The Toyota Way
丰田模式

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The 14 Principles of the Toyota Way is a management philosophy used by the Toyota corporation that includes the Toyota Production System. The main ideas are to base management decisions on a "philosophical sense of purpose" and think long term, to have a process for solving problems, to add value to the organization by developing its people, and to recognize that continuously solving root problems drives organizational learning.^[1]

丰田模式的14原则是丰田在生产系统中应用的一套管理理念。其主要思想是管理决策的制定以最终的目的为前提，眼光放长远，有一套处理问题的步骤，通过培养员工为企业增值，并且认同持不断解决根本问题会促进整体学习的观念。

Toyota began to be recognized in the 1980s for the quality of its vehicles and its responsiveness to customers.^[2] The various Toyota and Lexus models are consistently ranked higher than other car makes in owner satisfaction surveys. For example, in 2004, seven of the fourteen highest ranked cars by owners in the annual Consumer Reports survey were Toyota or Lexus models. This pattern has been consistent for many years.^[3] According to Jeffrey Liker, a University of Michigan professor of industrial engineering, it is the way Toyotas are engineered and manufactured that makes them successful. Liker and other observers believe that the basis of Toyota's success stems from the business philosophy that underlies its production system.^[2]

在上个世纪80年代丰田就以其出色的汽车品质和对客户的负责的态度被社会认同。丰田和雷克萨斯不同的车型在用户满意度调查中常常排在其他牌子的上面。比如在2004年年度消费者报告调查中排名前十四款车型中有七款是丰田或者是雷克萨斯。这种排名情况已经连续出现了好多年。密西根大学工业工程学教授Jeffrey Liker认为，丰田的成功归功于他们设计和生产的模式。Liker和其他一些观察者相信丰田的成功源自他们生产系统背后的商业理念。

The 14 Principles

14原则

The Toyota Way has been called "a system designed to provide the tools for people to continually improve their work"^[1] The 14 principles of The Toyota Way are organized in four sections: 1) Long-Term Philosophy, 2) The Right Process Will Produce the Right Results, 3) Add Value to the Organization by Developing Your People, and 4) Continuously Solving Root Problems Drives Organizational Learning. The principles are set out and briefly described below:

丰田模式被称为“一套帮助人们持续提高他们的工作的工具”。丰田模式的14原则可以分成四个部分：1）长远的理念，2）正确的步骤会产生正确的结果，3）通过提升你的员工增加企业的价值。4）不断解决根本问题会促进整体学习。下面是这些原则和一些简单的描述：

Section I — Long-Term Philosophy

第一部分-长远的理念

Principle 1

原则1

• Base your management decisions on a long-term philosophy, even at the expense of short-term financial goals.
• 用长远的观点制定管理决策，即使不能达到短期的财务目标。
  

People need purpose to find motivation and establish goals.

人们需要目的来寻求动力和设定目标。

Section II — The Right Process Will Produce the Right Results

第二部分-正确的步骤会产生正确的结果

Principle 2

原则2

• Create a continuous process flow to bring problems to the surface.
• 创建一个持续的步骤把问题暴露在表面。
  

Work processes are redesigned to eliminate waste (muda) through the process of continuous improvement — kaizen. The seven types of muda are:

通过连续的改进重新设计生产步骤以消除浪费-改进。浪费的七种类型：

1. Overproduction
2. 过度生产
   
3. Waiting
4. 等待
   
5. Unnecessary transport
6. 不必要的运输
   
7. Overprocessing
8. 过度加工
   
9. Excess inventory
10. 过多的库存
    
11. Unnecessary movement
12. 不必要的移动
    
13. Defects
14. 缺陷
    

Principle 3

原则3

• Use "pull" systems to avoid overproduction.
• 使用“拉动”系统避免过度生产。
  

A method where a process signals its predecessor that more material is needed. The pull system produces only the required material after the subsequent operation signals a need for it. This process is necessary to reduce overproduction.

一个步骤会发出信号给上家说需要更多原料的方法。根据下一步操作发出需要的信号拉动系统只会生产恰好多的原料。要消灭过度生产这一步骤是必须的。

Principle 4

原则4

• Level out the workload (heijunka). (Work like the tortoise, not the hare).
• 均衡生产（平均化）。（工作要像乌龟那样，而不是兔子那样）。
  

This helps achieve the goal of minimizing waste (muda), not overburdening people or the equipment (muri), and not creating uneven production levels (mura).

这一点可以实现把浪费降到最低，不会给员工和设备带来过度的负载，也不会出现不均衡的生产水平。

Principle 5

原则5

• Build a culture of stopping to fix problems, to get quality right the first time.
• 建立一个停下来解决问题的系统，在第一时间把质量做好。
  

Quality takes precedence (Jidoka). Any employee in the Toyota Production System has the authority to stop the process to signal a quality issue.

质量优先。丰田生产体系中的任何一名员工都有权停下生产报告发现的质量问题。

Principle 6

原则6

• Standardized tasks and processes are the foundation for continuous improvement and employee empowerment.
• 把任务和生产过程标准化是持续进步和赋权给员工的根本
  

Although Toyota has a bureaucratic system, the way that it is implemented allows for continuous improvement (kaizen) from the people affected by that system. It empowers the employee to aid in the growth and improvement of the company.

尽管丰田采取的是官僚体制，但是操作的方式允许系统相关人员的不断的提高。他赋权给员工来帮助促进公司的成长和进步。

Principle 7

原则7

• Use visual control so no problems are hidden.
• 采用肉眼检查这样不会有任何隐藏的问题。
  

Included in this principle is the 5S Program - steps that are used to make all work spaces efficient and productive, help people share work stations, reduce time looking for needed tools and improve the work environment.

这一原则包含的是5S程序-这些步骤用于提高所有的工作场地效率和生产能力，帮助员工共享工作站，减少寻找工具的时间并且改善整个工作环境。

• Sort: Sort out unneeded items
• 清理：把不用的东西清理出来
  
• Straighten: Have a place for everything
• 有序：任何东西都有自己的位置
  
• Shine: Keep the area clean
• 整洁：保持场地的清洁
  
• Standardize: Create rules and standard operating procedures
• 标准：制定规则和标准的操作流程
  
• Sustain: Maintain the system and continue to improve it
• 持久：维护整个系统并持续改进
  

Principle 8

原则8

• Use only reliable, thoroughly tested technology that serves your people and processes.
• 在生产过程中只给你的员工采用可靠的经过充分测试的技术。
  

Technology is pulled by manufacturing, not pushed to manufacturing.

科技是由制造拉动的而不是推动的。

Section III — Add Value to the Organization by Developing Your People

第三部分-通过培养员工为企业增值

Principle 9

原则9

• Grow leaders who thoroughly understand the work, live the philosophy, and teach it to others.
• 培养了解工作，奉行公司理念，并且带动别人去这样做的领导者。
  

Without constant attention, the principles will fade. The principles have to be engrained, it must be the way one thinks. Employees must be educated and trained: they have to maintain a learning organization.

这些原则如果不是常抓不懈也会失去效用。这些原则必须深入人心，直到变成一个人的思维方式。要对员工进行教育和培训：他们必须形成一个学习的整体。

Principle 10

原则10

• Develop exceptional people and teams who follow your company's philosophy.
• 培养符合你的公司理念的员工和团队。
  

Teams should consist of 4-5 people and numerous management tiers. Success is based on the team, not the individual.

团队应该有4到5个人和无数的管理要求组成。成功取决于整个团队而不是个人。

Principle 11

原则11

• Respect your extended network of partners and suppliers by challenging them and helping them improve.
• 尊重你的合作伙伴和供应商，挑战他们的能力，并帮助他们进步。
  

Toyota treats suppliers much like they treat their employees, challenging them to do better and helping them to achieve it. Toyota provides cross functional teams to help suppliers discover and fix problems so that they can become a stronger, better supplier.

丰田对待供应商和对待自己的员工差不多，对他们提出更高的目标，并帮助他们实现。丰田提供跨职能团队帮助供应闪发现问题解决问题，这样他们可以做的更好。

Section IV—Continuously Solving Root Problems Drives Organizational Learning

第四部分-不断解决根本问题会促进整体学习

Principle 12

原则12

• Go and see for yourself to thoroughly understand the situation (Genchi Genbutsu).
• 亲自到现场查看问题以充分了解整个情况。
  

Toyota managers are expected to "go-and-see" operations. Without experiencing the situation firsthand, managers will not have an understanding of how it can be improved. Furthermore, managers use Tadashi Yamashima's (President, Toyota Technical Center (TCC)) ten management principles as a guideline:

丰田的管理者都要求到现场查看情况。不亲自体验现场管理者队怎么改进没有任何概念。并且管理者还必须奉行Tadashi Yamashima（丰田技术中心总裁）的十条管理原则：

1. Always keep the final target in mind.
2. 明确最终目标。
   
3. Clearly assign tasks to yourself and others.
4. 自己的和别人的分工清晰明确。
   
5. Think and speak on verified, proven information and data.
6. 根据经过确认和证明的信息和数据讨论问题。
   
7. Take full advantage of the wisdom and experiences of others to send, gather or discuss information.
8. 充分利用别人的智慧和经验发送，收集和讨论信息。
   
9. Share information with others in a timely fashion.
10. 实时和别人分享信息。
    
11. Always report, inform and consult in a timely manner.
12. 经常的汇报，通知和请教。
    
13. Analyze and understand shortcomings in your capabilities in a measurable way.
14. 量化分析了解你的能力上的不足。
    
15. Relentlessly strive to conduct kaizen activities.
16. 永不停息的改善。
17. Think "outside the box," or beyond common sense and standard rules.
18. 跳出来看问题，或者是超出常理和标准考虑问题
    
19. Always be mindful of protecting your safety and health.
20. 时时注意保护自己的安全和健康
    

Principle 13

原则13

• Make decisions slowly by consensus, thoroughly considering all options; implement decisions rapidly (nemawashi).
• 做决策的过程要慢，要通过协商协商，充分考虑每个方面；决定的实施要迅速。
  

The following are decision parameters:

下面是做出决策的步骤：

1. Find what is really going on (go-and-see) to test
2. 实地确认发生的问题
   
3. Determine the underlying cause
4. 确认潜在的原因
   
5. Consider a broad range of alternatives
6. 考虑一系列解决问题的办法
   
7. Build consensus on the resolution
8. 成立解决问题的委员会
   
9. Use efficient communication tools
10. 使用有效的交流工具
    

Principle 14

原则14

• Become a learning organization through relentless reflection (hansei) and continuous improvement (kaizen).
• 通过不停的反省和持续的改进形成学一个学习的整体。
  

The process of becoming a learning organization involves criticizing every aspect of what one does. The general problem solving technique to determine the root cause of a problem includes:

形成持续学习的整体的过程包括批评一个人做的每一个方面。通常确认根源并解决问题的技术包括：

1. Initial problem perception
2. 最初发现问题
   
3. Clarify the problem
4. 弄清问题
   
5. Locate area/point of cause
6. 确定问题发生范围或原因
   
7. Investigate root cause (5 whys)
8. 调查根本原因（5个为什么）
   
9. Countermeasure
10. 对策
    
11. Evaluate
12. 评估
    
13. Standardize
14. 标准化
    

Translating the principles

传达这些理念

There is a question of uptake of the principles now that Toyota has production operations in many different countries around the world. As a New York Times article notes, while the corporate culture may have been easily disseminated by word of mouth when Toyota manufacturing was only in Japan, with worldwide production, many different cultures must be taken into account. Concepts such as “mutual ownership of problems,” or “genchi genbutsu,” (solving problems at the source instead of behind desks), and the “kaizen mind,” (an unending sense of crisis behind the company’s constant drive to improve), may be unfamiliar to North Americans and people of other cultures. A recent increase in vehicle recalls may be due, in part, to "a failure by Toyota to spread its obsession for craftsmanship among its growing ranks of overseas factory workers and managers." Toyota is attempting to address these needs by establishing training institutes in the United States and in Thailand.^[4]

丰田在世界不少国家都设立了工厂，领会这些原则出现了一些问题。就像纽约时报指出的，只是在日本本土的时候丰田的这些企业文化很容易通过口口相传，在生产全球化的情况下，很多不同的文化都需要考虑进来。“问题的多人有责制”，“现地现物”（在事情发生的地方而不是在办公桌上解决问题）和“改善意识”（居安思危，永不停息的改进）等理念对很多北美员工和其他文化的员工来说并不熟悉。最近召回车辆数量的上升部分就归结于“没有把丰田对完美做工的着迷传给海外工厂的工人和管理者”。丰田打算通过在美国和泰国设立培训中心来解决这一问题。