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-7ﺍﺴﺘﺨﺩﺍﻡ ﺍﻟﺭﻗﺎﺒﺔ ﺍﻟﻤﻨﻅﻭﺭﺓ ،ﻭﻫﻜﺫﺍ ﻟﻥ ﺘﻜﻭﻥ ﻤﺸﻜﻼﺕ ﺨﻔﻴﺔ
-8ﺍﺴﺘﺨﺩﺍﻡ ﺍﻟﺘﻜﻨﻭﻟﻭﺠﻴﺎ ﺍﻟﻤﻌﻭل ﻋﻠﻴﻬﺎ ﻭﺍﻟﻤﺨﺘﺒﺭﺓ ﺍﻟﺘﻲ ﺘﺨﺩﻡ ﺍﻟﻌﺎﻤﻠﻴﻥ ﻭﺍﻟﻌﻤﻠﻴﺎﺕ
-9ﺘﻨﻤﻴﺔ ﺍﻟﻘﺎﺩﺓ ﺍﻟﺫﻴﻥ ﻴﻔﻬﻤﻭﻥ ﺍﻟﻌﻤل ،ﻭﺍﻟﺤﻴﺎﺓ ،ﻭﺍﻟﻔﻠﺴﻔﺔ ﻭﻴﻌﻠﻤﻭﻨﻬﺎ ﻟﻶﺨﺭﻴﻥ
-10ﺘﻁﻭﻴﺭ ﺍﻷﻓﺭﺍﺩ ﻭﺍﻟﻔﺭﻕ ﺍﻻﺴﺘﺜﻨﺎﺌﻴﻴﻥ ﺍﻟﺫﻴﻥ ﻴﺘﺒﻌﻭﻥ ﻓﻠﺴﻔﺔ ﺍﻟﻤﻨﻅﻤﺔ
-11ﺍﺤﺘﺭﺍﻡ ﺍﻟﺸﺒﻜﺔ ﺍﻟﻭﺍﺴﻌﺔ ﻤﻥ ﺍﻟﺸﺭﻜﺎﺀ ﻭﺍﻟﻤﻭﺭﺩﻴﻥ ﻤﻥ ﺨﻼل ﻤﺴﺎﻋﺩﺘﻬﻡ ﻭﺘﺤﺩﻴﻬﻡ ﻤﻥ
ﺃﺠل ﺘﺤﺴﻴﻨﻬﻡ
-12ﺍﻟﺤﻀﻭﺭ ﻭﺍﻟﻨﻅﺭ ﺒﺸﻜل ﺸﺨﺼﻲ ﺘﻤﺎﻤﺎ ﻤﻥ ﺃﺠل ﻓﻬﻡ ﺍﻟﻤﻭﻗﻑ
-13ﺍﺘﺨﺎﺫ ﺍﻟﻘﺭﺍﺭﺍﺕ ﺒﺒﻁﺀ ﻤﻥ ﺨﻼل ﺍﻹﺠﻤﺎﻉ ﻭﺍﻻﻫﺘﻤﺎﻡ ﺒﻜل ﺍﻟﺨﻴﺎﺭﺍﺕ ﻤﻊ ﺘﻨﻔﻴﺫ
ﺍﻟﻘﺭﺍﺭﺍﺕ ﺒﺴﺭﻋﺔ
-14ﺍﻟﺘﺤﻭل ﺇﻟﻰ ﻤﻨﻅﻤﺔ ﻤﺘﻌﻠﻤﺔ ﻤﻥ ﺨﻼل ﺍﻻﻟﺘﺯﺍﻡ ﺍﻟﺼﺎﺭﻡ ﻭﺍﻟﺘﺤﺴﻴﻥ ﺍﻟﻤﺴﺘﻤﺭ
ﺇﻥ ﺠﺫﻭﺭ ﻁﺭﻴﻘﺔ ﺘﻭﻴﻭﺘﺎ ﺤﺴﺏ ﻜﺘﺎﺴﻭﺍﻜﻲ ﻭﺍﺘﺎﻨﻴﺏ ) (Watanabeﺭﺌﻴﺱ ﺸﺭﻜﺔ ﺘﻭﻴﻭﺘﺎ
ﺍﻟﺤﺎﻟﻲ ﻴﻜﻤﻥ ﻓﻲ ﺍﻟﺘﺤﺴﻴﻥ ﺍﻟﻤﺴﺘﻤﺭ ،ﻭﻋﺩﻡ ﺍﻟﺭﻀﺎ ﻋﻥ ﺍﻟﺤﺎﻟﺔ ﺍﻟﻘﺎﺌﻤﺔ ،ﺇﺫ ﺃﻥ ﺍﻟﻌﺎﻤﻠﻴﻥ ﻓﻲ ﺍﻟﺸﺭﻜﺔ
ﻴﺴﺄﻟﻭﻥ ﺒﺎﺴﺘﻤﺭﺍﺭ :ﻟﻤﺎﺫﺍ ﻨﻘﻭﻡ ﺒﻬﺫﺍ ﺍﻟﻌﻤل؟ ﻭﺍﻟﻴﻭﻡ ﻓﺈﻥ ﺍﻷﻓﺭﺍﺩ ﻓﻲ ﺘﻭﻴﻭﺘﺎ ﻓﻲ ﺍﻟﻴﺎﺒﺎﻥ ﻭﻋﺒﺭ ﺍﻟﻌﺎﻟﻡ
ﻴﺩﺭﺒﻭﻥ ﺍﻟﺸﺭﻜﺎﺕ ﺍﻷﺨﺭﻯ ﻋﻠﻰ ﻨﻅﺎﻡ ﺘﻭﻴﻭﺘﺎ ﻭﻤﺠﻤﻭﻋﺘﻬﺎ ﺍﻟﺫﻫﻨﻴﺔ .ﻟﻘﺩ ﻓﺘﺤﺕ ﺘﻭﻴﻭﺘﺎ ﺃﺒﻭﺍﺒﻬﺎ ﺃﻤﺎﻡ
ﺍﻟﺯﺍﺌﺭﻴﻥ ﻤﻥ ﺍﻟﺸﺭﻜﺎﺕ ﺍﻷﺨﺭﻯ ﻟﻠﺘﻌﺭﻑ ﻋﻠﻰ ﻨﻅﺎﻡ ﺇﻨﺘﺎﺠﻬﺎ .ﻜﻤﺎ ﺃﺴﺴﺕ ﻤﻨﺫ ﻋﺎﻡ 1992ﻤﺭﻜﺯﺍ
ﺩﻋﻡ ﻤﻭﺭﺩﻱ ﺘﻭﻴﻭﺘﺎ ﻓﻲ ﺍﻟﻭﻻﻴﺎﺕ ﺍﻟﻤﺘﺤﺩﺓ ﻴﻘﺩﻡ ﺍﻟﺘﺩﺭﻴﺏ ﻋﻠﻰ ﻨﻅﺎﻡ ﺇﻨﺘﺎﺝ ﺘﻭﻴﻭﺘﺎ ﻟﺸﺭﻜﺎﺕ ﺃﻤﺭﻴﻜﺎ
ﺍﻟﺸﻤﺎﻟﻴﺔ ،ﻭﻗﺩ ﺍﺴﺘﻔﺎﺩﺕ ﻤﻨﻪ ﺃﻜﺜﺭ ﻤﻥ ) (140ﺸﺭﻜﺔ ﻤﻊ ﺘﻘﺩﻴﻡ ﺍﻟﻤﺴﺎﻋﺩﺓ ﺍﻟﻤﺒﺎﺸـﺭﺓ ﻷﻜﺜـﺭ ﻤـﻥ
) (80ﺸﺭﻜﺔ .ﻟﻘﺩ ﺘﻤﻴﺯﺕ ﺘﻭﻴﻭﺘﺎ ﺇﻟﻰ ﺠﺎﻨﺏ ﻜل ﻤﺎ ﺫﻜﺭﻨﺎ ﺒﻤﺠﻤﻭﻋﺔ ﻤﺒﺎﺩﺉ ﻤﺜل ﺍﻟـﺴﻌﻲ ﻨﺤـﻭ
ﺍﻟﻜﻤﺎل ،ﻭﻁﺭﻕ )ﻁﺭﻴﻘﺔ ﺨﻤﺴﺔ ـ ﻟﻤﺎﺫﺍ 2-ﻜﻴﻑ ،(Five-Whys-two-Howﻭﺃﺩﻭﺍﺕ )ﻨﻅﺎﻡ
ﺍﻹﻨﺘﺎﺝ ﺍﻟﻠﻴﻥ ،(Lean Productionﺘﺼﺏ ﻜﻠﻬﺎ ﻓﻲ ﺘﻌﺯﻴﺯ ﻋﻤﻠﻴﺔ ﺍﻟﺒﺤﺙ ﻋﻥ ﺍﻟﺘﺤﺴﻴﻥ ﺍﻟﺫﻱ ﻻ
ﻴﺘﻭﻗﻑ ﻭﺩﻋﻡ ﺒﻴﺌﺔ ﺍﻻﺒﺘﻜﺎﺭ ﻓﻲ ﻜل ﺸﻲﺀ ﻓﻲ ﺍﻟﺸﺭﻜﺔ ﻤﻥ ﺍﻟﺭﺅﻴﺔ ﺇﻟﻰ ﺍﻟﻤﺴﻤﺎﺭ ﺍﻟﻤﻠﻭﻟﺏ.
1. T.A. Stewart and A.P. Raman (2007): Lesson From Toyota's: Long Drive,
HBR, July-Aug, No. (7), pp74-83.
2. Peter F.Drucker: The Emerging Theory of Manufacturing,
HBR, Vol (68), No (3), May-June 1990, pp94-102.
3. Steven Spear and H.Kent Bowen: Decoding The DNA of The Toyota
Production System, HBR, Vol(77), No(5), Sep-Oct 1999.
4. M. May(2007): The Elegant Solution: Toyota's Formula for Mastering
Innovation, Free Press, New York,pp8-10.
5. L.Jeffrey(2003): The Toyota Way, McGraw-Hill, New York.
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