Finally, let

I was already a wide range of car for the past 20 years, the Saab Trabanttól to. The Trabantról say that when I sold it, it had to make a little money, and then I could take it to a normal bike computer. The Saabról mention is that after I was told several thousand km 100 service is that something in the gearbox seal needs to be replaced, so you have to take out the entire engine, several hundred thousand forints work award.
I've never been certified brand loyalty, except for the last time when one after another Toyota Toyota also joined in the family. Simply because of this because this vehicle artvan is exceptionally never broke. All the rest was not speaking. In addition, the surprisingly affordable artvan running costs (fuel, service, insurance, etc). And get to the age where I am able to turn so that you do not have to be creaking of the tires, and I'm also the addition to the car státuszszimbólumnak use it.
How can Toyota cars so constructed that do not really break down (or if you suspect you will recall), Jeffrey K. Liker 400-page summarizes the Toyota method - 14 Corporate Governance Principles c. book. Szemezgettem him a long time, but I thought it was over-production art book to végigrágjam it myself. Then I just caught him. I'm not going to the hundreds of pages to summarize in a blog post, especially that half has been written. Some emphasize the principle approach, which may be of interest to many people.
This company made famous lean production, just-in-time, while that on kaizent (continuous improvement), the Jidoka (designation during downtime quality problem), the one-piece flow, heijunka -t (balanced artvan production design), the 5S -t (approx. to do and keep order and cleanliness) and the use of five questions why the problems gyökérokának determination.
Toyota's management artvan philosophy is based on the long-term thinking, where management decisions are made in this way, sometimes at the expense of short-term goals. This is based on the processes that focus on eliminating the losses. In addition to the methods mentioned in the previous paragraph, the standardization of tasks, ease of visual artvan verifiability and use only reliable, thoroughly tested technology is considered important.
Leadership succession is virtually always respect are built from the inside, thus ensuring that managers understand well the corporate philosophy. The staff at the lowest levels involved in the problem-solving and continuous improvement. The job enrichment from the year 1990 is used (eg rotation;. artvan The teams are not only involved in the sub-tasks, but also to take over all projects, etc). Consciously apply the motivational theories. Maslow's pyramid of needs of lower and Herzberg's hygiene factors artvan of care is given to the people in these areas is not lack of something. Continuous development, involvement and job enrichment is aimed at the higher level motivators. The principles of Taylor's scientific management will follow, but not an individual but a group level (through selection, standardized jobs, training, financial reward good performance, etc). The confirmation Skinner's theory of continuous feedback and reinforcement is used. The visual feedback system will show exactly where the employees are held to the objective pursued.
One of the principles that suppliers respect, encourage and develop, while Raising the bar for them. Taiichi Ohno, according to "The Toyota Production System is completely alien to the spirit of the attitude that the parent company to improve business performance through the evisceration of suppliers."
Finally, let 's say three words alapelvükről problem-solving. The leaders personally satisfied only if the problems with their own eyes. Slow, consensus-based decision-making, implementation and quick endeavor. All principle the creation of a learning organization to be allowed.
This mode of operation, the company will not only be able to stay ahead of rare cars can produce, but also the world's largest car factory in the imaginary podium in one of the top three spots in recent years. They gave out no later than the 2008-2009 crisis, and in recent decades through almost profitably worked.
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