丰田汽车公司的发展经验及其对中国的启示

发布时间：2018-03-06 09:43

本文选题：丰田生产方式　切入点：准时生产　出处：《河北大学》2013年硕士论文　论文类型：学位论文

【摘要】：日本汽车起步比欧美汽车晚了至少三十年，然而日本汽车却全面超越了欧美汽车。日本汽车实力第一者必为丰田，丰田从产销量上已于2007上半年超过了通用汽车成为世界第一大车厂，并且利润率遥遥领先于各大汽车厂家，所以论代表性丰田毫无争论地支撑着日本汽车产业的门面。丰田的辉煌是值得中国汽车行业学习和借鉴的，随着产业间竞争的日益加剧,中国汽车行业的蓬勃发展，国人私家车拥有率的不断飙升，所以，著名的丰田生产方式也就成了众多企业会选择的为减少浪费、实现企业利润最大化的一个重要借鉴。虚心地研究以期超越丰田生产方式,创造中国特色的生产方式，走一条适合自身企业发展的道路，正是本文研究的目的和意义所在。本文以介绍丰田公司的发展概况为背景，全面分析了丰田生产方式的措施及特点。在介绍丰田生产方式的两大支柱：“准时生产”和“自动化”生产方式的同时，还有效运用了准时生产方式的手段“看板方式”。以达到通过降低成本而提高经济效益的目的。接着，分析了具体的优良措施，包括为降低设计成本而采取的实施协同设计，为降低采购成本而试试的协商采购共节省策略，以及为贯彻节约概念于细节处注重控制等，都是值得中国借鉴的。除此之外，丰田公司在对人、财、物、信息等资源的排序中，人是排在第一位的，对人才招聘的精挑细选和科学合理的培训教育对其人才培养及经验管理起到重要作用。经过深入研究，丰田公司产品的销售渠道策略，促销策略，售后服务都保持了人性化，多元化，全方位的特色。最后，针对分析的结果，提出了丰田公司及其生产方式对中国汽车行业的启示，在学习和借鉴的同时不断结合中国企业自身的优势，改善自身的劣势，本着以人为本的人才管理理念，以消费者为主的销售理念，逐步形成中国特色的生产方式，，以推进中国汽车行业的国际化发展进程。
[Abstract]:Japanese cars have started at least 30 years later than European and American cars, but Japanese cars have overtaken European and American cars by all means. Toyota overtook General Motors to become the world's largest car factory in the first half of 2007, and its profit margin was far ahead of that of major auto makers. Therefore, the representative Toyota supports the facade of the Japanese automobile industry without any controversy. Toyota's brilliance is worthy of learning and learning from the Chinese auto industry. With the increasing competition among industries, the Chinese automobile industry is booming. With the increasing ownership rate of private cars, the famous Toyota production mode has become an important reference for many enterprises to reduce waste and realize the maximization of profits. The purpose and significance of this paper is to create a production mode with Chinese characteristics and take a road suitable for the development of its own enterprises. Based on the introduction of the general situation of Toyota's development, this paper analyzes the measures and characteristics of Toyota's production mode. At the same time, it introduces two pillars of Toyota's mode of production: "just-in-time production" and "automation" mode of production. In order to achieve the goal of increasing economic benefits by reducing cost, the paper also effectively uses the means of "Kanban", which is the means of just-in-time production. Then, the paper analyzes the specific excellent measures, including the implementation of collaborative design in order to reduce the design cost. The negotiation of purchasing savings strategies to reduce purchasing costs and the emphasis on detail control in order to implement the concept of economy are all worth learning from China. In addition, Toyota is in the ranking of resources such as people, money, goods, information, etc. People are in the first place. Careful selection of talents and scientific and reasonable training and education play an important role in personnel training and experience management. After in-depth study, Toyota products sales channel strategy, promotion strategy, The after-sales service has kept the characteristics of humanization, diversification and omni-directional. Finally, according to the results of the analysis, the enlightenment of Toyota and its mode of production to the Chinese automobile industry is put forward. At the same time of learning and learning from the Chinese enterprises, constantly combining the advantages of Chinese enterprises, improving their own weaknesses, in line with the people-oriented talent management concept, consumer-oriented sales concept, gradually forming the production mode with Chinese characteristics. In order to promote the internationalization of China's auto industry development process.
【学位授予单位】：河北大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F416.471;F426.471

【相似文献】