2. 2
• Analysing a corporate setting in terms of its
‘human capital’
• Advising on improving ‘human capital’
Learning outcomes
of this Seminar
3. 3
Reading & Activity
Need to read:
Toyota (Japan) Case Study
Pages 151 to 152 in Jashapara (2011)
Get into groups and discuss the following
questions ready to present to the class
4. Questions
1. What advice would you give Akio Toyoda about the Toyota
Tundra plants in North America? In your answer, explore
the pros and cons of each option.
2. How could you help improve Toyota’s learning and human
capital?
3. What are the benefits and shortfalls of having contradictory
viewpoints at Toyota?
5. Tutor’s Input
1. What advice would you give Akio Toyoda about the Toyota Tundra plants in
North America?
• Replace Toyota Tundra plant with manufacturing line for smaller cars. Main problem
is that demand for small cars may also be diminishing due to global recession
• Close Toyota Tundra plant making workforce redundant and leading to job losses
• Redeploy Toyota staff from Toyota Tundra to other plants and opportunities within
supplier networks in North America
• Redeploy experienced staff to training functions within Toyota University, Learning
• Management Solution (LMS), Global Knowledge Centre or Global Production Centre
(GPC)
6. Tutor’s Input
2) How could you help improve Toyota’s learning and human capital?
• Development of greater CoP across functional and geographical
boundaries
• Use of technology in terms of chat rooms and forums to engage CoP
across plants, dealer and supplier networks
• Greater questioning of the status quo and encouraging ‘double-loop’
learning
• Engage experienced personnel face-to-face over common trends in
problems arising from the Analytical Problem Solving Tool
• Engage employees more to innovate in future cars and services
• Adopt video-based learning tools to help capture Toyota’s tacit knowledge
base
7. Tutor’s Input
3) What are the benefits and shortfalls of having contradictory viewpoints
at Toyota?
The benefits are that:
• it challenges the status quo
• it encourages creativity from the tension of contradictory viewpoints
• employees are continually striving to improve practices
The shortfalls are that:
• contradictory viewpoints may become an end in themselves rather than helping Toyota grow
• it may prevent effective consensual decision-making that is important to Toyota’s working
practices
• it may accentuate power and political struggles in terms of which viewpoint gains currency
