トヨタ経営の史的展開(世界経済の変質と日本の対応(総合)-労働政策を中心として-)
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Upon obtaining government licensing for the manufacturing of trucks (in 1945) and the production of passenger cars (in 1949), Toyota Motor Company--with active goverment backing and massive infusions of funds by the post-World War II Reconstruction Finance Bank--launched into the rebuilding of its prewar automotive production system. Toyota Motors managed to regain--and even surpass--its prewar production levels, thanks largely to the windfall special procurement orders issued by the American military during the 1950-1952 Korean War. It was in this period that Toyota established at each of its manufacturing plant an integrated working system, which paved the way toward consolidating the groundwork for setting up its mass production system. However, subsequent to--and periodically since--the 1973 Oil Shock, Toyota has had to reengineer and streamline its method of management--a process which is still continuing. The main features of the rationalization policy aggressively carried out by Toyota over the years are as follows: (1) Reinforcing the company's export clout in the world marketplace by lowering the cost of producing Toyota vehicles, specifically by trimming its personnel expenditures; (2) Improving the efficiency of the company's overall productivity system by compelling Toyota subsidiaries to lower the unit cost--and upgrade the quality--of automotive parts and components; (3) By downsizing the number of its regular employes and vigorously promoting quality-control activities, Toyota focused on increasing the efficiency of its production system. In this manner, the management succeeded in making heavier overtime work, lower wages and longer working hours permanent fixtures at Toyota. The advent of the 1980s witnessed an intensification of global trade frictions and, consequently, rapid strides in the overseas production of automobiles, until eventually a global productive system became predominant. The main problem is that Toyota's profit has come to depend primarily on the size of its sales. Inevitably, the Toyota management has had to intensify labor, introduce elaborate robot systems and adopt aggressive retraining programs--all which has resulted in exacerbating working conditions in the Japanese automobile industry.
- 1995-03-31
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関連論文
- トヨタ経営の史的展開(世界経済の変質と日本の対応(総合)-労働政策を中心として-)
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