's inventor, everything should be yourself, no large-scale R & D department can do, when Toyoda Sayoshi invented the first power loom, no power supply, therefore, he must concentrate on solving the problem of power supply. At that time, the power source of the most common is the steam engine, Toyoda Sayoshi bought a steam engine, used to test launch his loom, how he will make his power loom operation from repeated experiments and error school hard, this method of learning by trial and error as the basis of one -- genchi genbutsu Toyota mode ". The story is enough beautiful, but had a great inventor and entrepreneur simplistic, portrays Toyoda Sayoshi as a wise man. In fact, Toyoda Sayoshi is not an accidental phenomenon, he is the Japanese culture and guest
GembaGemba thinking: the problem is the representation, problem solving is seeking the root in Toyota, genchi genbutsu in use is often called the doctrine (Gemba Attitude), Gemba is "site, where things were really happening" mean in Japanese, it is in the daily life of common words in japanese. Broadly speaking, it is the "local" event; the narrow sense, Gemba is refers to the enterprise's "work" or "work position". Experienced "seek truth from facts" education Chinese managers,<a href="http://www.puda-international.com/web-xby/news/new-balance-outlet-273.html">ニューバランス アウトレット</a> http://www.puda-international.com/web-xby/news/new-balance-outlet-273.html, it is easy to genchi genbutsu, or the doctrine as a kind of attitude, in China modern officialdom culture context, research is usually a kind of attitude, this attitude is used to show the superior willing to listen to public opinion, so, with this attitude of managers, to the base is usually not to "genchi genbutsu", but to learn more about the "people's attitude and trend", then a "unified thought speech", this program is the doctrine Chinese quite part of enterprise managers. This difference, I think, the reason is very dissatisfied with the level and degree is Toyota managers to China managers "genchi genbutsu". But Toyota people do not understand, a considerable part of Chinese enterprise managers to "behind genchi genbutsu" thought, it is very difficult to achieve the degree that Toyota people. I think, Toyota "genchi genbutsu" is not a simple solution to the problem, but a "root seeking process" -- on the value and meaning of life experience. To understand this, we ought to begin from founder Toyoda Sayoshi. Toyoda Sayoshi as Japan's greatest inventor,<a href="http://www.laramiecountyrepublicanparty.com/events/mcm-japan-t-229.html">MCM 店舗</a> http://www.laramiecountyrepublicanparty.com/events/mcm-japan-t-229.html, and his great contribution in textile mechanism, this since Needless to say. But now we have to discuss is another problem, that is, what is the driving force in support of the Toyoda Sayoshi do this, or that, he is doing what is the purpose of all this? Now we can see the explanation is, Toyoda Sayoshi was born in the late nineteenth Century Japan the outskirts of Nagoya, a remote rural areas. Toyoda Sayoshi has followed his father to learn carpentry, when he saw his mother, grandmother, and their friends must still very hard to turn the loom, made him feel sad, he wanted to find a way to make them free from the heavy labor, labor work, therefore, he was determined to invent power loom. In the thought: the problem is the representation, problem solving is root
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