TOYOTA
TOYOTA Laura Carrion - Toyota de Puerto Rico Janet Mebust, CBCP - Toyota USA
Where is Puerto Rico?
Why Puerto Rico vs. others?
1
Why Puerto Rico? • High risk • Import, distribution, sales and finance all interrelated. • 36% market share
Gengi gen butsu – go to the source • Learn the scope of the business conducted at TDPR • Identify the known hazards and risks • Engage municipal authorities • Understand cultural differences
2
Objectives of the First Trip • Meet the management team • Tour the facilities • Familiarization with immediate area • Meet with appropriate public officials • Determine the next steps to begin the BC Program
Business Continuity for Toyota of Puerto Rico Where we were and what we achieved
What we had… • “Light” preparedness – Mostly focused on the facilities side – Vulnerabilities were not identified – Management was not aware of the possible impact of business interruption
• Reactive actions – after the event action
3
Initial Experience • Corporate is here to help us… • Eye opening – We are not as protected as we thought – What processes are really critical for business
• Contacts with government agencies
We started working…. • • • •
Vulnerabilities “exposed” Resistance to go deep Exercises to understand Coaching to make it happen
The Plan develops… • • • •
The 1st Table Top Kaizen - Continuous improvement More Table Tops Communications
4
The opportunity came… • Hurricane Preparedness - close calls
• Labor union strike – ports closed
The opportunity came… • Government closed down - 2 weeks
Lessons learned…. • Use what is needed for the situation • Improve the plan with event experiences • Table Tops – Keep the momentum
5
Added Value to Toyota of Puerto Rico • Awareness – CO-responsibility – Team efforts
• Build preparedness • Management Commitment
Lessons Learned at Corporate • Respect the local culture • Respect local business needs – Timing/Schedule – Language – Laws and regulations
• Respect what they have; don’t disrespect what they don’t have
Added Value to Corporate • Improved communications – Business Continuity Bulletin
• Better business & cultural understanding – Mutual respect
• Seeing from the “other side” – Operations vs. corporate
6
Where is Puerto Rico?
Why Puerto Rico vs. others?
1
Why Puerto Rico? • High risk • Import, distribution, sales and finance all interrelated. • 36% market share
Gengi gen butsu – go to the source • Learn the scope of the business conducted at TDPR • Identify the known hazards and risks • Engage municipal authorities • Understand cultural differences
2
Objectives of the First Trip • Meet the management team • Tour the facilities • Familiarization with immediate area • Meet with appropriate public officials • Determine the next steps to begin the BC Program
Business Continuity for Toyota of Puerto Rico Where we were and what we achieved
What we had… • “Light” preparedness – Mostly focused on the facilities side – Vulnerabilities were not identified – Management was not aware of the possible impact of business interruption
• Reactive actions – after the event action
3
Initial Experience • Corporate is here to help us… • Eye opening – We are not as protected as we thought – What processes are really critical for business
• Contacts with government agencies
We started working…. • • • •
Vulnerabilities “exposed” Resistance to go deep Exercises to understand Coaching to make it happen
The Plan develops… • • • •
The 1st Table Top Kaizen - Continuous improvement More Table Tops Communications
4
The opportunity came… • Hurricane Preparedness - close calls
• Labor union strike – ports closed
The opportunity came… • Government closed down - 2 weeks
Lessons learned…. • Use what is needed for the situation • Improve the plan with event experiences • Table Tops – Keep the momentum
5
Added Value to Toyota of Puerto Rico • Awareness – CO-responsibility – Team efforts
• Build preparedness • Management Commitment
Lessons Learned at Corporate • Respect the local culture • Respect local business needs – Timing/Schedule – Language – Laws and regulations
• Respect what they have; don’t disrespect what they don’t have
Added Value to Corporate • Improved communications – Business Continuity Bulletin
• Better business & cultural understanding – Mutual respect
• Seeing from the “other side” – Operations vs. corporate
6
