The founding class of masters can not be remade or borrowed!
Toyota, Honda, Nissan to outpace the development of all competitors, in the world's major markets, "siege", and become the rival "daunting" General.
What in the world makes Japanese automakers maintain such a long-lasting competitive advantage? In the end what makes them able to clearly grasp the trend of future development? They have something to learn and learn from?
Toyota is terrible, but not unsurpassed. In the next 20 years, 50 years or even longer, the Chinese market can emerge a number of world-class enterprises can be comparable to Toyota or even beyond Toyota?
Guangzhou Toyota workshop in each intersection have "road conditions to confirm" signs.
Summarized by four key words: dedicated work ethic, attention to detail, focus on corporate culture, and emphasis on brand building.
Their oblivious and dedicated work ethic is something I admire
"The oblivious and dedicated work ethic of the Japanese is far beyond what we can imagine." "Overall, the dedication of Japanese companies from top to bottom is among the best in the world."
"Also, whether it's Nissan or Toyota, the Japanese are very clear about public and private time. On working days they are very committed, they can even work overtime until 8 or 9 o'clock in the evening every day, almost working with the state of 'one for two', but on their days off they pay close attention to their leisure, and on weekends they absolutely do not work. That's what keeps them organized."
Looking at the details - maximizing waste avoidance
"The Japanese attention to detail seeks to maximize waste avoidance by making every detail so fine that it can be measured."
Total elimination of all waste
What is waste? Toyotas understand that any activity that does not add value to the customer is waste. We are surrounded by such non-value-adding things, such as inventory, that do not add value, and non-value-adding activities are not to be done well, but to be eliminated. Lean thinking recognizes that out-of-control inventory is the devil, not only is it wasteful in itself, but it also masks a variety of management problems. Our enterprise is like a sailing ship, why sailing speed is always fast, because there are a lot of reefs under the surface of the water, lowering the surface of the water will soon find the reefs and can be quickly removed, the speed of our sailing will be fast; Similarly, in our work to continuously reduce the inventory, we will be able to make the problem completely exposed. On the emergence of the problem and then ask five why, we can seek a complete solution to the problem, to achieve the reduction of inventory to continue to improve the ultimate elimination of waste purposes. At present, we organize production still rely on a large number of inventory, but many of them are not needed inventory, and is not able to add value to the customer, we must be drawn from these, ask 5 why and find a complete solution to the problem, after continuous improvement, not only to reduce inventory, but also deeper to find the problems of our management work, and strive to solve these problems, we will be Progress.
Who is the main body of the practice of lean production
This question I found the answer in Toyota - the main body of the practice of lean production is to operate the staff. Look at our work to promote, often need to lead to invest a lot of energy, and constantly urge to make the work can be promoted. The core of the lean production model created by Toyota comes from the design of the company's core philosophy, vision, mission, and management philosophy by the company's upper management. But this leadership philosophy is by no means limited to the formulation of strategies and the planning of systems.
In Toyota, the reason why lean production can achieve enviable results, the reason why in the "complete elimination of all waste" to do a good job on the article, relying on the high degree of acceptance of all employees and consciously participate in the staff through special meetings, product quality, materials, equipment and waste elimination discussions, so as to improve the production process, improve production efficiency. Improve the production process, improve production efficiency. In Toyota, each employee is very pragmatic, they will not go to the motherland to look at the world to care about the country does not belong to them to care about the "big things", on the contrary, to their own side of the "small things" is absolutely not let go, to improve these On the contrary, they will never let go of the "little things" around them, and regard improving these "little things" as their sacred duty. The internal motivation that drives them to continuously promote lean production is: "35% of an action is ineffective", "If everyone saves 1 second, 60 people will have 1 minute! "Each person saves 1 second, 60 people is 1 minute", "use your brain to find ways to improve", "do not seek perfection, there is a 50% chance to do it immediately". From this, we can easily see that the Japanese people with another action in the interpretation of the true meaning of "ownership".
The core of lean production is to improve, embodied in the continuation of the thorough. Toyota people are never satisfied with their own achievements. It's an inner discipline. In their view, any enterprise at any time in varying degrees of this or that problem, the key lies in the establishment of a good mechanism in order to find and solve the problem in a timely manner. In Toyota's system, no problem is a problem, so problems should be exposed. At all levels of exchange and communication, we strongly promote "Please tell us the problems you encounter so that we can solve them together." With this "problem-first" philosophy, Toyota people are constantly thinking about how to improve even the most successful projects as a whole.
In today's unpredictable world, but Toyota has never been hit hard, because it is very good at consistently making improvements, and thorough improvements. As long as the problem occurs, even if it is a very small problem, even if it seems to be very simple things to do well, do the simplest thing is also the most difficult thing to do, how many years, Toyota people is to do so, this habit to adhere to is very not easy, who adhere to the same success as Toyota will be achieved. From this, it is easy to see that through thorough and continuous improvement, it is the kernel of the tower that supports Toyota to always stand in the world-renowned companies.
Production model can be copied, but the culture is difficult to copy
In the reception hall of Guangzhou Toyota, we can see slogans such as "cheerful, enterprising, energetic; serious, caring, **** there; grateful, think of the source of the water," etc., which can be seen everywhere when we walk into the factory. The three words "cheerful, enterprising, energetic" emphasizing the feeling are put in the first place, it is obvious - the enterprise emphasizes the respect for people.
A small conference room at Guangzhou Toyota has a small blackboard filled with tips in Chinese and Japanese from top leaders to middle managers such as room managers, including the phrase, "Say hello with a smile on your face."
Now, many companies are learning from Toyota's lean production model, but I think the real essence lies in Toyota's corporate culture, which cannot be replicated.
Guangzhou Toyota's employee wages and salaries may not talk about the industry's first, but everyone who works here can feel respect and equality, "working here, you can be very equal to communicate with your supervisor, and everyone will physically respect others."
First in sales is the result, first in branding is the goal
"Whoever can do branding without sales will be able to hold the market in the long run."
Now, the quality of Japanese products ranks among the best in the world, which is a good reference. Although we are also constantly reflecting on quality control, the introduction of standards, promote the new concept of quality management, but we have been studying TQM for many years, and did not really achieve "an organization centered on quality, based on full participation, the purpose is to achieve long-term success through customer satisfaction and all members of the organization and the community to benefit from the management of the way." The purpose of the
In Toyota's view, manufacturing quality is done in the process, every employee at the production site that is the operator, but also an inspector, every person has set up a "process is the customer", "never give the process after the bad product Every employee has established the quality concept of "the next process is the customer" and "never give bad products to the next process". In the Toyota production system, each employee should be responsible for quality, the implementation of producer autonomy, once any quality defects are found should be corrected as soon as possible. In Toyota, there is no terminal inspection process at the manufacturing site, and the mainstay of the system is autonomy. It is important to note that the term "autonomy" does not mean "automation". The true meaning of autonomy is to eliminate defective products, to keep defective products from being produced, and to prevent defective products from being passed on to the next process. It is important to grasp the reason why the problems of the previous process are passed on to the next process and to find out where the problems lie.
As a management concept in the modern era of industrialization, the concept of fine management was first proposed by Eiji Toyoda in the 1950s.
Toyota Eiji when Toyota Motor Corporation president of 15 years, it is the rapid development of the Japanese economy, jumped to the world's economic power of the brilliant history of the period, the company itself has made great progress: in 1968 to the United States to export the special ship "Dai-ichi Toyota Maru" set sail, marking the Toyota Motor Corporation official In the same year, the company achieved the goal of producing one million cars a year; in 1969, it realized the goal of selling one million cars a year in Japan; in 1972, it achieved the goal of producing a total of 10 million cars; in 1973, it realized the goal of selling a total of 10 million cars in Japan; and in 1980, it established the system of producing three million cars a year. The system of ......
In 1950, the Japanese engineer, went to the United States to study Ford's Roger's plant in Detroit for three months. Eiji Toyoda studied Ford's automobile production and management methods and sought to improve upon them. Focusing on waste avoidance, he sought to eliminate any useless movements, avoid useless efforts, and eliminate useless materials in the production process in an effort to build a business that eliminates all activities that do not bring benefits to the end user of the product or service; and, at the same time, continually seeks and implements ways to improve.
Japanese companies called on Lean to improve the quality of their products, which drove Japan's economic growth and quickly made Japan the world's second-largest economy, surpassing Germany. This made the American automobile manufacturers "mounted on the wheels of the car" had to put down their heads and go to Toyota and other automobile manufacturers in Japan to learn from the experience. After that, lean enterprise and lean production methods, with the rise of the Japanese economy and the world.
"Refined production" or "lean production", from the Toyota production method. It is relative to the "mass production method". Toyota production method named "lean production", translated into Chinese as "lean production", one is to take the "fine" in the word perfect, thorough, high-quality, and "benefit" in the word "lean production", "lean production", "lean production", "lean production", "lean production", "lean production", "lean production", "lean production", "lean production", "lean production". The first is to take the perfection, thoroughness and high quality in the word "Jing" and the profit and increase in the word "Yi", as well as the meaning of "striving for excellence".
Toyota's success is often attributed to the "Toyota Production System" (Toyota Prodution System, or TPS for short), which is also a set of production models borrowed from Toyota for many companies. These two sentences basically cover the essence of TPS; First, the use of a system that does not allow inferior products to flow into the next process, each process to ensure product quality, thus ensuring that we get a high-quality products; Second, through continuous improvement (eliminating unnecessary procedures), in order to reduce the cost of the product, to ensure that the product has a customer-satisfying price. It doesn't sound complicated, but it's not that simple to implement
Sophisticated management is a way of minimizing the resources and reducing the costs of managing and operating a business. ¨"Refined management" is to improve the "quality" of each enterprise management link, the pursuit of "not the largest but the strongest" goal, re-define and integrate the value chain, improve the The company's business is to improve the quality of each of the company's management processes.
Implementation of fine management is the determination to pursue perfection and excellence in the process, it is to support the life of individuals and enterprises a spiritual force, but also in the never-ending learning process to obtain self-satisfaction of a realm. Its goal is to strive for excellence and perfection, the never-ending pursuit of zero inventory, zero waste, zero defects. The pursuit of continuous innovation, the continuous development and growth of the enterprise.
Fine management: the fine quantification of all management, belonging to the scope of enterprise management
Lean production JIT: focus on production management, belonging to the scope of production management in enterprise management. Lean production is an important part of fine management. Refined management is based on the development of lean production management. Lean production management and fine management is inseparable
Toyota lean production model is advocated by many enterprises, but "easy to know and difficult to do", can successfully learn the essence of very few.
Fine management - the road to success
"Fine management is the need to outperform the competitors, outperform ourselves, and construct a process excellence type of enterprise". Refined management is not only our adaptation to the fierce competitive environment of the inevitable choice, but also the inevitable choice of the enterprise to become an evergreen century-old store.
Why does enterprise management need refinement
"Refined management" is a management concept from developed countries, mainly in large-scale industrial manufacturing industries, such as automobiles, household appliances and other industries, enterprises through the refinement of the management to optimize their production processes, management processes. "Zero defects", "just-in-time production", "zero inventory" and so on have become synonymous with fine management, has been widely used by many well-known enterprises, the most famous is Japan! Enterprises such as Sony, Toyota and the United States, Dell and so on.
The biggest contribution of fine management to the enterprise is cost control. An enterprise that realizes fine management is generally able to control the cost to the optimum, because fine management can optimize the process, improve the quality, reduce unnecessary losses, and save the money that can be saved.
Social and cultural differences in the refined management of the impact and constraints. Why can foreign countries produce a number of "management refinement" of the famous enterprises, and China does not? In the final analysis, China is still lacking the soil to cultivate fine enterprise.
"Refinement" of the back, is the persistent pursuit of science, is a kind of up and down the pursuit of the ultimate public thinking mode, it is built on the "rule of law" on the basis of society. In developed countries, the public generally respect science, love to be more serious, all things hope to find the law behind the theoretical basis.
For Chinese enterprises, running a business is more of an art, or rather, an art component. Under China's current cultural background, enterprise management to achieve refinement, is bound to encounter great resistance. On the one hand, the lack of managers to promote refinement; on the other hand, the lack of acceptance, to achieve the refinement of the staff, refinement of the requirements will often be regarded as "fault-finding", and therefore difficult to put into practice. For the same reason, companies that ignore the actual situation and force management refinement before solving the human problem are bound to cause some conflicts and eventually deviate from the original design goals.
Common "refinement traps"
Digital traps: refinement is more of a requirement for the figures to speak, but addicted to the figures, often confused by the illusion of numbers, and lead to strategic decision-making mistakes. Corporate decision-making is not a transparent process, necessarily based on a number of assumptions, which includes the assumptions on the numbers, the assumptions behind the numbers. Similarly, corporate decision-making is often faced with the problem of too many figures, but the authenticity of the figures, the effectiveness of the problem is prominent, often some contradictory figures at the same time, how to choose, how to balance, is an art, but also a science, but really want to master the art and science is much more difficult, more often to rely on experience to judge, but this is contrary to the "refinement". The "refinement" of the original intention.
The efficiency trap: In pursuit of refinement, often some of the steps can be jumped to become indispensable, sometimes this is a good thing, but there are two sides to everything, there will inevitably be refinement leads to a reduction in the efficiency of the extreme phenomenon. The key to this lies in the refinement of the "degree" of grasp, but also in the decision-maker's experience and knowledge, which in turn deviates from the refinement of a problem point.
The implementation of the trap: refined management to be put into practice, inseparable from the implementation of the people. But very often, some of the very well-designed fine management rules, but it is difficult to get good implementation, the key to the problem lies in its operational design is not reasonable, and does not fully consider the reaction of the executor. Often the executor is not willing to implement the advancement of the fear of trouble, fear of offending; and the latter is not enough capacity, can not be guaranteed, and so on, and finally led to the refined management can only stay on paper, verbal.
How to achieve refinement
To achieve the refinement of management, it is very important to first learn to avoid the pitfalls of refinement. Therefore, decision makers at all levels of the enterprise must be clear about the degree of refinement needs to master: the degree of digital, efficiency, implementation. To everything is operable, realizable, controllable.
The biggest purpose of the refined management, lies in the transformation of the human mindset, especially for the bones of the mediocrity of the Chinese people, especially so.
So, an enterprise to implement refined management, the first problem to be solved is to instill the meaning of refined management, the need to achieve, from the root of the idea of cultivating the pursuit of refined cultural atmosphere.
Secondly, efforts should be made to cultivate talents. The essence of fine management is more of a professional staff requirements, the requirements of the work of the staff more through the improvement of professional qualities, vocational skills cured into each person's work habits. Therefore, in order to truly realize the refinement of management, we must cultivate a large number of qualified professionals, through the professionalization of talents to achieve the professionalization of the management process, refinement, standardization.
Once again, it is necessary to guide, cultivate and promote the refined management by means of assessment, reward and punishment. If just a request for everyone to manage the refinement, but in terms of assessment, incentives are not a step ahead, and the refinement of the alignment, it will inevitably lead to refinement can not be put into practice.
Finally, there should be milestones, step by step, can not ask for a step to the sky, but only step by step, the fine management of the strides tamped down, in order to form a solid foundation, will not give up halfway.