Employee Empowerment: Average Annual Results
More than 700,000 improvement suggestions were submitted by Toyota's employees.
That is an average of over 10 improvement suggestions per employee per year.
Over 99% of suggestions were implemented.
The Toyota Way: 14 Principles
→The Toyota Way is not the Toyota Production System (TPS). The 14 Principles of the Toyota Way is a management philosophy used by the Toyota corporation that includes TPS, also known as lean manufacturing. TPS is the most systematic and highly developed example of what the principles of the Toyota Way can accomplish. The Toyota Way consists of the foundational principles of the Toyota →culture, which allows the TPS to function so effectively...More
The fundamental reason for Toyota's success in the global marketplace lies in its corporate philosophy – the set of rules and attitudes that govern the use of its resources.
→3 Strategies of Market Leaders
Toyota have successfully penetrated global markets and established a world-wide presence by virtue of its productivity. The company's approach to both product development and distribution is very consumer-friendly and market-driven. Toyota's philosophy of →empowering its workers is the centrepiece of a human resources management system that fosters creativity, continuous improvement, and →innovation by encouraging employee participation, and that likewise engenders high levels of employee loyalty. Knowing that a workplace with high morale and job satisfaction is more likely to produce reliable, high-quality products at affordable prices, Toyota have institutionalized many successful workforce practices. Toyota has done so not only in its own plants but also in supplier plants that were experiencing problems.1
Although many car manufacturers have earned a reputation for building high-quality cars, they have been unable to overcome Toyota's advantages in human resource management, supplier networks and distribution systems in the highly competitive car market. Much of Toyota's success in the world markets is attributed directly to the synergistic performance of its policies in human resources management and supply-chain networks.
The Five Ss refer to the five dimensions of of workplace optimization: Seiri (Sort), Seiton (Set in order), Seiso (Shine), Seiketsu (Standardize), and Shitsuke (Sustain)... More
The Focus of Toyota Production System
Real TPS is not just about “flow” or “pull production” or “cellular manufacturing” or "load leveling". It is primarily concerned with →making a profit, and satisfying the customer with the highest possible →quality at the lowest cost in the shortest lead-time, while developing the talents and skills of its workforce through rigorous improvement routines and →problem solving disciplines. This stated aim is mixed in with the twin production principles of Just in Time (make and deliver the right part, in the right amount, at the right time), and Jidoka (build in quality at the process), as well as the notion of →continuous improvement by standardization and elimination of waste in all operations to improve quality, cost, productivity, lead-time, safety, morale and other metrics as needed.2 >>>
→Implementing Kaizen: 7 Conditions