The Impact Of Toyota

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While it is generally known that Toyota is known for the world class quality automobiles, Toyota also maintains high profile in its HRM policies and practices too. Ian Winfied of university of Derby, UK who conducted a detailed field study on Toyota’s HRM, strongly believes that human resource practices of this company can serve as a model, particularly in manufacturing and production oriented organizations (Liker, 2008). In summary, Toyota’s HRM framework broadly comprises of four goals including: 1) organizational integration - where employees are integrated within the company; 2) commitment; 3) flexibility and adaptability; and 4) quality. Further, Toyota has invested billions of dollars into diversity as a commitment to minority participation in the company. The strategy is based on minority participation, equal opportunity and inclusion. For Toyota diversity is not just a social responsibility but a business imperative. It believes that its strategic diversity plan reflected well on its business culture. Toyota has done well by attracting, developing, and engaging exceptional people and then encouraging problem solving at all levels of the company which contributed to making management accountable to the employees and inspiring them to be committed to the company, family, and the community (Liker, 2008). In Toyota Culture: The Heart and Soul of the Toyota Way, Liker notes fourteen principles which lays the foundation for how Toyota accommodates the cultural differences in other countries: 1. Base your management decisions on a long-term philosophy, even at the expense of short-term goals. 2. Create continuous process flow to bring problems to the surface. 3. Use "pull" systems to avoid overproduction. 4. Level out the workload (heijunka). (Work like the tortoise, not the hare.) 5. Build a culture of stopping to fix

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