>>>>> SUCCESS STORIES <<<<<
Organizational Change Management Enterprise Resource Planning
CHALLENGE
In 2014, Toyota North America launched a strategic objective, “One Toyota” to create more unified operations in North America, in part, by bringing together its quality engineering, sales, marketing, financial services, and corporate functions into one single new headquarters location in Plano, TX. As part of the “One Toyota” initiative, TEMA merged with Toyota Motor Sales, USA (TMS), and Toyota Motor North America, Inc. (TMA), which controlled Toyota’s corporate functions, to form Toyota Motor North America.
While the three companies continue to exist in legal name, they operate as one company, at the new campus in Plano, Texas. This transformation integrated and connected regional and corporate-wide employees and provided the same benefits, processes and policies ensuring that all TMNA employees would have the same employee experience. Our plan created a fair hiring and promotion process, validated pay equity and revisited and improved employee benefits.
SOLUTION
Digital Transformation and Enterprise Resource Planning (ERP) implementations rely on a business centered approach to achieve success and mitigate risk. We started with a robust business case including key success factors as performance indicators and a realistic roadmap to achieve results.
While ERP technology is foundational, we recognized the importance of embracing all business change drivers to achieve success like processes, policies, organization, roles, reporting, and analytics. Our consultants then built a robust business case for the teams to plan strategically for the future.
RESULTS
- Restructuring of Toyota’s Senior Executive Leadership and Operations
- Cultural realignment towards a single, regional framework
- Divisional reorganizations supporting labor cost savings and corporate realignment
- Consolidation of subsidiary administrative functions
- Implementation of common standards for job levels, work rules, payroll rules, and benefits
- Implementation of regional procurement solution to address dissimilar authorization policies, spend categories, vendor management policies and tools, and purchasing tools
- Deployment of common IT standards for identifying management, technical support, and other areas
- Adoption of accounting, budgeting, and analytic solutions to support executive decision making
- Launch of regional ERP platform
Operational
Excellence Finance
CHALLENGE
When Toyota North America launched a strategic objective, “One Toyota” to create more unified operations in North America, they hired Directed Action, Inc. (DAI) to guide the transformation.
The project brought together their quality engineering, sales, marketing, financial services, and corporate functions into one single new headquarters location in Plano, TX. TEMAmerged with Toyota Motor Sales, USA (MS), and Toyota Motor North America, Inc. (TMA), which controlled Toyota’s corporate functions, to form Toyota Motor North America.
Over 2 Billion dollars was spent building the new corporate campus, moving 4,000 Toyota team members to Plano, Texas and hiring 1,000 new local team members to work together under the new “One Toyota” model. The newly appointed regional CFO of Toyota needed a blueprint for building a team to enable governance, communication, and talent management capabilities for the newly formed Accounting and Finance organization which was comprised of legacy employees from the sales and manufacturing organizations as well as new employees hired from the local area.
SOLUTION
DAI provided that blueprint.
DAl consultants recognized that organizational dynamics were influenced by strong legacy cultures. In order to seamlessly incorporate the new staff, we had to be sensitive to the fact that newly promoted employees now served in supervisory and management positions.
In addition, there were many new hires, a realigned organizational structure and emerging corporate expectations for accounting and finance.
RESULTS
As part of the blueprint, our consultants
- Established an accounting and finance vision and strategy including
- Defining corporate objectives
- Aligning accounting and finance values with cultural priorities,
- Creating annual business objectives (Hoshin) to support corporate priorities and accounting and finance transformation strategy
- Created a regional talent management program with a talent management framework that incorporates
- Comprehensive training, focusing on business strategy, employee training and development
- Consistent reinforcement of culture values
- Rotation and succession planning
- Training and development
- Followed a new communications strategy including clearly defined roles for stakeholders, key messages, and channels
- Established business partnering groups that work on sourcing, business development, rotational programs, and succession