1. The document discusses Toyota's approach to developing effective teams through a long-term philosophy of respecting people and continuous improvement. 2. Toyota focuses on developing exceptional individuals and effective teamwork through leadership training, group problem-solving processes, and applying theories of internal and external motivation. 3. Building a culture of respect and continuous learning is emphasized as the key to Toyota's success in developing high-performing teams.

2. Problem
Solving
People & Partners
Process (Eliminate Waste)
Philosophy (Long-Term Thinking)
- Group Leader
- Develop exceptional
people & Teams
- Respect your extended
network
2

3. Form VS Function of Teams
New United Motor Manufacturing
is the pioneering joint venture of
General Motors Corp. and Toyota Motor Corp.
3

4. Form VS Function of Teams
0%
5%
10%
15%
20%
25%
Filling in for work
who were absent
Ensuring smooth
flow of parts to the
line
Actively
communication
job-related
information
Observing the team
working in order to
anticipate
problems
21%
10%
7%
5%
1.50%
3%
0% 0%
Nummi Team Leader GM Team Leader
GM team leader focused on emergency relief of workers
(use the restroom), quality inspection and repair
4

5. The Principle : Developing Excellent Individual
Work While Promoting Effective Team Work
individual work
(individual excellence )
group work
(team effectiveness)
5

6. Launching a Toyota Facility in North America :
One Shot at Getting the Culture Right
6
Case Study : Global Service Part Distribution ; Hebron, USA
“We are not building a warehouse; we are building a culture,
This is why we have been as successful as we are.”
Hiring
Process
[Lead time :
1 month –
1year]
Training
Process
[at least
11 month]

7. Developing team at Toyota:
Not a One-Minute Proposition
7
“4 Stages of team development”
1. Orientation
2. Dissatisfaction
3. Integration
4. Production

8. Developing team at Toyota:
Not a One-Minute Proposition
8
Station CStation A
Station B
Work cell
X
Apply 4 Stages of team development to
TPS
Stage 1: Orientation. Strong direction from the
leader understand the basic mission, rules of
engagement, and tools the members will use.
Stage 2: Dissatisfaction. Great visions of success,
work as a team. continue to need strong
direction , a lot of social support.
Stage 3: Integration. Group to learn roles, goals,
norms, and team structure. Not much task
direction, but still needs a lot of social support.
Stage 4: Production. High-performing team with
little task support or social support from the
leader.

9. Work Groups are the Focal Point for Solving
Problems
9
Team Member :
Team Leader :
Group Leader :
Perform routine work / Look for
continuous improvement / Problem
Solving
Facilitate small group / meet
production goal / confirm quality
Manpower scheduling / Monthly
planning / coordination
Handle HR , engineering , quality
control

10. At TOYOTA, Everything you learned
about Motivation Theory is Right
10
INTERNAL
Maslow’s Need Hierachy
Herzberg’s Job Enrichment Theory
EXTERNAL
Taylor’s Scientific
Management
Behavior Modification
Goal Setting

11. Internal Motivation Theories
11
Satisfy lower level
needs and move
employees up the
hierarchy toward
"self actualization"
Job security, good pay,
safe working conditions
satisfy lower level needs.
Culture of continuous
improvement supports
growth toward self
actualization

12. Internal Motivation Theories
12
Eliminate "dissatisfiers"
(hygiene factors) and
design work to create
positive satisfiers
(motivators)
5S, ergonomics program,
visual management,
human resource policies
address hygiene factors.
Continuous improvement,
job rotation, and built-in
feedback support
motivators.

13. External Motivation Theories
13
Taylor’s Scientific
Management
Scientifically select, design
standardized jobs, train, and
reward with money
performance relative to
standards.
All scientific management
principles followed but at the
group level rather than
individual level and based
on employee involvement.

14. External Motivation Theories
14
Behavior Modification
Reinforce behavior on the
spot when the behavior
naturally occurs.
Continuous flow and ANDON
creates short-lead times for
rapid feedback. Leaders
constantly on the floor and
providing reinforcement.

15. External Motivation Theories
15
Goal Setting
Set specific, measurable, achievable
challenging goals and measure
progress
Sets goals that meet these criteria
Continuous measurements relative
to target

16. People Drive Continuous
Improvement
16
Building exceptional people and teams
derives from having in place some form of a
“respect for humanity system”

17. Group Member
17
 Chutipon Roatputikul 5710224095
 Chonnipa Homket 5710224107
 Hatairat Onsuwan 5710224112
 Patcharakorn Kulcharoen 5710224113
 Siriporn Kamolsiripichaiporn 5710224118
 Pornphan Limmongkolchai 5710224171