改变世界的的机器
1984年,三位来自麻省理工International Motor Vehicle Program (IMVP)的教授James Womack, Daniel Jones & Daniel Roos 启动了一项长达五年,涉及17国,耗资500万美元的调查,重点研究了丰田和本田的生产机制。他们后来撰写的报告The Machine that Changed the World (改变世界的机器), 成为全球研究日本管理制度轰动一时的里程碑。
丰田体制两大理念支柱
按照大野耐一的说法,丰田管理模式的理念支柱主要有两个:
一,由丰田佐吉倡导的Autonomation。 也就是,automation with human touch。或者说,有员工积极参与,人机结合的自动化。
二,由丰田喜一郎倡导的准时生产制,也就是Just in time (JIT)
英文版原文:
From the standpoint of production management, this is an ideal state. However, with a product made of thousands of parts, like automobile, the number of processes involved is enormous. Obviously, it is extremely difficult to apply just in time to the production plan of every process in an orderly way.
An upset in prediction, a mistake in the paperwork, defective products and rework, trouble with the equipment, absenteeism – the problems are countless. A problem early in the process always results in defective production later in the process. This will stop the production line or change a plan whether you like it or not.
By disregarding such situations and only considering the production plan for each process, we could produce parts without regard to later processes. Waste would result – defective parts on the one hand, huge inventories of parts not needed immediately on the other. This reduces both productivity and profitability. - Taiichi Ohno, Toyota Production System p.4
英文版原文:
I think a business should have reflexes that can respond instantly and smoothly to small changes in the plan without having to go to the brain. It is similar to the fluttering reflex action of the eyes when dust is around or the reflex action of a hand pulling away quickly when it touches something hot.
美国当代研究丰田模式的权威,密歇根大学的教授,丰田模式(the Toyota Way)作者杰佛理莱克(Jeffery Liker),对此考察的结果是,引进丰田体制,成败与否,人事制度和随之相应的企业文化是关键。人事制度和企业文化不支持,则引进丰田制度,或者精益生产,不可能收到成效。而麻省理工的教授们早就提出,丰田体制适用于东方也适用于西方。关键是企业内部要努力建立与之适应的配套制度。而这些配套制度最重要的,莫过于人事制度的设计了。
(英文版原文 - There is no magic method. Rather, a total management system is needed that develops human ability to its fullest capacity to best enhance creativity and fruitfulness, to utilize facilities and machines well, and to eliminate all waste.Taiichi Ohno, Toyota Production System p.9)
一个非常好的例子,就是丰田对于TABC的处理。TABC位于加州,是丰田一家子公司,隶属丰田汽车北美工程制造公司(Toyota Motor Engineering & Manufacturing North America Inc)。主要负责丰田Tacoma 皮卡(Tacoma Pickup Truck) 底盘生产。由于地处加州,公司用地有限。很难扩大再生产。