1. The core of Toyota culture is civilian wisdom? Not the wisdom of MBA.

The whole world is looking for a way to make employees devote themselves to improving processes? For example, is Six Sigma one of them? But what if Six Sigma is put into Toyota mode? TPS？ Under what circumstances? Just a pediatrician. No reason is needed to explain this conclusion? We just need to compare, okay? In Toyota mode and Six Sigma mode? As a leader? What is the difference?

In Toyota mode? What you can find most is that employees actively solve daily problems. At the beginning of Toyota? Do Toyota experts believe it? The key to success lies in investing in employees? Is this the core of the Toyota model? The way employees think and behave is deeply rooted in the company's ideas and principles? When Toyota said, When respecting employees and continuous improvement are the two pillars of Toyota model? What are you actually saying? Toyota takes the civilian route? Not an expert route.

By contrast? Six sigma takes the American-style expert route? Or the elite route? The process was designed by the elite of the company? And then authorize it through the layers of bureaucracy? This management idea is actually reflected in American education? Developed by American business school system? In fact, is it "six elite horses"? This explains why there are basically no business schools in Japanese universities. Because the Japanese believe in the wisdom of employees, not just experts or elites?

It is said that Reid, former president of Ford, visited the Toyota factory? In view of Ford's contribution to Toyota's early development, Toyota President Fujio Machi? Agree and personally accompany President Ford to visit Toyota's factory. Fujio Akio said to the president of Ford? You can go anywhere you want. You can ask any questions. Toyota is completely open to you.

After the visit? Fujio cho called a meeting of the general manager of Toyota? He said? Today we had a very valuable lesson. That's it? We have the same equipment and production line as Ford? But President Ford didn't see our unique competitiveness? Is that our employee? We succeed because we are human? Smart? Very successful team member?

Thousands of people visit Toyota every year? But few people can copy Toyota? The reason is simple? They are always used to asking those technical questions? Instead of understanding Toyota culture. The question they usually ask is?

Turnover rate? What is the absenteeism rate?

Without prior notice? Do employees object to overtime?

It's obvious? What do these questions mean?

Are tourists willing to ask about their own culture? Not Toyota's culture? Because most tourists? Americans, in particular, always believe? Unless employees get material rewards? Otherwise, they won't be willing to take a job.

Really? Do Toyota employees get less rewards? Besides their salary? Most of the rewards obtained are linked to the company's performance? And most of them are average bonuses? Everyone has a chance to get this kind of reward. This kind of values profoundly reflects the culture behind the Toyota model? Toyota emphasizes team? Not a person.

Since Toyota founder Akio Toyoda? Does Toyota management have a basic starting point? Managers are parents and mentors? He is responsible for the growth of employees? His task is to impart experience and solutions to problems to employees. I believe that? Few companies in the world can train employees in such a homogeneous way?

Really? Toyota was originally a textile machinery factory? In the mind of its founder Akio Toyoda? Have a basic mission? Isn't that for his mother? Grandma, these housewives? No more hard knitting? But you can work efficiently and happily.

For this? He constantly improves textile machinery? He has been a doer all his life? Not the manager? This culture has undoubtedly been passed down to generations of Toyota people. They raised this spirit to a word called "in situ"? That is to say? What if people can solve practical problems all their lives? So what? Not only can he produce better products? More importantly? He is also creating a valuable environment for others? Such an environment will be of great value to the team?

This is the cultural support of Toyota's two pillars? Respect people and keep improving? These two pillars were written into Toyota's programmatic document-Toyota 200 1.

Respect for people? We respect others? Spare no effort to understand each other? Take responsibility and strive to build mutual trust.

Teamwork? We encourage individuals and businesses to develop? Share development opportunities? Maximize individual and team performance.

4. Is the Toyota model an oriental cultural model?

Toyota is undoubtedly the only East Asian company in the world that can convey its values to the world? And East Asian culture? Most of them are influenced by China culture? Pay attention to harmony? Focus on the team? Pay attention to the connection between things? Rather than the only locking criteria.

But the founder of Toyota model, Taiichi Ono, may be an exception? He believes in the team? But what about most members? Is he more like a dictator? He brought together ideas from many places? Including loom manufacturing experience? Ford assembly line management? Deming's quality management? The training methods of the us military and so on.

As a manager who grew up in the workshop? Does Taiichi Ono understand the advantages of Japanese culture? But he also knows that Japanese culture is not enterprising in management? So he locked in that the core of Toyota's mode of production is improvement? Eliminate waste? Unswervingly implement the improvement on site and in kind.