Japanese Unique Ethnicity at Toyota Motor Corporation - Essay Example

? JAPANESE UNIQUE ETHNI AT TOYOTA MOTOR CORPORATION One of the best car manufacturing companies in the world is the Toyota Motor Corporation (TMC). Throughout the years, this company has been in the limelight gaining much attention from journalists, academicians, researchers, business executives worldwide. What makes Toyota so unique from its other contemporary big car makers like Chrysler, Ford and General Motors Corporation? One of the reasons why TMC is much sought by the public eye, aside from the durable, eco-luxurious quality -cars it produces, is the unique management style it adopts to manage its workers and production process. This is what they call the “Toyota Way”. Whatever characteristics it may carry, it must be systemic, truly lasting and valuable to them. Along this line, the main concern of this paper is the Japanese ethnicity prominent in the Japanese-based Toyota Motor Corporation (TMC). The intended framework is to scrutinize the uniqueness of the much researched management style_ the “Toyota Way” at the same time determine which sociological perspectives and paradigms that would apply to the characteristics of Toyota’s Japanese ethnicity as well as determine how it has given great impact to the success of TMC. This paper seeks to draw some answers to questions like has Japanese ethnicity posed more of a problem or an advantage to TMC? What techniques does TMC use on its people to be able to build and attain such reputation which won the confidence of the public to patronize TMC’s quality-made vehicles and services within a Western-dominated work area? What is this Toyota Way? How does Japanese ethnicity affect the quality performance of TMC? This academic exercise would attempt to relate selected socio-ethnical principles to the established ethos or principles used by TMC as well as possibly draw out some answers whether these principles overlap, contradict or complement each other? It is then within these parameters that the discussion on this paper will revolve. On the other hand, the limitation of this paper will only be on the time frame used to feature actual conditions of TMC as this paper uses data and time series, specifically a year before to date or prior to the March 11, 2011 tsunami disaster and nuclear meltdown. Keywords: Toyota Way, Ethnicity, Ethnocentrism, Corporate culture Toyota Motor Corporation’s Domain Before interpolating the sociological perspectives of ethnicity to TMC’s management principles and to understand better the subject understudy, it is important to have knowledge first of Toyota Motor Corporation, its corporate philosophy, values, vision, and how it operates. TMC’s domain belongs to the automotive industry and thus, its main product is the automobile. However, “TMC today has expanded its business to other non-automotive related business activities to include: community livelihood support, education, financial services, among others. Their stakeholders include: customers, business partners (dealers and suppliers), investors, consumers, nongovernmental organisations government, community, stockholders.”(“Toyota Company Overview”, 2011) A Window to Toyota Motor Corporation (TMC) Toyota’s Significant Achievements Through the years, “Toyota has repeatedly outperformed its competitors in quality, reliability, productivity, cost reduction, sales and market share growth, and market capitalization” (Spear, 2010). TMC, within its domain, has gained public confidence in the quality of its luxurious, economical and environmental-friendly vehicles and other hi-tech products it produced. It has also expanded to venture on enhanced advanced technology products like robotics, prototyped environment-friendly electric cabs; spearheaded activities that lessen carbon emission in the environment and in its other involvement related to its aspiration to actualize its corporate social responsibility. Not to forget, TMC has expanded also its non-automotive activities like community education and livelihood support packages as well as financial support activities to small entrepreneurs and indigent communities all over the world. But it is most noteworthy to learn that in 2007, it was reported that TMC has surpassed the automobile sales of General Motors which was then the largest automobile manufacturing company in the world. Vision & Philosophy “Since its foundation, Toyota has been using this Guiding Principle: Produce reliable vehicles and sustainable development of society by employing innovative and high quality products and services” (“Toyota Vision & Philosophy”, 2011). Seven Guiding Principles Like in the bible’s commandments, here Toyota presents to the public its seven guiding principles, as follows: 1. “Honor the language and spirit of the law of every nation and undertake open and fair business activities to be a good corporate citizen of the world; 2. Respect the culture and customs of every nation and contribute to economic and social development through corporate activities in their respective communities; 3. Dedicate our business to providing clean and safe products and to enhancing the quality of life everywhere through all of our activities; 4. Create and develop advanced technologies and provide outstanding products and services that fulfill the needs of customers worldwide; 5. Foster a corporate culture that enhances both individual creativity and the value of teamwork, while honoring mutual trust and respect between labor and management; 6. Pursue growth through harmony with the global community via innovative management; 7. Work with business partners in research and manufacture to achieve stable, long-term growth and mutual benefits, while keeping ourselves open to new partnerships; Established in 1992, revised in 1997. (Translation from original Japanese)” (“Toyota Guiding Princilples”, 2011) Toyota Global Vision 2020 “Toyota promotes efforts towards finding balance between the cycles of nature and the cycles of industry. Toyota commits to the ideals being pursued for the People, Society and the Global Environment through the combined energy of people and technology” (“Toyota Global Vision 2020”, 2011). The CEO Who is running Toyota Motor Corporation today? “Akio Toyoda is the present President and Representative Director of the company. He is the grandson of the late Kaiichiro Toyoda, who operated the Toyoda Automatic Loom Works, a company devoted to manufacture automobiles during the 1930’s. Akio Toyoda was elected to the said position in 2009 replacing Katsuaki Watanabe.” (“Toyota History”, 2011) Employment: 320, 590 (Total in affiliated companies) Date Founded: August 28, 1937 Capital: 397.05 billion yen (as of March 31, 2010) Note: Above Information current as of June 2010. The number of employees includes those dispatched from other companies as of March 31, 2010 (“Company Profile”, 2011) Organizational Culture TMC’s organizational culture may be considered one of its secrets in attaining where it is today. Many Western companies have tried to emulate TMC’s the “Toyota Way”. General Motors was one of those companies that attempted to copy but it failed (Denning, n.d.). Still unfathomable to outsiders, they still could not match the way TMC implements its “Toyota Way”. What is this “Toyota Way”? What makes TMC’s organizational culture unique? Empowering its workers is the centerpiece of Toyota’s philosophy ( Kotelnikov, n.d.). The reason why Toyota workers behave differently is because they are guided by the “Toyota Way”. What makes Toyota’s management style different is that it is deep-rooted to the Japanese culture which is characterized by strict self- discipline. In short, corporate culture is nothing less than the “conservative Japanese way or tradition”. What does this mean? Management always aims for “high quality-perfectly made cars”. Since the Japanese culture becomes part of the operations of the company, it means strict control and rigidity in following company rules. Japanese imbibes in them strict discipline and puts into practice Japanese culture traditions with no questions. This is the aspect of the Japanese culture and tradition that other people cannot understand particularly the Westerners. Generally as expected, management just provides the rules but the Japanese workers simply adhere or comply to these rules on their own volition which is part of the Japanese tradition. Management do not need to remind, to push or force. “The real ‘Toyota Way' is a culture of control," says Masaki Saruta, a business professor at Japan's Chukyo University. It blends Toyota culture with its Toyota Production System ” (J. Shook, 2009). For a Japanese, because of its imbibed culture, self-sacrifice gives an individual the honor and subsequently worker does not take this as an exploitative gesture as otherwise perceived by Westerners. As examples of rigidity and self-sacrifice, an American article featured the following: … “TMC guidelines dictate nearly every facet of employees' day -- how they turn corners while walking on company property, where they eat their lunch and even how they conduct themselves at home. At the Toyota plant here, workers cannot put their hands in their pockets. Hall monitors report scofflaws. Commuters who drive to work must report their routes to bosses. Those taking trips on days off must file such details as where they stopped for breaks..." (Shook, 2010) Furthermore, TMC continuously inculcates values to its workers like making them aware of their commitment to the global community. The company encourages them not to be content with status quo but rather encourage them to create a new path and work steadily towards the realization of society's dreams. This progress is to be achieved "through the energy of people and technology” (“Toyota CSR Concepts 2020”, 2011). Another unorthodox example at TMC is that if ever other companies are weeding out elderly or disabled employees from their company which they consider as liabilities rather than as assets, well at TMC, the disabled and elderly are hired. “Toyota believes in helping disabled people achieve autonomy within society, and makes it a basic rule to have them work together with other employees” (“Toyota, Relations with Employees”, 2011). This is part of the TMC’s corporate social responsibility in action. Complementary to the above, “Toyota has built its “kaizen mentality”. Toyota’s unique relationship with its employees is a large part of the organizational design. Most upper level managers advance in the company hierarchy over a long period of time. In fact, according to myfinancetimes.com, the average age of employee managers is 61”. ( Bruner, et.al., n.d.) Core Competencies Contributing to TMC’s Success What TMC has achieved through all these years and what it is now may be attributed to its core competencies: “The Toyota Way” “The Toyota Way is not the Toyota Production System (TPS). It is the 14 Principles of the Toyota Way (refer to Attachment 1), a management philosophy used by the TMC that includes TPS, also known as lean manufacturing. Production wise, 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” (Kotelnikov, n.d.) The main ideas Toyota Way want to impart has to be based on management decisions on “philosophical sense of purpose”. Kotelnikov enumerates some, as follows: To think long term To have a process for solving problems To add value to the organization by developing its people “Toyota Production System” or “ Lean Production System” Kotelnikov emphasizes that “Real TPS is not just about “flow” or “pull production” or “cellular manufacturing” or "load leveling". TPS in Toyota 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.” (Kotelnikov, n.d.) TPS, according to Kotelnikov,V., is “the cornerstone of its human resource management to include key values practiced: challenges, kaizen, genchi, genbutsu, respect and teamwork guided by two Management Traditional principles: "Continuous Improvement" and "Respect for People". All Toyota employees, at every level, apply these principles to practices that focus upon continuous improvement of processes in their daily work. ” “Just- In- Time (JIT) System, a vital component of Lean Manufacturing means producing the necessary items in necessary quantities at the necessary time. It is a philosophy of continuous improvement in which non-value-adding activities (or wastes) are identified and removed. Putting this concept into practice means a reversal of the traditional thinking process. In JIT, each stage is required to go back to the previous stage to pick up the exact number of units needed.” (Kotelnikov, n.d.) Theoretical Ethnicity Perspectives As Related To TMC’s Principles In the light of the above, it goes without saying that Toyota is shown to be effective and efficient in putting in place all its operational concerns from organizational structures, its rules and policies, to the invention of its two symbiotic systems (Toyota Way and the TPS) as well as managing well its workforce . The irony of it all is that it runs things uniquely with unorthodox biases but is still seen capable of competing and surpassing its closest competitors like the other big car manufacturers worldwide, not to forget most importantly, the ability to solicit good support from its workforce which generally carry the Japanese ethnicity and culture. The next process is to compare the parameters which TMC already has and relate them to the theoretical perspectives of socio-ethnical concerns. First, parameters must be clearly defined. For example, what is ethnicity? What are the elements of ethnicity? What makes ethnicity different from race and culture? “Ethnicity is defined as the creation of groupings by individuals (most often within racial groups but also possible across racial divides) of certain common traditions, languages, art forms, attitudes and other means of expression. Sociological accounts of ethnicity are highly varied but tend to break the classical linkage between ethnicity and “other” in asserting that all people are ethnically located in that their subjectivity and identity are contextualized by history, language, descent, and culture. The elements of ethnicity would include: a) place of origin or common homeland is a key element which is often linked to the idea of diaspora, where an ethnic group has migrated from the homeland to form communities elsewhere whose members identify with their place of origin; b) a common language, either distinctive in itself or a distinct dialect of a language shared with others, may be central to the construction of shared memories and affective belonging. Identification with a distinct religion—for example, Sikhism—or a religion shared with others can be a central feature of many ethnic groups; c ) A common culture with distinctive social institutions and behavior, diet, and dress, as well as a common tradition or shared history of one’s own “people” or nation are other criteria used in specifying ethnic groups.” (“Ethnicity”, n.d.) Due to the common interchange of use, it is best to differentiate the terms Race, Culture from Ethnicity although the last two can be interchangeably used but with certain defined parameters. “A Race is defined as a group of individuals sharing common genetic attributes which determine group’s physical appearance and, more controversially, their cognitive abilities (more of the biological aspect). A culture is the name given to the physical manifestations created by ethnic groupings - the actual language, art forms , religion and social order and achievements of a particular ethnic group. The last two - ethnicity and culture - are directly dependent upon each other, and in fact flow from each other in a symbiotic relationship.” (“Important Issues..”, n.d.) TMC , a Japanese based company possess all these three elements. Sinisa Malesevic (2004) and other sociologists provides these several theories related to ethnicity, namely: Classical sociology, neo-Marxism, functionalism, symbolic interactionism, sociobiology, rational-choice theory, elite theory, neo-Weberian approaches, and anti-foundationalist positions have all been used to theorize ethnicity. Of these, this paper have decided to discuss three theories as it relates with TMC ‘s ethnicity. On a sociological point of view, Sinisa Malesevic claims that “it (ethnicity) is not a thing or a collective asset of a particular group; it is a social relation in which social actors perceive themselves and are perceived by others as being culturally distinct collectivities” (Malesevic, 2004,4) . “While Barth has made it clear that social contact is a precondition of ethnic group difference, mere contact is not enough to generate a sociologically meaningful use of group membership. (Malesevic, 2004,4). Cognizant of TMC’s success in its endeavors, it is most likely that the suitable socio-ethnical theories may apply to address the mutual responsiveness between TMC management and its Japanese workforce (ethnicity). This is not an exclusive theory which is to fit one or one to fit all. This may come in one at a time that which fits the best or a combination of one or two with other theories. For one, “Functional Theory” qualifies that “for a race and ethnic relations to be functional in a society, it has to contribute to the harmonious conduct and stability of that society, then racial and ethnic minorities and women as well, must assimilate into that society. Assimilation is a process by which a minority becomes socially, economically and culturally assigned within the dominant society” (Andersen, et.al, 2007). In the events, Japanese ethnicity did not pose much of a serious problem to TMC. Instead, it was more of an advantage because things were done better and easier. Homogeneity in a group addresses the “need” faster. Commonalities among member groups do make things easier rather than having diversity which could create stumbling blocks to accomplish something like having language barriers or communication problems, cultural differences, cultural preferences, misunderstood among others. A second viable or qualified ethnic theory that may apply would be symbolic interactionism. According to H.Blumer, this theory runs on “ three basic premises: 1) Humans act toward things on the basis of the meanings that things have for them; 2) the meanings of things derive from social interaction; and 3) these meanings are dependent on, and modified by, an interpretative process of the people who interact with one another. The emphasis is on the meaning, defining the terms of actions and its consequences (reflecting the influence of pragmatism). The meaning of a thing resides in the action that it elicits as in “grass” is food to a cow. In case of symbols, meanings would depend on the degree of consensual responses between two or more people like a couple’s conversation” (“Symbolic Interactionism”, 2003). This theory becomes applicable to TMC in its factory assembly line and the interaction required between teams, between rank and file and supervisor, among others where the individual reacts and responds to the perceived things shown in front of him. And finally, TMC management by routine ensure to interact and get feedback from its people involved in accounting matters , risk management takers , among others. Close to doing this is what they call the “Rational choice theory” which “sociologists and political scientists described build theories around the idea that all action is fundamentally 'rational' in character and that people calculate the likely costs and benefits of any action before deciding what to do. Its application to social interaction takes the form of theory called exchange theory”. (Scott, et.al, 2000) On the contrary, as may doubted, TMC might be guilty of discrimination to some extent when it chooses solely Japanese nationals over other nationals to occupy top posts although this is a private, family owned-business and has this prerogative. “Discrimination is the overt negative and unequal treatment of the members of a social group or stratum solely because of their membership in that group or strata. “ (Andersen, et.al, 2007) . Or TMC may unknowingly be guilty of prejudice. “Prejudice and discrimination can exist separately but are most often mutually reinforcing” (“ Social Guide”, 2011). “Prejudice is also revealed in the phenomenon of “ethnocentrism”. This is the belief that one’s group is superior to all other groups. The ethnocentric individual uses his or her own in-group as the standard against which all other groups are compared” (Andersen, et.al, 2007). This theory may be a characteristic found in Toyota. In addition, “Toyota has a role as a corporate citizen and corresponding responsibilities which may come with it, specifically socially and ethnically. TMC pursue manufacturing operations in different regional headquarters located in different parts of the world” (Bruner, n.d.) which spells out that it has a multicultural workforce. How does TMC address multi-diversity in its workforce? “On cultural integration and adaptation, Toyota is among the best” (Bruner, n.d.). As stated previously, Toyota is Japanese- based company. Its kaizen mentality is evidently a recurring theme throughout the organization. It can be seen throughout all aspects of the company, whether it is strategic, cultural, or HR related. “Continuous improvement” philosophy is an integral part of how Toyota is run and has been a leading factor in its success” (Bruner, n.d.) . In totality, academic outside research and analysis findings about TMC were overwhelmingly positive. “Its global strategies have led them to become the top automotive manufacturer in the world.” (Bruner, n.d.) Finally, “Toyota’s unique relationship with its employees is a large part of the organizational design. The key that might have appeased and filled in for whatever TMC overlooked is the gesture of encouraging its employees to think for themselves and be innovators as well as find solutions to difficult identified problems, a large part of TPS. On this aspect, what is important is that Toyota views its employees not just as mere workers with hands, but rather intelligent people with ideas and concepts that can benefit the company, and has the right to give or offer constructive criticism and possible ways of improvement. It’s believed that Toyota receives over one million new ideas each year, just from its employees. Clearly this statistic coincides with Toyota’s kaizen approach of continuous improvement. ” (Bruner, n.d.) Conclusion It is apparent that TMC performance has all these years been overwhelming in terms of quality, market share, among others. Considering that it has competed with the giant car manufacturers and gained the confidence of the worldwide consumers and a reputation that no ASEAN country could level with, attention must be focused on how Toyota Motor Corporation make its unorthodox style of management work. This is the point where the Japanese kind of ethnicity and nationalism combined becomes an inspiration. In reality, Toyota in the playing field with the Western giants like General Motors, Chrysler and Ford, would now function as the ethnic group and as an ethnic group it has its own reason to have the prerogative to function relatively or fully with such socio-ethnic theories like functional, rational-choice and symbolism interaction. In retrospect, this paper gives you an idea not only how Japanese culture works, but also how Toyota Motor Corporation imposes perfection to its workers to deliver the high quality and safe automobiles to its customers and how selected socio-ethnic theories apply to TMC’s corporate principles. WORKS CITED Andersen, Margaret. L., Taylor Howard F. (2007) Sociology: Understanding a Diverse Society. Cengage Learning. Available online http://books.google.com.ph/books?id=UILcQZS6Bi4C&pg=PA552&lpg=PA552&dq=basic+principles+in+ethnicity+sociology&source=bl&ots=i-36sE0M27&sig=k-JbsjLU14xw7Y_iBIo0DnzFw. Accessed April 06, 2011 Bruner, Kristi, Epperson, Lisa, and McNany, Michael, n.d. Toyota Motor Corporation: BUSA 352 – Global Management.n.p. Available on line http://www.plu.edu/~brunerkm/Final%20report-toyota.pdf Denning, Steve. Why Is Toyota So Hard To Copy? (2008) stevedenning.com., n.d., [Data file]Retrieved from http://www.stevedenning.com/Documents/WhyIsToyotaSoHardToCopy.pdf Ethnicity. 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[Web blog] Retrieved from http://www.sociologyguide.com/questions/ethnicity.php ( 05 April 2011) Attachment 1 The 14 Principles of the Toyota Way 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: 1. Long-Term Philosophy 2. The Right Process Will Produce the Right Results 3. Add Value to the Organization by Developing Your People 4. Continuously Solving Root Problems Drives Organizational Learning The principles are set out and briefly described below: Section I — Long-Term Philosophy Principle 1 Base your management decisions on a long-term philosophy, even at the expense of short-term financial goals. People need purpose to find motivation and establish goals. Section II — The Right Process Will Produce the Right Results Principle 2 Create a continuous process flow to bring problems to the surface. Work processes are redesigned to eliminate waste (muda) through the process of continuous improvement — kaizen. The eight types of muda are: Overproduction Waiting (time on hand) Unnecessary transport or conveyance Over processing or incorrect processing Excess inventory Unnecessary movement Defects Unused employee creativity Principle 3 Use "pull" systems to avoid overproduction. A method where a process signals its predecessor that more material is needed. The pull system produces only the required material after the subsequent operation signals a need for it. This process is necessary to reduce overproduction. Principle 4 Level out the workload (heijunka). (Work like the tortoise, not the hare). This helps achieve the goal of minimizing waste (muda), not overburdening people or the equipment (muri), and not creating uneven production levels (mura). Principle 5 Build a culture of stopping to fix problems, to get quality right the first time. Quality takes precedence (Jidoka). Any employee in the Toyota Production System has the authority to stop the process to signal a quality issue. Principle 6 Standardized tasks and processes are the foundation for continuous improvement and employee empowerment. Although Toyota has a bureaucratic system, the way that it is implemented allows for continuous improvement (kaizen) from the people affected by that system. It empowers the employee to aid in the growth and improvement of the company. Principle 7 Use visual control so no problems are hidden. Included in this principle is the 5S Program - steps that are used to make all work spaces efficient and productive, help people share work stations, reduce time looking for needed tools and improve the work environment. Sort: Sort out unneeded items Straighten: Have a place for everything Shine: Keep the area clean Standardize: Create rules and standard operating procedures Sustain: Maintain the system and continue to improve it Principle 8 Use only reliable, thoroughly tested technology that serves your people and processes. Technology is pulled by manufacturing, not pushed to manufacturing. Section III — Add Value to the Organization by Developing Your People Principle 9 Grow leaders who thoroughly understand the work, live the philosophy, and teach it to others. Without constant attention, the principles will fade. The principles have to be ingrained, it must be the way one thinks. Employees must be educated and trained: they have to maintain a learning organization. Principle 10 Develop exceptional people and teams who follow your company's philosophy. Teams should consist of 4-5 people and numerous management tiers. Success is based on the team, not the individual. Principle 11 Respect your extended network of partners and suppliers by challenging them and helping them improve. Toyota treats suppliers much like they treat their employees, challenging them to do better and helping them to achieve it. Toyota provides cross functional teams to help suppliers discover and fix problems so that they can become a stronger, better supplier. Section IV: Continuously Solving Root Problems Drives Organizational Learning Principle 12 Go and see for yourself to thoroughly understand the situation (Genchi Genbutsu). Toyota managers are expected to "go-and-see" operations. Without experiencing the situation firsthand, managers will not have an understanding of how it can be improved. Furthermore, managers use Tadashi Yamashima's (President, Toyota Technical Center (TCC)) ten management principles as a guideline: Always keep the final target in mind. Clearly assign tasks to yourself and others. Think and speak on verified, proven information and data. Take full advantage of the wisdom and experiences of others to send, gather or discuss information. Share information with others in a timely fashion. Always report, inform and consult in a timely manner. Analyze and understand shortcomings in your capabilities in a measurable way. Relentlessly strive to conduct kaizen activities. Think "outside the box," or beyond common sense and standard rules. Always be mindful of protecting your safety and health. Principle 13 Make decisions slowly by consensus, thoroughly considering all options; implement decisions rapidly (nemawashi). The following are decision parameters: Find what is really going on (go-and-see) to test Determine the underlying cause Consider a broad range of alternatives Build consensus on the resolution Use efficient communication tools Principle 14 Become a learning organization through relentless reflection (hansei) and continuous improvement (kaizen). The process of becoming a learning organization involves criticizing every aspect of what one does. The general problem solving technique to determine the root cause of a problem includes: Initial problem perception Clarify the problem Locate area/point of cause Investigate root cause (5 whys) Countermeasure Evaluate Standardize Translating the principles There is a question of uptake of the principles now that Toyota has production operations in many different countries around the world. As a New York Times article notes, while the corporate culture may have been easily disseminated by word of mouth when Toyota manufacturing was only in Japan, with worldwide production, many different cultures must be taken into account. Concepts such as “mutual ownership of problems,” or “genchi genbutsu,” (solving problems at the source instead of behind desks), and the “kaizen mind,” (an unending sense of crisis behind the company’s constant drive to improve), may be unfamiliar to North Americans and people of other cultures. A recent increase in vehicle recalls may be due, in part, to "a failure by Toyota to spread its obsession for craftsmanship among its growing ranks of overseas factory workers and managers." Toyota is attempting to address these needs by establishing training institutes in the United States and in Thailand.[3] References 1. Hino, Satoshi (2005). Inside the Mind of Toyota: Management Principles for Enduring Growth. University Park, IL: Productivity Press. ISBN 978-1-56327-300-1. http://www.productivitypress.com/productdetails.cfm?SKU=3004. 2. Liker, Jeffrey (2004). The 14 Principles Of The Toyota Way: An Executive Summary of the Culture Behind TPS. http://www.si.umich.edu/ICOS/Liker04.pdf. 3. Liker, J (2004). The Toyota Way: 14 Management Principles from the World's Greatest Manufacturer. McGraw-Hill. ISBN 0071392319. http://books.google.ca/books?id=9v_sxqERqvMC&dq=The+Toyota+Way&psp=1. 4. Liker, J; Meier, D. (2005). The Toyota Way Fieldbook: A Practical Guide for Implementing Toyota's 4Ps. McGraw-Hill. ISBN 0071448934. URL: http://www.google.com.ph/#hl=en&source=hp&biw=1024&bih=653&q=14+principles+of+toyota+way&aq=0&aqi=g2g-v1g-j1&aql=&oq=14+principles+of+ Attachment 2 Kaizen and Genchi Genbutsu “Toyota supports this by the two main pillars of "Continuous Improvement" and "Respect for People" and can be summed up in the five key terms - challenge, kaizen, genchi genbutsu, respect, and teamwork. All Toyota employees, at every level, use these two values in their daily work,” Read More