay increases has succeeded in motivating workers who choose to continue
working for Toyota (Saruta, 2006).
Secondly, the Toyota style (TPS) of personal management utilizes small ‘teams
or squads’ subject to long working hours and attendance controls to deliberately create
a atmosphere in which one is reluctant to be absent, truant, or make a mistake for fear
of ‘letting the others down’ (Saruta, 2006). Thirdly, there is a factor of labor flexibility
that has come to characterize conventional ‘Japan-style of management’ or ‘Japanese
personal management’. While such things as job rotation, allocation, and job
enlargement have been traditionally the part of Japanese personal management,
Toyota has taken this a stage further with the introduction of a behavioral science based
personal management system. By incorporating it into in–house training programs, a
system for acquiring ‘specialist skills’, Toyota has effectively used worker transfer or
enlargement of job scope and jurisdiction as a means of fostering motivation through
management via promotion progression and pay increases (Saruta, 2006).
These three factors continue to function today as a means of driving Toyota
workers to work long hours of concentrated labor for a relatively high wage. Active
participation and cooperation with Toyota style of personal management policies and
joint labor–management relations can mean a swifter and higher path to promotion,
progression, and pay increases than other workers (Saruta, 2006).
Shared Leadership/Decision-Making
At the executive level, Toyota is led by a 30-member board that makes the
important company and global level decisions. This board was increased from 25 to 30
members in 2007 to oversee Toyota’s continuing global expansion (Kyodo, 2007). All
members of this board are Japanese, with the exception of American James Press, who
was selected to the board after proving himself as the North American unit chief (Kyodo,
2007).
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At the production plant level, managers are key decision makers, but employees
also have a part in leadership and decision-making. At one plant in Thailand, the
Japanese managers formed a Thai only committee to vote on and approve managerial
promotions (Petison and Johri, 2007). This action was taken to foster trust and
strengthen the relationships between the Thai and Japanese workers. And, as stated
previously, Toyota employees are decision makers through their suggestions that keep
Toyota innovative and efficient.
Technologies
Toyota’s view and use of technology is documented in Principle 8 of the “Toyota
Way” which states, “use only reliable, thoroughly tested technology that serves your
people and process”. Toyota lags behind other automakers in acquiring new
technology; this is because the new technology may have failed the Principle 8 test of
supporting people, process, and value and is not ready to replace the simpler, tried and
true methods currently in use (Liker, 2004). This is not to say Toyota does not
embrace technology; it means that Toyota demands that the technology is thoroughly
tested, prototype tested on a small scale, and proven before it is fully implemented. As
Liker states:
“…Toyota does not lead the industry in acquiring technology, it is a global benchmark on how to use value-added technology that supports the appropriate process and people.” (Liker, 2004 p.160)
An example of Toyota’s excellent use of technology is the computer-aided design
use that allows parts and vehicles to be modeled digitally (MacKintosh, 2004). Using
this advanced modeling, Toyota’s time-to-market averages 24 months, regularly
reaches 15 months and has been as low as 10 months, while U.S. automakers are in
the 30-40 month range (Teresko, 2007). Toyota is a highly technological company that
uses technology wisely once it has proven to be advantageous to achieving the
company’s mission and adheres to the principles of the “Toyota Way”.
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Part V Problem Statement
This system analysis has shown Toyota Motor Company to be an exemplar
global company. The analysis indicates that Toyota’s outputs are industry leading and
that internal and external stakeholders are consulted, considered, and content with the
organization, management, and products of the company. Toyota has achieved great
success, undergone massive growth, and expanded its operations on a global scale.
But with the success, growth, and globalization comes problems. In the last 10 years,
Toyota has exported its manufacturing and management methods to 200,000 workers
at 27 plants worldwide, but has not always had the time to fully explain the ideas behind
them (Fackler, 2007). This rapid growth and globalization of Toyota may result in a
problem in the form of a compromise of some of the core values of the company. As
Koki Konishi, general manager of the Toyota Institute warns, “We must prevent the
“Toyota Way” from getting more and more diluted as Toyota grows overseas” (Fackler,
2007). Currently, only a third of Toyota’s total workers are employed at the 18 plants
located in Japan, and the potential exists that not all of the workers are in step with the
core principles and values of the company (Fackler, 2007). Takaki Nakanishi, an auto
analyst for JPMorgan Securities in Tokyo claims “Toyota is growing more quickly than
the company’s ability to transplant its culture to foreign markets. This is a huge issue
for Toyota, one of the biggest it will face in coming years.” The problem for Toyota is:
how can the company continue to grow and expand globally and yet maintain its culture
that has made it the company it is today?
Part VI Alternatives and Specific Recommendations
In this part of the system analysis, alternatives and specific recommendations to
overcome the problem of rapid growth and global expansion eroding the culture of
Toyota are put forward. Without a doubt, what makes Toyota the world’s greatest
manufacturer is its “Toyota Way” management principles. If these principles are not
maintained and enthusiastically adhered to by its employees, Toyota is in jeopardy of
becoming just another car manufacturer. The following three actions are recommended
to be implemented either in part or in whole to ensure the core values of Toyota are
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protected, and thus, the company can continue to perform at a level above the rest of
the automobile industry.
Growth
Toyota’s growth over the past 10 years has been extraordinary; nearly doubling
its revenue in the past decade; but with growth come vulnerabilities (Shirouzu and
Moffett, 2004). Now with the current world economic crisis, rising raw material costs,
and low consumer confidence it would be prudent to reexamine the ambitious growth
goals given in the company’s corporate vision 2010. This is the time to slow the growth
of the company allowing management to focus on core values and principles. The
recommendation is to slow the growth of the company and ensure all sites throughout
the world understand and are complying with the principles of the “Toyota Way”. There
are indications that Toyota’s growth is already putting a strain on human and technical
resources and undercutting quality, which is one of Toyota’s most critical strategic
advantages (Shirouzu and Moffett, 2004). There is a paradox that many successful
companies realize: getting bigger doesn’t always mean getting better (Shirouzu and
Moffett, 2004).
Globalization
Recently Toyota conducted a review of its production-development process and
concluded that outsourcing of design to global partners was the primary factor in recent
quality issues (Shirouzu, 2006). The global design teams were relying on computer-
aided engineering and analysis in place of building physical prototypes to perform
quality checks (Shirouzu, 2006). To meet the huge growth demand of the company,
Toyota is expected to hire 8,000 engineers globally to ensure quality of design and
production are maintained at Toyota standards (Shirouzu, 2006). This does not appear
to be a logical response to the quality issues. It would be advisable to reduce or forgo
the use of global engineering firms and return to firms that are part of the Toyota
Production System. Utilize engineering firms that reflect the core values and the culture
of Toyota. This recommendation will bring the “Toyota Way” back to the design and
production process and ensure the principle of never-ending quality is at the heart of the
design and production process.
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Training
Toyota motor corporation is about to supersede GM as the world’s largest
manufacturer of light vehicles. The major attributes to Toyota’s success have been the
adherence to its TPS philosophy. TPS incorporates the kaizen concept. Many
Japanese workers are used to this constant improvement concept and the long, tedious,
corrective work that is needed to realize it. This, however, takes a toll on the Japanese
workers, and they become stressed and fatigued by the long hours and hard work
(Hampson, 1999). As Toyota continues to expand globally and enter new markets, they
must find a way to integrate TPS with the local workforce culture that may be unfamiliar
with the “Toyota Way”. Toyota must demonstrate why the methods they use are
effective and superior to their competitors in order to get the new workers to buy into the
“Toyota Way”. Merely giving orders for workers to do their job and not telling and
showing them the why will not satisfy the workers when they are putting in long hours
and intense labor. These workers more than likely will not understand techniques such
as Just in Time production, unnecessary motions, over specification, etc. (Hampson,
1999). So Toyota must effectively utilize training, adaptive to the specific culture, to
teach these new employees the “Toyota Way” – the company’s core values and
mission. When Toyota gets their workers to buy into the “Toyota Way”, the global
markets will be sources of near limitless opportunities.
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References
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Hampson, I. (1999). Lean Production and the Toyota Production System Or, the Case of the Forgoften Production Concepts. Economic and Industrial Democracy, 20, 369-391. How Toyota stays ahead of the pack: Hybrid becomes newest chapter in automaker success story (2006). Strategic Direction, 22 (10), 32-35.
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May, M. E. (2006). The Elegant Solution, Toyota's Mastering Innovation. New York: Simon and Schuster.
McGregor, J., Bemer, R., Rowley, R., Hall, K., & Amdt, M. (2006, April 24). The World's 50 Most Innovative Companies. Business Week, p. 62. Muschett, F. D. (1997). Principles of Sustainable Development. Delray Beach: St. Lucie Press. Petison, P. & Johri, L. M. (2007). Developing local talent in international subsidiaries: the importance of trust and respect in Toyota. Development and Learning in Organizations, 21 (3), 10-13. Quality counts: The Toyota blueprint for improvement and growth (2008). Strategic Direction, 24 (4), 5-9. Reed, J. (2008). Challenges Open Up New Paths to Profits. Financial Times (London). Saruta, M. (2006, March 12). Toyota Production System: The "Toyota Way" and Labour-Management Relations. Asian Business & Management , pp. 487-506.
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