TOYOTA’S TEAM CULTURE

BY: GROUP-1Bushra Akhtar-1021009Pranati Dash-1021019Pratikshya Patnaik-1021020Priyanka Mohanty-1021021Sonal Priyadarshini-1021027Tania Chakraborty-1021028

TEAM-WORK:SUCCESS THROUGH PEOPLE

TOGETHER EVERYONE ACHIEVES MORE-

WORK

•cooperative effort on the part of a group of persons acting together as a team or in the interests of a common cause.

•the ability to work efficiently as a team

WHY GO FOR TEAM-WORK??Teamwork is used across many different industries to increase :

• Problem SolvingWhen one person works on a specific company problem, that person

only has her personal experience and knowledge from which to pull for solutions. Using teamwork, team members pool their collective ideas together to generate unique ideas for dealing with problems.

• CommunicationWhen employees work as individuals or independently on projects,

they may not readily share knowledge or new information. Teamwork promotes conversation between employees regarding the task at hand, possibly preventing employees from working in opposite directions

• CohesionCohesive employees are less likely to be confrontational

toward one another and more accepting of each others' decisions

• LearningWhen employees work together as a team within a company,

every employee learns from one another. This knowledge is not limited to the personal experiences of coworkers; employees from different departments may learn information from each other regarding the limitations and possibilities of those departments

THE TOYOTA WAY

•Toyota first summed up its philosophy, values and manufacturing ideals in 2001, calling it "The Toyota Way 2001“

•Toyota's success stems from vision and dedication to a set of common principles - the Toyota Way. All Toyota team members, at every level, are expected to apply these values in their daily work and relations with others.

Its five core values express the beliefs and values shared by Toyota

Genchi Genbutsu• Going to the source to find the facts to make correct

decisions, build consensus and achieve goals.Kaizen• Continuous improvement. As no process can ever be

declared perfect, there is always room for improvement.Challenge• To maintain a long-term vision and meet all challenges with

the courage and creativity needed to realize that vision.Teamwork• Toyota stimulates personal and professional growth, shares

opportunities for development and maximizes individual and team performance.

Respect• Toyota respects others, makes every effort to understand

others, accepts responsibility and does its best to build mutual trust.

Q1. Do you think Toyota has succeeded because of its team-oriented culture, or do you think it would have succeeded without it?• Yes, we do believe that Toyota has succeeded because of

its oriented-team culture.

• As we can see TOYOTA has established team-work as the core of the organization.

• It has tried to implement this element at each and every level of its operations.

• When you find a CEO that is willing to step back and not take glory for the company’s accomplishments that speaks for itself how much importance is given to team-culture.

• It might have succeeded otherwise but it can be said that TOYOTA would not have achieved a success that it is enjoying now if it would not have emphasized on the efforts of the employees as a TEAM.

Q2. Do you think you would be comfortable working in  Toyotas culture? Why or why not?• Individually, we all believe that we would be comfortable

working in Toyotas culture.

• Conscientious people are good as team members as they are good at backing up other team members.

• Open team members communicate better with one another and throw out more ideas, that brings out creativity and innovative ideas.

• Team players can also be created.

• Since we already have been working as teams in making group presentations and analyze case-studies not only have we improved the inherent qualities but also developed some of the above Traits.

• So, we believe we all are good TEAM-PLAYERS.

Q3.In response to the recession and firms first-ever quarterly loss, Toyotas managers accepted a 10 percent pay cut in 2009 to avoid employ layoffs. Do you think such a response is a good means of promoting camaraderie? Why or why not??

• We think this is a good measure to promoting camaraderie in this special period.

• The reason is that managers’ pay cut shows that managers willing to take charge of this loss and shows their determination and faith to deal with this problem with its team together.

• And this measure gives employees confidence and decrease the loss of human resources. 

• However, I am sure that the management is well paid and their giving up a raise did not harm their lifestyles that much, if it would have interfered with their families well-being I am sure for the management it would have been as easy to give it up.

What are the risks to such a plan?

• It can be said that giving up a portion of your income might cause some sort of irritation towards work and also towards those for whom you had to sacrifice.

• It is also probable that the managers would now keep greater expectations which if not met by the employees can lead to anger/disappointment/disgust.

• Also if the families don’t support this decision it would lead to constant rifts in mind.

• The employees might feel inferiority complex and be burdened with guilt.

• The employees might feel that in future also if such a crisis arrives the managers would repeat the same act of sacrifice which is not a healthy thing as they would totally rely on this and may not work hard enough to retain their jobs.

Q4.Recently, DCH Group, a company comprised of 33 auto dealerships, decided to adapt Toyotas culture to its own, particularly it emphasis on teamwork. DCHs CEO, Susan Scarola, said, Trying to bring it down to day-to-day operations is tough. It was not something that everybody immediately embraced, even at the senior level. Do you think the culture will work in what is typically the dog-eat-dog world of auto dealerships? Why or why not?• We don't feel that  Americans in their culture believe in adapting

to one another to incorporate team-culture into a company.

• Only 32 percent of U.S employees say their organization has a high level of team work.

• So it can be understood the thought into this idea but implementing it into play is a whole other idea.

• Teams are not always the answer!Team work never fails but individual fails the teamwork.!!

• A dog-eat-dog world of auto-dealerships has an environment where you have to compete with each other for a livelihood so teamwork stops feeling amicable.

• Also in such a world, individual goals are given higher priority than achieving the common purpose hence implementing team-culture will lead to irresolvable conflicts so it will not fare well.

THANK YOU