Quality Management - Toyota way

Presented by Salkynbayeva Aidana

Checked Ukleja Łukasz

Bydgoszcz, May 2020

 Content

■ 1. The history of the development of the

brand
■ 2. Strategies Of Toyota Motor Corporation
■ 3. The business principles of the Toyota
■ 4. Matrix of the it management structure.
SWOT analysis
 The key points of the development

For the first time

Japanese cars are
The first exported to the
prototypes of United States and
cars were Brazil.
created.
During World War
II, Toyota Total quality
primarily worked control (TQC) has
The lean been introduced in
manufacturing for the Imperial
Japanese army. all activities of the
Sakichi Toyoda strategy is company).
invented the widely applied.
automatic loom.

1924 1935 1938 1939 -1945 1957 1961

 The key points of the development

A line of Toyota
Camry cars has
been launched,
currently
undergoing the
The company seventh Active
Announced significantly generation of advertising
Toyota Corolla – expands its modernization. and
the best-selling product range. The company development
production car Announced is listed on the of production
in the world. popular so far: NYSE and of hybrid
Allion, Celica, LSE registers. power plants.
Supra.

1965 1970-1979 1980 1999 2000-2010

Leading the way to the future of mobility…

Toyota will pave the way for humanity in the mobile future,
improving living conditions around the world, providing people
with the safest and most reliable means of transportation.
Global Vision

Produce the cars that consumers need in each region.

Global Vision
■ In Japan, Toyota is interested in
developing advanced high-tech
manufacturing, which is expected
from us by the Japanese consumer.

• In Europe, the main goal is to

establish itself as a powerful brand
by creating attractive cars and
optimizing its products to meet the
needs of the European consumer.

• Production in North America will become a global center not

only for car Assembly, but also for the development of new
solutions for models such as the Camry. Signing a contract
with it companies here, since creating a mobile community
of the future is impossible without advanced it solutions.
Global Vision

■ In China and other emerging markets is aimed at improving the image

of brand as promoting technologies that help preserve a favorable
environmental environment.
■ The desire to bring to developing countries the production of cars in
demand in them.
The Toyota Way has been called "a system
designed to provide the tools for people to
continually improve their work" The 14 principles
of The Toyota Way are organized in four sections:
■ Long-Term Philosophy
■ The Right Process Will Produce the Right
Results
■ Add Value to the Organization by Developing
Your People
■ Continuously Solving Root Problems Drives
Organizational Learning
The two focal points of the principles are
continuous improvement and respect for people.
The principles for a continuous improvement
include establishing a long-term vision, working
on challenges, continual innovation, and going to
the source of the issue or problem. The principles
relating to respect for people include ways of
building respect and teamwork.
Toyota control scheme
The business principles of the Toyota
Make management decisions with a long-term perspective in mind, even if it hurts
your short-term financial goals.
The continuous flow process helps identify problems.
Use a pull-out circuit to avoid overproduction. The organization of production
requires that the consumer gets what he needs, at the right time and in the right
amount.

Align the scope of work. In order to create the right lean production and improve
the quality of service, you need to align the production schedule, not always
strictly following the order of receipt of orders.

Stop production if the quality demands it.

Standard tasks and delegation of authority to employees are the basis for
continuous improvement.
The business principles of the Toyota

Use visual control so that no problem goes unnoticed.

Use only reliable, proven technology.

Educate leaders who know their business thoroughly, profess the company's
philosophy, and can teach it to others.
Educate outstanding people and form teams that follow a corporate
philosophy.
Respect your partners and suppliers, set them difficult tasks and help them
improve.

If you want to understand the situation, look at it with your own eyes.

Make a decision slowly, weighing all possible options.

Make your company a learning organization through relentless analysis and

continuous improvement.
The right process produces the right results

•a process organized as a continuous flow

helps identify problems;
• use the pull system to avoid
overproduction;
•allocate the amount of work evenly
(heijunka); make it so that stopping the
process in order to fix problems becomes
part of the production culture, and the
desired quality is achieved the first time
Solve (jidoka);
problems(Contin • standardize tasks and processes – this
uous will be the Foundation for continuous
improvement improvement and professional growth of
and training) employees;
• use only reliable, proven technology; use
visual control so that no problem goes
Employees and partners(Respect them, unnoticed.
improve them, and give them self-fulfilling
tasks)

Process (Elimination of losses)

Philosophy(Strategic thinking)
Add value to your organization by developing your employees and partners

•Educate leaders who

know their business
thoroughly, profess the
company's philosophy,
and can teach it to others.
Solve • Educate outstanding
problems(Contin
uous
people and form teams
improvement and that follow the company's
training) philosophy. Form cross-
functional groups that
Employees and partners(Respect them, work in accordance with
improve them, and give them self-fulfilling its principles.
tasks) •Respect your partners
and suppliers, set them
difficult tasks, and help
Process (Elimination of losses) them improve.
of losses)

Philosophy(Strategic thinking)
 •to understand the
situation, you need to see
everything with your own
eyes (genti genbutsu);
Solve
problems(Contin
• make decisions slowly
uous by consensus, thoroughly
improvement and
training)
considering all options;
implementing it, not delay
(nemawashi);
•become a learning
Employees and partners(Respect them, structure through
improve them, and give them self-fulfilling
tasks) relentless introspection
(hansei) and continuous
Process (Elimination of losses) improvement (Kaizen).
of losses)

Philosophy(Strategic thinking)
 Toyota's Mission

Toyota Motor Manufacturing North America

■ 1. As an American company, contribute to the economic

development of society and the United States of America.
■ 2. As an independent company, contribute to the stability and well-
being of team members.
■ 3. As a Toyota group company, contribute to the overall growth of
Toyota by creating added value for consumers.
SWOT. Strength

A global international Corporation, products are represented in 170

countries around the world.

Excellent positions in key markets of the world-USA, China, EMEA.

A strong brand image based on quality, respect for the environment and a
wide range of models.

The largest automaker in the world. The company took the lead from the
auto giant General Motors, which held this position for 76 years.

Toyota has the technology to produce the best hybrid powerplant to date,
Hybrid Synergy Drive.
SWOT. Weakness

The Japanese automaker is considered an importer in key markets.

Concentration of production volumes. The company produces most cars

in Japan and the United States, while competitors are more
conveniently located relative to potential consumers in other countries.

The main office and most of the production are located in a seismically
active zone.
SWOT. Opportunities
Innovations. First of all, increasing the production of commercial hybrid cars
based on advanced technologies and capabilities of their own R & d.

More aggressive acquisition of new market segments.

Production of cars that will generate more power, with lower fuel costs and
at the same time have a weaker impact on the environment.

Development of vehicles that clearly meet the social and industrial needs of
a particular region.

Continued expansion into emerging markets with growing demand, such

as China, India, and Russia.
SWOT. Risks

Growing competition and intensive marketing programs increase the

pressure of competitors.

An increase in stock indexes will lead to a decrease in profits and an increase

in the cost of consumables.

Economic instability in Europe and the United States will reduce demand
for new cars.

Demographic risks. The number of large families is decreasing, and the

demand for large family cars will fall.
Businesses strive to reduce the number of trips by implementing information
technology for communication (teleconferencing). Demand for business
vehicles is falling.

Oil prices and car maintenance are rising. Many people may refuse to
purchase a car.
Thanks for your
attention!