Toyota Operation Management

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Honorary Advisor, Eiji Toyoda, expressed that "Because people make our automobiles, nothing gets started until we train and educate our people“ . Toyota seeks to develop human resources through the activity of making things. Toyota is building both tangible (a new learning facility) and intangible (course content) structures relating to team member development that ensures a secure and steady flow of qualified human resources to conduct Toyota's global business. Toyota has defined the required qualifications of "professional staff" for office and engineering positions, and "T shaped human resources" who are able to perform day-to-day activities and expand their skills in technical positions. Professional Staff: Associates who can create added value on their own and contribute to society, as well as utilize their strengths and exercise teamwork. T Shaped Human Resources: Team members with a broad range of skills, such as English language skills and operational knowledge as well as highly specialized knowledge and experience in a particular field. Toyota’s Mutual Trust Between Labor and Management- labor and management share the same goal of company prosperity as a common value; management will take into consideration to the greatest possible extent stable employment and will continuously strive to improve working conditions; and employees will cooperate with the company's policies in order to promote the company's prosperity. Stable Employment- Avoid simple layoffs and terminations. For Toyota, the simple disposal of human resources, a major management asset, not only damages the relationship of trust, but also hinders the spontaneous display of ability by employees. Creating Good Workplace Environments- Toyota established a Toyota Creative Suggestion System and started QC circle activities. Toyota has established a number of hotlines for the fast and fair

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