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在七十年代的科学管理（泰罗制和福特制）出现在缺口不断扩大，对社会新的标准步骤。今后市场需要多样化和可靠（甚至个性化）！产品.这意味着灵活性、反应性、创新这些约束要求的含义、动机、通用性、主动性和对员工的能力，要严格服从。一个新的生产逻辑（生产系统对市场需求的适应）要求：Toyotism出现。
丰田汽车公司是当今世界上最大的汽车制造商。丰田的成功是由于两电源技术（1912-1990），曾任丰田为了与美国汽车业的竞争（福特特别）。发明了“TPS”：丰田生产系统，也叫Toyotism和“JIT”。丰田自1962年起实施此模式。这些工作组织形式随后被传播到美国和欧洲。

首先我们将定义什么是Toyotism，然后我们将研究Toyotism形式的演变、最后，我们将看到Toyotism如何影响如今丰田的管理。

In the bend of the seventies, the scientific management (Taylorism and Fordism) appears in gap growing, out of step with the new standards of the society. Henceforth markets require diversified and reliable (even individualized!) products. That implies flexibility, reactivity, innovationa€| These constraints require the implication, the motivation, the versatility, the initiative and the ability to react from the employees, to the detriment of strict submission and obedience. A new logic of production (adaptation of the productive system to the requirements of the market) was required: Toyotism appeared.

Toyota Motors Corporation is today the largest vehicle manufacturer in the world. Toyota's success is due to two mains techniques created by Taiichi OHNO (1912-1990), a former president of Toyota in order to compete with the American car industry (Ford particularly). He invented the 'TPS': Toyota Production System, also named Toyotism and the 'JIT': just in time. This model was implemented by Toyota since 1962. Those working organization forms were then broadcasted to the USA and Europe.

First we will define what is Toyotism, then we will study the evolution of the Toyotism forms and finally, we will see how Toyotism lead to Toyota's management today.

About Toyotism
Major principles

Toyotism has two major principles: the 'just in time' system and the 'autonomation' system.

The 'just in time' system which means production in 'just in time' conditions contributes to eliminate inventory. Indeed, stocks are very expensive for the company because it is necessary to conserve goods in perfect shape in huge buildings. Indeed, some goods require a special preservation system which can also be very costly. You also need to pay for storage building. Moreover, the produced goods have generated costs (especially in a country like Japan were space is limited), that are not compensated by sales.

More precisely, inventory reduction relies on the Kanban method that consists in producing when demand manifests itself. We start from the command sent to the company to go back upstream to the fabrication level. Thus, it is the final consumer that launches production. Production is then said to be in 'tight management' or in 'tense flows', contrary to Fordism.

FORDISM
TOYOTISM
Indeed, thanks to just in time (the approach of continuous and forced problem solving via a focus on rapid throughput and reduced inventory), products or raw materials necessary to production arrive when and where they are needed. No more waste and no more delays, so it reduces costs! Thus, the JIT production helps reducing cost by eliminating waste, removing variability and improving throughput.

Autonomation (= autonomy + automation) or auto-activation is the second Toyotism principle. The kaizen perfectly describes the principle of continuous improvement of the system. The kaizen is the principle of empowerment of the teams to define standard durations of producti