Japan’s two major corporate management magic weapons showdown, who is better?

The theoretical framework of Toyota-style production management philosophy includes “one goal”, “two pillars” and “one big foundation.” “One goal” refers to low-cost, high-efficiency, and high-quality production to maximize customer satisfaction. In the management of Amoeba, it is embodied in the principle of “maximizing sales and minimizing costs” to produce and create value for customers.

The “two pillars” refer to punctuality and personnel awareness.

Just-in-time: The core idea of ​​lean production is to eliminate all invalid operations and waste in the production process, and to pursue the ideal state of zero inventory. The popular understanding of time-aligned production is to realize “only at the moment of need, purchase in the required quantity, produce the qualified products that are really needed, and ship it to the place where it is needed.”

Personnel autonomy: it is the organic cooperation behavior of personnel and mechanical equipment. Turn quality management into the independent behavior of every employee, and carry out strict quality management in every aspect of work. Anyone who finds a malfunction has the right to stop the machine immediately, take the initiative to troubleshoot and solve the problem.

Kyocera’s amoeba management also implements the “use-as-buy” management policy, and all employees actively participate in management improvement.

“One big foundation” refers to improvement. Improvement is the basis of Toyota-style production management. This is exactly the same as what Amoeba Management emphasizes. It has three meanings:

  • ①In every link of work, from part to whole, from whole to part, there is always room for improvement and improvement. It is necessary to continuously seek improvement and improvement in work, operating methods, quality, production structure and management methods.
  • ② Eliminate all waste. Toyota-style production management philosophy believes that all work that cannot increase added value is waste, including overproduction, inventory, waiting, handling, certain activities in processing, redundant actions, and rework of defective products.
  • ③ Continuous improvement. Relying on the idea of ​​eliminating waste and improving, we adopt the principle from easy to difficult for problems in production and management, and continuously and continuously improve, consolidate, and improve, so as to obtain significant results through long-term accumulation.

The key principles of Toyota-style production management are summarized as follows:

  • (1) Establish a Kanban system: that is, change the traditional production method in which the front-end operators dominate the production quantity, pay attention to the demand of the back-end customers, and “reversely” control the supply chain model of the production quantity. In Kyocera’s amoeba management, the amoeba unit in the subsequent process tells the amoeba unit in the previous process through a kanban, how many parts are needed, when to replenish, etc. This method not only saves inventory Costs can also achieve process efficiency.
  • (2) Real-time inventory: According to customer needs, when necessary, according to the necessary quantity, the necessary things are produced.
  • (3) Thorough standard work: Strict specifications have been formulated for all work details such as production activities, content, sequence, time control and results, such as how many seconds it takes to install tires and engines, in order to promote production efficiency.
  • (4) Eliminate all waste: eliminate all kinds of unnecessary waste at the production site, that is, eliminate any trace of waste in materials, manpower, time, energy, space, procedures, and transportation. This is the most basic concept of the Toyota Production System.
  • (5) Repeat and ask why at least five times: Every employee is required to repeatedly ask why in every operation link to explore the essence of the problem and eventually return to the origin of the problem.

Kazuo Inamori also particularly emphasized returning to the origin, deepening the essence of the problem through phenomena, and realizing a fundamental solution to the problem.

Continuous improvement is the foundation of lean production. The implementation of lean production starts with continuous improvement. First of all, because improvement runs through the entire process of lean production. Secondly, the implementation of lean production requires a higher level of management foundation to ensure. Pay attention to the WeChat official account of the mold master, such as advanced operation methods, reasonable logistics system, high staff quality, etc.

Amoeba management is also implemented in the process of continuous improvement, that is, starting from earthworm management, through continuous improvement, it will eventually evolve into amoeba management.

Full participation is the guarantee of lean production. Lean production’s just-in-time production, kanban management, total quality management, etc., are inseparable from the active participation of people. To promote lean production, we must respect human nature, mobilize people’s enthusiasm, cultivate people’s sense of responsibility and autonomy, and encourage people Go down to earth to get the job done.

If Toyota leaves a systematic operation and management system similar to Amoeba’s operation to fully mobilize the initiative and creative participation of all employees in operation, Toyota’s production method will not be able to achieve global reputation.

2 Essence of Amoeba Business Model

The so-called “breaking” the organization is the first step in advancing amoeba. First, the traditional pyramid organization is transformed into an “inverted triangle” organization, that is, all levels in the organization serve the final product and users. The “inverted triangle” organization has changed the role cognition of the bureaucracy. “Leadership” is no longer ordering and directing, but serving and guiding. The ultimate value is the “peak” of contact with users.

The second step of the transformation to Amoeba aimed at “networking” and “decentralization”, and two major adjustments were made to the organizational structure: building a basic business platform; and transforming business departments into “small and micro companies.” The original internal procurement, R&D, manufacturing, logistics and other functional departments within the company have all been transformed into a business platform. The business units that were originally affiliated with each department were all cancelled, and the employees combined themselves to form “small and micro companies” with different capabilities. The roles of employees are also transformed from business department managers, department managers, etc. into platform owners, small and micro owners, and makers. The maker here emphasizes entrepreneurship and innovation activities, and is actually one with the small and micro owners. The platform owner is responsible for the operation of the business platform. The main task is to attract more high-quality resources to the platform to serve small and micro businesses. Small and micro businesses directly connect with users and realize value creation by discovering needs, developing products and services.

Closely following the changes in the organizational structure is the change in the operating mechanism. There is no subordinate and command relationship between the platform and the small and micro enterprises, and the traditional incentive mechanism has lost the organizational foundation. The internal operating mechanism of the enterprise mainly includes “according to orders”, “user evaluation, user payment”, and “super profit sharing”. “According to orders” means building a team centered on user needs. Each user need means a new product solution and value growth point. “Orders” can be published by users or small and micro enterprises on the system platform, and small and micro enterprises with different abilities can gather together to form a large solution team to develop products that can meet this demand.

3 Implementation of Amoeba Management Software

How to implement amoeba with software, Kazuo Inamori did not talk about it, and there are few precedents at home and abroad. How to do it? This is a question we have been thinking about. Based on the dual understanding of software and molds, tooling, and non-standard industries, we put forward the guiding ideology for the development of amoeba management software, namely: “organize flexible units, real-time independent accounting”.

After nearly a year of research and development, the amoeba management software used in the mold industry was born, which provides IT technical support for the localized application of amoeba. At the same time, we seamlessly embed the amoeba management software into the Fangtian Mould ERP management system, without the need for the company to reorganize and implement the business, and quickly realize the amoeba operation and management.

Organizational Flexible Unit+

Divide the mold company organization into small “Amoeba” groups (project groups, manufacturing centers, etc.). Each small group is like a family of small, medium and micro enterprises, all of which are independently accounted for BU (business unit) business units . The company’s assessment indicators are directly implemented on large and small unit organizations.

The system supports the smallest granular amoeba unit (Cell-SBU quantitative decentralization), and the company can define an accounting organization with flexible unit characteristics in the “Design Flexible Unit” module of Fangtian according to its own situation.

Real-time independent accounting

To implement Amoeba management in software, we must have a powerful financial management system. This is not difficult for us, because we have planned the financial module at the beginning of the system architecture. However, there are many challenges in the implementation process. I found that the original financial system was designed on the basis of financial accounting and management accounting, and more of it was post-event financial accounting, and the Amoeba software must be developed under the guidance of operating accounting. Only when it is completed can it really help the company solve its business problems.

Therefore, we have made major adjustments to the financial system to cope with this change, realize real-time independent accounting, timely discover unreasonable phenomena in enterprise production and operation income and related expenses, and strive to “maximize profits and minimize expenses.”

Through the figures in the amoeba organization in the picture above, we can see the essence of business. Let every employee of the company participate in the operation, clearly see their own contribution, and enhance the employee’s sense of belonging and responsibility.

Where does the most important assessment target come from? The system is directly linked to the gross profit index in the Fangtian Mould ERP quotation system, which is completely calculated according to the market price. Therefore, in order to survive, each “ameba” must minimize the cost of products or services.

The biggest advantage of real-time accounting or unit-time accounting is that it sets short-term goals and implements and completes them. Establish the subconscious mind that employees must accomplish their goals anyway. The improvement and answers to all questions are on the spot.

Fangtian Software’s success in developing amoeba management software has greatly filled the technical gap in this field in China, and has become a mold ERP management system that integrates amoeba management ideas in the mold industry.

Through the implementation of Fangtian Lean Production and Amoeba Management’s two major management software, the overall management level of mold companies will surely be improved and help Chinese mold companies achieve excellent operations.

About Fangtian

Started in Taiwan, based on the mainland, serving the Asia-Pacific

Findersoft focuses on providing one-stop software products and enterprise cloud service solutions for the mold and mold upstream and downstream industrial chain. It is the creator of a well-known mold master brand on both sides of the Taiwan Strait, and a practitioner of mold ERP standards

In February 2003, Fangtian Xi’an R&D Center was formally established, and the sales and service network was expanded to Taiwan, Mainland China, Southeast Asia and other places. The development testimony of Fangtian Company is a microcosm of the informatization of mold companies. It has participated in and promoted the innovation and development process of 1500+ mold companies in the Asia-Pacific region.

Adhering to the vision of “establishing the Chinese standard of mold ERP”, we have constantly explored and enlightened in practice, and accumulated a wealth of original experience. Fangtian Software Company combines the international advanced ERP management knowledge with the characteristics of the mold manufacturing industry, and takes the lead in developing the mold MoldERP enterprise management system, which provides mature solutions and business practices for the success of ERP in the mold field. Today, the well-known MoldERP is not only a registered trademark of Fangtian Software, but also a synonym for mold ERP software.

Fangtian Software Company adheres to the market segmentation strategy, and forces mold companies to provide comprehensive e-solutions and services. It does not simply provide ERP (Enterprise Resource Planning), MES (Workshop Execution System), APS (Advanced Planning and Scheduling), PLM (product life cycle), CRM (customer relationship management), SCM (supply chain collaboration), OA (online office software), etc., are also the comprehensive and consistent integration of these products, so that they are closely related to business processes and information Combine, create digital application value, help enterprises carry out management reforms, and enhance core competitiveness.

In order to meet the diversified business needs of enterprises, Fangtian Software has also successively developed plastic ERP, hardware ERP, mechanical ERP, electronic ERP and other industry management software to help enterprises build a powerful resource integration management software platform, which has won the majority of group customers. Warmly praised, including Fortune 500 companies are continuing to benefit from Fangtian’s comprehensive management plan.

Fangtian Software Co., Ltd. is determined to become the “No. 1 Mould ERP Brand in China”. It not only created many member companies such as “Mould”, “Mould”, “Kamo” and “Mould Master”, but also defined the company’s future development from the perspective of customers. The blueprint is based on the existing product line and service mechanism, integrating multi-party resources, and building a global and universally recognized mold ERP Chinese standard with customers. This is Fangtian’s mission, honor and vision, and then becomes the most trustworthy Enterprise management software and service provider.

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Author: ANDY Minghe