Knowledge Management Practices at Toyota Motors

ITSY/048
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Knowledge Management Practices at Toyota Motors
This case was written by N. Ruchi Chaturvedi, under the direction of Sanjib Dutta, IBS Center for Management Research. It
was compiled from published sources, and is intended to be used as a basis for class discussion rather than to represent either
effective or ineffective handling of a management situation.











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ITSY/048
Knowledge Management Practices at Toyota Motors
Toyota does not have a separate Knowledge Management philosophy and strategy; managing
and sharing knowledge are a part of everyday life at Toyota.
- Rory Chase (Chase), Managing Director, Teleos.1
I believe Toyota has raised continuous improvement and employee involvement to a unique level,
creating ace of the few examples of a genuine development enterprise in human history - not a small
accomplishment.
- Jeffrey K.



Liker (Liker), Director, Japan Technology Management Program,
University of Michigan.2
KNOWLEDGE AS POWER
In 2004 Toyota Motor Corporation (Toyota) was Japan s largest party and the world s second
largest automobile company with worldwide unit sales of 6.7 million.3 It was recognized as one of the
world s best knowledge enterprises, and was a three-time victor of the Global Most Admired
Knowledge Enterprises (MAKE) Survey4, and a five-time superior of the MAKE Japan Survey. This
award recognizes best practices in the rural area of Knowledge Management. The survey studied enterprises
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