ABOUT TOYOTA FAILURES IN TMC EIGHT PROCESSES FINAL THOUGHTS

ABOUT TOYOTA:
Toyota Motor Corporation abbreviated TMC, is a Japanese multinational automaker headquartered in Japan. It was second largest automobile manufacturer by 2010 in production. The company was founded by Kiichiro Toyoda in 1937. KEY PEOPLE ARE: CHAIRMAN: Fujio cho PRESIDENT AND CEO: Akio toyoda. TMC is part of the Toyota Group, one of the largest conglomerates in the world.

FAILURE IN TMC AUTOMOBILES:

Assumptions on failure in Toyota Automobiles were product design roles, production of faulty accelerator pedals and onboard computers. But the faults are with the breaking point of product and service. Senior management of TMC failed to investigate and identify the problems which are beyond employees control.

MAJOR CONTRIBUTOR TO FAILURES:

Weak HR processes were the major reason to TMC failures. Faulty HR processes also failed to develop, motivate, manage and monitor employees.

EMPLOYEE ERRORS:
Organization disproportionately rewarded managers for cost containment versus sustaining product quality.
Toyota leaders themselves hide the facts of the problem and distorted the scope of the problem. Employees who are well-trained and subject to balanced rewards and performance monitoring systems would not have allowed the situation to grow as did.

HR PROCESSES REASONS FOR TOYOTAS DOWNFALL:

REWARDS AND RECONGNITION should encourage right behaviours and discourage negative ones Reward process should gather information about problems and recognize people who sorted out those difficult problems. TRAINING Identifying right skills and capabilities to handle all situations. They should go for 4 steps cycle plan/do/check/act

HR PROCESSES REASONS FOR TOYOTAS DOWNFALL:

HIRING Recruitment process should filter the top performing, highly skilled professionals for the organization. Poorly designed hiring system will lead to poor management of the organization.
THE PERFORMANCE MANAGEMENT PROCESS Performance management process should periodically monitor and appraise the employees. The process should measure responsiveness to negative information about the organization.

HR PROCESSES REASONS FOR TOYOTAS DOWNFALL:

CORPORATE CULTURE Corporate culture should drive employees to follow the companys core values. Assumptions should not be made that corporate culture is aligned and followed by the employees.
LEADERSHIP DEVELOPMENT Leaders should be strong in taking difficult decisions. Leaders should be capable of confronting problems.

HR PROCESSES REASONS FOR TOYOTAS DOWNFALL:

RETENTION To identify top performers and to take actions to retain them within the organization.
RISK ASSESSMENT HR team should have meetings with Risk assessment team to identify notable risks and problems.

FINAL THOUGHTS:
It is not a mistake of individual rather it is a company-wide mistakes. HR need to periodically test, audit and refine the processes within the organization.