1. The Toyota Way
How They Became #1
Presented by Adrienne Larson

2. What is The Toyota Way? Values and Conduct: Challenge
Kaizen (improvement)
Genchi genbutsu (go and see)
Respect
Teamwork

3. The Four Main Components
Long-term thinking as a basis for management decisions
A process for problem-solving
Adding value to the organization by developing its people
Recognizing that continuously solving root problems drives organizational learning

4. Is The Toyota Way the reason for their competitive advantage?
A brief look at their history:
Founded in 1937 as a auto manufacturer
Studied USA companies
1982 Took over old GM plant
Began selling cars in USA in late 80’s
2007 became the #1 auto manufacture in USA

5. Their Competitive advantage was evident in 2007
Passed the top Three in auto sales
#1 car in America was the Camry
Entering the Full size truck market
#1 fuel economy in car
All aspect of lean manufacturing , just in time inventory, and TQM practiced
No product recalls

6. Does Toyota still have the competitive advantage in 2013?
To answer that we need to look at what has happened to the company since 2007

7. The Bad News Since 2007……. U.S economy in trouble
Slowed truck sales for Tundra
Toyota had major recalls in 2009 and 2010
Camry acceleration
9million recall due to bad window switch largest in auto history
Lost credibility, closed plants for 11 days
2011Natural disasters caused major production problems
Went from 8th (2005)on Forbes list to 55th (2011)
Did not maintain consecutively #1 auto manufacture

8. The good news since 2007.... 216 billion in revenue as of May 2013
Top auto manufacture in 2012
Largest hybrid car manufacture globally
Second behind Chevy Volt in plug-in hybrid in U.S sales
Ended GM partnership 2009
Working towards image of “An American Company”

9. HR issues in 2007 Employing the Toyota Way globally
Need to be perfect at all times
Culture of GROUPTHINK
U.S. competition lacking

10. HR issues in 2013
Getting beyond culture of groupthink but still applying their Toyota way as explained:
Base your management decisions on a long-term philosophy, even at the expense of short-term goals
Create continuous process flow to bring problems to the surface
Use "pull" systems to avoid overproduction
Level out the workload
Build a culture of stopping to fix problems, to get quality right the first time
Standardized tasks are the foundation for continuous improvement and employee empowerment
Use visual control so no problems are hidden
Use only reliable, thoroughly tested technology that serves your people and processes
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
Go and see for yourself to thoroughly understand the situation (genchi genbutsu)
Make decisions slowly by consensus, thoroughly considering all options; implement decisions rapidly
Become a learning organization through relentless reflection and continuous improvement

11. Top three issues for HR
Build a culture of stopping to fix problems, to get quality right the first time
Never let mass recalls to happen again
Grow leaders who thoroughly understand the work, live the philosophy, and teach it to others
Can American workers rise to this standard?
Make decisions slowly by consensus, thoroughly considering all options; implement decisions rapidly
The big three American auto manufacturer are giving chase through solid competition

12. Thank You are there Any Questions?
Work sited: Wikipedia Case study The Toyota Way PDF][pdf] toyota global visionwww.toyota-global.com/company/message_from.../president pdf‎Toyota will lead the way to the future of mobility, ... We will meet challenging goals by engaging the talent and ... Boost human resource development.