Lean production has always had the concept and belief that "creating things creates people." The secret of the company's rapid development lies in a stable organization and excellent talents. The implementation of all systems, the application of methods and tools, and the achievement of production performance mentioned above are all inseparable from people who are motivated, proactive, creative and spontaneous. Lean production is to cultivate capable, motivated and professional people through education to eliminate the influence of various unpredictable adverse factors in the automobile production and operation process, so as to achieve production and operation goals. It has the following characteristics in terms of human resources training and organization.

1. On-site as the root

In lean production, from the beginning to the present, supervisors at all levels attach great importance to the on-site. There is a story that has been circulating for a long time. The founder Kiichiro personally fished out the residue from the waste tank of the grinder and left a famous saying, "How can you do a good job if you don't get your hands dirty?" That was the case before and it is the case now. Lean production is rooted in the field and has a solid and steady style. In addition, the idea of ????three manifestations is put forward - the scene, the object, and the reality. That is, when something goes wrong, instead of listening to the report, you quickly go to the scene, see the object, and understand the reality of the current situation. When understanding problem analysis, ask why 5 times in a row to discover the real cause of the problem instead of dealing with prevarication. This kind of solid on-site-based style is very precious, because it cannot be bought with money, and many companies want to do it but cannot do it.

2. Emphasis on internal training

Cultivating lean production-style talents through corporate education is another important support for lean production methods. Employee education within lean production is very developed. Not only learning on the job, but also training after get off work or on holidays is quite common. People are also proud of it and ashamed of going home on time for dinner.

3. Internal promotion system

Internal promotion has people as supervisors, rather than being parachuted in from the outside to lead internal affairs as in countries with more developed professional manager systems such as Europe and the United States. Because they are all people who have served the company for a long time and have almost integrated the lean DNA into themselves. Facts have proved that this selection method is successful, and this internal promotion system has well maintained the continuity and stability of the system.

4. Team work thinking

In a lean production site, people of various types of work on site work together to solve problems. If there are improvements, they will work together (QCC mechanism) and if there are problems, they will work together. Solution (Andon mechanism), decision-making power and executive power in the team. The responsibilities are completely unified. Senior leaders do not interfere in the internal decisions and activities of the team. When employees encounter problems, the team can make their own decisions without asking for instructions.