Reflections on "Toyota Failure"

After reading a famous book carefully, everyone must have a lot of feelings about life or things. You can't just watch. Write a review. So, can it really be written? The following is my comment on "Toyota loser" for your reference only. Let's have a look.

After the recent lean production training, GPD Division organized a reading sharing meeting led by department leaders. This course is reading "Toyota loser" After reading each chapter, I will make a small summary. After reading the whole book, I feel a lot. I also have the following views and plans for some of the ideas mentioned in the book.

1, you should be able to achieve "a little knowledge" to lead to failure. As the name implies, we think we can do it well, but in fact we can't. The reason is that we didn't think carefully, analyze carefully and solve it with our own subjective ideas, but there may be better ways or ways to solve the matter itself, and we didn't try. In the later stage, the workshop needs to carry out corresponding training and activities to improve the professional skills of employees, stimulate their enthusiasm, improve the site, and ensure that the technology and materials are foolproof.

2, "standard", the standard mentioned in the book is that as long as you use a "ruler" to measure, you can find problems, find problems, solve problems, and formulate corresponding standards to prevent problems from happening. On the contrary, as long as there are clear standards, the problems will be highlighted and the direction of improvement will be obtained. Supervise and inspect the implementation of standards, ask those who fail to implement standards, understand the reasons, and discuss whether there are better solutions or improvement directions.

3. The more important the work of the "Regulations" is, the more it is necessary to implement the "Regulations" to the end. If there are rules, we must abide by them. We should also remind them repeatedly to carry out relevant education and training, deepen their impression and let them abide by the regulations at all times. Important positions can formulate some inspection standards for educational documents and materials in order to effectively implement the regulations.

4. You can't be a "good person" to cultivate talents. It is mentioned in the book that a good personality is not necessarily a good boss, and you can't muddle along. Don't pamper your subordinates next time. You should be strict with your subordinates, be tough on problems, urge them to make progress, formulate a performance appraisal system in the workshop to restrain employees, and make corresponding plans for talent training.

After reading "Toyota Failure School" 2, under the leadership of our business department, we carried out the reading and sharing activities of "Toyota Failure School" through lean production training. After reading this book, I feel a lot. Here are one or two things I learned.

It is mentioned in the book that "the truth can be found by observing the scene", which is the only process to solve the problem. When a problem occurs, you must arrive at the scene at the first time, make a judgment according to the current situation and information such as defective products, find out the real cause of the problem and solve it. If you have a half-knowledge of the problem, or can't find the reason, it will lead to repeated problems if you only treat the symptoms instead of the root cause. "Wrong decisions often come from wrong information", which further shows that if you don't pass the three-presentation principle, the information you get may be incomplete or wrong. The decision made in this regard not only failed to solve the original problem, but also led to new problems. In the future work and life, once you encounter any problems, you must adhere to the principle of "three presence" and solve the problems in essence.

Every time a problem is solved, how to prevent it from happening again in the future, no matter who operates it? This is one of the functions of standards and visualization mentioned in Toyota Failure. The best standard function will minimize the problem. In the future work, when the problem is solved smoothly, we should revise the operating standards as soon as possible, assist in completing some education and foolproof measures, and organize relevant personnel to conduct on-site training when necessary to prevent problems before they happen.

After reading "Toyota loser", it is not only of great help to my work, but also of great guidance to my future life and dealing with people. Failure is not terrible, what is terrible is that the same failure happens again and again. Therefore, in the face of failure, we have to go to the crime scene to find clues, don't let go of any clues, concentrate everyone's wisdom, and finally let the truth of the case come out.

Watch "Toyota loser" 3. After the lean production training, the leaders of GPD Division held a reading and sharing meeting of "Toyota loser" in lean production. In order to make everyone agree on their own ideas, I hope everyone can reach an understanding in the later communication, and all managers are required to participate in the learning and exchange, and an exchange and sharing meeting will be arranged after reading each chapter. Through the holding of this reading sharing meeting, I am deeply touched. Let me talk about my understanding and views on this book.

1, Toyota regards "failure as the seed of improvement", and the concept of improvement becomes the pillar of Toyota's production mode, forming a corporate culture, and regards every failure as an opportunity for improvement. Every time they face failure, they don't blame each other first, but dig out the real reason behind the failure problem by repeating why, so as to avoid the same failure from happening again and make the problem really improve. However, in our real life, most people are still afraid to face failure, and many ideals are not put into action for fear of failure, making them fantasy. In the face of failure, sometimes the problem at that time was solved, and the investigation ended without finding the real cause of the problem, which led to the recurrence of the problem. Therefore, we should not be afraid to face failure in our future life or work. We should use Toyota's improvement concept to face failure. I believe that in the near future, we will see different ourselves.

2. What is a "standard"? Standards refer to the practices and conditions that can ensure that all operations reach the best state at present, and operators should use this as a benchmark to complete their work. Simply put, it is "if you follow this practice, you can finish it smoothly". As long as you follow the standard, you can get the same result, so you won't fail and the quality of your work will improve. With the continuous expansion of the company's scale and the rapid growth of personnel, it is no longer possible to rely on the era when the master took the apprentice and worked or managed by his own experience. No matter what kind of work, we should establish "standards" to measure whether the work is normal or abnormal. I believe that after the standard is formulated, the work will change greatly and the faults will drop greatly.

3. Toyota has a saying that "people in the post-process are customers". Because the products of the previous process are passed on to the next process, the latter process is relatively the supervisor of the previous process. Even if there is no mistake in your own process, it will cause mistakes in the next process, which will not only seriously affect production, but also have a negative impact on your work. When problems are found, the two sides should not complain to each other, but should communicate effectively on a regular basis. Through communication, we can enhance mutual understanding and understand the difficulties in our work. Through the sharing of information, the hostility between the two sides can be eliminated, and the two sides can be prompted to come up with countermeasures that cannot be worked out by a single process, thus reducing product quality problems.

When subordinates have questions, don't tell them the answers directly. Telling the answer directly will make them lose the opportunity to think with their brains, fail to understand the key points of their work, and may experience the same failure again and again. We should patiently guide our subordinates and give them hints at the same time, so that they can actively think about ways to solve problems until they really understand. It is our duty to motivate our subordinates and improve their work level.

Through the study of this book, you should always push yourself in your next work and life. Put these improvements in place, set an example, actively carry out all the work, earnestly perform their duties, and let all the work of the procurement planning department go up a storey still higher!

Reflections on reading "Toyota Failure School 4" Recently, I was lucky enough to read the book "Toyota Failure School" and just saw the cover, which attracted my attention:

Bring a team that is excited when encountering problems. Every time the fault light is on, Toyota people will know that the opportunity for improvement is coming. I can't help but see a scene in my mind. There was something wrong with a process in the factory, and a group of people were very excited and rushed up.

It may be exaggerated, but this is a real scene in my mind, and I don't know what kind of atmosphere it is. What kind of system? What kind of management? With such a team, I entered the book with such questions to find answers.

Not as obscure as expected, the book revolves around "how to find problems and how to solve them", which is mainly divided into several steps:

1 to "visualize" the failure. In order to present various problems on the spot, we need to do the following: ① respect human nature, humanize management, and cultivate the integrity of field personnel; (2), the problem is not to find personal reasons, but to find organizational reasons; (3), determine the parking standard, cultivate the courage of field personnel parking;

2. Build an "architecture" where no one will fail. (1), "three manifestations" and "five whys" to find the real reason; (2) failure to lower the standard, making the standard "foolproof"; (3) Avoid the recurrence of problems; (4) training and teaching subordinates reasonably; (5), record failure, * * * enjoy the experience of failure;

3. Cultivate the spirit of never giving up. ① Face up to failure and allow mistakes; 2. Focus on the "process"; ③ Incentive and encouragement mechanism (organization); (4) create an atmosphere in which problems are easy to discuss and failure breeds creation;

At work, sometimes we will encounter many problems, but "no problem is the biggest problem". As a manager, we should create an atmosphere that can face failure directly and dare to admit problems; Facing the problem, we can find the real reason, prevent the stupidity after improvement, determine the standard and avoid repetition; Reasonably authorize, cultivate the echelon, and build a positive and persistent team. Author: Liu

I watched "Toyota Failure School" and recently learned about Toyota Failure School. After reading this book, my motto has not changed, but my own cognition and way of doing things have changed greatly. My motto is still: don't wait, don't wait, don't fail, dare to think, dare to do and dare to succeed. There are several points in Toyota's failure theory that have a profound impact on me and are also problems in our field.

1, Chapter 1, Section 3 and Section 4: What happened was not to investigate the responsibility, but to take measures. In the previous work, when there were problems, our first thoughts were: "This is not my responsibility", "How did this happen again" and "Who did it and punished it".

2. Chapter II, Section III: No problem is the biggest problem. Is the problem hidden in the present? Either the report cannot be effectively solved, and it is better not to report it in the end, or it is afraid of being criticized and punished, which leads to the problem not being dealt with at the first time, resulting in greater consequences.

3. Chapter III, Section I: Failure is greatly reduced through standards. At present, there are many standards missing, and from the current situation, our implementation of standards is also very poor.

4. Section 1 of Chapter 4: Take the post-process as customers, create an information platform, let them know each other's work content and headache problems, let them rectify each other, and establish a friendly working atmosphere.

5. The fifth chapter talks about never giving up to create miracles. We can't do it because we haven't really worked hard, because we haven't reached the limit.

In view of the above problems, the following measures were actually taken at the workshop site:

1. Establish an abnormal feedback mechanism in the workshop to encourage operators to push problems to the desktop for exposure. We don't intend to investigate the responsibility, but take measures to let the operators know that we are dealing with problems, not people.

2, gradually establish the standards that we can implement at this stage, respect human nature, and let operators participate in the establishment of standards.

3. Establish the file management of workshop personnel, formulate corresponding career plans for operators, and guide them to learn and participate in management.

In short, if you ignore failure, it will really become a literal failure. However, if we face up to failure, learn lessons and sum up the reasons, failure will become part of the improvement work, and failure will not end in failure. In the process of work, we should not avoid problems, but expose problems or failures. Only when there is a problem can we face it squarely and solve it. When a problem occurs, we should first investigate the cause of the problem, instead of blaming and punishing our partners, and try to avoid the recurrence of the problem. We should establish a problem feedback mechanism, expose all hidden problems on the table, let everyone face up to the existing problems, and then find ways to solve them, so that all of us can see the status quo clearly, improve ourselves and our team, and make new Shanghai the first place forever.

After reading "Toyota Failure School", I recently learned the book "Toyota Failure School". I was deeply touched, so I also set a motto for myself: "Sweat, low tide and failure don't matter, I am preparing for victory." There are three things I agree with in this book:

1. Record failed.

The book mentions that "past failures are' treasures'". By sharing failure experience and solving countermeasures, we can shape an organization with fewer mistakes. For example, in our equipment maintenance, sometimes in the process of machine maintenance, the maintenance part may be a small part or an area, but in the process of disassembly, irrelevant parts may be damaged. Although this part is damaged, it has no effect on the use of equipment at this stage. We may subconsciously think that no one knows anyway, and it will not affect the use of equipment. After I say it, the superior leader will think that I have a problem with my ability, and will cover up this problem and only repair the first damaged part. In this way, there will be problems in the later use of the equipment, and it is not necessarily this person who is repairing it when repairing it. The reason of the problem is that we didn't feedback the problem and record it for other colleagues to know when it first appeared, which led to unknown so when others encountered this problem, so it is very necessary to record the fault.

2. Through the "standard", failures will be greatly reduced.

We often say that "Fiona Fang can't be made without rules", which is the same in work and life. At work, that is, the standards we talk about, we have standard operating instructions and equipment maintenance standards in the production process, and no matter what work we do, we have certain standards. Without standards, production can not be carried out, and the products produced can not meet the requirements of use. Without standardized maintenance, various problems will be encountered in the implementation, such as mismatch between equipment and accessories, and there is no maintenance at the maintenance place. If we set standards, we will follow them in our work, and then failures will be greatly reduced.

3. "Invisible work" needs sincerity more.

It is necessary to take measures to ensure the quality of products for the work that is difficult for people around to check. The examples listed in the book are all problems encountered by welders in their work, which will be encountered in any position in their work. Most of the production workshops are assembly lines, and everyone has a separate post. In production, only they know their work best. If a process is wrong or omitted, others will not see it easily. If you don't check yourself and the next process is not detected, there will definitely be quality problems when it is delivered to customers, which will lead to customer complaints. Therefore, we should treat the work that others can't see and avoid omission leading to failure.

When I first got the book "Toyota Failure School" after reading "Toyota Failure School" 7, I had two feelings: First, why did Toyota do so well but failed so much? Second, everyone says that we should learn from good experiences, so what can we learn from failed experiences? When I studied this book from beginning to end, my cognition changed greatly. The book starts with the seeds of Toyota's failure improvement, talks about how to make future failures visible, and then talks about how to turn failures into successful skills and how to improve them, which makes me really understand the meaning of "failure is the mother of success" that we ancients said.

Compared with our present situation, I think we lacked the analysis of accepting failure, admitting failure and summarizing failure from the beginning. We often do a bad thing, some people will choose to hide, some people will choose to shirk, and some people will choose to watch. These phenomena will only increase the unnecessary cost of the company and lead to more and more problems. Toyota's management model is precisely to grasp these weaknesses of human nature, look at and solve problems from the perspective of human nature, and make people more willing to accept and take the initiative to make minor improvements.

With the changes of the times and the progress of technology, at this stage, production enterprises like ours are not simply comparing who does more, who does faster and who sells more, but who can better meet the market demand, who knows customers better and who can make products that satisfy customers.

This requires each of us to regard the next working procedure as our own customer and do well in all aspects of lean production management. Only when our quality is impeccable, our production cost is minimized, our consciousness is transformed into action, and the atmosphere of all staff promotion is formed, then what we call "a century-old new Shanghai" is not just a dream. Author: Liu Yecheng

After reading "Toyota loser" 8, "bad news comes first" literally means "bad news comes first", and the original expression means to report the bad news to the leaders truthfully. For my work, when I receive information about equipment failure or on-site (safety) hidden danger, I should not only report it truthfully, but also deal with it on the spot as soon as possible. "Bad news first" is the motto I learned from the book. In fact, after reading the book "Toyota Failure", there are many other viewpoints and methods worth learning.

First, "build an architecture that no one can fail." This is the title of the fifth section of the first chapter. The book says that people will always fail, so Toyota is building a structure that neither newcomers nor veterans will fail. More than half of our work depends on the assistance of equipment. With the introduction of more and more high-precision, automatic and semi-automatic equipment, the skills of our operators are increasingly demanding. We can't guarantee that operators can control our equipment perfectly every day. What can we do to find a way to build an architecture that no one will fail? Take the automatic weighing floating body equipment in our workshop as an example. When the equipment was first introduced, it often broke down, and even we couldn't find the problem. Finally, we had to ask the manufacturer to repair it. However, we can't let the manufacturer come and fix it every time something goes wrong. We should take measures against the root of the problem. The equipment belongs to high-precision equipment and has strict requirements for setting various parameters. First of all, we must determine the parameters of the equipment and formulate standards. Then encrypt the device, and it is forbidden to modify the parameters without permission. Finally, work instructions are formulated to standardize the operation behavior. Of course, this is a pilot implementation. If the subsequent verification method is feasible, we will implement it on all the equipment in the workshop.

Secondly, "failure is greatly reduced through standards". Different working methods will lead to different results. Setting work standards can prevent failure. With the increasing scale of the company, there are more and more assembly lines in the workshop, and different people have different habits. How to control our production site? Through long-term observation, combined with the 5S principle, we have formulated the 5S operation guidance and inspection standards in the workshop. Develop a unified standard to visualize the problem.

Finally, "record failed." Past failures are treasures. By sharing failure experiences and solving countermeasures, organizations with fewer mistakes can be shaped. The introduction of more and more equipment has improved our efficiency and quality, but equipment will always break down, and even some failures will occur repeatedly. If there is no record, you can only check it slowly. Now we record every failure, time, problem and how to maintain it. Prepare to establish a medical record card for each device in the future, and the medical record card will follow the device, thus shortening the time to deal with equipment failures.

These are my personal feelings and some thoughts and plans after reading the complete book. I believe that we will apply what we have learned in our future work and integrate the belief of facing setbacks, correcting and preventing mistakes in time and sticking to the end into everyone's thoughts.

Some time ago, the business department published a book called "Toyota Failure". I'm glad to see such a book. Many ideas in the book are very impressive and have some understanding. Now share some of my feelings.

1. Find problems by "stopping" instead of "stagnation". In the production workshop, especially the piece-rate system, some employees want to get more for more work. If they find a little abnormality or small problem, they think it is not a big deal and can let it flow to the next process. But it is a small problem in your post, and it may be a big problem if you move to the next process. At Toyota, if something goes wrong, they will stop, call and wait. What we just lack is the courage to stop, always holding the luck psychology.

2, not to pursue responsibility, but to take countermeasures. There are often some problems in the production workshop, but we can't put all the blame on one person. After all, what's the use of reprimanding you if something goes wrong? The reprimand will only lead to the operators losing confidence, not daring to accept new challenges, and the company losing vitality. We should think about whether this is the responsibility of our management. Of course, it is necessary for us to reprimand those who do not comply with the regulations and cause accidents. However, we should appease and encourage them after reprimanding them.

Finally, in the face of failure, we should remember that no rules can make Fiona Fang. No matter what position, there are standards. For example, there are standards for work instructions, attendance standards and so on. With the standard, we carefully pass it on to our subordinates, so that the failure will drop sharply. On the contrary, failure will always come to you.

In a word, I think "failure is success", and I regard failure as the only way to success. If we face it bravely and overcome it, success will get closer and closer to us.

Comments on "Toyota Failure School" 10 Recently, I was lucky enough to read the book "Toyota Failure School", and it caught my attention as soon as I saw the cover:

Bring a team that is excited when encountering problems.

Whenever the fault light comes on.

Toyota will know.

Here comes the opportunity for improvement.

I can't help but see a scene in my mind. There was something wrong with a process in the factory, and a group of people were very excited and rushed up. ...

It may be exaggerated, but this is a real scene in my mind, and I don't know what kind of atmosphere it is. What kind of system? What kind of management? With such a team, I entered the book with such questions to find answers.

Not as obscure as expected, the book focuses on how to find problems and how to solve them, which is mainly divided into several steps:

1. Imagination failed. In order to present various problems on the spot, we need to do the following: ① respect human nature, humanize management, and cultivate the integrity of field personnel; (2), the problem is not to find personal reasons, but to find organizational reasons; (3), determine the parking standard, cultivate the courage of field personnel parking;

2. Build an architecture where no one will fail. (1), why do you want to find the real reason for "three now five"? (2) Reduce the failure of standards and formulate standards to prevent stupidity; (3) Avoid the recurrence of problems; (4) training and teaching subordinates reasonably; (5), record failure, * * * enjoy the experience of failure;

3. Cultivate the spirit of never giving up. ① Face up to failure and allow mistakes; 2. Focus on this process; ③ Incentive and encouragement mechanism (organization); (4) create an atmosphere in which problems are easy to discuss and failure breeds creation;

At work, sometimes we will encounter many problems, but no problem is the biggest problem. As a manager, we should create an atmosphere that can face failure directly and dare to admit problems; Facing the problem, we can find the real reason, prevent the stupidity after improvement, determine the standard and avoid repetition; Reasonably authorize, cultivate the echelon, and build a positive and persistent team.