We are working to develop human resources by implementing an educational program based on OJT (on-the-job-training), which is crucial for the development and generational transfer of excellent monozukuri (manufacturing), with the five Toyota Way keywords as a fundamental basis.
So that the Toyota Way, which explains Toyota values and ways of thinking, can be understood and practiced by employees globally, we have organized and arranged job types and techniques into what we call "Global Contents." These Global Contents are communicated to Toyota employees through courses and OJT both in Japan and overseas.
|Toyota Way||Values and ways of thinking that should be held by those working for Toyota|
|Toyota problem-solving techniques||Techniques for improving current conditions in order to realize ideal working conditions|
|Ji Kotei-Kanketsu (Built-in quality with ownership)||How to work in order to continually produce the best output|
|Education of subordinates||Systems for training subordinates through one's daily work|
|Policy management||Managing implementation items that should be initiated in order to accomplish workplace missions and create new value|
|Basic skills||Minimum skills necessary for production line work|
|Skills and Roles of Management and Supervision||
The foundation of human resource development at Toyota is on-the-job-training (OJT) but we also provide off-the-job-training opportunities for development through guidance by supervisors or superiors. For example, in a globally-shared training program, employees, following group training, spend approximately six months attempting problem-solving during actual work duties.
The OT-clab (Overseas Trainee-culture language business) program started in 2002, is a system for sending young employees to overseas sites as trainees in order to develop human resources.
As of January 2012, 84 trainees were working hard at 37 affiliates in 20 countries to study working procedures, business practices and accurate English and host country language communication abilities while respectively reporting to local supervisors under the program.
OT-clab Body Assembly Engineering Div.
Dispatched to: TGB (UK) Dispatch period: January 1,2012 to January 1, 2013
In order to promote self-reliance in overseas affiliates, the ICT (Intra Company Transferee) program temporarily transfers employees of overseas affiliates to TMC for human resource development through on-the-job training. Transferees learn skills and know-how throughout their training periods which range from six months to three years.
As of the end of April 2012, a total of 450 transferees from 48 affiliates in 27 countries were working in Japan under the program.
ICT Production Engineering Planning Div.
Dispatched from: TEMA (North America) Dispatch period: September 2010 to August 2012
In the face of rapid globalization, Toyota in FY2011 newly established a Study-abroad Program for job-offer recipients in order to quickly develop human resources that can play active roles on the global stage. This program provides opportunities for recipients of job offers to use the period after being given a job offer and prior to entering the company to study abroad. Therefore, the program aims to help participants develop a broad network with university students outside Japan and to learn more about the roles expected of them within the international community.
For the first year of this program, 12 participants were selected among applicants from the clerical and technical job-offer recipients of 2011 and dispatched in April 2012. For six months from April to September, they will study language and business skills at the University of Pennsylvania in the United States before entering the company in October. TMC will cover costs for tuition, dormitory fees and roundtrip airfare while participants will be responsible for living expenses.
At Toyota, the customer always comes first. This founding credo forms the basis of our everyday business operations. To ensure that we always deliver the best possible products to the market, we maintain a resolute commitment to quality and monozukuri (manufacturing) while constantly striving to refine and enhance our skills and competencies.
Toyota understands that ultimately, products are manufactured by people, and that monozukuri is predicated on workers. Since as a manufacturer, our growth is dependent on the skills and competencies of our workers, all employees have a shared appreciation of the Toyota Way, and our comprehensive system of training and awareness programs based on on-the-job training (OJT) provides a solid foundation for the quality ideals that lie at the heart of the Toyota management philosophy.
As a global producer with manufacturing operations throughout the world, quality assurance is our single most important objective-in other words, to ensure that every Toyota product, no matter where it is made, meets the same exacting quality standards. We want every one of our products to be "Made by TOYOTA," as opposed to "made in the respective country of manufacture." To this end, the GPC* coordinates training and skills programs for local employees at all Toyota plants in order to ensure that quality standards are consistent throughout the world. Meanwhile, in the pursuit of the world's highest quality, we provide training and development for our young employees and actively support participation in the WorldSkills Competition.
The Global Production Center was set up in 2003 to improve the efficiency of skills development programs, provide tools and framework for supervisors and administrators, and maintain the strictest quality standards at production affiliates throughout the world. The GPC has developed and provided a range of training equipment as well as training manuals complete with animations and videos that are designed to promote faster and more efficient skills acquisition. Local GPCs have also been set up in the United States, United Kingdom and Thailand in a bid to accommodate increased production capacity and promote skill levels in line with the global standards. The experience of the 2009 recall demonstrated the need for more rigorous quality control in production involving improved training in the fundamentals of manufacturing, higher individual skill levels of managerial staff and production employees based on ongoing quantitative monitoring of quality standards in everyday procedures and specialized pre-process and post-process training. Toyota is working closely with related divisions to ensure that training and skills development programs are both up to date with the latest developments in manufacturing and production technology and tailored to both regional differences and the specific circumstances of production affiliates.
The WorldSkills Competition, which consists of 40 events in ten categories and is targeted specifically at young engineers, is a kind of "Olympics for Engineers." The international version was launched in 1950 in Europe and is held every two years, while the National Skills Competition in Japan, held annually, began in 1963.
Toyota's first entry into the WorldSkills Competition was in the 11th international competition in 1962, where it won gold in the milling machinery category. The company next appeared at the 6th National Skills Competition in 1968, and has attended every competition since. Gold medal winners from the Japanese championships are automatically chosen to represent Japan at the WorldSkills Competition the following year. The aim of the WorldSkills Competition is to promote vocational training in the workplace.
Toyota is a staunch supporter of the WorldSkills Competition, which brings rewards in the form of skills enhancement, discipline and increased workplace motivation. The maximum age of competitors is 23, which means that most are specially selected new recruits who have undergone extensive training at the Homi Training Center. In order to create human resources that will form the core of the company's future "monozukuri," many hours are spent developing problem-solving techniques that require both technical skills and concentration. Those who take on the challenge of appearing at the WorldSkills Competition have the ability to take on challenges and overcome obstacles through perseverance and hard work. These people will form the next generation of skilled engineers at Toyota.
The Japanese national championships in December 2011, held in the aftermath of the Great East Japan Earthquake, was spread across 17 sites in four prefectures (including Shizuoka prefecture). There were 1,066 participants. Toyota entered nine events and took home a record tally of seven gold medals. The number of prize-winners by group company also hit a record. Meanwhile, four Toyota employees represented Japan at the WorldSkills Competition in London in October 2011, which attracted a total of 944 participants in 850 teams drawn from 51 countries and regions. Toyota employees contributed four of Japan's haul of 11 gold medals, while a Toyota Motor Thailand Co., Ltd. (TMT) employee also won a gold medal for Thailand, bringing Toyota's global medal tally to five.
I've been training hard since winning the silver medal last time around. The international event is more difficult because there are so many people watching, so I got everybody to come and watch me train so that I'd get used to it. Thanks for your help! I couldn't have done it without you!
The WorldSkills Competition gets more difficult every year, so the instructors need to be constantly learning. The longstanding emphasis on education at the heart of the Toyota corporate culture is the reason for our success at the WorldSkills Competition. Skills are hard to regain once lost, which is why Toyota is committed to passing on our proprietary skills and corporate culture to the next generation.
Toyota President Akio Toyoda with gold medalists
Left to right: Keisei Sogabe (creative modeling), Atsuya Kamioka (IT network system admin),President Akio Toyoda, Yuichi Sawaki (autobody repair), Kengo Watanabe (CNC milling)
Toyota's overseas affiliates have been entering the WorldSkills Competition since 2007. In 2011, Thailand and Indonesia each sent two employees as their country's representatives, and one employee took home the first ever gold medal for an overseas affiliate. Local workers who were trained at the GPC in Japan are now responsible for training the next generation back home. Toyota provides assistance for WorldSkills Competition participants as part of the overall commitment to employee training and development.
The four WorldSkills Competition entrants from overseas affiliates came to Japan with their supervisors to undergo additional training alongside the Japanese entrants. It was an inspirational learning experience, with the winner of the gold medal in particular seen as a model young employee who is setting a great example in the workplace.
Training for the WorldSkills Competition
So many people helped me on my way to winning this gold medal. I look forward to using the experience I have gained in my everyday work. And I want to pass on my skills to subordinates in the future.
Toyota has long being engaged in human resource development based on the principle that "manufacturing is about developing people." For Toyota Motor East Japan, it is the Toyota East Japan Technical Skills Academy that will reinforce the foundation of monozukuri by developing people.
The Academy's founding concept is to be a school that will cultivate future strength based on three pillars: "human resource development," "environmental and energy management" and "coordination with local communities."
In concrete terms, it will establish a Manufacturing Equipment Course for students to learn about production technology and manufacturing equipment, and will recruit new graduates from technical high schools in the Tohoku region. It is a one year program providing approved vocational training based on the Ministry of Health, Labour and Welfare's Human Resources Development Promotion Act. Of the 1,760 class hours, approximately 60% is dedicated to practical skills training, 30% to general education for the body and mind and 10% to academic subjects. In
addition, programs are planned for learning about the roots of Tohoku monozukuri, club activities and conducting local volunteer work.
Through such training opportunities, the Academy will make a medium- to long-term contribution to community development in Tohoku.
Toyota East Japan Technical Skills Academy (artist's rendition)
For companies engaged in business around the world, it is important to promote a diverse range of human resources activities while raising the skills of each individual employee. Toyota is establishing a corporate culture with abundant vitality by fostering human resources that include a diverse range of individuals.
Although the focus of respect for diversity varies in different countries and regions, Toyota strives to be a company with a working environment that promotes self-realization while respecting diversity of values and ideas among its employees.
|Number of fulltime employees||61,543||7,418||68,961|
|Average years of service||17.8||10.5||17.0|
Toyota is currently working to establish various programs to help female workers balance work with childcare and to educate employees on effectively utilizing the programs while refining communication tools for these activities.
|Childcare Leave||20 ( -1 )||399 ( +17 )|
|Flexible Working Hours System||24 ( +13 )||724 ( +142 )|
(Figures in brackets are comparisons with the previous fiscal year)
|FY||Support for balancing work with childcare||Support for career development|
I moved to the Customer Service Group following approximately ten years spent in the Engineering Group upon entering Toyota. I was previously in charge of overseas operations, and in my current post act as a mediator between Toyota and sales outlets in Japan. When I first considered what sort of job I really wanted to do, I realized that I wanted to know what kind of cars made customers happy, understand customer needs and the market, and to utilize this information to enable the manufacture of better cars. With this in mind, I put in my transfer request. When my hopes were fulfilled despite the lack of precedent, I was very grateful to my superior and colleagues.
My eldest daughter is one year and ten months old. This April, my wife returned to work from childcare leave and our lifestyles were turned upside down. Although we basically try to split housework and childcare duties evenly between the two of us, it is harder to balance both of our jobs with housework and childcare than we had imagined. At first, we were unable to strike a good balance and pace between us and there were times when we clashed. When this happened, I took action to become more considerate. When you exceed your partner's expectations, they become grateful. I feel that this is also true at work.
In 1997, I was promoted to corporate manager along with five other women. Even for the United States, promoting six women at once to such positions was unusual. I am celebrating my 25th wedding anniversary this year, and in order to ensure the right balance between work and home, the first thing I had to do was structure my life, set a daily schedule, and use my limited time efficiently. The important thing is not to focus entirely on one's job, but strike a balance between work and one's private life. Another important thing is developing a network of people who can help you adjust your schedule and work load. The strong, mutually supportive relationships I have with the other women in my situation makes achieving a good work-life balance all the easier.
Toyota has been promoting the localization of management at overseas affiliates from a medium- to long-term perspective. The head office has clarified division of roles, determining what things are to be done and how they will be done at overseas affiliates.
In principle, executives responsible for overseas operations (including chief officers) live at the respective overseas location and create a management system that has close ties with the local community.
Appointment of local human resources is also being actively promoted and, in our Europe Operations Group, Managing Officer Didier Leroy (President of Toyota Motor Europe (TME)) has become the first native European to be appointed Chief Officer of TME (appointed as Senior Managing Officer from April 2012). As of June 2012, the number of foreign executives at Toyota Motor Corporation (TMC) was six.
Toyota will continue to actively foster and promote local personnel on the principle that this ensures the right resources will be in the right places, driving forward the localization of decision-making, operation and management posts.
This should facilitate the timely understanding of customer and employee needs in each region, enabling us to make appropriate business decisions.
Following the 1991 introduction of the Internal Re-employment Program for Retired Professionals, an Optional Re-employment Application System was launched in 2001 to outplace applicants to external affiliates and other sites, providing a framework for helping over-sixties to continue working at either external or internal workplaces. Programs were updated to their present state based on the revised Law on Stabilization of Employment of Older Persons that came into effect in FY2006, in order to expand re-employment opportunities. A review was also initiated at the same time to refine policies on shortening work hours in response to growing diversity in job preferences and so on.
With regard to fixed-term contract employees, while we already take steps to ensure that appropriate employment and contract renewals are conducted, we are also putting our utmost efforts into creating stable employment conditions and improving workers' employability. The full-time staff appointment system gives fixed-term contract employees who have worked for Toyota for at least one year and have a recommendation from their workplace the chance to take an examination for regular employment. This leads to increased motivation and vitality.
Fixed-term contract employees can also take the examination in their third year. Toyota plans to continue to promote appointment of fixed-term contract employees as full-time employees.
Toyota believes that people with disabilities deserve the chance to become socially self-reliant and we make it a rule to provide them with opportunities to work together with non-challenged individuals. A number of such people are engaged in a range of roles at various workplaces.
As of June 2012, the number of people with disabilities employed was 1,015 and the ratio 1.96% (for Toyota only), which is above the legal requirement of 1.8%. Efforts are under way to create an even more employee-friendly working environment, including hosting an internal sign language workshop, deploying counselors to provide all kinds of support, and spreading good workplace examples across the organization.
Toyota Loops Corporation was established to increase employment opportunities for people with disabilities, and began operations as a special-purpose subsidiary in FY2009.
It is mainly entrusted with Toyota's internal printing (creating manuscripts, printing and bookbinding) and mail service duties (including internal mail, postal collection, delivery and sorting, and sending sales outlet mail). Since FY2011, it has newly been entrusted with document insertion and the issuing of visitor or employee identification cards. Furthermore, the Toyota Loops head office has a universal design throughout the whole company building and provides specially-adapted facilities, as well as mental health care through support staff so that people with disabilities can work at ease with the pleasure of feeling their personal growth.
Toyota is also actively conducting information exchange in coordination with welfare institutions, the government and local communities.
In October 2011, Toyota Loops participated for the first time in the Aichi Abilympics where people with disabilities compete. All three employees who entered "DTP" and "Product packing" events received prizes. Toyota Loops plans to participate again in 2012.
Prize-winners at the Aichi Abilympics