Management Practises Of Toyota And Its Sustained Growth Analysis Essay Example
Management Practises Of Toyota And Its Sustained Growth Analysis Essay Example

Management Practises Of Toyota And Its Sustained Growth Analysis Essay Example

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  • Pages: 3 (682 words)
  • Published: April 26, 2018
  • Type: Case Study
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"The Toyota Way" document explains the company's values and business approach. To comprehend Toyota's management procedures, understanding "The Toyota Way" is crucial. Our study delves into examining Toyota's management practices, beginning with "The Toyota Way" then progressing to specific management procedures.

In 1937, Kiichiro Toyoda established Toyota to manufacture cars. The corporation also manages Lexus and Scion.

In 2008, it surpassed GM to become the largest automaker worldwide.

Toyota's unique culture and high performance are a result of the company's engineering and manufacturing approach that ensures consistent quality in both product and process.

TOYOTA’S MISSION AND VISION

Toyota has been dedicated to promoting sustainable societal development by offering innovative and premium products and services that keep up with the times since its establishment. Information regarding the basis for this approach - namely

...

, the Guiding Principles - as well as Toyota's CSR policies, production system, manufacturing philosophy, and management practices can be found here.

TOYOTA’S PHILOSOPHY

Toyota is fully devoted to addressing the obstacles in promoting environmental and social excellence, which requires the wholehearted participation of both the management and employees. A system of managerial values, business strategies and practices called THE TOYOTA WAY guides this commitment. The four primary elements of THE TOYOTA WAY are:

  • Challenges
  • Kaizen (continuous improvement)
  • Genchi Genbutsu (going to the source to make correct decisions )
  • Respect
  • Teamwork All Toyota employees are expected to embody these values in their daily work and other activities, including environmental protection and social initiatives.

The Toyota way prioritizes the recognition and examination of issues first-hand (Genchi Genbutsu) t

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show reverence towards the environment, communities, and individuals. This is then followed by contesting customary notions and routines, as well as vowing to persistently enhance (Kaizen) through collaboration. By utilizing this approach, Toyota can handle diverse social and ecological predicaments across its various operations and undertakings.

The Toyota Way encompasses both the Toyota Production System and the company's management practices. Specifically, Toyota's production system integrates lean management and just-in-time production methodologies that the automaker has pioneered.

Toyota holds the belief that desired outcomes can be achieved by following a proper process.

Principle 5 emphasizes the importance of creating a culture of addressing and resolving issues promptly to achieve high-quality results from the outset.

According to Principle 7 of Toyota, it is important to utilize visual control in order to prevent any issues from being concealed. The 5S Program is included in this principle and involves a series of steps intended to optimize productivity and efficiency in workspaces. This program also aims to encourage the sharing of workstations, reduce time spent searching for tools, and improve the overall work environment. The 5S's encompass the following:

  • Sort: Sort out unneeded items
  • Straighten: Have a place for everything
  • Shine: Keep the area clean
  • Standardize: Create rules and standard operating procedures * Sustain: Maintain the system and continue to improve it
  • Safety Principle 8

Toyota's philosophy is to rely solely on trustworthy technology that has undergone thorough testing, and that serves both people and processes.

In order to uphold principles, they must become a part of one's thinking. Employee education and training

is necessary for maintaining a learning organization. Principle 10 highlights the importance of developing exceptional people and teams who align with the company's philosophy. Toyota established teams with 4-5 members and multiple management hierarchies, recognizing the significance of teamwork over individual success. Additionally, Principle 11 involves respecting partners and suppliers by offering challenges and assistance to enhance their performance.

Toyota offers cross-functional teams aimed at assisting suppliers in finding and resolving issues that allow them to grow into more reliable and proficient suppliers. According to Section IV, Sustainable Efforts to Remediate Root Problems Facilitate Organizational Learning, Toyota's prime objective is learning as an organization. The organization's continuous learning initiative is anchored on identifying root causes of problems and using preventive measures to avert recurrence. Principle 12 underscores Toyota's belief in direct observation of situations (Genchi Genbutsu) to ascertain the circumstances thoroughly. Managers at Toyota are required to assess operations through first-hand observation.

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