The story of Toyota (1 1)-Toyota's mode of production is philosophy.

? We can see many books about Toyota's mode of production in bookstores, and we can also find many on the Internet. If you go to bookstores on the streets of Japan, such as Maruyama and Sanshengtang, if you know Japanese, you will find that Toyota's books can occupy two shelves, which is really overwhelming! But I tell you, the real book published by Toyota is "Toyota Production Mode" by Taiichi Ono, not published in the official name of Toyota, but published by Taiichi Ono as an individual author. Everyone knows that Toyota's mode of production has two so-called pillars, and there is no disagreement within Toyota.

1 This number comes at the right time. It is a concept created by Toyoda Ichiro. It is a Japanese-style English, referred to as JIT, and Toyota people also pronounce it as "machine set".

The second is self-automation, and the automation of the word "V". Use traditional Chinese characters. This is the special function of the G-type automatic loom invented by Akio Toyoda, that is, if a warp yarn of the loom breaks, the small iron piece covering this warp yarn will fall down and block the loom's swing, and the loom will stop. This has been said before. As a result, the idea of "as long as the equipment is going to produce defective products, it will automatically stop immediately" and various corresponding devices have been developed, as if the loom had artificial intelligence.

Be more specific. Just-in-time means producing and carrying only the required number of items when needed. Here, I want to know who stipulated these three "needs". This is determined by our customers and our post-process, and it is also the requirement of post-process for the former process. We can not only understand the front and back processes as two adjacent processes in a workshop and a production line, but also understand the relationship between the front and back departments, suppliers and customers in the company. Furthermore, we can also include production chains and production chains formed by different industries with supply and demand relations. Every process has a pre-process and a post-process. For each process, your customer is your own post-process, you must think so. Based on this understanding, we must understand and establish a basic principle, that is, we can start production only after the goods order is issued from the later process. This is a very innovative way of thinking, which is completely different from traditional push production. Pushing you all the time after giving birth is the opposite way of thinking.

By further concretizing the content of just-in-time system, we can find that it contains three elements: QDC, quality, delivery and cost. In fact, cost also means price to customers. D, we usually say the meaning of delivery, but in fact it also includes the quantity that should be delivered, so it contains two meanings: quantity and time limit. Quality, delivery and cost are the requirements of customers for post-processing, specifically, high quality, low price, specified quantity and delivery. This is the 1 pillar of Toyota's production model.

Self-destruction of the next person means that when the equipment fails or starts to produce poorly, it can stop automatically immediately and prevent the problem from recurring through improvement. The so-called prevention of recurrence means eliminating this phenomenon, eliminating this reason and eradicating this real reason. This is a three-stage process. On the whole, I think I solved the problem by eliminating the cause. What do you mean, eradicate the real cause? This is a very innovative way of thinking. The so-called root cause is to change the drawings, specifications and technical parameters of the product. As long as this is changed, the previous problems will never happen again and the quality will be better. This is the real progress. Improvement without this step is not real improvement, but "disposal". This way of thinking is very strange and meaningful, which means that the more problems I can find, the better I can change. Improve, the more changes, the better, and some changes can be better. This is a question value. If we can look at the problem in this way, there will be opportunities for progress, so it is also an idea and philosophy.

Generally speaking, Toyota's mode of production is composed of these two pillars, which is also an innovative way of thinking and method created by Toyota's two founders, Akio Toyoda and his son, Ichiro Toyoda.

Just-in-time system embodies the principle of customer first. Self-improvement embodies improvement, that is, wisdom and research, research and creation, so Toyota's production model is composed of two pillars: customer first and improvement. According to this meaning, the essence of Toyota's mode of production can be summarized as follows: Just-in-time is customer first, and self-mockery invented by Akio Toyoda is improvement. Therefore, in this sense, the essential content of Toyota's mode of production is not limited to the operational level of the production workshop, but the basic idea of management, which is the most basic underlying thinking of Toyota. Many methods and techniques are developed on the basis of this basic idea. For example, the tool of just-in-time system is kanban, which is to write the instructions of production and handling on a slender piece of paper, where to produce, how many pieces to produce in a batch, when to produce, how often to carry them, and where to go after production. It's actually a job description. Self-improvement is improvement, which is what we learned in Toyota way 200 1 and has become the basic content of Toyota people's actions.

So Toyota's mode of production is actually the fourth root of Toyota's corporate culture. When we talk about Toyota's production mode, we will talk about many tools and methods, such as visual management or visualization, five whys, standard operation, takt time, process cycle time, one-digit time to change production, cycle time, post-process collection, leveling, mobile production, one process, saving labor, saving manpower, seven kinds of waste, eliminating waste, 3M (waste, overload, imbalance). Thus, it is a new concept, with great innovation and great benefits. Improvement is to completely eliminate waste and increase added value, which is a very useful way of thinking and skill. Moreover, most of these concepts or technologies are not limited to production links, and are completely applicable to other links.