Actually hear the alarm sounding --- no wonder why the car to the front without the Toyota Way - Qzone log
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326522 2010 年 11 月 16 日 23:09 Reading (loading. ..) Comments (0) Category: Personal Diary
Toyota Motor Corporation (Toyota) is one critical success factor is the establishment of the Chief Engineer, the General Motors (GM) or Ford (Ford), Chief Engineer of nature is basically a coordinator position. But Toyota is different, In addition to engineering, responsible decision, the Chief Engineer is also responsible for the commercial success. He was a vehicle to accurately locate the target market, and is responsible for the implementation of cost, weight, performance and quality indicators.
Currently, Toyota has 38 chief engineers. They are deeply respected in the Toyota, was awarded the almost absolute power. However, in 2005 to 2009 Watanabe (Katsuaki Watanabe) Ren Fengtian president, the Chief Engineer under a lot of pressure. To improve profitability, Chief Engineer Watanabe requirements strongly reduce costs. They obeyed to act, even though many of their services to customers located thousands of miles away in overseas markets. Even if they cut costs too, the feedback has not been able to spread their ears. A senior Toyota admits: in a state of isolation with the outside world. They reach of market information.
a result, Toyota customers are beginning to question the quality of their vehicles - Performance unsafe, or just look cheap. But Toyota, turned a deaf ear to customer complaints, has yet to come up with solutions. Some current and former Toyota executives began to believe that the United States, the Chief Engineer shall be responsible for the company's current passive situation. In their view, to avoid the quality problems, chief engineer for fear of losing face, they do not want the issue to senior management.
Toyota chief engineer
heterogeneous system is the management system itself. Toyota quality automobile expedition in the world market, this management system was contributed: Currently, Toyota in the However, as the quality in the face of waves of complaints, this system allows the people to Toyota disappointed. Although the companies have been expanding, but Toyota did Japanese leaders refused to relax the strict control of global operations and continue to insist that all important decisions must be made in Japan. Toyota refused to globalization, but colonization rule.
in the past 12 months, more than Toyota announced a recall after another, involving a variety of defects, failures from the accelerator pedal to the rusty steel cables fixed the spare tire. For a car has always been known for high quality companies, recall the large number of really unusual. In response, Toyota has appointed a Chief Quality Officer, has established a Safety Advisory Group, and reorganized its reporting system in the United States to more quickly informed of defects. But these changes are basically cosmetic work. Toyota President Akio Toyoda (Akio Toyoda) - grandson of company founder - is also not show the intention to change the corporate structure, which led to the deteriorating quality of its worst culprit is the corporate structure.
In an interview with . We hope that the pursuit of basic performance car - driving, steering, stop - to ensure the confidence of our customers.
If not for deep reform, Toyota's U.S. operations will continue to be subject to a huge bureaucracy in Japan. This is the essence of the bureaucratic mechanism to protect the Toyota division of powers within the company. Toyota will end up with General Motors 30 years ago the same situation: looks like a dominant market position, but the arrogance and rigid corporate culture is so very poor, eventually crashing to the ground.
Jim Olsen (Jim Olson) was the chief spokesman for Toyota's U.S. nearly 20 years, during which, I am afraid no one is more loyal than his Toyota and more powerful propaganda company. But Olson is now believed that the success of Toyota in the management of there own mistakes. Will be in a book published in November this year, the root.
This problem, Toyota's U.S. operations in the performance thoroughly. This part of the business has now become a set of engineering, manufacturing and sales of various functions in a large business group, which not only constitute the third largest U.S. auto companies, Toyota is also the most successful business units. Toyota, which now contribute 2 / 3 of the profits last year reached 2.3 billion. However, Toyota's U.S. operations to take on the old divide and conquer approach, hindering the further growth of its strength. It is not like the Honda (Honda) and Nissan (Nissan) as a single headquarters organization around the business in the United States, but were set up according to the functions of different companies and asked them to report directly to the Japanese headquarters.
the past, Toyota's strong operating skills obscures the need to change this structure. Steady growth of the company, ranked among the best in a variety of quality, profitability has always been a good situation. However, the occasion of the crisis in the recall, Toyota dealers need to pass the customer complaints, their reports must be forwarded by the U.S. company headquarters in Japan, where a special committee for decision, then put the decision back to the United States - all is a necessary step to implement the recall.
Jim Lentz (Jim Lentz) is Toyota Motor Sales USA (Toyota Motor Sales, USA), president and chief operating officer, is responsible for Toyota's U.S. sales and marketing operations the top executive. In February this year, testimony to the U.S. Congress when he first talked about Toyota's recall process, while accepting the Toyoda said he hoped the centralized control by the headquarters, he did not think there is need for change. He said,
Although BP (BP) oil spill transfer of people's attention, Toyota recall crisis is no longer a newspaper front pages and evening news concern, but the result of the recall damage to the oil like a spreading, like the Toyota infiltration. The accident because the company did not issue a timely response to accelerate payment of 1,640 million dollar fine, to retain customers need to pay hundreds of millions of dollars in marketing funds, and may be paid in class action suits in the billions of dollars in damages. Manufacturing high-quality Toyota cars and respect for the customer's reputation has also been a heavy blow. In a recent JD Power to do on the car 90 days after the quality survey, Toyota's ranking fell sharply, which causes the quality of both vehicles, but also causes damage to corporate reputation.
recall crisis began last summer, when the media widely reported the first batch of unintended acceleration incidents. Toyota customers and dealers in its design is not installed on the pad, the pads thick mat formal than the Toyota, it will affect the normal operation of the pedal. August, pads has caused great concern in the United States. California Highway Patrol is a cause of off-duty time, driving in a Lexus E350 cars accelerate out of control, hit another car and flip down the embankment after the fire, contained the driver and killing all three family members . Car over a hundred miles per hour speed on the highway speeding when a passenger had 911 calls reporting the car Preliminary investigation report, the brakes no problem, but the dealer installed the wrong pads.
9 month, Toyota announced a recall of 4.1 million vehicles, more suitable to the customers to replace pads, to ensure the flexibility to control the engine braking and shorten stopping distances. This is a positive step, but unfortunately too late: at least from 2007, Toyota has been known to pad may cause problems, because at that time it had been a limited implementation of the recall. Soon discovered another unexpected acceleration fault: It is said that the accelerator pedal - from a U.S. supplier of manufacturing - not flexible, can not be completely reset after depressing. News reports on the pedal caused a large number of complaints. A survey showed that the U.S. government received complaints about automobile speed control, Toyota should be responsible for accounting for nearly 3 / 4.
, nearly every week, Toyota reported a new defect. Company recalled 133,469 Prius cars, anti-lock braking system to modify its computer programs, because the program was found when used in excessive brake not working. Sienna mini-van spare tire cable fixed the problem there is rust, causing the tire to fall off. Toyota to recall 53,281 cars for this.
not yet the time to pay the bill. All these events led to the cumulative financial losses may exceed 50 billion U.S. dollars. This is not a small figure, but for the
even more difficult to calculate the loss of reputation. Toyota has been known for years that some defects, but has refused to take formal action. At Toyota, refused to recall the tradition of almost the same high manufacturing and eliminate waste of deep-rooted. Ten years ago, Toyota has been strongly against the accused as follows: 1997 to 2002 produced some of the four-cylinder and six-cylinder engine oil because of the accumulation of oil failure. At first, Toyota put the blame on the owner is not timely replacement of oil. With the rising volume of complaints, Toyota will pay to customers that occurred within one year after the car maintenance, as long as the customer can prove that they were reasonable maintenance. Under pressure the parties, this period was eventually extended to 8 years.
in the Toyota Motor Corporation (parent company) and its U.S. sales in Southern California between headquarters, almost all transactions are to be negotiated, the recall is no exception. Toyota love to say this to encourage Or character, whether in culture, the Japanese authorities and the United States between the departments seem to have quite awkward partner. The Japanese insist that homework before making a decision must be documented, while the Americans are more impatient, more by intuition. American managers have to live in their own offices in Japan,
most frequent disputes, including what products sold in the U.S., how the product design, and the number of product prices. Sometimes, Toyota insists on distribution sales company in California that some U.S. officials do not meet the requirements of automotive customers. Now often referred to example is the 1999 mini-cars from Japan Echo defeat experience. The car was first designed for other overseas markets, Americans do not like it, relieved of its hatchback required. The Japanese then converted into the hatchback trunk, the result is very ugly, the company was dubbed the The poor car sales, but Toyota was allowed until 2005, sales of the company to stop selling in California.
pricing on the new car, Toyota Japan headquarters insisted usually charge a premium to reflect the company's reputation and to ensure the company's profit margins, and sales company in California is more concerned about the U.S. market conditions and competitor's sales strategy, so I hope the competition to take a more active stance. Dealers said a large, more accurate pricing of its competitors:
pricing was the 2008 model Corolla (Corolla) faced a major problem. Models of this section are mostly interested in cost-sensitive customers, but the Toyota headquarters in Japan but that has been redesigned Corolla price space. Americans do not agree to do so; Corolla sales fell against the market trend, so they had to take action. In order to avoid the embarrassment of prices, Toyota sold in California to allow companies to provide extra value packages and promotional gifts, thereby reducing the cost of customer's car.
most lasting friction between the two sides, is about to do the design for the U.S. large pickup market dispute. V-8 engine with full-size pickups, such as the Ford F-150 and Chevrolet (Chevy) Silverado, is the U.S. market was the best-selling and most profitable models. But Toyota executives do not understand this car, because the Japanese market is not for sale. Almost 20 years, Toyota has been reluctant to market to this segment of competitive models.
have been three attempts, Toyota pickups have a really suitable market in the United States, but it was too late. Between 1992 and 1998 launch of the T100, cars are too small and underpowered, has not been favored by the market. T100 is the successor Tundra, the body has increased, but still not big enough, the company dubbed it Introduced until 2007 when the 2nd generation Tundra, Toyota produced in Detroit really made a decent pickup competitors, but this time the truck market has reached a personal peak.
such decisions lead to further complication is that in the U.S. market, sales of the company in California with the other three independent subsidiaries share the responsibilities of Toyota: Toyota in Kentucky engineering and manufacturing company (Toyota Engineering and Manufacturing), responsible for the production line operations; in New York City, United States, Toyota Motor Corporation (Toyota Motor America), is responsible for providing all kinds of functional services, such as legal, lobbying and financial relations; Toyota Financial Services (Toyota Financial Services ), is responsible for providing financial and insurance services. California Sales Company is one of the earliest, the United States one of the highest degree,
UGG AUSTRALLIA, in terms of wages and allowances to enjoy preferential treatment, it is the envy of several other subsidiaries of the object. Nevertheless, it still has an inferiority complex. The company's core business is manufacturing, marketing companies, California manufacturing company in North America and Japan envy the special relationship between this Part. For fear of integration will be weakened his power, had resisted the California sales company plans to set up U.S. headquarters.
Toyoda was hoped to maintain the status of divide and rule. In an interview, he said, Toyota's U.S. sales history of 50 years and 25 years of production history, and emphasized the history of the various subsidiary companies are independent.
Therefore, the organization challenges will continue to exist. But the status cars of the product itself? Their quality will be affected by this drag it?
recall the most striking of these is that they do not exist a common cause. Providers, computer programs, dealers and vehicle owners are in their recall of events in this or that responsibility. Shenganjiluo that Toyota audit their daily statistics showed that
this spring, the famous Nuremberg in Germany, speaking on the show, Toyoda to repeat the company's favorite interpretation of the recall crisis: Just because Toyota is too successful. Expansion of its size too large, too fast growth of the internal control failed to keep pace.
Perhaps. But if so, why not try to slow down the growth speed? Century, Toyota's annual production of 50 new vehicles, representing all Volvo production. After that, it has maintained this rate of growth. Toyota production from 2012 when 8.1 million in 2010 rose to 950 million. This increase is equivalent to the amount of the company's annual production of BMW. June, Toyota announced that it will build a new plant in Mississippi and production Corolla.
almost certainly must know the size of Toyota is not the only reason the company crisis. As a warning, like the experience of General Motors, Toyota has become complacent. It believed that Toyota is the only correct model. Toyota is well aware of a recognized executive in Japan, said he felt Toyota holds an incorrect attitude: Toyota likely will appear in the eyes of consumers another image - one can not be the most profound crisis in their lessons the company.
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