SCRIPT: Toyota

Main Host: Katrina Salan

Speaker 1: Princess Yumang
Speaker 2: Ella Yadao
Speaker 3: Andrea Sapno

Main host:
Greetings, everyone! We are warmly welcoming you to our video presentation about common practices
in business organization. The purpose of this presentation is to let us and let other ABM students
analyze, understand, and have idea about the common business practices. Without further ado, let us
start discussing:

(voice record only): Common Business Practices in Japan: Toyota

Narrator:
It is safe to say that every business organization has its own business practices, let alone business
practices between every country. The culture of Japan is well known around the world, including its art,
cuisine, music, and popular culture which encompasses prominent comic, animation and video game
industries, but what about its business practices? Within this presentation, we would teach you the
business practices of Japan's biggest company, Toyota.

Speaker 1: Toyota developed its own business practice that involves 8-step problem solving process.
It was introduced way back 2001 by Fujio Cho after the Toyota Way Training which put the Toyota Way
into action.

(voice record only): As per Toyota's practice, the 8-step problem solving process will always be used
regardless of the problem. This means that even if it's the largest earthquake in the history of Japan or
making one workstation more efficient, the same method will be used regardless of the scale of the
problem.
Speaker 2: The first step of Toyota's business practice is to clarify the problem versus the ideal state.
The true north for Toyota involves being the best producer in the world of mobility solutions.

The second step is, you need to grasp the present situation and see the gaps. You have to accept that as
humans we are far from perfect. When the gaps are evident, we're going to clarify the challenge that we
face.

and that leads us to step 3, Set a target. It involves breaking the problem into smaller actionable
problems with more modest but still aggressive, challenging targets.

Speaker 3: Step 4 comes next. Analyze the root cause. It is very important to know what the
underlying causes are. In that way, we could find the causes for the problem we're going to work on
next.

Step 5 is to develop countermeasures. Select countermeasures that you have prioritised that have the
most likely chance of succeeding. Regarding countermeasures you could, in fact, say that what, when,
and who, are part of the doing, or you could say they are part of the planning.

Speaker 1: For the sixth step, see countermeasures through. With united efforts, implement
countermeasures with speed and persistence and never give up in seeking to eliminate the root cause.

Step 7, Evaluate both results and processes. It is said that in this step, you need to evaluate from three
perspectives: Customer's, Toyota's, and Your Own.

and for the last and eighth step, standardize successful processes. Set successful processes as new
standards or the YOKOTEN as it was mentioned in Nihongo.

Main host:
And that's all for our presentation! We hope you learned a thing or two. I'd like to thank our speakers
for tackling the 8-step problem solving process of Toyota as its business practice. And also, I'd like to
thank you for listening. Again this is Common Business Practices in Japan: Toyota.