Originally posted by: senseamp
Originally posted by: 1prophet
Originally posted by: senseamp
Originally posted by: sdifox
Originally posted by: 1prophet
The problem is not with the cars but a cultural one that permeates most American businesses where short term, immediate profits are held above long term goals who's immediate results cannot be seen.
Bingo. Stock market is not supposed to work the way it is working now. Shareholders should have no say in business working. Don't like the business? sell the stocks.
Really, if American business culture is so bad, why has our economy been roaring, while the Japanese economy been in the toilet for the last 15 years? Aside from the auto sector they got nothing. And they will lose the auto sector to someone else sooner or later, like they lost the electronics, computer, memory, pretty much every sector where they had tough competition in. It may take a while, but it's almost inevitable.
Give anyone enough credit they can roar also, but the day is coming when the piper has to be paid along with the interest.
That's not the issue. Credit was dirt cheap in Japan during the time their economy has been in the toilet. They even had negative interest rates. They couldn't give the loan money away interest free. They simply ran out of ideas on how to make money, I guess.
It's very much the issue if you look at the main cause called instant gratification, cheapest is best, always low prices mentality, buy now worry about how to pay for it later, and later is here for the auto manufacturers.
This here goes into more depth about the difference in business philosophy or culture.
Learning From Toyota -- Again
Matheson's advice: "Anyone seeking to emulate Toyota's success should start with the first of Toyota's 14 management principles as outlined in Liker's book, The Toyota Way.
"Base your management decisions on a long-term philosophy, even at the expense of short-term financial goals."
Excerpts from the
Toyota Way:
Base your management decisions on a long-term philosophy, even at the expense of short-term goals.
Create continuous process flow to bring problems to the surface.
Use "pull" systems to avoid overproduction.
Level out the workload (heijunka). (Work like the tortoise, not the hare.)
Build a culture of stopping to fix problems, to get quality right the first time.
Standardized tasks are the foundation for continuous improvement and employee empowerment.
Use visual control so that no problems are hidden.
Use only reliable, thoroughly tested technology that serves your people and processes.
Grow leaders who thoroughly understand the work, live the philosophy and teach it to others.
Develop exceptional people and teams who follow your company's philosophies.
Respect your extended network of partners and suppliers by challenging them and helping them to improve.
Go and see for yourself to thoroughly understand the situation (genchi genbutsu).
Make decisions slowly by consensus, thoroughly considering all options; implement decisions rapidly.
Become a learning organization through relentless reflection (hansei) and continuous improvement (kaizen).