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将“丰田中国”转变成为“中国丰田”,这是一个全新的说法。
今年4月被任命为丰田中国本部长的大西弘致在广州车展丰田展台说:“今后,丰田将以中国本地为主导推进事业,要将之前‘丰田中国’转变成为‘中国丰田’,实现更加扎根于中国的本地化变革,继续为中国社会做出贡献。”当时在现场的我对这种说法既感到新鲜,也感到是丰田对中国市场的态度更加明朗,也是丰田章男“中国很重要”观念的又一种延伸体现。当然,将丰田两字前后一挪,到底能有多少变化,一下子也很难量化,但我认为至少这个表态值得肯定。 相似文献
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这是一个很有意思的现象,许多企业都希望成为丰田,于是大力效仿丰田生产方式,但却没有任何一个企业能够成为丰田。丰田成功的精髓到底在哪里呢?也许我们要从TWI中找找答案。 相似文献
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9月11日上午,汽车与社会发展研究咨询中心周立群主任和前丰田(中国)投资公司总经理、丰田驻中国总代表服部悦雄先生见面会谈。一汽丰田、广州丰田、天津、四川丰田都是服部先生从日本回中国时合作成功的,当时服部先生一张纸、一份策划就起步了。现在服部先生是丰田(中国)投资公司、丰田驻中国代表处顾问,也是日本丰田总部的顾问,他说日本有100岁的人天天坐地铁上班,他也要向丰田章男提出要工作到80岁。 相似文献
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这是一个很有意思的现象,许多企业部希望成为丰田,于是人力效仿丰田生产方式,但却没有任何一个企业能够成为丰田。丰田成功的精髓到底在哪里呢?也许我们要从TWI中找找答案。 相似文献
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雷克萨斯的2015年2014年初,丰田中国提出110万辆的销售目标,这不仅是丰田首次提出在华销量破百万辆,也是首次将中国市场的销量增幅上调到20%。但是2014年9月,一汽丰田将年度销量目标从66万辆下调到62万辆;此后,雷克萨斯将销量目标从8.5万辆逐步下调到7.5万辆,这使得丰田中国110万辆预期目标充满变数。丰田中国相关负责人表示,销量预期对于丰田最重要的意义在于和零部件供 相似文献
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丰田家族与丰田汽车之间的关系,展示出了一幅"既家族又现代"、不拘一格的企业画卷。如果丰田佐吉不是把其成熟的纺织产业交由养子丰田利三郎打理,并鼓励和支持亲生儿子丰田喜一郎在汽车领域开创自己的事业,如果丰田家族不是保持开放思维、善用有能力的外姓经理人员,丰田的故事不会如此精彩 相似文献
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从精益生产的理论形成为着力点,分析精益生产与全面质量管理的相互联系,明确精益生产的基本理论是符合现代质量管理的基本思想.彻底杜绝浪费以提高生产率正是全面质量管理所要求达到的高质量的目标。总结出精益生产必须以全面质量管理基本思想为指导,没有全面质量管理的基本理论指导就不可能创造出真正的精益生产方式,也就无法实现企业的创新与发展,最终将会被市场所淘汰. 相似文献
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Tommaso Pardi 《New Technology, Work and Employment》2007,22(1):2-20
Trapped into the sterile opposition between the empowerment and the management by stress approaches, the debate on the Toyota Production System has failed to provide a clear understanding of the social and organisational conditions that make this system viable. By focusing on the work organisation, the market configuration and the industrial infrastructure of the European transplants of Toyota, this paper proposes an alternative approach centred on the notions of 'contextualisation' and 'human agency.' 相似文献
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膜法分离纯化葛根素的实验研究 总被引:1,自引:0,他引:1
生产周期的长短在一定程度上决定了企业产品的成败,而生产周期的缩短是一个持续改善的过程,最理想的状况是"单件流"的生产方式。依据笔者多年实施丰田式生产方式的经验,结合丰田与某供应商之间生产周期缩短的实例,详细阐述了生产周期缩短的途径和意义,以期为国内制造或服务类企业提供一种高效的生产经营模式,增强其竞争力。 相似文献
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This study examines the role of network knowledge resources in influencing firm performance. More specifically: Can a firm that uses the identical supplier network as competitors and purchases similar inputs from the same plants achieve a competitive advantage through that network? In a sample of U.S. automotive suppliers selling to both Toyota and U.S. automakers, we found that greater knowledge sharing on the part of Toyota resulted in a faster rate of learning within the suppliers' manufacturing operations devoted to Toyota. Indeed, from 1990 to 1996 suppliers reduced defects by 50 percent for Toyota vs. only 26 percent for their largest U.S. customer. The quality differences were found to persist within suppliers because the inter‐organizational routines and policies at GM, Ford, and Chrysler acted as barriers to knowledge transfers within suppliers' plants. These findings empirically demonstrate that network resources have a significant influence on firm performance. We also show that some firm resources and capabilities are relation‐specific and are not easily transferable (redeployable) to other buyers or networks. This result implies that a firm may be on its production possibility frontier for each customer but the productivity frontier will be different for each customer owing to constraints associated with the customer's network. Copyright © 2006 John Wiley & Sons, Ltd. 相似文献
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The Difficult Path to Lean Product Development 总被引:1,自引:0,他引:1
Lean product development holds the promise of dramatically improving a company's competitive position. Its implementation offers the potential for faster product development with fewer engineering hours, improved manufacturability of products, higher quality products, fewer production start-up problems, and faster time to market. Of course, all of this improves the likelihood of market success. As Christer Karlsson and Pär Åhlström point out, however, a company attempting to implement lean product development must overcome numerous obstacles. By spending more than 2 years observing and facilitating one company's efforts to make this transition, they were able to identify various factors that either hinder or support the implementation of lean product development. Lean product development comprises numerous interrelated techniques, including supplier involvement, cross-functional teams, concurrent engineering, integration (as opposed to coordination) of various functional aspects of each project, the use of a heavyweight team structure, and strategic management of each development project. However, a company does not achieve lean product development simply by implementing some of these techniques. A successful move toward lean product development requires approaching these interrelated techniques as elements of a coherent whole. As observed in the subject company, several factors can hinder attempts to achieve lean product development. For example, managerial overemphasis on R&D in development projects hampers efforts to achieve cross-functional integration. In other words, creating a team with members from various functions is easier than achieving a cross-functional focus throughout an organization. Similarly, a cross-functional team cannot perform effectively if a sequential view of the development process persists. Factors that support the transition to lean product development include: tight development schedules, which contribute to a must-do attitude; close cooperation with a qualified customer, who can provide vital information as well as challenge the development team; highly competent engineers; and, most important, the active, ongoing support and participation of top management. Most participants in the process examined in this study seemed interested in the possibilities of lean product development, which suggests that motivation to change may not pose a significant problem in similar efforts. 相似文献
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技术创新乘数效应是一个有待拓展的重要理论命题。考察技术创新乘数效应的内在运行机理可以发现,技术创新乘数效应是通过规模经济、范围经济、联结经济和速度经济等形态生成的,并与福特制、丰田制和温特制等组织载体相耦合。因此,中国应通过多种路径为充分发挥技术创新乘数效应创造条件。 相似文献