PRESENTERS

Background

• Toyota Motor Company was founded in 1937 by the Toyoda family.• Business was relatively unsuccessful until Fiji Toyoda introduced the method of

lean production after studying Ford’s Rouge plant in Detroit in 1950.• This lean production method became known as the Toyota Production System.• The production executive, Taiichi Ohno, successfully helped Toyoda improve his

company using this new production method and mode of thinking.

FRAMEWORK FOR MANAGEMENT

Change Management as a Part of Toyota Production System

Cooperation with Suppliers as a Part of Toyota Production System

Long-Term Philosophy

Base your management decisions on a long-term philosophy, even at the expense of short-term financial goals.

The Right Process Will Produce the Right Results

Create a continuous process flow to bring problems to the surface.

Use "pull" systems to avoid overproduction. Level out the workload (heijunka). (Work like the tortoise, not the hare).

Continued…

Build a culture of stopping to fix problems, to get quality right the first time.

Standardized tasks and processes are the foundation for continuous improvement and employee empowerment.

Use visual control so no problems are hidden.

Add Value to the Organization by Developing Your People

Grow leaders who thoroughly understand the work, live the philosophy, and teach it to others.

Develop exceptional people and teams who follow your company's philosophy.

Respect your extended network of partners and suppliers by challenging them and helping them improve.

Continuously Solving Root Problems Drives Organizational Learning

Go and see for yourself to thoroughly understand the situation (Genchi Genbutsu).

Make decisions slowly by consensus, thoroughly considering all options; implement decisions rapidly (nemawashi).

Become a learning organization through relentless reflection (hansei) and continuous improvement (kaizen).

TOYOTA INDIA PLANNING AND STRATEGY

Automobile Sector Technological Up-gradation HR management

MAJOR CORPORATE STRATEGY

Global Vision 2010 Strategy In India Innovation Strategy (Managing Innovation) CCC21

Objectives

Kaizen Genchi Genbutsu Respect Team Work Challenge

Toyota's Global Vision 2010

Adopted in 1992, Revised in 2000 Toyota's Corporate Vision: Kind to Earth- Recycle oriented Comfort of Life- Age of ITS Excitement for world-Development Respect for all people.- Mature society

Zeronise and Maximise

Reducing harmful effects of automobiles on people and environment Maximize: Toyota's goal of Providing ever great comforts.

PLANNING

Toyota Production System Supplier Management of Toyota Hallmark: Openness and Transparency

Organizational Structure

Multi-regional lean enterprise

Primarily network structure Network of suppliers Network of dealers/distributors

Frequent interaction between all levels of the organization

Principle of Organization followed in Toyota

Consideration of objectives Division of work and specialization Separation of line and staff Chain of command Unity of command Exceptional matters Span of supervision.

Organizational Structure: Toyota Manufacturing UK

Vertical structureTall structure

ORGANISE TO BALANCE FUNCTIONAL EXPERTISE AND CROSS FUNCTIONAL INTEGRATION

STAFFING The Staffing function of management pertains to Recruitment, Selection,

Training, Development, Appraisal, and Remuneration of personnel.

RECRUITMENT

Recruitment is the Process of searching the candidates for employment and stimulating them to apply for jobs in the organization.

Toyota focuses its minority recruitment at both the college graduate and undergraduate levels.

Their recruiting process includes attending campus career fairs, corporate presentations and on-campus interviews.

They also rely on extensive network of professional partnerships to help identify qualified candidates for job opportunities and internships throughout their company.

SOURCES OF RECRUITMENT

INTERNAL SOURCES EXTERNAL SOURCES Transfer Promotion

Direct recruitment Unsolicited applicants

Advertisements Employment agencies Educational institutes Labour contractors Recommendations

SELECTION

The process of selection leads to employment of persons having the ability and qualifications to perform the jobs which have fallen vacant in an organization

Selection Process In TOYOTA

1.Online Application2.Application Receipt and Review 3.Online test4.Online Assessment5.First Interview, Presentation and tour6.Final Interview 7.Conditional offer8.Medical examination9.References10.Unconditional offer

TRAINING AND DEVELOPMENT

According to Flippo, “ Training is the act of increasing the knowledge and skills of an employee for doing a particular job”.

Types of Training:

Induction or Orientation TrainingRefresher TrainingApprenticeship Training Internship Training

Toyota places great emphasis on ‘learning by doing’. Their on the job training is structured and thorough. Their on the job training is also supplemented by off the job courses designed to increase the skills and knowledge that allows the employees to perform there role effectively.

METHODS OF TRAINING :

1.On The Job Training2.Vestibule Training3.Special Courses or class room training

MANAGEMENGT DEVELOPMENT:

Management Development is a continuous process of learning and growth designed to bring behavioral change among the executives.

Methods of Management Development:

On the jobCoaching and understudyJob rotationSpecial projectsCommittee assignments

Off the job:

Special coursesRole playingCase studyConferenceMultiple managementManagement gamesSensitivity training

A Toyota Business Partnering Group is a volunteer group of associates with a common interest, whose mission is to assist in the career development of its members, contribute to the company's business objectives, and support Toyota's goal to leverage diversity and build inclusion. Typical activities of these groups include mentoring programs, networking events and community outreach efforts. Business Partnering Group participants benefit from encouragement, professional development and fellowship as members of: African American Collaborative (AAC) Diversity in Motion (DIM)

JOB EVALUATION AND PERFORMANCE APPRAISAL

Job evaluation is a practice which seeks to provide a degree of objectivity in measuring the comparative value of jobs within an organization and among organization.

Methods of Job Evaluation

1.Skill-Mental and manual2.Experience3.Efforts and initiative4.Responsibility to be undertaken 5.Working environment6.Supervision required

Performance Appraisal: Performance appraisal or merit rating means systematic evaluation of the personality and performance of each employee by his supervisor or some other person trained in the techniques of merit rating.

SALARY AND BENEFITS PROVIDED BY TOYOTA AS PERFORMANCE APPRAISAL TECHNIQUES

Basic Pay Increase 25 days paid annual holiday (+bank holidays)

Pension Company sickness benefit

Life assurance Free work wear

Private healthcare Subsidized restaurants

Attractive car schemes Workplace nursery

Paid overtime Relocation assistance

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High Quality and Low Cost

TOYOTA PRODUCTION SYSTEM

Historical View Performance Measures Elements of TPS Six Eras Manufacturing Practices

TOYOTA PRODUCTION SYSTEM

Historical development of Production system

COST V/S DEFECTS

Product Synchronization Sequence of Events Operational Cycle Time Total Product Cycle Time Kanban

Elements of TPS

Customer Service Internal Efficiency Technology and process Systematization pioneering

Six Eras of Manufacturing

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