Recapturing Monozukuri in Toyota’s Manufacturing Ethos | MIT Sloan Management…

28 Май 2015 | Author: | No comments yet »
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Recapturing Monozukuri in Toyota’s Ethos

Toyota’s environmental is driven more by internal than government regulations. And by its monozukuri mantra, Toyota to resume its leadership in creating a dynamic — and more sustainable — sector.

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Toyota to its focus on sustainable production after recall setbacks.

For Toyota caught the imagination of around the world. It became an case for everything from and reliability to employee engagement and improvement. Recent years tarnished its image somewhat due to related to manufacturing defects unheard of in a production system with efficiency, productivity and satisfaction. (The most product recalls came two days of each other month.)

Yet despite its recent Toyota remains highly by both its customer base and its That’s in part due to a lesson its (and grandson of the founder of the Akio Toyoda took the most serious recall in 2010. As described by business professor Micheline Maynard in a Forbes article about the the company relearned that it had “to [its] reputation every

To understand Toyota, you have to its long-standing corporate philosophy. The core values revolve having a sense of duty to to the development and the welfare of the society at rather than using the just as a money-making machine. official website puts values in terms of a concept may be unfamiliar outside of Japan: has always sought to contribute to through the monozukuri philosophy — an approach to manufacturing. In its application of to the production of automobiles, Toyota has a sustainable method of making its ever more safe, friendly, reliable and comfortable.”

The word monozukuri has a literal of “production” — “ mono ” is the thing is made or created, and “ zukuri ” to the act of making. Monozukuri, however, has beyond the literal; it can be best to the word “craftsmanship” in English, describes the making of an object particular skill, care or

There is, however, a difference the two concepts: “craftsmanship” emphasizes the and attentiveness of the maker, whereas focuses more on the qualities of the being made and less on the of the person making it. This difference reflects the Japanese of responsibility for the inherent value of the of production and the Japanese culture’s respect for the world at large, animate and inanimate.

In the Japanese of monozukuri, the craftsman takes care using resources not to be or frivolous. When an item or effort is taken into there needs to be a benefit for the in the result — while, at the same the balance between production, and the society should be maintained. You even say that monozukuri is the sister of the concept of sustainable

On the whole, Toyota’s environmental is driven far more by a commitment to and the company’s role in the society as a corporate citizen than it is by regulations. Our recent benchmark of the environmental performance of various published in Creating a Lean and Business System (CRC 2013), shows that outperforms the rest of the industry in of the direct emissions measured in of CO#8322; per vehicle manufactured.

is also actively developing vehicles to reduce end-to-end environmental impacts. The company’s success in hybrid technologies is to be followed with the introduction of plug-in hybrid, electric and fuel cell hybrid platforms.

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Over many Toyota has developed rigorous for generating environmental strategies and it into its daily operations meticulous hoshin planning, a for strategic planning that implementation plans that at all levels, so that all personnel are toward the objective in concert. all Toyota plants, there are measures in place at all levels, the top board to operators, to determine the direction. Steve Hope, manager, Environmental Affairs and Citizenship, for Toyota Motor says that when are identified, Toyota employees are to weigh those opportunities by five criteria. In the order of these are: safety, quality, production and cost.


Sustainable resource use also human resources, and monozukuri is about deeply respecting the who do the job. Mindless repetition of is anathema to this mindset. “bring their mind to and are fully empowered and trained to with different situations, an elevated sense of ownership.

philosophical position holds it is crucial for workers not to get robbed of right to pride of workmanship and to intrinsic satisfaction in what do. In this concept, making is also making people ( ) because the company’s manufacturing is instilled with pride and for their jobs. According to line of thinking, Toyota’s vehicle technologies and other or green initiatives will not without the full engagement of its Mutual trust, empowerment, employment and the inquisitive culture of genbutsu (go to workplace and see) are all through which Toyota its respect for its people. As Maynard in the Forbes article, failure to up to genchi genbutsu was intrinsic in the that developed in Toyota’s control — and re-establishing it was among the steps CEO Toyoda took in the immediately following the 2010

Throughout its history, challenges and small have reinforced discipline and stoked its passion for In short, the company’s method for itself post-crisis is going to its guiding principles. By practicing its mantra, Toyota hopes to its leadership in creating a more — and more sustainable — automotive and shape a more harmonious for manufacturing.

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About the Authors

Zokaei is a management consultant and and an honorary visiting professor at the of Buckingham. Hunter Lovins is of Natural Capitalism Solutions. Wood is chief executive of Southwold, a brewery in Southwold, Peter Hines is co-founder of the Enterprise Research Centre at Business School. Their Creating a Lean and Green System (CRC Press, explores monozukuri and other and green” business practices.

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