據
知情人士稱﹐豐田汽車公司(Toyota Motor Corp.)董事會年長成員已經選擇公司創始人的孫子豐田章男(Akio Toyoda)為下一任總裁。
Reuters
豐田章男
知情人士不願具名﹐因上述決定尚未獲得公司股東正式批准。豐田汽車一位發言人表示﹐公司尚未作出有關管理層調整的任何決定。
對 於豐田章男的任命正值豐田汽車處於歷史性轉折點的時刻。上個月﹐該公司預計﹐公司將出現自1938年以來的首次年度營運虧損﹔截至3月31日的財政年度合 併報表後的營運虧損將為1,500億日圓（合24億美元）﹐原因是美國、歐洲、日本和其他主要市場的需求下滑﹐且日圓匯率走強。分析師表示﹐預計公司 2009年的前景依然十分嚴峻。以銷售額衡量﹐豐田汽車是全球最大的汽車生產商。
據瞭解公司的人士稱﹐豐田章男要重振豐田汽車面臨巨大挑戰﹐首先是保守的企業文化。豐田章男認為﹐長期以來以謹慎管理策略聞名的豐田汽車近些年來變得更加保守和官僚化﹐需要通過一種新的組織結構來加速決策過程﹐他認為這是豐田汽車改革的先決條件。
知情人士表示﹐豐田章男可能會努力精簡他認為已經臃腫的管理層。他還可能重新組合公司當前的管理團隊﹐很可能從公司外引進人才﹐包括近些年離開豐田汽車去管理子公司的原管理人士。
豐田汽車通常於每年春初宣佈管理層調整情況﹐並在6月份公司年度股東會議後敲定。
據知情人士稱﹐豐田汽車資深人士在過去幾週中著手物色新一任總裁﹐這在很大程度上是由於現任董事長張富士夫(Fujio Cho)的健康問題。
71 歲的張富士夫由於受到背部疾病的困擾﹐現在難以勝任工作﹐已經計劃辭職﹐從而使66歲的渡邊捷昭成為其繼任者。不過知情人士稱﹐公司資深人士﹐主要是豐田 章男的父親、83歲的豐田章一郎(Shoichiro Toyoda)和75歲的奧田碩(Hiroshi Okuda)﹐認為張富士夫徹底離開豐田汽車給公司造成的變化過大﹐他們要求張富士夫繼續擔任董事長一職。
渡邊捷昭則很可能在豐田章男繼任公司總裁後擔任副總裁。
不過﹐為減輕張富士夫的工作負擔﹐渡邊捷昭將接替他擔任日本經濟團體聯合會(Keidanren)副會長﹔該聯合會是日本影響力最大的商業協會組織﹐副會長一職近些年均由豐田汽車高級管理人士擔任。
Norihiko Shirouzu
豐田“回歸原點做事”——在日本汽車工業團體聯歡會上採訪豐田社長
| DATE | 2009/01/08 |
|---|
【日經BP社報導】
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| 圖1：由4家汽車工業團體舉辦的新春賀詞聯歡會 |
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| 圖2：被記者包圍的豐田汽車社長渡邊捷昭 |
Q：您怎麼看汽車產業的現狀及未來？
全球經濟的形勢以過去未曾見過的程度，發生了迅速而廣泛的變化。包括發達國家及新興市場國家在內，目前市場需求均下降。但我認為全球汽車需求從中長期來看將會增長。目前，還沒有降到谷底。希望能夠早日出現見底回升的跡象。
Q：日本汽車工業會預計2009年日本國內汽車總需求（乘用車、貨車、公共汽車、輕型車）為486萬輛（2008年為508萬輛），日本市場上的豐田車總需求預計為多少？
我認為（包括大發、日野汽車在內）將達到300萬輛多一點的規模。情況相當嚴峻。希望政府採取重振個人消費的措施。
Q：您怎樣看北美市場今後的發展？
雖然自去年9月金融危機以來持續低迷，但對於今後，要在看到2008財年四季度（2009年1～3月）的業績之後，再考慮如何應對。期望在歐巴馬政府 的經濟政策影響下，2009年下半年汽車銷售出現增長勢頭。但我認為即使增長也將是緩慢地增長。本地化生產方面，在有需求的地方進行生產的一貫方針不會改 變。
Q：請問今後的策略？
我們已經採取了緊急對策。現在是考慮中長期計劃的好時機。從根本上說，我們要回歸原點做事。憑藉“智慧與改進”、“客戶第一”、“當地現貨”的豐田理念制定相應對策。（特約撰稿人：桃田健史）
ビジネス | 企業・業界動向
トヨタ車体組織改正、品質向上活動を定常的取り組みに
2009年1月6日
トヨタ車体は、1日付で組織変更を実施した。今回の組織変更では、2年間の時限組織として取り組んだ品質向上活動を今後は定常活動として推進するため、「BR-QAネットワーク推進室」を廃止する。
また、社内監査組織の独立性を確保するため、経営企画部から「監査室」を分離、独立する。
生産・安全衛生部門では、従業員の健康づくりとメンタルケア業務の充実を図るため、安全衛生部の「健康管理室」を「健康推進センター」として分離・独立させた。
また、社内監査組織の独立性を確保するため、経営企画部から「監査室」を分離、独立する。
生産・安全衛生部門では、従業員の健康づくりとメンタルケア業務の充実を図るため、安全衛生部の「健康管理室」を「健康推進センター」として分離・独立させた。
《編集部》
你現在還可以看到 Toyota工廠的這一醒目的"標語"
p.269
| "Good Thinking, Good Products." The original banner, in Japanese, hanging in a plant in Japan |
在轉危為安 Out of the Crisis 一書中
起碼有兩大段在說明 Ford 和 G.M. 兩公司的物流和庫存成本的改善
不過請比較TOYOTA 所採取的更徹底的零浪費做法 (奮鬥一甲子)
"The Spirit of Being Studious and Creative" has been deeply embedded in the Toyota Way in all areas of operations ever since the concept was very first introduced by Sakichi Toyoda, the founder of Toyoda Automatic Loom Works, Ltd. It is the fundamental concept behind "Good Thinking, Good Products," the slogan adorning Toyota factories around the globe which was born from the Toyota Creative Ideas and Suggestions System (TCISS), and which encourages employees to suggest improvements at work.
The system was introduced by Managing Director Eiji Toyoda when it became clear during the post Second World War economic recovery that Toyota's production facilities needed to be modernized. Toyoda took the idea from a Ford Motor Company plant which he had visited in July 1950. A suggestion system employed by Ford placed emphasis on supporting its improvement activities through opinions not only from the factory, but also from the management side.
Based on this system, Toyota sought, not simply to copy, but to improve the system in line with the Toyota Way and established the TCISS in May 1951. Although the TCISS offered incentives to employees, the real value of the system was that it provided motivation to employees by focusing on their skills and creativity. The TCISS systemized the practices that had been customary since the time of Toyota Motor Corporation founder Kiichiro Toyoda: respecting opinions from production and sales and conducting spontaneous on-site inspections while simultaneously inviting suggestions for improvements. With this development in mind and to inspire employee participation, a company slogan, "Good Thinking, Good Products" was picked at an in-house contest in 1953, and is still used to this day.
The system was introduced by Managing Director Eiji Toyoda when it became clear during the post Second World War economic recovery that Toyota's production facilities needed to be modernized. Toyoda took the idea from a Ford Motor Company plant which he had visited in July 1950. A suggestion system employed by Ford placed emphasis on supporting its improvement activities through opinions not only from the factory, but also from the management side.
Based on this system, Toyota sought, not simply to copy, but to improve the system in line with the Toyota Way and established the TCISS in May 1951. Although the TCISS offered incentives to employees, the real value of the system was that it provided motivation to employees by focusing on their skills and creativity. The TCISS systemized the practices that had been customary since the time of Toyota Motor Corporation founder Kiichiro Toyoda: respecting opinions from production and sales and conducting spontaneous on-site inspections while simultaneously inviting suggestions for improvements. With this development in mind and to inspire employee participation, a company slogan, "Good Thinking, Good Products" was picked at an in-house contest in 1953, and is still used to this day.
| "Good Thinking, Good Products." The original banner, in Japanese, hanging in a plant in Japan |
As the years passed, the TCISS became steadily more productive. Teams were formed to create ideas for improvements, and the suggestions themselves became more substantial as all employees were encouraged to review their jobs constantly and implement improvements.
This Kaizen Spirit has continued to develop much further over the years and is deeply embedded in Toyota's culture, not only in production but also in sales operations around the globe.
This Kaizen Spirit has continued to develop much further over the years and is deeply embedded in Toyota's culture, not only in production but also in sales operations around the globe.
| The first winners of the Toyota Creative Ideas and Suggestions System and the committee chairman, Shoichi Saito (center) |
| Employees at the suggestion b |
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