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oyota has just become the world leading carmaker, leaving GM and the others behind. In the US, Toyota is investing, hiring employees, and making profits, while the US carmakers are cutting thousands of jobs and
drowning into abyssal losses. An article by Charles Fishman1 highlights the features of the Toyota culture that explain this outstanding success. Because, and thats important, its all about culture. Toyota is not just another workplace, but a different way of thinking about work. What is this culture made of?
The business is not about the product. Its about the process.
The focus is not on how to make cars, but how to make cars better. The cars that are made are just a by-product of the larger mission. Its not just the product, its the process. The process is paramount. Toyota also has a process for teaching you how to improve the process. And most importantly, we must improving the process by which we are improving all the processes. Process-focus becomes a way of thinking. As on employee reports, When I am mowing the grass, I m thinking about the best way to do it. Im trying different turns to see if I can do it faster.
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Problems first
The American corporate culture is very much about bragging about achievements and successes. Not the same at Toshiba. Even with projects that had been a general success, we would ask What didnt go well so we can make it better? You cant solve problems unless you admit them. There is a presumption of imperfection. Perfection is a fine goal, but improvement is much more realistic, much more human. Not a 15% improvement by the end of the quarter, a 1% improvement by the end of the month.
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