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TRAINING & DEVELOPMENT

AT

TOYOTA.

PRESENTED BY:

VINAYAK SONAWANESONAM MORE

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BACK GROUND/ FORMATION OF TOYOTA:

In Aug, 2007 one of the worlds leading automobile manufactures, Toyotamotor corporation (TMC) announced its joint venture in India.

Toyota Kirloskar Motor Private limited (TKML) had set up a technicalschool called Toyota Technical Training Institute (TTTI) on the out skirtsof Bangalore, India.

The company said that (TTTI) was meant for those who had passed out ofmiddle school (class10) but could not continue their education due tofinancial or other constraints.

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ABOUT TTTI : The TTTI was established at a cost of Rs.220

million. The institute was spread across a 48,726 sq.m

area within the premises of the Toyota kirloskarmotor at Banglore.

The institute offered 4 practical oriented coursesin painting,welding,automobile assembly and

mechatronics. The institute would train approximately 180

trainees across the three academic years. It intially started its operations with a total staff

strength of 25,including 17 teaching staff.

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TRAINING TECHIQUES: (TOYOTA) Informational presentation

On the job trainingSimulation Method: case studies,role

plays,games etc.Sensitivity training

Multimedia Training/e-learningAssessment centres,development centres360 degree feed backKanban technique.

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EVALUATION OF TRAINING: (TOYOTA)Evaluation involves the assessment of the

effectiveness of the training programs.

This assessment is done by collecting datawhether the participants were satisfied

with the deliverable of the trainingprogram, whether they learned something from the training and are also ableto apply those skills at their work place.

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BENEFITS OF TRAINING EVALUATION: (TOYOTA)

Evaluation acts as a check to ensure that thetraining is able to fill the competency gaps withinthe organisation.

Some of the training evaluation are as under:

Ensures accountability: Training evaluationensures that training programs comply with thecompetency gaps and that the deliverables arenot compromised upon.

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CONTD....

Check the cost: Evaluation ensures that thetraining programs are effective in improving thework quality, employee behaviour,attitude anddevelopment of new-skills with the employeewithin a certain budget.

Feed-back to the trainer:

Evaluation also acts as a feed back to the traineror the facilitator and the entire training process.

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SPECIAL TRAINING PRATISCES/PROGRAMS: (TOYOTA)Diversity awareness training:

Handling work force diversity is one of the emergingchallenges for organisations in the 21stcentury.

Diversity awareness training is necessary to increasethe competiveness and the general competency of

the organisation.

Creativity Training: Toyota use experimental learning,brainstorming sessions to compel the employeesthink out of the box and thus bring out the latestcreativity in them.

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STAGES OF TRAINING PROGRAM ATTOYOTA:

The success of a training program isevaluated in terms of the end result or the

increase in the work ability, skill orcompetency in the trainee.

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The process of training begins with the needs of assessmentstage. The aim of the assessment stage is to understand whethertraining is required or not.

Once the training needs analysis is complete, the next stage isthat of development. This stage involves the development ofcontent and the training material.

The most important stage and perhaps the least talked upon fromthe training process is the delivery.

Evaluation is the last stage in the training process and moreimportant from the perspective of evaluation of the effectivenessof training.

The most effective tool in Toyota for evaluation of training is theKirk Patrick model of Evaluation.

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IMPORTANCE OF TRAINING & DEVELOPMENT: (TOYOTA) Optimum utilization of human resource Development of human resource

Development of skills of employees Productivity Team-spirit Organization culture Organization climate Quality

Healthy work environment Health & safety Morale Image Profitability.

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THANK-YOU