velopment program and evaluation is the only one that TMMI has tried to implement in its short history. TMMI feels that they should continue to use this training program because they need to establish their current plant and program before they begin to try something new. The Toyota Production System is telling them to first standardize, even if it is not for the best, then change the system of training if needed, and standardize again.With TMMI using on-the-job training programs for their group leaders, there is not a lot of room for improvement since they are using the best method of training and development. We have come up with recommendations for TMMI to increase participation in their training program. This should allow the trainees to finish the program in the two-year time frame wanted by the human resources department. We felt that they could take a step in improving their training program by setting training sessions around the peaks and valleys of production. We made this suggestion because the demand for vehicles is different throughout the year. When production decreases, training should increase. There could be so much more training done and out of the way when there are not as many vehicles and problems on the line. Some classes are up to eight hours long, so they can have longer sessions when they have the time available. We feel that this will help the managers realize how important the training is and they will allow their employees to leave the line for training. A program that we feel TMMI should implement in conjunction with their training program is one that gives incentives for completing classes in a timely matter. Just so trainees want to get into the program and actually learn about communicating, decision-making, and problem-solving, and leadership, we fell that TMMI could offer a percentage discount on a new Toyota vehicle for finishing the training and development program in the two-year time fram...
