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he entire life cycle of the vehicle from production to disposal, Eco-VAS has been introduced on all new vehicle models and redesign since 2007.Toyota also applies life cycle assessment to its packaging design. In 2007, it co-developed and began using the Environmental Packaging Impact Calculator (EPIC) to quantify and assess the environmental impacts and financial costs of packaging systems used at logistics sites. (Brian Black, 2006 p-177)

Toyota manufacturing sites have taken their EMS one step ahead by enhancing EMS (eEMS). It is the first global initiative taken by Toyota (Japan).

Toyota's manufacturing operations have minimized impact on the environment through action plans, enhanced environmental management systems and eco-plant plans. This model plant in North America will start operating in 2010. This cutting edge plant will operate an innovative assembly line. The plant's eco-plant plan has been completed, and includes measure to reduce CO2 and VOC emissions, reduce water consumption, achieve zero waste to landfill, and manage waste by introducing recyclable products.

员工培训:——Employee Training:

A common expression heard around Toyota is 'We do not just build cars; we build people'

Toyota give training to all its employees in EMS awareness and in some functional topics like hazardous waste disposal is critical to the continued success of the EMS, and ability to achieve leading levels of environmental performance. And this is all because of strong EMS that promotes continual improvement. To understand the training and development strategy in the Toyota culture, we have to distinguish the roles and functions of each layer of the organization. There are four levels: Team member, team leader/group leader, manager, and general manger/vice president. (Jeffrey/Michael 2008 p-137-138)

If any variation comes into standardize work, the team leader come into action and by using their problem solving skill to solve the problem and bring the process into standard. For the improvement of this kind of skill for the team member, team leader focuses primarily on work place organization, standardized work, problem solving and more problem solving. Training at Toyota builds upon itself layer by layer. The team leader learns the basic organization foundational tools. Adding the Toyota Job Instruction as a tool by the team leader, it begins to instruct the problem solving process. Teamwork skills and communication are also added to into learning of these tools in order for the values and trust to be reinforced during the improvement process. If there is mutual respect and trust is established the problem solving improved.

Figure 5.3: Toyota Training and Development Strategy: Roles, Focus & Tools source: Toyota culture, the heart and soul of Toyota way

There are some training institute which are developed by Toyota in January 2002, at Toyota's headquarters. It runs two programs - one for developing global leaders and other for the developing global trainers capable of instructing other associates in Toyota way basis like problem solving, on the job training and policy deployment. Other institutes are Global Knowledge centre, Global production centre, University of Toyota. These all institutes provide training and education both at managerial as well a本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。