Figure 2, Guiding Principles at Toyota, shows the conceptual model of this initiative in the context of Toyota's strategic human resources plan.
Figure 2: The Toyota Way 2001
Source: (Toyota Code of Conduct, 2007)
Training a Core Cultural Component
What has become accentuated in the Toyota culture is the intense focus on training and certifications. For production staff members to be promoted they must go through three weeks of pre-promotion training and review of key production center and lean manufacturing concepts. In order to advance in manufacturing it is critical for employees to both study intensively for these courses, and also pass the assessments, then get the recommendations of their current supervisors to gain a promotion. For managers, the training requirements are even more intensive, with this group of employees required to spend up to four months a year in complex problem-solving and personnel system training and education programs. In retrospect it is to be expected that a corporation that has established one of the most efficient supply chains in the world based on their TPS system, which has been credited as a learning ecosystem by scholars (Saruta 2006) would place such an extremely high value on training as a core, foundational value of the company. Figure 3 shows the organizational structure of Toyota's training strategies as they relate to both managerial, production, affiliate and functional department educational needs.
Figure 3: Toyota's Organizational Structure for Learning
Source: (Environmental and Social Report (2006)
Figure 4 shows the structure of how Toyota globally is organizing to turn knowledge, training and on-the-job training (OJT) into a competitive advantage. Figure 4 shows this specific organizational structure, which is from the company's 2002 Environmental Report.
Figure 4: Toyota's Organizational Structure for knowledge
Source: (Environmental and Social Report (2002)
Conclusion
Toyota's transformation from being highly hierarchical to embracing creativity, stressing localized action, and completely redefining the culture of the company has had a corresponding effect on the structure of the company. Today Toyota is completing...
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Use of single version of the truth and single information Balanced set of strategic metrics (Financial and non-financial). New methods of cost accounting (ABC, Target Costing). Internal vs. External Focus (Benchmarking and Self-Assessment). Process Management and Measures (value delivery). Stakeholder value measures Uniform set of measures Causal relationships between measures across all levels. Source: Lieberman; (1994; et.al.). Automotive Industry Analysis Entering 2007 it is clear that Japanese firms, lead by Toyota, will be at parity with and potentially surpass the
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