Last Updated 20 May 2021
Case Study of Toyota
Toyota Motor Co. Ltd. (TMC) was first established in 1937 as a separated company from Toyota Automobile Loom works, the leading manufacturing of weaving machinery. The Toyota Automobile Loom works was then headed by Saki chi Toyoda, the king of investors. TMC was then founded by Kiichiro Toyoda, Saki chi’s son. It has since blossomed into the leader it is today. The giant automaker faced its one and only strike in 1950. This event, however, supplied Toyota an important philosophy, giving it the labor and management system which helped Toyota to gain mutual growth and success in both domestic and overseas markets.
Today, this philosophy is very important to the structure of Toyota. Toyota's production system improved in the late 1950s, establishing the 'Toyota Production System. ' This system became the major factor in the reduction of inventories and defect in the plants of Toyota and its suppliers. It also underpinned all of Toyota's operations across the world. It launched its first small cars in 1947. The operation outside Japan started in 1959 in Brazil and continued with growing network of foreign plants. Toyota celebrated its 60th anniversary in August 1997.
It believes that its local production can provide customers with the productions they need, giving it the stable and long-term growth. It also has a global network of design and research and development facilities, consisting Japan, North America, and Europe markets. It is now the world's third largest manufacturer of automobiles in unit sales, but the first in its home. It plays an important role in the world's automobile market even it stays behind General Motor and Ford, respectively. It earns and gains profits in international and domestic markets.
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Toyota and world automobile industry The world automobile's market is very competitive in these days. There are various numbers of automakers from many parts of the world. There are about 39 automakers in which comprising of Acura, Audi, BMW, Buick, Cadillac, Chevrolet, Chrysler, Daewoo Dodge, Fiat, Ford, GMC Truck, Honda, Hyundai, Infiniti, Isuzu, Jaguar, Jeep, Kia, Land Rover, Lexus, Lincoln, Mazda, Mercedes-Benz, Mercury, Mitsubishi, Nissan, Oldsmobile, Plymouth, Pontiac, Porsche, Renault, Saab, Saturn, Subaru, Suzuki, Toyota, Volkswagen, Volvo. 3 However, the key automakers are obvious. Toyota is one of those cars that are tied as the well-known vehicles worldwide.
This is because Toyota operates business in foreign countries, making its brand recognizable. Toyota gains a large share in global automobile's market. This is because Toyota has various types of cars available for all classes of drivers. It has small cars to luxury sedans, full-sized pickup trucks, and crossover vehicles. For example, Corolla vehicles are for middle class people while Camry sedans suit high-class drivers. The main competitors of Toyota are General Motor and Ford who tie in the ranking of number one and two in the term of net sale and unit sale.
However, this ranking is in the world automobile's market, but not in some regional automobile markets where Toyota stands at a higher ranking. For instance, Toyota vehicles are more popular in Asian countries as they are in the same region with Japan, making the Toyota's cars more affordable than that of American and European cars. This is because Toyota does not have to spend much money for transportation cost as the distances between Asian nations are shorter for cars from Japan to be sent to other Asian nations.
Toyota's positioning With many competitors, Toyota's positioning in the automobile's market is different from some of its competitors as they have different target segmentation. Conversely, Ford and General Motor are still its important competitors because they produce cars to serve same target group. Toyota also produces luxury vehicles to complete the automobiles of Volvo, Mercedes, Benz, Audi, and Porsche, for instance. Toyota's ranking in the term of unit and net sales in other region such as North America and Europe, where the automobile markets are very competitive, is still behind that of General Motor and Ford.
Consequently, Toyota wants to expand its sales in these regions. Toyota's performance in domestic and overseas in the recent years Japan: Toyota generates most of its profits domestically. Nevertheless, it lost some of its shares to foreign competitors who enter Japanese automobile market. According to the annual report of 2002, the market of Toyota in Japan is not as good as overseas market. Domestic vehicle sales, including Daihatsu and Hino vehicles, turned down 4. 6 %, from 2. 32 million units in the previous fiscal year to 2. 22 million units in fiscal 2002.
In spite of edging down less than one percentage point, to 42. 2 %, the Toyota brand's market share, not include mini vehicles, and stay above the 40 % mark for the fourth consecutive year. Factoring in the mini vehicle market, and including the Daihatsu and Hino brands, Toyota's share of the market was 38. 2 % models such as Corolla, Vitz, Estima, and Crown continued to be the strong sales. However, during fiscal 2002, impacted by the prolonged economic slump in the domestic market, vehicle sales in Japan's automobile sector were down on the previous year.
On the other hand, Toyota successfully protected its market share of more than 40 % by proactively bringing new and fully remodeled vehicles to the market. 4 This is an important reason why Toyota seeks market overseas as it need money for investing in its home in order to complete its competitors in Japan. North America: Recently the automobile market in North America is optimistic.
In fiscal 2002, Toyota's strengthen vehicle sales in North America, including Toyota and Lexus vehicles, rose 2. 7 % compared to the previous fiscal year's 1. 73 million units, to reach a record high of 1. 8 million units. This was attributable to the effects of a brisk market, together with Toyota's introduction of new models and the full remodeling of popular vehicles. Toyota's relentless technological innovations aimed at improving fuel efficiency in all of its models are steadily growing. In 2001, with respect to fuel economy, Toyota models were highly ranked by the U. S. Environmental Protection Agency in a broad range of size categories, ranking as the fourth automaker that concerning about environment in which Honda is the first in this field.
While the Prius hybrid sedan and the RAV4 the small SUV brought their respective classes, the ECHO compact sedan and the Avalon large sedan also received high evaluations. Also, the Prius hybrid car, which was launched in the U. S. market in July 2000, is gaining increasing recognition in North America. It sold 18,000 vehicles in fiscal 2002. Toyota plans to continue bolstering its manufacturing base in North America with a view to achieving production capacity of 1. 45 million vehicles during 2003.
As part of these efforts, it s currently constructing a plant in Alabama to supply V8 engines for the Tundra, which is built at its Indiana plant, Toyota Motor Manufacturing, Indiana, Inc. (TMMI). Production in Alabama will get under way in 2003 and plans call for an annual output of 120,000 engines. Europe: During the year of 2002, Toyota's vehicle sales in Europe continued to fare well, having sales rising from 690,000 units in the previous year to 730,000 units. The Company's market share expanded to 3. 8 % on a calendar-year basis due to robust sales of the Yaris, which surpassed 210,000 units.
Toyota also continued to extend its local production - it built 260,000 vehicles locally in fiscal 2002, compared to 180,000 in the previous year. At Toyota's plant in the United Kingdom, Toyota Motor Manufacturing (UK) Ltd. (TMUK), where the Corolla and Avensis are built, it manufactured 200,000 gasoline engines in the year under review. With TMUK slated to become its European engine production centre, Toyota also plans to bring together diesel engines there from 2003. In addition, progress was made in Toyota's joint venture with PSA Peugeot Citro (PSA).
In March 2002, Toyota Peugeot Citro Automobile Czech s. o. (TPCA) was established in Kolin, in the Czech Republic, and plant construction under way, joining production of small cars will start from 2005 to target annual output of 300,000 vehicles. 6 Toyota's goal is to achieve 800,000 unit sales and win a five % market share by 2005 accelerating its pace of localization in the European region. Mindful of this target, it founded Toyota Motor Europe (TME) in April 2002 as a holding company in Europe, in order to increase the efficiency of its European operations and augment the speed of business management decisions.
It also incorporated Diesel Clean Advanced Technology (D-CAT) which is cantered on its Diesel Particulate NOx Reduction system (DPNR), in 60 Avensis models as part of its environmental activities in Europe. The DPNR system is capable of simultaneously and continuously extracting particulate matter (PM) and nitrogen oxide (NOx) emissions from diesel exhaust fumes. Over a scheduled 18-month period, which started in March 2002, Toyota will monitor the performance of the vehicles in seven countries, including the United Kingdom and Germany.
Toyota tries to expend its business in Europe since the automobile market in this region is quite competitive. From the plan and strategies that it has been adopting so far, it invests a lot of money in this market, hoping to gain share in Europe. However, its share in this market is lower than those of other European automakers. Asia: Toyota gains fans in Asian countries as Toyota's vehicles are more affordable than that of other European cars. The sales of Toyota The ASEAN automotive market expanded one % in calendar 2001.
Thailand and Malaysia recorded sales increases of more than 10 % while Taiwan and the Philippines contracted 17 % and 8 %, respectively. The ASEAN market recovered to 88 % of its 1996 peak as a whole. Toyota can display the largest share of sales in Indonesia, Thailand, the Philippines, Brunei, and Vietnam. It also extended its share of the markets in Thailand, Singapore, and Taiwan. Toyota's steadfast position in the area resulted in sales of 210,000 vehicles in the Asian market in fiscal 2002. Sichuan Toyota Motor Co. , Ltd. SCTM) launched sales of the Coaster mid-size bus as the first vehicle produced locally in China to bear the Toyota badge in April 2001. 8 It is easy for Toyota to expand its business in this region as the culture is similar to the culture of Japanese. It also does not have to face the distance problem. Moreover, the trade integration between Asian nations also makes the business of Toyota move smoothly. Reasons for Toyota to engage international business activities Toyota is now operating business in more than 160 countries and going to expand more businesses in other countries.
What reasons encourage it to engage in international business activities? There are several main reasons that push Toyota to take on international business activities. Expand sales: First of all, Toyota wants to expand sales and make its name recognized. It produces vehicles matching people of every class. It has small cars to luxury sedans, full-sized pickup trucks, and crossover vehicles. For example, Corolla vehicles are for middle class people while Camry sedans suit high-class drivers. These various choices make people in foreign countries interested in buying Toyota's vehicles.
When the number of people who are interested in buying Toyota's automobiles increase, it raises its sales by joining international activities. Acquire resources: Companies look for foreign capital, technology, and information that they can use at home (Daniel ; Radenbaugh, 2001). Toyota opened Toyota Technical Center Inc. (TTC) the research and development (R;D) in California in 1977. This is not because the technologies and human resources in the US are better than in Japan. It is because the US government offers investing incentives to Japanese automakers to encourage them to operate business in the US to create jobs for local people.
TTC is a dynamic company that conducts the design-engineering and development of Toyota products, particularly those developed for North America market. In this case Toyota gets both capital and information as a fringe benefit to bring back home. For instance, after the success of Toyota Prius the hybrid vehicles which developed by TTC, it brought the hybrid technology information back to Japan. It then launched FCHV-BUS2 the fuel cell hybrid bus having zero emission and low noise for Japanese people. This is also how Toyota employs workers in industrialized countries where employees have high salary.
Minimize risk: Moreover, Toyota's vehicle sales in Japan have been declining gradually because foreign vehicles such as American and European cars share the automobile market in Japan. In contrast, vehicle sales of Toyota in North America, Europe, Asia, Central and South America, Oceania, and Middle East have raised. The annual sales in calendar 2001 in the US market, for example, were buoyant, reaching the second highest level ever, at 17. 18 million units. To minimize instability of sales and profits in the domestic market, Toyota decides to try to take advantage of the business cycle.
Toyota's Major Factors Toyota is an automobile company whose operations extend beyond its domestic operations shores is faced with lots of hurdles and environmental factors, the extent to which it is able to combat these factors will determine how successful its operations will strive globally. Major challenges Low labor cost: The first reason is low labor cost. It is expensive to employ workers in Japan as it is a developed and industrialized country where people have high salaries and quality of life.
Most countries that Toyota controls operation re in Asiasuch as China and the Philippines where people have low wages and education. Alternatively, Toyota operates R&D in industrialized countries as workers with higher educations are needed for controlling R&D. For example, Toyota operates R&D in the US where people have higher education and it then controls operations in countries where it can find low labor cost. Transportation cost: In addition, cheap transportation costs are another important challenge. When companies export products overseas, they usually use CIF transport system which includes cost, freight, and insurance.
Exporters have to pay for all of the costs occurring from the shipment, making the products more expensive as importers will charge extra price (Hyman, 1983). In contrast, if companies control operation in the importing countries, they can use Ex-Work transport system instead of CIF. EX-Work is a transport system that purchasers can collect the products from factories of sellers. It is generally adopted by companies having subsidiaries and factories in importing countries. This is why Toyota has overseas affiliates and subsidiaries.
If it invests in importing countries, it will not only save transportation cost, but also does not have to be concerned much about fluctuations of exchange rates (Ball, 1982). Threat of new entrants: New entrants to an industry typically bring to its new capacity, a desire to gain market share and substantial resources. They are, therefore, threats to an established corporation. The threat of entry depends on the presence of entry barriers and the reaction that can be expected from existing competitors. Global entrants may pose a threat to Toyota's market share, especially from other Asia, Europe ; U. S. A. car market leaders.
Toyota as global car manufacturing company started its production of vehicle outside Japan in 1959. Toyota has established its own car manufacturing plant in different countries in Europe and successfully operating its business activities. In terms of car manufacturing company index, the following companies are as follows:
- Mitsubishi.
Ford, BMW ; Jaguar already has secured market position in the British market environment, therefore their threat is made all the greater as they now have knowledge of the British market system and are building their customer and loyalty base. On the other hand Toyota is trying to adopt the market share in Europe. Toyota as a multinational enterprise has already launched its product to the online market and is currently mature stage of online product cycle. However Toyota's online venture is in mature stage besides this they are always aware of what the potential threats to its business are. More established online car manufacturing company, who have already identified and possibly combated the risks to their market share may gain a competitive edge here, like rival Ford.
In a price sensitive and competitive industry achieving profits where prices are nailed down, low cost production is particularly difficult, especially if there is elasticity of demand, the loyalty of the customer may not be gained or retained unless cost incentives and quality assurance are customary. The purpose of online sales facilities is to boost more sales and gain profit. Customers are prone to repeat orders; the backbone of business profit, therefore switching costs is not such as threat if brand loyalty is a prevalent sales feature. Therefore Toyota may be viewed as a threat to other car manufacturing company such as Toyota.
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- September 1992 (Revised September 1995)
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Toyota Motor Manufacturing, U.S.A., Inc.
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- | Pages: 22
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What Really Happened to Toyota?
Given the spate of recalls and quality problems, managers wonder whether Toyota’s difficulties throw its legendary manufacturing model into question.
- Quality & Service
- Supply Chains & Logistics
Toyota’s quality problems in the United States were signaled with a recall in late 2009 for problems with floor mats, but they didn’t end there. Since then, more than 20 million cars have been recalled.
Image courtesy of Flickr user kenjonbro.
Consumers were surprised in October 2009 by the first of a series of highly publicized recalls of Toyota vehicles in the United States. Citing a potential problem in which poorly placed or incorrect floor mats under the driver’s seat could lead to uncontrolled acceleration in a range of models, Toyota announced that it was recalling 3.8 million U.S. vehicles. The recall was triggered by the report of a fiery crash in California, where the accelerator of a Lexus sedan got stuck, resulting in the driver’s death.
Additional reports of unintended acceleration from sticky gas pedals prompted the National Highway Traffic Safety Administration to pressure Toyota to recall additional vehicles and models.
To car buyers and students of manufacturing excellence, Toyota was no ordinary company. It was in a class by itself, long known, even revered, for its sterling quality. For manufacturing executives who have strived for decades to emulate Toyota, the mere suggestion that it had quality issues was a serious matter, to say the least. All over the world, executives paused to wonder if they had been chasing after the wrong manufacturing model.
Despite Toyota’s long record of building reliable, low-defect vehicles, public perceptions about quality are often greatly influenced by reports in the media and their overall timing. The public view can be at odds with the objective measures. In the case of Toyota, there were definitely indications that the quality level of its products had fallen off in recent years. What’s more, the changes had occurred during a period of time when many of Toyota’s competitors, including Ford, Chevrolet and Hyundai, were producing better and better cars. The key question was the source of Toyota’s problems: To what extent did they originate with the product designs and assembly, and to what extent could they be pegged to the company’s manufacturing systems?
About the Research
I began collecting data for this paper systematically in early 2010 and continued the research until May 2011.
About the Author
Robert E. Cole is a professor emeritus at the University of California Berkeley Haas School of Business and a visiting researcher at the Institute of Technology, Enterprise and Competitiveness at Doshisha University, in Kyoto, Japan.
1. J. Press, “A New Era for Toyota and TMA in North America,” (internal Toyota presentation, Sept 20, 2006), http://commerce.senate.gov .
2. Gallup, “Americans, Toyota Owners Still Confident in Toyota Vehicles,” March 2, 2010, www.gallup.com .
3. N. Roland, “Toyota Doesn’t Go Far Enough on Safety Management Changes, Panel Says,” Automotive News, May 23, 2011.
4. D. Sedgwick, “Toyota Likely to Win Back Consumer Reports ‘Recommended Rating,’” Feb. 26, 2010, http://autos.aol.com .
5. J.D. Power and Associates, “J.D. Power and Associates 2010 U.S. Initial Quality Study” (Westlake Village, California: J.D. Power and Associates, 2010).
6. C. Jensen, “Toyota’s Image Falls in J.D. Power Survey,” New York Times, June 18, 2010, sec. B, p. 5.
7. J.D. Power redesigned the IQS survey in 2006, doubling the number of items ranked, going beyond defects that can, presumably, be repaired to include design problems. With quality differentials sharply diminishing, the survey was in danger of becoming irrelevant, but with a doubling of items to be scored, brand differentials were increased. Many of these new items have little or nothing to do with the fundamental safety, quality, value and performance (in that order) that consumers, on average, say is most important when buying a vehicle.
8. Ordinarily, just equaling longtime quality leaders is not enough to dislodge them from their leadership position. In Toyota’s case, however, these developments combined with the publicity given its successive recalls.
9. M. Rechtin, “Fay in the Fray of Toyota Image Turnaround,” Automotive News, Sept. 13, 2010, 20.
10. Parker Waichman Alonso LLP, “Chronology of Events in Ford/Firestone Controversy,” May 21, 2001, www.yourlawyer.com .
11. Adding to Toyota’s woes, its recalls are getting far more publicity than those of other automakers. In late October 2010, Toyota issued a voluntary recall on 1.5 million cars globally to replace a brake master cylinder seal. A few days later, Nissan recalled 2 million cars for ignition problems. Both recalls were reported on msnbc.com. The Toyota article was 966 words and described the company as “lurching from recall to recall”; the Nissan article was only 285 words long and suggested that there was nothing unusual about Nissan’s recall. P.A. Eisenstein, “Dark Clouds Gather Over Toyota After New Safety Setback,” Oct. 21, 2010, http://msnbc.com ; and “Nissan Recalls 2 Million Cars Worldwide,” Oct. 27, 2010, http://msnbc.com .
12. A. Frean, “Fears Over Potential Toyota Problems Surfaced in 2006, U.S. Senate Told,” Times Online, March 3, 2010, http://business.timesonline.co.uk .
13. J.S. Busby, “Failure to Mobilize in Reliability-Seeking Organizations: Two Cases from the UK Railroad,” Journal of Management Studies 43, no. 6 (2006): 1375-1393.
14. N. Shirouzu, “Toyoda Concedes Profit Focus Led to Flaws,” Wall Street Journal Asia, March 1.
15. Toyota Industries Corporation, “A New Direction for a New Millennium: Annual Report 2001” (Kariya, Aichi, Japan: Toyota Industries Corporation, 2001); and Toyota Motor Corporation, “Driving to Innovate New Value: Annual Report 2008” (Aichi, Japan: Toyota Motor Corporation, 2008).
16. J.B. White, “What’s Safer: A Chevy or Mercedes?” Wall Street Journal, Sept. 22, 2010, sec. D, p. 1.
17. D. Barkholz, “Fixing Cars’ Brains Saves Ford Millions,” Automotive News, May 11, 2010, 12B.
18. N. Shirouzu, “Inside Toyota, Executives Trade Blame Over Debacle,” Wall Street Journal, April 13, 2010.
19. M. Ramsey and N. Shirouzu, “Toyota Is Changing How It Develops Cars,” Wall Street Journal, July 6, 2010, sec. B, p. 6.
20. T. Fujimoto, “Toyota Overwhelmed by Demon of Complexity,” Asahi Shimbun, March 3, 2010, http://www.asahi.com .
21. R. Dore, “Taking Japan Seriously” (Stanford, California: Stanford University Press, 1987), 173-192.
22. R. Sherefkin, “Detroit 3 Score Higher with Suppliers,” Automotive News, May 24, 2010, 16B; and R. Sherefkin, “Toyota Loses Luster with Suppliers,” Automotive News, May 25, 2009.
23. N. Roland, “Toyota’s U.S. Execs: Japan Didn’t Share Info,” Automotive News, Aug. 9, 2010, 3.
24. Ramsey and Shirouzu, “Toyota Is Changing.”
Acknowledgments
More like this, comments (8), what happened in toyota – lean six sigma consultant directory, darren relty, trent harding, martin dressler, siswanto gatot.
Charles H. Green
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Toyota Case Analysis
Toyota Motor Corporation is a Japanese multinational automotive manufacturer headquartered in Toyota, Aichi, Japan. In 2017, Toyota’s corporate structure consisted of 364,445 employees worldwide[5] and, as of September 2018, was the sixth-largest company in the world by revenue. As of 2017, Toyota is the world’s second-largest automotive manufacturer. Toyota was the world’s first automobile manufacturer to produce more than 10 million vehicles per year which it has done since 2012, when it also reported the production of its 200-millionth vehicle. As of July 2014, Toyota was the largest listed company in Japan by market capitalization (worth more than twice as much as #2-ranked SoftBank) and by revenue.
Toyota is the world’s market leader in sales of hybrid electric vehicles, and one of the largest companies to encourage the mass-market adoption of hybrid vehicles across the globe. Toyota is also a market leader in hydrogen fuel-cell vehicles. Cumulative global sales of Toyota and Lexus hybrid passenger car models achieved the 10 million milestone in January 2017. Its Prius family is the world’s top selling hybrid nameplate with over 6 million units sold worldwide as of January 2017.[10]
The company was founded by Kiichiro Toyoda in 1937, as a spinoff from his father’s company Toyota Industries to create automobiles. Three years earlier, in 1934, while still a department of Toyota Industries, it created its first product, the Type A engine, and its first passenger car in 1936, the Toyota AA. Toyota Motor Corporation produces vehicles under five brands, including the Toyota brand, Hino, Lexus, Ranz, and Daihatsu. It also holds a 16.66% stake in Subaru Corporation, a 5.9% stake in Isuzu, as well as joint-ventures with two in China (GAC Toyota and Sichuan FAW Toyota Motor), one in India (Toyota Kirloskar), one in the Czech Republic (TPCA), along with several “nonautomotive” companies. TMC is part of the Toyota Group, one of the largest conglomerates in Japan.
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Toyota’s Organizational Structure: An Analysis
Toyota Motor Corporation’s organizational structure is based on the varied business operations of the company around the world. As one of the world’s leading automobile manufacturers, Toyota employs its organizational structure to support business goals and strategic direction. This structure is also linked to the traditional organizational structures used in Japanese businesses. The effectiveness of Toyota in maintaining a strong global presence shows its ability to use its organizational structure to maximize efficiency and capacity utilization. In essence, this organizational structure is a contributor to Toyota’s success in the global market.
Toyota Motor Corporation’s organizational structure defines the patterns or arrangements in the firm’s resources and processes. This corporate structure facilitates the company’s effective and efficient business management.
Features of Toyota’s Organizational Structure
Toyota has a divisional organizational structure. This structure underwent significant changes in 2013. This was seen as a response to the safety issues and corresponding product recalls that started in 2009. In the old organizational structure, Toyota had a strong centralized global hierarchy that was more like a spoke-and-wheel structure. The company’s headquarters in Japan made all the major decisions. Individual business units did not communicate with each other, and all communications had to go through the headquarters. However, this organizational structure was widely criticized for slow response times to address safety issues. After the reorganization that was implemented in 2013, Toyota’s new organizational structure now has the following main characteristics:
- Global hierarchy
- Geographic divisions
- Product-based divisions
Global Hierarchy . Toyota still maintains its global hierarchy despite its reorganization in 2013. However, in the current organizational structure, the company has increased the decision-making power of regional heads and business unit heads. In essence, Toyota’s decision-making processes became less centralized. Nonetheless, all business unit heads report to the firm’s global headquarters in Japan.
Geographic Divisions . Toyota’s new organizational structure has eight regional divisions (Japan, North America, Europe, East Asia and Oceania, China, Asia and Middle East, Africa, and Latin America and Caribbean). Each regional head reports to the company’s headquarters. Through these regional divisions, the organizational structure enables Toyota to improve products and services according to regional market conditions.
Product-based Divisions . Another feature of Toyota’s organizational structure is the set of product-based divisions. The company has four of these divisions: (a) Lexus International, (b) Toyota No. 1 for operations in North America, Europe and Japan, (c) Toyota No. 2 for operations in all other regions, and (d) Unit Center, which is responsible for engine, transmission and other related operations. This feature of Toyota’s organizational structure supports development of brands and product lines.
Implications of Toyota’s Organizational Structure
Toyota’s new organizational structure provides a greater degree of flexibility compared to the old centralized hierarchical organizational structure. With this new structure, the company is now more capable of responding to regional market conditions. This flexibility empowers Toyota to speedily respond to issues and to provide higher quality products. However, the increased decision-making power of regional heads has reduced headquarters’ control over the global organization. Still, this organizational structure facilitates business resilience and continued growth.
- Toyota Motor Corporation (2012). June 15, 2012: Last Organizational Chart .
- Toyota Motor Corporation (2013). TMC Announces New Organizational Structure and Executive Changes .
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The Contradictions That Drive Toyota’s Success
- Hirotaka Takeuchi,
- Norihiko Shimizu
Stable and paranoid, systematic and experimental, formal and frank: The success of Toyota, a pathbreaking six-year study reveals, is due as much to its ability to embrace contradictions like these as to its manufacturing prowess.
Reprint: R0806F
Toyota has become one of the world’s greatest companies only because it developed the Toyota Production System, right? Wrong, say Takeuchi, Osono, and Shimizu of Hitotsubashi University in Tokyo. Another factor, overlooked until now, is just as important to the company’s success: Toyota’s culture of contradictions.
TPS is a “hard” innovation that allows the company to continuously improve the way it manufactures vehicles. Toyota has also mastered a “soft” innovation that relates to human resource practices and corporate culture. The company succeeds, say the authors, because it deliberately fosters contradictory viewpoints within the organization and challenges employees to find solutions by transcending differences rather than resorting to compromises. This culture generates innovative ideas that Toyota implements to pull ahead of competitors, both incrementally and radically.
The authors’ research reveals six forces that cause contradictions inside Toyota. Three forces of expansion lead the company to change and improve: impossible goals, local customization, and experimentation. Not surprisingly, these forces make the organization more diverse, complicate decision making, and threaten Toyota’s control systems. To prevent the winds of change from blowing down the organization, the company also harnesses three forces of integration: the founders’ values, “up-and-in” people management, and open communication. These forces stabilize the company, help employees make sense of the environment in which they operate, and perpetuate Toyota’s values and culture.
Emulating Toyota isn’t about copying any one practice; it’s about creating a culture. And because the company’s culture of contradictions is centered on humans, who are imperfect, there will always be room for improvement.
No executive needs convincing that Toyota Motor Corporation has become one of the world’s greatest companies because of the Toyota Production System (TPS). The unorthodox manufacturing system enables the Japanese giant to make the planet’s best automobiles at the lowest cost and to develop new products quickly. Not only have Toyota’s rivals such as Chrysler, Daimler, Ford, Honda, and General Motors developed TPS-like systems, organizations such as hospitals and postal services also have adopted its underlying rules, tools, and conventions to become more efficient. An industry of lean-manufacturing experts have extolled the virtues of TPS so often and with so much conviction that managers believe its role in Toyota’s success to be one of the few enduring truths in an otherwise murky world.
Like many beliefs about Toyota, however, this doesn’t serve executives well. It’s a half-truth, and half-truths are dangerous. We studied Toyota for six years, during which time we visited facilities in 11 countries, attended numerous company meetings and events, and analyzed internal documents. We also conducted 220 interviews with former and existing Toyota employees, ranging from shop-floor workers to Toyota’s president, Katsuaki Watanabe. Our research shows that TPS is necessary but is by no means sufficient to account for Toyota’s success.
Quite simply, TPS is a “hard” innovation that allows the company to keep improving the way it manufactures vehicles; in addition, Toyota has mastered a “soft” innovation that relates to corporate culture. The company succeeds, we believe, because it creates contradictions and paradoxes in many aspects of organizational life. Employees have to operate in a culture where they constantly grapple with challenges and problems and must come up with fresh ideas. That’s why Toyota constantly gets better. The hard and the soft innovations work in tandem. Like two wheels on a shaft that bear equal weight, together they move the company forward. Toyota’s culture of contradictions plays as important a role in its success as TPS does, but rivals and experts have so far overlooked it.
Toyota believes that efficiency alone cannot guarantee success. Make no mistake: No company practices Taylorism better than Toyota does. What’s different is that the company views employees not just as pairs of hands but as knowledge workers who accumulate chie —the wisdom of experience—on the company’s front lines. Toyota therefore invests heavily in people and organizational capabilities, and it garners ideas from everyone and everywhere: the shop floor, the office, the field.
Toyota views employees not just as pairs of hands but as knowledge workers who accumulate chie —the wisdom of experience—on the company’s front lines.
At the same time, studies of human cognition show that when people grapple with opposing insights, they understand the different aspects of an issue and come up with effective solutions. So Toyota deliberately fosters contradictory viewpoints within the organization and challenges employees to find solutions by transcending differences rather than resorting to compromises. This culture of tensions generates innovative ideas that Toyota implements to pull ahead of competitors, both incrementally and radically.
In the following pages, we will describe some key contradictions that Toyota fosters. We will also show how the company unleashes six forces, three of which drive it to experiment and expand while three help it to preserve its values and identity. Finally, we will briefly describe how other companies can learn to thrive on contradictions.
A Culture of Contradictions
Most outsiders find Toyota unfathomable because it doesn’t bear any of the telltale signs of a successful enterprise. In fact, it resembles a failing or stagnant giant in several ways. Toyota pays relatively low dividends and hoards cash, which smacks of inefficiency. From 1995 to 2006, Toyota’s dividends averaged only 20% of earnings. For instance, its 2006 payout of 21.3% was on par with that of smaller rivals, such as Nissan’s 22.9% and Hyundai-Kia’s 17.4%, but far behind (the then) DaimlerChrysler’s 47.5%. At the same time, it had accumulated $20 billion of cash, leading some analysts to call it Toyota Bank.
Most of Toyota’s senior executives are Japanese men, whereas top management in successful Western corporations is more diverse. The company’s roots are in a rural suburb of Nagoya called Mikawa, and they run deep, accounting for its managers’ humility and strong work ethic. Toyota doesn’t plan to relocate its headquarters to Tokyo as rivals like Honda have done. By any standard, the company pays executives very little. In 2005, Toyota’s top executives earned only one-tenth as much as Ford’s. Their compensation was lower than that of their counterparts at the 10 largest automobile companies, save Honda. Toyota managers also rise through the hierarchy slowly: In 2006, the company’s executive vice presidents were on average 61 years old—close to the retirement age at many non-Japanese companies.
Another oddity at Toyota is the influence the founding Toyoda family wields even though it controls just 2% of the company’s stock. The Toyodas appear to have a say in most key decisions, but it isn’t clear why they exert power. The company’s presidents came mostly from the family’s ranks for decades, and although three nonfamily executives have been president over the past 13 years, there’s speculation that the next president will once again be a Toyoda.
Toyota doesn’t merely have some odd characteristics—it is steeped in contradictions and paradoxes. During the first phase of our research, we uncovered six major contradictory tendencies, one of which influences company strategy and the others Toyota’s organizational culture.
Toyota moves slowly, yet it takes big leaps.
For example, the company started production in the United States gradually. It began in 1984 by forming a joint venture with GM called New United Motor Manufacturing, in Fremont, California, and opened its first plant in Kentucky four years later. However, the launch of the Prius in Japan in 1997 was a huge leap. Toyota came up with a hybrid engine that combined the power of an internal combustion engine with the environmental friendliness of an electric motor much earlier than rivals.
Toyota grows steadily, yet it is a paranoid company.
In the early 1950s, the company faced near bankruptcy, but over the past 40 years, the company has recorded steady sales and market-share growth. Despite this enviable stability, senior executives constantly hammer home messages such as “Never be satisfied” and “There’s got to be a better way.” A favorite saying of former chairperson Hiroshi Okuda is “Reform business when business is good,” and Watanabe is fond of pointing out that “No change is bad.”
Toyota’s operations are efficient, but it uses employees’ time in seemingly wasteful ways.
You would be amazed to see how many people attend a meeting at Toyota even though most of them don’t participate in the discussions. The company assigns many more employees to offices in the field than rivals do, and its senior executives spend an inordinate amount of time visiting dealers. Toyota also uses a large number of multilingual coordinators—a post that Carlos Ghosn abolished at Nissan soon after he became CEO in 2001—to help break down barriers between its headquarters and international operations.
Toyota is frugal, but it splurges on key areas.
Only Wal-Mart can match Toyota’s reputation for penny pinching. In Japan, the company turns off the lights in its offices at lunchtime. Staff members often work together in one large room, with no partitions between desks, due to the high cost of office space in Japan. At the same time, Toyota spends huge sums of money on manufacturing facilities, dealer networks, and human resource development. For instance, since 1990, it has invested $22 billion in production centers and support facilities in the United States and Europe, and for the past six years, it has spent $170 million annually competing in the Formula One circuit.
Toyota insists internal communications be simple, yet it builds complex social networks.
It’s an unwritten Toyota rule that employees must keep language simple when communicating with each other. When making presentations, they summarize background information, objectives, analysis, action plans, and expected results on a single sheet of paper. At the same time, Toyota fosters a complex web of social networks because it wants “everybody to know everything.” The company develops horizontal links between employees across functional and geographic boundaries, grouping them by specializations and year of entry; creates vertical relationships across hierarchies through teaching relationships and mentoring; and fosters informal ties by inviting employees to join clubs based on birthplaces, sports interests, hobbies, and so on.
Toyota has a strict hierarchy, but it gives employees freedom to push back.
Voicing contrarian opinions, exposing problems, not blindly following bosses’ orders—these are all permissible employee behaviors. Watanabe, who recounts how he fought with his bosses as he rose through the ranks, often says, “Pick a friendly fight.” We were surprised to hear criticism about the company and senior management in our interviews, but employees didn’t seem worried. They felt they were doing the right thing by offering executives constructive criticism.
Once we realized that contradictions are central to Toyota’s success, we tried to identify the underlying forces that cause them. However, digging into Toyota is like peeling an onion: You uncover layer after layer, but you never seem to reach the center. After we had written a half-dozen case studies, a pattern finally emerged. We identified six forces that cause contradictions inside the company. Three forces of expansion lead Toyota to instigate change and improvement. Not surprisingly, they make the organization more diverse, complicate decision making, and threaten its control and communications systems. To prevent the winds of change from blowing down the organization, Toyota also harnesses three forces of integration. They stabilize the company, help employees make sense of the environment in which they operate, and perpetuate Toyota’s values and culture.
Forces of Expansion
“This is how we do things here” is a common refrain in every organization. Established practices become standardized and create efficiencies. Over time, however, those methods can prevent the adoption of new ideas. Toyota prevents rigidity from creeping in by forcing employees to think about how to reach new customers, new segments, and new geographic areas and how to tackle the challenges of competitors, new ideas, and new practices.
Three Forces of Expansion
Three forces of expansion lead the company to instigate change and improvement
- Impossible goals
- Local customization
- Experimentation
Impossible goals.
By setting near-unattainable goals, Toyota’s senior executives push the company to break free from established routines. This practice goes back to Toyota’s genesis. In 1937, the founder, Kiichiro Toyoda, wanted to produce automobiles in Japan without using foreign technology. It seemed like an impossible goal; even mighty zaibatsu such as Mitsubishi and Mitsui had decided against entering the automobile industry at that stage because of the investments they would have to make. Toyoda dared to—and the rest is history.
Toyota often sets tough goals to raise employees’ consciousness and self-worth. Consider the company’s global strategy: Meet every customer need and provide a full line in every market. It’s impossible for any company to do that. Besides, the strategy runs contrary to management thinking, which espouses the merits of making trade-offs. Strategy guru Michael E. Porter, for instance, says that the essence of strategy is choosing what not to do. However, Toyota tries to cater to every segment because of its belief that a car contributes to making people happy. It’s reminiscent of Henry Ford’s desire to make automobiles affordable to American families of moderate means so that they might enjoy “the blessings of happy hours spent in God’s great open spaces.” Toyota has set itself the goal of delivering “a full line in every market” to make employees feel they serve a useful purpose. Toyota Value , the document that outlines the company’s beliefs, says it best: “We are always optimizing to enhance the happiness of every customer as well as to build a better future for people, society, and the planet we share. This is our duty. This is Toyota.”
Many of Toyota’s goals are purposely vague, allowing employees to channel their energies in different directions and forcing specialists from different functions to collaborate across the rigid silos in which they usually work. For example, Watanabe has said that his goal is to build a car that makes the air cleaner, prevents accidents, makes people healthier and happier when they drive it, and gets you from coast to coast on one tank of gas (see “Lessons from Toyota’s Long Drive,” HBR July–August 2007). Zenji Yasuda, a former Toyota senior managing director, points out the wisdom of painting with broad strokes. “If he makes [the goal] more concrete, employees won’t be able to exercise their full potential. The vague nature of this goal confers freedom to researchers to open new avenues of exploration; procurement to look for new and unknown suppliers who possess needed technology; and sales to consider the next steps needed to sell such products.”
Local customization.
Toyota doesn’t modify its automobiles to local needs; it customizes both products and operations to the level of consumer sophistication in each country. This strategy pushes Toyota out of Japan, where it is dominant, and into overseas markets, where it has often been the underdog. Following the strategy increases operational complexity, but it maximizes employees’ creativity since they have to develop new technologies, new ways of marketing, and new supply chains. Nissan and Honda follow the same strategy, but less rigorously: In 2006, Toyota offered 94 models in Japan—almost three times as many as Nissan’s 35 and Honda’s 30 models. Pursuing local customization also exposes Toyota to the sophistication of local tastes. For instance, when it introduced the subcompact Yaris in 1999, Toyota had to offer advanced technology, greater safety, roomier interiors, and better fuel efficiency to live up to European customers’ expectations.
Local customization forces Toyota to push the envelope in numerous ways. For instance, the company faced complex challenges in 1998 when it developed the Innovative International Multipurpose Vehicle (IMV) platform. Toyota engineers had to design the platform to meet the needs of consumers in more than 140 countries in Asia, Europe, Africa, Oceania, Central and South America, and the Middle East. The IMV platform is used for three vehicle types—trucks, minivans, and sport utility vehicles—so Toyota can minimize design and production costs. Notably, the IMV-based vehicles were the first that Toyota produced overseas without first making them in Japan, which led to the decentralized development of production know-how, manufacturing technology, and production planning technologies. Since 2004, Toyota has produced IMV-based models in Thailand, Indonesia, Argentina, and South Africa while India, the Philippines, and Malaysia manufacture them for their own markets.
The IMV also rendered the Made-in-Japan concept irrelevant to the Toyota brand. Many executives thought it was risky to relinquish the label since it had become synonymous with quality. However, executive vice president Akio Toyoda, then in charge of sales and production in Asia, launched a personal crusade to persuade employees that the company should replace Made in Japan with Made by Toyota.
Experimentation.
Toyota’s eagerness to experiment helps it clear the hurdles that stand in the way of achieving near-impossible goals. People test hypotheses and learn from the consequent successes and failures. By encouraging employees to experiment, Toyota moves out of its comfort zone and into uncharted territory.
Toyota has found that a practical way to achieve the impossible is to think deeply but take small steps—and never give up. It first breaks down a big goal into manageable challenges. Then it experiments to come up with new initiatives and processes for handling the more difficult components of each challenge. This pragmatic approach to innovation yields numerous learning opportunities. Consider, for instance, Toyota’s path for developing the Prius. In 1993, the company decided to develop a car that would be environmentally friendly and easy to use. The development team, called G21, first came up with a car that delivered a 50% improvement in fuel efficiency. Toyota’s senior executives rejected the prototype and demanded a 100% improvement. That was unachievable using even the most advanced gasoline and diesel engines or even fuel cell technology–based engines. The G21 team had no choice but to tap a hybrid technology that one of the company’s laboratories was developing. Sure enough, the first engine wouldn’t start. When a subsequent model did, the prototype moved only a few hundred yards down the test track before coming to a dead halt. In later models, the battery pack shut down whenever it became too hot or cold. Despite these setbacks, Toyota didn’t stop working on the project and unveiled a hybrid concept car at the 1995 Tokyo Motor Show. Its executives knew that alternative power train technologies were emerging, but the fact that the Prius would be an interim solution didn’t deter them. They believed the project was worth the investment because Toyota would learn a lot in the process.
Toyota organizes experiments using strict routines, as is widely known. It has refined Plan-Do-Check-Act (PDCA), the continuous-improvement process used throughout the business world, into the Toyota Business Practices (TBP) process. The eight-step TBP lays out a path for employees to challenge the status quo: clarify the problem; break down the problem; set a target; analyze the root cause; develop countermeasures; see countermeasures through; monitor both results and processes; and standardize successful processes. Similarly, the A3 report, named for a sheet of paper 11 inches by 17 inches, is a succinct communication tool. As we mentioned earlier, it forces employees to capture the most essential information needed to solve a problem on a single sheet that they can disseminate widely.
By encouraging open communication as a core value, Toyota has made its culture remarkably tolerant of failure.
What sets Toyota’s culture apart is the way it encourages employees to be forthcoming about the mistakes they make or the problems they face. By encouraging open communication as a core value for decades, Toyota has made its culture remarkably tolerant of failure.
Forces of Integration
As Toyota expands, it has to deal with a greater variety of perspectives from the growing number of employees and customers in many markets. In addition, the quality of internal communications deteriorates, and it becomes difficult to coordinate operations across markets and product groups. How does the company cope with the hazards of constant change and growth? We found three forces of integration that allow Toyota to stick to its mission. They perpetuate its culture and stabilize the company’s expansion and transformation.
Three Forces of Integration
Three forces of integration stabilize the company’s expansion and transformation
- Values from the founders
- Up-and-in people management
- Open communication
Values from the founders.
Over the decades, several people have developed Toyota’s values: Sakichi Toyoda, who created the parent Toyoda Automatic Loom Works; Kiichiro Toyoda, Sakichi’s son and founder of the Toyota Motor Corporation; Taiichi Ohno, the TPS’s creator; Eiji Toyoda, Kiichiro’s first cousin and a former Toyota president; Shotaro Kamiya, who developed the company’s sales network; and Shoichiro Toyoda, Kiichiro’s son and another former president. The values include the mind-set of continuous improvement ( kaizen ); respect for people and their capabilities; teamwork; humility; putting the customer first; and the importance of seeing things firsthand ( genchi genbutsu ).
Toyota inculcates these values in employees by demonstrating their everyday relevance through on-the-job training and through stories that managers tell succeeding generations of employees. Although it is a complex organization, we believe four simple beliefs have kept the company from losing its way.
Tomorrow will be better than today.
Toyota has succeeded in the long term because of its naive optimism. Its employees see obstacles as challenges that energize them to do better. They really believe that Toyota will make tomorrow a better day than today was. An attitude of never being satisfied with the status quo explains why employees conduct experiments all the time.
Everybody should win.
The company has stressed teamwork as a guiding principle since its early days. When a problem arises, each member of the team is accountable and has the authority and responsibility to find a solution. The practice started on the factory floor and has spread throughout the corporation.
Genchi genbutsu.
At a recent conference, Toyota’s chairperson Fujio Cho translated genchi genbutsu as “Have you seen it yourself?” The implication is that if you have not seen something firsthand, your knowledge about it is suspect. Toyota’s senior executives hold themselves to the same standard, emphasizing the importance of the tacit knowledge rooted in each employee’s actions and experiences. By visiting a factory and a dealership when he was in St. Petersburg, Cho commanded respect not just by talking about genchi genbutsu but by practicing it.
Customers first, dealers second—and manufacturer last.
Toyota believes its success depends on maintaining the trust of dealers and customers, and it goes to extraordinary lengths to forge lasting relationships with them. Even on the factory floor, supervisors drive home to workers that it isn’t the company but customers that pay their salaries.
Up-and-in people management.
Many companies either promote employees or ask them to leave—up-or-out, as the practice is called. Toyota rarely weeds out underperformers, focusing instead on upgrading their capabilities. In fact, Toyota is still committed to long-term employment—as all Japanese companies once were. During the 1997 Asian financial crisis, for instance, Toyota’s Thailand operation weathered four straight years of losses with no job cuts. The order had come down from then president Hiroshi Okuda: “Cut all costs, but don’t touch any people.” In August 1998, Moody’s lowered Toyota’s credit rating from AAA to AA1, citing the guarantee of lifetime employment. Even though the downgrade increased Toyota’s interest payments by $220 million a year, company executives told the rating agency that it would not abandon its commitment.
Toyota prefers on-the-job training to off-the-job programs. During their initial training, employees are given the freedom to make judgment calls. They have to adhere to a broad set of guidelines rather than follow a strict set of rules. The company adds more context to employees’ perspectives by asking them to think as if they were two levels higher in the organization. Toyota trains employees in problem-solving methods during their first 10 years with the company. Another feature of its people management policies is the role exemplary employees play as mentors. They shoulder the responsibility of developing a cadre of managers who learn through experimentation, and pass on Toyota’s values by sharing personal experiences—a modern-day apprenticeship system.
When Toyota evaluates managers, it usually emphasizes process performance and learning over results. The company looks at how managers achieved their goals; how they handled issues; how they fostered organizational skills; and how they developed, motivated, and empowered people. The company uses five kinds of criteria, all of which are fuzzy and subjective. For instance, one category it employs is personal magnetism ( jinbo ), which captures how much trust and respect the manager has earned from others. Jinbo is a vague criterion that is open to interpretation and impossible to quantify; you can evaluate people on it only if you have worked closely with them. Another quintessentially Toyota measure of manager performance is persistence or resilience. The company sees this as part of its DNA, describing it as nebari tsuyosa , which translates, literally, as adhesive strength.
Characteristics of Toyota Executives
- Willingness to listen and learn from others
- Enthusiasm for constantly making improvements
- Comfort with working in teams
- Ability to take action quickly to solve a problem
- Interest in coaching other employees
Toyota’s evaluation criteria are particularly relevant in automobile manufacturing, where various types of expertise are essential to success. It’s not the kind of company where a few shine. Watanabe says that “every single person is the main actor on the stage.” When Toyota promotes employees, it doesn’t praise them. Instead, senior executives deliver a message along these lines: “Congratulations on your promotion. Many others were within a hair’s breadth of being selected. Keep that in mind as you do your job.” This is to instill humility in employees by reminding them that their success is due in part to the efforts of equally accomplished colleagues.
Open communication.
Toyota operates 50 manufacturing facilities outside Japan, sells vehicles in more than 170 countries, and employs close to 300,000 people. Despite its size and reach, Toyota still functions like a small-town company. Its top executives operate on the assumption that “everybody knows everybody else’s business.”
Information flows freely up and down the hierarchy and across functional and seniority levels, extending outside the organization to suppliers, customers, and dealers. Typical of traditional Eastern business practice, personal relationships are of primary importance, and Toyota’s networks are human rather than virtual. Employees must cultivate the skill of listening intently to opinions in an open environment. The result is a web of relationships that former executive vice president Yoshimi Inaba calls the “nerve system.” Like the human body’s central nervous system, Toyota transmits information swiftly across the entire organization.
Even in a Toyota plant, executives deliver and receive information by going to the front lines in person. For instance, the head of the Takaoka and Tsutsumi plants, Takahiro Fujioka, is on the factory floor every day and joins workers for drinks in the evening ( nomikai ) sometimes as often as four times a week. Similarly, senior sales people share information with dealers and learn about customer tastes by visiting them. Toyota uses this system to avoid the pitfalls of poor communication typical of big organizations. We identified five elements that underpin Toyota’s unique communications system.
Disseminate know-how laterally.
The slogan “Let’s yokoten ” is often heard in the corridors of Toyota. Yokoten , which is short for yokoni tenkaisuru , literally means unfold or open out sideways. At Toyota, communication is viral and knowledge is diffused in all directions. The company has found that one of the best ways to ensure good communications is to have everyone work together in a large room with no partitions ( obeya ). The concept originated in Japan because of the perennial shortage of office space, which we mentioned earlier, but the company now uses it all over the world. Project teams also post information on the walls of a dedicated situation room for everyone to see—a practice known as mieruka (visualization).
Give people the freedom to voice contrary opinions.
Toyota’s communication system works because the organization is open to criticism. Employees feel safe, even empowered, to voice contrary opinions and contradict superiors. Each individual in Toyota is expected to act according to what he or she thinks is right. Every employee enjoys the prerogative to ignore the boss’s orders or not take them too seriously. Confronting your boss is acceptable; bringing bad news to the boss is encouraged; and ignoring the boss is often excused. In many of our interviews, employees told us how local operations had succeeded by refusing to obey orders or ignoring what headquarters had advised. For instance, the head of Toyota Motor Sales, U.S.A., Yukitoshi Funo, told us candidly: “Before I was sent to the U.S. in 1997 [as senior vice president], I made the rounds of several top executives in Japan. They told me to increase the number of sales outlets. These were executive vice presidents and managing directors. I went to the market to see the situation. Increasing the number of dealerships would have caused more intense competition and threatened proper management of dealerships. I decided to ignore everything those top executives told me.”
Confronting your boss is acceptable; bringing bad news to the boss is encouraged; and ignoring the boss is often excused.
Have frequent face-to-face interactions.
Although there are no reprisals if local operations don’t act on headquarters’ advice or if subordinates disobey orders from supervisors, refusing to listen to others is a serious offense. Toyota’s system functions only when information from the source is available to everybody in the organization. The emphasis is therefore on interactions at the scene ( genba ). For instance, Tony Fujita, former vice president of Toyota Motor Sales, U.S.A., believes that Toyota distinguishes itself from American carmakers by listening to dealers. “Other carmakers have meetings with dealers, but I think Toyota is unique in the frequency and the seriousness of what we discuss [with them].”
Make tacit knowledge explicit.
Another element in Toyota’s nerve system is the practice of converting experiential or tacit knowledge into an explicit form to be shared throughout the organization. When Fujio Cho was president, Toyota put into writing the founders’ wisdom that had until then been passed down orally. Senior executives evaluated sayings and anecdotes and identified two core values as the pillars of The Toyota Way 2001: continuous improvement ( kaizen ) and respect for people.
Create support mechanisms.
In 2002, the company set up the Toyota Institute and the Global Knowledge Center at Toyota City in Japan and Torrance, California, respectively. Together with the University of Toyota, established four years earlier at Torrance by Toyota Motor Sales, U.S.A., these formal mechanisms support Toyota’s communication networks by disseminating best practices and company values. In addition, employees are encouraged to join a wide variety of informal groups, as we mentioned earlier. Every employee belongs to several committees ( iinkai ), self-organizing study groups ( jishuken ), and other social groups, of which there are close to 20 in the company. This helps create a multilayered communication network at Toyota.
Emulating Toyota
People often ask us, “Tell me one thing I should learn from Toyota.” That misses the point. Emulating Toyota isn’t about copying any one practice; it’s about creating a culture. That takes time. It requires resources. And it isn’t easy. First, companies have no choice but to embrace contradictions as a way of life. Most enterprises stop growing because they stick to processes and practices their past successes have generated. However, old methods also lead to institutional rigidities. Companies can overcome them by trying to reach new markets or by tackling fresh challenges. Second, companies must develop routines to resolve contradictions. Toyota uses numerous tools such as the Plan-Do-Check-Act model, the eight-step Toyota Business Practices process, the A3 reporting system, and the widely known ask-why-five-times routine. Unless companies teach employees how to deal with problems rigorously and systematically, they won’t be able to harness the power of contradictions. Third, companies must encourage employees to voice contrary opinions. Top managements must be open to criticism and hearing opposing viewpoints if they want new ideas. • • •
Should companies try to do as Toyota does? We believe they should. Toyota’s culture of contradictions places humans, not machines, at the center of the company. As such, the company will be imperfect, and there will always be room for improvement. In that sense, Toyota’s model mirrors human creativity. Can you say the same about your company?
- Hirotaka Takeuchi is a professor in the strategy unit of Harvard Business School.
- EO Emi Osono ( [email protected] ) is an associate professor;
- NS and Norihiko Shimizu ( [email protected] ) is a visiting professor at Hitotsubashi University’s Graduate School of International Corporate Strategy in Tokyo. This article is adapted from their book Extreme Toyota: Radical Contradictions That Drive Success at the World’s Best Manufacturer , forthcoming from John Wiley & Sons.
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Knowledge Management: Toyota Case Study
Strategic Information Systems (SIS) play a pivotal role in production planning in major corporations. Toyota has created the Toyota Network System (TNS), which connects dealers, manufacturing plants, and suppliers to maximize the effectiveness of production management (Monden, 2019). The preliminary production schedule is developed using the three-month forecast reports from the Japanese and international dealers (Monden, 2019). Dealers submit their orders based on the reports, although they may change certain specifications, such as car color (Monden, 2019). Hence, Toyota uses information on market needs to regularly update the production schedule.
Several aspects of the Toyota knowledge management system make it one of the best in the world. New employees hired to work at a new factory learn from the experienced workers at the existing factories first (Azam, Khilji, and Kham, 2016). When a new factory opens, Toyota transfers a group of experienced employees to work alongside the new ones to ensure they meet production quality standards (Azam, Khilji, and Kham, 2016). This system allows for an efficient transfer of knowledge and experience between new and long-serving workers and improves overall quality control.
Then, it seems reasonable to mention that Toyota’s approach to knowledge management contributes to the development of ties and the share of knowledge among suppliers. It may be claimed that this approach is quite specific. In the late 1970s, the company arranged a group of about 60 of its crucial suppliers into voluntary study groups in order to help each other within the scope of performance, as well as quality (Bridges, 2020).
Such a group involves about seven suppliers, and several of them adhere to a similar production process. Generally, the corporation reorganizes the mentioned groups on a 3-year basis in order to provide the activities with stimulation in the framework of common interests. Annually, there is the meeting of the suppliers with responsible Operations Management Consulting Division’s managers that is aimed at the determination of a year’s theme (project) (Toyota, no date). The pivotal idea here is to support each other within the mentioned common interests.
After this theme is agreed upon, the groups establish schedules to attend supplier’s plants in order to identify areas for improvement in conjunction. These groups spend about for months focused on the suppliers’ performance, acting as a consultative formation. Such a tactic allows the company to provide its expertise that aims to assist with overcoming actual issues. Moreover, the described actions lead to the firm’s “learning” what is being comprehended by the suppliers. It appends to the company’s stock of knowledge, and the top management is able to monitor and take into account new ideas regarding the advancement of TPS. This is essential for Toyota’s networking as Operations Management Consulting Division may transfer the described knowledge to the corporation’s internal operations.
The above materials allow assuming that Toyota has some key aspects given by the WIIG Knowledge Management Model (Paul, no date). According to the latter, a firm is to build knowledge, founded on personal experience, formal education, or training. It is visible that this stage is implicated – for example, new employees learn from the experienced ones. Then, a company is to hold the knowledge gained by appealing to fixing its intangible forms – knowledge bases, books, or documents. In this regard, Toyota’s workers are provided with numerous materials on the firm’s corporate social responsibility, production processes, and approach to attitude towards each other.
The WIIG Knowledge Management Model also involves the stage of knowledge pool by utilizing KM systems or groups of individuals brainstorming. Through these lenses, Toyota uses its TNS and voluntary study groups, which contributes to both bits of knowledge obtaining and pooling. Finally, there is the stage of the use of knowledge – the implication of the latter at the necessary levels and within the required scope. Toyota’s related strategies – initially – are designed to achieve this implication in a proper manner, and all the processes in this regard are smooth and coherent due to such tools as Management Information System.
The Toyota Management Information System possesses several efficient internal controls that contribute to significant knowledge discovery. It collects internal reports from all the company’s branches and transforms an unstructured and vast volume of data into a comprehensive piece of knowledge for the related recipients. For instance, this may be several management reports on the peculiarities and outcomes of a specific production process. The Toyota Comprehensive Warehouse Management System is designed to maintain the reporting that will be a foundation for appropriate decision-making in the operational dimension.
Then, there is advanced SAP that provides the company with the opportunity to obtain and process information, as well as to fix inaccuracies immediately, which may be considered as significant knowledge capture. At this point, it should be noted that the SAP enhances a plethora of marketing operations of the company in the framework of product development, pricing policies, and sale projections. It is vital to state that the corporation leans on external sources of knowledge as well (Ferenhof et al ., 2018). Amongst the most important ones are external consultations, thematic conferences, and monitoring of the rivals’ best practices from various perspectives.
In order to achieve significant and effective decision-making at all levels, essential knowledge within the company is processed and handled appropriately through the Material Handling System. Variables in the framework of the method essential data is obtained and documented may transform knowledge and trend studies (Sharafuddin, 2017). What is more, given the fact that information collection and documentation activity eventually vary with the flow of time, the top management has created flexible approaches to enhance system development through the Management Information System.
The mentioned processes are constantly well-structured, and all knowledge is shared among employees promptly and effectively. For example, the workers have the possibility to get this knowledge via specific tracking systems available for them.
Finally, Toyota pays notable attention to the way information converted into knowledge is implicated. The firm has developed an advanced system in this regard – employees have a weekly meeting during which they get acquainted with the necessary information. Then, the instruments of the Management Information System allow managers to monitor to what extent workers apply the obtained knowledge in practice. It should be noted that before this knowledge is applied, the management makes sure that an employee understands what is delivered to avoid any production risks.
The SECI model involves four critical phases – socialization, externalization, combination, internalization (Zeeman, 2019). Toyota actively employs the socialization aspect of the SECI model, even at the lowest levels of production. To encourage production workers to share tacit knowledge, the company introduced regular weekly meetings (Azam, Khilji, and Kham, 2016). Employees use these meetings to analyze their efficiency, discuss the problems, and suggest ideas for improvements (Azam, Khilji, and Kham, 2016).
Azam, Khilji, and Kham (2016) note that this approach has been hugely successful and contributed to many of the innovative products and ideas developed in the company. This policy shows that Toyota management realizes the value of tacit knowledge and effectively employs it to improve production.
Then, the externalization approach is mostly brought into life in the form of documenting. Responsible managers monitor and document tasks each team of employees – as well as a particular worker – is asked to perform on its assembly line (Dyer and Nobeoka, 2000). These documents give a description in detail of all the processes are implemented, how long each process should take, and the sequence of stages that are required to realize a task. Moreover, such documents contain information on how employees are to monitor their own work.
The combination phase is conducted as follows; employees who have got acquainted with the mentioned documents are accompanied by several highly-experienced workers who get new knowledge first (Suh, 2017). At this point, the latter ones will work alongside their less competent colleagues to guide and assist them if necessary. These highly experienced mentors serve as a foundation for the combination of explicit knowledge. With their assistance, all teams start demonstrating significant performance within the production scope.
Finally, the internalization takes place; again, through weekly meetings, knowledge is being enhanced and becomes an integral part of an employee’s approach to work. According to Azam, Khilji, and Khan (2016), TPS is quite flexible for implementing new knowledge, ideas, and policies; thus, workers are put in remarkable conditions in this framework. It might be assumed that the primary challenge within Toyota’s SECI model is that it is over-relies on the experienced employees. Hence, in order to overcome some negative consequences of the human factor, it seems rational to provide all the staff with monthly or quarterly tests, as well as to conduct a comprehensive evaluation of their performance and give feedback.
Azam, M., Khilji, A. B., and Khan, W. (2016). ‘Knowledge management as a strategy & competitive advantage: A strong influence to success (a survey of knowledge management case studies of different organizations)’, Public Policy and Administration Research, 6(10), pp. 1-15.
Bridges, M. (2020). Learning organizations: making supplier networks a valuable source of competitive advantage . Web.
Dyer, J. and Nobeoka, K. (2000). ‘Creating and managing a high‐performance knowledge‐sharing network: the Toyota case’, Strategic Management Journal , 21(3), pp. 345–367.
Ferenhof, H., Cunha, A., Bonamigo, A., and Forcellini, F. (2018). Toyota Kata as a KM solution to the inhibitors of implementing lean service in service companies. VINE Journal of Information and Knowledge Management Systems , 48(3), pp. 404–426.
Monden, Y. (2019). Toyota management system: Linking the seven key functional areas. New York: Routledge.
Paul, E. (no date) 4 Knowledge management models that can supercharge your organization . Web.
Sharafuddin, N. (2017) ‘The role of knowledge management in achieving sustainable competitive advantage in business’, Journal of Education and Social Sciences , 6(2), pp. 137–142.
Suh, Y. (2017) ‘Knowledge network of Toyota’, Annals of Business Administrative Science , 16(1), pp. 91–102.
Toyota . (no date). Web.
Zeeman, A. (2019). SECI model (Nonaka & Takeuchi) . Web.
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Toyota’s Business Intelligence: Oh! What a Feeling
Just ten years ago, Toyota Motor Sales U.S.A. was suffering under the weight of a hopelessly backward IT infrastructure.
The U.S. distributor of cars and trucks built by Toyota Motor Corp., the Aichi, Japan-based pioneer of hybrid vehicles and cars that can run forever—the very model of efficiency and technological innovation—found itself awash in directionless data.
With little or no distributed computing in most departments, Toyota U.S.A. was generating sales and market data at a frightening rate, but it had no way to use the information strategically.
Stuck in a mainframe malaise, internal departments regularly failed to share information, and, by the time they did generate so-called “actionable” reports, it was often already too late.
In 1996, Toyota decided to do something about it.
The company hired Barbra Cooper, a serial CIO with two top tech posts already to her credit, to head up its IT department. What Cooper brought with her, besides her impressive resume, was a willingness to listen to her internal user community, and, in particular, to the company’s business executives.
The painful evolution in Toyota’s data-management strategy that followed was guided by Cooper but driven by the business side, and the results have been impressive.
Toyota U.S.A. has managed to increase the volume of cars it handles by 40 percent over the past eight years while increasing head count by just 3 percent.
That’s helped parent Toyota Motor Corp. reach the highest profit margins in the automobile industry, and its stock is a perennial performer.
Next Page: Daly’s data.
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Toyota Case Solution & Answer
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Toyota Case Study Solution
Tough battles and strategic mistakes:-
Strategic mistakes will affect the reputation of the company as the customers may be dissatisfied with the quality of the company, which will result in decreasing the profitability of the company as well as it would affect the company’s share price. The competitors will gain the benefit by advertising their products as reliable and better in quality than others.
There was also one strategic problem in the acceleration of Toyota cars.
In 2009, Toyota recalled vehicles in the United States, because of the sitting problems which were poorly placed or incorrect floor mats under the driver’s seat, which led to unrestrained accelerated in a range of models. Therefore, they decided to recall all cars to fix the issue. This negatively affected Toyota’s long record of building reliable, low cost efficiency and reputation of the company.
The public perception can be at likelihood with the objective actions. In the case of Toyota, there were definitely indications that the quality of its products had fallen in recent years. The changes had occurred during a period of time when many of Toyota’s competitors were producing better cars. The key question was the source of the company’s problems to what degree did they create with the product design and assemble.
The quality problems should be seen as severe depending to some extent on whether Toyota views them in complete terms or relative to its competitors, and on the gap between consumer perceptions and identified problems. Even before this issue, Toyota had incurred high financial and reputational costs stemming from the recall and subsequent publicity. Since then the effects of earthquake on Toyota and many of its supplier companies had been significant with reduced availability of the product from the prospective Toyota customers who were likely to choose another product, and the long-term risk was that some of these customers would switch to other brands.
Evaluating performance: EVA and balanced scorecards/personal scorecards:-
EVA (Economic Value Added) is an estimate of Toyota’s profits. Moreover, given the excess amount of the requirement by shareholders and the new concept in an organization, which is the balance score card, which requires that there should be a balance between the four activities
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Round-the-Clock Support. Our paper-writing service works day and night to help you with all current issues. Our friendly support team is available whenever you need them, even if it’s the middle of the night. They will gladly guide you and answer all your questions on how to order customized papers or consult you about the matters at hand. Feel free to share your questions or concerns with them and get comprehensible answers.
High-Class Quality. ‘Will you write a paper for me that meets all requirements?’ This question is frequently asked by many students, and we always answer in the affirmative. Our main goal is to deliver a perfectly written paper the meets the highest possible writing standards. We don’t rest unless you are satisfied with our work. If you hire a paper writer online, we guarantee you that you get 100% original and plagiarism-free assignments of high quality.
Complete Anonymity. We value your privacy and use modern encryption systems to protect you online. We don’t collect any personal or payment details and provide all our customers with 100% anonymity. ‘Can you write a paper for me and let me stay anonymous?’ Of course, we can! We are here to help you, not to cause problems.
Fast Delivery. We completely understand how strict deadlines may be when it comes to writing your paper. Even if your paper is due tomorrow morning, you can always rely on us. Our writers meet all set deadlines unequivocally. This rule is ironclad! The offered range is wide and starts from 6 hours to 2 weeks. Which one to choose is totally up to you. On our part, we guarantee that our writers will deliver your order on time.
Free Revisions. Our mission is to hone your paper to perfection. That’s why we offer you free revisions to make everything ideal and according to your needs. Feel free to ask for revisions if there is something you would like to be changed. That’s how our paper writing service works.
Money-Back Guarantee. You can get up to a 100% refund if you are dissatisfied with our work. Nevertheless, we are completely sure of our writers’ professionalism and credibility that offer you hard-core loyalty to our guarantees.
Comprehensible Explanations. ‘Can someone write my paper for me and provide clarifications?’ This question arises from time to time. Naturally, we want you to be totally prepared for the upcoming battle with your professor. If you need to fill the gaps in your knowledge, you can always ask for clarifications related to your paper. Moreover, when you order ‘write my paper for me’ service, you can always turn to our support agents for assistance. They will be glad to provide you with the necessary information and comprehensible explanations.
Fast and Customer-Focused Solutions. ‘Is it possible to do my paper for me so that I don’t worry about it at all?’ It certainly is! We offer all-encompassing solutions to all your academic problems by defining issues, determining their causes, selecting proper alternatives, and ultimately solving them. You are free to do your favorite activities while we are taking care of ongoing matters. You can always rely on us when it comes to essay-writing online and taking an individual approach to every case.
Who will write my paper when I order it?
Another crucial advantage of our service is our writers. You may have asked yourself, ‘I’d like to pay someone to write a paper for me, but who exactly will that person be?’ Once you order a paper, our managers will choose the best writer based on your requirements. You’ll get a writer who is a true expert in the relevant subject, and a perfect fit is certain to be found due to our thorough procedure of selecting.
Every applicant passes a complex procedure of tests to become one of our permanent writers. First of all, they should provide their credentials. We need to make sure that any prospective writers we hire have the proper experience.. The next step resides in passing a series of tests related to grammar, in addition to subject and/or discipline. Every paper-writer must pass them to prove their competency and their selected field of expertise.
One more step includes writing a sample to prove the ability to research and write consistently. Moreover, we always set our heart on hiring only devoted writers. When you ask us to write your essay or other academic works, you can be sure that they always do their best to provide you with well-structured and properly-written papers of high quality.
The final chord is related to special aspects of academic paper-writing. It means that every writer is prepared to cite properly, use different styles, and so on, so you don’t have to be worried about formatting at all.
‘So, can they write an ideal paper for me?’ We answer in the affirmative because we select only the best writers for our customers. Approximately 11% of all applicants can pass the whole set of tests and are ready to help you. All writers are fully compensated for their work and are highly motivated to provide you with the best results.
We are online 24/7 so that you could monitor the process of paper-writing and contact us whenever necessary. Don’t forget that your satisfaction is our priority. Our writers fully focus on your order when it comes to the ‘write my paper’ procedure. Our managers will immediately send all the information to your writer if any corrections are required.
It’s time to write my paper! What should I do?
‘I am ready to pay to have a paper written! Where do I start?’ Our team hears these words every day. We really believe that every student should be happy. That’s why we offer you to look at the simple steps to make the process even more convenient.
- Fill in the comprehensible order form located on the main page of our website. If you need some help with it, feel free to contact our support team.
- Provide the necessary details, such as the topic, subject or discipline, paper format, your academic level, etc.
- Select the deadline, and we will strictly follow it.
- Pay the total price. Submit a preferred payment method. The full sum will be deposited into your account on our website. The money will be transferred to your writer in case you approve the paper.
- If you have additional materials provided by your professor or may simply assist in writing your paper, please attach them too. They will help the assigned writer meet your professor’s expectations.
Every paper we can write for you is expertly-researched, well-structured, and consistent. Take a look at some types of papers we can help you with:
- Dissertations
- Research papers
- Case studies
- Term papers
- Business plans, etc.
Questions like ‘I would like you to write a paper for me without destroying my reputation. Can you promise to do so?’ or ‘Can you write my paper for me cheap and fast?’ often arise, and we take pride that these options are included in the list. Your safety and anonymity are parts of our common priority, which is to make you fully satisfied with all offered services.
Moreover, our pricing policy is flexible and allows you to select the options that totally suit your needs at affordable prices. You will be pleased with the results and the amount of money spent on your order. Our managers and writers will do the rest according to the highest standards.
Don’t hesitate and hire a writer to work on your paper now!
We believe that students know what is best for them, and if you suppose that it is time to ‘write my paper right now,’ we will help you handle it. ‘Will you do my paper without any hesitation?’ Of course, we will. Our service has all the necessary prerequisites to complete assignments regardless of their difficulty, academic level, or the number of pages. We choose a writer who has vast experience and a breadth of knowledge related to your topic.
Our ‘write my paper for me’ service offers a wide range of extra features to make the ordering process even more pleasant and convenient. Unlike lots of other services, we provide formatting, bibliography, amendments, and a title page for free.
‘When you write my paper for me? Can I monitor the process?’ Naturally, you can. We understand that you may want to ensure that everything is going well. Furthermore, there may be situations when some corrections are needed. We believe that a tool like this can come in handy. The assigned writer will strictly follow your and your professor’s requirements to make sure that your paper is perfect.
‘Is it possible to write my essay from scratch?’ We don’t do just proofreading or editing. Our goal is to fully carry your burden of writing. When this or similar questions appear, we always assure our customers that our writers can do whatever they need. Apart from writing from scratch or editing and proofreading, our experts can effortlessly cope with problem-solving of all kinds;even sophisticated software assignments!
Our ‘write my paper for me’ service is good for everyone who wants to delegate paper-writing to professionals and save precious time that can be spent differently and in a more practical way. We want you to be happy by offering the great opportunity to forget about endless and boring assignments once and forever. You won’t miss anything if your papers become the concern of our professional writers.
Don’t waste your precious time browsing other services. We provide you with everything you need while you are enjoying yourself by doing things you really enjoy. ‘Write my paper then! Do my paper for me right now!’ If you are ready to exclaim these words with delight, we welcome you to our haven, a place where students spend their time serenely and never worry about papers! It’s your turn to have fun, whereas our mission is to provide you with the best papers delivered on time!
Questions our customers ask
Can someone write my paper for me.
Yes, we can. We have writers ready to cope with papers of any complexity. Just contact our specialists and let us help you.
Who can I pay to write a paper for me?
We will help you select a writer according to your needs. As soon as you hire our specialist, you’ll see a significant improvement in your grades.
Can I pay someone to write a paper for me?
Yes, you can. We have lots of professionals to choose from. We employ only well-qualified experts with vast experience in academic paper writing.
What website will write a paper for me?
WritePaperFor.me is the website you need. We offer a wide range of services to cover all your needs. Just place an order and provide instructions, and we will write a perfect paper for you.
Is it safe to use your paper writing service?
Our service is completely safe and anonymous. We don’t keep your personal and payment details and use the latest encryption systems to protect you.
What are you waiting for?
You are a couple of clicks away from tranquility at an affordable price!
- Will you write my paper for me? - Yes, we will.
What we offer:, let’s write a paper for you in no time, follow these 4 simple steps and solve you problem at once.
Provide details such as your topic, the number of pages, and extra requirements, and we’ll do a paper for you in no time!
Log in to your personal account to know the current status of your paper(s). You can also turn to our support team for the same purpose. Enjoy your life while we're working on your order.
As soon as we write the paper(s) for you, check it for correctness, and if everything is good to go, just download it and enjoy the results.
Our customers’ feedback
Still hesitant just look: others have already used our services and were pleased with the results.
Thank you guys for the amazing work! I got an A, and my professor was impressed. You have done the impossible, and I will never forget your help! The best service ever!
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You’ll write my paper for me, won’t you? We certainly will!
So tired of writing papers that you’re starting to think of your professor’s demise? Relax, we’re only joking! However, even a joke is woven with the thread of truth, and the truth is that endless assignments are constantly nagging at you and keeping you up all night long.
‘Writing my papers is unbearable!’ you may think But you’re not alone… What if we told you that we know a magical place where professionals can write your essays so perfectly that even professors’ most sophisticated requirements will be met? You’ve probably already guessed that we’re talking about WritePaperFor.me — the most delightful, facilitating, and destressing custom paper-writing service!
We are not going to be shy about our wish to see you as our steady customer. As a result, we aren’t twiddling our thumbs but permanently improving our services; we carefully select writers who always bone up on their subjects and disciplines, and we won’t rest unless you’ve gotten your ideal paper(s). All your wishes become our unshakable rules!
Why would I ask you to write paper for me?
Despite the obvious and even natural resistance to the idea of paper writing in principle that may occur with any student, you may also ask yourself, ‘Why would I need you to help me write my paper?’ The answer to this question lies in the spectrum of your routine actions. It’s not surprising that studying becomes part of our lives, but sometimes we’ve just got too much going on!
When you write an essay or academic paper, you just do one of the numerous things you face daily or weekly. This part of your life consumes lots of energy and time, so how can you possibly get around to doing other things like having fun, working, playing sports, helping relatives, and spending time with friends?
People are social creatures, and it’s only natural of us to request help from experts.. That’s why we ask doctors, electricians, or plumbers to help us! They’re all specialists. Who writes essays for you better than you do? Right, people who write numerous essays every day. We are experts in academic writing, aimed at satisfying all your needs related to education.
You just hire a professional to get a paper written, like you normally do in other situations. Our team of writers know everything about writing your paper and can cope with assignments of any complexity and academic level. Well-researched and expertly-written papers are what we do for our customers, and we always do our work professionally so that you could kick back and enjoy your life to the fullest.
The undeniable benefits of our custom paper-writing service
Apart from a paper written in accordance with the highest standards, we provide a wide range of contributory advantages to make your life easier. Let’s take a closer look at them.
Round-the-Clock Support. Our paper-writing service works day and night to help you with all current issues. Our friendly support team is available whenever you need them, even if it’s the middle of the night. They will gladly guide you and answer all your questions on how to order customized papers or consult you about the matters at hand. Feel free to share your questions or concerns with them and get comprehensible answers.
High-Class Quality. ‘Will you write a paper for me that meets all requirements?’ This question is frequently asked by many students, and we always answer in the affirmative. Our main goal is to deliver a perfectly written paper the meets the highest possible writing standards. We don’t rest unless you are satisfied with our work. If you hire a paper writer online, we guarantee you that you get 100% original and plagiarism-free assignments of high quality.
Complete Anonymity. We value your privacy and use modern encryption systems to protect you online. We don’t collect any personal or payment details and provide all our customers with 100% anonymity. ‘Can you write a paper for me and let me stay anonymous?’ Of course, we can! We are here to help you, not to cause problems.
Fast Delivery. We completely understand how strict deadlines may be when it comes to writing your paper. Even if your paper is due tomorrow morning, you can always rely on us. Our writers meet all set deadlines unequivocally. This rule is ironclad! The offered range is wide and starts from 6 hours to 2 weeks. Which one to choose is totally up to you. On our part, we guarantee that our writers will deliver your order on time.
Free Revisions. Our mission is to hone your paper to perfection. That’s why we offer you free revisions to make everything ideal and according to your needs. Feel free to ask for revisions if there is something you would like to be changed. That’s how our paper writing service works.
Money-Back Guarantee. You can get up to a 100% refund if you are dissatisfied with our work. Nevertheless, we are completely sure of our writers’ professionalism and credibility that offer you hard-core loyalty to our guarantees.
Comprehensible Explanations. ‘Can someone write my paper for me and provide clarifications?’ This question arises from time to time. Naturally, we want you to be totally prepared for the upcoming battle with your professor. If you need to fill the gaps in your knowledge, you can always ask for clarifications related to your paper. Moreover, when you order ‘write my paper for me’ service, you can always turn to our support agents for assistance. They will be glad to provide you with the necessary information and comprehensible explanations.
Fast and Customer-Focused Solutions. ‘Is it possible to do my paper for me so that I don’t worry about it at all?’ It certainly is! We offer all-encompassing solutions to all your academic problems by defining issues, determining their causes, selecting proper alternatives, and ultimately solving them. You are free to do your favorite activities while we are taking care of ongoing matters. You can always rely on us when it comes to essay-writing online and taking an individual approach to every case.
Who will write my paper when I order it?
Another crucial advantage of our service is our writers. You may have asked yourself, ‘I’d like to pay someone to write a paper for me, but who exactly will that person be?’ Once you order a paper, our managers will choose the best writer based on your requirements. You’ll get a writer who is a true expert in the relevant subject, and a perfect fit is certain to be found due to our thorough procedure of selecting.
Every applicant passes a complex procedure of tests to become one of our permanent writers. First of all, they should provide their credentials. We need to make sure that any prospective writers we hire have the proper experience.. The next step resides in passing a series of tests related to grammar, in addition to subject and/or discipline. Every paper-writer must pass them to prove their competency and their selected field of expertise.
One more step includes writing a sample to prove the ability to research and write consistently. Moreover, we always set our heart on hiring only devoted writers. When you ask us to write your essay or other academic works, you can be sure that they always do their best to provide you with well-structured and properly-written papers of high quality.
The final chord is related to special aspects of academic paper-writing. It means that every writer is prepared to cite properly, use different styles, and so on, so you don’t have to be worried about formatting at all.
‘So, can they write an ideal paper for me?’ We answer in the affirmative because we select only the best writers for our customers. Approximately 11% of all applicants can pass the whole set of tests and are ready to help you. All writers are fully compensated for their work and are highly motivated to provide you with the best results.
We are online 24/7 so that you could monitor the process of paper-writing and contact us whenever necessary. Don’t forget that your satisfaction is our priority. Our writers fully focus on your order when it comes to the ‘write my paper’ procedure. Our managers will immediately send all the information to your writer if any corrections are required.
It’s time to write my paper! What should I do?
‘I am ready to pay to have a paper written! Where do I start?’ Our team hears these words every day. We really believe that every student should be happy. That’s why we offer you to look at the simple steps to make the process even more convenient.
- Fill in the comprehensible order form located on the main page of our website. If you need some help with it, feel free to contact our support team.
- Provide the necessary details, such as the topic, subject or discipline, paper format, your academic level, etc.
- Select the deadline, and we will strictly follow it.
- Pay the total price. Submit a preferred payment method. The full sum will be deposited into your account on our website. The money will be transferred to your writer in case you approve the paper.
- If you have additional materials provided by your professor or may simply assist in writing your paper, please attach them too. They will help the assigned writer meet your professor’s expectations.
Every paper we can write for you is expertly-researched, well-structured, and consistent. Take a look at some types of papers we can help you with:
- Dissertations
- Research papers
- Case studies
- Term papers
- Business plans, etc.
Questions like ‘I would like you to write a paper for me without destroying my reputation. Can you promise to do so?’ or ‘Can you write my paper for me cheap and fast?’ often arise, and we take pride that these options are included in the list. Your safety and anonymity are parts of our common priority, which is to make you fully satisfied with all offered services.
Moreover, our pricing policy is flexible and allows you to select the options that totally suit your needs at affordable prices. You will be pleased with the results and the amount of money spent on your order. Our managers and writers will do the rest according to the highest standards.
Don’t hesitate and hire a writer to work on your paper now!
We believe that students know what is best for them, and if you suppose that it is time to ‘write my paper right now,’ we will help you handle it. ‘Will you do my paper without any hesitation?’ Of course, we will. Our service has all the necessary prerequisites to complete assignments regardless of their difficulty, academic level, or the number of pages. We choose a writer who has vast experience and a breadth of knowledge related to your topic.
Our ‘write my paper for me’ service offers a wide range of extra features to make the ordering process even more pleasant and convenient. Unlike lots of other services, we provide formatting, bibliography, amendments, and a title page for free.
‘When you write my paper for me? Can I monitor the process?’ Naturally, you can. We understand that you may want to ensure that everything is going well. Furthermore, there may be situations when some corrections are needed. We believe that a tool like this can come in handy. The assigned writer will strictly follow your and your professor’s requirements to make sure that your paper is perfect.
‘Is it possible to write my essay from scratch?’ We don’t do just proofreading or editing. Our goal is to fully carry your burden of writing. When this or similar questions appear, we always assure our customers that our writers can do whatever they need. Apart from writing from scratch or editing and proofreading, our experts can effortlessly cope with problem-solving of all kinds;even sophisticated software assignments!
Our ‘write my paper for me’ service is good for everyone who wants to delegate paper-writing to professionals and save precious time that can be spent differently and in a more practical way. We want you to be happy by offering the great opportunity to forget about endless and boring assignments once and forever. You won’t miss anything if your papers become the concern of our professional writers.
Don’t waste your precious time browsing other services. We provide you with everything you need while you are enjoying yourself by doing things you really enjoy. ‘Write my paper then! Do my paper for me right now!’ If you are ready to exclaim these words with delight, we welcome you to our haven, a place where students spend their time serenely and never worry about papers! It’s your turn to have fun, whereas our mission is to provide you with the best papers delivered on time!
Questions our customers ask
Can someone write my paper for me.
Yes, we can. We have writers ready to cope with papers of any complexity. Just contact our specialists and let us help you.
Who can I pay to write a paper for me?
We will help you select a writer according to your needs. As soon as you hire our specialist, you’ll see a significant improvement in your grades.
Can I pay someone to write a paper for me?
Yes, you can. We have lots of professionals to choose from. We employ only well-qualified experts with vast experience in academic paper writing.
What website will write a paper for me?
WritePaperFor.me is the website you need. We offer a wide range of services to cover all your needs. Just place an order and provide instructions, and we will write a perfect paper for you.
Is it safe to use your paper writing service?
Our service is completely safe and anonymous. We don’t keep your personal and payment details and use the latest encryption systems to protect you.
What are you waiting for?
You are a couple of clicks away from tranquility at an affordable price!
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Japanese automaker Toyota has long been seen as a case study in organizational structure. Explore Toyota's customer first, quality first mantra, centralized decision-making strategy,...
The Program. Dallis arrived at Toyota's Kentucky headquarters early one wintry morning in January 2002. He was greeted by Mike Takahashi (not his real name), a senior manager of the Toyota ...
Case Study Analysis on Toyota Corporation Toyota Motor Corporation was instituted in the year 1937 in Japan. it's twelve p... View more University East West University Course strategic management (mgt 480) Uploaded by Rush Id Of Coc Academic year2021/2022 Helpful? 546 Comments Please sign inor registerto post comments. Kamisan5 months ago
For many years, the Toyota Motor Company was widely considered to be a leader in quality management. Based partly on this reputation and the perceived quality of its products, the company became...
Implications of Just-In-Time System of Toyota: A Case Study By MAHAJAN SAHIL 52115001 March 2017 Independent Final Report Presented to ... systems and its business climates available in Japanese firms. Moreover, the whole Toyota Production System took many years of patience and
The threats to Toyota's business are based mainly on the competitive landscape. This element of the SWOT analysis model determines the external strategic factors that could reduce the firm's performance. In Toyota's case, the main threats are as follows: Growing market presence of low-cost competitors; Rapid innovation of competitors
Business Case Study: Crisis Management at Toyota Lesson Transcript Instructor: Savannah Samoszuk Savannah has over eight years of hotel management experience and holds a master's...
Case Study of Toyota The giant automaker faced its one and only strike in 1950. This event, however, supplied Toyota an important philosophy, vying it the labor and management system which helped Toyota to gain mutual growth and success In both domestic and overseas markets. Today, this philosophy is very important to the structure of Toyota.
Toyota case study Task 1 a) Brief overview of the critical importance of strategic operations management to a world class company. AND b) Critical review of Toyota's strategic operations management activities from manufacturing, product/service and administration perspectives.
According to the annual report of 2002, the market of Toyota in Japan is not as good as overseas market. Domestic vehicle sales, including Daihatsu and Hino vehicles, turned down 4. 6 %, from 2. 32 million units in the previous fiscal year to 2. 22 million units in fiscal 2002.
Abstract. On May 1, 1992, Doug Friesen, manager of assembly for Toyota's Georgetown, Kentucky, plant, faces a problem with the seats installed in the plant's sole product--Camrys. A growing number of cars are sitting off-line with defective seats or are missing them entirely. This situation is one of several causes of recent overtime, yet ...
Robert E. Cole June 22, 2011 Reading Time: 20 min. Consumers were surprised in October 2009 by the first of a series of highly publicized recalls of Toyota vehicles in the United States. Citing a potential problem in which poorly placed or incorrect floor mats under the driver's seat could lead to uncontrolled acceleration in a range of ...
October 1999. Minoru Toyota. C Ho. Mutsumi Ohe-Toyota. [...] Using a newly developed PCR-based technique called methylated CpG island amplification, we have identified several DNA fragments that ...
Toyota Case Analysis Toyota Motor Corporation is a Japanese multinational automotive manufacturer headquartered in Toyota, Aichi, Japan. In 2017, Toyota's corporate structure consisted of 364,445 employees worldwide [5] and, as of September 2018, was the sixth-largest company in the world by revenue.
The Toyota Pod 2001 concept car. Toyota Motor Corporation's organizational structure has changed to ensure faster decisions and higher quality of output. (Photo: Public Domain) Toyota Motor Corporation's organizational structure is based on the varied business operations of the company around the world.
From 1995 to 2006, Toyota's dividends averaged only 20% of earnings. For instance, its 2006 payout of 21.3% was on par with that of smaller rivals, such as Nissan's 22.9% and Hyundai-Kia's 17.4%,...
Our experts can deliver a custom Knowledge Management: Toyota Case Study paper for only $13.00 $11/page. Learn More. 322 specialists online. The Toyota Management Information System possesses several efficient internal controls that contribute to significant knowledge discovery.
Toyota U.S.A. has managed to increase the volume of cars it handles by 40 percent over the past eight years while increasing head count by just 3 percent. That's helped parent Toyota Motor Corp. reach the highest profit margins in the automobile industry, and its stock is a perennial performer. Next Page: Daly's data.
Toyota Case Study Solution Tough battles and strategic mistakes:- Strategic mistakes will affect the reputation of the company as the customers may be dissatisfied with the quality of the company, which will result in decreasing the profitability of the company as well as it would affect the company’s share price.
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