As a leader, the first thing is to be fully understood

When the strategy of "adjusting the tiger away from the mountain", fully mobilize the enthusiasm of employees. Advocated by Ishida, the leader of Toyota Motor Corporation in Japan

"Card Registration Method" and

The "Rationalization Proposal" movement was learned from the United States in 1951, and Ishida found that this system was effective for business management, so he sent Eiji Toyoda (now the general manager) to Ford in the United States to learn this knowledge.

After Eiji Toyoda returned to Japan, he set out to establish a Toyota-style

The slogan of the "proposal system" is: "To have a good product, you must first have a good idea." Ishida said at a workers' meeting: "The life of a car lies in good quality and low price, and Toyota's ultimate goal is to make products better, cheaper to buy, and build good products with good ideas." "How to reduce the cost of products, is the eternal subject of entrepreneurs, he rationalization of the results of the proposal - proposal, made a careful review, first put

"Suggestions" are divided into tangible effects, intangible effects, degree of utilization, originality, nature of ideas, in-office, out-of-duty and other categories, and then score according to the category, each item is scored according to the grade difference of 5 points ~ 20 points, until the full score is 100 points.

There is a prize for the super score, with a starting point of 500 yen and a maximum of 200,000 yen.

There are all factories, workshops, and departments

"Suggestion Committee", which is set up by the head office

The "Creation and Invention Committee" is responsible for reviewing the company-wide

"Suggested" work. It is recommended to conduct a review at three levels: the first level is reviewed by the person in charge of the workshop to decide whether to report or not; The second level is composed of factories and departments

The "Suggestion Committee" examines but only accepts proposals with a bonus of more than 6,000 yen; The third level is made up of the head office

The "Creation and Invention Committee" examines and accepts only proposals with a prize of 20,000 yen or more. Each subordinate factory, company, and workshop must be announced once a month

The number of "suggestions" and their adoption, and a grand three-level conference was held to award prizes. In 1952, when Toyota first began to implement such a good system, it encountered many difficulties.

Although all subordinate factories, companies, and workshops have posted large notices to solicit suggestions, they have very few suggestions collected every month, only 183 pieces a year, and the suggestion boxes are covered with dust and cobwebs.

Toyota's leadership did not back down. By 1974, they had received more than 400,000 suggestions, with a 79 percent adoption rate, and a bonus of 360 million yen, and in 1975, a prize of 430 million yen, and 450,000 suggestions, with an adoption rate of 85 percent.

The Toyota company began to take shape

"Toyota Spirit", on average, each person makes more than 10 suggestions per year, and the company receives 2,000 suggestions a day except holidays.

In 1977, a proposed bonus of 426 million yen was issued. Suggestions come in a variety of ways, both large and small. Ishida learned the lessons of Ichiro Toyoda and valued the human factor and proposed

The slogan "Respect for people". He said: "It is the people who work to create Toyota people who actively use their brains for the enterprise and work hard for the company. In 1962, after 10 years of hard work, Ishida summed up his experience in handling labor-management relations

The "Labor-Management Declaration" first considers the material living conditions of the workers, including the selection of factory sites and the layout of the production system.

Toyota's factory system is rare in the world, and the distance between factories is no more than 30 minutes.

Workers' dormitories, hospitals, shops, schools, and entertainment venues are all distributed around the factory, and no employee has any worries about life.

Employees with more than 5 years of service can receive a low-interest housing loan of 5 million yen, which will be paid off in 20 years.

Employees over the age of 35 can buy a house, and young people over the age of 25 have their own cars. In order to meet the needs of the spiritual life of employees, the company has set up a library with a collection of 70,000 books, and built various stadiums, gymnasiums, swimming pools, etc.

Every year in May, Toyota holds a sports day, and all the leaders of Toyota participate in it, and it is very lively.

Toyota was the first company to implement the five-day work week, and the company's leaders have always maintained the tradition of sharing weal and woe with the employees, and most of them are locals, so they are very close to each other and full of friendship.

Therefore, the Toyota company is praised as

"Loyalty Group", Toyota attaches great importance to the important role of the community in the relationship between contacts, and also attaches importance to the role of family education.

Every year on February 1, it is Toyota

"Personnel transfer day". After the personnel are transferred, the new leaders have to write letters to the parents of their subordinates. On the wedding anniversaries and birthdays of subordinates, leaders have to visit and congratulate them.

Although these works are inconspicuous, they are a great encouragement to the employees and enhance the sense of honor and responsibility of Toyota people.

The strategy of "diverting the tiger from the mountain" means that you can use your own time and place to attack your opponent and create artificial strategies to lure your opponent into submission.

There is danger in a head-to-head confrontation, so try to lure the opponent out of the back, in

Subdue your opponent in "Sports". It's called a deflection tactic.