TMC’s ability to create change is evident in the established principles that guide management as well as, production. Their key principles are based on respect for others and the need to improve incessantly. It is noteworthy that TMC has improved significantly over the years through the establishment of a long-term goals and continuous innovation.
This is possible due to TMC’s ability to deal with challenges, further increasing its ability to initiate and maintain change. The entity has also developed a culture of exploring the causal concepts of problems that arise rather than merely eliminating them. This eventually aids in countering the obstacles to change. Respect for authority and change is crucial since it enables people to work as a coherent team. It entails the ability to understand each other thus fostering trust (TOYOTA, N.D).
The culture of TMC
Evidently, TMC has implemented change productively by carefully following its inherent principles. These principles are divisible into four categories. First, an organization should establish a long-term goal even if this could affect the short-term fiscal targets. A long-term target provides stimulus towards accomplishing what initially seemed difficult to attain (Liker, 2004).
Secondly, following the correct procedure leads to the acquisition of the desired outcomes. This entails the creation of a process that is continuous thus getting to the core of problems that arise. It is crucial to follow the correct processes in order to reduce overproduction. It also creates a leveled out workload for employees and machines.
Application of correct procedures has enabled TMC to build a culture of recognizing problems as they arise and solving the problem in order to attain the right quality during the initial stages thus avoiding redundancy. Every employee at TMC has the mandate to interrupt production whenever a problem arises. TMC only uses the finest know-how available to serve its people as well as, production (Morgan & Liker, 2006).
Thirdly, value can be added to an organization by developing its employees. This can be achieved through building and maintaining an erudition culture. The leaders of TMC strive to understand their work through paying constant attention to the organization’s philosophy.
They realize the importance of infusing outlined principles by regular enlightening and training of employees (Liker, 2004). This way, exemplary teams that follow the organization’s philosophy emerge. Toyota extends the same actions to their suppliers by challenging them to constantly improve.
Finally, analysis of the core problems ensures an organization’s growth in terms of learning. At TMC, managers have to visit operations in order to understand these operations and establish ways of improving them. These mangers also follow the principle of making decisions inn a concerted manner thus exploring possible options. The final decision is then implemented within the stipulated duration. An organization best develops a learning culture by criticizing each aspect of employee action (Liker, 2004).
Potential strategic changes for the future
Competition in the automobile industry has increased tremendously over the years. In order to remain successful in this industry, Toyota has put in place various measures. It has built substantial capabilities within the organization as well as, a network of suppliers that is effective.
TMC intends to focus on establishing an effective way of managing transformations. It entails developing a clear comprehension of the current state, having a clear perception of the future and guiding the company through the change process (Ireland, Hoskisson & Hitt, 2008). Toyota envisions ways through which they can optimize their investments by consulting various relevant firms as well as establishing influential links with consumers.
References
Douglas, A. (2009) Partnership Working: New York: Routledge
Ireland, D., Hoskisson, R. & Hitt, M. (2008) Understanding Business Strategy: Concepts and Cases: Ohio: Cengage Learning
Liker, J. (2004) The Toyota Way: 14 management principles for the world’s greatest manufacturer: New York: McGraw-Hill Professional
Morgan, J.M. & Liker, J.K. (2006) The Toyota production development system: integrating people, process and technology: New York: Productivity Press
TOYOTA. (N.D). Vision and Philosophy. Toyota Retrieved from www2.toyota.co.jp/en/vision/index.