לא מפטרים עובדים בטויוטה
המיתון בארה"ב נותן את אותותיו. באוגוסט נסגר מפעל המשאיות של טויוטה באינדיאנה שבארה"ב למשך שלושה חודשים. וכדרכה של טויוטה, אשר פיתחה את פילוסופיית הניהול הרזה, הוחלט שלא לפטר עובדים. הם לא אחדו מפעלים, לא הזיזו קווים ולא סגרו... הם עצרו לשלושה חודשים בלי לפטר. מאחר וניהול רזה אינו רק הוצאה לפועל של אוסף כלים ושיטות אלא בעיקר פילוסופיה שבבסיסה עומד נושא היחס לאנשים, אני מוצא שחשוב להביא כאן את הדברים בשם אמרם במקור:
Toyota Idles Factories but Can’t Lay Anybody Off
They will relearn how to pick up screws. They will study safety practices. They will take classes on workplace diversity and ethics, study corporate history, clean up the mess of urban vandals and probably even plant flowers.
But one thing Toyota’s 4,500 idle North American workers will not do is get laid off.
As the U.S. auto industry sheds workers, and even Nissan offers buyouts, Toyota is sticking by its proud—and expensive—tradition of no layoffs during hard times.
“This was the first chance we’ve really had to live out our values,” says Latondra Newton, general manager of Toyota’s Team Member Development Center in Erlanger, Kentucky. “We’re not just keeping people on the payroll because we’re nice. At the end of all this, our hope is that we’ll end up with a more skilled North American workforce.”
On August 8, Toyota halted production of Tundra pickups and Sequoia SUVs at plants in San Antonio and Princeton, Indiana, for three months, idling 4,500 workers.
It’s an expensive proposition. Toyota won’t estimate the financial hit. But keeping 4,500 of its workers on the clock at full pay and benefits for 14 weeks, even at a conservative estimate of $20 an hour, would represent at least $50 million. The shutdown also means a production loss of 30,000 to 40,000 big-ticket pickups and SUVs. At an estimated wholesale value of even $25,000 per vehicle, that translates into as much as $1 billion in lost revenue….
……It was Newton who first received word of Toyota’s decision last month that assembly lines in San Antonio and Princeton would stop making Tundras and Sequoias. Her instructions were clear: All affected workers would remain on the clock at full pay until assembly resumes in November.
No one had developed a contingency plan, so that left Newton and her Kentucky staff with about two weeks of late-night meetings and weekend scrambling to create a plan of action.
Their solution: Move the affected workforce through a nonstop schedule of classes and training exercises aimed at improving their assembly skill levels.
Among the classes they are rotating through: safety drills, productivity improvement exercises, presentations on material handling and workplace hazards, diversity and ethics classes, maintenance education and a stream of online tests to measure and record their skill improvements. ……
...The automaker says it has not decided what employees will do after completing their classes, but they probably will work in community service programs around San Antonio and southern Indiana.
That would put Toyota employees to work cleaning public parks and scrubbing graffiti from buildings around San Antonio, a company spokesman says.
And if executives can resolve logistics and safety issues, they may authorize a weeklong employee assignment to clean up the shoreline of a Texas lake.
Filed by Lindsay Chappell of Automotive News, a sister publication of Workforce Management.
They will relearn how to pick up screws. They will study safety practices. They will take classes on workplace diversity and ethics, study corporate history, clean up the mess of urban vandals and probably even plant flowers.
But one thing Toyota’s 4,500 idle North American workers will not do is get laid off.
As the U.S. auto industry sheds workers, and even Nissan offers buyouts, Toyota is sticking by its proud—and expensive—tradition of no layoffs during hard times.
“This was the first chance we’ve really had to live out our values,” says Latondra Newton, general manager of Toyota’s Team Member Development Center in Erlanger, Kentucky. “We’re not just keeping people on the payroll because we’re nice. At the end of all this, our hope is that we’ll end up with a more skilled North American workforce.”
On August 8, Toyota halted production of Tundra pickups and Sequoia SUVs at plants in San Antonio and Princeton, Indiana, for three months, idling 4,500 workers.
It’s an expensive proposition. Toyota won’t estimate the financial hit. But keeping 4,500 of its workers on the clock at full pay and benefits for 14 weeks, even at a conservative estimate of $20 an hour, would represent at least $50 million. The shutdown also means a production loss of 30,000 to 40,000 big-ticket pickups and SUVs. At an estimated wholesale value of even $25,000 per vehicle, that translates into as much as $1 billion in lost revenue….
……It was Newton who first received word of Toyota’s decision last month that assembly lines in San Antonio and Princeton would stop making Tundras and Sequoias. Her instructions were clear: All affected workers would remain on the clock at full pay until assembly resumes in November.
No one had developed a contingency plan, so that left Newton and her Kentucky staff with about two weeks of late-night meetings and weekend scrambling to create a plan of action.
Their solution: Move the affected workforce through a nonstop schedule of classes and training exercises aimed at improving their assembly skill levels.
Among the classes they are rotating through: safety drills, productivity improvement exercises, presentations on material handling and workplace hazards, diversity and ethics classes, maintenance education and a stream of online tests to measure and record their skill improvements. ……
...The automaker says it has not decided what employees will do after completing their classes, but they probably will work in community service programs around San Antonio and southern Indiana.
That would put Toyota employees to work cleaning public parks and scrubbing graffiti from buildings around San Antonio, a company spokesman says.
And if executives can resolve logistics and safety issues, they may authorize a weeklong employee assignment to clean up the shoreline of a Texas lake.
Filed by Lindsay Chappell of Automotive News, a sister publication of Workforce Management.
תגובות