Being employed in the automotive industry for the past seven years, I have been exposed to the Japanese culture and changes in strategy. When I first became employed with the company, we were a joint venture. However, our plant was soon bought out, becoming totally owned by the Toyota Corporation. Our plant is still seeing changes today, and one includes a current name change to reflect our ownership.
Currently, Toyota Corporation’s top three automotive competitors are GM, Ford, and Chrysler (The Wall Street Journal, 2016). Quality issues are always a concern, because we strive to avoid recalls. Although there have been several recalls by Toyota in the past years, the company has continued to grow in the United States (Maynard, 2014).
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We are required to constantly find ways to improve our jobs, Kaizen, and we are strong supporters of safety. Japanese Presidents of regional plants do not stay at one location for a long period of time, and, therefore, the strategy at our location has changed along with position changes. However, efficiency is always a major concern, along with constant improvements.
The strategies of each corporation vary in words and priorities. GM has a strategy of earning customers, invest to inspire loyalty, technology, serve and improve communities, and build a valued company (General Motors, 2016). Ford has a plan which is referred to as One Ford plan, and it portrays the strategy of restructuring to achieve profitability, newly desired products, improved financial plan, and an effective team (Ford Motor Company, 2014). The Chrysler Corporation states a strategy of creating a diverse and inclusive work environment and success in a multicultural marketplace (FCA US LLC,