Case 4-1 Toyota Motor Corporation
Toyota Motor Corporation is a leading, global manufacturer of
motor vehicles. It has seven key operating principles that drive
what the company does and how it does it:
• Honor the language and spirit of the law of every nation and
undertake open and fair business activities to be a good corporate
citizen of the world.
• Respect the culture and customs of every nation and
contribute to economic and social development through corporate
activities in their respective communities.
• Dedicate our business to providing clean and safe products
and to enhancing the quality of life everywhere through all of our
activities.
• Create and develop advanced technologies and provide
outstanding products and services that fulfill the needs of
customers worldwide.
• Foster a corporate culture that enhances both individual
creativity and the value of teamwork, while honoring mutual trust
and respect between labor and management.
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• Pursue growth through harmony with the global community via
innovative management.
• Work with business partners in research and manufacture to
achieve stable, long-term growth and mutual benefits, while keeping
ourselves open to new partnerships.
The company consists of three business units: automotive
operations, financial services, and all others. The company was
started by Kiichiro Toyoda in 1937 and is headquartered in Toyota,
Japan. The company has a workforce of more than 348,000 employees,
and it sells its vehicles in 190 countries and regions. The company
has won many industry awards including most trusted brand,
longest-lasting vehicles, and best overall value.
Toyota has established itself as an industry leader in
quality, reliability, and efficiency in its automotive operations.
Its methods for product development, production, and operations
have served as the benchmark for others in the industry. One set of
practices that has enabled Toyota to achieve a sustainable
competitive advantage is the Toyota eight-step problem-solving
process that it deploys throughout its global operations. The steps
include the following:
• Step 1: Clarify the problem
• Step 2: Break down the problem
• Step 3: Set the target
• Step 4: Analyze the root cause
• Step 5: Develop countermeasures
• Step 6: Implement countermeasures
• Step 7: Monitor results and process
• Step 8: Standardize and share success
Clarifying the problem (step 1) involves Toyota management and
employees working in teams to obtain direct experience with the
problem for themselves to understand the nature of the problem.
Breaking down the problem (step 2) focuses on further analyzing the
problem and decomposing it into subproblems that are more specific
and manageable. Setting the target (step 3) involves Toyota
management and workers agreeing to challenging goals for solving a
problem (e.g., reducing defects) as well as mapping out a plan and
timeline for achieving the objectives. Analyzing the root cause
(step 4) refers to collecting empirical data to understand the
underlying causes of a problem. This step is typically helpful in
terms of identifying multiple causes of the problem. Developing
countermeasures (step 5) focuses on teams of Toyota managers and
workers brainstorming specific solutions to remove the root causes
of a problem. Implementing countermeasures (step 6) is the actual
deployment of the selected countermeasure. Monitoring results and
process (step 7) is based on a process called Plan-Do-Check-Act
(PDCA) that supports the effective implementation and continuous
improvement of a countermeasure. Basically, PDCA involves
implementing a countermeasure, evaluating its effectiveness,
modifying the countermeasure to further improve it, and then
implementing that countermeasure as a cyclical process.
Standardizing and sharing success (step 8) focuses on
“institutionalizing” the new practice or process into Toyota’s
overall production and operational system. This could involve
redesigning a process, changing rules and policies, job redesign,
and realigning the culture of the organization. This also involves
communicating the new practices or processes to others in the
Toyota organization so that they may also learn from the success of
the change and obtain guidance about how they can achieve similar
results.
The decision-making and problem-solving process used at Toyota
Motor Corporation has enabled it to produce some of the most
popular and reliable vehicles in their respective market segments
including the Camry sedan and the RAV4 sport utility vehicle.
Discussion
Questions
1. How does Toyota address both decision making and problem
solving in its operations?
2. How does Toyota’s approach to decision making and problem
solving address the four management functions?