Reading Notes from the December 29 Comic "Toyota Production System"

Reference book on the basic capabilities of a successful enterprise

Word count: 1870

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Toyota, which started 30 years later than Ford, was able to defeat Ford, the world's original leading car company, and occupy the first place in the world, all because of "TPS (TOYOTA Production System) management". Hundreds of thousands of people go to Toyota Motor Company every year to learn about "TPS management." The "lean production" defined in the United States and discussed when we started our business is based on TPS.

001. Everyone must become an expert

TPS requires technicians to become experts in the processes they are responsible for. TPS designs workers’ actions in units of seconds and selects the most efficient ones. Some people have accused Toyota of being an inhumane practice that discriminates against the personality of employees, but in fact, when TPS designed these movements, the first thing they considered was the most comfortable movement for workers during labor. Toyota's net profit every year is astonishingly high, and this high profit is achieved through continuous improvement.

002. Dare to invest in employee training

If you want to realize TPS, you must first let employees receive TPS education. In the early stage of the TPS business model, operators must be willing to spend sufficient training fees. Operators are required to keep in mind the TPS famous saying that "enterprise rectification depends entirely on employees" and must invest in training funds at all costs.

003. Changing the way managers think

When Kiichiro Toyoda first entered the automobile industry in 1938, he regarded the world’s automobile king Ford as his competitor. TPS was not a certain It is an innovation in every link, but an all-round management innovation movement. Therefore, we must first change the way managers think.

1. Managers must establish confidence that the TPS management method will win. Whether they are managers or professionals, they must establish a strong belief that they will definitely do it.

2. Play a strong leadership role.

3. Managers should lead by example. It is necessary not only to master the central idea and various operating techniques of TPS proficiently, but also to go deep into the production site and put the theory into practice.

4. Treat employees as your own relatives. Toyota clearly warns people to improve production efficiency not by equipment, but by people. In the TPS business model, top managers must abandon the idea of ??treating employees as employees and regard them as relatives who share the same joys and sorrows. (Toyota implements a lifelong employment system)

004. Today is the worst day

Toyota people always say "Today is the worst day". It is this thinking that drives the idea of ??continuous improvement.

005. Hundreds of Thousands of Improvement Measures

Over the years, Toyota employees have compiled hundreds of thousands of improvement measures and continuously recorded and iterated them. For our dental department, many improvement measures proposed by employees are well discussed in meetings, but often have no follow-up. This is not the biggest problem. The biggest problem is that they are not recorded. The lack of records means that there is no standardization. Newcomers still can't standardize.

006. Automation is not the only option

Automating machines that replace human labor has been a dream of mankind for thousands of years. Nowadays, robots have entered the home, and even pet robots have begun to appear. , at first people thought that robots would not only not complain, but also improve work efficiency. As a result, many companies have purchased equipment to automate their production lines. Toyota compared factories with automation equipment as the mainstay and people as the mainstay and factories with automation equipment as the mainstay and people as the supplement. The results showed that the production efficiency of factories with automation equipment as the supplement was higher, thus proving that automation equipment does not Not the only option. For dentistry, digitalization and people-centeredness are inevitable.

007, fewer people

No matter which country the economy is in, inflation will occur, workers’ wages will also rise, and wage increases will trigger more serious inflation. Inflation in turn stimulates wage increases, creating a vicious cycle. Toyota advocates "less manpower", that is, "creating maximum benefits with the fewest people." The protagonists of "less manpower" are all-round technicians with multiple skills. "Fewer people" brings initiative and efficiency. If there are too many people, the business will be passive; if there are too many people, the work will be overstaffed and efficiency will be low. ?

008. Standardization and benign development

There are generally two ways for weak people to become strong. One is to insist on eating nutritious meals, maintain a regular life, and carry out Appropriate exercise, and the second is to take fitness supplements. Standardization is becoming healthy through daily production. Standardization is a technique that gradually improves an enterprise's production capacity in continuous production activities.

009. Standardized actions

So far, the most successful of all kinds of fast food is hamburgers, but the hamburgers we often eat also have strict specifications. It can be said that not only tangible products, but also intangible products such as services should comply with relevant standards. Toyota's six major standards: 1. Standardization of parts; 2. Standardization of tools or equipment; 3. Standardization of work movements; 4. Standardization of operating methods; 5. Standardization of quality; 6. Standardization of design.

010, 5S

5S is the basic measure to occupy the market. It seems simple, but when you want 5S to be deeply rooted in people's hearts, it is called a habit or a state of being accustomed to it. There is no manager. It is difficult to achieve enough attention. 5S can be seen everywhere in our lives. For example, when we choose a restaurant to eat, we have to look at the environment of the restaurant, the hygiene of the kitchen, the service attitude, etc. Even if we eat a bowl of noodles, we have to make comparisons. This is especially true for our dental department as a medical institution. Every customer who comes to the clinic will observe the differences between us and other clinics, such as environmental standards, disinfection standards, employee dress standards and mental outlook, etc. If there is no big difference with competing products, it may If a detail is not done well, the customer will be lost, so 5S will ultimately affect the development of the entire clinic. In my opinion, 5S management is the minimum requirement and standard to differentiate our dental department from competing products.

011. The essence of TPS management method

1. All-round improvement; 2. All-offensive and all-defensive management style; 3. Highly concentrated team spirit; 4. Avoid carelessness; 5. Effectiveness comes first; 6. Emphasis on crisis awareness; 7. The spirit of consistent words and deeds; 8. Dialectical development structure; 9. No problem is the biggest problem; 10. Firm belief without hesitation.