Japanese Service Enterprise Management Permeates TOYOTA Mode

What is the Japanese enterprise management? This problem seems very ordinary, but it involves a huge system with rich connotation and concrete practice.

Even the Japanese clothing brands such as Croatia, in the fierce competition, it has always been durable and competitive.

In fact, enterprise managers have already infiltrated the "TOYOTA mode" in management into the management of service enterprises.

Because subordinates must be ready to answer questions raised by their superiors at any time, provide materials for the boss at any time, and execute every order of their superiors at any time.

In Japan, employees will realize that the purpose of a company from a president to a staff member is to work. Every subordinate work is only part of the boss's work. Only by prioritize the work done within one's own can the work of the boss be ensured.

Not only that, the boss also wants to say hello to the lower level before going to work: "I have to go off work, do you have anything else I want to do?" this kind of corporate atmosphere, which has been ventilating and caring for each other every day, has laid the foundation for the strict management of Japanese enterprises.

This is because, no matter how good decision makers and superiors, once the contract is signed, the next most important thing is to produce quality products that meet customer requirements during the delivery period.

The real producers of these products are employees.

Moreover, no matter how excellent a worker is, he can not only finish a complex and complete product alone, but also encounter many unexpected problems.

A lot of cooperation and coordination must be done by the boss to ensure the operation of the staff.

If the boss leaves the scene before the employee, the task on that day may not be completed.

The Japanese have the simplest way to twist all the hand woven embroidery without checking it out during the inspection. That is to mark the hand weaving embroidery.

All manual work is done on the garment according to the steps, that is, everyone has unified all the procedures, so every button embroidery has been numbered.

When he had to stop his hand when he finished twisting his sleeve, he put the mark on the cuff.

If you do not mark, even if the thread is missing, the design grade of clothing is not finished.

Moreover, this simple notation contains the quality consciousness and skills of the staff.

While absorbing the experience of their predecessors, they have come up with solutions to possible problems by imaginary operation of the following work, and have practically designed small improvements, small designs and even small inventions that are practical and efficient.

At the command level, the boss completes the work with high quality and efficiency, and constantly urges staff to strengthen their learning and improvement around their work.

This real subjectivity is consistent with the basic law of Japanese business management, namely, "improvement" for the sake of company and objectivity.

That is to improve their physical and mental skills and skills while doing their job efficiently.

Usually, 80% to 90% of the work is done on a regular basis, and a small part of it is resolved through collective discussions.