Learning TPS (Toyota production mode), we first contact with the seven wastes. But we often neglect the biggest waste in the enterprise, which is the waste of human resources.
Some enterprises usually pay attention to saving, a disposable water cup, or even a copy of the use of paper, there are strict regulations, this is a good thing. But compared with the waste of human resource cost, it's just a trifle.

Most people who have been to Toyota are shocked by Toyota's employees. Because Toyota's employees are so different, they not only work seriously and efficiently, but also magically contribute various small ideas, schemes and ideas to the company, so as to eliminate waste in work and reduce costs.
In fact, the root of this system is also the result of Toyota Management's "Japanization" of Western management methods. In June 1950, Toyoda Yinger visited and inspected Ford company, introduced the "suggestion system" of Ford company into Toyota company, and Shitian retired three times to gradually improve it, forming the "proposal system" widely and deeply carried out by Toyota company at present.
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According to statistics, in 1986, the number of rationalization proposals of Toyota was 2648740, with an average of 47 for each person. The employee participation rate was 95%, and the adoption rate reached 96%. Since 1989, hundreds of millions of dollars have been spent on production cost reduction due to rationalization proposals made by employees, of which 72 million dollars were reduced in 1997 alone. It can be seen that rationalization proposal activities play an important role in Toyota's operation and management and generate huge economic benefits. In 1988, the commendation of Toyota's rationalization proposal reached more than 300 million yen.
However, the purpose of employees' participation in the improvement is not entirely material rewards. In Toyota, employees pay more attention to the value of life they experience through their participation in the company's management, as well as the satisfaction recognized by the company and their colleagues, so that they feel like operators, who have loyalty and sense of belonging to the company.
"Not to work, but to use your brain to show your wisdom."
"If you think it's hard, tiring and troublesome to work, it's unbearable to work, so you need to think about how to make yourself relaxed."
This is a word that Toyota managers often say. Why do you say that? Toyota executives explain that the employees in the production line have to repeat the same work every day. In order not to let the work too monotonous, we have a lot of ideas. Nevertheless, the work is boring and tiring. In this case, it's easy for employees to come up with the idea that "going to work is really a nuisance".
In his old age, Ono Naiyi once wrote a saying: "no one likes to be just a screw. His work is unchangeable. He just obeys his orders. He doesn't know why he is busy. What Toyota does is very simple. It really gives employees space to think and leads to their wisdom. It's a waste of time for employees to devote valuable time to the company if they don't use their wisdom properly. "
In the Toyota workshop, we saw many Japanese post-80s boys who put their long hair in their hats and worked happily. In fact, the treatment of Toyota's employees is not higher than that of other Japanese companies of the same kind, but the loyalty and contribution of Toyota's employees are incomparable to that of many similar companies.
The reason why Toyota's "improvement" has risen to the soul is that there are three important words in Toyota's improvement:
·"More proposals are more valuable than better ones"
·"It is not allowed to question the employee's proposal in the tone of critic"
·"Don't say no to it without an alternative"
Only when the wisdom of the employees is exerted can the real competitiveness of the enterprise be achieved. There is a worker named Suzuki Shengkang in Toyota's automobile department, who put forward a proposal to eliminate the "squeaking" sound of the spring under the seat. It's very simple to apply paraffin on the joint and then dry it. The problem is solved. The customer is very satisfied with this small idea. As a result, Suzuki Shengkang received a 100000 yen bonus from the company and applied for domestic and American patents to protect it.
In the process of rationalization before 1978, Toyota employees put forward 460000 rationalization proposals. At that time, there were about 40000 employees, with more than ten per capita. In the 1990s, the average annual number received reached about 2 million, with an average of 35.6 per person per year. In 2005, Toyota received more than 540000 improvement suggestions from Japanese employees. It can be said that "everything is visible, unheard of, and unknown". What other corner can't be rationalized? What link can't be rationalized? The smallest screw tightening method of Toyota company is the most rationalized! The "suggestions" of the employees are as large as a series of links such as cost reduction, quality assurance, production technology, product development, business management, etc, As small as how to use old envelopes and short lead pens.
At the same time, Toyota also emphasizes the training of employees' ability to solve problems. The famous "Ono circle" is the method used by Ono to teach employees how to improve their ability. This method is very simple, that is, draw a circle on the ground of the factory, ask the employees to stand in the circle all day to observe, and check what the employees see every two hours.
If the employees have a deep observation of the production process and see the waste, they will be satisfied to let the employees off work. This kind of training is the beginning of teaching staff what they are. Through the training, the employees will realize that the waste in the production system cannot be found only by the first and superficial impression of the production process. In order to truly understand the problems in the production system, more in-depth observation must be carried out.
It must have something to do with Toyota's success. Fully mobilize employees' enthusiasm and sense of participation! Let employees be the masters!
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