Training and Development at Toyota Motor Manufacturing of Indiana Essay

Training and Development at Toyota Motor Manufacturing of Indiana (TMMI)The main problem that Toyota Motor Manufacturing of Indiana, commonly known as TMMI, faces in the raising and development of its employees is getting their group leaders trained. This course is structured so the group leaders can learn decision-making, leadership, communicating, problem-solving, and analytical skills to bridge the gap amid the upper management and the team members on the assembly line. The problem with getting group leaders trained is the fact that they also work on the line. The employment of vehicles is the primary reason they are there, and it is very hard to pull them away from the line to train them. This does not make sense in an automobile manufacturing plant, alone the production of vehicles gets in the way of the training of group leaders. Kirkpatricks A Practical Guide for Supervisory Training and Development mentions that the main issue with on-the-job training is the actual job itself. On-the-job training is the main type of training that is used at this time, so TMMI is up to speed with everyone else with the training program they are using. It is just a matter of getting the bugs worked out of the program since they are such a refreshful company.TMMI is located in Princeton, Indiana, which is approximately 25 miles north of Evansville on Highway 41. They depression opened their doors in 1997 for the development of orientation. In February of 1998, team members started to enter the plant for the first time. In September of the alike year, the supervisory program was introduced at Toyota. To begin training, group leaders were brought from the Kentucky plant, as well as from Japan, in order to instill the correct corporate civilization into TMMIs team members. Some managers of the TMMI plant were sent to Japan for training at the Toyota headquarters. Toyota of Indiana was to specialize in the production of the Tundra pickup truck and this a but began in December of 1998. This was initially the only vehicle to be built in Princeton, but now the plant is being expanded to produce the new Sequoia sports utility vehicle that Toyota is adding to its line. The Siena mini van, which is currently made at the Kentucky plant, testament also be produced at TMMI in the near future. When the expansion is complete, Toyota will provide work for over 4300 Souther... ...ked together. It was easier once we knew how everyone elses work ethics and how they usually went close trying to solve problems and tackling assignments. The only thing that really changed about the way our group worked was we started taking initiative and grabbing parts of the project to finish. Overall, this project has been a huge learning experience for all of us. ReferencesDavis, Tom-TMMI Group Leader. Personal Interview. treat 2000.Kirkpatrick, D.L. (1971). A Practical Guide for Supervisory Training and Development. Reading, Massachusetts Addison-Wesley Publishing Company.Nowack, K.M., Hartley, J., and Bradley, W. (1999). How to Evaluate Your 360 FeedbackEfforts. Training & Development, Vol.53.Supervisory training program available. (1996). Air condition Heating & Refrigeration News, Vol.197, p.101. Uiterwijk, J. (1998). Test Center Comparison Web-based training solutions The virtual classroom Education is the key to a motivated and loyal workforce, but it is the first to go in a budget crisis. InfoWorld, Vol. 20.Wilson, Tracy-HR, Training and Development. Telephone Interview. January 2000.