Assignment 5
.docx
School
Yonsei University**We aren't endorsed by this school
Course
ECONOMICS 453D
Subject
Management
Date
Dec 17, 2024
Pages
1
Uploaded by MateWhale3368
1.The process of management training at Toyota involves intensive on-the-job training, observation, and experimentation. Managers are assigned to work with a group of employees to observe and document their work processes, with a focus on productivity and safety. The managers then suggest and implement changes to improve these processes, with feedback and evaluation from senior managers. The managers are also trained to observe and understand machine operations, with a focus on identifying causes of failure and improving machine availability. After demonstrating progress in these areas, managers are sent to Toyota plants in Japan to apply their skills in a different environment and with new challenges. The training emphasizes the importance of continuous improvement, experimentation, and collaboration with employees to identify and solve problems. Takabashi structured Dallis's training so that the complexity of his experiments increased gradually. When Dallis started at the U.S. engine plant, be conducted "single factor" experiments, changing small, individual work elements rather than taking a system perspective. What's more, his efforts there started witb individual work methods, pro gressing to more complex and subtle machine problems only when he had developed his observation and problem solving skills over the six weeks. Thus, he moved from problems that were easier to observe to those that were harder. If each learning cycle is kept small and bounded, then the learner can make mistakes and the consequences wiil not be severe. This approach increases the learner's willingness to take risks and learn by doing. Dallis's training at Kamigo mirrored this progression: He began, once again, with work-method issues of "overburden" before moving on to machines.2. Dallis's training not only gave him insight into bow Toyota delivers continuous improvement but also helped him understand the unique relationships between Toyota's managers and workers. Toyota managers act as enablers. The result of this unusual manager-worker relationship is a high degree of sophisticated problem solving at all levels ofthe organization. The basic company philosophy is that any operating system can be improved if enough people at every level are looking and experimenting closely enough. (After all, if only the big shots were expected to make changes, al! that "little" stuff would get overlooked.) People at all levels, even those subordinate to tbe one for which be was being developed, were expected to structure work and improvements as experiments.
