Toyota Knowledge management, background and motivation.
Indus motor company is a joint venture between Toyota motor corporation, house of habib and Toyota tsusho corporation Japan, for manufacturing, assembling and marketing Toyota vehicles in Pakistan and the neighboring countries since late 80's. The dealership network the IMC has established is the only one which distributes Toyota and Daihatsu vehicles in the country.
According to analysts, Toyota's success in both the local and global markets was based on its gaining a competitive advantage through implementation of innovative and path-breaking ideas on its production floors.Toyota Production System (TPS) worked on the basic idea of maintaining a continuous flow of products in factories in order to adapt flexibly to changes in demand.
Toyota Indus Motors business conditions and strategic objectives
The Toyota has entered in the maturity stage of product life cycle and its market share has shrunk from 60% to 41%, but in spite of all this, Toyota is still enjoying brand loyalty and higher returns. This is obvious from the tact that company has earned its. 271.70 million pre-tax profits for the year 1998, and it announce to pay 15% dividend to the shareholders of the Company.
Our objective is simple, to ensure the right insurance products are available for Toyota customers, at the right time, at the right price and to the right quality. By doing this we are able to support Toyota Motor Europe, Toyota Financial Services, National Marketing and Sales Entities, retailers and partners alike in meeting the needs of our customers.
Toyota Indus Motors focus on the development of knowledge management
Toyota Motor Corporation has attained immense growth from the time of its initiation and with this the company have also confronted several troubles related to expansion and its management. In starting the company use to develop and produce cars only in Japan and export in some abroad countries but with increasing demand and globalization it started operating in several different foreign markets. With this increase in its operations base, the company confronted troubles related to management of its resources. For resolving this trouble the company made use of knowledge management as it become aware with its significance and need. The company operations started growing significantly and in this concern it also made use of several advanced approaches like lean production, total quality management etc. All these approaches assisted the company in attaining a significant place in emerging markets. In addition to these approaches, the company also understood the significance of knowledge and its use for company and its employee's management. The company understood that managing knowledge among its organization is essential and for this it adopted several knowledge management approaches like development of knowledge sharing networks and use of tactic knowledge.
Indus motor company is a joint venture between Toyota motor corporation, house of habib and Toyota tsusho corporation Japan, for manufacturing, assembling and marketing Toyota vehicles in Pakistan and the neighboring countries since late 80's. The dealership network the IMC has established is the only one which distributes Toyota and Daihatsu vehicles in the country.
According to analysts, Toyota's success in both the local and global markets was based on its gaining a competitive advantage through implementation of innovative and path-breaking ideas on its production floors.Toyota Production System (TPS) worked on the basic idea of maintaining a continuous flow of products in factories in order to adapt flexibly to changes in demand.
Toyota Indus Motors business conditions and strategic objectives
The Toyota has entered in the maturity stage of product life cycle and its market share has shrunk from 60% to 41%, but in spite of all this, Toyota is still enjoying brand loyalty and higher returns. This is obvious from the tact that company has earned its. 271.70 million pre-tax profits for the year 1998, and it announce to pay 15% dividend to the shareholders of the Company.
Our objective is simple, to ensure the right insurance products are available for Toyota customers, at the right time, at the right price and to the right quality. By doing this we are able to support Toyota Motor Europe, Toyota Financial Services, National Marketing and Sales Entities, retailers and partners alike in meeting the needs of our customers.
Toyota Indus Motors focus on the development of knowledge management
Toyota Motor Corporation has attained immense growth from the time of its initiation and with this the company have also confronted several troubles related to expansion and its management. In starting the company use to develop and produce cars only in Japan and export in some abroad countries but with increasing demand and globalization it started operating in several different foreign markets. With this increase in its operations base, the company confronted troubles related to management of its resources. For resolving this trouble the company made use of knowledge management as it become aware with its significance and need. The company operations started growing significantly and in this concern it also made use of several advanced approaches like lean production, total quality management etc. All these approaches assisted the company in attaining a significant place in emerging markets. In addition to these approaches, the company also understood the significance of knowledge and its use for company and its employee's management. The company understood that managing knowledge among its organization is essential and for this it adopted several knowledge management approaches like development of knowledge sharing networks and use of tactic knowledge.
Toyota Indus Motors knowledge management processes and milestones
More than half a century has passed since Toyota exported its first two Crown samples to the United States in 1957, and almost 30 years since production began in 1984 at New United Motor Manufacturing, Inc. (NUMMI), Toyota's first overseas production site in North America.
During this time, Toyota has overcome numerous challenges, including exhaust gas regulations, trade friction, and a global recession, and in the process has become an integrated corporate citizen of American society.
North America is now home to 11 Toyota manufacturing companies, which in 2002 passed the 10-million-unit milestone for total number of vehicles produced on the continent. Through three distributors and a vast sales network composed of over 1,750 sales companies, over two million Toyota vehicles (Lexus included) are sold in North America each year.
Toyota Indus Motors information technology support for knowledge management applications
In Toyota they implement MIS. management information systems offer effective management for warehouses of the whole procedure from the period products are obtained, to storage and location control, to shipment. Individuals, products, and data are addressed, wastes are removed, and everyday enhancements are advocated. The Toyota WMS are tasked to offer an important function in generating comprehensive reports out of huge volumes of warehouse information that would otherwise be primarily considered as junk to decision makers. By analyzing these outputs warehouse management officers of Toyota can determine patterns and trends that would have stayed invisible if the raw information were consulted in manual terms.
Toyota Indus Motors information technology architecture and infrastructure
The information technology organizations in many companies are trying to evolve from an “order-taker” role of merely fulfilling requests to the role of enabling the business. In accomplishing this evolution, companies must transform the “demand management” function. Traditional demand management involves waiting for handoffs from the business side — ideas for projects that individual units in the company think would improve their operations. Although often valuable, these ideas are not necessarily aligned with the needs of the company or matched against project proposals from other business units in such a way that system development and implementation are efficient and scaled throughout the organization.
By contrast, at Toyota Motor Sales., the information systems group has been moving toward a new model that we call “next-generation demand management”: an effort to meet overall corporate needs rather than narrower project-by-project demands. With this approach, Toyota have become partners with the business units, helping to mold the demands throughout the organization so that redundancy is eliminated and only systems that match the strategic direction of Toyota are produced. Through this campaign, Toyota are leveraging IT’s existing “silo-agnostic” position to deliberately change its role in the company so that it is managing and completing projects that produce business value.
Toyota Indus Motors implemented knowledge management with incentives and rewards
Toyota’s philosophy regarding its employees, who support its stable base of business, has been systematically organized as the Toyota Way in Human Resources Management.
The Toyota Way in Human Resources Management is the realization of management that shows respect for people. In other words, it aims to enable all employees to exercise their abilities to think, be creative, and utilize their strengths to the maximum extent possible by providing them with opportunities to make social contributions and achieve self-actualization through their work. For this goal to be achieved, “a relationship of mutual trust and mutual responsibility between labor and management” is essential, in which the company gives the highest priority to ensuring stable employment for its employees and strives to improve labor conditions, while all employees execute their duties and responsibilities for the prosperity of the company. This philosophy is shared by all Toyota affiliates around the world, and is reflected and implemented in management and various policies.
Toyota Indus Motors change management with knowledge management
In 1990, after MIT finished the "International Research Project of car", Dr. James P. Womack wrote the book- "The Machine That Changed the World". The book complimented TOYOTA about created a new concept - "Lean Thinking". Because of decrease unnecessary cost and process, the works will be more cost-effective, combines the talents, and pursues the goal of refine until perfect. It not only hopes to decrease the resource, cost, and time of half before, but also manufactures cars of High quality at the same time. When "TPS" (TOYOTA Production System) is fashion around the world, the principal of TOYOTA-Katsuaki Watanabe, proffer a new management destination of "Green, Save, and Education". It also provides a concept - "Healthy Appliance" that about the cars of economy, low pollution, and makes users healthily. TOYOTA has established for 70 years. It establishes the "Standard" and "model" again of the world's management transference, just TOYOTA be commended "The World's Most Admired Companies" by FORTUNE. At the same time, TOYOTA has to change "The Machine of Change World" to "Animate World's Mechanism".
Toyota Indus Motors introduced implementation of effective knowledge management
Toyota Indus Motor Company Limited, Pakistan’s leading automobile manufacturing and marketing company, has inked an agreement with Systems Limited. The alliance involves provision of a custom-built solution based on Microsoft SharePoint. Through this engagement Systems Limited, Pakistan’s premier technology company, will enable Indus Motor Company Limited to achieve its key objectives of business transformation.
Powered by the cutting-edge Microsoft SharePoint platform, the implementation will enable Indus Motor Company Limited to drive synergies amongst its various functions within the organization and uplift its collaboration with the dealer network through a web-based centralized application. The proposed implementation will facilitate the company to deliver superior experience to its end-customers by introducing technology enhancements in the existing and potential customer engagements. The custom-built solution will not only bring operational efficiencies at Indus Motor Company Limited but it will also deliver real-time decision making capabilities to Pakistan’s eminent automobile manufacturing and marketing company.
Toyota Indus Motors implemented the critical success factors of knowledge management
Critical success factors are those elements which persuade the potential of industry firms to boom in marketplace . On the basis of critical success factors customers make a decision between the rivals brands. Toyota is one of the largest global manufactures of vehicles. Some of the Critical Success factors of Toyota are given as:
1) Production and Manufacturing facilities
2) Extensive Research and Development (R&D)
3) Management Philosophy
4) Innovative Activities
5) Capable Workforce and Management Philosophy
Toyota Indus Motors Ideas and suggestions for academic and practical inspiration
In the area of education and human resource development, Toyota provides support in occupational and educational areas and implements programs worldwide. These programs are designed to instill sensitivity and convey the importance of monozukuri to promote the development of the human resources who will become the leaders of tomorrow in accordance with our principle that “Monozukuri is about Developing People.”
Toyota Technological Institute (TTI) was established in 1981 with a founding philosophy of “Always be studious and creative, striving to stay ahead of the times” as stated in the precepts of Toyota founder Sakichi Toyoda. TTI trains highly creative engineers proficient in practical development skills through small-group instruction (one instructor to about 10 students) and a curriculum rich in experiments and hands-on training, maintaining a 100 percent student employment rate. In 2003, TTI collaborated with the University of Chicago to open the postgraduate-level Toyota Technological Institute at Chicago (TTI-C), which conducts research exchange in the field of information science and high-quality international education. In 2011, the institute started planning renewal of its campus with a target completion date of 2019.
The ideas of contributing to society through manufacturing and leading the times through research and creativity represent the passion of our predecessors and have been passed on to the Toyota of today. To create an enriching future for people and cars, Toyota puts considerable effort into preserving its founding spirit and concepts in the form of automotive and manufacturing culture.
North America is now home to 11 Toyota manufacturing companies, which in 2002 passed the 10-million-unit milestone for total number of vehicles produced on the continent. Through three distributors and a vast sales network composed of over 1,750 sales companies, over two million Toyota vehicles (Lexus included) are sold in North America each year.
Toyota Indus Motors information technology support for knowledge management applications
In Toyota they implement MIS. management information systems offer effective management for warehouses of the whole procedure from the period products are obtained, to storage and location control, to shipment. Individuals, products, and data are addressed, wastes are removed, and everyday enhancements are advocated. The Toyota WMS are tasked to offer an important function in generating comprehensive reports out of huge volumes of warehouse information that would otherwise be primarily considered as junk to decision makers. By analyzing these outputs warehouse management officers of Toyota can determine patterns and trends that would have stayed invisible if the raw information were consulted in manual terms.
Toyota Indus Motors information technology architecture and infrastructure
The information technology organizations in many companies are trying to evolve from an “order-taker” role of merely fulfilling requests to the role of enabling the business. In accomplishing this evolution, companies must transform the “demand management” function. Traditional demand management involves waiting for handoffs from the business side — ideas for projects that individual units in the company think would improve their operations. Although often valuable, these ideas are not necessarily aligned with the needs of the company or matched against project proposals from other business units in such a way that system development and implementation are efficient and scaled throughout the organization.
By contrast, at Toyota Motor Sales., the information systems group has been moving toward a new model that we call “next-generation demand management”: an effort to meet overall corporate needs rather than narrower project-by-project demands. With this approach, Toyota have become partners with the business units, helping to mold the demands throughout the organization so that redundancy is eliminated and only systems that match the strategic direction of Toyota are produced. Through this campaign, Toyota are leveraging IT’s existing “silo-agnostic” position to deliberately change its role in the company so that it is managing and completing projects that produce business value.
Toyota Indus Motors implemented knowledge management with incentives and rewards
Toyota’s philosophy regarding its employees, who support its stable base of business, has been systematically organized as the Toyota Way in Human Resources Management.
The Toyota Way in Human Resources Management is the realization of management that shows respect for people. In other words, it aims to enable all employees to exercise their abilities to think, be creative, and utilize their strengths to the maximum extent possible by providing them with opportunities to make social contributions and achieve self-actualization through their work. For this goal to be achieved, “a relationship of mutual trust and mutual responsibility between labor and management” is essential, in which the company gives the highest priority to ensuring stable employment for its employees and strives to improve labor conditions, while all employees execute their duties and responsibilities for the prosperity of the company. This philosophy is shared by all Toyota affiliates around the world, and is reflected and implemented in management and various policies.
Toyota Indus Motors change management with knowledge management
In 1990, after MIT finished the "International Research Project of car", Dr. James P. Womack wrote the book- "The Machine That Changed the World". The book complimented TOYOTA about created a new concept - "Lean Thinking". Because of decrease unnecessary cost and process, the works will be more cost-effective, combines the talents, and pursues the goal of refine until perfect. It not only hopes to decrease the resource, cost, and time of half before, but also manufactures cars of High quality at the same time. When "TPS" (TOYOTA Production System) is fashion around the world, the principal of TOYOTA-Katsuaki Watanabe, proffer a new management destination of "Green, Save, and Education". It also provides a concept - "Healthy Appliance" that about the cars of economy, low pollution, and makes users healthily. TOYOTA has established for 70 years. It establishes the "Standard" and "model" again of the world's management transference, just TOYOTA be commended "The World's Most Admired Companies" by FORTUNE. At the same time, TOYOTA has to change "The Machine of Change World" to "Animate World's Mechanism".
Toyota Indus Motors introduced implementation of effective knowledge management
Powered by the cutting-edge Microsoft SharePoint platform, the implementation will enable Indus Motor Company Limited to drive synergies amongst its various functions within the organization and uplift its collaboration with the dealer network through a web-based centralized application. The proposed implementation will facilitate the company to deliver superior experience to its end-customers by introducing technology enhancements in the existing and potential customer engagements. The custom-built solution will not only bring operational efficiencies at Indus Motor Company Limited but it will also deliver real-time decision making capabilities to Pakistan’s eminent automobile manufacturing and marketing company.
Toyota Indus Motors implemented the critical success factors of knowledge management
Critical success factors are those elements which persuade the potential of industry firms to boom in marketplace . On the basis of critical success factors customers make a decision between the rivals brands. Toyota is one of the largest global manufactures of vehicles. Some of the Critical Success factors of Toyota are given as:
1) Production and Manufacturing facilities
2) Extensive Research and Development (R&D)
3) Management Philosophy
4) Innovative Activities
5) Capable Workforce and Management Philosophy
Toyota Indus Motors Ideas and suggestions for academic and practical inspiration
In the area of education and human resource development, Toyota provides support in occupational and educational areas and implements programs worldwide. These programs are designed to instill sensitivity and convey the importance of monozukuri to promote the development of the human resources who will become the leaders of tomorrow in accordance with our principle that “Monozukuri is about Developing People.”
Toyota Technological Institute (TTI) was established in 1981 with a founding philosophy of “Always be studious and creative, striving to stay ahead of the times” as stated in the precepts of Toyota founder Sakichi Toyoda. TTI trains highly creative engineers proficient in practical development skills through small-group instruction (one instructor to about 10 students) and a curriculum rich in experiments and hands-on training, maintaining a 100 percent student employment rate. In 2003, TTI collaborated with the University of Chicago to open the postgraduate-level Toyota Technological Institute at Chicago (TTI-C), which conducts research exchange in the field of information science and high-quality international education. In 2011, the institute started planning renewal of its campus with a target completion date of 2019.
The ideas of contributing to society through manufacturing and leading the times through research and creativity represent the passion of our predecessors and have been passed on to the Toyota of today. To create an enriching future for people and cars, Toyota puts considerable effort into preserving its founding spirit and concepts in the form of automotive and manufacturing culture.
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