Strategic HR Roadmap – Toyota
Bohlander (2006) when analyzing the development of the manufacturing system at Toyota, interprets it through the formation of peculiar organizational capabilities at three levels: manufacturing routines, learning routines and evolutionary learning. In them, the decisions also appear implicitly; especially in learning routines, considered as a specific organizational ability of Toyota to perform troubleshooting cycles more competitively than its competitors consider. Bohlander (2006), a former Toyota executive in Canada, has approached more of the operative question with the publication of his experience and reading of how Toyota plans and deploys its values to the rest of the organization (Bohlander, 2006).
Discussion – Strategic HR Roadmap
The HRM is the administrative process applied to increase and preservation of effort, practice, health, knowledge, skills, etc., of the members of the structure, the benefit of a subject, of the organization and the country in general. Similarly, we can say that through the process of helping employees achieve a level of performance and quality of personal and social behavior that meets your personal needs and expectations (Boudreau et al, 2003).
The HRM is to plan, organize, and develop everything related to promoting the efficient performance of staff making up a structure. The Human Resource Management in an organization representing the medium that allows people to collaborate on it and reach directly or indirectly with work related individual objectives. Managing Human Resources means conquer and keep people and members of an organization, in an atmosphere of harmonious, positive, and supportive work. Represents all those things that make staff to remain in the organization. The objectives of the Human Resource Management derived from the objectives of the organization (Jackson et al, 2011).
Strategic HR Roadmap
The prime HR functions are:
- Create, maintain, and develop a set of people with skills, motivation, and satisfaction sufficient to achieve the objectives of the organization.
- Establish, maintain, and cherish organizational conditions that allow the implementation, development and the satisfaction of the people and the achievement of individual goals.
- Achieve efficiency and effectiveness of human resources (Strategic HR Roadmap)
The Human Resources Management performs the integral management in different functions from the beginning to the end of an employment relationship as:
- Recruit and select staff with the selected profile
- Training and coaching
- Evaluating job performance
- Describe the responsibilities that define each position in the organization
- Develop programs, workshops, courses, etc., and any other programs that vallan commensurate with the growth and improvement of the insights of staff.
- Promote leadership development
- Provide counseling to employees based on maintaining a harmonious environment together.
- Resolve conflicts and problems that cause the staff
- Inform employees either through newsletters, meetings, memos or via mails, policies, and procedures of human resources.
- Oversee the management of test programs
- Develop a personal framework based on competencies
- Evaluate the Strategic HR Roadmap
- Endorse the variety of jobs as a form or via a company’s success in different markets.
Toyota Strategic Planning
In recent years, the search for efficiency and cost savings has led many organizations to implement processes of implementation of methodologies and tools like Lean, Kaizen, 5 S`s, Six Sigma. Furthermore they are effective, often have not yielded the expected results, not going linked to a process of transformation of people. This model, applied to leadership, will enable the deployment of Lean in the company sustainability and with guaranteed success.
The Strategic HR Roadmap. Toyota continues to re-validate, year after year, his position as one of the first global companies investing in R & D. Toyota Motor Manufacturing France SAS (TMMF) was established in 1998 in Valenciennes (France), near the border with Belgium, as the second Toyota manufacturing base in Europe. Production began in January 2001 and since then has applied TMMF slogan ‘Green, clean and adjusted’ to reduce the environmental impact, based on the Toyota Production System, which seeks to eliminate muda, mura and muri (disposal practices generating waste, irregularities and unreasonable requirements). These are key features of the Strategic HR Roadmap at Toyota.
One of the basic concepts of Toyota is that the quality must be part of the process of production. This concept, known under the name of Jidoka, guarantee that problems have no impact on the chain from one job to another. Its principle is to stop work when a problem arises, in order to avoid the production of defective items (MacDuffie et al, 2011).
The Jidoka is also used when a team member encounters a problem in your workplace. The rest of the team has a responsibility to correct the problem. Failure to do so could indicate a problem pulling a Andon cord, which makes the number of jobs in the panel optical control lights, so that the team leader deal with the problem while the chain keeps moving.
If the team leader fails to fix the problem, the chain stops at the fixed position following the end of a process. After solving the problem, the chain restarts. Jidoka can also refer to the use of integrated security to prevent human or mechanical error. In this empirical study, Strategic Human Resource Management stands as precedent Balanced Scorecard model. The aim of this study is to examine the relationship between Strategic Human Resource Management implemented in organizations with the three perspectives (customers, finances and processes) of the Balanced Scorecard.
Another perspective of the BSC is the customer. Modern organizations have to identify market segments, existing and potential customers, and then select the niches you want to compete. In this sense, should have a set of core indicators both client (increase, acquisition, satisfaction and profitability) and market share, and product / service must also be assessed the intrinsic attributes and their expectations, and prestigious image thereof.
The final perspective of BSC is critical to getting the previous three. It is the prospect of learning and personal growth. The BSC makes explicit reference to the importance of human resources in achieving business goals. This perspective touches on three key aspects. On one hand, it seeks to enhance the capabilities of employees, improvement ideas should come from employees who are close to the processes and customers. Otherwise, organizations must acquire information systems towards employees regarding their satisfaction, retention, and performance. Members of an organization must be motivated, should be free to make decisions and act (empowerment), and should have a consistency in its objectives. To evaluate the parameters of the BSC we built a scale called BSC-14 (Boada and Gil, 2007a).
Toyota Decision Making Policy
The decision-making process in the lean production model appears as a factor scarcely studied. The elements that make up the decision-making process appear marginally when discussing factors such as just in time, partnerships with suppliers, product development and the built-in quality in the process. Regarding the way, authors who, within each content are concerned with structure it analytically, with greater or lesser wealth of details, setting the process in phases and describing it now in order to explanatory goals, sometimes taking in view prescriptive actions (MacDuffie et al, 2011). On the other hand, there are those that shape the content focusing more on the context of the aspects involved in the process, exposing the structure or system that supports it, and wait for results (Strategic HR Roadmap). If we understand that everyone living in society participate in each moment a certain level of organization, Simon’s contribution was fundamental to inaugurate the decision studies with broader perspectives and next of social life and its complexity.
The decision-making appears as an unexplored factor in the work of diffusion of lean production model in which Toyota is the recognized worldwide as a pioneer in creating a production system focused on continuous improvement of productivity and quality indicators. Thus, even in works that are more recent that recognize the model of lean production as a broader model, organizational or business, clear link elements with the decision structure arise identified over the design elements aimed at troubleshooting.
Bohlander, G., & Snell, S. (2006). Managing human resources – Strategic HR Roadmap. Cengage Learning.
Boudreau, J., Hopp, W., McClain, J. O., & Thomas, L. J. (2003). On the interface between operations and human resources management – Strategic HR Roadmap. Manufacturing & Service Operations Management, 5(3), 179-202.
Jackson, S., Schuler, R., & Werner, S. (2011). Managing human resources – Strategic HR Roadmap. Cengage Learning.
MacDuffie, J. P., & Krafcik, J. (1992). Integrating technology and human resources for high-performance manufacturing: Evidence from the international auto industry. Strategic HR Roadmap and Transforming organizations, 209-226.
Yeung, A. K., & Berman, B. (1997). Strategic HR Roadmap – Adding value through human resources: Reorienting human resource measurement to drive business performance.