豐田的企業文化

豐田是世界上最大的汽車生產商之一。2006年，貿易了超過九百萬款汽車。全球領先的10大財富500項目，豐田的等級是在全球公司中占世界領先地位，并優于最喜歡的汽車制造商。這個公司的一個成功在于他們承諾了顧客的幸福。豐田在日本形成的一系列價值觀和原則上已經創造了一套價值觀和原則。

豐田給予了汽車夢想，情感和動力這些新的思想。豐田的一個能力在于他們認為目標是信頭，以及保證自己客戶的想法和未來，但事實上，豐田的工程師有更多的汽車設計，而不是在夢想你想要的的汽車外觀。設計師與必須與工程師、生產工廠和營銷專家緊密合作，創造出一款不僅是美麗，而且將銷售和實際使用的汽車。豐田公司每三年改變一次他們的經營模式，而其他公司則是每五年改變他們的經營模式。

歷史：

根據互聯網網站，我們得知，豐田左吉，這個生產力的創造者，形成了豐田自動織機公司成立自己的創新設計，其中一個被批注為1000000日元且被英國關注。這筆錢是用來幫助成立豐田公司，日本政府維護的部分原因是軍事用途。日本人在滿洲戰爭中依賴于海外的卡車但絕望的是資金有限。而國內的發明能夠降低成本，提供工作機會，創造更多的鄉村自治。1936年就在豐田汽車制造第一次勝利的時候，日本要求，在該國的任何汽車制造商需要有一個來自日本的大部分股東，以及所有人員，并停止幾乎所有的進口。

Corporate Culture of Toyota

Toyota is one of the world's biggest automobile producers; trade over 9 million models in 2006 on all over the world. Top 10 wealth Global 500 project, Toyota grades among the world's leading worldwide corporations and is superior to be the most well-liked automaker. A success of the company is to that they the commitment to customer happiness. Toyota has been created by a set of values and principles that have their line in the company's formative years in Japan.

Toyota gives the new thought of cars is about dreams, feeling and motivation. They are a single ability for Toyota to say where the aim is heading, and to prove its customers what they map in the mind as well as in future, but the fact is that Toyota engineer theres a lot more too automotive design than dreaming up what you want your car to look like on the outside. Designers have to work closely with engineers, production plants, and marketing specialists to create a car that is not only beautiful, but that will sell and is practical to own. Toyota company changes their model in every 3rd year, whereas other companies changes their models in every 5th year.

歷史-History:

According to the internet website Sakichi Toyoda, a productive creator, formed the Toyota Automatic Loom Company founded on his innovative designs, one of which was approved to a British concern for 1 million yen; this money was utilized to help found Toyota Motor Company, which was maintained by the Japanese government partly because of the military purposes. The Japanese relied on overseas trucks in the war in Manchuria, but with the hopelessness, money was limited. Domestic invention would decrease costs, offer jobs, and create the country more self-governing. By 1936, just after the first victorious Toyoda vehicles were manufactured, Japan demanded that any automakers selling in the country needed to have a majority of stockholders from Japan, along with all officers, and stopped nearly all imports. (Article by Konrad Schreier)

Toyoda's car operations were placed in the hands of Kiichiro Toyoda, Sakichi Toyota's son; they started experimenting with two cylinder engines at first, but ended up copying the Chevrolet 65-horsepower straight-six, using the same chassis and gearbox with styling copied from the Chrysler Airflow. The first engine was produced in 1934 (the Type A), the first car and truck in 1935 (the Model A1 and G1, respectively), and its second car design in 1936 (the model AA). In 1937, Toyota Motor Company was split off.

From 1936 to 1943, only 1,7,57 cars were made 1,404 sedans and 353 phaetons (model AB), but Toyoda found more success building trucks and busses.  The Toyota KB, a 4x4 produced starting in 1941, was a two-ton truck similar to the prewar KC; it had a loading capacity of 1.5 tons and could run up to about 43 mph. The GB was based on the peacetime, 1.5 ton G1 truck, which in turn was based on the Model A1 cars. (From global spec).

The first Toyoda truck was roughly a one-ton to one and a half-ton design, conventional in nature, using (after 1936) an overhead valve six-cylinder engine that appears to have been a clone of the Chevrolet engine of the time: indeed, a large number of parts were interchangeable, and Toyoda trucks captured in the war were serviced by the Allies with Chevrolet components. There was also a forty-horsepower four cylinder model, very similar to the six cylinders in design but rather underpowered for a truck with a full ton of capacity.
Corporate culture:

Corporate culture is a culture in which a term used to describe the joint principles, appeal systems, and process that offer a company with its own limited flavour and way. Businesses of all sizes posses some type of corporate culture, in that every company has a set of principles and goals that help to define what the business is all about. Here are some examples of rudiments that go into creating and defining a corporate culture.

At the establishment of several company cultures are the values that preside over the function of the trade. These principles are typically expressed in terms of the policies and measures that describe how the company will function. This will take in how altered departments or functions recount to one another in the manufacture process, the queue of communication well-known among management?? and departmental workforce, and rules leading satisfactory behaviour of each one who is part of the company. This essential managerial society makes it probable to build up other layers of business culture based on these foundational factors.

豐田的企業文化-Corporate Culture of Toyota:

The basic reason for Toyota's victory in the worldwide marketplace lies in its corporate attitude aa??" the set of rules and manners that run the use of its possessions. Toyota have profitably penetrated international markets and recognized a world-wide occurrence by good worth of its efficiency. The company's approach to both product development and distribution is very consumer-friendly and market-driven. Toyota's philosophy of empowering its workers is the attraction of a human resources management system that promotes creativity, continuous improvement, and innovation by encouraging employee participation and that likewise creates high levels of employee loyalty. Knowing that a workplace with high spirits and job satisfaction is more likely to produce reliable, high-quality products at affordable prices, Toyota have institutionalized many successful workforce practices. Toyota has done so not only in its own plants but also in supplier plants those were experiencing problems.

While a lot of car manufacturer have earned a reputation for building high-class cars, they have been not capable to conquer Toyota's reward in human resource management, dealer networks and sharing systems in the highly reasonable car market. Much of Toyota's success in the globe markets is certified in a straight line to the synergistic recital of its policies in human resources management and supply-chain networks.

管理人-Managing people:

Toyota has taken various steps to build high performance teams:

Stage 1: Orientation. The group needs strong way from the manager and must recognize the essential task, policy of commitment, and tools the members will use.

Stage 2: Dissatisfaction. After leaving to job, the members find out it is harder than they thinking to work as a group. In this phase, they go on with to need strong path (structure) from the boss but also need a lot of communal maintain to get through the tough social dynamics they do not recognize.

Stage 3: Integration. The collected group starts to build up a clearer image of the roles of various side members and begins to bring to tolerate manage over group processes. The head does not have to give much duty direction, but the group still wants a lot of public sustain.

Stage 4: Production. The group become a high-performing team by their own and no longer they dependent on the leader.

In a meeting, people do the similar mindless task frequently and are accountable only for a minute piece of overall manufactured goods. Toyota has attempted to augment jobs in a variety of ways. Some of the quality that make the job more inspiring take in job revolution, a variety of kinds of feedback on how workers are undertaking at their jobs, the andon system and important work group independence over the tasks. Toyota became involved in job enhancement in the 1990s and redesigned its congregation appearance so that the parts that make up a subsystem of the motor vehicle are installed in one particular area on the assembly line. Rather than a work group assembling electrical systems and then putting in floor mats and then door handles, a work group strength focus almost wholly on the electrical system under the cover. For white collar employees, Toyota organizes teamaa??a?￠s approximately com??-plete projects from start to come to an end. For example, the plan of the interior of the car is the blame of one team from the plan stage from side to side produc??-tion. Participation in the project from start to end enriches and empowers the member of staff.

People are encouraged by demanding but achievable goals and measurement of advancement toward those goals. Toyota's visual management systems plus policy consumption means that teams always know how they are doing and are always functioning towards stretch development targets. Policy deployment sets demanding, stretch goals from the top to the bottom of the company. Careful capacity every day let work teams know how they are performing.

一個學習型組織-A learning organization:

According to internet when processes are steady, squander and inefficiencies become openly able to be seen, there is a chance to learn contin??-ually from improvement. To be a learning group, it is essential to have constancy of personnel, slow encouragement, and very suspicious succession systems to defend the managerial information base. To "learn" means having the ability to construct on the history and move forward incrementally, rather than starting over and reinventing the wheel with new personnel with each new task.

The Toyota philosophy emphasises that accurate problem solving requires identifying the root grounds which often lies hidden away from the source." The answer lies in digging deeper by asking why the trouble occurred. The hardest part to find out is grasping the condition thoroughly before taking place with five-why analysis. Grasping the situation starts with observing the condition with an open mind and comparing the genuine situation to the measure. To clarify the problem, one must begin by going to where the problem is (genchi genbutsu). For Toyota, trouble solving is 20% tools and 80% judgment. For most other companies, it seems to be 80% tools and 20% thinking. A key to learning and increasing, not only within Toyota but in Japanese civilization, is Hansei, which generally means "reflection." Hansei means reflection on the development of developing the vehicle. Hansei is the check stage of PDCA. It is used most often at the end of a vehicle program, but is being now moved additional upstream so there are quite a lot of Hansei events at key junctures in the program.

結論-Conclusion:

Becoming a lean enterprise involves a lot of hard work. The company should follow the recommend the following steps:

Start with achievement in the technological system; follow quickly with cultural change. The social and technical systems of TPS are intertwined. If a company wants to change the culture, it must also develop true lean leaders who can reinforce and lead that cultural change. The best way a company can develop this is through action to improve the company's core value streams, supported by committed leaders who reinforce culture change. Start with value stream pilots to demonstrate lean as a system and provide a go see" model. Within a value stream that defined by a product family. The model line should become a singularly focused project with a great deal of management attention and resources to make it a suc??-cess. Use value stream mapping to develop future state visions and help "learn to see. The team members learn together as they see the waste in the current state, and in the future state they come together to figure out how to apply the lean tools and philosophy. Value stream mapping should be applied only to specific product families that will be immediately transformed. Use kaizen workshops to teach and make rapid changes. Using a talented and experienced facilitator who has a deep understanding of lean tools and philosophy with a specific problem to tackle makes all the dif??-ference in what can be accomplished. However, the kaizen workshop should not become an end in itself. Kaizen workshops are best used as one tool to implement specific improvements guided by a future state value stream map. Organize around value streams. In most organizations, management is organ??-ized by process or function. In a factory, there may be the paint department, the assembly department, and the maintenance department. Value stream managers have complete responsibility for the value stream and can answer the customer. Someone with real leadership skills and a deep understanding of the product and process must be responsible for the process of creating value for customers and must be accountable to the customer. Make it mandatory. If a company looks at lean transformation as a nice thing to do in any spare time or as voluntary, it will simply not happen.