Toyota has carefully designed the outstanding strategic goal of economic development, and has also transformed the goal into a business philosophy that is deeply rooted in the hearts of the people and carried out to the end. From the very beginning, Toyota entrepreneurs established the mission of Toyota people: "Give yourself to society and benefit mankind through cars. Let every employee never forget to develop new technologies and produce cars that meet the needs of the times. " Toyota's overall goal is to "realize the overall profit of the whole company", which is consistent with modern enterprises providing more and more goods and services for people and pursuing profit maximization. It conforms to the idea of constantly adjusting systems, innovating products and adjusting concepts to meet the needs of today's economic growth. In order to achieve the overall goal, Toyota has also set a basic goal, which is to completely eliminate all waste (waste of poor manual repair, waste of excessive manufacturing, waste of processing, waste of handling, waste of inventory, waste of action, waste of waiting). Not wasting is the core of management methods in Toyota's production mode, and it has also become the basic point and starting point for the company to consider all problems. In addition to the overall goal and basic goal, according to analysis, Toyota also designed three sub-goals, namely:
① Quantity target (production on time)
Its meaning is to ensure the timely production of products that can meet the market demand in quantity and variety, and quickly respond to changes in market demand, put an end to overproduction and realize zero inventory.
(2) Quality objective (ensuring quality)
Including ensuring that each process provides products (or parts) to the next process with 100% qualified quality, and does not produce defective products.
③ Respect human nature.
It means that all activities in the production process are inseparable from human participation. Human resource is the most important and precious resource among all resources of an enterprise. These three goals do not exist in isolation, but constitute a complete target system, and there are inherent and inevitable connections between them.
The goal of quantity and quality is undoubtedly an ideal production state, with the market as the demand source to meet the customer's demand for variety, quantity and quality. Minimize product backlog and capital occupation. Respecting human nature is the soul of Toyota's more distinctive corporate culture. Give full play to employees' innovative ideas with rational suggestions and QC activities, and fully mobilize the enthusiasm of Toyota employees. Since its establishment 60 years ago, Toyota has always followed the mission of entrepreneurs. Constantly develop new technologies, produce cars that conform to the times, "produce one generation, develop one generation, develop one generation", and become the leader of the world automobile market with increasingly fierce competition. Toyota regards the whole company as a chess game, with the overall goal of "realizing the overall profit of the whole company", grasping the foundation of economic development and laying the ideological foundation of Toyota's characteristic production mode. In addition, relying on the corporate culture goal, Toyota has built an ideal target system in the automobile manufacturing industry, which contains extremely profound economic principles and laws, and is also the fundamental reason why Toyota's production mode has vitality to meet the requirements of today's market economy.
Second, the unique business philosophy of Toyota's mode of production.
The business philosophy of most industrial production enterprises is based on the formula of sales price = cost+profit, which shows that producers spend a certain cost in manufacturing products, so the sales price of products should be its cost plus appropriate profit, that is to say, the sales price of products is determined by producers, which is completely ignored. Whether the cost itself is reasonable is a very important issue.
However, Toyota's business philosophy is different. It transforms this formula into profit = selling price-cost. In fact, in western capitalist countries, profit is defined as the difference between total income and total cost. Toyota people found from the formula that the only way to make a profit is to reduce the product cost. Toyota believes that the product can be sold at its price because it is valuable to consumers. The price of products is determined by consumers' evaluation of product value, not by producers. According to economic laws, the price of products depends on the relationship between supply and demand in the market, and is determined by consumers' currency tickets, except for manufacturers who completely monopolize the market. Anyway. The price of a product is determined by the market mechanism and the competition of price and quality of similar products. Toyota's business philosophy is that profit is a function of cost. The lower the cost, the higher the profit. Reducing the cost as much as possible is the only profit source of the enterprise, reducing the cost of 10%. It is equivalent to doubling sales.
In order to achieve the basic goal of completely eliminating all waste, Toyota regards "no overproduction" as the starting point of eliminating waste, rational production, reducing costs and improving productivity, thus putting forward a brand-new concept of "just-in-time production". The basic concept of just-in-time production is to produce the necessary quantity (neither too much nor too little) of necessary products (or parts) at the necessary moment (neither too early nor too late). Imagine that if such "just-in-time production" can be realized in the whole company, then the redundant inventory in the factory will be completely eliminated, the inventory and warehouse will become unnecessary facilities, the storage cost will be reduced, and the capital turnover rate will be improved. This is also the real value of Toyota's pursuit of achieving the overall profit target of the whole company.
In addition, the concept of "standardization" is being extended to the manufacturing process. In the past, each process was to send the processed products or parts to the next process in turn. As each process moves to the last process, the final product is gradually formed, which is the traditional "push-type" production organization control mode. Toyota's production managers found that this traditional "push-type" production organization and control mode of feeding from the previous process to the next process often leads to the disconnection between the production of the previous process and the latter process. Because we don't know when and how many parts are needed in the latter process, it often leads to blind overproduction in the previous process. If the spare parts are produced in unnecessary time and sent to the following processes continuously when they are not needed, it will cause confusion in the production process. Toyota adopts a "reverse" way to organize production from the opposite direction of production logistics, that is, the latter process to the previous process gets the necessary number of necessary parts in the necessary time, and then the previous process only produces the parts that have been taken away.
In fact, Toyota's "upside down" production organization model started from the end of the production process. In Toyota, the production plan only goes to the assembly line, indicating "when, what quantity and what kind of cars will be produced", and the assembly line receives the parts needed for assembly from the back process according to the planned demand of the production instruction, requiring "when to take it when you want, take as much as you need, and don't take it if you don't need it". Everyone can produce a necessary number of necessary products when necessary, which fundamentally effectively stops blind production, greatly reduces the work-in-process in the production process, saves warehouses and managers, reduces the occupation of funds, speeds up the capital turnover, improves the production efficiency and the flexibility of the production system, and then produces "balanced" production to reduce the occupation of production funds. Toyota's balanced production includes three contents: quantity balance, variety balance and mixed assembly.
(1) the quantity balance refers to the basic balance of products and output on the production line every day;
(2) Variety balance means that it is not enough to balance the quantity of products, because the market demand is rich and colorful, so production must meet the diversified market demand and produce as many products as possible in unit time;
(3) The realization of mixed assembly is according to the requirements of product quantity balance and variety balance, and according to the daily production plan and output ratio, each production line must produce multiple products at the same time every day. This "small batch and multiple varieties" production mode can quickly adapt to the changes in market demand, and balanced production plays an extremely important role in Toyota's just-in-time production system.
Toyota production mode in the process of product manufacturing, wonderfully and rigorously designed the most ideal scheme. It not only regards the market demand as information, but also regards the requirements of customers such as high-quality plates, varieties and services as "market signals" to stimulate all production links, so as to meet social needs and enhance Toyota's competitive strength in the market. "Timely thinking" has economic significance in capital utilization and capital value-added operation. As we all know, only sports can bring capital appreciation. Automobile manufacturing is an industry that occupies a large amount of liquidity. If the overstocked products cannot be sold immediately, it will be difficult to convert production funds into commodity funds if they remain in the market, and the value-added will not be realized and the new production process will not be restarted. The business philosophy of driving all production links of automobile manufacturing by market demand fully conforms to the laws of market economy based on corporate culture and ideology, and fully realizes the effective allocation of resources.
Toyota mode of production is produced in the social system and cultural environment of Japan under the condition of market economy, which combines the essence of objective laws of manufacturing industry. It conforms to the development law of market economy and is the crystallization of collective wisdom of Toyota people. We must study hard in practice, understand its essence and learn its essence. In learning, we can not stick to the original practice, that is, we can combine actual innovation or find transitional methods, but the ultimate goal is Toyota production mode.