Toyota Georgetown

Key Idea
"We've got nothing, technology-wise, that
anyone else can't have. There's no secret Organizations are
Toyota \\\
Quality Machine out there. The quality learning that to satisfy
machine is the workforce -- the team members on customers, they must
the paint line, the suppliers, the engineers -- first satisfy employees.
everybody who has a hand in production here
takes the attitude that we're making world-
class vehicles."

Key Workforce-Focused Key Workforce-Focused Practices for Performance

Practices for Performance Excellence
Excellence
•Assess workforce engagement and satisfaction
•Understand the key and use results for improvement. •Assess
factors that drive workforce capability and capacity needs and use
workforce engagement, the results to capitalize on core competencies,
satisfaction, and address strategic challenges, recruit and
motivation. retain skilled and competent people, and
accomplish the work of the organization.
•Design and manage work
and jobs to promote •Make appropriate investments in development
effective communication, and learning, both for the workforce and the
cooperation, skill organization's leaders. •Manage career
sharing, empowerment, progression for the entire workforce and
innovation, and the succession planning for management and
ability to benefit from leadership positions.
diverse ideas and thinking
of employees and develop Evolution of Workforce Management
an organizational culture
conducive to high • Taylor system and scientific management -
performance and Improved productivity
motivation. -Changed manufacturing work into series of
•Create an environment mundane and mindless tasks
that ensures and improves - Promulgated adversarial relationships between
workplace health, safety, labor and management
and security, and supports
the workforce via - Failed to exploit the knowledge and
policies, services, and creativity of the workforce
benefits.
Workforce Management
•Develop a performance
management system based on •Workforce management (which has also been
compensation, recognition, widely known as human resource management, or
reward, and incentives HRM) consists of those activities designed to
that supports high provide for and coordinate the people of an
performance work and organization. -determining the organization's
workforce engagement. workforce needs;
-assisting in the design of work systems; -
recruiting, selecting, training and
developing. counseling, motivating, and
-handling other
rewarding employees;
matters of
employee well- -acting as a liaison with unions and
being. government organizations; and
-handling other matters of employee well-
Workforce Engagement and Motivation
•A survey of 55,000 workers by the Gallup Organization found that four key
employee attitudes, taken together, correlate strongly with higher profits:
-Workers feel they are given the opportunity to do what they do best every
day.
-They believe their opinions count.
-They sense their fellow workers are committed to quality.
-They've made a direct connection between their work and the company's
mission.

Workforce Engagement Key Idea

•The extent of workforce commitment,
both emotional and intellectual, to
accomplishing the work, mission, and
vision of the organization.
Engaged workers
-find personal meaning and
motivation in their work,
-have a strong emotional bond to
their organization, are actively
involved in and committed to their
work,
-feel that their jobs are important,
know that their opinions and ideas
have value, and
Organizations with high levels of
workforce engagement are often
characterized by high-performing
work environments in which people
are motivated to do their utmost for
the benefit of their customers and
for the success of the organization.
Advantages of Workforce Engagement
•Replaces the adversarial mentality
with trust and cooperation
•Develops the skills and leadership
capability of individuals, creating
a sense of mission and fostering
trust

-often go beyond their immediate job • Increases employee morale and

responsibilities for the good of the
organization.
Employee Involvement (El)
Any activity by which employees
participate in work-related
decisions and improvement
activities, with the objectives of
tapping the creative energies of all
employees and improving their
motivation.
commitment to the organization
•Fosters creativity and innovation,
the source of competitive advantage
•Helps people understand quality
principles and instills these
principles into the corporate
culture
•Allows employees to solve problems
at the source immediately
• Improves quality and productivity

Motivation Motivation - an individual's response to a felt need

-Theories
•Content Theories (Maslow; MacGregor3B Herzberg)
•Process Theories (Vroom; Porter & Lawler)
•Environmentally-based Theories (Skinner; Adams; Bandura, Snyder, &
Williams)
Key Idea
There is no such thing as an
unmotivated employee, but the system
within which people work can either
seriously impede motivation or
enhance it.
Work and Job Design
• Work design refers to how employees
are organized in formal and informal
units, such as departments and teams.
•Job design refers to
responsibilities and tasks assigned
to individuals.
Enhancing Work Design
Job enlargement – expanding workers'
jobs Job rotation - having workers
learn several tasks and rotate among
them
Job enrichment - granting more
authority, responsibility, and
autonomy
Successful Empowerment
•Provide education, resources, and
encouragement
•Remove restrictive
policies/procedures
•Foster an atmosphere of trust
•Share information freely
•Make work valuable
•Train managers in "hands-off"
leadership •Train employees in
allowed latitude
Teams Team - a small number of
people with complementary skills who
are committed to a common purpose,
set of performance goals, and
approach for which they hold
themselves mutually accountable
Designing High-Performance Work
Systems
•High-performance work refers to work
approaches used to systematically
pursue ever-higher levels of overall
organizational and human performance.
•High-performance work is
characterized by flexibility,
innovation, knowledge and skill
sharing, alignment with
organizational directions, customer
focus, and rapid response to changing
business needs and marketplace
requirements.
Key Idea
The design of work should provide
individuals with both the intrinsic
and extrinsic motivation to achieve
quality and operational performance
objectives.
Empowerment
Giving people authority to make
decisions based on what they feel is
right, to have control over their
work, to take risks and learn from
mistakes, and to promote change.
"A sincere belief and trust in
people."
Types of Teams
•Management teams
•Natural work teams
•Self managed teams
•Virtual teams
•Quality circles
•Problem solving teams
•Project teams
Six Sigma Project Teams
• Champions - senior managers who promote
Six Sigma
•Master Black Belts - highly trained
experts responsible for strategy,
training, mentoring, deployment, and
results.
•Black Belts - Experts who perform
technical analysis
•Green Belts - functional employees
trained in introductory Six Sigma tools
• Team Members – Employees who support
specific projects
Developing and Empowering
Teams
• Teams are generally formed
in organizational settings by
direction from a manager,
leader, or governing body.
-They are typically given a
broad objective. -The team may
also be given a time frame and
resource limits, if it is a
project team.