摘要
當賓士、通用、福特等全世界主要車廠陷入困境之際，2007年四月，豐田發表2006年會計年度營收預估，營業額達二十三兆日圓，而營業利益超過兩兆二千億日圓，再次刷新日本紀錄讓人刮目相看。2007年第一季之全球銷售量亦首度超越美國通用汽車(234萬vs 226萬)，成為真正的世界第一。然而令人訝異的是這股豐田旋風，短期內似乎看不出足以抵擋之對手。 豐田汽車之所以能夠稱霸全世界，其關鍵因素就是在品質與成本的傑出表現，讓消費者充分享受優質且價美的商品，並獲得肯定與信賴。然而在此成功的背後，真正讓豐田得以不斷強大的原因，就是全公司上下徹徹底底的推行『人才培育』工作，讓經驗得以傳承，讓知識與技能得以不斷的累積，並且在特有日本文化背景下，以共有的理念與價值觀，發揮最大的成效，創造出新的豐田傳奇。 本研究主要動機就是希望以豐田成功之模式為主體，透過豐田海外子公司之個案研究，讓有志學習豐田管理模式之企業能有更進一步理解，豐田的成功不是只有管理技巧與工具，而是與『人』息息相關。因此特別針對個案公司在人才培育上之想法與具體運作方式及對品質與成本之影響，作一整體研究，以減少有志學習之企業，因錯誤的認知而造成的時間與資源浪費。其進行方式主要以相關文獻及個案公司資料之蒐集，與關鍵人員之深度訪談，相互驗證整理與分析而後獲致結論。 本研究結論認為： 一. 教育訓練是人才培育的必要手段，而為提昇教育的成效，架構公司與員工之間的信賴關係是基本必要條件。 二. 由豐田母公司的技術支援與指導協助，及個案公司自我的創新，對提升教育訓練之想法與內容水準，有相當程度之助益，同時對品質與成本績效亦有正向關聯。 三. 以嚴密而完整的教育訓練體制，落實『品質是製造來的』及『豐田式生產管理之成本低減理念』，為個案公司品質與成本績效顯著主要原因之一。 四. 建構『對人的尊重、信賴，與活用人的智慧』之職場環境與文化，讓員工理解真正的目的與價值，並產生自發性、自律性，發揮最大的創意，對品質與成本績效之提昇，有極大之助益。 五. 全員上下貫徹追求品質與成本績效，無處不是教育，無處不是學習，而且不斷的將經驗與智慧傳承延伸，讓會的人越多，理解的人越多，整體水準越高，品質與成本績效就越好。
並列摘要
While many main automobile companies of the world such as Mercedes Benz, General Motor and Ford encounter financial difficulties, Toyota released an awe-inspiring estimation of their 2006 earnings—sales revenue of 230 billion yen and profit of 200 billion yen—that once again broke Japan’s record in April 2007. Their global sales volume in the first season of 2007 also surpassed that of American General Motor (2.34 million versus 2.26 million), becoming number one of the world. Yet the most astounding fact is that no foreseeable company will be challenging Toyota’s leading status in the near future. The key factor of Toyota’s leadership in the motor business is its superior performance in quality and cost. They present high-quality and cost-efficient products to their costumers, earning their admiration and trust. Yet the real reason behind Toyota’s success and growth is its thorough implementation of “manpower incubation” throughout the company. This allows inheritance of experience and accumulation of knowledge and skills, creating the Toyota miracle with shared ideals and values in Japan’s culture. The main motive of this study is to use Toyota’s successful model as a subject matter and, by studying the individual cases of Toyota’s overseas subsidiaries, allow companies that wish to acquire Toyota’s management system to see that Toyota’s success is not only based on management skills and techniques, but is strongly connected to “people”. Therefore, the study emphasizes on how the branch companies’ manpower incubation and specific operation methods influence quality and cost. Through this study, we hope to reduce the waste of time and resources of aspiring companies caused by perception errors. The study counter-validates and analyzes related literature, case company data and interviews with key persons to reach a conclusion. The study shows: 1. Education and training are indispensable to manpower incubation. In order to enhance the effects of education, building trust between a company and its employees is essential. 2. The technical support and instructions of the Toyota parent company and the innovation of case companies provide great help in forming ideas of improving education and training. Meanwhile, they provide substantial benefits to quality and cost performance. 3. Achieving “Quality is designed and manufactured in the product” and “The cost reduction of Toyota production management” through a meticulous and comprehensive education and training system is one of the main reasons of the case companies’ superior cost-efficiency. 4. Constructing a culture and environment of “Respect and trust for people and exploitation of human intelligence” allows employees to understand their true values and goals, triggering self-motivation, self-discipline and creativity and the enhancement of quality and cost-efficiency. 5. Implementing the pursuit of quality and cost-efficiency throughout the company, emphasizing the ubiquity of education and advancing the legacy of experience and wisdom will create more able and knowledgeable people, which will then lead to the enhancement of quality and cost-efficiency.