Critical analysis of Toyota

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Critical analysis of Toyota

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Abstract

Toyota Motor Corporation is a Japanese firm that was founded in 1937 by Kiichiro Toyoda. Now, it is a multinational corporation that is employing more than 300,000 employees worldwide and has become the leader as a car manufacturer in terms of sales.
Toyota became very famous as it develops new processes; its production system has always inspired many other car manufacturers and its management style has been copied by competitors.
The multinational headquarters in Toyota city (Aichi, Japan) in Tokyo is also diversifying from its core activity, providing financial services and producing robots.
What makes Toyota so special? What has been its strategy to become the number one car seller?
The strategic analysis of Toyota is relevant as the strategies it has implemented over the decades has inspired many research studies and are now followed by other companies, not only from the automotive sector but also from other sectors. Its trademarks have always been safety and quality; Toyota received its first Japanese quality award in the 80s and is now renowned for the high standards of quality of its vehicles and the innovative solutions it introduces to the market every year.

Introduction
Corporate strategy
1. Toyota vision
2. External environment
3. Internal environment
4. Competitive priorities
5. Toyota operative strategies
The Toyota way
1. Observations
2. Analysis
3. Recommendations
Innovation strategy
1. Observations
2. Analysis
3. Recommendations
Management of risks in project management
1. Observations
2. Analysis
3. Recommendations
Purchasing
Toyota supply chain
Operational process
Human resource policies
Stake holder management
Sustainable initiatives
Value chain analysis of Toyota regarding to the triple-P approach
Conclusion

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[...] In this case, Toyota showed absolutely no respect for its employees and did not comply with one of its own core values. This kind of contradiction has to be avoided because it can bring about a deep decrease in worker's involvement, loyalty and trust in Toyota and may generate big conflicts between workers and employers. One can advise Toyota to be very honest, transparent and law abiding with its stakeholders so that nobody feels betrayed and disrespected in any of Toyota's decision making processes. [...]

[...] Depending on the geographic area, Toyota uses a different kind of distribution flow. In North America for example, the distances are farther than in Europe. Therefore vehicles are transported by railcar and truck while in Europe they are transported only by truck. The dealer identifies vehicles shipped by trucks and parks them in a truck staging area. Each truck has a route plan and carries a certain number of vehicles depending their destination and the truck capacity. The main objective of the trucking company is to have a delivery time of two days maximum. [...]

[...] Toyota wants to promote constant voluntary initiatives, so that employees can participate a little in taking the decisions thanks to the impact of their initiatives. Thus this basic principle management resembles somewhat to the participative model. Indeed, MacGregor and K.lewin spoke about the participative model as the best organisational model because it conveys a good image of the firm, increases the productivity by involving and motivating employees and develops reactivity. With no promises of training or wage increase, workers will not involve themselves in the working process and will not do their best in jobs because whether they excel themselves or not it will come to the same for their salaries and level of responsibilities. [...]

[...] 3P is present in all aspects of the Toyota production system (from corporate philosophy to the manufacturing process with people involved in the production). But the pre-requisite is a profound knowledge of customers' criteria. To what extent the Toyota sustainability report is in line with the GRI guidelines? First, what are the GRI guidelines? According to the website, the GRI (Global reporting initiative) guidelines can be summed up by the G3 guidelines (2006). It is cornerstone of the GRI sustainability Reporting framework'. [...]

[...] The strategic analysis of Toyota is relevant as the strategies it has implemented over the decades has inspired many research studies and are now followed by other companies, not only from the automotive sector but also from other sectors. Its trademarks have always been safety and quality; Toyota received its first Japanese quality award in the 80s and is now renowned for the high standards of quality of its vehicles and the innovative solutions it introduces to the market every year. [...]

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