What do Toyota’s guiding principles mean for its management system? In particular, how do they reflect the principles of total quality? Total quality is based on three fundamental principles: •A focus on customers and stakeholders •Participation and teamwork by everyone in the organization •A process focus supported by continuous improvement and learning Since Toyota’s guiding principles include: )Honor the language and spirit of the law of every nation and undertake open and fair corporate 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 the communities. 3)Dedicate ourselves to providing clean and safe products and to enhancing the quality of life everywhere through all our activities. 4)Create and develop advanced technologies and provide outstanding products and services that fulfill the needs of customers worldwide. )Foster a corporate culture that enhances individual creativity and teamwork value, while honoring mutual trust and respect between labor and management. 6)Pursue growth in harmony with the global community through innovative management. 7)Work with business partners in research and creation to achieve stable, long-term growth and mutual benefits, while keeping ourselves open to new partnerships. Toyota’s guiding principles reflect all the principles of total quality, by focusing on internal and external customers worldwide including cultures.
We can find that participation and teamwork is emphasized in Principles 2, 5, and 7. This reflects that teamwork among all employees where everyone helps whenever they can, The fact that even top and middle managers jumping in to help the productions line is a great testament to the teamwork within the company. By adopting 99 percent of the 650,000 suggestions submitted by its employees, is proof of the empowerment Toyota gives its employees and shows that everyone’s thoughts and ideas are welcomed.
This can well ensure constant growth. Toyota’s education system ensures that employees are kept up-to-date and new hires are trained within the company. Toyota implements constant improvement in technology. Also, since Toyota continually seeks to redefine itself to adapt to changes in society and the business environment, including all of the above, this can ensure them the competitive advantage globally. 2. We noted that SSM Health Care learned from manufacturing companies in their quality journey.
What can nonmanufacturing companies learn and apply from Toyota philosophy and practices? Suggest specific things that education and government might learn. Just as SSM Health Care learned from manufacturing, other non-profit organizations might also can learn from Toyota. Their constancy of purpose and customer focus is already become part of their culture and been proved that can work everywhere. Their attention to detail and use of continuous improvement methods by every worker has been documented time and time again.
They use best practices and share new approaches rapidly among organizational units. They treat their workers as associates, constantly seek suggestions for improvements from their partners, and winning the trust of customers and dealers and ultimately brings growth to the manufacturer. Education could pick up some ideas on how to become a “learning organization” from Toyota. Government could use some lessons in how to become more “customer friendly” and how to develop more effective and efficient processes.