This is a presentation on Toyota Talent: Developing Your People the Toyota Way

1. `

2. About the Author
JEFFREY K. LIKER, Ph. D
 Professor of Industrial and
Operations Engineering at the University of
Michigan.
 Co-owner of lean consulting firm Optiprise,
Inc.
 His Shingo-Prize winning work has
appeared in The Harvard Business Review,
Sloan Management Review & other leading
publications.

3. DAVID P. MEIER
 President of Lean Associates, Inc
Lean Associates, Inc
It is a consulting company dedicated to
supporting other organisations in their
efforts to learn from the Toyota Way.
 Group leader for Toyota Motor
Manufacturing for ten years

4. ACKNOWLEDGEMENTS
Note from JEFF LIKER
•When David and I completed
The Toyota Way Fieldbook, I thought we
had completed the series of books
•But David believed that there were lot to say about the
4Ps
•We have a contract for four more books
1.Toyota Talent
2.Toyota Culture
3.Toyota Process
4.Problem Solving
•I have been continuing my Toyota studies,visiting
operations in
Japan,Europe, Indonesia, and the U.S.

5. •Miyadera Kazuhiko,executive
vice president starting up a Toyota Research
and development center for Europe spent
hours describing how he had developed his own
deep engineering talent and was trying to
accelarate the process inEurope.
•Ed Mantey,vice president of the Toyota
Technical Center in Ann Arbor,Michigan,
explained the philosophy of training engineers
and relationship to maintaining the
Know-how database.

6. Note from David Meirer
•I owe thanks to Toyota for providing me the
opportunity to learn their methods and to develop
skills as a teacher.
•In 1987 I had the privilege of working with ISAO
KATO
•Mr.Kato has been teaching job instruction to Toyota
leaders for over three decades and has been
personally responsible for the development of
thousands of Toyota employees.

7. FOREWARD
•Using Toyota as a model ,the arc of the book
follows a straightforward approach that any
company might want to consider with an eye toward
integrating employees into the business of high quality,lean
manufacturing.
•Toyota’s commitment to associate education and
development has led to the establishment of formal centers of
learning at
The University of Toyota in California
The Global Production Support Center in Kentucky
The Toyota Institute in Japan
The Toyota Academy in U.K

8. PREFACE
•Toyota’s phenomenal success is a business story known
to the world.
•Information on Toyota’s production system has been
widely available for 30 years.
•No other company has been able to complete Toyota’s results.
•It is the knowledge and capability of people that distinguishes any company
from another.
•Individuals work to develop highly dependable suppliers,they collaborate
with machinery suppliers to develop equipment that fits the specific needs of
their production system .
•People merely want to copy the outward appearance of what Toyota is doing
but not its culture and infrastructure.
•The Toyota Production System:Beyond Large Scale Production,Taiichi
Ohno,the father of the TPS through out the book describes his own personal
awareness and devotion to the success of the process even though he doubted
his own ability to implement it.

9. PART ONE
*Getting The Organization
Ready To Develop
Exceptional People
Give Me Six Hours To Chop Down A Tree And I Will Spend The First Four Hours Sharpening
The Axe.
Abraham Lincoln

10. CHAPTER ONE
What Can We Learn From Toyota
About Developing Talent ?

11. The Philosophy Of Training And
Development Within Toyota
We do not just build cars; we
build people.
Developing EXCEPTIONAL
people is Toyota’s number one
priority.

12. Essence Of Toyota’s Success
90% or more of what we consider talent in the life of
company employees is actually learned through
effort and repeated practice.
What Toyota has been able to do is gather competent &
Trainable people from around the world and,with
Considerable time &effort ,develop high levels of
Talent within the masses

13. Philosophy of developing
people.
 Principle 1
Base management decisions on a long-term
philosophy, even at the expense of short-
term financial goals.
 Principle 6
Standardized process are the foundation
for continuous improvement.
 Principle 9
Grow leaders who thoroughly understand
the work & who live the philosophy &
teach it to others.

14.  Principle 10:
Develop Exceptional people and teams who follow
your company’s philosophy.
 Principle 11:
Respect your suppliers by challenging them and
helping them improve.
 Principle 14:
Become a learning organisation through relentless
reflection and continuous improvement.

15. The Unfortunate Reality
 People are our most valuable resource

16. The Cycle of Struggle And
Firefighting.
Ineffectivetraining
Variable and ineffective
results
Firefighting
No time for training

17. Breaking the cycle of defeat to
create a cycle of success.
“You make time for the things you
want to do in life”.
3 factors to be targeted to break the
cycle.
 Defining Critical Knowledge
 Transferring Critical Knowledge
 Follow-up

18. If people are the answer, selecting
quality people must be the key.
 Strong concentrated effort to develop the Japanese
workforce.
 Toyota does pay good wages, but not the highest in
the industry.
 It took over one of the worst performing plans in
the GM & turned it into a successful one.
 It hired people from lowest-performing states and
produced incredible results.
 Toyota mainly located in rural areas. It is interested
in hiring people with a strong work ethic
(farmers).

19. Develop People To Ensure
Prosperity.
 only people are able to think, to solve
problem, and to improve.
 People are the key to expanding and
strengthening the company

20. CHAPTER TWO
Toyota Works Hard To Develop
Exceptional People.

21. People Development Is
Critical To Toyota
 Toyota works hard to develop exceptional people.
 People development is critical to Toyota.
 Ohno needed people with thinking capability.
 He needed capable masses
 The development of capable masses requires a
clear plan, time and patience.
 The people whom Toyota selects must have the
capacity and the desire to LEARN
 Toyota employees also bring to bear issues
 What allows it to be successful is the efforts and
interest in drawing out the best of the employees
abilities.

22. •People with general problem solving capability and
those willing to work in ateam are selected.
•The objectives is to provide benefits to the employee
which in turn also returns benefits to the company.
•Toyota creates situations n which there is equal
balance between reward and punishment.
•On reward side Toyota Motor Manufacturing
kentucky has an annual award ceremony for all
employees who achieved perfect attendance in the
previous year.
•On the Punishment side repeated unexcused
absences are one of the easiest ways to lose a job.

23. The Toyota Production
Demands High Capability
•First,it has stretched the “just in time” philosophy
beyond the assembly line by connecting all the
process.
•Second,Toyota has built into the tasks quality
checks and cross-training that require more than minimum levels
of competence.
•Every person must be trained at a high level to work precisely.
•The system demands high capability and provides a cycle of
continuous improvement.
Sustaining & continuously improves
Creates a demanding system
Requires high capability
Develops highly talented people

24. Standardizing Training To Meet
Global Needs
 Toyota makes exceptional efforts to train and
develop people for success
 It is increasing its emphasis on training by opening
three regional training centers called GLOBAL
PRODUCTION CENTERS in Thailand,England
and Kentucky.
 There is a formal certification process to become a
trainer that includes being certified in the
individual tasks taught to students.

25. Toyota’s Human System Model
 Human System is the development of people
including the ability to attract capable people,
engage them, and enroll them as full-fledged
members of the Toyota culture.
 The initial intent is to attract potential
employees, select the most appropriate, and
orient them to the Toyota Way.
 Next step is to familiarize to provide them with
job roles and provide them with on-the-job
development training and coaching.
 TPS identifies problems. Human system solves
it

26. Fundamentals of Training Are Applicable To
Developing Employee Talent
 Toyota employees are expected to participate in
additional activities such as improving
communication skills,leadership
abilities,planning,developing new methods or
procedures,designing new products or correcting
problems in work area.
 One problem is that most people tend to look at
any situation and first consider the unique or
creative aspects rather than the common and
teachable aspects.

27. Teaching Fundamental Skills In A
Standardized Way At Toyota
 GPC to address the challenging task of developing
generic training for Toyota worldwide.
 Generic level to teach the basics
 Specifics to be taught on the job
 When all of the job tasks were analyzed by Toyota,
eight fundamental skills were identified.

28. The Skills are:
1.Tightening bolts or nuts on in-line surfaces.
2.Tightening bolts or nuts on any six angled
surfaces.
3.Tightening self-tapping screws.
4.Coupling connectors.
5.Inserting hole plugs.
6.Mistake-proofing.
7.Tightening mating fasteners.
8.Memorizing manifest.
•Each task there is a computer.
•Video manual provides descriptions, key
points and illustrates the right and the wrong
ways to the students.
•Fundamental principle of the job instruction
method-to break the job elements into small
portions.
•Learn it easily.

29. Pay Now or Pay Later
 After learning the fundamental skills,the trainer
can focus on the details of the specific job.
 The associate will learn the job more effectively.

30. Can You Achieve Results Similar
To Those of Toyota?
 Toyota selects capable people with a good work
ethic that seem moldable into the Toyota way of
doing things.
 Training and development is considered as the life
blood of the company.
 Challenge is to maintain high levels of
development as Toyota expands and globalizes.
 Can other companies do this? You too
can do it if your company is truly dedicated
to excellence.