Communication in team leading

[pic 2]TOYOTA

Index

Introduction        

Toyota’s History        

The Toyota Way- 14 Management Principles        

Others phylosofies used by Toyota        

Conclusion        

Webgrafia        

Introduction

With this task we intend to know what the origins of TOYOTA are and which tools used to achieve the success in automobile production that still stands today.

This requires an in-depth research where we will find detailed information about its appearance in the 19th century, first as a factory loom, to be the market leader in the current century.

I hope that by reading this report become truly enlightened about the steps to success, not only from TOYOTA but for any young inventor.

Toyota’s History

The founder of the TOYOTA corporation, Sakichi Toyoda, the son of a humble carpenter, was born in 1867 when Japan recently began its modernization process. Sakichi lived in a peasant village where the women worked on looms. Sakichi in his youth used his woodworking skills to modernize the old loom with her mother worked. In 1891, Sakichi patented his first automatic loom and moved to Tokyo to start a new business looms.

In 1893, Sakichi marries and has a son named Kiichiro. Back in his homeland, focuses its efforts on inventing new and better looms. Thus, in 1896, it develops an automatic loom that was able to stop immediately when a fault occurred. The success of this invention was soon recognized by the exporting company Mitsui, who signed a contract to market Toyoda looms.

The machines designed by Toyoda costing one-tenth of the looms manufactured in Germany and one quarter of French looms.

In 1894, Japan was involved in a war with China. The recession hit hard the weaving industry and Sakichi devoted again to the improvement of their machines. However, in 1904, the war between Russia and Japan completely reversed this situation. The cotton demand grew, and with it, the demand for Toyoda looms.

In 1907, Sakichi founded the company Toyoda Loom Works with a capital of 1 million yen. Three years later, Sakichi travels to the United States and is interested in the complexity of a new product, the automobile.

Back in Japan, Sakichi Toyoda founded the Spinning and Weaving Co. Ltd. planting the foundations of Toyota corporation. In 1929, Toyoda sell the rights to their patents (looms) to the British company Platt Brothers and instructs his son Kiichiro investments in the automotive industry. Sakichi dies a year later and Kiichiro starts its work in developing combustion gasoline engines. Two years later, he founded the Automotive Division of Toyota Automatic Loom Works.

Finally, in 1937, Kiichiro able to produce the first prototype car and lays the groundwork for founding the Toyota Motor Company Ltd.

Nowadays Toyota is one of the largest car manufacturers in the world, present in over 160 countries, and with bold targets to increase its market share.

Undisputed leader of the Japanese and Asian market, Toyota is the biggest seller of non-American vehicles in US and the leading Japanese brand in Europe.

Recognized worldwide for the quality of its products, Toyota always puts the customer first, seeking to provide the best shopping experience. High-tech vehicles developed contribute to improving the quality of life for all, prioritizing safety and respect for the environment. These are the reasons that make Toyota one of the best manufacturers in relation to customer satisfaction, with an excellent reputation for the quality, durability and reliability of its after sales products and services.

TOYOTA opened the year 2008 with the slogan "Expanding Horizons", broaden horizons is to imagine and believe in the future.

On October 2, 1990 Toyota Motor Corporation introduced the world to the new symbol of the brand. This emblem symbolizes the advanced features and reliability of the product and, nowadays, is used in all new Toyota models.

The design consists of three interlaced ellipses. In geometric terms, an ellipse has two focal points: one is the heart of our customers and the other is the heart of our product.

The biggest ellipse unifies the two hearts. The combination of vertical and horizontal ellipses symbolizes the "T" TOYOTA. The bottom of the space is the continuous advancement of technology development Toyota and unlimited opportunities ahead of us. The change was because beyond having better loudness Toyoda is written with ten strokes, and Toyota with eight, considered a number of prosperity in japanese.

TOYOTA from the beginning respect certain rules such as:

• Respect for languages and laws of every country in the world, with transparent and fair activities that demonstrate their actions good citizen of the world;
• Respect the culture and customs of all countries and contribute to economic and social development through corporate activities in each community;
• Do every effort to create products that maintain harmony with the environment, to be able to improve the quality of life in all regions in which Toyota operates;
• Create and develop advanced technologies and provide outstanding products and services that meet the needs of customers around the world;
• Foster a corporate culture that promotes individual creativity and the work of the value of teamwork, while generating mutual trust and respect between labor level workers and management;
• Encourage growth in harmony with the global community through innovative management;
• Collaborate with other companies in order to achieve long-term stable growth of mutual benefit.

The Toyota Way- 14 Management Principles

Principle 1: Support your management decisions on a long-term philosophy:

• Have a philosophical sense of purpose that goes beyond making any short-term decision;
•  Generate customer value, society and  the economy: this is your game;
• Be responsible. Fight to decide their own way. Trust in your own abilities. Accept responsibility for your conduct and improve the skills that enable you to produce added value.

Principle 2: Create a process of continuous flow to bring problems to the surface:

• Redefine work processes to achieve high added value;
• Create a flow that quickly move material and information to connect people and processes so that the problems appear immediately;
• Let the clear flow throughout the organization's culture. It is the key to true process of continuous improvement and to develop people.

Principle 3: Use collection systems to prevent surplus production:

• Offer your customers what they need at the right time and in the required quantity. Inventory replenishment initiated by consumption is the basic principle of punctuality;
• Minimize the inventory of stock  of each product ;
• Be attentive to daily shifts regarding consumer demand instead of relying on automatic scheduling systems.

Principle 4: Principle 4: Leveling the workload

• Eliminating waste is just one-third of the equation for success. Eliminate overload of people and equipment this is not generally understood in companies trying to implement lean principles;

• Work to level the workload of all manufacturing processes and services.

Principle 5: Create a culture  to correct problems to obtain  the quality:

• Quality means customer value;
• Use all the modern quality methods available;
• Build into your equipment the ability to stop when it detects problems (Jidoka);
• Create in your organization a support system to quickly solve problems and offer solutions;
• Create in your company the philosophy of stopping or decreasing the appropriate quality from the beginning to improve long-term productivity.

Principle 6: Standardize tasks and processes are the basis for continuous improvement and catchment of employees:

• Use stable, repeatable methods everywhere to maintain the predictability, timing and processes of its normal output. This is the foundation for flow and storage;
• Capture the accumulated know- how of a process to standardize the current best practices. Allow creativity and individual expressions improve the standard; then incorporate them into a new pattern so that when the person is absent you can pass the knowledge to the next.

Principle 7: Use visual control, to see the reality of the problems:

• Use simple visual indicators to help people determine immediately;
• Avoid using a computer screen. because can take the focus of the worker in his work;
• Design simple visual systems at the place where the work is done to help the flow and storage;
•  Avoid your reports in a piece of paper whenever possible.

Principle 8: Use only reliable, thoroughly tested technology that serves your people and your process:

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