Every enterprise has its own specific culture. The soul of enterprise culture is enterprise spirit, which successfully embodies the pursuit of an enterprise, the mental outlook of enterprise members and enterprise culture. The highest embodiment of Toyota's entrepreneurial spirit is the "Toyota Plan", which mainly includes:
Toyota plan
Management concept: the cause lies in people;
Go up and down Qi Xin, be loyal to the company, and serve the country with industrial achievements;
Concentrate on research and creation, constantly explore, and always stand at the forefront of the trend of the times;
Avoid extravagance and glitz, and strive for simplicity and stability;
Carry forward the spirit of friendship, take the company as home and love each other;
Respect Buddha, be grateful, and live to repay kindness.
The plan embodies Toyota's goals, beliefs, pursuits, ideas and values, and embodies the spirit of Toyota. For decades, Toyota has been engaged in corporate activities under the guidance of this plan. This entrepreneurial spirit has been firmly established in the hearts of every Toyota person, thus forming the unified values, common life beliefs and common life goals of all Toyota people. It is under the encouragement of this entrepreneurial spirit that Toyota people are loyal to their duties, work hard, constantly improve their labor and production, and create amazing achievements.
Commercial purpose
"Contributing to the establishment of a well-off society by producing automobiles" provides a high-quality product-Toyota-to users in Japan and many countries and regions in the world, including China.
Create wealth and contribute to society
Produce cars of the highest quality at the lowest cost.
Responsible for customers, customers are God.
The next operation is the user of the previous operation. Create quality in every process, and everything serves users.
Eliminate unnecessary redundancy.
Attach importance to the ideological work of employees
When you find a problem, you should consider how to deal with it instead of firing the person in charge.
Business philosophy
For customers-customer first, service first;
For employees-people-oriented;
For production-pursuing low cost by simplification;
For products-take zero defects as the ultimate goal and pursue high quality.
Rooted in local social activities, make contributions to local economic and social development.
Based on business relations, we are committed to research and creation to achieve long-term stable development and prosperity.
Enterprise principle
Let the car and the natural environment "develop harmoniously", let the company and the international community "develop harmoniously" and let individuals and society make progress together.
[edit]
Production culture-Toyota production mode
Toyota Production Mode (TPS) is a set of production management methods founded by Toyota Motor Corporation of Japan, which aims at eliminating waste and reducing costs, is supported by JIT (Just-in_time) and automation, and is based on improvement activities.
1. Just-in-time production with "end point" as "starting point"
Just-in-time system is considered as one of the two pillars of Toyota mode. Just-in-time system is to provide the required workpieces to each working procedure at the required time and quantity. The traditional production method is usually to send the product to the next process after the previous process is completed. In this way, the previous process does not know when and how many parts are needed in the next process, which easily leads to overproduction of products and makes the latter process become the result of the intermediate warehouse. In order to meet the requirement of "punctuality", Toyota adopted the method of obtaining the required number of parts from the previous process when needed. Because the last process is the assembly line, the assembly line can get all kinds of parts from the previous process as planned as long as the production plan is handed over to the assembly line, indicating the types of cars needed, the quantity needed and the time needed. In this way, the manufacturing process is reversed from back to front until the raw material supply departments are connected into a chain and synchronized to meet the requirements of on-time production and reduce the management man-hours to a minimum. As a tool, "process card" is used to check each process, control the process, limit overproduction and ensure balanced production.
2. Automation with "people"
According to Xiao Ye's point of view, the so-called "automation" including human factors means that the machine can monitor without people, and the machine can judge and stop when there is an abnormality, while the "automation" mentioned by ordinary people only refers to the action of the machine itself. A machine that can only move by itself can't reduce people. Instead, every automatic machine in the workshop should have a monitor in front of it, which is no different from manual operation. Therefore, the first step of automation is not to let the machine process automatically, but more importantly, when an abnormal situation occurs, the machine can sense and stop automatically.
To this end, Toyota should install automatic parking devices for new and old machines, such as positioning parking, integrated operating system and quality insurance devices. Safety devices, etc. Try to make the machine have human intelligence.
This idea also extends to the operation of assembly line workers. Whether it is people, machines or production lines, a system that can stop running immediately if something goes wrong. In Toyota's way, it is called "automation". The operator's automatic "self" is his own "self". When he feels "this is unacceptable" or "unqualified", he can stop the production line immediately. They believe that the problem is obviously exposed because the production line has stopped; Only by solving the problem can we establish an efficient production line without stopping.
More valuable, it provides us with an idea of the relationship between people and equipment: just complete the required production; Manual operation and mechanical operation are separated, and monitoring operation is not recognized; Let people play 100% ability, even if the machine is idle.
3, there is a "card" clearly kanban production
Some people simply attribute Toyota's production mode to "card system" (Kanban in Japanese), and think that using Kanban is superficial. Experts pointed out that Toyota's production mode itself accounts for 90% of Toyota's commercial success, while the role of "card system" only accounts for 10%. Toyota production mode is a systematic and complete production management method, and "card system" is just a tool. Without this system, the "card" will lose its meaning.
This tool has two functions: one is to pass the instructions of the job. It shows "what to produce, when to produce, how much to produce, how to produce and how to carry it" in the form of movies. The traditional practice is that the planning department of the enterprise makes the above information into production schedule, transportation schedule, production summons and other written materials and sends them to the site, which is difficult to be "on time". Moreover, all kinds of forms can only be seen by specific people, and with the "flow card", everyone can see them in the workshop and production line, and the limited quantity, time, method and procedure of the manufactured products, limited quantity, time, destination and handling place can be seen at a glance. The second is as a tool of "visual management". The "process card" flows with the real thing. As soon as you see the card, you can judge the manufacturing sequence and urgency, as well as the implementation of the "standard operation" of each process. So as to achieve the purpose of not producing redundant products and defining the production priority order; So this "craft card" is called the nerve of Toyota production line. Toyota also has detailed regulations on the use rules and delivery methods of "craft cards".
4. Fine production mode
It is said that the origin of Toyota's fine production mode today can be traced back to the request of Toyoda Kiichiro, then president of Toyota Automatic Weaving Industry, to his subordinate Taiichi Ono to "catch up with the United States within three years" after World War II. It is said that the production efficiency of Japan at that time was only 1/8 of that of the United States, and the core reason was that the Japanese did a lot of useless work in the production process. Finally, this judgment became the starting point for Toyota to form a fine production system, and its basic idea was to completely eliminate useless work.
This idea is externalized into two pillar systems: "just-in-time system" and "intelligent automation"
The so-called "just-in-time system" refers to the structure that allows all parts that need to be installed to automatically arrive at the assembly line when necessary, that is, the supply system that provides the necessary number of necessary items when necessary. "Intelligent automation" is to let the production machinery have some human wisdom. We know that sometimes automated machinery will produce poor quality products because of some anomalies or failures, and in a short time, these poor quality goods will pile up like mountains. Therefore, Toyota attaches great importance to intelligent automation and adopts intelligent automatic machinery, that is, machinery with automatic stop devices. Once an abnormal situation is found in the manual production line, the operator can also press the stop button to stop the production line. This production system, which was born in order to surpass American production, was introduced to the United States nearly 40 years later and created amazing results. Toyota production system was introduced in 1984 by NUMMI, a joint venture between Toyota and GM, and the efficiency of this factory, which was originally built on the basis of inheriting the original equipment and personnel, was more than doubled.
According to a person in charge of the project at that time, the introduction of this production mode also encountered cultural conflicts: in Toyota's production mode, once faults and problems are found, the production line will be stopped immediately, but in the American production concept, if the production line stops, the person in charge will be punished, and he is afraid that the production line will stop. But Toyota's understanding is that if the production line is not stopped, inferior products will pile up. It took Toyota two years to resolve this conflict, and a system of "hearing bad news first" was fixed.
"Management abnormality" is a further interpretation of this mode of production. Toyota is always ready to wait for the abnormal situation in order to find out the reason. Toyota finds out the deep-seated reasons and takes measures through this move, which can promote the continuous improvement of production line performance.
[edit]
Toyota Corporate Culture and Human Resource Management
Corporate Culture of Toyota Motor Corporation Japan Toyota Motor Corporation was founded in the late 1930s. The company has 8 factories and 45,000 employees. Its products are mainly auto parts, including steel, colored products, chemical fiber products, plastic products, rubber, glass and various daily necessities. At present, Toyota Motor Corporation is the third largest automobile manufacturing company in the world after General Motors and Ford Motor Company. Toyota Motor Corporation ranks 100 in Fortune magazine 1999, with operating income exceeding $99 billion, profit of $278.6 billion and total assets exceeding120 billion.
Its successful experience is to accumulate talents, make good use of capable people, attach importance to the cultivation of employees' quality and establish a good internal image of the company.
Higher education level and the establishment of enterprise talent training system are the basis for the rapid development and leap of enterprises and even social economy.
Toyota attaches great importance to enterprise education in human resource management. As a part of the combination of corporate culture and human resource management, Toyota's corporate education has made great achievements. Higher education level and the establishment of enterprise talent training system are the basis for the rapid development and leap of enterprises and even social economy. This has been confirmed in Toyota's corporate culture and human resource management. Toyota carries out enterprise education for new employees in a planned way to cultivate them into people with independent work skills. This kind of entrepreneurship education can enable the educated to learn in stages, upgrade in turn, and receive higher education, thus cultivating high-level skill groups.
Toyota's education scope is not limited to vocational education, but also goes deep into personal life. The goal of education has practical significance in life and can be generally accepted by employees. Employees are not bored with this kind of education. This kind of universal education, which has been unveiled, may be considered extremely common by some people. However, this kind of education is permeated with philosophical thoughts and put into practice. Someone asked, "What is the focus and goal of Toyota's personnel management and cultural education?" President Toyota once replied: "The essence of personnel management and cultural education is to mobilize everyone's enthusiasm through education." The basic idea of Toyota education is to "mobilize enthusiasm" as the core.
Informal education, known as "various activities of interpersonal relationship" in Toyota, is a unique educational model of Toyota, which is the aforementioned education on human ideology. The core of informal education is to solve the relationship between people in the workshop and cultivate the interpersonal relationship of mutual trust. Just improving working conditions such as wages, welfare and medical care cannot be the main factor to actively mobilize employees' enthusiasm. Toyota has created a series of spiritual education activities in an informal and irregular way. Its methods are varied, and the things that are generally handled by the "welfare and health care" departments are taken as the basis of "cultivating talents" and integrated into the daily life of employees.
Informal activities include the following aspects: ① Group activities within the company. ② Personal contact (PT) exercises.
Among them, "group activities within the company" divide employees into smaller groups according to their characteristics. Small groups can make participants more casual and closer to each other, which is very helpful to cultivate the team consciousness of employees. A person can attend different group parties according to different roles. By attending these parties, we not only have social activities, but also have the opportunity to talk to each other. For this kind of gathering, the company has built gymnasiums, conference halls, meeting rooms and small rooms for free use. The company does not interfere with or restrict the activities of the Party. Workers set up such groups with personal membership fees, and the leaders are elected from each other and take a rotation system. So everyone has the opportunity to be a leader who "gives full play to his abilities". These parties have the same condition, that is, as a place for members to communicate with each other and inspire themselves, and make effective use of their spare time to communicate with members in different positions.
Personal contact and "predecessor" system. In order to familiarize new employees with the new environment, Toyota put forward the topic of "warmly welcoming new employees", and adopted the form of "personal contact" in this regard. This form of practice is to choose a senior and make sure he is the "full-time senior" of the new employee. This senior is responsible for guiding everything and has produced good results. The term of office of full-time senior staff is generally 6 months. In work, life and workshop, full-time seniors give guidance and care, give guidance and care to interpersonal relationship, life and workshop, and coordinate interpersonal relationship and superior-subordinate relationship. The company has institutionalized this "predecessor" method. In addition, there is a system of "personal contact with leaders". This is the "host" education for foreman, team leader and monitor, and it is also a kind of training for "negotiation". Toyota's management and backbone are very capable because they have received so many trainings. They have mastered systematic technical knowledge and accumulated experience in workshop personnel management.
In addition, the practice of "hometown communication" is also adopted. The team leader takes turns to send letters to the families of new employees every month. In the first month of entering the company, I organized a letter to send group photos, send Toyota Pictorial, and send Toyota Newspaper. How to make this team emotion continue constantly and tirelessly? This is a question that Toyota leaders have been thinking about. This problem is not a simple welfare and health care activity, but should be treated as a long-term spiritual construction problem of enterprises. They are trying to consider developing more diversified activities. After 1970, employees under the age of 20 account for 50%. Their ideology, values and desires are constantly changing. It is not easy to create a satisfactory and attractive working environment for these people. However, the company continues to make active efforts to create a soil that can cultivate "the meaning and motivation of survival".
On the surface, Toyota's production system, enterprise management and corporate culture are very simple. It can be explained by the company's advertising sentences printed on 3X5-inch square cards, so as to maximize the flow, put an end to waste and respect talents. Conceptually speaking, Toyota's corporate management and corporate culture are not complicated, but implementation and coordination make people sweat and shed tears.
"Toyota's real strength lies in its learning ability. Its employees pay attention to thinking about problems and thinking about users, which is the source of Toyota's vibrant corporate culture. " The combination of Toyota's corporate culture and human resource management has created Toyota's culture and its industrial miracle.
The combination of human resource management activities and corporate culture is the key to the formation of corporate culture.
The combination of corporate culture and human resource management From Toyota's practice, China enterprises can learn a lot. In human resource management, we can't just regard employee recruitment to attract outstanding talents as successful human resource management. To achieve "recruiting, retaining and using well", in addition to the commonly used technical means of human resources, we should also combine human resources management activities with corporate culture and transfuse the core content of corporate culture into employees' thoughts and behaviors, which is the key to the formation of corporate culture. Specific human resource management and corporate culture can be combined from the following aspects:
First of all, combine the values of enterprises with the standards of employing people. This requires enterprises to conduct strict training for recruiters in the recruitment process, and experts should participate in the formulation of recruitment requirements. Before the recruitment begins, the overall image of the proposed recruiters has been described, that is, recruitment in advance. In the recruitment interview process, according to the analysis of people's personality characteristics and values, as well as the comparison with interview requirements and standards, people who do not meet the requirements are kept out of the enterprise, and people with high cultural identity are selected. In the process of employee recruitment, through pre-recruitment, ensure that enterprises recruit people suitable for corporate culture.
Secondly, the requirements of corporate culture run through the whole process of corporate training. This kind of training includes both enterprise vocational training and non-vocational training. Especially for non-vocational training, we should change the previous model of copying mechanically and adopt some flexible ways, such as informal activities, informal groups, management games and management competitions. In these activities, corporate values are inadvertently conveyed to employees, and employees' behaviors are subtly influenced.
Thirdly, the requirements of corporate culture should be integrated into the evaluation of employees. When evaluating employees, most enterprises mainly focus on performance indicators. Even though some enterprises have put forward the assessment of morality, there is a lack of specific explanation and quantitative description of the content of moral assessment, which makes everyone assess according to their own understanding and does not play a role in deepening corporate values. In the assessment system, the content of enterprise values should be injected as a part of multiple assessment indicators. Among them, the interpretation of corporate values should be carried out through various behavioral norms, and the purpose of interpreting corporate values can be achieved by encouraging or opposing certain behaviors.
Finally, the formation of corporate culture should be combined with the communication mechanism of enterprises. Only by reaching a consensus can we truly form a sense of identity in the hearts of employees. This requires that human resource management is not only a technical job, but also a unique job of human resources departments. It also requires all managers to participate in it, forming the overall ability of human resource management in the company, thus forming the core ability and establishing a unique competitive advantage in the market competition.