Analysis of Toyota _TOYOTA_ soft power by fdjerue7eeu


									Analysis of Toyota (TOYOTA) soft power
YOUCOH CIMS · excellent optical and electrical Chairman / Pan Fangsong
People wonder: Toyota is the only "black box"! Toyota is the
home incredible company!
Toyota has the magic to (super-competitive), not the Toyota production system itself
(hard power), but he's soft power, that is the endless improvement culture.
The former can be said that the form of TPS, which is a TPS of God, they
complement each other. It is because of improved culture that makes Toyota became
the incredible "black box." System and method for tangible,
more experts and scholars have commented on this will not repeat. I will focus on
Toyota's soft power (taking root everywhere to improve the philosophy and
the improvement of culture) and how to build soft power and other issues described.
TPS Why is it so difficult to learn?
1, copy the practices of the Toyota specific ineffective
In Japan, a story circulated. Chrysler before the U.S. Big Three Luoboteyi Tung,
former CEO at a press conference in early 1994 with pride that "we have
reached the same with the Japanese car production efficiency, not from fear, and
Toyota competition! "The reason is to spend huge amounts of money in
1993, Chrysler asked the United States," known "Toyota TPS of
a consultant introduced the Toyota Production System, production efficiency has been
improved significantly. Six months later, Chrysler sent a cadre to go Toyota visit,
observe and learn a whole day's end, the cadres and marvelous, simply
concluded that Chrysler did not learn the real thing.
Such stories are taking place in China. According to media reports, Toyota, TPS 1978,
shortly after the release, the then director Liu Shou FAW Toyota on led to the study,
after the Organization of two cadres of the workshop for learning, then please Taiichi
Ohno, founder of TPS to plant lecture and to engage in pilot production line, built
TPS model line. 1:00 off the factory TPS craze to learn, but soon disappeared. In the
1990s, FAW transmission plant to try again to introduce TPS, no increase in the
number of equipment, personnel and financial resources, the production capacity from
80,000 up to 120,000, but was not the wind. The next step is 2002, FAW formed the
leading group for the introduction of Toyota Production System. Year in September,
FAW Car Company led by the deputy general manager Liu Shuhua and production of
more than 20 key leadership workshop took more than a month to go to Japan to learn
TPS. Seem to learn the corresponding results obtained, FAW Car final efficient use of
existing resources to produce high-quality Mazda 6 sedan, FAW has become a model
for studying TPS. But the insider said: "We have learned, only scratched
the surface of the Toyota Production System."
2, Toyota recognized the hard power and soft power
One wonders why Toyota TPS so difficult to learn? Answer this question requires a
deep understanding of the competitiveness of both the Toyota, a tangible hard power,
soft power the other is invisible. So far, Toyota just announced a near-perfect system
of thought and methods of architecture, and for improving the philosophy and
gradually improve the culture and how it reached in 1978 and how the problem into
the future, Toyota people did not or do not want to make clear.
In     my opinion,        Toyota's       external     hard    power     is   the
"end", within the soft power is "the."
Toyota in the study, people consciously or unconsciously, the cart before the horse a
serious phenomenon. Toyota paid more attention to external things, such as efficient
production line, dedicated staff, low defect rate of products, clean and tidy and smart
and convenient on-site tools, equipment, etc., and was touched by these wonderful
things. Toyota said a study, people first thought is to learn, imitate or copy these
wonderful "results", few people see through the appearance of
nature. Few people know that these good "results" is what was
created, Toyota, the number of employees paid a sweat and wisdom. There is also
little research, Toyota's philosophy of how to improve the formation and
was deeply implanted in vivo employees, improve employee culture, and Toyota is
how to improve cultivation practices, and Toyota's leadership and staff how
they have gone through a difficult process. Toyota TPS in learning when to improve
construction of philosophy and to improve the cultural issues, people, or not paid
enough attention, or do nothing.
We should be clear, by imitating or copying the practices of a number of TPS did get
the improvement of production efficiency, but such a study can only bring temporary
results, but does not give companies the ability to bring sustainable, that is not the
final form full participation in the improvement of culture. Bartering is the obvious
consequences, and most enterprises have learned only superficial, but not learn the
essence. Chrysler is the case, more enterprises as well. We should also clearly seen in
the Toyota, all the eyes in the Toyota is not the best, even if you can copy all of
today's Toyota tangible things, you can not compete with them, because
Toyota is constantly every day people improve with everything here.
Toyota have to improve the philosophy of science
One of Toyota's soft power is taking root improvement philosophy.
Improve understanding and learning philosophy is that we start the first step in
learning activities.
1, the problem will always exist, to improve the open-ended
Toyota people have a belief that "there is always a better way",
that the improvement is endless. This allows everyone convinced that this is Toyota
and nurture high-level long-term adherence results. This improvement philosophy, the
first inquiry is a law, the pursuit of perfection, attention to detail ways of thinking,
followed by a course in the pursuit of the best Castle Peak does not relax insist the
"professionalism." Each of them willing and active position and
from the customer requirement external competition starting, objective, clear and
detailed exposure and analysis of their own problems, explore truth, to find a
reasonable solution to details and sustained improvements, both to improve
operational efficiency, but also enhance its capacity. Based on this philosophy of
continuous improvement and eventually become a source of competitive Toyota is
Toyota's core and essence of production.
Toyota, continuous improvement is a "job activities", is
organized to ensure the staff involved in the post, and not people think of personal
freedom and independence of the amateur acts; it is persistent in pursuit of perfect
targeting long-term behavior instead of intermittent long-term objective of short-term
behavior; it is the employees, through their own wisdom and paid labor, the
accumulation of achievements and experiences, "organizational
memory" of the process, rather than spontaneous and not the accumulation
of knowledge of rash behavior . In short, the "continuous
improvement" after long-term accumulation, inheritance and innovation,
has become the staff's habits and character, is a ubiquitous organizational
climate and culture.
2, the staff is not good, is the manager's fault
Westerners think that only 20% of the staff is excellent, 70% -80% is mediocre, there
may be 10% is poor, the so-called 28 rule. The Toyota people think that 10% of the
staff is excellent, 80% of the staff is excellent, only 10% or even less than the staff is
relatively poor. Even worse is that 10% of the employees because of poor
management is not taught well or manager failed to create conditions for them to do
so on. A situation, they believe that employees work more than 90% bad or mistakes
are "unconscious error", that is unintentional mistake (forgot to
install the screw, such as recording errors, scratch products, etc.), would like to bundle
through the system staff to to avoid such mistakes is unwise. Only managers use their
brains or their staff to explore the wisdom, come up with no errors in the
"heart touching" or "correction" approach
is the case. Another situation is not good for staff to follow some systems, managers
reflect on whether the system easy to implement. For example, managers require
employees to be back in the toolbox used tool, the implementation of a bad
experience when we should reflect on the appropriateness of the toolbox style or
location of the problem and make improvements based on actual needs. The best
practice is, managers and staff with the decision or the decision by the employees own
toolbox of styles and display location.
Based on this thinking, the way managers can work from a "management
and supervision" to "services, counseling," the
radical changes, this change is not only shortened the distance between managers and
the managed, more importantly, can train staff to improve self-management and
self-awareness and ability. Reflect the extreme philosophy that has a strong oriental
flavor, this philosophical conflict of the decision of the European business practices in
Japan is difficult to learn. Thousands of years in a Confucian cultural heritage of
China, the experience has proven that our manager is completely possible.
3 people-oriented staff development is more important than performance
Toyota advocate "people-oriented" thinking, stressing that
"respect for human beings", "pay attention to the role
of man" and "the pursuit of self-management."
Toyota-style          "people          first"        and        Western
"people-oriented" both similarities are different. Things in
common is that emphasize respect                      for human beings. Western
"people-oriented", focusing on the idea of employee rights and
freedom      of     environment and climate            protection. Toyota's
"people first", mainly in the emphasis on employee
development, that is, to enhance staff awareness and capacity; and to the
competitiveness of enterprises and each employee's awareness and ability
to lift. We say that the biggest waste of corporate intelligence is a waste of staff,
talking is the truth. You light the author in the successful practice and now supporting
client companies to do to improve the process, have realized the significance of this
Toyota and Ricoh and other manufacturers of some good in the performance appraisal
area is very extensive, and they think that the most important role in performance
appraisal is to improve the direction of staff tips. They kind of based on
"precise number" of the performance appraisal and reward
system not agree. The Chinese enterprises to "Performance
Assessment" Most are enthusiastic, mainly because of this
"American-style management" look quick, easy, managers feel
relaxed. The competency center human resources development, to assessment than
simply the management model for the center is much more difficult. It requires
managers with respect, caring human nature and breadth of vision, enterprise and
down is a community awareness and state, and "preaching, Tuition,
FAQ," the quality and capacity. Enterprise also for the staff,
"ability" to create a good organization continuously improve
conditions (promotion system) and display their stage (improved and published
various mechanisms).
Should be said that Japanese individual capacity building is difficult and gradual,
orderly and managers have enough patience. But as long as the competition between
manufacturing companies exist, so Chinese companies can not expect to jump on this
difficult and slow to open.
4 to the poor thinking, to achieve the rich cycle
Toyota were made to eliminate all waste, which is obviously a
"poor" mentality. Toyota's management is
positioning itself as a "poor", and strive to be able to
"do without rice (or less meters) of straw" and thrifty
"housewife." However, people who've been to
Toyota Toyota people had to recognize employees, customers and suppliers generous.
Shows that Toyota's frugal and generous is the principle. Against this idea,
two aspects need to correct the reader from thinking.
On the one hand, entrepreneurs from Toyota and Taiichi Ohno, the successor to the
back, "the poor" position remains unchanged. Throughout to
imbue the staff continued to pursue lean thinking, and mobilize employees to act to
eliminate all waste management. All along, the Toyota people always concentrate on
quality, efficiency, cost, delivery and so relentless pursuit. They know, who would
reduce the variable costs to do, such as lowering prices of materials or components, to
seek lower-cost labor, etc., but the objective conditions determine these efforts are
limited. Therefore, the focus is on eliminating waste practices, production processes,
logistics methods, production and information cycle that is highly effective research
and improvement.
On the other hand, the specific operation in the process of eliminating waste, but also
play a good "housewife" role, that is trying to achieve
"the rich cycle." In other words, managers can not themselves
as "poor", on any "squeeze" production
site, as they are poor as the poor, no time and human resource management
improvement.       Managers       also    can     not     regard     themselves       as
"poor", they have no principles to squeeze profit margins of
suppliers, take advantage of them, let them struggling in the loss of the edge, or even
whether      they    live    or      die.   The     correct     approach     is     that
"generously" to the production site (all departments) have the
appropriate "surplus (mainly manpower and time)", and asked
them to put them through "surplus" to improve access than the
"surplus"            more       improvement          in       income;
"generously" for suppliers to maintain the appropriate
"surplus" (profit margin), and through the input of these
"surplus" for management improvement, so that the entire
supply chain and stronger, gain more space for development.
In the deteriorating business environment today, our business manager should be
willing to "poor" positioning, but is easy to forget the other as a
"housewife" role of the target. Managers must carefully
consider how to become a "housewife" of the problem, Jiyu
sales, She Ji, Xian Chang Sheng Chan and logistics, and supply departments and other
relevant Fang Shang appropriate "surplus (ability)" in order to
achieve the management and improvement in rich loop.

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