Running Head: Exploring Culture Essay
Exploring Culture Essay
Johnathan Arthur
University of Kentucky
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Exploring Culture Essay
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Abstract
Toyota Motor Manufacturing Kentucky is not only a successful branch of the Toyota chain, but
it is a culture. It’s made up of a variety of people with different skills all trying to work toward
larger goals. As they work together they must show respect for the law, others, the environment,
customers, and their subordinates. Because of the size of the plant there is a large-scale hierarchy
system based on Japanese management techniques. Each level must be able to teach and act out
the skills that the next level under them will use. All employees must be able to cooperate to
complete whatever task they are assigned. Cooperation on this large of a scale requires several
means of communication and strict schedules. Overall the culture in TMMK focuses on
teamwork and cooperation between every level of management and in every job. A way of
thinking called Kaizen is used as the structure for their ideas. Toyota also helps its surrounding
community with its environmental and volunteer philosophies.
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Exploring Culture Essay
In the small town of Georgetown, Kentucky, there stands the largest Toyota factory in
North America. According to Anne Harris, “The Toyota plant at Georgetown, Kentucky is the
Japanese manufacturer’s flagship facility in the United States” (2007). On the outside it may
look like any other factory with ordinary employees, but with its complex hierarchy, values, and
its use of kaizen (good change) and the Just-In-Time System, Toyota Motor Manufacturing of
Kentucky is a fine example of a cooperative working culture. Each employee works with others
to make sure that they make quality vehicles, satisfy customers, and improve their community
around Kentucky.
To explain the behaviors and attitude of the ideal Toyota employee, there are two basic
structures. Toyota’s Corporate Philosophy involving respect for the law, respect for others,
respect for the natural environment, meeting
customer expectations, and respect for
employees. To help employees follow this
philosophy, Toyota has created a set of five
values including encouraging professional
excellence, welcoming new challenges,
Toyota’s Five Values
encouraging teamwork, putting customers first,
and a global perspective.
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Although it’s hard to picture any human following a set of standards perfectly, Toyota
employees take the challenge to do so. These values turn them into a community of problem
solvers that work together to fix and develop machines and systems. These tactics force them to
share their ideas and expertise with each other to make sure any given task is completed
correctly.
Communication is an essential factor in a Toyota employee’s daily activities. In each
assignment they will be either working with someone or communicating their results to someone
looking over the assignment.
According to Johnathan Risner, a Group leader at TMMK, the tone used while speaking
to any person in the plant can change depending on the situation.
“So usually in a management position, people above me need to know information. They
need to know direct information. So usually, when I’m talking to them about something
work related, it’s usually very assertive, on point and what they need to know. If there’s
any questions after, they can ask me after, but I try to give them information as quickly as
possible.” (Johnathan Risner, personal communication, September 25, 2014).
Communication won’t always be direct. When a shift ends, a leader from the shift before
will have to record any messages regarding significant events such as complaints from customers
or safety issues. Also, not all communication in the plant is purely work. Getting to know coworkers can help strengthen teamwork and trust. Some employees in management positions try
to get to know their employees to better understand their work habits.
When mistakes are made in the plant, it us up to the employee to communicate to their
manager, or other employees on their level, about how they are going to fix the problem. John
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Arthur, a team leader at TMMK stated, “Well, you know, normally I will… directly ask them
what happened. Once we figure out what the root cause of the problem is we will fix it. Together
we’ll try to fix it.” (John Arthur, personal communication, September 25 2014). The most
important person for a Toyota employee to communicate with is the person above them. They
can provide the manpower, or brainpower, to help solve the problem. In the Toyota Code of
Conduct (2006) it is stated, “As valuable contributors to TOYOTA, we should each also
endeavor to fully utilize our capabilities and to put forth our best efforts in all matters in order to
strengthen and build TOYOTA’s business performance globally.” (p. 8)
Despite being in the U.S. TMMK developed most of its structure from its Japanese roots.
Because of Japanese management influence the management hierarchy consists of thirteen
positions ranging from President
to Team Members. Group leaders
and team leaders are responsible
for managing all production
related activities. Group leaders
have management over about
thirty individuals, including team
leaders, whom have about seven
Diagram of Japanese Toyota Management Hierarchy
individuals to look after.
Team leaders are different than bosses in other industries in the fact that they can perform
every job of the people in their team, and are an essential part of keeping the team at full power
each day. They are also required to be able to teach their skills to newcomers.
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This hierarchy structure puts emphasis on the word team. No matter what happens in the
factory, it involves a team, and team managers. Even the president is the head of a team of vice
presidents. In Toyota’s Corporate Philosophy, they encourage cooperation because it helps
employees realize their full potential. An element used to encourage this multilayered culture is
kaizen.
Kaizen is a method to help companies improve continuously if done correctly. (Smadi,
2009, p. 203-211). Everyone works together to keep finding new ways to better their
establishment. Robert Maurer (2013) explains it like this:
Kaizen has two ingredients. One is to train each employee to come to work each day
looking for ways to improve the process and/or the product. The second ingredient is that
all improvements have one purpose in mind, which is to serve the customer. (p. 1)
An example of this way of operating is when a line worker notices a mistake on a vehicle.
Even the smallest dent in the metal can cause problems down the road, so employees are trained
to stop the building process until the problem is either fixed or removed. The cost of stopping the
line at that moment will not only protect customers but also save them from wasting any more
supplies on that specific vehicle. Small investments like this help Toyota save money to invest in
better equipment and higher salaries for their employees. As stated in the Toyota Code of
Conduct (2006), “TOYOTA endeavors to improve its business performance in order to make it
possible to provide equal employment opportunities and to maintain fair and stable working
conditions.” In return, the employees help the plant improve even more.
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TMMK employees are also trying to improve the world outside of the factory. According
to the Toyota Code of Conduct, Toyota itself is thought of as a member of the community, and
because of this it must fulfill its duties as a citizen. It is stated in Toyota Code of Conduct (2006):
Through its business, TOYOTA creates close relationships with society and its
stakeholders (customers, shareholders, local communities, etc.). Based on the basic
understanding that “as a member of society, the company engages in business that
contributes to society”, TOYOTA operates its business in an open and fair manner. (p.
15).
Toyota’s Volunteers In Place (VIP) program helps put employees out in the community
to help a variety of charities of their choice. As explained in Toyota Volunteers in Place
Program,
For many of TMMK team members volunteering is a way of life — whether it's
volunteering to build a Habitat House, being a Big Brother or Big Sister, or a scout
master for Boy Scouts or Girl Scouts, many team members at TMMK are actively
involved in their communities. (“Volunteers In Place Program,” n.d., para. 2).
Toyota makes sure to reward these employees by honoring them at a recognition dinner.
On top of this, the charity of their choice is given money based on the amount of hours that
employee, or group of employees, has worked. Through this, charities have been given over
$50,000 and tens of thousands of volunteer hours. “Through volunteerism, TMMK and its team
members work together to make their communities stronger, healthier and a better place to live”
(“Volunteers IN Place Program,” n.d., para. 6).
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Knowing that they helped an organization, both physically and economically, can keep
Toyota employees feeling like they are making a difference to other members of their
community. On top of this, members of the outer community will gain more respect for Toyota
and the members of its inner community.
Toyota has also reached out to other organizations in the community, such as the Scott
County Board of Education, the University of Kentucky, and the Kentucky Historical Society.
Instead of paying property taxes, Toyota pays the Scott County Board of Education the amount
of money equal to its property taxes each year. (“Corporate Citizenship,” n.d., para. 7). The
University of Kentucky was gifted $1 million in 1989 to help increase the amount of books in its
libraries. (“Corporate Citizenship,” n.d. para. 9). Another $1 million was gifted to the Kentucky
Historical Society. (“Corporate Citizenship,” n.d., para. 12).
TMMK helps out the community with more than money and volunteers. They run a
daycare center and a gym for employees and family members. They also provide traffic safety
education and disaster and crime prevention activities. Also, in the case of an actual disaster,
Toyota, will help other communities to recover. (Toyota Code of Conduct, 2006, p. 18).
In terms of environment, TMMK has adopted the EARTH CARE policy, which is a set
of goals for Toyota employees to follow to both be aware of and protect the environment.
(“Toyota And The Environment,” n.d., para. 2).
TMMK employees are expected to use what they need and only what they need. They
follow the Just-In-Time philosophy, which means “making ‘only what is needed, when it is
needed, and in the amount needed.’” (“Toyota Production System,” n.d., para. 1). This system
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requires employees to plan ahead before starting any project, so that they can complete it with
the least amount of waste possible.
The Toyota plant in Georgetown hires employees no matter what ethnicity. The Toyota
Code of Conduct (2006) states that it will not discriminate against its employees or take away
their rights (p. 8). The employees of TMMK are considered to be some of the most diverse of
1,000 top companies in the United States. Not only was it rated among the top 40 Best
Companies for Diversity by Black Enterprise (News at TMMK, 2007), but it is also included
among DiversityInc.’s Top 50 Companies for Diversity, the Human Rights Campaign "Best
Places to Work Corporate Equality Index”; inducted into the Billion Dollar Roundtable for
spending 41 billion annually on supplies from ethnic and women-owned vendors; and has won
the “Corporation of the Year” award and “Distinguished Supplier Diversity Award” from the
National Minority Supplier Development Council (NMSDC) and the Minority Business
Development Agency (MBDA). (Toyota Named Among Best, 2007).
Kaizen, the five values, advanced hierarchy system, waste management system,
and environmental philosophy helps make Toyota its own culture that separates itself from the
slave labor of the stereotypical factory. TMMK goes far beyond what any business is expected to
do for its community and its employees. Its employees of every ethnicity and personality work
together, both in the factory and around the community, to make their mass production system
run, and help the world in creating a successful and productive place to live. Over all, TMMK is
a community within a community.
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Bibliography
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14-19. doi:10.1049/me:20070103
[Image of Toyota’s Five Values]. Retrieved September 10, 2014 from http://www.toyotaindustries.com/corporateinfo/philosophy/
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