Selection on Toyota

Only available on StudyMode
  • Download(s) : 61
  • Published : March 4, 2013
Open Document
Text Preview
I. Time context
When Kitcchiro Toyoda died, it is the time when the company struggled to recover from bitter labor dispute. Surprisingly, the senior executives asked the new CEO Shoichiro Toyoda to establish a corporate structure that relies on consensus decision making. II. Viewpoint

Toyota Company makes sure that it only hires the best employees with knowledge and skills suitable for the job. But it is unfavorable for applicants to wait for the slow decision making process of the company. Toyota bases their management decisions on a long-term philosophy, even at the expense of short-term financial goals. III. Statement of the Problem

The problem is the time consumed during the selection process. It may vary from the industrialization and the richness and the standard of living of a country. Because of Toyota’s slow decision making process, employee selection at the new Toyota facilities takes far more than it would at a similar facility run by any other firm. A quality control manager at Toyota’s Canlubang plant, for instance, underwent 25 hours of paper and pencil tests, workplace simulations, and a probing interview before finally landing the job. Because those 25 hours were spread out over 25 days, the applicant had to work on another job while awaiting the results from Toyota. The applicant felt that the procedure as worthwhile, however, and his willingness to submit to it demonstrated his commitment to working for Toyota.

IV. Objectives
Unlike other companies, Toyota takes more time in the selection of applicants to assure that every employee of the company must be knowledgeable and skilled and be able to carry out the name of the company with flying colors. V. Areas of Consideration/Analysis

* Create a continuous process flow to bring problems to the surface. * Use "pull" systems to avoid overproduction.
* Level out the workload (heijunka). (Work like the tortoise, not the hare). * Build a culture of stopping to fix...
tracking img