Success Or Failure Of "Turtle And Rabbit Spirit" From TOYOTA

TOYOTA motor vehicle, which was affected by the large-scale recall in North America, increased by 24% in April, compared with the same period last year, reaching 150 thousand and 7 vehicles, achieving a two month continuous increase.

After a temporary decline, sales of TOYOTA cars have clearly embarked on the track of performance recovery.

An American friend told me that although TOYOTA once became a target in the hearing of the US Congress, the scene of the tears of TOYOTA members in public places was broadcast on television many times. These were just political exploitation and speculation, while American citizens still believed in TOYOTA cars.

Why did TOYOTA turn over quickly?

Why is the American National Association so fond of TOYOTA? Behind it is the disappointment of "GM" and "Ford", which always focus on making money, and often neglect the "car making itself". As the Japanese TOYOTA and Honda operators all love the "Car Guys" from the bottom of their hearts, plus the Japanese tend to make money in the second place, and they have a kind of foolish and loving spirit nationalism, they are also difficult for Americans to achieve.

I think that's the reason.

Because of this, I think TOYOTA needs more intense introspection.

For TOYOTA, what is needed in the future is that when the impact of recall events is eliminated, those voices criticizing TOYOTA will disappear, and the key is whether we can continue to self criticism and self reflection at this time.

From the Empire of Rome to China's Qin Dynasty, then to Japan's Ping family, and the general purpose of the United States, all of them went to extinction with the disappearance of self critical ability.

For this,

TOYOTA's "turtle spirit", which was originally produced and sold, must not be rushed. The operation of the "rabbit spirit", which originated from the mass production of Ford to prepare for business opportunities, is contrary to the common sense of "economies of scale" in twentieth Century. It is a very familiar concept.

It is a miracle to produce such a great knowledge.

Spirit of tortoise and rabbit

I once heard of such a thing when I visited TOYOTA in Tianjin.

Due to the fact that the actual orders grew too fast and the stocks were not enough, customers had to wait for several months, and some of them could not wait to turn to other TOYOTA competitors' cars.

Under such circumstances, a Chinese journalist once wrote such a slightly satirical article: "is it the way of TOYOTA's production that is willing to lose business opportunities?" in the face of such accusations, Tianjin TOYOTA, on the one hand, must go all out to increase output, and when the time comes, the Japanese factory director with "turtle spirit" smiles bitterly, and calmly says, "sometimes this is the case."

It can be seen that the director has never considered changing from "turtle spirit" to "rabbit spirit".

The effect of adhering to the "turtle spirit" will emerge in the economic downturn that followed.

At that time, a large number of finished products produced by other manufacturers will become assets in detention or become dead stocks.

When they have problems in capital turnover, only TOYOTA can use the remaining liquidity to ease research and development in order to prepare for future business opportunities.

This is the "turtle spirit" business model that TOYOTA has been carrying out for about half a century.

On the other hand, "

By improving, even if we reduce 2 people, we must not dismiss them.

In this way, the total number will neither change nor generate profits immediately.

However, when 2 people are free at hand, an additional order can be accepted immediately.

At this time, sales will increase, and the increase of added value will become profits.

"Create idle time" and "accomplish more sales with the same number of people" is the operation of TOYOTA's spirit of "turtle spirit".

In contrast, it is a pity that the idle time is not easy to create. If we do not use it, it will be a pity, so we will start producing inventory and waste a lot of money. This is the operation of the "rabbit spirit" of us and European manufacturers.

Compared with "rabbit" blindly pursuing profits, "turtle" believes that "as long as the process is honed, profits will follow as a result", so that "profits" will be reduced from operational purposes to means.

The "Tortoise" operation, with "a little bit of evolution every day", is the two opposite mode of operating the "rabbit model" with the goal of maximizing the short-term profits of the Anglo-Saxon.

Turtle operation or semi-finished products?

When the world financial crisis triggered by subordinated debt caused a sharp decline in demand for cars, TOYOTA and other companies' cars were overstock for more than 100 days. They were said to be packed with warehouses in American ports so that they could not be put to Yudu.

Even the part that the dealer does not extract is also produced. This is a rabbit type operation. It is no longer a turtle type operation.

In fact, the so-called "production and sale of products", where the "sell" judgment is in the business there.

The factory that has honed the process is very confident that the information sold by the business department will be produced according to punctuality.

Related suppliers are also required to produce products that are actually not sold, which is a big mistake.

At the press conference, President Akiotoyoda announced that he would stick to the "safety first, quality first, number and profit second" in the future. This is the declaration that we must pull back the development of the rabbit type business after 2000 to the turtle business.

Specifically, it is necessary to expand the turtles management system of "production and sale of products" to overseas, business, headquarters and other fields. It also needs to immediately rebuke and supervise similar structures like Kanban in areas such as North American business and other fields. It is applicable to the global supply chain including business information, that is, how to expand the System Scope.

Because of this, the most important thing for TOYOTA to do is to let the cadres who work in the non manufacturing departments such as business and headquarters to learn the principle of "turtle spirit" in TOYOTA production mode.

This is the point of "return to the origin".

For TOYOTA, the "Journey to Maturity", which has upgraded TOYOTA production mode to TOYOTA's operation system, is just beginning.