Toyota Motor Corporation is Japan’s biggest vehicle manufacturing
company and one of the top five car manufacturing companies in the world.
Toyota produces nearly 8.9 million units (Appendix 1) units every year since
2010 and controlled 15% percent of the world market of vehicle production. In
spite of the fact that its profit was declined at the time of global economic
recession of the mid 1990s, As a company they have reacted by cost reduction
and moving production to different parts of world. The organization is one of
the case of history of manufacturing success stories ever, its development and success
intelligent of Japan’s amazing resurgence following World War II
Sakichi Toyoda is a Japanese inventor and industrialist who often
referred as father of the Japanese industrial revolution founded the Toyota
Industries Limited. Below given is the
five main principles of Toyoda. (Annexure 2 – History of Toyoda)
Research and Development
Research and development has traditionally been regarded by
academics and industry alike as the management of scientific research and the
development of new products, and abbreviated to R&D. (Twiss, 1992)
defines R&D is the purposeful and systematic use of scientific knowledge to
improve man’s lot even though some of its manifestations do not meet with
universal approval. (Rouseel, Saad, & Erickson, 1991) Defines the R
concept as to develop new knowledge and apply scientific or engineering
knowledge to connect the knowledge in one field to that in others.
Toyota Research and Development
Since 1980s, the capacities of Toyota ordered on functional
lines as indicated by particular specialized Technical functions which have
expanded in conjunction with the development of personnel in product planning
development and corporate R divisions. In the meantime, operations inside
these organizations turned out to be progressively segmentalized, and thus,
wasteful aspects in vehicle advancement operational streams started to happen
as capacities converged. In the 1990s, operations and specialized improvement
capacities were fortified with the point of transforming engineering divisions.
In the 2000s, Toyota reinforced propelled improvement, energy unit advancement,
and plan methodologies.
Toyota coordinates and integrates all development phases, from basic
research to forward looking technology development and product development to
ensure that Toyota rapidly and continuously develops cutting edge, high quality
and appealing vehicles.
Basic research is development theme discovery and research
on basic vehicle related technology. Forward looking and leading edge technology
development is technological breakthroughs related to components and systems.
Development of leading edge components and systems ahead of competitors.
Toyota Research and Development Network
Total Quality Management
Defines Total Quality Management as an effective system for incorporating the
quality development, quality maintenance and quality improvement efforts of the
various groups in an organization so to enable production and service at the
most economical levels which allows for full customer satisfaction. TQM idea forces,
meeting the needs and expectation of customers, covering all the parts of the
organization, everyone in the organization is included, investigating all costs
related to quality which is internal and external, getting things right by
designing in quality, developing systems and procedures which support quality
improvement and developing a continuous process of improvement.
TQM at Toyota
Policy of Toyota
Meeting the customers’ expectations with best products and
services with employee commitment and constant improvement
Since founding Toyota corporate philosophy is “Customer
first” & “Quality First”, which gained them more recognition such as Deming
Application Prize, Japan Quality Control Award. Also Toyota introduced the
Statistical Quality Control, conducted Total Quality Management which is based
on the corporate philosophy “Customer First”, “Total Participation” and Kaizen.
Increase in recommendations and response to changes which
involves conscientious manufacturing happened with the implementation of
Creative Idea Suggestion System.
Subsequently, the essential ideas of Total Quality Management
and critical thinking and also kaizen (nonstop change) through imaginative
development spread all through the organization and flourished, adding to
higher quality products and work quality at all levels and positions and
enhancing the imperativeness of people and associations.
Toyota’s way to deal with quality Toyota has accomplished a
notoriety for the generation of excellent vehicles in all nations around the
globe. This has been accomplished by a way to deal with quality control and
quality affirmation. Consumer loyalty is at the core of all Toyota exercises.
To fulfill client needs Toyota incorporates all Members in quality control
exercises. Toyota quality depends on the adaptability and cooperation of its
Members. Cautious choice and constant organized preparing has brought about a
workforce which is multi-talented, adaptable and exceptionally energetic;
focused on keeping up and enhancing the Company execution.
TQM involves four process steps Focus on Continuous Process
Improvement, to make forms noticeable, repeatable and quantifiable. Concentrate
on impalpable impacts on procedures and approaches to streamline and diminish
their belongings. Analyzing the way the client applies the item, prompts change
in the item itself. Broaden managements concern beyond the immediate product.