МНого интересно разсъждаваш тип "или или". Състезанието не е само бърза кола,състезанието е и стратегия,състезанието са и пилоти,бързи механици в бокса,екипна работа и т.н.. Имам впредвид,че не стават за 2 дена големите победи. Все пак има разлика между отборите във Ф1 Форс Индия и Уилямс Тойота , Тойота и т.н.. Успехите са различни,точките са различни,иначе всички са отбори от Ф1. Не можем да приравним първите 2 отбора за добри,и всички останали за еднакви просто отбори от Ф1. както виждаме, дори на различни писти,различни отбори са силни. Аз обаче,като много заслепен от блясъка на Тойота biggrin.gif ,забелязвам,че Тойота има,мисля,най-равномерното и постоянно представяне и ми се струва,че градят отбор занапред,,типично в стила на Тойота ,а не за еднократни,краткосрочни победи. Много хора се дразнят като пиша така и си викат 'абе къв стил Тойота,кви принципи,всички авто-производители са еднакви и работят еднакво горе-долу,кво се впечатлява толкова тоя Lexus' biggrin.gif Ето малка инетересна инфо,на която попаднах съвсем скоро за стила Тойота.Който се инетерсува ,да прочете. Пускам тази инфо,защото стила на Тойота е вплетен и във Ф1 отбора,от "стила Тойота" е тръгнала Тойота като компания,той е основна причина да стане и номер 1 в света.
http://www.canada.com/business/story.html?id=2069586#
Nearly two decades into the third major technological revolution of modern human history, we have yet to identify the new enterprise that provides a model for the future--one that exemplifies the power of information and communications technologies (ICT) to challenge past management practices.
Where is the equivalent of the Manchester cotton factory in the first industrial revolution, or Ford in the second? The closest we come to an exemplar of the "new organization" of the early 21st century is Toyota. Why is it that a Japanese auto firm, anchored in the flagship industry of the previous century and based in a country that is a laggard in the ICT revolution, is widely held up as a model of the network organization of the 21st century?.................
A second reason is that both today's network model of the corporation and the speed of the 1990s ICT revolution have their roots in the Japanese competitive challenge of the 1980s. Younger readers may find it hard to understand the dismay of U.S. companies like GM and Xerox when faced with Japanese "lean enterprises" like Toyota and Canon, which were less than a quarter of their size in terms of employees but were rapidly overtaking them in the marketplace. The Japanese competitors confronted U.S. firms with a different form of the corporation, variously called the extended enterprise, the vertical keiretsu or the network organization, in which the firm focused on core competences and relegated lower value-adding activities to a network of specialized suppliers and distribution subsidiaries........
Yet the Japanese enterprises were better integrated with their external suppliers than the U.S. firms were with their own parts divisions. They also boasted better internal cross-unit and cross-functional integration
that delivered faster time to market and better quality than their American competitors................
Translating the ever-increasing flows of information and communications into sources of value over the coming decade will shift the focus of companies that have succeeded brilliantly in disaggregating their activities to "interface management" -- building effective connections externally across supply chains and with customers and internally across their many subunits.
This brings us back to Toyota.
Toyota demonstrates that effective interface management uses three interacting resources: human capital (individual skills and knowledge),
social capital (reputation and trust built through consistent behaviours)
and system capital (shared routines and systems for problem-solving and learning). The best people and the strongest reputation will not be effective without the third.
Toyota's many systems -- its A3 single-sheet problem analysis, the simulations in its suppliers' forums, its
wall charts and handbooks --
are easy to parody, but together they constitute powerful system capital. Moreover, Toyota demonstrates that sharing all three types of resources among the many companies in its extended network is an investment that yields even more capital.The network corporation cannot thrive if it does not foster the expansion of resources and capabilities throughout its network.
For the large global companies that still dominate our corporate landscape, Toyota continues to provide the best and most accessible model of the evolution of the network corporation that we have yet identified.
--- - Eleanor Westney is the Scotiabank Professor of International Business at the Schulich School of Business, York University.
