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Toyota Management Planning Process

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Management Planning
The management planning process in Toyota has various stages namely; setting goal, developing commitment, developing an effective action plan, tracking progress and maintain flexibility. This process inhibits flexibility and innovation to some extent. Toyotas planning process involves setting goals, developing an action plan and working towards achieving the set action plan, if the planning is for a long-term product commitment its flexibility and ability to change with the changing market trends may be limited. The uniformity of the final products is one of the main goals of Toyota and hence flexibility and innovation of product design may be limited during the products life cycle. The management plan inhibits the Principle …show more content…

The main features of Toyotas culture are Teamwork, Continuous improvement through learning, Quality, Secrecy. While these features may present their advantages they also have their drawbacks. The focus on quality has been impacted by the management style that insists on the uniformity of the final product. The employees have a predetermined schedule based on the objectives of the management which may hinder innovation and initiative. Toyota coordinates operations in all its subsidiaries across the world to ensure that there is a smooth running. Most of the manufacturing activities are done centrally and the spare parts are transferred to respective subsidiaries for assembling. This is done to minimize the costs and ensure uniformity. This, however, reduces the innovative spirit of the employees located in the subsidiaries as they are mainly just involved in the assembly and not actual manufacturing. The job satisfaction and morale of these employees may also be low. Toyota pursues a generic cost leadership strategy in its operations. The company practices lean manufacturing to reduce costs and remain competitive. This may lead to the company 's employees compromising some important features in order to attain cost savings. The focus on the cost saving may lead to the employees prioritizing cost savings as the main measure of success and ignore customer satisfaction …show more content…

That is, information from the top bosses is passed on to the employees through their immediate boss. It increases the bureaucracies involved and the time that is taken for information to reach its final intended person it may take a while. This also applies in cases where lower level employees put up a suggestion that needs the approval of the top management. The time that is taken and bureaucracies involved may be discouraging to the employees. Face to face communication is more effective compared to communication through notices and memos which Toyota mainly applies. This is because it is possible to expound on areas the employees may not fully understand when having face to face communication. The chain of command at Toyota is hierarchal with various levels of management. This increases the bureaucracies involved when making decisions about approving operations and ideas that arise from the lower levels of the hierarchy. the disadvantage of this communication strategy was brought out during the safety system incident as the response time to the issues was quite long tainting the image of the company even

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