This article discusses the human resource management issues faced by Toyota, including problems with the reward system, ignoring concerns of lower-level managers, and failure to perform proper risk management. The most significant problem needing to be addressed is the reward system that rewards managers based on cost containment rather than sustaining quality. The article also provides a process for implementing changes to address these issues, including involving all employees, communicating change systematically, and celebrating success. The article is relevant to the subject of human resource management and can be useful for students studying management courses.