通用VS豐田：20版本管理時代的到來

1、通用vs豐田：2.0版本管理時代的到來general motors, the world* s largest car manufacturer is enveloped in a gloom, decline in demand caused by the financial crisis, severe overcapacity, a series of problems such as shortage of cash f1ow is making the already faltering giant companies face the crisis of bankruptcy wh

2、y did the former auto giant end up in the field today? the author thinks that, although the impact of the financial crisis should not be underestimated, at best, but it is the last straw crushing gm, gm，s fundamental problem or out in the system and the management, the system and the management made

3、 gm once brilliant, but it is also down gm，s really to blame, is the so-called "into me, hurt me. judging from the management symptoms of gm, we can see some of the features that are also comm on to most 1. 0 release managementthe bureaucracy is bloated and costlyits structure is so large that

4、it has automobile manufacturing, sales, warehousing and technical services in more than 50 countries around the world its business units are divided by region, mainly in north america, europe, asia pacific, latin america, africa and the middle east like most multinationals, gm has a large number of

5、functional departments, coordinating the relationship between business units it is hard to believe that the vast and bloated institutions such as this one can avoid the "rigidity" that sloan mentioned.inside gm, the show is characterized by a cluster of departments, a heavy barrier and a l

6、ong cha.in of infonuation. in the sloan era, it established that the branches were at the extremes of absolute separation and absolute power this was supposed to promote competition among brands, but it led to poor information on costs and quality. within general motors, each part has become an inde

7、pendent kingdom, and even the board has struggled to dictate termsgo for scalesince 1930, gm has been the monopoly position of market first, became the idea of n0 1 has been into the bone marrow, and shrink, general consideration is never seems strategic options. recent layoffs have been a last reso

8、rt the pursuit of status resulted in a severe oversupply of gm capacity. mass production has also led to high human costs. it is no wonder that some critics remarked:general health should look? there are fiveassembly plant, production capacity is 4 million vehicles a year in north america, not 5. 1

9、million now the production could only get 20% of the u. s market share, but will not be too much production factory, the product sale situation will reduce popular types of cars will get more research and development budget, brand will be about 4 5 instead of eight"for gm，s current market share

10、, sales simply cannot support its existing size.the market has been slow to respondover the years, though gm constantly introducing new models, but apparently, they too obsessed with gm once brilliant field, and put too much effort on the new suv models, has a tin ear for the new market demand chang

11、es even in the suv market, they are losing ground: general ignores the need for fuel efficiency, the younger generation has never been "hybrid" cars gm in the eyes (the so-called "hybrid" model, is both sport utility vehicle performance of the structure of the small utility vehic

12、le) young people like suvs, hoping that the new suv will be lighter and more fuel-efficient when gm realized this and developed a new product, the chevrolet equinox, japanese cars had already taken over the market gm doesn，t believe in the double energy cars will become a trend, as they don，t believ

13、e japanese cars in the united states, and thus general once again pay a price for their own blind confidence now, the market is a japanese carsuccessful car company with japan toyota, nissan research fund focus on several models of strategy compared with gm，s limited resources is divided up by its v

14、arious almost independent of the subordinate kingdom, this is the result of general a whopping 89 models, 8 big brands toyota has only three brands and 26 models in that case, gm，s market competitiveness is predictable wider, toyota, on average, once every 3 years to launch a new car, while gm with

15、four years of time, and some of its trucks models are already had 6 years of age obviously, gm has fallen far behind its rivals in terms of market demand, product development, and reaction speedfrom management to rank-and-file, no one is really responsible for the companyaccording to statistics, the

16、 cost of supporting 1.1 million employees, retirees and dependents was $5.6 bill ion in 2005 and from the management con suiting firm a. t. kearney, according to data from the general contribution to health insurance costs per vehicle for $1500, the public was $418, toyota is only $97 even with such

17、 a costly system of compensation, few people are really responsible for the company from the top down. its management, even in the midst of a company，s annual loss, is still paying handsomely, with generous benefits it can be said that management has little real motivation no one is truly responsibl

18、e for management, but rather more focused on getting out and passing the buck workers, too, do not care about the fate of companies relevant laws in the united states and a strong union power, under the protection of workers even after being cut, the enterprise must also provide the uaw workers free

19、 medical insurance, and to pay for fired workers full pay indefinitely, and auto union retiree lifetime as well as employees of health insurance in this system, from the beginning, the two sides were opposite each other management sees employees as tools, and the labour party sees it as a capitalist

20、 who squeezes their sweat thus, the union's eyes only the interests of the workers, they constantly struggle with the management, the purpose is for workers strive for greater rights, but rarely even not to consider the challenges faced by the enterprise under such a system, from management to s

21、taff mem bets are all in the subconscious and general motors by the company in cutting, think about how they fight for the maximization of self-interest, but never their own fate and the fate of the enterprise real togethertoyota, which is in the same industry as gm, presents another seenario. today

22、，s toyota has inevitably produced by the financial crisis of the impact of systemic risk, but toyota is much better than genera 1. the profit more than the sum of the europe and america，s big three companies， profits motor company's difficulty is only temporary, after the crisis, believe that to

23、yota will be able to recover quickly, this one of the important reasons is not just because toyota has a strong financial reserves, more important is because toyota management model represents a new generation of the trend of enterprise management, and that a crisis is to let the superiority of this

24、 kind of management model obtained the full displa y.eliminate all waste and produce what is neededthe first feature of the toyota management model is the elimination of all waste and the production of what is needed this is a feature of the difficult environment that toyota faced in its infancy. in

25、 a sense, hardship is not necessarily bad for business after world war ii, japan was rebuilt, and its auto industry was just beginning, with huge difficulties in technology, production and markets in 1950, toyota after the second inspection car factory back to japan from the united states, the first

26、 task is to make the general manager of toyota ohno to ford，s productivity as the goal, the transformation of toyota，s manufacturing process, improve the productivity of toyota toyota faces a lot of difficulties compared to ford: the demand for the ford model t is hugeso ford was able to do mass pro

27、duction in order to meet the market but toyota faces a different market, and it has to make a lot of money out of an assembly line to maintain its appeal to the market ford motor company has sufficient funds can ensure that they are the implementation of large-scale production, and toyota is not, in

28、 order to ensure that the capital cha in break, toyota must be a quick tur no ver. ford can build its own vast warehouses and workshops, and toyota can't spend a lot of money on building warehouses and factories through hard work and bold innovation, toyota has finally created a new production m

29、anagement mode 一- the toyota production system in short, the ultimate goal of tps ideas is the maximization of corporate profits; the way to achieve this goal is to minimize the cost by eliminating waste from all production. through just-in-time production, total quality management, and parallel eng

30、ineering, toyota has been able to eliminate waste and maximize profits and the key to achieving this goal is pull just-in-time production, is the starting point to the end user's demand for production, emphasizes the balance of logistics, the pursuit of zero inventory, as we11 as the close conne

31、ction between the different processes.on-site, employees are fully empowered to solve problems in the fieldtoyota found that in traditional management, have long been grass-roots staff found, and this can solve the problem of on the spot but because employees don，t have the basic power, coupled with

32、 layers of reporting mechanism and with the problem is not solved, eventually missed the solution of the optimal timing, and bring huge losses to the enterprise toyota believes that, in the modern production management, the efficiency is very important, all can solve the problem you must solve immed

33、iately on the spot, or it will affect the entire production and bring greater losses, with toyota, which is to eliminate waste inventory and the fundamental business philosophy is consistentin order to get the problem solved faster, toyota decided to move the management site to the scene, confront t

34、he problem directly and solve the problem the key to this approach is to give employees full trust and give employees the authority to solve the problem toyota believes in employees， insight and judgment, and their ability to solve problems so, we can see the unique in the toyota "switch"

35、phenomenon, the so-called "switch" is when the production line a link staff found that there is a problem, he can stop at the first time the whole production line, in order to query and solve the problembuild a car first, the employee is a part of the enterprisetoyota is not so much a comp

36、etitive product as toyota's employees for toyota employees, toyota has given them a lot of attention and care in toyota，s management philosophy, employees have been toyota，s most important asset in toyota，s value system, employees are ranked first toyota has been the centerpiece of the company s

37、ince its first day in tps toyota realize soberly, if there is no active, with lean production ideas, and to find and problem-solving, tps is impossible to become a reality, also it is impossible to form the competitiveness of toyota. as a result, toyota attaches great importance to the cultivation o

38、f its employees employees will be baptized by toyota，s management culture after they enter the company. for eliminate waste and inventory seems to be every employee，s responsibility, honor and disgrace as toyota，s written in the book of the every employee，s face, not just those managers in making de

39、cisionsthere used to be such a story, a toyota assembly line at the end of the employee at rest, in the streets saw a toyota car parked on the side of the road, the car obviously have a dust the employee unthoughtfully took out his clean handkerchief, wiped the dust and let the car shine and he thin

40、ks, if toyota has a stain,it is as if the toyota people have stained themselves japanese always attaches great importance to personal reputation, an ordinary toyota employees can put their own reputation and directly linked to the company, we also is not hard to imagine why toyota can maintain such

41、a strong competitiveness in the world it's not hard to see that, in the subconscious mind, toyota employees are actually merging themselves with the comp an y.in contrast between gm and toyota, we can see two different management philosophies and management models the management philosophy of ge

42、neral motors is the maximization of the advanced nature of the equipment, the standardization of production and the scale of production. the underlying logic is that i can sell it as long as i produce it. this kind of management thought and management mode is a typical product of the industrial age

43、in the early industrialized era, human is facing a shortage of economic times, this stage need to be solved is to improve production efficiency, because demand differentiation is smal 1. so as long as you can scale production at a certain cost, you，re the winner and "the father of scientific ma

44、nagement/z proposed by taylor standardization, standatdization, scientific production management model is obviously better cater to the needs of that time, which is popular is understandable and germany's famous sociologist max. weber is proposed meet the demand of the management system of burea

45、ucratic organization is the biggest characteristic of this kind of organization system and mainly focus on control, discipline, stable and reliable the whole organization is like a well-designed machine, and its sole purpose is to produce the specified product as efficiently as possible in accordanc

46、e with the design requirements general motors as the outstanding representative of the era of large industrial, natural is also a big industrial age model of enterprise management mode, and in the production of era, gm is successfultoyota is a product of the great industrial age, but it has a differ

47、ent management philosophy from gm. without too much material foundation, toyota has no power copy the mode of production, it has to be a different approach, that is only there is demand in production, to reduce and eliminate all unnecessary loss and waste in the process of production, only in this w

48、ay can survive in the market toyota，s management ideas are, in part, catering to the environmental characteristics of business operations in the 21st century. gradually into the 21st century, mankind has entered an era of economic abundance, and the main characteristic of this era is almost all of the products is in a state of overcapacity, market competition, demand difference increasing, change also increasingly fast, the standardization of traditional, machine-made products have not well meet customer demand, in the face of such market en