Toyota recalls Analysis and Implications

Abstract 2008, Toyota became the world champion car sales in 2011, Toyota recalled again from quality management to corporate culture are the countries to learn from, and now question the quality of products by consumers, Toyota too fast rate of expansion of its international talent management, quality management, product design, R & D are not very good with in today's rapid economic development, many Chinese enterprises to go abroad, Toyota recall wake-up call to us and we can learn valuable experience, so that enterprises in the international process of detours.

Keywords: Toyota recall, quality management, the rapid expansion

First, because analysis of the Toyota recall
The world's largest Japanese car manufacturer Toyota Motor Corporation, is currently facing an unprecedented crisis and crisis of confidence in the brand since 2000 to 2010 in mid-May period of time, the U.S. National Highway Traffic Safety Administration received more than 6,200 from the for Toyota sedan suddenly accelerated complaints about the same time, these complaints involved 89 fatalities and 57 injuries .2011 Japan January 26, Toyota announced a global recall of nearly 170 million vehicles, these vehicles were recalled engine parts, and there are some small cracks in pipes, valves and some loose connections, there is the risk of oil spills .2011, Toyota, respectively, in late January and late February launched a worldwide recall of two large-scale As companies continue to announce the Toyota vehicle recalls, Toyota's consumer attitudes and Toyota's safety, quality, reliability was widely questioned. recalls Toyota's rapid expansion and proliferation strategy can not get away, natural to have large-scale expansion of ancillary personnel management, quality management, product design, Technology research and development, but Toyota is clearly in these aspects do not get bit.

(A rapid expansion and cost reduction uncoordinated
1, the rapid global expansion by Toyota's global performance, we can see: 1995 compared with 2000, Toyota increased overseas production by 50 million vehicles, Toyota's overseas production in 2005 increased from 1.75 million to 3.57 million, increase amounted to 1.82 million, the number of Japan's domestic production is little change, while such a large volume of production increased, accompanying it is a substantial cost control programs.

2, the cost reduction plan. 2000 when Toyota Motor North America, Europe and Asia for expansion, procurement has become more important for the elimination of repeat purchases, Toyota began to implement cost-cutting program called CCC21 (from design, production, procurement and large fixed costs and so reduce costs, the main goal is to make 180 parts of 30% price reduction on Renfeng Tian, ​​president of .2005, the Watanabe greater efforts to implement its leading Toyota CCC2l plan, and, Under his leadership in the management of cost control has been put forward new ideas, will no longer be satisfied with the minutiae of tinkering.

3, combined with rapid expansion and cost reduction effects in the Toyota Takaoka plant, set up a simplified assembly process, known as the "global body line." This production line to maximize the use of common tools to reduce manufacturing steps: the system itself In addition to the incredible flexibility, the installation costs 50% less than the original, modified the cost of production of new models reduced by 70%, and with three weeks will be able to full capacity, compared to the old system will have to 3 months. Thus, the logical, the system quickly spread around the world, Toyota factory order to save costs in the world with a production line, making the new models do not fully complete with the components, leading to potential safety problems appear.

(B lack of culture of excellent quality Toyota Toyota's quality culture adhere to "good faith", the customer, supplier and employee benefits linked to internal quality improvement activities in favor of global business and customer orientation to work on. the production process of quality inspection and control in every process is carried out, focusing on training each employee's quality consciousness, to ensure timely detection of quality problems. in order to reduce costs, the Toyota vehicle plant after the expansion is not in all environments for adequate road test, making the mat or the accelerator pedal in the design process is not well thought out, while driving cause a large number of accelerator pedal block, so it is easy to lead to dangerous situations in a variety of models on the extensive use of common parts not suitable for the design of new models of its own components, making the vehicle has a congenital defect, it is easy to cause massive worldwide recall.

(C Toyota lean production methods tend to development, whether businessmen or academics, Japan's Toyota Motor Company Lean production is recognized as a model of lean production and mass production methods have certain advantages compared to sex. Lean production is characterized by the elimination of all waste, the pursuit of excellence and continuous improvement. streamline its core, to streamline product development and design, production, management does not produce added value in all work, aimed at the best quality, lowest cost and maximum efficiency of the market demand to make the most rapid response, but the process of rapid expansion in the world, Toyota is only focused on cost reduction, lean production completely forgotten is the pursuit of excellence and continuous improvement purposes. cost savings only In order not to waste excellence, rather than blindly as a means of profit-maximizing if the lean production is simple to understand cost control is wrong, the premise that products must meet quality standards, if this can not make it, cost control will does not make sense.

(Four of the global market supply chain management issues. Toyota founder Kiichiro Toyoda, early insight into the "process management" or even "supply chain management" thinking to achieve overall quality in the process of rapid expansion, Toyota from Japan domestic production, into Asian production, global production, its production chain is too fragmented. so the whole front of total quality management becomes too long, likely to cause neglect. This Toyota's management challenges, but the Toyota in the expansion process growth of staff and organizational structure can not keep up, also contributed to such a large scale recall of one of the reasons.

Second, recall the revelation of China's foreign trade enterprises
As an economy is in rapid expansion of the country, Toyota turmoil on our multinational development, is a rare textbook of Chinese products has frequently been recalled or banned, Toyota learned more worthy of our study.

(A balance of foreign expansion in the management of
1, grasp the expansion and cost control balance in the foreign trade enterprises, the rapid expansion of global exports is likely to cause a rapid increase in costs, the rate of expansion and the balance between cost control, it is worth us to take advantage of. We can not because of cost control affect the rate of expansion abroad, not to expand too fast and blind because of increasing costs or reducing costs in the business expansion, we should use more of the integrated industry chain, so that the advantages of economies of scale, so to reduce costs so that we brand to withstand the test, optimize our industrial structure, to make our products more technical content, the formation of sustainable development momentum Toyota's global business model in this low-cost strategy, both come to an end, a large number of recall event to withstand a lot of loss, sales decline can imagine, low-cost strategy is not our long-term strategy for enterprise development. industrial transformation is the only way for Chinese enterprises to the world How to search for new technologies and new mode of production to achieve a sustained decline in the cost of Chinese enterprises to work together.

2, in the expansion process has always been the quality and security. Once Toyota's lean production makes the people's trust in product quality, global sales reached first in the world, but also precisely describes the recall , the expansion of the Toyota the "consumer safety first" behind. recall events, to Toyota is a big influence, especially on the Toyota consumer satisfaction and loyalty greatly reduced. China's foreign trade enterprises in the face of foreign competition, not blindly, quality and safety is always first. should be thoughtful, through quality planning, the development of marketable export products actively cope with foreign technical trade measures. After the financial crisis export products quality management should be committed to product quality to meet the legal requirements to operate, so that product quality to meet the legal requirements are the basic requirements of quality management, especially now that trade protectionism, some countries played purchase domestic products under the banner, build a non-tariff trade barriers through the development of technical regulations in the form of increased restrictions on imported products, the standard threshold to prevent the import of similar products. In this regard, enterprises should be standards for production, ensure that the new standard After the official launch, the product can be successfully exported.

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At the same time, research and development process must also consider the quality and safety first. The weakness lies in China's manufacturing development system we currently face is lean management system, more than just manufacturing and automation systems from R & D costs to consider quality and customer first, it is precisely that we do not of. Many manufacturers are now blind expansion, after expansion of the management is very weak, and poor management, the most critical R & D do not increase, R & D to keep up with new products is very prone to quality problems, resulting in the use of consumer products When a safety hazard.

(B improving product Technology content and the management capacity of senior staff
1, to improve the safety of electronic products. The Toyota "recall" the event was mainly due to problems caused by the pedal. For this problem, Toyota announced that "the brake before the end of 2010 Priority System (BOS" will become the standard for all domestic Toyota configuration. According to experts, vehicles BOS system, will greatly enhance the security of Toyota's move has been peer response, the U.S. General said later, also in BOS system is installed on all new cars now, our electronic products level of development compared with the international advanced level there is a large gap, over the same period the international average of only 1 / 5 ~ 1 / 4, it must pay attention to electronic security, while according to the present strength of their own country, in short order time to shorten the gap with the international advanced level, but also a national investment.

2 and improve the management capacity of senior staff and the sense of responsibility and as Technology continues to evolve, some of the physical work will be more and more replaced by machines, the senior management will become a technological decision, the driving force behind innovation, improve middle and senior management capacity, and execution, particularly in its overseas branches of multinational corporations is a challenge in the context of the development of enterprises, managers have the ability to simultaneously increase, especially to develop their sense of responsibility , to-business and socially responsible awareness, because a corporate sense of responsibility in the final analysis is the responsibility of each employees, especially middle and senior management staff.

(C to increase overseas risk prevention in the context of globalization, corporate global expansion contains a complex system interaction will not only face the cost of quality control management bottlenecks, but also face different market conditions and political climate challenges, so the "go out "process, to strengthen risk prevention, do not underestimate the risk of cross-border operations against the laws and regulations, in particular, to monitoring the quality of these goods to enter Europe relatively sound, its legal system, almost harsh environment of the enterprise market, should be careful, Otherwise, sometimes tend to have a small technical flaw may lead to product recalls or consumer class actions, serious and even lead to bankruptcy, not to mention the erosion of the brand.

(D insist on good corporate culture
1, the company values ​​determine how far companies can go Toyota Motor current real crisis in its current corporate culture, is that any president after a few of the founders of the faith, values, and inappropriate correction of misreading in the process of development over the years , the Toyota "to provide customers with better products" under the guidance of this idea, creating a lean production, "zero defect" management style, reliable quality and full play to their wisdom into the Toyota lean production methods success and failure, but when any president will be the Toyota after the founder of several "dedicated to the research and creation, to master the trend of the front-end" concept misread as to make Toyota the world's largest car manufacturer, high-profit goal of corporate , global expansion speed, frequent recalls. 30 years of China's enterprises in the process of rapid development, strong market demand-driven the company's rapid growth, many companies simply do not even had a clear and established corporate values, when the business reaches a certain size, will eventually reach the control limit, so for multinational companies, corporate positioning is very important values, values ​​of the enterprise will be like a beacon to guide enterprises to go places.

2, the effective cross-cultural management as the world economic integration and regional economic integration continues to deepen, the internationalization of business has become unstoppable boom in exports generated by international business operations, because in different cultures background, geographical environment, inevitably will encounter unprecedented opportunities and challenges to effectively carry out cross-cultural management, international companies in cross-cultural background, geographical operating under the guarantee of success, which is especially for Chinese companies into the global economy more practical significance.

3, excellent corporate culture, business success to help the world-renowned historical evolution of corporate governance, confirmed the vitality of governance from the corporate culture like General Electric respected three traditions: "uphold the integrity and focus on performance, desire change," Wal-Mart the basic beliefs of "respecting each employee, the service every customer, every day, the pursuit of excellence," Nokia's values ​​"people-oriented Technology," Intel spirit "only the paranoid survive", etc., excellent corporate culture has become an important core competitiveness of enterprises part of the reason why there are many hundred years, a very important one is the corporate culture, like genes, which go into the business, although their business strategy and business are constantly adjust to changing external world, but always maintained a stable core of cultural concept, these intangible assets has become a business imperative, for the training of staff loyalty and team work is very helpful. the corporate culture will become employees in difficult times of spiritual support to help businesses weather the storm.

Third, the summary
In summary, the Chinese foreign trade enterprises, through the expansion of production capacity to meet market demand can be at immediate profit of course, but the market should seize the favorable opportunity and prosperity, and strive to improve product quality and service quality, the implementation of a viable brand upgrade strategy and Technology development strategy in the development process, pay attention to corporate culture, so the combination of tangible and intangible assets in order to make our foreign trade enterprises to go further.

Main References:
[1] Tong Yan from Toyota's view of total quality management [J]. Tianjin: Tianjin University of Technology.

[2] Xie Yongmei. Why the Toyota lean model to explore possible [J]. Harbin: Harbin Institute of Technology, 1998.

[3] Wang Tao, Song Tao, Toyota "quality gate" the main reason [J]. Automotive observation, 2009.

[4] Chen Yuzhi Toyota crisis Huoqixiaoqiang [J]. Automotive forefront of observation, 2010.

[5] Wang Xuan, Liang Qian work based on the cost bottleneck management methods in quality cost management rejected the application [J]. Xi'an: Northwestern University, 2010.

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