IDEAS home Printed from https://ideas.repec.org/a/ids/ijhrdm/v10y2010i1p34-50.html
   My bibliography  Save this article

Human Resource development in Toyota culture

Author

Listed:
  • Jeffrey K. Liker
  • Michael Hoseus

Abstract

Companies throughout the world are engaging in 'lean' programs for manufacturing, product development, office work, and even the enterprise following Toyota as a model. The goal is to eliminate waste. Generally speaking these programs have had success at driving impressive dollar savings, but we believe the results are still far below what is possible and generally not sustainable. The problem is a fundamental misunderstanding of what has made Toyota so successful. For Toyota the goal is always to be the best at cost, quality, delivery, safety, and morale through engaging people in continuous improvement. This paper summarises how they do that through an exceptional Human Resource (HR) development system.

Suggested Citation

  • Jeffrey K. Liker & Michael Hoseus, 2010. "Human Resource development in Toyota culture," International Journal of Human Resources Development and Management, Inderscience Enterprises Ltd, vol. 10(1), pages 34-50.
    • Handle: RePEc:ids:ijhrdm:v:10:y:2010:i:1:p:34-50
    as

    Download full text from publisher

    File URL: http://www.inderscience.com/link.php?id=29445
    Download Restriction: Access to full text is restricted to subscribers.
    ---><---

    As the access to this document is restricted, you may want to search for a different version of it.

    Citations

    Citations are extracted by the CitEc Project, subscribe to its RSS feed for this item.
    as


    Cited by:

    1. Florian Magnani & Valentina Carbone & Valérie Moatti, 2019. "The human dimension of lean: a literature review," Post-Print hal-03349359, HAL.
    2. Costa, Federica & Lispi, Leonardo & Staudacher, Alberto Portioli & Rossini, Matteo & Kundu, Kaustav & Cifone, Fabiana Dafne, 2019. "How to foster Sustainable Continuous Improvement: A cause-effect relations map of Lean soft practices," Operations Research Perspectives, Elsevier, vol. 6(C).
    3. Reynold James & Dinh Nhu Anh, 2013. "Adopting Japanese lean practices into the Vietnamese context: Slow and steady is the sure way to go," HO CHI MINH CITY OPEN UNIVERSITY JOURNAL OF SCIENCE - ECONOMICS AND BUSINESS ADMINISTRATION, HO CHI MINH CITY OPEN UNIVERSITY JOURNAL OF SCIENCE, HO CHI MINH CITY OPEN UNIVERSITY, vol. 3(1), pages 14-28.
    4. Peter Hines & Florian Magnani, 2024. "The people value stream: an extension to lean," Post-Print hal-04508347, HAL.
    5. Kull, Thomas J. & Yan, Tingting & Liu, Zhongzhi & Wacker, John G., 2014. "The moderation of lean manufacturing effectiveness by dimensions of national culture: Testing practice-culture congruence hypotheses," International Journal of Production Economics, Elsevier, vol. 153(C), pages 1-12.
    6. Bortolotti, Thomas & Boscari, Stefania & Danese, Pamela, 2015. "Successful lean implementation: Organizational culture and soft lean practices," International Journal of Production Economics, Elsevier, vol. 160(C), pages 182-201.
    7. Amal Benkarim & Daniel Imbeau, 2022. "Investigating the Implementation of Toyota’s Human Resources Management Practices in the Aerospace Industry," Merits, MDPI, vol. 2(3), pages 1-20, July.
    8. Jorge Iván Pérez-Rave & Rafael Fernández Guerrero & Andrés Salas Vallina & Favián González Echavarría, 2023. "A measurement model of dynamic capabilities of the continuous improvement project and its role in the renewal of the company’s products/services," Operations Management Research, Springer, vol. 16(1), pages 126-140, March.
    9. O. B. Tomilin, 2023. "Critical Review of the University Management Practices Evolution," University Management: Practice and Analysis, Federal State Autonomous Educational Institution of Higher Education «Ural Federal University named after the first President of Russia B.N.Yeltsin»; Non-Commercial Partnership “University Management: Practice and, vol. 27(3).

    Corrections

    All material on this site has been provided by the respective publishers and authors. You can help correct errors and omissions. When requesting a correction, please mention this item's handle: RePEc:ids:ijhrdm:v:10:y:2010:i:1:p:34-50. See general information about how to correct material in RePEc.

    If you have authored this item and are not yet registered with RePEc, we encourage you to do it here. This allows to link your profile to this item. It also allows you to accept potential citations to this item that we are uncertain about.

    We have no bibliographic references for this item. You can help adding them by using this form .

    If you know of missing items citing this one, you can help us creating those links by adding the relevant references in the same way as above, for each refering item. If you are a registered author of this item, you may also want to check the "citations" tab in your RePEc Author Service profile, as there may be some citations waiting for confirmation.

    For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: Sarah Parker (email available below). General contact details of provider: http://www.inderscience.com/browse/index.php?journalID=15 .

    Please note that corrections may take a couple of weeks to filter through the various RePEc services.

    IDEAS is a RePEc service. RePEc uses bibliographic data supplied by the respective publishers.