Three real Japanese people explained what the Japanese spirit is with their actions.

Founding squad leader can't remake, can't borrow! ?

Toyota, Honda and Nissan, which have developed faster than all their competitors, have "attacked the city and plundered the land" in major markets around the world and become ever-victorious generals who make their opponents "daunting".

What makes Japanese car companies maintain such a long-term competitive advantage? What enables them to clearly grasp the future development trend? What are they worth learning and learning from?

Toyota is terrible, but it cannot be surpassed. In the next 20 years, 50 years or even longer, will a number of world-class enterprises that can rival or even surpass Toyota emerge in China market?

Every intersection of Toyota workshop in Guangzhou has a sign of "road condition confirmation".

It is summarized by four key words: professionalism, attention to details, attention to corporate culture and attention to brand building.

I admire their selfless dedication to work.

"The selfless dedication of the Japanese people is far from what we can imagine." "Overall, the professionalism of Japanese companies from top to bottom is among the best in the world."

"In addition, whether Nissan or Toyota, the Japanese have very clear public and private time. On weekdays, they are so devoted that they can even work overtime until eight or nine in the evening. They almost work in the state of "one top two", but they pay great attention to leisure on rest days and never work on weekends. This is also a prerequisite for ensuring their orderly work. "

Pay attention to detail-avoid waste as much as possible.

"The Japanese pay attention to details and strive to make every detail fine enough to be measured and avoid waste to the maximum extent."

Completely eliminate all waste.

What is waste? Toyota people understand that activities that can't add value to customers are waste. Things that don't add value are everywhere around us. For example, inventory does not add value, and activities that do not add value are not to be done well, but to be eliminated. Lean production thought holds that out-of-control inventory is a demon, which is not only a waste in itself, but also covers up various management problems. Our enterprise is like a sailboat. Why can't we sail fast? Because there are many reefs under the water surface, if we lower the water surface, we will quickly find the reefs and remove them, and our sailing speed will be faster. By the same token, reducing inventory at work can completely expose the problem. If you ask five more questions, you can find a thorough solution to the problem, and achieve the goal of reducing inventory, continuous improvement and finally eliminating waste. At present, we still need a lot of inventory to organize production, but many of them are unnecessary and cannot add value to customers. We must extract these from them, ask five reasons and find a thorough solution to the problem. After continuous improvement, we can not only reduce the inventory, but also find out the problems in our management. We will make progress by trying to solve these problems.

Who is the subject of practicing lean production?

I found the answer to this question in Toyota-the main body of practicing lean production is the operator. Looking at the advancement of our work, we often need leaders to put in a lot of energy and keep pushing forward, so as to make the work move forward. Although the core of the lean production model established by Toyota comes from the design of the company's core concept, vision, mission and management concept by the company's top management. However, this leadership concept is by no means limited to the formulation of strategies and the planning of systems.

In Toyota, the reason why lean production can achieve enviable results and do a good job of "completely eliminating all waste" depends on the high recognition and conscious participation of all employees. Employees can eliminate product quality, materials, equipment and waste through special meetings, so as to improve the production process and improve production efficiency. At Toyota, every employee is pragmatic. They don't care about "big things" that don't belong to them. On the contrary, they will never let go of the little things around them. They regard improving these "small things" as their sacred duty, and the internal driving forces that drive them to continue to promote lean production are: "one action is 35% invalid" and "everyone saves 65438+. From this, we can easily see that the Japanese are using another action to interpret the true meaning of "master".

The core of lean production is improvement, which is reflected in continuous thoroughness. Toyota people are never satisfied with their achievements. This is internal strength. In their view, any enterprise has problems of one kind or another to varying degrees at any time, and the key lies in establishing a good mechanism to find and solve problems in time. In Toyota's system, no problem is a problem, so we should expose the problem. In the communication at all levels, we strongly advocate that "please tell us the problems you encounter so that we can solve them together." The concept of "problem first", even if the overall project is very successful, Toyota people will continue to think about how to improve it in order to do better.

In today's world, the pattern is unpredictable, but Toyota people have never been greatly impacted. The reason is that it is very good at persistent improvement and thorough improvement. As long as there is a problem, even the smallest problem, even the seemingly simple thing, we must do it well, and it is also the most difficult to do the simplest thing well. For many years, Toyota people have done this. It is not easy to stick to this habit. Whoever persists will achieve the same success as Toyota. It is not difficult to see that through thorough and continuous improvement, Toyota has always stood at the core of the spire of world-renowned enterprises.

The mode of production can be copied, but the culture is difficult to copy.

In the reception hall of Toyota in Guangzhou, I saw "cheerful, enterprising and energetic" posted on the wall; Serious, caring, and * * *; Slogans such as "Thanksgiving, Drinking Water and Thinking of the Source" can also be seen everywhere when entering the factory. GAC Toyota puts the words "cheerful, enterprising and energetic" in the first place. Obviously, enterprises emphasize respect for people.

Toyota has a small blackboard in the small conference room in Guangzhou, which is filled with Chinese and Japanese tips from senior leaders to middle managers such as room directors. There is a saying called "smile and say hello."

Now many enterprises learn from Toyota's lean production mode, but I think the real essence lies in Toyota's corporate culture, which cannot be copied.

The salary of Toyota employees in Guangzhou may not be the first in the industry, but everyone who works here can feel respect and equality. "Working here, you can communicate with your boss on an equal footing, and everyone will respect others."

Sales volume first is the result, and brand first is the goal.

"Whoever can make a brand and not sell it will be able to occupy the market for a long time."

Now the quality of Japanese products ranks first in the world, which is a good reference. Although we are constantly rethinking quality control, introducing standards and advocating the new concept of quality management, after years of studying TQM, we have not really achieved the goal of "an organization with quality as the center and full participation as the basis, aiming at satisfying customers and benefiting all members of the organization and society, so as to achieve long-term success". Purpose.

In the eyes of Toyota people, manufacturing quality is made in the process. Every employee in the production site is an operator and an inspector. Everyone has established the quality concept of "the next process is the customer" and "the next process will never give defective products". In the Toyota production system, every employee should be responsible for quality, implement producer autonomy, and correct any quality defects as soon as possible. Toyota's manufacturing site has no terminal inspection process, and its pillar is self-automation. What I want to explain here is the so-called "self-automation". The real meaning of self-destruction is to eliminate defective products, not to produce defective products, not to let them pass on to the next process. We must grasp why the problems in the previous process are passed on to the next process and find out where the problems are.

As a management concept in the modern industrialization era, refined management was first put forward by Toyota Yingzhi in the 1950s.

Toyota Yingzhi became the president of Toyota Motor Corporation in 15, which was a glorious historical period when Japan's economy developed rapidly and became a world economic power. The company itself has also made great progress: 1968, the special ship "First Toyota Maru" set sail for export to the United States, marking the official entry of Toyota Motor Corporation into the American market of the automobile kingdom; In the same year, the annual output of 6.5438+0 million vehicles was realized; 1969 achieved the goal of selling10 million cars in Japan; 1972, and the cumulative production target of100000 vehicles was achieved; 1973 achieved the goal of selling100000 cars in Japan; 1980 Establish a system with an annual output of 3 million vehicles. ...

1950 Japanese engineers went to Roger's factory in Detroit, USA to study for three months. Toyota Yingzhi learns from Ford's automobile production and management methods and improves them on this basis. Focusing on avoiding waste, he tried to eliminate any useless actions, efforts and materials in the production process, and tried to establish such an enterprise: eliminating all activities that could not bring benefits to the end users of products or services; At the same time, we should constantly find and implement improvement methods.

Japanese enterprises call for lean, which effectively improves product quality and promotes Japan's economic growth, making Japan quickly surpass Germany and become the second economic power in the world. This makes American automakers "mounted on the wheels of cars" have to put down their airs and go to Japanese automakers such as Toyota to learn from them. After that, lean enterprises and lean production methods went to the world with the rise of Japanese economy.

"Fine production", that is, "lean production", comes from Toyota's production mode. It is relative to the "mass production mode". Toyota's production model is named "lean production", which is translated as "lean production" in Chinese. First, take the perfection, thoroughness and high quality in the word "fine", the benefit and increase in the word "profit" and the meaning of "excellent".

Toyota's success is largely attributed to "Toyota Production System" (TPS), which is also a set of production mode that many enterprises learn from Toyota. These two sentences basically cover the essence of TPS; First, the system of not allowing defective products to flow into the next process is adopted, and each process ensures product quality, thus ensuring high-quality products; Second, through continuous improvement (eliminating unnecessary procedures), reduce product costs and ensure that products have a price that customers are satisfied with. It doesn't sound complicated, but it's not that simple to realize.

Fine management is a management mode with the main goal of minimizing the resources occupied by enterprise management and reducing the operating cost of enterprise management. "Fine management" is to improve the "quality" in all aspects of enterprise management, pursue the goal of "not seeking the biggest, but seeking the strongest", re-sort and integrate the value chain and improve profits.

The implementation of refined management is a process of determination to pursue perfection and Excellence. It is the spiritual strength that supports the life of individuals and enterprises, and it is also the realm of self-satisfaction in the endless learning process. Its goal is to keep improving and pursue zero inventory, zero waste and zero defects endlessly. Pursuing continuous innovation, the enterprise continues to grow and develop.

Fine management: all fine quantification of management belongs to the category of enterprise management.

Lean production JIT: focuses on production management, which belongs to the category of production management in enterprise management. Lean production is an important part of refined management. Fine management is developed on the basis of lean production management. Lean production management and refined management are inseparable.

Toyota lean production mode is advocated by many enterprises, but it is easier said than done, and few enterprises can successfully learn its essence.

Fine management-the road to enterprise success

"Fine management is the need to surpass competitors and self, and it is the need to build an enterprise with excellent process". Refined management is not only an inevitable choice for us to adapt to the fierce competitive environment, but also an inevitable choice for enterprises to become century-old shops with a long history.

Why enterprise management needs refinement?

"Fine management" is a management concept from developed countries, which mainly appears in large industrial manufacturing industries such as automobiles and household appliances. Enterprises optimize production processes and management processes through refined management. "Zero defect", "just-in-time production" and "zero inventory" have all become synonymous with fine management, which are widely used by many well-known enterprises, among which Sony, Toyota and Dell in the United States are the most famous.

The greatest contribution of refined management to enterprises lies in cost control. An enterprise that realizes fine management can generally control the cost to the best, because fine management can optimize the process, improve the quality, reduce unnecessary losses and save all the money that can be saved.

Social and cultural differences affect and restrict refined management. Why can a number of famous enterprises achieve "fine management" abroad, but not in China? In the final analysis, China still lacks the soil to cultivate refined enterprises.

Behind "essence" is the persistent pursuit of science, a mass thinking mode that pursues the ultimate wholeheartedly, and is based on the social foundation of "legal system". In developed countries, people generally admire science and love truth, hoping to find the laws and theoretical basis behind everything.

For enterprises in China, running a business is more of an art, or there are many artistic elements. Under the current cultural background of our country, if enterprise management is to be refined, it will inevitably encounter great resistance. On the one hand, there is a lack of managers to promote refinement; On the other hand, due to the lack of employees who accept and realize refinement, the requirement of refinement is often regarded as "nitpicking", so it is difficult to implement. In the same way, if the enterprise forces management refinement regardless of the actual situation before solving people's problems, it will inevitably produce some contradictions and eventually deviate from the original design goals.

Common "refinement trap"

Digital trap: Refinement requires numbers to talk more, but indulging in numbers often leads to strategic decision-making mistakes. Enterprise decision-making is not a transparent process, and it must be based on a number of assumptions, including the assumptions about numbers and the assumptions behind them. Similarly, enterprise decision-making often faces the problem of too many numbers, but the authenticity and validity of the numbers are outstanding, and some contradictory numbers often appear at the same time. How to choose and balance is an art and a science, but it is even more difficult to really master this art and science, and more often it is judged by experience, but this runs counter to the original intention of "essence".

Efficiency trap: in order to pursue refinement, some steps that can be skipped often become essential, sometimes this is a good thing, but everything has two sides, and it is inevitable that refinement will lead to the extreme phenomenon of efficiency reduction. The key to this lies in the mastery of refinement "degree" and the experience and knowledge of decision makers, which is another problem that deviates from refinement.

Execution trap: Fine management is inseparable from people's execution. But many times, some well-designed management rules are difficult to be well implemented. The key to the problem is that the operation design is unreasonable and the reaction of the executed person is not fully considered. Often the executor is unwilling to promote it, fearing trouble and offending people; The latter is lack of ability, unable to guarantee, and so on, which ultimately leads to refined management can only stay on paper and orally.

How to achieve refinement

To realize the refinement of management, it is very important to learn to avoid the trap of refinement first. Therefore, decision makers at all levels of enterprises must be clear about the degree of refinement: the degree of numbers, the degree of efficiency, and the degree of implementation. Everything must be operable, achievable and controllable.

The essence of meticulous management lies in the change of people's thinking mode, especially for China people who are masters of the golden mean in their bones.

Therefore, if enterprises want to carry out refined management, the first problem to be solved is to instill in everyone the significance, necessity and realizability of refined management, and to cultivate the cultural atmosphere of pursuing refinement from the ideological root.

Secondly, we should pay attention to cultivating talents. The essence of refined management is to require employees to be more professional. By improving the professional quality and skills of employees, the work requirements for employees are solidified into everyone's work habits. Therefore, in order to realize the refinement of management, we must cultivate a large number of qualified professionals, and realize the specialization, refinement and standardization of management process through the professionalization of talents.

Third, guide, cultivate and promote refined management through assessment, rewards and punishments. If we just ask everyone to be refined in management, but don't take the lead in assessing incentives, it will inevitably lead to the failure of refinement.

Finally, we should have phased goals, step by step, and only step by step can we form a solid foundation, and we should not give up halfway.