Industrial enterprise management, Mechanical Manufacturing Technologies

Ohno’s resistance to a circle and local reality

At Toyota, the traditional origins of local realities are long-standing. Coupled with the personal leadership of past generations, this spiritual quality, principles of operation, and management model have been incorporated into the blood of Toyota. Today, local real estate is even one of the criteria for determining whether someone has actually accepted the Toyota model. Because those who have been trained in the model of Toyota Motor Company will naturally visit the site and see and obtain real information in person. custom machining

The traditional Chinese concept of “seeing is believing, hearing is virtual” is used and developed by Toyota. Toyota believes: “Written reports and digital forms are only representative of the results. It does not show the actual process details that one will see in person on the site.” An objective and comprehensive inspection is Toyota’s solution to problems, new product development, and evaluation of work performance. And so everything works on the basis. This is the current local visual management model advocated by Toyota, which requires employees and managers to find problems or solve problems based on a thorough understanding of the actual situation. custom machining
The so-called local present thing is to go to the “live” view in person to thoroughly understand the situation and thoroughly confirm the fact with their own eyes. This is eyeball management and walking management that are particularly emphasized in the Toyota management model concept. From the very first day after entering the company, employees of Toyota Motor Co., Ltd. have been constantly instilling “present-life materialism”.
Toyota’s production system master Ohno Naiichi’s “Ohno Circle” story is a typical example of Toyota’s “present-life materialism.” custom machining
Mr. Ohno was one of the vice presidents of Toyota Motor Corporation. One day, he walked into the production line and asked the engineer to draw a circle on the ground and asked the engineer to stand in a circle for eight hours in a row to discover how the process of the production line should be improved. To be more efficient. Ohno once said: “In the manufacturing industry, the data is certainly important, but I think the most important thing is the fact.”
Ono Circle makes engineers like criminal investigators return to the scene to search for evidence and establish a good foundation for continuous improvement. In the field observation, not only to look at it, but also to ask themselves: “What happened? What did you see? What is the situation and what is the problem?” custom machining
At Toyota, even senior managers and supervisors are required to personally review the situation, and they will not only have a superficial understanding of the actual situation. Until now, the Ohno Circle has even evolved into a 28-foot diameter circular mat product that is sold on the Internet. The floor mats are printed with the position where the observer’s two ankles should stand. On the other hand, the essence of the Toyota model, such as “improvement of daily life,” is also indicated.
In fact, just like Toyota’s other distinctive production management models, the local present is one of the spirits of Toyota’s family history. Toyoda Kiyotaro, the founder of Toyota Motor Co., learned from his father, Toyota Saki, how important it was to “hands over” and “doing high school.” Therefore, after the establishment of Toyota Motor Corporation, Toyota Kiichiro insisted that all engineers must adhere to the visual principle of the current localities. custom machining
Toyota Kiichiro himself leads by example. One day, Toyota Kiichiro went to the production and assembly line to observe the situation and glanced at one of the employees. Like what he found, he immediately rolled up his sleeves, drew his hands into the bucket and fished for a while, grabbed two hands full of sediment, The sediment dropped to the floor and said to the employee, “You don’t soil your hands. How can you do your job?”
Once again, Toyota Kiichiro visited the United States. At that time, Toyota had just launched an automatic car. Automatic transmissions rarely fail, almost unbeaten invincible Iron King. But Toyota Kiichiro visited a dealership and the dealer complained that the automatic transmission of a car had just failed and was sent in. Kiichiro Toyoda, dressed in a well-dressed suit, immediately walked toward the technician and talked to him. He then went to the oil tank where the technician had just drained the oil, rolled up his sleeves and put his hand into the oil, played some scum, put the scum in a cloth. After drying it into the pocket of his clothes, he said that he would bring it back to Japan for testing to find out whether the slag was from the faulty part or the slag produced during the operation of the machine. custom machining
Due to the traditional origin of the existing localities and the fact that several generations of leaders have done so in person, this spiritual quality, principle of operation, and management model have been integrated into the blood of Toyota. Today, local real estate is even one of the criteria for determining whether someone has actually accepted the Toyota model. Because, those who have been trained in the model of Toyota Motor Company will naturally visit the site and see and obtain real information in person. custom machining
Toyota’s leaders believe that some managers, after learning about Toyota’s management model, immediately went back and ordered that from today, all engineers and managers must spend half an hour to observe the scene to understand the actual situation. However, if they lack the skills to analyze and understand the actual situation, this kind of local presence will not be effective. Many company leaders do not realize this. They only stay on the surface, they just look at the scene. In the absence of embarrassment, this kind of local present will not have any effect. Many company leaders do not realize this. They only stay on the surface, they just look at the scene. The ability to truly find problems, analyze problems, and solve problems is very limited. When asked by others, he said, “Yes, I went to the scene to check it. Now, I have already understood.” In fact, nothing is understood. custom machining
Therefore, it should be noted that Toyota’s current local realm of objection is not personally on the scene and has its own. But to ask: “What happened? What do you see?” The real local material is able to collect materials, and on this basis, make an in-depth analysis and ultimately find the root of the problem. A leader or employee must really have the quality of present-day objects, and must develop long-term efforts to cultivate habits based on an in-depth understanding of the operation procedures and standardization work. Only by developing habits of present-day objects can a careful assessment and analysis be made of the actual situation. Only by developing habits can we consciously find the root cause and communicate with others seriously when we encounter problems.
When Yamashina was appointed as the president of the Toyota Technology Center, ten management principles were formulated, the third and fourth of which were specifically designed to promote the management concept of the current localities. custom machining

The third principle is to think and narrate based on confirmed information and data. That is, Toyota requires technicians and managers to:
1. Visit the field to confirm the facts.
2. It must be responsible for the information reported to others.
In reality, the management of Fengri company is really constraining its work according to the above management principles. Many of Toyota’s middle-level leaders have moved their offices around the factory. For example, Convis, former president of Toyota’s Georgetown Plant, unexpectedly moved out of his comfortable office with a comfortable environment and moved to a storage room in the center of the company in order to see directly from the window of that office. The assembly line’s operating conditions allow the assembly line to be observed. custom machining
If we say that the third principle is more directed at the middle-level leadership of the company, then the fourth principle is directed at senior leaders. Its content is to make full use of other people’s wisdom and experience to send, collect or discuss information. If senior leaders are busy with business, it would be unrealistic to spend a lot of time every day to check the scene. Therefore, in order to obtain more on-site information, they must rely on reports from their subordinates. When Zhang Fujiev took office as president of Toyota, he used the method called “hourensou” to get timely on-site information and make full use of it. “hoorensou” is made up of three Japanese words. “hou refers to the report (uoukoku); “ren” refers to contact (renraku); “sou” refers to advice or advice (soudan). The “hourensou” method requires: the ability of the expression of the sun, and the ability to truly carry out the work of the local real thing. The principle is to report daily to the currency playing event that occurred on the day, and then, through constant questioning, further understand the details of on-site management, and through scientific analysis, put forward feasible suggestions, so as to achieve indirect but effective management of existing real estate. custom machining

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