Toyota Motor Corporation is a Japanese automotive manufacturer founded in 1937 by Kiichiro Toyoda. It launched its first car in 1947 and began expanding globally in 1959. Toyota prides itself on its human resource policies like recruitment, selection, training, performance appraisal, and compensation. It focuses on hiring people with strong work ethics and providing extensive training. Toyota was one of the first companies to establish manufacturing plants outside Japan to reduce costs and has expanded globally since then. While this expansion provides benefits like employment and economic growth, it can also result in disadvantages such as loss of culture and environmental degradation.
Total Quality Management (TQM) of Toyota. It is the continuous process of reducing or eliminating errors in manufacturing, streamlining supply chain management, improving the customer experience and ensuring that employees are up-to-speed with their training.
The purpose of project 3 is to study about the automotive industry in generally. Then the scope will going deeply to reveal what innovation was occur nowadays in this industry. The study will take two major players in this industry. These are Toyota Motor Company and Honda Motor Company. Inside this document also will review about how the largest automotive manufacturer such Toyota Motor Company and Honda Motor Company carries out the management of innovation. Innovation management will discuss about Toyota Production System (TPS), Toyota Way, Seven Principles of Toyota Production System (TPS), Honda’s Philosophy, Fundamental Beliefs and Three Joy. At the end of this document, it wills write-down how the automotive industry will be manage in the future that focus on research & development (R&D).
Knowledge Management at Toyota
According to analysts, Toyota's success in both the local and global markets was based on its gaining a competitive advantage through implementation of innovative and path-breaking ideas on its production floors.
Toyota Production System (TPS) worked on the basic idea of maintaining a continuous flow of products in factories in order to adapt flexibly to changes in demand.
TPS linked all production activities to real dealer demand through implementation of Kanban, JIT (Just-In-Time) and other quality measures...
Any ambitious enterprise that is going to achieve and sustain profitability and profit
growth, no question, would have to expand business abroad, to gain extra market and
sales, and profit in result, by employing benefit of location and large scale economies,
experience and learning sharing effects. However, as it has been self-proven to
countless firms, foreign markets are never a flat plain field without trap, instead
absolutely represent an adventure. The adventurers would face immense issues like
cross-border management coordination, unions, local consumer taste and preference
over products and services, local government regulations, majority among which stem
from the environmental divergence in different markets, legally, economically, or
culturally. Automotive industry is born for global market, due to the intrinsic pressure
for cost reduction, as the initial high cost per unit retards the market expansion to great
degree. Meanwhile, most of time, cars are consumer products whose markets are filled
with local taste and preference, and local government regulations because the industry
is never too little for local government to neglect the influence of automotive industry
over whole local economy. This paper will go through the basic thinking of
international business strategy concept, and focus on the current world largest
automaker Toyota’s strategy, in the context of the past and ongoing environments.
Total Quality Management (TQM) of Toyota. It is the continuous process of reducing or eliminating errors in manufacturing, streamlining supply chain management, improving the customer experience and ensuring that employees are up-to-speed with their training.
The purpose of project 3 is to study about the automotive industry in generally. Then the scope will going deeply to reveal what innovation was occur nowadays in this industry. The study will take two major players in this industry. These are Toyota Motor Company and Honda Motor Company. Inside this document also will review about how the largest automotive manufacturer such Toyota Motor Company and Honda Motor Company carries out the management of innovation. Innovation management will discuss about Toyota Production System (TPS), Toyota Way, Seven Principles of Toyota Production System (TPS), Honda’s Philosophy, Fundamental Beliefs and Three Joy. At the end of this document, it wills write-down how the automotive industry will be manage in the future that focus on research & development (R&D).
Knowledge Management at Toyota
According to analysts, Toyota's success in both the local and global markets was based on its gaining a competitive advantage through implementation of innovative and path-breaking ideas on its production floors.
Toyota Production System (TPS) worked on the basic idea of maintaining a continuous flow of products in factories in order to adapt flexibly to changes in demand.
TPS linked all production activities to real dealer demand through implementation of Kanban, JIT (Just-In-Time) and other quality measures...
Any ambitious enterprise that is going to achieve and sustain profitability and profit
growth, no question, would have to expand business abroad, to gain extra market and
sales, and profit in result, by employing benefit of location and large scale economies,
experience and learning sharing effects. However, as it has been self-proven to
countless firms, foreign markets are never a flat plain field without trap, instead
absolutely represent an adventure. The adventurers would face immense issues like
cross-border management coordination, unions, local consumer taste and preference
over products and services, local government regulations, majority among which stem
from the environmental divergence in different markets, legally, economically, or
culturally. Automotive industry is born for global market, due to the intrinsic pressure
for cost reduction, as the initial high cost per unit retards the market expansion to great
degree. Meanwhile, most of time, cars are consumer products whose markets are filled
with local taste and preference, and local government regulations because the industry
is never too little for local government to neglect the influence of automotive industry
over whole local economy. This paper will go through the basic thinking of
international business strategy concept, and focus on the current world largest
automaker Toyota’s strategy, in the context of the past and ongoing environments.
Manufacturing industry represents Japanese superior character. Even now, leading Japanese market fundamental, gaining competitiveness on the global business stage. On the high volatility market condition, it had been considering the best way to produce most comfortable experience for the driver. From this chapter, we’ll show you the trace of Japanese automobile industry.
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Founder: Kiichiro Toyoda
Founded: 28-August-1937
Headquarter: Toyota City Tokyo Japan
Toyota Motor Corporation (Japanese: トヨタ自動車株式会社) is a
Japanese automotive manufacturer headquartered in Toyota, Aichi,
Japan. In 2013 the multinational corporation consisted of 333,498
employees worldwide and, as of January 2014, is the fourteenth-largest
company in the world by revenue. Toyota was the largest automobile
manufacturer (by production).
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Launched first car SA Model in 1947
First Global expansion in 1959 at Brazil
The history of Toyota started in 1933 with the company being a
division of Toyoda Automatic Loom Works devoted to the production of
automobiles under the direction of the founder's son, Kiichiro
Toyoda. Kiichiro Toyoda had travelled to Europe and the United States
in 1929 to investigate automobile production and had begun
researching gasoline-powered engines in 1930.
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Vision
Toyota will lead the way to the future of mobility enriching lives around
the world with the safest and most responsible way of moving people.
Commitment to quality, constant innovation and respect for the planet,
(aim to exceed expectation and be rewarded with smile)
Mission
Supplying the range vehicles, parts, accessories and services to meet
the requirements. (Ensuring that product are of outstanding quality,
value for money and instil pride of ownership)
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Toyota prides itself on its human resource policies and they have
significantly influenced how the company operates. HR at Toyota goes
beyond simply hiring people and administering policies related to pay,
promotion and benefits.
• Recruitment
• Selection
• Training
• Performance Appraisal
• Compensation
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• Recruitment: Lean manufacture strategy has become the
standards of selection operation.
• Selection: Toyota is primarily interested in hiring people with a
strong work ethic.
• Training: A common expression heard around Toyota is:’’ we do not
just build cars, we build people.
• Performance appraisal: Toyota focuses on total system efficiency
rather than on individual efficiency.
• Compensation: Toyota’s success is attributed to the fact that it
hires only the best workers
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The first Toyota vehicle built outside Japan was a Land Cruiser FJ-251
built in São Paulo, Brazil, in May of 1959. The success both on the
Japanese market and international market dues to its desire to make
products with a quality. The Japanese believe that nothing is so good
that it can not be improved, so they constantly struggle to increase the
quality of everything they do. This attitude can be expressed by a single
word „kaizen”. It means „continuous improvement” and is the key word
which guides them towards perfection.
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• Continuous Improvement
• Customer Satisfaction
• Quality Product
• Unique Product System
• Respect for People
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Toyota launched its first overseas plant in Brazil in 1958, and
throughout the expansion of its overseas sales networks and plants, it
has striven to make economic contributions to each nation and region
through local production, procurement and employment. Toyota also
places the highest priority on long-term local employment, commences
recruitment and education of local employees from the start of
construction and helps to develop local labour environments. As of
March 31, 2010, Toyota has a total of 66 plants —15 in Japan and 51
in 26 other nations and regions, as well as approximately 170
distributors and 8,000 dealers worldwide.
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• Upgrading R&D
• Developing New Line of Product
• Replace engine of car with strong model & made design
changes as per customer feedback
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Toyota is a typical transnational corporation who understand that
considerable gains can be made by locating manufacturing plants
outside their country of origin. Toyota expanded to Europe in 1992 in
order to achieve the benefits associated with establishing a
manufacturing base in another country.
Transnational corporations search out locations for their plants outside
their original country because they can overcome costs such as
transport and duties on imports and exports. Transnational corporations
are the most important force causing changes in global economic
activity. Companies often use transplants for routine assembly work
which is known as 'backend work'. This allows the main company base
to focus closely on the research and development aspect of the
industry. This is the higher paid 'front end work'.
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• Hybrid gas-electric vehicles
• Advance Parking guidance system
• Eight speed automation transmission
• Four speed electronically controlled automatic
with buttons for power and economy shifting
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Advantages
• Employment
• Education
• Product Quality
• GDP Increase
Disadvantages
• Loss of Culture
• Environment Degradation
• Conflict
• Monopoly
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Sunil Kr Ahirwar
Amity International Business School
Amity University Noida- 125
+91 (0) 9871836819
Email- sunil.ahirwar@student.amity.edu