All of us know about the core competency theory as a harmonised combination of multiple resources and skills that distinguish a firm in the marketplace and becomes a foundation for establishing the company's competitiveness.(click here to know more). The core competency theory was proposed by late Prof C K Prahlad of the Ross School of Business, University of Michigan with Gary Hammel in 1990. For example, General Electric's core competence is in high technology electrical and mechanical parts, that of IBM is in the area of computation.
|Core competency theory, Late Prof. C K Prahlad,|
pic courtesy Bizztro ..
What we observe in Toyota is a deviation from the core competency of Toyota in automobile production.
2. Maintaining Food Quality and Safety Management system is a major task all by itself. Why did Toyota have to undertake this additional burden on itself when it is very clearly evident it is not going to give them any cost advantage or market advantage ?
2. Lean is also very much concerned with having great concern for their employees, nurturing them, guiding, hand holding and enabling them to reach greater potential. Offering them great quality food is part of the game ..
3. There is great scope of learning for the rest of the world to from the much acclaimed Toyota Production System as to how they can reduce wastes in food processing from the procurement, preparation, processing to consumption stages.
5. It will also be an eye opener for the rest of the major food processing companies of the world to learn how to manage food raw material suppliers and the raw materials supply chain.
Naturally what we Indians are interested in knowing is - whether ISO 21000 is special only to Toyota Kirloskar plant in Bidadi, Karnataka India or do all Toyota plants across the world have similar food quality certification standards as an extra step to perfection in Lean manufacturing and to show genuine concern for the employees of the organisation ?