Continuing to Remain a Company that Respects People: Carrying on the Founding Philosophy of "Monozukuri Is about Developing People"
Toyota's approach to human resource development is based on a philosophy of respecting people. Therefore, Toyota provides a diverse array of learning platforms from the viewpoint of not only educating its worldwide employees and helping industries grow, but also contributing to the development of truly skilled individuals that can create a sustainable society.
The Toyota Way, which spells out Toyota's philosophy and sense of values shared among all of its people around the world, consists of two key principles: "Continuous Improvement" and "Respect for People." Respect for diverse individuals while valuing teamwork that brings together their abilities has been the corporate spirit underlying Toyota's culture of " Monozukuri Is about Developing People" since its founding. At Toyota, where human resource development has been based on people development, a constantly evolving education system was created for all employees out of the "teaching and learning" education culture nurtured from on-the-job training. Toyota's philosophy of developing people as the basis of its contribution to society through monozukuri has gone far beyond employee education. It has transcended corporate boundaries and spread to various regions in Japan and overseas, where it has been realized in a broader sense in the form of educational assistance that supports people development. Toyota's fundamentals for people development remain the same today, even in the current global business environment.
Naturally it takes time for individuals to acquire the knowledge, technologies, and skills specific to the automotive industry and to Toyota. Therefore, Toyota's basic approach to people development is to try to raise the level of the entire organization from the medium-to long-term viewpoint in order to secure human resources that can raise the performance level for the organization as a whole. The Toyota Technical Skills Academy, which has developed in step with Toyota's history of advancement, is an intra-corporation academy established with the objective of training excellent technicians who will support Toyota's . monozukuri So far, more than 17,000 students have graduated from the Academy and are demonstrating leadership in implementing Toyota's monozukuri both in Japan and overseas. These graduates, who have been thoroughly steeped in the Toyota Way since their mid-teens represent the source of strength behind Toyota's monozukuri and are the future successors of the Toyota tradition.
In May 2012, PT. Toyota Motor Manufacturing Indonesia (TMMIN), Toyota's vehicle production subsidiary in Indonesia, established the TMMIN Learning Center (TLC). TMMIN held a ceremony to commemorate the establishment of the center, which provides technical skills training for vehicle manufacturing.
TLC also conducts manager training programs with the aim of fostering a wide range of human resources able to contribute to furthering the development of the automobile industry in Indonesia. In addition to training programs for employees, starting in 2014, TLC plans to provide opportunities for suppliers, students and teachers in the region to also participate in courses. Through the fostering of human resources, Toyota plans to contribute to the ongoing growth of the economy and of communities in Indonesia.
TMMIN Learning Center
In 1992, to improve the basic scholastic abilities of elementary and junior high school children, Toyota South Africa Motors (Pty.) Ltd. (TSAM), which manufactures the Corolla, Hilux and other vehicle models, began the Toyota Teach educational program. The program is aimed at teachers and provides training in teaching methods for English, Mathematics and Science, as well as in school governance and management.
The Toyota South Africa Foundation (TSAF), established in 1989 through a joint investment between TMC and TSAM, provides ongoing support to Africa. The foundation aims to raise the standard of living and improve social and economic inequality in the country through the provision of opportunities for better quality education. When investigating what type of work was needed to accomplish this goal, TSAF discovered that there were students, who despite getting into colleges and technical schools, had insufficient basic scholastic abilities to fully enjoy the benefits of higher education. Therefore, to effectively improve the basic scholastic abilities of elementary and junior high students, TSAF determined it would provide training aimed at teachers.
Training was first offered to elementary school teachers in Umlazi and three other areas of South Africa where many TSAM employees live. Since 2005, the program has strengthened comprehensive training on school operational methods targeting school governing bodies, school management teams and educators in different learning areas.
Ten schools were selected as model schools in 2009, and training was offered to all teachers in those schools for three years. An external evaluator commented on the impact of the program, noting that some of the schools were able to turn around into well organized and well functioning organizations, and that teachers can now teach difficult topics with confidence. An overall improvement in English language and math skills was seen in seven schools, with student scoring higher grades in an annual national assessment test.