Confronting Certification Problems and Delayed Deliveries, Toyota's Executive Leadership Intends to Transform the Workshop Culture (Genba Culture)
In a bid to address recent certification issues and prolonged delivery times affecting not just Toyota but the entire auto industry, the Japanese automotive giant has embarked on a comprehensive cultural overhaul, focusing on improving communication with frontline workers and addressing deeply-rooted challenges.
Key points of progress include:
1. **Cultural Reforms as a Priority:** Executive Vice President Hiroki Nakajima has underscored the importance of a willingness to learn and take interest in frontline work. This attitude is seen as crucial for meaningful reform. Cultural reforms are a core agenda in labour-management discussions, demonstrating a commitment from both leadership and frontline employees to pursue improvements together[1].
2. **Leadership Engagement:** Chairman Akio Toyoda is personally taking the lead by visiting the genba (shop floor) regularly to observe processes directly and identify issues. These visits are more frequent and detailed than before, moving beyond superficial checks. The goal is to foster open communication and gain firsthand insights rather than rely solely on reports[2].
3. **Visible Measures and Collaboration:** Toyota organizes TPS Jishuken sessions, which gather staff from Toyota and affiliated companies to collaborate on problem-solving. These activities have highlighted past neglect of genba visits, prompting a cultural shift toward regular presence and attentiveness at the frontlines[2].
4. **Work Environment Improvements:** Toyota acknowledges that improving productivity and comfort on the production line is critical as Japan faces a declining working-age population and aging facilities. Efforts include heat mitigation, creating employee-friendly production lines, and accommodating diverse workforce needs, which are essential for sustaining a strong manufacturing foundation[5].
5. **Human Resource and Monozukuri Focus:** The reforms include strengthening human resource development and reinforcing monozukuri (manufacturing craftsmanship), alongside better resource allocation and continuous dialogue between management and genba workers to prevent certification-related issues from recurring[1][5].
In addition, Chairman Toyota acknowledges that cultural reforms are a deeply-rooted issue at Toyota. Regular visits to the genba by President Sato and other members are aimed at ensuring no problems and checking where potential issues might arise. These visits also aim to improve communication with the genba[3].
However, it has been suggested that the vice president's visit to the factory floor can make it difficult for workers to speak openly[4]. These study sessions are held monthly and aim to solve problems and concerns[6]. Toyota Times News previously showcased the TPS Jishuken initiative in detail in a report titled "Ongoing Certification Issues: What Happened in the Toyota Group and What is Being Done Now?"[7].
On August 9, Toyota submitted its measures for preventing recurrence of the certification issues to the Ministry of Land, Infrastructure, Transport and Tourism[8]. This comprehensive approach aims to rebuild trust, enhance quality, and streamline delivery times across its production network[1][2][5].
- Recognizing the need for a cultural shift, Chairman Akio Toyoda, alongside Executive Vice President Hiroki Nakajima, is emphasizing the importance of leadership engagement and collaboration with frontline workers in the automotive industry, as part of Toyota's comprehensive approach to address certification issues and prolonged delivery times.
- To foster open communication and gain firsthand insights, Chairman Toyota frequently visits the shop floor, and other members of leadership engage in regular visits to the factory, avoiding the potential pitfalls of workers feeling impeded in voicing their concerns during high-profile visits.
- Seeking continuous improvement in various aspects of the business, Toyota is not only focusing on manufacturing craftsmanship (monozukuri) and human resource development but also addressing industry-wide concerns, such as facilities and work environment, to maintain a strong manufacturing foundation and strengthen its presence in sectors like aerospace, finance, and transportation.
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