Frequent recalls have also greatly reduced Toyota's sales and market share. Toyota Motor Corporation of Japan recently announced that Toyota sold 98,796 vehicles in the US market in May 438+10, down 15.8%. Some professionals also believe that Toyota will pay a lot of money for the maintenance of recalled vehicles, and it needs to reduce its profit by about 1 1 billion dollars per month.
Of course, these losses will not hurt Toyota, but the negative impact of frequent recalls on Toyota's image and reputation in the eyes of consumers is really long. Phoenix.com's survey of Toyota's repeated recalls shows that 75.5% of voters think that "there are many problems in Toyota's quality, which is disappointing"; Voters who said "I originally planned to buy Toyota, but now I changed my mind" accounted for 18.7%.
The key to Toyota's model and the reason for Toyota's outstanding performance are not any personal factors ... but a system composed of all factors. This system must be implemented every day, not overnight. Toyota attaches great importance to long-term thinking, and the company's top management pays attention to creating and improving value for customers and society. This goal dominates the company's long-term business philosophy, that is, how to establish a learning enterprise to adapt to the changes in the environment and become a high-productivity enterprise. Without this foundation, Toyota cannot implement continuous improvement and promote continuous learning. Toyota is a process-oriented company, and they have learned what the correct process is from experience. The correct process starts from "one piece flow", and the process is the key to achieve the best quality with low cost, high security and high morale. This process-oriented principle exists in Toyota's DNA, and the managers of the company wholeheartedly believe that the correct process can enable them to achieve the expected results.
The Toyota model includes a set of tools specially designed to promote the continuous improvement and development of employees. For example, "one process" is a very strict process. Problems should be detected and solved quickly, otherwise production will be stopped. This is very suitable for Toyota's employee development goals, because it makes employees feel the urgency that they need to deal with corporate problems. The view of Toyota management is that they are developing people, not just cars. The highest state of Toyota model is the continuous learning of enterprises. The focus of Toyota's continuous learning system is to find out the root of the problem and prevent it before it happens. In-depth analysis, reflection and exchange of experiences, lessons and inspirations, and standardization of known practices can lead to continuous improvement.
"The layman looks at the excitement, and the expert looks at the doorway." Although China's automobile industry is "fledgling", this does not prevent us from taking Toyota's frequent recalls as a warning. At present, China automobile market is in a period of rapid development. Last year, its annual sales volume ranked first in the world, and automakers are still actively expanding their production capacity. In this case, how to avoid repeating the mistakes of Toyota and the problem that "the radish is too fast to wash the mud" is really a test for China automobile enterprises.
Previously, the domestic auto market rarely heard about the recall of self-owned brand cars. In 2007, for example, the number of cars voluntarily recalled by independent brands was 847, accounting for only 0.92% of the domestic car recalls in the whole year. Such a low number of recalls is related to the lack of an effective recall mechanism, the delay in the introduction of the "three guarantees" regulations and related quality assurance systems for automobiles, and the domestic atmosphere of highly supporting independent brands. In other words, a small number of recalls does not mean a small number of recalls; Less exposed problems do not mean less existing problems, and independent brand enterprises should have a clear understanding of this.
"The wood in the forest is beautiful, and the wind will destroy it." At that time, Toyota relied on high quality to become the leader of the American automobile market on a large scale. But now Toyota has encountered "Waterloo" in the United States, and the reason is also closely related to quality and scale. Personally, I think the quality problem may be just a superficial reason. Toyota's "upstart" and large-scale in the American market may be a subtle response to deeper reasons. Toyota dominates North America by surpassing the "Big Three" of the United States, which makes the American government and people very unhappy and has really become the thorn in the side of the American monopoly consortium and the politicians behind it. The unprecedented "unanimity" between the US government and the Senate and the House of Representatives is evidence.
At present, China's automobile products have not encountered much trouble in foreign markets, mainly because the automobile exported by China has not formed a large enough scale, which has not posed a substantial threat to the automobile market of the export destination country. However, according to the huge export targets set by independent brands such as Chery, BYD and Geely, the days of "peaceful coexistence" may be numbered.
"Too much is too late." How to accept the lessons of this Toyota recall, seriously consider the feelings of the export destination countries, and properly arrange the export scale when the export capacity is large enough, may be a problem worthy of consideration by automobile exporters in the future.
There is a saying in China called "catastrophe". When our automobile market has become "the largest" and is ready to move towards "the best and strongest", it will be of great benefit to the long-term development of China automobile industry if we can learn from Toyota's troubles in the "recall door".