PT. TOYOTA MOTOR MANUFACTURING INDONESIA
By : ARPANDI , Djoko SUBAGIO, Nugroho Budi SATRIAWAN
ISTIA QSF – O
The history of Toyota started in 1933 with the company being a division of Toyoda Automatic Loom Works devoted to the production of automobiles under the direction of the founder's son, Kiichiro Toyoda. Kiichiro Toyoda had traveled to Europe and the United States in 1929 to investigate automobile production and had begun researching gasoline-powered engines in 1930. Toyota Motor Co. was established as an independent and separate company in 1937. In 2003 Toyota had established a worldwide presence, as the company had sold 6.78 million unit.
In Indonesia PT Toyota-Astra Motor inaugurated on April 12, 1971. For over 30 years, PT. Toyota-Astra Motor has played an important role in the development of the automotive industry in Indonesia as well as creating jobs included in the supporting industry. Since July 15, 2003, TAM restructured into two companies, namely :
1. PT. Toyota Motor Manufacturing Indonesia which is the abbreviated TMMIN assemblers of Toyota products and exporter of Toyota vehicles and spare parts
2. PT. Toyota-Astra Motor as sales agent, importer and distributor of Toyota products in Indonesia
2. Toyota Ways
Toyota can achieve success as produses car number two in the world because Toyota apply Toyota’s 14 Management Principles . The Toyota Way is a set of principles and behaviors that underlie the Toyota Motor Corporation's managerial approach and production system. Toyota first summed up its philosophy, values and manufacturing ideals in 2001, calling it “The Toyota Way 2001.” It consists of principles in two key areas: continuous improvement, and respect for people. The two focal points of the principles are continuous improvement and respect for people (human development) . The principles relating to respect for people include ways of building respect and teamwork.
The 14 principles of The Toyota Way are :
1. Base your management decisions on a long term philosophy
2. Create continuous process flow to bring problems to the surface.
3. Use “pull” systems to avoid overproduction.
4. Level out workload (heijunka).
5. Build a culture of stopping to fix problems, to get quality right the first time.
6. Standardized tasks are the foundation for continuous improvement
7. Use visual control so no problems are hidden.
8. Use only reliable thoroughly tested technology that serves your people and processes.
9. Grow leaders who thoroughly understand the work, live the philosophy.
10. Develop exceptional people and teams who follow your company’s philosophy
11. Respect extended network of partners and suppliers by challenging improve.
12. Go and see for yourself to thoroughly understand the situation.
13. Make decisions slowly by consensus, but implement decisions rapidly
14. Become a learning organization through kaize
3. Development People in PT. TMMIN
Toyota's phenomenal success is a story known to the world of business.
How does Toyota continue to be successful through good times and bad. Including Toyota in Indonesia in times of economic crisis, it was Toyota Indonesia launched the family car with low price, Avanza Where the car is now becoming the most popular car in Indonesia. Starting with a tiered system of recruitment and quality, from high school or college studies, Tests Psikotest through three phases, HRD interviews and user interviews, even with a small project idea was raised at the time of hiring new employees. HRD is supported by the Plant and the Toyota school traveled all over Indonesia to find the best candidates.
3.1. New Employee
Authorized capital of persons who have the potential was developed at the start to join PT. TMMIN. that is the training scheme as follows :
For all levels, operators, engineering technicians and administrative employees even had to follow introduction trainings conducted during the week. This training generally providing provision of the Toyota culture; toyota characters, which contains the basic thinking on toyota, toyota values, such as priority customers, the company as a good citizen, respecting human values, mutual trust of employees and management, aware costs, and challenges, how to cultivate courage and creativity of employees. The second day is the 5S material, terori and aplikaisnya, create and execute the SOP to be part of the training day of the third and the fourth is practical in industry statistics. The last day of training provided and firefighter safety.
After this stage, each level of employees will follow a different training. At the executive level / operator will follow OrientationTraining for 2 weeks, which is observing the implementation of SOP on all fronts. After being awarded the theory and practice base for the field work, for example,; welding, assembling and stamping
To level technician come spearheaded the production of training given TBTP, for these technician is a modification of the standard training of TMC Japan that contains: kaizen, kanban, andon, pokayoke, taught also how to set up production heijunka, there is a standard work. There is one session that teaches Toyota production system, and the session is crucial to solving the problem is 7 tools. At the level of manager or engineering, such as Toyota others around the world Toyota Indonesia is emphasized in order to be a good teacher for his men, so not only qualified in the field of management in the field of technique alone but should also be developed.
The first training after the introduction that is ABTP, Astra Basic training program comprising; Toyota Astra and Culture, PDCA, Team Work, Motivation, Man Management, Financing Management, System Information Industry, Effective Communication and Safety organization.
Before starting work that become their responsibilities, new employees must follow the On the Job training, working under the guidance of a competent person in his field and HRD. Distinguishing between levels only in making the report and the depth of the material. Special engineering in the early entry has been challenged by the project.
3.2. Up Grading Employee
Any employee who will ride a higher level, must collect a number of points increase and improvement as a condition was also tested with the improvement project that could save you some money to the company. Competence in engineering at upgrading the standard based on TMC that has been tailored to the interests of the Astra. This competency standard is always preceded by training in classroom practice in the laboratory and observations of its application in the field where the employee works. To level managers involved in international project under the coordination of TMC, usually Indonesia in cooperation with Toyota Thailand and Japan to work on regional projects. Upgrading can be run properly due to PT Toyota Motor Manufacturing Indonesia there are 8-point implementation of people development that is:
1. Clear goals
2. Decision making authority
3. Accountability and responsibility
4. Effective leadership
5. Training and development
7. Organisational support
8. Rewards for team success
A common expression heard around Toyota is, “We do not just build cars; we build people.”. Every new product development program, every prototype, every quality defect in the factory, and every kaizen activity is an opportunity to develop people. Developing exceptional people is Toyota’s number one priority. This has become ingrained throughout the company as a cultural value of the Toyota Way. It is a concept frequently talked about in other companies, but it is one that is rarely practiced.
Jeffrey K.Liker, Devid P.Meier, Toyota Talent, McGraw Hill, New York, 2007
Shimokawa Koichi, Javan and the Global Automotive Industry, Cambrige Univiversity Press, Cambrige, 2010
Manual of TBTP D3 technician Program 2007
Manual of ABTP 2010