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hese arguments can explain why the workforce quickly contested Toyotism: improving this new production logic was imperative.

New forms of Toyotism
In order to answer and react to the growing dispute and to be more productive, Toyota developed and improved new working organization forms. These innovations are implemented differently depending on the production site.

Quality circles

Quality circles are meetings held outside working hours and on a voluntary basis, to solve certain problems and perfect the production process. It's a workgroup consisting of operators and executives, established around the kaizen activities, which covers questions of quality, maintenance, safety, cost price a€|

Besides, it allows to defuse conflicts, which are sources of losses for the company. By favoring the communication between the employees, through regular meetings, the mobilization and the motivation of the employees are increased, and the quality of products improves.

The post rotation

It consists of a workforce rotation on the various posts of the same assembly chain, to break the dullness of the work. However, the rotation did not really become widespread, probably because not so much needed by the company.

The task extension

It consists in grouping together various tasks for the same workstation. The task extension contributes to limiting the horizontal division of the work.

The task enrichment

It consists in improving the workers' motivation by augmenting the interest of their work, by adding for example tasks considered more developing such as the control, the maintenance a€| The tasks enrichment contributes to limiting the vertical division of the work.

The participative management

It consists in associating the employees to the process of decision regarding the organization of the daily work, the evolution of the resultsa€|

The management by objectives

The superiors assign objectives to their subordinates, without defining precise modalities, and they will be evaluated on the difference between the objectives and the obtained results.

The semiautonomous teamwork

It consists in constituting a group of workers whose members are in charge of defining by themselves the working modalities allowing them to reach the company objectives. This mode of organization relies on the auto-organization and the self-regulation of the group, because the group is collectively responsible for the production.

During the 70s, Toyotism was seen as the key to assert in competition. Indeed, the decline of costs, the productivity and quality improvements were more organizational innovations than technological innovations. But the functioning conditions of Toyota's productive organization cannot be pushed farther, in particular as regards the tension on the flows of supply and on the working strength: the intensity of the work cannot be any more increased!

Management in Toyota today
Management development and learning organizations
Since the 80s, the set up system meets certain limits (seen above) and, confronted with new elements such as the decline of the dollar and the increase of the yen, as well as the sourness of the international competition, Toyota had to opt for new strategies±¾ÂÛÎÄÓÉÓ¢ÓïÂÛÎÄÍøÌṩÕûÀí£¬ÌṩÂÛÎÄ´úд£¬Ó¢ÓïÂÛÎÄ´úд£¬´úдÂÛÎÄ£¬´úдӢÓïÂÛÎÄ£¬´úдÁôѧÉúÂÛÎÄ£¬´úдӢÎÄÂÛÎÄ£¬ÁôѧÉúÂÛÎÄ´úдÏà¹ØºËÐĹؼü´ÊËÑË÷¡£
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