让员工成为企业的创造者

• 作 者: 杨枝灵
• 出 处: 中国邮政
• 发表日期: 2009年12期
• 关键词: 丰田公司 日本丰田公司 操作手册 操作规程 现代管理者 员工管理 企业组织结构 战略家 激励机制 金字塔式

日本丰田公司确信员工是创造者,他们的潜力是无穷的,要赋予他们独立思考和追求最佳的权力。比如,鼓励员工在工作中不断问为什么,甚至还规定,对每一个感到有疑点的问题,都至少要连续追问5遍。5问下去,基本上问题的原因与解决方案也就齐备了。丰田公司还认为,不应该有一成不变的操作规程,操作手册应该时常更新,而且是由操作的员工来提出整改措施。一切工作都应该围绕着现地、现物、现场、现时来灵活运用。在这样的体制中,每一个人都是科学家,全体员工就成了科学发明家集体。

Toyota Japan is convinced that employees are creators, their potential is endless, to give them independent thinking and the pursuit of the best power. For example, to encourage employees to constantly ask why in their work, and even provides that for every question that has doubts, at least five consecutive questions should be asked. 5 go on, basically the cause of the problem and solutions are also available. Toyota also believes that there should be no immutable operating procedures, operating manuals should be updated frequently, but also by the operating staff to propose corrective measures. All our work should be centered around the present, the present and the scene, and we should make flexible use now. In such a system, everyone is a scientist and all employees become a collective of scientific inventors.